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THREE PILLARS RAISE THE WIND OF PROGRESS RAISE THE WIND RAISE THE WIND RAISE THE WIND Two years ago, we set out a strategy based on three overarching objectives: safe operations, improve existing business (harbour towing operations) and profitable growth (new operations). These objectives continue to provide the foundation for our global operations, and to illustrate how we are progressing on these focus areas almost every story in the current issue carries a symbol of our “strategy house” in which the three objectives are supporting pillars. For each story the appropriate pillar, or pillars, is highlighted. SAFE OPERATIONS Running safe operations is our number one priority, and we have come a long way. However, the task of changing everyone’s perspective on safety and behaviour is far from complete. Especially important is that we all – regardless of rank, seniority or cultural background – have the responsibility to exercise the Svitzer Stop Authority rule to halt any operation that seems unsafe. You can read more about our safety progress, performance and being shipshape in the articles following this editorial. IMPROVE EXISTING BUSINESS Our second strategic objective – to improve existing business – is largely about turning around the long-term financial performance of our harbour towage operations in the Europe and Australia. This will be accomplished RAISE THE WIND IMPROVE EXISTING BUSINESS PROFITABLE GROWTH PERFORMANCE MANAGEMENT PORTFOLIO MANAGEMENT RAISE THE WIND through a combination of increased market share, improved productivity and pricing which captures our reliability and the full value of our services. Monitoring our performance, and making efforts to adjust and improve it to meet evolving circumstances, is important, and stories showcasing exactly that can also be found in this edition of Lighthouse. As you’ll see on page 7, in Europe we added five further ports to the 22 already served for CMA CGM, a global leader in container shipping. Two stories on pages 10 and 11 show the importance of our people-to-people skills. In “Answering a Wake-up Call”, a newly hired local manager is able to turn around a declining operation by rebuilding relationships IMPROVE EXISTING BUSINESS in the port community. In “Always PROFITABLE GROWTH Available”, a 24/7 customer service team keeps lines of communication open both inside and outside Svitzer. PROFITABLE GROWTH Over the last year, we have spent significant time and effort developing our global pipeline of new operations. It is very encouraging to see these activities bear fruit with new contracts secured. Two contracts were won by Svitzer Australia – one for a salt export operation in Onslow, Australia, and the other in South East Asia. Additionally, Svitzer AMEA has secured a major contract to provide five vessels on a 12-year contract in Oman. Detailed stories about these wins are featured on pages 6 and 9. ENGAGEMENT SURVEY A precondition for running and developing a successful company is the engagement of its employees, which makes me proud to share with you highlights of our Employee Engagement Survey. Over recent years, we have seen steady improvements in overall engagement, from 66% in 2011-2012 to 70% in 2012-2013. This year, the results have risen even further, from 70% to 72%. It is a great accomplishment and a testament to all employees that we have seen improvement for three years running – not least because it was achieved despite a very challenging competitive environment. Please read more about engagement survey results in the article on page 5. I hope that you will enjoy this edition of LighthouseMagazine. Thank you for your efforts and for your feedback in the Employee Engagement Survey. Stay safe, Robert ABOUT LIGHTHOUSEMAGAZINE LIGHTHOUSEMAGAZINE IS SVITZER’S PEOPLE MAGAZINE DESIGN Cross-Border Communications IMPRESSION 3,600 EDITOR IN CHIEF Mika Bildsøe Lassen, mika.lassen@svitzer.com CORPORATE EDITOR Jens Viby Mogensen, jens.mogensen@svitzer.com REGIONAL/DIVISIONAL EDITORS Asia, Middle East & Africa, Torsten Holst Pedersen, torsten.pedersen@svitzer.com Americas, Martin Helweg, martin.helweg@svitzer.com Australasia, Mark Malone, mark.malone@svitzer.com Europe, Marc Niederer, marc.niederer@svitzer.com Salvage, Ulf Teske, ulf.teske@svitzer.com SAFE OPERATIONES SAFE OPERATIONES PROFITABLE GROWTH PERFORMANCE MANAGEMENT PORTFOLIO MANAGEMENT SAFE OPERATIONES IMPROVE EXISTING BUSINESS PERFORMANCE MANAGEMENT PORTFOLIO MANAGEMENT RAISE THE WIND PERFORMANCE MANAGEMENT PORTFOLIO MANAGEMENT SAFE OPERATIONES PERFORMANCE MANAGEMENT PORTFOLIO MANAGEMENT PROFITABLE GROWTH PERFORMANCE MANAGEMENT PORTFOLIO MANAGEMENT IMPROVE EXISTING BUSINESS PERFORMANCE MANAGEMENT PORTFOLIO MANAGEMENT RAISE THE WIND PERFORMANCE MANAGEMENT PORTFOLIO MANAGEMENT 2


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