WEBVTT

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So I'm here at COP28 and I have
the pleasure to be with Bo

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Cerup-Simonsen, who is the CEO
of the Mærsk Mc-Kinney Møller

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Center for Zero Carbon Shipping.

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Bo, we've just come out of a
really interesting panel today

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talking about how collaboration
should work across the maritime

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value chain to decarbonize
shipping.

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Today, you've had a big
announcement.

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You've talked about green
corridors.

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I'm just wondering if you could
explore, you know, what that

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announcement was and why that
has become such a success for

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the Center.

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I think that our sector has gone
from having a dream, if you go

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back five or ten years, of being
part of the transition, yet you

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can say that initiatives,
activities were, very sort, of

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component-based in the system. A
little bit here, a little bit

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there, kind of anecdotal.

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What we're seeing now is that
that community of leaders across

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the system: from energy
producers, from utilities,

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ports, logistics providers,
shipping companies, cargo

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owners, financial institutions,
and cargo owners, that system is

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now coming together.

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It is collaborating to create
visions.

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It is collaborating to create
pathways.

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It's collaborating to even
create some of the work, some of

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the solutions needed in the
pre-competitive space.

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So concepts for new technical
designs, concepts for new

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business frameworks, concepts
and standards to be used in the

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regulatory regime.

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And the big thing now of this
community coming together is

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that we can start to imagine or
reimagine if you will, how that

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future business system is going
to look, and what it actually

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means on a very concrete level.

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So what we have done here at the
COP is that we have presented,

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announced a number of activities
around the green corridors.

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And the green corridors is for
us exactly that.

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It is the realization of that
new business system seen from a

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technical perspective, seen from
a business and finance

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perspective, and seen from the
regulatory and standard-setting

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and permitting perspective.

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And, so, we have worked very
concretely with stakeholders in

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various green corridors to make
that concrete.

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And one of the recent examples
is the work we have done with

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the Chilean ministries and
companies in Chile to

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demonstrate how Chile can
produce fuel, how they can

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transport it to ports, how they
can retrofit the ports, how they

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can enable, for example,
transportation of copper out of

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Chile on ships that can run on
these new fuels.

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And like I said, you need to
engage a lot of stakeholders in

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that and you need to turn it
down to a techno-economic

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description of what are you
tangibly going to do.

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And I guess that was my question
is, you know, all these

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different actors all with a
different intent and a different

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reason to be in a green
corridor.

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How do you make, how do you get
them to actually work together?

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Because sometimes language in
itself is a barrier.

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But language from different
parts of the value chain really

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come to a fore.

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So, first of all, you need to
achieve the goodwill to the

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mission.

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You need to have a credible
narrative about why we are doing

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this.

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And the Mærsk Mc-Kinney Møller
Center for Zero Carbon Shipping

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is privileged to have that
narrative built into our DNA.

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We are for the greater good.

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We are a philanthropic donation
to the ecosystem.

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So when we go to Chile, or now
to Africa, with Namibia, when we

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go to Asia, we go there for the
greater good, not to make

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profits.

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And I think that's really the
starting point.

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So people can come onto our
platform.

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And on that platform, we strive
to create this safe space of

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collaboration where we can share
ideas and we can share data, and

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so on, up to a certain level and
thereby also create a space.

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You know, the rules need to be
clear.

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The rules of the games really
need to be clear on what we want

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to do and can do, and what we
cannot do.

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And I think it's, you know,
testament to that is if you look

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at the number of partnerships
that you've had, it's almost

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become exponential.

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The value proposition you
provide by the industry is for

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sure unique.

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I want to take a little bit of a
turn here. Everybody talks about

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the need for regulation and we
saw some big moves of that

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during the summer at MEPC 80,
but regulation is going to take

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time to come.

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What do we need to do now?

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What do owners, operators, fuel
providers, what is it now they

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can do, rather than just waiting
those years for these things to

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come in place.

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There's a lot of work to be done
now in order to get really good

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upscaling of the transition.

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So at this point in time, we
really need that community of

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leaders. Those that are willing
to lean in and start working on

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this, without having a classical
business case because there is

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not today.

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So you cannot manage, you cannot
finance, resource these

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activities the way you normally
can with business cases.

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So companies lean in and we are
seeing that companies start to

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lean in.

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They dare to have a vision in
the company.

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They dare to set objectives in
the company of reduction targets

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and they manage a culture
internally, which is very

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different from an old culture
that was more like a management

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culture, with KPIs, and
performances, and so on.

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And you would look at how you
could incrementally sort of

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improve the machinery.

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Now you need to be blunt, set
objectives into a space that you

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don't even know how you're going
to fulfill, and manage that

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culture internally.

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And then you need to be able
also, as a senior executive, to

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turn around towards your owners,
towards the shareholders and

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stock markets and so on, and
explain we know what we're

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doing.

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We're going to return something
to you sometime.

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It may be a bumpy road. But that
communication one way towards

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the owners where you need
stability, and predictability,

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and solidity and so on; and then
something else to watch your

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employees and your company.
That's that's one of the big

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things, one of the big
challenges.

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So we've got the regulation
sorted, we've got the technology

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sorted, and now it's a people
topic, it's a leadership topic.

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It's very much a leadership
topic.

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It's a leadership topic on all
levels, all the way from the top

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executives, who need to make the
difficult or challenging

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communication that I just
explained, and then all the way

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down through the organization to
the individual person.

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I think we're privileged today
with a new wave of employees

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coming in, new talent looking
for jobs, that are looking for a

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new kind of work environment
where there is a purpose, where

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there is a freedom to innovate,
and yet there are requirements,

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and there is discipline, and you
need to perform.

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And that's the kind of people
needed and it's the kind of

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culture that needs to be
stimulated. Deliver, deliver,

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but keep the dream alive, keep
the vision alive, keep the view

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on the horizon at the same time.

dc2f3f90-14bd-4cc8-b5e2-8eff37e9013a-0
00:07:24.640 --> 00:07:24.840
Nice.

c4b8d7ee-323a-4b60-8f3c-2804dec4bcf2-0
00:07:25.000 --> 00:07:25.720
I like it, Bo.

3e3f6bdb-4181-4265-9e48-12a4fff5e545-0
00:07:26.040 --> 00:07:29.195
And my last question is, you
know, this COP this year has

3e3f6bdb-4181-4265-9e48-12a4fff5e545-1
00:07:29.195 --> 00:07:32.786
been, you know, it's been in the
press, there's been controversy,

3e3f6bdb-4181-4265-9e48-12a4fff5e545-2
00:07:32.786 --> 00:07:36.159
there's been some very positive
things come coming out of it.

506516bc-a265-46e9-aa5c-d46717006557-0
00:07:36.400 --> 00:07:39.282
I'm just wondering from your
time here, what's that one thing

506516bc-a265-46e9-aa5c-d46717006557-1
00:07:39.282 --> 00:07:41.840
that gives you hope that we're
on the right direction?

3564119e-7f68-492a-9ad2-b163cf880485-0
00:07:42.000 --> 00:07:44.788
What's that discussion or that
interview that you've had where

3564119e-7f68-492a-9ad2-b163cf880485-1
00:07:44.788 --> 00:07:45.320
you've gone:

e81bc81e-9dcd-4e07-9461-a6ac6433fa9e-0
00:07:45.640 --> 00:07:47.560
OK, we're on the right track
here.

98ac10e9-2dc0-46da-830d-6fb3731908a9-0
00:07:50.520 --> 00:07:53.873
I think that is more an
emotional thing than an

98ac10e9-2dc0-46da-830d-6fb3731908a9-1
00:07:53.873 --> 00:07:55.760
analytical thing, actually.

c74158da-cfcc-473d-b894-434b086de18e-0
00:07:56.440 --> 00:08:00.613
It's more meeting people
eye-to-eye and talking about,

c74158da-cfcc-473d-b894-434b086de18e-1
00:08:00.613 --> 00:08:04.560
'is this genuine or is it just,
you know, numbers'?

a05330b9-a00a-49f4-babc-2398fb72caf3-0
00:08:05.120 --> 00:08:09.152
And so the leaders that I have
met at this COP are very genuine

a05330b9-a00a-49f4-babc-2398fb72caf3-1
00:08:09.152 --> 00:08:09.720
about it.

b3c8d7a0-cee1-4c5f-8a8d-b152646093dc-0
00:08:10.080 --> 00:08:14.442
They want their businesses, or
they want their authorities to

b3c8d7a0-cee1-4c5f-8a8d-b152646093dc-1
00:08:14.442 --> 00:08:17.680
be part of this solution,
shaping the future.

9761f9e1-e38e-43ad-a3bb-527c0d887e30-0
00:08:18.160 --> 00:08:21.787
And I have met tremendously
strong leaders from enormously

9761f9e1-e38e-43ad-a3bb-527c0d887e30-1
00:08:21.787 --> 00:08:24.800
strong companies that genuinely
want to do that.

6aef5399-78e8-4970-a530-03c7d820a2f7-0
00:08:25.640 --> 00:08:29.064
Some of them are in the Center,
fortunately, and we have 100

6aef5399-78e8-4970-a530-03c7d820a2f7-1
00:08:29.064 --> 00:08:32.040
organizations now working with
us, and they lean in.

69c2016c-832e-46fd-ad28-322cb6c09432-0
00:08:32.040 --> 00:08:35.400
They start to order ships that
can run on new fuel types.

5dcdb5e9-9d8e-4068-a0e1-780c65b86978-0
00:08:35.400 --> 00:08:37.120
They start to retrofit ports.

145ac290-206c-4ab9-8670-5dba9cff2abc-0
00:08:37.560 --> 00:08:41.120
Cargo owners start to make
changes in the procurement.

5615cfa8-eac8-4359-aed4-c129e30ce399-0
00:08:41.400 --> 00:08:42.920
They make ESG strategies.

4394a0df-402b-4603-81db-399f9bc77c05-0
00:08:42.920 --> 00:08:44.280
They start to lean in.

8c0202b5-3886-4b40-9986-208f3b639489-0
00:08:44.640 --> 00:08:48.638
And I think this concretization
of the transition that we're

8c0202b5-3886-4b40-9986-208f3b639489-1
00:08:48.638 --> 00:08:51.720
seeing now, that's not waiting
for regulation.

f0937379-9452-4ff5-a182-0bef63ac4afa-0
00:08:51.960 --> 00:08:55.629
Regulation is creating
confidence that it is coming,

f0937379-9452-4ff5-a182-0bef63ac4afa-1
00:08:55.629 --> 00:08:59.436
but it is really down to
individual leadership: people

f0937379-9452-4ff5-a182-0bef63ac4afa-2
00:08:59.436 --> 00:09:03.936
believing in the pathway, and in
the objective, and the purpose,

f0937379-9452-4ff5-a182-0bef63ac4afa-3
00:09:03.936 --> 00:09:06.360
and then doing something about
it.

efc7d74c-05ca-4eac-9dba-be0a54647ec1-0
00:09:06.360 --> 00:09:09.722
And that, for company leaders,
means actually spending

efc7d74c-05ca-4eac-9dba-be0a54647ec1-1
00:09:09.722 --> 00:09:13.636
resources, spending leadership
bandwidth on this, spending real

efc7d74c-05ca-4eac-9dba-be0a54647ec1-2
00:09:13.636 --> 00:09:17.304
resources, whatever that is.
Whether it's time or money, on

efc7d74c-05ca-4eac-9dba-be0a54647ec1-3
00:09:17.304 --> 00:09:20.850
exploring, experimenting,
setting targets, and working to

efc7d74c-05ca-4eac-9dba-be0a54647ec1-4
00:09:20.850 --> 00:09:23.480
change the culture to become
part of this.

873634e8-3ed5-4fdc-b701-968abe2eda3d-0
00:09:23.920 --> 00:09:27.731
And to your question, the reason
I have confidence is that I see

873634e8-3ed5-4fdc-b701-968abe2eda3d-1
00:09:27.731 --> 00:09:30.840
and I sense a lot of that
amongst the leaders today.

1449d8ee-9d1b-40be-974b-b63f7f65142a-0
00:09:30.840 --> 00:09:31.560
Very good.

e2d0c72d-7f92-41e1-9cd8-c46e88a214d9-0
00:09:32.000 --> 00:09:34.808
Bo, thank you so much for taking
the time, and a huge

e2d0c72d-7f92-41e1-9cd8-c46e88a214d9-1
00:09:34.808 --> 00:09:37.876
congratulations to you and all
the people at the Center in

e2d0c72d-7f92-41e1-9cd8-c46e88a214d9-2
00:09:37.876 --> 00:09:40.528
Copenhagen for all the
tremendous work that you're

e2d0c72d-7f92-41e1-9cd8-c46e88a214d9-3
00:09:40.528 --> 00:09:40.840
doing.

cfe99d7a-9b5f-47be-94fa-051ba09d3b11-0
00:09:40.840 --> 00:09:43.651
It really is inspiring and it's
inspiring an industry at the

cfe99d7a-9b5f-47be-94fa-051ba09d3b11-1
00:09:43.651 --> 00:09:45.080
moment to make that transition.

f724cab7-6310-4129-a0a3-f035b2742e9b-0
00:09:45.080 --> 00:09:45.760
So thank you.

c0430553-a624-4e6a-b6d8-15fbbd3e6bdb-0
00:09:46.000 --> 00:09:47.040
Thank you very much, Peter.

e3ef6fec-6208-4c90-99a8-d148d0a4fa98-0
00:09:47.400 --> 00:09:48.400
Thank you for inviting me.