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Case
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Reference no. IMD-7-1521
Published by: International Institute for Management Development (IMD)
Originally published in: 2014
Version: 02.05.2014
Length: 10 pages
Data source: Field research

Abstract

This is part of a case series. After having made two attempts under different leaders to place safety as a key issue in the port operations of APMT, a new and more drastic approach is decided. Rather than looking at safety as a key priority subject to financial results, safety becomes 'a license to operate'. The case starts with the appointment of Martin Poulsen, formerly CEO of European port operations, as safety activist responsible for implementing a change of mindset and delivering results in terms of casualty and severe injury reductions. The case illustrates the details of Poulsen's role which are decided in advance to create a maximum effect, the challenges that he and his team face, the reactions from those in the field, and the ultimate results achieved.
Location:
Industry:
Size:
2013 revenue USD4.33 billion, 20,300 employees
Other setting(s):
2006-2014

About

Abstract

This is part of a case series. After having made two attempts under different leaders to place safety as a key issue in the port operations of APMT, a new and more drastic approach is decided. Rather than looking at safety as a key priority subject to financial results, safety becomes 'a license to operate'. The case starts with the appointment of Martin Poulsen, formerly CEO of European port operations, as safety activist responsible for implementing a change of mindset and delivering results in terms of casualty and severe injury reductions. The case illustrates the details of Poulsen's role which are decided in advance to create a maximum effect, the challenges that he and his team face, the reactions from those in the field, and the ultimate results achieved.

Settings

Location:
Industry:
Size:
2013 revenue USD4.33 billion, 20,300 employees
Other setting(s):
2006-2014

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