ENVIRONMENTAL, SOCIAL AND
GOVERNANCE REPORT 2021
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
i
WE’RE CHANGING WHAT’S POSSIBLE FOR EVERYONE
CONTENTS
Group Chairman and Chief Executive Officer’s Introduction
1
Community Engagement
18
Our World, Our Future
2 6 7 8
Climate Change
22 26 28 28 30 34 36 42 45
Governance and Oversight
People Development
Risk Management
Our Future
COVID-19 Response and Humanitarian Relief
Women
Our World
10 10 12 14 16
Education
Safety
Oceans
Security
ESG Scorecard
Wellbeing
Definitions
Ethics
GRI Index
ABOUT THIS REPORT We have prepared this report for our key stakeholders, including our employees, suppliers, customers, partners and host communities to provide them with an in-depth review of our environmental, social and governance (ESG) performance in relation to our key material issues, for the last financial year between 1 January 2021 to 31 December 2021. This is our first standalone ESG report, and contributes to the formalisation of DP World’s ‘Our World Our Future’ sustainability strategy for the Group. DP World has been a signatory to the UN Global Compact (UNGC) since 2019. This report, in conjunction with DP World’s Annual Report 2021, serves as DP World’s Communication on Progress (COP), in accordance with the UN Global Compact Advanced Level criteria. Both reports are available on our website. We have used the GRI Standards as a guidance to determine report content and quality, including stakeholder inclusiveness, materiality, clarity and accuracy. The scope of the report covers all our business activities, i.e. our logistics, ports and terminals, economic zones and marine services. The boundaries we have used to assess impacts and collate data include areas where we have operational control. This excludes our fraud risk data, which covers all entities. RELEVANT REPORTING FRAMEWORKS • UN Sustainable Development Goals • Guided by GRI Sustainability Reporting Standards • UN Women Empowerment Principles • DP World’s ‘Our World Our Future’ ESG scorecard comprising over 30 indicators REPORT PRESENTATION AND PREPARATION The preparation of the annual ESG Report is the responsibility of the Group Sustainability & Impact (GSI) team. As part of the report compilation this year, the GSI team has reviewed internal documentation and conducted interviews with different internal departments and stakeholders. The content and disclosures provided in the report have received formal approval by relevant function heads.
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
1
GROUP CHAIRMAN AND CHIEF EXECUTIVE OFFICER’S INTRODUCTION
SULTAN AHMED BIN SULAYEM GROUP CHAIRMAN AND CEO
I AM PLEASED TO SHARE DP WORLD’S INAUGURAL ESG ANNUAL REPORT
Today, we are publishing this report as a further commitment to transparent communication with all our stakeholder groups. We believe smarter trade has the power to change what’s possible for everyone, and I am proud that we are the leading provider of smart logistics solutions, enabling the flow of trade across the globe. Our comprehensive range of products and services ensures the seamless movement of what the world needs, to where it is needed. This global role gives us a special responsibility to engage with our stakeholders. My aim is to leave a lasting and positive legacy throughout our operations. ‘Our World, Our Future’, our sustainability strategy, is our roadmap for achieving this – it is our guide to change what is possible and deliver lasting impact for all.
Our strategy is rooted in firm commitments. As a signatory to the United Nations Global Compact (UNGC), we are committed to supporting and aligning our strategy and operations with the UNGC’s 10 principles, which promote human rights, labour standards, the environment and anti-corruption. We have been a signatory of UN Women’s Empowerment Principles (UNWEP) since 2015, which has led us to improve women’s representation across the Group ever since. We have also mapped our sustainability strategy to the UN’s Sustainable Development Goals (UN SDGs). These commitments reflect our sustainability purpose: to leverage our leading position in global smart trade logistics to make a positive impact in the world, for now, and generations to come.
We think ahead, anticipate change, and deploy industry-leading technology to create innovative trade solutions while ensuring prosperity and growth for economies, societies and our planet. The report you are about to read will bring these initiatives to life. It will give you an update on our progress in 2021 and provide details on our goals for 2022 and beyond. I am also pleased to announce that Maha AlQattan has been appointed as DP World’s Group Chief People & Sustainability Officer, and will be driving our sustainability strategy and ESG reporting going forward. On behalf of everyone at DP World, we look forward to working with all of you to create a better future. Together we believe we can change what’s possible.
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
2
OUR WORLD, OUR FUTURE
WE HAVE A LONG-STANDING COMMITMENT TO SUSTAINABILITY AND HAVE FOCUSED THE IMPLEMENTATION OF THIS AIM VIA ‘OUR WORLD, OUR FUTURE’, OUR SUSTAINABILITY STRATEGY. WE HAVE EMBEDDED THIS STRATEGY INTO CONCRETE ACTIONS THAT CAN BE TAKEN THROUGHOUT OUR GLOBAL OPERATIONS FOR MAXIMUM LOCAL IMPACT.
Our annual report has historically outlined our sustainability goals and tracked our achievements against them. We also share this information on the ESG Profile on our website which discloses our adherence to best practice. However, as our sustainability strategy evolves and our global commitments increase, we believe the time has come to create a dedicated, standalone report that enables all our key stakeholders to have a single document of record that tracks our sustainability efforts and progress. This inaugural ESG report will: • Continue to provide evidence of our responsible business priorities and how we embed sustainability in our strategic decision making – particularly in our chosen focus areas of oceans, women, and education
• Help stakeholders track our progress against key sustainability goals • Provide concrete examples of our strategy implementation around the world Even though this is the first report of its kind for us, we would like to stress that several things have not changed in our approach.
We have always believed that the senior executives of the company should be stewards of the strategy, and this commitment will endure in the future. Finally, we are believers that ESG can be a tool for driving continuous improvement and better business performance. The case studies, partnerships, events and thought leadership initiatives we have included in the report will provide evidence of our ongoing efforts to implement our ESG strategy globally, and how these initiatives have both benefited our business and the communities in which we operate.
First and foremost, our governance commitment remains the same: the
DP World Governance and Sustainability Committee is represented at Board level and is directly responsible and accountable for the Group’s ESG strategy and its results.
KEY ESG HIGHLIGHTS AND ACHIEVEMENTS IN 2021: 71,000+ diverse employees from over 60 countries 41,229 learning hours delivered to 8,343 employees
13.3 Emission Intensity (KgCO 2 e/ ModTEU) from our Ports and Terminals business 18% renewable electricity share at Group level, +5.6% in 2021 from 2020 A- score achieved for our 2021 CDP climate change response 46 countries conducted a human rights risk mapping exercise and a Human Rights awareness campaign was delivered
US$ 11.8m spend on people training and development
US$ 13.2m invested in communities 10,058 volunteering hours delivered by our people 204 women mentored as part of DP World’s MentorHer programme
160,000+ women and girls supported through our community projects
US$ 4.2m invested in global education projects
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
3
“AS SEEN THROUGHOUT THIS REPORT, WE ARE COMMITTED TO TAKING ACTIONS THAT RESULT IN TANGIBLE POSITIVE IMPACT FOR THE PEOPLE AND COMMUNITIES WE WORK WITH AND SERVE. I’M EXTREMELY EXCITED TO BE TAKING ON MY NEW ROLE AS GROUP CHIEF PEOPLE & SUSTAINABILITY OFFICER AND LOOK FORWARD TO CONTINUOUSLY DEVELOPING OUR SUSTAINABILITY STRATEGY AND SHARING THE PROGRESS WE MAKE ALONG THE WAY.”
MAHA ALQATTAN, GROUP CHIEF PEOPLE & SUSTAINABILITY OFFICER
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
4
WE ARE COMMITTED TO CHANGING WHAT IS POSSIBLE BY ENGAGING WITH OUR MULTIPLE STAKEHOLDER GROUPS, WHICH INCLUDE OUR EMPLOYEES, SUPPLIERS, CUSTOMERS, INVESTORS, PARTNERS AND HOST COMMUNITIES IN WHICH WE OPERATE.
GLOBAL PARTNERSHIPS & MEMBERSHIPS
We are driven by always challenging ourselves to help solve real problems and making tangible links to our overall strategy for each initiative we undertake. We have mapped each of our ten areas of sustainability engagement against both the UN SDGs and the UNGC’s Principles, to ensure our stakeholders can verify our strategy’s alignment with international best practices in sustainability. The Group has made long-term commitments to three areas where it believes it can leave a legacy of positive impact. These three areas – Women, Education, and Oceans – form the ‘Our Future’ sections of our sustainability strategy and are where the Group directs the majority of its community engagement efforts globally. STAKEHOLDER ENGAGEMENT Our sustainability strategy is bound and defined by the materiality assessment we completed at Group level in 2019,
in line with global best practice. This materiality assessment included input and engagement with numerous stakeholders – including Board members/executives, employees, partners, non-governmental organisations, NGOs, industry bodies and business associates, suppliers and customers – and provide the key insights that frame our strategy. The materiality of each topic was considered from two perspectives – its importance to external stakeholders and its importance to DP World. The issues that met the materiality threshold of the study were then plotted on a materiality matrix. The ten material issues identified by this stakeholder engagement exercise continue to drive the Group’s ‘Our World’ sustainability priorities and remain relevant and important. They also guide our daily interactions with the communities in which we operate, and set the parameters for optimal risk management of our business footprint.
CASE STUDY: THE EARTHSHOT PRIZE
DP World together with Expo 2020 Dubai has become a Global Alliance Founding Partner of The Earthshot Prize, the most prestigious environmental prize in history, incentivising worldwide change with a decade of action to repair our planet.
• DP World took part in the 2021 nomination process for the Earthshot Prize submitting over 16 entrees. • Supported the communication and amplification of the Earthshot Prize winners and finalists through our communication channels.
“OUR SUSTAINABILITY COMMITMENTS ARE INSPIRED BY, AND ALIGNED WITH, GLOBAL STANDARDS. EACH ADDRESS SOME OF THE MOST PRESSING GLOBAL CHALLENGES FACED BY HUMANITY. WE WILL CONTINUE TO PRIORITISE MAKING CONTRIBUTIONS THAT ENHANCE OUR COLLECTIVE ABILITY TO RESOLVE THESE CHALLENGES, AND TO WORK WITH OUR STAKEHOLDERS TO CHANGE WHAT IS POSSIBLE.”
AYLA BAJWA, HEAD OF GROUP SUSTAINABILITY & IMPACT
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
5
MATERIALITY MATRIX
1
4
2
6
OUR FUTURE Women E ducation Oceans
OUR WORLD 1. Safety 2. Security 3. Wellbeing 4. Ethics 5. People
3
7
5
Development Climate Change
6. 7.
Community Engagement
Medium
Increasing importance to DP World
High
UN SUSTAINABLE DEVELOPMENT GOALS
OUR WORLD, OUR FUTURE UN SDGs
UNGC PRINCIPLE
Safety
1,2
Security
1,2,10
Wellbeing
1,2
Ethics
1,2,3,4,5,6,10
Community Engagement
1,2,7,8
Climate Change
7,8,9
People Development
1,2
Women
1,2,6
Education
1,2
Oceans
7,8,9
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
6
GOVERNANCE AND OVERSIGHT
The Group’s sustainability strategy is represented at Board level, and is overseen by the Governance and Sustainability Committee which was created in 2020. The Committee is responsible for setting, reviewing, approving and overseeing the Company’s Sustainability and Impact
Policy, and for managing environmental, social, and governance (ESG) matters.
and their sustainability champions. Through the implementation of our
sustainability strategy and the creation of valuable partnerships, our sustainability champions worldwide enable us to operate sustainably and create positive economic and societal impacts wherever we work.
The Group Sustainability and Impact (GSI) team based at Head Office guides and implements DP World’s global sustainability strategy and approach, supported by regional business units
BOARD OF DIRECTORS
OWNERS/SHAREHOLDERS Provide oversight by appointing the Board of Directors to oversee the management of the Company and approving major transactions in accordance with the Nasdaq Dubai Rules.
GROUP EXECUTIVE SAFETY AND ENVIRONMENT COMMITTEE Ensures the accountability, effectiveness and continual development of the Company’s health, safety and environment programmes to ensure a culture of zero harm.
GOVERNANCE AND SUSTAINABILITY COMMITTEE Assists the Board in reviewing the Company’s corporate governance framework, reviewing and approving the Company’s sustainability strategy, policies, programmes, targets and performance. The committee provides oversight on the Our World Our Future strategy/ESG performance.
NOMINATIONS AND REMUNERATION COMMITTEE Assists the Board in reviewing the Board structure, identifying candidate Directors when the need arises, and determining the
DISCLOSURE PANEL Assists the Board in reviewing its disclosure obligations with regards to inside information and providing
AUDIT AND RISK COMMITTEE
Assists the Board in discharging its responsibilities with regards to financial reporting, external and internal audits, internal controls and risk management.
recommendations on announcements when required.
framework and Board policy for the remuneration of the Executive Directors and other members of senior management.
GROUP CHAIRMAN AND CHIEF EXECUTIVE OFFICER
ENTERPRISE RISK MANAGEMENT COMMITTEE Assists the Board in fulfilling its oversight responsibilities in relation to the principal risks faced by the Group.
EXECUTIVE COMMITTEE Primarily responsible for the day-to-day management of DP World’s operations and strategic policy implementation, such policies being established and approved by the Board.
TENDER COMMITTEE Primarily responsible for reviewing and endorsing tender award recommendations.
VENDOR SELECTION COMMITTEE Primarily responsible for reviewing and endorsing the vendor selection process.
WOMEN’S COUNCIL Oversees the implementation of the DP World women’s
CHARITY COMMITTEE Primarily responsible for overseeing and endorsing requests, proposals and the process for DP World’s charitable donations and partnerships.
empowerment vision and strategy to drive gender equality across all aspects of the Company’s portfolio.
STRATEGIC IMPLEMENTATION
Corporate Policies
Thought leadership
Reporting Frameworks
• Sustainability and Impact • Human rights • Whistleblowing • HSE • Security
• Modern Slavery & Human Trafficking • Vendor Code of Conduct • Charity Partnerships
• Impact Studies • Working Groups • Toolkits • Trainings
• UN Global Compact • GRI aligned • CDP • SBTI • W omen Empowerment Principles
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
7
RISK MANAGEMENT
Risk management receives a Group-wide approach in the identification, assessment and prioritisation of risks. Our ESG commitment is now one of the key strategic risks that is regularly
The GSI team identifies, assesses, and supports the mitigation of sustainability- related risks and opportunities. These are reported to the Group Enterprise Risk and Resilience team who are responsible for ensuring a consistent approach to risk management across the Group.
The Governance and Sustainability Committee reports on these various risk components to the Group Enterprise Risk and Resilience team, who are responsible for developing Group-wide consistent risk management frameworks. The Audit and Risk Committee monitors the nature and extent of key risks Group-wide, which now includes ESG risks. Further information on our key ESG performance metrics is provided in the ESG scorecard of this report, which you can find on page 36.
monitored and reported to Senior Management, the Audit and Risk
Committee and the Board. ESG risks are made up of several components, including human rights and ensuring that we conduct ethical business activities.
SUSTAINABILITY MANAGEMENT FRAMEWORK
BOARD LEVEL
GOVERNANCE AND SUSTAINABILITY COMMITTEE
AUDIT AND RISK COMMITTEE Under delegation from the Board, it monitors the nature and extent of key risks facing the Group, including environmental and social risks.
New committee created in 2020 to set strategy and represent sustainability agenda at board level.
Communicate strategy
Communicate risks & mitigation
GROUP SUSTAINABILITY AND IMPACT TEAM • Guides and implements DP World’s global sustainability and impact strategy and approach. • Identifies, assesses, and oversees the mitigation of sustainability-related risks and opportunities. • Monitors impacts of sustainability programmes and initiatives. • Reports sustainability-related risks to the Group Enterprise Risk & Resilience team, including the progress of mitigation.
Implement strategy and approach
SUSTAINABILITY CHAMPIONS • Our team of Regional Sustainability Champions coordinate with Head Office and provide a key link to our global network of Sustainability Champions. They enable us to maintain strategic alignment and support our community projects globally. • Our global Sustainability Champions drive implementation of the sustainability and impact strategy across DP World Group businesses, and Lead on local initiatives and creates valuable partnerships.
“GOOD GOVERNANCE IS CORE TO OUR BUSINESS. IT ENABLES US TO ACHIEVE OUR OBJECTIVES AND VISION AS A GROUP, WHICH IS TO LEAD THE FUTURE OF WORLD TRADE. AS PART OF OUR COMMITMENT TO GOVERNANCE, SUSTAINABILITY AND EFFECTIVE RISK MANAGEMENT, AND IN LINE WITH OUR STRATEGIC VISION, OUR GOVERNANCE AND SUSTAINABILITY COMMITTEE SUCCESSFULLY MANAGES ENVIRONMENTAL, SOCIAL, AND GOVERNANCE MATTERS AND OVERSEES OUR SUSTAINABILITY STRATEGY AND POLICIES.”
MOHAMMAD AL HASHIMY DEPUTY GROUP GENERAL COUNSEL AND COMPANY SECRETARY — GROUP COMPANY SECRETARIAT
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
8
COVID-19 RESPONSE AND HUMANITARIAN RELIEF
CASE STUDY: EXTENDING PRIMARY HEALTHCARE IN INDIA
CASE STUDY: FACILITATING THE MOVEMENT OF GOODS
CASE STUDY: HOLISTIC HEALTH CARE SUPPORT
DP World used five of its mobile medical vans, operating across villages in Mundra, Nhava Sheva and Chennai, to provide free medical check-ups and medication at the doorstep of the larger community. Helping over 120,000 beneficiaries in 9 months, this service significantly reduced out-of-pocket medical expenditures, at a time when earnings have been adversely impacted by the COVID-19 pandemic. Accessing medical services without having to travel to clinics has also decreased the risk of contagion. As part of the effort, the DP World team launched an awareness campaign promoting the importance of vaccination and supported the local medical authorities with setting up accessible vaccination camps.
DP World ports showed incredible resilience even during the depths of the pandemic by staying open to facilitate the movement of goods and allowing countries to secure access to vital food and medical supplies. All the while, we stood with our global communities in numerous ways that include but are not limited to: • Converting a pier into a temporary hospital in the Philippines; • Creating an education fund to cover staff shortages in schools in the United Kingdom; • Delivering food boxes to the most vulnerable in India, Rwanda, Senegal and the UAE; • Developing quarantine spaces in hospitals across Romania; • Donating ventilators, PPE kits and hygiene products in Argentina, Ecuador, Egypt and Mozambique; • Organising blood donation drives in Algeria and South Korea; • Temporarily adopting animals from an understaffed zoo in Chile.
2021 was of course still marked by the impact of COVID-19 globally and was felt by employees across the business. Our concern, as ever, was to find the right balance between maintaining operating capacity and prioritising employee welfare. We continued to deploy additional resources, as we did in 2020, to help our global workforce cope with the stress and strain of the pandemic. Notably, we continued to provide extended health benefits, including mental health hotlines, to several of our global operations in line with efforts initiated at the very beginning of the crisis in 2020.
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
9
CASE STUDY: THE LOGISTICS EMERGENCY TEAM
CASE STUDY: DISTRIBUTING COVID-19 VACCINES
We are part of The Logistics Emergency Teams (LET) alongside Agility, UPS and Maersk which work together to support the Logistics Cluster led by United Nations World Food Programme. The companies join forces to provide pro bono support to the humanitarian sector during emergency response to large-scale natural disasters. • At the outset of the pandemic, the Global Logistics Cluster formally requested the LET to activate their support to the Logistics Cluster community of partners. • Throughout the past two years, LET members have provided information management, assets and transportation support to communities worldwide. • DP World shared our expertise on how we use virtual reality to train logisticians in the operation hubs, for further use, and reviewed how humanitarian organisations that could apply this to train their own field staff.
DP World has built a global partnership with UNICEF which supports the global distribution of COVAX medical supplies in low- and lower-middle-income countries, ensuring equitable, affordable, and sustainable access to COVID-19 vaccines for all. In September 2021, the UNICEF Supply Division hosted the first workshop between DP World and UNICEF in the UNICEF SD HQs in Copenhagen. The overall purpose of the workshop was to help build a strong and aligned partnership between DP World and UNICEF, and develop common and clear supply led goals that bring maximum value to both partners. This partnership aims to support UNICEF’s lead role in procuring and supplying COVID-19 vaccines and auxiliary vaccination supplies on behalf of the COVAX Facility, by using DP World’s warehouse facilities in Dubai. So far, more than 250 million COVID-19 vaccines have been delivered to over 75 destinations by UNICEF. In addition to this initiative with UNICEF, DP World also launched a vaccine logistics alliance with Emirates Airlines and Dubai Airports to speed up the distribution of COVID-19 vaccines around the world.
• DP World, on behalf of the LET members, presented the additional value of bringing public and private partners together through digital
transformation projects and preparedness activities at the
2021 Active Learning Network for Accountability and Performance (ALNAP) meeting. • In addition to the support provided by the LET through the Logistics Cluster, members of the LET also contributed to the humanitarian and health response during the pandemic with a wide range of bilateral engagements and participation in a number of multi-stakeholder, public-private initiatives (read DP World’s COVID-19 response through UNICEF in the next case study).
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
10
OUR WORLD, SAFETY
AT DP WORLD WE CARE ABOUT OUR PEOPLE. WE HAVE PUT IN PLACE A MULTI-YEAR STRATEGY – FOUNDED ON OUR HEALTH, SAFETY AND ENVIRONMENTAL (HSE) PILLARS – MANAGEMENT SYSTEM AND ASSURANCE PROGRAMMES.
The Group Executive Safety and Environment Committee (“GESEC”) is the forum for ensuring regular oversight, guidance, and accountability across our group of companies. Our organisation is committed to our strategy and understands our goals can only be achieved by day to day leadership, engagement and accountability. Our Group Board has demonstrated the highest level of support and expects that we create a safe workplace for all. Our HSE Policy includes three HSE Pillars: Leadership and Engagement, Risk Reduction and Improvement and Commitments We Live By. The policy is central to the Group HSE management system and establishes a framework for the actions that DP World implements to protect people and the environment. Our Group HSE Management system applies to our people and contractors in entities that are under our operational control.
We continue to record and report on safety impacts within our businesses to the Board and senior management. This includes an Annual HSE profiling to identify and rate High, Medium and Low-risk entities across the portfolio. We have also recently completed a multiyear project that centralised and integrated 13 HSE online management applications to provide live performance tracking and consistent application of our standards across our businesses. Operating entity leadership are responsible for on-site risk interventions, regulatory compliance and engagement of our people to create a safer workplace. Our regional offices and group companies are responsible for providing ongoing monitoring and compliance with our greatest risks with a focus on continuous improvement.
Despite our efforts, 2021 was a difficult year for our business as we mourned the passing of eight colleagues. We are extremely saddened by this outcome and are especially sensitive to the long-term impact such loss has on the affected families as well as on our people, who have lost colleagues and friends.
DP World empowers its leaders and employees to improve HSE performance.
In 2021, we continued the roll-out of our SafeLeader training programme, with over 3,500 managers and supervisors trained online and a further 265 employees trained in 19 face-to-face sessions delivered in Europe, MEA and UAE regions. The objective of this training pack is to provide our people with an awareness of the term safety culture and the different stages of the journey to a ‘zero harm’ culture.
“WE ARE COMMITTED TO SAFETY THROUGHOUT OUR GLOBAL OPERATIONS. OUR FOCUS IS TO PROVIDE ONGOING SUPPORT THROUGH OUR SYSTEMS, HSE LEADERSHIP, RISK REDUCTION, AND COMMITMENTS PROGRAMMES. OUR BUSINESSES WILL HAVE THE BEST AVAILABLE TOOLS SO OUR LEADERS CAN ACT CONSISTENTLY, ACCORDINGLY AND WITH ACCOUNTABILITY. WE WILL CONTINUE TO EDUCATE, MONITOR, SUPPORT AND GOVERN OUR SAFETY NEEDS TO PROACTIVELY SEEK A ZERO-HARM WORKPLACE.”
JASON PRATT SENIOR VICE PRESIDENT, GROUP HSE
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
11
UN SDGs
UNGC PRINCIPLES • Principle 1 • Principle 2
This includes reviewing the values, beliefs, attitudes and behaviours that influence safety culture, which can help shape the habits and fundamental behaviours of a highly effective SafeLeader. DP World’s efforts to implement mobile management systems for live HSE performance tracking and real-time management notifications enables senior management to have access to tools, such as dashboards and predictive analytics. This will enhance their ability to manage risk more effectively.
“Achieve through leadership accountability” is the focus for 2022 in accordance with our five-year HSE Strategy. Key initiatives include: • Increased field-based risk assessment in our higher risk and new operations • Health programme education and implementation • External review of our HSE Strategy to identify areas of improvement • Roll-out of Human factors training to understand why accidents happen • Ongoing SafeLeader training and HSE Culture development
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
12
OUR WORLD, SECURITY
AS A LEADING GLOBAL SMART LOGISTICS PROVIDER, SECURING OUR SUPPLY CHAIN IS CRITICAL TO KEEP TRADE OPERATING SAFELY AND SECURELY.
This means managing, reviewing and updating our security management systems to ensure long-term protection and resilience. This is achieved through the efficient integration and application of people, processes, and technology in our security operations. Our key objective is to keep our people, assets, and business secure. We seek to provide a secure environment where our people and stakeholders can undertake seamless and uninterrupted business operations. People, processes, and technology are all integrated and leveraged in our security approach, aiming for resilient operations that can withstand disruptive events. 2021 saw the world beginning to awaken from a challenging time. The global pandemic, whilst still ongoing, wasn’t as restrictive as we saw in 2020. Countries allowed travel to begin again, and global trade increased. With the world set to reopen in 2022, security remains of paramount importance. Our approach has not changed over the last year. The DP World Group Security policy has continued to govern all security management across the portfolio, but 2021 has seen a shift in policy publishing timeframes to better serve business units, which was decided upon after receiving feedback from across the group. DP World Group Security has continued to follow ISO 28000 (Specification for security management systems for the supply chain), and 41 business units have been certified to this standard.
Due to restrictions in travel, both from Group Security and external consultants, ISO certification for selected business units was delayed. Despite these challenges around the implementation of the ISO standard, additional business units communicated their desire to conduct ISO 28000 certification in the coming year. We believe this management system provides a broad and flexible security framework, which individual business units can use to enhance their
The Group Technology security policies apply to all employees and other stakeholders including contractors, suppliers, consultants and service providers, and any breach may lead to disciplinary action. We have built upon our security incident reporting capacities, with a new incident reporting system. This new system allows an easier way for business units to report pertinent security incidents. Our security profile application allows a business unit to share with Group Security all relevant security management, risk management and compliance information related to the location. With global travel being easier this year, Group Security has continued its onsite audits and security reviews.
risk management, compliance, and emergency response capabilities.
Senior-level oversight of our Security approach includes our Chairman’s review and endorsement of our cyber security policies, which are ever more important given the digitisation of our smart trade logistics strategy.
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
13
UN SDGs
UNGC PRINCIPLES • Principle 1 • Principle 2 • Principle 10
There is still a need to be conscious of fast-moving travel restrictions, and therefore a remote audit programme was implemented. There have been some positive interactions with international security bodies. The Customs Trade Partnership Against Terrorism (CTPAT) and DP World Group Security met virtually throughout the year and have begun a process of security best practice sharing. Our existing relationships with other security bodies remain, and as travel becomes easier in 2022, there is an expectation that face-to-face meetings with other security agencies will occur. These will likely include meeting with partners from Authorised Economic Operator (AEO), an EU body and the United States Department of Energy. We have continued to build our partnership with the United for Wildlife (UFW) initiative, which works with the transport and financial industries to break the chain in the illegal wildlife trade (IWT) between suppliers and consumers.
Having held virtual meetings and determined that there are significant best practice sharing opportunities, this initiative is set to grow in 2022 as we continue our efforts to disrupt wildlife trafficking. In 2022, we will also prioritise further enhancements to the security applications – in line with other departmental applications – and work on the integration of the new businesses into Group Security Management System. We will also expand and enhance our risk management tools to cover new businesses and to ensure all threats are considered, assessed and mitigation strategies are in place at each BU level. From a certification perspective, we will resume our ISO 28000 programme in 2022. Following a long period where face to face training was not possible, and online training was implemented for our global teams. We also look forward to scheduling an in-person 2022 Global Security Conference, which will enable the global security team to increase security awareness, train colleagues and share best practice and knowledge.
CASE STUDY: UNITED FOR WILDLIFE
DP World is The Principal Partner of the Royal Foundation’s United for Wildlife (UFW) initiative, and has been partners with United for Wildlife since 2015, with the aim to support the end of the illegal wildlife trade across this region and prevent the exploitation of our ports and supply chains. We are a member of the UAE Transport Taskforce Steering Committee, which leads the initiative. • DP World was appointed to lead the MENA Taskforce, which oversees the transport and financial taskforces in the region. • Led the first workshop for the UAE United for Wildlife Transport Taskforce involving stakeholders from across the transport sector including Emirates, IATA, Dubai Customs and MOCCAE. • Launched a technical assessment
of software that can prevent wildlife crime using artificial intelligence. The software will be development specifically for seaports. A working group will be established to oversee the development and execution process.
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
14
OUR WORLD, WELLBEING WE HAVE A COMMITMENT TO WELLBEING THAT INCLUDES NOT ONLY PHYSICAL WELLBEING BUT ALSO INCLUDES MENTAL, SOCIAL, AND FINANCIAL WELLNESS.
This commitment is not only a moral choice by the company; it also makes eminent good business sense. A workforce that knows its wellbeing is paramount to its employer is more likely to perform
This commitment has never been more important given the ongoing emotional, physical, and financial toll of the COVID-19 pandemic. Therefore, as a company, we are committed to supporting not just Group level wellbeing initiatives but also to empowering our local operational leaders to prioritise initiatives that make the most sense for our people in a certain location. Regular communication and updates were provided on safety aspects relating to the pandemic. With the pandemic still impacting the global economy, our wellbeing targets naturally focused on ensuring vaccine provision for our staff and our broader stakeholders. Based on some of the baseline assessments we conducted in 2020, we were able to roll out several global initiatives in 2021. We continued to refine our Coronavirus Response & Prevention Plan, installing preventive measures, and developing remote working options to enhance employee confidence that the company was doing everything to minimise COVID-19 exposure.
It is with these initiatives as background that some of our regions and group departments came up with great initiatives around employee wellbeing. These included: • UAE region held sessions on financial wellbeing and women’s health • DP World Limassol participated in the ‘Movember’ campaign to raise men’s health awareness, together with P&O, in addition to several other physical and mental health initiatives • Offices in Romania and Yarimca implemented initiatives focussing on mental health, nutrition and posture • P&O Ferries and P&O Ferrymasters hosted bespoke sessions on physical and mental health topics, such as mindfulness, depression, burnout and suicide awareness • Our Subcontinent (SCO) region partnered with several local companies to launch a holistic wellbeing programme for the region called Fit Sprint • DP World Dakar held a wellness day for staff and their families • DP World Kigali implemented its first mental health awareness month in October 2021 • MEA region launched the wellbeing month campaign in May 2021
consistently at a high level, further ensuring success for our business partners globally.
We encourage open communication where employees feel supported and can seek help when required. Our whistleblowing hotline provides employees with an avenue to raise concerns anonymously. Our compensation system reflects local practice in each of the geographies where DP World operates, set against common market policy positions, ensuring equal pay practices. We provide comprehensive benefits for our employees, including medical and life insurance, and pension and retirement schemes, based on local legislative mandates. Our medical insurances also provide mental health benefits in certain regions. With over 71,000 employees around the world, DP World works hard to build a culture that embraces this commitment to wellbeing across our global operations, with the belief that wellbeing should be the absolute core of all our businesses.
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
15
UN SDGs
UNGC PRINCIPLES • Principle 1 • Principle 2
CASE STUDY: PROJECT BOUNCE-BACK
Our Group Internal Audit (GIA) team implemented Project Bounce-Back, a unique and innovative departmental personal resilience programme introduced mid-pandemic to provide awareness, tools and techniques to further nurture and develop team members’ personal resilience. Project Bounce-Back is designed in the first instance to help colleagues to continue to excel regardless of the stressors or pressure they are being exposed to. Designed in consultation with the Group People team, Bounce-Back aims to change the way we think about personal resilience within the organisation, and provides practical solutions to help internal auditors build their own resilience. The project also aims to improve the visibility, availability, and accessibility of personal resilience resources to colleagues and drive a shift in perceptions and understanding of personal resilience as a subject. Managed by the Enterprise Risk and Resilience team within GIA, the project forms part of a wider strategic aim to improve the overall resilience of DP World in partnership with Group People. The principle of ‘resilient people lead to resilient teams which leads to a resilient organisation’ underpins Bounce-Back and strongly supports the wider commercial and cultural aspirations of the business as well as being firmly in line with Our Principles. Project Bounce-Back will continue throughout 2022, adapting and evolving as the team learns more about the challenges it faces, and the means to overcome them.
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
16
OUR WORLD, ETHICS
WE ARE COMMITTED TO IMPLEMENTING THE HIGHEST LEVEL OF GOVERNANCE TO TACKLE CORRUPTION, MODERN SLAVERY AND HUMAN RIGHTS ABUSES IN OUR OPERATIONS.
At DP World, we believe that human rights are inherent to everyone. Ensuring that we enable smart trade in a responsible way is core to how we operate and change what is possible. Stakeholder expectations from our materiality analysis have cited business ethics, integrity and human rights as critical areas of focus for any organisation. Corruption is a considerable obstacle to global economic and social development and has negative impacts on sustainable development. For companies, corruption obstructs business growth, affects company morale, escalates costs and can lead to serious legal and reputational risks. DP World’s ‘Our World, Our Future’ strategy is aligned with the UN SDGs so that our actions can contribute to a greater collective impact. Being a signatory to the UNGC and its ten principles means that we are committed to aligning our operations and strategies with these principles, and will conduct our business responsibly and ethically. This section outlines our commitments and actions to uphold and respect human rights. Information on how we tackle anti-corruption is included under ‘Risk Management’ in the Annual Report 2021 on page 46 and in the Governance section on pages 80 and 81 of the Annual Report. An internal Human Rights Working Group was established in 2019, to safeguard human rights across our global business operations. The Human Rights Working Group reports to DP World’s Governance and Sustainability Committee on the policies, initiatives and progress made on the human rights framework and
performance, and is comprised of senior members from Group Corporate Secretariat, Sustainability and Impact, Health, Safety and Environment, Procurement, People, Enterprise Risk and Security departments. In July 2020, we issued our Group Human Rights Policy and Human Rights Statement, which was endorsed by our Chairman. This policy establishes a framework for the actions we will implement and informs our stakeholders of the position DP World takes on human rights. It applies to all entities under the operational control of the Group and all DP World Group employees. In addition, DP World expects its suppliers and contractors to uphold the key principles of this policy and adopt similar policies of their own. Our Human Rights statement is available on our website. A further policy sets out our zero-tolerance of modern slavery, human trafficking and child labour, and is applicable to both our own organisation and our suppliers. The policy upholds workers’ rights to freedom of association in jurisdictions where it is legal. It outlines details of how our employees can report any concerns they may have regarding human rights. Our modern slavery and human trafficking statement is available on our website. It outlines details of additional policies which include provisions on modern slavery, human trafficking, child labour and forced labour. We also have a supplier self-assessment system in place relating to modern slavery and human trafficking as part of our vendor screening process.
We have published a vendor code of conduct, and any risk attached to a prospective vendor over modern slavery or human trafficking is factored into our procurement decisions. Our policy compliance is independently assessed by our Internal Audit department during planned business audits undertaken as part of a risk-based approach. We are committed to creating a working environment where our workforce feels valued. This commitment to fair treatment is reflected in our Group policies, which encompass guidelines concerning equal opportunities, anti-discrimination, anti-corruption, anti-bullying and harassment, working hours, working from home, employee grievance mechanisms and recruitment and selection. We recognise and support the principles of the Universal Declaration of Human Rights, the ILO Declaration on Fundamental Principles and Rights at Work and the UN Guiding Principles on Business and Human Rights. We also ensure we respect human rights and implement appropriate labour standards in the countries where we operate. In the development of our labour policies as a minimum, we ensure compliance with national and local laws and seek to exceed these where possible. In 2021, we conducted a global risk mapping exercise to assess our human rights risks across our business operations, reviewing 46 countries where DP World does business.
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
17
UN SDGs
UNGC PRINCIPLES • Principle 1 • Principle 2 • Principle 3 • Principle 4
• Principle 5 • Principle 6 • Principle 10
We also undertook a gap analysis of our policies and procedures to assess gaps with international best practice, including the UN Guiding Principles on Business and Human rights, to ensure the prevention, mitigation and if applicable, remediation of any adverse human rights risks, impacts and violations. We also rolled out a global human rights awareness campaign for our employees to re-emphasise the objectives of our human rights policy and programme. For 2022, we have developed a mandatory human rights training module, which will be rolled out globally throughout the year. We will continue to embed human rights considerations within our business operations and internal policies and procedures.
To strengthen the Group’s zero tolerance to fraud, bribery and corrupt practices, an online anti-bribery and corruption training course (available in multiple languages) has been rolled out to targeted employees, Directors and new joiners. The course provides an overview of the Group’s anti-corruption policies and procedures; the importance of having an anti-bribery culture and its place in the Group’s business practice; the consequences of breaching anti-bribery legislation; and how employees can report any suspicions of fraud and breaches of anti-bribery legislation.
HUMAN RIGHTS
1. C OUNTRY RISK MAPPING
2. HUMAN RIGHTS FRAMEWORK GAP ANALYSIS
3. AWARENESS
AND TRAINING
Conducted mapping of the external risk environment to identify top human rights risks by issue for 46 countries. Provided an overview for each country highlighting key human rights risks that can impact DP World’s operations.
Conducted a human rights awareness campaign for employees on our human rights policy and programme objectives.
Review and gap analysis of our policies and procedures against international standards and best practice.
DP WORLD ENVIRONMENTAL, SOCIAL AND GOVERNANCE REPORT 2021
18
OUR WORLD, COMMUNITY ENGAGEMENT WE ARE COMMITTED TO CORPORATE CITIZENSHIP
VIA INITIATIVES THAT HAVE TANGIBLE AND MEASURABLE IMAPCTS THROUGHOUT THE COMMUNITIES WHERE WE OPERATE.
Our Community Engagement strategy guides us as an organisation to strategically invest in our communities through partnerships and alignment with the UN SDGs. We take a data-driven approach to tracking and measuring performance, providing global guidance whilst allowing local variation to maximise the impact and benefit we bring to local communities. This focus on data can be tracked via the key metrics we report in our ESG Scorecard on page 36. Our community strategy is focused on areas that are most relevant to our business.
DP World’s commitments are overseen by an internal Charity Committee, which reviews and supports the investments made by the Group’s Head Office and business globally. We drive integrity in our community investment measurement processes. Our community impact is measured via the help of third-party assessment tools developed by the Business for Societal Impact (B4SI) framework, which ensures objective measurement and monitoring of our engagement efforts. Our investment data is reviewed and assured annually against this standard.
In 2021, we invested US$ 13.2 million in community investment projects, an increase of 41% since 2020. In total we reached over 312,000 beneficiaries across our community investment projects supporting over 718 partners and NGOs. Over US$ 1.9 million was invested in women’s projects, an increase from US$ 1.5 million last year, reaching more than 160,000 women in projects within their communities, over the 100,000 target per annum set.
These include five focus areas of:
Education We aim to address the needs around education infrastructure, industry exposure & logistics opportunities for people between the ages of 0 – 25. This will focus on digital skills, innovation, talent pipeline and inclusion of girls and women.
See pages 30 to 33.
See pages 8 and 9.
Health
We recognise that access to healthcare is a universal right and want to help when we see a gap. We support the most pressing local health needs in non- communicable diseases, medical facilities and clean drinking water. We aim to help eliminate illegal wildlife trade (IWT) as well as support wildlife conservation projects that ensure animals remain safe in their habitat and we support local communities to protect wildlife. Our focus is on restoring and enhancing the oceans over the next 10 years in line with the UN Decade of Ecosystem Restoration. We are investing in ocean restoration projects like blue carbon initiatives, particularly mangrove planting, which absorb carbon and build coastal resilience to sea-level rise thereby supporting our communities We work to provide logistical support in emergencies through the Logistics Emergency Team (LET). We also invest in our communities to help build their resiliency to natural disasters, respond with direct financial or in-kind support during an emergency and support infrastructure repair in the aftermath. Across every community programme we also apply a gender lens. This means thinking about how women and girls are being supported in the programme and ensuring that women and girls will not be discriminated against and that there are real benefits.
See pages 13 and 21.
Wildlife protection
See pages 20 and 34 to 35.
Oceans
See pages 8 and 9.
Emergency relief
Women
Page 1 Page 2 Page 3 Page 4 Page 5 Page 6 Page 7 Page 8 Page 9 Page 10 Page 11 Page 12 Page 13 Page 14 Page 15 Page 16 Page 17 Page 18 Page 19 Page 20 Page 21 Page 22 Page 23 Page 24 Page 25 Page 26 Page 27 Page 28 Page 29 Page 30 Page 31 Page 32 Page 33 Page 34 Page 35 Page 36 Page 37 Page 38 Page 39 Page 40 Page 41 Page 42 Page 43 Page 44 Page 45 Page 46 Page 47 Page 48 Page 49 Page 50 Page 51 Page 52 Page 53 Page 54 Page 55 Page 56Made with FlippingBook - Online catalogs