This document is a publication for Damco and APM Terminals that discusses diversity and leadership. It includes an introduction from the CEO of APM Terminals discussing the importance of diversity of thought for business success. It also previews several articles in the publication, including interviews with the president of Rituals USA and the president of VNO-NCW discussing diversity, as well as stories from colleagues and partners of colleagues around the world on diversity in the workplace.

1. A publication for Damco and APM Terminals
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#1
DiversityNewspaper,fall2018
‘Diversity
shouldn’t
be a goal
in itself’
Marjolein Westerbeek
CEO Morten Engelstoft shares his thoughts An interview with President of Rituals USA
Marjolein Westerbeek Books, films & documentaries SheTrades Caroline Wu on how
to create an inclusive workspace The Other Half of APM Terminals colleagues
President of VNO-NCW Hans de Boer on diversity A recap of the Leadership Event in May
Added
Value

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illustration Berto Martinez - Editorial - Added ValuePage 3
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21st
century
leadership
21st
century leaders must support their
teams through change and ambiguity, while
innovating and challenging the status quo.
As customer requirements change rapidly,
we must continuously find new ways to keep
our competitive advantage.
In my opinion, diversity is a key driver of innova-
tion. The best ideas come from conversations with
people who think differently than we do. Being
diverse in gender and culture encourages us to
think out of the box, connecting ideas in new and
unexplored ways. But being diverse is not enough,
we must change how we lead. As managers, we
must stay curious and value the contributions of
every individual.
For me, a great leader is someone with a burning
desire to make a difference. It’s someone who
leaves the company in a better shape than it was,
when she or he arrived. Personally, I am fortunate
to have worked with many great leaders in my life
whose drive and ambition motivated me. Leaders
who were curious and valued diversity of thought.
Recently the APM Terminals leadership team met
to discuss how we can enable diverse talents and
thinking to flourish. As a team, we know that to
successfully transform our business, we need the
diversity of thought that comes from being able
to access 100% of the global talent pool.
In recent years, our terminal and country
managers have become more diverse, reflecting
our global customers, authorities and business
partners. Yet there is more work to be done.
Ultimately, I would like our business to be
recognised for its inspiring leaders, for being a
great place to work, with equal opportunities
for all. Such an environment will lead to better
performance. We will be ‘Stronger Together’
when the various parts of our organisation join
forces and work as one team.
Added Value magazine for Damco and APM
Terminals is here to inspire you about the added
value of diversity through stories from
changemakers and our colleagues across the
globe. Enjoy the read and pass it on!
Morten H. Engelstoft
CEO APM Terminals
Beingdiverse
isnotenough,
wemustchange
howwelead
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Added Value - Contents and Colophon Page 2
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P04Interview with
Marjolein Westerbeek
Cosmetic industry pioneer, Marjolein Westerbeek,
President of Rituals USA talks about her inspiring
career story, the secrets to her success and how she
combines being a business executive with staying
true to herself.
P10Stronger Together
SheTrades seeks to connect one million
women entrepreneurs to market by 2020.
Read the inspiring story of women’s economic
empowerment in collaboration with Maersk.
P18
Interview with Hans de Boer
A talk with President of the Dutch business and
employers’ organisation VNO-NCW, Hans de Boer
about the top women database that he founded in
2016. How are things progressing today?
P09
Books and such
Books, movies and
TED Talks to spark
your interest
in diversity.
P12
Column
Managing Director Greater
China, Caroline Wu, shares
her perspective on the many
facets of diversity.
P17
Good to know
Check out these facts
and figures about women
working in the transport
and logistics industry.
P20
Event
An impression of the event
on 8 May about Leadership
in the 21st
century,
diversity and inclusion.
P13The Other Half
The partners of three colleagues
share their thoughts on diversity in
the context of their everyday lives.
Contents Colophon
Publisher
Added Value for Damo and APM Terminals
Editor-in-Chief
Marije Tolsma-Groen
Art director
Dorien Franken
Contributors
Azree Ashar, Kelly Blaise Achu, NoCandy,
Scott Dickerson, Siji Jabbar, Cameron Jordan,
Barbara Kieboom, Richard Koek, Berto Martinez
(Unit C.M.A.), Inge Oosterhoff, D’angelo
Thompson
Special thanks to
Hans de Boer, Els Dijkman, Morten Engelstoft,
Alyce Garrett, Olga Gorbarenko, Lucy Krikunova,
Rosalinde van Lomwel, Johnatas Montezuma
& Asuka Kawakami, Ozlem & Mark Nolet, Haja
Kensa & Abdou, Ndene Ndiaye, Amobi Ngozi,
Marjolein Westerbeek, Anita de Werd, Hannah
Windross, Caroline Wu
Printer
Mud Company
Contact
Damco and APM Terminals
Turfmarkt 107
2511 DP Den Haag
The Netherlands
csn@maersk.com
Added Value is an internal newspaper
published for Damco and APM Terminals
aimed at inspiring employees about the
added value of diversity in the workplace.
For more information
csm@maersk.com
© 2018 Added Value for
Damco and APM Terminals

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Added ValuePage 5
If there’s one word to describe Marjolein’s approach to life, it’s
‘authenticity’. Staying true to herself and doing what feels right has
always been her compass. In Rituals, the Dutch home and body-care
brand, she found a company that combines the appealing philosophy
of slowing down with a highly dynamic work environment.
Where yin meets yang…
Can you tell us a bit about your background and how
you landed at Rituals?
I come from a family of entrepreneurs, and although I studied edu-
cation and geography, I quickly learned that I would thrive better in a
commercial setting. As they say, blood is thicker than water. The world
of retail beckoned and I heeded its call. Determined to break into the
industry, I embarked on a series of open applications and eventually
landed an entry-level position in an environment that offered a good
match. After 15 years in retail, wholesale and working for franchises, I
felt I’d gained enough experience to become an independent consul-
tant. Then I got a call from a headhunter about a position at Rituals.
The job interview was far from standard. Everybody seemed equally
passionate about Rituals, but expressed it in different ways. On top
of that, I liked the openness and honesty with which they dealt with
feedback; they just got it, and that resonated with me. So I put aside
my consultancy ambitions and came on board.
Rituals is originally Dutch, but now has stores across
Europe, the Middle East and the US. What’s it like to roll
out in these different markets?
Our company has a very strong identity, clear brand values and a smart
approach to expansion. This allows us to scale up very quickly. At the
same time, we take local differences into consideration. For example, it
takes four weeks to open a store in Europe, but 8-12 weeks in the US,
owing to complex legislation and differences between the states. You
risk huge fines or delays if you don’t play by the rules, which isn’t always
easy for an entrepreneurial company like ours. But you live and learn.
Life would be easier if you could simply copy and paste, but that’s not
the way things work. We learn a lot by trial and error.
Is diversity important at Rituals, and if so, how do you
promote it?
Legislation doesn’t allow us to go into detail about our employee de-
mographic profile, but it’s fair to say that we employ more women than
men, as often the case in the cosmetics industry. What I like about
Rituals, though, is that it’s your skill set that matters. It’s teams that
make projects successful, so the focus is on the combined skills of the
team and how its members complement one other. Rituals formulated
its identity straight from the start, which is translated and expressed in
our brand values. And in times of rapid expansion, it’s these values that
guide our decision-making. So what we ask when hiring is: does this
person embody authenticity? Do they possess inner and outer beauty?
Are they best in class? The values allow us to look beyond skin co-
lour, background and gender, and focus on what we need in the team.
Incidentally, by “outer beauty” I mean groomed and fitting the brand,
as opposed to pretty. This also applies to our products: they must be
luxurious, of exceptional quality, and be very nicely packaged.
How do you ensure the brand values aren’t just words,
but that people walk the walk?
The values are interwoven into every aspect of our business: recruit-
ment, onboarding, appraisals, team meetings. We talk about them so
often that they have become second nature. And these conversations
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Page 4Added Value - Interview - text Marije Tolsma-Groen photography Richard Koek hair & makeup D’angelo Thompson
You need to
understand the
real purpose to
close the gap
‘Diversity shouldn’t
be a goal in itself’
Marjolein Westerbeek:

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Added ValuePage 7
se I want to be able to move the needle and examine all aspects
of growth, be that regarding business, people or myself. I thrive in
complex environments and on managing across multiple levels of
an organisation. It gives me pleasure to create a solid and sustai-
nable foundation upon which to build. When I look back I’m very
proud of what I’ve achieved so far: managing the Benelux region
and contributing to growth in other markets, such as France, the UK
and Switzerland. And now I’m running the US business. In my view,
my journey reflects my belief in identifying and sticking with what
suits you and what you most enjoy doing. The business has grown
tremendously in the US; we’ve doubled in size each year, which is
exciting. At the same time, there’s still a lot to do and to learn. My
motto can best be summarised as: “Let’s make it happen together”.
And I strongly believe in being authentic. We should all run a perio-
dic personal check to ask: “Does my role still fit?” If work is no longer
fun or stops providing satisfaction, you need to devote your energy
to something else.
When do you know it’s time to move on?
When the job you were set out to do has been accomplished. When
I began managing the Benelux area seven years ago and was tasked
with integrating our various business operations, it was the first time
that a country director had been appointed to such a role. Prior to
that, our business operations had been managed separately and
each played by a different set of rules. But as we grew, we needed
more consistency. The organisation needed reorganising, and the
region needed a common goal across the board. It took us three
years, but once everything was in place, we were off like a shot.
That was when I knew it was time to move on. You should never
think you’re indispensable.
Are there advantages or disadvantages to being
a woman in your position?
At my level I work with both men and women, and to be honest I
often find it easier to work with men. I like the dynamic. Working
with women often involves more levels of complexity. What I do
occasionally struggle with are the emotional aspects that come into
play as a woman. I am President for the US market, whether I like
it or not. But owing to the time difference between here and the
Netherlands, I can’t always call head office to discuss major decisi-
ons. I have to decide on my own, and that’s when my more emotio-
are dialogues, not directives. Of course we appreciate that some
people might find them restrictive, but that’s usually a sign that the
fit isn’t quite right for either side. The brand would fade without
consistency, so it’s risky to deviate from our values. It’s taken us years
to get where we are, so we have to keep talking about why they’re
important. The same holds for the topic of diversity. Communicati-
on is key. Diversity shouldn’t be a goal in itself and won’t be realised
overnight. You need to understand its real purpose to close the gap.
Among the things we discuss in this issue of Added
Value is leadership. Whom do you consider an
inspirational leader, and why?
I enjoy listening to Arianna Huffington, the founder and CEO of
Thrive Global, a behaviour change media and technology company
that offers science-based solutions to stress and the promotion of
well-being and performance. She addresses many things and makes
them accessible. She talks in one podcast about the relationship
between maternity, sleepless nights and work. We rightly complain
about how difficult it is to be a working mum. But we also need to be
self-critical. To affect change in your life, you need to take a stance. I
don’t think you can achieve gender diversity in a satisfactory man-
ner simply by mandating quotas or other such contrived solutions.
It’s about the conversations we have to reach the goal. Arianna has
a knack for addressing sensitive subjects: she’s open, honest and
pragmatic, manifests personal responsibility, and employs humour
and common sense.
As a leader yourself,
what do you take from
that?
Change is constant and you
need to be able to rein-
vent yourself over and over
again. Taking the role in the
US meant learning afresh,
adapting to a different cul-
ture. I remember that when
I first arrived, one of the
women on my team told
me that she always assumed
presidents sat in separate
offices and only showed
their faces when something
was wrong or when some-
one was about to get it. Being Dutch, I was used to a very different
dynamic, and my thought was, wow, how do I close this gap? You
can’t change people or an entire culture overnight, but at the same
time you want to remain true to your values without being judge-
mental. If I’d responded by saying that I do things differently and that
my door is always open, I’d have demonstrated an unwillingness to
listen or understand her point of view. You have to demonstrate an
openness to conversation to lower barriers, which takes time. And as
the leader, I have to set the example — it’s one of the responsibilities
of my job. A year on, I am glad that I trusted my instincts and that we
managed to find common ground.
What do you like most about your job?
To be honest, I have never been motivated by job titles or prestige.
I’m not one for the spotlight or someone who desperately needs
to prove herself. I do enjoy being at the centre of things, becau-
Page 6Added Value - Interview
I left a previous
employer,
who had zero
aspirations
of becoming
more diverse
Biography
Marjolein Westerbeek
(1975) is President USA of
Rituals, the Dutch home
and body-care brand,
founded in 2000 with
currently over 650 stores in
27 countries. She has held
a variety of roles in
education and retail, and
is widely regarded as a
strong leader who recog-
nises talent in others and
helps them rise.
Marjolein is a married
mother of three who lives
in New York, occasionally
runs marathons and enjoys
travelling, skiing and
meditation.

5. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
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Media - Added ValuePage 9
Books & SuchThese books and other media take a closer look at gender and culture in an accessible way.
Send your Books & Such entries for the next issue to csn@maersk.com
1. Film
Press and government
A cover-up that spanned four U.S.
Presidents pushed the country’s
first female newspaper publisher
(Merryl Streep) and a hard-driving
editor (Tom Hanks) to join an
unprecedented battle between
the press and the government.
The Post, 2018
2. Book
The power of diversity
The Diversity Bonus draws on
a variety of research to show
how diversity can improve the
bottom line of businesses, making
a pragmatic and compelling
case for inclusion.
The Diversity Bonus: How Great
Teams pay off in the Knowledge
Economy, Princeton University
press, 2017, amazon.com
3. Event
Women in Sales Awards
The often male dominated sales
world could use some more
diversity. Women in Sales is
convinced that women are
extremely talented when it comes
to sales and finds it important to
give women in sales functions
throughout the Netherlands the
support and recognition they
deserve.
The first Women in Sales Awards
will be held on 3 October 2018,
VU Campus Amsterdam.
womeninsalesawards.nl
4. Book
What I told my daughter
When her daughter turned 13,
entertainment executive Nina
Tassler wanted her to grow into an
empowered young woman. She
asked a diverse group of mothers
their best advice they had given
their own daughters.
What I Told My Daughter: Lessons
from Leaders on Raising the Next
Generation of Empowered
Women, Atria Books, 2017
5. TED Talk
Leadership for the
21st century
At TEDxSanFrancisco, Keith shared
stories and insights about a new
model for 21st
century leadership
and changing times. In his work
with helping CEOs take on seismic
change in their organisations, Keith
helps leaders call forth their essen-
tial humanity to lead in very new
ways – with creativity, empathy,
honesty and bravery.
Keith Yamashita: 21st Century
leadership, ted.com
6. Book
Inside, we’re all
the same
Illustrated children’s book Whoever
you are explores the diversity in our
world in a way that is accessible
for children. The book celebrates
the fact that, inside, we are all the
same, wherever and whoever we
are. Whoever you are, HMH Books
for young Readers, 2017,
amazon.com
1 3
4
5
2
6
Added Value - Interview Page 8
What is living in New York like for your family?
Well, the first couple of months were challenging, because you’re
completely uprooted. I don’t think we were fully prepared for that.
But the cultural differences became easier to handle after those
initial months. You can’t change your environment, only your ap-
proach to it. So we loosened our Dutch mentality and broadened
our perspective. We began to embrace the American attitude of
positivity, when earlier we’d been a little put off by the word “ama-
zing”. My husband and I had always been able to accommodate
each other’s careers, but that’s fairly easy to do when you have
similar opportunities and live in an area where you have a com-
plete support system, because it has been your base for years.
Now, however, I was asking everyone to change their lives to
move with me to the US. Fortunately, neither my husband nor
I have a big ego, and we don’t have fixed ideas about how life
should be. We embrace things as they come.
Lastly, what does diversity mean to you,
professionally and personally?
That remains the subject of an ongoing internal dialogue. And
although I think diversity needs to be given greater priority, I don’t
believe in solutions that are too contrived as they eventually miss
the core. I would like to contribute to something positive, but in
a way that means something to me as an individual. I’d like to tap
into what unites us as people, rather than focus on our differen-
ces — build bridges and make 1 plus 1 equal 3. In my opinion,
the diversity dialogue is much broader than talking about men
and women, I would say it is about generations having a different
view, and about bridging that gap. I don’t yet know what form this
will take on a larger scale, but I believe it’s my purpose to find out
and share. I do know that whatever form it takes will be driven by
authenticity and my love for people and growth.
nal side can get in the way. I can have those internal
dialogues about whether to do something or not. This is
probably more of a burden to me than it is to others. [Laughs.]
I did leave one previous employer, a family-owned business
that had zero aspirations of becoming more diverse. The board
consisted entirely of male family members, whose vision and
lead everyone was supposed to adhere to or follow. My leader-
ship style was at odds with theirs. Again it came down to fit, to
remaining true to yourself, and my instincts told me to leave.
My dad used to say, “Olympians don’t win medals out of the
blue; it takes years of hard work and discipline.” The same
holds for work; your experience becomes knowledge
– instinct if you will - that’s helpful in decision-making.
Could other women benefit from your experience?
I think so, yes; but I like to help people with practical questions,
not those with general complaints. I’m not inspired by talking
about the glass ceiling, but I am by men and women who de-
monstrate drive and are keen to learn what to do to rise. Asking
me what I think is important gives me something to work with.
There’s so much untapped potential in the world. And we can’t
deny the imbalance, not only in terms of gender, but also that of
cultural background, sexual preference, etc. In the end, though,
I am convinced that progress starts from within. If you want
things to change, you need to fight for it.
Credit: courtesy of 20th century fox
I am convinced
that progress
starts from
within. If you
want things to
change, you
need to fight
for it

6. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Added Value - SheTrades Added Value
Alaska
Maersk signs
memorandum
Maersk has made a public commitment
to empower women in trade, in signing a
significant agreement with SheTrades Global.
Anita de Werd, Global Head of Marketing and
Business Development for Damco International,
signed the memorandum of understanding on
behalf of Maersk, on stage at the SheTrades
Global event in Liverpool on Thursday 29 June.
More than 500 women-owned businesses
from across the world participated in the
event, in search of new trade and investment
opportunities.
What is SheTrades?
Actions7
Who: Salmon Sisters
In Alaska, sisters Claire and Emma Laukitis launched a
clothing brand, Salmon Sisters, based on their upbringing
and work as commercial fishermen, celebrating an
existence at sea. Container shipping helps bring their
catch to customers around the world and sustain the
unique lifestyle of the isolated community.
‘We live in one of the most pristine, sustainably managed,
amazingly remote places in Alaska, and it takes an insane
amount of logistics and transportation and just crazy effort
to get this seafood to people’s plates. But it’s worth it in
every way. When they finally taste it, they never go back.
‘When we deliver all of our catch to the dock, it’s
immediately put in a Maersk container and moved.’
SheTrades is an initiative of the International
Trade Centre, a joint agency established by WTO
and UNCTAD in 1964. The goal of SheTrades is
to connect 1 million women entrepreneurs to
trade by 2020.
To achieve this, SheTrades has issued a call to
action on 7 global actions, whereof no. 5 on
Market Access and no. 6 on Financial Services are
the most relevant for Maersk. In addition to trade
facilitation, SheTrades also promotes gender diver-
sity in private and public procurement. Through
the SheTrades app, women entrepreneurs, verified
by SheTrades, are able to share information about
their companies, increase visibility, expand
networks, connect and internationalize.
SheTrades is funded by the Governments of
Australia, Finland, Netherlands as well as the
government of Norway and Trade Mark East
Stronger
together
Women in trade
SheTrades seeks to connect one million
women entrepreneurs to market by 2020.
Learn more about SheTrades as well as
how Maersk supports the initiative and
check out two inspiring stories of women
who set up their own businesses.
SheTrades
helped generate
$75 million
in exports
PhotoScottDickerson
We won’t win the match with
half the team on the bench
- Ban Ki-moon, Secretary General of the United Nations
Africa and others through ITC’s Global Trust
Fund. SheTrades has a number of corporate
partnerships. These include Barclays, Unile-
ver, eBay and UPS (latter was launched during
WEF2018).
Trade is critical to inclusive growth, creating
more and better jobs and raising productivity.
However, trade barriers impact women
entrepreneurs and smaller businesses dispro-
portionately. These groups are of particular
importance in ensuring that the benefits of
trade extend to other groups. At the same
time, they represent a large area of untapped
potential for global trade and for Maersk.
Our partnership with SheTrades is designed to
help multiply the benefits of trade by providing
our expertise in Supply Chain for the purpose
of developing learning materials and mentoring
women entrepreneurs.
SheTrades’ seven global
actions to ensure success:
1. Champion quality data
2. Enact fair policies
3. Secure government
contracts
4. Strike business deals
5. Enable market access
6. Unlock financial
services
7. Grant ownership rights
source: shetrades.com
Empowering
women is vital for
truly inclusive trade
- Anita de Werd, Damco International
Page 10 Page 11
So far SheTrades
has mobilised a
network of
>850.000
15.000
female
entrepreneurs
were facilitated
access to
markets

7. text Marije Tolsma-Groen photography Cameron Jordan, Azree Ashar, Kelly Blaise Achu - The Other Half - Added Value
They are from different cultural backgrounds,
working across the globe. We asked the partners
of three APM Terminals employees to share their
everyday lives and wisdom with us.
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Page 13
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Added Value - Column - illustration Berto Martinez Page 12
Being part of Maersk for almost 20 years, it’s
been great to experience the company’s focus
on diversity, driving the attraction and retention
of global diverse talent. My performance track
record and broad perspective plus the fact that
I am an Asian woman, allowed me to benefit
from this agenda.
In 2012, I was appointed Sales Director in East
& Central China, our largest market in the
Maersk global network. It was the first time
ever a female leader was appointed in such a
position. Later, I became Managing Director of
East & Central China in Damco, the logistics arm
of Maersk Group. The entrepreneurial challenge
of this role was appealing, allowing me to gain
experience in a broader industry than shipping.
Since early 2017, I am CEO of Greater China
with a direct P&L responsibility for all Damco’s
activities in the area. Under my leadership, we
grew from 600+ employees to 2400+
employees: a fantastic journey!
Like all female professionals, I have faced chal-
lenges along the way. It might be even harder
to balance work and family life in China than
in some other parts of the world due to the
culture, society and the Chinese social system
not being robust enough to provide support. My
biggest challenge is the work-life balance.
I try to focus on the quality rather than quantity
of time with my family and son, which requi-
res enormous planning. My family’s support is
wonderful and I know that they will always be
there for me. In a perfect world, I would love be
a leader, wife, mother and daughter all the time
without disruption.
Still, the challenges women face are no longer
insurmountable and shouldn’t be used as an
excuse. Female leaders who are determined,
open to change and optimistic have a better
chance at success. My mom is my role model;
she inspires me. With a successful career, she
managed to take care of our family, still prepa-
ring dinner most days of the week.
Maersk has made steady progress in building
a more inclusive and supportive workplace for
female employees. The ‘Return to Work ‘pro-
gram is a good example. In the last six months,
I have also seen good examples of retaining
and promoting female leaders in jobs with
less location dependency, allowing families to
better support the leaders’ career. Recently, a
Hong Kong based female leader stepped up to a
Damco global role and a female Chinese leader
was promoted into a regional role. She’s based
in Shanghai, where her family is.
In the Damco Greater China Area, 63% of our
leaders are female and our employee engage-
ment is in the top quartile. Generally speaking,
care and empathy are female traits. I believe
mixed teams work better, improve employee
satisfaction and have a positive impact on our
work. We provide trainings and sharing activi-
ties and are able to develop more female talent
through various efforts. Diversity is also crucial
in building the company’s reputation. It sends
a strong message to the job market that we are
interested in talented women and provide a
place for growth.
As leaders, we are key in building a culture that
leverages on diversity and values inclusion, I
strongly believe that this will turn our company
into an even greater place to work!
Creating an inclusive workplace
Caroline Wu, Managing
Director Greater China
at Damco, talks about
her challenges and
succeses as an Asian
female leader in the
world of shipping,
logistics and beyond.
My mom
is my role
model; she
inspires
me
Caroline Wu
Managing Director Greater China at Damco
The
Other
Half

8. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Page 15 Added Value
. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
Added Value - The Other Half Page 14
How do you divide tasks at home?
We are a working couple with a little baby, so we do
almost everything together in our spare time. We
benefit from the luxury of living in Asia, so we have a nanny
taking care of the baby and some of our house chores
during our working hours. When we are at home, the
kitchen is Mark’s special area since he loves cooking and
experimenting with new flavours. While styling the house,
keeping it tidy and organised is mainly with Ozlem.
What do you admire most in your partner and
which quality do you like less?
I admire Mark’s never-ending energy level, his high
intelligence and high EQ level. Besides these, he is also
a very understanding and helpful husband, he knows me
very well, sometimes so well he reads me without a word
said. In his private life, he does try to please everyone and
sometimes forgets himself. Then I need to remind him
to stop and take a rest for a while.
Do you talk about work at home?
Yes, a lot actually! And we find it a very fruitful time for
us, to be able to share and exchange experiences. We
work in the same industry and at similar levels, while
our experience and roles are diverse, so we add value
to each other’s considerations.
Is diversity a topic you discuss together?
Hey, I am Turkish, Mark is Dutch and Olivier is born in
Malaysia, with me working in Singapore and Mark in
Malaysia so diversity is not a topic, it’s a fact of life!
All jokes aside, we both care a lot about diversity in
our professional lives and ensure our organisations
and teams are a mix of the right people.
Where are you in 20 years from now?
We are still living our happy life together, wherever on
this diverse globe…
Ozlem & Mark
I admire
Mark’s
never-ending
energy level
Who: Ozlem Nolet (39), wife of Mark Nolet (40) Ozlem’s role:
HR Manager of Maersk Line Singapore Mark’s: Head of Projects
for APM Terminals in Malaysia Together: since 2015 Children:
Olivier (4.5 months), Floris (8) and Sebastiaan (5). Floris and
Sebastiaan live in Holland with their mother and regularly stay
in Malaysia with Ozlem and Mark
How do you divide tasks at home?
We are very flexible in shifting roles. Abdou is
not much of a chef, apart from frying eggs and
he doesn’t like to do the dishes. He helps the kids
with their homework and plays with them;
I handle most of the tasks at home. My days are
busy, taking care of our three boys, with the help
of a nanny. That can be a lot at times, however
I still find a good balance managing my business.
Abdou is trying to be present more often. When
he gets home after work, I am off duty and he
takes care of the kids.
What do you admire most in Abdou and
which quality do you like less?
I like his kindness and love for his family. He’s
sincere and wants to give us the best in life. He
takes care of me like his ‘sole daughter’ and I think
that’s sweet. On the other hand, I want him to
be more present. His work often comes first and
sometimes the kids and I can feel left aside.
Do you talk about work at home?
Now much less than before, as Abdou tries to
avoid it, although he does share with me what is
Abdou is
really engaged
in promoting
diversity at
work
Abdou & Haja
Who: Haja Kensa Ndiaye (36), wife of Abdou Ndene Ndiaye (36)
Haja’s role: Haja paused her career in 2013. Today she takes care of the children,
while being a business partner with local traders in Cameroon importing clothing
and fashion items Abdou’s role: Country Manager for APM Terminals Cameroon
Together: for 15 years Children: Amir (9), Kamil (5) and Kiyan (2)
going on and he seeks my advice. He says I am
his coach.
Is diversity a topic you discuss together?
Yes, we do talk about it and Abdou is really
engaged in promoting diversity at work. It’s a
way of life for us. Diversity in gender, race,
background and mindset is a blessing that
human beings need to tap into to make this
world a better place. In our society, women are
often taking care of the house and family. We
believe that should change and we advocate
with families and friends that their daughters
receive the best education possible and that they
are supported to pursue a professional career.
Every time we move to a new location, Abdou is
keen for me to set up a new business and to do
something else besides taking care of the children.
Where are you in 20 years from now?
Still active workers, doing what we enjoy most.
We will have almost completed our world tour
and will be somewhere by a beautiful blue sea
with our grandchildren running around.

9. Good to know - Added ValuePage 17
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Added Value - The Other Half Page 16
70% of consumer spending decisions are made
by women. Recent studies show that globally the
number of women participating in the transport
and logistics industry is as low as 20% to 30%.
Less than 10% of employees in management
positions in the transportation and logistics
industry are women. Mc Kinsey research shows that
women apply better to leadership qualities such as role
modeling, people development, expectations and rewards.
In 2030, 40% of women will have completed a
secondary education. That’s 8 percentage points
more than in 2003. More women are studying
logistics too, so there is a growing pool of
talented women with sector-specific qualifi-
cations. PWC research shows that companies
with the most women board directors outper-
form those with the least by 16% in return on
sales. Firms with the highest levels of gender and ethnic
diversity are 15% and 35% more likely to outperform their
peers. The human brain makes over 100.000
decisions a day, of which 95% are unconscious.
Unconscious bias affects women across all levels due to years
of under-representation in the industry.
Did you know that...
Questions or suggestions?
csn@maersk.com
How do you divide tasks at home?
My work as an independent Supply Chain Consultant
allows me to have a flexible schedule, so I cook for a
few days in advance during weekdays and I organise
the grocery shopping as well. We support each other
in all other tasks. Asuka tends to help more on the
weekends and in giving a last touch to chores.
What do you admire most in your partner
and which quality do you like less?
Asuka is strong and practical; she has a solution for
almost everything. On top of that, she is very organised
and often has many plans for the weekend. As much as I
enjoy that, it can feel like a bit too much for me at times.
Do you talk about work at home?
Yes! We both have similar experiences having worked
abroad in the past and in the same kind of industry. We
just moved to California and we usually talk about how
to deal with cultural differences at work and the novelties
of living in a new country. As we spend half of the day at
work excluding the hours that we sleep, I think it is very
Asuka is
strong and
practical; she
has a solution
for almost
everything
important to talk and know about each other’s profes-
sional life. It’s always nice to have someone who listens
to you, like Buddha. That way both of us can release the
pressure or concerns we have from work.
Is diversity a topic you discuss together?
Yes, it’s always a fun topic to talk about since we are so
different, being Peruvian and Japanese! On top of being
in a new country, Asuka works in a male-dominated
industry as Asian national. We both share the same view
that being different is not an issue if you are good at
what you do and you enjoy doing what you do. You can
get anywhere you want to by working hard and staying
focused on your goals.
Where are you in 20 years from now?
Hopefully, we will be retired and live in Hawaii. Having
travelled to over 30 countries since we are together, this
island is our absolute favorite place for a holiday. And,
more importantly, it is right in the middle of where both
our families live!
Who: Johnatas Montezuma (42), partner
of Asuka Kawakami (37) Johnatas’ role:
Independent Supply Chain Consultant
Asuka’s: CFO at APM Terminals, Los Angeles
P400 Together: for 10 years. Johnatas is
Peruvian and Asuka is Japanese. They live
in Long Beach, California, USA
Johnatas & Asuka

10. Added ValuePage 19
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Added Value - Interview - text Inge Oosterhoff photography No Candy Page 18
Biography
Hans de Boer (1955) is Presi-
dent of VNO-NCW, he is also
vice-chairman of SER (Dutch
Social and Economic Council)
and co-chairman of Stichting
van de Arbeid (Labour
Foundation). De Boer is a
former entrepreneur and
was Chairman of MKB (small
and midsized companies)
Netherlands from 1997
to 2003. De Boer studied
Economics, specialising in
Econometrics and Public
Finance, at the Vrije
Universiteit Amsterdam.
He is married and has
two children.
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Page 19
Hans de Boer is President of the Dutch business
and employers’ organisation VNO-NCW. One of
his goals is to increase the number of women
represented in Dutch boards of directors. To
achieve that, he created a top women database
together with minister Bussemaker in 2016. How
are things progressing and where are we today?
What does your job encompass?
I’m the official lobbyist for the interests of Dutch
businesses and corporations. Together with my
colleagues at VNO-NCW, I work hard to make
the Netherlands the country with the very best
investment and business environment in the world.
Why? Because a healthy economy is essential to
realising an open, democratic and prosperous
society, which is the ultimate goal. We’re currently
number four worldwide, so we still have a ways
to go. It’s my job to get us to number one.
You have been outspoken about
creating a more diverse workforce
in the Netherlands, why is that?
Variety equals vitality. A diverse workforce should
include men, women and people from different
cultural backgrounds. That’s important for two
basic reasons. The first is economic – using all
available resources that a country has to offer,
including its diverse talents, benefits the health
of the entire economy. The second is social – it’s
only fair to offer the same opportunities to all. My
motivation is also personal. I have both a son and
a daughter, and my grandchildren have a multi-
cultural background. I would not want any of them
to have less opportunity than anyone else, merely
because of their gender or the colour of their skin.
Can you tell us about the top women
database that you created in 2016
together with the minister of Education,
Culture and Science at the time;
Mrs. Bussemaker?
Mrs. Bussemaker and I both dealt with the issue
of corporate gender equality at the time. She as a
minister with emancipation as part of her political
portfolio and I as a lobbyist for the Dutch business
world. We created the database because we both
believed that something needed to change, star-
ting with the corporate attitude. We often heard:
‘Change is definitely in the air’
Hans de Boer:
ter growth perspective than the careers that the
previous generation tended to pursue. Change is
definitely in the air, and it is our responsibility to
move it forward.
What is required to take this initiative
to the next level in your view? What
are the headwinds you encounter?
What is critical for success?
Different mind shifts need to take place to realise
that goal; within the business world, with recruiters
and with women. I try to help those mind shifts
along. Right now, my team and I are actively
talking to CEO’s and chairmen of supervisory
boards about fostering more diversity in their
teams. Another challenge we face is that, politically,
the goal has been set too high. The Netherlands
wants 5000 companies to meet the set percentage
of 30% female board members. If we started with a
smaller number of about 200 to 300 listed compa-
nies, like they did in the United Kingdom, perhaps
we could reach the goal sooner and sustain the
results longer. You need a winning mood to reach
the finish line.
What is your stance towards quota?
I see it as a last resort. I know many women who
resent the idea of quota, who want to be able
to make it on their own, but who tell me that if
nothing else works, it might be necessary. I believe
that we may be heading in that direction. If that’s
true, I won’t get in the way. But I really wish we
could do it differently. To me, a quotum is a
sign of weakness. We should not need it.
Why do you think it is particularly
important for the Netherlands to focus
on gender equality?
The Netherlands is a progressive country. We
are frontrunners when it comes to items such
as sustainability and innovation, but not when it
comes to equality. In my opinion, one of the
reasons for that, is that the Dutch are very good
at saying the right thing, but not at backing it
up with concrete action. That needs to change.
We need to do more than talk about it, we
need to act.
We need
to do more
than talk
about it,
we need
to act
“We want to hire women, but we can’t find them.”
I thought, why not create a database of 1,000 to
1,500 qualified women to diminish that argument
altogether? Many companies we work with say
that they were positively surprised seeing so much
skill and talent in the database. They realised that
their initial argument was completely bogus. At the
same time, I’ve also heard complaints from wo-
men who say, “I’ve been in the database for three
years now and still haven’t been approached.” So
we haven’t solved the issue entirely, but the data-
base has helped correct the stubborn belief that
there aren’t enough qualified women out there.
One of the goals of creating the database
is to reach a 30% female representation
in Dutch boards of directors and super-
visory boards by 2023. How are things
progressing, where are we today?
I wish we had made more progress by now, but
change is slow. I’m convinced however, that
change is inevitable. New generations of women
are entering the job market with skills that have
traditionally been labelled ‘male’, which will
naturally bring a shift. Especially regarding
management positions, which most companies
usually fill from within the existing talent pool.
Women are also choosing careers with a bet-

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Send your ideas for the next issue to:
csn@maersk.com
8 May 2018
Added Value - Event - photography Barbara Kieboom
At the Headquarters in The Hague, a diverse group of panelists
engaged in an interesting discussion on Leadership in the
21st century through the lens of diversity & inclusion.
Strategy and culture
According to Jackie Cuthbert,
organisation development expert,
many companies consider diversity
& inclusion to be a metrics game. ‘If
you look at it from a strategic per-
spective, it’s about how you adapt an
organisation to new ways of working.
That’s where you look at leadership
to establish a credible link between
strategy and culture.’
Who should drive change?
For Anne Chappaz of the
International Trade Centre the
answer is very clear. ‘The culture
of an organisation is what happens
when no one is looking. Change
has to come from the way people
behave, because it matters to
them. It won’t happen because
some one tells them how they
should behave.’
Bram Poeth, CEO of Eneco Mobility, urges the audien-
ce to drive change in their own circles. ‘Don’t wait for
management to assist you. It’s about understanding the
system, which you know best how to improve.’
We tend to hire
people who look, act
and talk like us, but
talent doesn’t have a
passport or a gender
- Emile Hoogsteden, Port of Rotterdam