Strategic Talent Management A.P. Moller - Maersk 26 August 2010 Maria Pejter Senior Director, Group Talent Management Group HR

Who we are and what we do The A.P. Moller - Maersk Group is a diversified conglomerate, founded in 1904 by Mr Arnold Peter Møller 115,000 employees, own offices and operations in 130 countries We serve customers worldwide in the shipping, energy, retail and industry sectors, operating in six business segments: Container shipping and related activities APM Terminals Tankers, offshore & other shipping activities Oil and gas activities Retail activity Shipyards, other industrial companies, interest in Danske Bank A/S, etc.

A timeline of interesting challenges 1997 Maersk Shipping Academy 1999 Warehouse Manager Warsaw, PL 2004 General Manager, HR 2008 Director, Group Talent Management 2010 Senior Director, Group Talent Management Attracted by performance culture and “real” impact Starting up new project and organization, getting leadership responsibility Coaching young high potentials and creating executive development Tying business and HR strategy together - changing the scope and infrastructure of talent management Build a diverse team of highly analytical yet business savvy people Working closely with Business Leadership Preparing for the future; getting ahead of the demographic curve

The outset - what defines talent? THE BUSINESS PERSPECTIVE Talent delivers the organizational lifting power required to win in the market place THE HR PERSPECTIVE Talent gives the ability to place the right person, in the right job, at the right time THE INDIVIDUAL PERSPECTIVE Talent opens up for getting the right opportunities at the right time – constantly feeling challenged THE GROUP PERSPECTIVE Talent is global and independent of gender, race, culture, age or sexuality

Talent Management – an end-to-end process Attraction Identification Development Deployment Scenario Planning Right Person, Right Place, Right Time THE GOVERNING THOUGHTS  Enabling business strategy and support senior management  Ensuring leadership and critical functional talent bench strength  Provide infrastructure and facilitate processes THREE IMPORTANT LEVERS  The People Strategy Process  Continuous learning approach  The Diversity Drive

Secure agreement on relative importance of all positions with reference to the overall strategy The Positions Using the business unit strategy & priorities to identify the required organizational capabilities and structure needed to succeed Business priorities Assessment of the relative performance of employees across the business The People Identify ‘gaps’ between the people and positions and close these gaps through concrete actions Organizational gaps The PSS structure

The aspiration of the Development Shop is to provide the right development opportunities to the right people at the right time via the right channels. Talent Development – Development Shop CONTENT OF THE SHOP Opportunities can be found by area of learning or by type of development AREA OF INTEREST: Communication Self Leadership People Leadership Change Leadership Strategy & Business Acumen Financial Literacy Process & Project Leadership TYPE OF DEVELOPMENT FEE: Books, E-Learning and Courses FREE: Articles, Podcasts and Webcasts, Learning Partner Resources LEARNING CORNER Leader & learner guides to managing development

Talent Attraction – Diversity Drive The talent pool as we know it, is changing Women account for over 55% of university graduates and the number is increasing Women’s share of the total volume of working hours is correlated to the presence of women in company tops 87% of executive candidates reject a job offer due to work-life balance considerations... and is decreasing in size As the smaller generations enter the labor market, the size of the total workforce decreases Of the 93% of the women who take career breaks, 74% return to work but only 40% are working full time 33% of women work part time compared to 7% of men The reality for A.P. Moller-Maersk Gender balanced at entry level, but not at management level. Current female representation in APMM HQ: GM 17%, Director 9%, VP 4% The curve breaks around GM level, age 30, and the first maternity leave Women do not apply for Director positions - only 7 (10%) internal applicants for Director positions at HQ in Copenhagen in 2009

EXAMPLES OF INITIATIVES The proposed solutions created the foundation for the launched initiatives at HQ-level – and provided clear messages for external press contacts Targets for the number women in JG 56+: Quarterly reporting on GM, Director and VP level to the HR board and on Group HR’s website The Women’s Leadership Network: 160 invited, 120 signed up. 9 groups meeting to build network and share experiences.2 joined events executed and 2 planned for the fall/winter The diversity website: Content dedicated to flexibility, networking, career development, role models etc. (write ‘Diverse’ in the intranet URL to see the website) Mentor Network: a guideline on how to establish and drive a mentor relation Gender neutral language: a guideline on how to write gender-neutral job-adds and recruiting session Consistent key messages: consistent messages and key points for communication purposes