Investor Presentaiton

9 A.P. Moller-Maersk Annual Report 2020 Directors' Report Message from the Chairman and the CEO =1 The Safmarine brand and Damco's Air and LCL (Less than Container Load) offerings were inte- grated into the Maersk brand to enhance cus- tomer access to the global offering, while Damco's ocean freight forwarding business has closed from 1 January 2021. In April 2020, we acquired Performance Team, and in September, we closed the deal on KGH Customs Services, a leading specialist in trade and customs services management in Europe. Both companies are logistics experts within their fields, customer feedback is positive, and we have added important capabilities and immensely strengthened our logistics offering and geographical footprint. On the digital side, we have benefited from our early investments in digitisation and seen a huge uptake on Maersk.com and the Maersk App, as customers have embraced the digital space even more this year on the back of the pandemic. Our customers also appreciate the predictability, reliability and ease that Maersk Spot offers. The online booking solution has grown exponentially from 20% of short-term volume in the last four weeks of 2019 to 51% in the same period of 2020 under the Maersk brand. Twill, an online service for small and medium-sized businesses, has also experienced immense growth this year. In 2020, more than 2,500 new customers booked on Twill with volumes exceeding 100,000 FFE, represent- ing a 13 fold year-over-year growth. In the terminal space, our Pier 400 terminal in Los Angeles is progressing on a multi-year automation programme and has carried out the first commer- cial, fully automated moves in the third quarter. Digitising our assets enables speed, operational ease, safer operations and lower cost. Building competitive advantage from technology Technology and digitisation of our industry are key to the transformation at A.P. Moller - Maersk. Through technology, we are offering new prod- ucts, connecting and simplifying the customer experience and enabling more efficient operations and utilisation of assets. We want to build sustain- able, competitive advantage through the follow- ing focus areas: Firstly, we are building new digital platforms, which enable integrated offerings, standardisation and automation. In particular, TradeLens, which is an open and neutral supply chain platform jointly developed with IBM, continues to gain momen- tum as new customers, partners, and suppliers onboard. The tenants of this platform are already benefiting from increased visibility of events in their supply chains and reduced costs from having access to a digital bill of lading. Secondly, we are strengthening our investment in Internet of Things (IoT) and automation of our terminals to drive better management of our physical assets and efficiencies in our operations. In particular, we are building a roadmap to har- ness near real-time data from devices in our ves- sels, containers and terminals and drive intelli- gent decision making in our operations and for our customers. Thirdly, we are committed to leveraging data as a discrete and differentiating asset that will offer data products, such as visibility, and democratise access to data to serve our customers better. Our technology roadmap is enabled through a common and scalable enterprise architecture, a cloud-first strategy, and continued investment "Technology and digitisation of our industry are key to the transformation at A.P. Moller-Maersk." in digital cyber security. This is made possible through focused efforts to insource high-value IT-capabilities to develop one of the leading IT organisations in the industry. Our response to a global emergency The COVID-19 pandemic continues to impact the world. As a global company and industry leader, we have remained focused on protecting our employ- ees, supporting our customers and contributing to the societies we are part of by keeping goods flow- ing throughout the pandemic - ensuring essential food, protective equipment and medical supplies. Our colleagues at sea, in our ports and at our warehouses have been in the eye of the storm. They have kept the world's goods moving by showing up to work every day. In particular, our colleagues at sea have contributed by taking longer shifts on board than anyone would have imagined. Our single biggest challenge has been to relieve our seafarers after their tour has ended, due to travel restrictions, closed borders and the constant change of local regulations and require- ments. By the end of the year, we had succeeded in relieving due crew members from our vessels and bringing them home to their families and friends. On shore, we have taken extraordinary measures to protect our workers at ports, warehouses and other frontline locations. Our office-based col- leagues have shown their resilience by adapting to working from home to the extent possible, and we have done our outmost to support this change, mentally and physically. Amid a pandemic that has large impacts on supply chains, customers need flexible and robust solu- tions. With our integrated approach, we are sup- porting their end-to-end logistics needs, while con- trolling the most central assets and offering alter- native solutions as borders close, air traffic stops and roads are blocked.

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