2022 REPORT Sustainable Maritime Interiors
Published by Tudor Rose Tudor House, 6 Friar Lane Leicester LE1 5RA Tel: +44 116 2229900 www.tudor-rose.co.uk ISSN 2753-8834 © 2022 Tudor Rose Holdings Ltd. All rights reserved. Compiled by Jon Ingleton Michele Witthaus Design Libby Sidebotham Sustainable Maritime Interiors is a report prepared by the team responsible for the Cruise & Ferry suite of publications. Find out more about these publications and register for a free digital subscription at www.cruiseandferry.net 2 SPONSORS PARTNERS
Foreword – Jon Ingleton, Executive Editor, Cruise & Ferry We are all obliged to try to design, develop and promote sustainable solutions, embracing change ourselves and encouraging others to follow. And despite the often challenging outlook, our industry is clearly up for the challenge. During the six or more months that we’ve been planning and collecting content for this report from companies, industry experts and international organisations, I’ve been inspired by the enthusiastic responses that we’ve received. Over 180 willing collaborators helping us find a roadmap to more sustainable maritime interiors. The most prevalent interpretation of sustainability has three pillars – social, economic and environmental. While we touch on social and economic sustainability topics, the significant and intended focus of the content that follows is on seeking environmental performance improvement. It is within this pillar that our community can have the greatest impact. There’s more being done within the passenger shipping interior community than you might expect given the relatively low profile that this subject gets in the media. It’s time that we started celebrating successes loudly to motivate continued sustainability performance improvement and to reward those who have invested their knowledge, time and money for the benefit of our industry and the planet. Thank you to all of our contributors, who are listed on page 8, and also to our partners and sponsors. We couldn’t have produced this report without you! Huge thanks to My Nguyen too – this was your idea; we are grateful you shared it with us. We hope that it has the impact you envisaged when we first spoke about it. Individually, the people and organisations that we’ve engaged with have accomplished so much – just imagine what we could achieve if we worked more collaboratively. That’s just one of the many recommendations put forward at the end of this report. 3
4 Introduction – My Nguyen, Director of Interior Design, Holland America Group Sustainability has always been a personal passion of mine. I don’t know if it’s from growing up in Seattle, having similarly minded friends with environmental awareness in their DNA, or simply appreciating the outdoors and being inspired by nature. I wouldn’t call myself an activist, but I am certainly an advocate and am very aware of our human responsibilities – both in our personal lives and at work. I’ve been in the industry for over 20 years and environmental issues have always been in my mind to address, but as with many things in life and in business, it’s always about finding something that triggers positive action. A couple of years ago there was a window of opportunity that started with small conversations and occasional action that’s now grown into something much bigger. It didn’t take much for the topic to gain some serious momentum within the ship interiors community – a few conference sessions, a variety of conversations and the occasional dinner. And it’s going to grow into something much bigger, which is really exciting. In the past, I would have conversations about sustainability with colleagues and we would take one or two steps forward. There was an underground hive of activity with individuals and companies doing a lot in isolation, but often going unnoticed. Now, we’re starting to connect meaningfully and a group of like-minded individuals and companies is coming together. This November, we will be meeting up in London for Elite Exhibitions’ Sustainable Design Summit, where we will discuss the ideas and insights shared in this report and start to develop a unified strategy. It feels like we are ready to take bigger steps now and there’s so much excitement about what’s to come from every stakeholder group. We must talk collectively about how to crack the sustainability code because it’s otherwise too overwhelming. If we can correlate ideas and find some consistency in our approach, we can bring engaged minds together to establish a plan of action. I certainly advocate things that I’m personally very passionate about and if it happens to influence people to get them excited about an important topic then I’m confident that we can achieve great advances together. It is hard to embark on a project like this because there is no consistent definition for sustainable interiors. If you ask 10 people what a sustinable interior is, you will get 10 different answers. We need to start by taking a bunch of different ideas and perspectives and narrowing down the definition to help guide people.
5 Getting started with something like this can be really intimidating and it’s easy to shrink away from the conversation and begin to believe that our business is just fundamentally not very sustainable. However, the reality is that humankind isn’t sustainable; we’re consuming natural resources at an alarming rate. While it’s easy to frighten ourselves out of action, we must find the courage to embrace these fears and make a difference now. We don’t need to solve every problem today; we just need everyone and every business to become a little more sustainable today and then a little more tomorrow, which will ultimately add up to a lot more in the future. It’s not possible to suddenly become sustainable but what we can do is work out how we can be more sustainable than we are today. If it is wired into our DNA and constantly in our thoughts and conversations, words and actions will follow. For example, what do we as designers prioritise when we partner with vendors? If we let suppliers know that sustainability is a high priority for us then our buying power can motivate them to make good choices – perhaps shifting how they spend their research dollars. Our industry is doing some amazing things on sustainability. In our last town hall meeting, there was a 30-minute session by our environmental group telling us about all of the sustainability initiatives they were involved in. I was so proud to hear all about it and it made me think that we need to share what the interiors team is doing with other brands and industry groups so that together, we can start to build up a massive repository of best practices that we can all follow. From humble beginnings in countless little silos, we’re gathering momentum. There are so many things that individual brands are doing today that perhaps other brands haven’t considered. If we could somehow collect and curate that knowledge and share it freely, we’d be taking a giant step forward. Openly sharing ideas is an easy next step. Then, if we can get a really big group together that’s well-organised and supported across brands with association and legislative support, we have the potential to do something massive. And that’s just in our interiors sector. What if every other passenger shipping department had the same trigger and then we all grouped together? That’s how you make really big change. Now is the time for groups to get together and start cracking this code – I wouldn’t feel so passionately about it if we were far enough ahead right now. When any cruise or ferry company works through a retrofit project, it’s easy to see opportunities for improvement. Finding workable solutions is much more challenging, especially when changing out spaces and trying to decide what can be done with usable furniture that is being replaced. I’m motivated to find solutions and yet over the last nine years that I’ve been in this new role, I would say that I’ve only been able to recycle or donate maybe 5 per cent of what might be possible. And this isn’t a problem unique to us, every brand has the same challenges. There’s such a great opportunity for us to recycle and reuse so many products but nobody has really found a way to do it at a scale that’s really making a difference – yet. We now need to have conversations that make us, other designers, shipyards and suppliers question their responsibilities. And we have to take those conversations to governments, industry associations and other stakeholders that can legislate change. Getting those stakeholders to cooperate to find solutions is going to take a lot of work. These are industry-wide problems and they are not small.
6 There needs to be some leverage with government regulations to enable us to offload material and upcycle it. Right now, most regulations require us to offload furniture and ensure it can’t be stolen or end up in a restaurant or someone’s home – which means we must be sure it’s broken down as garbage. The current situation is heartbreaking and there must be a better way. We’ve found ways to do little things in the past and we will continue to search for new opportunities, but we need a big solution and this depends on persuading the decision makers to understand our problems and be engaged in helping us in this regard. This has been difficult to do because there hasn’t been a centralised organisation that is focused on setting industry-wide sustainable interiors best practices and that works towards solving our biggest challenges. As they return to business following the Covid-19 pandemic, brands are now more eager to retain perfectly good material that might have previously been discarded from their ships. We are more motivated to avoid spending cash on things if we can – and suppliers are similarly motivated. Some are now talking about finding temporary storage at the yard so they can take back their worn materials and ship them back to their factories for repair, reuse or recycling. But they need help to set up the logistical framework, with whatever legislative support it needs. There are numerous supplier-motivated initiatives underway and conversations are happening on a small scale. But we need to inspire more people to have these conversations and solve the problems that are preventing us from achieving really positive results for the environment. Everyone applauds what IMO does to protect lives and prevent pollution but it too can have a role in supporting our efforts to build more sustainable maritime interiors. If we can find a way to have dialogue with IMO about the unique circumstances of passenger ship interiors, the organisation will very likely have some important guidance about how we can find an easier path to both big and small sustainability wins. The built environment on land is supported by international building schemes like US Green Building Council, BREEAM and others. The cruise industry doesn’t have a consistent, standardised best practice framework to build sustainable ships and IMO would be an important partner in setting one up. Likewise, the Cruise Lines International Association (CLIA) has an important role to play as a cruise industry body as does Interferry for the ferry sector. We’re emerging from the pandemic with so much more in common with land-based and aviation design. Residential, commercial, hospitality and healthcare design are all merging now and we’re sharing principles and ideas, resources and materials, and much more. Good design is good design, wherever it is found. And good sustainable design is the same on land, at sea or in the air. The reality is that industry decisions, not just in shipping, are driven by regulation and money (cost or revenue). There are very few people now that would disagree with our efforts to become more sustainable, but a big response will only come if it’s supported by regulation and money. INTRODUCT ION
7 Shipyards are starting to adapt quickly. We’re bringing multibillion-dollars worth of business into yards and if sustainability is important to our passengers, it is to us and so it will be for shipyards too. We are also seeing a supplier community that’s motivated to start doing things and we see little pockets of action which are going to continue growing, particularly as companies start specifying those sustainable suppliers to reward their efforts. One of the big priorities for the brands is to get interior designers and specifiers together on a regular basis. We need to find and adopt a consistent voice and use it to communicate with our leadership and to the entire community. Innovation starts with an idea but it doesn’t go anywhere if it doesn’t inspire other people to start working on it too. We are at the beginning of a journey and now groups are forming, initiatives are underway and we’re talking. But actually, the best way for all of us to come together is under the umbrella of an organisation that can turn talk into action. A sustainable design group charged with putting together a series of recommendations for the industry to adopt together would be more impactful and more useful than anything we can achieve individually today. I’d want to be in that group, with other brands, designers, shipyards, classification societies and policymakers. Billions of dollars are spent by cruise lines on materials, carpet, furniture, laminates, plastics and all of the other things that are the responsibility of the interior team. I think we could easily make a business case to warrant the formation of a coalition to advance sustainability topics for this side of the business. We need to engage with other departments in the business too so that we can see what entertainment, revenue management, food and beverage, shore excursion and other teams are doing. There will be great ideas within these teams that we can adopt too. For now, let’s keep talking about sustainability, keep doing it and keep encouraging others to do it. And I think the greatest response that you’ll get will be from suppliers when they see sales of their most sustainable products grow and grow. Of the last dozen suppliers that I’ve met in person, nine have shown me a sustainable product – I’m sure that’s because they’ve heard me speak at a conference or seen one of my posts on social media. If every supplier showed every designer their most sustainable products it would transform the sustainability of the ships that we build. The industry is working hard on major sustainability gains like clean fuels and zero emissions. If we take inspiration from these initiatives, there are many little things that we could do in interiors that would add up to a big thing too. It would be a very worthwhile effort. We can get there by working together to deliver a new framework that will enable the significant changes we need going forward.
CONTR I BUTORS We are sincerely grateful for the enthusiastic support for this report from so many passionate and knowledgeable individuals who are eager to contribute to the improved sustainability performance of maritime interiors. Thank you all. Adriana Rivas Adrienne D’Annunzio Alan McVitty Alan Stewart Alberto Aliberti Alessia Genova Alexa Paolella Alexandra Synefia Alison Clixby Anja Ringel Andrea Bartoli Andrea Zito Andreas Ullrich Andy Smith Angus Morton Anita Tønnessen Anja Ringel Ann Bada-Crema Anna Koutsoukosta Anna Lüftner Anne Kofoed Vilsøe Anne Mari Gullikstad Annie Knight Antara Phookan Aras Karul Arturo Escartí Barbara Bressem Barbara Wiethoff Bartosz Kisiel Bente Medelbye Hansen Bert van Grieken Beverley Petzing Bob McGowan Boris Ruskovsky Bree Louie Brent Van Campenhout Brian Badura Bryony Gammon Callie Tedder-Hares Camilla Caroline Horn Carine Equeter Catarina Fant Catherine Dick Chloe St George Chris Colvin Christian Schönrock Christina Budd Christof Ehrenfeuchter Christopher Stopes Constantine Venetopoulos Courtney Smaha Dan Bridgett Daniel Beals Daniel Schäfer Daniela Herget Danielle Smith David Mahood David McCarthy Davide Rolleri Deborah Marshall Diana Galimberti Dion Bosch Dirk Spoor Engel-Jan De Boer Erik Elvejord Erik Lewenhaupt Espen Sandvik Fabianna Alvarez Fiona Nevin Francesca Bucci Francesca Henley Francesca Panatta Francesco Contini Francesco Galli Zugaro Francisco Dousdebes Frosso Zaroulea Gary Anslow George Koumpenas Giacomo Mortola Gijs Streppel Greg Walton Guy Genney Hanna Långström Hanny Wentink Hans Lagerweij Harald Schnepfleitner Harrison Liu Hege Sævik Rabben Helen Blantz Helena Sawelin Holly Hallam Iain Burns Ingeborg Wegge Amtedal Isadora Cordazzo Ivana Otero Jaakko Mäkikalli Jacco van Overbeek Jack Xiong Jamie Douglas Jason Clark Jean-Francois Aumont Jeffery Brault Jeremy Spear Jesse Aalto Jessica Smith Jimmy Ahlgren Joanna Knight Joe Conde Johan Nordberg John Gunner Jonathan Dougherty Jukka-Pekka Tuominen Juliana Ruiz Julie Giraud Julie Higgins Kai Bunge Kamile˙ Balnasovle˙ Karen Argue Karen Lauvålien Karine Bouttier Kathryn Scollie Kelly Mooney Kent Johansson Kirsi Orava Krystian Kolakowski Laurel Christensen Lauren Sullivan Linden Coppell Lisa McCabe Lisa Olufson Klæsøe Lone Ditmer Luigi Portelli Maciej Zemfler Maddalena Gamna Marco Castagnoli Maria Kafel-Bentkowska Mario Bounas Marigold Norman Mark Henderson Martin Townsend Mathieu Petiteau Matthew Easton Max Tan Michele Andjel Michelle George Mike Corrigan Mogens Kjærgaard My Nguyen Naomi Harper Nichola Absalom Nick Farrell Nicoletta Laudisio Di Bonito Niels-Erik Lund Nina Herrmann Olivia Bargman Paul Ellis Peter Joehnk Peter Ståhlberg Petra Krücken Petra Ryberg Petu Kummala Pilar Boix Escolies Ralf Claussen Robert van Tol Robert Walton Roger Frizzell Sara Ferguson-Brown Sarah Scoltock Shorlagh McConville Simon Dawkins Stephen Donnelly Stephen Fryers Steve Born Tamara Helt Terry McGillicuddy Thomas Westergaard Timothy O’Brien Toby Walters Tom Sadan Torill Myren Vesa Marttinen Vito Arh Vittorio Garroni Viv Lebbon Wassim Daoud Yasamin Nikoosimaitak Zoe Merry 8
9 2 Partners and Sponsors 3 Foreword, Jon Ingleton 4 Introduction, My Nguyen 8 Contributors 10 Sponsor statements 17 The sustainability agenda 25 Commitment 26 Cruise industry commitment to sustainability 37 Ferry industry commitment to sustainability 48 Cruise and ferry commitment statements 61 Current reported activity 62 Cruise interior design choices 68 Ferry interior design choices 73 Eco-friendly interiors boost life-cycle benefits, Mike Corrigan 74 Maintenance and refurbishment 79 International wisdom 80 Cross-industry design priorities 85 Circularity, waste and pollution 96 Supply chain, procurement and specification 100 Frameworks, standards and certification 113 Addressing industry issues 114 Working towards more sustainable interiors 120 Sustainability stakeholder responsibilities 129 Barriers to building and renewing sustainable interiors 137 Specifying sustainable products 143 Finding a better home for waste 147 Products and materials 148 Investigating material sustainability 159 The quest for more sustainable products 168 Striving for sustainability: featured products and suppliers 179 The road ahead 180 The benefits of building more sustainable interiors 183 Making progress with easy wins and giant steps 186 A roadmap for the future 195 Further information 196 Featured organisations 200 Further reading CONTENTS
10 Sustainability through partnerships and collaboration – Helen Blantz, Conference Director, Sustainable Design Summit & Cruise Ship Interiors Expo The business case for sustainability must include the purchasing power of the passenger. Multigenerational cruises and cruises which are designed for next-generation guests ignore the heightened sustainability awareness of their younger customers at their peril. Customers want to know that their holiday isn’t going to cost the earth and are broadly open to paying a premium for an authentically sustainable cruise experience. By authentic, think vessel, interiors, embodied and operational carbon, and any operational aspects of the guest experience, like waste and recycling. We don’t yet have a mandated system for ensuring maximum environmental gains from interior design projects, which is something our industry needs. There are however legislative developments for larger corporations in both the United States and the European Union around the reporting of Corporate Social Responsibility risks for investors, indicating a direction of travel towards transparency and a level playing field. Both the Corporate Sustainability Reporting Directive and the U.S. Securities and Exchange Commission require businesses to have sight of their entire supply chain. We are all ultimately connected by one planet. In design terms, project teams are connected from the initial design stage right through to the onsite implementation team, with associated supply chain, logistics and transportation. Designers, manufacturers, outfitters, yards and owners are all partners with influence. And it’s in partnership where the opportunities for sustainability gains lie. It’s worth noting that conversely, failings in partnerships are often the cause of negative environmental impacts. For instance, delays in delivery can mean last-minute air freight for inventory. Every partner in the connected project community can make a meaningful impact. Sustainability partners work consistently towards sustainable outcomes in all aspects of a project. They make sustainable choices through knowledge sharing, communication and collaboration. They have an understanding of which materials, processes and project practices make for intrinsically green outcomes and are constantly educating themselves and their partners on how they evaluate their options. Achieving environmental gains through quality design isn’t the hard feat of the eco-warrior, nor should designers allow overwhelm to inhibit their environmental efforts. Education, collective learning and collaboration of the design community will instigate the biggest sustainability wins. About the Sustainable Design Summit This is a highly interactive event for designers across cruise interiors, aircraft cabin interiors and hotel interiors, alongside their suppliers. The aims of the event are to share knowledge and experiences across sectors, and to make sustainable choices easier for interior designers. Features include networking opportunities, a product showcase, and a ‘Chatham House Rules’ session in the afternoon for the community to apply what they are learning to their own niche, whether that be cruise, aircraft, hotel brands or supply chain. A roundup session shares priorities, key challenges and next steps. Join us – 29 November 2022, The Brewery, London. SPONSOR STATEMENTS
11 Green is a trend – sustainability is a mindset – Lone Ditmer, Marketing Manager and Sustainable Business Development, Dansk Wilton Sustainability is a core part of the business There are two reasons why sustainability is at the very top of the agenda at Dansk Wilton: purpose and future-proofing our business. We want to be part of the solution and not part of the problem. Our operations cannot be justified if we do not meet the demands of future generations. Therefore, it is a common task to create a more sustainable cruise industry. At Dansk Wilton, sustainability is integrated into our core business and we take a holistic approach that embraces a wide variety of aspects, from material health to carbon management and social fairness. This is a complex but necessary practice, otherwise we risk creating even greater problems. Made for tomorrow – Cradle to Cradle and circular economy Our tool for sustainable business development is Cradle to Cradle; a philosophy and an ambitious certification which drives continuous development. Sustainability is a journey, not a destination. And ambition is an important driver, as is the need for action. Our ambition is to create a circular business model with a focus on material health and to keep the materials in use for as long as possible, both by virtue of durable solutions and opportunities for recycling after use. We are working specifically on various options to ensure an end-of-life solution for our carpets in the form of exciting new materials. We feel like modern-day explorers on a quest into uncharted land – we know where we would like the journey to end but not necessarily the way to get there. Aesthetic design, high quality and sustainability Interior designers and shipowners choose our carpet solutions because aesthetic design, high quality and sustainability are part of the same solution. We believe that all innovations must contribute to a more sustainable development and we need to be bold, experiment and learn while doing. To succeed with a sustainable transformation within cruise ship interiors, all stakeholders in the industry need to join forces as solutions must be found in cooperation across the value chain.
12 Sustainability guides every decision – Barbara Bressem, Partner and Managing Director, DFI Dauerflora DFI International GmbH At Dauerflora we take a comprehensive approach to sustainability, considering different aspects. Our guideline is the comprehensive United Nations definition, which includes aspects like health, poverty prevention, gender equality, clean energy, fair labour practices and the reduction of inequality as sustainability goals. We take every chance to add more sustainability to all processes. Every single action may be small, but it contributes to the big picture. We use motion detectors for electric light and water so there is no waste. We use refillable writing instruments, recycling products for writing paper and packaging. Cleaning products are environmentally friendly. We practice strict waste separation and order food for our canteen from a supplier that uses compostable packaging. We buy secondhand furniture whenever possible. We have ordered electric cars, use green electricity and are considering options such as the use of recycled water and solar energy. When fulfilling our customers’ orders, we encourage them to choose environmentally friendly solutions by offering sustainable material and explaining the advantages. We prefer local suppliers and products manufactured in an eco-friendly way and try to bundle orders and deliveries wherever possible. Dauerflora has two sites, one in Hamburg, Germany, and one in Florida, USA. This ensures short transportation and travel distances. Quite a few of our employees are mothers and most of them work part-time and from home whenever possible. Our management team consists of two men and six women. Of course, the women and men working in our company get equal pay for equal work. We support training projects to enable our employees to expand their professional knowledge. The different nationalities of the people working for Dauerflora Germany and Dauerflora USA guarantee a lively exchange of views and enrich the creativity of Dauerflora. For us, this is one way of supporting the idea of equal rights. We pursue high occupational safety and health standards and examine our various working areas regularly so we can improve working conditions continuously. Safety shoes, back-friendly office chairs and regular training courses are a common standard for us. It is not always possible to put everything into practice the way we imagine right away. But working together and staying attentive always takes us further in our efforts to enforce sustainability in everything we do. SPONSOR STATEMENTS
13 A truly natural circular economy – Elmo Leather Leather is one of the most sustainable and oldest materials known to man. Leather itself is a byproduct made by nature and eventually, after a long and productive life, it goes back to nature. Rawhides: At Elmo the rawhides are 100 per cent locally sourced from Scandinavia which has a low carbon footprint in terms of transportation. The animals enjoy a life of the very best animal welfare and the hides are traceable back to eco farms. Upcycling waste products: Elmo generates zero waste from production. Instead, our waste products are sold as fertiliser and gelatin or turned into energy. Paper, plastic, metal and cardboard are recycled. Energy: By using 100 per cent renewable energy and biofuel-based steam for heating, Elmo has become fully carbon dioxide (CO2) neutral on energy. Water: The production process ‘borrows’ water from the nearby river. Water usage is low at 16.5m3/ ton of rawhide, less than half of what is used by conventional tanneries. At the company’s own cleaning facility, levels of nitrogen, chrome, phosphorus, chemical oxygen demand (COD) and biochemical oxygen demand (BOD) are reduced before the water is discharged back into the river. Elmo’s wastewater becomes drinking water. Air emissions: Many years ago, the company moved from solvent-based to water-based finishing. This enabled the reduction of air emissions to a fraction of European limits. Elmo has a particularly low CO2 footprint due to locally supplied rawhides. Long life: Leather is a naturally long-life material compared to other surface materials and it is highly durable, aging gracefully and developing a rich patina. With durability comes an extended life, reduced need for replacement and cost efficiency. Biodegradable: Very often leather furniture is passed on to the next generations. Unlike many other materials, it is also fully biodegradable.
14 Responding to the three pillars of sustainability – Mark Henderson, Chief Executive, Magicman According to contemporary wisdom, sustainability comprises three pillars: social, economic and environmental. Magicman interprets sustainability in the same way and we offer the industry a compelling economic and environmental service. We focus on sustainable production, reducing waste and decreasing costs of keeping ship interiors in good condition. Damaged surfaces are repaired in the most environmentally friendly way – removing greenhousegas (GHG) emissions and energy consumption in the manufacturing, assembly, transportation and distribution of replacement products. Although there has been a growing push towards sustainable sourcing, in many cases it is just not practical, often because such methods can be more expensive and/or items or surfaces have reduced durability or functionality. Most surfaces and products require composite materials or parts that may also require further composite parts or materials. These may be manufactured anywhere across the globe and most often, because of price, in areas where environmental impact and GHG emissions are not a top priority. This means that products which at first may appear either cost effective or environmentally friendly can be significantly less so when the manufacturing transportation and distribution process is examined. Labour must also be considered as cheap labour often conflicts with the aims of the social pillar. Magicman’s services also enable clients to reduce waste and our trained staff are equipped to travel worldwide to repair a wide variety of damage and restore surfaces that would otherwise need to be replaced at greater cost, leading to lengthier projects and significant disruption. With an exemplary reputation for delivering beyond expectation, Magicman can assist all departments in better utilising their budgets, while maintaining high design standards and being kinder to the planet. Periodic maintenance and regular repairs improve the overall economic and environmental cost and long-term viability or lifespan of an item and is the least disruptive method of upkeep. Economic and environment costs associated with sustainable maintenance and repair are limited to manpower, travel to the vessel, spares and equipment, shipping costs and material costs. Magicman services require lower personnel, equipment and material costs, all achieved in less time and with minimum disruption. A single product or surface can be repaired frequently to enhance and prolong its original useful lifespan by many years. SPONSOR STATEMENTS
15 Product quality is a cornerstone of sustainability – Karen Lauvålien, Sales and Marketing Director, Gudbrandsdalens Uldvarefabrik AS At Gudbrandsdalens Uldvarefabrik, we design and produce the highest quality of crafted IMO-certified wool textiles. We’ve been perfecting our trade for well over a century. Quality is reflected in our craftsmanship and our responsible production processes. Our vertically integrated mill gives us total control of the entire production process. Through sustainable production and product longevity, we can demonstrate that our products stand the test of time and value. But working together and staying attentive always takes us further in our efforts to enforce sustainability in everything we do. Specifying for the environment – Alan McVitty, Founder and CEO, M Studio It is essential for us at M Studio to ensure that the impact of the work we do and the selections that we make are not harmful to the environment. We believe it is ethical to select products and materials that support environmental sustainability. By specifying sustainable products, we can attract customers, and in turn end users, who are invested in the goals of sustainability and share these values. There are many short- and long-term benefits to sustainability and we all have a part to play in making the right decisions to ensure a better future for everyone.
16 The sustainable value of fabric coatings – Carine Equeter, Morbern With EvoHide Mistral we have achieved 75 per cent sustainable content, which is already a huge step forward in comparison to other coated fabrics. But we will continue to evaluate innovative raw materials to increase this level if possible. Coated fabrics are extremely durable (20 years+) and following clean and care instructions will extend the product’s life further. EvoHide Mistral is part of the MorGreen collection which also includes Eden FRee and Geo FRee – both Oeko-Tex approved, offering a “greener” alternative to other artificial leathers by reducing the level of chemical additives. A family business with a sustainable heritage – Chris Colvin, Marine Sales Manager, Ulster Carpets We can create carpets in any colour imaginable but each one is also green! From the natural wool used in every carpet to the 100 per cent renewable electricity used in our manufacturing, we have demonstrated our commitment to protecting the planet. We can do this because we control every aspect of the process. From the spinning and dyeing of the yarn to the design and manufacture of our luxury carpets, everything is carried out by us. This level of control allows us to manufacture in an ethical manner that reduces the impact on our planet. This is enhanced by a quality service, high levels of expertise and an innovative approach that results in luxury, IMO-certified carpets. SPONSOR STATEMENTS
17 The sustainability agenda The need for businesses to shoulder environmental, social and governance (ESG) responsibilities has never been greater. Since the late 1980s, the human footprint has exceeded Earth’s biocapacity, causing an ecological ‘overshoot’! In 2021, Earth Overshoot Day fell on 29 July – the date by which humans had used up the Earth’s biocapacity for that year.1 Published in 1987, The Brundtland Report issued a call to protect the environment, situating development as ‘what we all do’ in any given environment. The report criticised the ‘unsustainable’ development paths of the industrialised nations for their effect on generations to come, stating: “Sustainable development is not a fixed state of harmony, but rather a process of change in which the exploitation of resources, the direction of investments, the orientation of technological development, and institutional change are made consistent with future as well as present needs.”2 Fast forward to 2022 and the issues identified by the report are as relevant and urgent as ever. According to the April 2022 report by the Intergovernmental Panel on Climate Change (IPCC), “Human-induced climate change, including more frequent and intense extreme events, has caused widespread adverse impacts and related losses and damages to nature and people, beyond natural climate variability.” The report warned that the rise in weather and climate extremes has already led to some irreversible impacts as natural and human systems are pushed beyond their ability to adapt.3 Countries, sectors and businesses need to work together to address the wide range of sustainability threats facing the world, including climate change, biodiversity loss and pollution. While industry looks to the regulatory framework to address sector-specific impacts, basic compliance with regulations is no longer enough, especially in the context of fresh challenges arising from the rise of digitalisation, nanotechnology and artificial intelligence (AI). The need for rapid uptake of alternative fuels and renewables, driven by geodemographic crises, adds to the existing sustainability pressures companies face. The United Nations Foundation warns that rebounding carbon emissions, extreme weather events and biodiversity loss are among the biggest threats facing countries in 2022.4 These impacts are compounded by the added stress on all earth’s systems caused by the Covid-19 pandemic and its environmental, social and governmental consequences. 1 Source: www.overshootday.org/about-earth-overshoot-day 2 Source: Gro Harlem Brundtland, 1987, The Brundtland Report 3 Source: Intergovernmental Panel on Climate Change, Climate Change 2022 4 Source: United Nations Foundation, 5 Global Issues to Watch
18 The 17 Sustainable Development Goals (SDGs) were adopted by all UN Member States in 2015, as part of the 2030 Agenda for Sustainable Development which set out a 15-year plan to achieve the Goals. Business has a crucial role to play in ensuring the achievement of the SDGs. Unlike their predecessor, the Millennium Development Goals, the SDGs explicitly call on all businesses to apply their creativity and innovation to solve sustainable development challenges. The SDGs have been agreed by all governments, yet their success relies heavily on action and collaboration by all actors.1 1 Source: Sustainable Development Solutions Network, SDG Compass Guide Sustainable Development Goals Source: United Nations, The Sustainable Development Agenda THE SUSTA INAB I LI T Y AGENDA
19 The United Nations Global Compact enshrines 10 principles, three of which apply specifically to the environment. These are that business should: support a precautionary approach to environmental challenges; undertake initiatives to promote greater environmental responsibility; and encourage the development and diffusion of environmentally friendly technologies.1 Even before the Covid-19 pandemic, countries and organisations were grappling with the climate emergency and the countdown to the 2030 deadline for achievement of the SDGs. For the global recovery to be sustainable, there needs to be a focus on developing resilience against future shocks, not least those that the shift to green and renewable technologies will bring. As part of the travel and tourism sector, passenger shipping companies have a unique opportunity to participate in cross-cutting sustainability initiatives, thanks to diverse global supply chain connections, which the World Tourism Organization has referred to as ‘positive multiplier effects’. Tourism is entering a period of unprecedented interest in sustainability among its customers. The World Travel & Tourism Council’s Trending in Travel report notes that: “While sustainability has been a priority for the Travel & Tourism sector for some time, it became even more prominent through the pandemic. Indeed, consumers pay closer attention to their human impact on the environment and seek more sustainable options in how they live and travel. Increasingly, the private sector is offering sustainable alternatives, and the public sector is more eager to finance sustainable tourism and development.”2 Having a sustainability policy is a good first step but the Travel Foundation warns that sustainability efforts cannot be effective in the long-term if they are not genuinely rooted in the company’s philosophy. Its Best Practice Guide says: “Management should not only strive to set an example but set up the structures and procedures to facilitate a company culture committed to sustainability. Every employee should be aware of the underlying ‘why’ and want to be a part of it.”3 The passenger shipping sector has unique opportunities to take the lead in terms of sustainable ship design and operations that achieve SDG targets and go above and beyond current and imminent IMO requirements. Newbuilds in particular offer the chance for designers to leverage new materials and technologies in order to clean up aspects as diverse as fuel choice and catering equipment, or lighting and waste impacts. As the world grapples with the challenges of climate change, there has never been a better time for cruise and ferry companies to commit to leading the necessary changes for the sector. There is evidence that cruise and ferry companies are increasingly considering the impacts of their design decisions when planning newbuilds or refurbishments, in particular regarding how they manage the materials and fittings they choose in ways that meet the needs of the present without compromising the ability of future generations to meet their own needs (one of the key definitions of sustainable development). 1 Source: United Nations Global Compact, The Ten Principles 2 Source: World Travel & Tourism Council, Trending in Travel 3 Source: The Travel Foundation, Best Practice Guide
20 Naval architects and designers are already helping shipping companies mitigate and adapt to the sustainability challenges they face, by developing sustainable and climate-resilient designs that prioritise energy efficiency, supply chain transparency, waste reduction, and other sustainability strategies that conserve resources and reduce carbon emissions. The global impacts of the passenger shipping sector require attention to all of the SDGs at various points along the value chain. The intention of making ship interiors more sustainable is no exception in this regard. For ship owners and operators, architects and designers, several of the SDGs offer targets that are relevant to their business. These include SDG8 (Decent work and economic growth), SDG 12 (Responsible consumption and production), SDG 13 (Climate action), SDG 14 (Life below water – conserving marine ecosystems), SDG 9 (industry, innovation & infrastructure) and SDG 17 (partnerships for the goals). What is a Green Economy? According to Germany’s Federal Environment Ministry and Federal Environment Agency, “The Green Economy characterises an innovation-oriented economy in harmony with nature and the environment, which: • avoids damaging emissions and the input of pollutants in all spheres of the environment; • is based on the further development of the circular economy and closes regional materials cycles as much as possible; • decreases the net use of non-renewable resources, especially by a more efficient utilisation of energy, raw materials and other natural resources and the substitution of non-renewable resources with sustainably produced, renewable resources; • attains an energy supply exclusively based on renewable energy sources in the long-term; and • maintains, develops and restores biological diversity and ecosystems and their performance. Source: Unmwelt Bundesamt, Towards a Green Economy THE SUSTA INAB I LI T Y AGENDA
21 Corporate social responsibility Corporate social responsibility (CSR) programmes and sustainability reporting initiatives provide ways for businesses to set green targets and measure progress towards them. Benchmarking is another way in which organisations can compare their sustainability achievements with those of their peers. The World Benchmarking Alliance has analysed which industries could make the most substantial contributions to achieving each of the SDGs and their corresponding targets. The organisation explains: “While every industry can be linked to each of the 17 SDGs, this map focuses on where a given industry can have the greatest impact, both positive and negative.”1 Sustainability reporting is enabling companies to gain unprecedented insights into the impacts of the full range of their activities, and to share this information with their stakeholders. As the provider of the world’s most widely used sustainability disclosure standards, the Global Reporting Initiative (GRI) envisions a sustainable future enabled by transparency and open dialogue about impacts.2 International standards are crucial in enabling businesses to track their progress towards sustainability. As can be seen elsewhere in this report, a growing number of ship operators are certified for specific aspects of their performance by the International Organization for Standardization (ISO) according to their standards that support the climate agenda. Landmark international agreements driving the sustainability agenda Climate change and protection agreements • 1979 Geneva Convention on Long-range Transboundary Air Pollution • Vienna Convention for the Protection of the Ozone Layer (1985) • Montreal Protocol on Substances that Deplete the Ozone Layer (1987) • United Nations Framework Convention on Climate Change (1992) • Kyoto Protocol (1997) • Paris Agreement (2016) Environmental impact assessment agreements • Convention on Environmental Impact Assessment in a Transboundary Context (Espoo Convention, 1991) • UNECE Protocol on Strategic Environmental Assessment (Protocol on SEA, 2003) Waste management agreements • Basel Convention on the Control of Transboundary Movements of Hazardous Wastes and their Disposal (1989) • Basel Protocol on Liability and Compensation (1999) • Decision of the OECD Council concerning the Control of Transfrontier Movements of Wastes Destined for Recovery Operations (1992) • Hong Kong International Convention for the Safe and Environmentally Sound Recycling of Ships (2009) 1 Source: World Benchmarking Alliance, Measuring What Matters Most 2 Source: Global Reporting Initiative, Our How, Why and What
22 Digital solutions are becoming popular for manufacturers in particular, with product life-cycle management (PLM) platforms helping businesses tackle product sustainability thanks to the enhanced visibility such platforms bring to value chains. Regionally, the European Commission has adopted a proposal for a Directive on Corporate Sustainability Due Diligence, which aims to foster sustainable and responsible corporate behaviour throughout global value chains. WBA SDG Industry Intersections Map Source: World Benchmarking Alliance, Measuring What Matters Most THE SUSTA INAB I LI T Y AGENDA
23 Science-based targets can help organisations ensure that they are working with accurate information in their sustainability activities. The Science-based Targets Initiative says: “We need a race to the top, led by pioneering companies. This will empower peers, suppliers and customers to follow suit and drive governments to take bolder action.”1 The Textile Exchange emphaises that the Science Based Targets Network (SBTN) provides a framework of action and guidance for companies across all sectors “to set science-based targets (SBTs) for nature and stay within the planetary boundaries of biodiversity, freshwater, land, and oceans”.2 Maritime industry commitment IMO is supporting greater use of sustainable technologies in shipping and the theme of its World Maritime Day for 2022 is ‘New technologies for greener shipping’. It says: “The theme provides an opportunity to focus on the importance of a sustainable maritime sector and the need to build back better and greener in a post-pandemic world. IMO actively supports a greener transition of the shipping sector into a sustainable future, and showcases maritime innovation, research and development, and the demonstration and deployment of new technologies.”3 While the primary focus is on GHG emissions from maritime transport, which IMO says account for a modest but rapidly growing source of global GHG emissions, the environmental impacts of shipping extend well beyond the impacts caused by fuel use. Ship design, building and renovation all present challenges to sustainability. To achieve lasting results that enhance shipping’s green credentials, industry bodies must work together on shared goals and challenges. 1 Source: Science Based Targets, About us 2 Source: Textile Exchange, Biodiversity Insights Report 3 Source: International Maritime Organization, World Maritime Day Theme 2022 Is carbon offsetting a cop-out? Carbon offsetting has become a popular way for organisations to ‘balance the books’ on their climate impacts. However, Breana Wheeler, Director of US Operations for the Building Research Establishment (BRE), points out: “If the first step for organisations is becoming carbon neutral, transforming our over reliance on offsetting carbon is also essential. The Net Zero Climate programme found that of the 4,000 major private entities globally that have made commitments, only 53 will be able to achieve net zero without the use of carbon offsets – that’s 1.33 per cent of all total commitments. Realistically, there aren’t enough carbon offsets to go around.” Source: Why we must act now on net zero
24 1 Source: International Association of Classification Societies, IACS Vision and Mission Waste reduction in the cruise industry The Cruise Lines International Association (CLIA) says its member cruise lines and shipping industry partners have demonstrated a commitment to the development and implementation of environmentally responsible technologies, policies, and practices. The organisation says: “While cruise ships comprise less than 1 per cent of the global maritime community and the cruise industry has been one of the most acutely impacted industries by the global pandemic, cruise lines remain at the forefront in developing responsible environmental practices and innovative technologies, which benefit the entire shipping industry.” Environmental officers working on cruise ships have in some cases enabled the repurposing of 100 per cent of all waste generated onboard, by following five key methodologies: 1. Working with suppliers to reduce materials and use more sustainable materials 2. Improving the reusability of materials, such as opting for aluminium or reusable glass bottles over single-use plastics alternatives 3. Donating discarded materials to vulnerable communities throughout the world 4. M aximising recycling onboard by hand-sorting trash and storing the recyclable waste onboard in appropriate facilities until a recycling hub is reached 5. Converting waste into energy through numerous potential avenues, such as repurposing food waste into energy for onboard use and recycling hot water to heat passenger cabins. Source: CLIA, Environmental Commitment, Innovation and Results of the Cruise Industry Classification societies are seizing the opportunities that a move to greener tech brings, with industry body the International Association of Classification Societies (IACS) working with regulators and industry on initiatives to “promote maritime safety, protection of the environment and sustainability, provide practical real-world guidance to regulators and industry, and appropriately address maritime safety and environmental concerns.”1 THE SUSTA INAB I LI T Y AGENDA
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