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