In July 2020, two fully functional Maersk containers were skillfully painted with a rainbow to join Maersk’s fleet, and in March this year, they embarked on their first World Tour. The first part of the journey for the 40 and 20-foot rainbow containers was aboard the Maersk Edmonton from APM Terminals Pier 400 in Los Angeles to Yokohama. The containers have stopped at several locations across Asia and Europe, before finally ending their tour in Denmark for Copenhagen Pride 2021. During the World Tour, the containers have been made available to A.P. Moller Maersk employees during strategic points in its journey for them to sign – and around the world, many have taken the chance to share their hopes for a future of improved diversity and inclusion. Exceeding expectations Maersk’s rainbow containers have served as a symbol of inclusion and diversity "When we started the world tour, we were excited. But it is safe to say that the engagement and the feedback that we have received from colleagues and customers during the journey has far exceeded our expectations. While the outside of these containers represent the company’s stand on diversity and inclusion, the inside of the containers represent our colleagues’ personal pledge – and I am so proud to see how many have actually taken the chance to share their commitment," said Rachel Osikoya, Head of Diversity & Inclusion at Maersk. Containers that unite Maersk’s rainbow containers have served as a symbol of inclusion and diversity, boldly sharing with the world the company’s stand on creating a culture where all employees, partners, and customers feel welcomed and can be themselves without judgment. They not only serve as a symbol for the company. Maersk’s clients have also showed interest in the use of these rainbow containers to move their goods around the world, and during the tour they have visited a range of customer sites. Customer responses “The response from our customers has been overwhelming, with many wanting to be part of the tour and others asking for more rainbow containers,” shares Rob Townley, Regional Head of Special Project Logistics, and one of the initiators of the World Tour. “These containers serve as a reminder to those who feel different or like they don’t belong that they are not alone, and someone, somewhere, is standing with them and accepts them regardless of their race, gender, age, ethnicity, sexual orientation, religion or disability. We are therefore working to assess if and how we can meet the request from our customers for more rainbow containers.” Feedback from customers - statements The rainbow container stopped by at PUMA and at Leschaco in the frame of the Pride Month celebrations "Diversity and inclusion are key components in our working culture and are expressed in our employer value BE YOU. It fosters innovation and leads to better results and smarter ideas. With our partner MAERSK we share these values. We were pleased the MAERSK rainbow container stopped by at the PUMA headquarters in frame of our Pride Month celebrations. The initiative sparked an open discourse on what diversity & inclusion means for everyone. Our employees and customers were delighted to show their support and signed the inside of the container," said Dietmar Knoess, Global Director People & Organization at PUMA. "Leschaco is committed towards diversity and inclusion and proud to join Maersk in promoting these values across the World. The rainbow containers are embodying this message beautifully by uniting the logistics community along their journey across different countries and cultures, meeting friends of different social and ethnical backgrounds, with different genders, religious believes or sexual orientations," said Constantin Conrad, Chief Digital Officer at Leschaco. The journey continues Even if the world tour is now coming to an end, the journey towards increased diversity and inclusion continues. The Rainbow Containers still have a few customer events scheduled, after which they will become part of Maersk’s regular container fleet – continuing to serve our customers. The containers ended their journey in Copenhagen for the WorldPride. Here Soren Skou was joined by Lars Fruergaard Jørgensen, CEO of Novo Nordisk, to sign the container and to talk about why Maersk must continue to take action and create change for increased diversity and inclusion. Improving work style “In Maersk, we have taken a global stand on creating a workplace with an equitable and inclusive workplace for all, which is embedded in our commitment to ensuring human rights for all,” says Rachel Osikoya. “The Rainbow Containers are a good illustration of this commitment – and like them, we will in Maersk continue our journey to continuously improve the way we work with diversity and inclusion, allowing you to always be your authentic self when you come into work.”
Often used, but so rarely achieved, ‘innovation’ remains a popular buzzword with big tech and the corporate elite, as well as the youngest of startups. Few would claim that the concept has become irrelevant, while many may argue that the true meaning of innovation could get lost if not used carefully and put into context. To avoid this trap and get a very tangible impression of what grassroots innovation can do, Maersk recently organised its first-ever global hackathon. A well-known concept in organisations and startup communities to develop new ideas at a high pace, Maersk’s own version resulted in hundreds of prototypes, small hacks and proof of concepts from 671 participants across 57 countries - in just three weeks. Sponsorship from hackathon “The hackathon really captured people’s imaginations, and the creativity and collaboration were excellent," says Paw Martins, Head of Technology Enterprise Architecture, and organiser of the event. In the end, three finalists received sponsorship to develop their projects, but none of the good ideas will go to waste. Thanks to the hackathon, Maersk now has a company-wide innovation backlog of 235 potential ideas from both sea and shore. One tool analyses data to identify cross-selling opportunities for landside products to ocean customers The winning ideas offered new ways to improve the customer experience, contribute to sustainability and added revenue streams. One tool analyses data to identify cross-selling opportunities for landside products to ocean customers, so they can benefit from a true, end-to-end service, while others engineered ways to automate quotation and claims handling. "The event clearly demonstrates the tremendous enthusiasm for innovation from all parts of the business. Now, we need to make sure that we keep nurturing and channeling these efforts into real opportunities that could potentially transform our business and the wider industry,” adds Paw Martins. The potential Technology is fast becoming the common enabler in the transformation of global transport and logistics. For long, the industry has been trailing more progressive sectors such as e-commerce and travel where tech giants Amazon, Über and Hotels.com have disrupted entire industries by enhancing the customer experience through digital technology.In recent years, the digitalisation of global supply chains has started to catch up. Customers want simple solutions with high transparency on price, instant confirmations on bookings and track & trace functionality, similar to what they're used to when they're buying a book or a plane ticket. Technology integrated part of strategy Maersk has taken the lead in the industry's response to new demands with the introduction of digital breakthroughs such as Maersk Spot that offers an instant price and loading guarantee for short-term customers. “Not long ago, we thought about technology as the engine room that keeps everything going. Now, technology is really an integrated part of our strategy and how we're building a sustainable, competitive advantage,” says Maersk CEO Søren Skou. Digital Innovation Digital innovation is also creating completely new value and potential revenue streams for the industry Maersk itself is also undergoing a massive technological transformation. On the one hand, by becoming truly data-driven in the way it utilises data from vessels, ports and containers to improve visibility for customers in near real-time, while on the other hand becoming faster and more efficient as an organisation through standardised processes, a common approach to data and modernisation of its technology estate. Digital innovation is also creating completely new value and potential revenue streams for the industry. One example is Maersk’s ambitious partnership with IBM on the neutral, blockchain-enabled platform, TradeLens. It aims to eliminate the heavy amounts of time-consuming paperwork that goes into every shipment today by inviting all industry players to interact and exchange information in one shared, digital, and secure space. Transforming industry These examples all indicate how new technology has the potential to both transform the industry, how it engages with customers, and how a company is run. But how does a company like Maersk that is more than 100 years old and has grown into a big, global and at times bureaucratic operation make sure that it embraces the entrepreneurial energy among its more than 80,000 employees? "We believe that if you have a mechanism to channel the right conversations around innovation, we can enable ideas to be fleshed up, do something about it and make it part of our mainstream work. It's hugely powerful," said Navneet Kapoor," CTIO, A.P. Moller - Maersk. Innovation Maersk is focusing on increasing its diversity of thought by attracting a new breed of talents from the widest possible pool. The global hackathon in 2020 demonstrated an enormous appetite for grassroots innovation and collaboration across Maersk. But it also showed that the company has little to no formal structure currently in place to channel these pockets of brilliance.“I have had this idea in the drawer for more than a year,” said one hackathon participant.Today, the focus is mainly on investing in startups through Maersk Growth and fast-tracking the uptake of relevant startups with Ocean Pro. To provide the rocket fuel that will make the company's digital transformation take off, the organisation is exploring several ways to mature and sustain innovation as an enduring part of its operating model and culture. Engineering culture “The hackathon was just a start towards a more sustainable and structured way to tap into this unbelievable energy we have across the company. We’re building what we call an engineering culture, which means that we are inverting the pyramid in the organisation. In our technology team, for instance, it's really the engineers who are driving us forward more than the managers,” explains Navneet Kapoor. CTIO responsible for the digital transformation believes this is a way to create more innovation To support a shift in pace within product development and innovation, Maersk has implemented a ‘two in a box’ technology approach, based on an agile platform operating model that brings technology and product teams closer together to co-own and co-create new customer solutions at high speed.The CTIO, who is responsible for the digital transformation, believes this is a way to create more innovation in the company because it exposes the young and creative engineers directly to top management.“When we see a promising idea that we really think has potential and can scale, then we can also make things happen much faster,” Kapoor adds. Remove roadblocks In addition to the organisational changes, fostering more grassroots innovation also requires a cultural shift, namely for leadership. Successful transformations require speed and agility, but many of them get stuck because the organisational inertia pulls them back. According to Navneet Kapoor, the role of leaders is to help teams remove roadblocks. They should let engineers and relevant people in the business take the decisions that create the most customer value and move the company forward, giving up the command and control that many have been used to. Cultural behaviours Maersk is focusing on increasing its diversity of thought by attracting a new breed of talents The organisation has defined a set of cultural behaviours that should help drive these new ways of working. ‘Agility’ has been pinpointed as one of the desired core enablers that will help cultivate more innovation by encouraging employees to experiment, fail fast, learn, and get things done. For this new behaviour to really kick in as more than a lofty intention that is more commonly used to describe startups with quick decision making, Maersk is also focusing on increasing its diversity of thought by attracting a new breed of talents from the widest possible pool. Encouraging creative minds "We have very complex problems to solve that require creative minds to come together. We also know that top talents want a place where they can have an impact, add value, and where they are empowered to do the things, they want. So, we're building a culture that encourages open conversation, collaboration, fact decisions and co-creation," said Navneet Kapoor, CTIO, A.P. Moller - Maersk. Maersk may not have invented the container in the 1950s, but the entrepreneurial spirit of its people has made the company play a major role in making containerised trade cheaper, simpler, and more accessible across the world.
As A.P. Moller - Maersk. has delivered strong earnings and growth momentum during the last year and saw the strategy of becoming an integrated container logistics company validated, the company now stands ready to further efforts in building the three world-class divisions with strong synergies between them. All are embedded with a customer-centric, digital and value creation rooted mindset. The message fell on the company’s 2021 Capital Markets Day. Here, Maersk will provide institutional investors and financial analysts with updated ambitions on the development and progress in the 2021-2025 horizon. Delivering returns Ocean will continue to deliver stable earnings levels and strong enabler of the company’s strategy ”Today, we are rapidly transforming our A.P. Moller - Maersk in line with our strategy. We have come far, but we are not yet done. We continue to see a significant opportunity in the market for global end-to-end logistics and are confident that we can continue to deliver value-generating returns above 7.5 pct. ROIC, considering the extraordinary earning levels of 2021 an average of above 12 pct. for the five year period 2021-2025,” said CEO, Søren Skou, A.P. Moller - Maersk. Ocean delivers stable earnings In the heart of Maersk´s integrator strategy lies the value creation model, which links Logistics and Ocean through customer synergies and Ocean and Terminals through financials and operational synergies. Whereas Ocean will continue to deliver stable earnings levels and strong enabler of the company’s strategy, Logistics & Services aims for significantly higher growth rates and new ways of addressing customers needs. ”With our portfolio, our approach, and the need that we see across customers and verticals, we are confident that Logistics & Services has become our growth engine, capable of growing organically at 10 pct. per year while maintained a strong EBIT margin above 6 pct.” said Vincent Clerc, CEO of Ocean and Logistics, A.P. Moller – Maersk. Investment To support this growth, Maersk will spend about USD 1 bn of investment of CAPEX over the coming two years and continue to complement this with Mergers and Acquisitions to continue to build up capabilities and progressively scale. Maersk plans to invest approximately USD 600 mill in total on automation in around Also, on the terminal side, Maersk will focus on best-in-class returns and over the next five years, the company plans to invest approximately USD 600 mill in total on automation in around 30 terminals. The company has already seen significant improvements on the operational side as well as reductions in carbon emissions from the increased use of automation. Financially, Maersk will continue to secure a financial solidity and guides for a stable underlying profitability and cash generation through continued capital discipline with CAPEX close to depreciation. Authority comment ”We will continue to execute on the strategy through capital discipline. Given the financial strength of the company we are able to maintain a strong balance sheet and use cash to invest in the business, acquisitions, ordinary dividends and lastly return excess cash through share buy-back or extra-ordinary dividends,” said the CEO, Søren Skou, A.P. Moller - Maersk. Maersk also announced the signing of the UN Global Compact commitment letter to a “Business Ambition of 1.5C”, committing to set a long-term science-based target to reach net-zero emissions across the full value chain no later than 2050 and set interim targets in line with Science-Based Targets initiative criteria.
The Board of Directors of A.P. Moller - Maersk has decided to appoint Chief Technology & Information Officer (CTIO) Navneet Kapoor to the Executive Board with effect from 1 April 2021. The appointment is both a recognition of the role Technology plays for the transformation of A.P. Moller – Maersk, and the strategic leadership capabilities of Navneet Kapoor. Responsibility Navneet Kapoor leads the efforts to build competitive advantage from technology As CTIO, Navneet Kapoor leads the efforts to build competitive advantage from technology, a central element in the Strategy of the company. The company is in the middle of a multi-dimensional digital transformation that aims to build a new technology platform offering new digital products to our customers supported by standardised and automated processes across the company. Authority comments “Technology today is mission critical for A.P. Moller - Maersk and for our transformation. To succeed, we are investing in modern technology platforms with end-to-end standardised core processes. Navneet Kapoor has done an excellent job in accelerating this agenda since he took on the position as CTIO last year and brings unique and critical perspectives to our business transformation.” says Søren Skou, CEO of A.P. Moller - Maersk. Jim Hagemann Snabe, Chairman of the Board of A.P. Moller - Maersk adds, “We have turned an important corner in the ambitious transformation process that was initiated in 2016 with the aim of creating an integrated logistics company with growth and more stable profitability. A key pillar in our transformation is the use of technology to improve the interaction with our customer and build competitive advantage.” “The role of the CTIO is key to executing this next part of our strategy and having Navneet Kapoor joining the Executive Board is a recognition of the importance and impact of Technology and of his personal capabilities.” Executive Board consist of Søren Skou, CEO of A.P. Moller - Maersk Patrick Jany, CFO of A.P. Moller - Maersk Henriette Hallberg Thygesen, Executive Vice President A.P. Moller - Maersk and CEO of Fleet & Strategic Brands Vincent Clerc, Executive Vice President A.P. Moller - Maersk and CEO of Ocean & Logistics Morten Engelstoft, Executive Vice President A.P. Moller - Maersk and CEO for APM Terminals Navneet Kapoor, Executive Vice President and CTIO of A.P. Moller - Maersk Background of Navneet Kapoor Navneet Kapoor has been with Maersk since 2017 and has held various responsibilities Executive Vice President, Navneet Kapoor (50) has been with A.P. Moller - Maersk since 2017 and has held various responsibilities, including Chief Transformation Officer and Head of Global Shared Service Centres. Since February 2020, he has held the position of Chief Technology & Information Officer. Experience Prior to joining Maersk, Navneet Kapoor was Senior Vice President, Technology at Target Corporation, where he was instrumental in driving the digital transformation of the company, and before that, he also held various leadership roles in General Electric. Education Navneet has a Ph.D. in Chemical Engineering and an M.S. in Electrical Engineering from the University of Minnesota, USA, an MBA from the University of Chicago Booth School of Business, USA, and a B.Tech in Chemical Engineering from IIT Kanpur, India.
Fast-tracked by advances in technology and increasing customer demand for sustainable supply chains, A.P. Moller - Maersk accelerates the efforts to decarbonise marine operations with the launch of the world’s first carbon-neutral liner vessel in 2023 - seven years ahead of the initial 2030-ambition. All future Maersk-owned new buildings will have dual-fuel technology installed, enabling either carbon-neutral operations or operation on standard Very Low Sulphur Fuel Oil (VLSFO). Achievable target Maersk is working on solving the practical, technical and safety challenges inherent in the carbon-neutral fuels “A.P. Moller - Maersk’s ambition is to lead the way in decarbonising global logistics. Our customers expect us to help them decarbonise their global supply chains, and we are embracing the challenge, working on solving the practical, technical and safety challenges inherent in the carbon-neutral fuels we need in the future. Our ambition to have a carbon-neutral fleet by 2050 was a moonshot when we announced it in 2018. Today we see it as a challenging, yet achievable target to reach,” says Søren Skou, CEO, A.P. Moller - Maersk. Maersk commitments on decarbonisation Around half of Maersk’s 200 largest customers have set – or are in the process of setting – ambitious science-based or zero-carbon targets for their supply chains, and the figure is on the rise. Maersk’s methanol feeder vessel will have a capacity of around 2000 TEU and be deployed in one of its intra-regional networks. While the vessel will be able to operate on standard VLSFO, the plan is to operate the vessel on carbon-neutral e-methanol or sustainable bio-methanol from day one. Rapid scaling of carbon-neutral fuels “It will be a significant challenge to source an adequate supply of carbon-neutral methanol within our timeline to pioneer this technology. Our success relies on customers embracing this groundbreaking product and strengthened collaboration with fuel manufacturers, technology partners and developers to ramp up production fast enough.” Maersk continues to explore several carbon-neutral fuel pathways and expects multiple fuel solutions “We believe our aspiration to put the world’s first carbon-neutral liner vessel in operation by 2023 is the best way to kick start the rapid scaling of carbon-neutral fuels we will need,” says Henriette Hallberg Thygesen, CEO of Fleet & Strategic Brands, A.P. Moller - Maersk. Both the methanol-fueled feeder vessel and the decision to install dual fuel engines on future new buildings are part of Maersk’s ongoing fleet replacement. CAPEX implications will be manageable and are included in current guidance. Strengthened collaboration to solve the challenges A carbon-neutral future for shipping requires innovation, test and collaboration across multiple industry partners. Maersk continues to explore several carbon-neutral fuel pathways and expects multiple fuel solutions to existing alongside each other in the future. Methanol (e-methanol and bio-methanol), alcohol-lignin blends and ammonia remain the primary fuel candidates for the future. A key collaboration partner is the Mærsk Mc-Kinney Møller Centre for Zero Carbon Shipping, an independent, non-profit research and development centre, that works across sectors, organisations, research areas and regulators to accelerate the development and implementation of new energy systems and technologies.
2020 has been another year of solid progress for A.P. Moller - Maersk., both in terms of financial performance and in transforming the company. Despite low volumes during most of 2020, profitability grew throughout the first nine months and ended the year with record Q4 results in Logistics and Terminals, while Ocean delivered an exceptional quarter driven by the increased volumes and current, temporary supply chain disruptions. Accelerated transformation “2020 will forever be remembered for the COVID-19 pandemic that negatively impacted our lives, jobs, businesses and the global economy. I am proud that we have accelerated our transformation and delivered earnings growth during every quarter of 2020, despite very different market conditions, beginning with negative COVID-19 impact in the first half to a rebound in Q4,” says Søren Skou, CEO of A.P. Moller - Maersk. Improved performance Ocean improved its intrinsic performance by focusing on costs, agile capacity management and digital offerings The company grew underlying Earnings Before Interest, Tax, Depreciation and Amortization (EBITDA) 44 pct. to USD 8.2bn and revenue grew to USD 39.7bn in 2020 compared to USD 38.9bn last year. While the demand surge in the second half of the year created supply chain bottlenecks, including vessel and container shortages, and led to higher rates that contributed approximately USD 1.5bn to results, Ocean further improved its intrinsic performance by focusing on costs, agile capacity management and launching new digital offerings. Profitable growing logistics company Logistics & Services grew to USD 7bn, compared to USD 6.3bn last year, and EBITDA improved 110 pct. to USD 454m, supported by the acquisition of Performance Team as well as improved performance in intermodal, air freight forwarding and warehousing and distribution. “Our customers want us to help them build more resilient supply chains and buy more end-to-end services. Consequently, our logistics business more than doubled earnings in 2020. We are today a profitable, growing logistics company with a broad offering of ocean and air transportation, port services and logistical capabilities, including warehousing, customs services, and lead logistics,” adds Søren Skou. Revenue decrease Gateway terminals saw a decrease in revenue of 3.9 pct. to USD 3.2bn in 2020 because of lower volumes due to the impact of the pandemic. EBITDA increased by 8.3 pct. to USD 989m, reflecting an improved EBITDA margin to 31 pct. driven by higher revenue per move and cost reductions in several terminals. In 2020, free cash flow improved to USD 4.6bn from USD 2.3bn leading to a USD 2.5bn reduction of net debt and USD 1.3bn returns to shareholders. Net result amounted to USD 2.9bn and the Board of Directors will recommend a dividend of DKK 330/share, up from DKK 150/share to the AGM on 23 March 2021. Dealing with market volatility Søren Skou concludes: “Financially, we left 2020 with a very strong balance sheet and little debt, which will allow us to continue to invest in our transformation and grow profitably. We are well equipped to deal with the ongoing market volatility and also to benefit from a world that hopefully starts to re-open.” Accelerating the strategy As Maersk looks forward to accelerating the strategy in 2021, Maersk will illustrate the path forward and the synergies between Ocean and both Logistics & Services and Terminals at a capital markets day on 11 May 2021. Guidance for 2021 Maersk expects another year of earnings growth and transformation progress With the current outlook, there continues to be a high degree of uncertainty related to the impact of COVID-19 on economic growth and global demand patterns. A.P. Moller - Maersk expects another year of earnings growth and transformation progress. Maersk expects the current, exceptional situation to continue into 2021 with Q1 to be stronger than Q4, followed by a normalisation thereafter, and announce guidance for the full-year 2021 of an underlying EBITDA in the range of USD 8.5-10.5bn, compared to USD 8.3bn in 2020. This is equivalent to an underlying EBIT guidance of USD 4.3-6.3bn and a free cash flow of above USD 3.5bn. Ocean is expected to grow in line with the global container demand at an expected 3-5 pct. in 2021, with the highest growth seen in the first half-year.
In response to surging US imports and the resulting intermodal equipment flow imbalances, all members of the logistics sector have been challenged to find solutions. Maersk senior officials have stated that this is a situation the company takes very seriously. Every component of Maersk’s integrated global logistics business model is working across the entire logistics spectrum to respond with solutions involving all supply chain participants. Maersk is taking steps to address the concerns of the US export community and the trucking industry feeling the impact during this already difficult time. Global trade patterns Global trade patterns often result in limited availability of empty containers in the US - which has a historic equipment imbalance of more imports than exports. This has been especially acute with US import demand spiking during the COVID-19 environment due to changing consumer spending patterns. Improving supply chain “Maersk is working with the FMC Chairman and Commissioners, the Agriculture Transportation Coalition (AgTC) and Trucking Associations like the HTA on the US West Coast, and the Association of Bi-State Motor Carriers on the US East Coast to find new and better ways to serve their needs. As the global integrator of container logistics, we are confident we can find workable solutions that will alleviate supply chain pain points,” said Soren Skou, CEO - A.P. Moller – Maersk. Virtual presentation Surging import cargoes have also been causing challenges for local truckers in major ports Maersk has met virtually with the Agriculture Transportation Coalition (AgTC) – a Washington D.C.- based trade group whose membership performs an important role in managing the interests of US agricultural exporters and transportation policy. Maersk’s Head of North America Trade, Franck DeDenis recently made a broadcast presentation to AgTC members during their virtual midyear meeting on December 8th. Additionally, FMC Chairman Michael Khouri has discussed the particular challenges facing the US export community with A.P. Moller-Maersk CEO Soren Skou and Maersk remains committed to taking actions it can to improve conditions for all supply chain participants. Addressing concerns “We are working closely with the Agriculture Transportation Coalition and local trucking associations to address their concerns of equipment availability and detention and demurrage issues - with more intensive meetings planned in the months ahead. These challenges require all participants to work together and we look forward to continuing our role in bringing much-needed solutions to the current issues.” “FMC Commissioner Rebecca Dye has the industry knowledge, relationships and credibility to sponsor the necessary industry solutions and we appreciate her leadership on this matter,” said Narin Phol, Maersk North America’s Regional Managing Director. Surging import cargoes have also been causing challenges for local truckers in major ports such as Los Angeles/Long Beach. Maersk is in daily contact with Weston LaBar, the President of the Long Beach, California-based Harbor Trucking Association (HTA). APM Terminals APM Terminals Pier 400 Los Angeles is the largest privately operated container terminal in the Los Angeles/Long Beach port – and in North America. As such, it plays a pivotal role in the daily flow of cargo with the trucking community. Working with Mr. Labar, the terminal is focused on dual transactions, which enable a trucker to return an empty container and pick up an import container for local delivery in the same trip. 65% of Pier 400’s gate transactions are dual transactions – and the goal is to increase this, enabling higher productivity trips for harbor truckers. Pier 400 has also offered late night, Friday gates and Saturday gates based on customer and trucker needs during the peak season. Ocean carrier alliance Maersk operates in the 2M Alliance, considered the easiest ocean carrier alliance by truckers to work with Maersk operates in the 2M Alliance, considered the easiest ocean carrier alliance by truckers to work with (since the alliance consists of only two ocean carriers – Maersk and MSC – who each operate a single container terminal in the LA-Long Beach complex). This allows truckers to efficiently pickup and return containers to two facilities located very near each other. Also providing support on trucking issues, Maersk’s Regional Head of Transportation, Los Angeles-based Bill Peratt, is a member of the Harbor Trucking Association Productivity committee, contributing his expertise to finding solutions to the trucking industry’s challenges. Maersk is taking similar steps on a global level to understand customer pain points, find solutions and engage with regulators to improve the current logistics ecosystem.