- Our outperformance in 2018 compared to spot market indices reflects the value of our fleet scale and cargo book, and our ability to optimise cargo combinations and match the right ships with the right cargoes to maximise our utilisation and vessel earnings.
- We generated Handysize daily earnings of US$10,060 with daily costs of US$8,260 on 50,120 revenue days. We generated Supramax daily earnings of US$12,190 with daily costs of US$10,740 on 29,980 revenue days.
- Both our Handysize and Supramax contributions increased significantly year on year. This improvement is due to better markets, continued outperformance and strong cost control leading to increasing profits from our larger owned fleet, as freight rates were well above our competitive owned vessel break-even levels.
- We operated an average of 139 Handysize and 83 Supramax ships in 2018 resulting in 6% and 13% reductions in our Handysize and Supramax revenue days. This reflects an increase in our owned fleet, offset primarily by fewer short-term chartered-in Supramax ships, mainly due to lower Chinese steel export volumes.
- We have covered 44% and 63% of our 39,870 Handysize and 19,120 Supramax revenue days currently contracted for 2019 at US$9,370 and US$10,570 per day net respectively (cargo cover excludes revenue days related to inward-chartered vessels on variable, index-linked rates). For comparison the graphs show the level of cover we had secured as at the same time in February in recent years.
- While ship operators such as ourselves typically face significant exposure to the spot market, our contract cover provides a degree of earnings visibility.
Corporate Social Responsibility KPIs
In 2018, we recorded near record low total injuries and injury frequency on our ships, most arising from relatively minor slips, trips, falls and crushing incidents.
We recorded a lost time injuries frequency (LTIF) of 0.82 which was unchanged year on year to equal our best safety performance in 13 years. Our crew registered 15 such injuries in over 760,000 man days in 2018.
Our total recordable case frequency (TRCF) reduced 6% to 1.37 which is low by industry standards. Overall, we have steadily reduced our TRCF by an average of 5% per year since 2004.
Our aim is to substantially eliminate our personal injury incidents and to improve on our recent low LTIF result of 0.82.
We aim to achieve an inspection deficiency rate of less than 1.0 defects per inspection by maintaining our ships to a high standard, as assessed by external Port State Control (PSC) inspectors.
In 2018, our average deficiencies per inspection improved by 2% to 0.53. 79% of our Port State Control inspections found zero regulatory deficiencies (2017: 78%).
These results are among the best in the industry, especially considering the scale of our activity in the Far East where defects are typically raised in larger numbers.
Investor Relations KPIs
KPIs Measuring Investor Relations Performance
Investor Engagement – Our share capital is held by a diverse range of institutional, private and corporate investors, so we consider it important to make ourselves accessible to a wide spectrum of shareholders and members of the investor community to enhance their understanding of our business. The number of investor contacts during a year is a key measure of our engagement with investors.
Investor Perception Studies – We gauge feedback on our Annual Report, management team, investor relations programme, corporate governance and group strategy through an annual written, online and verbal investor study. Our 2018 Investor Perception Study showed that 95% of respondents consider Pacific Basin management to be good at articulating strategy, and all respondents agreed that we effectively communicate management’s plans to address the Company’s strategic challenges.
Feedback extracted from 2018 Investor Perception Study:,