maersk presentation @ 8th d&i seminar
Post on 14-Jul-2015
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• Operate mainly in the shipping and energy industries
• Approx. 104,000 employees
• Operating in over 130 countries
• 2013 revenue: USD 47 billion
Strategic investments:
1: Maersk Line2: APM Terminals3: Maersk Oil4: Maersk Drilling5: Maersk Supply Service6: Maersk Tankers
7: Damco8: Svitzer9: Maersk Container Industry10: Dansk Supermarked11: Danske Bank
Group Overview
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Our Talent approach
We have world-class talent in the places where it creates competitive advantage
We have a culture of high performance and absolute commitment to our values
We build organizations with the capabilities to win
We have highly-engaged colleagues
Talent for what? What are the critical capabilities needs now and
in the future?
Identify capabilities
5’8”
5’11”
Who of our Top Talents have potential to go further?
Identify Talents
How do we deploy Talents to the right roles for business needs and development?
Deploy
How do we accelerate development and readiness for critical roles?
Accelerate development
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The Maersk Talent approach consists of 4 fundamentals tools:
Business strategy & goals
Capabilities
Talent
Top Talents
PotentialPerfo
rmance
Strategic Talent Management Our Talent process MyCareer Framework and Philosophy
Passion
Strength Business Needs
1 2 3 Accelerated Development Plans4
T - chart
From - To
Activities
Maersk Group D&I Business Case
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Anticipate the future talent
market
Maersk Group Values
Anticipate and leverage future
changes in demographic
workforce
Create the environment for new ideas
and new thinking to
flourish
Helps Maersk Group to
ensure focus on growth markets
Supporting Business Priorities
Build a culture where everyone can reach their
full potential
The diversity and inclusion agenda are supported by the following principles:
• Diversity can benefit business results
• We always choose the best person for the job & team
• Talent is global and independent of gender, race, culture, age or sexual orientation
• An inclusive environment enables the organisation to benefit from different perspectives and leverages the full strength of our people
• Diversity and inclusion can lead to a more agile and innovative organisation
“We believe diversity and inclusion are key levers to strengthen business results in the markets we operate in – and a necessary action for access to future and wider talent pools”
Diversity and Inclusion History
1980s
EQUALITY
•Anti-discrimination training
•Policy reviews
•Equality policies
•Owned by HR Employee Relations
•“Fix the policies”
1990s
DIVERSITY
• Diversity training
• Dedicated resources
• Employee resource groups (e.g. women’s networks)
• Business case
• Owned by HR
•Short term fixes
• “Fix the minorities” targeted training, mentoring etc.
2010-
INCLUSION
•Inclusive leadership training
•Owned and driven by leadership – top down
•Long term focus
•Behavioural change / “Fix the culture”
Winning hearts and minds: How CEOs talk about gender parity, KPMG International, 2014.
Most CEOs recognised that making progress on gender parity requires a cultural change
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The push and the pull
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The Business
D&I Function
Div
ersit
y &
In
clu
sio
n
Div
ersit
y &
In
clu
sio
n
1980s Present day
Impact of the “Pull” on HR Structure
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• Co-designed D&I initiatives (HR and D&I)
• Business driven and owned D&I initiatives
• Sustainability and D&I partnership
Stand AloneOften driven by D&I best practice (focusing on the traditional 6 areas of diversity) rather than immediate business needs
IntegrationFocusing on how diversity and inclusion can benefit the business
Outcome1. Widest talent pool
(growth market talent and gender)
2. The future (millennials)
3. Innovation
Maersk OilQatar Case Study
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• Upstream oil and natural gas producer
• Experts in exploiting marginal and challenging fields
• 1/3 of Qatar’s oil production
• Incident-free operations
Challenges
• Local skilled talent pool• Local content requirements• Build local relationships• Future proofing the business
‘Assignmentology’
• Experiences rather than
positions
• Taking lead on projects
• Exposure to people, clients,
networks
• Tailor-made hypercare
Transitioning through
Leadership Pipeline
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Development philosophy - 70/20/10 ApproachReal responsibilities – real career development
• Mentoring, coaching, counselling, shadowing, frequent
feedback from peers, exposure to core people,
interaction with leader
• Good fit with capabilities related to leadership,
personality and to some extent practical skills.
20% coaching
• ‘On-the-job’-challenges, taskforces, special projects,
mobility assignments, targeted stretch experiences70% on-the-job
experience
• Books, seminars, workshops , e-learning, podcasts.
• Project planning, MS Excel, typewriting, basic economics
• Good fit with narrow skills-gaps.
10% courses
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Qatarization Development Framework
Technical specialists
Job Grade 64
Job Grade 63
Job Grade 62
Job Grade 61
Job Grade 60
Job Grade 59
Job Grade 58
Job Grade 57
Job Grade 56
Job Grade 55
Job Grade 54
Job Grade 53
Job Grade 52
Advisor
Specialist
Principal
Specialist
Senior Specialist
Specialist
Senior
Principal
Specialist
Vice
President
Senior
Director
DirectorSenior Lead
Specialist
Lead SpecialistTeam Leader
Team Leader
Junior Specialist
Managerial Technical
3. Execute2. Discuss1. Assess & Review
Segmentation Framework Career DevelopmentCareer Review
• What to do next?
• How to fill identified gaps?
Annual meetings
LEAD SUPPORT
EmployeeM’ger Coach
EXTERNAL
Q’zation
LEAD SUPPORT
EmployeeM’ger Coach
EXTERNAL
SUPPORT*
Q’zation
Bi-Annual Follow-up
Leadership talent pool Career Planning 70/20/10 Approach
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Transitional development: Shadow support
Being a leader
Qatari assumes
leadership role
Leading a team Qatari ‘employee’
shadows leader
Taking responsibilityLearning the role
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Building a legacy in Qatar
The past The future
• 40% increase in Qatari
leaders in past 2 years
• 50% increase in Qatari
employees with university
degrees
• 20% increase in Qataris
within technical
disciplines
• Aim to quadruple
Qataris in leadership
and senior specialist
roles before end 2017.
Future
Heritage
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Title of presentation | page 14
Maersk Supply ServicesAngola Case Study
• Deepwater anchor handling and mooring installations
• General supply services• Rig moves and subsea support
Diverse fleet includes:Craned Offshore Support Vessels, Anchor Handling Tug Supply Vessels, Platform Supply Vessels, Field and Subsea Support Vessels
Challenges
• Supply of local skilled talent• Intense local competition• Local content requirements• Future proofing the business for
Maerk’s growth markets
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Angola case study
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• March 2013 a 4 year Cadet training program was launched in Angola
• Cadet program targeted at candidates with a basic level of maths and science
• 978 candidates applied• End goal = Fully certified officer on
one of Maersk Supply Service vessels in Angola
• Benefiting the business with an injection of millennial diverse growth market talent
• Benefiting the community by investing in local development and education
Angola case study
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• 12 candidates made it through, program kicked off in June 2014
• Candidates relocated to Cape Town to start the first 1.5 years of their training program
• English training is a priority• April 2014 exams• July 2014, 8 candidates
passed their exams and will continue with the program
To keep up to date with our cadets progress please go to:http://www.maersk.com/en/people/2015/01/postcards-from-angola
One Young World Summit
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• The annual summit brings together some of the world’s young brightest talents to ensure that their concerns, opinions and solutions are heard.
• Our young leaders have the opportunity to learn from global “counsellors” such as Koffi Annan, Bob Geldof and business leaders.
• Maersk selects candidates via an essay application process and focuses on talent from growth markets.
• By participating in “One Young World” Maersk provides a unique opportunity to learn about what matters to young global leaders and provide our own young leaders with an opportunity to make a difference.
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