Strategic Talent Management A.P. Moller - Maersk 26 August 2010

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

2. 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.

3. A timeline of interesting challenges Working closely with Business Leadership Preparing for the future; getting ahead of the demographic curve Coaching young high potentials and creating executive development Attracted by performance culture and “real” impact 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 Starting up new project and organization, getting leadership responsibility 1997 1999 2004 2008 2010 Maersk Shipping Academy General Manager, HR Senior Director, Group Talent Management Warehouse Manager Warsaw, PL Director, Group Talent Management

4. The outset - what defines talent? THE GROUP PERSPECTIVE Talent is global and independent of gender, race, culture, age or sexuality 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

5. 1 Attraction Scenario Planning 5 2 Right Person, Right Place, Right Time Identification Deployment Development 4 3 Talent Management – an end-to-end process • 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

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

7. 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 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.

8. 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

9. * EXAMPLES OF INITIATIVESThe proposed solutions created the foundation for the launched initiatives at HQ-level – and provided clear messages for external press contacts 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 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 Gender neutral language: a guideline on how to write gender-neutral job-adds and recruiting session 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 Consistent key messages: consistent messages and key points for communication purposes