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The Maersk Group consists of a collection of companies operating within two main industries of shipping and energy. Maersk Group has four core businesses which include Maersk Line, APM Terminals, Maersk Oil and Maersk Drilling. Through these companies and several others, the group employs roughly 89,000 people.
Maersk Line achieved the seemingly impossible last year with the launch of the Triple-E ships. These vessels move more goods around the world while at the same time reducing their impact on the environment.
Designed and built using state-of-the-art technology, the Triple-E is one of the world’s biggest ships. But, just as importantly, it is an optimised vessel, allowing us to deliver more goods, while using less fuel and at a lower cost.
Despite its size, the Triple-E is no gas-guzzling monster. Its increased capacity enables Maersk Line to move the greatest number of containers in the most energy efficient way with the smallest CO2 footprint. Combined with an energy saving propulsion system, its size is a major factor in its industry-best efficiency and performance.
Through amazing feats of engineering, the Triple-E has a vastly expanded inside cavity that can hold 18,000 20-foot containers. This gives it a capacity 16 per cent greater than E-class vessels, which is equivalent to 2,500 more containers.
Offering Economy of scale, Energy efficiency and being Environmentally improved, the Triple-E lives up to its name, taking the industry in a new and more environmentally conscious direction.
Learn more on our Triple-E vessels here
Find out about the Triple-E’s efficient propulsion with the twin propeller system here
Transportation consultancy Seabury has identified a pronounced shift from air cargo to ocean transport. Star Cool CA containers are contributing to the trend.
“A decade ago, tomatoes were just as likely to be transported by air as in a reefer container. Today, tomatoes are transported almost entirely in containers. The same holds true for numerous other perishable commodities,” says Seabury’s Maritime Advisor Derek Brand, who authored a Seabury report on the trend.
The shift is particularly pronounced in certain perishable commodities like tomatoes, capsicum, fresh fish, lettuce and pineapples. But the trend does not only concern perishables.
If there had been no mode shift since the year 2000, 5.4m metric tons of cargo would still be transported by air rather than sea. Air cargo should have grown at an average annual rate of 4.5%, but instead has only grown by 2.6%.
“New technology in controlled atmosphere containers, such as Star Cool CA, has the potential to further strengthen the trend. CA’s ability to slow down the ripening process opens up ocean transport as a viable alternative to air cargo on some of the longer trade routes,” Derek Brand adds.
For Maersk Container Industry (MCI), the maker of Star Cool CA, this is a positive development.
“As new trades open up, our customers can improve their businesses. To that you can add carbon emissions savings of almost a factor of 50 when you compare air and sea transport,” says Anders Gamborg Holm of MCI sales and marketing. “We have been on the market with CA for five years now. It’s reliable and affordable, and we predict it will make further inroads into the market.”
Read more here on how our Star Cool Reefer Containers have been named in the world’s top 100 most inspiring innovations
Learn more on our Star Cool reefers here
Posted on Thursday, September 11th 2014
A recent test in Ivory Coast shows how West Africa’s mango trade can be extended by Star Cool CA containers that place the fruit in hibernation.
Farmers in Ivory Coast struggle with a mango harvest season that is as short as the fruit is sweet. “For a 4-6 week period in April and May, the country is flooded with good mangos, but it ends abruptly when the rainy season starts. From then on, the mango just starts decaying,” explains Mathew Shed, container manager in the specialist shipping company Africa Express Line (AEL).
“We were approached in April by Eolis, a CF logistics company, who asked for some kind of smart solution that would keep the fruit delicious and marketable for a longer time,” he adds. The solution turned out to be special reefer containers. With quick help from a container leasing company and a container depot in Antwerp, Belgium, Star Cool containers were upgraded to work with controlled atmosphere, in short known as CA, and sent to Ivory Coast.
Star Cool CA reefers adjust O2 and CO2 levels, which in turn keep the fruit’s respiration and ripening under control. “We knew how Star Cool CA extends the storage life of bananas and avocados. Mangos have similar respiration rates so the success of the mango test is really not a big surprise,” says Mathew Shed.
“I think there is a new business opportunity for farmers whose excess fruit never makes it to the market in time,” Mathew Shed says. Anders G. Holm from Maersk Container Industry, the maker of Star Cool CA, is delighted. “Combined competences along the logistics chain can save food and open up business,” says Holm. “I’ll even go so far as to say this could become a mango revolution.”
Why the reefer test was a success:
Five Star Cool CA containers were loaded in May 2014 and then opened one by one over a period of four to nine weeks. Each time, the fruit generally turned out to be in the same condition as when it was loaded. (Source: Africa Express Line. See photos below)
Only 3 percent of world mango production is exported:
Global production of mangos has doubled in the last 30 years to more than 35 million tonnes, but only about 3 percent is traded internationally. Fragility is one reason why most mangos are still consumed close to the place of production. (Source: UNCTAD)
Costly air transport can be avoided:
“While the vast majority of mangoes globally are transported by ocean rather than air, the proportion of mangoes exported from West Africa by air is relatively high (~40%). On the surface, this would suggest that impediments to ocean transport of mangoes out of countries like Senegal or Ivory Coast may be restricting the full export potential of those markets. With large quantities of mangoes produced in that region for local consumption, it seems likely that the export potential from some of these markets is much greater than what we see today.” (Quote: Derek Brand, maritime advisor at the Seabury Group transportation consultancy).
Star Cool Controlled Atmosphere - CA:
After five years on the market, more than 25.000 Star Cool refrigeration containers are now equipped with CA. The technology is also used for bananas and avocados extending the potential travel time from 20 days to 45.
For a demonstration of how controlled atmosphere (CA) works, see this movie (02:46)
Learn how we first put bananas to sleep here
Star Cool’s ability to keep food fresh over greater distances has seen MCI break into the Top 100 in a worldwide survey of more than 900 innovations.
The companies ranked in the Sustainia100 study received the praise of one of the world’s leading climate scientists, Dr. Rajendra K. Pachauri, Chair of the UN panel for climate Change, IPCC. “While we don’t have the luxury of time to solve the problems facing us, we do have the luxury of readily available solutions. And with Sustainia100, we now know where to find the most inspiring of them”, Dr. Pachauri commented.
Within that context, in partnership with interested container operators, we are about to commence global live testing of the air cleaning system called Bluezone®. This technology removes ethylene and microbes from the air in refrigerated containers. Previous tests have demonstrated that Bluezone® reduces ripening and spoilage. As a result, produce stored using Bluezone® has been shown to maintain firmness and colour for longer while exhibiting less mould growth. The Bluezone® treatment now being applied in Star Cool Integrated reefers will help us to quantify actual enhancements to product quality and shelf life achieved by Bluezone® technology.
After a long period of quiet, the reefer market has finally gained momentum. Around 30% of total orders received year-to-date have been placed in the last five weeks alone. What is noticeable is the rush of orders coming directly from container lines, rather than from the leasing sector. Global transport of refrigerated cargo is increasing and prospects are good that this trend will continue for some time. Independent maritime researcher Drewry recently forecast that reefer container volumes will rise by 20.5 million metric tons towards 2018. Of this increase, 16.5 million will come from organic growth and 4 million at the expense of the shrinking specialised reefer industry. Overall, the seaborne perishable reefer trade is expected to increase by 17% between 2013 and 2018, providing an additional 16.5 million metric tons of cargo. According to Drewry, the specialised reefer fleet carried around 28% of perishable volumes in 2013.
At MCI, we believe that there is a natural balance between reefer containers and specialised reefer vessels, as each meets different customer requirements. In the years ahead, it looks likely that the conversion from bulk to container shipping will boost container production, over and above the general growth of the perishable transport market and fleet replacement. Although the total market for 2014 remains uncertain, everything indicates that it will be larger than 2013 and it is expected to grow further in 2015.
Although our current global reefer production is relatively uneven, the signs are encouraging. At MCI Qingdao, we are working flat out. At MCI San Antonio, on the other hand, we have only just commenced internal pilot production.
I hope that you find our newsletter interesting and relevant.
By Soren Leth Johannsen, Chief Commercial Officer, Maersk Container Industry.
Article take from Integrated Reefer News
Maersk Training in India is very successful at offering courses to external clients because more and more are concerned for their employees’ safety.
Since Maersk Training in Chennai opened its doors to external clients in 2009, the facility has grown to a point where almost half of its business today is driven by non-Maersk clients. Fuelling the growth are its maritime safety courses, where revenue from external clients has more than quadrupled in the last three years.
“We don’t want to go to clients who are only doing it for lip service. We do business with clients who really believe that this training makes a life and death difference for their people.” says Satya Mitra Bagga.
He is a former seafarer who traded in the ocean for the classroom in 2007. Satya Mitra Bagga acknowledges that Maersk’s reputation as a safe and responsible employer, together with its experience in promulgating a safety culture, is a big reason that clients come to them.
Clients are very open to hearing from us. They know that we are very good at safety, and expect that the same things we have done for Maersk, we could impart to them as well,” Bagga notes, as he points out that the demand for behavioural and technical safety courses from non-Maersk companies significantly increased since opening the training centre companies in 2009.
For Maersk Training, customising solutions for clients with employees who work in unique or dangerous work environments is a welcome opportunity and one in which the company is happy to take part. This has led to the introduction of more technical safety courses such as the well-received Handling of Hazardous Materials (HAZMAT) course for container freight situations.
Introduced in 2011, the Handling of Hazardous Materials course teaches employees who work in container freight stations how to deal with goods that are on the International Maritime Dangerous Goods (IMDG) list.
A safe business is good business
As the training centre welcomes more and more clients concerned for their employee’s safety, Bagga explains: “Businesses are not only looking at profits, but at attaining the goal of no accidents in the workplace. Yes, they want to make money, but at the same time they should have no accidents. They feel their own clients would not want to associate with them if they are not safe, and they are coming back to the starting point by saying ‘okay, then let’s be safe’.”
Star Cool’s ability to keep food fresh over wider distances has placed Maersk Container Industry among top-100 in a worldwide survey of more than 900 innovations. The companies ranked in Sustainia100 receive praise from one of the world’s leading climate scientists, Dr. Rajendra K. Pachauri, Chair of the UN panel for climate Change, IPCC.
“While we don’t have the luxury of time to fix the problems, we do have the luxury of readily available solutions. And with Sustainia100, we now know where to find the most inspiring of them,” he says.
Industry tests show Star Cool to be at least 20 percent more energy efficient than all other container refrigeration machines. And with the addition of Controlled Atmosphere (CA), potential shipment time of bananas, avocados and other high-respiring fruits and vegetables has more than doubled. This signifies “state-of-the-art innovation providing businesses with new market opportunities,” according to the Sustainia100 criteria.
Mandag Morgen, Scandinavia’s largest think tank, is behind the Sustainia100 index with support from among others UN Global Compact, WWF, Regions20, Monday Morning Global Institute, IFHP, Novo Nordisk, Storebrand, DNV GL, Realdania and Brunata.
The full Sustainia100 publication with 100 selection cases available here. In total, more than 900 innovations deployed in 142 countries were part of the survey. Read it here.
Read more on our Star Cool units keeping goods fresh over Russia’s vast distances here
The automobile industry is the picture and paradox of globalisation. Its complex supply chains cry for centralisation, but the industry is local by necessity. Establishing plants in growth markets, automakers face new challenges and Maersk Line is poised to help automakers set up in new markets while continuing to cater for existing plants and markets.
Today’s automotive assembly plants produce a vehicle every minute. With roughly 2,000 parts to one vehicle and lean inventories a permanent fixture, the steady and consistent flow of parts through the supply chain is essential. This is a perfect match for Maersk Line’s new automobile division.
"The key thing for automotive plants is to find the necessary parts in time, so you don’t have a USD 20,000 vehicle not being built because a USD 1 part is missing,” says David Gonsalvez.
Gonsalvez, a supply chain management professor at MIT-Zaragoza, knows this challenge better than most. As director of the global supply chain strategy at General Motors, he was responsible for planning the steady flow of parts to plants for years. And the challenge is easy to put into words.
“You come to work every day not looking for what goes right, but expecting that something is going to go wrong. And you have to be ready to handle that. That’s the core of the business,” Gonsalvez explains.
Lars Kastrup heads Maersk Line’s automobile business segment. The team focuses on consistent delivery, so the automotive plants can retain their lean inventories without increasing the risk.
“In our business, the customers do not want to hear that things have gone well. They want transparency, and if a container is delayed, we are on the phone to find a solution so they get the parts,” Kastrup says.
Another key service is to manage potential variations in volumes, for example 200 containers one week and 300 the next. Equally important, the team has decades of experience from the industry.
“Industry knowledge is extremely important to these customers, and they appreciate being able to speak with someone who knows the business. Exceptions are unavoidable, but we can proactively manage them and find ways around when that is needed,” Kastrup says.
Therefore the first goal is to target major industry players, many of which are Maersk Line customers already, win a larger share of profitable business, drive up customer satisfaction and outperform competition.
With globalisation set to increase, David Gonsalvez sees new production facilities opening in emerging markets.
“When you reach a critical mass, you start building vehicles locally. Since the product is so large, that always makes sense. Currently, we are seeing a lot of production moving to Asia, Eastern Europe and South America,” he says.
is is challenging if you don’t have people who are familiar with the language, the culture and how to get things done in a particular economy. You have to build that skill up within your organisation. Similarly, you have to build supply chain capabilities locally. In many cases, you’re starting from scratch.”
“If automakers can overcome the challenges, the efficiencies that they gain from producing locally, or from taking advantage of local conditions to produce for a global market, are very large,” Gonsalvez says.
While small and medium-sized automotive companies in particular cannot be in every country, they could sell their product if somebody were to enable it.
"The key thing for a shipping or logistics company is to transform from being purely a transport provider to becoming a partner that adds value to the product. And if you understand their business, you can propose solutions,” Gonsalvez says.
Opening new markets
Currently, Lars Kastrup and his team are targeting a number of up-and-coming Chinese automakers, with the specific purpose of helping to drive their global growth.
These companies may not be household names today, but that is exactly the point according to Kastrup.
Hyundai has been a customer since the early 1990s, shipping to Europe. The brand was establishing itself in the market, and we have been able to assist their global growth. Today, Hyundai is the world’s fourth largest automotive producer and a very important key client for Maersk Line,” he says.
“Specifically, we have jointly grown with Hyundai into Russia and Latin America, and this is something we would like to replicate with newcomers from China. In this sense our global network is also a key selling point.”
The Chinese automotive industry is booming and double-digit growth rates are nothing out of the ordinary. Exports are also rising. By next year, Lars Kastrup aims to have five partnership contracts with such companies, with the specific purpose of developing them abroad, for instance with joint growth aspirations in African countries.
So far, the automotive industry has located manufacturing at certain locations for reasons primarily linked to cost. Logistics have been an afterthought. Recently, Lars Kastrup sees a change to that mindset.
“Instead of seeing logistics as a cost issue that just needs to be negotiated as much as possible, we are now seeing an interest, very early in the process, to have the right logistics partner that can provide transparency and add value throughout the supply chain,” he says.
Therefore customers are not necessarily interested in negotiating contracts every month. If they build a plant worth USD 1 billion in an emerging market, they are more interested in Maersk Line’s long-term commitment to that market, as this is a key factor in their ability to utilise the capacity at the plant.
Longer contracts with sustainable freight rates are therefore not uncommon for Maersk Line’s automobile sector, as the market is recognising the value proposition to the industry. In return, Maersk Line commits investments and resources.
David Gonsalvez sees these trends in emerging markets representing much opportunity.
“People don’t do globalisation for globalisation’s sake. The concept is this: how do you make your product more efficiently? How do you make it more cost effective? Right now we see different levels of maturity in different operations. Ideally, everybody would like to access to the same process and the same operation, throughout the world.
Even in the next decades, we are not going to see that kind of consistency,” Gonsalvez says, adding: ”The key thing is being able to understand that the winners are those who have to identify the trends that are happening in the world, understand how they are going to influence their business and then prepare accordingly before anybody else sees it.”
Article by David Gonsalvez, Supply Chain Management Professor at MIT-Zaragoza.
Written for the Maersk Post
New ideas and technology are needed to extend the productive lifetime of oil and gas in the North Sea. Denmark is no exception, and this is why the Danish Underground Consortium (DUC) has high expectations for its DKK 1 billion investment in a new research centre.
100 researchers, ten years and DKK 1 billion. Just some of the impressive numbers behind the newest research centre, soon to open its doors at the Technical University of Denmark (DTU). There are high hopes that the ideas generated here will lead to new technology that can help extract a larger potential from the Danish North Sea.
“The centre is an investment in extending production from the Danish sector of the North Sea. We have already been producing oil for over 40 years, and there is a need for innovation to continue for many more years to come,” says Troels Albrechtsen, Head of Corporate Technology and Projects in Maersk Oil and Chair- man of the Danish Underground Consortium, Operations Committee.
“Our expectations for the centre are high; otherwise we would not have invested in it,” says Albrechtsen. “By providing security for the researchers with a long grant period, and close cooperation with the industry, we want to create the best conditions for achieving results that can come into practice. However, we also know that all research is attached to uncertainty” he says.
Connecting industry and research
An important part of the equation is the director, Bo Cerup-Simonsen, a former DTU academic and career engineer. He previously headed Maersk Maritime Technology, where he most recently worked on the boundary between research and application of technology with one of the world’s largest vessels, Triple-E. His new assignment at the oil research centre is in many ways similar and just as big.
“Researchers and operators in industry normally have very different cultures, languages and mind-sets. One of my tasks will be to help get the two different worlds to collaborate. I believe that if we can get these two groups of extremely resourceful people to work towards the same goal, we can achieve great results,” says Cerup- Simonsen.
Billions at stake
Even though the goal for the centre is simple, it is not easy. Even after 40 years of production there is still a high potential in the Danish North Sea; however, it is complicated and can be expensive to improve production from the mature fields.
Today, recovery rates in the Danish sector of the North Sea are anticipated to level off at around 26% of the total volume of oil in place. The recovery level was made possible by Maersk Oil’s innovative approach to horizontal drilling and water floating. If the new oil research centre can find new methods to increase this, it could contribute billions of kroner in additional revenues.
According to figures from the Danish government, each single percentage-point increase in the recovery factor translates to around DKK 70 billion in additional production value.
The subsurface is complex and therefore innovative thinking is needed to help increase the recovery factor. Every additional barrel of oil that can be recovered from the North Sea creates more tax revenue for Denmark. At the same time, it can help to prolong Denmark’s energy supply independence for a longer period than previously anticipated,” says Cerup- Simonsen.
(Hear more from Bo Cerup-Simonsen in this video here)
In order to succeed in its goal, the new centre will attract scientists at the highest levels from Denmark and abroad, while also contributing to the education of tomorrow’s top oil engineers.
By Charlotte Holst for the Maersk Post
Learn what impact sheep’s wool is having on our oil filters here
See how our Quest for Oil game is sparking an interest in the oil and gas industry here
The training and development of young people such as Brita Nydal and George Lund hold a special place at Maersk. We know that our future success does not only depend on the staff we have at present, but the staff we develop for the future.
Around the world, we offer graduate and maritime education programmes within seafaring, engineering and logistics. The aim of these is to offer a world-class environment to help young people develop their skills and passion for careers within shipping and energy.
Below is a list of courses and programmes we offer.
For those interested in jumping onboard our mighty Maersk vessels:
Enjoy sailing the seven seas?
Our Deck Cadet Education Programme offers theoretical and practical insights into many different areas of vessel operations including maritime technology, navigation, safety, cargo operations, leadership and management.
Looking for a more technically oriented maritime career?
Our Engineering Cadet Educational Programme focuses on the engine room and the operation and maintenance of the marine equipment. These skills are highly sought after in the industry and a fully trained marine engineer can look forward to a successful career.
For those who can’t decide whether to be a Deck Cadet or an Engineering Cadet
Our Maersk Officer Education Programme covers both disciplines giving you a wide array of skills, competencies and opportunities. You need to have A-Levels or your country’s equivalent school leavers’ certificate and to pass the Maersk admissions test which challenges a variety of logical, verbal and practical reasoning skills.
For fresh graduates looking for hands-on training:
Are you newly graduated in engineering or geosciences?
MITAS is a 2-year international entry level programme offering three 8 month placements in three different technical positions. This gives you a breadth of work experience in the upstream oil and gas industry.
Want to gain a fast-track career in the world’s largest shipping company?
The Maersk Liner Graduate Programme hires individuals with a view to having a long-term career within a particular function. The primary aim of the two-year programme is to ensure an aligned understanding of our core business and our industry.
Can you see yourself as a world-class logistics expert?
The Damco International Graduate Programme runs for two years and offers candidates the chance to be in professional jobs in commercial or operational roles from day one.
So whether you’re dreaming of sailing the seven seas, fixing our rigs in the notorious North Sea, or overcoming the challenge of how to get 18,000 containers from Asia to Europe, Maersk has the right opportunity for you.
Join us today!
Praised as one of Maersk Line’s absolute top performers in sales in 2013 after only 18 months in the shipping industry, Alejandro Goren stands out as a role model for his colleagues.
“I can hands down say that there is no single week when I don’t speak to my clients at least once or twice a week. That’s the only way I can stay in the loop and know exactly what’s going on at their end, which is so important for business. I see these relationships as partnerships, and partnerships have to be nourished.”
When it comes to customer relationships, consistency and persistence are essential elements in Alejandro Goren’s modus operandi.
Born and raised in Cordoba, Argentina, with a one-year adventurous stint in Alaska when he was only 17, Goren graduated in Israel with a degree in business administration. He then moved straight to Toronto, Canada for his professional debut and subsequent blossoming career.
In other words, 33-year-old Goren has always liked to go off the beaten path, and his untraditional ways paid off in April 2014 when he was one of ten Maersk Line sales representatives to accept the Sales Master Award for a stellar performance.
Teamwork and partnerships
Although Goren only joined Maersk Line Reefer Sales in Buenos Aires in October 2012, the motivation for the award reflects his enormous success. ”Alejandro’s ability to deselect less profitable business and to build a healthy account portfolio based on a medium- and long-term business set-up resulted in an outstanding achievement. Alejandro delivered a 192% result to his business target, with a total revenue of USD 82 million.”
The result triggers curiosity: how does he do it? When asked, Goren immediately points to the massive support he believes he has experienced from colleagues all over the world.
“I could definitely not have done this by myself. I would be lying if I said it was easy for me to join an entirely new business and understand the complexity of it. People around me absolutely carried me through the first difficult months, sharing their knowledge and tips and tricks of the trade.”
WIn some, lose some
Maybe a more surprising edge to Goren’s attitude and way of working is his belief in the fact that you can’t always win. “You need to be able to learn to lose,” he says with confidence. “It doesn’t hurt to have that experience once in a while; I actually think it’s beneficial. My advice to others would be not to get too crazy if you lose some business – it happens. You will be back with other results.”
As for Goren’s own immediate ambitions, he says that he will feel both ‘blessed’ and ‘lucky’ if 2014 proves to be another winning year. “Would I like to receive the Sales Master Award a second time around? Absolutely. When all is said and done, it is an achievement I’m immensely proud of.”
By Nina Skyum-Nielsen