For Arno Storm, sustainability is not an abstract concept or a buzzword but a personal conviction. As CEO of Rotterdam Shortsea Terminals (RST), he continuously considers what he can do within his sphere of influence to contribute to a better world.

Storm does not believe in embracing the energy transition solely because it is legally required. According to him, sustainability begins with the will to lead the way and set a good example. ‘As a father and stepfather of eight children, I want to leave a liveable future for the next generations. I feel personally responsible for this and wherever possible, I seek to initiate positive change myself.’

With this mindset, he has been actively promoting corporate social responsibility (CSR) within RST since taking office as CEO in August 2021. This is now structurally embedded in business operations. The results are tangible. In addition to the installation of a shore power system, investments have been made, in collaboration with client Samskip, in solar panels and the switch to fossil-free fuel (HVO 100). The terminal is entirely gas-free and runs exclusively on certified green electricity, purchased directly from a Dutch solar park.

From ambition to impact

RST is the largest hub in Europe for short sea shipping with a throughput capacity of approximately 800,000 containers a year. While CO₂ emissions per container amounted to 21.5 kilos in 2020, they have now been reduced to just 600 grams. ‘We are proud of what we have achieved in a relatively short time’, says Storm. ‘The topic resonates strongly within the organisation; everyone is contributing ideas on how we can make the world that bit better.’ New projects are already in the pipeline: the expansion of shore power, further electrification of equipment, a charging station for electric trucks and a hydrogen pilot in collaboration with partners. ‘Our primary focus is not always on the business case, but rather exploring the transition. We want to be part of the solution. Our location, where various modes of transport converge, offers opportunities to develop initiatives that add value for everyone, with sustainability as the starting point.’

As a father and stepfather of eight children, I want to leave a liveable future for the next generations. I feel personally responsible for this and wherever possible, I seek to initiate positive change myself.’

Creating value

In discussions with the private equity shareholder, hard figures and return on investment are addressed first. However, RST’s management also consistently emphasises the importance of the ‘softer aspects’ of entrepreneurship. ‘Sustainability is essential to our competitive position’, explains Storm. ‘Multimodal transport and short-sea transport are significantly more sustainable. More and more shippers consider it important that their freight is transported in an environmentally responsible manner. Sustainability creates value and also translates into tangible business outcomes in the long term: we see that clients are increasingly choosing supply chains with a lower CO₂ footprint. This leads to stronger customer loyalty, new volumes and a structural competitive advantage. In addition, it opens the door to new collaborations and financing opportunities and helps mitigate future costs resulting from stricter regulations and CO₂ pricing.’

Marc Nolte

The human being as the pivot

However, for Storm, sustainable business is not just about CO₂ reductions. Trust in people is just as important. ‘You can have the most effective processes and systems, but ultimately, people are and remain the linchpin of what we do. It is important to me that our employees can act on their own strengths and responsibilities. Personally, I don’t like it either if someone is constantly looking over my shoulder. Our HR department is called “People and Culture” – Human Resources sounds too impersonal, as it suggests resources rather than people. We invest heavily in employee training so that they can contribute to improving our organisation, while also developing themselves.’

‘’Our primary focus is not always on the business case, but rather exploring the transition. We want to be part of the solution. Our location, where various modes of transport converge, offers opportunities to develop initiatives that add value for everyone, with sustainability as the starting point.’’
Arno Storm, CEO, Rotterdam Shortsea Terminals

Building the future

RST is currently undertaking a large-scale modernisation project. In response to the scaling up of shipping, the terminal will be organised more efficiently by 2028. For example, two new ship-to-shore cranes are being installed, several outdated cranes are being phased out and the IT infrastructure is being made future-proof. Capacity is increasing to 830,000 containers per year. Operations are taking place during a period of geopolitical and economic uncertainty. ‘We notice that trade is slowing down, and companies are taking a wait-and-see approach’, says Storm. ‘The biggest challenge is the unpredictability at an international level. As a company, you want to understand where the market is heading in the longer term, but that insight is currently lacking. It is important to remain level-headed, keep things in perspective, and continue looking ahead.

Investing in the next generation

That future orientation is also reflected in his social commitment. RST has been associated with the Giovanni van Bronckhorst Foundation for years. The foundation helps young people in Rotterdam who could use a helping hand to become ‘captains’ of their own future. Storm will soon show a group of young people around the terminal. He is already looking forward to it. ‘I want to demonstrate what is possible here.’ For Storm that is perhaps precisely the core of sustainability: not only caring for a cleaner world, but also for opportunities and perspective. ‘In the port, you can do meaningful work and earn a good living. Anyone who wants to can truly build a bright future here.’
Source: Port of Rotterdam