Human capital

Our people are the foundation of our success as a company, and our People strategy is designed to create the right environment for all employees to contribute to improving life for all by integrating the world. In this challenging post-pandemic environment, where we operate in a market driven by global socio-economic trends, an engaged workforce is critical to deliver on our Purpose and our Global Integrator strategy. Our People strategy outlines a range of key initiatives to drive engagement; to attract, develop and retain our employees; and to ensure this is done with diversity, equity and inclusion in mind.

People priorities to attract, develop and retain talent

Ambition

We aspire to create an engaging environment for all colleagues and to become a company where our employees can develop and have thriving careers.

Targets

Launched in 2021, the People strategy aims to nurture a knowledgedriven organisation capable of reliable execution and made effective by the power of empathy. In 2022, we progressed on supportive strategy initiatives for Purpose & Values, leadership, onboarding, upskilling, career building and talent attraction.

A revitalisation of our core values and new articulation of our Purpose was one of the most critical milestones this year. Our growth ambitions require thousands of new employees, which in turn requires more leaders – in 2022 we added 300 new people leaders to our management team. To ensure they are equipped to drive performance and engagement, we piloted a programme for these new leaders, with a particular focus on leading with empathy and care. And to support the many employees we will add in the coming years, we delivered an onboarding programme in 2022 with face-to-face and virtual training on relevant topics including purpose and values, safety and resilience and compliance.

To help our people build meaningful careers, we launched a new Performance Management approach in 2022, moving away from traditional ratings to continuous performance conversations, with the goal of improving performance, alignment and career growth. This will continue in 2023 with refreshed talent review and succession planning.

Our Talent Acquisition team is working on improving candidate and leader experiences, while increasing talent pools, especially for specific talent groups. This includes focusing on frontline skilled trade workers who are critical to supporting our rapid logistics and services expansion.

Driving engagement

We continuously evaluate our progress on engagement through two key metrics – our biannual global employee engagement survey and our voluntary attrition rate.

In 2022, Maersk demonstrated a high participation rate of 89% in the engagement survey (well above Gallup’s benchmark 82% average). Our year-end 2022 survey showed continuing steady progress in our ambition to reach the top quartile, with an aggregate score in the 67th percentile – an 8-point year-on-year improvement over 2021. For the first time, we were above the global average for all 12 Gallup survey questions and 9300+ colleagues said they are more engaged than a year ago.

Target and performance on engagement

The consistent improvement of engagement scores is a result of our day-to-day actions that Maersk is taking to build a culture where people know that their opinion counts, and that they are supported by management and peers.

Our voluntary attrition rate is another important measure of our ability to retain talent. Our current resignation rate is 9%, which was within a stable +/- 0.25% range over the last 12 months. This is ahead of the current external benchmark (PwC Saratoga) for the Transport & Logistics industry of 10.9%.

In 2023, we will maintain our focus on delivering our People strategy and continuing to improve recruiting and onboarding processes, as well as upskilling, career building and leadership development, and investing in our culture by further embedding our Purpose and refreshed values.

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. Facilitating a culture where everyone feels comfortable and is treated fairly, will help us gain access to a larger, more diverse pool of talent.

UN SDGs

Why it matters 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.

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 and leadership (job level 4+)

>30% diverse nationality (non-OECD) of executives (job levels 8 and 9)

Progress indicator