Sustainable procurement

Diversity, equity and inclusion

In 2021 we have added a focus on equity to our work on diversity and inclusion. With equity now on the agenda, we now look at diversity, understood as who is 'in the room', inclusion, which looks at 'how do we create a sense of belonging for all the people in the room', and equity, exploring who is trying to get into the room but cannot, which obligates us to locate the barriers and processes that might prevent individuals from joining our business.

Ensuring and increasing diversity, equity and inclusion (DEI) in Maersk remains driven by our Values and the need to attract and retain talented employees. For these reasons, we have made the area of DEI a special priority in our ESG strategy. In addition, employees increasingly hold us accountable for our actions and policies to protect and further the rights of vulnerable groups that experience discrimination in society. More recently, customers, investors and benchmarking agencies have also turned their attention to how we secure DEI.

Listening to employees

In 2021, we conducted our first global inclusion survey. We want to ensure that our understanding of issues such as discrimination, harassment, diversity and inclusion are aligned with employee expectations, and to create a baseline for measuring the effects of our activities going forward.

The survey measured employees’ experiences within seven areas: leadership accountability, attraction and recruitment, equitable career progression and development, inclusive environment, psychological safety, retention and discrimination, harassment and/or bullying.

The overall conclusion of the survey is that employees experience a strong culture of inclusion, where they feel a sense of belonging. Results also indicate that management commitment to DEI positively impacts the employee experience.

Future priorities

The survey results also point to areas of improvement. For example, psychological safety is an area we must improve. Our future work in this area includes the launch of an anti-discrimination, harassment, violence and bullying policy.

We will also work to ensure that we uphold equitable processes and practices, inspired, among

In 2021, our first two rainbow containers, designed to create awareness of LGBT+ rights, toured the world. We are now engaging with more customers and planning a significant expansion of this product, with several dozen containers set to go on the road carrying specific customer cargo and visiting customer sites for their internal engagement and awareness activities. Why it matters

It is a Core Value in Maersk and a basic responsibility not to discriminate against our employees. Discrimination bars people from living up to their full potential, creates inequality and less stable and prosperous societies. Moreover, we need diversity of thought to continue to improve and develop our business, and facilitating a culture where everyone feels comfortable and is treated fairly, will help us gain access to a larger, more diverse pool of talent.

Ambition

We want to facilitate diversity of thought and create a more diverse, equitable and inclusive workplace at Maersk, where our employees feel able to bring their whole selves to work and contribute to their fullest. A key priority is to foster gender diversity as this is our largest gap and where there is particular spotlight on company performance.

5.1 5.5 10.2 10.3

Targets

Target for the Board of Directors: Three women on the Board of Directors, if the Board consists of less than twelve members, and four women, if the Board consists of twelve or more members

2025

• >40% women in management (Supplemented by specific targets for different leadership levels.

See figure on p. 41) • >30% diverse nationality of executives

other things, by the fact that equitable career progression is scored lower than average by both men and women. We also saw a trend towards women and employees, who identified themselves as ethnic minorities, scoring lower across nearly every dimension compared to other groups.

The survey was a data-driven way to help us identify areas of improvement. One such area is how we build relevant, actionable data while still respecting legal frameworks on registering data on demographics such as ethnicity or gender. We also recognise that we need to continue our work on unconscious bias, to ensure that progress on our strategies and plans is not held back by such biases.

Gender action plan rollout

In 2021, we set new targets to be achieved by 2025 for the representation of gender at all management levels. To build accountability, not only are the plans and targets broken down by business area with ownership allocated to Executive Leadership Team members, targets are also split on functional areas across the company. The targets are partnered with recommended actions focused on three main areas: attraction, retention and inclusion, and accountability. Other examples of how we want to have a razor-sharp focus on delivering on the new targets are new requirements for documentation of women considered by the executive search providers we use, and new processes for early identification of female talent.

We recognise and communicate that gender is just one of many areas of focus for DEI. In 2021, however, it is where we focused to establish the right processes, actions and leadership commitment to reach our goal.

Our target for representation of women on the Board of Directors (see graphic below) was met in 2021. The Board will continuously assess whether the target, first set in 2019, is still ambitious. While we know we need to accelerate our progress on gender and nationality representation at senior management, we are encouraged by the progress we have seen so far this year, with the overall percentage of women, women in management and women in leadership all increasing from 2020.

Our global maternity policy includes a target of reaching a 90% retention rate for women returning to work after maternity leave. In 2021, this was the case for 82% of the target group, up from 74% in 2020.

A new look at harassment and bullying

Our annual diversity and inclusion week focused on the concept of respect. Among a broad range of activities and announcements during this week, we also carried out webinars with testimonies from employees who had previously experienced discrimination and how these situations had been dealt with. During 2021, cases related to harassment and bullying in the maritime industry have been brought to light, including some related to Maersk. While we cannot comment on individual cases, we can state that the conduct and behaviour described in the statements made go against our values and everything Maersk stands for. We are taking all allegations very seriously. These cases only highlight our focus on building our capability in anti-harassment, discrimination, violence and bullying. With the planned launch of a new policy and mandatory training in this area, we aim to fulfill our commitment to zero tolerance and moreover to create a culture where our employees feel they belong.

Representation of women on the A.P. Møller - Mærsk A/S Board of Directors (2021) Targets and performance on diversity 2021

3women out of 10

Representation of women

Managers (Job level 4) 35%

34%

45% Senior Managers (Job level 5) 30%

30%

Senior Leaders (Job level 7) 15%

17%

35% Executives (Job levels 8 & 9) Executives 19%

16%

Representation of persons not from high-income OECD countries

Executives (Job levels 8 & 9) 30%

14%

40%

30% 30% 2021 2020 Target

Leaders (Job level 6) 25%

23%