SUSTAINABILITYREPORT
2021

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OCEAN NETWORK EXPRESS (ONE)3

SUSTAINABILITY REPORT 2021

Table ofContents

About This
Report3This is Ocean Network Express’s (ONE)fourth annual sustainability report. It provides
a summary of our progress in managing
our material sustainability issues andimplementing our sustainability commitments.

About This Report4

Message from our CEO

6

Summary of Targets and Performance8

About ONE• Value Chain of our Business• Scale of our Operations• Our Core Values• Our Business Credo• Corporate Governance• Industry Memberships and Associations• Awards and Certifications

14

Our Approach to Sustainability• Our ESG+O Framework• Sustainability Governance• Supporting the United Nations Global
Compact and Sustainable Development Goals• Materiality• Our Material Sustainability Topics

31

Social• Empowering Our People• Talent Management• Taking Care of Our People• Health, Safety and Wellbeing• Human Rights and Labour Standards• Supporting Local Communities• Stakeholder Engagement38

22• Ethical Business Conduct

Environment• Mitigating Climate Change• Working towards Decarbonization• Building for the Future• Protecting the Environment• Complying with IMO2020• Preventing Marine Pollution• Minimizing Waste

Governance• Anti-Bribery and Anti-Corruption• Whistle-blowing• Approach to Compliance• Our Approach to Risk Management• Responsible tax practices• Supply Chain Management• Illicit Trade• Piracy and Security

42

27

Operational Excellence• Raising the Bar on Service Quality• Delivering Better Customer Experience• Maintaining Our Operational Edge

• Container and Cargo Safety• Vessel Safety• Navigational and Operational Safety

The report has been prepared with reference
to the Global Reporting Initiative (GRI)
Standards. This is the third year we areusing the GRI reporting framework which is
the most widely used reporting framework
globally. For a full list of disclosuresreferenced in this report, please refer tothe GRI Content Index on page 42. As wecontinue to improve in our reporting, we
will also look at referencing other reporting
frameworks that can provide our stakeholders
with useful and relevant information about
our sustainability performance.

GRI Content Index

48

United Nations Global Compact COP

49

ANNEX 1 Stakeholder Engagement

SCOPE AND BOUNDARYThis report contains information pertaining to theperiod 1st January 2020 to 31st December 2020,
covering our liner network services. It does notcover our inland services nor terminal operations.
EXTERNAL ASSURANCE
We have not sought independent external
assurance of our sustainability report, but will
explore the opportunity to do so in future reports.
CONTACTWe welcome feedback from our stakeholders to
help us improve and progress in our approach tosustainability and sustainability communication.
Please contact our Sustainability team at:sustainability@one-line.com

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OCEAN NETWORK EXPRESS (ONE)Message from
our CEO

endeavors. Through close
collaboration with internaland external stakeholders, weseek to contribute to sectorwide initiatives in innovating
and advancing sustainability,
including the use of future
fuels and efficient ship design,
among others.

I am confident that our collective
efforts, anchored in our ONE Core
Values, will steer us towards amore sustainable future.
Dear stakeholders,
2020 was a momentous year forseveral reasons. It was the thirdyear of operations for Ocean
Network Express (ONE) since welaunched in April 2018, but one
that tested us beyond measure. As
the world continues to battle the
COVID-19 pandemic, businesses
and communities sought to find new
ways of working and living.

At ONE, we faced multiple
operational challenges
caused by the global supply
chain disruptions, requiring
us to double down on efforts
to cater to the unexpectedsurge in container demand
and maintain our service
reliability. Besides deploying
empty sweeper vessels toaccelerate the repositioningof almost three million TEUs of
empty containers and stepping
up container procurement
to secure our supply, we
also made use of AI-based
technology to improve ourdemand forecast system andenhance predictability.
The drive to adopt technology
and digitalize our businessprocesses has played a big rolein helping us adapt relatively
seamlessly to working andoperating during the pandemic.
Our ROOT enterprisearchitecture project was
kicked off in 2020, comprising
25 digitalization initiatives
across e-commerce, customer
relationship management
and business intelligence.
It is the first phase of ONE’s

SUSTAINABILITY REPORT 2021

digitalization roadmap, and partof our data-driven enterprisestrategy, with the ultimate
objective to achieve operationaland service excellence, capture
new opportunities and deliver
greater value to our customers.
Amidst these extraordinary
times, it is heartening that thetransition to a clean energy
future has only accelerated,with a groundswell of support
for climate action arising acrossthe world. ONE is committed
to play a proactive role indriving decarbonization within
our industry. We have been
accelerating our own efforts
towards achieving carbonneutral shipping with initiatives
to improve fuel efficiency andreduce carbon emissions in ouroperations. We successfullycompleted a first trial using
sustainable biofuel blend topower the M/V MOL Experience
across the Atlantic in 2020 andwill continue with further trials toestablish the viability of biofuels
as a greener alternative. Morerecently, we set up the Green
Strategy Department to drive
our environmental sustainability

In 2021, we took a further
step in our green strategy
direction by joining six
industry partners to establish
a fund for a maritime
decarbonization center to be
set up in Singapore. Under the
Memorandum of Understanding
with the Maritime and Port
Authority of Singapore (MPA),
ONE will contribute S$10 million
to support the establishmentof the center, fund maritimedecarbonization-related
research and technology
development projects, andcollaborate with institutes ofhigher learning and research
institutes.
Our progress is made possible
only with the dedication andsupport of our people, whohave persevered through thechallenging times to deliver
the service excellence thathas come to be associatedwith the ONE name. People
development remains a key
focus for us as we strengthen
our talent base for future
success. We launched the
THRIVE platform during 2020 toensure our people can have an
engaging and effective learning
experience even when working

5from home. We continue toprioritize the health and safetyof our colleagues, implementing
pandemic safety measures inour office while allowing forflexible working arrangements.
At the same time, we aremindful of the support wemust render to the ship crew
who work on our chartered
vessels – our maritime front
liners who play a critical role
to keep the global supply
chain moving. ONE signed
the Neptune Declaration for
Seafarer Wellbeing and Crew
Change, joining stakeholders
from across the value chain topush for the resolution of theinternational crew change crisis.
Looking back at 2020, I am
grateful for the utmost supportof our employees, customers,
shareholders and partners, thathas enabled us to overcome
challenges and forge ahead.
The future may be uncertain,
but it presents opportunities
for us to build further resiliencein our business to withstandwaves of disruption that we
may yet foresee. It is more
important than ever for us to
integrate sustainable ways ofworking as we transition into
the new normal. Our priorities inthe year ahead will reflect ourcommitment to be sustainable
and resilient, and a trusted
partner for our customers indelivering global shipping
solutions. We will press onwith our company-wide
digitalization, upgrade ourfleet to be more sustainable
and efficient through technicalmodifications and newbuilding
program, and continue to
implement initiatives to work
towards our carbon reduction
targets. It will not be easy, but
it must be done. I am confident
that our collective efforts,
anchored in our ONE Core
Values, will steer us towards amore sustainable future.
We will strive to communicate
our progress openly andconsistently. In this fourth
edition of our sustainability
report, we have included a
new section to provide an
overview of our key targets
and commitments to manage
our material sustainability
topics. I hope this reportprovides you with a snapshotof ONE’s sustainability efforts
and performance to date, andI look forward to continuing
this journey together with you.
Sincerely,

Jeremy Nixon

Chief Executive Officer

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OCEAN NETWORK EXPRESS (ONE)

Summary ofTargets and Performance

SUSTAINABILITY REPORT 2021

Targets/Commitments 2020 Performance

Container
and Cargo
SafetyThis section summarizes our key targets and commitments to manage our material sustainability topics, as well as ourcurrent performance and actions against these targets and commitments.
More information about our material sustainability topics can be found in the section on Materiality on Page 19.

ClimateChange(including
Energy)• 25% reduction of CO2
emissions (in gram/
TEU-km) from 2018baseline by 2030; and50% reduction of CO2
emissions (in gram/
TEU-km) from 2018baseline by 2050

Current Actions• Measures to enhance vessel fuel• 10% reduction in CO2emissions per TEU-km
efficiency, such as installing high-efficiency
from 2018
propellers and special propeller boss cap,an energy saving device• 100% compliance with
IMO2020• Measures to improve operational efficiency
to reduce energy consumption andemissions

Marine• ONE will work with
• No significant spills
Pollution andchartered vessels toreported for 3 years
ensure zero significant
Conservation
spills*• Continue to ensure vessel safetycompliance via Vessel Quality Standard(VQS) inspection and maintaining fleet
standards• Working closely with vessel owners
to ensure that best practices are
implemented onboard and sharing
information regarding any incidents,
drawing up countermeasures where
needed*A significant spill is definedas more than 150 litres
overboard/case

Read more on Preventing Marine Pollution

Operational Excellence• 100% of customer
bookings done via
digital platform by
2025• 100% rollout of
Customer Live Chatplatform by 2022
(except 3rd party
agents)• MARS enable proper records and root
cause analysis of accidents, to better
review and improve on safety practices
Read more on Container and Cargo Safety

SocialEmployee
Health and
Safety• Ensuring the healthand safety of ouremployees, striving forzero fatalities• Maintained zero
fatalities since 2018
• No incident of highconsequence workrelated injury• 90% of bookings done • Continue to encourage customers to use
via digital platform
digital platform for bookings• Live Chat rolled out
to more than 30
countries (>20%)• Plan to remove option for manual booking
under normal circumstances• Continue to roll out Live Chat to morecountries
Read more on Raising the Bar on Service
Quality• Occupational Health and Safety (OHS)
policies and procedures establishedacross all ONE entities according to legal
requirements and regulations• Procedure in place for employees to reportany accident, injury or work-related hazard• OHS training provided and OHS
information disseminated• Continuous monitoring and enforcement
to ensure 100% compliance with IMO2020
and further evaluation of other complianceapproach
Read more on Mitigating Climate Change

CustomerExperience• No large-scale or fatal • Vessels chartered by ONE undergo
accidents reported
periodic VQS inspections – aim to
conduct at least 100 inspections per year
• Less than 14 hours of• Average downtime
average downtime perper vessel due to• Continue to work closely with shipowners
vessel per year, while
accidents or problems
and ship crew of chartered vessels toworking towards goal
onboard was 20.78
comply with ONE’s safety policies andof zero downtime
hours
processes, provide guidance on how tomanage and respond to incidents, andimprove safety awareness*Large-scale accident is• Trialling alternative low-carbon fuels suchas biofuels• Maintain 100%
compliance with
IMO2020 sulphur limit

Current Actions• Zero large-scale* orfatal accidents

defined as an accident withpossible loss of life, major
impact on seaworthiness ofvessel, or major damage tothird party facilities

Environment
Targets/Commitments 2020 Performance7• Monitoring of work-related injuries andfatalities
Read more on Taking Care of Our People

Talent• We are committed
Management
to developing adiverse and inclusive
workforce of engaged
employees, embracing
all employees as ONE,irrespective of ourdiverse backgrounds• Average training
hours of 9.7 per
employee• Launch of THRIVE learning platform toprovide a more effective and engaging
learning experience, even remotely• Turnover rate of 4.61%• Incorporated measures to promote gender
diversity during recruitment at the GHQ
level
Read more on Empowering Our People

Governance
EthicalBusiness
Conduct• We are committed
to meeting thehighest ethicalstandards to ensurethat our businessactivities contributeto the sustainable
development ofsociety, as set out inour Business Credo• 86 virtual compliancetraining workshops
were conducted
globally.
• 22,337 e-learning
courses on key
compliance topics
were completed by
employees globally• Code of Conduct, the Business Credo andother compliance-related policies such as
the ONE Basic Anti-Bribery Policy are put
in place which all employees must adhereto• Whistle-blowing channel and process
are in place for employees to raise any
concerns or compliance issues• Training on key compliance topics such as
Business Credo, anti-corruption and antifraud continued online despite COVID-19
restrictions
Read more on Ethical Business Conduct

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OCEAN NETWORK EXPRESS (ONE)

About
ONE

SUSTAINABILITY REPORT 2021

9

Scale of Operations

Ocean Network Express(ONE) is a container
shipping company which
offers an extensive liner
network service portfolio
covering more than 120
countries internationally.

Company Profile

ONE operates an extensive liner
network service portfolio covering
more than 120 countries. Witha vessel capacity of 1,611,060
Twenty-foot Equivalent Units(TEUs), we are the 6th largest in
the world. Established in 2018 andheadquartered in Singapore, ONE
was formed through the integrationof the container shipping services ofthree Japanese shipping companies
Kawasaki Kisen Kaisha, Ltd. (K Line),
Mitsui O.S.K. Lines (MOL) and Nippon

7,736 employees

Total revenue

in 211 local offices,
5 regional HQs and
1 Global HQ across
47 countries

US $14.4
billion

Fleet of 220
vessels, including
46 super large
vessels of 14,000

Total vessul
capacity of

Yusen Kaisha (NYK). NYK owns a
38% holding in ONE while MOL andK Line own 31% each.

Value Chain of our Business
ONE handles end-to-end shipping
services for businesses in a wide
variety of industries, including inland
services by rail, barge or truck inaddition to coastal services. We also
provide value-added services suchas market intelligence, e-commerce
services and procurement ofoperation assets.

All our vessels are chartered vessels,
including those from our parent
companies. We are responsible
for the vessel operations, such asscheduling and voyage instructions,arrangement of bunkers, and soon. We work closely with the vesselowners who are responsible forthe maintenance of vessel quality
and for the crew on board. Our
Marine Safety and Quality (MSQ)
Department works closely withthe ship owners to ensure safe
operations.

largest fleet
capacity inthe world

220 vessel port
calls and 140

1,611,060

service loops

TEUs

and 20,000 TEUs

6th

Serving more than
14,000 customers
in 106 countries

ASIA – NORTH AMERICA

RHQ
LondonEUROPE – NORTH AMERICAINTRA EUROPE
EAST ASIA
RHQ
Richmond

AFRICAASIA – EUROPE
WEST ASIA

ONE’s Value Chain
Research &Development
Utilise resources
to determine
marketdemand andsupply, vessel
specifications
and market
growthGHQ/RHQ
Singapore

LATIN AMERICA

Procurement
Obtaining
vessels,
containers,
fuels terminal,
inland supply
chain and IT
infrastructure

Production
Obtaining
vessels,
containers,
fuels terminal,
inland supply
chain and IT
infrastructure

Sales
E-commerce
platform
management,
publicity andoutreach, space
confirmation
and booking

Shipping

Services

Documentation,
vessel andcargo tracking.
Vessels andE-commerce
Cargo operation
functions,freights
settlements andsales support

RHQ
Hong Kong

OCEANIARHQ
Sao Paulo

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OCEAN NETWORK EXPRESS (ONE)Our Core Values

Our core values define what we stand for and guide our decisions and behaviours. They areembedded in our Business Credo, Code of Conduct and other policies.

LEAN & AGILE

BEST PRACTICEQUALITY

Breaking through conventions
to make ideas into reality
quickly

Continuing to improve ourselves
based on the knowledge
cultivated internally and externallyto deliver the best services

Pursuing the best qualitythat always exceeds
customer expectations

INNOVATIONTEAMWORKCHALLENGE

Delivering services that
contribute to the customer’sbusiness through self innovationand creativity

Respect individual diversity
to build a team that can work
together to create new value

Leveraging on individual
strengths and continuingto meet challenge without
fear of failure

SUSTAINABILITY REPORT 2021

ONE recognizes our rolein providing safe andreliable services while
meeting our customers’
expectations andmaintaining their trust.
At the helm of our brand,
ONE’s Business Credoenshrines eight principles
reflecting how we want to
do business.

11

ONE’s Business Credo
1. GOOD FAITH BUSINESS ACTIVITIESWe respect national competition laws, engage in business practices thatare fair, transparent, freely competitive, and appropriate, and do not tolerate
bribery or corruption in any form.
2. ENVIRONMENTAL AND SAFETY INITIATIVES
We undertake initiatives to enhance safety and to preserve the marine
environment and natural ecosystems, and seek to develop and refine safe,
environment-friendly transportation technologies.
3. ENHANCED SECURITY
We have established strong security measures to prevent the disruption andabuse of international logistics networks, prohibiting any type of illegal activity
and the unauthorized access and leakage of information.
4. COMPLIANCE WITH LAWS AND ORDINANCES, RESPECT FOR
HUMAN RIGHTS
We recognize our role in society and act in a manner that is fair and justby complying with national laws and ordinances and international norms.
Corporate activities should adhere to social mores, respect human rights,
honour local customs and practices, and address the concerns and interestsof stakeholders.
5. EXCLUSION OF ANTISOCIAL ACTIVITIESWe resolutely stand against all antisocial forces and organizations thatthreaten the order and safety of civic life.
6. DISCLOSURE OF INFORMATION AND COMMUNICATION WITH SOCIETY
We disclose corporate information in a proactive and fair manner, rigorously
protect and manage the privacy and personal information of our customers,
employees and everyone involved in our business activities.
7. SOCIAL CONTRIBUTION ACTIVITIESWe proactively contribute to social activities as a good corporate citizen.

RELIABILITYCUSTOMERSATISFACTION

Delivering stable,
sustainable andprofessional services

Focus on customer needs welland deliver satisfaction thatexceeds expectations

8. PRESERVATION OF FAVOURABLE WORK ENVIRONMENTS
We respect the diversity, individuality, and humanity of employees andfacilitate the activities of a diverse workforce. We make every effort topreserve favourable work environments.

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Corporate GovernanceONE’s Holding Company(Hold Co) in Japan oversees
the governance of our global
headquarters in Singapore(ONE GHQ). As a company
registered in Japan, Hold Co
is held to comply with theCompanies Act, Corporate
Governance code which
includes the need for an audit
by external auditors for internal
control systems.
ONE GHQ oversees thegovernance of regional offices,branches, subsidiaries andjoint-ventures, with delegation
to regional headquarters(RHQs). RHQs are situated in
Hong Kong, Singapore, United
Kingdom (UK), the United Statesof America (USA) and Brazil.
RHQs oversee over 160 local
representative offices that
handle cargo coming into the
local ports.
The Board has overall
responsibility for performing theduties of strategic planning andproviding oversight, including
for the company’s sustainability
strategy. They are supported bythree key functional Divisions,working closely with theCompliance Committee andBusiness Strategy Committee.

OCEAN NETWORK EXPRESS (ONE)SUSTAINABILITY REPORT 2021

13

Corporate Governance chart
HOLDING COMPANY(HoldCO)

HoldCo Shareholder
meeting

Board of Directors• Audit-Supervisory
Board Member• External Auditor

Representative
Directors

Internal Audit(HoldCo)OPERATING COMPANY(OpCO)GLOBAL MARITIME FORUM:
An international non-profit
organization committed
to promoting the shipping
industry. ONE is a signatory
to the Global Maritime
Forum’s Call for Action
on the decarbonizationof shipping in line with
the International Maritime
Organization’s (IMO) strategy.

SINGAPORE SHIPPINGASSOCIATION (SSA):
Singapore’s national tradeassociation to serve and promote
the interests of its members andto enhance the competitivenessof Singapore as an International
Maritime Centre. As a member,
ONE actively participates inforums, feedback and dialogue
sessions with key regulatory
agencies and international
maritime organizations.

WORLD SHIPPING COUNCIL (WSC)
A trade group representing theinternational shipping industry. Asa member, ONE collaborates withother companies and governments
to develop actionable solutions for
global transportation issues andpromote environmental stewardship.
ONE’s CEO Jeremy Nixon has
been nominated and acting as cochairman since November 2020.

Awards and Certifications
OpCo Shareholder
meeting
Compliance
Committee

Board of Directors

Risk Management
Committee

GLOBAL HEADQUARTER(GHQ)

External
AuditorCEO

Corporate strategy
meeting

Internal Audit(GHQ)

Divisions of GHQ

Corporate & Innovation

Product & Network

Marketing & Commercial

AEO (Authorized Economic
Operator):
ONE obtained AEO status in UK(2019) and Netherlands (2018). AEO
is defined by the World Customs
Organization SAFE Framework ofStandards as a party involved in theinternational movement of goods
that has been approved by anational Customs administration ascomplying with WCO or equivalent
supply chain security standards.

ISO14001 (ENVIRONMENTMANAGEMENT SYSTEM):
An international
environment
management systemstandard set by theInternational Organizationfor Standardization (ISO).
We have received ourISO14001:2015 certificate
in 2018 from ClassNK.

ISO9001:2015 (QUALITYMANAGEMENT SYSTEM):
An international standard
set by the International
Organization forStandardization (ISO) thatspecifies requirements for aquality management system.
We have received ourISO9001:2015 certificate in
2021 from ClassNK.

ECOVADIS:
ONE received a Silver medalfrom business sustainability
ratings specialist EcoVadis
for our commitment todriving sustainability inour business through ourpolicies, actions, and resultsin 2020, putting us in the
top 20% of companies rated
by EcoVadis in our industry.

LLOYD’S LIST ASIA PACIFIC
AWARDS:This award recognizes
and celebrates excellence,
innovation and leadershipin the maritime sector. ONE
emerged as winner of theprestigious Lloyd’s List
“Excellence in Container
Shipping” Asia Pacificaward in 2019.

Industry Memberships and Associations

CLEAN CARGO:
A business-to businessleadership initiative thatinvolves major brands, cargo
carriers, and freight forwarders
dedicated to reducing theenvironmental impacts of global
goods transportation andpromoting responsible shipping.

DIGITAL CONTAINER SHIPPINGASSOCIATION (DCSA):
A non-profit organization
established to further
digitalization of container
shipping through technology
standards. ONE, A.P.Moller–
Maersk, Hapag-Lloyd and MSC
are founding members.

GLOBAL COMPACT NETWORKSINGAPORE (GCNS):
The local chapter of the United
Nations Global Compact(UNGC). As a member, ONE
endorses the ten UNGC
Principles in the areas of Human
Rights; Labour; Environment; andAnti-corruption.

CTPAT (Customs Trade Partnership
Against Terrorism):
ONE joined CTPAT, a voluntary
public-private sector partnershipprogram, since 2018, to work with the
U.S. Customs and Border Protection
to protect the supply chain, identify
security gaps, and implement specificsecurity measures and best practices.
CTPAT members are considered to beof low risk, and are therefore less likely
to be examined at a U.S. port of entry.

14

OCEAN NETWORK EXPRESS (ONE)Approach to
Sustainability

SUSTAINABILITY REPORT 2021

15

Our ESG+O Framework

To be sustainable and resilient, and a trusted partner for ourcustomers in delivering global shipping solutions.

The international shipping
industry is responsible forthe carriage of around 90%
of world trade.

While shipping is universally
recognized as one of the mostefficient means of commercial
transport, the industry still
has significant impacts on theenvironment and society thatneed to be managed. Thisis compounded by the riseof international trade driving
continued growth in maritime
traffic, which is expected totranslate to a nearly threefold
increase in Greenhouse Gas(GHG) emissions by 2050,
according to estimations by
the International Maritime
Organization (IMO).
As the sixth largest container
carrier in the world by fleet
size, ONE recognizes therole we can play to mitigate

OUR SUSTAINABILITYPRIORITIESsuch impacts and advancesustainability efforts in
the industry. In 2019, wedeveloped our sustainability
strategy to focus our efforts
around four areas of priority:
1. Environment;
2. Social;
3. Governance; and4. Operational Excellence

4
1

Environment

These priorities are basedon the material sustainability
topics that drive long-termvalue for our businessand our stakeholders.
Underpinning our priorities,
is our Business Credo, whichforms the core of ONE’scommitment to embedding
responsible businesspractices.

2

Social3

Governance4

Operational
Excellence

areas ofpriority

Sustainability Governance
Our Board of Directors at GHQ (which includes our Managing Director andCEO) drives the company’s direction in sustainability strategy and growth. They
are supported by the Business Planning Team who initiates and coordinates
sustainability initiatives across the company at GHQ, RHQ and local offices levels.

Environment

SocialGovernance

We protect theenvironment andecosystems we alldepend on by taking
action on climate change,
preventing marine
pollution and using
resources responsibly.

We nurture and empower
people in our businessand the communities we
operate in, by managing
our talent, protecting
their health and safety,
respecting their humanrights and supporting
local communities.

We uphold the highest
standards of ethicalbusiness conduct andcorporate governance,in compliance withregulation and our own
internal policies.

Operational
Excellence

We drive operational
excellence throughdigitalization, to enhancecustomer experience andensure safe operations.

16

OCEAN NETWORK EXPRESS (ONE)corruption. We are committed tosupport UNGC by incorporating
the ten principles in the way we
do business. This report also
serves as our Communication
on Progress Report (COP) to
the UNGC. Please refer tothe UNGC reference table forour implementation of the ten
principles of UNGC on page 48.

Adopted in 2015, the Sustainable
Development Goals (SDGs)
provide an internationally-agreed
roadmap to build a better andmore sustainable future by 2030.
ONE believes that businesses
play an important role incontributing to this global agenda
for sustainable development.

We also support the local
chapter of the United Nations
Global Compact, the Global
Compact Network Singapore(GCNS) in promoting sustainable
development. For example, ONEparticipated as a case company
in the CDL-GCNS Young CSR
Leaders Award 2020, an annual
case competition that offers young
people a platform to champion
sustainable development and
SDG integration into business, andcontinues to do so in 2021.

We joined the United Nations
Global Compact (UNGC) whichcalls on all companies to takeaction in support of the SDGs
and align their practices with ten
universally accepted principles
in the areas of human rights,
labour, environment and anti-

While our business activities touchon all 17 interrelated SDGs, directly
or indirectly, we have identified
four priority SDGs (please see
next page) which we believe
we can have the biggest impact
on through our core businessactivities as well as throughSupporting the United
Nations Global Compact
and Sustainable
Development Goals

SUSTAINABILITY REPORT 2021

17

OUR IMPACT ON SDG 7:

Celebrating 10 Years of Nurturing
Young Sustainability Champions

Certificate of Appreciation
This is proudly presented to

Ocean Network Express
Pte Ltd
In appreciation for their support
towards the CDL-GCNS Young SDG
Leaders Award 2020

AFFORDABLE AND
CLEAN ENERGY
Underlying targets that we contribute to:

7.3 Double the global rate of improvement inenergy efficiency by 2030

improvements in our fleet fuel efficiency. Our
biofuels trial had yielded encouraging results
and we will continue to invest in seeking out
cleaner energy. See our Environment section
Pg 22-25 for more details.

ONE has been exploring alternative fueloptions while making consistent

ONE also signed a memorandum ofcooperation (MoC) with the Maritime and Port

7.2 By 2030, increase substantially the shareof renewable energy in the global energy mix

OUR IMPACT ON SDG 9:

INNOVATION AND
INFRASTRUCTURE
partnering with others. These
SDGs are of greatest relevanceand alignment to ONE’s
business and sustainability
priorities, representing
opportunities where we canbest contribute to sustainable
development. In addition, we
identified SDGs 4, 5, 8, 12, 16
and 17 as also relevant to ONE’s
overall sustainability agenda,
constituting secondary focus
areas where ONE’s activities
can positively contribute to.

Authority of Singapore (MPA) to establish
a fund for a maritime decarbonization
center to be set up in Singapore, together
with five other industry leaders, to support
maritime decarbonization-related researchand technology development projects incollaboration with institutes of higher learningand research Institutes.

Build resilient infrastructure,promote inclusive and sustainableindustrialization and foster innovation

Underlying targets that we contribute to:9.4. By 2030, upgrade infrastructure andretrofit industries to make them sustainable,with increased resource-use efficiency andgreater adoption of clean and environmentallysound technologies and industrial processes,with all countries taking action in accordancewith their respective capabilities

ONE has embarked on its Digitalization
Roadmap in 2020, with the aim to build a strong
digital foundation to enhance existing businessmodels and services, develop new ones throughdigital technologies, and ultimately create
new value for the market. See our Operational
Excellence section Pg 27 for more details.

OUR IMPACT ON SDG 13:

CLIMATE ACTION
Underlying targets that we contribute to:13.1 Strengthen resilience and adaptive
capacity to climate related hazards andnatural disasters in all countries
13.3 Improve education, awareness raisingand human and institutional capacity on
climate change mitigation, adaptation, impact
reduction, and early warning

LIFE BELOW WATER
Underlying targets that we contribute to:14.1 By 2025, prevent and significantly reduce
marine pollution of all kinds, particularly fromland-based activities, including marine debris
and nutrient pollution
14.2 By 2020, sustainably manage andprotect marine and coastal ecosystems to
avoid significant adverse impacts, including
by strengthening their resilience, and takeaction for their restoration, to achieve healthy
and productive oceans

Beyond our own operations, we actively
participate in industry-wide initiatives throughour membership in the World Shipping
Council, which our CEO is co-chairing, andGlobal Maritime Forum, addressing industry
issues such as building a modern and efficientmaritime infrastructure, safety and compliance.

Take urgent action to combat climatechange and its impacts

ONE has been continuously seeking
improvements in our energy efficiency
and reducing the carbon footprint of ouroperations. We have set emissions reduction
targets in support of the International Maritime
Organization (IMO) GHG Strategy andcontribute to the industry climate goals. See ourEnvironment section Pg 22-25 for more details

OUR IMPACT ON SDG 14:

ONE team members discussing with student participants of the CDL-GCNS Young CSR LeadersAward 2020 case competition on how to align our sustainability efforts with SDGs.

Ensure access to affordable, reliable,
sustainable and modern energy for all

on how we are working towards our goals.
ONE has also been raising awareness ofclimate change issues within our company
and communities through our CSR activities(held prior to the COVID-19 pandemic) andwill continue to do so when the situation
allows.

Conserve and sustainably use theoceans, seas and marine resources forsustainable development

14.3 Minimize and address the impacts ofocean acidification, including through enhanced
scientific cooperation at all levels
ONE takes comprehensive measures to prevent
accident spills and operational discharges fromour shipping activities. Through our stringent
Vessel Quality Standard (VSQ), we ensurecompliance with international conventions onballast water management and anti-foulingsystems to prevent adverse impact on marine
ecosystems through the introduction of foreignorganisms. See our Environment section Pg 26
for more details.
Our vessels also take part in speed reduction
program on certain service routes to reducenoise pollution and risk of striking marine
animals in coastal areas. Before the COVID-19
pandemic, our employees regularly conduct
beach clean-up activities as part of their CSR
programs. We endeavour to do more on
marine protection and conservation going
forward.

18

OCEAN NETWORK EXPRESS (ONE)Materiality Assessment

Our Material
Sustainability Topics

In 2020, we worked with specialist sustainability consulting firm Corporate Citizenship to
conduct an assessment of our most material sustainability topics, building on from our previous
assessments. We followed a four-stage process which included:

1

Launched an online
survey for internal andexternal stakeholders
to prioritize the shortlistof sustainability topics
identified in theprevious stage.

Context
and Topic
Identification
Conducted deskbased research and abenchmarking exercise
to identify relevant
industry trends andsustainabliliy issues,
developing a shortlistof sustainablity topics
to be prioritized.

In the beginning of 2021, we
conducted a review of our material
topics to ensure that we keep upto-date with current and emerging
issues, especially in light of theunprecedented events of 2020,
and to determine whether any newmaterial topics have emerged, orif there is a shift in the importanceand impact of the current topics.
Based on the review, our listof material sustainability topics
remains unchanged. However,certain topics like climatechange, employee health safety
and wellbeing have become
more salient during the year,
necessitating greater attention
and resources to manage. We
also witnessed the acceleration ofdigitalization, which has become

Surveys2

Analyzed andpresented thefindings and results
to the senior
management team at
ONE, before finalizing
the list of material
sustainability topics.

3

AnalysisandValidation

Interviews

Conducted a series
of interviews withcustomers andshareholders togather further insights
into the sustainability
context of ONE andthe industry.

ever more important as a means
to improve efficiency and risk
management. The risks andopportunities represented by theseSUSTAINABILITY REPORT 2021

4

topics are taken into consideration
as we review our enterprise risk
heatmap as part of Our Approach to
Risk Management (see page 40).

Digitalization19

Direct Impact:

Topics ONE can directly
influence and manage

Indirect Impact:

Topics ONE can indirectly
influence and manage,
working with partners
including vessel owners
and other stakeholders
along the value chain

Material Topics: Sustainability topics that are of high importance to the business and medium to high importanceto stakeholders. These form the focus of ONE’s strategy and reporting.

CustomerExperience

Ensuring high-levels of service
quality and reliability to maintaincustomer satisfaction and loyalty.

MarinePollution andConservation

Preventing ocean pollution andprotecting marine life throughthe responsible management ofballast water and the preventionof spills/leakages.

Container and
Cargo Safety

Ensuring the safe operationof ships and the safe handlingof containers.

Employee
Health, Safety
and Wellbeing

Protecting the health, safety andwellbeing for our employees
and contractors.

EthicalBusiness
Conduct

Ensuring adequate systems andprocesses are in place to upholdthe highest standard of ethicalbusiness conduct, including
measures to promote anticorruption and fair competition.

ClimateChangePutting measures in place
to reduce energy use andgreenhouse gas (GHG) emissions,
including SO2 and NOx, across
our operations. Building resilienceagainst climate change risks.

Innovation and
Digitalization

Engaging in industry collaborationand partnerships for innovationin marine technology andstreamlining our operations
through digitalization.

TalentManagement

Attracting highly-skilledindividuals, providing training anddevelopment opportunities andpromoting a diverse and inclusive
workplace, to build a highperforming shipping company.

20

OCEAN NETWORK EXPRESS (ONE)

Direct Impact:

Topics ONE can directly
influence and manage

Indirect Impact:

Topics ONE can indirectly
influence and manage,
working with partners
including vessel owners andother stakeholders along
the value chain

Relevant Topics: Sustainability topics that are of medium importance to the business and of sufficient interest to
stakeholders to warrant disclosure as relevant.

Supply Chain
Management

Mitigating the environmental,social and governance risks
in our supply chain throughresponsible procurement
practices.

Supporting Local
Communities

Supporting communities in
need, through education
programmes, logistical support
during natural disasters, andenvironmental awareness.

Human Rights andLabour Practices

Respecting human rights andhaving zero tolerance for all
forms of child labour, forced
labour or other forms of
exploitation.

Recycling andDisposal of
Materials

Minimizing the amount ofwaste generated and ensuring
the safe disposal of hazardous
materials, including during thedismantling of ships at the endof their lifecycle.

Responsible
Tax Practices

Managing increasingly
complex tax laws and ensuringtransparency on our approachto tax payments.

Illicit Trade

Combatting human trafficking
and the illegal trafficking ofgoods such as narcotics andendangered wildlife.

Piracy andSecurity

Adopting proper measures
to prevent attacks and the
hijacking of our commercial
vessels as well as protecting
our business systems throughcyber security.

SUSTAINABILITY REPORT 2021

Stakeholder
Engagement

21

An important tenet of ourapproach to sustainability is
engaging our stakeholders,and being accountable andresponsive to their concerns.
We value our stakeholders’opinions and feedback toensure we are continuously
improving our practices
and performance.

Our stakeholders have been
identified and prioritizedbased on the impact ouractivities have on them, theirknowledge of the sector andONE, as well their importanceto the success of our business.
Stakeholder engagement
happens throughout theyear, both formally andinformally, through a varietyof channels. We focus on
better understanding theirneeds and expectations, andseeking collaborative ways
to work and achieve sharedobjectives.
For details on our stakeholder
engagement, including how
we engage them, please see
the stakeholder engagement
table in Annex 1 of this report.

Employees

Customers

OUR KEYSTAKEHOLDERS

Suppliers

Local
Community

Shareholders

22

OCEAN NETWORK EXPRESS (ONE)

Environment

efficiency propellers and attachmentof special propeller boss cap. These
measures are expected to reduce up
to 10% of emissions from fuel use pervessel. We will continue to implement
these modifications progressively
across our fleet.

The importance of ocean
shipping to the world iswidely recognized – wemove around 90% of
global trade.

At the same time, the sheer
volume of maritime trafficmeans our activities havesignificant environmental
impacts, including air and sea
pollution. As the world reaches
a tipping point in our response
to climate change that will
determine the trajectory of theplanet’s health in this century,
the imperative for the shipping
sector to act decisively is clear.

emissions from the international
shipping sector by at least 50%
by 2050 compared to a 2008
baseline, in order to meet theParis Agreement goals to keep
global temperature rise well
below 2 degrees Celsius. This
ambitious target requires thecollective action of all players
within the sector to accelerate
the shift from business-as-usual
towards a net-zero future.

In response to this, theInternational Maritime
Organization (IMO) announced
its initial IMO strategy in 2018 toreduce greenhouse gas (GHG)

Mitigating Climate
ChangeONE is committed to do ourpart to tackle climate change
and support the IMO GHG

Our efficiency measures have
reduced our emissions intensity by
10% since 2018. We expect further
improvement in the years ahead as
we continue to achieve reductions
through technical retrofitting andoperational optimization towards our
reduction goals.

strategy. We have sought toalign with IMO’s ambitions indeveloping our carbon dioxide(CO2) reduction targets:

By 2030:

25%

reduction of
CO2 emissions
per TEU-km

By 2050:

50%

reduction of
CO2 emissions
per TEU-km*Our reduction targets are with reference to a 2018 baseline
as we only started operations in 2018.
**The reduction targets apply to our direct shipping fleet(Scope 1 emissions) and does not include emissions fromother operations such as those in our office buildings andthose from our supply chain such as terminal operations.

Working towards
Decarbonization

To work towards our targets,
we have implemented
initiatives aimed at improving
our operational and fleet fuelefficiency, to reduce energy
consumption and CO2
emissions.
In 2020, we made some newprogress to improve our fleet
fuel efficiency. These include
modification of bulbous bow
to reduce wave resistance,
replacement with high

SUSTAINABILITY REPORT 2021

Our Scope 2 emissions stem fromelectricity consumption in our
offices. From the onset, we have
implemented measures to reduce
electricity consumption such as use ofenergy saving LED lights, automatic
lighting, reminders to staff to switch
off lights and devices, etc. Our GHQ

23

Making progress on our CO2 emissions intensity reduction

CO2 Emissions Intensity (g/TEU-km)
48.35

50

46.79

45

43.67

40

36.26

35
30

2018

2019
Performance

office is also located in a “green”
building certified by the Singapore
Building and Construction Authority
as having excellent environmental
performance in terms of energy,

2020
2030 Target

water and material resource usage.
These measures, as well as lower
usage in 2020 due to the COVID-19
situation, have helped reduce our
Scope 2 emissions by 11.6% from 2019.

Scope 1 and 2 Emissions (tonnes of CO2 equivalent, tCO2e)
Scope 1 Emissions from fuel consumption
Oil Type

2018

2019

2020

Fuel Oil

9,191,451

12,163,491

10,638,466

Gas Oil

898,882

1,284,634

949,117

Total

10,090,333

13,448,125

11,587,582

Scope 2 Emissions from electricity consumption
Electricity Type

2018

2019

2020

Purchased electricity

161.10157.82139.55

Note: As ONE only began operations in April 2018, the emissions data for 2018 only cover April to December, whereas the 2019 and 2020 data cover thefull year.
The operational control approach is used for the consolidation of data based on the GHG protocol.
Scope 1 emission factors are referenced from the Clean Cargo Working Group (CCWG) and only CO2 is included. Based on CCWG, “Given that all relevantenergy consumption from ocean container transportation stems from fuel combustion on vessel engines, CO2 emissions is an appropriate approximationof total GHG emissions.” Scope 2 emissions are based on the Electricity Grid Emissions Factors provided by the Singapore Energy Market Authority.

Fuel consumption from non-renewable sources (TJ)
Improving operational efficiency:• Ensuring optimum schedulingand shorter port stay times toincrease trip efficiency• Slow steaming where possible• Use of shore electric power
where facilities are available• Monitoring of marine weather for
better navigational performance

Enhancing fleet fuel efficiency:• Mainenance of hulls and propellers to reduce
fricton casued by fouling• Installed special fins for propellers to improve
propulsion efficiency and reduce fuel consumption• Other technical modifications and maintence tooptimise fleet performance• Use of in-house fleet performance monitoring
system to understand the impact of our efficiency
measures and seek continuous improvement

Oil Type

2018

2019

2020

Fuel Oil

119,229

157,715

136,428

Gas Oil

12,056

17,23012,730

Total

131,285

174,945

149,158

Note: Fuel Oil consists of Heavy Fuel Oil and Very-Low Sulphur Fuel Oil. ONE did not consume fuel from renewable sources.
Conversion from fuel quantity to TJ is based on conversion factors provided in CDP Technical Note: Conversion of fuel data to MWh, CDP Climate
Change Questionnaire 2020

24

OCEAN NETWORK EXPRESS (ONE)As transport volumes are expected to continue growing, we recognize that
improving efficiency is not enough. Our next step is to look at how we caneffectively decouple emissions from growth by exploring alternative clean fueloptions and work towards developing absolute CO2 emissions reduction targets.
We are currently mapping available pathways towards carbon neutral shipping.

Our Progress
Since 2018

Further modifications
to fleet to enhancefuel performance,such as modificationof bulbous bows to
reduce resistance andattachment of energysaving propeller boss cap

Exploring alternative
fuels such as biofuelsthat can reduce
emissions. First
biofuels trial completed
in 2020 and 2nd trial
started in 2021. Further
study of alternative
fuels in progress

SUSTAINABILITY REPORT 2021

25

Case Study

Seeking Cleaner Fuels
Green Strategy
Department set
up in 2021 to drive
ONE’s environmental
sustainability endeavors
through close collaboration
with stakeholders andensuring ONE is at theforefront of green thinking
in the shipping andlogistics industry

Biofuel is a fuel that is derived from renewable sources and gained attention around the world as an environmentallyfriendly alternative to fossil fuels.
As part of ONE’s decarbonization plans, we are exploring the use of biofuels to power our fleet. In 2020, we
collaborated with shipowner Mitsui O.S.K. Lines and leading sustainable biofuel pioneer GoodFuels to conduct a trial
use of biofuel to power the M/V MOL Experience.

During this first trial, thesustainable biofuel was blended
in a 10/90 mix with conventional
fossil fuels enabling the M/V MOL
Experience to make its Atlantic
crossing between Europe and the
USA successfully. It is estimatedthat the use of this biofuel mix
contributed to approximately
10% tank-to-wheel reduction incarbon emissions. This marks apositive step forward for ONE in its

decarbonization journey.
We have commenced a second trial
using a higher percentage mix ofthe biofuel which will yield greater
reduction in carbon emissions. We
believe biofuels are a viable andpromising clean fuel alternative, andwill continue to look into issues ofavailability, technical specifications,
regulations and cost, to bring it to
fruition.

GoodFuels’ sustainable biofuels are
virtually free of sulphur oxides and deliver
80-90% “well-to-exhaust” CO2 reduction
versus fossil fuel equivalents. They arefunctionally equivalent to petroleum
derived marine fuels, and no modificationis required to the engine or the fuelinfrastructure.
GoodFuels only works with renewable
feedstocks that cannot be used for any
higher quality application or recycling andare therefore regarded as truly sustainable.

The successful completion of the trial has confirmed that for ONE,biofuel is one of the solutions to reduce Greenhouse Gases. We at
ONE, shall continue to invest in a cleaner, greener future.
–Takashi Mishima, General Manager of Fleet Management, ONE
Understanding ourbaseline emissions
and fuel consumption
data, to seek out
carbon reduction
opportunities

Implementing
operational effieiency
measures such as
optimizing vessel
speed and schedules,
enhancing navigational
performance

Building for the Future

YOUR
Improving
fleet fuel
TITLE
efficiency
by HERE
installing
special propeller finsfor better propulsion,
upgrading to advanced
control autopilot systems
to minimize vessel
resistance, optimizing
vessel routing

By 2030:

By 2050:

reduction of
CO2 emissions
per TEU-km

reduction of
CO2 emissions
per TEU-km

25%

50%

In December 2020, ONEsigned a Letter of Intent for the
15-year long-term charter ofsix new Ultra Large Container
Ships (ULCS) with capacity
greater than 24,000 TEUs
each, the world’s largest classever. This new class of ships
will join our core fleet, helping
to bring economies of scaleand significantly lower carbon
emissions through a state-ofthe-art hull design that aims
to maximize cargo intake andminimize fuel consumption.
This is part of our ongoingstrategy to introduce large,
modern, and fuel-efficient
vessels to further strengthen
our fleet competitiveness while
reducing our environmental
impact. We expect to takedelivery in 2023/2024.

ONE Columba

26

OCEAN NETWORK EXPRESS (ONE)Protecting the Environment

The shipping industry has an impact
on the environment through airand sea pollution, which can haveprofound implications on humanhealth and marine biodiversity.
Embracing environmental
sustainability is a priority for ONE andour actions are focused on finding
ways to minimize our environmental
footprint and improving sustainable
practices in our operations. As statedin our Environmental Responsibility
Policy, ONE is committed to theprotection of the environment
including prevention of pollution andintegrating leading environmental
management practices into thecompany’s business strategy andprocesses. In October 2018, we
achieved the ISO14001 certificationfor our Environmental Management
System.

Complying with IMO2020

With effect from January 2020, every
vessel in the world must comply
with a sulphur content limit of lessthan 0.5% in fuel oil, known as
IMO2020. This landmark regulationfrom IMO is a bid to cut sulphur
dioxide emissions resulting from the
combustion of marine fuel oil.
Compliance with IMO2020 has
considerable cost implications.
However, it is necessary to mitigate
the global health risks from sulphur
dioxide emissions. ONE is fully
supportive and compliant with thisregulation, and has prepared for
IMO2020 since it was announced.
Established across-functional task force
to plan responses• Engaged with stakeholders
e.g. customers, authorities• Evaluated technicalrequirements & most costefficient options

Implemented use of lowsulphur compliant hybrid
oil as most viable short-term
action as ONE’s container
vessels are equipped toadopt this without requiring
special modification

Preventing Marine Pollution

Accidental spills and operational
discharges are key causes of marine
pollution from shipping activities,
with potential widespread adverse
impact on marine life. ONE works
closely with the owners of thevessels we charter to ensure thatbest practices are implemented
onboard, and all relevant regulations
are complied with.
Chartered vessels will undergo
periodic Vessel Quality Standard(VQS) inspections to ensure their
Safety Management System (SMS)
meets our requirements. They
are also checked for compliancewith international conventions
like MARPOL requirements onballast water management andIMO convention on anti-foulingsystems, as well as local regulations
on waste and effluents treatment/
discharge. The same checks are
conducted before chartering any
vessel. Quarterly feedback sessions
are carried out between ONE andthe third-party companies involvedin carrying out VQS inspectionof the ships to identify areas of
improvement.
Any incident involving spillage isinvestigated, analyzed and recorded
in ONE’s Marine Accident Report
System (MARS). Countermeasures
are drawn up where necessary, toprevent recurrence. Employees
can report any observed negligent
actions that could result in damage
to the environment via ONE’s Hotline
system. There were no significant
Worked with vesselowners to ensure thevessels on charter arecompliant and to planfor charter of vessels
already installed withscrubber systems

Continuous monitoringand enforcement
to ensure 100%
compliance and further
evaluation of othercompliance approach
like use of LNG

spills (more than 150 litres
overboard) reported in 2020.
Documented ship strikes of marine
animals such as whales have beenrecognized as a growing concern
worldwide. Our vessels deployedon routes that cross national
marine sanctuaries on the US
West Coast participate in speed
reduction programs initiated by
local authorities to reduce the riskof vessel strike to whales.
As part of our CSR activities, ouremployees also organize and takepart in beach cleaning activities
to collect litter before they end up
in the water and drift out to sea,
posing a hazard to marine animals
and the marine ecosystem. In 2020,
we were unfortunately not able toconduct our usual CSR activities
due to the COVID-19 situation.

Minimizing Waste

We seek to minimize the amountof waste generated in ouroperations and ensure the safe andresponsible disposal of waste.
ONE arranges for shore disposalof garbage and generated sludge
onboard, and requires chartered
vessels to maintain proper records
for waste and effluents treatment/
discharge which are checked
during VQS inspections. Any noncompliance with regulations isaddressed with ship owners and to
be rectified.
At our offices, recycling bins
are provided and e-waste suchas batteries and laptops aredisposed through licensed
recycling companies.
ONE does not currently own any
vessels and will comply with the
IMO Ship Recycling Convention
when we do have ownership in
the future. For the scrapping ofship hulls, we carry out preliminary
surveys on dismantling yards
to ensure that proper practices
are in place to reduce impact on
the environment and workers
before they can be engaged byship owners.

SUSTAINABILITY REPORT 2021

27

Operational
Excellence
Operational excellence is amindset and way of working
that we embrace at ONE.

When we first started operations in2018 as one of the newest players in
the industry, we knew we had to bringour best to the table to successfullycompete in the market. This strategy
has enabled us to strive for sustainableimprovements within our operations
and high levels of service quality.

Raising the Bar on Service
QualityInnovation and digitalization are criticalenablers of operational excellenceat ONE. In 2019, we establishedour Digital Strategy Committee andDigitalization Roadmap, to build our
digital capabilities and enhanceexisting business models andservices, with a focus on delivering
better customer experience andoperational efficiency.

Delivering Better Customer
Experience

We commenced the first stage of our
Digitalization Roadmap in December
2020, digitalizing our channels,
operations and assets to provide an
end-to-end customer experience
within a single digital environment
from quotation to e-invoice.
We continue to enhance ourCustomer Relationship Management(CRM) system to provide full visibilityof customer information andinteractions across global and regional
offices for key accounts, in order toimprove customer communication andexperience. We also started deploying
Robotic Process Automation (RPA) forour booking documentation process
to improve quality, accuracy andturnaround time. We aim to have 100%of customer bookings done via our
digital platform, to be transitioned overthe next few years by 2025.
With increased digitalization comesthe need to build strong defence
against cybersecurity risks and protect
both customer and corporate data.
We manage our cybersecurity risks
with a well-designed IT infrastructure

Digitalization Roadmap

Digital commerce
platforms
integration

2021

2020

Data analytics
model build
micro service
architecture start

2023

2022

New service
model & data
platform build

Continuous
apps build
expand big data

28

OCEAN NETWORK EXPRESS (ONE)

Digitalization
Channel Digitalization
We developed and launched our
digital quotation platform “ONE
Quote” to enable customers toreceive an instant quotation and placebookings anytime, anywhere. Not only
does it improve customer experience,it also provides more dynamic andtransparent price options.
Find out more about ONE Quote here

and a robust Security Information
Policy. Please see Page 41 for moredetails. There were no substantiatedcomplaints concerning breachesof customer privacy and losses ofcustomer data in 2020.

Maintaining Our Operational
Edge

High levels of customer satisfaction
and service quality cannot be met if we
do not execute on-time delivery of ourcustomers’ goods. That, in turn, requires
us to achieve the best operational
efficiency at sea and on land.
One of the initiatives implemented
is the ONE Agile Supply Chain
Integrated System (OASIS) which isa centralized inventory management
system that uses data analytics toforecast container demand andsupply from shippers (export) andconsignees (import) so we can optimise
our container positioning strategy. It

Operations Digitalization
We implemented the “Tiger”
system in 2020 to automate
and standardize the end-toend process from rate request,
quotation to filing. This will
help to eliminate humanerrors in quotation, filing andcommunication while improving
efficiency and customer service.

Asset Digitalization
We are working on a data-driven
enterprise project to improve ouragility and decision-making abilities
with real-time data from a single data
source that can be securely accessed
across multiple platforms. This includes
the development of a new BusinessIntelligence tool as well as training of
more employees in data analytics skills.

has been implemented in 99% of
locations in ONE’s depot network,with realized savings on equipment
cost and empty container reposition
costs.

the second half of the year, resulting
in container equipment shortage,
port congestion and schedule delays.
ONE tapped on our existing initiatives
and embarked on new ones tocounter these challenges and upholdhigh customer service levels.

Another initiative is our Terminal
Partnership Program (TPP), launchedin 2018 to partner terminal operators
to improve productivity and service
reliability through close cooperation
on scheduling, stowage planningand equipment deployment. It is now
expanded to more than 10 terminals
including a number of major terminal
operators all over the world.
In 2020, the COVID-19 situation
presented various operational
challenges due to the widespread
supply chain disruption. The first halfof the year saw the global economy
grind to a halt with a significant dropin cargo volume. However, there wasa sudden surge in cargo demand inCatering to the surge in container
demand• Using OASIS, we accelerated
empty container positioning aroundthe world as well as arranged
for empty sweeper vessels,
repositioning around 3 million TEUs
back to deficit locations.
• Our equipment team worked
tirelessly to procure and safeguard
ONE’s supply of containers - wehad 76% more units on hire in Q3
than in Q2.
• We adopted AI-based technology
to improve our demand forecast
system and enhance predictability.
Case Study

Supporting Customers with Live Chat
Our Customer Live Chat platform was first launched in 2019 across 10 countries to handle e-commerce enquiries,
enhance direct communications with our customers and improve productivity. In 2020, we continued the roll-out andnow cover more than 30 countries.

We are working to expand it
to at least 50 countries andareas by 2022. We have also
developed the 24/7 Chatbot
who can handle an evengreater volume and range ofcustomer enquiries, including
booking amendment request,
inquiry on charges as well as
technical support for using our
e-commerce platform.

To better leverage our Live
Chat platform to enhancecustomer experience anddecision making, we are
currently working on adashboard that can provide
easy access to data toevaluate our service quality interms of response time, caseresolution ratio, customer
satisfaction, etc.

SUSTAINABILITY REPORT 2021

Optimising operations throughcollaboration• We set up a COVID-19
Contingency Working Group
within ONE shortly after the
pandemic broke out to facilitate
operational management acrossteams.
• Working closely with our
terminal partners in the Terminal
Partnership Program (TPP) has
helped us counter the pandemicinduced operational challenges.

Cargo andContainer Safety

The safe transportation of cargo
is fundamental to delivering thehighest standards of customer
service and enabling a smooth flowof operations. It also protects shipand land crew from unnecessary
harm. We ensure safe cargotransportation and operations
onboard by enforcing strict safety
standards and inculcating safety
awareness in our employees andcontractors.

Vessel Safety

ONE’s stringent Vessel Quality
Standard (VQS) drives ourapproach to vessel safety. The
VQS ensures high safety standards
are maintained on ships, based onrequirements for ship safety andquality management systems thatare in line with industry standards.
Vessel inspections are carried out
in accordance with ONE’s VQS to
manage and monitor vessel safety,by third-party survey companies, inclose collaboration with our Marine
Safety and Quality Department(MSQ). Our Fleet Management
Department work with the
shipowners of our chartered vessels
to ensure compliance with ONE’ssafety policies and processes. If
vessels are found to be in violationof any ONE safety standards, ONE
will work with the ship owners
ensure that risks are addressed andminimized.
In 2020, we conducted a total of
25 VQS inspections before we
had to stop due to the worsening
COVID-19 situation in March. To
adapt to this, we launched Safety &29

ONE VESSEL QUALITY STANDARD(ONE-VQS)

Marine Safety& Quality

Inspection
company

Quality campaigns in two phases toall vessels to encourage ship crews
to carry out self-inspections of theirvessels. These campaigns were
designed based on findings frompast VQS inspections to help themfocus on key areas of vessel safety.
We received valuable feedback fromtheir inspection reports and showed
appreciation for their continued
commitment to safety and quality
even amidst these challenging times.

Navigational and Operational
SafetyTo ensure the safe operation of ships,
we developed and implemented
an Operational Standard to provide
guidance to ship crews on how tomanage and respond to issues suchas cargo damage, heavy weather,
accidents and fires, as well as on safe
navigation of areas at high-risk ofpiracy and conflict zones. Issues suchas robbery and theft, unauthorizedstowaways, and the smuggling of
firearms, drugs, and other illegal
contraband are also addressed in the
Operational Standard.
The Global Vessel Operations
department conducts daily
monitoring of our vessels’ position
together with the current weather
condition to ensure timely responseto any navigation risks. They havealso developed heavy weather
thresholds for safe navigation bydifferent sizes of vessels.
Any accidents that occur arerecorded in ONE’s Marine Accident
Report System (MARS). The
information collected allows us toprocess accident cases swiftly andanalyze root causes of accidents.

Owner / Ship
Manager

VesselThe MSQ department will work with
relevant internal departments toformulate and implement preventative
measures. They also make use of thedatabase of accident information toreview and improve on safety practices
that will be shared with all our
global office, all operational vessels,
shipowners and ship managementcompanies. This is communicatedthrough a monthly safety newsletter tofoster greater safety awareness. ONE
also works closely with shipowners
and ship management companies
to advocate the importance of safe
practices in lashing, cargo stowage
and maintenance of equipment to shipcrew.
In 2020, the average downtime pervessel due to accidents or problems
onboard was 20.78 hours. The
increase from 2019 was mainly due to
3 vessel incidents involving container
collapse owing to inclement weather.
ONE strives to lower the downtimeof vessels below 14 hours, with theultimate target of zero downtime. We
aim to achieve this through regularmonitoring, analyzing accidents andidentifying areas of improvement. We
implement necessary action plansfor improvement, including revisingor adopting new safety policies orprocesses.
An annual Safety Management
Review is conducted by our senior
management to evaluate our policies
and performance, and implement any
changes if necessary. We also conduct
an annual large-scale accident drill
to maintain our preparedness andresponse capability in the unfortunate
event of an accident. There was nolarge-scale or fatal accident in 2020.

30

OCEAN NETWORK EXPRESS (ONE)

Case Study

Terminal Partnership with PSA Singapore
Our partnership with PSA
Singapore is focused on
productivity improvements
at our joint venture Magenta
Singapore Terminal (MST).
The ONE team works closelywith PSA Singapore on
measures such as increaseof crane deployment orconcentrated bay stowage

to improve crane productivity
by avoiding high hoisting
and unnecessary movementof cranes. Such stowage
improvements are reviewed
and evaluated daily
between our MST Vessel
Operations team and PSA to
improve terminal operations
efficiency.

SUSTAINABILITY REPORT 2021

31

SocialAt ONE, we are committed
to empower and take care of
our people and communities.
We believe that wherever
we operate, we have theresponsibility to support andenhance their wellbeing,
and bring about positive
economic and social benefits
to the wider communities.

This close collaboration had facilitated the fast turnaround of a shipeven amidst the pandemic situation in March 2020. The Madrid Bridge wasturned around in a record time of under 9 hours at a gross berth productivityof 457 moves per hour. This was a record productivity for MST.
– PSA Singapore

Case Study

Exploring an Ocean of Opportunities
How can the latest technologies like Artificial Intelligence (AI) and Machine Learning be applied in the world ofshipping and bring innovation to this industry?

Since 2018, ONE has been
participating as a corporate partnerin the Ocean of Opportunities or
O3 Innovation Challenge, which
invites start-ups from around theworld with innovative ideas for
improving the shipping industry
to pitch and develop solutions toreal-life business challenges. Suchinnovation crowdsourcing serves tocomplement ONE’s own innovation

efforts as well as develop talent forthe sector.
Between 2018 and 2020, we
assessed 200 proposals, awarded
9 winners for our challenge
statements and are working with 2
start-ups to trial and deploy solutionsin AI dynamic pricing and vessel
space control via machine learningtechnology. Portcast is one of them.

The proof of concept phase allowed us access to sandboxed datasets,
regular steering committee discussions and ongoing improvement feedback
that ultimately resulted in the technology proving to be valuable for ONE
vessel space control. We truly appreciated the positive experience ofworking with the ONE team and their openness to new technologies likemachine learning to build solutions that add value to customers.
– Nidhi Gupta, Co-Founder of Portcast

Empowering Our People
Our people make itpossible for us to deliver
the highest standards ofbusiness excellence andcustomer service. We seek
to support them with aconducive, inclusive and safe
environment to work in, where
they feel respected, valued
and empowered to do theirbest.
At the end of FY2020, ourglobal workforce consisted of
7,736 employees in 47 entities
across 47 countries. Turnoverrate for the year was 4.61%.

Talent Management

To continue thriving andmeeting the challenges ofthe future, it is crucial for us
attract, retain and develop
a diverse pool of talent. We
pursue equal opportunity

Number of employees by employment contract
2019

2020

Permanent/
Full-time

Contract/
Part-time

Permanent/
Full-time

Contract/
Part-time

Male

3,552

29

3,684

33

Female

3,740

172

3,880

139

in employment, personnel
administration, wages, training
and promotion as part of ourcommitment to fair personnel
treatment.
All employees undergo anannual performance review
which also serves as a channel
for employees to have a
dialogue about their career
aspirations, work satisfaction
and developmental needs with
their supervisors. Once theseare determined, theycan enrol in a variety of
training and development
programmes to upskill on
topics such as leadershipand management,
operational andtechnical competency,
e-commerce, soft skills,
etc. Such trainings are
conducted via faceto-face and virtual
workshops, as well as on
our e-learning platform.

Averagetraining hours

per employee

9.7
hours

in 2020

32

OCEAN NETWORK EXPRESS (ONE)

Number of training hours per employee

SUSTAINABILITY REPORT 2021

33

Employees per employee category by gender (percentage)
2019

2020

Non-Executive & Junior Management

12.1

12.1

Middle & Senior Management

19.0

11.1

Board

10.7

6.3

2019

Case Study

2020

Male

FemaleMale

FemaleNon-Executive & JuniorManagement

53.3

46.7

55.9

44.1

Middle/Senior Management

71.8

28.2

71.8

28.2

Board

93.3

6.7

93.9

6.1

Helping Employees to Thrive
In 2020, Group HR launched the THRIVE learning experience platform to provide a more engaging and effective learning
experience for employees. The platform enables employees to access learning opportunities anytime from anywhere,
which is especially beneficial in the current COVID-19 situation when employees may need to work from home.

THRIVE is designed tosupport employees withpersonalised content tailoredto their learning needs,
by defining easy-to-follow
pathways for building specificcapabilities, using video
tutorials that employees
can complete at their own
pace and creating bite-sizedlearning content which is morepalatable. Employees are also
recommended new content
based on their needs andinterests. These include topics
on leadership, management,
communications, IT skills, aswell as life skills and general
wellbeing. THRIVE also has asocial element to it, allowing

We are committed todeveloping a diverse andinclusive workforce ofengaged employees. Thisis underwritten by our Codeof Conduct which expects
all employees to treat one
another with respectand
dignity, regardless ofage, race, creed, religion,
nationality, gender identity
or ability. We have zerotolerance for any form of
discrimination or harassment
on any such basis.

employees to interact virtuallyon the platform just like a social
network.
1,453 employees haveused the platform since

its launch. With THRIVE, wehope to enhance the learning
experience for our people,
helping them to build up theright skills and mindsets to better
adapt to the future of work.

Employees per employee category by age group (percentage)
2019< 30 years

30-50 years> 50 years< 30 years

30-50 years> 50 years

Non-Executive & JuniorManagement

22.1

61.0

16.6

21.9

58.4

19.7

Middle/Senior Management

0.4

61.0

27.7

0.6

59.9

39.5

Board

0

27.7

72.3

0

32.0

68.0

Promoting diversity and inclusionin the workplace takes different
forms in our offices around theworld. It includes understanding thedifferent diversity strands within theorganization, addressing diversity
and inclusion matters during manager
trainings, planning cross-cultural,international day celebrations andteam-bonding activities to build
greater awareness and respect fordiversity of cultures and customs.

Our slogan of“As ONE, We CAN”
encapsulates ourprinciple of embracing
all employees as ONE
from the beginning,irrespective of ourdiverse backgrounds.
The Human Resources
Department is responsible formanaging the anti-discriminationand harassment policies andprocedures of our company andaddressing any incidences thatarise. All employees have accessto ONE’s whistle-blowing hotline
system to report any incidenceof discrimination or harassmentthat they experience or observe.
This service is available 24/7,
365 days a year in all languages
used at ONE. (Please refer toPg. 39 for more details of thewhistle-blowing hotline.) Therewas 1 incident of discrimination
reported in FY2020 which has
been duly investigated andresolved with the immediate
dismissal of the perpetrator.

2020

At the GHQ level, we haveincorporated measures to promote
gender diversity during recruitment,
knowing as we do that the shipping
industry is a traditionally maledominated sector. For example, we
try to have at least 30% of females
in the total number of shortlisted
job applicants (across all vacancies
on average) presented to hiring
managers, as well as ensuring atleast 10% female representation on
the interview panel for all interviews
conducted.

Taking Care of Our People
Ensuring the health and safetyof our employees is our highest

priority. Our employees are mainly
office based, although some marineand vessel operations staff go
onboard our vessels as part of theirwork to conduct vessel inspections,
incident investigations or discuss
operational matters. There are some
activities we required to be carriedout that are performed by workers
who are not our employees,
such as those engaged in vessel
husbandry, trucking, office cleaning
and maintenance, security and IT
administration. Where such activities
are undertaken within ONE’s
premises, they are covered under
our health and safety management
system. If workers are not withinONE’s premises, such as attending
to vessels on ONE’s behalf at theterminal, they have to adhere to
the safety guidelines at the work
location and of their own company.

Health, Safety and Wellbeing

An Occupational Health and Safety(OHS) management system isimplemented in the majority of ONE’s
entities, which complies with therespective local legal requirements
and labour regulations or guidelines.

Where there is no formal OHS
management system established, theoffice puts in place safety policies
and procedures according to the
local regulations or guidelines of thecountry of operation, in line with the
ONE Code of Conduct and Global
HR policy to provide healthy andsafe work environments. All workers,
activities and workplaces are coveredby an OHS management system orsafety policies and procedures.
The Human Resources (HR)Department and General Affairs(GA) Department at each ONE
entity are responsible for managing
their respective OHS management
systems while some entities appointa designated safety officer. They
conduct OHS risk assessments, ona regular basis (monthly, quarterlyor yearly) or as-needed. Risk
assessments are reviewed by
the risk assessment committee,
comprising members from HR, GA,
Legal departments and board of
directors, to seek improvements inthe management of health and safety
at the workplace.

34

Employees must report any accident,
injury or work-related hazard to theirsupervisor or direct manager. This
will then be followed up by the HR
or GA Department to investigate andput in place measures to prevent
recurrence and minimize risks whererequired. Employees can stop work
due to safety reasons without fear of
reprisals as part of the OHS policy.
We also seek to minimize theoccupational health risks that
employees are exposed to. For
example, health management
services are provided throughexternal service providers andemployees are educated on safe
working practices to prevent workrelated illnesses and injuries. In someentities, staff can access medical
service 24/7 via teleconsultations
while other entities provide corporate
healthcare services through hospitals
and clinics in the vicinity or company
doctors. Other initiatives include

OCEAN NETWORK EXPRESS (ONE)training staff on first aid skills,
engaging external consultant toadvise on occupational health, annual
review of office ergonomics, andproviding regular medical check-ups
for staff.
Health and safety information
is disseminated through online
channels such as email and internal
online portal, as well as throughthe employee handbook, town
hall sessions, health and safety
workshops and trainings. Trainings
provided to employees include
workplace first aid, administering
CPR and AED, fire evacuation, risk
identification, and safety and hygiene
practices.
Employees can provide
feedback on health and safety
management practices to their HR
or GA Department, through their
participation as a member of thelocal health and safety committee

or during safety trainings andworkshops.
Employees are also covered undergroup medical/healthcare insurance,
personal accident and group termlife insurance, as an employment
benefit. Some offices also provide
health promotion activities such as
smoking cessation, weight control
and mental wellness programmes.
To promote employee wellbeing andengagement, they organise sport
activities for employees.
ONE consistently monitors thenumber of work-related injuries andfatalities that may occur.
The recordable work-related injuries
sustained by our employees include
accidental slip and fall, tripping andinjuries sustained in traffic accident
during commute to work. Measurestaken to mitigate these risks aresafety awareness trainings andputting up of safety signs.
Case Study

Working Safe and Keeping Well Amidst the Pandemic
As the COVID-19 pandemic
continued unabated, we sought tosupport our people through thiscrisis and ensure their health, safety
and wellbeing are prioritized.

in the office, such as mask
wearing, temperature taking andsafe distancing, are enforced,
complying with the local pandemic
safety policies or guidelines.

Since the virus outbreak in early
2020, our Crisis Management
Committee has been activated to
implement measures to minimize
impact to the Company, ensuringbusiness operations can continue
via digital platforms and our people
are able to transition effectively toremote working.

Pandemic anxiety and fatigue,
stress and isolation of working
from home can result in a decrease
in mental wellbeing. We continue
to hold virtual gatherings for ONE
colleagues to stay connected to
one another through the STAYCONECTed programme at GHQ,RHQ and local levels, sharing
WFH experiences and how to best
work together on virtual platforms.
Employees can also access videos
with tips to maintain their wellbeing
on the THRIVE platform.

We continue to implement a hybridarrangement of work-from-homeand work-from-office, with flexible
working hours. Safety measures

SUSTAINABILITY REPORT 2021

Occupational Health & Safety Performance for 2019 and 2020
2019

2020

Number of fatalities

00

Number of high-consequence work-related injury

00

Number of recordable work-related injury

9

12

Not available in 2019

0.98

Rate of recordable work-related injury (per 1 million hours worked)

Group HR monitors cases of suspected and actual infections at the five RHQs toeffectively respond and take countermeasures to protect colleagues at the offices.

Singapore GHQ 1.19

Lost-time Injury Frequency Rate (LTIFR)

Global LTIFR was
unavailable

Global: 1.01

Case Study

Safety and Wellbeing at Sea
Health and safety management
onboard our chartered vessels areunder the purview of the shipowners/ ship management companies.
We are nevertheless committed toensure high level of safety standards
at sea. We check that our chartered
vessels comply with ONE’s stringent
Vessel Quality Standards (VQS)
and our Marine Safety & Quality(MSQ) department conduct a preembarkation briefing for captains
to explain safety policies andprocedures. MSQ regularly share withthem safety information and lessons
learnt from accidents and injuries.
More information how we ensure safe
ship and cargo operations can befound in the Operational Excellence
chapter.

Human Rights and Labour
Standards

ONE Philippines colleagues staying
connected amidst working from home

35

Underlying how we manage and takecare of our people is our commitment
to respect fundamental human rights
and labour practices, as enshrined in
our Code of Conduct. It is also part ofour commitment as a member of Global
Compact Network Singapore.
We work to ensure that we do notcontribute to human rights violations,
including forced and child labour, as aresult of our global business activities.
We comply with all applicable labour
agreements and regulations relating to
the protection of the rights of workers
in the countries and regions in which

While ONE does not manage shipcrew directly, we work closely withvessel owners and ship managementcompanies to ensure seafarers’ safety
and wellbeing. During the COVID-19
situation, seafarers’ wellbeing weredeeply impacted. ONE liaised effectively
with ship owners & Masters to facilitatecrew change, even with the challenges
posed by COVID-19. Around 15% ofONE’s operating vessels conducted extra
calls for crew change in cooperation
with the ship owners/crew. ONE kept inregular communications with the vessels
to update about COVID-19 situations, andport requirements for port operations,shore leave and crew changes. ONE
signed the Neptune Declaration for
Seafarer Wellbeing and Crew Change,joining more than 800 signatories

across the maritime supply chain toestablish a collaborative and multistakeholder response needed to solve
the international crew change crisis assoon as possible.

we operate. Such requirements arealso incorporated into our Supply
Chain Management Guidelines, which
we request all our business partners,
including suppliers, to adhere to whenproviding products and services toONE. We published our statement
under the UK Modern Slavery
Statement in 2020 which can be foundon our website. An e-learning course on
modern slavery act has been planned
and to be rolled out in Q2 2021.

license to operate. We support andpartake in a wide range of projects andactivities around the world, primarily
relating to environmental activities,
children’s causes, education, disaster
relief and other fundraising events.

Supporting Local Communities

As a good corporate citizen, ONE seeks
to actively contribute to the society andour local communities, recognizing that
it forms an important part of our social

ONE also contributed to The Mission
to Seafarers “Flying Angel Campaign”
to raise funds for much-needed
services and equipment in responseto the COVID-19 crisis, such as for
PPE and digital chaplaincy. Besides
the donation of S$5,000 in 2020,
ONE has become a Gold sponsor of
the ongoing Sustaining Crew Welfare
campaign, to help respond to urgent
needs in providing for seafarers
globally, as well as to support initiatives
such as mental health resilience andwellbeing training for seafarers.

Our support comes in the form offunding, employee volunteering orleveraging on our container shipping
services for free transportation.
Local and regional offices have theautonomy to decide the type of local
community initiative they wish tosponsor, while larger cash donations
and requests for in-kind donationof free freight transportation are
managed at the GHQ level.

36

OCEAN NETWORK EXPRESS (ONE)CSR and COVID-19 Relief Activities
The unique circumstances of 2020 meant we could not conduct
regular, in-person CSR activities as per normal due to COVID-19
restrictions. However, we continued to hold internal fundraising
activities after March 2020 to support charities and local communities
in need across our various global offices.
volunteering>900 employees
contributing >300 hours

over

40

CSR and COVID-19 relief activities inFree container
shipping• story books and wheelchairs
to needy children in Africa
and Paraguay• materials to build a dormitory
for refugee children at theThai-Myanmar border.
• containers donated to Red
Cross Italy to transport
health equipment andmedicines

19

countries

ONE Denmark, Finland,
EUA
Sweden - Fund raising

More than 93,000 refugees are residing at
nine camps along the border between Thailand
and Myanmar and the children do not have theopportunity to receive formal education due tothe lack of resources. Working with Crossroads
Foundation to support a local NGO in Mae Sot
offering schooling to refugee children, ONE EA
provided free transportation to ship a variety ofgoods from Hong Kong to Bangkok in May 2020.
With the new school buildings, the children canstay and learn in a safe environment and will noteasily fall prey to those seeking to exploit them.

LA
Peru:
Nourishing
lives
with
ONE
Peru:
Nourishing
lives
food
with andfoodhope
and hope

Due to the economic crisis caused by theDue to the economic crisis caused by the
pandemic, several communities within Peru
pandemic, several communities in Peru
were at risk of extreme poverty and hunger,
were at risk of extreme poverty and hunger,
exacerbated by job losses. ONE Peru rallied
exacerbated by job losses. ONE Peru rallied
employees in a fundraising campaign
employees in a fundraising campaign toto purchase basic food items for thesepurchase basic food items. Working with thecommunities. Working with the NGO Juguete
NGO Juguete Pendiente, able to send thePendiente, they were able to send their
donations to thousands of homes located in
donations to thousands of homes located in
Pachacutec Ventanilla, a low-income district
Pachacutec Ventanilla, a low-income districtof Lima. Employees feel blessed to haveof Lima. Employees feel blessed to havebeen part of a good cause, helping andbeen part of a good cause, helping andletting each beneficiary know that despite
letting each beneficiary know that despitedifficult times, hope still remains.
difficult times, hope still remains.

During the COVID-19 pandemic,
Laemchabang Hospital suffered asevere shortage of N95 Respirators
which are needed to protect the medical
frontliners from infection. ONE Thailand
donated 1,000 pieces of N95 Respirators
to the hospital. ONE Thailand also rallied
employees to donate blood at the
National Blood Centre (Thai Red Cross
Society) to boost the national blood
reserves through the pandemic.

Trees provide us with many benefits
necessary for survival, including clean
air, filtered water, shade and food. They
also teach us to stay rooted while soaring
to great heights. That’s why the team at
ONE Tuticorin came together on 16 Feb
2020 to plant Neem and Pongamia trees
around the office environment and add
some much-desired greenery to the area.
ONE India will dedicate itself towards aclean and green environment and workwholeheartedly to improve the quality oflife within the community.

ONE
EA
Hong
Hong
Kong
Kong
- Free- Freetransportation to a schoolbuilding project in Mae Sot

In Oct 2020, CSR Officer Jennie Otzen
raised funds for the Danish Cancer Society(KNAEK CANCER) by recycling cans andbottles. In the same month, David Bech,
Heidi Kristensen and Tina Petersen created a“fight cancer flower” made by company pen
and bootz.com donated for each time theflower was shown on TV2. In Finland, Dec
2020, ONE colleagues managed to raise
funds and donated to “Save the children”(Pelastakaa Lapset) while, in Sweden, ONE
staff together with ONE donated funds to the
Swedish Cancer Society (Cancerfonden).

ONE Thailand: Supporting
national efforts against
COVID-19

ONE India - Staying rooted

ONE World Magazine Issue 1

Our colleagues took part in an activity in
Hamura City, Tokyo, with the NGO "TheVolunteers Group to Send Wheelchairs toOverseas Children", whose goal is to deliverwheelchairs to disabled children​overseas.
The team helped clean and pack usedwheelchairs, which were collected from a lot of
supporters in Japan. ONE supported the goaland decided to provide free transportationof the wheelchairs to Paraguay via ONE ​operation​. We wish that ​the supporters'
thoughts ​could be delivered to children andfamilies along with the wheelchairs.

Partnering with HandsOn Hong
Kong, a local charity with a mission of“empowering everyone in Hong Kong tovolunteer”, staff of ONE EA helped in thepacking of hygiene items to be donated totwo elderly centres. Such hygiene items
like masks and sanitizers are necessary forprotection during the pandemic but canbe unaffordable for the low-income andvulnerable communities. 200 sets of suchcare packs were created by our staff.

• To provide underprivileged families
and vulnerable communities in India,
Brazil and Peru with basic necessities
and food during the pandemic• To support the fight against cancer inDenmark• To help local charities in UK, Korea,
India• To bring cheer to disadvantaged
children in Poland, Singapore andBrazil at Christmas

The Earth Saviours Foundation is an NGO
dedicated to serving less privileged people
founded in 2008 by Shri Ravi Kalra. It runs
homes for the destitute elderly and persons
with mental disabilities who are homeless,providing shelter, food and medical needs
free of charge. During the ongoing COVID-19
situation, it is supporting around 500 people
in its homes. ONE Delhi colleagues visited thehome and met with the founder personallyto understand how they are coping and tohand him a donation of INR 87,500 to support
the organization in its ongoing efforts for theunderprivileged.

37

ONE
EA
Japan
Japan
- Wheelchairs- Wheelchairs
forfordisabled children in Paraguay

ONE Hong Kong - Providing
care packs for theunderprivileged

Fundraising

ONE Delhi: Supporting charity
partners

SUSTAINABILITY REPORT 2021

ONE Sri Lanka - Building food
EUA Italy- ONE
donationtosecurity
duringthepandemic
RED CROSS
ITALY
St.Vincent’sChildren’s
Orphanage had

notreceive
donations
during theONE
Italy regulardonated
11 dry container
units
COVID-19
pandemic
havingdifficulties inlocated indifferentand
depotsin Northern
their
food
supplyessential
needs.
Italydaily
to theRed
CrossandItaly
to transportONE
Sri Lanka
steppedto assistsupplies
in start a
healthequipment
andinmedical
homevegetation
projectThis
to grow
vegetables
duringthe pandemic.
would
not
and
fruits,withpossible
the aim withoutof building
a morehave
been
cooperation
sustainablesupply, andfrom
inculcating
among allfood
our colleagues
CSU
anPoland,active andlifestyleamong
the
RHQhealthy
and GHQ.
It wasa greatchildren.
ONE
providedbasic weagricultural
exampleof thephilosophy
aretools,
plants andseeds toonkickstart
project.
requested
to embodya daily the
basis
in
Staff
ONE
Sri Lanka
books,
ourfromjob onbehalfof thedonatedcompany.
clothes and daily essentials for the children.

ONE GHQGHQ- Caring- Caring
for students
for
in
need
students
in needCare Corner Singapore has been
supporting children from low-income anddisadvantaged family backgrounds. The
COVID-19 situation has caused even greater
economic distress to some of their families.
At the end of 2020, to spread festive joy
and help them prepare for the new school
year ahead, ONE GHQ and SAS RHQ came
together to present Popular Bookstore
vouchers and popcorn to 180 students aged
7 to 14 who are supported by Care Corner.
We were heartened by how happy andgrateful the students were with these gifts.

38

OCEAN NETWORK EXPRESS (ONE)Governance

Whistleblowing andRaising Concerns

The continued success ofour business is built on thetrust and confidence that
our stakeholders have in
us. We are committed to
conducting our businesswith the highest standardsof ethics and integrity, as set
out in our Business Credo.

This includes complying
with laws and ordinances,respecting human rights andadhering to internationalrules and norms. In fulfilling
our responsibilities to ourstakeholders, we ensurethat we implement aneffective governance and risk
management system, as wellas address key risks associatedwith tax transparency, supply
chain management, piracy andsecurity, and illicit trade.

Ethical BusinessConduct

ONE’s Code of Conduct
sets out the principles thatguide the behaviours anddecisions we take in our daily
business activities. It covers thefollowing:• Improvement of service
quality, pursuit of safety,
and preservation of thenatural environment• Fair business activities• Prohibition of conflict ofinterest• Respect for human rights
and diversity of cultures• Relationship with society• Assurance of a safe andhealthy work environment• Treatment of information• Responsibility of top
management• Report and consultation of
suspicious behaviour

Code of Conduct. ONE
conducts its business in fullcompliance with anti-bribery andanti-corruption laws, including
but not limited to U.S. Foreign
Corrupt Practices Act and U.K.
Bribery Act. The provision or
acceptance of bribes, whether
at home or abroad, directly or
indirectly, is strictly prohibited.

All employees, including
directors, are expected toadhere to the Code of Conduct,
the Business Credo and othercompliance-related policies suchas the ONE Basic Anti-Bribery
Policy. These are provided to
employees via ONE’s internal
online portal. All employees
are required to complete a
mandatory e-learning module
including a quiz to ensure they
have understood and are able
to apply these policies.

In addition to our Code of
Conduct, the ONE Basic
Anti-Bribery Policy sets outthat no employee of ONE,
whether directly or throughthird-parties, should engage inany form of corrupt practices,
including bribery and extortion.
Further, the Anti-bribery Risk
Assessment Guidelines are
established to assess andmitigate the risk of bribes being
paid through third parties,
which includes a process to
conduct adequate screening ofvendors and business partners.
Reminders of the Guidelines aresent out regularly, with the last
one in April 2020.

Anti-Bribery andAnti-Corruption

Anti-bribery and anti-corruption
is an important part of ONE’s

SUSTAINABILITY REPORT 2021

Employees have accessto a Hotline System asa safe avenue to raise,
without the fear of reprisal,
any improprieties or noncompliances with regulationor our policies. Issues raised
may relate to:• Violation of any applicablelaws and regulations,
violation of any legal or
professional obligation;• Conduct that isinconsistent with any ofONE’s internal policies andprocedures;• Bribery, corruption, conflictof interest, anti-competitive
practices, breach of
sanction regulations;• Financial fraud or
mismanagement;• Discrimination or
victimization; harassment;
unethical behaviour;• Abuse or theft of ONE’s
resources and assets;• Danger to healthand safety, criminal
activity, damage to theenvironment; and/or• Deliberate concealment of
any of the above.
Once an issue is raised andreceived, senior management
will carefully examine it anddetermine the best next step.
Depending on the severityof the issue, they will either
conduct an investigation
or escalate the issue to theCompliance Committee forfurther review. Once the issue
has been resolved, ONE will
ensure preventative measures
are implemented anddisciplinary actions against theoffender are taken if required

Approach to Compliance

ONE’s compliance programmeis governed by the GHQ
Compliance Committee– headed by the Chief
Compliance Officer (CCO)
and comprises the CEO,39

Our Approach to Compliance
Compliance Committee

Board

Legal
Department Head

Annual top message
for compliance

Reporting LineBusiness side
GHQ Legal

GHQ

RHQ Legal

RHQs

Local Legal

Local Offices

ComplianceDeclaration

supports
e-Learning (Foundation)

Managing Directors as well
as GHQ department heads.
Implementation is undertakenby the respective GHQ
departments at the group,
regional and local levels ineach country. They ensure that
our compliance initiatives are
consistently applied and remain
practical for each market.
Even under the COVID-19
situation in 2020, ONE’scommitment to complianceas an essential part of ourbusiness remains unchanged.
This was possible becauseof our swift transition on
to digital working andcollaboration platforms. The
GHQ Compliance Committee
continued meeting virtuallyin April and October 2020
to ensure compliance andheightened monitoringmechanisms amidst thechallenging working
environment. Cross-department
collaboration for complianceinitiatives was maintained,
including on employee
engagement through ourinternal social network andposters to refresh complianceknowledge, local complianceofficer training and upgrading ofmonitoring mechanisms related
to sanctions compliance.
To set the tone from the top,
the Board reinforced ONE’scommitment to ethical businessconduct and compliance toall GHQ employees throughan annual video message.
In response, all employees
submitted a compliancedeclaration of adherence toONE’s Credo, Code of Conductand other applicable policies
which was also implemented
without disruption.

While embracing the ‘New
Normal’... we must continue
to execute our responsibilities
with a strong sense of ethics,
at all levels, regardless of
title, department or place ofyour office.
– Yu Kurimoto,Chief Compliance Officer, ONE

40

OCEAN NETWORK EXPRESS (ONE)Training on key compliance topics
such as our Business Credo,
Code of Conduct, competition law,anti-bribery, economic sanctions,conflicts of interest, anti-fraud, andinformation security continued
online. For example, a senior
management seminar conducted byexternal consultants covering key
compliance issues was held virtually
and attended by 28 members of
the Board and Senior Management.
In addition, 86 virtual compliancetraining workshops were conducted
globally. Each employee took an
average of three e-learning modules
in 2020. A total of 22,337 e-learning
courses were completed globally.

Our Approach to Risk
Management

As a global shipping company, ONE
is exposed to various environmental,social, governance and economic
risks. Our Risk Management
Committee (RMC) is responsible
for evaluating the business impact
of such risks, and establishingand overseeing the risk control
measures put in place to manage
them. The RMC reports to ONE’s
Board of Directors and is madeup of company Directors, with theBusiness Planning Team acting as asecretariat for the group.
To help provide a common
understanding of risks across thecompany and a common language
for assigning probabilities andpotential impacts, we developed a 4
x 4 risk heatmap which categorizes
our group-level risks by financial
impact and frequency. Risks are
mapped onto the heatmap after
considering the extent to which
FINANCIALIMPACTRISK 1

Level 4
Level 3
Level 2RISK 1After countermeasure applied

Level 1
Level 1

Level 2

Level 3

Level 4FREQUENCY

Training on key compliance topics
A senior management seminar conducted byexternal consultants covering key complianceissues was held virtually and attended by28

members of the Board
and Senior Management
Each
employee
took anaverage of
e-learning modules
in 2020

3

corresponding countermeasures
mitigate these risks, according to“Prevention Plans”, “Minimization
Plans” or “Recovery Plans”. This risk
heatmap is reviewed annually as partof continuous risk management at
ONE.
The internal Audit Team reviews
the overall risk management
process, providing independent
assurance and advice on ONE’s risk
management, corporate governanceand internal control processes
to ensure we are operating aseffectively as possible. They also
promote risk and control awarenesswithin the company.

Responsible tax practices

ONE is committed to be a compliant
and responsible taxpayer. We
recognize the importance of tax
transparency and disclosure, andstrive to keep our compliance regime
up to date with the evolving tax laws
and regulations around the world.
In line with our values, we do notcondone the behaviour of profit
shifting with a tax avoidance intent
for the purpose of minimizing our
tax obligation. Our Global Tax Policy(GTP) sets out the guiding principles
and process protocols for the inscope tax processes.
ONE’s Tax Team is responsible for
ensuring effective management of tax

86

virtual compliancetraining workshops wereconducted globally
A total of

22,337e-learning courses werecompleted globallyprocesses to meet our tax obligations
and putting in place appropriate
internal controls to reduce the risk ofunintentional compliance breaches.

Supply Chain Management

As a business, we purchase products
and services from a range ofcompanies. Critical to our operations
are terminal operators, inland andcoastal transportation companies,
ships and container owners, bunker
suppliers and IT vendors, without
whom our core business activities
cannot take place. We recognizethat our procurement decisions canhave significant environmental andsocial impact, and we seek to upholdhigh standards of sustainability andbusiness conduct along our supply
chain.
To align our suppliers with ourstandards, we developed the Supply
Chain Management Guidelines.
They provide clear guidance to our
suppliers about our commitments andexpectations on sustainability, which
includes:• Respect human rights, particularlyaround employee health andsafety and labour rights.
• Comply with local and international
codes of practice, covering theareas of corporate governanceincluding issues of anticompetition, anti-bribery andprevention of money laundering.

SUSTAINABILITY REPORT 2021

41

• Provide safe and trusted services,training employees to undertake
activities such as operationof machinery safely and haveestablished emergency response
capabilities.
• Improve environmental practices
including the reduction of resourceand energy consumption.
• Manage and protect intellectual
property and information
responsibly.
These guidelines are provided
to all our suppliers and they are
required to formally acknowledge
and ratify these guidelines before
entering into a formal contract with
ONE. Those who agree to follow ourguidelines can register their nameon our website to recognize theirefforts in following stringent social,environmental and governancestandards. The number of registeredcompanies is steadily increasing,from just 5 when we started
implementing the guidelines to 308
in 2020, a testament of our ability
to influence suppliers and their
willingness to join us on this journey.
We provide training to ensure thatmanagers in ONE have a thoroughknowledge of the Supply Chain
Management Guidelines and can act
accordingly, sharing knowledge ofthis document and ensure a cultureof compliance within their own teams.
Our procurement practices are
guided by our internal Procurement
Policy which encourages employees
to make purchasing decisions
through:• Fair and unbiased evaluation,• compliance with laws and social
norms,• respecting human rights,• safety and environmental
protection,• and ensuring optimal quality andreasonable cost.

Illicit Trade

Illicit trade – whether in the form ofarms, narcotics, endangered wildlife
and other illicit goods on the black
markets – undermines the global
business environment and has

negative environmental and socioeconomic impacts. ONE has zerotolerance towards the trade of illicit
goods and human trafficking. We
have a cargo screening process
as part of our booking system toconduct due diligence and detect
questionable goods. We work
closely with ship masters andowners to prevent any occurrence of
stowaways onboard our vessels.

Piracy and Security

It is crucial that we safeguard
the security of our business andoperations from serious threats likepiracy and cyberattacks, to preventthe potential loss of lives and assets.
Piracy incidents and hijackingof commercial vehicles at sea
has been a perennial issue andremains prevalent. Off the coast ofSomalia and in the Gulf of Aden,
we endeavour as much as possible
to receive protection from Japan’s
Maritime Self-Defence Force andnavies of various countries. In the
Gulf of Guinea (West Africa) andin Southeast Asia, we have to rely
a lot more on self-defence. We
continue to remain vigilant and keepup efforts to ensure the safety ofcrew by: avoiding high-risk areas;
maintaining high speeds; using
high-pressure water nozzle; installingrazor wire to prevent unauthorized
embarkation; and providing bulletproof vests and helmets. We also
participate in industry dialogues
through international organizations

like the World Shipping Council tocollaboratively address the ongoingissue of piracy and maritime safety.
As we transform into a digitalorganization, our exposure to
cybersecurity threats also increases.
It is paramount that we protect
our information technology andoperational technology systems
through cyber risk management
measures to prevent cyberattacks on
our business systems onboard andashore.
Our Security Information Policy has
been developed to protect ONE’s
information assets – both in digitaland non-digital format. It details
the minimum requirements andresponsibilities for all our employees toensure data confidentiality and privacy
is maintained, as well as a process
for reporting information security
incidences. The Global IT Security
Team is responsible for undertaking
risk assessments for the information
system assets identified andimplementing risk countermeasures.
They also oversee IT Security related
training and education to raiseawareness and improve technicalcompetence. In addition, we have an
IT Management Policy which defines
the requirements for managing
ONE’s information technology assets
throughout the entire lifecycle.
There were no information security
breaches, as well as no cases ofpiracy in 2020.

42

OCEAN NETWORK EXPRESS (ONE)GRI Content
Index

GRI Standard

GRI Disclosure
NumberGRI Disclosure Title

Organizational Profile

GRI Disclosure Title

Page references102-16

Values, principles, standards, andnorms of behaviour

10, 11

102-17

Mechanisms for advice and concerns
about ethics

39

102-18Governance structure

14102-19Delegating authority

14102-20Executive-level responsibility foreconomic, environmental, and social
topics14102-21

Consulting stakeholders on economic,
environmental, and social topics

18, 21Governance

Stakeholder Engagement

102-1

Name of the organization

3

102-2

Activities, brands, products, andservices

8102-3

Location of headquarters

Singapore

102-4

Location of operations

9

102-5

Ownership and legal form

8

102-6

Markets served

9

102-7

Scale of the organization

9

102-8

Information on employees and otherworkers

9, 31

102-9

Supply chain

8, 40

102-10

There were no significant
Significant changes to the organization
changes to our organizationand its supply chain
and supply chain in 2020.

102-11

Precautionary Principle or approach102-12102-13102-40

List of stakeholder groups engaged

21, 49102-42

Identifying and selecting stakeholders

21102-43

Approach to stakeholder engagement

21, 49102-44

Key topics and concerns raised

21, 49

Reporting Practice102-45

Entities included in the consolidated
financial statements

3102-46

Defining report content and topic
Boundaries

3, 19, 20

102-47

List of material topics

19, 20102-48

Restatements of information

No information or data
was reinstated.

102-49Changes in reporting

There were no changes
in reporting.

102-50

Reporting period322102-51

Date of most recent report3

External initiatives

12102-52

Reporting cycle

3

Membership of associations

13

102-53

Contact point for questions regarding
the report3102-54Claims of reporting in accordance with
the GRI Standards

3102-55

GRI content index

42102-56External assurance

3

Strategy102-14

GRI Disclosure
NumberPage references

General Disclosures
GRI 102:
GeneralDisclosures
2016

43

Ethics and Integrity

This report has been prepared with reference to the GRI Standards. The
table below presents our GRI content index, which specifies each of the
GRI Standards and disclosures referenced in the report, including where
the information can be found.
GRI Standard

SUSTAINABILITY REPORT 2021

Statement from senior decision-maker4

44

GRI Standard

OCEAN NETWORK EXPRESS (ONE)GRI Disclosure
NumberGRI Disclosure Title

Page references

SUSTAINABILITY REPORT 2021

GRI Standard

45

GRI Disclosure
NumberMaterial Issues

Innovation and Digitalization

Environment

GRI 103:
Management
Approach 2016

Climate Change (including GHG and other emissions)
GRI 103:
Management
Approach 2016

103-1

Explanation of the material topic andits Boundary

19

103-2

The management approach and its
components

22-25

103-3

Evaluation of the management
approach

22-25

302-1

Energy consumption within theorganization

23

305-1

Direct (Scope 1) GHG emissions

23

305-2

Energy indirect (Scope 2) GHG
emissions

23

305-4

GHG emissions intensity

23

103-1

Explanation of the material topic andits Boundary

19

103-2

The management approach and its
components

103-3

Evaluation of the management
approach

GRI 302:
Energy 2016
GRI 305:
Emissions 2016

103-1

Explanation of the material topic andits Boundary

19

103-2

The management approach and its
components

27-28, 30

103-3

Evaluation of the management
approach

Cargo and Container Safety
19

103-2

The management approach and its
components

29

103-3

Evaluation of the management
approach

29

103-1

Explanation of the material topic andits Boundary

19

26

103-2

The management approach and its
components

33-35

26

103-3

Evaluation of the management
approach

33-35

403-1

Occupational health and safety
management system

33

403-2

Hazard identification, risk assessment,
and incident investigation

403-3

Occupational health services

34

403-4

Worker participation, consultation, andcommunication on occupational healthand safety

34

403-5

Worker training on occupational healthand safety

34

403-6

Promotion of worker health

34

403-7

Prevention and mitigation ofoccupational health and safety
impacts directly linked by business
relationships

33

403-9

Work-related injuries

35

103-1

Explanation of the material topic andits Boundary

20

103-2

The management approach and its
components

26

103-3

Evaluation of the management
approach26

GRI 103:
Management
Approach 2016

SocialEmployee Health, Safety and Wellbeing
GRI 103:
Management
Approach 2016

GRI 403:
Occupational
Health and Safety
2018

Operational Excellence
Customer Experience
GRI 103:
Management
Approach 2016

27-28

Explanation of the material topic andits Boundary

Recycling and Disposal of Materials
GRI 103:
Management
Approach 2016

Page references

103-1

Marine Pollution and Conservation
GRI 103:
Management
Approach 2016

GRI Disclosure Title

103-1

Explanation of the material topic andits Boundary

19

103-2

The management approach and its
components

27-28, 30

103-3

Evaluation of the management
approach

27-28

33-34

46

GRI Standard

OCEAN NETWORK EXPRESS (ONE)GRI Disclosure
NumberGRI Disclosure Title

Page references

Human Rights and Labour Practices
GRI 103:
Management
Approach 2016

103-1

Explanation of the material topic andits Boundary

20

103-2

The management approach and its
components

35

Evaluation of the management
approach

35

103-3

SUSTAINABILITY REPORT 2021

GRI Standard

GRI Disclosure
NumberGRI 205:
Anti-Corruption
2016

205-2

GRI 404:
Training and
Education 2016

GRI 405:
Diversity andEqual Opportunity
GRI 406:
Non-Discrimination
2016

103-1

Explanation of the material topic andits Boundary

19

103-2

The management approach and its
components

31-33

103-3

Evaluation of the management
approach

31-33

Average hours of training per year per
employee

32

404-2

Programs for upgrading employee
skills and transition assistanceprograms

32

405-1

Diversity of governance bodies andemployees

33

406-1

Incidents of discrimination andcorrective actions taken

404-1

32

Explanation of the material topic andits Boundary

20

103-2

The management approach and its
components

35-37

103-3

Evaluation of the management
approach

35-37

103-1

Explanation of the material topic andits Boundary

19

103-2

The management approach and its
components

38-40

103-3

Evaluation of the management
approach

38-40

103-1

Governance
Ethical Business Conduct
GRI 103:
Management
Approach 2016

Page references

Communication and training
about anti-corruption policies andprocedures

40

GRI 103:
Management
Approach 2016

103-1

Explanation of the material topic andits Boundary

20

103-2

The management approach and its
components

40

103-3

Evaluation of the management
approach

40

103-1

Explanation of the material topic andits Boundary

20

103-2

The management approach and its
components

41

103-3

Evaluation of the management
approach

41

418-1

Substantiated complaints concerning
breaches of customer privacy andlosses of customer data

41

103-1

Explanation of the material topic andits Boundary

20

103-2

The management approach and its
components

41

103-3

Evaluation of the management
approach41

Piracy and Security

Supporting Local Communities
GRI 103:
Management
Approach 2016

GRI Disclosure Title

Responsible Tax Practices

Talent Management
GRI 103:
Management
Approach 2016

47

GRI 103:
Management
Approach 2016

GRI 418:
Customer Privacy

Illicit Trade
GRI 103:
Management
Approach 2016

48

OCEAN NETWORK EXPRESS (ONE)

United Nations
Global Compact
COP

SUSTAINABILITY REPORT 2021

ANNEX 1
Stakeholder Engagement

As a corporate member of the Global Compact Network Singapore(GCNS), the local chapter of the United Nations Global Compact (UNGC)
network, ONE supports the ten UNCG Principles. Please refer to the
UNGC reference table below for coverage of our efforts in relation to theten principles. We will continue to support UNGC by incorporating theten principles in the sustainable development of our business.
Human Rights

Stakeholder
Group

Engagement Method andFrequency

Customers

Materiality survey and interviews Cargo and data security(every 2-3 years)
CO2 Emissions
Customer feedback forms
Traceability, track and trace,(annually)and just-in-time shipment
One-on-one communicationfrom sales team through emails,
meetings, etc. (regularly)

Businesses should support and respect theprotection of internationally proclaimed humanrights; andPrinciple 2

make sure that they are not complicit in humanrights abuses.

p. 35, 38, 40, 41

the elimination of all forms of forced andcompulsory labour;

Principle 5

the effective abolition of child labour; andPrinciple 6

the elimination of discrimination in respect of
employment and occupation.

Principle 7

Businesses should support a precautionary
approach to environmental challenges;

Principle 8

undertake initiatives to promote greater
environmental responsibility; andPrinciple 9

encourage the development and diffusion ofenvironmentally friendly technologies.

Principle 10

Businesses should work against corruption in all its
forms, including extortion and bribery.

Implemented end-to-end
cargo tracking system withcustomer visibility.

Reiterated fair appraisal
process
Conducted a wider andricher variety of educational
and training courses

Promote education
Create environmental
awareness

Shared community
engagement activities on
ONE CSR homepage.

Requests for free freighttransportation andfundraising support

Shareholders

Materiality survey and interviews Timely information on
Provided timely and(every 2-3 years)
business performance,
comprehensive information
strategy, operating landscape as requested
Sustainability Report (annually)and business outlook
Updates through email andmeetings (as needed)

Suppliers

Corresponding email exchangewith major suppliers (ongoing)p. 22-26, 40-41

Sustainability Report (annually)p. 38-40

Disclosed CO2 emissions
and reduction strategy

Training and development
programmes (ongoing)

Community engagement andCSR programmes (regularly)

Anti-Corruption

Shared ONE’s policy on data
security

Annual employee appraisals

Local community Partnerships with Non-Profit
Organizations (ongoing)

Environment

ONE’s Response

ONE Townhall session (annually)

Businesses should uphold the freedom of
p. 31-35, 40-41
association and the effective recognition of the rightto collective bargaining;

Principle 4

Materiality survey and interviews Equal Opportunities(every 2-3 years)
Training and Development
ONE’s internal online portal(ongoing)
Facebook Workplace platform(internal social network –ongoing)

LabourPrinciple 3

Topics and Concerns
RaisedSustainability Report (annually)
EmployeePrinciple 1

49

Operational matters andbusiness issues

Ensured suppliers agreed
to Supply Chain guideline
before engaged them.

OCEAN NETWORK EXPRESS PTE. LTD.
7 Straits View #16-01 Marina One East Tower
Singapore 018936
E. sustainability@one-line.com