3.make unique

DP World business attractiveness

• Stable and long-term cash flow: we focus on stable origin and destination cargo as it delivers higher margins and is less impacted by competition than transhipment cargo. We also operate our business through long-term concessions, enabling better returns as our assets mature.

• Growth rates: a focus on faster growing emerging markets and more resilient origin and destination cargo enables us to grow volumes across our portfolio.

• High barriers to entry: our long-term concession agreements provide high barriers to entry and support long-term relationships with port authorities, shipping lines and joint venture partners. • Global network, managed locally: our terminals are managed locally, and are supported operationally by the advantages of a global network.

• World class operations: we are market leaders in automated technology with exceptional standards of operational performance and productivity.

• World class employees: our dedicated, experienced and innovative team serves customers in some of the most dynamic economies around the world.

• Recognised brand: we are a recognised brand for delivering excellent customer service, with a commitment to good corporate governance and corporate responsibility

BALANCE SCORE CARD

The DP World balanced scorecard framework defines strategic pillars to be implemented across the Company and strategic priorities which are measured against KPIs.

Internal/Operational Developing efficient, safe and secure methods of managing our operations People and Learning Creating a learning and growth environment Financial Driving sustained long-term shareholder value Customer Creating a satisfied and profitable customer experience DP World Balanced Scorecard

Internal/Operational Developing efficient, safe and secure methods of managing our operations People and Learning Creating a learning and growth environment Financial Driving sustained long-term shareholder value Customer Creating a satisfied and profitable customer experience DP World Balanced Scorecard

Our Strategy in Action

Financial To ensure we retain our status as an attractive and competitive business for investors,

we must drive sustained long-term shareholder value.

KEY GOALS AND TARGETS We set challenging financial targets to drive optimised productivity and to deliver sustainable value. Our terminals contribute to our financial performance by: • increasing asset utilisation; • increasing productivity; • reducing costs; and • increasing current and new sources of revenue. By actively managing our global portfolio and ensuring access to the best sources of capital for the long-term, we manage our leverage and investment grade to ensure we remain competitive. By operating our terminals through long-term concessions and strategically investing in value-adding terminals where we have management control, we manage our portfolio by strategically investing and divesting to maximise value for tomorrow and beyond.

Customer Our customers’ needs are constantly changing. This means we have to anticipate

these changing needs and be agile with our response so that we deliver a satisfied and profitable customer experience.

KEY GOALS AND TARGETS To continue to be a leader in quality and reliability we will: • continually develop and innovate services that offer superior performance for our customers; • deliver value for money on time; • deliver the right capacity to meet the right demand; and • enhance value-adding services both inside and outside the terminal to grow ancillary revenue. As part of our aim to deliver a satisfied and profitable customer experience we will also develop and grow sustainable, high-value customer relationships and provide access to a global network. Through this focus, we will be known as a trusted brand that can be relied on by our customers to deliver at all of our locations.

People and Learning In a workplace that encourages continuous learning and

growth for all, we will create an environment where innovation, collaboration and performance are a recognised and celebrated part of our culture.

KEY GOALS AND TARGETS We aspire to be an employer of choice with a competitive reward scheme that recognises outstanding performance, and we aim to maintain employee retention levels that are above the industry norm. We achieve this: • through the formal management of an innovative, performance-driven culture; • recruiting and retaining a skilled workforce that is able to meet the needs of our business; and • succession planning for all critical roles.

Internal/Operational To sustain our long-term global growth we must ensure

we develop and continuously improve efficient, safe and secure ways of managing our operations.

KEY GOALS AND TARGETS Developing efficient, safe and secure methods of managing our operations by: • providing a safe and secure environment and contributing to a sustainable environment; • growing revenue profitably by excelling in customer service, retaining existing customers and targeting a pipeline

of new customers; • growing sustainably and profitably, winning projects in markets with strong economic growth drivers and focusing on origin and destination cargo; • managing risk intelligently and optimising opportunities, reducing operations downtime and non-operational risks, and operating in compliance with applicable laws and regulation; • focusing on operational excellence and extracting the maximum value from our resource base which results in increased cost productivity; and • creating the culture and infrastructure needed to encourage innovation through research and development