The document discusses modern container ship design. It covers ship design modernization to gain operational advantages through innovations like optimized hull forms and propellers to improve fuel efficiency. Critical success factors emphasized include environmental leadership through designs that meet emissions regulations and maximize cargo capacity utilization. The independent charter owner model is presented as a solution providing financing and management of specialized container ships to liner companies on long term leases.

1. MODERN CONTAINER SHIP DESIGN
1 Introduction
2 Derived Demand for .
3 Financial Fortitude of Supplier of ..
4 Ship Design modernisation
5 Operational Advantage, and Competencies
6 Critical Success Factors
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2. The modern BOX SHIP manifests ‘specialised strategies’
The independent charter owner
A SOLUTIONS PROVIDER TO THE THE LINER COMPANY
Private and Confidential © Copyright 2011 (1) Please refer to Appendix for 2013 EBITDA assumptions 2

3. Owning or Charter (Leasing ) Mega Container Ships
For Liner Company
• Leasing for 8-10 years
For the
• Off Balance Sheet
• No financing costs
• Secured long-term hire costs
For Charter Owner
- Steady cash flows
- Advantageous finance terms
from lenders and equity
markets
- Leverage with shipbuilders and
designers by series ordering i
Private and Confidential © Copyright 2011 (1) Please refer to Appendix for 2013 EBITDA assumptions 3

4. Charter Ownership : Stakeholder-oriented strategy
Shipyards
Customers:
Commercial
Liner Companies
Banks
Investors
Seaspan Regulators,
NGOs, Public
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5. Favorable Supply / Demand Fundamentals
• Containerized Trade Demand Fundamentals Have Returned to
Historic Growth of ~10% Per Annum .
• Excess Demand is Projected Over the Near-Term .
Near-
20%
15%
YEAR – OVER – YEAR GROWTH (%)
10%
Trade Demand
Growth
5%
Fleet Supply
0.0% Growth
(5%)
(9%)
(10%)
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011E 2012E
Source: Clarkson Research Services.
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6. Modern Container ship Design – the DRIVERS
Strategic Plans of Liner Companies:
Reduce staff, increase productivity
Modify ship deployment routes
Optimise container usage, secure
return freight
Avoid port delays
Save fuel costs by slow steaming
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7. SHIP DESIGN : Product Innovation.
Commercial
Innovators
Ship Design
Innovators
Competitive Focus-
Must Win Battles
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8. Leadership in Innovative Vessel Designs
Who is the Preferred Supplier
of Containership Tonnage
Innovation – Leading edge ship designs and optimized operating procedures
Minimize vessel energy requirements
Meet current and anticipated environmental regulatory requirements
Maximize utilization of vessel capability for carrying cargo
Sustainability – Exceptional performance and competitive advantage
A paradigm shift in Customer expectations presents an opportunity to
gain competitive advantage through environmental leadership
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9. Modern Container ship Design :
Determinants for an efficient 10,000TEU vessel
Lightweight reduction
DWT between 106,000 and 110,000 MT
Speed at design draft to be at least 24.5 knots
Optimised performance between 18-22 knots at 13-14 m
draught
10 Tiers in Cargo Holds
Flexible loading
700 Reefers
Minimum ballast
Optimised Homogenous Loading for 10 mt, 11 mt , 14 mt/TEU
Energy - Consideration of Waste Heat Recovery Systems
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10. Environmental –SAVER Vessel
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11. Ship Design : Hull Form – Aquadynamic properties
Source: DNV
Block Coefficient of 0.58
Displ B T LWL CB
[t] [m] [m] [m]
Ref Hull 122109 48.0 13.5 316.9 0.58
Ref Hull B=45.5m 122112 45.5 13.5 334.4 0.58
Ref Hull B=50.5m 122112 50.5 13.5 301.2 0.58
Ref Hull Cb=0.60 122113 48.0 13.5 306.4 0.60
Ref Hull Cb=0.62 122109 48.0 13.5 300.9 0.62
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12. Improvements – Ballast Optimisation (12T/TEU)
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13. Ship Design - Cargo Load & Operational Considerations
Reefer Containers
Minimum Ballast on Arrival &
Departure
Flexible loading in the cargo
holds
Stack Load capacity
Lashing bridges
3 Tier LB at 6 tiers stacks or higher for improved
weight distribution
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14. Main Engines Considered
MAN – 9K98ME7.1
MCR: 56070 kW @ 97 rpm, SFOC: 174 g/kwh
MAN – 9S90ME-C9.2
MCR: 52290 kW @ 84 rpm, SFOC: 167 g/kwh
MAN – 10S90ME-C9.2
(MCR: 58100 kW @ 84 rpm, SFOC: 167 g/kwh
MAN – 10S90ME-C9.2 De-Rated
MCR: 52290 kW @ 84 rpm, SFOC: TBA g/kwh
Study Finding
9S or 10S engine to be the better selection, (with an option for fitting an exhaust-gas bypass
of the turbocharger(s) ,or by duly de-rating)
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15. Ship Design : Innovation – lightweight , ship speed/fuel
consumption
50000
45000
40000
40000
35000
Lightweight in Tons
30000
25000 35000
20000
15000 30000
10000
5000 4250
25000
0
8500
Seaspan Saver Saver
9600TEU 9000TEU 9000TEU 13100
20000
Vessel 20x19 19x19
15000
10000
5000
0
22 20 18
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16. Waste Heat Recovery Plant (Steam & Power Turbine)
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17. SHIP DESIGN – IMO- Energy Efficiency Design Index (EEDI)
EEDI factors evaluated during design development
Targeting more than 20% improvement from IMO base line
EEDI improved with WHR
EEDI is improved with less installed power
To reduce the EEDI we need to move more cargo with lower fuel
consumption
Finding
Hull and propeller forms to be optimized as much as possible
Engine selection important –new super long stroke, low rpm engine
to be adopted
WHR plant to be considered
SFOC optimizing to be considered
High cargo loadability
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18. EEDI – Seaspan Fleet
25.0 25%
IMO Baseline
SSML EEDI
% below Baseline
20.0 20%
15.0 15%
% Below
EEDI Value IMO
Baseline
10.0 10%
5.0 5%
0.0 0%
2500 3500 4250 4250 4250 5100 8500 8500 9600
Vessel Series
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19. Efficiency Metrics – Comparison with ref. 9600 TEU vessel
14 T/TEU - % Improved
(TEU/Ton of Fuel/Day)
45.0%
40.0%
KS97 - 10S90ME-C9.2 DeR
35.0%
KH97 - 9K98ME7.1
30.0%
25.0% KH97 - 9S90ME-C9.2
20.0%
KH97 - 10S90ME-C9.2
15.0%
KS97 - 10S90ME-C9.2
10.0%
KH97 - 10S90ME-C9.2 DeR
5.0%
0.0%
18 kn 20 kn 22 kn 24 kn
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20. EEDI – Example 22% improvement
Source: SHI
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21. CRITICAL SUCCESS FACTORS :
FOR SUSTAINABILITY IN CONTAINERSHIP MANAGEMENT
Successful
Environmentally Efficient
Attentive
Strong
Progressive
Assertive
Novel
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22. ENVIROMENTAL LEADERSHIP & RESPONSIBILITY
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23. The modern Box Ship :
THANK YOU FOR YOU’RE YOUR “Seaspan-like”
ATTENTION !!!
Private and Confidential © Copyright 2011 (1) Please refer to Appendix for 2013 EBITDA assumptions 23