APM Terminals Company overview

Presentation overview

• Maersk Group

• APM Terminals

• Commercial & Market Developments

• APM Terminals, a solid partner to grow with

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Maersk Group Presentation

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Ownership

•Annual revenue 56,090 USD millions (2010)

•Revenue over first 9 months up 9%, from 41,415 USD millions (2010) to 45,257 USD millions (2011)

•Some 70,000 shareholders

•Controlling stake held by A.P. Møller and Chastine Mc-Kinney Møller Foundation

A.P. Møller – related foundations Shareholders

A.P. Møller - Mærsk A/S

Container activities Terminal activities

Oil and gas activities Tankers, offshore and other shipping activities

Retail activity Other businesses

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Key financial figures

Profit and Loss - Year 2010 (USD million) 2010 2009

Revenue 56,090 48,580

Profit before depreciation, amortisation and impairment losses, etc. 15,867 9,193

Depreciation, amortisation and impairments losses 6,015 5,658

Gain on sale of non-current assets, net 674 159

Associated companies – share of profit/loss for the year 82 67

Financial items, net -936 -980

Profit before tax 9,672 2,781

Tax 4,655 3,805

Profit/loss for the year 5,018 -1,024

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Series1-500

0

500

1,000

1,500

2,000

2,500

-25

460

666

1,564

201

YTD 2010

YTD 2011

USD mill Q3 2011

Q3 2010

YTD 2011

YTD 2010

Profit for the period

371 1,671 3,104 4,194

Free Cash Flow

-2,684

1,677 -1,488 4,125

A.P. Moller – Maersk Group Result

Result by activity (USD mill)*

Container shipping

APM Terminals

Other Shipping

and offshore

Oil & Gas

Retail

*) Excluding gains, impairments and other special items

• Improved profits in all core businesses; except Maersk

Line due to declining rates

• Revenue up 9% both Q3/Q3 and YTD

• Profit declined 78% to USD 371m in Q3 and 26% to USD

3.1bn YTD

• ROIC was 4.8% in Q3 and 10.0% YTD

• Cash flow from operating activities USD 2.1 bn in Q3 and

USD 6.2bn YTD

• Net interest bearing debt increased to USD 14.5bn (USD

13.7bn)

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Our strengths

Size and global reach Fleet and other assets

Our culture 100 year heritage

Dedication to sustainability Drive to innovate7

Fleet and other assets

1,400 ships 60 container terminals

115 platforms and rigs 900 offices

1,100 retail activity + 3 million containers8

Heritage

Founded by Arnold Peter Møller in 1904

Mærsk Mc-Kinney Møller takes charge in 1965

Michael Pram Rasmussen appointed chairman of the board in 2003

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From Danish liner to global conglomerate

1994: Maersk Oil starts oil production in Qatar

1928: First tanker added to the fleet

1977: Mercantile (now: Damco) established

1904: Company established with one freighter

1964: Dansk Supermarked established

2001: APM Terminals established

1975: First container vessel added to the fleet

1972: Maersk Contractors (now: Maersk Drilling) established

1959: Lindø Shipyard opened

1967: Maersk Supply Service established

1972: Maersk Oil produces first oil in the North Sea

2008: New global oil strategy launched

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Sustainability

KEY ACHIEVEMENTS

Lost Time Injury reductions 2009-2010 7%

CO2 reductions 2009-2010 13%

Global Compact LEAD participant

Disaster Relief Partnership with the World Economic Forum and UN World Food Programme

KEY POLICIES AND IMPLEMENTATION PROGRAMMES

Global Labour Principles

Anti-corruption

Responsible Procurement

Sustainability in leadership KPIs, training and employee survey

The purpose of business will always be to make a profit, but in the future this profit-making will increasingly depend on how we turn challenges into opportunities, whether it is use of resources, impact on local communities of the safety of our operations.

We must integrate sustainability systematically into all our business processes and make it our competitive advantage whenever possible. The aim is full integration by the end of 2013.

Nils S. AndersenGroup CEO

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APM Terminals

APM Terminals is part of A.P. Moller–Maersk Group

A.P. Moller-Maersk Group Copenhagen, Denmark

• 2010 Revenue: USD 56.1b(Shipping, Energy, Retail)

• 108,000 employees, 130 countries.

APM Terminals The Hague, Netherlands

• 2010 Revenue: USD 4.2b

• 2010 container volume: 31.5m TEUs (Container Volumes weighted by equity share)

• 24,000 employees, 63 countries

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History: 53 years of innovation, growth and progress

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First dedicated A.P. Moller terminal facility opens, in the Port of New York.1958Containerization begins to change patterns of global trade and growth; the company opens its first dedicated container terminal at Berth 51, Port Newark, NJ USA.1970s

Ongoing evolution of containerization and economic efficiencies of international trading patterns lead to the rapid establishment of global port load centers and transhipment networks, requiring highly coordinated and specialized container terminal operations and equipment as vessels grow in size and capacity. International terminal investment expands with a stake in Algeciras, Spain in 1986.

1980s

Maersk Line acquisition of US-based Sea-Land Services enlarges scope of terminal operations globally.

1999APM Terminals is established as a separate container terminal operating company within Maersk Line.

2001

APM Terminals becomes an independent corporate entity, with headquarters in The Hague, Netherlands.

2004

Revenue of USD $2.5b, USD $111m in profit; APM Terminals reports earnings separately.2007Only true Global Terminal Network in port industry; Focus on emerging market terminal investment.

2008Named "Port Operator of the Year" by Lloyd's List.; Revenue of USD $3b; Global market share of 6.6%. 2009

Named “Port Operator of the Year” by Containerisation International Magazine.2006

Inland services unit transferred to the APM Terminals portfolio; combined revenue of USD $4.2b.2010

APM Terminals: The world’s only geographically balanced global port, terminal and inland services network

Port and container terminal development, management and operation, and associated inland services capabilities.

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68 inland services

companies in:

132 locations

47 countries

56 ports and

terminals:

33 countries

5 new projects

11 expansionsCustomer base:

60shipping lines and

leading importers and

exporters

Global market share

of container

throughput:

5.8%in 2010

Annual container

throughput:

31.5m TEUs (by equity-weighted

volume)

24,000 employees in:

63 countries

5 continents

Revenues over

USD$4b

Regional organization of existing terminals

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AmericasPortsmouth, Virginia USA

Asia–PacificShanghai, China

EuropeRotterdam, Netherlands

Africa–Middle East Dubai, United Arab Emirates

Closer access to customers and markets

Accelerated decision-making and execution

Corporate head officeThe Hague, Netherlands

Our port facilities: A global network serving all major markets

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Our inland services

• Over 100 locations in 47 countries

• Four main businesses areas: Cargo support, inland transportation/depots, equipment maintenance & repair, and container lifecycle management

• Achieve synergies with a broader scope of products and services:

- Greater value proposition to our customers

- Increased efficiencies

- Lower transportation costs

- More access to all global markets

- Seamless container handling to final destination

- More opportunity for growth

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Established in 2004 as separate, independent business unit

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APM Terminals’ Financial Results 2004-2011* (USD Million)

Segment Result

Segment Cash Flow

from Operations

Revenue

2004 2005 2006 2007 2008 2009 2010 2011*

53 92 142 160302

431 492 478

103230 299 275

679 760 845636

1,3131,504

2,068

2,520

3,126

4,024

4,251

3,417

(*Through 3rd Quarter 2011)

TEU

s (

Million

s)

(Equit

y S

hare

Weig

hte

d)

APM Terminals’ container throughput: 2004-2011*

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(* Through 3rd Quarter 2011).

2004 2005 2006 2007 2008 2009 2010 2011*

20.6

24.1

28.4

31.4

34

30.9 31.5

24.8

20118.9% YTD

Global terminal operators

APM Terminals currently ranks 4th by equity market share

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(Source: Drewry Shipping Consultants, August 2011)

TEU millions(Equity weighted)

2010 2009 2008

Volumes Market Share

Volumes Market Share

Volumes Market Share

PSA 51.3 9.4% 45.0 9.5% 50.4 9.6%

Hutchison 36.0 6.6% 32.2 6.8% 34.4 6.6%

DP World 32.6 6.0% 31.5 6.7% 32.9 6.3%

APM Terminals 31.6 5.8% 31.1 6.6% 33.8 6.5%

Total top 4 operators

151.5 27.8% 139.8 29.6% 151.5 29.0

Other operators

394.5 72.2% 333.2 70.4% 372.5 71.0%

Total 546.0 100.0% 473.0 100.0% 524.0 100.0%

Redefining the industry it helped create

• Most geographically balanced portfolio of port and inland services of any terminal operator

• Customer-driven world-class service and operational innovation

• Strong financial stability of the parent A.P. Moller-Maersk Group

• As an independent operator, APM Terminals can serve all customers

• Comprehensive new terminal development and existing facility expansion worldwide

• Corporate commitment to industry leadership in:

- Health and Safety

- Security

- Environmental sustainability

- Local community outreach

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Lost-Time InjuryFrequency Rate:

25%To 4.35m man hours for 2010 over 2009 (including inland services)

Employee safety training:

AwarenessResulting in 26% increase in near-miss reports to 12,832

Reported injuries:

484 Continued decline for combined marine and inland services

CO2-Neutral Electric Power sourcing:

12%Compared with 4% in 2009

Targeted CO2reduction for 2011:

6% Emissions have decreased to 11.68 kg per TEU from 17.42 in base year 2007

CO2 output per TEU:

16.3%(direct efficiency improvement: 9%, the remainder by changes in scope of measurement and tracking )

Protecting our people and the environment: Safety and sustainability performance in 2010

APM Terminals was named winner of the Lloyd’s List 2011 Global Safety Award at the annual London Award Gala in September.

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The Five Values of APMM

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Constant Care – Take care of today, actively prepare for tomorrow

Uprightness – Our word is our bond

Humbleness – Listen, learn, share, give space to others

Our Employees – The right environment for the right people

Our Name – The sum of our values, passionately striving higher

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Commercial & Market Developments

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Future growth: Projected Global Container Market

Con

tain

er

volu

me

(TEU

Mill

ion

s)

Source: 1972-2010 data, Containerisation International; 2012-2022 Projections assume 5% CAGR

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New larger vessels are being deployed – raising the bar for port operators

World Container Fleet Development to 2014

Source: Alphaliner Monthly Monitor Oct 2011

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Crane evolution to service increasing vessel size

Top 20 containership lines ranked by fleet capacity

29 (Source: Alphaliner, September 2011)

TEUS

Maersk

Medite

rranea

n

CMA-CGM

COSCO

Hapag

-Lloyd

Everg

reen

APL

China Shipping

Hanjin

CSA

V

Mitsui-O

SKOOCL

Hamburg

Süd

NYKK-Li

ne

Yang M

ingZim

Hyundai

Pacific In

ternati

onal

United Arab

1,000,000

2,000,000

3,000,000

APMT CCOMartin Christiansen

Commercial Planning Peter Jorgensen

Middle East/Africa Dubai

Tico WieskeUASC / Emirates

EuropeThe Hague

Geert-Jan van der WielenHPL/ZIM/HSUD

Jakob ChristensenCMA CGM / MSC

Lars KochMaersk Line

Asia PacificShanghai

Keith ChanHanjin/EMC/ OOCL

Arthur Schoof APL/NYK/MOL/ K Line

David ChenEMC / HMM / Yang Ming

Lawrence YamCosco / CSCL

AmericasCharlotte

Jon GoldnerHorizon / CSAV

Key Client Management Coverage

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Value of the Key Client Manager program

• Global perspective of all major carriers

• True relationship with important customer stakeholders

• Articulation and maintenance of client strategies

• Customer has one point of contact for entire terminal portfolio

• Strong coordination between the Terminal, region and key clients

• Manages, coordinates and provides visibility to the key clients and internal organization

• KCM holds global market intelligence

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Project Implementation - Current projects

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Luanda

Cai MepMonrovia

ExpansionTakeoverGreenfield

Projects under implementation

SCCT Ph 2

MV II

Aqaba Ph 2

Santos

Vado

CTW

Callao

Moin

Poti

Pipavav

Göteborg

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Going forward ….

APM Terminals, a solid partner to grow with

Introduction & Contents

APM Terminals will realise your aims for growing SCT:

Specific Commercial, Operations & Civil plan with 1.2m TEU of volume and 1.6m TEU of capacity by 2016

Committed to solid partnership with GHAB

We can back up both these claims:

Solidity, track record & financial resources

Expertise, best practices & Human Resources

Strong shipping line relationships & network

We operate pure common user facilities

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Growing SCT

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We will share best practices from highly relevant terminals

SCT can join our Straddle Carrier Benchmarking Programme immediately

We have the means to implement our ideas on yard layout and container flows

Business Improvement workshops with our other European terminals

We have the required Human Resources close at hand

Our Implementation Team is ready to lead the integration of SCT

We have identified candidates for both Board and senior management roles

Our global & regional competence centres are both physically and culturally close

Civil Engineering

Container Terminal Design

Business Improvement: PEX (lean / Six Sigma) Operations benchmarking Technical Asset Management Procurement Training and development Employee Engagement

Customer Focus: Key Client Programme Customer Satisfaction

Survey

CSR:

Safety Environment

We have the required expertise:

APM Terminals is a World Class operator

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We have the commercial leverage SCT needs

Strong relationships with lines:

Hear ‘Voice of the customer’

Engage with key customers

Global key client programme:

More than 60 container lines

25 Global Customers at C-level

Diverse customer base

Complementary terminal network:

Critical mass for deep-sea calls

Pool market intelligence

Align berthing windows

Share vessel operation information

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Pure common user facility

We do not discriminate among container lines, as proven by:

Our diverse customer base. APM Terminals’ facilities serve a wide variety of clients

Increasing diversity, with other client volumes growing faster than Maersk Line

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Our Vision for SCT in 2025

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