Responsibility and accountability have always been at the core of what we do at the Shipowners’ Club. Our Corporate Responsibility (CR) strategy is the way in which we seek to identify and address the issues and opportunities we encounter, with the aim of having a more positive impact on our staff, stakeholders, the environment and society at large.
We will strive to incorporate and embrace a CR strategy that focuses on the long-term sustainability of the Club whilst adding value to its business activities for the benefit of our Membership."
Donald A. MacLeod KC
Chairman of the Association
In line with the Club’s mutual ethos, our CR work is undertaken against the backdrop of always ensuring that any related task:
is transparent to all stakeholders
is proportionate and fit for purpose and complements the Club’s business model
is of benefit/value to its Membership
Sustainability roadmap
When embarking on the Club’s sustainability roadmap, ensuring the appropriate CR Governance was in place was a priority and this has led to the establishment of robust internal systems. This included the undertaking of a Materiality Assessment to identify the Environmental, Social and Governance (ESG) issues that are most material to the Club’s long-term sustainability.
As part of the process, 16 issues were identified that were relevant and considered important to the Club as an insurer and a member of the maritime industry. These issues were prioritised by the Corporate Responsibility Advisory Committee, the Club’s internal stakeholder working group, in relation to the Club’s sustainability as a business, as well as its ability to influence them.
Materiality Matrix
The results are set out in the 2022 Materiality Matrix which maps the 16 issues and their impacts for the Club and its stakeholders:
Matrix key
- Health, Wellbeing & Safety of Seafarers
- Risk Management
- ESG Investments
- Trust & Satisfaction of Members
- Climate Change
- Carbon Emissions & Decarbonisation
- Health & Wellbeing of Staff
- Transparency & Reporting
- Financial Crime
- Sustainable Operations
- Managing Marine Resources
- Equality, Diversity & Inclusion
- Modern Slavery & Human Trafficking
- Responsible Incident Response
- Community Work
- Waste & Ship Recycling
Logic Model
A key output of the Club’s CR strategy is the development of Key Performance Indicators (KPIs) that can be used to measure its CR activities and its impact on society and the environment, and identify how these change over time.
As part of this process, the required impact and outcomes were pinpointed which drove the identification of the inputs and activities required to achieve these. This process resulted in the development of the Club’s Logic Model. This in turn defined the quantitative summary of activity in the form of KPIs that covered the Club’s internal and external operations based on areas such as health and wellbeing of staff and seafarers, diversity in the workplace, productivity, stakeholder ethics and trust and satisfaction of Members.
Partner of choice
The Club is committed to being the partner of choice for our stakeholders by providing a high level of service and support to them when needed. We do this by striving to achieve our Vision ‘Ensuring Peace of Mind’. Instrumental to this ambition are our partnerships with our trusted partners worldwide. Our partners are an extension of the Club and therefore it is imperative to ensure that the standards we set ourselves are reflected in the services they provide. The Club has developed its Code of Conduct to ensure our ethos and ethics, which we strive to achieve, are understood by our partners and their supply chains.
Governance
When embarking on the Club’s sustainability roadmap, ensuring the appropriate CR Governance was in place was a priority and this has led to the establishment of robust internal systems.
A
rating
ESG impact of the Club’s investment portfolio.
Trust & Satisfaction of Members, Risk Management, Transparency & Reporting, Sustainable Operations, Decarbonisation, Health & Wellbeing of Staff and Seafarers and Equality, Diversity & Inclusion have been identified through a materiality survey as priorities for the Club and all stakeholders.
0
The number of cases associated with bribery and corruption
Environmental
Minimising environmental impact, including decarbonisation, is a global concern. Engaging and learning from our Membership, in conjunction with industry bodies, is fundamental in ensuring we continue to offer insurance solutions and services that support our Members into the future.
1,370
tonnes CO2e
total emissions emitted by the Club’s operation in 2019.
97%
of applicable vessels whose flag state requires a Carbon Intensity Indicator (CII) rating.
Dedicated “emission reduction” platform on the Club’s website to ensure Members are kept up to date on industry measures, regulation and technological advancements.
Social
When considering the Club’s responsibility to society, three communities have been identified, namely the Club’s employees, the seafaring community and the local community in relation to its office locations.
17.7
hours
the average time each employee spent on learning and development.
88%
employee retention rate.
5,146
downloads
of the ISWAN app since launched.
Meet the team
Underwriter / Corporate Responsibility Executive
Chief Actuary
Head of Marketing
Director – Loss Prevention, Corporate Responsibility & Marketing
Senior Underwriter
Syndicate Manager