NON-FINANCIAL PERFORMANCE REPORT 02. 2020 — OUR ACTIONS AND COMMITMENTS
2020, a year like no other 48 COVID-19: How we protected, 01. adapted, contributed 50 STRATEGY ACTING FOR PEOPLE Our employees 56 Optimal protection 62 Caring for local communities 66 Our partnerships and collaborations 69 OUR GROUP Key Figures 10 03. ACTING FOR PLANET ANNEXES Our brands & activities 12 Climate change 72 Our business model 14 Air quality 80 Biodiversity 82 OUR SUSTAINABILITY Our partnerships and collaborations 85 Key performance indicators 102 STRATEGY Methodology 108 A new ambition 18 ACTING FOR Third party’s report 118 Our journey toward carbon neutrality 22 Glossary 124 Three pillars to address the united RESPONSIBLE TRADE global compact SDGs 24 Ethics & compliance 88 - Acting for people Stakeholders dialogue & Sustainable - Acting for planet performance 92 - Acting for a responsible trade Sustainable procurement 94 Material issues and non-fi nanciel risks 38 Sustainable added value Sustainability governance 40 products & Services 96 A rewarded strategy 44 Our partnerships and collaborations 98 Table of content
CMA CGM SUSTAINABLE DEVELOPMENT - 3 - FOREWORD
“I WOULD LIKE TO EXPRESS MY PRIDE TO ALL OUR STAFF MEMBERS AND SALUTE THEIR EXCEPTIONAL COMMITMENT.”
The Covid-19 pandemic marked the year 2020 and continues to disrupt everyone’s daily life. During this crisis, our priority has been to ensure the safety of our staff members. They have shown flawless mobilization for the Group and its customers. And they put all their expertise to transport the essential medical equipment. I would like to express my pride to all our staff members and salute their exceptional commitment.
The crisis we are going through has also strengthened a conviction that is already deep and rooted in our values: that other economic exchanges, more responsible and respectful of people and the planet, are needed. This conviction is reflected in our strategy and is built around three inseparable pillars: Acting For People, Acting For Planet and Acting For Responsible Trade. It inspires each of our actions.
In terms of environment, our objective is to achieve carbon neutrality by 2050. To this end, we have made concrete commitments, choosing to act now by implementing all available solutions.
2020 witnessed the entry into the fleet of the very first 23,000 TEU containership powered by liquefied natural gas. A world premiere which constitutes a major step. By 2022, this pioneering fleet will consist of 32 LNG-powered vessels. At the same time, our Research & Development engineers are already working on other modes of propulsion, such as hydrogen.
In order to accelerate this energy transition, we must mobilize the entire value chain. We have initiated an international coalition made up of 14 committed companies. We are working together on seven ambitious projects which will materialize in the next few months and which will mark a decisive phase in the construction of new sustainable mobility.
I also wished that the CMA CGM Group customers could be associated to these efforts. We have built a specific program for them, ACT +, which enables them to reduce their environmental footprint and offset their carbon emissions. The year 2020 has finally reinforced our desire to develop solidarity initiatives all over the world with the most weakened communities by the crisis. Our corporate Foundation, which has been working on these themes for more than 15 years, has made this its main mission and has been provided with additional resources.
The challenge is huge, but we are ready to meet it. I know that I can count on the unconditional mobilization of the Group’s staff members and on the trust of our customers and partners to build an ever more balanced globalization that respects people and the planet.
RODOLPHE SAADÉ Chairman and CEO of the CMA CGM Group
CMA CGM SUSTAINABLE DEVELOPMENT - 5 - CMA CGM SUSTAINABLE DEVELOPMENT - 7 - Our Group
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80,780 285 EMPLOYEES WORLDWIDE Shipping lines with CEVA Logistics Key (contractors excluded) figures >750 420 WHAREHOUSES AROUND THE WORLD representing 8.5 million m2 Ports of calls in 136 countries
USD 21 363,300 31.4 755 TONS MILLION TEUS Million in revenue shipping of air fret transported
Offices 566 1.08 OPERATED VESSELS MILLION TEUS handled by CEVA Logistics 3 MILLION TEUS Total fleet capacity of 45
Managed terminals
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Brands and Activities
MARITIME ACTIVITIES
INLAND & LOGICTICS ACTIVITIES
PORTS & SUPPORT Our Group
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ENERGY CHANGE IN Our MACRO TRENDS DIGITALISATION TRANSITION CONSUMPTION business PATTERNS END-TO-END BUSINESS TRENDS REGIONALISATION model LOGISTICS
OUR ACTIVITIES OUR ADVANTAGES AND RESSOURCES
PRESENT FLEET AND GLOBAL AND HUMAN CAPITAL INTELLECTUAL THROUGHOUT INFRASTRUCTURE REGIONAL 80,780 employees CAPACITY AND THE LOGISTICS 566 vessels ORGANISATION 4,952 seafarers INNOVATION CHAIN 45 terminals Worldwide network 178 nationalities Digital factory Multimodal 750 warehouses Present in 136 35% women Zebox Customer centricity Port terminals 755 offices countries CMA CGM Ventures Sea/plane 3 million TEU capacity Block Chain Customs Data MARITIME ACTIVITIES INLAND & LOGISTICS SOLUTIONS
Maritime, Six stategic pillars underpinning our mission Profitability inland & logistics solutions Contributing through maritime transport and logistics globalisation that is more balanced and respectful of people and the planet.
Human expertise & Innovation VALUE CREATION agile organisation & digitalisation USD 31.4 million in revenue, of which 23.3% relating to logistics.
FOR OUR CUSTOMERS FOR OUR EMPLOYEES FOR THE PLANET AND Increasingly addressing Worldwide specialised 318,132 training hours LOCAL COMMUNITIES biodiversity issues in
coverage 31% women managers -4% CO2 emissions from Group activities; End-to-end services 86% of employees with access maritime activities; Speeding up research
Transparent information to medical insurance - 49% CO2 emissions per TEU/ & innovation; One-stop shopping Maritime LTIFR down 43% km versus 2008; 12% green electricity Combined solutions Skills-based volunteering Delivery of 12 LNG vessels that at warehouse; Sustainability Vertical market business emit 20% less CO2 than vessels 8,500 tons of humanitarian powered by conventional fuel; aid shipped by the CMA CGM SUPPORT ACTIVITIES PORT ACTIVITIES IMO 2020 implemented; Foundation since 2012; Low sulphur emissions; 200 local initiatives Improving air quality in 47 countries. in coastal areas;
CMA CGM SUSTAINABLE DEVELOPMENT - 15 - Our sustainability strategy
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The health and economic This role comes with a CONVICTIONS the following year to avoid the crisis that has been affecting responsibility: guiding our Northern route. company and our sector into the ANCHORED IN THE At COP 25 at the end of 2019, A new all societies and economies GROUP’S VALUES worldwide since 2020 has future, while ensuring its positive CMA CGM joined the United reinforced global awareness impact on people and the planet. A family-owned, international Nations Global Compact, about companies having a Group, CMA CGM draws from endorsing the ten principles ambition its values the conviction that its related to respect for human major role to play in addressing the main social and economic strategy is inseparable rights, international labor environmental challenges. from strong commitments to standards, environmental Through its shipping and logistics society and the environment. regulations and the fight activities, CMA CGM plays a In 2018, the Group aligned its against corruption. key role in the transportation of sustainability approach with the essential goods, the continuity UN’s Sustainable Development of international trade and the Goals. Going further than the preservation of ecosystems. regulations in force, it decided
CMA CGM SUSTAINABLE DEVELOPMENT - 19 - OUR SUSTAINABILITY STRATEGY
A REASSERTED numerous associations to help AND STRATEGIC the most vulnerable populations, AMBITION notably through its Foundation.
Today, CMA CGM reaffi rms its These initiatives demonstrate commitment to placing social CMA CGM’s determination, and environmental responsibility shared by its teams and partners, at the heart of its actions, with to accelerate the transformation a clear mission: “to contribute of its activities so that they keep to sustainable globalization creating greater value for its through more balanced economic customers, its employees exchanges, enabling both and the planet. economic and social development, while respecting the integrity of all people and the planet”. This mission is supported by the structuring of the Group’s sustainable development approach around three pillars and the acceleration of its commitments, particularly to reduce the environmental impact of shipping. In June 2020, the Group announced its goal of achieving carbon neutrality by 2050. From today, the Group starts an unprecedented energy transition of its fl eet by choosing LNG (liquefi ed natural gas) propulsion. CMA CGM is committed to its employees to ensure their protection and professional development, and to support them in the transformation of their skills. Involved in local communities, CMA CGM supports
CMA CGM SUSTAINABLE DEVELOPMENT - 21 - OUR SUSTAINABILITY STRATEGY
2050 NOTRE PARCOURS VERS IMO 2030 -50% GHG in tons vs 2008 Our journey toward IMO AND EU GREEN DEAL LA NEUTRALITÉ Energy efficicy 2019 carbonCARBONE neutrality START BURNING 2ND GENERATION BIOFUEL
2030 ENERGY 2019 COALITION FOR THE ENERGY OF THE FUTURE A mix of alternatives solutions Initiated by Rodolphe Saadé, CEO and Chairman of the CMA CGM Group
2020 2025 100 COMMITMENT TOWARD CARBON NEUTRALITY BY 2050 100 % COMMITTED TO RENEWABLE ENERGY Announced by Rodolphe Saadé For CEVA Logistics CEO and Chairman of the CMA CGM Group
2025 2020 INTERMODAL STRENGTHENED REGIONAL NETWORKS At least 70 % of carrier haulage Conversion truck to vessel transported by Rail or Barge
2023 2020 IMO 2050 SWITCH TO RAIL OFFER Energy Efficiency Existing Index More units converted from truck to rail Carbon Intensity Indicator CARBON NEUTRALITY
2020 PULLING R&D EFFORTS AND 2022 PROMOTE CROSS-INDUSTRIES COOPERATION 26 LNG POWERED VESSELS 7 projects with low carbon solutions being into fleet studied within the coalition
2020 2022 BIOFUEL COLLABORATIVE EU GREEN DEAL Scaling a real & significant biofuel market Inclusion of shipping in the EU ETS
2020 2021 LAUNCH OF ACT WITH CMA CGM+ ROADMAP 2023 Value added services designed to analyze, Alternative Energy Mix/Operational reduce and offset our customers environmental footprint Excellence/Energy Efficiency and Retrofits/New Design 2020 LNG POWERED VESSELS ENTRY INTO FLEET First 23,000 TEUs ships propelled by LNG up to -20 % CO 2020 2 PAVING THE WAY FOR BIOMETHANE CMA CGM Jacques Saade at Rotterdam 2020 Introduction of biomethane (13 %) through WORLD’S LARGEST LNG BUNKERING OPERATION the Guarantee of Origin (GO) certificates mechanism CMA CGM Jacques Saade at Rotterdam with Total’s LNG bunker vessel, the Gas Agility
CMA CGM GROUP’S INITIATIVE REGULATION MILESTONES
CMA CGM SUSTAINABLE DEVELOPMENT - 23 - OUR SUSTAINABILITY STRATEGY
By making progress in these areas, CMA CGM intends to respond to the global challenges 3 pillards to address set out in the UN’s 17 Sustainable Development Goals, in 2015. Acting for humanity 1 Our Employees the United Nations Working conditions p. 57 Diversity p. 58 Talent Development p. 59 Sustainable 2 Optimal protection p. 62 3 Caring for local communities Local communities & Emergency reliefs p. 66 Development Goals CMA CGM Foundation p. 67 Acting for planet 4 Climate change p. 72 5 Air quality p. 80 p. 82 CMA CGM’s sustainable development approach 6 Biodiversity is structured around 3 pillars: Acting for People, Acting for Acting for Planet, Acting for Responsible Trade. responsible trade 7 Ethics & Compliance p. 88 These pillars cover 10 areas of improvement, 8 Stakeholder dialogue & Sustainable performance p. 92 9 Sustainable procurement p. 94 corresponding to the Group’s 13 sustainable 10 Sustainable added value products & services p. 96 priorities.
Our impact on SDGs’ achievement
We are actively working on:
We are contributing to:
We are promoting:
CMA CGM SUSTAINABLE DEVELOPMENT - 25 - OUR SUSTAINABILITY STRATEGY
and performance, the Group is SUPPORTING During the pandemic, the committed to offering everyone Foundation mobilized the the same chances of success. LOCAL logistical expertise and We implement all actions to COMMUNITIES international networks of the raise the proportion of women In a world where proximity and CMA CGM Group to ship medical in management and we want commitment are more necessary equipment to the most Acting for to accelerate this dynamic than ever, we encourage solidarity fragile populations. even further, up to the top initiatives around the world. management levels. In 2020, more than 200 actions In an ever-changing context, were carried out spontaneously we work to foster an agile, equal by our employees, with a positive and inclusive work environment, environmental or societal impact where our teams can flourish on local communities. people and develop their full potential. All are strongly inspired by the CMA CGM Foundation, which, after 14 years of supporting children in need, has made equal access to education its new priority.
See our actions and commitments p. 48-49
PROTECTING dedicated to the safety OUR PEOPLE of our employees.
The CMA CGM Group has built DEVELOPING its lasting success on strong and TALENT, human values. In a year when the PROMOTING Covid-19 pandemic affected all EQUALITY AND industries, we mobilized all our energy to ensure, above all, the DIVERSITY protection of our employees. Despite the difficult conditions in We demonstrated agility to give 2020, we have committed to the them the best possible working professional development of our conditions, whether they were employees. New programs have at sea, in our offices, terminals been set up to adapt their working or warehouses, or working from methods, strengthen their skills home. and boost their career paths. Because our teams are our Because diversity - in terms of primary asset, we are continually gender, nationality, age - is a strengthening the resources source of inspiration, innovation
CMA CGM SUSTAINABLE DEVELOPMENT - 27 - OUR SUSTAINABILITY STRATEGY
Acting for planet
See our actions and commitments p. 48-49
ACCELERATE the shipping industry. CMA CGM ETS system as a critical long-term THE ENERGY intends to provide an active goal. It involves an enhanced TRANSITION TO contribution to the design and consistency between agendas and delivery of the climate agenda and European regional standards IMO FIGHT CLIMATE resulting regulations under these international standards. CHANGE frameworks. CMA CGM already has a strong CMA CGM supports public Overall, the Group calls for track record in proactively authorities’ willingness to measures to reduce the negative addressing climate change. accelerate the agenda towards externalities through market- Wishing to play its part in a low carbon economy, in order based instruments. This would addressing this challenge, the to meet the 1.5C ° target. In this enable the shipping industry Group has strongly committed context, the International Maritime to continue ability to drive to reduce its carbon footprint for Organization’s (IMO) strategy global trade flow, according several years. to reduce ships greenhouse gas to responsible criteria. In this emissions, as well as the European perspective, CMA CGM views Union “Green Deal” are critical for the adoption of a global shipping
CMA CGM SUSTAINABLE DEVELOPMENT - 29 - OUR SUSTAINABILITY STRATEGY
By improving the energy efficiency LNG, FIRST LNG propulsion also makes environmental performance. zero-carbon energy; and the posing a greater threat to the fragile of our vessels, through their OPERATIONAL it possible to achieve major By 2023, alternative fuels will development of a supply chain Arctic environment, we decided as for new zero-carbon energies. hydrodynamic performance or by SOLUTION reductions in terms of account for at least 10% early as 2019 that none of optimizing routes and speeds, we atmospheric pollutants, enabling of our energy mix. In order to make adequate our vessels would use the have reduced CO emissions per TOWARD THE a 99% reduction in sulfur dioxide. technology available to carriers, Northern Sea Route. 2 TRANSITION teu-km by 49% between 2008 By 2022, 26 vessels equipped with KEEP INVESTING we call ongoing discussions to By joining the Global Compact, we design the EU taxonomy enabling and 2020. With the entry into our fleet of this state-of-the-art technology IN RESEARCHING have also joined the Sustainable Further to this, during a UN Global the CMA CGM JACQUES SAADE will have joined our fleet. In the more efficient funding flows for Ocean Business Action Platform, Compact conference of the in September 2020, first LNG- meantime, we continue to work THE ENERGIES OF the development of less emitting its technical network dedicated to United Nations in June 2020, powered container ship with a with our industrial partners to THE FUTURE energy sources. marine issues, as well as committed CMA CGM is deploying an Rodolphe Saadé announced an capacity of 23,000 TEUs, we have reduce the methane slip with an to the Sustainable Ocean Principles. ambitious R&D program to move ambitious new goal for the Group: taken a major step forward and action plan in order to minimize its PRESERVING In partnership with the Reef towards “zero emission” solutions to achieve carbon neutrality demonstrated our determination impact in the short term. Restoration Foundation in Australia, for transport and logistics. MARINE by 2050. to find immediately operational In parallel with the development of we launched a program in 2021 Our roadmap includes four BIODIVERSITY solutions to accelerate the energy LNG, in 2019 we initiated the use to help coral regeneration and main areas: energy efficiency; transition in our sector. of second-generation biofuels. The oceans are as much a part of support the Great Barrier Reef. optimization of our network, in An LNG-powered vessel emits up Produced from used cooking our lives as they are essential to particular through data mining to 20% less CO than a regular oil, this is the most promising our activity. We are continually 2 and artificial intelligence; a oil-powered system. source of biofuels in terms of working to reduce the impact of new concept of container ships our activities on the oceans and operating progressively with preserve biodiversity. To avoid
CMA CGM SUSTAINABLE DEVELOPMENT - 31 - OUR SUSTAINABILITY STRATEGY
FAVORING A Over the next two years, PARTNERSHIP CMA CGM will continue to improve APPROACH the energy efficiency of all its operations. We will have opened The energy transition is a common our new Fleet Center, equipped challenge for all our customers with the best technologies and and partners, including major artificial intelligence, we will have fossil fuel suppliers. In this context increased the number of LNG where innovation, scalability vessels in our fleet and continued and accessibility are crucial, the modernization of our vessels, collaboration is the key. we will have increased the At the end of 2019, CMA CGM proportion of alternative fuels in established a “Coalition for the our mix energy and developed our Energy of the Future”, composed green services offers through our of 14 clients and partner partnerships. companies, committed together to accelerate the energy transition of transportation and of the entire supply chain. 2021 will be a crucial year for the coalition, with the deployment of seven concrete projects about green hydrogen, biofuels, carbon-neutral LNG, green electricity, zero-emission vehicles, an eco-calculator of the transport chain and intermodal green hubs.
CMA CGMCMA CGMCMA DÉVELOPPEMENTCGM SUSTAINABLE DURABLE, DEVELOPMENT L’ESSENTIEL - 33 - OUR SUSTAINABILITY STRATEGY
BE EXEMPLARY DELIVERING In November 2020, we also IN OUR BUSINESS RESILIENT, launched ACT with CMA CGM+ INNOVATIVE AND to provide our customers The CMA CGM Group is with immediate solutions to committed to set the standards SUSTAINABLE decarbonize part of their transport in ethics and compliance. We SERVICES flows, through the purchase of Acting for are committed to promote In the context of the pandemic, LNG and/or Biofuel solutions, responsible international trade CMA CGM has demonstrated combined with through strict compliance with its front-line role in the delivery carbon offsetting offers. applicable laws and regulations of goods, both essential and By capitalizing on the range of and by encouraging our suppliers everyday ones, around the world. our activities, from shipping to and customers to adopt best With our Continuity Pack, we have logistics thanks to CEVA Logistics, responsible practices with us. adapted our offer, in conditions we want to enable our customers In order to ensure the integrity strongly impacted by the health to manage their supply chain from of behavior at all levels of our crisis, and enabled our customers end to end, while supporting them organization, an Ethics Charter to maintain their activities. New in reducing their carbon footprint. serves as a reference document digital functionalities have been for all our employees and an Ethics implemented to optimize the trade hotline was launched in 2019, customer experience while available 24/7 in maintaining a continuous different languages. transport flow.
See our actions and commitments p. 48-49
CMA CGM SUSTAINABLE DEVELOPMENT - 35 - OUR SUSTAINABILITY STRATEGY
Among the possible ways to accelerate the decarbonization of transport and logistics, we are studying the potential of modal conversion, either from truck to rail and/or barge, or from truck to ship. In the second half of 2020, we launched new intraregional services on the European market and in South America.
CONTRIBUTING TO A RESPONSIBLE VALUE CHAIN Our commitments can only be sustainable if we involve our stakeholders, starting with our suppliers and partners. We are extending our commitment to the ten principles of the United Nations Global Compact to our entire value chain, which we want to see progress towards the highest standards. In addition to the recognition of our clients, which commits us to continue our efforts and to improve further year after year, our approach in terms of social and environmental responsibility, human rights, ethics and sustainable purchasing was awarded in 2020 with the EcoVadis Platinum Medal.
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Material issues and non-financial risks
The Group’s Sustainability priorities, subsidiaries, including They are in line with CMA CGM With support from the Group Risk TO DATE, THE A Sustainable Development which were adapted to the Covid-19 CEVA Logistics. Group’s contribution towards Management department, risk map will be consolidated in Pandemic in 2020, determine the These priorities have been achieving the 17 United Nations a Sustainability risk mapping FOLLOWING 2021 in order to enhance the risk Group Sustainability risks and identified with our business entities, Sustainable Development Goals was initiated. SUSTAINABLE- assessment activity mentioned opportunities They directly reflect subsidiaries & external and and our commitment to RELATED RISKS above and to ensure full coverage the activities of CMA CGM & its internal stakeholders. continuous improvement. In 2020, identified risks in both HAVE BEEN at a Group level. the Top Group Risk Map and IDENTIFIED: The following pages detail across all focused-risk mappings strategies, objectives & actions were scanned to assess their - Risk of non-compliance with implemented in 2020, on the relation with the 13 priorities “ethics and compliance” 13 sustainable priorities SUSTAINABILITY MATERIALITY MATRIX listed in the materiality matrix. of the Group. in a pandemic year regulations, particularly regarding competition, This enabled us to determine: corruption, economic sanctions TOP - Any discrepancies between and personal data protection SUSTAINABLE PRIORITIES the risk level in the risk - Human rights and working FOR CMA CGM mappings and the evaluation conditions Working conditions performed at materiality matrix - Health, Safety & Security Optimal protection level. Differences have been - Climate change and air quality explained & formalized. Air quality - Pollution and harm to - The existence of any challenges Climate change biodiversity for which no risks had been - Talent development PRIORITIES Ethics & Compliance identified. An evaluation of the - Partnerships with our suppliers Stakeholder missing risks is to be performed. and subcontractors dialogue & sustainable Sustainable performance added value products & services 1
Biodiversity PRIORITIES
CMA CGM Foundation Local communities & emergency relief 2 Diversity PRIORITIES
Talent Development Sustainable TOP procurement SUSTAINABLE TOP 3 PRIORITIES PRIORITIES FOR STAKEHOLDERS
CMA CGM SUSTAINABLE DEVELOPMENT - 39 - OUR SUSTAINABILITY STRATEGY
Sustainability governance
CMA CGM Group’s CEO “THE RECENT ECONOMIC, HEALTH AND and chairman, Rodolphe ENVIRONMENTAL CRISES HAVE DEMONSTRATED Saadé, is fully committed to HOW THE FRAGILE OUR WORLD IS AND HOW embedding sustainability in ESSENTIAL IT IS TO RETHINK CURRENT MODELS. all operations and activities. WHILE PROFITABILITY IS VITAL TO SUSTAINABLE GROWTH, COMPANIES ALSO NEED TO CREATE VALUE WITH A POSITIVE IMPACT ON PEOPLE, SOCIETY AND THE ENVIRONMENT. IT IS FIRM CONVICTION THAT SUSTAINABLE DEVELOPMENT MUST BE AN INTEGRAL PART OF EVERY COMPANY’S STRATEGY. FOR OUR GROUP IT IS KEY REFLECTING OUR FAMILY DIMENSION AND STRONG ATTACHMENT TO HUMAN VALUES.”
RODOLPHE SAADÉ Chairman and CEO of the CMA CGM Group
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GENERAL MANAGEMENT defines the Group’s Sustainability strategy and objectives
THE BOARD OF DIRECTORS monitors sustainable achievements and orientations
SUSTAINABILITY ADVISORY COMMITTEE establishes Group Sustainable BOARD OF DIRECTORS Development strategy based on best practices SUSTAINABILITY ADVISORY COMMITTEE SUSTAINABILITY EXECUTIVE COMMITTEE defines ESG challenges implement strategy and monitors objectives and action plans COMEX SUSTAINABILITY EXECUTIVE COMMITTEE SUSTAINABILITY STREERING COMMITTEE implements action plans and reports on them. GROUP SUSTAINABILITY DEPT. LOCAL SUSTAINABILITY staff in each region and subsidiary ensure the dynamic deployment of strategy throughout the network and business.
WW SUSTAINABILITY SUSTAINABILITY NETWORK STEERING COMMITTEE THE GROUP’S SUSTAINABLE DEVELOPMENT DEPARTMENT ensures company- wide implementation of strategy and action by all Group entities. The department guides the business units and offices through sustainability roadmaps. These entail monitoring measures and progress on ESG issues, reporting quarterly to the Executive HO RO SUBSIDIARIES DEPARTMENTS Committee on the Group’s ESG performance, and ensuring compliance with regulatory developments and obligations.
SUSTAINABLE PROGRESS is monitored through 20 Key Performance Indicators, defined with ambitious targets in line with our 13 main priorities. The KPIs are presented quarterly to the Sustainability Executive Committee, whose members are responsible for monitoring progress.
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A rewarded strategy
During 2020, the CMA CGM Group received ECOVADIS PLATINUM CDP RATING B DHL’S GOGREEN CARRIER LABEL TOP 1% CMA CGM BEST SCORE OF 4/4 numerous awards and certifications recognizing CMA CGM CMA CGM quality and reliability of service, customer
relationship, operational excellence in shipping LABEL HAPPY INDEX®/ LABEL HAPPY TRAINEES RANK 2ND CANDIDATES CMA CGM HAPPY CANDIDATES and logistics, innovative dynamism CMA CGM TOP 40 COMPANIES CMA CGM and sustainability actions.
SHIPPING COMPANY BEST SHIPPING LINE THE CLIPPER LOGISTICS OF THE YEAR - ASIA-EUROPE CEVA LOGISTICS CMA CGM CMA CGM
CMA CGM SUSTAINABLE DEVELOPMENT - 45 - CMA CGM DÉVELOPPEMENT DURABLE, L’ESSENTIEL 2020 A year like no others
SUPPORT TO OUR STAFF MEMBERS DURING THE COVID-19 CRISIS A HUMANITARIAN SHIP FOR LEBANON ACTING WORLD CLEAN UP DAY PARTNERSHIPS WITH UNICEF COVID-19 — SOLIDARITY ACTIONS ALL AROUND THE WORLD FOR PEOPLE 110,000 TREES PLANTING, ONE FOR EACH STAFF MEMBER
COMMITMENT TOWARD CARBON NEUTRALITY BY 2050 COALITION FOR THE ENERGY OF THE FUTURE ACTING BIOFUEL COLLABORATIVE GROUP PARTNERSHIPS WITH ENERGY OBSERVER LNG POWERED VESSELS FLEET FOR PLANET REEF RECOVERY PROGRAM
FIGHT AGAINST ILLICIT TRAFFICKING OF TIMBER SPECIES ACTING FOR CMA CGM + RANGE OF ADDED VALUE SERVICES BUSINESS CONTINUITY PACK THIRD-PARTY CODE OF CONDUCT UPDATE RESPONSIBLE ECOVADIS PLATINUM MEDAL TRADE ACT WITH CMA CGM+
* providers included
CMA CGM SUSTAINABLE DEVELOPMENT - 49 - The cleaning process has been enhanced during the calls at port WE SHOWED AGILITY COVID-19: with a disinfection plan every four TO ENSURE SERVICE CONTINUITY hours, at the end of each shift, and in areas with the highest traffic. The monthly internet allowance The exceptional mobilisation as manage shipments online with How we protected, has been doubled at sea to enable of our employees allowed us My CMA CGM. seafarers to contact close friends to ensure the continuity of the One of the new services is and family more frequently. logistics chain. DELAY IN TRANSIT, which allows An exceptional bonus was also Throughout the crisis, Group customers to temporarily store adapted, contributed guaranteed to seafarers who employees have demonstrated containers in a dedicated hub had to stay at sea on unusually an exemplary commitment to until they are ready to be received long rotations. And the Group continuing to supply the world at the final point of destination has created a solidarity fund to with essential products, especially indicated on the B/L. With this support Covid-19 victims among foodstuffs, medical equipment new solution, customers can Group employees. and pharmaceutical products. control and reduce costs related Despite the lockdown, through to warehousing and storage. WE TOOK CARE OF OUR PEOPLE WORLDWIDE Throughout 2020, the Group’s effective online solutions, office Chairman and CEO spoke staff ensured continuity of service regularly with employees through while working from home. videos, expressing his support, Throughout the unprecedented For many years ago already, closures, lack of flights and the informing them of the economic The CMA CGM GROUP launched crisis, the protection and well- CMA CGM set up a psychological risk of contamination. With the situation and outlining the the BUSINESS CONTINUITY being of our employees, both counselling hotline for employees support of the French and other conditions for recovery. These PACK, a new global range seafarers and sedentary teams, in France, which will be extended international governments, messages were highly appreciated of adapted solutions for our was the Group’s priority. worldwide in 2021. The service, protocols were found to make and helped teams to stay united customers to adjust the pace which is accessed through a crew rotation possible. and to rapidly adapt to the of shipments, support business With proactive communications toll-free number, enables A quarantine of eight days exceptional circumstances. activity and protect cargo as well throughout the crisis, the Group employees and their close following PCR tests is in place ensured that employees were family members to speak with before boarding for each seafarer. regularly updated on operational experienced psychologists in On board, barrier measures are developments and were given complete confidentiality. implemented: access to the ship support and encouragement to is restricted, and non-essential maintain their motivation and well- CMA CGM took several measures technical work postponed. being when working from home. in order to protect the seafarer’s Initiatives included health and limit the spread of the Team-based development pandemic on board ships, while workshops (on resilience, ensuring the continuity of our time management, effective services. Shipping operations have communication and social continued with strict measures to connecting), daily engagement ensure the safety and protection activities, sports classes and of seafarers. Crew rotations had nutrition tips. been suspended due to border
CMA CGM SUSTAINABLE DEVELOPMENT - 51 - WE TOOK OUR PART IN THE FIGHT AGAINST THE PANDEMIC
In France and around the world, needed it most. Over 1 million and Ecole de la 2ème Chance, supplying emergency medical masks and other personal the CMA CGM Foundation equipment. protective equipment provided computer equipment The CMA CGM Group and its were donated: and internet connections to more subsidiary CEVA Logistics set - in France, to the Regional than 500 schoolchildren and up a logistics bridge between Healthcare Agencies of the students from underprivileged China and France in record time Provence-Alpes-Côte d’Azur backgrounds in Marseilles to to ensure the supply of medical (PACA) and Ile-de-France enable them to continue their equipment to France. regions, the Assistance Publique schooling and studies during the Through several charter flights des Hôpitaux de Marseille lockdown. each week, hundreds of millions (APHM) and the Institut Teaming up with Action Against of face masks were delivered Hospitalo-Universitaire (IHU) Hunger ACF and UNICEF, the to France in response to the de Marseille. Foundation distributed hygiene health emergency and to supply - in Lebanon, to several Lebanese kits to 5,000 homeless people. hospitals, nursing homes, hospitals and the Supporting the Bouches-du- local authorities and companies Lebanese Red Cross Rhône department food bank, considered as essential, such as - in Africa, to the Algerian Red the Foundation also distributed supermarkets and hypermarkets. Crescent and healthcare 40,000 meals to the poor. This air bridge worked thanks to organisations in the Ivory Coast, In Lebanon, the Foundation the mobilization of our employees Nigeria, Mauritania, Senegal provided funding for 23 local throughout the logistics chain, and Cameroon. organizations to distribute from loading merchandise - in the USA, to the city of Los emergency food assistance. at factory outlets to delivering it to Angeles to support the resilient More than 50,000 families located end users. As a result, the Group men and women working at the throughout the country benefited ensured that essential medical port to keep supply from this aid. supplies were delivered extremely chains running. rapidly, which making a significant contribution Around the world, helping to the French government’s crisis the most vulnerable. management strategy. The CMA CGM Group has created an exceptional solidarity response The CMA CGM Foundation fund to support initiatives to has also mobilized the Group’s combat the Covid-19 pandemic logistical expertise and and help the most vulnerable international networks to actively communities impacted by the combat the Covid-19 pandemic health crisis in Marseilles, in by shipping medical equipment Lebanon and internationally. and providing it to those that Alongside Emmaus Connect
CMA CGM SUSTAINABLE DEVELOPMENT - 53 - Acting for people
CMA CGMCMA DÉVELOPPEMENTCGM SUSTAINABLE DURABLE, DEVELOPMENT L’ESSENTIEL - 55 - ACTING FOR PEOPLE
WORKING TO ENSURE THAT We want to facilitate our employees’ daily OUR EMPLOYEES ENJOY THE life and help them strike the best work-life 2020 BEST POSSIBLE WORKING balance possible. Our CONDITIONS. 2019 TARGETS 01 employees PROTECTING OUR EMPLOYEES AND THEIR FAMILIES Access to health Our employees are our most precious asset. We are committed to At the start of the COVID-19 crisis, due to border closures, lack of flights cover for our CMA CGM Group implemented a num- and the risk of contamination. sedentary employees • Enabling our seafarers to communicate ensuring their professional development and personal fulfilment ber of measures to protect employees and Employee with access to an tackle the spread of the epidemic. more frequently with their loved ones in the health cover: under the best conditions. current context, by doubling the monthly The COVID-19 crisis has catalysed changes internet allowance at sea. 86% in the Group’s benefits roadmap in line with • Ensuring that our sedentary employees 84% our principles and values. Protecting our have access to major medical treatments by 2022. employees and their families is of utmost • Providing our sedentary employees with 100% by 2022 importance to the Group. Consequently, we OUR AMBITIONS AND GOALS financial protection in the event of an unex- have committed to: pected life event through the creation • Ensuring our seafarers’ safety and protec- of a Special Provident Fund. Promote diversity within teams, improve quality of life at work and enable tion: crew rotations have been suspended employees to grow their talent and develop throughout their careers
PREVENTING PSYCHO-SOCIAL RISKS
20% 3 days 100% > 10 % The Group’s policy on psycho-social risks gram to measure, analyse and monitor of women and 50% of of training per of employees with of remote work worldwide, is covered by an agreement signed in 2010 psycho-social risks. non-French Nationals employee per year an access to health per employee in 2021 including milestones for a preventive pro- among TOP 100 by 2022 cover by 2022 by 2025 ENCOURAGING SOCIAL DIALOGUE
Social dialogue is a vital part of company are addressed in a range of committees CMA CGM Group’s global reach, wide range of business lines and numerous business As at 31 December 2020, the Group life. It mainly involves providing employees attended by personnel and management activities foster employees’ career development on shore and at sea. had a total of 80,780 employees: with information. Strategic, economic, finan- representatives. The Group’s workforce is divided into three large categories with varied, complementary cial, social and organisational questions activities and jobs. These are: 76,373 ENHANCING WORK-LIFE BALANCE employees (scope: CMA CGM, CEVA Logistics and French seafarers) Working time is systematically organised of customers. A remote work agreement was in line with the prevailing local legislation. signed in 2020 and implemented in France. 6% 4,407 Special working time arrangements have In 2021, the global remote work policy will been instituted in some areas to enhance be deployed in all countries for eligible jobs 15% international seafarers work-life balance and best meet the needs and staff. Maritime activities Inland and Logistics activities ENHANCING OUR SEAFARERS’ QUALITY OF LIFE AT WORK Office-Based activities In 2020, there were 19,625 new hires and 18,691 departures (scope: Our partnership with HumanFab, a com- is aimed at optimising the health of our sea- CMA CGM, CEVA Logistics and pany specialised in sports and performance, farers and reducing the number of accidents. French seafarers). In 2019, for a scope excluding CEVA, the number of hires 79% was 6,702 and the number of depar- tures was 7,161 people.
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LEVERAGING OUR DIVERSITY • Among the 80,780 employees, DISABILITY The strength of the CMA CGM Group 35% are women. 2020 lies in the diversity of its staff members. • More than 178 nationalities are repre- sented in over 136 countries. 2019 The CMA CGM Group supports their stories with other employees, publi- PARTNERSHIP WITH This diversity is a source of inspiration and • The average age of employees is 38 and people with special needs during their shing them in CEVA’s newsletter, and AI MICROSOFT BY innovation that results in mutual enrich- the average number of years of service is 6. TARGETS professional career. on the Intranet. SIMPLON SCHOOL ment. It is reflected in gender equality, In 2019, the CMA CGM Head Office CMA CGM has decided to support and interculturality, intergenerationality and launched the “All Different” program and CEVA LOGISTICS AND L’OREAL join this initiative by becoming one of the UNITED FOR DISABILITY disability management. took concrete action to ensure more effective Marseille school’s partners. Women in the CEVA Logistics in Malaysia is promoting communication on the topic: appointment of An inclusive school aimed at integra- access to employment for the hearing management a Company Disability Officer, creation of a ting people who are unemployed and impaired within the L’Oreal Solidarity C-BOX DIVERSITY Share of Women/Men in dedicated email address and a specific page under-represented in the data and AI profes- management position sourcing program. on the Group Intranet. In 2020, a disabilities sions: jobseekers, people from high priority Since June 2020, hearing impairment C-Box Diversity was launched to identify A C-Box is a facilitation kit which empowers 31/69 % workshop was organised with unions orga- districts, people with disabilities and women. employees have been allocated to suitable possible forms of discrimination and to plan teams in resolving a specific issue. Thanks 37/63 % nisations to identify new actions. actions within teams to promote diversity to the material contained in the box, On December 3rd, CEVA Logistics pro- tasks in the value-added service area and inclusion. any employee can facilitate a workshop moted the International Day of Persons where minimum communication (3 hours max.) in total autonomy with Disabilities with a global perspec- is required. So far, six employees have Share of Women among TOP 100 tive and communicated with employee been hired and CEVA is looking to increase 13% stories. this figure in the future as the quality of GENDER EQUALITY 14% In Europe, several employees with disa- work has met the expected standards. bilities were courageous enough to share For many years, the CMA CGM Group • Head office and the unions have signed 20% by 2025 has been committed to promoting gen- an agreement on gender equality (France der equality in the workplace. scope), with four priorities for the next NURTURING OUR TALENTS four years: Share of Women on Board of Directtion • “We Are Shipping ” is a program designed TRAINING & TALENT DEVELOPMENT to help women with their career advance- 1. Increase the recruitment of women in 42% 2020 ment through training workshops. Since it senior management positions. 45% The number of training days per employee • The CMA CGM Academy has launched 2019 was launched, more than 80 women have 2. Increase internal promotion for women in new leadership programmes and a series in 2020 compared with 2019 decreased TARGETS benefited from the program, which was senior management positions. by 26% due to COVID-19: the lockdown of soft skills solutions to help managers and deployed internationally in 2020. 3. Reduce the salary gap between men Cultural diversity and remote working requiring deep trans- team members improve their skills in com- • CMA CGM has reaffirmed its commitment and women for identical positions across Share of non-French Nationals formations to train CMA CGM collabora- munication, stress management, conflict to gender equality through a professional the organisation. among TOP 100 tors have been engaged, accelerated by management, giving and receiving feedback Training gender equality agreement with BPW France. 4. Promote a work-life balance for and adapting to change. 49% the digital transformation. This agreement confirms the Group’s ambi- all employees. Number of Training days 50% per employees tion to ensure equal opportunities for men In 2020, the CMA CGM Group provided • CEVA Academy has been totally reshaped. and women in their careers and to work 318,132 hours of training, an increase of The Ethics & Compliance training course was 1.23 towards equal representation in all functions 50% by 2025 27% over the previous year thanks to CEVA designed using a new content builder and 1.67 and at all levels of the organisation. integration and to increase of the e-learning the leadership programmes continued to be Breakdown of the workforce share. The percentage of e-learning training deployed. The Contract Logistics business by geographical area 3 days by 2022 increase in the total training and a virtual line rolled out 14 training courses to improve Europe/France 30.7% class replaced classroom trainings. required skill sets and prepare employees for These topics will be discussed in 2021, - Pay rise for female employees returning Africa/Middle East 15.6% new roles through a set of mandatory and to encourage similar initiatives within the from maternity leave. Americas 27.7% Training courses have been developed optional training courses. E-learning: Number of total hours CMA CGM Group’s agency network. - Number of women within the top ten Asia/Oceania 26% and expanded: employees with the highest remuneration. 204,329 • Courses for seafarers focused on qua- Professional equality index Intergenerationality 99,270 The index assesses difference in pay between lity of work, safety & security on board. Breakdown of the workforce With the arrival of our new fleet in the par- males and females using several indicators: In 2020, the Group obtained a score of by age category - Eliminating the gender pay gap. 82/100 for France. The Group will continue ticular context of COVID, LNG training courses were maintained but adapted with - Gaps in the percentage of pay rise and to promote professional equality through Under 20 1% Classroom: Number of total hours virtual classes. More than 250 seafarers number of promotions. many programmes that encourage female 20 to 29 25% have begun LNG cursus training. A mento- access top company position. 30 to 39 32% 113,803 ring programme has also been developed. 40 to 49 23% 150,638 50 to 59 14% 60 and above 4% Not reported 1%
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• The innovative Junior Upwards Mobility in one of the Group’s agencies, to expand CMA CGM ACADEMY/TRAINING FLAGSHIP OF CMA CGM GROUP Programme (JUMP) gives our young talents their knowledge, acquire new interpersonal 2020 a chance to work abroad for six months to skills and help standardise practices and discover new jobs. procedures within the Group. 2019 • A €33 million investment in a campus which • Creating an Internship Centre (CFA) to deli- • New authoring tools and potentially the • The VIE Programme (Volontariat will accommodate up to 300 learners per day ver a state-recognised diploma on technical development of a Digital Learning Factory TARGETS International en Entreprise), an interna- Some JUMP and VIE Programmes could not by 2023. skills that cannot be found on the market. to internalise the creation of our content and tional French program, offers our young be set up because of the health crisis; border increase responsiveness. graduates a 24-month assignment abroad, and immigration closures outside Europe. • Creation of new state-recognized diplomas • Reorganising all learning solutions around on transportation and logistics skills, including the Group’s business reference system to • Developing new teaching methods such Number of tailored diplomas. improve employees’ experience. as virtual reality, webinars, etc. young talents ENHANCEMENT OF A NEW DIGITAL LAND-SEA-LAND facilitate the transition from land to sea CMA CGM ACADEMY MAIN CAREER MANAGEMENT JUMP ACHIEVEMENTS 2020 PLATFORM and back again by creating opportunities This career management system for for land-based careers. The system has 5 • Recruiting five internal business experts to • Investing €1 million for a Training fleet officers has been strengthened to been fully implemented since June 2020. 15 in 2021 provide in-depth expertise in the solutions Management System tool to organise and delivered by the Academy. streamline learning, enabling monitoring at VIE a global level with a high level of precision. WAGE POLICY 24 • Structuring an evaluation, feedback and monitoring process for the 109 external • A new Learning Management System plat- In order to attract, retain and motivate • Internal equity 32 in 2021 trainers and 331 internal trainers to improve form to facilitate access to the offer, develop talent, CMA CGM relies on a wage policy • External competitiveness quality. community functionalities for managing the with three priorities: • Performance-based remuneration CFA curricula, thereby facilitating adoption. 16
ENGAGEMENT SURVEY Payroll
CAREER MANAGEMENT CMA CGM Group has entered into a stronger engagement. CEVA Logistics USD 4,133M partnership with a company that has an launched an engagement survey in 2020. USD 4,063 M innovative survey platform. The survey plat- A more global engagement survey is already The Group HR Department rolled out • My Future Job Program is aimed at C-Mobility is based on the skills identified by form helps the organisation measure, analyse planned for 2021 and will concern all Group projects to provide employees with better preparing staff to meet changes in job and staff members. It helps them to shape their and improve employee engagement in real employees worldwide. assistance with their mobility projects, skills requirements and face the challenges career path by enhancing visibility regarding time. The aim is to create greater transpa- meet their needs for information on the of tomorrow through two tools: a job opportunities available in the CMA CGM rency and frequent and relevant conversa- Group’s businesses, and provide optimal development review and career paths. My network. tions between managers, thereby building support throughout their career: Future Job Program reflects the vision of the Group’s employees regarding job prospects • C-Careers: HR global initiative for a and skills development. CEVA UK RANKS IN THE As a result of the UK Talent team’s conti- better support of our collaborators into TOP 100 APPRENTICESHIP nued focus on utilizing apprenticeships their mobility project. In 2020, the first • The application, informative Job&Me EMPLOYERS 2020 for development and promoting the C-Careers forum has been launched and accessible to all, is aimed at improving Masse salariale benefits across their sites, we are thrilled welcoming commercial and agency networks visibility on the diversity of jobs within the The Top 100 Apprenticeship and extremely proud to announce that in jobs through conferences, career forums, Group. 4 133 Mds USD Employers 2020 recognizes England’s CEVA Logistics UK is ranked testimonies and HR workshops. October 2020, very best employers of apprentices from 45th in the Top 100 list. 4 063 Mds USD • pilot project, a 100% digital C-Mobility a wide range of industries and employ- , CMA CGM Group will solution, “matches” staff members’ profiles During the year 2021 ment sectors. organize virtual events for all its collaborators and positions open to internal mobility dedicated to shipping lines jobs. thanks to a powerful algorithm.
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MAKING SAFETY OUR PRIMARY CONCERN Optimal 2020 GENERAL POLICY 2019 • The CMA CGM Group mapping of security • A new QHSSE audit checklist has been TARGETS protection risks worldwide has been totally amended, implemented to get a better overview of ves- Baseline 31.12.2019 02 with five risk levels, compared with four pre- sel condition by area and to assess vessel cri- viously, and dedicated security measures to ticality (Low/Normal/Medium/High). Based The Group has implemented a global safety policy (Safety First) be implemented in each country. on this criticality, a priority level is defined and sent to top management. This priority Lost time injury aimed at reducing the exposure to security, health, environmental and • The SSF LOCATOR platform aimed at level is reviewed every week in cooperation monitoring business trips worldwide will with the fleet department. frequency rate (LTIFR) technological risks of the Group’s business activities and personnel been extended to both CMA CGM and • In addition, an Inland and terminals QHSSE Maritime internationally. CEVA employees (previously only CMA CGM policy was issued to implement common 1.08 & CEVA HO and CMA CGM USA). processes through QHSSE guidelines on all terminal and inland platforms. This action is 1.88 • Modern technological resources are deve- based on the “Top 10 risks”. -40% by 2025 loped in-house by the expert captains of Fleet Centers in order to mitigate naviga- Terminals OUR AMBITIONS AND GOALS tion-related risks, such as those related to the weather. These resources are then provi- 7.20 ded to captains and officers on board Group 13.18 vessels and include navigation aid systems The Group has implemented a global safety policy (Safety First) aimed at reducing -40% by 2025 the exposure to security, health, environmental and technological risks of the Group’s or decision-making systems for navigation business activities and personnel internationally. during bad weather. Inland CMA CGM 9.10 FATAL ACCIDENTS No fatal -40% Inland CEVA Logistics decrease in the frequency of accident maritime and terminal accidents We reported 2 fatal accidents, with sadness • 1 fatal accident due to a container fal- 7.71 with sick leave by 2025 during the year despite all the safety mea- ling onto the cabin driver of a CHE (Empty sures put in place. Container Handler). • 1 death on board a ship. Injury severity rate Maritime Certifications Maritime Terminals Inland 0.13 NEAR MISSES In 2020, CMA CGM recorded 2,344 near 0.20 A near miss (or dangerous situation) is a misses (terminals: 63; maritime: 2,281), a mar- Terminals sequence of events and/or circumstances ginally higher number than those recorded ISO 9001 which could have caused damage or harm. in 2019 (2,134). 0.32 QUALITE 100% 21.4% 100% 1.06 Near misses must be examined and recorded, and experiences shared, to reduce ISO 14,001 the probability of similar incidents occurring ENVIRONMENT Number of fatal 100% 28.6% 48% in the future. Most industrial accidents are accidents preceded by near misses which should have OHSAS 18,001 & ISO 45,001 served as a warning. 2 HEALTH & SECURITY 38% 45% 0 No loss of life
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MAJOR INCIDENTS RELATING TO GROUP ASSETS 2020 2019 The severity of maritime events is classi- - APL ESPLANADE: Ship detained for fied on a scale of A to D, with D being the several weeks by the Mexican authorities TARGETS most serious event. The scale considers following the discovery of drugs in the four major categories of impacts: seawater intakes. The crew was not at all • Health and safety involved in the drug traffic. • Environmental The QHSE department carried out Number of major • Security investigations following each of these incidents relating to • Financial events to determine the causes and group assets recommended corrective actions to avoid their re-occurrence. Maritime In 2020, CMA CGM recorded three major 3 maritime incidents and one major terminal 1 major incident on terminals 3 incident. - 1 collision between 2 STS (Ship-To-Shore) cranes due to a windstorm inland. Terminals 3 major maritime incidents: - APL ENGLAND: 50 containers lost off 1 Australia in bad weather. These contai- ners are reported in the container loss section. - CC JAKARTA: serious damage to the motor reducer leading to prolonged unavailability of the vessel (not repaired and sold).
SEARCH AND RESCUE OPERATIONS Number of search & As the oceans are so vast, shipping industry In 2020, nine such operations were carried rescue operations players have to work together to rescue out by CMA CGM Group’s vessels. 9 individuals in danger. At any time, ships may 5 have to be diverted to assist another ship in distress.
MANAGEMENT OF HAZARDOUS GOODS
CMA CGM Group transports a wide variety The application electronically incorporates of cargo, ranging from general cargo and international regulations, making it pos- manufactured goods to consumer products sible to control the way dangerous goods and dangerous goods. As some cargo can are declared, packaged and stowed in the represent a danger during transport, the container. In 2020, the Group was able to Group has set up a dedicated organisation respond in almost real time to more than to inspect, analyse and prevent risks related 60% of requests. to the carriage of goods. CMA CGM Group uses its best endeavors to To manage dangerous goods, the Group has prevent unlawful carriage of goods in accor- a dedicated enhanced computer application dance with regulations and the Group’s Code connected to the overall computer booking of Ethics. system.
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Caring for local CALL FOR PROPOSALS The CMA CGM Foundation supports through not-for-profit organisations which In 2020, it supported 18 charities in the French & Lebanese projects focused on submit proposals during the annual call Provence-Alpes Côte d’Azur region and communities promoting access to education for children for proposals. in Lebanon, which in turn helped over 03 from disadvantaged backgrounds 4,000 children from low-income households. We aim to pursue our commitment to local regions and communities CONTAINERS OF HOPE through the CMA CGM Foundation and local Group initiatives. The “Containers of Hope” campaign is THE CMA CGM FOUNDATION to five cities in Chad, where access to school aimed at helping NGOs & international AND UNICEF SIGN A is unfortunately still limited for many children. organisations (Doctors Without Borders, PARTNERSHIP TO SHIP ESSEN- In addition, specialists from CMA CGM Action Against Hunger, the French Red TIAL SUPPLIES TO CHILDREN Group’s Reefer division will work alongside Cross, UNICEF) and the French Ministry AROUND THE WORLD UNICEF’s teams to support their logis- OUR AMBITIONS AND GOALS for Europe and Foreign Affairs’ Crisis and tics strategy for transporting refrigerated joined the Containers of Hope pro- Support Centre transport humanitarian UNICEF goods by sea (drugs, vaccines, etc.) under gramme and will benefit from the shipping equipment. the CMA CGM Foundation’s skills-based of 200 containers per year – free of charge Participate in the social and economic development of the countries where we operate. volunteering program. - to deliver emergency educational material, Promote education for all through the CMA CGM Foundation. More than 1,300 containers and over pharmaceutical and nutritional products to 100% of countries conducting at least one local action by 2022. 8,500 tons of humanitarian equipment UNICEF programmes, primarily in Africa. have been shipped since its launch in 2012. The partnership was materialised through an initial shipment of 146 TEUs containing Ever since its creation, the CMA CGM Foundation has supported 3.5 million schoolbooks in French and Arabic projects to help children in need SKILLS SPONSORSHIP PROGRAMME
In 2020, through skills sponsorship, more than 100 staff members of CMA CGM The CMA CGM Foundation, which is With its focus on the humanitarian and socie- Thanks to this massive transport operation, Group were able to invest five days during their working time on behalf of charitable committed to “education for all”, has tal challenges facing many countries, it has major French NGOs can ship equipment associations. supported, since its inception, almost also run the Containers of Hope operation for humanitarian relief at no cost through 300 projects in France and Lebanon, since 2012. CMA CGM Group’s lines. A HUMANITARIAN SHIP FOR the French Minister for Europe and Foreign Medical and hygiene equipment, building which have benefited tens of thousands LEBANON Affairs, Rodolphe Saadé, Chairman and materials and food were distributed to of children. Chief Executive Officer of CMA CGM Group, 18 NGOs, four hospitals and the Lebanese In August 2020, CMA CGM Group Tanya Saadé Zeenny, President of the Red Cross. contributed to international solidarity CMA CGM Foundation, representatives efforts by transporting medical equipment of local and national public institutions and essential goods and products to as well as donors (including Saint-Gobain support the Lebanese population, and Danone), NGOs and humanitarian following the devastating explosions that aid specialists (UNICEF). A few days later, hit Beirut. at the port of Beirut, French President Emmanuel Macron and Rodolphe Saadé, The relief operation was led by the CMA CGM Chairman and Chief Executive Officer of Foundation in partnership with the French CMA CGM Group, attended the unloading, Ministry for Europe and Foreign Affairs’ Crisis from the Aknoul, of emergency humanitarian and Support Centre. aid for the Lebanese people. The Aknoul left Marseille on August 25th The vessel was fully loaded, and its cargo for Beirut. Its departure was marked by a consisted of donations from more than ceremony attended by Jean-Yves Le Drian, 70 organisations in France.
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CONTRIBUTING TO THE All our international employees were very A WORLDWIDE SOLIDARITY-INFUSED CHRISTMAS WITH THE CMA CGM FOUNDATION SOCIAL AND ECONOMIC - eager to contribute to their local commu 2020 DEVELOPMENT OF THE nities, with over 200 initiatives reported, COUNTRIES WHERE WE At the end of a year marked by an unpre- IN MARSEILLE, IN LEBANON, and there is no shortage of good ideas to 2019 OPERATE cedented health and economic crisis, Four major solidarity actions the Foundation and staff members of continue their involvement in 2021. TARGETS the Foundation initiated a solidarity pro- were implemented: CMA CGM Lebanon participated in gramme to make the holiday season a true “THE GIFT OF HOPE” operation, a toy drive WORLD CLEAN UP DAY The toy container moment of sharing. benefitting six orphanages and local associa- a solidarity initiative, in partnership with tions. The Foundation matched the number • Organised during CMA CGM Sustainable • Nearly 2,700 staff members involved Several initiatives were launched to help Emmaus, aimed at collecting toys to spread of gifts collected and distributed 7,000 meals Weeks (19 Sept.) (including CEVA Logistics) Territories and those most in need, in partnership with reco- Christmas joy among children. in partnership with 12 Lebanese NGOs. • More than 100 clean up actions: beaches, • Several tons of garbage collected and local communities gnised NGOs, notably through food banks, rivers, parks, cities… Go reduced (digital clean up) Share of countrries performing the collecting of toys and donations of com- IN THE RESTE OF THE WORLD, L’escale du partage at least one local actions puters for young people to enable them to on each continent (Europe, Africa, pursue their remote learning. 40,000 meals distributed in partnership with Americas, Oceania, Asia). In total, more than the Bouche du Rhône department Food 30 solidarity actions were undertaken for GIVING ACROSS AMERICA 47% The involvement of the Group’s subsidia- Bank and 12 employees involved alongside Christmas 2020. Food Bank volunteers to help them prepare 23% ries, its network of agencies and over 200 • Operation organised during Thanksgiving • 35,000 meals distributed to the most employees gave this initiative a global food distribution operations. (from 10 to 26 Nov.). vulnerable families. dimension. Connections of succes • More than 150 employees involved (inclu- • In nine cities across the USA. 70% of countries ding CEVA Logistics). performing at least donation of 65 computers to the Ecole de one action in 2021. la 2ème Chance which accompanies unem- ployed youth and offers training towards INTERNATIONAL VOLUNTEER DAY successful professional integration. CMA CGM Group celebrated International during the pandemic, more than 100 staff Boats and smiles Volunteer Day on December 5th. members cycled, ran and walked a total of donation of 250 CMA CGM JACQUES over 2,000 kilometers. SAADE, VILAC model boats to the stu- In Singapore, with CMA CGM Group and staff members also dents of the Parc Bellevue elementary “An Extra Mile – Together We Can” raised and donated some SGD 14,000 to school located less than one kilometer from Expressing gratitude to the Singapore front- SingHealth Fund for research, education the head office. line healthcare workers who worked tirelessly and clinical care.
PLANTING TREES FOR PEOPLE but also at creating value for the very people AND PLANET the Group serves on a daily basis, namely 110,000 trees will be planted in 2021, one farmers and other local producers and for each of the Group’s 110,000 exporters. staff members. A number of CMA CGM staff members will have the opportunity to take part in Spread across 12 countries and embodying participatory plantings in one or more of pre-established local reforestation and the 12 locations worldwide. agroforestry programs, this inspiring operation is aimed not only at supporting local communities and their environments
OUR PARTNERSHIPS & COLLABORATIONS
Container Ship Safety Forum Cargo Incident Notification System Centre inter-entreprises de l’expatriation Launched in 2014, this is an NGO bringing Is an exchange platform allowing the largest Is a network of major European groups whose together major players in maritime transport maritime companies to share information aim is to share best practices on international to enhance the security performance and very quickly on safety and security issues mobility strategies and policies. governance practices of container transport. regarding goods shipped by containers.
CMA CGM SUSTAINABLE DEVELOPMENT - 69 - Acting for planet
CMA CGMCMA DÉVELOPPEMENTCGM SUSTAINABLE DURABLE, DEVELOPMENT L’ESSENTIEL - 71 - ACTING FOR PLANET
REDUCTION IN THE GROUP’S MARITIME CO2 EMISSIONS Climate change 2020 - • More recent, energy efficient vessels equip- In 2020, the fleet cut its global CO2 emis 2019 sions by 4% compared to 2019, down to ped with the latest eco-technology 23.3 million tons. • Optimized asset usage thanks to the TARGETS The downward trend goes on in 2020 for a growing of alliances 04 second consecutive year (-6% in 2019). • A more efficient fleet operating policy that Since 2008, the Group has reduced its CO helps save energy Curbing global warming implies a drastic reduction in our greenhouse gas emissions. 2 Yet there are still no mature technical solutions for zero-carbon merchandise transport emissions by 49% per TEU-km, in line with Carbon emissions per container fell by 2.5% our voluntary target of reducing greenhouse with respect to 2019 at 1.12 ton √ -Maritime fleet nor one only solution. The CMA CGM Group is investing in Research and Development gas emissions by 50% by 2030. of CO2/TEUs loaded fuel consumption (R&D) to design the clean vessels of the future. It is already committed to using the best Several factors contributed to this positive Millions of tons solutions available today to stay on track to meet its medium to long-term objectives. performance: 7.45 Yesterday, the Group favored improvement of the hydrodynamic performance of ships, 7.78 the efficiency of engines and the optimization of routes and speed. Today, the Group uses alternative fuels. Tomorrow, the Group will rely on zero-emission solutions when they are available. √ -CO2 emissions related A NEW MARITIME CARBON FOOTPRINT ASSESSMENT to maritime fleet fuel consumption A critical review of the Group’s carbon The emission sources taken into account in Millions of tons footprint on scopes 1 and 3 (methodology, the different scopes are: OUR AMBITIONS AND GOALS scope, completeness) was carried out by 23.3 Ersnt & Young. • Scope 1 emissions come from the fuel oil 24.3 • Carbon neutral by 2050 consumed by Group vessels The order of magnitude of distribution of • Scope 2 emissions come mainly from the • - 50% in g CO2/TEU-km by 2030 compared to 2008 • At least 10% of alternative fuels in our energy mix by 2030 the 3 scopes (excluding CEVA Logistics) electricity consumed in the agencies and √ - Maritime CO2 is as follows: terminals and during dockside connec- efficiency • Scope 1 represents approximately 75% of tions of ships. They are considered insigni- our CO emissions, Scope 2 is not significant ficant compared to scope 1 and scope 3 g CO /TEU-Km THE CMA CGM GROUP HEADS TOWARD CARBON NEUTRALITY BY 2050 2 2 and Scope 3 is approximately 25% (estimated at 0.3%) 52 At the United Nations Global Compact, “We are paving the way for a maritime fight against climate change […] and we will • Scope 3 emissions come from the construc- 54 on June 2020, Rodolphe SAADE, CEO transport industry where both economic go further to build an even cleaner industry. For the first time in 2020, Scope 3 (exclu- tion of ships and containers, the production and Chairman of the CMA CGM Group, competitiveness and growth will go hand in ding CEVA) was checked in detail by KPMG of waste (solid and liquid) from ships, the 51 by 2030 committed to carbon neutrality by 2050. hand with sustainable development and the as this indicator was included in the list of professional travel of employees, the fuel - 50% vs 2008 priority indicators consumption related to land transport and Scope 3 emissions amount to 7,606 K tons the upstream phase of production and trans-
of CO2. port of the fuel consumed WORKING TIRELESSLY TO REDUCE GREENHOUSE EMISSIONS PAY OFF √ - Maritime CO2 efficiency
T CO2/TEU loaded CONSOLIDATED REPORTING ON ENERGY AND CO2 EMISSIONS Although maritime transport is still energy consumption has always been one ON GOOD TRACKS by far the solution that produces the of the Group’s core concerns. 1.12 least greenhouse gas emissions per ton 1.15 In 2020, CEVA Logistics CO equivalent In 2021, the CEVA Logistics’ carbon footprint of merchandise transported, reducing 2 emissions for its warehouses and fleet of assessment will be extended with reporting Vessel: 2020 CMA CGM data trucks reach 193,426 tons. on scope 3, and carbon neutrality roadmap will be defined. ENERGY EFFICIENCY BY MEANS OF TRANSPORT (G CO2/TEU-KM) Rail: ADEME 2012 methodology
52 212 271 830 4,700 Barge: 2020 CMA CGM data suppliers SCIENTIFIC VALIDATION OF sector. The objective is to help shipping Truck: 2019 GLEC Framework for Europe THE CARBON TRAJECTORY companies to understand the level of tar- AND METHODOLOGY FOR get-setting ambition required to meet the Airplane: https://www.ics-shipping.org/ SHIPPING Paris Agreement goals shipping-fact/environmental-performance- CMA CGM Group is participating to the fol- -ACT (Assessing Low Carbon Transition), environmental-performance/ lowing initiatives on a voluntary basis: an international initiative that creates an “accountability framework and sectorial - Pilot project lead by WWF on behalf of the methodologies” to assess how companies’ SBTi (Science Based Target initiative) which strategies and actions are contributing to the aims to set science-based target methodo- Paris Agreement mitigation goals. logies, tools and guidance for the shipping
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PULL OUT ALL THE STOPS TO fuels, in particular natural gas and its ACHIEVE A MASSIVE AND renewable developments (Bio Gaz) and 2020 SUSTAINABLE REDUCTION IN 2nd generation biofuels made from OUR EMISSIONS organic waste. 2019 CMA CGM invests in fuels with a lower TARGETS carbon impact than conventional marine
LIQUEFIED NATURAL GAS, AN INITIAL RESPONSE TO THE CHALLENGE OF TACKLING CLIMATE CHANGE √ - Share of alternative The CMA CGM Group has opted to use With LNG, the Group is taking action today to fuels in the energy mix liquefied natural gas (LNG) to power meet its short-term carbon footprint reduc- of maritime activities its new vessels. tion targets. The Group is also engaged in a Share of total fuel In addition to reducing air pollution, LNG more global approach to carbon neutrality by consumption (%)
produces up to 20% less CO2 emissions than 2050, including the implementation of R&D, traditional marine fuel. demonstrating its commitment to the energy 1.1 transition of maritime transport. 0.2 At least 10% by 2023
BIOMETHANE
By opting for LNG to power its new ves- was further reduced with the introduction sels, CMA CGM Group paves the way for of biomethane for approximately 1,000 tons, By 2022, the Group will biomethane. The carbon footprint of the through Guarantee of Origin certificates have 26 LNG-powered LNG delivered to CMA CGM JACQUES system. vessels into fleet. SAADE in Rotterdam on November 2020,
SECOND-GENERATION BIOFUEL Total CO2 emissions CEVA Logistics In 2020, the Group ordered several tens The second-generation biofuel available Trucks fleet in tons of thousands of tons of biofuel from today are intended for on-road and aviation recycled vegetable oils, which enabled its use, so CMA CGM, as part of the Coalition 118,256 ships to cover around a million kilometers. for the Energy of the Future, is working with By burning this biofuel made from used its partners to create a Sustainable Marine cooking oil, it generates a well-to-wake Fuel with properties adapted to ship engines 85% GHG reduction. and cheaper to produce.
TOMORROW: ZERO-EMISSION VESSELS
Several technical solutions offering pro- synthetic fuels, we should have a completely mising prospects are currently at the carbon free fleet in the future. CMA CGM is prototype phase. For example, using rigid investing heavily in R&D to adapt these solu- wing sails to tap into wind power promises tions for use in large-scale container vessels should significantly reduce energy consump- as quickly as possible. tion. Thanks to green hydrogen and other
DECARBONIZING CEVA Logistics’ INLAND TRANSPORTATION
CEVA Logistics emissions for its own fleet CEVA Logistics will pursue its pilots and of trucks reach 118,256 tons in 2020. tests around alternative energies for ground, investigate scaling up possibilities and new CEVA Logistics has been testing alternative potential solutions such as hydrogen or natu- energies and technologies on the ground/ ral gas/biogas for example. trucking segment with some tests on biofuel in UK.
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IMO LEVERAGING R&D EFFORTS AND PROMOTE CROSS-INDUSTRIES COOPERATION
REGULATION A first series of short-term measures were In order to cope with the short-term mea- AN INTERNATIONAL cially established a coalition for the trans- deliverables and roadmaps will be presented IMO adopted in April 2018 an initial worked out during the pandemic for vali- sures of IMO, CMA CGM has put in place COALITION TO DEVELOP port energies of tomorrow for transport to CEOs and public institutions by 2021 to a program called strategy on the reduction of GHG emis- dation in 2021 and most likely implemen- Roadmap 2023/2030. TOMORROW’S TRANSPORT and logistics with the backing of French promote new energies usages, accelerate sions from ships in line with the Paris tation in 2023. ENERGY R&D in Transport and define the standards In the two years to come, CMA CGM President Emmanuel Macron. Agreement, which contains 3 levels of for an efficient CO emission optimization. will continue to work on further energy 2 1 - ambition: efficiency initiatives and necessary retro- To massively increase and pool invest Coalition is gathering 12 members and will fitting of vessels, will have opened its ment in reducing the carbon footprint welcome new members by 2021. 1 The IMO finally decided to approve state-of-the-art new Fleet Center equip- of transport and logistics for the entire Nine Working groups have been created to with the Energy goal-based measures ped with the best technologies avai- value chain, Rodolphe Saadé, Chairman accelerate energies transition in transport Efficiency for Existing Ship Index (EEXI) stricter energy efficiency design for lable today, will have more LNG vessels and CEO of the CMA CGM Group, offi- and supply chain. Working groups’ projects new ships (EEDI); and the Carbon Intensity Indicators (CII) in fleet, will have established its energy to be implemented by 01/01/2023. mix strategy and re visited its network of 2 services offered to its customers, not for- 2 getting about efficiency gains in relation BIOFUEL ALTERNATIVES: LEADING THE WAY WITH THE BIOFUEL COLLABORATIVE GROUP per trans- reduction of CO2 emissions with operational efficiencies. port work of 40% in 2030 and 70% in 2050, EEDI Phase 3: MEPC 75 adopted new CMA CGM initiated a BIOFUEL for biofuel with key customers looking for and leadership on sustainable initiatives. versus 2008 baseline; standards and early implementation In 2020, (2022) for container ships. The creation COLLABORATIVE GROUP with its customers, practical solutions to reach their supply chain In engaging with recognized consumer inviting a Group of major brands to associate decarbonization targets. brands, the Group endeavors to inspire and 3 of a phase 4 is under discussion through IMO dedicated working group. their efforts towards decarbonization in Among other expectations, the BIOFUEL trigger a concrete sustainable, scalable and ocean shipping. Group members are looking at alternative affordable biofuel market. reduction of total GHG emissions by 50% in 2050, versus 2008 baseline. The aim is to assess market readiness, ways to comply with IMO 2050 GHG identify shipper’s needs and design an offer objectives while demonstrating commitment
JOINING FORCES WITH ENERGY OBSERVER TO DEVELOP ZERO EMISSION VESSELS EU - GREEN DEAL The CMA CGM Group has joined forces with solutions based on hydrogen, solar, tidal as a future propulsion system for maritime Energy Observer, the first green hydrogen- and wind power. transport. In return, the CMA CGM In December 2019, the In December 2020, the Commission These new regulations, although powered vessel to circumnavigate the Group will receive feedback on the new also published its European Smart and European Commission necessary in the present context, will globe, with a shared goal: to develop CMA CGM will provide its industrial technology being tested by Energy Sustainable Mobility Strategy, including an most likely entail changes in the supply zero-emission maritime transport. The expertise to this “experimental vessel” Observer under real conditions presented its Green Deal action plan of 82 measures, many of which chain of our customers. project aims to test and develop energy to promote the deployment of hydrogen Strategy, an action plan to target the shipping sector. reach climate neutrality by The two main initiatives are the inclusion of shipping in the EU carbon market (ETS) and 2050. In this outlook, it set a “basket of measures” to support amongst other initiatives, the uptake of low/zero Alongside Boris Hermann and seaexplorer thrroughout the an objective of reducing CO2 emissions from transport by carbon fuels in the sector. Vendee Globe to raise awareness on climate change the EU taxonomy, to be finalized in 2021, will 90% by 2050. be an important reference point for directing funding towards less emitting activities. The CMA CGM Group has supported Under the motto “a race we must win”, this parts of the oceans (water temperature,
the Boris Hermann-led Team Malizia and partnership aimed at: salinity, pH and CO2…) that will be passed its SeaExplorer throughout the Vendée on to scientists Globe. • raising awareness to prevent climate • accelerating the use of innovative solutions change and protect the use of the oceans for the environment
• advancing research on ocean CO2 by col- lecting valuable data in the most remote
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REDUCING ENVIRONMENTAL IMPACT FROM LOGISTICS - CEVA
CEVA LOGISTICS’S WAREHOUSES 2020
Decarbonization in Logistics comes first In 2020, more than 40 locations are equipped TARGETS with the reduction of the energy consump- with photovoltaics. CEVA Logistics Benelux tion of CEVA 755 warehouses worldwide, is carbon neutral since September 1st, 2020, and to produce or consume renewable the renewable energy production is higher energies thanks to photovoltaics or green than the energy required. In addition, many CEVA Logistics energy contracts. In 2020, 12.5% of Ceva actions are undertaken such as led lightning, warehouses warehouses electricity consumption comes energy monitoring, investment in electric CO emissions from from renewable sources. MHEs etc... 2 CEVA Logistics warehouses CO emissions from CEVA warehouses reach 2 In tons 75,171 tons of CO2 in 2020. 75,171
Share of renewable energies from CEVA Logistics warehouses 12.5%
Number of locations equipped with photovoltaic panels 40
CMA CGM OFFICES AND PREMISES
In 2020, CMA CGM launched a mission to ldwide. The objective: share best practices carry out the energy assessment of inland (email and paper consumption reduction, terminals and depots in order to build its better energy management, recycling…) and decarbonization roadmap. raise awareness through simple daily actions. In addition, the Group initiated an internal campaign to get its offices and premises greener. Guidelines have been distributed to all the CMA CGM’s agencies network wor-
ENCOURAGING EMPLOYEES’ ECO-MOBILITY
Several initiatives were taken worldwide In Marseilles, a bike container has been ins- to encourage our employees’ eco-mobility. talled, connected to the rail and tramway stations, near the head office and 9 electric charging terminals for hybrid or all-electric vehicles, are now available at the -1 parking level of the Jacques R. SAADE Tower.
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CHOOSING LIQUEFIED NATURAL GAS, THE BEST 2020 SOLUTION AVAILABLE TODAY 2019 LNG is currently the state-of-the-art TARGETS Air quality industry solution for preserving air 05 quality. It delivers a reduction of 99% in sulfur dioxide, 91% in fine particle Polluting emissions (sulfur oxides, nitrogen oxides and particulate matters) from the emissions and of 92% in nitrogen oxide emissions, surpassing the requirements combustion of heavy fuels represent a major public health issue, particularly for seafarers, √ - Nominal capacity of of current regulations. LNG-propelled vessels terminal workers and the inhabitants of port cities who are particularly exposed. After having implemented successfully Low Sulfur fuel Global Cap regulation in January 2020, 127 200 5200 in compliance with IMO regulations, the Group is committed to a process of constant STOPPING EMISSIONS IN PORTS WITH COLD IRONING reduction of air pollutant emissions through new technologies and its bunker mix strategy. 380,000 by 2023 The cold ironing system installed at the The cold-ironing facility is integrated into Terminal des Flandres will become fully six 40-foot containers, converting the public Number of vessels operational during the first half of 2020. power supply for use by vessels at port. With OUR AMBITIONS AND GOALS Through this ambitious operation, the Port capacity of 8 MW enough to power nearly 12 of Dunkirk and the CMA CGM Group have 1,000 homes, this system is one of the most 4 demonstrated their determination to pro- powerful ever installed in Europe. • Reduce the sulfur content of fuels tect the environment. 26 by 2022 • Develop clean propulsion alternatives • Develop onshore power connection • LNG Powered capacity: 380,000 nominal TEUs by 2023 Cold ironing Reducing emissions in the supply chain with electric trucks COMPLYING WITH IMO 2020 LOW SULPHUR REGULATIONS Number of vessels with cold The cold ironing system installed at the The cold-ironing facility is integrated into ironing system implemented- owned vessels Terminal des Flandres will become fully six 40-foot containers, converting the public operational during the first half of 2020. power supply for use by vessels at port. With Since 1st January 2020, the International Maritime Organization 30 Through this ambitious operation, the Port capacity of 8 MW enough to power nearly 34 lowered the limit on the sulfur content of fuel to 0.5%, of Dunkirk and the CMA CGM Group have 1,000 homes, this system is one of the most demonstrated their determination to protect powerful ever installed in Europe.” from 3.5% previously. the environment. CMA CGM Group has been fully compliant with this new major regulation with a reduction of 84% of SOx emissions REDUCING EMISSIONS IN THE SUPPLY CHAIN WITH ELECTRIC TRUCKS MAIN TECHNICAL SOLUTIONS USED: 2020 In February 2020, CEVA Logistics congestion and keep goods moving in 2019 embarked on electric vehicle trial in London London and in which CEVA Logistics is a operating from Urban Distribution. launch partner. Conven- LNG-powered Scrubbers CEVA Logistics also signed up to Tevva electrify initiative. This powerful partnership √ - SOx emissions related to This trial will be model for future electric truck introduction across UK network. It will will support the future development of tional vessels The Group has opted for maritime fleet fuel consumption also support the Transport for London (TfL) electric vehicles for the supply chain. hybrid scrubbers that can be Fuels initiative, which aims to tackle used in a closed-loop system, 70 FreightLab 364 with a maximum which enables sulfur residues sulfur content to be collected for treatment of 0.5% at land-based facilities. √ - NOx emissions related to maritime fleet consumption 555 654
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06 Biodiversity Sustainable use of the oceans and respect for marine life are core principles of CMA CGM Group. Our actions and commitments go beyond limiting our impacts at sea and ashore by supporting research and recovery initiatives in favor of biodiversity conservation.
OUR AMBITIONS AND GOALS
Our objective is to ensure perfect compliance with regulations at sea, prevent negative impacts on marine biodiversity by avoiding water pollution and contribute to the restoration of damaged ecosystems.
• Northern Sea Route Ban • Protection of marine life
LIMIT OUR IMPACT AT SEA 2020 2019
Spills prevention Ballast water treatment system Number of major marine To prevent spills, including oil spills from CMA CGM is equipping its vessels with an oil pollution Group vessels or terminals, a set of measures innovative ballast water treatment system 1 0 is in place to mitigate this risk, such as fleet using UV light. The system helps eliminate maintenance, routine drills and simulations, any living exogenous organisms without Number of containers lost at sea both onboard and onshore, and a strong negative impacts on local biodiversity. 51 1 crisis management policy. In addition, 57 vessels of our fleet are equipped with the More responsible solutions for dismant- FORS system (Fast Oil Recovery System), ling vessels Production of solid waste a reliable safe system for managing oil spills, CMA CGM Group uses dismantling sites that thousands of m3 which makes it possible to quickly recover comply with and go beyond the provisions of 17 19 bunker oil through a system of standardised the Hong Kong International Convention for connectors in case of grounding or collision. the safe and environmentally sound recycling of ships. CMA CGM audits these dismantling Production of sludge fuel Container Loss sites itself and uses third party organisations 171 183 Containers are lost at sea worldwide every to monitor procedures daily. In 2020, the year due to difficult navigation conditions Group sent four vessels to be dismantled in or rare incidents. We try to maintain a mini- yards located in Turkey. Number of vessels with ballast mal amount of container loss. In 2020, while water treatment—owned on her way from Ningbo to Melbourne, the 27 99 APL ENGLAND vessel encountered heavy weather and lost 51 containers overboard. Number of vessels dismantled 4 3
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OUR PARTNERSHIPS & COLLABORATIONS PROTECT MARINE LIFE Clean Cargo Working Group The Convention on International Trade Fondation de la Mer CMA CGM will not use the northern sea The port of Long Beach gave CMA CGM CMA CGM Group, and the Australian NGO in Endangered Species of Wild Fauna route: an historic decision on behalf of the Group an award in 2019 for reducing the Reef Restoration Foundation. is a business-to-business leadership initiative and Flora (CITES) created in June 2015 by committed Artics’s unique and fragile ecosystems speed of its container vessels with nearly The nursery will be tended by a team of involving major brands, cargo carriers, and personalities from the French maritime 90% compliance. experts throughout the year to quickly pro- freight forwarders dedicated to reducing is an international agreement between sector and civil society, supports a variety At the G7 summit in Biarritz in August 2019, duce mature corals that will be placed back the environmental impact of global goods governments. Its aim is to ensure that of players to reinforce and accelerate their Rodolphe Saadé announced that none of THE GREAT BARRIER REEF, on the Great Barrier Reef. transportation of international carriage international trade in specimens of wild positive ocean impact. THE FIRST STEP IN THE REEF CMA CGM Group’s vessels would use the In 2021, CMA CGM Group will engage in of goods. animals and plants does not threaten Arctic sea route that have opened up to traf- RECOVERY REGENERATION similar projects in several parts of the world, PROGRAMME their survival. fic recently due to the melting of polar ice. including the Caribbean, to help regenerate Armateurs de France Ship Recycling Transparency Initiative coral reefs, which are the lungs of the ocean In December 2020, CMA CGM Group Speed reduction in marine mammal bree- and essential to marine biodiversity. is a French trade organisation bringing The International Union for is a platform to share information on ship launched a coral reef regeneration pro- ding areas together all French maritime transport and Conservation of Nature (UICN) recycling using a series of predefined criteria gramme (“Reef Recovery”) with an initial On the east coast of the USA and Canada, service companies. Its role is to represent developed jointly with the main stakeholders project dedicated to the Great Barrier Reef. CMA CGM vessels reduce their speed to 10 French maritime companies before national International organisation working in the of the maritime industry. A “fast growing coral nursery” will be esta- knots when navigating in the breeding areas and EU authorities, the International Maritime field of nature conservation and sustainable blished in Australia, off Fitzroy Island, in the of cetaceans and marine mammals, in order Organisation and the International Labour use of natural resources. The IUCN publishes state of Queensland. The coral nursery is the to reduce the risk of collision. Organisation. the Red List of Threatened Species. LNG Platform result of a partnership between ANL, a ship- ping expert in Oceania and a subsidiary of UN Global Compact Action Platform for United for Wildlife created in May 2017, the GNL platform brings Sustainable Ocean business together numerous ship owners, ports, SUPPORT RESEARCH AND INITIATIVES FOR SUSTAINABLE USE OF THE OCEAN is an international initiative spearheaded suppliers of LNG, classification societies, is a multi-stakeholder platform to promote by the Duke of Cambridge to regulate the naval engineering companies, equipment THE OCEAN REFERENTIAL UN GLOBAL COMPACT ACTION ocean, including a set of actions that can sustainable ocean development goals and protected species trade. It brings together providers, and not-for-profit organizations SUPPORTED BY FONDATION DE PLATFORM FOR SUSTAINABLE be implemented, exemplified by inspiratio- best practices many carriers in the aviation and maritime with the common goal of initiating the use LA MER OCEAN BUSINESS nal good practices. This initiative helps up sectors such as Maersk, MSC and APL. of LNG in France to replace traditional fuels identify shared challenges, common solu- for sea and river transport. In 2020, CMA CGM conducted a precise CMA CGM ensures that material ocean-re- tions, relevant partnerships and frameworks assessment of its impacts on biodiversity lated risks and opportunities are integrated to operationalise best practices. through The Ocean Referential, supported into corporate strategy. As signatories of Society for Gas as a Marine Fuel by Fondation de la Mer, the French Ministry the Action Platform of the Global Compact of Ecological Transition, with the support of for Sustainable Ocean Business, CMA CGM is a non-governmental organization Boston Consulting Group. This tool is built recognises the urgency and global impor- (NGO) established to promote safety and with and for companies based on Sustainable tance of a healthy ocean and takes action industry best practice in the use of gas as a Development Goal 14. For each potential to promote the well-being of the ocean for marine fuel. impact on the ocean, the Referential pro- current and future generations. poses concrete action and indicators to mea- CMA CGM is working towards enhancing sure improvements. and promoting practical guidance for bet- ter management and sustainable use of the
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ETHICS HOTLINE: SECURE FRAMEWORK PROTECTING WHISTLEBLOWERS 2020 Ethics &
The Ethics Hotline launched by CMA CGM For CMA CGM, more than 50% of closed in 2018 can be accessed by all Group alerts related to HR or health and safety issues. Compliance employees and third parties (suppliers, In line with CMA CGM’s Non-Retaliation Whistleblowing system 07 subcontractors, etc.). It operates 24/7 Policy, CMA CGM Group undertakes to and can take calls in several different protect anyone who reported in good faith a Share of alerts processed and languages. potential breach of the law or internal policies closed within the Group’s A responsible business actor implies to maintain highest standards of from any form of reprisal. The persons who whistleblowing system business ethics, personal integrity and compliance The Ethics Hotline protects would like to raise such issues in good faith, CMA CGM 96% whistleblowers’ anonymity. whether through management channels, the in all its business activities In 2020, 584 alerts were processed CMA CGM Ethics Hotline or other means, CEVA Logistics 86% and closed: would not suffer adverse professional or • 96% by CMA CGM other consequences. OUR AMBITIONS AND GOALS • 86% by CEVA Logistics. Share of alerts processed & closed per category within the Group’s whistleblowing system Code of Ethics signed by 100% of CMA CGM – CMA CGM scope Improper or unethical business Group staff members by the end of 2021 PREVENTING THE ILLICIT TRAFFICKING OF PROTECTED SPECIES Improper or unethical business conduct 7% CMA CGM Group has tightened up about our new internal procedures. its procedures for shipping protected In parallel, CMA CGM Group has drawn up Legal or regulatory CORPORATE CULTURE OF ACTING WITH INTEGRITY AND ABIDING a list of prohibited exporters suspected of violations BY THE RULES 2020 species, regulated by the Convention on 13% International Trade in Endangered Species involvement in illicit trafficking. In order to of Wild Fauna and Flora (CITES). prevent them from immediately turning to Fraud/Theft/Financial misconduct The Group’s Code of Ethics serves as a A NEW GLOBAL MANDATORY other carriers, the Group has recently joined 27% guide for all staff members, alongside E-LEARNING CAMPAIGN FOR 2021 Whenever any animal or plant goods are the United for Wildlife task force , the best HR Issues 40% other documents, including the Anti- Number of collaborators who carried, shippers must expressly state forum for cooperation to promote data corruption code, Gifts and hospitality The Group will launch a new global received an Ethics & whether a species is covered by the CITES sharing and the exchange of best practices Compliance training Health and Safety Risks 13% policy, Conflict of interest policy and mandatory e-learning campaign in 2021. convention and, where appropriate, provide in this field Lobbying policy. This campaign underlines the Group’s the requisite export permit. commitment to maintaining the highest Since March 2014, the Group has been a standards regarding ethics and compliance, CMA CGM 81.5% A new dedicated training course has been member of the Maritime Anti-corruption preventing workplace harassment and IT created for our sales agents around the Network, which works towards a maritime risks, as well as fighting discrimination CEVA Logistics 90% world, in coordination with the CMA CGM industry free of corruption. and fraud. Academy, CITES and UNODC, to familiarize The Group has a specialized Ethics & them with endangered species and learn Compliance team equipped to deal with CEVA Logistics launched a mandatory business ethics and integrity, economic e-learning training course on the same sanctions, competition law and personal topics for desk-level employees on Suspension of all timber exports from Gambia data protection issues. November 2020. Following several cases of suspicion that This highly sought-after wood is felled The Group also possess a set up undeclared rosewood may be in containers illegally in the region and then exported arrangements to ensure that it complies loaded in Gambia, the Group has decided under various guises. This activity highly with the latest French anti-corruption rules to halt its timber exports from the country contributes to deforestation in West Africa. (Sapin II Law) and the French law on duty until further notice. Rosewood is a protected of vigilance. species, and trade in it is regulated by CITES.
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HEALTH AND SAFETY RISKS
In 2020, the Group faced 40% fewer drug seizures than in 2019, particularly thanks to dedicated measures established to prevent illicit traffic on board within its containers and ves- sels. Drug traffic, however, remains an important issue and the Group fully cooperates with competent authorities, both at national and international levels.
IMPLEMENTATION OF A TRANSPARENT TAX POLICY
The primary tax focus of CMA CGM SA, as This is supported by our internal tax control transactions, the Group aligns its policy with well as its subsidiaries, is to ensure integrity and risk reporting. Group companies in non- OECD transfer pricing principles. in compliance, reporting and payment of the cooperative countries are established there right amount of tax in each tax jurisdiction. for business reasons only. For intercompany
2020 DUTY OF VIGILANCE PLAN:
The 2020 Duty of Vigilance Plan is available on CMA CGM Group’s Corporate Website
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Stakeholder SUSTAINABILITY PERFORMANCE & TRANSPARENCY EcoVadis Carbon Disclosure Project (CDP) In 2020, for the first time, CMA CGM obtained the highest score of 4/4 at DHL’s GoGreen dialogue & Sustainable After obtaining the Gold Recognition Level Carbon Disclosure Project is an international Carrier Label. The evaluation was based on for five consecutive years, CMA CGM was non-profit organization managing the largest four key criteria: Sustainability, Transparency, 08 awarded by the EcoVadis Platinum Medal carbon reporting platform. CMA CGM has Carbon Efficiency, and Innovation. this year, which is the highest level of certi- been responding to the Carbon Disclosure performance fication issued by EcoVadis. Project questionnaire since 2011 on requests from global account customers. The Group CMA CGM Group’s Sustainability Strategy is based on a collaborative approach. Our aim The non-financial rating agency introduced obtained a B (Management) rating in 2020 the Platinum Recognition Level in 2020 to for the second consecutive year. is to onboard all our stakeholders (customers as well as investors and suppliers) on a joint reward companies with a level above 73/100. journey, where everyone has a key role to play. Customers are driving the need to act CMA CGM Group is in the Top 1% of all com- through business requirements, investors influence strategic financial decisions to create panies assessed by EcoVadis. a sustainable development model for the Group while suppliers will have to commit to find their own bearings in the global model. MOBILISED FOR OUR CUSTOMERS AND PARTNERS, WHATEVER HAPPENS
On 28 September, CMA CGM Group, exclu- As soon as the security breach was detec- All the Group’s staff members were fully ding CEVA Logistics, has been the target of ted, external access to applications were mobilized to continue serving customers a cyberattack impacting peripheral servers. interrupted to prevent the malware from and partners and provide them with regular spreading. The malware was rapidly updates. The situation returned to normal a OUR AMBITIONS AND GOALS isolated and all necessary protection mea- few days later. sures implemented. EcoVadis: Maintain the Platinum Medal for CMA CGM and obtain the Gold Medal for CEVA Logisitics
Dialogue with our stakeholders Voice of banks and investors Voice of customers
Identifying our sustainable priorities in line Environmental footprint is rightly becoming With the aim of taking its customers’ with external and internal stakeholders’ an increasing focus for our stakeholders, concerns into account in a timely fashion, concerns is essential in our approach. including investors, banks and the wider in 2019 CMA CGM launched “TouchPoint Consequently, in 2020, we conducted financial community. We recognize that Survey”, a short two-question survey sent several workshops with our staff members the transportation and logistics sector after contact with our customer service. worldwide and launched an online have a crucial role to play in creating more In 2020, 100,000 surveys were sent in 15 questionnaire for staff, customers and sustainable economies. As an industry leader, countries and 4,000 responses received. suppliers to probe their interests and our aim is to be at the forefront of innovation concerns about the Group’s sustainable to support the sector’s efforts towards a more In 2019, CMA CGM launched a training development pillars and challenges. environmentally respectful model. course on Customer Experience. The training This exercise gives us insight into future course has for aim to provide our employees, developments and trends, enables us to Beyond environmental issues, which we who are either in direct or indirect contact with share good practices and inspires proposals expect to be more impactful for us and our customers, with tips to facilitate interaction on sustainable changes in transport and industry in the coming years, we also pay and enhance the customer journey. This logistics activities. close attention to develop our company training course received, in 2020, the Silver within the strict respect of our people and Brandon Hall award in the category “Best local communities, while retaining the Learning Program Supporting a Change highest standards in terms of ethics and Transformation Business Strategy”. In 2020, compliance. six countries and our 4 SSCs joined the training programme.
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THE GROUP STEPS Sustainable UP ITS SUSTAINABLE 2020 PROCUREMENT POLICY 2019 enhanced its efforts CMA CGM Group This system is covering financing, corruption, TARGETS procurement to promote sustainable procurement by sustainability, economic sanctions, competi- 09 deploying a global evaluation system for tion laws, and personal data protection. suppliers and intermediaries. In a continuous improvement process, CMA CGM Group develops Number of A UNIQUE, FIVE-STEP ASSESSMENT TOOL assessed suppliers sustainable relationships, partnerships and support for suppliers and FOR SUPPLIERS AND SUBCONTRACTORS subcontractors in order to manage challenges and mitigate risks to 2,930 In order to identify and manage procure- 4. Supplier qualification 348 people, society, the economy and the environment. ment risks, a five-step assessment tool has 5. Monitoring over time been implemented. 10,000 by 2021 / In 2020, the Cscreen supplier average score 100% by 2025 1. Preliminary definition of the risk level was 64/100 and EcoVadis score was 51/100. 2. Risk assessment through an internal ques- tionnaire by Cscreen and EcoVadis 3. Analysis Average score of OUR AMBITIONS AND GOALS companies assessed by A DEDICATED DIGITAL PORTAL TO SIMPLIFY CMA CGM with Cscreen THE QUALIFICATION PROCESS 10,000 suppliers assessed by 2021, 64/10 55/10 100% by 2025 CMA CGM Group developed a digital on our networks and corporate website, SRM (Supplier Relationship Management) highlights how this process is essential and portal, SCORE, in order to simplify the strategic to ensure sustainable collaboration qualification process and enhance its with our suppliers deployment. Average score of https://www.cmacgm-group.com/en/ companies assessed CMA CGM group created a video, WOB, procurement/how-to-become-a-supplier by EcoVadis to support suppliers through this qualifi- A NEW, MORE AMBITIOUS AND RIGOROUS THIRD-PARTY CODE OF CONDUCT cation process. The video, WOB, available 51/10 50/10 THE THIRD-PARTY CODE The principles presented in this document OF CONDUCT SETS FORTH apply to all contractual relationships THE WAY TO BUY: THE RESPONSIBLE PURCHASING POLICY NON-NEGOTIABLE MINIMUM between CMA CGM and its DEDICATED TO OUR PURCHASERS STANDARDS THAT CMA CGM business partners. EXPECTS FROM OUR CMA CGM overhauled its Third-Party PARTNERS, ESPECIALLY OUR Code of Conduct by developing enhanced SUPPLIERS, THEIR EMPLOYEES In addition, in order to strengthen the AND SUBCONTRACTORS. principles based on more detailed normative references. monitoring of supplier risks and share best practices, CMA CGM Group published its responsible purchasing Policy “THE WAY TO BUY” applicable to all CMA CGM employees involved in any part of the procurement and supplier engagement process.
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Sustainable added Developing ecological products and ser- value products vices for our customers
10 + Carbon optimisation studies Act with CMA CGM To achieve Carbon Neutrality & Services The Environmental Services department pro- In 2020, CMA CGM Group launched ACT poses tailored solutions to optimize maritime with CMA CGM+, a complete line of solu- routing as well as various intermodal options CMA CGM innovates and defi nes tomorrow’s merchandise transport tions to enable our customers to reduce or for door-to-door transport. offset their emissions when shipping with us. solutions for more than 70,000 customers worldwide. Tender quotation These solutions are based on the use of
alternative fuels (biofuels, LNG, biome- Upon request, CO2 values may be included thane). Related CO savings are allocated in the tender offer on a port pairs basis. OUR AMBITIONS AND GOALS 2 CO to customers using a mass-balance concept. 2 data is available all along customers’ For emissions that cannot be further journeys. Pay close attention to and foresee customers’ needs in order to build a partnership of reduced, we offer complementary carbon trust, provide guarantees through certification and help them adopt more sustainable offsetting services. • Before shipment: Free online eco calcula- practices, including through eco-innovations, technological innovations and digital tor, CO2 displayed in the routing finder and transformation. pricing tool 2020 2019 My carbon footprint reportt • After shipment: CO2 emissions are dis- played in the booking dashboard for TARGETS Intermodal Innovation For the fifth consecutive year, the Group is e-customers and analysed by geographical At least 70% inland transport by Rail or 40% foreign companies receiving offering a personalized carbon reporting trade and transport mode in the Carbon Barge by 2025 Group funding by 2025 service that analyses the carbon footprint of footprint report shipments for a specific customer. Since 2020, Rail/barges this service is systematically included in the Share of inland transport ELITE package of the CAN. by rail or barge INNOVATION ON BEHALF OF OUR CUSTOMERS 2020 2019 68% 72%* TARGETS Building alternatives designed to suit A NEW PACKAGE OF CMA CGM VENTURES: INNOVATIVE SERVICES WITH SUPPORT FOR START-UPS our customers’ needs 70% by 2025 CMA CGM+ This package comprises 22 different Rodolphe Saadé, CMA CGM’s Chairman Support to start-ups Fewer trucks on the roads, a smaller car- Despite a shortage of services in certain geo- value-added products and services to and CEO, initiated a strategy to support Number of companies bon footprint, quick deliveries, tailored graphical regions of the world, the Group’s protect customers’ merchandise and innovation by creating a special invest- receiving financial backing competitive pricing solutions. target is to increase this figure to 70% by NGOs & humanitarian facilitate administrative procedures. ment vehicle: CMA CGM Ventures. from the Group 2025. transport 176 CMA CGM Group gives preference to We have broken down the offer into three Number of containers carried In 2019, the Group increased its investments 125 grouped solutions: in 2020 68% of our goods product categories: via the Humanitarian office in innovative companies by nearly 50% transported inland used rail or river-based Services • CARE is aimed at protecting our cus- tomers’ business, solutions. • BOOST is aimed at expanding our cus- Share of non-French companies who 14,409 EVP tomers’ business, received financial backing 11,069 EVP from the Group • ACT is aimed at reducing our cus- tomers’ environmental impact when using 29% We are a core logistics partner for humanitarian Organisations our maritime services. 31% Thanks to this new framework, we managed to offer services to our 40% by 2025 The Humanitarian Services Office, created organizations and NGOs providing emer- customers in very difficult in late 2017 by CMA CGM, proposes gency aid. In 2020, it oversaw the transport market conditions. customized solutions to international of over 14,500 TEUs.
*The methodology was renewed between 2019 and 2020.
CMA CGM SUSTAINABLE DEVELOPMENT - 97 - ACTING FOR RESPONSIBLE TRADE
OUR PARTNERSHIPS & COLLABORATIONS
Maritime Anti-Corruption Network Digital Container Shipping Association is a global business network working is to boost the safety, security and effi- towards a maritime industry free of cor- ciency of container transport by represen- ruption, which promotes fair trade for the ting, overseeing and serving the industry’s benefit of society at large. stakeholders.
International Cargo Handling Business Actions to Stop Coordination Association Counterfeiting & Piracy founded in 1952, is an independent, not-for- is an initiative that connects businesses wor- profit organisation dedicated to improving ldwide in the fight against counterfeiting the safety, security, sustainability, produc- and piracy. tivity and efficiency of cargo handling and goods movement by all modes and through all phases of national and international supply chains.
Transporter Asset Protection Association (TAPA) is an exchange forum that brings together suppliers, logisticians, carriers, law enfor- cement agencies and other stakeholders around a common objective of loss reduc- tion within an international logistics chain.
CMA CGM SUSTAINABLE DEVELOPMENT - 99 -
ANNEXES
Key Performance Indicators
INDICATOR UNIT SCOPE* 2020 2019 TARGETS Working conditions
Share of sedentary employees with % CMA CGM 86 84 100% by 2022 Acting for people an access to health cover
Formal HR & H&S policy with objectives CMA CGM Optimal protection Yes Yes & action plan CEVA Logistics
Our employees Number of fatal accidents Number Maritime activities 1 0
CMA CGM Lost Time Injury -40% by 2025 Human rights policy Document Yes Yes Rate Maritime activities 1.08 1.88 CEVA Logistics Frequency Rate (LTIFR) vs 2019
Document CMA CGM Non-discrimination policy Yes Yes Injury Severity rate Rate Maritime activities 0.13 0.20 CEVA Logistics
CMA CGM Total workforce Number 80,780 79,871 Number of fatal accidents Number Terminals activities 1 0 CEVA Logistics
Diversity Lost Time Injury -40% by 2025 Rate Terminals activities 7.20 13.18 Frequency Rate (LTIFR) vs 2019 Gender distribution: CMA CGM % 35/65 44/56 Share of Women/Men CEVA Logistics Injury Severity rate Rate Terminals activities 0.32 1.06
Share of Women CMA CGM % 31 37 in management positions CEVA Logistics Lost Time Injury CMA CGM Rate 9.10 N.A Frequency Rate (LTIFR) Inland Share of Women among CMA CGM % 13 14 20% by 2025 TOP 100 salaries CEVA Logistics Lost Time Injury CCEVA Logistics Rate 7.71 N.A Frequency Rate (LTIFR) Inland Share of Women on % CMA CGM 42 45 Board of Directors Caring for communities
Share of non-French Nationals CMA CGM Share of countries performing % 49 50 50% by 2025 % CMA CGM 47 23 100% by 2022 among TOP 100 salaries CEVA Logistics at least one local actions
CMA CGM Number of nationalities Number 178 148 Containers of hope dispatched Number CMA CGM >1 30 0 CEVA Logistics
CMA CGM Average age of employees Age 38 37 CEVA Logistics
Talent Development
CMA CGM Number of Training day 2d in 2021 Day CEVA Logistics 1.23 1.67 Per employees 3d in 2022 Périmètre limité
USD CMA CGM Payroll 4,133 4,063 millions CEVA Logistics *Scope: CMA CGM stands for CMA CGM Group excluding CEVA Logistics For more information, please refer to the Methodology
CMA CGM SUSTAINABLE DEVELOPMENT - 103 - ANNEXES
Key Performance Indicators
INDICATOR UNIT SCOPE* 2020 2019 TARGETS Total CO emissions CEVA Logistics 2 Tons CEVA Logistics trucks fleet 118,256 N.A.
Acting for planet Air pollution
Formal environmental policy with CMA CGM √ - NOx related to maritime fleet Thousand Document Yes Maritime activities 555 654 objectives & actions plan CEVA Logistics fuel consumption tons
Climate change √ - SOx related to maritime fleet Thousand Maritime activities 70 364 fuel consumption tons Energy Consumption Cold ironing system implemented Number of Maritime activities 30 34 √ - Maritime fleet fuel consumption Millions vessels Maritime activities 7,45 0 7,774 tons Biodiversity √ - including LNG Thousand Maritime activities 28.35 7.43 tons Number of major marine oil pollution Number Maritime activities 1 0 0 Including Biofuels Thousand Maritime activities 48 N.A. tons Number of containers lost at sea Number Maritime activities 51 1 0 √ - Share of alternative fuels used in At least 10% % Maritime activities 1.1 0.2 the energy mix of maritime activities by 2023 Dismantled vessels Number Maritime activities 4 3
√ - Nominal capacity of 380,000 TEus TEUs Maritime activities 127, 20 0 5200 LNG-propelled vessels by 2023 Thousand Solid waste production Maritime activities 17 19 m3 CEVA Energy Consumption (Warehouse) kWh CEVA Logistics 184,034,424 N.A. Thousand Production of fuel sludge Maritime activities 171 183 tons Share of renewable electricity % CEVA Logistics 12.5% N.A. from CEVA warehouses Vessel equipped with a Number Maritime activities 27 99 ballast water treatment Millions Trucks fuel consumption CEVA Logistics 44 N.A. liter
CO2 emissions
√ - CO emissions related to maritime Millions Carbon neutral 2 Maritime activities 23.3 24.3 fleet fuel consumption tons by 2050
Reduction of CO emissions related 2 % Maritime activities - 4% - 6% to maritime fleet
g CO 51 in 2030 √ - Maritime CO efficiency CO /TEU-km 2 Maritime activities 52 54 2 2 /TEU-Km -50% vs 2008
√ - Maritime CO 2 efficiency T CO /TEU 2 Maritime activities 1.12 1.15 CO2 / TEU loaded loaded
Scope 3 CO emissions Millions 2 Maritime activities 7.6 N.A. tons
CO emissions from CEVA warehouses Tons CEVA Logistics 2 75,171 N.A. *Scope:CMA CGM stands for CMA CGM Group excluding CEVA Logistics. For more information, please refer to the Methodology √ - 2020 KPI audited on a reasonable assurance by KPMG S.A.
CMA CGM SUSTAINABLE DEVELOPMENT - 105 - ANNEXES
Key Performance Indicators
INDICATOR UNIT SCOPE* 2020 2019 TARGETS Acting for responsible trade
Ethics & Compliance
Formal Code of Ethics 100% CMA CGM https://www.cmacgm-group.com/api/sites/default/files/2020-10/CMA%20 Document Yes Yes collaborators CGM%20-%20Code%20of%20Ethics_EN-28102020_0.pdf CEVA Logistics signature
Number of collaborators who received CMA CGM 81.5 N.A % an Ethics & Compliance training CEVA Logistics 90 N.A
Share of alerts processed and closed CMA CGM 96 N.A. % within the Group’s whistleblowing system CEVA Logistics 86 N.A.
Stakeholder dialogue & Sustainable performance
Platinum EcoVadis Certification Rating CMA CGM Platinum Gold in 2021
Carbon Disclosure Project Rating CMA CGM B B
Sustainable procurement
Formal Third-Party Code of Conduct CMA CGM https://www.cmacgm-group.com/api/sites/default/files/2020-09/CMA%20 Document Yes Yes CGM%20Third%20Party%20Code%20of%20Conduct%202020%20EN.pdf CEVA Logistics
100% Number of assessed suppliers Number CMA CGM 2,930 348 by 2025
Sustainable added value products & services
70% Share of inland transport by rail or barge % CMA CGM 68 72** by 2025
Number of companies receiving financial Number CMA CGM 176 125 backing from the Group
Share of non-French companies who 40% received financial backing from the Group % CMA CGM 29 31 by 2025
*Scope: CMA CGM stands for CMA CGM Group excluding CEVA Logistics For more information, please refer to the Methodology **Change of methodology between 2020 and 2019
CMA CGM SUSTAINABLE DEVELOPMENT - 107 - ANNEXES
These indicators include 93% of the Group’s Share of sedentary employees with an access to Methodology consolidated workforce. health cover Total employees (%) Note 1: New hires are the number of employees The indicator reports the percentage of employees who join the company between 1 January and 31 for whom CMA CGM Group facilitates an access to December of the reporting period, with contracts as major medical treatment. For this indicator CEVA and Social indicators were defined in 2013 and updated defined in Note 1 “Workforce”. CMA CGM Crewing are excluded. in 2020. They have been established based on ACTING FOR PEOPLE People are accounted for as a new hire in their This indicator includes 37% of the Group’s Global Reporting Initiative (GRI) criteria and are company if they are reassigned, sign a new consolidated workforce. The Group is currently designed to meet French legal requirements (NRE OUR EMPLOYEES employment contract with a different company in the working to extend the perimeter in 2021. Act of 15 May 2001), the European Union Non- Group, or have their original employment contract Financial Reporting Directive, and international The indicators are collected and consolidated in the amended resulting in them being permanently standards when possible. Human Resources management system “C&Me” for assigned to a different Group company. TRAINING CMA CGM & “C-People” for Ceva: Note 2: Departures are the number of employees Scope: CMA CGM Group reports non-financial data - CMA CGM: C&Me covers 95% of Group with permanent or temporary contracts that leave the 1. Group total training hours on a consolidated basis on Group scope. However, consolidated sedentary workforce. For CMA CGM workforce of their own accord or at the request of the The scope of classroom training data corresponds to scope limitations can be applied on a case-by-case Excel spreadsheets are used for reporting on office- company between 1st January and 31st December of France, Estonia, Malaysia (first half-year only due to basis regarding certain indicators. In the event of scope based employees, corresponding to 5% of the Group the reporting period. the transfer of SSC to China), the United Kingdom, restriction, these are systematically explained in the workforce. For this indicator, the crewing is excluded because the USA, China and Brazil for office-based employees, and DPEF regarding the titles of the indicators concerned. - For Ceva the information covers 100% of employees. contracts are not Group contracts as well as sedentary seafaring personnel. It represents 24% of the Group The Group is committed to extending the reporting of staff members who are not reported in C&Me are workforce. indicators subject to significant scope limitations in the For indicators relating to headcount, diversity, excluded. The scope of e-learning training data corresponds coming years. geographic location and age, Ceva uses the same to office-based and seafaring employees worldwide, methodology as CMA CGM. which is 100% of the Group’s consolidated workforce. Period: The reporting period is from 1st January 2020 to Share of women in management positions: 31st December 2020. This precision of scope covers all Total workforce This corresponds to the number of women in Note 1: All types of training courses are included indicators, not just People indicators. Note 1: Workforce relates to the Group’s consolidated management positions / total number of managers (internal and external) and all training methods scope as of 31st December of the reporting period. (men and women). The number of women in (classroom, e-learning), on condition that they have an This is the first year that Ceva has prepared CSR It covers people employed under contract by one of management positions corresponds to sedentary educational objective and are tracked and attended information. It has been included in CMA CGM Group CMA CGM Group’s companies as of 31st December female employees with at least one direct by an employee of the CMA CGM Group. The hours figures, in line with the global consolidation process. of the reporting period. This includes contracts for subordinate. This indicator includes 92% of the recorded reflect the time spent by employees in For most indicators, 2020 is the reference period. It is permanent employment, temporary employment, Group’s consolidated workforce. For this indicator, training, and not planned or budgeted hours. not possible to systematically compare indicators with trainees and international internships. the crewing is excluded because the contracts are not - Classroom-based training courses of longer than one 2019 when the CSR reporting process was not in place. Note 2: The workforce is broken down by gender Group contracts as well as sedentary staff members hour are accounted for as delivered. The standard However, Ceva will report CSR KPIs for the current and and geographical area include 93% of the Group’s who are not reported in C&Me are excluded. duration for one training day is eight hours. prior reporting periods from next year onwards. consolidated workforce. For this indicator, the crewing - E-learning courses (interactive content) are calculated is excluded because the contracts are not Group from 4 minutes in length, and educational videos The Key Performance Indicators in colour reflect contracts as well as sedentary staff members who are Share of Women among TOP 100 salaries and from 30 seconds of connection. E-learning hours quantitative objectives from the 10 UNGC principles of not reported in C&Me are excluded. share of non-French Nationals among are tracked based on the hours completed, unless the 17 SDGs TOP 100 salaries (%) the connection time is not logical. In this case, the The TOP 100 corresponds to the 50 highest salaries at suggested time for completion is reported. CMA CGM and 50 the highest salaries at CEVA.
New hires and departures
CMA CGM SUSTAINABLE DEVELOPMENT - 109 - ANNEXES
- For International Crewing, mandatory training that is hours worked in the reporting period) x 1,000,000. Injury Severity Rate the responsibility of seafarers is not included. The total hours worked corresponds to the actual The severity rate is the number of lost days due to number of days on board x 24 hours. For reminder the occupational accidents per thousands of hours worked. As of next reporting period Ceva will report on accidents resulting in leave only after disembarkation The formula: (Number of lost days / Total hours classroom training through the LMS system, which will are not considered. Accidents that occurred on worked) x 1,000. The data is consolidated in the TIN@ increase the reporting scope. chartered vessels are not reported or consolidated, as application for a 12-month period. they are the responsibility of the ship owners. INLAND ACTIVITIES 2. Number of training days per CMA CGM employee Injury Severity Rate of maritime industrial Lost-Time Injury Frequency Rate (LTIFR) for inland The number of training days per employee is calculated accidents considered: employees based on the total number of training days of 8 hours Severity rate formula: (Number of lost days / Total LTIFR is the number of lost-time injuries (one day or that is then divided by the total number of employees hours worked over a twelve-month period) x 1,000. For more) occurring in the workplace per million hours of defined perimeter. seafaring employees that are no longer employed as worked. The ratio is calculated on a limited scope including of 31st December of the reporting period, the days of LTIFR formula: ([Number of lost-time injuries in the sedentary France, Estonia, Malaysia, the United leave that occurred during the reporting period are reporting period] x 1,000,000) / [Total hours worked in Kingdom, USA, China, Brazil, Ceva UK and seafaring not included in the severity rate. the reporting period]) staff, both for classroom training and e-learning. This CMA CGM LTIFR: the indicator covers 69% of the represents a total of 24% of the Group workforce. workforce subject to CMA CGM’s QHSSE inland policy. TERMINAL ACTIVITIES Ceva LTIFR: the indicator covers 96% of Ceva’s The group is currently working to integrate 21 Le périmètre représente tous les terminaux qui sont workforce. The severity rate has not been reported for additional countries for the 2021 reporting of training soumis à la politique QHSSE CMA CGM Terminals. 2020. It will be reported in the next reporting period. data for sedentary CMA CGM. All data related to the training of employees of all Group entities is intended Number of fatal accidents: to be collected through the C&Me tool. A major terminal incident is a critical incident. In terms CARING FOR LOCAL of occupational Health & Safety it concerns one or COMMUNITIES more fatalities or incidents with damage. Incidents with critical damages have an estimated cost of more SHARE OF COUNTRIES PERFORMING OPTIMAL PROTECTION AT LEAST ONE LOCAL ACTIONS MARITIME ACTIVITIES than €100,000 and/or result in more than 12 hours of operations stoppage or major disturbance. In terms • This indicator shows the percentage of countries Number of fatal accidents: of the environmental, a critical environmental impact that have taken at least one local action over the total This includes any maritime accident impacting may harm the environment both in the present and number of countries in which CMA CGM Group is personal health and safety (serious injury or death), in the long-term, requiring action in the future. It may present (source C&Me). the environment (national impact or with a recovery lead to widespread public concern over the Group’s • A local action is a voluntary, one-off or recurrent period of more than one year), the public image of the operations and have a serious adverse economic effect initiative taken by a CMA CGM Group entity Group (accident covered by the international media) on business. (CMA CGM, ANL, MERCOSUL, APL, CNC and or with financial consequences exceeding €1 million. Containerships) and involving CMA CGM employees Lost-Time Injury Frequency Rate (LTIFR) from one or several divisions of the Group. LTIFR is calculated by dividing the number of industrial Such initiatives, which concern one of the sustainability Lost-Time Injury Frequency Rate (LTIFR): accidents leading to sick leave (lost time) of more than strategic pillars (People, Planet, Responsible Trade) Number of fatal industrial accidents or accidents one day over total hours worked x 1,000,000. may have a direct impact on local communities in requiring leave longer than one day based on a LTIFR formula: (Number of lost-time injuries / Total which the Group and its subsidiaries are involved and medical opinion. hours worked) x 1,000,000. must support at least one of the 17 United Nation LTIFR formula: (Number of lost-time injuries / Total Sustainable Development Goals.
CMA CGM SUSTAINABLE DEVELOPMENT - 111 - ANNEXES
is averaged over a four-year period. Emissions from MARITIME ACTIVITIES INLAND ACTIVITIES ACTING FOR PLANET shipyards are not known to date but are deemed to be negligible. Emissions from chartered vessels are : √ - Maritime fleet fuel consumption Fuel consumption and CO2 emissions –Truck fleet CLIMATE CHANGE estimated based on emissions from owned vessels, on Fuel oil consumption is monitored for the entire (scope 1): a pro rata TEU-km basis. operating fleet (owned + chartered vessels). It is This indicator covers CEVA Logistics’ fuel consumption Scope 3 emissions (Maritime activities) result from measured in tonnes and represents the consumption by owned and leased trucks (excluding personal and ship- and container-building, on-board solid and liquid - Container construction: Emissions are estimated of all types of fuel oil used by the fleet (HSFO, LSFO, company cars). The scope covers business in the waste, employee business travel, inland shipments and based on the number of containers renewed every MGO-DO and LNG). United Kingdom, the USA, Canada, Australia and upstream bunker production year converted in gross steel weight (2.2 tons of steel the Philippines. Other countries have been excluded and transport. per container). Steel emission factor of 2.21. √ - Nominal capacity of LNG propelled: as they do not operate truck fleets. Carbon dioxide Total volume capacity of all owned and long-term emissions are calculated based on the energy - Shipbuilding: The impact is calculated based on the - Upstream fuel and Energy: upstream carbon dioxide chartered vessels powered by LNG consumption reported and country-specific carbon emissions generated by producing steel to emissions based on following emission factors: emission factors. build vessels measured by the vessels’ steel weight • Inland shipment: we apply standard emission factors √ - Share of alternative fuels in the energy mix of (emission factor of 2.21). The number of ships built for each mode of transport (rail, road, barge) in order to maritime activities: emissions – Energy consumption and CO2 Alternative, low-carbon fuels (LNG, Biofuel are included Warehouses (scope 1): in the Group’s energy mix. This indicator covers CEVA Logistics’ owned and leased warehouses worldwide, representing 79% of countries where CEVA Logistics operates and 83% of √ - CO2 emissions related to maritime fleet HFO DO VLSFO GNL BIOFUELS fuel consumption (Scope 1) worldwide warehouse surface. Energy covers electricity They are directly calculated from fuel oil consumption. and natural gas, except for fuel for generators and
0.26 kg CO2e/kg 0.68 kg CO2e/kg 0.64 kg CO2e/kg 0.89 kg CO2e/kg 0.518 kg CO2e/kg The following emission factors are applied to fuel oil owned and leased vehicles and trucks. In 2020, US (Source: EN16258) (Source : EN16258) (Source: GLEC) (Source: GLEC) (Source: Red 2009/28 consumption for maritime activity: energy consumption, representing 25% of total
Annexe V) 1 ton HSFO = 3,114 tons of CO2 energy consumption, was estimated based on actual
1 ton LSFO = 3,151 tons of CO2 warehouse surface measured in 30 kWh/m² derived
1 ton MGO/ DO = 3,206 tons of CO2 from the average for Benelux and the United Kingdom.
calculate the carbon footprint before and after maritime • Business travel: we estimate that a seafarer takes 10 1 ton LNG = 2.75 tons of CO2 In 2021, Ceva will report actual data for the USA.
shipping. flights per year (roundtrip) with an average length of CO2 emissions are calculated based on the energy • Solid waste: the volume of solid waste generated by 10,000 kms per flight. This is multiplied by the number consumption reported and country-specific √ - Maritime CO2 efficiency per TEU loaded owned vessels is reported as part of the CMA CGM of seafarers in the reporting period, and by ADEME’s and per TEU-km (scope 1): emission factors.
Green Ship Programme and is used to calculate emission factor of 0.083 kg CO2e/passenger These KPIs monitor the operating efficiency of the fleet. the carbon footprint based on the amount of waste for long trips. Scope: CMA CGM Group’s operating fleet (owned and Green electricity – Warehouses (scope 2) - Indicators produced. Emissions from chartered vessels are chartered vessels) in the reporting period with quantitative objectives estimated from emissions from owned vessels, on a pro CEVA reports warehouses & trucks energies Loaded TEUs = Remunerated loaded TEUs This indicator covers CEVA Logistics’ owned and leased rata TEU-km basis. consumption and CO2 emissions scope 1 and 2 TEU-km = nominal capacity* distance sailed warehouses worldwide, covering 79% of countries where • Production of fuel sludge: we use the carbon dioxide associated, scope 3 reporting will begin in the next Ceva operates and 83% of global warehouse surface. emission factor for fuel as there is no recognised reporting period. Green electricity is the quantity of renewable energy emission factor for sludge. The factor is applied to the either produced or consumed, versus total total quantity of sludge produced in the electricity consumed. reporting period.
CMA CGM SUSTAINABLE DEVELOPMENT - 113 - ANNEXES
AIR POLLUTION BIODIVERSITY SUSTAINABLE ADDED VALUE √ - SOx emissions related to maritime fleet fuel RESPONSIBLE TRADE PRODUCTS & SERVICES consumption cover the entire operating fleet. They Number of major marine oil pollution are calculated based on fuel oil consumption per The reporting scope covers the Group’s owned fleet. Sustainable added value services type of fuel oil and the maximum mandatory limit Spills are unintentional discharges at sea of ETHICS & COMPLIANCE Green VAS: Contains ACT + range of product sold of sulphur content per type of fuel oil. Sulphur hydrocarbons, oil, sludge, chemicals, hazardous Key KPIs indicators with quantitative objective. The emissions from scrubbers are not included in and non-hazardous materials (non-exhaustive list). Number of whistleblowing reports processed and scope is cope: all the TEUs booked all around the total emissions. The 2019 and 2020 data are not Containers and anchors lost at sea are excluded. closed / Total of whistleblowing reports Share of world by CMA CGM and any other brand from the comparable due to a change in methodology in 2020. alerts processed and closed within the Group’s group (APL, ANL, CNC, CS, MERCOSUL Line). In 2019 the emissions were calculated from the sulfur Solid waste whistleblowing system Calculation Method: Each TEU booked by agents/ rate of the fuel purchased, in 2020 the emissions Total quantity (in m3) of hazardous & non-hazardous Includes all reports available that have been HO, are reported into LARA with a specific code are calculated from the regulatory sulfur rate. SOx solid waste generated by owned vessels: processed and closed over total reports registered corresponding to the type of VAS sold. Except for emissions captured by scrubbers are deducted. - Non-hazardous: plastic, paper, metal, glass, in 2020 on the Group’s whistleblowing platform Containership & MERCOSUL Line where extraction domestic waste, wood, food waste, cooking (Navex). This indicator covers reports relating not data will be done from their own system (since they oil and other only to ethics but also to human resources, security are not using LARA). √- NOx emissions related to maritime fleet fuel - Hazardous: fluo lamps, oily rags, paint tins, & the environment. This tool is available for all the consumption cover the entire operating fleet. medicine, infectious healthcare waste (IHW), Group’s internal and external stakeholders (including Share of inland transport by rail or barge The formula: Total fuel consumption by type x NOx batteries, oil tins, asbestos, e-waste, pyrotechnics, employees, customers, suppliers, subcontractors, This KPI monitors the % of volumes transported emission factor by type of fuel sprays, fire detectors and related operational waste. associations and trade unions). through rail or barge compared to total volumes The following emission factors are applied to fuel Sludge is not included in this indicator. transported inland (trucks, barge, rail). The scope is consumption for maritime activities: Number of collaborators who received an CMA CGM & APL. • HSFO/LSFO: 76kg of NOx/ton of fuel oil Number of containers lost at sea Ethics&Compliance training • DO: 57kg of NOx/ton of fuel oil Number of containers lost at sea by owned vessels. The number of employees that attended the Business Number of companies receiving financial backing • LNG: 13.4kg / ton of fuel Containers that fall into the water at a port and are Code of Conduct and Ethics e-learning training course supported from the Group then recovered are not included. in 2020. This concerns office staff, which represent 86% • Companies in which CMA CGM has a direct interest NOx emission factors 2018 (Source: 4th IMO GHG of CMA CGM’s total headcount and 43% of Ceva’s total via CMA CGM Ventures, CMA Participation study 2020, Table 27 - Emissions factors used for top- Production of fuel sludge headcount. or CMA CGM SA down estimations) Total amount produced by CMA CGM fleet in tonnes. • Companies in which CMA CGM has an indirect Sludge is hydrocarbon waste, oil waste and oily SUSTAINABLE PROCUREMENT interest via our investments in investment funds Pollution is not substantial for Ceva due to the nature water. The amount is estimated by applying a ratio (funds which in turn invest in various companies) and scale of its operations. based on total sludge for disposal over total quantity Number of assessed suppliers • Companies that are enrolled with Group-funded of fuel used. The quantity of sludge comes from the Number of suppliers that were assessed and business incubators (ZeBox and Le Carburateur) quantities of sludge ordered. The 2019 and 2020 data qualified as compliant through the Group’s supplier are not comparable due to a change in methodology. compliance process. The scope covers all types of Share of non-French companies who received In 2019, the data was calculated from the sludge rate procurement for CMA CGM (Indirect, Terminals, financial backing from the Group from the sludge unloading reports reduced to the Intermodal, Chartering, CMA Ships, Bunkering, Describe the % of non-French companies financially amount of fuel burned. Feedering, Pool, P&T and Logistics). supported by the Group on the total of companies financially supported by the Group. Biodiversity is not substantial for Ceva due to the nature and scale of its operations. Ceva does not yet report on waste but intends to from next reporting period.
CMA CGM SUSTAINABLE DEVELOPMENT - 115 - ANNEXES
SUSTAINABLE STRATEGY It is already committed to using the best solutions - The horizontal axis shows the perspective of Group Risk Management is responsible for: CMA CGM SUSTAINABLE CHALLENGES available today. stakeholders. - Structuring, deploying and driving the Group’s risk - Air quality: in addition to carbon dioxide, the Group The CMA CGM Group ranking was established in management framework The Group’s sustainable challenges relate directly is striving to reduce sulphur and nitrogen oxide and a meeting with all the Sustainable Departments’ - Identifying, assessing and monitoring the Top Risks for to its core business and maritime, inland, logistics fine particle emissions. As these emissions threaten representatives. CMA CGM Group and office-based activities. They were identified with public health and air quality, they are governed Stakeholders were identified based on their influence - Establishing focused risk maps for entities and the Group’s divisions and subsidiaries and are in line by increasingly stringent international and local on Group business: customers, employees, trade functions, or for strategic projects with CMA CGM’s objectives for achieving the 17 UN regulations. unions, suppliers, subcontractors, government, public - Defining and monitoring Key Risk Indicators Sustainable Development Goals. - Biodiversity: marine & inland pollution (such as oil authorities, investors, banks, NGOs, media, professional - Performing country risk scoring. In 2020 the Group focused on 13 priority challenges for spills and containers lost at sea), dismantling and organisations and local communities. In 2020, continual improvement: recycling ships, other land and underwater pollution customers, suppliers and employees were interviewed The methodology involves a qualitative and (smell, sight and noise pollution), protection of in order to rank the 13 CMA CGM sustainable priorities quantitative assessment at a point in time projected People cetaceans, ballast water management, ocean from top to least. over a year. The risk assessment is based on two criteria: - Diversity: equal opportunity, gender equality, governance. - Severity of impact multiculturalism, multigenerational and disability 2020 Sustainable risks - Probability of occurrence aspects Responsible Trade With support from the Group Risk Management - Talent development: career management, training, - Ethics & Compliance: including human rights and duty department, a CSR risk map was established. The methodology integrates a qualitative/quantitative skills development, remuneration policy of care. These include commitments to enforce high In 2020, risks in the Group risk map were assessed assessment at a point in time projected over a year. The - Working conditions: quality of life and well-being standards of business ethics, personal integrity and along with specific risk maps to assess their relationship risk evaluation is based on two criteria: at work, employee fulfilment, social dialogue, local compliance in all business activities including human with the 13 CSR challenges listed in the materiality - Severity of impact employment and work opportunities, socio-economic rights & duty of care matrix. - Probability of occurrence impact, business continuity plan - Stakeholder dialogue: with stakeholders including This enabled us to identify: - Optimal protection for employees, assets & investors and clients. - discrepancies between the risk level assessed in The following information has been deemed to be merchandise: preventing accidents that can lead to Ratings, awards, certification that highlight CMA CGM’s the risk maps and the assessment performed at outside the scope of the Group’s business activity: injury or loss of human life for seafaring, land-based commitment to sustainable development. materiality matrix level. Differences were documented - Combat against food insecurity and office staff, as well as major damage to facilities - Sustainable procurement: in terms of relationships, and explained. - Combat against food waste (vessels, warehouses and terminals) and merchandise partnerships and support for suppliers. Managing - challenges for which no risks had been identified. The - Protection of animal welfare - Local communities and emergency relief: - procurement-related challenges and risks to people, missing risks will be assessed. - Responsible, fair and sustainable food commitment to local regions and communities society, the economy and the environment. through the CMA CGM Foundation and local and - Sustainable added value products and services: To date, the following CSR-related risks have been Group initiatives. Focusing on customers’ requirements in order to build identified: - CMA CGM Foundation: promoting education for all. meaningful relationships, provide guarantees through - Risk of non-compliance with “ethics and compliance” The Foundation takes action worldwide to provide the certification and promote sustainable practices regulations, particularly regarding competition, education needed to help children and young people through eco-innovation, technological innovation and corruption, economic sanctions and personal data find their place in the world of tomorrow. digital transformation. protection - Human rights and working conditions Planet 2020 CMA CGM materiality matrix - Health, safety & security - Climate change: curbing global warming implies a The Group’s 13 sustainable priorities have been - Climate change and air quality drastic reduction in our greenhouse gas emissions. validated and ranked in order of top priority (1) to least - Pollution and harm to biodiversity There are still no mature technical solutions for zero- priority (13), by CMA CGM & stakeholders: - alent development carbon merchandise transport. The CMA CGM Group - The vertical axis of the matrix shows the importance - Partnerships with suppliers and subcontractors is investing massively in Research and Development of strategies established by the Group and its (R&D) to design the clean vessels of the future. subsidiaries for each challenge.
CMA CGM SUSTAINABLE DEVELOPMENT - 117 - ANNEXES CMA CGM S.A. REPORT BY ONE OF THE STATUTORY AUDITORS, APPOINTED AS INDEPENDENT THIRD PARTY, ON THE CONSOLIDATED NON-FINANCIAL STATEMENT – 12 MARS 2021
KPMG S.A. TÉLÉPHONE : +33 (0)1 55 68 86 66 CMA CGM S.A. HEAD OFFICE TÉLÉCOPIE : +33 (0)1 55 68 86 60 Head office: 4 Quai D’Arenc, 13,002 Marseille TOUR EQHO SITE INTERNET : WWW.KPMG.FR 2 AVENUE GAMBETTA
CS 60,055 92066 PARIS LA DÉFENSE CEDEX REPORT BY ONE OF THE STATUTORY AUDITORS, APPOINTED FRANCE AS INDEPENDENT THIRD PARTY, ON THE CONSOLIDATED NON-FINANCIAL STATEMENT
For the year ended 31 December 2020 Independence and quality control Our independence is defined by the requirements of To the Shareholders, article L.822-11-3 of the French Commercial Code and the French Code of Ethics (Code de déontologie) of CMA CGM S.A. In our capacity as Statutory Auditor of your our profession. In addition, we have implemented company (hereinafter the “entity”) appointed as a system of quality control including documented Report by one of the Statutory independent third party, and accredited by the policies and procedures regarding compliance French Accreditation Committee (Comité Français with applicable legal and regulatory requirements, Auditors, appointed d’Accréditation or COFRAC) under number 3-1049, the ethical requirements and French professional we hereby report to you on the consolidated non- guidance. as independent third party, financial statement for the year ended 31 December 2020 (hereinafter the “Statement”), included in Responsibility of the Statutory Auditors on the consolidated the entity’s Management Report pursuant to the appointed as independent third party, requirements of articles L. 225-102-1, R. 225-105 and On the basis of our work, our responsibility is to non-financial statement R. 225-105-1 of the French Commercial Code (Code provide a report expressing a limited assurance de commerce). conclusion on: - The compliance of the Statement with the FOR THE YEAR ENDED 31 DECEMBER 2020 Responsibility of the entity requirements of article R. 225-105 of the French CMA CGM S.A. The Management Board’s is responsible for Commercial Code; 4 QUAI D’ARENC, 13,002 MARSEILLE preparing the Statement, including a presentation - The fairness of the information provided in THIS REPORT CONTAINS 8 PAGES of the business model, a description of the principal accordance with article R.225-105 I, 3 ° and II of non-financial risks, a presentation of the policies the French Commercial Code, i.e., the outcomes, implemented considering those risks and the including key performance indicators, and the outcomes of said policies, including key performance measures implemented considering the principal indicators. risks (hereinafter the “Information”). The Statement has been prepared in accordance Our responsibility is also to provide a report with the entity’s procedures (hereinafter the expressing, at the request of the entity and outside
HEAD OFFICE: KMPG S.A. “Guidelines”), the main elements of which are of the scope of accreditation, a reasonable assurance LIMITED ACCOUNTING FIRM TOUR EHQO presented in the Statement and available upon conclusion that information selected by the entity, KPMG S.A., AND STATUTORY AUDIT FOR 2 AVENUE GAMBETTA request at the entity’s head office. presented in Appendix and identified with the FRENCH COMPANY MEMBER OF MANAGEMENT BOARD AND 92066 PARIS LA DEFENSE CEDEX symbol √ in the Statement has been prepared, in all MONITORING ADVISE. REGISTERED KPMG NETWORK COMPOSED BY CAPITAL : 5,497,100 €. material respects, in accordance with the Guidelines. INDEPENDANT FIRMS MEMBERS AT THE ORDER BOARD IN PARIS CODE APE 6920Z However, it is not our responsibility to comment on OF KPMG INTERNATIONAL LIMITED, UNDER THE N °14-30080101 AND 775,726,417 R.C.S. NANTERRE AN ENTITY REGULATED BY THE VERSAILLES LOCAL FIRM OF VAT EUROPEAN UNION THE COMMON LAW. STATUTORY AUDITORS. FR 77,775,726,417 1. Accreditation Cofrac Inspection, number 3-1049, scope available at www.cofrac.fr
CMA CGM SUSTAINABLE DEVELOPMENT - 119 - EXERCICE CLOS LE 31 DÉCEMBRE 2020 ANNEXES CMA CGM S.A. REPORT BY ONE OF THE STATUTORY AUDITORS, APPOINTED AS INDEPENDENT THIRD PARTY, ON THE CONSOLIDATED NON-FINANCIAL STATEMENT – 12 MARS 2021
the entity’s compliance with other applicable legal well as their policies, measures and the outcomes supporting documents. This work was carried out we have the following comment: and regulatory requirements, in particular the French thereof, including key performance indicators on a selection of contributing entities4 and covers - The Group has begun to integrate CEVA Logistics duty of care law nor on the compliance of products associated to the principal risks; between 28% and 100% of the consolidated data into the social, safety, environmental and societal and services with the applicable regulations. - We referred to documentary sources and selected for these tests; information presented in the Statement. The conducted interviews to: We assessed the overall consistency of the Statement integration of CEVA Logistics into the CSR reporting Nature and scope of our work • Assess the process used to identify and confirm based on our knowledge of all the consolidated should continue in 2021 by extending the scope The work described below was performed in the principal risks as well as the consistency of the entities. and strengthening internal control, particularly with accordance with the provisions of Article A.225-1 et outcomes, including the key performance indicators We believe that the work carried out, based on our regard to the indicators “Number of training days seq. of the French Commercial Code, as well as with used, with respect to the principal risks and the professional judgment, is sufficient to provide a basis per employee”, “Percentage of employees with
the professional guidance of the French Institute policies presented; for our limited assurance conclusion; a higher level of access to health cover”, “Scope 3 CO2 emissions”
of Statutory Auditors (Compagnie nationale des • Corroborate the qualitative information (measures assurance would have required us to carry out more and “CO2 emissions related to energy consumption commissaires aux comptes or CNCC) applicable to and outcomes) that we considered to be the most extensive procedures. of CEVA warehouses”, which have scope or such engagements and with ISAE 3000 : important presented in Appendix. Concerning methodological limitations as mentioned in the - We obtained an understanding of all the certain risk, our work was carried out on the Means and resources appendix “Methodology” of the Statement. consolidated entities’ activities, and the description consolidating entity, for the other risks, our work Our work was carried out by a team of seven people of the principal risks associated; was carried out on the consolidating entity and on a between October 2020 and March 2021 and took a Reasonable assurance report on a selection - We assessed the suitability of the criteria of selection of entities. total of twelve weeks. of non-financial information the Guidelines with respect to their relevance, - We verified that the Statement covers the scope We were assisted in our work by our specialists completeness, reliability, neutrality and of consolidation, i.e. all the consolidated entities in sustainable development and corporate social Nature and scope of our work understandability, with due consideration of in accordance with article L. 233-16 of the French responsibility. We conducted around twenty industry best practices, where appropriate; Commercial Code, within the limitations set out in interviews with the people responsible for preparing With regard to the information selected by the - We verified that the Statement includes each the Statement; the Statement. entity presented in Appendix and identified with category of social and environmental information - We obtained an understanding of internal control the symbol √ in the Report, we conducted the same set out in article L.225-102-1 III; and risk management procedures the entity has put In our opinion, the information selected by the entity procedures as those described in the paragraph - We verified that the Statement provides the in place and assessed the data collection process and identified with the symbol √ in the consolidated “Nature and scope of our work” (for the most information required under article R. 225-105 II of to ensure the completeness and fairness of the Statement has been prepared, important non-financial information). However, the French Commercial Code, where relevant with Information; in all material respects, in accordance these procedures were more in-depth, particularly respect to the principal risks, and includes, where - For the key performance indicators and other with the Guidelines. regarding the number of tests. applicable, an explanation for the absence of the quantitative outcomes that we considered to be Consequently, the selected sample represents 100% information required under article L. 225-102-1 III, the most important presented in Appendix, we Conclusion of the information identified with the symbol √. paragraph 2 of the French Commercial Code; implemented: Based on the procedures performed, nothing has We believe that these procedures enable us to - We verified that the Statement presents the • Analytical procedures to verify the proper come to our attention that causes us to believe express reasonable assurance regarding the business model and a description of principal consolidation of the data collected and the that the non-financial statement is not presented information selected by the entity and identified with risks associated with all the consolidated consistency of any changes in those data; in accordance with the applicable regulatory the symbol √. entities’ activities, including where relevant and • Tests of details, using sampling techniques, in order requirements and that the Information, taken as a proportionate, the risks associated with their to verify the proper application of the definitions whole, is not presented fairly in accordance with the business relationships, their products or services, as and procedures and reconcile the data with the Guidelines, in all material respects.
Comment Without modifying our conclusion and in accordance 2. ISAE 3000: international standard on assurance engagements other than audits or reviews of historical financial information with article A. 225-3 of the French Commercial Code, 3. Working conditions; Air quality; Biodiversity; Local communities, emergency relief and CMA CGM Foundation; Sustainable procurement; Stakeholder dialogue and sustainable performance; Products and services with sustainable added value. 4. CMA CGM France, CMA CGM Brazil, PROGECO Marseille, PROGECO Fos-sur-Mer, Somaport Casablanca, Vietnam International Container Terminal, CEVA UK, CEVA USA, CEVA Italy, CEVA BENELUX. 5. Entity acquired during the financial year 2019 and representing 45,959 employees at 31 December 2020, or 57% of the Group’s workforce.
CMA CGM SUSTAINABLE DEVELOPMENT - 121 - EXERCICE CLOS LE 31 DÉCEMBRE 2020 ANNEXES CMA CGM S.A. RAPPORT DE L’UN DES COMMISSAIRES AUX COMPTES, DÉSIGNÉ ORGANISME TIERS INDÉPENDANT, SUR LA DÉCLARATION CONSOLIDÉE DE PERFORMANCE EXTRA-FINANCIÈRE – 12 MARS 2021
Paris-La Défense, on 12 March 2021 KPMG S.A.
Maritime fleet fuel consumption Fanny Houlliot Georges Maregiano
Partner Partner CO2 emissions related to maritime fleet fuel consumption Sustainability Services SO2 emissions related to maritime fleet fuel consumption NOX emissions related to maritime fleet fuel consumption
Maritime CO2 efficiency – CO2/TEU loaded Reasonable Appendix Planet-maritime Maritime CO2 efficiency – CO2/TEU-km
QUALITATIVE INFORMATION (ACTIONS AND RESULTS) CONSIDERED MOST IMPORTANT Activity Nominal capacity of LNG propelled vessels Alternative fuels used in the fleet energy mix “We are Shipping” program and other measures in favor of gend er equality Scope 3 CO emissions related to the maritime activity Development and social support mechanisms for employees 2 Collective agreement on work organization signed in 2020 in France Production of fuel sludge Quality, Environment and Health & Safety certifications Number of major marine oil pollution Deployment of the QHSSE audit checklist Number of containers lost at sea Commitment and measures to reduce the environmental footprint of operations Evaluation of the carbon footprint of transport services Share of onshore transport by railway line or river line Actions for the protection of biodiversity Trucks fuel consumption Measures implemented to prevent illicit trafficking Total CO emissions trucks fleet Responsible Purchasing Awards Planet - Inland 2 Partnership actions, volunteering and sponsorship Activity Warehouses’ energy Consumption Share of renewable electricity from CEVA warehouses Limited
KEY PERFORMANCE INDICATORS AND OTHER QUANTITATIVE RESULTS CONSIDERED MOST IMPORTANT LEVEL OF ASSURANCE CO2 emissions from warehouses Share of alerts processed and closed in the Group’s Total headcount at 31 December by age, gender and geographic area whistleblowing system Share of women in management position Number of companies receiving financial backing from the Group Number of new hires and exits Responsible trade Share of non-French companies who received financial Number of training days per employee backing from the Group Share of non-French nationals among Top 100 salaries Share of collaborators who received an Ethics & Compliance training
People Share of women among Top 100 salaries Limited Number of suppliers assessed on CSR topics
Lost time injury frequency rate (LTIFR) for terminal activity, maritime activity and inland activity
Injury severity rate for terminal activity and maritime activity
Share of sedentary employees with an access to health cover
CMA CGM SUSTAINABLE DEVELOPMENT - 123 - EXERCICE CLOS LE 31 DÉCEMBRE 2020 ANNEXES Glossary GHG GREENHOUSE GASES ILO INTERNATIONAL LABOUR ORGANISATION ISO INTERNATIONAL ORGANIZATION FOR STANDARDIZATION IMO INTERNATIONAL MARITIME ORGANISATION IMS INTEGRATED MANAGEMENT SYSTEM JUMP JUNIOR UPWARDS MOBILITY PROGRAMME LNG LIQUEFIED NATURAL GAS LTIFR LOSS TERMINAL INJURY FREQUENCY MLC MARITIME LABOUR CONVENTION MOU MEMORANDUM OF UNDERSTANDING NGO NON-GOVERNMENTAL ORGANISATION NOx NITROGEN OXIDE ACT ASSACT ASSESSING LOW-CARBON TRANSITION OHAS OCCUPATIONAL HEALTH AND SAFETY ASSESSMENT SERVICES BDN BUNKER DELIVERY NOTES PSC PORT STATE CONTROL – INSPECTION OF FOREIGN VESSELS BY THE STATE OF A PORT OF CALL CAN COMMERCIAL AGENCY NETWORK QHSSE QUALITY, HEALTH, SAFETY, SECURITY AND ENVIRONMENT CCE COMITÉ CENTRAL D’ENTREPRISE – IN FRANCE, A WORKS COUNCIL IN BUSINESSES WITH SEVERAL ESTABLISHMENTS RIF REGISTRE INTERNATIONAL FRANÇAIS – FRENCH INTERNATION AL VESSEL REGISTRY CDP CARBON DISCLOSURE PROJECT – ENVIRONMENTAL REPORTING PLATFORM SBTi S CIENCE BASED TARGET INITIATIVE CHE EMPTY CONTAINER HANDLER SDGs SUSTAINABLE DEVELOPMENT GOALS CITES CONVENTION ON INTERNATIONAL TRADE IN ENDANGERED SPECIES SOPEP SHIP OIL POLLUTION EMERGENCY PLAN
CO2 CARBON DIOXIDE SOx SULPHUR OXIDE CRM CUSTOMER RELATIONSHIP MANAGEMENT STS SHIP-TO-SHORE CRANES CSR CORPORATE SOCIAL RESPONSIBILITY TEU TWENTY-FOOT EQUIVALENT UNIT R&D RESEARCH & DEVELOPMENT UES ECONOMIC AND SOCIAL UNIT ECA EMISSION CONTROL AREA UN UNITED NATIONS ESG ENVIRONMENT SOCIAL AND GOVERNANCE UNICEF UNITED NATIONS INTERNATIONAL CHILDREN’S EMERGENCY FUND ESI ENVIRONMENTAL SHIP INDEX USCG UNITED STATES COAST GUARDS FORS FAST OIL RECOVERY SYSTEM – SYSTEM THAT RECOVERS OIL FROM A SINKING VAS VALUE ADDED SERVICES OR GROUNDED VESSEL VIE VOLONTARIAT INTERNATIONAL EN ENTREPRISE – FRENCH IN TERNSHIP ABROAD GDP GOOD DISTRIBUTION PRACTICE – TRAINING SPECIFICALLY FOR WPCI WORLD PORT CLIMATE INITIATIVE THE PHARMACEUTICALS INDUSTRY
CMA CGM SUSTAINABLE DEVELOPMENT - 125 -