Maersk Group

Talent Management and Diversity & Inclusion

• 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

3

5

2

1

7

8

6

4

9

10

11

2

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

3

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

4

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

5

The push and the pull

6

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

7

• 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

8

• 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

2

4

3

1

9

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

10

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

11

Transitional development: Shadow support

Being a leader

Qatari assumes

leadership role

Leading a team Qatari ‘employee’

shadows leader

Taking responsibilityLearning the role

12

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

1313

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

14

Angola case study

15

• 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

16

• 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

17

• 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.

We are still on a journey……

• Where are our growth markets and how are we investing in talent in those markets?

• What will our talent pool look like in 10 years time?

• How are we investing in the future talent?

• Are we world-class in attracting and retaining the very best diverse talent?

18