Analysis of Organisational Culture of Maersk Tankers

Managing the Organization – Module 3 Capstone Project

In this paper, I have analyzed the organizational culture and design of the company I currently work with – Maersk tankers A/S, with an objective to understand and identify the challenges faced, the dynamics around it, so as to present recommendations to improve efficiencies, maximize performance and deliver on our strategic goals.

Introduction

Maersk Tankers A/S is a wholly owned subsidiary of the A.P. Moller-Maersk group, a Danish family owned conglomerate. The A.P. Moller-Maersk group is an integrated transport and logistics company with multiple brands and is a global leader in container shipping and ports. The family’s influence on the entire organization has waned over the last two decades being restricted to major structural and strategic decisions. As Maersk Tankers is a small subsidiary of the group, the family’s role has been insignificant.

Maersk Tankers’ owns and operates a large fleet of product tankers – all built and operated in accordance with the highest standards for quality and reliability. The company transports energy products such as gasoline, kerosene, diesel, jet fuel and fuel oil from the refineries to the areas of consumption. Maersk acquired its first dedicated tanker in 1928, and today, the Maersk Tankers fleet is one of the largest and most modern independent fleets in the world.

At Maersk Tankers, safety is always among a top priority. To ensure safety, it’s state-of-the-art tankers are all double hulled and comply with the latest industry standards and demands.

Driven by innovative spirit and commitment to first-class service, we never stop striving to offer safer and more cost-effective transport solutions for our customers around the world.

Brief History

Our heritage goes more than 80 years back, with the first coated tanker acquired in 1965. During the recent years, we had a long period from 1999 to 2008 with strong growth and in most years also strong earnings, where our fleet of managed vessels more than tripled from 86 to 286 vessels, and where we became one of the largest and most diversified tanker operators in the world.

From 2008 onwards, since the financial crisis, we are faced with difficult markets with weak demand and over supply of vessels resulting in low freight rates.

During these years of crisis, we weathered the storm by taking steps to cut costs and improve our top-line, and in the last few years working to focus our business on Product Tankers

With significant divestments of different segments, we have emerged as a pure product tanker company, owning and operating one of the largest product fleets in the world.

An important part of our heritage, and of what we are today,