The Maersk. Group Core Values. Defining the way we do business. maersk.com



Similar documents
The Maersk Group s. Group Policies. maersk.com

OUR VALUES & COMPETENCY FRAMEWORK

E XPERT PERFORMANC E. Building Confidence. Charting Your Course to Higher Performance. The Number 1 Challenge for New Leaders

The Engineers Canada Leader

1. Dream, Mission, Vision and Values

Leadership and Management Competencies

Team Core Values & Wanted Behaviours

STEP 5: Giving Feedback

The speed of trust Stephen M.R. Covey & Rebecca R. Merrill. Part 1: The one thing that changes everything

Middlesbrough Manager Competency Framework. Behaviours Business Skills Middlesbrough Manager

Wiltshire Council s Behaviours framework

Managing for Results. Purpose. Managing for Results Practitioner-level Standards

The 7 Habits of Highly Effective People. Kun Sun College of William and Mary 02/22/2016

Table of Contents. Introduction 3. Strategic Alignment 4. Principles of Good Communication 5. Benefits of Good Communication 6

Senior Account Manager

The Nestlé Management and Leadership Principles

The Role of Executive Assistants as Managers and Leaders Submitted by Melba J. Duncan Founder & CEO, Duncan Leadership Institute

CandidateProfile REPORT. 1 From : Recruitment Edge JOBPROFILE. Profile Report FOR. Name : Sample Candidate

AB Volvo, Göteborg, Sweden. Ref No , August The Volvo Way

360 feedback. Manager. Professional User Report. Sample Example. name: date:

MANDARIN ORIENTAL HOTEL GROUP REPORT SUMMARY

LOOKING TO CHANGE ACCOUNTANTS?

The New West Point Leader Development System (WPLDS) Outcomes Approved by the Academic Board and Superintendent on 16 January 2014

Position description. Marketing & Member Relationship. Classification

Performance Management System Skills and Behaviours Bank

Introduction / Philosophy of Game Lodge Management

Using PDPs is not the same as simply putting groups of employees through traditional training programmes.

Emotional Intelligence Self Assessment

~Empowering and Motivating for Today and Tomorrow~

360 feedback. Manager. Development Report. Sample Example. name: date:

NGN Behavioural Competencies

OUR CODE OF ETHICS. June 2013

INVESTORS IN PEOPLE ASSESSMENT REPORT

2014 Captains and Coaches Workshop Bruce E. Brown/Rob Miller

Personal Development Competency Project Professional Services. A 3-part guide for managers and staff

hrpa.ca/ac2016 #HRPA2016 Recruiting in a Competitive Market 1

CoachWorks International, Inc. The Legacy Leader Company Dallas, Texas USA

Level4. Civil Service Competency Framework Level 4 Grade 7 and 6 or equivalent

The Emotional Competence Framework

(( Typical Personality in University Lecturer ))

Overview of Performance Management

INTERVIEW QUESTIONS & TECHNIQUES Collected by MBA Dept

CHAPTER 3 - CUSTOMER RELATIONSHIP MANAGEMENT (CRM)

the Defence Leadership framework

Change Management. Seven Steps to Successful Change Management

HKIHRM HR PROFESSIONAL STANDARDS MODEL

COMMUNICATION AND ENGAGEMENT STRATEGY

Living Our Leadership Principles

Emotional Quotient. Michael Sample. CEO Sample Co Your Address Here Your Phone Number Here Your Address Here

In search of sustainability

Need Information? Go to: Have Questions?

STRATEGIC PLAN

Finance Business Partner

Change Leadership: A Boot Camp to Drive Organizational Change

1983, 1993, 2003 Mars, Incorporated Printed on environmentally friendly paper, 100% chlorine free in manufacture

Need to protect your business from potential disruption? Prepare for the unexpected with ISO

Why Normative Leadership? 2010 Rod Hess

Getting the best from your 360 degree feedback

SALES & SALES MANAGEMENT TRAINING

Global Fund Competency Behaviors by Organisation Level 2016

Board Governance Principles Amended September 29, 2012 Tyco International Ltd.

Building Trust in Communications

Competency Self Assessment Tool For HR Roles (AS Employees) In the Public Service of Nova Scotia

A Worksheet for Defining your Code of Ethics

15 Most Typically Used Interview Questions and Answers

Total Quality Management

Council is committed to achieving the three key outcomes identified by our local community:

Financing the Business. Practical Entrepreneurship Training Part 4

PROPOSAL TO DEVELOP AN EMPLOYEE ENGAGEMENT PROGRAMME

Achieve. Performance objectives

The integrated leadership system. ILS support tools. Leadership pathway: Individual profile EL1

GENDER DIVERSITY STRATEGY

Community Rehabilitation and Support Worker

Role Description Curator - Digital Assets

Respect Handout. You receive respect when you show others respect regardless of how they treat you.

Behaviors and Actions That Support Leadership and Team Effectiveness, by Organizational Level

Ethics, Values and the Role of the Nursing Student Nursing 2012 and Beyond

HMS Principal Selection Survey Results Summary December 3, 2014

Professional and ethical standards

Valuing Diversity. Cornerstones. 1. Diversity is about inclusion and engagement!

Invest Your Heartbeats

Conversing. Building a Healthy Marriage One Conversation at a Time. The Apology Conversation

Level5. Civil Service Competency Framework Level 5 Deputy Directors

MOTIVATION CHECKLIST

SMART. NIMBLE. COMPASSIONATE. PREPARED. SMART. Strategic NIMBLE. Plan COMPASSIONATE PREPARED.

Strengthening Student Engagement*

Role Description Director, Customer Experience

The Essential Guide to: Risk Post IPO

~SHARING MY PERSONAL PERSPECTIVE~

Communications strategy refresh. January c:\documents and settings\mhln.snh\objcache\objects\a doc

100 Ways To Improve Your Sales Success. Some Great Tips To Boost Your Sales

Code of Ethics and Professional Conduct

OUR VALUES IN ACTION CATERPILLAR S CODE OF CONDUCT

Transcription:

The Maersk Group Core Values Defining the way we do business maersk.com

Table of contents Introduction by the Group CEO 5 Constant Care 6 Humbleness 7 Uprightness 8 Our Employees 9 Our Name 10

Constant Care Humbleness Uprightness Our Employees Our Name Introduction by the Group CEO The way we do business At the Maersk Group we have a distinctive set of Constant Care, Humbleness, Uprightness, Our Employees and Our Name which drive the way we do business. These five corporate values were ingrained into our operations by our founders, the Møller family, and have remained guiding principles, governing the development of the Maersk Group for over a century. In today s world of rapidly evolving economic and market conditions, the values are just as relevant and remain key to ensuring we grow for the future in a sustainable way. Ethically sound decisions To me, our commitment to Constant Care acts as a reminder to never lose focus on ensuring the safety of our employees. Uprightness means always dealing honestly and transparently with our customers and partners and ensuring decisions we take are ethically-sound, while Humbleness is about listening and showing respect to our customers and to each other. while Our Name is about protecting and building on the strong heritage and reputation of the Maersk Group. Your word should be your bond Mærsk Mc-Kinney Møller was the first to put the values into writing in 2003, as a way to ensure that - even without him at the helm - they would continue to guide the behaviour of each employee. He summarised the values as such: The basic principle is that people can trust us. Your word should be your bond. This booklet is our way of continuing this important tradition. Please use it to remind yourself of what the are, discuss them with your colleagues, and think about what they mean to you and how you can live these values in your daily life at the Maersk Group. Sincerely, Our Employees means attracting, developing and retaining the right people is a constant priority for us; Nils S. Andersen CEO of the Maersk Group

Maersk Group page 6 Maersk Group page 7 Constant Care Humbleness Take care of today, actively prepare for tomorrow Listen, learn, share, give space to others Forward thinking, planning and execution Being informed, innovative and seeking out new ideas Looking for changes in the environment Proactively moving forward, striving for higher levels Benchmarking against the best-in-class Timely and appropriate attention to detail at the appropriate level of the organization Thoroughness Acting with sense of urgency Balancing opportunity and risk management Appropriate risk identification and management Avoiding risks Avoiding making decisions or taking actions Unnecessary bureaucracy Mindlessly pursuing no detail too small, no effort too great Showing trust and giving empowerment Having an attitude of continuous learning Never underestimating our competitors or other stakeholders Acknowledging our limits and mistakes Managing our ego Putting We before I Having an understanding and respect for others Listening to and understanding our customers Listening, sharing and being open Sharing success Not being strong, competitive and confident in our potential Being complacent, arrogant, or over confident Being submissive or indecisive False modesty Not celebrating success Lacking personal ambition Being invisible Not being confident Learning from successes and mistakes Pursuing continuous improvements in health, safety and environment (HSE) and security

Maersk Group page 8 Maersk Group page 9 Uprightness Our Employees Our word is our bond The right environment for the right people Honesty and accountability Openness about the good and the bad Speaking your mind in the debate, but backing the decision Having the personal courage and integrity to take the tough right decisions High ethical standards Being trustworthy Fairness, decency and respect for others Focus on the company s agenda first, not our personal agenda Our reliability can rely on us doing the right thing Not re-evaluating decisions Second guessing decisions Blaming others Being smart in the negative sense Being self righteous Being naïve Not standing up for what you think Asking or paying people to do what they are not supposed to do Attracting and retaining the right people, building the right team Providing opportunities for continual development Rewarding performance, promoting for potential Fairness and mutual respect Responsibility and care Loyalty and commitment to our Group Two-way communication Embracing diversity Creating a motivating environment where our people enjoy working and having fun together Guaranteed employment or promotions Taking the easy option Employees as just an asset Clones

Maersk Group page 10 Our Name The sum of our Values, passionately striving higher The embodiment of our Values Passion and pride for what we do and how we do it Our image in the eyes of our customers and the external world Acting rich and arrogant Old fashioned and complacent Creating a cult-like environment The identity for our employees Respecting and building on our strong heritage Focusing on both the short- and long-term Professionalism and dedication International in leadership and mindset

Maersk Group Esplanaden 50 DK-1098 Copenhagen K Denmark maersk.com