HomeResearch & Knowledgeback to Homeback to Research & KnowledgeAPU Terminals (A): Putting safety on the mapback to

Case Study

APU Terminals (A): Putting safety on the map

By Bettina Büchel and Luis Vivanco

6 pages

June 2014

Reference: IMD-7-1520

APM Terminals is the operationally independent subsidiary of AP Maersk, the largest shipping company in the world. The company was created in the late 1990’s and grew, both organically and through acquisitions, from 12 to nearly 60 terminals worldwide. The industry is historically considered as dangerous and fatalities are considered an unavoidable part of “the cost of doing business”. This case looks at the first part of the 21st century and how the rapidly growing APMT attempts to bring some consistency to the safety procedures of terminals under its management in widely different cultural environments, in an attempt to bring down the number of casualties and serious injuries in the workplace. It shows the decisions that prevented the initiative from reaching the level of success that it was set up to accomplish.

Learning Objective

To understand how an industry or company culture can affect operational issues. To recognize the shortcomings of a gradual approach in some cultural situations.

Keywords

Change Management, Leadership, Safety, Port, Operations, Shipping, Corporate Culture

Settings

World/global, Netherlands
APM Terminals, Logistics and Supply Chain, Shipping
2006-2014

Type

Field Research

Available Languages

English

IMD case studies are distributed through case clearing houses. In order to browse the collection and purchase copies please visit the links below.

The Case Centre

Cranfield University

Wharley End Beds MK43 0JR, UK
Tel +44 (0)1234 750903
Email [email protected]

Harvard Business School Publishing

60 Harvard Way, Boston MA 02163, USA
Tel (800) 545-7685 Tel (617)-783-7600
Fax (617) 783-7666
Email [email protected]

Asia Pacific Case Center

NUCB Business School

1-3-1 Nishiki Naka
Nagoya Aichi, Japan 460-0003
Tel +81 52 20 38 111
Email [email protected]

IMD retains all proprietary interests in its case studies and notes. Without prior written permission, IMD cases and notes may not be reproduced, used, translated, included in books or other publications, distributed in any form or by any means, stored in a database or in other retrieval systems. For additional copyright information related to case studies, please contact Case Services.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

This case study is part of a series

APU Terminals (A): Putting safety on the map
APU Terminals (B): The safety activist

This case study is part of a series

APU Terminals (A): Putting safety on the map
APU Terminals (B): The safety activist

APU Terminals (A): Putting safety on the map

By Bettina Büchel and Luis Vivanco
Case reference: IMD-7-1520 ©2014

Summary

APM Terminals is the operationally independent subsidiary of AP Maersk, the largest shipping company in the world. The company was created in the l...

Reference IMD-7-1520

Organization APM Terminals

Industry Logistics and Supply Chain, Shipping

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

APU Terminals (B): The safety activist

By Bettina Büchel and Luis Vivanco
Case reference: IMD-7-1521 ©2014

Summary

After having made two attempts under different leaders to place safety as a key issue in the port operations of APMT, a new and more drastic approa...

Reference IMD-7-1521

Organization APM Terminals

Industry Logistics and Supply Chain, Shipping

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Keep reading

Article

Is this the end of empathy?

Explore the evolving role of empathy in leadership amid a high-pressure, fast-paced world. Is traditional empathy still relevant or is a new approach needed?

Culture Leadership Team

By Merete Wedell-Wedellsborg

in I by IMD

Article

Are you embracing or avoiding conflict?

All leaders like to keep things running smoothly, but are you conflict-avoidant? This test will tell you whether it’s time to turn tension into opportunity.

Leadership

By Qi Zhang

in I by IMD

Article

The perfect power couple?

Explore the evolving role of the executive chair and how it shapes governance, strategy, and leadership in modern organizations.

Board Corporate Governance Leadership

By Hans-Christoph Hirt and Roger Barker

in I by IMD

Article

Reversinng the flow - Tarkett Collaboration

Tarkett is accelerating circular flooring by using radical cross-industry collaboration and ecosystem partnerships to make material reuse viable at scale.

Sustainability

By Julia Binder and Manuel Braun

in I by IMD

Article

How to get mentoring right

Discover how to design and implement an effective mentoring program that fosters growth, trust, and organizational success with our expert strategies.

Growth Human Resources Talent Management

By Ginka Toegel

in I by IMD

Article

Why negotiation strategies fail - and what to do- I by IMD

Why negotiations fail before they begin and how leaders can succeed by clarifying goals, managing bias, staying flexible, and learning from failure.

Leadership

By Anna Cajot

in I by IMD

Article

Deepfake CEO - Security Concerns

Deepfake CEO risk exposes how leadership teams develop a false sense of security. Learn how CEOs must shape behaviour and decisions under pressure.

Corporate Governance Leadership

By Öykü Işık

in I by IMD

Case Study

Northmen vs. pirates: Norsk Hydro says 'no' to hackers

Cybersecurity

By Öykü Işık and Lisa Simone Duke

Article

5 growth moves CEOs should prioritize- I by IMD

Discover the top 5 growth moves CEOs should prioritize to drive sustained organizational performance and unlock market potential.

Corporate Governance Growth Leadership Strategy

By Pree Rao, Amanda G. Helming, Gheed El Makkaoui, Larissa Petrova and Patrick Nader

in I by IMD

Article

Are you caught in the insider trap?

Discover how 'The insider trap' can hinder your leadership growth and learn strategies to break free and foster a more innovative, inclusive team environment.

Communication General Management Innovation Leadership

By Jing Yan

in I by IMD

Is this the end of empathy?

By Merete Wedell-Wedellsborg
in I by IMD

Summary

Explore the evolving role of empathy in leadership amid a high-pressure, fast-paced world. Is traditional empathy still relevant or is a new approach needed?

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Culture

Leadership

Team

Browse all topics

The perfect power couple?

By Hans-Christoph Hirt and Roger Barker
in I by IMD

Summary

Explore the evolving role of the executive chair and how it shapes governance, strategy, and leadership in modern organizations.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Board

Corporate Governance

Leadership

Browse all topics

How to get mentoring right

By Ginka Toegel
in I by IMD

Summary

Discover how to design and implement an effective mentoring program that fosters growth, trust, and organizational success with our expert strategies.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Growth

Human Resources

Talent Management

Browse all topics

Deepfake CEO - Security Concerns

By Öykü Işık
in I by IMD

Summary

Deepfake CEO risk exposes how leadership teams develop a false sense of security. Learn how CEOs must shape behaviour and decisions under pressure.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Corporate Governance

Leadership

Browse all topics

Northmen vs. pirates: Norsk Hydro says 'no' to hackers

By Öykü Işık and Lisa Simone Duke
Case reference: IMD-7-2366 ©2026

Summary

In March 2019, Norsk Hydro (a Norwegian aluminum manufacturer and renewable energy company operating across 40 countries) suffered a large-scale ransomware attack that brought its global IT network to a complete standstill. Faced with encrypted systems across 160 sites and a ransom demand payable in bitcoin, the company's leadership made a crucial choice: refuse to pay, engage with no one, and rebuild from scratch at an estimated cost of $50 million to $70 million. This case examines the decisions Norsk Hydro made in the hours, days and months that followed, from containment and incident response to stakeholder communication and organizational restructuring. It explores the ransomware threat landscape, the economics and ethics of paying or refusing a ransom, the strategic value of transparency in crisis communication, and the governance frameworks available to organizations seeking resilience rather than mere impenetrability. Norsk Hydro's response, which was anchored in its values of care, courage and collaboration, became an industry benchmark. Markets rewarded its openness; its reputation emerged stronger than before. The case challenges students to move beyond the immediate financial calculus and reflect on the deeper question: What kind of organization do you want to be when the lights go out? Suitable for MBA, EMBA and executive education programs in digital transformation, cybersecurity, and crisis management. Designed for a 90-minute facilitated session.

Reference IMD-7-2366

Organization Norsk Hydro

Industry Manufacturing;Energy, Renewable Energy

Available Languages English

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Cybersecurity

Browse all topics

5 growth moves CEOs should prioritize- I by IMD

By Pree Rao Amanda G. Helming Gheed El Makkaoui Larissa Petrova and Patrick Nader
in I by IMD

Summary

Discover the top 5 growth moves CEOs should prioritize to drive sustained organizational performance and unlock market potential.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Corporate Governance

Growth

Leadership

Strategy

Browse all topics

Are you caught in the insider trap?

By Jing Yan
in I by IMD

Summary

Discover how 'The insider trap' can hinder your leadership growth and learn strategies to break free and foster a more innovative, inclusive team environment.

Contact

Research Information & Knowledge Hub for additional information on IMD publications

Related topics

Communication

General Management

Innovation

Leadership

Browse all topics