2015
www.grimaldi.napoli.it
sustainability report
www.grimaldi.napoli.it
Tradition, responsibility, innovation.
I
1 Letter to Stakeholders 1
2 Methodological note 3
3 The Grimaldi Group at a glance 4
4 The Grimaldi Group 64.1 Our story 94.2 Reference market: the “Shipping & Logistics” sector 104.3 The business model 124.4 Our Mission and our values 13
5 The governance system 155.1 The governance model 155.2 Model 231 and the Code of Conduct 165.3 Compliance 17
6 Our sustainability strategy 186.1 Our stakeholders and channels for dialogue 196.2 Materiality analysis 216.3 Creating shared value 22
7 Business sustainability 247.1 Our customers 257.2 Our people 28
7.2.1 Personnel selection policies 297.2.2 Training and skill development 297.2.3 Performance assessment 307.2.4 Prevention of workplace injuries 30
7.3 Our suppliers and agents 317.4 Institutions and trade associations 337.5 Safety and security management 34
7.5.1 Safety 347.5.2 Security 37
7.6 Our role in the community 387.6.1 Investing in the future: collaborations with entities, universities and
research institutes 387.6.2 The Grimaldi Foundation 40
7.7 Environmental respect and protection 427.7.1 Our approach 427.7.2 The integrated management system 427.7.3 Our commitment to reducing environmental impacts 437.7.4 Environmental performance 447.7.5 Pollution prevention 457.7.6 Research projects and innovation 46
8 Our commitments for the future 48
Appendix 50Materiality Analysis Process 50The reporting perimeter 52Social performance 52GRI Content Index 60Independent Auditor’s Report on the Sustainability Report 64
Contents
Graphic design:Marco Di Lorenzo
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12015 Sustainability Report
1
Dear Stakeholders,
with this document, we have the pleasure to begin the process of reporting the Group’s econom-ic, social and environmental performance.
The Grimaldi Group’s 2015 Sustainability Report is the first one prepared, with the intention of high-lighting a company vision based on prospects to sustainably create shared value.
In terms of economic performance, 2015 will be re-membered as the absolute best year in the history of the Grimaldi Group, with consolidated profits ex-ceeding €400 million (+65% over 2014) and turno-ver exceeding €2.8 billion.
The excellent economic results achieved are the result of heavy diversification in business sectors, as well as the ability to quickly react to changes in the market, while also optimising the use of ships, designed to hold various types of rolling cargo and containers, as well as passengers. One of the Group’s strengths is the efficiency of its fleet, con-sisting of 112 directly owned ships with an average age of less than 12 years.
Various Group companies achieved record perfor-mances, focusing their successful strategies on the rational use of a modern multi-purpose fleet, with notable focus on aspects associated with sustain-ability.
In particular, in 2015 we strengthened our partici-pation in the Finnish subsidiary Finnlines, indicating our trust in the future of the company, which saw very satisfactory results. Currently, we hold almost all of the shares, and have the intention of delisting them from the Helsinki stock market.
The Group also increased its holding in Minoan Lines. Thanks to the reduction in costs and optimal
use of ships, the Cretan company not only survived the Greek crisis, but has become profitable, in one of the most difficult markets in Europe. Minoan was the only company in the sector to record profits dur-ing the low season for tourists, and we are proud of this fact.
At the same time, the entire Grimaldi network of maritime and logistics services was strengthened, which extends from the Baltics to the Western Afri-ca, from the East Coast of the USA to South America and the Middle East.
Its long-term investment policy and the constant at-tention paid to energy efficiency continue to be two important factors in the Grimaldi Group’s winning strategy: another twelve ships have already been ordered and will be delivered between 2016 and 2018 (in addition to two new constructions delivered to the subsidiary Atlantic Container Line during the first half of 2016), in line with the continuous mod-ernisation policy for the fleet. These investments are added to those the Group made between 2010 and 2015 for around €2.7 billion, leading to the de-livery of 31 new ships.
Based on these facts, we decided to prepare this Sustainability Report for the first time, with the aim of providing a tool to learn more about the Grimaldi Group business model, not only in the merely eco-nomic sense, but with a wider view that also encom-passes tangible and intangible effects (for example, the social and environmental impacts that an inte-grated logistics operator like Grimaldi inevitably has on the regions and people with which it interacts).
The adoption of a sustainable and socially respon-sible business model has been a priority for the Grimaldi Group since it was founded, and it has tak-en on greater importance as the years go by. Com-
Letter to Stakeholders
2 2015 Sustainability Report
Ch.1 - Letter to stakeholders
mercial activities are done in a socially responsible, impartial and ethical manner, adopting policies to ensure equity and properness in the management of business relationships, guaranteeing worker safety, and promoting and encouraging ecological awareness.
All business relationships are structured around in-tegrity and loyalty and are carried out without any conflicts of interest. To achieve this objective, we ask all of our directors, managers and other employ-ees to respect the highest levels of conduct in their actions, as they carry out their work, in line with the behavioural standards outlined in the Group’s Code of Conduct.
The concept of sustainability goes beyond the reference to the simple human capital a company comes into contact with through execution of its activities. We feel responsibility for an environment that must be preserved, and which we support through investments in environmentally sustainable technologies.
In 2015, the Grimaldi Group carried out the largest retrofit investment in the world, with the goal of re-ducing sulphur emissions. After having invested in our ships for years to reduce fuel consumption, we invested an additional sum exceeding €110 million in twenty units within the Finnlines fleet and in five new constructions owned by the subsidiary Atlan-tic Container Line, in order to comply with fuel con-sumption regulations specifying sulphur content of less than 0.1% for ships operating in the ECA areas (Baltic and North Sea, and North America).
The Motorways of the Sea concept, one of the Grimaldi Group’s core business ideas, has been promoted by the European Union for years as a method to reduce truck and car traffic, while simul-
taneously reducing emissions of greenhouse gases. In various links the Group has between Italy, Greece and Spain, it is estimated that the use of sea-based methods reduces CO2 emissions by around 30% for trucks or trailers that are transported, compared to the most efficient trucks on the road.
In the social field, the Fondazione Grimaldi Onlus (entirely held by the Grimaldi family shareholders who control the parent company, Grimaldi Group), which has now been active for several years, uses part of the Group’s profits, received as donations, to sustain and promote initiatives mainly aimed at as-sisting, training, education and helping young peo-ple from poorer families, as well as supporting the families of employees who encounter unexpected difficulties. Activities also extend beyond Europe. For example, in March 2015, the Foundation did humanitarian work in Sub-Saharan Africa, allocating €150 thousand to finance projects that helped are-as affected by the lethal Ebola virus. In the last two financial years, the Parent Company, together with Grimaldi Deep Sea and Grimaldi Euromed, has giv-en the Foundation a total of around €4.5 million.
112 directly owned ships with an average age of < 12 yearsa great strength of the Group is the efficiency of its fleet
Gian Luca Grimaldi President
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32015 Sustainability Report
This Grimaldi Group Sustainability Report1 at De-
cember 31, 2015 was prepared in compliance
with the G4 “Sustainability Reporting Guidelines”, is-
sued in 2013 by the GRI-Global Reporting Initiative2.
This is the Group’s first Sustainability Report.
This document is a first step in the process of re-
porting on sustainability issues and is a testimony
to the Group’s continuous process of transparency
and improvement, which wants to integrate sustain-
ability drivers into its way of doing business.
The identification of the material aspects to be in-
cluded within the document involved a materiality
process, in line with that foreseen in the aforemen-
tioned guidelines and in consideration of the prin-
ciples of stakeholder-inclusion, completeness and
analysis of the relevant context.
The application level used for the GRI G4 guidelines
is “Core”. The GRI-G4 Index is reported in an appen-
dix, which summarises the content of the Report in
reference to the GRI indicators.
The document was prepared on the basis of the
Group’s objectives, in relation to sustainability per-
formance and recognition of results achieved. The
figures were calculated individually on the basis of
the general accounting figures and the Group’s oth-
er IT systems. In the case of estimates, the method
used to quantify indexes is provided.
The 2015 Sustainability Report is subject to a limited
audit by KPMG S.p.A.
The Report shows, if not otherwise indicated, the
situation relative to 2014 and 2015, in order to pro-
vide readers with a point of comparison for eco-
nomic, social, environmental and governance per-
formance. There were no limitations or changes
that could have a significant influence on the ability
to make comparisons between the two years. Any
relevant limitations are indicated within the docu-
ment on a case by case basis.
2
This is the first Sustainability Report prepared in the history of the Grimaldi Group. The sustainability disclosure will be published annually.
The accounting perimeter refers to the companies included in the consolidated financial statements which are relevant in terms of sustainability and to Wallhamn AB. Any limitations have been appropriately
indicated (for more information, please see the section “The accounting perimeter” in the Appendix).
1) For the purposes of this document, the Grimaldi Group is represented by Grimaldi Group S.p.A., by its subsidiaries included in the scope of consolidation and Wallhamn AB.
2) GRI is an independent international organisation that works to develop and disseminate accounting guidelines that can be used at a global level for organisations that wish to report on their sustainability performance in economic, environmental and social terms, on a vol-untary basis.
Methodological note
4 2015 Sustainability Report
2015 Economic/financial data
Turnover by business area
3
€ 2,820 millionToTal Turnover, from
operating revenues from charter fees, revenues from agency and
logistics services, income from the tourist segment and other operating
sources
+8% COMPARED TO 2014
€ 2,424 millionTurnover from
managemenT of charTers, including revenues from maritime/
intermodal transport.
+6%COMPARED TO 2014
€ 476 millioneBIT
+51%COMPARED TO 2014
86%
6%
4%
4%
Charter fees
Other operating sources
Tourist segment
Agency and logistics services
The Grimaldi Group “at a glance”Main economic/financial, operating and environmental figures for 2015
27 Ro-Pax Ferries
10 PCTCs (Pure Car Track Carriers)
44 Con/Ro-Ros
31 Ro-Ros
Our Fleet
52015 Sustainability Report
Ch.3 - The Group at a Glance
2015 Operating figures
2015 Environmental figures
FOUL RELEASE COATING
Estimate of annual tonnage of CO2 not released by Group
corporate vessels thanks to completion of the project for application of silicon paint on the hulls.
At present, 80 Group ships have been treated with this new coating technology, which is anti-fouling and non-toxic.
-210,000 tonnes CO
2
RE-BLADING E PROMAS LITE
Estimate of annual tonnage of CO2 not released by Group corporate vessels thanks to the
completion of the re-blading
and promas lite projects.
As of today, there are 19 Group ships which have undergone propeller replacement, increasing their propulsion efficiency and design speed.
-150,000 tonnes CO
2
SCRUBBERS
Percentage of sulphur contents by ships operating in the ECAs, thanks to an exhausted gas treatment system known as scrubbers, which also notably reduced emissions of particulate matter and unburned fuel.
At present, 25 Group ships have been fitted with scrubbers.
< 0.1% Sulphur
Cars transported in 2015
3 million
Passengers transported in 2015
3 million
Number of directly controlled terminals in Mediterranean,
North Europe, Baltics and West Africa
19 terminals
The total fleet operated by the
Group, with own ships having an average life of less than 12 years
130 ships
Total number of ports connected, in 47 countries, on 4
continents
Number of directly controlled agencies in Europe, Africa, North and South America
Individuals who work for the Grimaldi
Group
Individuals employed in related industries*
120ports
70agencies
Around 13
thousand people
Around 23
thousand people
*The figure for related industries was calculated using the employment multiplier, of 1.72, recorded for the maritime sector in the document “Fifth Report on the Maritime Economy – Maritime cluster and development in Italy” (Centro Studi Investimenti Sociali – CENSIS [centre for research into social investment] – for Federazione del Mare [Italian maritime federation], 2015)
6 2015 Sustainability Report
With turnover of roughly €2.8 billion and around
13,000 employees, the Group is the main Ital-
ian ship owner, as well as a global leader in mari-
time transport using Roll-on/Roll-off (hereafter, “Ro-
Ro”) vehicles and commercial loads on wheels.
The Group operates throughout the world, using an
integrated infrastructure network to connect Europe
with North America, West Africa, South America and
all the main countries on the Baltic Sea, North Sea
and Mediterranean, with regular service lines con-
4
Grimaldi Euromed S.p.A.(Grimaldi Group: 95.83% Grimaldi Euromed: 4.17%)
Grimaldi Deep Sea S.p.A.(62.6% Grimaldi Group S.p.A. and 37.4% Grimaldi Euromed S.p.A.)
Malta Motorways of the Sea Ltd(40% Grimaldi Group S.p.A. and 60% Grimaldi Euromed S.p.A.)
Atlantic Container Line AB(99.97% of owned ACL – Delisted from Oslo Stock Exchange [67.58% Grimaldi Euromed and 32.39% Grimaldi Group])
Minoan Lines S.A.(93.76% Grimaldi Group S.p.A. – Company listed on the Athens Stock Exchange)
Finnlines Plc(93.38% Grimaldi Group S.p.A. – Company listed on the Helsinki Stock Exchange)
shipping
Grimaldi Portugal Lda(90% Grimaldi Group S.p.A. and 10% Grimaldi Euromed S.p.A.)
Grimaldi Benin S.p.A.(90% Grimaldi Group S.p.A. and 10% Grimaldi Euromed S.p.A.)
Grimaldi Comp. Di Nav. Do Brazil(90% Grimaldi Group S.p.A. and 10% Grimaldi Deep Sea)
Grimaldi Ghana Ltd(90% Grimaldi Group S.p.A. and 10% Grimaldi Euromed S.p.A.)
... For a total of 70 agencies
agencies
Euromed Ireland Logistics(80% Grimaldi Group S.p.A.)
Unikai Lagerei und Spedutiongesellschaft mbH (49% Grimaldi Group S.p.A.)
Scandinavian Auto Logistics(75% Grimaldi Group S.p.A.)
C.E.T.A.L. S.r.l.(70% Grimaldi Group S.p.A.)
Salerno Auto Terminal/Automar (SAT)(33.55% Grimaldi Group S.p.A., indirect investment through Autuori and Automar)
Wallhamn Holding AB(Grimaldi Group S.p.A, 75% direct investment and 19% indirect investment)
Palermo Euro Terminal S.r.l.(50% Grimaldi Group S.p.A)
Finnsteve (Vuosaari, Finland)(100% Finnlines PLC)
Finnsteve (Turku Finland)(100% Finnlines PLC)
Valencia Terminal Europa S.l.(84.97% Grimaldi Group S.p.A. and 15.03% Grimaldi Euromed S.p.A.)
RoRo Terminal Benin(51% Grimaldi Benin S.A.)
Port and Terminal Multiservices Ltd (55% Grimaldi Group S.p.A. and 25% Grimaldi Euromed S.p.A.)
Grimaldi Euro/ Med S.C.P.A.(30% Grimaldi Group S.p.A., 30% Grimaldi Euromed S.p.A. and 30% Grimaldi Deep Sea S.p.A.)
Antwerp Euro Terminal N.V.(33.33% Grimaldi Group S.p.A. and 33.33% Grimaldi Euromed S.p.A.)
Antwerp Container Repair(Grimaldi Group S.p.A, 10% direct investment and 90% indirect investment)
Alexandria Terminal
Socomar Port terminal
(90% Grimaldi Deep Sea S.p.A)
Grimaldi Terminal Barcelona
(67% Grimaldi Euromed
and 33% Grimaldi Logistica
Espana)
Dakar Terminal Holding
(49% Grimaldi Group S.p.A.)
CO.I.F.I S.r.l.
(50% Grimaldi Euromed
S.p.A.)
Automar S.p.A.
(40% Grimaldi Group S.p.A.)
Autologistica S.r.l.
(10.20% Grimaldi Euromed
S.p.A.)
Grimaldi Logistica Genova
(50% Grimaldi Euromed
S.p.A.)
ports & terminals
The Grimaldi GroupWorld leader in maritime transport using Roll-on/Roll-off vessels
72015 Sustainability Report
Ch.4 - The Grimaldi Group
necting more than 120 ports.
The Group takes advantage of a vertically and hori-zontally integrated system to carry out its activities, which consists of:
• an almost entirely owned commercial network,consisting of around 70 agencies which work to ef-ficiently utilise the Group’s infrastructural networks (lines/routes);
• a ground-based transportation company, whichhelps to supply the “networks” with loads;
• 19port terminals (eitherownedorunderconces-sion) in Europe and in Africa, for around 4.5 mil-lion square metres, with advanced loading and unloading systems for rolling stock and containers (ramps, load moving machinery, cranes, etc.), as well as large service areas;
• 7 shipping companies (Grimaldi Group S.p.A.,Grimaldi Euromed S.p.A., Grimaldi Deep Sea S.p.A., Finnlines Plc, Minoan Lines SA, Malta Mo-torways of the Sea Ltd and Atlantic Container Line AB – ACL).
The Grimaldi Group was the pioneer in developing Motorways of the Sea in the Mediterranean, intro-ducing regular lines connecting Italy with Spain, Tuni-sia, Malta, Cyprus, Turkey, Egypt, Israel and Morocco to transport truck-delivered goods, passengers and cars. Currently the Group offers the largest network of Motorways of the Sea in the Mediterranean and the Baltic.
The Group’s development strategy, which in the last several years has focussed on strengthening, ex-panding and integrating its infrastructure and logis-tics network (lines, routes, ports, terminals and ships) at an international level, identifying environmental
sustainability and satisfying its customers’ needs,
both in terms of cost and quality, as major priorities,
has led to continuous growth in terms of results, de-
spite the cyclical and negative trends in the relevant
sector and, more generally, in the world economy.
To achieve these results going notably against the
trend, the Group was able to rely on the following
significant competitive advantages:
• world leadership in the Ro-Ro transport market
(with a fleet of more than 100 owned ships, in-
cluding Ro-Ro, Ro-Pax Ferry, PCTC and Con/Ro-Ro
ships);
• amodern,high-qualityfleetwithanaveragelifeof
less than 12 years (9 years for the fleet operating in
Italy);
• verticalintegration(significantequityinvestments,
generally controlling, in 19 port terminals) and hori-
zontal integration (global network of 120 ports
served);
• operatingpresenceinasectorwithhighbarriers
to entry (represented by a large, high quality fleet
recognised throughout the world, a system of net-
works, port terminals, etc.);
• highreplacementcostsforusersofservices;
• long termcommitmentbyshareholders,with the
Grimaldi Family actively involved in management
of the Group;
• reinvestment of most profits in assets, with an
increase in equity exceeding €1 billion between
2008 and the present.
The Group’s development strategyover recent years has been to strengthen our infrastructural and logistics network at the international level
8 2015 Sustainability Report
Ch.4 - The Grimaldi Group
FINNLINE
S
SHORT SEA
ACL
MIN
OA
N
EU
RO
ME
D
DEEP SEA
CAR CARRIERS/MED-AME
• grimaldi euromed s.p.a.: specialised in transportation of rolling stock between North Europe and the
Mediterranean (Euromed), on the Motorways of the Sea in the Mediterranean (Short Sea), freight transport
between the Mediterranean and North America (Car carriers/MED-AME), specialised in passenger trans-
port;
• grimaldi deep sea s.p.a.: transports rolling stock and containers between the ports of North Europe,
West Africa and South America;
• acl: manages maritime lines mainly dedicated to container traffic containing North America, South Amer-
ica, North Europe, the Mediterranean and West Africa;
• finnlines plc: transports freight and passengers between Finland, German, Sweden and Russia;
• minoan lines s.a.: transports freight and passengers between Greece and Italy, as well as short-sea
shipping between Crete and the Greek mainland.
Lines operated by the Grimaldi Group
92015 Sustainability Report
Ch.4 - The Grimaldi Group
The connection between the Grimaldi Fami-
ly and the sea goes back much further than
the creation of the Group: the chronicles
of the Kingdom of Naples tell that in 1348,
Queen Giovanna I gave the brothers Rajiner-
io, Richerio and Perino de Grimaldis a pre-
cious solid gold relic, as a guarantee for the
loan of three ships.
In the second half of the 1800s, Gioacchi-
no Lauro, a traditional captain and sail-ship
owner originally from Sorrento, founded a
steamboat company that became one of the
first Italian joint stock companies in the ship-
ping sector.
Gioacchino had a number of children, in-
cluding: Achille, who inherited his father’s
passion for the sea and his business sense,
becoming the largest European ship owner
between 1960 and 1970, and Amelia, who
married the lawyer and land owner Giovan-
ni Grimaldi who, although a cultured man,
lacked the seagoing spirit of his ancestors.
It was Amelia, Giovanni’s wife, who gave her
children a passion for the sea and asked her
brother Achille to take her son Guido under
his wing.
In 1947, Guido and his brothers Luigi, Mario,
Aldo and Ugo Grimaldi founded a new ship-
ping company, buying the ship Liberty, a
freight ship used by the American fleet dur-
ing World War Two, and starting what would
become one of the largest privately owned
fleets in Europe.
4.1 Our story
1947Guido and his brothers Luigi, Mario, Aldo
and Ugo Grimaldi create a new shipowning company, purchasing the Liberty.
2008The Group acquires control over Minoan Lines,
a Greek company listed on the Athens Stock Market and a leader in the ferry and Ro-Ro sector.
2005
The Group acquires Malta Motorways of the Sea (which offers connections between Italy
and Malta), after the state controlled company Sea Malta goes bankruptcy
2015The company name is changed to “Grimaldi
Group SpA” after a resolution made on February 2, 2015 by the Shareholders’ Meeting
2006
The Group acquires control over Finnlines, a Finnish company listed on the Helsinki Stock Market and a leader in the Baltic and North Seas. Finnlines offers freight and passenger transport services in a geographic area that
features the highest economic growth in Europe.
1969
The Group begins a regular connection between Italy and England to transport Fiat cars headed for the British market,
quickly gaining the trust of the largest car manufacturers around the world.
1995
The brothers Guido, Mario and Aldo Grimaldi decide to separate the Group into two areas
(Naples and Genova). Ugo remains as minority shareholder in the Neapolitan and Genoan
companies, then being removed in 1996.
2001
The Group acquires ACL (Atlantic Container Line), the leading Ro-Ro operator for connections
between Europe and North America (later delisted from the Oslo stock market)
1947 - 2015 a passion for the sea and good business sense. The birth and development of one of the most important private European fleets
10 2015 Sustainability Report
Ch.4 - The Grimaldi Group
The current international situation is characterised by significant instability - social, economic and ge-opolitical.
Despite the first weak signs of a recovery from the economic crisis that began in 2007, the maritime transport sector is exposed to a number of risks, including the slow growth in global demand, the fragile recovery in Europe, the inability to predict trends in the fuel market, geopolitical tensions and a potential slowdown in the growth of developing countries.
Global GDP grew by 2.5% in 2014 over 2013, while the cargo shipping sector grew by 2.3%3 during the same period. Moderate growth is estimated for 2015.
The maritime transport sector involves high barriers to entry and a high concentration rate, with the ten largest international operators accounting for over 60% of the entire market. Between 2014 and 2015 the average number of companies operating in the sector fell by 29%.
In terms of terminals, the main problems to which ports are exposed are associated with the man-agement of growing volumes of traffic, due to both larger ships and a change in the market due to increased partnerships between shipping compa-nies.
Turning to fleets, although a 3.5% increase in the global fleet was seen in 2014, that figure was the lowest in the last decade. Greece is the country
4.2 Reference market: “Shipping & Logistics” sector
World seaborne trade, by region, 2014 (percentage share in world tonnage)
Source: UNCTAD secretariat, based on data supplied by reporting countries and as published on the relevant government and port industry website, and by specialist sources. Estimed figures are based on preliminary data or on the last year for which data were available.
8Africa
541
Asia
5615
Europe
2022
Americas
1612
Oceania
2
70
30
50
10
60
20
40
LoadedUnloaded
+70% < > + 220%greater cost of road transport compared to naval transport
The OECD Industrial Production Index and indices for world GDP, merchandise trade and seaborne shipments (1975-2014) (base year 1990 =100)350
150
250
50
300
100
200
Source: UNCTAD secretariat, based on OECD Main Economic Indicators, June 2015; United Nations Department of Economic and Social Affairs, 2015; Link Global Eco-nomic Outlook, June 2015; UNCTAD Review of Maritime Transport, various iusses; WTO, appendix table A1a, World merchandise exports, production and gross dome-stic product, 1950-2012; WTO press release 739, 14 April 2015.
1975
2001
1988
2014
1981
2007
1994
1975
2004
1991
1984
2010
1997
1976
2002
1989
1982
2008
1995
1979
2005
1992
1985
2011
1998
1977
2003
1990
1983
2009
1996
1980
2006
1993
1986
2012
1999
1978
1987
2013
2000
World merchandise tradeWorld seaborn tradeWorld GDPOECD Industrial Production Index
112015 Sustainability Report
Ch.4 - The Grimaldi Group
with the largest number of ships, followed by Japan, China, Germany and Singapore4.
The country with the largest fleet of Ro-Ro ships (245 ships) is Italy, while Great Britain, followed by Italy, holds first place in Europe in the area of short sea shipping services. Finally, Italy and Greece are tied for first in Europe for passenger traffic, with around 80 million passengers, covering around 20% of the EU market.
In terms of laws, the shipping sector is subject to numerous regulatory updates aimed at increasing safety on board ships and reducing the environmen-tal impacts caused by their activity (emissions, waste disposal, ballast water treatment, etc.) through tech-nological investments that also allow for improved productivity and reduced operating costs.
Finally, in regards to the social/environmental im-
pacts associated with the sector, it is estimated that
maritime transport generates direct and indirect
costs that are lower than road and rail transport.
Based on a recent study commissioned by Confi-
tarma5, maritime transport is the method of trans-
portation that as a whole has a lower economic,
social and environmental cost, direct and indirect,
regardless of the type of ship used (Ro-Pax or Ro-
Ro). In fact, when quantities of freight and passen-
gers transported are held equal, the greater cost
deriving from the use of roads with respect to the
sea is between 70% and 220%, while rail transport
generates greater costs with respect to maritime
transport in amounts between around 7% and 57%6.
Ships Heavy Goods Vehicles Train
1 Ro-Ro 250 Trailers 8 Trains
Traditional Tyrrhenian long route (Ro-Ro)
Ships Heavy Goods Vehicles Train
1 Ro-Pax 150 Trailers1390 car
equivalents
3 Passenger trains5 Goods trains
Traditional Tyrrhenian long route (Ro-Pax)
€ 600.000
€ 1.000.000
€ 200.000
€ 400.000
€ 800.000
Ship Road Rail
€ 1.500.000
€ 2.500.000
€ 500.000
€ 1.000.000
€ 2.000.000
Ship Road Rail
Direct and indirect costs
CongestionTransport costs
Emission NoiseDistance Accident rate
Comparison of direct and indirect costs for various transport methodsSource: D’Apollonia, 2015
3) Source: Review of Maritime Transport 2015 (UNCTAD, 2015).4) Source: “L’impatto socio-economico nazionale dei servizi di trasporto marittimo di corto raggio merci e passeggeri in Italia” (Confitarma, 2015).5) Confederazione Italiana Armatori6) Source: “Studio sull’impatto socio-ambientale della navigazione in Italia: una comparazione con le altre modalità di trasporto” (D’Apollonia, 2015)
12 2015 Sustainability Report
Ch.4 - The Grimaldi Group
The Grimaldi Group intends to continue its commer-
cial expansion strategy by providing increasingly
extensive logistics services.
Over the last few years, the Group has extended
and strengthened its network of services, through
the acquisition of controlling interests in primary
shipping companies, leaders in strategic geograph-
ic markets that are a good fit with those in which the
Group operates.
This process of globalisation and growth has been
made possible by the following factors:
• Financialsolidity;
• Technologicalinvestments;
• Supportfromstakeholders;
• Commitment,passionanddedicationprovidedby
over 13,000 workers.
Financial year 2015 ended with the best economic
result in the history of the Grimaldi Group. This re-
sult is mainly attributable to the significant diversifi-
cation in the routes and type of cargo transported,
as well as the ability to promptly react to contingent
market positions, by optimising the use of ships on
the different lines and reducing inefficiencies.
The Group’s competitive advantages derive from
the application of a long-term business strategy de-
signed to add value via the horizontal and vertical
integration of our business. Fundamental aspects
of this strategy have included close monitoring of
costs (the reduction in the cost of oil and its deriva-
tives had a significant impact) and a long-term pol-
icy that calls for the reinvestment of profits with a
view to upgrading the fleet. Over the last ten years,
the Group, directly or through its subsidiaries, has
more than doubled its fleet, going from 50 to over
100 ships. In coming years, delivery of an additional
twelve ships is also foreseen.
The process of rationalising the Group’s structure
that had begun in 2008 continued during 2015, with
the transformation of the Grimaldi Group S.p.A. from
an operating to a holding company. In this regard,
certain contracts with main automotive manufactur-
ers to transport vehicles from the production plant
to various market areas were renewed directly by
Grimaldi Euromed S.p.A. and by Grimaldi Deep Sea
S.p.A., both subsidiaries that operate these links.
Grimaldi Group S.p.A. continues to be the main con-
tractor with a number of automobile manufacturers,
and continues to manage travel agent and tour op-
erator activities.
The Grimaldi Group is a fully-integrated multination-
al, multicentre organization that invests in the up-
grading of its fleet and the development of its port
terminals, using mainly proprietary vessels to ship
cargoes sourced directly from the market. There-
fore, it does not speculate on trends in freight rates
by chartering its ships to third parties and, as such,
it is not subject to market volatility.
Thanks to these characteristics, the Group is well
known in the market as an industrial operator, an
outright leader in Europe and one of the world’s
4.3 The business model
Financial year 2015ended with the best economic result in the history of the Grimaldi Group
132015 Sustainability Report
Ch.4 - The Grimaldi Group
leading Ro-Ro shipping companies. As such, the
Group is a reliable partner for customers ranging
from multinational car and rolling stock manufactur-
ers to small shipping firms.
The Group has adopted a growth strategy by fol-
lowing a purely industrial approach centred on the
following:
• Reinvestmentofprofits;
• In-depth knowledge of the relevantmarket and
business, which translates into the ability to react
rapidly to market changes;
• Abilitytodesignanddeployvesselsthatareex-
tremely flexible in terms of cargo mix, thus less
exposed to any volatility in single markets;
• Commercialcoverageofvariousgeographicareas
(Mediterranean Sea, Northern Europe, the Baltic,
West Africa, North America and South America).
4.4 Our Mission and our values
mission
The Grimaldi Group’s mission is to provide efficient,
reliable, innovative and high quality services for
maritime transport of freight and passengers, by
constantly working to identify the needs and expec-
tations of our customers. The Group is dedicated to
excellence, social responsibility and transport solu-
tions that promote sustainable mobility in terms of
the environment.
Vision
To achieve its mission, the Group works to contin-
ue along the path to strategic growth, focussed on
developing passenger and freight traffic and port
terminals, with the commitment to offer the market
the best guarantees for efficient corporate manage-
ment, and maintaining a constructive dialogue with
the larger community of stakeholders, with an eye
to creating sustainable growth.
Our Group’s method of operating is based on three pillars that guide our activities and our relationships with all stakeholders.
mission
ValuesVision
14 2015 Sustainability Report
Ch.4 - The Grimaldi Group
The Group is dedicated to excellence, social responsibility and transport solutions that promote sustainable mobility in terms of the environment.
Values
To reach its objectives, the Grimaldi Group is in-spired by the following principles:
• Respectforlegalandregulatoryprovisionsinef-fect in the countries in which the Group operates;
• Honestyandintegrityinbusinessrelationships;• Proper conduct in relationswith customers and
quality in the services it provides;
• Impartiality;• Respectforitsemployeesandcontractworkers,
and for people in general;• Protectionoftheenvironmentandsafety,alsoin
terms of workplaces.The values that inspire the Grimaldi Group’s way of working and how it interacts with all those people who work with it are the following:
Our values
QUALITY
offer high quality services that satisfy or exceed customers’ reasonable expectations and necessities.provide exhaustive information, efficiently and courteously, about the transport service prices and methods, so that customers can make informed decisions.
INTEGRATION
avoid any discrimination based on age, sex, sexual orientation, health, nationality, political or religious beliefs.cooperate actively to achieve the group’s objectives.share useful information with co-workers.
PROFESSIONALISM
provide services in a professional, independent and impartial manner, honestly and respecting the group’s methods, policies and working practices.avoid any possible conflicts of interest, in particular in regards to personal, financial or family interests that could influence the independence of decision makers.
SUBSTANCE constantly improve the quality of services provided.
INNOVATION
disseminate a culture of accident prevention and awareness of risks to worker health and safety, actively promoting the same, also through appropriate training courses and information.develop and implement innovative technical solutions that reduce environmental impacts to a minimum and guarantee maximum safety levels.
ENVIRONMENT manage and mitigate the environmental impacts from group activities.
152015 Sustainability Report
The governance system adopted by the Grimaldi Group is focused on maximising val-ue, controlling corporate risk and provid-ing transparency in regards to stakeholders. The governance model adopted by the Parent Company is based on the traditional organisation-
al model consisting of the Shareholders’ Meeting,
the Board of Directors, the Board of Statutory Audi-
tors, the independent auditing firm, and the Super-
visory Body (pursuant to Italian Legislative Decree
231/2001).
The governance system
Maximisation of value, control of corporate risk and transparency in stakeholder relations
5
SHAREHOLDERS’ MEETING
represents all shareholders
Approves the Annual and Consolidated Financial Statements
BOARD OF DIRECTORS
four directors, including the chairman (gian luca grimaldi), two ceos (emanuele grimaldi, diego pacella) and a director (Quintino spetrini)
The BoD is responsible for ensuring objectives are achieved and developing strategic guidelines. In addition, the Board of Directors creates guidelines for the risk management system, assesses their adequacy and identifies the main company actors involved.
BOARD OF STATUTORY AUDITORS
five auditors, including the chairman, two standing auditors and two alternate auditors
Provides the supervisory function pursuant to articles 2403 and subsequent of the Italian Civil Code.
CHIEF EXECUTIVE OFFICERS
gian luca grimaldi (chairman), emanuele grimaldi, diego pacella
Appointed by the Board of Directors. Emanuele Grimaldi is responsible for operating business, while Diego Pacella is responsible for the areas of administration, human resources and workplace safety.
5.1 The governance model
16 2015 Sustainability Report
Ch.5 - The governance system
The Code of Conductdefines the general standards behind corporate ethics
Italian Legislative Decree no. 231 of 2001 introduced
a form of corporate liability. The Group’s Italian com-
panies adopted an Organisation and Management
Model in compliance with said Decree.
The Model consists of a general and special part. In
particular, the special part details the organisational
protections adopted to manage individual areas of
risk (crimes against the public administration, cor-
porate crimes, crimes violating regulations to pro-
tect workplace health and safety, environmental
crimes, organised crime and transnational crimes,
money-laundering), highlighting for each of these:
• crimeswhichcouldbecommittedintheabstract;
• typesofactivitiessubjecttotheriskofcrimes;
• corporatedepartmentswhichcarryoutactivities
subject to the risk of crimes;
• auditstandardsrelativetoindividualareasofrisk;
• conductstandardstoberespectedinordertore-
duce or eliminate, if possible, the risk that crimes
are committed;
• informationalflowssenttotheSupervisoryBody.
The purpose of the Model is to create a structured
and organic system of procedures, rules and audits,
to be carried out both before preventively and after
the fact, in order to considerably reduce and pre-
vent the risk that the various types of crimes identi-
fied under the law are committed, as identified dur-
ing the risk assessment process.
The Model applies to all those who work to achieve
the Company’s purpose and objectives.
It follows that it applies not only to members of cor-
porate bodies (whether shareholders or directors),
auditors and individuals who are members of the
Supervisory Body, employees and more generally
all workers formally included within the Company,
but also external consultants, partners, commercial
operators and contractors with the Company (e.g.
agents and maritime agents, suppliers and service
providers), within the limits of the duties carried out
in the name of or on the account of the Entity.
In order to guarantee proper application of the
Model, the Board of Directors has appointed the
Supervisory Body7, whose members serve three
year terms, responsibility for the following tasks:
• ensuretheefficacyoftheModel,aswellascom-
pliance with the provisions contained therein;
• periodicallyverifytheeffectivenessandadequa-
cy of the Model;
• assessandsuggestmethodstoupdatetheModel;
• ensurenecessaryinformationiscommunicated.
All notifications involving violations of the Model are
analysed and investigated in compliance with the
regulations on the protection of personal informa-
tion.
During 2015, no notifications were received.
An integral part of the Model 231 is the Group’s
Code of Conduct, which was adopted with the be-
lief that ethical business actions favour success for
5.2 Model 231 and the Code of Conduct
7) The Supervisory Body has four members (three external and one internal to the Group).
172015 Sustainability Report
Ch.5 - The governance system
all companies, contributing to spreading a culture of
reliability, correctness and transparency in the activ-
ities performed to achieve company goals.
The Code of Conduct defines the general stand-
ards behind company ethics, providing a structure
of behavioural norms to follow in the management
of the daily activities of all Group companies, useful
for properly and efficiently achieving company ob-
jectives in the maritime transport sector, which in-
volves ever increasing competition and complexity,
worldwide.
The Code must be followed by the Group’s top level
figures, all personnel (administrative and maritime),
and all those stakeholders with which the Group
has relationships (external contractors, buyers, part-
ners, suppliers, agents, customers, etc.).
The Grimaldi Group works in compliance with regu-
lations, both the national laws applied in all the ge-
ographic areas in which it is active, and the interna-
tional laws established by the International Maritime
Organization (IMO)8.
The Group’s activities are carried out in a socially
responsible, impartial and ethical manner, adopt-
ing policies to ensure equity and properness in the
management of business relationships, guarantee-
ing worker safety, and promoting and encouraging
ecological awareness, while fully complying with
the laws that apply in the countries in which the
Grimaldi Group has a presence.
All business relationships are built on integrity and
loyalty, working to avoid conflicts of interest. To
achieve this objective, the Grimaldi Group requires
all of its directors, managers and other employers
to comply with the ethical standards for business in
their work, as established in the Code of Conduct.
Some of the Group’s companies are involved in var-
ious legal cases involving civil/administrative dis-
putes. A review of pending disputes as of Decem-
ber 31, 2015, in the light of the insurance available,
does not reveal any significant contingent liability,
to the extent that would require provisions in addi-
tion to the already allocated amount, recognised in
the consolidated balance sheet.
In reference to environmental and social disputes,
we note, respectively, an insignificant fine for the
accidental use of fuel with sulphur content exceed-
ing the established limit, and certain minor pro-
ceedings under way relative to on the job injuries
suffered by sailors.
5.3 Compliance
8) The IMO is the United Nations agency which defines global standards to regulate environmental, health and safety performance within the international maritime sector.
18 2015 Sustainability Report
Our sustainability strategyCreate value for everyone, whilst reducing our environmental impact
6
Our sustainability strategy has the objective of
creating value of our customers and passen-
gers, for the communities in which we operate, for
our staff and the companies in the Group, while si-
multaneously minimising the environmental impact
of our activities.
Operating in a sustainable manner is a strategic
priority for us, and to that end we have taken a path
that increasingly integrates sustainability issues
with business.
Our way of doing business is focused on creating
value for the Group and its main stakeholders. We
are aware that operating effectively and efficiently
depends on building stable and positive relation-
ships and carefully managing the impacts caused
to the external environment. Proactively managing
these aspects makes it possible to contribute to
the Group’s growth in the relevant geographic
areas and activate opportunities to create
shared value.
to create shared value, it is neces-
sary to:
• Developandexecute innova-
tive projects that contribute to
improving the maritime trans-
port sector, increasing the ca-
pacity to meet market require-
ments;
•Continue constant commu-
nication with all stakeholders,
to create better conditions for
their involvement;
• Paytheutmostattentiontothe
people who work for us, investing
in safety (both at sea and on land)
and their professional development;
• Protect theenvironment,by imple-
menting projects that help to reduce our
environmental impact;
• Provide quality serviceswith added value to
our customers.
CREATE SHARED VALUE
Meet the growing need for sustainable
and intermodal transport options
Contribute to our employees’
professional growth and development of the communities in
which we work
Reduce the environmental impact
of our activities, helping to protect the
planet
economic performance
for customers and lenders
enVironmental performance
for our planet
social performance
for our employees and the communities in
which we work
in order to
Provide quality services that contribute to the creation of shared value
€
192015 Sustainability Report
Ch.6 - Our sustainability strategy
XXXXXXXXXxxxxxxxx xxxx xxx xxxxx xxx
In carrying out our business activities, the Group in-teracts with various stakeholders.
In particular, mapping of stakeholders was done in consideration of the various parameters that reflect the significance and importance that these subjects have for the Group.
Identification of stakeholders was done by consid-ering the aspects listed below:
• Responsibility: subjects in regards to which theGroup has responsibilities (legal, financial, operat-ing, etc.);
• Influence: subjectswhich influenceor couldpo-
tentially influence the Group’s decision making processes;
• Proximity:subjectswithwhichtheGrouphases-tablished lasting relationships and those which work regularly with the Group based on their ac-tivities and operations;
• Representation: subjectswhich, for legal and/orcultural or traditional reasons, represent other in-dividuals who influence or could potentially influ-ence the Group’s decision making processes;
• Strategy: subjects which, due to strategic deci-sions made by the Group, are considered key stakeholders.
6.1 Our stakeholders and channels for dialogue
Environment
InstiutionsCustomers
Suppliersand
Agents
Tradeassociations
CommunityPassengers
Employees
in the light of these aspects, the grimaldi group has identified the following categories as key stakeholders:
20 2015 Sustainability Report
Ch.6 - Our sustainability strategy
The Group communicated with its stakeholders with channels for dialogue used either on a regular basis or in a targeted manner.
Regular actions involve the issuing of press releas-es containing news and promotions, the publication of the quarterly magazine “Grimaldi News”, which provides news about the Group, as well as sched-ules for all the line services offered and contact in-formation for Grimaldi agencies and offices, and the half-yearly publication of the on-board magazine “Grimaldi Magazine Mare Nostrum”, which con-tains travel information and articles about the main connected tourist areas. All press releases, as well as the magazine and the most important articles published in the Italian and foreign press, can be consulted and downloaded from the Group’s insti-tutional website (www.grimaldi.napoli.it).
Targeted actions consist of ad-hoc events aimed at promotion of the Group’s activities. Below we note the most significant activities conducted in 2015.
on february 19, 2015, in cooperation with ECSA (European Community Shipowners’ Association), the Antwerp Port Authority and the Royal Belgian Shipowners’ Association, a visit by Violeta Bulc, the European Commissioner for Transport, was organ-ised to the Antwerp Euroterminal, owned by the Group.
Representatives of the European Commission DG Move (Directorate General for Mobility and Trans-port) participated, as well as representatives of the Italian government and the main operators working in the Antwerp port. Commissioner Bulc was shown
all the activities the Group offers for freight logistics, both at the terminal area and on board. This initiative is part of a program established by Eu-ropean shipowners, with the aim of illustrating the activities of the maritime and terminal sectors and helping to provide clarity about its special charac-teristics and requirements to decision makers in the European Commission. This is the third time that a Grimaldi Group terminal has been chosen by the European Commissioners as an example of logis-tics excellence where road, train, inland, waterway and ocean-vessel transport converges.
in may 2015, a press conference was organised during the Transport Logistics Fair in Munich, at which Paolo Costa, the President of the Venice Port Authority, together with Guido Grimaldi, the Cor-porate Short Sea Shipping Commercial Director of the Grimaldi Group, announced the launch of a new Motorway of the Sea between the ports of Venice and Patras. This Motorway of the Sea became, in the following months, the fulcrum of the sole entire-ly intermodal rail-sea connection between Germa-ny and Greece. In fact, the train collects freight in Frankfurt and leaves for Venice (Fusina) via Bren-ner, where it unloads and loads the freight destined for Greece. From here the trailers are loaded onto Grimaldi Group Ro-Ro ships.
from october 29 to november 1, 2015, the XIX Euro-Med Convention From Land to Sea was held in Barcelona, which saw the participation of around 500 delegates from Europe, North Africa, the Mid-dle East and North America. This event is organised every year by the Grimaldi Group to promote short range maritime transport and its participants in-clude representatives from the European Commis-sion, national governments, maritime and port au-thorities, the world of finance and the media, as well as the Group’s network of branches and agents in the Euro-Mediterranean area.
in addition, during 2015 various inauguration cer-emonies were organised for new short range mari-time connections.
Communications activitiesregular issuing of press releases, publications and magazines, both on-board and institutional
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Ch.6 - Our sustainability strategy
For the first year, we performed a materiality analy-sis with the aim of identifying priority sustainability issues for the Group and its stakeholders.
The materiality analysis process allowed the Grimal-di Group to identify the material issues that were then included in the document.
An issue is material if it has a real or potential impact, whether economic, social and/or environmental on the organisation, or has a significant impact on the
assessment of the organisation by stakeholders.
The materiality matrix combines the priorities as-signed by external stakeholders with internal pri-orities, to identify issues that are priorities for the Grimaldi Group and its stakeholders.
Material issues, which are explored further in this document, are those located in the upper right quadrant (for more information, please see the sec-tion “Materiality analysis process” in the Appendix).
mare nostrum awards
is the international journalism award given out by the Grimaldi on-board magazine, Mare Nostrum, dedicated to sea-based travel in the mediterranean, and in particular to awareness of the motorways of the sea. Professional journalists, publicists, authors in general and photographers who have published a work on the Motorways of the Sea are invited to participate, highlighting the advantages of these connections in economic, social and environmental terms.the 2015 edition of the Mare Nostrum Awards gave out prizes to the top five winners totalling €50 thousand.
6.2 Materiality analysis
Importance for the Grimaldi Group
Imp
ort
an
ce f
or
Sta
ke
ho
lde
rs
22 2015 Sustainability Report
Ch.6 - Our sustainability strategy
In this section, in compliance with that required un-
der the GRI guidelines, we provide an added value
schedule, based on reclassification of the income
statement in the Group’s Consolidated Financial
Statements.
The economic value generated represents meas-
urable economic wealth, produced by the Group
during the year. Analysis of added value makes it
possible to achieve an objective assessment of the
Group’s economic and social impact, measuring the
wealth created to the advantage of all stakeholders.
Distributed economic value is a qualitative/quantita-
tive index of the company’s social impact and of the
real extent of the social responsibilities taken on.
GENERATION AND DISTRIBUTION OF ECONOMIC VALUE
2015 2014
directlY generated economic Value 2,830,503 2,629,139
revenue from sales 2,664,576 2,512,221
other income (other income, financial income, portion of profits). 165,927 116,918
distributed economic Value 2,191,356 2,156,100
suppliers 9 1,720,039 1,710,242
employees 10 383,071 361,825
lenders 11 66,065 69,729
public administration 12 17,972 12,051
community 13 2,209 2,253
economic Value Withheld 639,147 473,039
In thousands of Euro
6.3 Creating shared value
9) Operating costs from payments made to acquire raw materials, ancillary materials, consumables and goods, for services, and for use of third party assets).
10) Salaries paid to employees, including social security contributions, severance indemnities and other costs.11) Repayment of lenders, including distributed dividends, arrears on dividends, interest on loans and other forms of debt.12) Levies and direct and indirect taxes (including all forms of taxation, e.g. income, ownership, etc.).13) Investments in the community in the form of donations made to the Grimaldi Foundation, etc.
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Ch.6 - Our sustainability strategy
The economic value kept within the Group repre-
sents part of the wealth that guarantees the eco-
nomic sustainability of the business, reinvested in
innovative and services for customers to continue
the process of continuous improvement.
In 2015, the Grimaldi Group generated value of
around €2.8 billion, an increase of around €200 mil-
lion with respect to 2014 (+8%), mainly due to the
item “Charter fees”, which represents the largest
part of turnover for the Group’s navigation compa-
nies (Grimaldi Group, Grimaldi Deep Sea, Grimaldi
Euromed, ACL, Finnlines, Minoan Lines and Malta
Motorways of the Sea).
Distributed economic value (around 77% of the eco-
nomic value generated) mainly consists of the fol-
lowing items:
• suppliers (around €1.7 billion), this item repre-
sents the portion of economic value generated
that the Group invested in the economic system,
through the purchase of raw materials, goods and
services. The main expense items are associated
with the Group’s core business and are for the pur-
chase of fuels and lubricants, general navigation
expenses and expenses for berth and port servic-
es;
• employees (around €383 million), this item rep-
resents the portion of economic value generated
that the Group provided to its employees, in the
form of salaries and other associated benefits;
• lenders (around €66 million), this item repre-
sents the portion of economic value generated
that the Group provided to its lenders as interest
on loans received;
• public administration (around €18 million), this
item represents the portion of economic value
generated that the Group distributed to public ad-
ministrations, both central and local, through tax
withholdings and contributions (direct and indirect
taxes and levies paid);
• community (around €2 million), this item repre-
sents the portion of economic value generated
that the Group distributed to the Community to
support the organisation of social, environmental
and cultural initiatives through the Grimaldi Foun-
dation Onlus (for more information, please see
section 9.2).
The value that the Group did not distribute to its
stakeholders, but kept internally in the form of am-
ortisation/depreciation and allocation to reserves, to
be reinvested to guarantee business continuity and
sustainability, consists of the following items:
• amortisation and depreciation (around €235
million), represents the portion of economic value
kept within the Group for amortisation and depre-
ciation of property, plant and equipment and intan-
gible assets.
• consolidated profits (around €404 million), rep-
resents the profits which based on management
decisions are mainly reinvested in the Group to
finance the purchase of new ships, technological
innovation, etc.
24 2015 Sustainability Report
Business sustainabilityHigh-quality services, and solid and lasting relationships of trust are at the centre of the Group’s business strategy
7
Our customers
Our people*
Our suppliers
The associations we work with
*) Sustainability data regarding personnel have a total scope of 13,343 employees**) Safety Management Certificate - International Sustainability and Carbon Certification
€ 3 million passengers
over € 3 million cars transported
7 awards for service quality
13,343 employees
more than 42 thousand hours of training
over 70% of suppliers are located in the areas where the Group carried out its operations
Certified suppliers
iso 9001 - iso 14001ohsas 18001
252015 Sustainability Report
Ch.7 - Business sustainability
The ability to offer high quality services that meet
customers’ expectations is at the centre of the
Group’s business strategy. The creation of solid and
lasting relationships of trust with our customers,
whether commercial customers or passengers, is
an important priority.
Through the Company Rules for Passenger & Vehicle
Transportation and the General Transport Conditions,
the Group has defined its rules and minimum stand-
ards, to guarantee the quality of the services it offers.
Below is a breakdown of the Grimaldi Group’s 2015
profits by type of load.
7.1 Our customers
TURNOVER 2015
22.6%
New cars Used cars
5.9%
New RoRo
4.5%
Used RoRo
15.3%
Trailer/Mafi
26.8%
Passengers
7.3%
Containers
15.9%
General cargo
1.7%
Breakdown of revenues by type of load
Our focus on health and safety
Our commitment to the community
Our focus on protecting the environment
1% of the profits of the Group’s three Italian companies are donated to the Grimaldi Foundation Onlus
€667 thousand invested in the projects of the Grimaldi Foundation Onlus
15% of projects are dedicated to the families of employees suffering difficulties
33 smc** audit 25 issc** audit
-15.7% accidents in the last 4 years
CO2-10%
between 2011 and 2015
<1%biodegradable waste and waste permitted for disposal at sea
€ 150 millions invested in the environmental programme, 2014-2016
26 2015 Sustainability Report
Ch.7 - Business sustainability
Passenger Transportation
in 2015, around 3 million people travelled on the group’s ships.
The Grimaldi Group offers an extensive network of maritime connections for passengers in the Mediter-ranean and Baltic Seas. In order to offer ever more innovative and high-quality services, at a competi-tive price, the fleet used consists of modern cruise ferries and next generation Ro-Ro-Passenger ships.
In order to increase customer communication chan-nels, in 2015 the ease of use of the consumer web-site (www.grimaldi-lines.com) was improved, and the Call Center service was also extended to pe-ripheral offices.
In addition, in 2015 cus-tomer analysis and man-agement using social media was added.
Passengers are accompanied throughout all the steps involved in organising a trip, with the aim of guaranteeing an excellent “journey experience”, from booking the ticket until the trip ends. In fact, one of the Group’s strengths is vertical integration between travel agencies and navigation companies.
In addition, the Group pays special attention to pas-sengers with reduced mobility (PRM), ensuing that its owned ships have special tools that guarantee accessibility.
Passenger data is registered for all lines using the digital E-booking reservation system. The data col-
lection may be either digital or manual, based on the installations found on board and in ticket offices. Passenger information is managed in compliance with Italian Legislative Decree 196/2003 (Personal Data Protection Code), and is used and processed solely for statistical and commercial purposes nec-essary to analyse the productivity of the Passenger Office department and define commercial strate-gies.
To monitor and measure passenger satisfaction levels, the Group has begun a number of custom-er satisfaction surveys, handing out questionnaires on board ships, aimed at measuring both an over-all judgement of the on board experience, as well as the quality of the various services available on board (cabins, restaurant, shops, etc.) and during embarkation. The results are currently being pro-cessed.
In addition to the questionnaires, passengers can contact the company using the email address [email protected] to request clarifications, or to make observations or complaints. Thanks to the continuous feedback received from customers, both through Suggestion Forms and the dedicat-ed email address, it has been possible to identify strengths and weaknesses of the service offered.
In 2015, the Italian companies in the Group received around 200 complaints (for delays, cleaning, etc.), all of which were fully resolved. Considering the number of passengers transported, the percentage of complaints received was less than 1% for 2015. All complaints are inserted in a database, to monitor progress and any corrective actions undertaken.
15 years of recognitionfor the quality of the service offered to car manufacturers
around 24 thousand
contacts
122,192 call center contacts in 2015
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Ch.7 - Business sustainability
Among other international recognition, we should also note the award acl received from the prestigious inter-national magazine ShipPax, specialised in maritime trans-port, given to the newly constructed “atlantic star” in the “Revolutionary Design” category, and the 2015 certificate of merit award given to the Nigerian ptml terminal by the World Customers Organisation for the exceptional service provided in support of Interna-tional Customs.
In addition, in 2016 rolls-royce granted the Grimaldi Group the prestigious 2016 energy efficiency award, recognising the continuity of the Group’s efforts in re-gards to energy efficiency, through the creation of energy efficient projects and the reduction of greenhouse gases.
Emanuele Grimaldi received the 2016 carus excellence award, presented to professionals in the maritime sector, for his notable contribution to the development of mari-time transport in Europe.
SUPPLIER OF THE YEAR AWARD
from general motors.
This is the 15th award received by the
Grimaldi Group from General Motors;
FORD MOTOR Co Q1 AWARD
for offering transport services with a
near-0 accident rate, a recognition
received every year since 1999;
THE GRIMALDI GROUP WAS HONOURED
BY THE RENAULT-NISSAN GROUP
for its high performance in outbound logistics
services for its exceptional performance levels,
achieving an on-time delivery rate of 96.9%;
QUALITAS AWARD
in the Supply Chain/Logistics Supplier
of the Year category from fiat chrysler
automobiles (fca), for providing high
quality services and excellent performance
to FCA, always in a proactive manner;
PARTNER AWARD FROM HONDA
for the subsidiary atlantic
container line (acl).
ACL was one of 15 companies honoured,
chosen from a pool of 1,000, with the criteria
of quality, value and customer service, all
aspects which serve as the foundation for
Honda’s philosophy and reputation. ACL has
received this award every year since 2012.
The main awards of 2015
Commercial customers
the grimaldi group is a world leader in transport-ing vehicles produced by automobile companies to their destination markets.
As testimony of this, over the last 15 years the Group has been recognised by prestigious car manufacturers in appreciation of the quality of the service provided.
28 2015 Sustainability Report
XXXXXXXXXxxxxxxxx xxxx xxx xxxxx xxx
Ch.7 - Business sustainability
The Group pays careful attention to ensuring the
best working conditions and acts to guarantee the
well-being, professional growth and the develop-
ment of its administrative workers and sailors. In
fact, we know that our employees are a fundamen-
tal resource in the task of achieving our business
objectives.
Starting in 2015, the Parent Company, together with
the subsidiaries Grimaldi Euromed and Grimaldi
Deep Sea, applied the “New II Level Agreement” to
its employees, which includes further improvements
in the working conditions for employees, implement-
ing the requests brought to management’s attention
by the Company’s Union Representatives. Some of
the new aspects introduced by the new agreement
include new methods of using holiday time and the
institutionalisation of loyalty awards, in order to im-
prove work-life balance and employee satisfaction.
The Group’s maritime employees are subject to the
provisions of the Navigation Code and the regulato-
ry provisions contained therein.
7.2 Our people
Personnel by sex, 2015
Men Women
Total Group Personnel 2015
Administrative personnel Maritime personnel
13%
3,124
87%
10,219
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With reference to maritime workers, the Group has
established an implementation and control system,
in order to guarantee living and working conditions
on board ships.
Management activities provided by the Maritime
Office following the guidelines contained in the
International Labour Organisation-ILO Convention
no. 186 on maritime work and national regulations
regarding on board living and working conditions.
In regards to relationships with unions, the Group
guarantees freedom of association and maintains
constant and constructive dialogue with all the or-
ganisations. Regular meetings are held with unions,
at least every three months. The three main Italian
companies have three employees on staff, repre-
senting the main category unions, Filt-Cgil, Fit-Cisl
and Uil-Trasporti.
The Personnel Office’s mission includes the objec-
tive of minimising disputes with employees. In 2015,
there were no significant problems with administra-
tive or maritime employees.
7.2.1 Personnel selection policies
The Personnel Office manages requests for new
staff coming from the various company depart-
ments, both in the case of temporary replacement
(e.g. maternity) and in the case of new hires. Re-
quests are surveyed and, if confirmed, presented to
the Board for further assessment and final approval.
Job offers are published on the “Work with Us” sec-
tion of the Group’s institutional website and in sec-
tor publications.
After having identified a number of ideal candi-
dates, a special Commission selects the individuals
most suitable to the position in question.
For maritime personnel, the Group has adopted
a structured recruitment and loyalty programme,
with people management tools to take advantage
of professional skills, favour retention of the most
qualified resources and guarantee that talent and
key resources for core processes are developed.
Persons working on ships are selected by the Mari-
time Office. The selection procedure for these work-
ers considers possession of STCW14 certification as
a bare minimum, as well as meeting all the require-
ments of the flag the ship sails under. Abroad, initial
selection is done by personnel agencies, with final
approval given by the Maritime Office.
7.2.2 Training and skill development
The Group views personnel training activities as
more strategic than management related. Devel-
oping employee skills is seen not only as a simple
process of transmitting knowledge, but above all as
a professional development tool, of particular im-
portance in a context that involves rapid changes in
technology and sector regulations.
Training activities are identified in line with the
Group’s objectives and growth strategies. After ac-
tivities are identified and applied, performance is
training and professional development and recognition of merit
form the basis of the group’s growth
Needs analysis
Project design
TrainingPerformance Assessment
14) An international convention on training, certification and watchkeeping standards for sailors, known also as STCW Convention ‘78, or just STCW (Standards of Training, Certification and Watchkeeping for Seafarers).
30 2015 Sustainability Report
Ch.7 - Business sustainability
evaluated.
In 2015, technical language training classes were
held in English and Spanish. These training courses
are managed by third companies certified through
the Purchasing Office, so as to guarantee impartial
high quality service.
7.2.3 Performance assessment
Over the last few years, the Group has increased
its commitment to involving resources in company
processes, to assist in professional growth and skill
development.
All Group employees undergo a performance eval-
uation on an annual basis.
This evaluation process has the objective of ensur-
ing a meritocracy, rewarding employees who during
the assessment period performed well, contributing
to the Company’s growth.
The main management benchmarks examined in
the performance evaluation relate to the following
aspects:
• Globalviewoftheorganisation
• Efficiency
• Innovation/creativity
• Cooperation/groupwork
• Initiative
• Sharedcompanyvalues
• Integrationandspreadingofskills
• Customer/officefocus
• Completionofassignedtasks/objectives
• Professionalism
Performance evaluations for maritime staff also in-
cludes the following aspects:
• Achievement of specific groupor individual ob-
jectives
• Verificationofskillsdemonstrated
• Assessment of professional and organisational
conduct
7.2.4 Prevention of workplace injuries
The Group organises work so as to comply with the
safety and hygiene regulations in effect. Specifical-
ly, workers receive specific training in regards to the
work they perform, for the specific activities they do
and the special aspects of their working environ-
ment.
The Group ensures that all workers receive suffi-
cient and adequate training on working methods
and on risk prevention at the time they are hired or
when they change jobs.
The Group provides training courses in regards to
the provisions contained in Italian Legislative De-
cree 81/08 (Consolidated Act on Workplace Safety)
for the specific activities the business carries our,
on workplace health and safety risks connected to
the individual responsibilities, as indicated and as-
sessed pursuant to article 28 of Italian Legislative
Decree 81/08 and on prevention and protection
measures and activities implemented and/or sched-
uled.
During training activities, particular attention is
also paid to the proper use of Personal Protective
No. accidents on board ships (2012-2015)
100
200
300
2012 2013
228
272
204192
2014 2015
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Preventionworkers receive special training regarding the specific tasks they perform
Equipment deemed necessary based on the risk as-
sessment done for the company’s activities, as well
as working methods and procedures to be adopted
to guarantee adequate safety conditions.
These training activities are provided periodically,
pursuant to Italian Legislative Decree 81/08 and to
implement any regulatory changes:
• athiringoratjobchanges;
• any time changes occur in the company’s activi-
ties, judged significant in terms of their impact on
worker health and safety conditions;
• whensignificantchangesaremadetoreference
regulations that require revised risk assessments
in regards to worker health and safety.
Pursuant to article 28, paragraph 1, letter F), tasks
have been identified that expose workers to specif-
ic risks which require recognised professional abil-
ities, specific experience, adequate training and/or
education. For the Group, there are no tasks which
involve exposure to specific risks requiring recog-
nised professional abilities, specific experience, or
adequate training and/or education.
One of the Grimaldi Group’s objectives is to establish relationships with our business partners that are based on transparency, correctness and impartiality.
In structuring its supply processes and supplier re-lationships, the Group refers to that established in the General Purchasing Conditions, the Integrated Quality Assurance and Environmental Manual and its Code of Conduct.
More specifically, the approach adopted in manag-ing all steps within the supply process is based on respect for the following principles:
• Respectforthe lawandnationalandEUregula-tions;
• Respect for thecompetitionandnon-discrimina-tion with possible competitors;
• Transparencyintheselectionprocess;• Efficiencyandefficacy.
The Integrated Quality Assurance and Environmen-tal Management Manual defines responsibilities and governs the operating methods within the sup-ply process, from identification of possible suppliers to the final selection stage.
Suppliers, identified from the Registries or on the basis of what the market offers, are selected using appropriate and objective methods that consider, in addition to quality, innovation, cost and services offered, social and environmental performance and respect for the values outlined in the Group’s Code of Conduct.
In fact, in order to increase the awareness of its sup-pliers about environmental responsibility, the Group
7.3 Our suppliers and agents
32 2015 Sustainability Report
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Raw, ancillary materials, consumables and goods
41%
32%
Services and use of third-party assets
56%
63%
Use of third-party assets
3% 5%
2014 2015
Supply costs for product category
Supplier totals by geographic area*
Other 14%
Belgium 3%
Sweden 3%
Spain 4%
Great Britain 4%
Netherlands 4%
Finland 6%
Germany 7%
Italy 55%
Supplier certification type
ISO 9001
ISO 14001
OHSAS 18001
ISO 3834-2
ISO 22000
Other
10%2%
2%3%
15% 68%
In 2015, the Group had costs for raw materials, services and use of third-party assets totalling €1,659 million, of which around €455 million for the purchase of fuels and lubricants (around 26% less than in 2014).
The Group has relationships with around 9,000 suppliers at an international level.
provides them with its Environmental Policy, inviting them to act in compliance with it, as well as with all environmental regulations in effect. The Group un-dertakes to inform its suppliers of the requirements and operating procedures relevant to them, in order to prevent environmental impacts connected with the on-site execution of activities.
When analysing suppliers, the Group examines whether the main health, quality and environmen-tal certifications are held. In particular, only suppli-ers whose quality systems are ISO 9000 certified are considered to be qualified. When suppliers have implemented a quality system which refers to other
regulations, the Group reserves the right to carry out audits to determine whether it is adequate.
Most suppliers have their registered offices in the reference geographic areas, contributing to the growth of the local economies.
The attention the Group pays to sustainable man-agement of the supply chain also is demonstrated, as in the graph above, by the decision to recognise and select suppliers that adopt quality, workplace health and safety and environmental management systems that are structured and certified under in-ternationally recognised standards: ISO 9001, ISO 14001 and OHSAS 18001.
*) Number of suppliers by geographic area, net of suppliers for technical/nautical services and bunkers. When assigning geographic areas, the location of the suppliers’ registered offices was used.
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The Group is an active member of many trade associations, both in Italy and abroad, contributing to the definition of strategic guidelines together with other important national and international players.
Below we list the main trade associations with which the Group has solid and lasting relations and participates in, in order to promote nautical activities both nationally and internationally.
member of confitarma, which is an association for navigation companies and shipowning groups that operate in freight and passenger transport, cruises and auxiliary traffic services. Participation in this association is very active: Emanuele Grimaldi has been the President of Confitarma since 2013 and various Group directors are mem-bers of several issue-based commissions established within the association. In addition, the Group’s Human Resources Director is a member of the Ed-ucation Commission and the Labour Commission within the Confederation.
member of ics (International Chamber of Shipping), the main international organisation of the maritime industry which drafts and defines guidelines regarding technical, environmental and operational considerations which in-fluence international transport. A member of the board of directors, the only representative from Italy, is Emanuele Grimaldi.
ecg - The Association of European Vehicle Logistics is a Brussels based non-profit organisation that promotes the interests of car carrier operators and the logistics sector, providing a meeting place of suppliers of logistics services, car manufacturers and suppliers in the sector. The Commercial and Logistics Director of the Grimaldi Group, Costantino Baldissara, was the President of the Association from 2009 until May 2016, working actively to promote dialogue between suppliers, clients, authorities and institutions in regards to the fundamental requirements of the logistics chain.
The Group is a member of interferry, a global association for operators in the ferry sector that works to facilitate networking and communication with-in the sector and represents the interests of members in political and regu-latory contexts. Emanuele Grimaldi is a member of the Board.
The Group is a Sustaining Member of the aspen institute italia, a private, in-dependent, international, non-partisan and non-profit organisation that aims to promote business, political and cultural leadership in the country, through the exchange of knowledge, information and values. The Group participates in Aspen not only by contributing ideas for various programmes, but also by offering financial support for specific events on issues of significant strategic interest.
member of ecsa (European Community Shipowners’ Associations), an en-tity that represents all the European shipowner associations, with managers participating on various commissions and working groups as well as on the Board. Emanuele Grimaldi is the former President (2001-2003) and is a cur-rent Board Member.
7.4 Institutions and trade associations
34 2015 Sustainability Report
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7.5 Safety and security management
Safety management on board ships has always been a major priority.
Safety Management Certificate (SMC) 33 audits in 2015
Ship Security Certificate (ISSC): 25 audits in 2015
94%
6%19%
81%
Conformities Non conformities
2015 Audit*
7.5.1 Safety
The Group’s attention is focused not only on ensur-
ing compliance with the requirements under nation-
al and international law, but also on the objective
of going beyond mere respect for the regulations,
continuously improving quality standards, in line
with the Integrated Management System.
In regards to managing safe operations at sea and
preventing pollution, the Group is subject to that es-
tablished in the International Management Code for
the Safe Operation of Ships and for Pollution Pre-
vention (ISM Code), approved by an IMO resolution
in 1995.
The guidelines in the ISM Code envisage that the
“Company”, or the entity that is responsible for
managing safety and preventing pollution from
ships, must define and implement an appropriate
Safety Management System (SMS). To that end,
navigation companies are asked to hold two certi-
fications, which are periodically checked: the doc
(Document of Compliance), which is issued to the
Company, and the smc (Safety Management Certif-
icate), which is valid for each ship in the fleet. In ad-
dition, the Code establishes that the required pro-
cedures must be documented and defined within
the Safety Management Manual, a document much
be implemented in each ship and found on board
(as well as in the offices of the Company).
Grimaldi Deep Sea serves as the “Company” with-
in the Group’s Italian fleet and is responsible for
managing safety on all the ships of the three Italian
navigation companies. In the future, the Group also
plans to identify Grimaldi Euromed as a “Company”,
so as to extend the application of the DOC to two
companies, for the purposes of better division of
risk.
The Group’s Safety, Quality and Environment de-
partment (SQE Office) is responsible for the proper
implementation and updating of the Safety Man-
agement System on board ships and at the offices
of the Group, as well as carrying out periodic inter-
nal audits and organising periodic audits for certifi-
*) Audits performed on ships of the Group’s Italian companies
352015 Sustainability Report
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cation of the DOC and SMCs.
In addition to regular internal audits, the Group’s
ships are also subject to external inspections by in-
dependent entities, which vary based on the geo-
graphic areas in which the ships dock (inspections
carried out by the docking country - PSC).
In reference to PSC inspections carried out in the
Paris MoU region, in the last three years, Grimaldi
Group ships have undergone around 200 inspec-
tions, with a detention index of 0.5% (lower than av-
erage) and a deficiency index of 1.6% (in line with
the average for all Paris MoU inspections).
In regards to the countries of North Europe and
Canada, the organisation known as PSC “Paris
MoU” carries out on board inspections of ships to
verify that international health, safety and environ-
mental standards are correctly applied, as well as
verifying working conditions on the fleet. The fre-
quency of ship inspections varies with a score cal-
culated on the basis of the Group’s performance
(consolidated figure for all ships during the last 36
months), the specific target for each ship (type, age,
results of previous inspections, etc.), the ship’s flag,
and its classification registry. The Group’s fleet has
reached high performance levels and in the last
several years there have been no detention actions
implemented by PSC officers.
In US ports, the Group’s ships are also subject to
audits by the USCG (United States Coast Guard),
which applies extremely stringent regulations, in
particular in regards to the environment. Also in the
United States the Group’s ships have not been sub-
ject to provisions.
In the other geographic areas where the Group’s
ships operate, excellent performance levels have
also been seen in PSC inspections under various
regional agreements (e.g. South America/Vina del
Mar PSC, West Africa PSC MoU, Mediterranean
MoU, etc.).
Finally, in regards to application of Italian regula-
PSC inspections on Group ships - 2015
region total inspections
paris mou 70
mediterranean mou 17
africa mou 30
south america 2
north america 10
asia pacific 1
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Ch.7 - Business sustainability
tions on the safety of on board personnel, the Group
is subject to the provisions of the Italian Legislative
Decrees of July 27, 1999, no. 271 (for ships at sea)
and no. 272 (for ships in port), the rules and stand-
ards of which have been incorporated in the Safety
Management System Manual.
The Group has structured its safety policy by estab-
lishing primary objectives in regards to protecting
the health and safety of on board and on land per-
sonnel, preventing pollution, and ensuring the safe-
ty of ships, loads, passengers and infrastructure.
The adoption of a detailed safety management and
pollution prevention system, with continuous re-
views and audit activities, has led to the continuous
development and implementation of improvement
actions. Effective monitoring and analysis of perfor-
mance indexes, calculated on the basis of meas-
urable data, allows the Group to make fact-based
decisions and carry out all possible improvement
actions in a concrete and effective manner.
Special attention is paid to monitoring and carrying
out comparative analysis of indexes relative to: ac-
cidents, near misses, employee injuries, analysis of
the results of safety inspections and audits, both in-
ternal and third level, certification audits for various
systems implemented (safety, security, quality, envi-
ronment), the performance of on board personnel,
training provided to on board personnel, and an ob-
servatory for the entire naval regulatory structure.
In regards to management of food products on
board the Group’s ships, although management is
outsourced to specialised third party entities, it veri-
fies that these entities meet relevant standards.
During the course of internal audits on board ships,
the implementation status for HACCP procedures
is verified, as well as the skills of operators, docu-
mentation, etc. The HAACP process is completed
through sampling done on board by experts, fol-
lowed by microbiological analysis done in special-
ised structures/laboratories.
Land-based training for on board personnel is
structured by the Maritime Office, on the basis of
assessment notes provided by the captain/chief en-
gineer/commissary (based on relevant area of the
ship: deck/engine/hotel).
In general, courses are organised for officers which
are held at head office in Naples. These courses in-
clude several modules provided by various depart-
ments on the basis of specific skills/assignments.
The SQE Office is responsible for supply the follow-
ing training modules:
• SafetyManagementSystem(SMS)
• SecurityManagementSystem(ISPS)
• Integrated quality/environmental management
system (ISO9001-ISO14001).
• PortStateControlverificationprocedures(PSC)
The manager of the SQE Office, as the Compa-
ny Security Officer, provides and certifies update
courses to Ship Security Officers every five years
(chief mates and captains).
The company training courses provided to maritime
staff during 2015 also included Manoeuvre Simula-
tion courses, thanks to the installation and updating
of software which simulates manoeuvres for new
ship models, also in new ports.
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during 2015, joint land-sea exercises were done on application of anti-pollution measures, while
in June of the same year, in naples a large scale security procedure exercise was carried out,
aimed at testing response capacity in regards to possible threats for all the 62 ships in the Italian
fleet, as well as verifying that procedures are properly implemented on board in accordance with
protocol.
The exercise, which was completed with satisfactory results, no inconsistencies, and no delays,
also involved the participation of the Italian Coast Guard, qualified security experts, and the
involvement of the US Coast Guard.
7.5.2 Security
In regards to security management, the Group com-
plies with national, EU and international standards
and regulations that govern all aspects associated
with ships and docking ports.
At the national level, the issue of security is gov-
erned by the National Maritime Security Programme
(PNSM), while at the EU level the Group operates in
compliance with Regulation EC 725/2004 relative
to improving security on ships and in port struc-
tures. Outside the EU, the International Ship and
Port Facility Security Code (ISPS) applies.
The Group has made a firm commitment to en-
suring the highest security standards on its ships.
This is achieved by providing continuous training
for on board personnel, both on land and at sea,
and through the supplying of tools, structures and
equipment aimed at mitigating security threats,
again on land and at sea, above all in geographic
areas subject to the threat of piracy (e.g. the Indi-
an Ocean, West Africa), as well as illegal immigra-
tion (e.g. North Africa, West Africa, Greece, etc.), all
while maintaining a suitably alert stance in regards
to the risks of terrorism.
An intense programme of internal audits on board
ships, carried out regularly by specialised person-
nel, makes it possible to ensure satisfactory imple-
mentation of a security management system and
certification of the ships as required by the regula-
tions in effect, as well as audits carried out by the
relevant authorities.
The Group, in addition to regulatory requirements,
also promotes supplementary initiatives in terms of
training and security exercises on land and at sea.
security management activities, at sea and in port, consist in all the measures adopted by the Group to prevent and control, when possible, all the types of illicit actions that can affect a ship.
38 2015 Sustainability Report
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7.6 Our role in the community
Always attentive to the cultural development of the social network in which it operates, the Grimaldi Group has developed cooperative relationships with schools and the academic sector for years.
In the context of the Grimaldi Group’s activities, the combination of a global vision of the market and tra-ditions and family values is decisive. The union of these two aspects allows the Group to develop ini-tiatives that are not only business and customer ori-ented, but also socially responsible. In particular, the Tourism Office develops partnerships with entities, institutions and associations working in the social realm, which have led to the creation of sustainable travel programmes and charitable activities.
7.6.1 We invest in the future: collaborations with associations, universities and research institutes
In this area, we note the recognition received from the Italian Ministry for Education, Universities and Research (MIUR), in relation to the Grimaldi Educa - Navigando Si Impara project, which at the end of 2015 became an official three-year agreement with said Ministry. The objective of the agreement is to disseminate and experiment with an alternating school/work model, able to provide students with skills that increase their employment prospects, in line with corporate and sector requirements.
In line with the Group objectives indicated above, multiple training opportunities are offered every year through the Grimaldi Lines brand. These are educational courses for nautical, tourist, hotel and
technical institutions, offering industrial, electrotech-nical, IT, mechanical, transport and logistics training. The programmes are held on board Group ships and include activities that allow students to familiar-ise themselves with professions at sea. A solution to identify and focus the decisions of young people towards jobs close to them, and to develop skills and professional talents that are recognisable and valued in the job market.
In the scholastic field, in 2015 the Group revised its training projects.
grimaldi educa is a project developed by the Group, dedicated to training young people in mid-dle and high school, with the objective of assisting teachers in the selection of educational trips and in the creation of training projects that involve students through practical activities. In addition, special initi-atives and discounts for individual or class trips are reserved for students.
Technical and professional high schools, such as nautical, technical, tourist and hotel schools, are the focus of the navigando si impara training courses, aimed at combining theoretical preparation with practical activities carried out on board Grimaldi ships. These programmes can be personalised, and the duration of the travel can be adjusted in line with the PON/POR frameworks and alternating school/work projects.
For the second consecutive year, the Group has
392015 Sustainability Report
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recognised students who have distinguished them-selves during the course of the national competi-tions held by MIUR, dedicated to students from nau-tical and tourist technical institutions and hotel pro-fessional institutions. Grimaldi Lines has made six weekends available on board the flagships Cruise Roma and Cruise Barcelona, in permanent service between Civitavecchia, Porto Torres and Barcelona.
At the academic level, in 2014 two scholarships were assigned in honour of Guido Grimaldi, Cavaliere di Lavoro (highest Italian honour for an industry manag-er), to two female students of the Federico II di Na-poli university, who distinguished themselves for the best theses in the logistics and maritime economics degree, with a monetary prize and the publication of abstracts of the theses in a national scientific journal.
For 2015, the Group has confirmed its collaboration with various institutes. At the IPE of Naples (Institute for Research and Educational Activity), a scholar-ship was offered to the best student in the Master in International Management: Strategy, Shipping and Logistics for Foreign Markets programme, for €5,000.
The Group has continued its collaboration with the “Duca degli Abruzzi” Nautical Institute of Pozzuoli, of-fering two study scholarships to the two most outstand-ing students in the “engine” and “deck” areas of study.
In 2015, cooperation with Link Campus University of
Rome continued. The Group is present on the Sci-entific Committee, while its managers participate as teachers in the Master in Management and Policy for Integrated Port Logistics in the Mediterranean, providing information about various issues relative to maritime transport and logistics. Additionally, at the end of the courses, students have the possibility to work as interns at Group offices.
Finally, cooperation with the Centro Studi SRM (Southern Italy Research Studies) continued, in con-nection with the Intesa Sanpaolo Group, with an an-nual contribution of €5,000.
In the European context, the Grimaldi Group is among the founding members of Escola Europa de Short Sea Shipping, one of the main maritime train-ing centres in Europe, which has the primary aim of promoting Short Sea Shipping and intermodal trans-port through innovative seminars.
The Grimaldi Group supports the Malta Maritime In-stitute, offering on-board training embarkations to cadets. Every year, a monetary prize is presented to the top three students graduating, whilst a new manoeuvre simulator was donated to the academy.
Partnerships were also carried out to offer educa-tional trips and for cultural cooperation (“Leggere: Tutti”; “Grimaldi Movie Campus”), as well as with Opera Romana Pellegrinaggi and Unitalsi to support pilgrimages for the neediest people.
In 16th place among Italian companies with the best corporate reputation
Source: Reputation Institute – Italy Rep Tral ® Pulse 2016
is a project developed by the Group, dedicated to training young people in middle and high school
40 2015 Sustainability Report
Ch.7 - Business sustainability
The Grimaldi Foundation Onlus, founded in 2007 by
the Grimaldi Family, is a non-profit that works exclu-
sively in support of solidarity, carrying out its activi-
ties in the arena of social assistance.
More specifically, the Foundation’s main goal is to
support and increase the promotion, achievement
and management of social initiatives. It supports
and develops, also indirectly through services pro-
vided to institutes and entities with similar goals, in-
itiatives aimed at assisting, training, educating and
helping, with a focus on needy young people.
In addition, in terms of social responsibility stand-
ards, the Foundation supports young children of
sailors who were the victims of workplace accidents,
as well as those of sailors who lost their navigation
certificate due to serious non-work related illness,
The Grimaldi foundation Onlus figures
€ 667,390 financing for foundation projects, 2015
€ 3,269,587 financing for foundation projects, 2007-2015
15% projects for needy families of fleet workers, both maritime and land-based
7.6.2 The Grimaldi Foundation
The Foundation works solely to achieve
social solidarity, carrying out its activities
through income deriving from investments in
low-risk securities, donations, largesse and
contributions from its founding members,
benefactors, companies or entities who
freely decide to support its activities.
endowment fund and restricted capital assets of around € 12 million, comprised of € 9 million donated by the Grimaldi Family and around € 3 million from the three Italian navigation companies.
1% of the profits of the Group’s three Italian companies are donated to the grimaldi foundation onlus
€ 667 thousand invested in the projects of the Grimaldi Foundation Onlus
15% of projects are dedicated to the families of employees suffering difficulties
the grimaldi foundation onlusis involved in a number of important projects, both nationally and internationally
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taking responsibility for their children’s education
until they reach the age of majority.
The Foundation is mainly financed with assets from
the Grimaldi Family. Additionally, every year the Ital-
ian companies of the Group make a contribution to
the Foundation, in the amount of 1% of net profits. In 2014-2015 the total amount contributed was around €4.5 million.
Any extra funds relative to the Foundation’s 2015 fi-nancial statements are entirely allocated to increas-ing existing equity.
The most significant activities conducted during the year.
PROJECT DESCRIPTION
“Ebola”
project
Contributions given to Caritas and Chierici to fight the Ebola virus in Guinea, Liberia and Sierra Leone
“A Ruota Libera”
Association
Laboratory for disabled children, offering ceramics, painting, drawing, theatre, film club, play therapy and pet therapy
Assistance to needy families
Monthly contribution given to families suffering economic difficulties
“La Casa di Tonia” project
One of the first projects financed by the Foundation. The project began in 2008, with the aim of creating a meeting place that overcomes religious, cul-tural and ethnic barriers. The structure hosts teenage mothers and their chil-dren, offering a number of crafting activities which allow the mothers to con-tribute to supporting their families, while also learning a craft
“Young student training” project
Contributions made to needy families to ensure the youngest students con-tinue their education
“Italian Parkinsons Association” project
Contributions to an association that works with people affected by Parkin-sons
OtherContributions made to: CNR, Association “A Tutti i Colori“, Foundation “Costruiamo il Futuro“
42 2015 Sustainability Report
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7.7.1 Our approach
The Group operates in compliance with laws, reg-ulations and other international, national and local norms in effect and applicable to environmental and management aspects of the corporate activities, products and services, within the field of application defined for its Quality/Environmental Management System.
With an eye to continuous improvement and reduc-tion of its impact on the environment, the Group is increasingly focussing its investments on going from a logic of mere regulatory compliance to one of pro-active management of environmental issues.
In line with that defined in the Integrated Quality/Environment Policy, the Group operates with a con-tinuous improvement approach to environmental performance and the use of technological process-es which meet the criteria of efficiency, efficacy and reduction of environmental impacts.
The Italian companies have defined an Integrated Quality and Environmental System in compliance with the ISO9001 norms for quality and ISO14001 with respect to environmental requirements during execution, development, production and assistance. In the medium term, there is the objective of defining a Group environmental policy, in order to include the best practices existing within its subsidiaries.
Additionally, again with a view to providing quality services while reducing the environmental footprint, the Group has invested a total of around €150 million in a programme to improve and increase the efficien-cy of the fleet in the 2014-2016 period.
7.7.2 The integrated management system
The Grimaldi Group is committed to developing and
efficiently managing its activities so as to effectively
respond to the increase in volumes of traffic (passen-
gers and freight), while also ensuring the quality of
the services, maintaining security, protecting work-
place health and safety and reducing environmental
impacts.
In this light, Grimaldi has created its Integrated Qual-
ity and Environmental Management System, which
permeates all the Group’s processes15, allowing op-
eration with shared objectives.
The certifications ISO9001 “Quality Management
System” and ISO14001 “Environmental Management
System” have been issued by the relative certifica-
tion body (Registro Italiano Navale) to the Group’s
three Italian companies and covers the management
of maritime transportation of freight and passengers
with own and/or leased ships. Special care is tak-
en in reviews done by management and by all the
company departments involved in the processes. In
order to better monitor and manage the integrated
quality/management policy, the Grimaldi Group has
established an Internal Quality and Environment
Committee, which meets at least once a year to re-
view the Quality and Environmental Management
System. The Committee, presided over by the Qual-
ity/Environment Director, consists of the heads of
various departments and sectors within the Group,
and prepares an Improvement Plan once a year, for
approval by the BoD.
15) The Integrated Management System covers the Italian companies Grimaldi Group S.p.A., Grimaldi Euromed S.p.A. and Grimaldi Deep Sea S.p.A.
The Grimaldi Group is carrying out an important investment programme to reduce the environmental impact of its owned ships, used in both short and deep sea traffic
7.7 Environmental respect and protection
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Ch.7 - Business sustainability
7.7.3 Our commitment to reducing environmental impacts
CO2-10 % between
2011 and 2015
In addition to adjusting to increasingly stringent environmental regulations, the Group has invested and continues to invest increasing amounts in vari-ous innovative projects which in addition to improv-ing fleet efficiency, also help to protect the environ-ment.
hull efficiency:
CO2-210
thousand tonnes CO2 emissions
the Grimaldi Group was one of the first players in the sector, from 2010, to apply a new type of non-toxic foul release coating to its fleet, which provided an increase in navigation efficiency, making it possible to reduce fuel consumption whilst maintaining pro-pulsion. The average increase in efficiency recorded was around 10% with an average decrease of 1% per year and maintenance policies for upgrading every five years in order to keep step with the top silicon products on the markets. As of the publication date for this document, around 80 owned ships have been
treated with this technology, helping to reduce CO2 emissions by around 210 thousand tonnes per year.
propulsion efficiency:
CO2-150
thousand tonnes CO2 emissions
In 2013, the Grimaldi Group began investing in a “re-blading” project, optimising propulsion through propeller replacement. In some cases, the results achieved showed an increase of up to 20% in pro-pulsion efficiency at equal operating speed, thereby reducing the use of fuel. With an eye to continuous improvement, an energy saving device has also been installed on some ships, located between the propeller and the rudder, known as “Promas Lite”. It is able to reduce vortical losses (improving hydrody-namics), further increasing propulsion efficiency. As of the publication date for this document, 19 directly owned ships have been involved in the re-blading project, helping to reduce CO2 emissions by around 150 thousand tonnes per year.
emissions reduction in eca areas16
In order to comply with regulatory requirements which, as of 2015, establish fuel sulphur limits of less than 0.1% for ships operating in the ECA areas, the Group invested in the installation of “scrubber” sys-tems which treat spent gases to keep sulphur emis-sions within regulatory limits, while also reducing emissions of particulate matter and unburned fuel. As of the publication date for this document, scrub-bers have been installed on 25 ships.
16) Emission Control Area, these are special areas (SOx Emission Control Area) in which sulphur emission limits are set, specifically for the content of sulphur in the fuels used, which are more severe than the limits applied globally.
ENVIRONMENTAL TECHNOLOGY INVESTMENT PROGRAMME
€ 150 million
4 strategic guidelines: Hull efficiency, propulsion efficiency, emission reduction, fuel monitoring
44 2015 Sustainability Report
Ch.7 - Business sustainability
Direct CO2 emissions (Scope 1)
2011 2012 2013 2014 2015
tco2/ship 47,533 44,454 42,740 42,268 43,201
average no. of ships operating during the year
99.0 102.1 106.7 104.0 107.5
Fuel consumed (Bunker)
mt 2011 2012 2013 2014 2015
hfo (mt) 851,083 815,040 753,247 744,623 965,091
lfo (mt) 558,857 536,479 606,274 560,919 249,946
mgo (mt) 91,755 96,655 94,830 96,487 265,397
total 1,501,696 1,448,174 1,454,351 1,402,030 1,480,435
Kg CO2e
Units
657
Grimaldi ships
1,397
Euro IV Trucks
0 500 1000 1500
-53% co2 emissions
Grimaldi ship vs.
road transport
flow-meter
In the four years between 2012-2015, flow-meters
were installed on 38 ships, making it possibly to ac-
curately measure the amount of fuel loaded. This
project has made it possible to improve purchasing
quality and timing. The Group has plans to install
these systems on another 26 ships between 2016-
2017. Total investment for 2012-2017 will be around
€ 5 million.
All the ships in the fleet have implemented the ship energy efficiency management plan (seemp), with the aim of:• Planning• Implementing• Monitoring• Measuring
the ship’s environmental performance. The SEEMP defines standard procedures, associated actions and annual objectives in terms of emissions reduction.
HFO (mt)
LFO (mt)
MGO (mt)
18%
17%
65%
Fuel type
7.7.4 Environmental performance
The Grimaldi Group, in order to reduce environmen-tal impacts associated with its activities, constantly monitors the main negative externalities:
• directemissions(scope1)• useofrawmaterials• waste
From 2011 - 2015, the group’s emissions were reduced by around 10%, thanks to invest-ments in energy and operating efficiency.
In addition, maritime transport continues to be more sus-tainable than road transport, as demonstrated by analysis done by the Grimaldi Group in relation to certain routes.
The use of fuel by fleet ships is directly connected to emis-sions.
452015 Sustainability Report
Ch.7 - Business sustainability
Disposal at sea
Offloaded on land/ incinerated on board
Waste disposal methods, 2015 1%
99%
Bilge water
Sludge
Domestic waste
Plastic
Food waste
Operating waste
Freight residue
Other
Waste, 201524%4% 1%
23%16%
13%
10%
7%
7.7.5 Pollution prevention
In regards to preventing pollution, the Group is sub-
ject to that established under MARPOL (Internation-
al Convention for the Prevention of Pollution from
Ships), ratified in 2001 by 161 nations adhering to
the IMO.
The MARPOL Convention consists of six annexes,
and is aimed at reducing the risk of pollution from
the following to a minimum:
• hydrocarbons
• toxicliquidsubstancestransportedinbulk
• toxicsubstancestransportedonpallets
• black/greywater(sewage)
• solidwaste
• toxicemissions(airpollution-fueluse)
Compliance with the requirements established un-
der MARPOL is guaranteed through the issuing of
specific certificates by the administration (through
the technical entity - Rina), following audits.
The Group has developed plans, instructions, man-
uals and registers to implement all the procedures
necessary to implement the MARPOL requirements
and document audits, inspections, etc.
Implementation of anti-pollution procedures in-
cludes a staff training and exercise programme,
both for MARPOL requirements and additional local
requirements (e.g. USA). The Group prepares and
organises joint land/sea exercises.
In the context of the Group’s environmental pro-
grammes, developed within the ISO14001 environ-
mental management system, the Group prepares
monitoring plans relative to water/ground/air pollu-
tion and plans to eliminate/reduce the same.
Relative to waste, the Group promotes the use of
on-board incinerators with the aim of reducing the
amount of solid waste unloaded while in port, ob-
viously in full compliance with limits/restrictions on
incinerator use.
<1%biodegradable waste and waste permitted for disposal at sea
46 2015 Sustainability Report
Ch.7 - Business sustainability
In 2015, the Grimaldi Group invested in various research projects in order to help improve the shipping sector, co-financed by European structural funds and national programmes.
Recent IMO regulations (conventions) have in-
troduced the requirement (in countries that have
signed the convention in question) to manage bal-
last water so as to limit/reduce the invasion of path-
ogenic marine organisms coming from other geo-
graphic areas and transported in ballast water. The
Group has prepared management plans/manuals
with the relative mitigation procedures. Ballast wa-
ter treatment systems have already been installed
on recently constructed ships, which meet the tech-
nical parameters established in the IMO documents.
For ships operating in the US, the Group has de-
veloped a special environmental compliance pro-
gramme to meet the additional obligations set by
the US authorities. For these activities, the Group
works with American specialists, world leaders in
the anti-pollution sector, who help to develop activ-
ities, procedures, training, etc.
In the case of spills at sea, an emergency protocol is
immediately followed. It involves meetings by a cor-
porate crisis management group and procedures
envisaged in contingent plans are activated, such
as the Ship Oil Pollution Emergency Plan (SOPE), or
Vessel Response Plan (VRP), if the accident occurs
in US waters/ports. The crisis management group
consists of the managers of the fleet operating of-
fices (DPA Technical Office, Maritime Office, SQE
Office) and has the task of coordinating all the tar-
geted actions aimed at minimising the spill/impact
as much as possible, as well as providing assistance
to the ship by working with any involved third par-
ties (e.g. local authorities, action/containment com-
panies, insurers, tugboats, classification entities,
flag authorities, etc.). Development of flow-charts
ensures that information flows appropriately among
all parties involved. In the context of the emergency
group, a specific department is identified which is
responsible for external relationships/communica-
tions and press relations (press, TV, etc.).
7.7.6 Research projects and innovation
“HABITAT” project
The “Habitat” project, financed through participation in the 2007-2013 “Research and Com-petitiveness” PON was successfully concluded at the end of 2015. The project objective was to optimise port traffic while ships are entering port, providing the traffic situation within the second to last and last marine mile, accurately and in real time, un-der all visibility conditions and for all types of vessels, with an advanced dynamic 2D display showing the vessels on the map. The project makes it possible to provide vessels a real time navigation support system, able to increase the safety of manoeuvres, docking precision and speed, and interoperability with port entities.Additionally, a simulation system makes it possible to train operators responsible for port traf-fic control.Carried out as a pilot project in the Salerno port, it saw involvement and cooperation between various subjects including the University of Salerno and Calabria, research centres (including CNR-IREA and CNIT) and small and medium local businesses.
472015 Sustainability Report
Ch.7 - Business sustainability
“SMART TUNNEL” project
The “Smart Tunnel” project, financed through 2007-2013 “Research and Competitive-ness” PON, has the object of developing a modular technological platform to support the port logistics and road-based freight transport chain, involving the integration of IT technologies and innovative communication systems.
All paper documents can be inserted into the platform in digital format, allowing users to easily and quickly consult them. Smart Tunnel has the goal of offering high levels of informational and operational efficiency, as well as greater social/environmental sus-tainability.
In addition to a number of companies, CNR and the University of Salerno participated in the project.
“MAR.TE” project
MAR.TE. S.c.ar.l. is a consortium company, in which the Grimaldi Group participates. Established in 2013 through a public/private partnership, it has the objective of devel-oping research and innovation projects in the integrated land/sea logistics sector. Its projects are aimed at increasing efficiency in land/sea logistics, through managing the release of goods arriving by sea from customers and sorting in the interport area where the goods are transported by land. The Grimaldi Group, through the consortium company, participates in the “Integrated Sea/Land Logistics” and “Safety Link for Sea/Land Logistics” projects, begun in 2013 and expected to be completed by the end of 2016.In particular, the Integrating Sea/Land Logistics project is structured into two distinct research lines:Line 1 involves the development of industrial research and prototype development through the use of management techniques based on business process reeingineering models (BPR), data monitoring and a strategic balanced scorecard. The project has the aim of defining, through the adoption of BPR techniques, concrete solutions to ration-alise and restructure some of the most critical organisational/management processes connected to logistics/port and interport activities. Line 2 involves the technological explication of innovative ICT solutions for port and interport logistics.The main purpose of the Safety Link for Sea/Land Logistics project is to analyse, define and develop systems and technologies that will ensure greater safety and efficiency in the exchange of goods, vehicles and people along the road corridor between port and interport. This will serve to improve the safety and logistics of land-based transport at local level and create a replicable “model” for similar contexts in Italy. Both projects have seen active participation from Università Parthenope, CNIT, CNR and local SME.
“SE@ME” project
The SE@ME (Sustainable e-maritime assistance for Maritime Employees, Passengers and Yachtsmen) project is aimed at increasing the efficiency of remote services for ships and leisure boats, with a particular focus on the areas of: telemedicine, telemetry, teledetec-tion and on board system diagnostics, as well as e-learning.
The project, begun in 2012, was financed through the CAMPUS tender (POR CAMPANIA FESR 2007/2013) and was completed at the end of 2015.
SE@ME made it possible to perfect a series of protocols, standards, models and tools which make it possible, by using civil satellite communication capacities, to makes ser-vices based on a mixed on line and semi-on line approach usable for ships and leisure boats, even on the open sea, when traditional infomobility systems do not offer effective coverage.
48 2015 Sustainability Report
Our commitments for the futureIn order to continue on the path to continuous improvement, with an eye to sustainable growth, the Group has defined areas of commitment, with associated objectives and actions.
8
area of commitment objective Action
reduction of environmental impacts
energy efficiency and reduction of emissions
•Re-bulb project•Fuel cell project•Installation of new exhaust gas treatment systems•Installation of waste heat recover systems•Inverter•Use of greater efficiency alternative fuels•Replacement of light bulbs with LED lights•Implementation of renewable energy systems on
board ships
environmental management system
extend the environmental management system to all the group’s navigation companies
•Define a Group environmental policy
train maritime staffofficial retention policy and crew growth and development
•Take advantage of crew experience and skill•Strengthen professional profile for emerging manage-
rial issues•Carry out development plans for ground positions•Restructure the entire training programme along of-
ficers’ entire career•Involve specialised trainers and seniors staff with a
professional on board background
492015 Sustainability Report
Ch.8 - Our commitments for the future
service quality
increase customer satisfaction levels and continue monitoring work performance for on board personnel at sea, as well as that of the suppliers of on board service, in order to increase user satisfaction and increase loyalty.
•Working with the IT department, develop a data ware-house system to collect and analyse passenger data (quantitative and qualitative)
•Strengthen monitoring of the on board services of-fered, working to improve diversification, implementa-tion and personalisation of products and activities
•Constantly analyse and monitor Call Center perfor-mance
•Develop a fast check-in procedure•Analyse the feasibility of a customer loyalty programme•Keep internal and external work procedures up to
date, to increase the efficiency of services offered, in-cluding providing training updates to department staff and peripheral offices
•Constantly monitor department and partner perfor-mance, ensuring productive standards are always sat-isfactory
•Continue investments in digital communication: com-plete the development of the new grimaldi-lines.com website, to further improve the booking services (B2C/B2B)
•Increase social activities
communicationpromote social corporate responsibility within the group.
•Develop activities carried out in the environmental, training and social sectors
management of security during at sea operations and pollution prevention
improve and increase efficiency in group performance.
•Obtain the DOC for Grimaldi Euromed SpA, with prepa-ration of the relative manual
•Gradually transfer all Grimaldi Euromed owned ships managed under ISM, with the Euromed DOC
•Revise/improve circulars/instructions issued by the CSO (Company Security Officer) and the DPA (Desig-nated Person Ashore)
•Revise/approve/distribute the Grimaldi Deep Sea SMS manual, introducing certain changes in the organisa-tional structure and new amendments and regulatory requirements
•Establish an internal working group between the Safe-ty, Quality and Environment Office and the commercial offices of Naples and London to optimise/reduce the number of operating instructions for Ro-Ro transport
•Introduce Italian as the working language on-board ships with Italian crews (preparation of plans, manuals, etc.)
•Improve ship performance in terms of PSC inspec-tions/accidents/injuries/results and audits
50 2015 Sustainability Report
AppendixAppendix
Materiality Analysis Process
In particular, the materiality analysis process involved three main steps:
1 Preliminary analysis
2 Categorisation
and prioritisation
3 Definition of
materiality matrix
Step 1 - Preliminary Analysis
During the first step, a list of material issues was drawn up, through analysis of issues relevant to the sec-tor (examination of documents for the Shipping and Logistics sector, GRI Sustainability Topics for Sectors, SASB), benchmark analysis with comparable companies, analysis of press materials (more than 5,000 arti-cles analysed starting from January 2015), and analysis of Group documents (Code of Conduct, Model 231, procedures, integrated management system, etc.).
Step 2 - Categorisation and prioritisation
During the second step, the issues identified were shared with Group management and company employ-ees involved in the process of preparing the Sustainability Report, through a dedicated workshop.Prioritisation of issues material to the Group was done using different methods for the internal view and for external stakeholders.Specifically, for the internal view, meetings were held with Group management to determine the impor-tance and appropriateness over the long term for each issue identified.External stakeholders’ point of view was determined by considering the aggregate results of the bench-mark analysis, media analysis and sector documentation. Points were assigned by considering how many times an issue appeared in the documents analysed and on the basis of qualitative assessments.
Step 3 - Definition of the materiality matrix
The results of the materiality analysis process were summarised in the materiality matrix (page 21 of this document) and in the table reported below, which compares the aspects of the GRI Sustainability Reporting Guidelines and the issues considered material to the Grimaldi Group.
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AppendixAppendix
The reporting perimeter
GRI AspectsSelected GRI indexes Material issue
Internal impact
External impact
Econ
omic
economic performance ec1
Innovation and sustainable
development, Investments in the community
√ √
procurement practices ec9 Supply chain √
Envi
ronm
ent
energy dma, en3 Energy efficiency √
emissions en15 GHG emissions √
Soci
al
employment la1, la3 Focus on people √
occupational health&safety la5, la6 Health and safety √
training and education la9 Focus on people √
diversity and equal opportunity la12 Focus on people √
equal remuneration for women and men la13 Focus on people √
Com
pany anti-corruption so5 Business Ethics √ √
compliance so8 Business Ethics √
Pro
duct
lia
bilit
y
product services and labelling pr5 Customer focus √
Economic/financial data
the perimeter corresponds to that of the consolidated financial statements at december 31, 2015.
Personnel data
the perimeter considers the staff of the following companies: grimaldi group spa, grimaldi euromed spa, grimaldi deep sea spa, finnlines plc, atlantic container line ab, minoan lines sa, malta motorways of the sea ltd, ports and terminal multiservices limited, grimaldi agencies uK ltd, grimaldi logistica espana sl, grimaldi maritime agencies sweden ab, Valencia terminal europa sl, scandinavian auto logistics a/s, euro-med ireland logistics ltd, grimaldi germany gmbh, grimaldi belgium nV, cetal srl, antwerp euroterminal nV, Wallhamn ab.
Environmental data
in regards to emissions figures, the perimeter corresponds to that of the consolidated financial statements.for waste management figures, the reference perimeter is: grimaldi group spa, grimaldi deep sea spa, grimaldi euromed spa.
52 2015 Sustainability Report
AppendixAppendix
Social performance
The tables below present data for the principal indicators regarding Group personnel. It should be noted that in order to best represent the specific nature of the sector and give an appropriate picture of the em-ployment impact of the Group, data regarding maritime personnel numbers refer to work positions active in 2015. In fact, as highlighted in the “Fifth Report on the Maritime Economy – Maritime cluster and devel-opment in Italy”, due to the special nature of maritime work, the number of employees are lower than the number of positions because of the effect of the shift system worked by employees as sea.
The remaining indicators, unless otherwise specified, represent the situation at 31 September 2015 as set out by the “G4 Sustainability Reporting Guidelines“.
total group personnel u.o.m. 2015
administrative personnel no. 3,124maritime personnel no. 10,219
total personnel no. 13,343
g4-10 administratiVe personnel u.o.m. 2015 2014
emploYees no. 2,805 2,891men no. 1,933 1,997
Women no. 872 894
contract WorKers no. 319 326men no. 141 142
Women no. 178 184
total no. 3,124 3,217
1) Centro Studi Investimenti Sociali (centre for research into social investment) - CENSIS - for Federazione del Mare (Italian maritime federa-tion)
g4-10administratiVe personnel With permanent contracts, bY tYpe of WorK and sex u.o.m. 2015 2014
full-time no. 2,586 2,683men no. 1,849 1,929
Women no. 737 754
part-time no. 116 119men no. 17 22
Women no. 99 97
g4-10 administratiVe and maritime personnel, bY geographic area and sex, at 31 december u.o.m. 2015 2014
italY no. 1,391 1,304men no. 1,228 1,154Women no. 163 150spain no. 115 112men no. 80 78Women no. 35 34greece no. 497 454men no. 396 358
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2) Accounting scope covers only administrative personnel. The exclusion ratio depends on the nature of the contract applied to maritime personnel, for which, as a general rule, the hiring period coincides with the embarkation period. Therefore, if they were included when cal-culating the hiring rate, for every maritime employee there would be a number of hires equal to the number of voyages made during the year, which could create misleading data.
g4-10 administratiVe and maritime personnel, bY geographic area and sex, at 31 december u.o.m. 2015 2014
Women no. 101 96finland no. 1,064 1,095men no. 823 846Women no. 241 249sWeden no. 633 615men no. 436 426Women no. 197 189united Kingdom no. 387 378men no. 206 197Women no. 181 181malta no. 4 4men no. 2 2Women no. 2 2germanY no. 202 213men no. 103 99Women no. 99 114belgium no. 260 244men no. 149 137Women no. 111 107other countries no. 2,396 2,429men no. 2,163 2,161Women no. 233 268total no. 6,949 6,848men no. 5,586 5,458Women no. 1,363 1,390
g4-11collectiVe contract agreement coVerage rate u.o.m. 2015 2014
percentage of employees covered by collective contract agreements % 81% 81%
g4-la1 hiring 2 u.o.m. 2015 2014
hiring rate % 6% 7%hiring bY sex
men no. 267 263men % 65% 61%Women no. 146 170Women % 35% 39%total no. 413 433
hiring bY age class <30 years no. 222 224<30 years % 54% 52%30-50 years no. 155 18130-50 years % 38% 42%>50 years no. 36 28>50 years % 9% 6%total no. 413 433
hiring bY geographic areaitaly no. 65 59italy % 16% 14%spain no. 11 9spain % 3% 2%
54 2015 Sustainability Report
AppendixAppendix
3) Accounting scope covers only administrative personnel. The exclusion ratio depends on the nature of the contract applied to maritime personnel, for which, as a general rule, the termination period coincides with landing. Therefore, if they were included when calculating the turnover rate, for every maritime employee there would be a number of departures equal to the number of voyages made during the year, which would create misleading data.
g4-la1 hiring 2 u.o.m. 2015 2014
greece no. 37 49greece % 9% 11%finland no. 62 94finland % 15% 22%sweden no. 121 93sweden % 29% 21%united Kingdom no. 44 69united Kingdom % 11% 16%germany no. 9 12germany % 2% 3%belgium no. 32 25belgium % 8% 6%other countries no. 32 23other countries % 8% 5%total no. 413 433
g4-la1 turnoVer3 u.o.m. 2015 2014
turnover % 7% 9%
turnoVer bY sexmen no. 386 397men % 79% 69%Women no. 102 181Women % 21% 31%total no. 488 578
turnoVer bY age class <30 years no. 153 158<30 years % 31% 27%30-50 years no. 240 30030-50 years % 49% 52%>50 years no. 95 120>50 years % 19% 21%total no. 488 578
turnoVer bY geographic areaitaly no. 21 36italy % 4% 6%spain no. 3 1spain % 1% 0%greece no. 61 66greece % 13% 11%finland no. 102 277finland % 21% 48%sweden no. 113 75sweden % 23% 13%united Kingdom no. 13 13united Kingdom % 3% 2%germany no. 18 17germany % 4% 3%belgium no. 19 21belgium % 4% 4%other countries no. 138 72other countries % 28% 12%total no. 488 578
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AppendixAppendix
4) TI = (total injuries/total hours worked) x 200,0005) For administrative personnel, the scope covers 94% in 2014 and 93% in 2015, net of staff from the following companies: Grimaldi Maritime
Agencies Sweden AB, Malta Motorways of the Sea Ltd, Scandinavian Auto Logistics A/S, Grimaldi Agencies UK Ltd.
g4-la3 parental leaVe u.o.m. 2015 2014
emploYee WorKers With the right to parental leaVemen no. 1,852 1,811Women no. 749 758total no. 2,601 2,569
emploYees Who used parental leaVemen no. 101 93Women no. 86 78total no. 187 171
emploYees returning to WorK after parental leaVemen no. 98 90Women no. 64 64total no. 162 154
emploYees returning to WorK after parental leaVe, still emploYed 12 months after return men no. 97 86Women no. 62 63total no. 159 149
parental leaVe return rate men % 101% 101%Women % 108% 98%total % 104% 100%
parental leaVe retention ratemen % 108% ndWomen % 97% ndtotal % 103% nd
g4-la6 injurY rate (ti) 4 - administratiVe personnel 5 u.o.m. 2015 2014
italY i 1 1men i 1 1Women i - -
spain i 3 2men i 4 3Women i - -
finland i 8 10men i 11 13Women i 1 2
united Kingdom i 3 -men i - -Women i 8 -
other countries i 0 0men i 0 0Women i - -total injury rate, administrative personnel i 2 2men i 2 3Women i 0 0
g4-la5 emploYees represented on health and safetY committees. u.o.m. 2015 2014
percentage of employees represented on health and safety committees
% 23% 24%
56 2015 Sustainability Report
AppendixAppendix
5) For administrative personnel, the scope covers 94% in 2014 and 93% in 2015, net of staff from the following companies: Grimaldi Maritime Agencies Sweden AB, Malta Motorways of the Sea Ltd, Scandinavian Auto Logistics A/S, Grimaldi Agencies UK Ltd.
6) TMP= (cases of occupational disease/total hours worked) x 200,000.7) The perimeter covers 94% in 2014 and 93% in 2015, net of staff from the following companies: Grimaldi Maritime Agencies Sweden AB,
Malta Motorways of the Sea Ltd, Scandinavian Auto Logistics A/S, Grimaldi Agencies UK Ltd.
g4-la6 injurY rate (ti) - maritime personnel u.o.m. 2015 2014
italY i 1 2men i 2 2Women i - 1
greece i 1 1men i 1 1Women i - -
finland i 11 10men i 11 9Women i 12 12
sWeden i 7 5men i 8 5Women i 4 4
other countries i 2 2men i 2 2Women i 8 5total injury rate, maritime personnel i 3 2men i 2 2Women i 6 5
g4-la6 occupational disease rate (tmp)5 - administratiVe personnel6 u.o.m. 2015 2014
spain i 2 2men i 3 3Women i - -
sWeden i 1 1men i - -Women i 2 3
other countries i - -men i - -Women i - -total occupational disease rate, administrative personnel i 0 0men i 0 0Women i 0 0
g4-la6 occupational disease rate (tmp)6 - maritime personnel7 u.o.m. 2015 2014
greece i 2 2 men i 2 2 Women i 6 8
sWeden i 0 -men i - -Women i 1 -
other countries i 0 -men i 0 -Women i - -total occupational disease rate, maritime personnel i 0 0 men i 0 0 Women i 1 0
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AppendixAppendix
8) IG = (days of work lost/hours worked) x 200,000. 9) The perimeter covers 94% in 2014 and 93% in 2015, net of staff from the following companies: Grimaldi Maritime Agencies Sweden AB,
Malta Motorways of the Sea Ltd, Scandinavian Auto Logistics A/S, Grimaldi Agencies UK Ltd.10) TA = (days absent during accounting period/total business days during accounting period) x 200,000. 11) The perimeter covers 74% in 2014 and 76% in 2015, net of staff from the following companies: Grimaldi Maritime Agencies Sweden AB,
Malta Motorways of the Sea Ltd, Scandinavian Auto Logistics A/S, Grimaldi Agencies UK Ltd, Valencia Terminal Europa SL, CETAL Srl, Ports and Terminal Multiservices Limited and Euro-Med Ireland Logistics Ltd.
g4-la6 seVeritY index (ig)8- administratiVe personnel9 u.o.m. 2015 2014
italY i 22 8men i 28 10Women i - -
spain i 35 53men i 51 77Women i - -
finland i 16 20men i 21 26Women i 2 2
united Kingdom i 159 -men i - -Women i 400 -
other countries i 25 49men i 29 57Women i - -severity index, administrative personnel i 19 23men i 23 31Women i 8 0
g4-la6 seVeritY index (ig) - maritime personnel u.o.m. 2015 2014
greece i 30 37 men i 31 38 Women i - -
finland i 182 154 men i 216 162 Women i 32 118
sWeden i 7 2 men i 2 3Women i 22 0
other countries i 4 3 men i 3 3 Women i 27 3 severity index, maritime personnel i 19 17 men i 19 16Women i 19 32
g4-la6 absentee rate (ta)10- administratiVe personnel11 u.o.m. 2015 2014
italY i 8,734 7,919 men i 4,489 3,854 Women i 19,721 18,190
greece i 4,051 2,390 men i 1,083 1,542 Women i 6,612 3,151
finland i 7,404 9,311 men i 8,194 9,779 Women i 5,207 7,892
sWeden i 5,353 3,704 men i 7,387 4,434 Women i 2,992 2,883
58 2015 Sustainability Report
AppendixAppendix
12) The perimeter covers 94% in 2014 and 93% in 2015, net of staff from the following companies: Grimaldi Maritime Agencies Sweden AB, Malta Motorways of the Sea Ltd, Scandinavian Auto Logistics A/S, Grimaldi Agencies UK Ltd
g4-la6 absentee rate (ta) - maritime personnel u.o.m. 2015 2014
greece i 447 518 men i 452 423 Women i 337 2,667
finland i 10,339 11,608 men i 12,057 13,469 Women i 2,647 2,959
sWeden i 27,119 29,617 men i 20,766 22,752 Women i 50,582 52,391
other countries i 42 35 men i 34 35 Women i 327 41 total absentee rate i 2,531 2,779 men i 1,932 2,115 Women i 13,247 14,130
g4-la6 deaths 12 - administratiVe personnel u.o.m. 2015 2014
finland no. 1 -men no. 1 -Women no. - -
other countries no. - -men no. - -Women no. - -total deaths - administrative personnel no. 1 -men no. 1 -Women no. - -
g4-la6 absentee rate (ta)10- administratiVe personnel11 u.o.m. 2015 2014
united Kingdom i 4,591 4,105 men i 3,712 3,484 Women i 5,705 4,887
germanY i 13,760 10,473 men i 8,415 7,097 Women i 20,107 13,766
belgium i 7,276 5,483 men i 4,582 4,414 Women i 10,181 6,593
other countries i 574 478 men i 330 230 Women i 2,199 2,085 total absentee rate, administrative personnel i 5,496 4,910 men i 3,790 3,632 Women i 9,447 8,004
g4-la6 deaths - maritime personnel u.o.m. 2015 2014
finland no. - 1men no. - 1Women no. - -
other countries no. 1 -men no. 1 -Women no. - -total deaths - maritime personnel no. 1 1men no. 1 1Women no. - -
592015 Sustainability Report
AppendixAppendix
13) Perimeter covering 98% in 2014 and 99% in 2015, net of staff from CETAL Srl, Antwerp Euroterminal NV in 2014 and in 2015 net of staff from CETAL Srl.
14)The perimeter shows coverage of 79%, net of staff from the following companies: CETAL Srl, Antwerp Euroterminal NV, Minoan Lines SA, Atlantic Container Line AB and Euro-Med Ireland Logistics Ltd.
15) The figures refer to the Board of Directors of the parent company Grimaldi Group S.p.A.
g4-la9 aVerage training hours, bY sex13 u.o.m. 2015 2014
men h/no. 6.31 6.67Women h/no. 7.00 7.28total h/no. 6.43 6.79
g4-la9 aVerage training hours, bY categorY14 u.o.m. 2015 2014
administrative personnel h/no. 5 5managers h/no. 4 4executives h/no. 4 4employees h/no. 5 5maritime personnel h/no. 2 3officers h/no. 4 6petty officers h/no. 5 5ordinary sailors h/no. 1 0total h/no. 3 4
g4-la12 breaKdoWn of goVerning bodies15, bY sex u.o.m. 2015 2014
men no. 4 4men % 100% 100%
g4-la12 breaKdoWn of goVerning bodies, bY age u.o.m. 2015 2014
>50 years no. 4 4>50 years % 100% 100%
g4-la12 breaKdoWn of administratiVe personnel bY professional categorY and sex u.o.m. 2015 2014
managers no. 213 213men no. 178 179men % 84% 84%Women no. 35 34Women % 16% 16%
executiVes no. 350 309men no. 275 232men % 79% 75%Women no. 75 77Women % 21% 25%
emploYees no. 2,242 2,369men no. 1,480 1,587men % 66% 67%Women no. 762 782Women % 34% 33%total no. 2,805 2,891men no. 1,933 1,998Women no. 872 893
60 2015 Sustainability Report
AppendixAppendix
GRI Content Index
KPGM S.p.A. reviewed the Sustainability Report as a whole, of the Grimaldi Group at 31 December 2015, in accordance with ISAE 3000 (Revised). For additional information about the scope of the review and the procedures carried out by the independent auditors, please refer to the “Independent auditors’ report” on the Sustainability Report.
The information summarised in the GRI Content Index is included in the scope of the review. No other information was reviewed.
16) The accounting scope covers administrative personnel only and is net of CETAL Srl and Antwerp Euroterminal NV personnel.
general standard disclosure
profile disclosure
description direct response
strategY and analYsis
g4-1 declaration of the highest decision making enti-ty regarding the importance of sustainability to the organisation and its sustainability strategy
letter from the chairman
organisational profile
g4-3 organisation name methodological note
g4-4 main brands, products and services the grimaldi group
g4-5 registered offices of the organisation Via amari emerico 8, 90139, palermo (pa), italy
g4-la12 breaKdoWn of administratiVe personnel bY professional categorY and age class16 u.o.m. 2015 2014
<30 Years no. 311 340managers no. 2 2managers % 1% 1%executives no. 13 11executives % 4% 3%employees no. 296 327employees % 95% 96%
30-50 Years no. 1,660 1,753managers no. 97 100managers % 6% 6%executives no. 218 205executives % 13% 12%employees no. 1,345 1,448employees % 81% 83%
>50 Years no. 703 738managers no. 108 109managers % 15% 15%executives no. 78 89executives % 11% 12%employees no. 517 540employees % 74% 73%
612015 Sustainability Report
AppendixAppendix
general standard disclosure
profile disclosure
description direct response
g4-6 number of countries in which the organisation works, name of countries in which the organisa-tion carries out its main operating activities or that are significant in regards to sustainability issues
the grimaldi group
g4-7 ownership structure and legal form the grimaldi group
g4-8 markets served (including geographic analysis, sec-tors served, types of customers and beneficiaries)
the grimaldi group
g4-9 organisation size (including number of em-ployees, number of operations, sales, revenues, quantity of products or services provided)
the grimaldi group at a glance, the grimaldi group
g4-10 total number of employees, subdivided by role, sex, age and contract type
appendix - sustainability performance
g4-11 percentage of employees covered by col-lective contract agreements
appendix - sustainability performance
g4-12 main supply chain characteristi-cs relative to core business
our suppliers
g4-13 significant changes during the accounting pe-riod regarding: size, structure, ownership structure and organisation supply chain
methodological note: in 2015, there were no changes involving the organisational structure, ownership structu-re or the supply chain that would influence comparison with other administrative periods.
g4-14 explanation of any application of pru-dential standards or approaches
the grimaldi group, in assessing and managing risks associated with its acti-vities, adopts a prudential approach.
g4-15 signing or adopting of standards, initiatives, or do-cuments developed by external entities in regards to economic, environmental and social performance.
the grimaldi group has not adopted stan-dards, initiatives, or documents developed by external entities in regards to economic, environmental and social performance.
g4-16 participation in national and/or inter-national trade associations
institutions and trade associations
identification of material issues and accounting perimeter
g4-17 list of entities included in the consolidated fi-nancial statements or equivalent documents
methodological notethe grimaldi group
g4-18 explanation of the process used to determi-ne the content of the financial statements and the method used by the organisation to im-plement the relative reporting standards
materiality analysis
g4-19 list of material issues identified during the process to define the contents of the financial statements
materiality analysis
g4-20 for every material issue, identify the pe-rimeter within the organisation
appendix - materiality analysis process
g4-21 for every material issue, identify the pe-rimeter external to the organisation
appendix - materiality analysis process
g4-22 explanation of the effect of any changes to information provided in previous repor-ts and the reason for said changes
methodological note
g4-23 most significant changes with respect to the previous reporting period, with refe-rence to perimeters and objectives
methodological note: the governance system
staKeholder inVolVement
g4-24 list of stakeholder groups with whi-ch the organisation engages
our stakeholders and channels for dialogue
g4-25 standards for identifying and selecting the main stakeholder groups with which to engage
our stakeholders and channels for dialogue
62 2015 Sustainability Report
AppendixAppendix
general standard disclosure
profile disclosure
description direct response
g4-26 the organisation’s approach to stakehol-der engagement (frequency, type of acti-vity and stakeholders involved)
the grimaldi group has not yet implemented a structured stakeholder-engagement process
g4-27 list of key themes arising from stakeholder engage-ment and description of the organisation’s response
materiality analysis
report profile
g4-28 reporting period for information provided methodological note
g4-29 date of publication for the most re-cent sustainability report
the 2015 sustainability report is the gri-maldi group’s first sustainability report
g4-30 reporting period annual
g4-31 contacts for information about the re-port and its content
[email protected]@grimaldi.napoli.it
g4-32 selection of the “in accordance” option and table explaining the content of the finan-cial statements (gri content index)
methodological note
g4-33 polices and practices implemented to obtain external assurance for the report
methodological note; indepen-dent auditor’s report
goVernance
g4-34 the organisation’s governance structure, including committees that answer directly to the highest gover-ning body. committees involved in decision making in regards to economic, environmental and social issues
the governance systemat present, the group does not have a committee for economic, environmental and social decision making
ethics and integritY
g4-56 Values, principles, standards and behavioural norms adopted by the organisation as a code of conduct
our mission and our values
specific standard disclosure
Kpi description direct response
economic performance
g4-dma creating shared value
g4-ec1 direct economic value generated and distributed creating shared value
supplY policies
g4-dma our suppliers
g4-ec9 percentage of spending with local suppliers at present it is not possible to supply information on spending with local suppliers. the group has undertaken to obtain this information over the medium term.
energY
g4-dmaDisclosures on Management Approach
our commitment to reducing environmental impacts; environmental performance
g4-en3 energy consumption within the organisation environmental performance
emissions
g4-dma our commitment to reducing environmental impacts
g4-en15 direct emissions of greenhouse gases (scope 1) environmental performance
632015 Sustainability Report
AppendixAppendix
specific standard disclosure
Kpi description direct response
personnel management
g4-dma our people
g4-la1 total number and rate of newly hired employees and turnover rate, subdivided by age, sex and geographic area
appendix - social performance
WorK policies
g4-dma the grimaldi group guarantees and promotes human rights in all areas in which it operates, creating equal opportunities for its employees and equitable treatment for all employees, regardless of race, nationality, political opinions, faith, sex, age, disability status, sexual orientation, or personal or social conditions.
g4-la3 Work return rate and retention rate after parental leave, by sex.
appendix - social performance
WorKplace health and safetY
g4-dma prevention of workplace injury: health and safety management
g4-la6 type and rate of workplace injuries, occupational diseases, days of work lost, absentee rate and total number of deaths, by geographic area and sex
appendix - social performance
training and education
g4-dma training and skill development
g4-la9 average annual training hours per employee, subdivided by worker category and sex
appendix - social performance
eQual opportunitY
g4-dma our people
g4-la12 structure of the organisation’s governing bodies and breakdown of employees
no member of the governing bodies falls in a protected category. in regards to employees falling in protected categories, the group works in compliance with the regulations in effect in all the countries in which it works.
g4-la13 ratio between base salary and remuneration of female employees compared to male employees
appendix - social performance
anti-corruption
g4-dma the governance system
g4-so5 corruption cases identified and corrective actions taken
in 2015 and 2014 no cases of corruption were observed.
compliance
g4-dma compliance
g4-so8 monetary value of significant sanctions and total number of non-monetary sanctions for non-compliance with laws and regulations
compliance
labelling of products and serVices
g4-dma our customers
g4-pr5 results of customer satisfaction surveys our customers
KPMG S.p.A. Revisione e organizzazione contabileVia Ettore Petrolini, 200197 ROMA RMTelefono +39 06 80961.1Email [email protected] [email protected]
Ancona Aosta Bari Bergamo Bologna Bolzano BresciaCatania Como Firenze Genova Lecce Milano Napoli Novara Padova Palermo Parma Perugia Pescara Roma Torino Treviso Trieste Varese Verona
Società per azioniCapitale sociale Euro 9.525.650,00 i.v.Registro Imprese Milano eCodice Fiscale N. 00709600159 R.E.A. Milano N. 512867Partita IVA 00709600159VAT number IT00709600159Sede legale: Via Vittor Pisani, 25 20124 Milano MI ITALIA
KPMG S.p.A. è una società per azioni di diritto italiano e fa parte del network KPMG di entità indipendenti affiliate a KPMG International Cooperative (“KPMG International”), entità di diritto svizzero.
(Translation from the Italian original which remains the definitive version)
Independent auditorsʼ report on the sustainability report
To the board of directors ofGrimaldi Group S.p.A.
We have carried out a limited assurance engagement of the 2015 sustainability report of the Grimaldi Group (the “Group”).
Directorsʼ responsibility for the sustainability report The parentʼs directors are responsible for the preparation of the sustainability report in accordance with the “G4 Sustainability Reporting Guidelines”, issued in 2013 by GRI –Global Reporting Initiative, that are detailed in the “Methodological note” section of the sustainability report, as well as for that part of internal controls that they consider necessary for the preparation of a sustainability report that is free from material misstatement, including due to fraud or unintentional conduct or events. They are also responsible for defining the Groupʼs objectives regarding its sustainability performance, the reporting of the achieved results and the identification of the stakeholders and the significant matters to report.
Independent auditorsʼ responsibilityOur responsibility is to issue this report based on our procedures. We carried out our work in accordance with the criteria established by “International Standard on Assurance Engagements 3000 (revised) - Assurance Engagements other than Audits or Reviews of Historical Financial Information (ISAE 3000)”, issued by the International Auditing and Assurance Standards Board (IAASB) applicable to limited assurance engagements. This standard requires that we comply with applicable ethical requirements, including independence requirements, and that we plan and perform the engagement to obtain limited assurance about whether the report is free from material misstatement. These procedures include inquiries, primarily of persons responsible for the preparation of information presented in the sustainability report, documental analyses, recalculations and other evidence gathering procedures, as appropriate.
Grimaldi GroupIndependent auditorsʼ report on the sustainability report31 December 2015
2
These procedures aimed at checking that its content and quality complied with the “G4 Sustainability Reporting Guidelines” and may be summarised as follows:
— comparing the information and data presented in the “Creating shared value”section of the sustainability report to the corresponding financial information and data included in the Groupʼs consolidated financial statements as at and for the year ended 31 December 2015, on which other auditors issued their report dated 14 April 2016 pursuant to articles 14 and 16 of Legislative decree no. 39 of 27January 2010;
— holding interviews aimed at analysing the governance system and the process for managing the sustainable development issues relating to the Groupʼs strategy and activities;
— analysing the reporting of significant matters process, specifically how these matters are identified and prioritised for the each stakeholder category and how the process outcome is validated internally;
— analysing how the processes underlying the generation, recording and management of quantitative data included in the sustainability report operate. In particular, we have performed the following:- interviews and discussions with management personnel of Grimaldi Group
S.p.A. to gather information on the IT, accounting and reporting systems used in preparing the sustainability report, and on the processes and internal control procedures used to gather, combine, process and transmit data and information to the office that prepares the sustainability report;
- sample-based analysis of documentation supporting the preparation of the sustainability report to confirm the existence and adequacy of processes and that the internal controls correctly manage data and information in relation to the objectives described in the sustainability report;
— analysing the compliance and overall consistency of the qualitative information included in the sustainability report with the guidelines referred to herein in the “Directorsʼ responsibility for the sustainability report” paragraph;
— analysing the stakeholder involvement process, in terms of methods used, by reading the minutes of the meetings or any other information available about the salient features identified;
— obtaining the representation letter signed by the legal representative of Grimaldi Group S.p.A. on the compliance of the sustainability report with the guidelines indicated in the “Directorsʼ responsibility for the sustainability report” paragraph and on the reliability and completeness of the information and data contained therein.
As required by the “G4 Sustainability Reporting Guidelines”, the data and information covered by our procedures are set out in the “GRI Content Index” table of the sustainability report.A limited assurance engagement is less in scope than a reasonable assurance engagement carried out in accordance with ISAE 3000, and, therefore, it does not offerassurance that we have become aware of all significant matters and events that would be identified during a reasonable assurance engagement.
Grimaldi GroupIndependent auditorsʼ report on the sustainability report31 December 2015
3
ConclusionBased on the procedures performed, nothing has come to our attention that causes us to believe that the 2015 sustainability report of the Grimaldi Group has not been prepared, in all material respects, in accordance with the “G4 Sustainability Reporting Guidelines”, issued in 2013 by GRI – Global Reporting Initiative, that are detailed in the “Methodological note” section of the sustainability report.
Rome, 27 July 2016
KPMG S.p.A.
(signed on the original)
Marco MaffeiDirector of Audit
www.grimaldi.napoli.it
2015 Sustainability Report
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