Daniele Testi Responsabile Marketing Gruppo Contship Italia Gorizia, 9 Marzo 2010

Cecilia Eckelmann Battistello Contship Italia Group Chairman WE STRIVE FOR EXCELLENCE, creating value for our CUSTOMERS, our EMPLOYEES, our SUPPLIERS and the LOCALITIES in which we work

1969Angelo Ravano founded Contship Sa. The first liner service is operated from Fos Sur Mer to Casablanca. OUR MILESTONES 71 Container Terminal operations commence in La Spezia. It is the first Italian private container terminal Contship operates the first ever liner service from Europe to India and establish Eagle Container Line and Ocean Star Line Operations commence at La Spezia Container Terminal and Salerno Container Terminal. 40 YEARS OF CONTSHIP 1987 – Gioia Tauro 90 SOGEMAR is merged with Intermodale Italia. 95Operations commence at Medcenter Container Terminal in Gioia Tauro Contship Containerlines business is sold to CP Ships. Eurokai becomes the new shareholder of Contship Group Terminal Darsena Toscana in Livorno, Terminal Container Ravenna and Cagliari International Container Terminal join the terminals network in Italy. 08 Operations commence at Tanger.

83% 17%

MARINE CONTAINER TERMINALS INTERMODAL & INLAND TERMINALS OTHER CONTAINER LOGISTIC VALUE ADDED SERVICES 2009 TURNOVER: 294,000,000 (consolidated by the holding) GROUP EMPLOYEES (31/12/09): 2,500 INTERMODAL TRANSPORTED (UNITS) 130,000 INLAND TERMINAL THROUGHPUT (TEU)161,500 NUMBER OF TRAINS 3,500 MARINE TERMINAL VOLUMES (TEU)5,140,000 CONTAINER HANDLED (UNIT)2,100,000 NUMBER OF OPERATED VESSELS 4,900

EUROGATE TERMINALS CONTSHIP ITALIA TERMINALS LISBON TANGIER HAMBURG BREMERHAVEN LA SPEZIA RAVENNA CAGLIARI GIOIA TAURO SALERNO LIVORNO UST LUGA PANEUROPEAN CONTAINER TERMINALS

2,900,000 TEUS

850,000 TEUS

690,000 TEUS

450,000 TEUS

TERMINA CONTAINER RAVENNA 180,000 TEUS

Acquisizioni, fusioni, uscite Number of CARRIERS, since 1995 up to 2009 decreased drastically ( 55% from 36 lines to 17) Offered transport capacity of top ten carriers on 1995 was 12% of total capacity. Today top ten lines1are offering 62 % of total deployed capacity. Many lines are grouped in ALLIANCES MSC Maersk CMBT Safmarine Sea Land P&O Nedlloyd CMA e CGM ANL Delmas Mac Andrews Evergreen Lloyd Triestino Hatsu NOL APL Hyundai MOL Consthip Canada Maritime Lykes Lines TMM Italia di Navigaz. Hapag Lloyd NYK OOCL Hanjin DSR Senator Libra CSAV Norasia Cho Yang Croazia Line Uasc MSC Maersk Sea Land P&O Neddloyd CMA CGM ANL Mac Andrews Delmas Evergreen NOL APL Hyundai MOL CP Ships Hapag Lloyd NYK OOCL Hanjin Senator Libra CSAV Norasia Cosco China Shipping Uasc MSC Maersk Sealand P&O Neddloyd CMA CGM Delmas Evergreen APL Hyundai MOL CP Ships Hapag Lloyd NYK OOCL Hanjin Senator CSAV Norasia Cosco China Shipping Uasc MSC Maersk CMA CGM Evergreen APL Hyundai MOL Hapag Lloyd NYK OOCL Hanjin Cosco K Line Yang Ming Uasc China Shipping CSAV Norasia Partnership New World Alliance Grand Alliance CHKY Alliance

1,50 5,70 2,60 10,70 7,20 17,50 13,60 21,20 21,60 32,50 30,20 40, Import/Export Transhipment PORT HANDLING MARKET MODEL IN THE MEDITERRANEAN (TEU/MIO) Port Handling 2008 vs 2009 Port Handling 2008 vs 2009 (estimated) 2008 : Imp/Exp 26 mil teu - T/S 20 mil teu 2009 : Imp/Exp 22 mil teu - T/S 19 mil teu ForecastActual 3 / 5 years Source: Ocean Shipping Consultants

TWO DIFFERENT MARKETS AND COMPETITIVENESS ARENA TRANSHIPMENT (VIA HUB) SERVICE DIRECT (TO GATEWAY) SERVICE

TARANTO PORT SAID MALTA PIREO CAGLIARI TANGERI ALGECIRAS VALENCIA TRANSHIPMENT ACTORS DAMIETTA GIOIA TAURO DEVLP PORT SAID teu NEW PROJECT TANGERI teu ENFHIDA teu ORAN teu NEW PROJECT ALGECIRAS HANJIN teu PIREO PRIVATISATION teu DEVELP DAMIETTA teu DESIGNED CAPACITY DEPLOYED ON 2015 ALESSANDRIA DEVELP teu

GLI EFFETTI DI DISTORSIONE ALLA COMPETITIVITA NEL MEDITERRANEO PORT SAID MALTA TANGERI ALGECIRAS GIOIA TAURO NAVE MADRE 100 (indice base) NAVE FEEDER 100 (indice base) NAVE MADRE 2 (indice GIT) NAVE FEEDER 6 (indice GIT) NAVE MADRE 7 (indice GIT) NAVE FEEDER 10 (indice GIT) NAVE MADRE 49 (indice GIT) NAVE FEEDER 57 (indice GIT) NAVE MADRE 64 (indice GIT) NAVE FEEDER 90 (indice GIT) PARAGONE TASSA DI ANCORAGGIO SINGOLO SCALO TRA PORTI HUB

GLI EFFETTI DI DISTORSIONE ALLA COMPETITIVITA NEL MEDITERRANEO EGITTO MAROCCO ITALIA OPERAIO 22,1 IMPIEGATO 22,9 OPERAIO 1,9 IMPIEGATO 10,1 OPERAIO 3,1 IMPIEGATO 7,1 PARAGONE COSTO DEL LAVORO ORARIO

CONCLUSIONI A MEDIO – LUNGO TERMINE UN FRAMEWORK DI RILANCIO ALLINTERNO DEL QUALE SOGGETTI PUBBLICI E PRIVATI POSSANO IMPOSTARE LE PROPRIE STRATEGIE ED I PROPRI INVESTIMENTI DI RISCHIO PER COMPETERE IN UN MERCATO, IL MEDITERRANEO, ATIPICO PER ATTORI, DIMENSIONI E CARATTERISTICHE DELLA DOMANDA A BREVE TERMINE UNA SERIE DI PROVVEDIMENTI ED AZIONI VOLTI A SOSTENERE LINDUSTRAI PORTUALE E I CLIENTI, LE LINEE PER SUPERARE I PROSSIMI 3/5 ANNI IN ATTESA DI UNA RIPRESA DELLA CRESCITA CON TASSI SOSTENIBILI RISPETTO AL LIVELLO DI INVESTIMENTI NECESSARI

CONCLUSIONI – AZIONI DI SOSTEGNO DEFISCALIZZAZIONE ONERI SOCIALI (RIEQUILIBRIO EFFETTO DISTORSIONE COSTO DEL LAVORO) RIDUZIONE ACCISE COSTO ENERGIA E CARBURANTI (RIEQUILIBRIO COSTO SERVIZIO) DIMINUZIONE TASSE DI ANCORAGGIO (RIEQUILIBRIO COMPETITIVO PORTI HUB ITALIANI)

CONCLUSIONI – AZIONI DI SOSTEGNO FERRO BONUS (RIEQUILIBRIO MODALITA TRASPORTO) MINORE BUROCRAZIA (VELOCIZZAZIONE FLUSSI VERSO INLAND) MINORI COSTI TECNICI NAUTICI (MAGGIOR COMPETITIVITA SUL COSTO TOTALE PORTUALE)

some of 25,000 PORTO LAB students