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Our Resources in Action

We attach great importance to cultivating resources and relationships (our stores of value or “Capitals”) which we employ as optimally as we can to propel us towards our vision and benefit our shareholders and customers

Physical Capital
 

OUR CAPITALS – THE RESOURCES AND RELATIONSHIPS WE RELY ON


Our Fleet – 222 Ships
Our Vision

To be a leading ship owner/operator in the dry bulk shipping space, and the first choice partner for customers and other stakeholders

HOW WE PROTECT OR CREATE VALUE
Scale and Interchangeability

Fleet scale provides network and economic advantages

High-quality Assets

Expansion and renewal of our fleet through investment in ships of the best design and build quality

In-house Technical Operations

Integrated team of technical services and crewing managers taking care of our vessels and our seafarers

MATTERS OF KEY STRATEGIC FOCUS

Investing in Our Fleet
  • We already operate the largest Handy fleet, and will carefully consider further opportunities to acquire quality vessels which easily fit into our operating model
 
  • We are increasing the proportion of owned ships in our fleet to reduce our average daily vessel costs, and facilitate greater control
 
  • Our technical team strives to ensure safety and maximise availability so our ships are always operationally ready
Our Mission

To be the best in our field by continuously refining our business model, our service and our conduct in everything we do

OUTCOME

Optimal operational ship design and efficiency

Increased economies of scale and vessel utilisation Outperform

Optimal scheduling and flexibility for customers

Enhanced technical and service reliability for customersCustomers

Enhanced health and safety, quality and cost controlWorkplace

Human Capital
 

OUR CAPITALS – THE RESOURCES AND RELATIONSHIPS WE RELY ON


Optimal combination of people, competencies, capabilities and experience

3,400 seafarers &
335 staff ashore
Our Global Office Network
12 offices
10 chartering offices

positioning us close to our customers




Our Vision

To be a leading ship owner/operator in the dry bulk shipping space, and the first choice partner for customers and other stakeholders

HOW WE PROTECT OR CREATE VALUE
Team Productivity

Investment in crew and staff training and wellbeing

Being Local

Regional offices across six continents position us near our customers

Being Global

Worldwide network of offices and trade routes facilitates comprehensive market intel and global solutions for customers

MATTERS OF KEY STRATEGIC FOCUS

Investing in Our People

We strive to develop and motivate our teams to enhance safety, productivity, customer satisfaction and job fulfilment

Deepening Our Relationships

We are increasing customer engagement by connecting with a larger number of customers at a local level to enhance our relationships and increase our access to cargoes

Our Mission

To be the best in our field by continuously refining our business model, our service and our conduct in everything we do

OUTCOME

Safeguarding and enhancing quality, effectiveness and availability of our teams of staff on shore and at seaWorkplace

Meaningful customer partnerships and better understanding of and response to customer needs

Access to comprehensive market intelligence and cargo opportunities

Optimal trading (cargo combinations) and positioning of our fleetOutperform

Social and Relationship Capital
 

OUR CAPITALS – THE RESOURCES AND RELATIONSHIPS WE RELY ON


Responsible relationships within and between our communities, stakeholder groups and other networks

  • Partner-customers
  • Local communities
  • Suppliers
  • Investors
  • Regulators and policy makers
  • Finance providers
Our Vision

To be a leading ship owner/operator in the dry bulk shipping space, and the first choice partner for customers and other stakeholders

HOW WE PROTECT OR CREATE VALUE
Stakeholder Engagement & Wellbeing

Regular multi-level engagement and responsible operating practices to broaden and deepen our relationships with stakeholders and enhance their wellbeing through good corporate social responsibility

MATTERS OF KEY STRATEGIC FOCUS

Safeguarding Health & Safety

Eliminating injury, navigation and pollution incidents through training

Evolving management & governance practices

Refining management decision-making, risk mitigation and board governance procedures and considerations

Our Mission

To be the best in our field by continuously refining our business model, our service and our conduct in everything we do

OUTCOME

Builds understanding, trust and support between Pacific Basin and our staff, customers, tonnage providers, suppliers, investors, financiers, communities and other stakeholders

Workplace

Governance

Investors

Intellectual Capital
 

OUR CAPITALS – THE RESOURCES AND RELATIONSHIPS WE RELY ON


Accumulation of knowledge and development of systems, processes and procedures, through experience and a culture of education and continuous improvement

Our Vision

To be a leading ship owner/operator in the dry bulk shipping space, and the first choice partner for customers and other stakeholders

HOW WE PROTECT OR CREATE VALUE
Effective Business Model & Systems

Home-grown value-accretive business model, systems, procedures, know-how, efficiency focus, cost-consciousness and intangibles

MATTERS OF KEY STRATEGIC FOCUS

Maximising Efficiencies and Reducing Costs

We know how to optimally match our large fleet and cargo systems to maximise utilisation, availability and punctuality, and we leverage our scale and other efficiencies to control our vessel opex and G&A costs

Our Mission

To be the best in our field by continuously refining our business model, our service and our conduct in everything we do

OUTCOME

Sector-leading service delivery

Maximising vessel earnings, minimising costs without impacting safety, and generating consistently respectable financial performance through the cycle

Strong brand and reputationOutperform

Financial Capital
 

OUR CAPITALS – THE RESOURCES AND RELATIONSHIPS WE RELY ON


The pool of funds that is:

  • Generated through operations and obtained through debt, convertible bonds and equity
  • Managed as cash, lending facilities and other resources controlled by the Group

Our Vision

To be a leading ship owner/operator in dry bulk shipping, and the first choice partner for customers and other stakeholders

HOW WE PROTECT OR CREATE VALUE
Considered Treasury Activity

Continuous management of financial resources and funding

MATTERS OF KEY STRATEGIC FOCUS

Enhancing Corporate and Financial Profile

We continue to work within our financial gearing targets, maintain the Group’s financial health, and strive for best-inclass reporting, transparency and corporate stewardship

Our Mission

To be the best in our field by continuously refining our business model, our service and our conduct in everything we do

OUTCOME

Sound financial liquidity to fund investments and meet payment obligations and covenants

Optimal balance of financial capital sources benefits shareholders and enhances returns

Funding

Investors

Natural Capital
 

OUR CAPITALS – THE RESOURCES AND RELATIONSHIPS WE RELY ON


The environmental resources (such as air, water, minerals and energy) that enable us to conduct our business

Our Vision

To be a leading ship owner/operator in dry bulk shipping, and the first choice partner for customers and other stakeholders

HOW WE PROTECT OR CREATE VALUE
Environmental Responsibility

Observing or exceeding regulatory requirements and industry standards on environmental impact

MATTERS OF KEY STRATEGIC FOCUS

Safeguarding the Environment

We minimise our environmental impact through continual training and environmentally efficient practices and technologies

Our Mission

To be the best in our field by continuously refining our business model, our service and our conduct in everything we do

OUTCOME

Sector-leading efforts to minimise consumption of natural resources and impact on the environmentEnvironment

This spread and the following Strategy Delivery & Risks pages follow closely the categorisation of capitals and their flow through the value creation process as recommended by the International Integrated Reporting Council in its International <IR> Framework

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