Strategy

Concordia Maritime’s overall goal is to ensure a level of profitability that generates a good return for shareholders and allows continuous investment in existing and new tonnage. Operations are conducted with the utmost care for people and the environment.

Strategies

Preferred partner
Diversified fleet strategy
Leader in safety and quality
Cost efficency and flexibility

Financial objectives

Profitability

10% return on equity

Equity ratio

At least 40% over a business cycle

Average fleet growth

Target of 10% p.a. over a business cycle

Tanker shipping is both volatile and cyclical in nature. In order to bridge periods of weak markets, there are rigorous requirements for financial sustainability and a business model that can be adapted in response to a specific market situation.

Trade in vessels, both purchases and sales, is a key element of every shipping company's operations. The right timing of purchases and sales of vessels is crucial to long-term financial growth. For Concordia Maritime, this means that the fleet size may vary over time. For this reason, annual growth in the fleet is not an overall objective in itself. However, the aim is for operations to generate a return over time that enables a fleet growth of 10 percent over a business cycle.

Read more about our financial goals here.

1. Preferred partner

In the years ahead, Concordia Maritime will consolidate and further strengthen its position as partner of choice in the transportation of oil and oil products. With our unique understanding of market drivers and the individual customer’s business, we will satisfy specific transportation and logistics needs. Collaboration with customers will be based on long-term relationships, characterised by partnership and high ambitions in the area of efficient and safe transportation – whether this applies to one voyage or the development of a brand new vessel concept. Responsiveness, a strong culture of service, competitive pricing, unique technical know-how and a worldwide network form the foundation of the work in this area.

2. Diversified fleet strategy

Concordia Maritime’s fleet and employment strategy is aimed at optimising earning capacity, balancing risks and opportunities and enabling good growth in invested capital when vessels are sold. The strategy sets the framework for how the fleet will be positioned and how the vessels in the fleet will be employed. Although the main focus is on the product tanker segment, this does not exclude a presence in other segments.

The shape of the fleet

When and if the market situation is considered favourable, Concordia Maritime will invest in new tonnage. In addition to the owned tonnage, other vessels may also be contracted in. The main strategy is that all additional tonnage will be employed in existing systems and pools. One of the overall goals is to generate a return that allows average annual fleet growth of at least 10 percent over a business cycle. However, investment in new tonnage is not a goal in itself, but subordinate to the possibility of good timing.

P-MAX

The goal for the P-MAX fleet is to concentrate employment on trades and chartering systems where the unique properties of the P-MAX tankers are most beneficial, and where there is potential to achieve premium rates. The proportion of long-term and short-term contracts may be adjusted according to the market’s actual and expected development.

IMOIIMAX

The two IMOIIMAX tankers Stena Image and Stena Important represent important building blocks in the construction of Concordia Maritime’s future fleet. The vessels are employed in the spot market and under a contract of affreightment within the framework of Stena Weco’s system.

Suezmax

The presence in the suezmax segment should be seen as a complement to the product tanker fleet. At the beginning of 2016, the presence in the segment consisted of one wholly-owned and one chartered vessel (50%) – both employed in the spot market within the framework of the Stena Sonangol Suezmax Pool.

3. Leader in safety and quality

Concordia Maritime aims to be a leader in safety and quality. Work in the area of safety, quality and the environment has been an integral part of our activities for a number of years. Through systematic improvement work, innovation and continuous training programs, we shall ensure that we maintain our strong position in this area.

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4. Cost efficiency and flexibility

Collaboration with the majority of other companies in the Stena Sphere will continue and be further developed. This collaboration ensures world-leading and unique expertise in all areas of shipping – from shipbuilding and manning to technical operation, chartering and commercial operation. In addition, this model allows a cost-effective and flexible organisation. 

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