Our Agenda

We have refined our priorities for the coming two years along three pillars

Given the very challenging market environment due to the pandemic, the rapidly increasing importance of sustainability factors and increasing digitalisation, in the 2021 financial year we carried out a detailed analysis of our Strategy 2023. We concluded that this strategy has proven its worth and that numerous objectives have been achieved ahead of schedule. At the same time, we want to ensure lasting corporate success even in difficult market phases, which is why we will continue to focus on “Quality” for the next two years and firmly define “Sustainability” as the fourth pillar in our Strategy 2023. We will do this through three main fields of action and numerous measures that we have established in 2021.
Improve the customer experience and reduce complexity
We will continue to improve our service quality and cut our unit costs by simplifying our liner and depot network and consolidating cargo handling at strategically selected seaports. We also want to continuously improve the customer experience with a simpler and clearer segmentation strategy and greater automation of our internal processes.
Double efforts to become the number one for quality
To be the number one for quality for our customers, our aims include increasing adherence to schedules and always being in the top third in an industry comparison. To achieve these, we strive for improvements in operational management and cooperation with terminals. As part of our expanded sustainability strategy, we are intensifying our actions on greenhouse gas emissions to reduce our CO₂e emissions per TEU-km (EEOI) by 30% compared to 2019 by 2030. We will strengthen relationships with our customers through new and more binding contractual structures, which will also provide greater planning security for all parties. We will continue to consolidate our position in attractive niche markets and regions and increase the quality of our inland offering. In order to increase our share of container shipments with an inland component to a target of 40%, the range of offerings in this area will be supplemented with attractive additional services. We will also significantly expand our IT innovation capabilities to meet the growing automation and digitalisation of our business model.
Invest in our team, sustainable assets and long-term competitiveness
Targeted investments in employee training and sustainable assets aim to secure Hapag-Lloyd’s competitiveness over the long-term. To cater for rapidly changing working requirements, Hapag-Lloyd will offer its 14,100 employees an even more comprehensive advanced training programme in the future and promote modern working practices. By investing in efficient and climate-friendly vessels, we are also supporting our sustainability goals while ensuring the competitiveness of our fleet. Fitting our containers with monitoring devices aims to increase transparency for customers and Hapag-Lloyd, thereby leading to more efficient container usage. Moreover, selective investments in terminals and complementary services seek to strengthen the existing core business.