1. APM Terminals Company overview

2. Presentation overview
Maersk Group
APM Terminals
Commercial & Market Developments
APM Terminals, a solid partner to grow with

3. Maersk Group Presentation
Good (morning/afternoon/evening). My name is (first name, last name), I am (job title) at (A.P. Moller - Maersk/specify Maersk company), and I am grateful for this opportunity to tell you a little bit about our group.
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Maersk is a global group of companies that operate in five main segments…

4. Ownership Shareholders A.P. Møller – related foundations
A.P. Møller - Mærsk A/S
Container activities
Terminal
activities
Oil and gas activities
Tankers, offshore and other shipping activities
Retail activity
Other businesses
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
Collectively, the group generates annual revenues of some USD xx billion a year.
And we are listed on the Copenhagen Stock Exchange, with 68,000 shareholders and the A.P. Møller and Chastine Mc-Kinney Møller family foundation owning the group’s controlling shares. 4

5. Key financial figures 5 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 5

6. A.P. Moller – Maersk Group Result
USD mill Q3
2011
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
Result by activity (USD mill)*
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)
Container shipping
APM Terminals
Other Shipping and offshore
Oil & Gas
Retail
*) Excluding gains, impairments and other special items

7. Our strengths Size and global reach Fleet and other assets Our culture
Size and global reach Fleet and other assets Performance culture 100 year heritage Dedication to sustainability Drive to innovate
Size and global reach
Fleet and other assets
Our culture
100 year heritage
… our considerable size and global reach, our fleet and other assets, our distinct performance culture, more than century of heritage, our dedication to sustainability, and our drive to innovate.
Dedication to sustainability
Drive to innovate 7

8. Fleet and other assets 1,400 ships 60 container terminals
115 platforms and rigs
900 offices
… our considerable size and global reach, our fleet and other assets, our distinct performance culture, more than century of heritage, our dedication to sustainability, and our drive to innovate.
1,100 retail activity
+ 3 million containers 8

9. 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
Maersk Corporate alternative text slide with Maersk Line image 9

10. From Danish liner to global conglomerate
1904: Company established with one freighter
1928: First tanker added to the fleet
1959: Lindø Shipyard opened
1964: Dansk Supermarked established
1967: Maersk Supply Service established
1972: Maersk Contractors (now: Maersk Drilling) established
Maersk Corporate alternative text slide with Maersk Line image
1972: Maersk Oil produces first oil in the North Sea
1975: First container vessel added to the fleet
1977: Mercantile (now: Damco) established
1994: Maersk Oil starts oil production in Qatar
2001: APM Terminals established
2008: New global oil strategy launched 10

11. Sustainability
Nils S. Andersen
Group CEO
KEY ACHIEVEMENTS
Lost Time Injury reductions 7%
CO2 reductions
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.
A.P. Moller - Maersk has a long history of engaging with the societies in which we operate, both through commercial activities and charity donations. The development of world trade in the last century is closely linked to the development of Maersk; We are now integrating sustainability into our business processes and making it a benefit for business and society.
Our Maersk Principles of Conduct provide guidance on what we stand for as a company, and they govern how each business unit and employee within the A.P. Moller - Maersk Group engages with customers, colleagues, suppliers and the community. We have specific policies and guidelines underpinning each of these principles, e.g. Global Labour Principles, Responsible Procurement and Anti-corruption.
To make sustainability a competitive advantage, we are currently integrating it into our key business processes, e.g. in our leadership KPIs and training and eventually our investment decisions.
We believe that – in the long-term – this will make our company even stronger and an attractive partner for our stakeholders.

12. APM Terminals

13. 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

14. History: 53 years of innovation, growth and progress
1958
First dedicated A.P. Moller terminal facility opens, in the Port of New York.
1970s
Containerization begins to change patterns of global trade and growth; the company opens its first dedicated container terminal at Berth 51, Port Newark, NJ USA.
1980s
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.
1999
Maersk Line acquisition of US-based Sea-Land Services enlarges scope of terminal operations globally.
2001
APM Terminals is established as a separate container terminal operating company within
Maersk Line.
2004
APM Terminals becomes an independent corporate entity, with headquarters in The Hague, Netherlands.
2006
Named “Port Operator of the Year” by Containerisation International Magazine.
2007
Revenue of USD $2.5b, USD $111m in profit; APM Terminals reports earnings separately.
2008
Only true Global Terminal Network in port industry; Focus on emerging market terminal investment.
2009
Named "Port Operator of the Year" by Lloyd's List.; Revenue of USD $3b;
Global market share of 6.6%.
2010
Inland services unit transferred to the APM Terminals portfolio; combined revenue of
USD $4.2b.

15. 5.8% 132 locations 47 countries 63 countries 33 countries 5 continents
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.
24,000 employees in:
63 countries
5 continents
Revenues over USD$4b
56 ports and terminals:
33 countries
5 new projects
11 expansions
68 inland services companies in:
132 locations 47 countries
Providing design, development, implementation, operation and management of container and multi-function, general-use ports, and integrated container and cargo handling and delivery
Customer base: 60shipping lines and leading importers and exporters
Annual container throughput: 31.5m TEUs (by equity-weighted volume)
Global market share of container throughput:
5.8%
in 2010

16. Regional organization of existing terminals
Corporate head office
The Hague, Netherlands
Americas Portsmouth, Virginia USA
Asia–Pacific Shanghai, China
Europe Rotterdam, Netherlands
Africa–Middle East Dubai, United Arab Emirates
Closer access to customers and markets
Accelerated decision-making and execution

17. Our port facilities: A global network serving all major markets

18. 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

19. Established in 2004 as separate, independent business unit
Revenue
Segment Cash Flow
from Operations
Segment Result
APM Terminals has shown steady growth since 2004 when its financial results began to be reported as a separate business unit.
In 2009, the A.P. Moller Maersk Group’s Inland Services Business unit, also originally part of Maersk Line, was added to the APM Terminals portfolio.
The reason is it made commercial sense to integrate both port and inland solutions for our clients and bring the scale of our network to all shipping lines.
APM Terminals’ Financial Results * (USD Million)
(*Through 3rd Quarter 2011)

20. APM Terminals’ container throughput: 2004-2011*
8.9% YTD
(Equity Share Weighted)
TEUs (Millions)
Aggressive portfolio management, including the sale of some facilities and the discontinuance of operations at others affected overall container throughput figures in 2009 and 2010.
With the industry having returned to healthy growth rates following the historic downturn in 2009, and the APM Terminals portfolio benefitting from optimization initiatives, our container volume is once again expanding at rates outperforming the industry.
(* Through 3rd Quarter 2011).

21. Global terminal operators
APM Terminals currently ranks 4th by equity market share
TEU millions (Equity weighted)
2010
2009
2008
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
DP World
32.6
6.0%
31.5
6.7%
32.9
6.3%
APM Terminals
31.6
5.8%
31.1
33.8
6.5%
Total top 4 operators
151.5
27.8%
139.8
29.6%
29.0
Other operators
394.5
72.2%
333.2
70.4%
372.5
71.0%
Total
546.0
100.0%
473.0
524.0
(Source: Drewry Shipping Consultants, August 2011)

22. 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
Equipped to serve larger vessels entering the global fleet.

23. 484 Continued decline for combined marine and inland services
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.
Lost-Time Injury
Frequency Rate:
25%
To 4.35m man hours for 2010 over 2009 (including inland services)
Reported injuries:
484 Continued decline for combined marine and inland services
Employee safety training:
Awareness
Resulting in 26% increase in near-miss reports to 12,832
CO2-Neutral Electric Power sourcing:
12%
Compared with 4% in 2009
CO2 output per TEU:
16.3%
(direct efficiency improvement: 9%, the remainder by changes in scope of measurement and tracking )
Targeted CO2
reduction for 2011: 6%
Emissions have decreased to kg per TEU from in base year 2007

24. The Five Values of APMM
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

25. Commercial & Market Developments

26. Future growth: Projected Global Container Market
Container volume
(TEU Millions)
Source: data, Containerisation International; Projections assume 5% CAGR

27. New larger vessels are being deployed –
raising the bar for port operators
World Container Fleet Development to 2014
Source: Alphaliner Monthly Monitor Oct 2011

28. Crane evolution to service increasing vessel size
A 5,000 TEU capacity Panamax vessel requires a crane with a 13 container-wide reach 25 meters above quay level, for example.
Cranes able to service one of the new 18,000 TEU vessels, however, will require a 23 container-wide reach with a lifting height of 52 meters.
The dimensions of the new cranes are just one aspect of new era port planning. Power infrastructure needs will also change.
While a Panamax STS crane requires 900 kilo volt amperes (kVA), the newest ultra-large containership cranes have a 2,500 kVA requirement.

29. Top 20 containership lines ranked by fleet capacity
TEUS
(Source: Alphaliner, September 2011)

30. Key Client Management Coverage
Martin Christiansen
APMT CCO
Middle East/Africa
Dubai
UASC / Emirates
Tico Wieske
The Hague
Europe
Geert-Jan van der Wielen
HPL/ZIM/HSUD
Jakob Christensen
CMA CGM / MSC
Maersk Line
Lars Koch
Shanghai
Asia Pacific
Hanjin/EMC/ OOCL
Keith Chan
APL/NYK/MOL/ K Line
Arthur Schoof
EMC / HMM / Yang Ming
David Chen
Cosco / CSCL
Lawrence Yam
Commercial Planning
Peter Jorgensen
Charlotte
Americas
Horizon / CSAV
Jon Goldner

31. 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

32. Project Implementation - Current projects
Luanda
Cai Mep
Monrovia
Expansion
Takeover
Greenfield
Projects under implementation
SCCT Ph 2
MV II
Aqaba Ph 2
Santos
Vado
CTW
Callao
Moin
Poti
Pipavav
Göteborg

33. Going forward ….

34. APM Terminals, a solid partner to grow with

35. 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

36. Growing SCT

37. APM Terminals is a World Class operator
We have the required expertise:
Civil Engineering
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
Container Terminal Design
CSR:
Safety
Environment
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

38. 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

39. 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

40. Our Vision for SCT in 2025