1

Investor Presentation – 7th Annual Invest in International Shipping Forum

New York, 21 March 2013

2

Hapag-Lloyd is one of the world’s leading container shipping companies

Hapag-Lloyd at a glance

Pure play container shipping company

Headquartered in Hamburg, Germany

Founding member of Grand and G6 Alliance

144 container ships with 670 TTEU

Transport volume of 5.3 million TEU in 2012

Linking around 500 ports in over 120 countries

Approx. 22.100 customers around the world

Employing c. 6,950 staff worldwide

3

Agenda

B. Operational Excellence

D. Conclusion and Outlook

A. Full-year Financials 2012

C. Alliances / Market Trends

4

1,507

1,6391,368

1,619 1,604

9001,0001,1001,2001,3001,4001,5001,6001,700

Q4 Q3 Q2 Q1 Q4 Q1 Q4 Q3 Q2 Q1 Q3 Q2 Q1 Q4 Q3 Q2 Q1 Q4 Q3 Q2

2011

6,103

2010

6,204

2009

4,473

2008

6,218

+12.1% +38.7% -1.6% -28.1%

2012

6,844

Hapag-Lloyd increased the transport volume by +1.1% and the revenue by +12.1% in 2012 compared to previous year

Transport volume [TTEU]

Revenue [EUR m]

Freight rate [USD/TEU]

Comments

yoy

Ø 1,590 Ø 1,257 Ø 1,569 Ø 1,532

2008 +6.7% +5.1% -16.4% +1.1%

2012 2011

5,198 5,255

2010

4,947

2009

4,637

2008

5,546

yoy

Ø 1,581

2009 2010 2012 2011

The 2012 revenue increased by +12.1% compared to previous year

This positive development was related to freight rate improvements (+3.2%), a growth in transport volume (+1.1%) and exchange rate effects

The average freight rate level in Q4 2012 was +6.4% higher than in the respective quarter of the last year (+97 USD/TEU)

+3.2%

5

Q1 2012 Q2 2012 Q3 2012 Q4 2012 FY 2012 FY 2011

Transport volume [TTEU] 1,323 1,359 1,281 1,292 5,255 5,198

Freight rate [USD/TEU] 1,484 1,594 1,647 1,604 1,581 1,532

Bunker price [USD/t]1) 667 694 634 646 660 605

RoE [EUR/USD] 1.31 1.28 1.25 1.30 1.29 1.39

Revenue [EUR m] 1,602 1,794 1,765 1,683 6,844 6,103

EBITDA [EUR m] -21 102 164 90 335 367

EBIT underlying [EUR m] -100 31 87 8 26 101

Investments [EUR m]2) 366 129 198 98 791 262

In a persistently challenging market environment, HL recorded a positive EBITDA of EUR 335 m in 2012

Hapag-Lloyd financials 2012

1) Hapag-Lloyd average consumption price 2) RoE = Rate of Exchange 3) Investments in fixed assets

1)

2)

3)

6

646

634

694

667649644

609

509

455445

458454

400

450

500

550

600

650

700

7501,800

1,750

1,700

1,650

1,600

1,550

1,500

1,450

1,400

1,350

1,300 Q4 2012

1,604

Q3 2012

1,647

Q2 2012

1,594

Q1 2012

1,484

Q4 2011

1,507

Q3 2011

1,529

Q2 2011

1,531

Q1 2011

1,563

Q4 2010

1,639

Q3 2010

1,672

Q2 2010

1,536

Q1 2010

1,422

The average freight rate in Q4 2012 was +97 USD/TEU higher than in Q4 2011 – Average bunker price at 646 USD/mt in Q4

Freight rate1) [USD/TEU] vs. bunker price2) [USD/mt]

2010

Freight rate Bunker price

1) Hapag-Lloyd average freight rate per quarter 2) Hapag-Lloyd average consumption price per quarter

2011 2012

Ø 1,569 Ø 1,532 Ø 1,581

Ø 453 Ø 605 Ø 660

Freight rate

Bunker price

2012

7

Hapag-Lloyd maintains a solid financial profile – Net debt at EUR 1.8 bn and equity ratio at 45.5%

Equity ratio2)

1) Cash and cash equivalents (financial assets of EUR 276 m in 2008 and EUR 143 m in 2009 to be adjusted) 2) Equity ratio defined as total equity (including hybrid capital from 2009 to 2011) over balance sheet total; at end of period 3) In Q1 2012, existing long-term operating lease contracts for seven ships and a container portfolio were swapped into finance lease contracts 4) Two new loans to fund the purchase of two (former operating lease) vessels increased liabilities to banks

1,050

2012

1,811

1,394

417

2011

1,224

2010

1,126

2009

1,126

2008

Financial debt 1,561 1,878 1,682 1,897

47.0% 31.2%

5.4%

18.0%

5.3%

46.5%

2012 2011

51.8% 45.5%

49.2%

2009 2010

52.4%

2008

34.1%

Equity [EUR m] 1,432 3,443 2,766 3,424

• Redemption of Hybrid II (EUR 100 m) • Finance Lease contracts3) (EUR 224 m) • Ship portfolio financing4) (EUR 93 m)

Net debt [EUR m] 2,372 3,114

Cash1) 235 752 413 673 Balance sheet 4,195 6,570 5,618 6,614 561 6,851

Net debt rose to EUR 1.8 bn primarily driven by the conversion of existing long-term operating lease contracts (seven vessels and a container portfolio) into finance lease contracts in Q1 2012

Additionally, EUR 100 m hybrid capital (classified as equity) have been repaid, thereby reducing total equity. Beginning of April the full remaining hybrid capital of EUR 250 m was converted to straight equity by TUI and ABKG

Comments

Hybrid capital repaid or converted in the meantime

8

Agenda

B. Operational Excellence

D. Conclusion and Outlook

A. Full-year Financials 2012

C. Alliances / Market Trends

9

Hapag-Lloyd benefits from worldwide evolution of global trade patterns, due to its balanced service portfolio

Hapag-Lloyd core trades by transport volume1)

1) For FY 2012 2) As of December 31, 2012 (%) Trade share of total Hapag-Lloyd transport volume in TEU (= 100%)

Total number of services: 892)

LATIN AMERICA

(20%)

TRANS-PACIFIC

(21%)

FAR EAST (23%)

AUSTRALASIA (14%)

TRANS-ATLANTIC

(23%)

23%

22%

22%

11% 22%

10

Owned1) Chartered Current fleet

Order book2)

Hapag-Lloyd has a competitive and flexible fleet – Fleet structure allows efficient operations

Vessel fleet structure

6,000 – 8,000 TEU Vessels

Capacity [TEU]

8

57,024

4

30,024

4

27,000

4,000 – 6,000 TEU Vessels

Capacity [TEU]

52

250,712

20

91,623

32

159,089

2,300 – 4,000 TEU Vessels

Capacity [TEU]

47

138,040 20

61,471

27

76,569

<2,300 TEU Vessels

Capacity [TEU] 28,062

16

10,606

5

17,456

11

Total Vessels

Capacity [TEU]

1442)

669,8272)

7

92,400

66

355,717

78

314,110

8,000 – 10,000 TEU Vessels

Capacity [TEU]

18

156,482

14

122,486

4

33,996

>10,000 TEU Vessels

Capacity [TEU]

3

39,507

7

92,400

3

39,507

Fleet ownership [%]

Average vessel size [TEU]3)

+334 +1,929

World Fleet

2,723

TOP 20

4,318

Hapag-Lloyd

4,652

1) Incl. 7 financial leases 2) Incl. 5 chartered out to Grand Alliance partners 2) 7 deliveries until Apr 2014 3) Transmodal, Jan 2013 / HL as of 31 Dec 2012

47% 53% Chartered

Owned1)

11

Current order book

Capacity

13,200 TEU Length (over all) 366 m

Deadweight 142,092 mt Breadth (over all) 48 m

Height 66 m Flag Germany

Draft 15.5 m Operation Loop 42)

Current order book

Since July 2012 Hapag-Lloyd has received four VLCS1) – 6 more vessels of this class will follow until April 2014

„Hamburg Express“ at a glance

Vessel Delivery

#1 Jul 2012

#2 Sep 2012

#3 Nov 2012

#4 Feb 2013

#5 Mar 2013

#6 May 2013

#7 Jun 2013

#8 Aug 2013 Mar 2014

#9 Oct 2013 Apr 2014

#10 Nov 2013 Apr 2014

1) Very large container ship 2) Europe-Far East

12

CONTAINER INVEST / FINANCING On 22 June 2012 HL signed an agreement for a total

of up to USD 165 m to finance new container boxes and those already in use

CONTAINER SALE AND LEASEBACK Secondary markets for containers at historical peaks

– in June, July and November 2012 HL established SLB transactions with a total volume of USD 194 m

Mainly general purpose containers Broad variety of containers for the transport of

virtually any type of goods Hapag-Lloyd is one of the leading reefer carriers

worldwide • Strong cargo care expertise • Special processes ensure continuous cooling chain

Container fleet structure of 1,047 TTEU aligned with customer requirements – New investments and SLB1) optimization 2012

Container fleet structure

General comments

Container fleet development2) [TTEU]

Highlights 2012

1) SLB = Sale and leaseback 2) As of December 31, 2012

General Purpose 20’, 40’, 40’ HC, 45’

Hardtop 20’, 40’, 40’ HC

Flat 20’, 40’, 40’ HC

Reefer 20’, 40’, 40’ HC

Open Top 20’, 40’

2012 2011 2010 2009 2008

1,047 1,042

1,027

1,009

1,118

648 644 635 624 694 Containers [# boxes k]

Container fleet [TTEU]

13

Long-standing and diversified customer base of blue chip customers and a diversified base of goods transported

Highly diversified customer base1) Strong relationship with blue chip customers

Balanced portfolio of goods transported … … in a diversified customer portfolio1)

Top 50 Customers (∑ = 40%)

Diversified exposure Freight forwarders –

secure volumes in both directions, optimizing trade flows

Direct customers – better visibility on future volumes

2)

Freight forwarders

55%

Direct customers

45%

8%

Others

19%

Electronic 5% Furniture 4%

Paper & Forest 10%

Machinery

11%

Textile

6% Metal

Automobile 8%

Beverages 4%

Foodstuff 12%

Chemical

13%

1) Based on 2012 volumes 2) Others: FAK = Freight of all kinds

Total

100%

> 500

27%

TOP 101-500

9%

22%

TOP 51-100

11%

TOP 26-50

TOP 11-25

10%

TOP 10

21%

Hapag-Lloyd has a highly diversified customer base: No customer has a share greater than 5% of HL’s revenue

14

Agenda

B. Operational Excellence

D. Conclusion and Outlook

A. Full-year Financials 2012

C. Alliances / Market Trends

15

Operated capacities of stand-alone shipping lines and alliances [TTEU]

Being a strong partner of the Grand Alliance results in comparable ship system costs as larger competitors

Stand-alone capacity of the top 10 carriers Hapag-Lloyd as strong partner of Grand Alliance

Membership in the Grand Alliance offers significant advantages, including access to a global network and an improved service offering In addition, the membership ensures significant cost efficiencies to its members

1) CKYH = COSCO, K-Line, Yang Ming, Hanjin 2) NOL, Hyundai, MOL

510

554

558

563

670

719

723

MOL

APL

CSCL

Hanjin

Hapag-Lloyd

COSCO

Evergreen

CMA CGM 1,376

MSC 2,161

Maersk 2,497

329

426

558

723

ZIM

Hamburg Süd

CSCL

Evergreen

CMA CGM 1,376

New World Alliance2) 1,417

Grand Alliance 1,499 670 829

2,011

MSC 2,161

Maersk 2,497

HLAG OOCL and NYK

CKYH1)

Source: Transmodal, January 2013

x 3.7

x 1.7

16

The G6 Alliance provides significant benefits regarding product portfolio and cost position

Key facts G6 Alliance

Alliance announced Dec 2011 / expansion announced Feb 2013

Largest integrated alliance in the Far East-Europe trade, i.e. joint planning of fleet deployment but separate marketing activities

best ship for the loop principle

Customer has access to seven individual and customized services – independent from vessel operator

More direct port calls and hence reduced transhipment costs

Efficient vessel deployment and optimized phase-in of new vessels (e.g. four Hapag-Lloyd vessels of 13,200 TEU each until Feb 2013)

minimize saw tooth effect

G6 Alliance currently offers 5 loops for Far East – North Europe service and 2 to Mediterranean

Expansion to the Asia-to-North America East Coast trade in May 2013 with 6 dedicated services (3 via Suez, 3 via Panama)

Source: AXS-Alphaliner and internal data

Grand Alliances The New World Alliance

17

The order book is currently at historically low level – Capacity measures offer flexible responds to demand fluctuations

Global capacity management

Global capacity

measures

60% 50% 40% 30% 20% 10% 0%

10

8

6

4

2

0

4.0

Q409

35%

5.0

Q408

47%

6.4

Q407

56%

6.8

Q412

21%

3.6

Q411

26%

4.3

Q410

26%

333

77131

377

101

210

100

200

300

400

2012 2011 2010 2009 2008 2007

Global order book [TEU m / %] Idle fleet capacity [TTEU]

Slow Steaming (Avg. duration FE-Europe loops) [Weeks] Scrapping [TTEU]

862838

356

1,4801,420

0

500

1,000

1,500

Q412 Q411 Q410 Q409 Q408

Source: AXS-Alphaliner weekly newsletter; MDS Transmodal, various months; Clarksons

10

8

11

9

0

10,5

2011

10,0

+28%

2012

8,2

2010

9,8

2009

9,1

2008

8,7

2007

18

Shanghai Containerized Freight Index (SCFI)

SCFI clearly above year-end 2011 despite seasonal spot rate downturns in Far East Europe and Transpacific trade

1) USWC = United States West Coast 2) USEC = United States East Coast Source: Shanghai Shipping Exchange

2,122

3,279

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

+30%

+50%

Dec 12

Jun 12

Dec 11

Jun 11

Dec 10

Jun 10

1,4231,366

0

200

400

600

800

1,000

1,200

1,400

1,600

1,800

2,000

2,200

+118%

+190%

Dec 12

Jun 12

Dec 11

Jun 11

Dec 10

Jun 10

Shanghai - USEC (USD/FEU)2)

Shanghai - USWC (USD/FEU)1)

Shanghai - Mediterranean (USD/TEU) Shanghai - North Europe (USD/TEU)

Shanghai – Europe Shanghai – USA

19

On 25 Jan 2013, Hapag-Lloyd announced a General Rate Increase on Far East Westbound by

• USD 750 per TEU

Following Hapag-Lloyd, many other liners individually announced rate increases for March 15, 2013

The Transpacific Stabilization Agreement (TSA) has recommended freight rate increases for the trades’ dominant (eastbound) leg to its members

• USD 400 per 40‘ Container to US Westcoast

• USD 600 per 40‘Container to US Eastcoast

Freight rate increases in the FE-Europe and TP trade

Freight rate increases / announcements in the FE-Europe and TP trade – Effective dates 15 March 2013 and 1 April 2013

Far East – Europe westbound [USD/TEU] Transpacific eastbound [USD/TEU / USD/FEU]

300 400 500 600 700 800

Effective date

Mar 15st 600-775

700 800 600 500 400 300

Effective date

Apr 1st 400-600

Source: Various press articles

20

606

644

567

665

532

721

450

500

550

600

650

700

750 -115

Following a slight easing in bunker prices in mid 2012, currently the bunker price is trading at c. 606 USD/mt

Bunker price development1), Jan 2011 – Mar 2013 [USD/mt]

Rotterdam bunker price development (Bloomberg)

2011 2012

Source: Bloomberg, March 2013

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1

2013

COMMENTS Following a steep rise

in Q1 2012 the bunker price (Rotterdam) reached its peak in March at 721 USD/mt

In Q2 2012 the price fell rapidly to 532 USD/mt on 25 June 2012

After an increase again in Q3 2012 the bunker price had a local peak on 14 September 2012 at 665 USD/mt

Currently, the bunker price trades at 606 USD/mt (15 March 2013)

Hapag-Lloyd lifts bunker at around 90 ports worldwide – more than one third is lifted at the port of Rotterdam

1) Rotterdam bunker price development (Bloomberg)

21

Agenda

B. Operational Excellence

D. Conclusion and Outlook

A. Full-year Financials 2012

C. Alliances / Market Trends

22

Attractive global sector with favorable underlying growth trend

Well-balanced route mix and established customer base

Operational excellence with leading network and yield management systems

A market leader with a competitive and flexible fleet (capacity management)

Prudent investment strategy with consequent financing

Solid operating performance and sound financial profile

Strong and reliable shareholder support

Conclusion: Key highlights of Hapag-Lloyd

23

Outlook: Volume and rates expected to improve – Uncertainty continues to surround anticipated developments

Outlook

Liquidity Liquidity situation expected to remain adequate for 2013 – Vessel order book fully financed long-term

Transport volume Hapag-Lloyd is striving to increase its transport volume in 2013 – Positive effect on revenue

Freight rates Moderate improvement in freight rates over the course of the year,

with uncertainty remaining high due to ongoing competitive pressure – Positive effect on revenue and earnings

Transport costs Tending higher – Increase in transport expenses

Earnings Hapag-Lloyd targets again a positive operating result in 2013

24

25

Hapag-Lloyd’s strategy: Long-term profitable growth on the basis of a solid financial profile

Sustainable and competitive business

model

Above-average vessel size relative to industry

Attractive fleet mix in terms of size and ownership

Balanced customer mix of global Freight Forwarders and Direct Customers

Cost discipline and operational excellence

Careful cost management and resource allocation

Focus on imbalance management

Enhancement of proprietary industry leading IT systems and EDI solutions

Capitalizing on industry growth

Target growth in line with market dynamics

Increasing fleet capacity with focus on larger vessels

Flexible network management

Clear profile and customer orientation

Strong brand

Reputation for quality and reliability

Customer segmentation and tender management

Strong global service offering

Long-term profitable growth

Supported by solid financial profile

26

46%

7%

47% 52%

6%

42% 41%

9%

50%

As proven in the past, active capacity management ensures flexibility to adapt the fleet structure to market trends

Active capacity management – fleet structure by ownership

Percentage share of total fleet (capacity based)

Owned

Leased

Chartered

492 478 605 679 Total fleet (TTEU)

40%

9%

51%

Dec 31, 2012

144

78

7

59

Dec 31, 2011

149

82

9

58

Dec 31, 2010

137

69

9

59

Dec 31, 2009

114

49

9

56

Dec 31, 2008

128

59

9

60

Jan 31, 2008

143

75

9

59

44%

9%

47%

505

47%

4%

49%

670

1) 1) 1)

1) Incl. chartered out vessels

27

Hapag-Lloyd is a leader in managing fuel costs – Reduction of total bunker consumption by slow-steaming

Optimization of vessel speeds

Use of silicone paint to minimize friction

Polishing of propellers

Efficient vessel fleet and high level maintenance

Modern engine design allows for easy derating

Training of crew to use fuel efficiently

Streamlining and optimization of vessel operation

Mitigation of bunker cost increases Effect of slow steaming on bunker consumption1)

1) Illustrative purposes only

Schedule reliability generally improved at reduced speed

Bad weather effects are decreased

Necessary speed ups in eco-speed area to meet master schedule at slower level

Source: Germanischer Lloyd

28

Leading network management systems – Proven ability to manage imbalances better than the market

IT and network management systems

Number of full non-dominant leg containers per 10 full dominant leg containers1)

Trans-atlantic

Trans-pacific

Europe- Far East

Fully integrated in the global Hapag-Lloyd organization

Dominant leg

Real-time availability of information worldwide

Provides and combines operational and financial data

Mainly self-developed system as a result of significant investment

1) This ratio reflects the imbalance in the market (industry average) vs. Hapag-Lloyd imbalance of transport volumes (the higher the ratio, the more balanced in both directions). Ratio has been rounded

7

5

7

6

8

7

10

Hapag-Lloyd Market

Source: IHS Global Insight, December 2012; Hapag-Lloyd FY 2012; market data adapted to Hapag-Lloyd trade lane definition

29

In 2012, Hapag-Lloyd again received various awards as best liner shipping company by leading international forwarders

Awards 2012

Dec 2012

2012 Global Ocean Freight Carrier of the Year

Nov 2012

Deep Sea Shipping Company of the Year

Dec 2012

2012 Global Carrier of the Year

Nov 2012

2012 Ocean Carrier of the Year

Sep 2012

Fair Company

May 2012

Ocean Carrier Award 2011

Jul 2012

Nr. 1 Best Carrier Award 2012

Jun 2012

Data Quality Award

Mar 2012

Excellence Award 2011

Feb 2012

PPG Excellent Supplier Award 2011

Feb 2012

Gold-Award Green Gateway Programms

30

1.143 1.199

1.162 1.136

Australasia

+1.1%

Transpacific

Far East

Latin America

Atlantic

FY 2012 Actual

5,255

605

1,144

1,171

FY 2011 Actual

5,198

584

1,133

1,177

Transport volumes rose by 1.1% compared to previous year

Development of transport volume FY 2012 vs. FY 2011 [TTEU]

-2.2%

COMMENTS Total transport volume increased by

+1.1% compared to previous year With the exceptions of the trade Atlantic

and Latin America all trades contributed to this development: • Atlantic:

Due to a generally weak market situation as a result of the recession in Europe, volume is -2.2% below previous year

• Latin America: Decreasing imports resulted in a reduction in volume of -0.5%

• Far East: Volume growth above previous year with +0.9%

• Transpacific: Highest absolute volume growth led to an increase of +4.9%

• Australasia: HL managed to increase the previous year´s level by +3.7%

-0.5%

+0.9%

+4.9%

+3.7%

31

The avg. freight rate level in 2012 is +3.2% above previous year

Variations of freight rate per trade FY 2012 vs. FY 2011 [%]

Overall the average freight rate level in 2012 is +3.2% above previous year

Australasia

-0.7%

Transpacific

+11.3%

Far East

-2.0%

Latin America

+6.1%

Atlantic

-1.5%

32

Tangible assets make up over half of total assets

─ Prepayments relate to vessel orders

Intangibles mainly result from the 2009 acquisition of Hapag-Lloyd when assets und liabilities were recognized at their fair market value in the purchase price allocation (PPA)

Financial assets primarily refer to CTA shareholding

Hapag-Lloyd continues to have a strong asset base mainly driven by vessel book values

Assets as of December 31, 2012 [EUR m] Comments

Cash Other Assets

Inventory Receivables

Tangible Assets

Financial Assets

Intangibles

Assets as of 31-Dec-2012

6,851

561 234

178 449

3,786

330

1,313

467 345Prepayments Other

Container Property

Vessels

Tangible Assets as of 31-Dec-2012

378

3,786

12

107

2,944

33

Solid long-term financing diversified between senior notes on the one hand and asset secured bank debt on the other hand

Equity and liabilities as of December 31, 2012 [EUR m] Comments

Well balanced mix of financing instruments

─ EUR 656 m HY bond (issuance in Q4 2010)

─ Bank debts of c. EUR 1.5 bn

Other liabilities contain provisions of EUR 362 m which include pension provisions of EUR 156 m

In H1 2012 existing long-term operating lease contracts for seven ships and a container portfolio were transferred to finance lease contracts

In H2 2012 K-Sure II financing for three new vessels and new financings for containers have been drawn with delivery of assets

In Q4 2012 partial replacement of bilateral ship financing agreements by new fleet financing agreements 501 Other Liabilities

Payables

Financial Debt

Equity

Liabilities as of 31-Dec-2012

6,851

479

886

2,372

3,114

31

227

Other

Bilateral Fin.

Premium Fin.

K-sure II Fin.

Ballindamm

K-sure I Fin.

New Fleet Fin.

Container Fin. ABS

Fleet Refin.

Finance Lease

HY Bond

Financial debt as of 31-Dec-2012

2,372

56 59

269

88 199

266

95

210

216

656

34

Solid long-term financing diversified between senior notes on the one hand and asset secured bank debt on the other hand

Financial debt schedule Q3 2011-Q4 2012 [EUR m]

Debt schedule Interim Report Annual Report Interim Report Interim Report Interim Report Annual Report 30.09.2011 31.12.2011 31.03.2012 30.06.2012 30.09.2012 31.12.2012 EUR m EUR m EUR m EUR m EUR m EUR m Fleet Financing 187 - - - - - Fleet Financing 2011 - 349 339 321 293 269 K-sure I Financing 291 299 281 293 276 266 K-sure II Financing - - - - 135 199 Bilateral Vessel Financing 295 274 259 258 243 88 Container Finance 2008 52 41 35 31 26 20 Container Finance 2011 110 111 104 107 100 95 Container Finance 2012 - - - - 28 79 Container Finance JOL - - - - 35 33 Shipportfolio Financing - - 93 97 93 - Fleet Refinancing 2012 - - - - - 210 ABS Program 74 77 75 99 97 95 Ballindamm 61 61 61 60 60 59 Premium Financing 7 7 8 44 42 56 Other Liabilities to Banks 33 20 38 18 33 30 Liabilities to Banks 1,110 1,239 1,292 1,329 1,460 1,499 Bond / USD Tranche 179 187 181 193 188 184 Bond / EUR Tranche 469 469 470 470 471 472 Vessel Finance Lease - - 211 221 212 204 Container Finance Lease - - 13 14 13 12 Other Financial Liabilities 2 2 1 2 1 1 Total Debt Obligations 1,759 1,897 2,169 2,227 2,344 2,372

35

Hapag-Lloyd bonds trade well above par

Hapag-Lloyd trading evolution

iTraxx Xover development

COMMENTS

105.3 105.1

400.5

300

400

500

600

700

800

900

1000

Jan/ 11 Apr/ 11 Jul/ 11 Okt/ 11 Jan/ 12 Apr/ 12 Jul/ 12 Okt/ 12 Jan/ 13

60

70

80

90

100

110

120

Jan/ 11 Apr/ 11 Jul/ 11 Okt/ 11 Jan/ 12 Apr/ 12 Jul/ 12 Okt/ 12 Jan/ 13

HL EUR 9.00% 2015 HL USD 9.75% 2017

Source: Citi, March 2013

Hapag-Lloyd bonds traded at above par until mid July 2011

Due to the European sovereign debt crisis and the uncertainty on capital markets, trading came under pressure in H2 2011

Since the beginning of 2012, the Hapag-Lloyd tranches have shown an impressive rebound

On 15 March 2013, the EUR-tranche was trading at 105.3% and the USD-tranche is trading at 105.1%

36

“Albert Ballin” Consortium holds 78% and TUI 22% of shares in Hapag-Lloyd Holding AG

Shareholder and organizational structure as of 31 December 2012

1) Guarantor of Senior Notes and Revolving Credit Facility 2) All vessels owned by HLAG except vessels registers in UK, Bermuda, Singapore and USA, which are legally owned by subsidiaries (beneficial owner HLAG) 3) Total financial debt as of Dec 31, 2012 less Senior Notes, Ballindamm and ABS 4) Remaining stake owned by Hamburger Hafen und Logistik AG (HHLA) 5) CTA consists of two companies: HHLA Container - Terminal Altenwerder GmbH (CTA Betrieb) and HHLA CTA Besitzgesellschaft mbH (CTA Besitz) 6) Owner of the property at Ballindamm, Hamburg 7) Indirect / “calculated through” shareholdings in Hapag-Lloyd Holding AG

“Albert Ballin” Consortium

HGV Kühne Iduna HSH M.M.W HM TUI AG

TUI-Hapag GmbH “Albert Ballin” KG (“ABKG”)

22.0% 78.0%

RCF (undrawn) (USD 95 m)

Asset Financings and Other Financial Debt3)

(c. EUR 1.6 bn)

ABS (USD 125 m)

Senior Notes (EUR 480 m and

USD 250 m)

Subsidiaries2)

Hapag-Lloyd AG (“HLAG”)2)

Container Terminal

Alternwerder (“CTA”)4)5)

Hapag-Lloyd Holding AG (“HLHAG”)1)

Montreal Gateway Terminals Limited

Partnership

Hapag-Lloyd Grundstücks-holding GmbH

(“HLGH”)6)

100%

25.1% 100% 20%

100%

Ballindamm (EUR 60 m)

36.9%7) 28.2%7) 5.3%7) 2.9%7) 2.9%7) 1.8%7)

37

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Disclaimer

STRICTLY CONFIDENTIAL

This presentation is provided to you on a confidential basis. Delivery of this information to any other person, the use of any third-party data or any reproduction of this information, in whole or in part, without the prior written consent of Hapag-Lloyd is prohibited. This presentation contains forward looking statements within the meaning of the 'safe harbor' provision of the US securities laws. These statements are based on management's current expectations or beliefs and are subject to a number of factors and uncertainties that could cause actual results to differ materially from those described in the forward-looking statements. Actual results may differ from those set forth in the forward-looking statements as a result of various factors (including, but not limited to, future global economic conditions, market conditions affecting the container shipping industry, intense competition in the markets in which we operate, potential environmental liability and capital costs of compliance with applicable laws, regulations and standards in the markets in which we operate, diverse political, legal, economic and other conditions affecting the markets in which we operate, our ability to successfully integrate business acquisitions and our ability to service our debt requirements). Many of these factors are beyond our control. This presentation is intended to provide a general overview of Hapag-Lloyd’s business and does not purport to deal with all aspects and details regarding Hapag-Lloyd. Accordingly, neither Hapag-Lloyd nor any of its directors, officers, employees or advisers nor any other person makes any representation or warranty, express or implied, as to, and accordingly no reliance should be placed on, the fairness, accuracy or completeness of the information contained in the presentation or of the views given or implied. Neither Hapag-Lloyd nor any of its directors, officers, employees or advisors nor any other person shall have any liability whatsoever for any errors or omissions or any loss howsoever arising, directly or indirectly, from any use of this information or its contents or otherwise arising in connection therewith. The material contained in this presentation reflects current legislation and the business and financial affairs of Hapag-Lloyd which are subject to change and audit, and is subject to the provisions contained within legislation. At present Hapag-Lloyd is in discussions with Hamburg Süd regarding a possible merger of both companies. The talks are in an early stage and the outcome is still open.