Collaboration is a key value of ours – we make the effort to listen to our colleagues and use their experiences to inform our decision making processes. This collaboration has been formalised in our engagement with Partners in Maritime Safety (PiMS). The initiative focuses on visible leadership, reflective learning, and behaviour. To enhance leadership visibility and learn from colleagues, regular visits are scheduled whereby senior leaders and managers visit ships and talk with crewmembers. Reflective learning aims to deliver more effective incident learning by using facilitated group discussions to talk through issues, share personal experiences, and stories. This method of engaging with colleagues has been seminal in prompting changes of behaviour, and learning from incidents and near- misses Our crew and colleagues are the most important element in our business functions. In 2021, our global network of Mental Wellbeing Champions continued their work in providing a vital source of support for employees. In combination with V.Group’s work with the International Seafarers’ Welfare and Assistance Network (ISWAN), the Sailors Society, and our Let’s Talk podcast, we hope to carry on removing the stigma associated with mental health issues. Additionally, we continue to provide all colleagues with access to 24/7
confidential mental health counselling services, and we strongly encourage colleagues to use this service as they wish. The industry is under more pressure than ever before. Quite rightly, stakeholders are inquiring into not just our environmental interaction, but the wider impact we have on society. Shipping has provided meaningful employment to many millions around the globe for centuries, not just directly, but in facilitating trade in all reaches of the world. It is insincere to declare that this genuine positive does not come with increased risks. The transportation of illegal cargoes, the facilitation of illicit money transfers, and the potential for human rights infringements all could be features in the industry: only a portion of ESG risks are housed in the core operations of a company; the remainder extend across multiple layers of the value chain. We have long engaged with suppliers to ask that they mirror our ethics and values, however, we have now realised that an enhanced due diligence process is a strong demonstration the industry that more must be done, and we are going to do it. V.Group are voluntarily commissioning the development and implementation of a framework to increase the robustness of our current supply chain due diligence, being the first in the industry to do so. As part of this process, a selection of our 10,000+ suppliers will be subject to a rigorous due diligence process undertaken with the assistance of a third-party consultancy. Supplier selection will be based on criteria considering key ESG risks associated with the activity and location of the suppliers. We are excited to be the first in our industry to develop such a programme and will openly share our learnings so that our peers can grow with us. Successful implementation of this programme will see a significant increase in the level of visibility throughout our supply chain, enabling better business decision making, all while improving the lives of all the people involved, directly or indirectly, in V.Group’s operations.
Photo: Capt. Marlon Cataquis, Tradewind Legend
Key Metric
2021 Data
2020 Data YOY% (+/-)
Lost Time Incident Rate [TR-MT-320a.1]
0.25
0.23
+8.70%
Total Port Calls in countries with the 20 lowest rankings in Transparency International’s Corruption Perception Index [TR-MT-510a.1]
270
268
+0.75%
Bribery and Corruption Charges [TR-MT-510a.2]
$0
$0
0
Total Number of Marine Incidents % of which classified as very serious [TR-MT-540a.1]
39 0.06%
67 1.49%
-41.79% -95.97%
Avg. PSC Deficiencies / Detentions Per Inspection [TR-MT-540a.3]
-18.14% / -73.33%
1.0027 / 0.0082
0.88 / 0.0048
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