International companies’ purchasing decisions impact environmental, social and economic conditions around the world. For A.P. Moller - Maersk, the trust in our brand and leadership will be damaged, if we are unable to monitor and address our supply chain sustainability risks.
What we do
We manage our direct suppliers through our programme for responsible procurement. As a minimum, all suppliers are expected to acknowledge the Supplier Code of Conduct. The Code is based on the UNGC Principles and core ILO conventions.
We engage with approximately 3,000 high-risk suppliers through due diligence activities s uch as audits, self-assessments, documentation reviews, and improvement plans. This is out of a group of 16,000 suppliers with whom we have a contract, and a total supplier population of about 60,000. We use a risk-based approach working with suppliers in 15 high-risk categories. Read about these here.
We work on subcontractor conditions, particularly in shipbuilding yards and terminal construction sites with due diligence through audits and improvement plans.
Our business strategy leads to an expansion of activities in logistics and transport on land, and we have begun investigating the risk profile including procurement risks of our end to end offerings.
Already, we are working much closer with procurement of trucking services, as our internal analysis shows that trucking has a widespread presence of issues related to safety and security, labour conditions and rights, emissions to air and corruption, and we have included trucking in our list of high-risk categories and we participate in collaborative efforts to improve conditions in this industry.
As a member of the UN Global Compact Action Platform on Decent Work in Global Supply Chains, we have signed six broad commitments on decent work in global supply chains.