APM TERMINALS 2015 COMPANY BROCHURE

Ports of Progress
Helping nations achieve their ambitions
and businesses reach their goals

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

We are
We are an Infrastructure Leader. Through our Global Terminal
Network we are building and operating the essential port
infrastructure that lifts and powers global trade.
Every nation, every company wants access to a
competitive port system that raises living standards and
supports job creation.
Meeting the worlds demand for efficient ports is a
tremendous challenge that requires expertise, operational
excellence, investment and innovation. APM Terminals is
uniquely positioned to meet these challenges.
APM Terminals is a leading global port and inland
services company with a presence in 63 countries
providing the worlds only truly Global Terminal Network.
Based in The Hague, Netherlands, the company works
with shipping lines, importers/exporters, governments,
business leaders and the entire global supply chain to
provide solutions that help nations achieve their ambitions
and businesses reach their performance goals.

Our team of 20,300 professionals define our

client-facing service with the expertise, trust
and reliability to be both the partner of choice
and the employer of choice. We have invested
approximately $1 billion annually in the past few
years towards new ports and facility expansions
to lead the industry and create a new era in port
infrastructure.
The shipping industry is changing with the global
economy and requires new solutions, higher
productivity and consistent performance to grow
with the challenges of the future.
www.apmterminals.com
www.apmterminalsphotos.com
www.apmtvideonews.com

The Strait of Gibraltar connects the Atlantic Ocean to the Mediterranean

Sea, separating Europe and Africa with over 200 vessels transiting daily.
APM Terminals Tangier, Morocco is strategically located to serve this market.

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

Letter from the CEO

APM TERMINALS BY THE NUMBERS

$4.3 billion
63
71
7
186
36.3 million
643 million
20,300

annual revenue in 2013

countries
port and terminal interests
new port projects in development
combined port and
inland services operations

APM Terminals is committed to playing an increasingly prominent role in port and transportation infrastructure
investment, and the establishment of new, higher standards in terminal productivity, safety performance, and
environmental sustainability within the port and Inland Services industry. We are dedicated to a sound business
model which not only meets or exceeds the expectations of our shareholders and partners, but also provides
professional support and opportunity for growth and advancement for all of our personnel as well as the promotion of
local economic and social progress in every area of our varied global operations.
Our business approach has once again yielded strong operating and financial results. The past year has continued
the pattern of ongoing expansion and financial growth which have characterized our performance since becoming an
independent business within the Maersk Group in 2001.

TEUs (weighted by equity share)

handled in 2013

Global economic growth, driven by international trade, is making ever-increasing demands upon the global logistics
chain. Demands on port and inland transportation infrastructure will continue to evolve, as a function of location,
demographics and market performance. We will continue to aggressively pursue opportunities, particularly in in
underserved markets, to expand access to global markets for developing economies while generating value for all of
our stakeholders.

TEUs size of global

container market in 2013

At the close of 2014, APM Terminals had committed $5.87 billion in invested capital in support of our global
expansion and development plans. Our Global Terminal Network remains the worlds most geographically balanced
portfolio of port and terminal facilities, with a significant presence in both high-growth and mature markets. APM
Terminals Inland Services operations provide our clients with additional capabilities to address their supply chain
needs while effectively connecting interior manufacturing, commercial and population centers to gateway ports.

employees

Our focus will also continue to be on developing strong partnerships with clients, communities and national
governments as we expand our presence, and create new growth possibilities. We will continue to invest in the people,
business relationships, and service to prepare for the challenges of an increasingly interconnected global economy.
We look forward to sharing this growth with you.

Kim Fejfer
Chief Executive Officer
APM Terminals
The Hague, Netherlands

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

Our competitive advantage

Helping our clients succeed

We are in a service business - a repeat business.
APM Terminals business model has always been to
create value to our clients that they cannot get from
anyone else value that gives them a competitive
advantage.
We have designed the worlds leading Global Terminal
Network to offer an unmatched global, integrated network
of ports and inland service activities in the most strategic
locations that we constantly improve.
By offering the market the best choices for routing
containers and backing that up with the expertise of
our people we can help meet the challenges facing our
clients through any economic cycle.
Client after client, we hear again and again that the thing
they value most is the expertise of APM Terminals people.
We bring expertise in operations, productivity, engineering,
finance and management to help clients leverage their
vessel networks to become smarter and simpler.
Our client approach is based on Customer Centricity.

Our commercial teams worldwide work together to

identify improvements in services, liner network
optimization and ways to make liner operations more
competitive. In 2015, our teams are continuing to deliver
ongoing improvements in contract standardization and
metrics to help shipping lines make better informed
and data-driven decisions when negotiating contracts.
Although cost will always be a critical factor, we compete
on more than just price; by delivering a broader set of
transportation solutions for shipping lines, supply chain
managers and other key players in the market.
The customer experience is what counts.
We are in a repeat business and consistent, high
performance is expected.
APM Terminals is forging ahead with the commercial
transformation upon which we embarked three years
ago, and we have implemented new guidelines,
Customer Relationship Management protocols and
market expertise. We have introduced Customer Service
processes that have been well-received by the market.
Global client management
The APM Terminals Global Client Management program
is designed to take advantage of our worldwide assets
and expertise while conducting business on a local and
personal level.

A commercial team works on

a client proposal.

Our regional teams are fast-moving and responsive, and

our goal is clear and simple: we want your business to
succeed, and to share in the success we can help deliver.
We look forward to working with you, and to earning your
business- every day.

Actual and forecast global container port throughput (million TEU)

363

2004

400

443

2006

498

526

2008

550

595

620

643

677

715

758

Actual
Forecast
Source: Drewry
Maritime Research

481

2010

804

2012

2014

2016

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

Our competitive advantage

Partnering with us
We take great pride in seeking
best-in-class organizations to
help our customers, expand our
market reach, increase operating
efficiencies and to develop the
local relationships of trust needed
day-in, day-out with business
and government leaders.
Our partners make us stronger
We are proud to say that the majority of our Global
Terminal Network is built on partnerships through joint
ventures with local businesses, governments and
customers. This foundation is one of our competitive
advantages and growth strategies.
By teaming up with partners, we have been able to help
customers defray costs, enter new markets faster and offer
sustainable service while keeping pace with the demands
of the marketplace. We remain focused on operational
excellence, and the disciplined execution of our business
strategies, which position us well for the future.

We offer our partners

the expertise,
transparency, stability
and operational excellence
needed to perform in any
economic cycle.

We offer our partners the expertise, transparency,

stability, financial strength and operational excellence
needed to perform in any economic cycle.
In 2012, we entered the Russia market by acquiring a
co-controlling stake in Global Ports - the leader in Russian
ports with the best locations, management and growth
potential. The company had listed its Global Depositary
Receipts on the London Stock Exchange in 2011
and had already established transparency and strong
governance. The excellent regional market knowledge
and business development saviness of Global Ports is
well complemented by the professional expertise of APM
Terminals as a world-class operator. In December 2013,
Global Ports completed the acquisition of NCC, Russias
second-largest terminal operator, resulting in combined
annual throughput capacity of 4 million TEUs, and adding
two important marine facilities, and an inland container
terminal to the portfolio in the St. Petersburg area. Today,
we continue to work together in close alignment on both
tactical and strategic issues, which is an excellent basis
for cooperation and growth in a joint venture.

A full berth at Suez Canal

Container Terminal.

10

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

11

OUR COMPETITIVE ADVANTAGE

Our employees
Our goal is to be the employer of choice.
Talent + Execution = Results.
At APM Terminals an individual can actually change the
world, see societal progress through our activities, learn
something new every day, collaborate with some of the
smartest people in the industry, work in a progressive
environment and be a truly global citizen.
APM Terminals is global in scale, scope and influence,
with 20,300 dedicated colleagues in over 60 countries
working together to make our company the best in the
industry. Accomplishing such a goal takes commitment
and ambition on both a corporate and personal level, but
the rewards, both personally and professionally are well
worth the effort.
Diversity
With operations on five continents and in every
major global trade lane, APM Terminals draws from
the very best, providing opportunities for personal
and professional growth for employees locally and
internationally.
As we continue to expand into high growth markets in
Asia, Latin America, Africa, the Middle East and Eastern
Europe, our workforce, at all levels, will increasingly
reflect the richly diverse social fabric of the communities
we serve. Local hiring and training is a cornerstone of
APM Terminals corporate policies and why government
leaders like to partner with us to offer their people global
career opportunities.

Training
Standardized, formal instruction and practical training on
equipment and procedures is being implemented
throughout the APM Terminals Global Terminal Network.
We have invested in crane simulators which are now the
most advanced in Africa so that for the first time crane
operators can be trained within the region. There will be
more opportunities to come.
Professional education
Each year, we continue to raise our standards of
performance and qualifications to ensure our team of
professionals can grow our business through on the
job learning and training and development. The way we
develop leaders in our MAGNUM training program is one
of the reasons we are one of the top ranked companies
in our industry. We are constantly progressing on our
diversity, work/life balance and environmental and
collaboration policies and programs.
Chosen from applicants within the APM Terminals
Global Terminal Network through a rigorous selection
process, APM Terminals talent acceleration MAGNUM
program participants undertake a three-module, one year
program featuring practical terminal hands-on training
assignments as well as rigorous classroom curricula.
The 31 newest graduates of the APM Terminals MAGNUM
program were congratulated by APM Terminals CEO Kim
Fejfer at a formal reception in The Hague, location of the
companys global headquarters in February. The 2013
MAGNUM class members presented team projects
on such subjects as energy strategy, automation and
enhanced web-based customer service to APM Terminals
senior leadership prior to the graduation ceremonies.
The successful MAGNUM candidates represented 19
nationalities and 26 company offices, port facilities
and Inland Services operations. Of these operational
and office locations, 19 are in important economically
developing areas of Latin America, South Asia, the Middle
East, Asia and Africa where APM Terminals has focused
recent infrastructure

12

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

Our competitive advantage

Inland services
Making inland markets easier to serve through
the worlds leading inland services network

Over 120 local operations,

45 countries, four business
segments:
Cargo support
Inland transportation/depots
Equipment maintenance & repair
Container lifecycle management
Benefits:
More choices and flexibility
in serving inland markets
Stronger Supply Chains
Increased efficiencies
Lower transportation costs
Fewer handoffs seamless
container handling to final
destination

The Panguila Inland Container Depot

and logistics park, Luanda, Angola.

13

14

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

Safety is a way of life

at APM Terminals
Every day more than 100,000 truck drivers enter our
facilities in 66 countries around the world. We are
dedicated to the responsibility of ensuring a safe work
environment for anyone whos business brings them to
any of our facilities; we believe that everyone should be
able to return home safely at the end of their work day.
APM Terminals embraced a Safety for Life program
in 2004, designed to continuously improve safety
practices throughout the APM Terminals Global Terminal
Network. This was followed by the introduction of a
company-wide Safety Culture initiative in 2008, which
emphasized safety education, training, drills and rigorous
measurement to increase risk awareness and mitigation,
and improve safety performance.
APM Terminals has continued to focus on eliminating
accidents and advancing Safety Culture through
the efforts of our Safety Activist campaign and the
elimination of high-risk situations by separation of
man and machine, and ongoing safety enhancements
throughout the portfolio.
Kevin Furniss, APM Terminals Vice President for
HSSE will continue to focus on mobilizing our global
organization to aggressively identify and address safety
risk and challenges throughout the APM Terminals Global
Terminal Network.
In 2012, APM Terminals became a Charter Member
of the Campbell Institute of the U.S.- based National
Safety Council (NSC), a century-old non-profit organization
dedicated to preventing injuries and deaths at work,
in homes and communities, and on the roads through
leadership, research, education and advocacy. The
Campbell Institute is the center of excellence for
environmental, health and safety (EHS) at the NSC. The
Institute seeks to foster healthy and high performing
workplaces through identification and sharing of
best practices in order to continuously improve EHS
performance on a global scale.
Safety performance
APM Terminals overall lost-time injury frequency (LTIF)
rate for 2013 was 1.81 per million man-hours worked,
reflecting a 28% improvement over 2012.
Global recognition, local achievement
APM Terminals safety performance recognition has
included both the Lloyds List Global Safety Award, in
2011, and the Signal Mutual Gerald H. Halpin Safety
Excellence Award in 2012, which is presented only
in cases of exceptional safety performance and the
promotion of employee safety and health throughout the

organization. In 2014 the New York Shippers Association

recognized APM Terminals Port Elizabeth with the
Greatest Reduction in Lost-Time Accident Frequency
award at their annual Safety Awards luncheon. The Port
of Salalah also achieved a milestone
of 300 consecutive days with no Lost-Time Injuries,
equivalent to approximately 4.5 million man hours
without an LTI, and surpassing the Omani ports previous
record of 170 days.

During 2013, Safety Initiatives implemented in 2012

were continued in support of APM Terminals Safety
goals and targets.

APM Terminals Pacific Ltd., which performs cargo

handling services on the US West Coast was named the
2012 winner of the Signal Mutual Industry Leader Safety
Award, and for the fifth consecutive year, APM Terminals
Los Angeles (the largest container terminal in the USA)
was named winner of both the Southern California Area
Container Terminal Safety Award, and the Coast Award
for the safest terminal on the Pacific Coast of its size by
the Pacific Maritime Association. APM Terminals Tacoma
was named winner of the Washington areas Container
Terminal Safety Award and the Coast Award, and also
won recognition for the Greatest reduction in injury rates
for the Washington Area.

2. Safety has no hierarchy

Everyone has the right and responsibility to raise
issues and to stop unsafe operations.

Aqaba Container Terminal (ACT), a joint venture managed

by APM Terminals was honored in 2012 with the Kingdom
of Jordans 2011 Social Security Excellence Award
for Occupational Health and Safety. This recognition,
announced in July 2012, was based on ACTs high local
and international safety standards.
Our goal
APM Terminals safety performance goal is the
elimination of safety risk. This commitment applies to
not only our own employees, contractors and subcontractors, but encompasses all visitors to APM
Terminals facilities. APM Terminals saw a reduction
in fatal accidents from 10 in 2011 to three in 2013
following significant investments in safety activism,
systematic training of the work-force and management
involvement.
We have redesigned our Safety Strategy to focus on
process safety and have established new targets for
safety performance moving forward.
We have also introduced four new global safety
commitments and associated minimum requirements
with mandatory compliance across our Global Terminal
Network. In our yearly Employee Engagement Survey 94%
of employees agreed that APM Terminals is
committed to employee safety.

Global safety commitments

Our commitments:
1. Safety is our license to operate
We will not stop until we are sure all our people return
home without harm at the end of each day.

3. Safety means no compromise

We will not participate in businesses where we need
to lower our standards.
4. Safety is not optional
Those not actively committed to safety will have no
place in our organization.
Global minimum requirements
The Global Minimum Requirements (GMRs) comprise 45
items and set the minimum threshold of what must be in
place in all facilities regardless of size, product offering
and location. The GMRs are the outcome of four key risk
areas identified in APM Terminals.
Global Safety Day 2014
APM Terminals Global Safety Day is an annual event
now approaching its first decade as a feature of the
companys commitment to instilling a Safety Culture
throughput the APM Terminals Global Terminal Network,
including all local Inland Services operations.
Safety Performance is a core aspect of APM Terminals
business and operations model, and the participation of
each employee and all third-party personnel active in any
APM Terminals-affiliated facility in safety training and risk
awareness is a key part of all training and operational
procedures and protocols.

Our goal of zero

incidents and zero
fatalities will never
change and our
commitment to safety
is higher than ever.

- Kim Fejfer, CEO

15

16

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

Our competitive advantage

Key colors
Head Offices
Operational terminals
Terminals with expansion projects
Russia-Baltics
36 New
Helsinki,
Finland
terminal
projects
37 Office
Kotka, Finland
38
Tallinn, Estonia
39
St. Petersburg, Russia
(4 Terminals: Petrolesport,
First Container Terminal,
Russia-Baltics
Moby Dik Container Terminal
36 Helsinki, Finland
and Ust-Luga Container Terminal)
37 Kotka, Finland
4038 Talinn,
Moscow,
Russia
Estonia
4139 St.Vostochny,
Petersburg,Russia
Russia

Our global network of ports

North
1
2
3
4

America
Port Elizabeth, New Jersey, USA
Portsmouth, Virginia, USA
Charlotte, North Carolina, USA
Charleston, South Carolina,
USA (Stevedoring)
5
Jacksonville, Florida, USA
North America
6
Miami, Florida, USA
1 Port Elizabeth, New Jersey, USA
7
Mobile, Alabama, USA
2 Portsmouth, Virginia, USA
8
Houston,
Texas,
3 Charlotte,
North
Carolina,
USA USA
9
Los
Angeles,
USA
4 Charleston, South Carolina,California,
USA
(Stevedoring)
10
Tacoma, Washington, USA

Key colors
Head Office
Operational terminals
Terminals with upgrade or expansion projects
New terminal projects
Office
Inland Services

5
6
7
8
9

(4 Terminals: Petrolesport,
First Container Terminal,
Africa-Middle
East
Moby Dik Container
Terminal
42 and
Poti,
Georgia
Ust-Luga Container Terminal)
Russia
4340 Moscow,
Monrovia,
Liberia
4441 Vostochny,
Abidjan,Russia
Ivory Coast

11
Lazaro Cardenas, Mexico
12
Latin America Moin, Costa Rica
11 Lazaro
Mexico
13Cardenas,
Panama
City, Panama
12 Moin,
Costa Callao,
Rica
14
Peru
13 Panama City, Panama
15Peru Pecem, Brazil
14 Callao,
16 BrazilRio de Janeiro, Brazil
15 Pecem,
16 Rio de
Brazil Brazil
17Janeiro,
Santos,
17 Santos,
18 Brazil
Itajai, Brazil
18 Itajai, Brazil
19
Buenos Aires, Argentina

Africa-Middle East
and
TC2 under construction)
42 Poti,
Georgia
4543 Monrovia,
Tema, Ghana
Liberia
IvoryBenin
Coast
4644 Abidjan,
Cotonou,
Terminals:
Abidjan Terminal,
47 (2Apapa,
Nigeria
and TC2 under construction)
4845 Tema,
Onne,
Nigeria
Ghana
4946 Cotonou,
Douala,Benin
Cameroon
Nigeria
5047 Apapa,
Pointe
Noire, Rep. of Congo
Nigeria
5148 Onne,
Luanda,
Angola
49 Douala, Cameroon
52
Namibe, Angola
50 Pointe Noire, Rep. of Congo
5351 Luanda,
Aqaba,
Jordan
Angola

Jacksonville, Florida, USA

Miami, Florida, USA
Mobile, Alabama, USA
Houston, Texas, USA
Los Angeles,
California, USA
Latin America
10 Tacoma, Washington, USA

(2 Terminals: Abidjan Terminal,

36 37
25
27
22 24 28

19 Buenos Aires, Argentina

Europe
20 Zeebrugge, Belgium
21 Rotterdam, Netherlands
22 Rotterdam Maasvlakte II, Netherlands
EuropeNetherlands
23 Rotterdam,
20
Zeebrugge,
24 Bremerhaven,
Germany Belgium
25 Wilhelmshaven,
Germany Netherlands
21
Rotterdam,
26 World
22Headquarters,
Rotterdam Maasvlakte II,
The Hague, Netherlands
Netherlands
27 Gothenburg, Sweden
23
Rotterdam, Netherlands
28 Aarhus, Denmark
24
Bremerhaven,
Germany
29 Algeciras, Spain
30 Marseille-Fos,
France
25
Wilhelmshaven,
Germany
31 Vado,
Italy World Headquarters,
26
32 Gioia Tauro, Italy
33 Izmir, Turkey The Hague, Netherlands
27 Morocco
Gothenburg, Sweden
34 Tangier,
35 Port 28
Said (SCCT),
Egypt
Aarhus,
Denmark

29
30
31
32
33
34
35

Algeciras, Spain
Marseille-Fos, France
Vado, Italy
Gioia Tauro, Italy
Izmir, Turkey
Tangier, Morocco
Port Said (SCCT), Egypt

17

38

39

40

21 26
28
20 23
10
30

4
3

9
8

7 5

37
31

29
34
40

72

42

38
32

33

70
35

6
11

53

55 56
54

12

66
58
59

60

13

43 44 46 47
48 49
45
15

14

50
51

52
16
18
19

17

71

57
62 63

64
61

65

69
68
67

41

73 74

5452 Namibe,
Salalah,
Oman
Angola
Jordan
5553 Aqaba,
Bahrain,
Bahrain
5654 Salalah,
Dubai,Oman
UAE
55 Bahrain, Bahrain
5756 Dubai,
Colombo,
UAE Sri Lanka
57 Colombo, Sri Lanka

Asia-Pacific
58Asia-Pacific
Pipavav, India
58 Pipavav, India
5959 Mumbai,
Mumbai,
India
India
6060 Laem
Laem
Chabang,
Thailand
Chabang,
Thailand
(2(2
terminals:
LCB1
and LCMT)
terminals:
LCB1
and LCMT)
Mep,
Vietnam
6161 CaiCai
Mep,
Vietnam
62 Tanjung Pelepas, Malaysia
6263 Singapore
Tanjung Pelepas, Malaysia
6364 Guangzhou,
SingaporeChina
6465 Hong
Guangzhou,
China
Kong
6566 Xiamen,
Hong China
Kong
China
6667 Ningbo,
Xiamen,
China
68 Shanghai, China
6769 Shanghai,
Ningbo,China
China
6870 Qingdao,
Shanghai,
ChinaChina
terminals:QQCT,
69 (3Shanghai,
China
and QQCTUA
70 QQCTU
Qingdao,
China 
QQCTN undergoing expansion)
(3 terminals: QQCT,
71 Dalian, China
QQCTU
and QQCTUA
72 Tianjin,
China
QQCTN
undergoing
(2 terminals:
TECT and expansion)
TACT)
73 Kobe,
Japan
71
Dalian, China
Japan
7274 Yokohama,
Tianjin, China
(2 terminals: TECT and TACT)
73
Kobe, Japan
74
Yokohama, Japan

18

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

19

Our competitive advantage

Our global network of

inland services

21
Latin America
1 Mexico
2 Guatemala
3 El Salvador
4 Honduras
5 Costa Rica
6 Ecuador
7 Peru
8 Chile
9 Argentina
10 Uruguay
11 Brazil
Europe
12 Germany
13 Netherlands
14 Belgium
15 United Kingdom
16 France
17 Spain
18 Romania
19 Turkey
20 Tunisia
Russia-Baltics
21 Russia

15 13 12
14
16

18

17

19
20

45

37
38

22

2 4

23

3 5

24
25 26

36
28
29

35 34
33
32

30
9

10

44
41

11

40

43

27

6
7

39

31

42

Africa-Middle East
22 Mauritania
23 Senegal
24 Mali
25 Ivory Coast
26 Ghana
27 Nigeria
28 Cameroon
29 Dem. Republic of the Congo
30 Namibia
31 South Africa
32 Mozambique
33 Tanzania
34 Kenya
35 Uganda
36 Sudan
37 Jordan
38 Saudi Arabia
39 United Arab Emirates
Asia-Pacific
40 India
41 Thailand
42 Malaysia
43 Philippines
44 Taiwan
45 China

20

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

Our competitive advantage

Port productivity
the new battlefield
Increasing productivity to meet customer demand is
critical for container terminals. Our customers are
building bigger and bigger ships and it is imperative that
we are able to increase our delivered productivity as
ships grow in size and sophistication.
Nearly 80% of the new container vessel capacity coming
in the coming years will be provided by vessels of
between 7,500 and 20,000 TEU capacity. Shipping lines
need these big vessels to compete but clearly cannot
afford these to remain in port for days. APM Terminals
has a range of initiatives to improve processes as well
as applying new and innovative solutions and technology
to lift productivity. These initiatives require significant
investment but it makes good financial sense: Improving
productivity gets you free capacity, improves your product
and satisfies customers. If we can improve productivity
by 50% in a one million TEU capacity terminal we create
a game-changer in the industry for our customers through
better economics, reliability and capacity availability.
Productivity will be the battleground for terminal operators
and those who are able to meet our customers
requirements will be the winners.
Global transformation
In 2012, APM Terminals was the first company in the
port industry to launch a strategic program designed to
constantly improve productivity levels for shipping lines.
The program was designed by engineers and our terminal
directors in cooperation with our labor partners to use
a more scientific approach using real time data, metrics
and sophisticated analytics.
High productivity terminals in Japan were visited. Japans
ports consistently rank as the highest berth productivity
container terminals in the world. APM Terminals leaders
also visited Toyotas manufacturing plant to see firsthand
how lean six sigma, quality, productivity and employee
dedication are achieved.
The APM Terminals Global Transformation program
uses a process of diagnostics, implementation and
execution and seeks to achieve significant operational
improvements in terms of efficiency and effectiveness.
Key focus areas are:
Increase and stabilize berth productivity
Eliminate waste
Identify cost efficiencies
Reduce waiting times

Innovation
When the new APM Terminals facility opens at Maasvlakte
II at the Port Rotterdam it will be the most automated
terminal in the world. Many of the systems and
technologies being implemented at this terminal will also
be utilized at other new terminal projects, including APM
Terminals new project at Lzaro Crdenas, Mexicos
fastest-growing port. The deep-water facility, scheduled to
open in mid-2015, will be the first automated container
terminal in Latin America, featuring fully automated electric
yard stacking cranes, shuttle carriers and STS cranes.
Automation of key processes in terminal operations
also improves safety by enabling a better segregation of
people from heavy machinery in addition to providing the
foundation for consistently high productivity.
The Industry leader in terminal productivity
A total of 13 facilities which are part of the APM Terminals
Global Terminal Network were cited as among global and
regional productivity leaders by the JOC Group Productivity
Study covering 770 terminals during the first six months of
2014. Retaining its status as the worlds most productive
container terminal, as measured by crane moves with a
vessel alongside, was APM Terminals Yokohama, the 2013
leader, improving crane moves per hour (MPH) to 180.
Nine APM Terminals-associated facilities ranked among
the Top 25 in the overall global JOC Study ranking,
including Qingdao Qianwan Container Terminal; Tianjin
Port Alliance International Container Terminal; Guangzhou
South China Oceangate Container Terminal; Xiamen
Songyu Container Terminal; South Asia Gateway
Terminal; Dalian Port Container Terminal; APM Terminals
Rotterdam; and Salalah Container Terminal.
Including APM Terminals Yokohama ranking first in Asia
(as well as globally), the APM Terminals Global Terminal
Network is associated with five of the Top 10 most
productive terminals in Asia. In Europe, three out of the
Top 10 most productive terminals were part of the APM
terminals Global Terminal Network, with APM Terminals
Rotterdam the overall European productivity leader, followed
by the NTB North Sea Terminal Bremerhaven, in second
place, and APM Terminals Algeciras, tied for 5th place.
In the JOCs Americas Region APM Terminals Port
Elizabeth, in the Port of New York/New Jersey, ranked
second overall and first among terminals in the USA.
APM Terminals Houston, in Houston, Texas, ranked 5th in
the region, and 3rd in the USA.
APM Terminals is the only global terminal operating
company with such a notable and widespread presence
in the productivity rankings.

Safe, efficient crane operations are

closely linked to high productivity at the
berth. Here a crane operator in Tangiers,
Morocco loads a container on a vessel.

21

22

APM Terminals Company Brochure 2015

Our competitive advantage

Setting the innovation pace

through technology
As vessels and container volumes have grown, so have
the challenges of cargo handling and matching growth in
terminal productivity.

APM Terminals Company Brochure 2015

45%
By switching from grey to green
electricity the terminal reduced its
CO2 emissions by 45% annually

RTG electrification
APM Terminals has embarked on a program to convert
and retrofit more than 400 Rubber-Tire Gantry Cranes
(RTGs) in use throughout the APM Terminals Global
Terminal Network to a combination electric and diesel
power to reduce carbon dioxide emissions (CO2) from the
current diesel powered RTG fleet. RTGs, which are used
to move containers at the terminals are typically powered
by diesel engines.
The conversion of diesel-powered units to a combination
diesel-electric power through the installation of new
power coupling systems will reduce CO2 emissions from
RTG operations by 60-80%.

APM Terminals is at the cutting edge of port and terminal

innovation in terms of equipment, procedures and
environmental sustainability with such initiatives as Lift
Automated Guided Vehicles (Lift AGVs), electrification of
RTGs and the use of green energy sources for terminal
operations.
Battery-operated Lift AGVs
The new APM Terminals container facility, scheduled
to become operational in 2015 at the Maasvlakte
II site in the Port of Rotterdam will provide 20-50%
higher productivity level as compared with conventional
terminal design through the use of Battery-operated
Lift Automated Guided Vehicles (Lift AGVs), the safest
and most advanced equipment of its kind in operation
anywhere in the world.
The terminal design concept is based on using shipto-shore (STS) cranes that unload containers from the
vessel and place them directly onto a fleet of Lift AGVs,
which can transport two containers simultaneously at
a speed of 22 kilometers per hour from the quay to
the container yard using an onboard navigation system
following a transponder grid.
Once the Lift AGV arrives at its programmed destination,
the containers are lifted onto a series of storage racks.
The next step is the arrival of an Automated Rail-Mounted
Gantry (ARMG) crane to move the container from the rack
to its next designated location: the rail terminal, a waiting
truck chassis, or a storage stack in another part of the
container yard.
This ability to lift the container off the vehicle and place it
into a storage rack system is the first of its kind in the world.
Opening in 2015, APM Terminals Rotterdams Maasvlakte
II facility will be fully automated and represent the first
terminal in the world with zero emissions for terminal
handling equipment.

23

The Lift AGV consists of two lift platforms, which are able to
load and unload containers independently of each other.
It is this simple transaction where productivity benefits will
be gained, creating a new process for managing container
flows by utilizing automated transportation equipment.

Clean energy for terminal power

In 2009, APM Terminals officially inaugurated a new
power distribution network on the APM Terminals
Rotterdam terminal sourced by electricity generated
through wind power. By switching from grey to green
electricity the terminal reduced its CO2 emissions
by 45% annually. The electricity is sourced from two
banks of windmill farms near the terminal. These banks
power 14 gantry shore cranes, serving the largest
container ships in the world that call the terminal; all the
refrigerated containers stored on the terminal, light poles,
workshops and other power consumption needs. APM
Terminals Algeciras also uses wind-generated electricity
for terminal operations.
By switching from grey to green electricity the terminal
reduced its CO2 emissions by 45% annually.

24

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

ECONOMIC IMPACT: HELPING SOCIETIES BUILD BETTER LIVES BY CREATING JOBS

Quantifying a positive presence:

Socio-economic impact in
Apapa, Nigeria

Total turnover distribution

Since assuming operational responsibility for the Apapa

Container Terminal in 2006, APM Terminals has invested
over $220 million USD in terminal improvements,
equipment and personnel development. In order to
assess the overall impact of the investment in and
operation of a modern port or container terminal in the
local community a formal study was undertaken by APM
Terminals of the Apapa Container Terminal, which with
an annual throughput of 639,000 TEUs in 2013 was
the busiest container terminal in West Africa, in Africas
most populous country. The project included 30 key
stakeholder interviews, which evaluated the terminals
impact on promoting local economic growth, job creation,
improved standards of living and technology transfer.

Reduced waiting time for vessels loading and unloading

containers and the elimination of terminal congestion
fees has saved the Nigerian economy an estimated
additional $200 million USD annually as productivity
has improved.

Suppliers

61%

Employees

15%

Investors

13%

Management

15%

Public Sector*

4%

72% of our
total turnover
is channelled
back into the
local economy

(*A tax adjustment was made in 2009, due to an overpayment in 2008).

APM Terminals has refined this assessment tool for use

at other facilities to promote and maximize local economic
growth and benefits for every community in which we
operate throughout our Global Terminal Network.

Using 2009 data, the study revealed that the terminal

occupied over 1,000 people in daily operations,
including 700 direct employees, representing family
dependents of an additional 3,500 individuals. The
extended indirect activities required by the facility,
including trucking, maintenance and other supporting
functions were found to have created 31,393 jobs
overall. Notably, it was also determined that 72% of
the Apapa Container Terminals financial throughput
remained within the local Apapa community.

Located in the Port of

Lagos, Nigerias largest
city, and one of the
fastest-growing cities in
the world, APM Terminals
has invested over USD
$220 million in Apapa
Container Terminal since
2006, resulting in the
creation of 31,193 new
jobs. Another USD $130
million in infrastructure
improvements are now
underway.

25

26

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

Economic impact: Brazil

The newest terminal in South Americas busiest port of Santos,
in Brazils Sao Paulo State, will serve rapidly growing trade.
Significant positive socio-economic impacts will be created by
the USD 1 billion joint venture container terminal project.
Building tomorrows terminal today
The growth in Brazilian export and import is putting
port capacity and productivity under pressure. With a
30% market share, the Port of Santos is Brazils most
important port.
Since 2003, the waiting time for vessels at the port has
steadily increased. Studies indicated that during the
first half of 2012, ships had to wait about 16 hours on
average before berthing.. The World Bank estimates that
extra charges for delayed cargo constitute around USD
700 million per year in Santos.

Located in Sao Paulo

State, 80 km (50 miles)
from Brazils capital city
of Sao Paulo, Santos is
part of one the worlds
10 largest metropolitan
areas. The Port of Santos
is the busiest container
port in South America,
handling 3.2 million TEUs
in 2013, representing 25%
of Brazils foreign trade. Now
fully operational, Brasil
Terminal Porturio has
added another 1.2 million
TEUs in annual container
throughput capacity.

Investing in Brazilian trade growth

Container traffic in the Port of Santos is expected to
grow by 1012% per year in the period 20102016.
Maintaining the status quo of the current container
terminal capacity in Santos would lead to excess
demand for container transport of around 0.9 million
containers (TEU) by 2015, corresponding to 25% of
todays total demand.

Together with Terminal Investment Limited, APM

Terminals has invested USD 1 billion in the construction
of a new world-class container terminal, Brasil Terminal
Porturio (BTP), which received its first commercial
vessel call in August 2013. Now fully operational, BTP
is expected to deliver a berth productivity of up to 80
containers per hour a 32% improvement compared to
the current average berth productivity of Santos three
operating terminals.

But it requires better access roads

In Brazil, most containers are transported by trucks
to and from the Port of Santos, the busiest in South
America, but unfortunately the current access roads
are not adequate to accommodate this traffic without
delays. Today, the inland transport bottlenecks add to
the costs of using the port. To fully reap the benefits
of the BTP terminal project, Brazil will have to improve
the road infrastructure around the port.

More containers at lower cost

The development of BTP has increased capacity in the
Port of Santos by up to 40%. This will prevent further
deterioration in waiting and berth times, increases in
already high transport costs, and loss of trade and
diversion to other ports. BTP will also improve Santos
overall berth productivity by up to 10%. Combined, the
increased capacity and improved productivity have the
potential to increase the annual container throughput
by up to 12% corresponding to an increased trade
potential worth up to USD 15.3 billion per year.

Taxes and jobs in numbers

Through the development of BTP the Port of Santos
will benefit annually from over USD 100m tax income
(federal, state and municipality).

27

BTP is expected to create

3,000 jobs during the construction phase
1,500 jobs during the operational phase
9,000 indirect jobs once operational

BTP will improve the berth

productivity of Santos Port
by up to

10%

Combined with increased

capacity this has the
potential to increase the
annual container throughput
in Santos by up to

12%

The increased trade potential

is worth up to

15.3 bn
(USD per year)

28

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

29

2013 Financial highlights

APM Terminals delivered an increase in profit and an ROIC of
13.5% in 2013. The expansion of the APM Terminals Global
Terminal Network into underserved and high-growth markets
continued, notably with Global Ports Investments PLCs
acquisition Russian-based terminal operating company NCC,
significantly expanding capacity as well as total throughput in
the increasingly important Russian market, and the opening of
the new deep-water Brasil Terminal Porturio in Santos, South
Americas largest container port. APM Terminals holds a cocontrolling share in both Global Ports and BTP.
Profit of USD 770 million
ROIC of 13.5%
Cash flow from operating activities was USD 923 million
Number of containers handled increased by 3% to 36.3 million TEU (33.5 million TEU), matching market growth

Portfolio

APM
Terminals

Number of
terminals

Number of
new terminal
projects

Average
remaining
concession
length in years

Equity weighted crane lifts in million TEU

2013

2012

Change

Americas

14

17

7.0

7.2

-3%

Europe, Russia
and Baltics

19

30

10.8

10.2

7%

Asia

17

26

10.9

10.8

1%

Africa and
Middle East

15

19

7.6

7.2

5%

Total

65

24

36.3

35.4

3%

APM Terminals and Turkey-based Petkim entered into an agreement to build and operate APM Terminals Izmir
one of Turkeys largest container and general cargo terminals. The initial investment for the container terminal is
approximately USD 400 million. APM Terminals will have the right to operate the port for a period of 28 years which
may be extended. The terminal will be capable of handling vessels with capacity over 10,000 TEU. Global Ports, the
leading operator of container terminals in Russia and in which APM Terminals holds a co-controlling share, completed
an agreement to acquire a competing operator, NCC Group Limited, Russias second-largest terminal operator. The
transaction has diluted APM Terminals ownership share to 30.75% in the combined entity. The enlarged Global Ports
will operate seven container terminals, with a total marine container handling capacity of approximately 4 million TEUs,
located both around the Baltic Sea and the Russian Far East.

New terminal projects were secured in Abidjan, Ivory Coast and Izmir, Turkey
APM Terminals began operations in Santos, Brazil with the opening of the Brasil Terminal Porturio joint venture
Global Ports Investments PLC (in which APM Terminals holds a co-controlling share) acquired NCC Group Limited, a
competing terminal operator in the Russian Baltic region
Market development
The global container terminal market grew by 3% during 2013 to 642 million TEUs. The shipping industry is trending
towards more global alliances and larger vessels, with an associated cascading of larger vessels down the shipping
lanes. Port operators can expect to handle fewer but larger calls, placing additional demands on port infrastructure.
APM Terminals is well-placed to take advantage of these developments in the market.
Initiatives in 2013
APM Terminals continued strengthen its global market presence through enhanced network performance and
customer service. Volumes from third party customers reached 50% of APM Terminals total container throughput in
2013. The higher productivity achieved in 2012 was maintained throughout 2013, with further improvement targeted
for 2014. APM Terminals remains committed to driving continuous improvement in operational efficiency. A recent
study on global port and terminal productivity released by the US-based Journal of Commerce Group, and based on
data from the first half of 2013, has named five facilities from the APM Terminals Global Terminal Network among the
worlds 10 most productive container terminals.

The jointly owned Brasil Terminal Porturio in Santos, Brazil commenced operations during the Third Quarter of 2013.
This was eight months later than expected due to delays in receiving the necessary permits issued. Operations are in
a ramp-up phase. The facility is equipped with eight Ship-to-Shore cranes operating over 1,100 meters of quay.
APM Terminals opened the 600-meter re-constructed quay in Monrovia, Liberia. The re-construction was completed
on time and within budget. APM Terminals divested 70% of the Brigantine Group in Hong Kong, China at the end of
the year.
Financial performance
APM Terminals delivered an increased profit of USD 770 million (USD 701 million) and a return on invested capital of
13.5% (15.2%), reflecting improved underlying perfor-mance but also a higher asset base due to the continued high
investment level.
The number of containers handled by APM Terminals (weighted with APM Terminals ownership interest) increased by
3% compared to 2012. Volumes from customers outside of the Maersk Group grew by 7% to a total of 50% of overall
volume.
Total revenue increased by 3% due to higher volume and increased construction revenue on behalf of certain
concession grantors. Excluding construction revenue, port revenue grew broadly in line with volume growth. Inland
Services revenue was impacted by the divestments of the Maersk Equipment Service Company Inc., USA (MESC) in
2012, and Bridge Terminal Transport Inc., USA in 2013.
Operations in emerging markets faced inflationary cost pressures. However, excluding the construction revenue, the
EBITDA margin improved by 0.6%. This was mainly due to a cost savings program which delivered cost reductions of
more than USD 100 million primarily through operational efficiencies and retendering of several supplier contracts.

30

APM Terminals Company Brochure 2015

APM Terminals Company Brochure 2015

Strategic focus
For APM Terminals the strategic focus is unchanged with the aim to become the leading port and inland operator in the
world by 2016. APM Terminals will secure this position by serving the global shipping lines and cargo owners in long
term partnerships through safe and excellent operations and by actively managing the portfolio and developing port
infrastructure and inland services in high growth markets.

Pre-tax gains of USD 70 million were partly achieved through the divestment of 70% of Brigantine Group in Hong
Kong, China. Tax at USD 56 million was USD 107 million lower than in 2012. The charge in 2012 was high due to
exceptional items such as tax on divestment gains.
The invested capital increased to USD 6.2 billion (USD 5.5 billion) reflecting the continued high investment level in
APM Terminals, including the development of new terminals in Santos, Brazil, and Maasvlakte II, the Netherlands as
well as various expansion projects. In total more than 3 million TEUs of additional container handling capacity was
added to the APM Terminals Global Terminal Network in 2013 (more than 1.3 million TEUs when calculated by APM
Terminals equity share).

APM Terminals

APM Terminals is actively pursuing an investment strategy with focus on growth markets. Out of 65 operating terminals
in the APM terminals Global Terminal Network, 41 are located in high-growth markets and in 2013 more than 80% of
APM terminals EBITDA was generated in these markets.
The expected market growth rate for 2014 is projected to be 4% to 5%. APM Terminals will work toward above-market
volume growth rates, supported by new additions to the portfolio and various commercial drives.

USD million

Highlights

2013 2012

Revenue

4,332 4,206

Profit/loss before depreciation, amortisation

and impairment losses, etc. (EBITDA)

892

871

Depreciation, amortisation and impairment losses

297

283

Gain on sale of non-current assets, etc., net

70

117

Share of profit/loss in joint ventures

93

100

Share of profit/loss in associated companies

68

59

826

864

Net operating profit/loss after tax (NOPAT)

770

701

Cash flow from operating activities

923

910

Cash flow used for capital expenditure

-841

-1,297

Invested capital

6,177

5,495

ROIC

13.5% 15.2%

Profit/loss before financial items (EBIT)

Safety performance
The Lost-Time Injury Frequency (LTIF) rate for 2013 was 1.81 per million working hours, representing a decline of 28%
for the year. APM Terminals saw a reduction in fatal accidents from 10 in 2011 to three in 2013 following significant
investments in safety activism, systematic training of the work-force and management involvement. In a busy container
terminal, the key safety risks are traffic, working at heights, objects being dropped and stored energy. These four risks,
among others, are being addressed by APM Terminals global minimum requirements. Action plans have been created
to complete identified gaps, and 97% of these actions were completed on time. Action plans exist to complete the
remaining 3%. APM Terminals also increased the number of terminal inspections and reviews.

Revenue Split
2013

2012

Tax 56 163

Containers handled (measured in million TEU

and weighted with ownership share)

36.3

31

35.4

USD
4,332m

Port
3,210m
Inland
883m
Construction 239m

USD
4,206m

Port
3,149m
Inland
970m
Construction 87m

32

APM Terminals Company Brochure 2015

APM Terminals
journey

1904
Captain Peter Mrsk Mller and his
son, Mr. A. P. Mller establish A/S
Dampskibsselskabet Svendborg (the
Steamship Company Svendborg)
with a single second-hand ship in
Copenhagen, Denmark.

1966

2000

2006

Operations begin in Rotterdam.

Annual revenue is $2.06 billion USD.

30% share acquired in Port Tanjung

Pelepas, Malaysia.

APM Terminals is named Best Global

Terminal Operator by Containerisation
International.

2001

Operational control is assumed at

Apapa Container Terminal, Nigeria; and
Mina Salman Port, Bahrain.

APM Terminals is established as a

container terminal operator within
Maersk Line.

2002

APM Terminals Pier 400, the worlds

largest proprietary container terminal,
opens in Los Angeles.
Agreement signed to create joint venture
to operate the Port of Luanda, Angola.

1975
2003
Annual throughput (weighted by
terminal equity share) is 16.7 million
TEUs.
A 49% share of Shanghai East
Container Terminal, in Chinas largest
port is negotiated.

1912
Mr. A.P. Mller independently
establishes Dampskibsselskabet af
1912, Aktieselskab (the Steamship
Company of 1912), for cargo vessel
operations.

2004

Laem Chabang Terminal B-1 opens in

Thailand.

APM Terminals becomes an

independent business unit, moving to a
separate company headquarters in The
Hague, Netherlands.

1996

Annual throughput exceeds 20 million

TEUs.

Agreement signed to develop the Port

of Salalah, Oman.

1958

1997

The first dedicated company

terminal opens in Brooklyn, in the
Port of New York.

Agreement signed for Dalian Port

Container terminal, China.

American shipping company SeaLand Services is acquired, including

a significant holding of container
terminals in major US ports.

2007

Purchased majority share of Seaport

Poti, Georgia.

Financial results reported separately.

as an independent business within the
Group.

Awarded concession for Skandia

Container Terminal, Gothenburg,
Sweden.

Annual throughput exceeds 30 million

TEUs; revenue $2.51 billion USD.

Awarded concession for a new deepwater container terminal at Lzaro

Crdenas, Mexico.

2008
Annual throughput exceeds 34 million
TEUs, with revenue of $3.1 billion USD.
Mobile Container Terminal Opens.
Operational control assumed at Port of
Pecm, Brazil.

2009
New Bahrain Gateway Terminal opens.
Consortium to develop Pointe-Noire,
Republic of Congo.
Named Port Operator of the Year by
Lloyds List.
Non-A.P. Moller-Maersk companies
account for 42% of revenue.

2010
A.P. Moller-Maersk Group Inland
Services unit added to the APM
Terminals portfolio.

1999
2005
Annual revenue $1.5 billion USD.
Teconvi opens in Itajai, Brazil.
Majority share acquired in Port Pipavav,
India.

2011

Awarded the concession to develop a

multi-purpose facility at Terminal Muelle
Norte at the Port of Callao, Peru.

APM Terminals Virginia, the largest

privately-owned container facility in the
US, opens in Portsmouth.

The first dedicated Maersk container

terminal opens at Port Elizabeth, New
Jersey.

of Izmir. Under the 28-year concession

terms, APM Terminals will assume
full operational responsibility for the
container terminal and general cargo
operations at the deepwater, 1.5 million
TEU annual capacity facility, once
construction is completed in 2015.

Awarded the concession to develop

and operate Moin Container Terminal
in Costa Rica.

APM Terminals annual throughput

(weighted by terminal equity share) is
14.3 million TEUs.

The container era begins with weekly

Sea-Land Services vessel calls
between the US and Northern Europe.

1995

APM Terminals Zeebrugge and

APM Terminals Mumbai open.

Gateway
Terminal
(AGT)
near the
Port
APM
Terminals
Company
Brochure
2015

Acquisition announced of 50% share

in Brasil Porturio Terminal and a new
2.2 million TEU capacity facility under
construction at the Port of Santos, Brazil.
APM Terminals signs Monrovia
Concession for 25 years to operate
Port of Monrovia, Liberia, investing
USD 120 million to modernize the port.
The port will be the first 100% APM
Terminals-owned terminal in Africa,
representing the companys positive
outlook for the region.

2012
Preliminary agreement signed for the
development and operation of a new
port facility at Izmir, Turkey.

APM Terminals opened a new inland

container freight station (CFS) 4 km
(two and a half miles) from Kenyas
primary port of Mombasa. The 7.3
hectare (18 acre) facility is one of East
Africas largest and most technologically
advanced CFS operations, with direct
rail links to both the port and inland
commercial and population centers of
Nairobi and Kampala.
APM Terminals Callao became the
worlds first port facility to install
Radio Frequency Identification (RFID)
technology as a new safety measure for
use with container handling equipment
such as reach stackers and forklifts,
after an extensive testing period.
Known as the ZoneSafe Proximity
Warning System, heavy equipment
operators will receive automatic alerts if
pedestrians or other personnel are close
to the machinery and at risk.
The APM Terminals Global Terminal
Network dominates an independent
JOC Group study on port and terminal
productivity which ranked 12 APM
Terminals-affiliated facilities among the
worlds best as measured in moves per
hour in 2012 in each of 11 applicable
categories.

Named Lloyds List Port Operator of

the Year 2012 and International
Terminal Operator of the Year for
2012 by Containerisation International
magazine.

2013

APM Terminals Apapa named the

winner of the 2012 Terminal Operator
Award by the Maritime Reporters
Association of Nigeria.

APM Terminals is named

Containerisation International
International Container Operator of the
Year for the second consecutive year.

APM Terminals formal acquisition

of a 37.5% interest in Global Ports
Investments PLC from Transportation
Investments Holding Limited (TIHL or
N-Trans) was completed, with APM
Terminals now a joint controlling
shareholder in Global Ports. Global
Ports accounts for 30% of the total
container volumes handled in Russian
ports and 23% of the total exports of
fuel oil from the former Soviet Union
countries.

APM Terminals is named winner of

the Lloyds List Asia Awards Port
Operator Award.

A consortium comprised of APM

Terminals, Bollor Africa Logistics
and French-based engineering firm
Bouygues Construction was named
the preferred bidder of a tender to
manage a new container terminal at
the Port of Abidjan in the Ivory Coast.
Plans for the new facility (TC2), include
a 21-year concession term, and call for
a depth of 16 meters to accommodate
vessels of up to 8,000 TEUs.
APM Terminals and Turkish-based
Petkim finalized the agreement to
create and operate the Aegean

Brasil Terminal Porturio opens at the

Port of Santos, Brazil

2014
The JOC Groups Port productivity
Report covering the year 2013 retained
APM Terminals Yokohama as the
worlds leading container terminal in
productivity with 163 container moves
per vessel hour (MPH). Eleven facilities
in the APM Terminals Global Terminal
Network were cited, including APM
Terminals Port Elizabeth, and APM
Terminals Los Angeles, which were
named the first and second most
productive terminals in the JOCs
Americas grouping, with 104 and 96
MPH, respectively.
APM Terminals Maasvlakte II begins
the final stages of testing, including
truck, barge and rail operations,
automated cranes, and the first
commercial vessel call.

34

APM Terminals Company Brochure 2015

35

Sunset at APM Terminals Pier 400

Los Angeles, California USA

World headquarters
APM Terminals
Turfmarkt 107
2511 DP The Hague
Netherlands
+31703043100

For further information email

[email protected]

January 2015

www.APMTerminals.com