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A.P. Mller - Mrsk A/S was established in the Danish town of Svendborg in 1904, when 28-year-old Mr Arnold Peter Mller together with his father, Captain Peter Mrsk Mller, bought a second-hand steamer of 2,200 tons dead weight.

A.P. Mller Founded in 1904Global headquarters in Capenhagen Denmark120,000 employees Offices inaround 130 countries Operates more than 550 container vessels Ranked at 107 in Forbes Magazines Fortune 500 survey in 2009 (151 in 2008)

A.P.Moller

1994:Maersk Oil commenced oil production in Qatar 1928:The first tanker vessel was added to the Maersk fleet

1977:Mercantile now Maersk Logistics established

2005:Oil and gas interests of Kerr-McGee UK acquired1999:Safmarine Container Lines (SCL) acquired

2005:P&O Nedlloyd acquired

1904:Company established with a general cargo ship

1928:First liner service between US and Asia

1962:Oil exploration and production activities initiated

1964:Dansk Supermarked (retail business) established

1999:Sea-Land acquired

1972:Maersk Oil first oil in the North Sea1975:First containerised vessels

1972:Maersk Contractors established1959:Opening of the new shipyard at Lind1967:Maersk Supply Service establishedA.P. Moller - Maersk Group milestonesMissionWhy we exist "We contribute to global energy supply by delivering safe and reliable floating production services"VisionWhat we want to be"Best in class"

The Mission And VisionMaersk Line (ML)

Maersk Line is one of the leading liner shipping companies in the world, serving customers all over the globe.

Maersk Line Fleet: Comprises more than 550 vesselsLocated in: More than 125 countriesEmployees about 120000 globally About 325 offices globally Maersk Line Regional Setup

North America RegionLatin America RegionNorth Europe RegionMediterranean RegionWest Central Asia RegionAfrica RegionAsia Pacific RegionNorth Asia Region (NAS)8 Regions54 Country ClustersOffices in over 125 countries

SalesBookingTruckingLoadingShippingDischargeDelivery

ConsigneeOur Shipping Activities

Maersks Strategy Three Fundamental Challenges to Differentiate Itself From the Industry:

Unreliability

Complexity (Hard To Do Business)

Environmental Impact

BUSINESS STRATEGY OF MAERSK LINE

Types Of Basic ContainersBasic Containers20' Dry Ocean Frt.40' Dry Ocean Frt.40' Collapsible Flat Rack20' Open Top40' Open Top45' High Cube20' Reefer40' Reefer40' High Cube Reefer20' Flat Rack40' Flat Rack20' Tank

Triple-E Vessels Advantages / Disadvantages Designed To Run At Slower Speeds59% Lower Unit Cost & 50% Lower CO2 Emissions / Container Than Industry AverageCradle-to-Cradle Passport End of Life Decommissioning

So Large Only Select Ports Can Handle Risk of Industry Overcapacity if Everyone Orders Bigger Ships (Competitors Are Ordering Bigger Ships)

More Action Taken Existing Vessels: $10Mea. Waste-heat Recovery Systems For Many Vessels New Hull Coatings Environment Certified Shipyards to Scrap Ships Increased Cost $20M on 10 Vessels.

New Fuels BiofuelsSelling Sustainability Maersk Wanted To Be Industry Leader In Providing Transparency and Environmental Information To Customers Provided Monthly Customer Scorecards Educate Customers On Environmental Impacts Of Transportation Industry

Customers Reaction Was Environmental Concerns Are Good, But Price Is Most Important Conclusion Soren Skou, CEO Maersk Line: Concerned Sustainability Approach Not Working With Customers Concerned It Would Not Allow Differentiation Between Maersk and Competitors CMA CGM, Hapag-Lloyd had CO2 Calculators To Measure Carbon Footprint Of A Shipments Journey APL Named Sustainable Shipping Operator from 2010

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