The Maersk Company Limited

A Message from Lord Pickles and Lord Blunkett, followed by The Maersk Company Limited's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from The Maersk Company Limited is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett, MP
Pickles signature Rt Hon The Lord Eric Pickles, MP

www.maerskline.com

11MAERSK LINE UNITED KINGDOM |
BEST PRACTICE REPRESENTATIVE 2018
Brian Godsafe, managing director
Manchester Maersk
is one of the latest vessels in the next
generation Triple-E class. The three Es stand for economy of
scale, environmental performance and energy efficiency
Operating from Liverpool for over three decades, the
UK branch of Maersk is a global logistics company
bringing to the UK goods from all corners of the globe
through their sophisticated logistical networks – something they
are always improving on through new technologies. Equally
sophisticated is their inland network within the UK, which does
the often underappreciated task of delivering goods from the
ports to every part of the UK. Doing all of this requires specialist
teams with deep knowledge of the local market. Aside from
facilitating trade, their primary goal is to ensure that their clients
are catered for from A to Z, and that their goods are seamlessly
and properly transported. At the helm of the UK division is Brian
Godsafe, their managing director.
In 2017, Maersk Line launched its second generation of Triple-E vessels, known for
improved energy efficiency and environmental performance. On 25 February 2018,
the latest vessel in that class,
Manchester Maersk
, made her maiden call to the
UK and arrived in Felixstowe. With capacity to hold 20,000 containers, the British-
named vessel is one of the largest container ships to call at British ports.
The British name of the new vessel is a symbol of our long-lasting and mutually
beneficial relationship with the UK and local customers. What is even more
important is our continuous commitment to serve the British market and provide
services that support local trade ambitions and trigger growth.
FACTS ABOUT
MAERSK LINE UNITED KINGDOM
»Managing director: Brian
Godsafe
»Established in 1970s
»Based in Liverpool
»Services: Global logistics
»No. of employees: 262
»Maersk’s history spans back to
the 19th century
Maersk Line United
Kingdom
THE PARLIAMENTARY REVIEW
Highlighting best practice
12 | MAERSK LINE UNITED KINGDOM
The northwest connection
Vessels in the new series are named
after important cities in countries
where Maersk has a strong presence
and significant share of business. It is
therefore a recognition of the growing
importance of the English northwest,
with its strong focus on investment
in infrastructure and new business
development in the region.
Maersk Line offers direct rail
connections between Felixstowe and
Manchester, as well as several other
locations in the northwest, connecting
local customers and their cargo to
ocean services calling at the south of
the country. In addition to this, in 2016
the carrier’s sister brand, Seago Line,
introduced a direct short-sea service
between the south of Spain and
Liverpool, returning to the port on the
Mersey after a ten-year absence.
New trade opportunities
While Manchester Maersk and her
sister ships operate on the Asia–Europe
corridor, Maersk Line supports British
customers active on all trades. One
of the areas of interest for British
businesses has traditionally been
Africa, which Maersk Line connects
with services reaching key ports in
theregion.
UK has strong trade links with
the continent, being the biggest
European overseas investor into sub-
Saharan Africa. The UK government
is committed to fostering new
opportunities in Africa after its
departure from the EU through
increased trade. With our extensive
network and expertise around the
world, we are looking forward to
supporting the UK’s trade ambitions.
Digital future
Traditionally, shipping has been a
very analogue industry. In practice
this has meant lots of paperwork and
a needless excess of procedures. At
Maersk, we have decided to bring
this sector into the 21st century by
providing channels and solutions that
are user-friendly, more responsive and
faster moving. To this end, we have
decided – in partnership with IBM – to
improve supply chain visibility through
blockchain technology, which puts in
place a paperless journey of shipment
documentation. Not only does this
improve efficiency, but it also increases
the security with which global trade
isconducted.
Maersk Line’s Asia–
Europe services call the
Port of Felixstowe
At Maersk, we
have decided
to bring this
sector into the
21st century
by providing
channels and
solutions that
are user-
friendly, more
responsive
and faster
moving
13MAERSK LINE UNITED KINGDOM |
BEST PRACTICE REPRESENTATIVE 2018
Another example of our digital
solutions is our new technology,
remote container management,
which allows refrigerated goods to
be monitored across vast distances.
Instead of routine human checks on
temperature and atmospheric pressure,
a computer analysis is run instead,
which is relayed to the end-user and
allows issues to be remedied far more
quickly than was formerly the case.
Moreover, in the UK, we have recently
introduced a live help function to cater
for our customers’ need for real-time,
simple and efficient support in solving
their queries. This reduces the turn
time in reverting to our customers and
allows us to quickly address their needs
on dailybasis.
Political tides
At Maersk, we have no political
affiliation. Our role is not to provide
political commentary, but to retain
client satisfaction and provide for their
needs. So long as British exporters are
exporting, we will be there to provide
solutions. Whatever happens on the
political scene, we will work with it.
After all, this is something over which
we have little to no control; what we
do have control over, however, is how
we respond. Whether Brexit poses
a cost for us and the UK is not yet
clear, and is only something we can
determine with certainty when the UK
has left the European Union, so we will
reserve comment. In short, whatever
happens, we’ll have a response.
In-land services
When people think of the shipping
industry, they often neglect to
remember the vast in-land network
we have. Of course, the bulk of the
journey is indeed through shipping,
but transporting the goods into all
corners of the mainland is an equally
logistical challenge – one that we
meet via a cluster of road and railway
networks operating from our ports,
the biggest and most active of which is
that in Felixstowe (the recipient of our
Asia–Europe goods). From here, goods
are spread to nearly every British city.
With all these technologies and
logistical networks, we are able to plug
Britain firmly into the global economic
system and allow growth for all
interested parties. We are immensely
proud to play a role in this important
process, and we will continue to
innovate in this direction.
So long as
British
exporters are
exporting, we
will be there
to provide
solutions
Maersk Line vessels
call at the world’s
busiest ports and main
gateways in all parts of
the world

www.maerskline.com

This article was sponsored by The Maersk Company Limited. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from The Rt Hon Theresa May MP.

The Rt Hon Theresa May MP's Foreword For The Parliamentary Review

By The Rt Hon Theresa May MP

This foreword from the then Prime Minister appeared in the 2018/19 Parliamentary Review.

British politics provides ample material for analysis in the pages of The Parliamentary Review. For Her Majesty’s Government, our task in the year ahead is clear: to achieve the best Brexit deal for Britain and to carry on our work to build a more prosperous and united country – one that truly works for everyone. 

The right Brexit deal will not be sufficient on its own to secure a more prosperous future for Britain. We also need to ensure that our economy is ready for what tomorrow will bring. Our Modern Industrial Strategy is our plan to do that. It means Government stepping up to secure the foundations of our productivity: providing an education system that delivers the skills our economy needs, improving school standards and transforming technical education; delivering infrastructure for growth; ensuring people have the homes they need in the places they want to live. It is all about taking action for the long-term that will pay dividends in the future.

But it also goes beyond that. Government, the private sector and academia working together as strategic partners achieve far more than we could separately. That is why we have set an ambitious goal of lifting UK public and private research and development investment to 2.4 per cent of GDP by 2027. It is why we are developing four Grand Challenges, the big drivers of social and economic change in the world today: harnessing artificial intelligence and the data revolution; leading in changes to the future of mobility; meeting the challenges of our ageing society; and driving ahead the revolution in clean growth. By focusing our efforts on making the most of these areas of enormous potential, we can develop new exports, grow new industries and create more good jobs in every part of our country.

Years of hard work and sacrifice from the British people have got our deficit down by over three quarters. We are building on this success by taking a balanced approach to public spending. We are continuing to deal with our debts, so that our economy can remain strong and we can protect people’s jobs, and at the same time we are investing in vital public services, like our NHS. We have set out plans to increase NHS funding annually by an average by 3.4 percent in real terms: that is £394 million a week more. In return, the NHS will produce a ten-year plan, led by doctors and nurses, to eliminate waste and improve patient care.

I believe that Britain can look to the future with confidence. We are leaving the EU and setting a new course for prosperity as a global trading nation. We have a Modern Industrial Strategy that is strengthening the foundations of our economy and helping us to seize the opportunities of the future. We are investing in the public services we all rely on and helping them to grow and improve. Building on our country’s great strengths – our world-class universities and researchers, our excellent services sector, our cutting edge manufacturers, our vibrant creative industries, our dedicated public servants – we can look towards a new decade that is ripe with possibility. The government I lead is doing all it can to make that brighter future a reality for everyone in our country. 

British politics provides ample material for analysis in the pages of The Parliamentary Review 
The Rt Hon Theresa May MP
Prime Minister