1

1Investor Presentation August 2019

2

2

Notice on Forward Looking Statements

This presentation contains forward-looking statements (as such term is defined in Section 21E of the

Securities Exchange Act of 1934, as amended, or the Exchange Act) concerning operations, cash flows, and

financial position of Seaspan Corporation (“Seaspan”), including, in particular, the likelihood of its success in

developing and expanding its business. Statements that are predictive in nature, that depend upon or refer to

future events or conditions, or that include words such as “continue,” “expects,” “anticipates,” “intends,”

“plans,” “believes,” “estimates,” “projects,” “forecasts,” “will,” “may,” “potential,” “should,” “guidance,” and

similar expressions are forward-looking statements. These forward-looking statements represent Seaspan’s

estimates and assumptions only as of the date of this presentation and are not intended to give any assurance

as to future results. As a result, you are cautioned not to rely on any forward-looking statements. Forward-

looking statements appear in a number of places in this presentation. Although these statements are based

upon assumptions Seaspan believes to be reasonable based upon available information, they are subject to

risks and uncertainties. These risks and uncertainties include, but are not limited to: future growth prospects

and ability to expand Seaspan’s business; Seaspan’s expectations as to impairments of its vessels, including

the timing and amount of currently anticipated impairments; the future valuation of Seaspan’s vessels and

goodwill; potential acquisitions, vessel financing arrangements and other investments, and Seaspan’s

expected benefits from such transactions; future time charters and vessel deliveries, including future long-term

charters for certain existing vessels as well as the likelihood of consummating any such transactions;

estimated future capital expenditures needed to preserve the operating capacity of Seaspan’s fleet including,

its capital base, and comply with regulatory standards, its expectations regarding future dry-docking and

operating expenses, including ship operating expense and general and administrative expenses; Seaspan’s

expectations about the availability of vessels to purchase, the time that it may take to construct new vessels,

the delivery dates of new vessels, the commencement of service of new vessels under long-term time charter

contracts and the useful lives of its vessels; availability of crew, number of off-hire days and dry-docking

requirements; general market conditions and shipping market trends, including charter rates, increased

technological innovation in competing vessels and other factors affecting supply and demand; Seaspan’s

financial condition and liquidity, including its ability to borrow and repay funds under its credit facilities, to

refinance its existing facilities and to obtain additional financing in the future to fund capital expenditures,

acquisitions and other general corporate activities; Seaspan’s continued ability to meet its current liabilities as

they become due; Seaspan’s continued ability to maintain, enter into or renew primarily long-term, fixed-rate

time charters with its existing customers or new customers; the potential for early termination of long-term

contracts and Seaspan’s potential inability to enter into, renew or replace long-term contracts; the introduction

of new accounting rules for leasing and exposure to currency exchange rates and interest rate fluctuations;

conditions inherent in the operation of ocean-going vessels, including acts of piracy; acts of terrorism or

government requisition of Seaspan’s containership during periods of war or emergency; adequacy of

Seaspan’s insurance to cover losses that result from the inherent operational risks of the shipping industry;

lack of diversity in Seaspan’s operations and in the type of vessels in its fleet; conditions in the public equity

market and the price of Seaspan’s shares; Seaspan’s ability to leverage to its advantage its relationships and

reputation in the containership industry; compliance with and changes in governmental rules and regulations

or actions taken by regulatory authorities, and the effect of governmental regulations on Seaspan’s business;

the financial condition of Seaspan’s customers, lenders, refund guarantors and other counterparties and their

ability to perform their obligations under their agreements with us; Seaspan’s continued ability to meet

specified restrictive covenants and other conditions in its financing and lease arrangements, its debt

instruments and its preferred shares; any economic downturn in the global financial markets and export trade

and increase in trade protectionism and potential negative effects of any recurrence of such disruptions on

Seaspan’s customers’ ability to charter Seaspan’s vessels and pay for Seaspan’s services; some of

Seaspan’s directors and investors may have separate interests which may conflict with those of its

shareholders and they may be difficult to replace given the anti-takeover provisions in Seaspan’s

organizational documents; taxation of Seaspan’s company and of distributions to its shareholders; Seaspan’s

exemption from tax on U.S. source international transportation income; the ability to bring claims in China and

the Marshall Islands, where the legal systems are not well-developed; potential liability from future litigation;

and other factors detailed from time to time in Seaspan’s periodic reports.

Forward-looking statements in this presentation are estimates and assumptions reflecting the judgment of

senior management and involve known and unknown risks and uncertainties. These forward-looking

statements are based upon a number of assumptions and estimates that are inherently subject to significant

uncertainties and contingencies, many of which are beyond Seaspan’s control. Actual results may differ

materially from those expressed or implied by such forward-looking statements. Accordingly, these forward-

looking statements should be considered in light of various important factors listed above and including, but

not limited to, those set forth in “Item 3. Key Information—D. Risk Factors” in Seaspan’s Annual Report for the

year ended December 31, 2018 on Form 20-F filed on March 26, 2019, and the “Risk Factors” in Reports on

Form 6-K that are filed with the Securities and Exchange Commission, or the SEC, from time to time relating

to our quarterly financial results.

Seaspan does not intend to revise any forward-looking statements in order to reflect any change in Seaspan’s

expectations or events or circumstances that may subsequently arise. Seaspan expressly disclaims any

obligation to update or revise any of these forward-looking statements, whether because of future events, new

information, a change in Seaspan’s views or expectations, or otherwise. You should carefully review and

consider the various disclosures included in this Annual Report and in Seaspan’s other filings made with the

SEC, that attempt to advise interested parties of the risks and factors that may affect Seaspan’s business,

prospects and results of operations.

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3

Container Shipping Is An Essential Part of Global Commerce

ChinaShoe Store

Liners load and unload goods across ocean routes just as couriers operate routes through land and air

4

4

Container Shipping Industry Value Chain

Manufactured goods for distribution

Land transport to distribution

centers

Loading of cargo at port

terminals

Unloading of cargo at port

terminals

Land transport to destination warehouse

Delivery to customer

Seller BuyerEnd buyer of shipments

(importers / exporters)

Shipper Destination

Warehouse

Destination Port

ConsigneeOrigin

Warehouse

Origin Port

Shipping Line

Shipping voyage

via container

ships

Freight-Forwarder

5

5

Containerization & Global Trade

Container

Shipping’s first

downturn since

1998

1.2%

1.6%

2000-2007 2011-2019F

2001: China joins

WTO2011: China becomes 2nd

largest global economy

Container shipping accounts for 17% of global shipping by weight but 60% by value

(over $12 trillion of goods)3

Global TEU Trade CAGR: 9.9%

Global GDP2 CAGR: 3.4%

TEU to GDP Multiple: 2.9x

3.9%

2.8%

1.3x 1.4x

1978: China

Economic Reforms

1990: Social Market

Economy of China

(TEU, millions1)

1. Clarkson’s Research – July 2019

2. GDP Source: World Bank

3. Statista Container Shipping Statistics & Facts

412

66 6975

8395

104116

128 133121

137148 153

160168 171

179189

197204

'73 '83 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19F

6

6

Issued $345mn

unsecured listed

bond

Seaspan Has Led the Industry Since Its Infancy

13# Vessels 23 29 35 42 55 65 69 71 77 85 87 89 112

SCLL, predecessor of Seaspan

Corp, founded by Kyle Washington

and two others

Issued $250mn Series C Preferred Equity (1st

U.S. listed preferred by containership lessor)

Containership JV with The Carlyle Group

Acquired Seaspan

Management Services

$600mn SSW IPO

(largest ship leasing)

Washington Family

invested $180mn

Completed $1.6bn GCI

acquisition

Secured $1.0bn

investment from Fairfax

2000 2005 2010 2015 2019

Utilization 100% 99% 99% 99% 100% 99% 99% 99% 98% 99% 99% 96% 96% 98%

51 64108

143 158 187

265

353405 414

474

578621

666

906 906

IPO 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2Q19

> 10,000 TEU

8,500 - 9,600 TEU

4,250 - 5,100 TEU

< 3,500 TEU

112

98%

7

7

112 Vessels

98%Average Utilization Since IPO3

4,800 employees4,500 Seafarers

300 Corporate

#1Independent Containership

Owner / Operator

~6.5 yearsAverage Age

~4 yearsAverage Remaining Charter Period

$4.3bnContracted Future

Revenue2

Long-term Charters with

7 of 8Leading Liners

Integrated with Global Trade Modern Fleet Strong Financial Profile

Seaspan at a Glance

1. Trailing 12 months as at June 30, 2019

2. Minimum future revenues to be received on committed time charter party agreements and interest income from direct financing leases as of June 30, 2019. Minimum future

revenues are based on 100% utilization, relate to committed time charter party agreements currently in effect, and assume no renewals or extensions

3. Average fleet utilization from 4Q05 to 2Q19

$1.2bn Revenue1

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8

Key Recent Developments

New

Leadership

Team

David Sokol appointed as Chairman

Bing Chen appointed as President and CEO

Ryan Courson appointed as CFO

Tina Lai appointed as CHRO

Torsten Pedersen appointed as EVP Ship Management

Fairfax

Investments

Secured a $1.0bn investment from Fairfax Financial Holdings

(leading Canadian insurance company)

– $250mn debt investment funded in February 2018 and

$250mn equity investment funded in July 2018

– Funded an additional $250mn equity investment and an

additional $250mn of debt in January 2019

Acquisition of

GCI

Completed accretive $1.6bn acquisition of remainder of Greater

China Intermodal Investments LLC (GCI) in March 2018

Considerations to selling shareholders was ~$330mn in cash

and a ~$50mn issuance of Seaspan Series D preferred shares

Transaction expanded Seaspan’s platform, diversified our

customer base, and enhanced our fleet composition

GCI was quickly and flawlessly integrated

David Sokol Bing Chen Ryan Courson

Tina Lai Torsten Pedersen

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Supportive Strategic Shareholders

WashCo owns an investment portfolio of industrial companies in

rail transport, mining, and aviation

Seaspan’s founding shareholder (28% of shares outstanding)1

Actively involved with Seaspan since its founding

Dennis Washington made a $160mn Series A Preferred Equity

investment in 2009 during the recession

Fairfax (TSX:FFH) is an insurance and investment management

company with ~$71bn in assets1

Strategic partner with long-term investment horizon

Initial investment of $500mn ($250mn debt/$250mn equity)

Additional 25mn warrants issued with strike price of $8.05

Second investment of $500mn in January 2019 ($250mn

debt/$250mn equity)

Current Shareholder Base1

New Chairman, CEO, and CFO have accessed new capital sources and strengthened commercial position

with the acquisition of GCI

1. As of June 30, 2019

Washington Family28%

Fairfax36%

Others36%

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Increasingly Diversified and Flexible Financial Profile

1. Common equity based on market value of equity as at August 7; Secured debt, unsecured debt, and capital lease amounts based on principal as at June 30, 2019

2. As at August 7, 2019; includes vessels for which collateral release documentation is pending; 16 vessels to be included in Project Clean

Selected Global Lenders

Diversified Sources of Capital1

($ millions)

Significant Unencumbered Asset Pool

40+ global lenders, including North American, European,

and Asian financial institutions

43 unencumbered vessels2

TEU Class Vessel Count2

2,500 12

3,500 2

4,250 20

8,500 2

9,600 2

10,000 2

13,100 1

14,000 2

Total 43

Unsecured Revolver

(Undrawn)$150

Secured Revolver

(Undrawn)$126

Secured Debt$2,656

Capital Leases$622

Unsecured Debt$580

Perpetual Preferred Stock

$881

Common Equity$2,152

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11

What Containership Lessors Offer

Liner Companies

Liner Responsibilities:

Sourcing & Aggregating Cargo

Managing Logistics

Fuel Costs

Cargo Operating Expenses

Pays Daily Charter Rate

Fleet of 112 Containerships

Operating Lessor

Lessor Responsibilities:

Vessel

Crew

Technical Operations

Design, Maintenance, Insurance

Variety of Contract Structures

Charter Rate + Term

Fixed-Rate Charter Contract

Charter Rate

Vessel & Crew

+ Services

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Large, Modern Fleet Portfolio Aligned to Key Trade Routes

2,500 TEU

12 Vessels

3,500–4,250 TEU

26 Vessels

4,500–5,100 TEU

9 Vessels

8,500–9,600 TEU

12 Vessels

10,000–11,000TEU

30 Vessels

13,000–14,000 TEU

23 Vessels

Regional

Trades

Workhorses of

Global Fleet

Operating Scale and

Efficiency For Long-

Haul Trades

68% of fleet is >10,000 TEU in size with an average age of approximately four years1

1. Weighted by TEU

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13

Global Trade Now Requires a Diversified Fleet

Feeder Class Mid-Sized VLCS / ULCS

TEU 2,500 3,500 4,250 5,100 8,500 9,600 10,000 13,100 14,000

Intra‐Asia

Africa

Australia—NZ

Latin America

Europe—NA

Far East—ME

Far East—NA

Far East—Europe

The ideal ship size varies by route, port capacity, and charter needs

Seaspan’s Vessel Trading Activity

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14

906 829

546 528 449 449

398 387 354 330 314

228 219 216 209 199 199 203 200 175

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World’s Largest Independent Containership Owner & Operator

Barriers

to Entry

Top 20

Containership

Lessors1

TEU (000s)

Customer Relationships

Operational Track Record and Experience

Scale of Service

Increasing Regulation

Access to Financing

Scale creates meaningful barriers to entry

Primarily a financial lessor

(i.e. limited/no vessel management services)2

1. Alphaliner Monthly Monitor – June 2019. Chart of top 20 containership lessors includes current vessels and vessels under construction

2. Shipowning arm of Imabari Shipbuilding

15

15

Fully Integrated Operating Platform

VESSEL DESIGN VESSEL UPGRADESVESSEL OPERATIONSVESSEL MANAGEMENT

Bulbous Bow modifications to improve

hull hydrodynamics

Enhanced cargo care practices to safely carry more

containers

Trim optimization to optimize cargo loading

and fuel efficiency

In-House Design

& Engineering Teams

In-house design and engineering teams with

strong relationships with leading shipyards

Deep experience in overseeing new vessel

construction, conversions and marine engineering

Fleet Utilization Rates Impact of Hanjin bankruptcy and drydock

of 4 Panamax vessels acquired in 4Q16

Fleet Management

Commercial Services

Provide crewing and insurance

Responsible for both ordinary and scheduled

maintenance

Disciplined cost control300

Corporate

& Operations

4,800People Employed Globally

>7,9002018 Port Calls

4,500Seafarers

Strong commercial management and long-term

charter profile drives high utilization rates

Recognized for operational excellence with

several recent awards

99% 100% 99% 99% 99% 98% 99% 99% 96% 96% 98%

FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18

16

16

Contracted Revenues Provide Reliable, Recurring Cash Flows

Cash flow stability from future contracted charter payments of ~$4.3 billion1

with an average remaining contract duration of ~4.0 Years

Percentage of Contracted Revenue by Year1

Majority of charter expirations post 2022 are

modern 10,000+ TEU vessels

1. Minimum future revenues to be received on committed time charters and to be earned related to interest income from direct financing leases as of June 30, 2019. Minimum future

revenues to be received on committed time charters assume 100% utilization, extensions only at the Company’s unilateral option and sole discretion and no renewals

2. 2019 includes actual YTD revenue and minimum future contracted revenue for the remainder of the year

101% 92%

80%

56%

42%

2019 2020 2021 2022 20232

DL to check

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Other

1. Rank based on market share per Alphaliner as of June 2019

2. Number of Seaspan’s vessels and TEU of vessels chartered to each liner as of August 1, 2019

3. Credit ratings represent MOL and K-Line, respectively

Strong Counterparties Composed of Top Liners

Seaspan works with a select group of leading liner companies with a focus on long-term charters

(by % of total TEU)

29%

24%16%

8%

7%

7%

6% 2%

Charterer

World

Ranking1

No. of

Vessels²

Total

TEU²

Major

Shareholders Credit Rating

COSCO 3 38 265,750 Government chAAA / Lianhe

Yang Ming 8 16 220,000 Government twBBB / Taiwan CR

ONE3 6 19 142,900 Widely-held(BBB / NR) /

(BBB- / NR)

CMA CGM 4 12 76,250 Family-owned B1 / B+

MSC 2 7 67,750 Family-owned (N/A)

Hapag Lloyd 5 8 62,750 Widely-held B1 / B+

Maersk 1 8 53,500 Widely-held Baa3 / BBB

Other - 4 17,000 – –

Total 112 905,900

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Seaspan’s Business Model

Fully Integrated

Operating Platform

Long-Term, Fixed-

Rate Charters

Creditworthy

Customers

Comprehensive operating leasing platform

Design and acquire large, modern, fuel-efficient vessels

In-house full vessel life cycle management expertise

Long-term charters between 3 and 17 years provide

stable, predictable cash flows

Average remaining life of long-term charters of ~4.5 years

Lease vessels to the world’s leading liners

Operate customers’ flagship assets

Largest customers are partially government owned

Seaspan’s differentiated business model allows it to capitalize on challenges currently facing the containership

leasing industry and provide best-in-class service

Commoditization

Short-Term Focus

Weak Credit Profiles

Challenges to

Containership IndustrySeaspan’s Model

Size & Scale World’s largest containership lessor

Leverage scale to secure major transactions and cost

savings

Fragmentation

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19

Market Share 20191

Top 8 Liners Grew Market Share from 55% to >85% in 5 Years1

APM‐Maersk, 18%

MSC, 15%

CMA CGM, 10%

Evergreen, 5%COSCON, 5%Hapag‐Lloyd,

4%

APL, 4%

Hanjin Shg, 4%

CSCL, 4%

MOL, 4%

OOCL, 3%

Hamburg Süd, 3%

NYK, 3%

Yang Ming, 2%

K Line, 2%

Hyundai M.M., 2%

Others, 11%

1. Alphaliner Monthly Monitor – June 2019

Concentration of Liner Market Share

Market Share 2013

Maersk+H.Sud, 20%

MSC, 16%

COSCO + OOCL, 13%

CMA CGM, 13%

Hapag+UASC, 8%

ONE, 7%

Evergreen, 6%

Yang Ming, 3%

PIL, 2%

Others, 12%

20

20

Shoei Kisen, 7%

Costamare, 4%

Zodiac Maritime, 4%

BoCom Leasing, 4%

Eastern Pacific Shg (EPS), 4%

Offen, Claus Peter, 3%

Peter Döhle/Hammonia,

3% Danaos Shg, 3%

Minsheng Financial Leasing, 3% Norddeutsche

R.H. Schuldt, 3%

Other, 54%

The fragmented landscape leaves significant room and benefit for consolidation

Opportunity for Lessor Consolidation

Consolidation provides greater economies of

scale and barriers to entry

Access to financing

Customer relationships

Scale of service

Larger, more diverse fleets provide significant

benefits

Size and scale allows for improved credit profiles

and reduced cost of capital

, 7%

1. Alphaliner Monthly Monitor – June 2019; includes current vessels and vessels under construction

Opportunity for ConsolidationContainership Lessor Market Share1

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21

Demand Growth and Supply Constraint

Driving Rate Improvement

Improvements in rates for panamax vessels, with the

lowest idle fleet since Spring 2018

Support from limited number of deliveries scheduled for

2019, and continuing restraint on newbuild ordering

Larger vessels continue to be in high demand, driven

by the need for replacement tonnage

Sparse sale and purchase activity in Q2 as

owners anticipate value improvements

During 1H19, asset values stabilized, we

expect sale and purchase activity to pick up

1. Clarksons Research – July 2019

Charter Rate Improvement1

Historical Containership Asset Value1

2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19

2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19

(40%)

(20%)

–

20%

40%

60%

80%

100%

Apr-17 Jul-17 Oct-17 Jan-18 Apr-18 Jul-18 Oct-18 Jan-19 Apr-19 Jul-19

2,600 - 2,900 TEU 3,200 - 3,600 TEU 8,500 - 9,100 TEU

(40%)

(20%)

–

20%

40%

60%

80%

100%

Apr-17 Jul-17 Oct-17 Jan-18 Apr-18 Jul-18 Oct-18 Jan-19 Apr-19 Jul-19

2,500 TEU 3,500 TEU 4,400 TEU 9,000 TEU

22

22

(15%)

(10%)

(5%)

–

5%

10%

15%

20%

–

5

10

15

20

25

30

TE

U (

mlli

ons)

Fleet Capacity (TEU) Throughput Growth

Capacity Growth

Broad Based Global Seaborne Trade Growth

Broad-based growth across regions; port infrastructure

supporting trade growth in developing economies

2019 forecasted growth has remained robust despite trade

uncertainty

Growth outlook remains robust in developing markets, and

positive in OECD regions

2019 Growth Rates by Region2

Improving supply / demand balance supporting charter

rates

Trade growth is expected to remain balanced in 2019

and 2020

Fleet growth artificially reduced in 2019 and 2020 due

to scrubber retrofits

Annual Capacity and Throughput Growth1

(15%)

(10%)

(5%)

–

5%

10%

15%

20%

–

5

10

15

20

25

30

TE

U (

mlli

ons)

Fleet Capacity (TEU) Throughput Growth

Capacity Growth

2.1% 2.4%1.0%

3.1%

5.4%

7.7%

2.9%

6.0%

2.5%

4.9% 5.4%

Tra

nsp

acific

FE

-Eu

rop

e

Oth

er

ME

/IS

C-A

sia

ME

/IS

C-E

uro

pe

ME

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C-N

.Am

La

tin

Am

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Afr

ica

Oce

an

ia

Intr

a-A

sia

Oth

er

Mainlane East-West Non-Mainlane East-West

North-South Intra-Regional

1. Alphaliner Monthly Monitor – June 2019; global port throughput includes empty container and transshipment cargo

2. Clarksons Research – Container Intelligence Quarterly Q2 2019

23

23

Improvement in Industry’s Ability to

Manage Supply

1. Clarksons Research – July 2019

2. Alphaliner Monthly Monitor – June 2019

Idle Fleet Continues to Decline (% TEU)1,2

Orderbook at Historically Low Levels1,2

Industry supply rationalization and demand improvement

driving idle fleet reduction, supporting rate improvement

1.4% of global fleet is idle2 (primarily <3,000 TEU)

Idle vessels >3,000 TEU primarily under control of liners,

and <3,000 TEU primarily lessor-owned

H1 2019 scrapping has exceeded full year 2018

2019 scrapping volumes soft relative to historical average

Expect increased pressure on scrapping from IMO 2020

fuel regulations

Historical Demolition Volumes2

Increased discipline exhibited by owners and capital

providers will continue to temper supply growth

Orderbook-to-fleet ratio at 11.2%2, lowest in 20 years

Zero orderbook between 4,000 – 9,900 TEU0%

25%

50%

75%

1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019

Idle

(%

)

11.2%

1.4%

0%

3%

6%

9%

12%

0

450

900

1,350

1,800

2010 2011 2012 2013 2014 2015 2016 2017 2018 2019

Idle

%

TEU

(000's

)

Total Idle TEU Idle Fleet as % of Total Fleet

18

22

26

30

0

200

400

600

2012 2013 2014 2015 2016 2017 2018 2019 YTD

Avera

ge A

ge (y

rs)

TEU

(000's

)

TEU Scrapped Other Deletions Average Age (Scrapped Units)

24

24

Strong Tailwinds For Those Well-Positioned

Focus on Capital Allocation

We are focused on allocating capital selectively into opportunities that improve the long-term value of the

business, and have strong risk-adjusted returns on capital

Seaspan Well-Positioned for the Future

We are strengthening our balance sheet and cash flows to become a platform for growth and

consolidation in the containership industry

Other Capital Allocation Opportunities

Synergistic opportunities in adjacent businesses (both horizontal and vertical)

We will assess opportunities as they arise based on a prudent approach to capital allocation and risk-

adjusted returns

Improving Industry Dynamics

Robust demand and improving supply fundamentals will continue to support charter rate improvement

25

25

Our Five Key Priorities

1

Operational Excellence

Set standard for best-in-class service

Optimize cost structure through scale advantage

Customer Partnerships

Provide value-added services

Best-in-class solution provider to customer needs

Financial Strength and Stability

Maintain financial discipline and enhance company credit quality

Maximize cash flows via full life-cycle management

Pursuit of Growth Opportunities

Newbuilds, second-hand vessels, and assets/portfolios

Asset and business acquisitions in the shipping industry and beyond

Capital Allocation

Strengthen balance sheet and liquidity

Reinvest capital into opportunities with strong risk-adjusted returns

2

3

4

5