The Maersk Group operates mainly in the shipping and energy industries with approximately 104,000 employees in over 130 countries. It has a diverse portfolio of businesses including Maersk Line, APM Terminals, Maersk Oil, and Danske Bank. Maersk's talent management approach focuses on identifying critical capabilities, top talents, deploying talents to roles where they can have the most impact, and accelerating development through initiatives like the Qatarization program. Maersk also emphasizes diversity and inclusion to access a wider talent pool, support business priorities, and build an inclusive culture where all employees can reach their full potential.

1. Maersk Group
Talent Management and Diversity & Inclusion

2. • 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 Line
2: APM Terminals
3: Maersk Oil
4: Maersk Drilling
5: Maersk Supply
Service
6: Maersk Tankers
7: Damco
8: Svitzer
9: Maersk Container Industry
10: Dansk Supermarked
11: Danske Bank
Group Overview
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4
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3. 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
Potential
Performance
Strategic Talent Management Our Talent process MyCareer Framework and Philosophy
Passion
StrengthBusiness
Needs
1 2 3 Accelerated Development Plans4
T - chart
From - To
Activities

4. 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”

5. 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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6. The push and the pull
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The
Business
D&I
Function
Diversity&
Inclusion
Diversity&
Inclusion
1980s Present day

7. 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 Alone
Often driven by
D&I best practice
(focusing on the
traditional 6 areas
of diversity) rather
than immediate
business needs
Integration
Focusing on how
diversity and
inclusion can benefit
the business
Outcome
1. Widest talent pool
(growth market talent
and gender)
2. The future
(millennials)
3. Innovation

8. Maersk Oil
Qatar 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

9. ‘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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4
3
1
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10. Development philosophy - 70/20/10
Approach
Real 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 experiences
70% 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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11. 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
Director
Senior 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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12. Transitional development: Shadow support
Being a leader
Qatari assumes
leadership role
Leading a teamQatari ‘employee’
shadows leader
Taking responsibilityLearning the role
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13. 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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14. Title of presentation | page 14
Maersk Supply Services
Angola 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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15. 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

16. 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

17. 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.

18. 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?
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