This case focuses on Maersk Tankers' efforts to achieve a better gender balance in an industry that struggles to attract and retain female talent. The case begins in 2021 with Annelise Goldstein, the Chief People Officer, and Christian M. Ingerslev, CEO, discussing the gender imbalance in the industry and the company, and wondering what additional steps could be taken to address the gender gap. The case then describes the global shipping industry and the Danish shipping industry, and provides relevant data on gender based on a Women In Shipping report published in 2021. Thereafter, the case describes Maersk Tankers' efforts to transform the organization's culture into one that is inclusive of diverse talent. The case ends with a description of the opportunities and challenges the company faces as it moves towards greater gender parity.

It is August 2014, and the Citibank conference on leadership and development has just concluded. Immediately after, Sara Roberts, Talent Head of Citigroup Asia Pacific, and Anuranjita Kumar, Chief Human Resource Officer (CHRO) of Citigroup South Asia, discuss a pressing issue: how talent and development programmes at Citibank India could evolve to cultivate the bank's future leaders.

Tata Consultancy Services' (TCS) Business Process Outsourcing (BPO) division faces the challenge of retaining their Generation-Y employees, with seven out of a thirteen-person team quitting within a month. Workforce dynamics in the BPO industry in India are a high growth area and employees often have offers from several respected competing firms. In particular, the thriving industry has a great impact on Generation-Y in India, which makes up an increasingly large share of the workforce. To this end, TCS has made significant efforts towards both engaging their Generation-X employees and retaining their Generation-Y employees - leaving the human resource head, Jagdish Chaudhari wondering what more needed to be done after this latest episode.