Reporting Philosophy, Methodology and Scope

The CNCo SD report on the year 2012 was published at the end of 2013. At the beginning of 2014, the senior management of CNCo met to review the company’s progress against its strategic targets and goals for 2016 and 2020, and to map the path ahead towards meeting both the CNCo Vision: “to be the leading provider of sustainable shipping solutions and our Customer’s partner of choice” and the SSI Vision 2040, where shipping plays a critical role in the global economy and in which “sustainability equals success”.

At this meeting the management developed a materiality matrix of issues that have importance to our business and to our stakeholders. The degree of importance of each has been plotted against these two axes, and the resultant matrix is shown here.

The slightly more than 40 issues were then divided into those over which >66% control as to their outcome lies with CNCo, e.g. Health and Safety of our operations, those over which CNCo can only exercise <33%, e.g. weather and political stability in our stakeholder areas, and those in between which we can exercise a reasonable measure of control in conjunction with third parties.

Within this report we have sought to prioritise and emphasise reporting on all the core and additional GRI indicators that are relevant to those areas over which we have great control and are in the upper right quadrant of the Materiality Matrix e.g. Corporate Governance, Oil Spill Prevention and Health and Safety, and graduating down to a lesser degree for those issues in the bottom left hand corner of the matrix, and/or over which we have little control (aside from noting our mitigation strategies).

Over time we will continue to verify the placement of the issues on the matrix in discussion with our key stakeholders, in accordance with our Stakeholder Communication Plan that will be developed in 2014.