This presentation was given at Det norske Veritas (DNV) headquarters for a seminar arranged by YoungShip and young professionals at DNV. My introduction was given in a joint session with Elisabeth Grieg, part-owner of the Grieg Group and former President of the Norweigan Shipowner's Association.

1. Sustainable Shipping
Opportunities beyond Compliance
Presentation for YoungShip Environmental Seminar 2013
By David Hansen,
Practice Director of Corporate Responsibility & Sustainability
07.02.2013

3. 3
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5. 5
Mega trends
Individualisation
Democratisation
Globalisation
Immediacy of Media
Transparency & Big data
Power
of the
Public
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6. 6
Sustainability trends
Reporting
 Standardisation and integration
 «Live reporting» and dialogue
Integrated thinking:
 From projects to core business
 From «side shows» to integrated thinking
 From operational gains to strategic innovation
Reciprocity:
 Transparency, accountability and shared value
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7. Corporate Responsibility 360
MARKET /
ENVIRONMENT
INDUSTRY
Company/
organisation
WORKPLACE SOCIETY
Business in the Community (UK)
segmentation
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8. Three kinds of accountability 8
Horizontal
Vertical
Societal
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9. CSR Reporting: It’s all about materiality 9
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10. Three concepts to prioritise materiality 10
A. The potential for sustainability factors to cause substantial
disruption, either positive or negative, to social and
environmental systems. The greater the potential for
disruption the more material the sustainability factor will be.
B. The degree of uncertainty involved in the potential impacts
on social and environmental systems of a sustainability
factor. The greater the range of uncertainty the more
material the sustainability factor is likely to be.
C. The length of time over which a sustainability factor has
potentially disruptive impacts. The longer the period of time
the more material the sustainability factor is likely to be.
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11. Typical mistakes in sustainability reporting 11
÷ Incidental. CSR-thinking does not appear to be systematic.
÷ Not strategic. Lacking materiality assessment of issues and
stakeholders. Hard to see targets or direction.
÷ Lacking context and evidence from overall KPIs down to
individual ships, service or product lines.
÷ Poor connectivity. Useful data is not seen with the objectives
or other basis of comparison, the industry / sector.
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12. Integrated Reporting 12
Companies can use sustainability efforts to improve their financial performance
through integrated reporting, a comprehensive method for reporting value,
performance and impact.
Financial Performance Integrated Reporting
enables companies to view Integrated
Integrated
financial performance in a Reporting
Reporting
sustainability context and Website
Website
sustainability performance in
Nonfinancial Performance financial context leverages online
tools to improve
Environmental Impact dialogue and
engagement with
Social Impact Annual all public
Report audiences
Governance Impact
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13. Sustainability reporting limitations 13
By neglecting to explore the relationship between financial and
nonfinancial performance, many corporate sustainability reports tell only
part of the story.
Typical Sustainability Report Critical Omissions
“Shortened more than 75 What is the overall
percent of fleet routes financial impact of these
from five days to four” improvements?
“Saved more than 1.5 Did the money saved on
million gallons of fuel” reduced fuel consumption
outweigh the total cost of
“Trimmed emissions by the changes to the fleet
20 percent” routes?
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14. Five materiality tests 14
1. Financial impacts and risks implicit in sustainability issues
specific to various industries.
2. Sustainability-related legal, regulatory, and policy drivers
likely to have the greatest implications for the industries.
3. Sustainability norms and standards developed by particular
industries or broad-based industry watch-dog organizations.
4. Stakeholder concerns of a substantial nature, and emerging
substantial social and environmental trends in given
industries.
5. Opportunities for social and environmental innovation
specific to each industry.
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15. What you measure matters 15
Think audiences and usability.
Show relationship between business, risk factors
and governance and solutions.
Acknowledge expectations and embrace the
opportunities that come with transparency.

16. Customised reporting 16
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17. Long-term and integrated thinking
Integrated report
Strategic
Operating
Company Objectives
Context, Governance
Overview and
Including and Future
and Strategies to Performance
Risks and Remune- Outlook
Business Achieve
Oppor- ration
Model these
tunities
Objectives

18. New Norwegian reporting requirements
§ 3-3c: CR & Sustainability reporting
Instruments Actions Results Expectations Certifications
Board Director’s liability
Styreansvar for alle opplysninger

19. Principles for responsible investment 19
1. We will incorporate Environmental, Social and
Governance (ESG) issues into investment analysis
and decision making processes.
2. We will be active owners and incorporate ESG
issues into our ownership policies and practices.
3. We will seek appropriate disclosure on ESG issues
by the entities in which we invest.
4. We will promote acceptance and implementation of
the principles within the investment industry.
5. We will work together to enhance our effectiveness
in implementing the principles.
6. We will each report on our activities and progress
towards implementing the principles.
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20. Relevance testing your CSR efforts 20
Advanced risk management Purpose driven corporate culture
Wanted
ESG- CSR- position:
handling efforts Values and
identity
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21. Symbolic vs. substantive CSR 21
Symbolic Substantive
Donations Operational gains:
Board committees on Making sure your
ESG-issues business reduces its risks
and negative impact.
Strategic innovation:
Making sure your
business becomes part of
the solution to
environmental or social
problems.
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22. Summary: Getting beyond compliance 22
Embrace the opportunities of transparency
Express ambitions, results and risks
Enhance integrated thinking
Engage in dialogues
Example: Identify and communicate your
Economic, Environmental and Social Profit & Loss.
07.02.2013

23. THANK YOU
FOR YOUR KIND
ATTENTION

24. David Hansen
Telefon:
+47 90523113
e-mail:
david@gambit.no
Twitter:
dhansentwitt
Practice Director,
CR & Sustainability
07.02.2013