150106 APM Terminals Corporate Brochure

Ports of ProgressHelping nations achieve their ambitions and businesses reach their goals

APM TERMINALS 2015 COMPANY BROCHURE

APM Terminals Company Brochure 2015 APM Terminals Company Brochure 2015

We are an Infrastructure Leader. Through our Global Terminal Network we are building and operating the essential port infrastructure that lifts and powers global trade.

We are

Every nation, every company wants access to a competitive port system that raises living standards and supports job creation.

Meeting the world’s demand for efficient ports is a tremendous challenge that requires expertise, operational excellence, investment and innovation. APM Terminals is uniquely positioned to meet these challenges.

APM Terminals is a leading global port and inland services company with a presence in 63 countries providing the world’s only truly Global Terminal Network.

Based in The Hague, Netherlands, the company works with shipping lines, importers/exporters, governments, business leaders and the entire global supply chain to provide solutions that help nations achieve their ambitions and businesses reach their performance goals.

Our team of 20,300 professionals define our client-facing service with the expertise, trust and reliability to be both the partner of choice – and the employer of choice. We have invested approximately $1 billion annually in the past few years towards new ports and facility expansions to lead the industry and create a new era in port infrastructure.

The shipping industry is changing with the global economy and requires new solutions, higher productivity and consistent performance to grow with the challenges of the future.

www.apmterminals.comwww.apmterminalsphotos.com www.apmtvideonews.com

The Strait of Gibraltar connects the Atlantic Ocean to the Mediterranean Sea, separating Europe and Africa with over 200 vessels transiting daily.

APM Terminals Tangier, Morocco is strategically located to serve this market.

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APM Terminals is committed to playing an increasingly prominent role in port and transportation infrastructure investment, and the establishment of new, higher standards in terminal productivity, safety performance, and environmental sustainability within the port and Inland Services industry. We are dedicated to a sound business model which not only meets or exceeds the expectations of our shareholders and partners, but also provides professional support and opportunity for growth and advancement for all of our personnel as well as the promotion of local economic and social progress in every area of our varied global operations.

Our business approach has once again yielded strong operating and financial results. The past year has continued the pattern of ongoing expansion and financial growth which have characterized our performance since becoming an independent business within the Maersk Group in 2001.

Global economic growth, driven by international trade, is making ever-increasing demands upon the global logistics chain. Demands on port and inland transportation infrastructure will continue to evolve, as a function of location, demographics and market performance. We will continue to aggressively pursue opportunities, particularly in in underserved markets, to expand access to global markets for developing economies while generating value for all of our stakeholders.

At the close of 2014, APM Terminals had committed $5.87 billion in invested capital in support of our global expansion and development plans. Our Global Terminal Network remains the world’s most geographically balanced portfolio of port and terminal facilities, with a significant presence in both high-growth and mature markets. APM Terminals’ Inland Services operations provide our clients with additional capabilities to address their supply chain needs while effectively connecting interior manufacturing, commercial and population centers to gateway ports.

Our focus will also continue to be on developing strong partnerships with clients, communities and national governments as we expand our presence, and create new growth possibilities. We will continue to invest in the people, business relationships, and service to prepare for the challenges of an increasingly interconnected global economy.

We look forward to sharing this growth with you.

Kim FejferChief Executive OfficerAPM TerminalsThe Hague, Netherlands

LETTER FROM THE CEO

$4.3 billion annual revenue in 2013

717

18636.3 million643 million

port and terminal interests

new port projects in development

TEUs (weighted by equity share) handled in 2013

combined port and inland services operations

TEUs size of global container market in 2013

63 countries

APM TERMINALS BY THE NUMBERS

20,300 employees

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Actual and forecast global container port throughput (million TEU)

Actual Forecast

Source: Drewry Maritime Research

363400

443498

526481

550595

620 643677

715758

804

Helping our clients succeedOUR COMPETITIvE AdvANTAgE

We are in a service business - a repeat business.

APM Terminals business model has always been to create value to our clients that they cannot get from anyone else – value that gives them a competitive advantage.

We have designed the world’s leading Global Terminal Network to offer an unmatched global, integrated network of ports and inland service activities in the most strategic locations – that we constantly improve.

By offering the market the best choices for routing containers and backing that up with the expertise of our people we can help meet the challenges facing our clients through any economic cycle.

Client after client, we hear again and again that the thing they value most is the expertise of APM Terminals people. We bring expertise in operations, productivity, engineering, finance and management to help clients leverage their vessel networks to become smarter and simpler.

Our client approach is based on “Customer Centricity”.

Our commercial teams worldwide work together to identify improvements in services, liner network optimization and ways to make liner operations more competitive. In 2015, our teams are continuing to deliver ongoing improvements in contract standardization and metrics to help shipping lines make better informed and data-driven decisions when negotiating contracts. Although cost will always be a critical factor, we compete on more than just price; by delivering a broader set of transportation solutions for shipping lines, supply chain managers and other key players in the market.

The customer experience is what counts.

We are in a repeat business and consistent, high performance is expected.

APM Terminals is forging ahead with the commercial transformation upon which we embarked three years ago, and we have implemented new guidelines, Customer Relationship Management protocols and market expertise. We have introduced Customer Service processes that have been well-received by the market.

global client managementThe APM Terminals Global Client Management program is designed to take advantage of our worldwide assets and expertise while conducting business on a local and personal level.

Our regional teams are fast-moving and responsive, and our goal is clear and simple: we want your business to succeed, and to share in the success we can help deliver. We look forward to working with you, and to earning your business- every day.

2004 2006 2008 2010 2012 2014 2016

A commercial team works on a client proposal.

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OUR COMPETITIvE AdvANTAgE

Partnering with us We take great pride in seeking best-in-class organizations to help our customers, expand our market reach, increase operating efficiencies and to develop the local relationships of trust needed day-in, day-out with business and government leaders.

Our partners make us stronger We are proud to say that the majority of our GlobalTerminal Network is built on partnerships through jointventures with local businesses, governments andcustomers. This foundation is one of our competitiveadvantages and growth strategies.

By teaming up with partners, we have been able to help customers defray costs, enter new markets faster and offer sustainable service while keeping pace with the demands of the marketplace. We remain focused on operational excellence, and the disciplined execution of our business strategies, which position us well for the future.

We offer our partners the expertise, transparency,stability, financial strength and operational excellenceneeded to perform in any economic cycle.

In 2012, we entered the Russia market by acquiring a co-controlling stake in Global Ports - the leader in Russian ports with the best locations, management and growth potential. The company had listed its Global Depositary Receipts on the London Stock Exchange in 2011 and had already established transparency and strong governance. The excellent regional market knowledge and business development saviness of Global Ports is well complemented by the professional expertise of APM Terminals as a world-class operator. In December 2013, Global Ports completed the acquisition of NCC, Russia’s second-largest terminal operator, resulting in combined annual throughput capacity of 4 million TEUs, and adding two important marine facilities, and an inland container terminal to the portfolio in the St. Petersburg area. Today, we continue to work together in close alignment on both tactical and strategic issues, which is an excellent basis for cooperation and growth in a joint venture.

We offer our partners the expertise, transparency, stability and operational excellence needed to perform in any economic cycle.

A full berth at Suez Canal Container Terminal.

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Our employeesOur goal is to be the employer of choice. Talent + Execution = Results.

TrainingStandardized, formal instruction and practical training on equipment and procedures is being implemented throughout the APM Terminals Global Terminal Network. We have invested in crane simulators which are now the most advanced in Africa so that for the first time crane operators can be trained within the region. There will be more opportunities to come.

Professional educationEach year, we continue to raise our standards of performance and qualifications to ensure our team of professionals can grow our business through on the job learning and training and development. The way we develop leaders in our MAGNUM training program is one of the reasons we are one of the top ranked companies in our industry. We are constantly progressing on our diversity, work/life balance and environmental and collaboration policies and programs.

Chosen from applicants within the APM Terminals Global Terminal Network through a rigorous selection process, APM Terminals’ talent acceleration MAGNUM program participants undertake a three-module, one year program featuring practical terminal hands-on training assignments as well as rigorous classroom curricula.

The 31 newest graduates of the APM Terminals MAGNUM program were congratulated by APM Terminals CEO Kim Fejfer at a formal reception in The Hague, location of the company’s global headquarters in February. The 2013 MAGNUM class members presented team projects on such subjects as energy strategy, automation and enhanced web-based customer service to APM Terminals’ senior leadership prior to the graduation ceremonies. The successful MAGNUM candidates represented 19 nationalities and 26 company offices, port facilities and Inland Services operations. Of these operational and office locations, 19 are in important economically developing areas of Latin America, South Asia, the Middle East, Asia and Africa where APM Terminals has focused recent infrastructure

At APM Terminals an individual can actually change the world, see societal progress through our activities, learn something new every day, collaborate with some of the smartest people in the industry, work in a progressive environment… and be a truly global citizen.

APM Terminals is global in scale, scope and influence, with 20,300 dedicated colleagues in over 60 countries working together to make our company the best in the industry. Accomplishing such a goal takes commitment and ambition on both a corporate and personal level, but the rewards, both personally and professionally are well worth the effort.

diversityWith operations on five continents and in every major global trade lane, APM Terminals draws from the very best, providing opportunities for personal and professional growth for employees locally and internationally.

As we continue to expand into high growth markets in Asia, Latin America, Africa, the Middle East and Eastern Europe, our workforce, at all levels, will increasingly reflect the richly diverse social fabric of the communities we serve. Local hiring and training is a cornerstone of APM Terminals corporate policies and why government leaders like to partner with us to offer their people global career opportunities.

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Inland servicesMaking inland markets easier to serve through the world’s leading inland services’ network

Over 120 local operations, 45 countries, four business segments:• Cargo support

• Inland transportation/depots

• Equipment maintenance & repair

• Container lifecycle management

Benefits:• More choices and flexibility

in serving inland markets

• Stronger Supply Chains

• Increased efficiencies

• Lower transportation costs

• Fewer handoffs – seamless container handling to final destination

The Panguila Inland Container Depot and logistics park, Luanda, Angola.

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Safety is a way of life at APM TerminalsEvery day more than 100,000 truck drivers enter ourfacilities in 66 countries around the world. We are dedicated to the responsibility of ensuring a safe work environment for anyone who’s business brings them to any of our facilities; we believe that everyone should be able to return home safely at the end of their work day.

APM Terminals embraced a “Safety for Life” program in 2004, designed to continuously improve safety practices throughout the APM Terminals Global Terminal Network. This was followed by the introduction of a company-wide “Safety Culture” initiative in 2008, which emphasized safety education, training, drills and rigorous measurement to increase risk awareness and mitigation, and improve safety performance.

APM Terminals has continued to focus on eliminating accidents and advancing Safety Culture through the efforts of our Safety Activist campaign and the elimination of high-risk situations by separation of man and machine, and ongoing safety enhancements throughout the portfolio.

Kevin Furniss, APM Terminals’ Vice President for HSSE will continue to focus on mobilizing our global organization to aggressively identify and address safety risk and challenges throughout the APM Terminals Global Terminal Network.

In 2012, APM Terminals became a Charter Member of the Campbell Institute of the U.S.- based National Safety Council (NSC), a century-old non-profit organization dedicated to “preventing injuries and deaths at work, in homes and communities, and on the roads through leadership, research, education and advocacy”. The Campbell Institute is the center of excellence for environmental, health and safety (EHS) at the NSC. The Institute seeks to foster healthy and high performing workplaces through identification and sharing of best practices in order to continuously improve EHS performance on a global scale.

Safety performanceAPM Terminals’ overall lost-time injury frequency (LTIF) rate for 2013 was 1.81 per million man-hours worked, reflecting a 28% improvement over 2012.

global recognition, local achievementAPM Terminals’ safety performance recognition hasincluded both the Lloyd’s List Global Safety Award, in2011, and the Signal Mutual Gerald H. Halpin SafetyExcellence Award in 2012, which is presented onlyin cases of exceptional safety performance and thepromotion of employee safety and health throughout the

organization. In 2014 the New York Shipper’s Associationrecognized APM Terminals Port Elizabeth with the“Greatest Reduction in Lost-Time Accident Frequency”award at their annual Safety Awards luncheon. The Port of Salalah also achieved a milestoneof 300 consecutive days with no Lost-Time Injuries,equivalent to approximately 4.5 million man hourswithout an LTI, and surpassing the Omani port’s previousrecord of 170 days.

APM Terminals Pacific Ltd., which performs cargo handling services on the US West Coast was named the 2012 winner of the Signal Mutual Industry Leader Safety Award, and for the fifth consecutive year, APM Terminals Los Angeles (the largest container terminal in the USA)was named winner of both the Southern California Area Container Terminal Safety Award, and the Coast Award for the safest terminal on the Pacific Coast of its size by the Pacific Maritime Association. APM Terminals Tacoma was named winner of the Washington area’s Container Terminal Safety Award and the Coast Award, and also won recognition for the “Greatest reduction in injury rates for the Washington Area”.

Aqaba Container Terminal (ACT), a joint venture managed by APM Terminals was honored in 2012 with the Kingdom of Jordan’s 2011 Social Security Excellence Award for Occupational Health and Safety. This recognition, announced in July 2012, was based on ACT’s high local and international safety standards.

Our goalAPM Terminals’ safety performance goal is the elimination of safety risk. This commitment applies to not only our own employees, contractors and sub-contractors, but encompasses all visitors to APM Terminals facilities. APM Terminals saw a reduction in fatal accidents from 10 in 2011 to three in 2013 following significant investments in safety activism, systematic training of the work-force and management involvement.

We have redesigned our Safety Strategy to focus on process safety and have established new targets for safety performance moving forward.

We have also introduced four new global safety commitments and associated minimum requirements with mandatory compliance across our Global Terminal Network. In our yearly Employee Engagement Survey 94% of employees agreed that APM Terminals iscommitted to employee safety.

during 2013, Safety Initiatives implemented in 2012 were continued in support of APM Terminals’ Safety goals and targets.

global safety commitmentsOur commitments:1. Safety is our license to operate We will not stop until we are sure all our people return

home without harm at the end of each day.

2. Safety has no hierarchy Everyone has the right and responsibility to raise

issues and to stop unsafe operations.

3. Safety means no compromise We will not participate in businesses where we need

to lower our standards.

4. Safety is not optional Those not actively committed to safety will have no

place in our organization.

global minimum requirementsThe Global Minimum Requirements (GMRs) comprise 45 items and set the minimum threshold of what must be in place in all facilities regardless of size, product offering and location. The GMRs are the outcome of four key risk areas identified in APM Terminals.

global Safety day 2014APM Terminals’ Global Safety Day is an annual event now approaching its first decade as a feature of the company’s commitment to instilling a Safety Culture throughput the APM Terminals Global Terminal Network, including all local Inland Services operations.

Safety Performance is a core aspect of APM Terminals’ business and operations model, and the participation of each employee and all third-party personnel active in any APM Terminals-affiliated facility in safety training and risk awareness is a key part of all training and operational procedures and protocols. “Our goal of zero

incidents and zero fatalities will never change and our commitment to safety is higher than ever”.

- Kim Fejfer, CEO

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Inland Services

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5958

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6564

666867

6973 74

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3839

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North America1 Port Elizabeth, New Jersey, USA2 Portsmouth, Virginia, USA3 Charlotte, North Carolina, USA 4 Charleston, South Carolina,

USA (Stevedoring) 5 Jacksonville, Florida, USA6 Miami, Florida, USA7 Mobile, Alabama, USA8 Houston, Texas, USA9 Los Angeles, California, USA10 Tacoma, Washington, USA

Europe20 Zeebrugge, Belgium21 Rotterdam, Netherlands22 Rotterdam Maasvlakte II,

Netherlands23 Rotterdam, Netherlands24 Bremerhaven, Germany25 Wilhelmshaven, Germany26 World Headquarters,

The Hague, Netherlands27 Gothenburg, Sweden28 Aarhus, Denmark29 Algeciras, Spain30 Marseille-Fos, France31 Vado, Italy32 Gioia Tauro, Italy33 Izmir, Turkey34 Tangier, Morocco35 Port Said (SCCT), Egypt

Russia-Baltics 36 Helsinki, Finland37 Kotka, Finland38 Tallinn, Estonia39 St. Petersburg, Russia (4 Terminals: Petrolesport, First Container Terminal, Moby Dik Container Terminal and Ust-Luga Container Terminal)40 Moscow, Russia41 Vostochny, Russia

Africa-Middle East 42 Poti, Georgia43 Monrovia, Liberia44 Abidjan, Ivory Coast (2 Terminals: Abidjan Terminal, and TC2 under construction)45 Tema, Ghana46 Cotonou, Benin 47 Apapa, Nigeria48 Onne, Nigeria49 Douala, Cameroon50 Pointe Noire, Rep. of Congo51 Luanda, Angola52 Namibe, Angola53 Aqaba, Jordan54 Salalah, Oman55 Bahrain, Bahrain56 Dubai, UAE57 Colombo, Sri Lanka

Asia-Pacific 58 Pipavav, India59 Mumbai, India60 Laem Chabang, Thailand (2 terminals: LCB1 and LCMT)61 Cai Mep, Vietnam62 Tanjung Pelepas, Malaysia63 Singapore 64 Guangzhou, China65 Hong Kong66 Xiamen, China67 Ningbo, China68 Shanghai, China69 Shanghai, China70 Qingdao, China (3 terminals: QQCT, QQCTU and QQCTUA QQCTN undergoing expansion)71 Dalian, China 72 Tianjin, China (2 terminals: TECT and TACT)73 Kobe, Japan74 Yokohama, Japan

Key colorsHead OfficeOperational terminalsTerminals with upgrade or expansion projectsNew terminal projectsOffice

Latin America11 Lazaro Cardenas, Mexico12 Moin, Costa Rica13 Panama City, Panama14 Callao, Peru15 Pecem, Brazil16 Rio de Janeiro, Brazil17 Santos, Brazil18 Itajai, Brazil19 Buenos Aires, Argentina

Russia-Baltics 36 Helsinki, Finland37 Kotka, Finland38 Talinn, Estonia39 St. Petersburg, Russia

(4 Terminals: Petrolesport, First Container Terminal, Moby Dik Container Terminal and Ust-Luga Container Terminal)

40 Moscow, Russia41 Vostochny, Russia

Africa-Middle East 42 Poti, Georgia43 Monrovia, Liberia44 Abidjan, Ivory Coast

(2 Terminals: Abidjan Terminal, and TC2 under construction)

45 Tema, Ghana46 Cotonou, Benin 47 Apapa, Nigeria48 Onne, Nigeria49 Douala, Cameroon50 Pointe Noire, Rep. of Congo51 Luanda, Angola52 Namibe, Angola53 Aqaba, Jordan54 Salalah, Oman55 Bahrain, Bahrain56 Dubai, UAE57 Colombo, Sri Lanka

Asia-Pacific58 Pipavav, India59 Mumbai, India60 Laem Chabang, Thailand (2 terminals: LCB1 and LCMT)61 Cai Mep, Vietnam62 Tanjung Pelepas, Malaysia63 Singapore 64 Guangzhou, China65 Hong Kong66 Xiamen, China67 Ningbo, China68 Shanghai, China69 Shanghai, China70 Qingdao, China (3 terminals:QQCT,

QQCTU and QQCTUA QQCTN undergoing expansion)

71 Dalian, China 72 Tianjin, China (2 terminals: TECT and TACT)73 Kobe, Japan74 Yokohama, Japan


Our global network of portsKey colors

Head OfficesOperational terminalsTerminals with expansion projectsNew terminal projectsOffice

North America1 Port Elizabeth, New Jersey, USA2 Portsmouth, Virginia, USA3 Charlotte, North Carolina, USA 4 Charleston, South Carolina, USA

(Stevedoring) 5 Jacksonville, Florida, USA6 Miami, Florida, USA7 Mobile, Alabama, USA8 Houston, Texas, USA9 Los Angeles,

California, USA10 Tacoma, Washington, USA

Latin America11 Lazaro Cardenas, Mexico12 Moin, Costa Rica13 Panama City, Panama14 Callao, Peru15 Pecem, Brazil16 Rio de Janeiro, Brazil17 Santos, Brazil18 Itajai, Brazil19 Buenos Aires, Argentina

Europe20 Zeebrugge, Belgium21 Rotterdam, Netherlands22 Rotterdam Maasvlakte II, Netherlands23 Rotterdam, Netherlands24 Bremerhaven, Germany25 Wilhelmshaven, Germany26 World Headquarters, The Hague, Netherlands27 Gothenburg, Sweden28 Aarhus, Denmark29 Algeciras, Spain30 Marseille-Fos, France31 Vado, Italy32 Gioia Tauro, Italy33 Izmir, Turkey34 Tangier, Morocco35 Port Said (SCCT), Egypt

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Africa-Middle East22 Mauritania23 Senegal24 Mali25 Ivory Coast26 Ghana27 Nigeria28 Cameroon29 Dem. Republic of the Congo30 Namibia31 South Africa32 Mozambique33 Tanzania34 Kenya35 Uganda 36 Sudan37 Jordan38 Saudi Arabia 39 United Arab Emirates

Asia-Pacific40 India41 Thailand42 Malaysia43 Philippines44 Taiwan45 China

Latin America1 Mexico2 Guatemala3 El Salvador4 Honduras5 Costa Rica6 Ecuador7 Peru8 Chile9 Argentina10 Uruguay11 Brazil

Europe12 Germany13 Netherlands14 Belgium15 United Kingdom16 France17 Spain18 Romania19 Turkey 20 Tunisia

Russia-Baltics21 Russia


Our global network of inland services

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Port productivity – the new battlefieldIncreasing productivity to meet customer demand is critical for container terminals. Our customers are building bigger and bigger ships and it is imperative that we are able to increase our delivered productivity as ships grow in size and sophistication.

Nearly 80% of the new container vessel capacity comingin the coming years will be provided by vessels ofbetween 7,500 and 20,000 TEU capacity. Shipping lines need these big vessels to compete but clearly cannot afford these to remain in port for days. APM Terminals has a range of initiatives to improve processes as well as applying new and innovative solutions and technology to lift productivity. These initiatives require significant investment but it makes good financial sense: Improving productivity gets you free capacity, improves your product and satisfies customers. If we can improve productivity by 50% in a one million TEU capacity terminal we create a game-changer in the industry for our customers through better economics, reliability and capacity availability.

Productivity will be the battleground for terminal operators and those who are able to meet our customers’ requirements will be the winners.

global transformation In 2012, APM Terminals was the first company in the port industry to launch a strategic program designed to constantly improve productivity levels for shipping lines.

The program was designed by engineers and our terminal directors in cooperation with our labor partners to use a more scientific approach using real time data, metrics and sophisticated analytics.

High productivity terminals in Japan were visited. Japan’s ports consistently rank as the highest berth productivity container terminals in the world. APM Terminals leaders also visited Toyota’s manufacturing plant to see firsthand how lean six sigma, quality, productivity and employee dedication are achieved.

The APM Terminals Global Transformation program uses a process of diagnostics, implementation and execution and seeks to achieve significant operational improvements in terms of efficiency and effectiveness.

Key focus areas are:• Increase and stabilize berth productivity• Eliminate waste• Identify cost efficiencies• Reduce waiting times

InnovationWhen the new APM Terminals facility opens at MaasvlakteII at the Port Rotterdam it will be the most automated terminal in the world. Many of the systems and technologies being implemented at this terminal will also be utilized at other new terminal projects, including APM Terminals’ new project at Lázaro Cárdenas, Mexico’s fastest-growing port. The deep-water facility, scheduled to open in mid-2015, will be the first automated container terminal in Latin America, featuring fully automated electric yard stacking cranes, shuttle carriers and STS cranes. Automation of key processes in terminal operations also improves safety by enabling a better segregation of people from heavy machinery in addition to providing the foundation for consistently high productivity.

The Industry leader in terminal productivityA total of 13 facilities which are part of the APM Terminals Global Terminal Network were cited as among global and regional productivity leaders by the JOC Group Productivity Study covering 770 terminals during the first six months of 2014. Retaining its status as the world’s most productive container terminal, as measured by crane moves with a vessel alongside, was APM Terminals Yokohama, the 2013 leader, improving crane moves per hour (MPH) to 180.

Nine APM Terminals-associated facilities ranked among the Top 25 in the overall global JOC Study ranking, including Qingdao Qianwan Container Terminal; Tianjin Port Alliance International Container Terminal; Guangzhou South China Oceangate Container Terminal; Xiamen Songyu Container Terminal; South Asia Gateway Terminal; Dalian Port Container Terminal; APM Terminals Rotterdam; and Salalah Container Terminal.

Including APM Terminals Yokohama ranking first in Asia (as well as globally), the APM Terminals Global Terminal Network is associated with five of the Top 10 most productive terminals in Asia. In Europe, three out of the Top 10 most productive terminals were part of the APM terminals Global Terminal Network, with APM Terminals Rotterdam the overall European productivity leader, followed by the NTB North Sea Terminal Bremerhaven, in second place, and APM Terminals Algeciras, tied for 5th place.

In the JOC’s Americas Region APM Terminals Port Elizabeth, in the Port of New York/New Jersey, ranked second overall and first among terminals in the USA. APM Terminals Houston, in Houston, Texas, ranked 5th in the region, and 3rd in the USA.

APM Terminals is the only global terminal operating company with such a notable and widespread presence in the productivity rankings.

Safe, efficient crane operations are closely linked to high productivity at the

berth. Here a crane operator in Tangiers, Morocco loads a container on a vessel.

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Setting the innovation pace through technologyAs vessels and container volumes have grown, so have the challenges of cargo handling and matching growth in terminal productivity.

APM Terminals is at the cutting edge of port and terminal innovation in terms of equipment, procedures and environmental sustainability with such initiatives as Lift Automated Guided Vehicles (Lift AGVs), electrification of RTGs and the use of “green energy” sources for terminal operations.

Battery-operated Lift Agvs The new APM Terminals container facility, scheduled to become operational in 2015 at the Maasvlakte II site in the Port of Rotterdam will provide 20-50% higher productivity level as compared with conventional terminal design through the use of Battery-operated Lift Automated Guided Vehicles (Lift AGVs), the safest and most advanced equipment of its kind in operation anywhere in the world.

The terminal design concept is based on using ship-to-shore (STS) cranes that unload containers from the vessel and place them directly onto a fleet of Lift AGVs, which can transport two containers simultaneously at a speed of 22 kilometers per hour from the quay to the container yard using an onboard navigation system following a transponder grid.

Once the Lift AGV arrives at its programmed destination, the containers are lifted onto a series of storage racks. The next step is the arrival of an Automated Rail-Mounted Gantry (ARMG) crane to move the container from the rack to its next designated location: the rail terminal, a waiting truck chassis, or a storage stack in another part of the container yard. This ability to lift the container off the vehicle and place it into a storage rack system is the first of its kind in the world.

The Lift AGV consists of two lift platforms, which are able to load and unload containers independently of each other.

It is this simple transaction where productivity benefits will be gained, creating a new process for managing container flows by utilizing automated transportation equipment.

RTg electrification APM Terminals has embarked on a program to convert and retrofit more than 400 Rubber-Tire Gantry Cranes (RTGs) in use throughout the APM Terminals Global Terminal Network to a combination electric and diesel power to reduce carbon dioxide emissions (CO2) from the current diesel powered RTG fleet. RTGs, which are used to move containers at the terminals are typically powered by diesel engines.

The conversion of diesel-powered units to a combination diesel-electric power through the installation of new power coupling systems will reduce CO2 emissions from RTG operations by 60-80%.

Clean energy for terminal powerIn 2009, APM Terminals officially inaugurated a new power distribution network on the APM Terminals Rotterdam terminal sourced by electricity generated through wind power. By switching from grey to green electricity the terminal reduced its CO2 emissions by 45% annually. The electricity is sourced from two banks of windmill farms near the terminal. These banks power 14 gantry shore cranes, serving the largest container ships in the world that call the terminal; all the refrigerated containers stored on the terminal, light poles, workshops and other power consumption needs. APM Terminals Algeciras also uses wind-generated electricity for terminal operations.

By switching from grey to green electricity the terminal reduced its CO2 emissions by 45% annually.

By switching from grey to green electricity the terminal reduced its CO2 emissions by 45% annually

45%

Opening in 2015, APM Terminals Rotterdam’s Maasvlakte II facility will be fully automated and represent the first terminal in the world with zero emissions for terminal handling equipment.

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ECONOMIC IMPACT: HELPINg SOCIETIES BUILd BETTER LIvES BY CREATINg JOBS

Quantifying a positive presence: Socio-economic impact in Apapa, Nigeria

Reduced waiting time for vessels loading and unloading containers and the elimination of terminal congestion fees has saved the Nigerian economy an estimated additional $200 million USD annually as productivity has improved.

APM Terminals has refined this assessment tool for use at other facilities to promote and maximize local economic growth and benefits for every community in which we operate throughout our Global Terminal Network.

72% of our total turnover is channelled back into the local economy

Located in the Port of Lagos, Nigeria’s largest city, and one of the fastest-growing cities in the world, APM Terminals has invested over USd $220 million in Apapa Container Terminal since 2006, resulting in the creation of 31,193 new jobs. Another USd $130 million in infrastructure improvements are now underway.

Total turnover distribution

Suppliers

Employees

Investors

Management

Public Sector*

(*A tax adjustment was made in 2009, due to an overpayment in 2008).

61%

15%

13%

15%

– 4%Since assuming operational responsibility for the Apapa Container Terminal in 2006, APM Terminals has invested over $220 million USD in terminal improvements, equipment and personnel development. In order to assess the overall impact of the investment in and operation of a modern port or container terminal in the local community a formal study was undertaken by APM Terminals of the Apapa Container Terminal, which with an annual throughput of 639,000 TEUs in 2013 was the busiest container terminal in West Africa, in Africa’s most populous country. The project included 30 key stakeholder interviews, which evaluated the terminal’s impact on promoting local economic growth, job creation, improved standards of living and technology transfer.

Using 2009 data, the study revealed that the terminal occupied over 1,000 people in daily operations, including 700 direct employees, representing family dependents of an additional 3,500 individuals. The extended indirect activities required by the facility, including trucking, maintenance and other supporting functions were found to have created 31,393 jobs overall. Notably, it was also determined that 72% of the Apapa Container Terminal’s financial throughput remained within the local Apapa community.

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Economic impact: BrazilThe newest terminal in South America’s busiest port of Santos, in Brazil’s Sao Paulo State, will serve rapidly growing trade. Significant positive socio-economic impacts will be created by the USD 1 billion joint venture container terminal project.

Building tomorrow’s terminal todayThe growth in Brazilian export and import is putting port capacity and productivity under pressure. With a 30% market share, the Port of Santos is Brazil’s most important port.

Since 2003, the waiting time for vessels at the port has steadily increased. Studies indicated that during the first half of 2012, ships had to wait about 16 hours on average before berthing.. The World Bank estimates that extra charges for delayed cargo constitute around USD 700 million per year in Santos.

Investing in Brazilian trade growthContainer traffic in the Port of Santos is expected to grow by 10 –12% per year in the period 2010 – 2016. Maintaining the status quo of the current container terminal capacity in Santos would lead to excess demand for container transport of around 0.9 million containers (TEU) by 2015, corresponding to 25% of today’s total demand.

Together with Terminal Investment Limited, APM Terminals has invested USD 1 billion in the construction of a new world-class container terminal, Brasil Terminal Portuário (BTP), which received its first commercial vessel call in August 2013. Now fully operational, BTP is expected to deliver a berth productivity of up to 80 containers per hour – a 32% improvement compared to the current average berth productivity of Santos’ three operating terminals.

More containers at lower costThe development of BTP has increased capacity in the Port of Santos by up to 40%. This will prevent further deterioration in waiting and berth times, increases in already high transport costs, and loss of trade and diversion to other ports. BTP will also improve Santos’ overall berth productivity by up to 10%. Combined, the increased capacity and improved productivity have the potential to increase the annual container throughput by up to 12% – corresponding to an increased trade potential worth up to USD 15.3 billion per year.

But it requires better access roadsIn Brazil, most containers are transported by trucks to and from the Port of Santos, the busiest in South America, but unfortunately the current access roads are not adequate to accommodate this traffic without delays. Today, the inland transport bottlenecks add to the costs of using the port. To fully reap the benefits of the BTP terminal project, Brazil will have to improve the road infrastructure around the port.

Taxes and jobs in numbersThrough the development of BTP the Port of Santos will benefit annually from over USD 100m tax income (federal, state and municipality).

BTP is expected to create • 3,000 jobs during the construction phase

• 1,500 jobs during the operational phase

• 9,000 indirect jobs once operational

• BTP will improve the berth productivity of Santos Port by up to

• Combined with increased capacity this has the potential to increase the annual container throughput in Santos by up to

• The increased trade potential is worth up to

10%

12%

15.3 bn (USd per year)

Located in Sao Paulo State, 80 km (50 miles) from Brazil’s capital city of Sao Paulo, Santos is part of one the world’s 10 largest metropolitan areas. The Port of Santos is the busiest container port in South America, handling 3.2 million TEUs in 2013, representing 25% of Brazil’s foreign trade. Now fully operational, Brasil Terminal Portuário has added another 1.2 million TEUs in annual container throughput capacity.

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2013 Financial highlights

• Profit of USD 770 million

• ROIC of 13.5%

• Cash flow from operating activities was USD 923 million

• Number of containers handled increased by 3% to 36.3 million TEU (33.5 million TEU), matching market growth

• New terminal projects were secured in Abidjan, Ivory Coast and Izmir, Turkey

• APM Terminals began operations in Santos, Brazil with the opening of the Brasil Terminal Portuário joint venture

• Global Ports Investments PLC (in which APM Terminals holds a co-controlling share) acquired NCC Group Limited, a competing terminal operator in the Russian Baltic region

Market developmentThe global container terminal market grew by 3% during 2013 to 642 million TEUs. The shipping industry is trending towards more global alliances and larger vessels, with an associated cascading of larger vessels down the shipping lanes. Port operators can expect to handle fewer but larger calls, placing additional demands on port infrastructure. APM Terminals is well-placed to take advantage of these developments in the market.

Initiatives in 2013 APM Terminals continued strengthen its global market presence through enhanced network performance and customer service. Volumes from third party customers reached 50% of APM Terminals’ total container throughput in 2013. The higher productivity achieved in 2012 was maintained throughout 2013, with further improvement targeted for 2014. APM Terminals remains committed to driving continuous improvement in operational efficiency. A recent study on global port and terminal productivity released by the US-based Journal of Commerce Group, and based on data from the first half of 2013, has named five facilities from the APM Terminals Global Terminal Network among the world’s 10 most productive container terminals.

Portfolio

APM Terminals and Turkey-based Petkim entered into an agreement to build and operate APM Terminals Izmir – one of Turkey’s largest container and general cargo terminals. The initial investment for the container terminal is approximately USD 400 million. APM Terminals will have the right to operate the port for a period of 28 years which may be extended. The terminal will be capable of handling vessels with capacity over 10,000 TEU. Global Ports, the leading operator of container terminals in Russia and in which APM Terminals holds a co-controlling share, completed an agreement to acquire a competing operator, NCC Group Limited, Russia’s second-largest terminal operator. The transaction has diluted APM Terminals’ ownership share to 30.75% in the combined entity. The enlarged Global Ports will operate seven container terminals, with a total marine container handling capacity of approximately 4 million TEU’s, located both around the Baltic Sea and the Russian Far East.

The jointly owned Brasil Terminal Portuário in Santos, Brazil commenced operations during the Third Quarter of 2013. This was eight months later than expected due to delays in receiving the necessary permits issued. Operations are in a ramp-up phase. The facility is equipped with eight Ship-to-Shore cranes operating over 1,100 meters of quay.

APM Terminals opened the 600-meter re-constructed quay in Monrovia, Liberia. The re-construction was completed on time and within budget. APM Terminals divested 70% of the Brigantine Group in Hong Kong, China at the end of the year.

Financial performance APM Terminals delivered an increased profit of USD 770 million (USD 701 million) and a return on invested capital of 13.5% (15.2%), reflecting improved underlying perfor-mance but also a higher asset base due to the continued high investment level.

The number of containers handled by APM Terminals (weighted with APM Terminals’ ownership interest) increased by 3% compared to 2012. Volumes from customers outside of the Maersk Group grew by 7% to a total of 50% of overall volume.

Total revenue increased by 3% due to higher volume and increased construction revenue on behalf of certain concession grantors. Excluding construction revenue, port revenue grew broadly in line with volume growth. Inland Services revenue was impacted by the divestments of the Maersk Equipment Service Company Inc., USA (MESC) in 2012, and Bridge Terminal Transport Inc., USA in 2013.

Operations in emerging markets faced inflationary cost pressures. However, excluding the construction revenue, the EBITDA margin improved by 0.6%. This was mainly due to a cost savings program which delivered cost reductions of more than USD 100 million primarily through operational efficiencies and retendering of several supplier contracts.

APM Terminals delivered an increase in profit and an ROIC of 13.5% in 2013. The expansion of the APM Terminals Global Terminal Network into underserved and high-growth markets continued, notably with Global Ports Investments PLC’s acquisition Russian-based terminal operating company NCC, significantly expanding capacity as well as total throughput in the increasingly important Russian market, and the opening of the new deep-water Brasil Terminal Portuário in Santos, South America’s largest container port. APM Terminals holds a co-controlling share in both Global Ports and BTP.

APM Terminals

Number of terminals

Number of new terminal projects

Average remaining concession length in years

Equity weighted crane lifts in million TEU

2013 2012 Change

Americas 14 2 17 7.0 7.2 -3%

Europe, Russia and Baltics

19 3 30 10.8 10.2 7%

Asia 17 1 26 10.9 10.8 1%

Africa and Middle East

15 1 19 7.6 7.2 5%

Total 65 7 24 36.3 35.4 3%

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Pre-tax gains of USD 70 million were partly achieved through the divestment of 70% of Brigantine Group in Hong Kong, China. Tax at USD 56 million was USD 107 million lower than in 2012. The charge in 2012 was high due to exceptional items such as tax on divestment gains.

The invested capital increased to USD 6.2 billion (USD 5.5 billion) reflecting the continued high investment level in APM Terminals, including the development of new terminals in Santos, Brazil, and Maasvlakte II, the Netherlands as well as various expansion projects. In total more than 3 million TEUs of additional container handling capacity was added to the APM Terminals Global Terminal Network in 2013 (more than 1.3 million TEUs when calculated by APM Terminals’ equity share).

Strategic focusFor APM Terminals the strategic focus is unchanged with the aim to become the leading port and inland operator in the world by 2016. APM Terminals will secure this position by serving the global shipping lines and cargo owners in long term partnerships through safe and excellent operations and by actively managing the portfolio and developing port infrastructure and inland services in high growth markets.

APM Terminals is actively pursuing an investment strategy with focus on growth markets. Out of 65 operating terminals in the APM terminals Global Terminal Network, 41 are located in high-growth markets and in 2013 more than 80% of APM terminals’ EBITDA was generated in these markets. The expected market growth rate for 2014 is projected to be 4% to 5%. APM Terminals will work toward above-market volume growth rates, supported by new additions to the portfolio and various commercial drives.

Safety performanceThe Lost-Time Injury Frequency (LTIF) rate for 2013 was 1.81 per million working hours, representing a decline of 28% for the year. APM Terminals saw a reduction in fatal accidents from 10 in 2011 to three in 2013 following significant investments in safety activism, systematic training of the work-force and management involvement. In a busy container terminal, the key safety risks are traffic, working at heights, objects being dropped and stored energy. These four risks, among others, are being addressed by APM Terminals’ global minimum requirements. Action plans have been created to complete identified gaps, and 97% of these actions were completed on time. Action plans exist to complete the remaining 3%. APM Terminals also increased the number of terminal inspections and reviews.

Revenue Split

USD 4,332m

2013 2012

USD 4,206m

Port 3,210mInland 883mConstruction 239m

Port 3,149mInland 970mConstruction 87m

APM Terminals USd million

Highlights 2013 2012

Revenue 4,332 4,206

Profit/loss before depreciation, amortisation and impairment losses, etc. (EBITdA) 892 871

Depreciation, amortisation and impairment losses 297 283

Gain on sale of non-current assets, etc., net 70 117

Share of profit/loss in joint ventures 93 100

Share of profit/loss in associated companies 68 59

Profit/loss before financial items (EBIT) 826 864

Tax 56 163

Net operating profit/loss after tax (NOPAT) 770 701

Cash flow from operating activities 923 910

Cash flow used for capital expenditure -841 -1,297

Invested capital 6,177 5,495

ROIC 13.5% 15.2%

Containers handled (measured in million TEU and weighted with ownership share) 36.3 35.4

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Captain Peter Mærsk Møller and his son, Mr. A. P. Møller establish A/S Dampskibsselskabet Svendborg (the Steamship Company Svendborg) with a single second-hand ship in Copenhagen, Denmark.

1966The container era begins with weekly Sea-Land Services vessel calls between the US and Northern Europe.

1975The first dedicated Maersk container terminal opens at Port Elizabeth, New Jersey.

2001APM Terminals is established as a container terminal operator within Maersk Line.

2002APM Terminals’ annual throughput (weighted by terminal equity share) is 14.3 million TEUs.

APM Terminals Pier 400, the world’s largest proprietary container terminal, opens in Los Angeles.

Agreement signed to create joint venture to operate the Port of Luanda, Angola.

2003Annual throughput (weighted by terminal equity share) is 16.7 million TEUs.

A 49% share of Shanghai East Container Terminal, in China’s largest port is negotiated.

2004 APM Terminals becomes an independent business unit, moving to a separate company headquarters in The Hague, Netherlands.

Annual throughput exceeds 20 million TEUs.

2005Annual revenue $1.5 billion USD.

Teconvi opens in Itajai, Brazil.

Majority share acquired in Port Pipavav, India.

2006Annual revenue is $2.06 billion USD.

APM Terminals is named “Best Global Terminal Operator” by Containerisation International.

Operational control is assumed at Apapa Container Terminal, Nigeria; and Mina Salman Port, Bahrain.

APM Terminals Zeebrugge and APM Terminals Mumbai open.

1995Laem Chabang Terminal B-1 opens in Thailand.

1996Agreement signed to develop the Port of Salalah, Oman.

2000Operations begin in Rotterdam.

30% share acquired in Port Tanjung Pelepas, Malaysia.

1997Agreement signed for Dalian Port Container terminal, China.

1999 American shipping company Sea-Land Services is acquired, including a significant holding of container terminals in major US ports.

2010A.P. Moller-Maersk Group Inland Services unit added to the APM Terminals portfolio.

Acquisition announced of 50% share in Brasil Portuário Terminal and a new 2.2 million TEU capacity facility under construction at the Port of Santos, Brazil.

APM Terminals signs Monrovia Concession for 25 years to operate Port of Monrovia, Liberia, investing USD 120 million to modernize the port. The port will be the first 100% APM Terminals-owned terminal in Africa, representing the company’s positive outlook for the region.

2012Preliminary agreement signed for the development and operation of a new port facility at Izmir, Turkey.

Named Lloyd’s List “Port Operator of the Year 2012” and “International Terminal Operator of the Year” for 2012 by Containerisation International magazine.

APM Terminals Apapa named the winner of the 2012 Terminal Operator Award by the Maritime Reporters’ Association of Nigeria.

APM Terminals’ formal acquisition of a 37.5% interest in Global Ports Investments PLC from Transportation Investments Holding Limited (TIHL or N-Trans) was completed, with APM Terminals now a joint controlling shareholder in Global Ports. Global Ports accounts for 30% of the total container volumes handled in Russian ports and 23% of the total exports of fuel oil from the former Soviet Union countries.

A consortium comprised of APM Terminals, Bolloré Africa Logistics and French-based engineering firm Bouygues Construction was named the preferred bidder of a tender to manage a new container terminal at the Port of Abidjan in the Ivory Coast. Plans for the new facility (TC2), include a 21-year concession term, and call for a depth of 16 meters to accommodate vessels of up to 8,000 TEUs.

APM Terminals and Turkish-based Petkim finalized the agreement to create and operate the Aegean

Gateway Terminal (AGT) near the Port of Izmir. Under the 28-year concession terms, APM Terminals will assume full operational responsibility for the container terminal and general cargo operations at the deepwater, 1.5 million TEU annual capacity facility, once construction is completed in 2015.

APM Terminals opened a new inland container freight station (CFS) 4 km (two and a half miles) from Kenya’s primary port of Mombasa. The 7.3 hectare (18 acre) facility is one of East Africa’s largest and most technologically advanced CFS operations, with direct rail links to both the port and inland commercial and population centers of Nairobi and Kampala.

APM Terminals Callao became the world’s first port facility to install Radio Frequency Identification (RFID) technology as a new safety measure for use with container handling equipment such as reach stackers and forklifts, after an extensive testing period. Known as the “ZoneSafe Proximity Warning System”, heavy equipment operators will receive automatic alerts if pedestrians or other personnel are close to the machinery and at risk.

The APM Terminals Global Terminal Network dominates an independent JOC Group study on port and terminal productivity which ranked 12 APM Terminals-affiliated facilities among the world’s best as measured in moves per hour in 2012 in each of 11 applicable categories.

2013APM Terminals is named Containerisation International “International Container Operator of the Year” for the second consecutive year.

APM Terminals is named winner of the Lloyd’s List Asia Awards “Port Operator Award.

Brasil Terminal Portuário opens at the Port of Santos, Brazil

2014The JOC Group’s Port productivity Report covering the year 2013 retained APM Terminals Yokohama as the world’s leading container terminal in productivity with 163 container moves per vessel hour (MPH). Eleven facilities in the APM Terminals Global Terminal Network were cited, including APM Terminals Port Elizabeth, and APM Terminals Los Angeles, which were named the first and second most productive terminals in the JOC’s Americas grouping, with 104 and 96 MPH, respectively.

APM Terminals Maasvlakte II begins the final stages of testing, including truck, barge and rail operations, automated cranes, and the first commercial vessel call.

2011Awarded the concession to develop and operate Moin Container Terminal in Costa Rica.

Awarded the concession to develop a multi-purpose facility at Terminal Muelle Norte at the Port of Callao, Peru.

Purchased majority share of Seaport Poti, Georgia.

Awarded concession for Skandia Container Terminal, Gothenburg, Sweden.

Awarded concession for a new deep-water container terminal at Lázaro Cárdenas, Mexico.

2009New Bahrain Gateway Terminal opens.

Consortium to develop Pointe-Noire, Republic of Congo.

Named “Port Operator of the Year” by Lloyd’s List.

Non-A.P. Moller-Maersk companies account for 42% of revenue.

2008Annual throughput exceeds 34 million TEUs, with revenue of $3.1 billion USD.

Mobile Container Terminal Opens.

Operational control assumed at Port of Pecém, Brazil.

2007 Financial results reported separately.as an independent business within the Group.

Annual throughput exceeds 30 million TEUs; revenue $2.51 billion USD.

APM Terminals Virginia, the largest privately-owned container facility in the US, opens in Portsmouth.

APM Terminals’ journey

1912Mr. A.P. Møller independently establishes Dampskibsselskabet af 1912, Aktieselskab (the Steamship Company of 1912), for cargo vessel operations.

1904

1958The first dedicated company terminal opens in Brooklyn, in the Port of New York.

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APM Terminals Company Brochure 2015

Sunset at APM Terminals Pier 400 Los Angeles, California USA

34 35

www.APMTerminals.com

For further information [email protected]

January 2015

World headquarters

APM TerminalsTurfmarkt 1072511 DP The HagueNetherlands+31–70–304–3100

150106 APM Terminals Corporate Brochure

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