Investor Day Presentation, November 22, 2019 1 Disclaimers This - - PowerPoint PPT Presentation

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Investor Day Presentation, November 22, 2019 1 Disclaimers This - - PowerPoint PPT Presentation

Investor Day Presentation, November 22, 2019 1 Disclaimers This presentation contains forward-looking statements (as such term is defined in Section 21E of the Forward-looking statements in this presentation are estimates and assumptions


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Investor Day Presentation, November 22, 2019

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Disclaimers

This presentation contains forward-looking statements (as such term is defined in Section 21E of the Securities Exchange Act of 1934, as amended, or the Exchange Act) concerning operations, cash flows, and financial position of Seaspan Corporation (“Seaspan”), including, in particular, the likelihood of its success in developing and expanding its business. Statements that are predictive in nature, that depend upon or refer to future events or conditions, or that include words such as “continue,” “expects,” “anticipates,” “intends,” “plans,” “believes,” “estimates,” “projects,” “forecasts,” “will,” “may,” “potential,” “should,” “guidance,” and similar expressions are forward-looking statements. These forward-looking statements represent Seaspan’s estimates and assumptions only as of the date of this presentation and are not intended to give any assurance as to future results. As a result, you are cautioned not to rely on any forward-looking statements. Forward-looking statements appear in a number of places in this presentation. Although these statements are based upon assumptions Seaspan believes to be reasonable based upon available information, they are subject to risks and uncertainties. These risks and uncertainties include, but are not limited to: future growth prospects and ability to expand Seaspan’s business; Seaspan’s expectations as to impairments of its vessels, including the timing and amount of currently anticipated impairments; the future valuation of Seaspan’s vessels and goodwill; potential acquisitions, vessel financing arrangements and other investments, and Seaspan’s expected benefits from such transactions; future time charters and vessel deliveries, including future long-term charters for certain existing vessels; estimated future capital expenditures needed to preserve the operating capacity of Seaspan’s fleet including, its capital base, and comply with regulatory standards, its expectations regarding future dry-docking and operating expenses, including ship operating expense and general and administrative expenses; Seaspan’s expectations about the availability of vessels to purchase, the time that it may take to construct new vessels, the delivery dates of new vessels, the commencement of service of new vessels under long-term time charter contracts and the useful lives of its vessels; availability of crew, number of off-hire days and dry-docking requirements; general market conditions and shipping market trends, including charter rates, increased technological innovation in competing vessels and other factors affecting supply and demand; Seaspan’s financial condition and liquidity, including its ability to borrow and repay funds under its credit facilities, to refinance its existing facilities and to obtain additional financing in the future to fund capital expenditures, acquisitions and other general corporate activities; Seaspan’s continued ability to meet its current liabilities as they become due; Seaspan’s ability to remediate any existing material weakness in its internal controls over financial reporting; Seaspan’s continued ability to maintain, enter into or renew primarily long-term, fixed-rate time charters with its existing customers or new customers; the potential for early termination of long-term contracts and Seaspan’s potential inability to enter into, renew or replace long-term contracts; the introduction of new accounting rules for leasing and exposure to currency exchange rates and interest rate fluctuations; conditions inherent in the operation of ocean-going vessels, including acts of piracy; acts of terrorism or government requisition of Seaspan’s containership during periods of war

  • r emergency; adequacy of Seaspan’s insurance to cover losses that result from the inherent operational

risks of the shipping industry; lack of diversity in Seaspan’s operations and in the type of vessels in its fleet; conditions in the public equity market and the price of Seaspan’s shares; Seaspan’s ability to leverage to its advantage its relationships and reputation in the containership industry; compliance with and changes in governmental rules and regulations or actions taken by regulatory authorities, and the effect of governmental regulations on Seaspan’s business; the financial condition of Seaspan’s customers, lenders, refund guarantors and other counterparties and their ability to perform their obligations under their agreements with us; Seaspan’s continued ability to meet specified restrictive covenants and other conditions in its financing and lease arrangements, its debt instruments and its preferred shares; any economic downturn in the global financial markets and export trade and increase in trade protectionism and potential negative effects of any recurrence of such disruptions on Seaspan’s customers’ ability to charter Seaspan’s vessels and pay for Seaspan’s services; some of Seaspan’s directors and investors may have separate interest which may conflict with those of its shareholders and they may be difficult to replace given the anti- takeover provisions in Seaspan’s organizational documents; taxation of Seaspan’s company and of distributions to its shareholders; Seaspan’s exemption from tax on U.S. source international transportation income; the ability to bring claims in China and the Marshall Islands, where the legal systems are not well- developed; potential liability from future litigation; and other factors detailed from time to time in Seaspan’s periodic reports. Forward-looking statements in this presentation are estimates and assumptions reflecting the judgment of senior management and involve known and unknown risks and uncertainties. These forward-looking statements are based upon a number of assumptions and estimates that are inherently subject to significant uncertainties and contingencies, many of which are beyond Seaspan’s control. Actual results may differ materially from those expressed or implied by such forward-looking statements. Accordingly, these forward- looking statements should be considered in light of various important factors listed above and including, but not limited to, those set forth in “Item 3. Key Information—D. Risk Factors” in Seaspan’s Annual Report for the year ended December 31, 2018 on Form 20-F filed on March 26, 2019, and the “Risk Factors” in Reports on Form 6-K that are filed with the Securities and Exchange Commission, or the SEC, from time to time relating to our quarterly financial results. Seaspan does not intend to revise any forward-looking statements in order to reflect any change in Seaspan’s expectations or events or circumstances that may subsequently arise. Seaspan expressly disclaims any obligation to update or revise any of these forward-looking statements, whether because of future events, new information, a change in Seaspan’s views or expectations, or otherwise. You should carefully review and consider the various disclosures included in Seaspan’s Annual Report and in Seaspan’s

  • ther filings made with the SEC, that attempt to advise interested parties of the risks and factors that may

affect Seaspan’s business, prospects and results of operations. In this Investor Day Presentation, Seaspan relies on and refers to information and statistics regarding industry data. Seaspan obtained this information and statistics from third-party sources believed to be

  • reliable. Seaspan has not independently verified the accuracy or completeness of any such third-party
  • information. This Investor Day Presentation includes non-GAAP forward-looking financial measures related

to a proposed business combination. Seaspan believes that these non-GAAP financial measures provide useful information to management and investors regarding certain financial and business trends related to the financial condition of the proposed acquired business and results of operations. Seaspan does not provide a quantitative reconciliation of forward-looking Adjusted EBITDA for APR to the most directly comparable GAAP measure because it is unable to predict with reasonable certainty the ultimate outcome

  • f certain significant items without unreasonable effort. These items include but are not limited to

depreciation, interest expense and certain one-time costs, as well as the finalization of acquisition accounting treatment. These items could have a material impact on GAAP-reported results for the future period. This communication does not constitute an offer to sell or the solicitation of an offer to buy any securities or a solicitation of any vote or approval. Atlas will file a registration statement that includes a preliminary proxy statement/prospectus and other relevant documents in connection with the Proposed Reorganization. SEASPAN’S SHAREHOLDERS ARE URGED TO CAREFULLY READ THE PRELIMINARY PROXY STATEMENT/PROSPECTUS, WHEN FILED, AND THE DEFINITIVE PROXY STATEMENT/PROSPECTUS, WHEN FILED AND MAILED, BECAUSE THEY WILL CONTAIN IMPORTANT INFORMATION ABOUT THE PROPOSED REORGANIZATION. The definitive proxy statement/prospectus will be mailed to the holders of Seaspan shares prior to the Special Meeting. In addition, investors may obtain a free copy of the preliminary proxy statement/prospectus and other filings containing information about Seaspan, Atlas and the Proposed Reorganization, from the SEC at the SEC’s website at http://www.sec.gov after such documents have been filed with the SEC. In addition, after such documents have been filed with the SEC, copies of the preliminary proxy statement/prospectus and other filings containing information about Seaspan, Atlas and the Proposed Reorganization can be obtained without charge by accessing them on Seaspan’s web site at http://www.seaspancorp.com or by contacting Seaspan Investor Relations at +1-778-328-5340 or IR@seaspancorp.com.

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David Sokol, Chairman

Chairman Opening Remarks

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Three Key Takeaways

Strengthen Balance Sheet & Liquidity

  • De-leveraging of ~$800 million, lowest net debt to equity since 2007
  • Improving flexibility & reducing cost of capital
  • $1.5 billion portfolio financing program
  • Record cash flow from operations

Disciplined, Return Oriented Fleet Growth

  • Continue to be best-in-class owner & operator of containerships
  • Deployed over $400 million into container shipping during 2019
  • Stable market provides fundamentals for further allocation

Diversify Cash Flows

  • Acquisition of attractive niche power rental business
  • Diversification provides through-cycle deployment opportunities
  • Evolution to asset management
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$1.0bn $465mn $5,996 1.10 $4.4bn $541mn

Foundational Growth Over the Past Year

Revenue (TTM) Cash Flow (TTM)4

20181 20191

1. As of September 30 2. Principal value of debt and leases outstanding; does not include operating leases 3. Cash plus undrawn committed credit facilities 4. Cash flow from operations; historical periods reclassified to conform to current presentation 5. Long-time injury frequency (LTIF) represents injuries per million man hours

Opex / day (TTM) LTIF5 Financial Performance Operational Improvements Liquidity3 Balance Sheet Improvements Total Debt2

$1.1bn $805mn $5,787 1.01 $3.6bn $913mn

  • 18%

69% 12% 73%

  • 3%
  • 8%
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World’s Largest Containership Lessor Mobile Power Solution Lessor

Leading Maritime Platform Global Energy Platform Leading Asset Manager

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Board Review Q&A

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Bing Chen, President & Chief Executive Officer

Strategic Update & Vision

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Our Five Key Priorities

5 3 2 1 4 Consistent Operational Excellence Creative Customer Partnerships Solid Financial Strength Quality Growth Opportunities Disciplined Capital Allocation Our Core Competencies Drive Sustainable Growth and Value Creation

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Operational Excellence

Operational Excellence Is the Cornerstone of Our Business Model

 LTIF / Safety  Vessel reliability  Port state control compliance  Crew training & retention Vessel Operating Chartering Technology  Industry-leading utilization  Management of all our vessels  Fuel changeover (IMO 2020) for customers  Development of CDS (Commercial Data Services)  Implementation of ERP systems (Netsuite, GTreasury)

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Customer Partnerships

Partnership Approach Drives Value…

 Attractive and accretive vessel acquisitions for

  • ur customers

 Partnering on operational improvements  Scrubber solutions on 10 vessels

Enables Mutually Beneficial Innovation…

 Innovative commercial structures  Mutually beneficial charter modification agreement  Vessel modifications

Establishes New Partnerships…

 New relationships with leading credit-worthy customers (Arkas, KMTC, HMM)  First ever charter with Evergreen Marine (relationships with top 8)  Geographic expansion of commercial team

Our Customers Are The Reason For Our Success

98.8% vessel utilization YTD

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Financial Strength and Stability

Financial Flexibility  Flexible portfolio financing program ($1.5bn) De-Leveraging  Reduction of $800mn in total debt  $227mn modification payment  Closed second tranche of Fairfax’s $1.0bn investment  Lowest net debt / equity since 2007 Improving Liquidity Position  Improved cash balances  New credit facility

Long-Term Goal: Investment Grade Credit Rating

Transformational Year For Our Financial Strength and Stability

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Growth Opportunities & Capital Allocation

Capital Allocation Criteria Risk-adjusted returns Strengthen balance sheet Compelling strategic rationale Meeting customers’ needs Value creation for shareholders

Constantly Determining the Best Use of Our Capital

 Newbuilding opportunities  Secondhand vessels  Re-writing capabilities (charter modification)  Portfolio financing program Containership-Related  Opportunity for accretive corporate acquisitions; public and private companies  CSET framework agreement  Special Projects / M&A Team  Acquisition of APR Energy Non-Containership  De-leveraging

  • Improves cost of capital
  • “Right-sizing” the

balance sheet  Evaluating all capital allocation decisions with the same criteria Other Capital Allocation

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Building Upon Core Competencies for Growth

Our Vision is Sustainable Growth and Value Creation Core Competencies + People / Processes / Systems Growth in Container Shipping Growth in Adjacent Maritime Industries Growth in Ancillary

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Competitive Advantages Position Seaspan Well

Manage full life cycle from design, construction,

  • peration, scrapping; ~4,600 employees

$4+ billion contracted future revenue 98% utilization since IPO Long-term charters with 7 leading liners (control ~80% of market) Large, diverse, modern fleet >70% of our fleet over 9k TEU1 Flexibility, >$900mn liquidity, de-leveraging, strong foundational capital partners

   

Fully-Integrated Platform Highly Predictable Business Model Entrenched Relationships with Top-Quality Customers Attractive Fleet Focused on Growing Trades Balance Sheet Flexibility Our Unique Platform Well Positions Us for Sustainable Growth

1. TEU weighted; Pro Forma for previously announced vessel acquisitions

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Q&A

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Peter Curtis, EVP and Chief Commercial & Technical Officer Torsten Pedersen, EVP Ship Management

State of the Industry & Operations, Projects, and Technology

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Container Shipping – Infrastructure for Global Trade

 Seaborne transportation largest and most efficient: ~90% of trade  Stable seaborne growth: doubled between 2000 and 2019  Container trade growth and stabilization: ~70mn TEU/year in 2000 to ~200mn today

  • Global GDP growth driven
  • Fundamental international trade growth, a means for globalization
  • Containerization penetration (cargo types and geography)
  • Global container industry infrastructure development

1. ClearSeas – 1 tonne of cargo on 1 litre of fuel 2. Clarksons Research – October 2019

Containerships are integral infrastructure for global trade

– 10 20 30 40 50 60 70 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 World Seaborne Trade (trillion tonne-miles)

World Seaborne Trade2 49km1 226km1 394 km1

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19 136 146 151 158 166 169 176 187 194 200 208 – 50 100 150 200 250 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Mainlane E-W Non-Mainlane E-W North-South Intra-Regional

Demand – Global Container Trade Growth

1. Clarksons Research – October 2019

Broad-based growth supported by stabilizing environment

Seaborne Container Trade Volume Growth vs GDP1

– 1.0x 2.0x 3.0x 4.0x 5.0x 6.0x 7.0x 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Seaborne Container Trade to GDP Growth Multiple 1x GDP Growth

Growth Phase Maturity and Stabilization

Container Market Volume Demand by Trade1

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3.3% 0% 3% 6% 9% 12% 450 900 1,350 1,800 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Idle % TEU (000's) Total Idle TEU Idle Fleet as % of Total Fleet 0% 25% 50% 75% 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 10.7%

Supply – Disciplined Management of Global Fleet

1. Clarksons Research – October 2019 2. Alphaliner Monthly Monitor – October 2019

Global Idle Containership Fleet (% TEU)1,2

 Industry supply rationalization and demand growth driving idle fleet reduction  Idle vessels ~3.3% of the global fleet2 significant improvement YOY  Idle tonnage primarily <3,000 TEU

Orderbook as % of Global Fleet1,2

 Increased discipline on the part of

  • wners and capital providers

continues to temper supply growth  Orderbook-to-fleet ratio currently at 10.7%2; near all time low Normalization through discipline Benefits of discipline

Normalization of orderbook driven by forming of alliances and ordering discipline

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Opportunities – Trade Route by Vessel Size

Idle Other/Unassigned Oceania Related ME/ISC Related Lat Am. Related Intra-Far East Intra-Europe Far East to North Am. Far East to Europe Europe to North Am. Africa Related

1. Alphaliner Monthly Monitor – October 2019

100-999 TEU 1,000-1,999 TEU 2,000-2,999 TEU 3,000-3,999 TEU 4,000-5,099 TEU 5,100-7,499 TEU 7,500-9,999 TEU 10,000-15,000 TEU 15,200-23,000 TEU

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Improved Container Industry Fundamentals

1. Clarksons Research – September 2019

Stabilizing industry driven by robust demand drivers and improved ordering discipline

 Industry dynamics characterized by rationalization and discipline  Volatility reduced: supply vs demand growth rate  Strong, stable demand: GDP-driven growth  Stabilizing and sustainability: new normal driven by consolidation Stabilization of Supply & Demand

(15%) (10%) (5%) – 5% 10% 15% 20% – 5 10 15 20 25 30 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019F 2020F TEU (millions) Fleet Capacity (TEU) Throughput Growth Capacity Growth

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Supply and Demand Balance Supporting Rates

1. Clarksons Research – October 2019

Historical Containership Asset Value1

 Sale and purchase activity focused

  • n panamax

 Asset values stabilized during 3Q19; depressed asset values create opportunity for Seaspan

Charter Rate Improvement1

 Rates improvement primarily driven by high demand for larger vessels, cascading of demand downwards to smaller sizes  Support from limited number of deliveries and low orderbook

Market stabilizing due to demand growth and supply discipline

1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19

(25%) – 25% 50% 75% 100% 125% 150% Jan-17 Apr-17 Jul-17 Oct-17 Jan-18 Apr-18 Jul-18 Oct-18 Jan-19 Apr-19 Jul-19 Oct-19 2,600 - 2,900 TEU 3,200 - 3,600 TEU 4500 TEU 8,500 - 9,100 TEU (50%) – 50% 100% 150% 200% 250% Jan-17 Apr-17 Jul-17 Oct-17 Jan-18 Apr-18 Jul-18 Oct-18 Jan-19 Apr-19 Jul-19 Oct-19 2,500 TEU 3,500 TEU 4,400 TEU 9,000 TEU

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Seaspan Efficiency & Environmental Efforts

SAVER Fleet Efficiency Improvements – Mods & Newbuild

 Initiative has reduced carbon emissions >25% since roll out in 2012  Results in 9.2 million tons abatement since inception

  • SAVER new builds (10000 TEU & 14000 TEU) : ~1,250,000 tonnes annually
  • Modifications: ~325,000 tonnes annually

Container Loading Improvements

 Work with customers on load planning - larger load achievements  Improved cargo securing arrangements – higher cargo weight capability  Improved class approvals – more containers and improved weight capabilities

Operational Improvements

 Work with customers on operational voyage execution – improved fuel consumption  Improved trim evaluation through load planning and hydrodynamic analysis – improved fuel consumption.

Driving efficiency gains through continuous improvement - Differentiation

World-class designs lead to fuel and emission savings Cargo care improvements with significant efficiency gain Operational excellence through best- in-class operations

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IMO 2020 Update – Vessel Preparedness

Scrubber Retrofits and Forecasted Spend Balanced Approach to IMO 2020

Scrubber Retrofits and HSFO availability  HSFO availability in major ports is not expected to be a concern  Currently over 3,000 scrubbers in operation or on

  • rder, 696 are on containerships

 4.5% of containerships scrubber fitted1  5.7% of containerships pending scrubber fitting1

Recent increases in low / high Sulphur fuel spread creates significant opportunities for Seaspan

1. Clarksons Research; as at October 29, 2019

Scrubber Program  Two customers have ordered five scrubbers each  Mutually beneficial arrangements formed  Ongoing discussions with other customers Switch to Compliant Fuel  Tank cleaning on schedule; vessels expected to be fully compliant by Jan 1, 2020 (97 vessels)  Ensuring cost-effective and seamless transition Additional Opportunities  Providing innovative scrubber financing solutions  Solutions to capture/share fuel spread savings

218 193 203 214 225 234 241 247 253 259 266 271 277 280 281 282 284 247 277 262 246 233 210 196 189 183 188 185 178 171 168 168 169 168 465 470 464 460 458 444 437 436 435 447 450 449 448 448 449 451 452 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 2019 2020 2021 2022 2023 3.5% Fuel Spread

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What does Operational Excellence Look Like?

Focus on technology / digital transformation underpins all operational goals and initiatives Safety Reliability Cost

       

Industry leading LTIF Safety initiatives and culture Improvement in drydock management Asset integrity driving asset life-cycle management Safety initiatives and culture Cost efficiency is our “license to operate” Crew strategy driving cost advantages Focus on procurement and inventory

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Safety – Good Companies Do Things Right

 First time in Seaspan’s history that LTIF is currently below 1.0  Safety Initiatives focused on safety culture

  • Safety Culture ORganizational Assessment (SCORA) implementation
  • Safety@Seaspan
  • Safety Flashes regularly sent to the fleet

Lost Time Injury Frequency (LTIF)

34 57 43 31 27 21 2.2 2.9 2.2 1.6 1.3 1.0

  • 0.5

0.0 0.5 1.0 1.5 2.0 2.5 3.0 20 40 60 80 100 120 2014 2015 2016 2017 2018 3Q19 # Lost Time Injuries (TTM) Monthly LTIF Average (TTM)

Safety culture drives operational improvements

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Reliability – Delivering What We Promise

Improvements in Unscheduled Offhire (including off-charter)  Focus on cost controls and asset integrity  Adding culture to compliance  New maintenance strategy to drive cost improvements  Navigation improvement initiatives

1% 0% 1% 0% 0% 1% 0% 1% 2% 2% 4% 7% 8% 2% 3% 4% 2% 1% 1% 2% 2% 1% 0% 2014 2015 2016 2017 2018 2019 % of Ownership Days

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29 6,537 6,890 6,287 5,746 5,884 5,787 2014 2015 2016 2017 2018 3Q19

Cost – “License to Operate”

($000s/ownership day)

Crewing Procurement Insurance Ship Management

 Cost efficiency in top quartile1  Digitalization, crew composition and pay-for- performance initiatives  Leveraging size and scale  Joint procurement consortia  Cost reduction and risk management  Company-wide focus on insurance cost  Current re-branding initiative to drive costs down  Cost ownership prevents dis-economies of scale  Digitalization, maintenance strategy, inventory management identified opportunities for cost reduction

(LTM)

Industry Leading Opex

1. BCG annual industry benchmark

Sustainable Cost Efficiency

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World Class Crewing

 Increasing reserves, enabling agile relief arrangements and focus on best performers

Focuses Crewing Retention Crewing Initiatives Officer Recruitment Training Communication / Systems Cost

 E-learning and Virtual Classroom training pilot project’ further courses to be conducted via virtual training  Mobile communication  Crew management software upgrade  Partnerships on victualling leverages scale  Tiering compensation system rewards experienced and high performing crew 88% 88% 88% 88% 89% 92% 93% 94% 94% 94% 95% 95% 96% 96% 96% 96% 96% 96% 96% 96% 96% Jan-18 Mar-18 May-18 Jul-18 Sep-18 Nov-18 Jan-19 Mar-19 May-19 Jul-19 Sep-19

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Digitalization and the Way Forward

 Digitalization projects with DNV-GL (cost focus) and Lloyds Register (safety focus)  Predictive maintenance model supported by sensor technology  Realizing benefits of scale through data collection / visualization of fleet data Digitalization Projects Operations Dashboard Core Operational System Overhaul  Upgrade of SSW core operational systems to web-based solutions in Q4 2019

  • Enables use of mobile technology
  • Frames simplified and sustainable operating

model

 Live data through Fleet Operations Dashboard  Easy to access key data and transparency

  • n operational performance

 Pro-active work flow for Fleet Management Technology used to reduce cost and provide revenue opportunities

Enables tracking of vessel and vessel manager performance Enables analysis / insight creation

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Theseus: Seaspan’s Business Intelligence Platform

Centralized source of data

Shared truth

Commercial Insights Market Intelligence Decision Tools Operational Metrics Data Management Vision: Leverage scale and transform the shipping value chain through software and technology

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Commercial Data Services (CDS) Overview

 Commercial Data Services (CDS) is a proprietary cloud based-web application hosted on Seaspan’s development portal  To improve the commercial management of Seaspan’s fleet, and allow a deeper analysis of the containership market

  • Provide aggregated information, enhanced visualization, analytical tools, and

unique calculation methodologies

Aggregated source of live charter market information

Integrated platform for commercial and operations team

Source of industry, customer, and competitor data

Internal and external views on vessel valuation Leverages Seaspan’s size, scale, and relationships to build industry-leading platform to create value-added insights What is CDS? Key Benefits  Improved management of short-term fleet through empirically-based decision making  Increased market intelligence through analytical tools and data visibility (i.e. Residual Value Analysis)  Multi-metric tracking of Customers and Competitors to seek and identify

  • pportunities proactively
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Commercial Data Services (CDS) Demonstration

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Commercial Data Services (CDS) Demonstration

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Commercial Data Services (CDS) Demonstration

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Q&A

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Ryan Courson, Chief Financial Officer

Financial Performance & Strategic Initiatives

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Investment Thesis: Container Ships as Core Global Infrastructure

2 3 Containerization has Reached a Stage of Maturity

  • Historical growth: rapid growth from early 1990s
  • Fundamental structural changes support stability: demand growth in-line with stable seaborne trade growth,

supply side discipline due to fundamentally different competitive environment (consolidation)

  • Separating past vs present: industry entering a new normal marked by stability

Container Shipping Fits All the Boxes of Core Infrastructure

  • Core infrastructure: assets used in the movement and storage of goods, people, water, and energy
  • Fits the boxes: long-lived asset lives, minimal risk of obsolescence, serves global economy, and operates in

developed regulatory environment

  • Stabilizing / maturing industry landscape: demand driven by trade growth, supply at replacement levels

1 Container Shipping Enables Global Trade

  • Seaborne trade enables global trade: seaborne trade is the most efficient mode of transportation
  • Container shipping transports valuable goods: containerships transport the majority of value of seaborne trade
  • Providing the pipes for global trade: similar to other accepted transportation infrastructure assets (tolls, bridges,

tunnels, airports) containerships are the necessary assets to transport things

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0% 10% 20% 30% 40% 50% 60% 70% – 1.0x 2.0x 3.0x 4.0x 5.0x 6.0x 7.0x 1990 1992 1994 1996 1998 2000 2002 2004 2006 2008 2010 2012 2014 2016 2018 2020 Orderbook as % of Global Fleet (TEU) Trade Growth as Multiple of GDP Growth Orderbook-to-Fleet Seaborne Trade to GDP Growth Multiple 1x GDP Growth

Industry Has Reached Maturity & Found Stability

Growth Maturity & Stabilization

Global trade has reached maturity; container shipping has reached maturity

1. Clarksons Research – October 2019

1 1

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Container shipping

1. Statista container shipping research

Long-lived assets Asset class in maturity beyond demand ramp-up phase Serving demographically and economically sound areas

Core Infrastructure

Now a stable environment: Demand linked to GDP Supply at replacement levels

But Does Seaspan Fit The Core Infrastructure Box?

Minimal risk of obsolescence 30 year life assets Minimal maintenance capex (as % of value)

Containerships transport ~60%1 of value of seaborne trade More fuel efficient transport than rail, truck, aircraft

Serves global economy; not sensitive to regional demand dynamics Demand growth ~ global GDP growth

Developed regulatory environment Regulated by International Maritime Organization - a UN agency Role is to create a regulatory framework for the shipping industry

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42 578 227 500 (1,196) (166) (76) 30-Sep-18 Cash Flow from Operations Charter Modification Fairfax Repayment of Debt & Preferred Shares Dividends (Preferred + Common) Other 30-Sep-19

Capital Allocation

1. Cash and cash equivalents; beginning 4Q18 balance; ending 3Q19 balance 2. Excludes $227mn charter modification payment; historical periods reclassified to conform to current presentation 3. Principal value of revolving and term loan credit facilities, capital leases, derivative liabilities, and preferred shares

Stable and sustainable annual cash flow from operations of over $500 million

4Q18 3Q19

Cash from Operations (excl. Charter Modification)2 Fairfax Investment Charter Modification Repayment of Debt & Preferred Shares3 Dividends (Common & Preferred) Capex & Other

Reduced total debt by ~$800mn Increased unencumbered fleet by 13 vessels to 31

~$166mn returned to shareholders

$391mn1 $259mn1

Cash Flow Generation Capital Allocation

Stable cash flow generation of >$500mn

$227mn million charter modification payment received $500mn investment by Fairfax

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$1.0bn $465mn $4.4bn $3.7bn

Dramatically Improved Credit Profile Over the Past Year

Revenue (TTM) Cash Flow (TTM)5

20181 20191

1. As of September 30 2. Principal value of debt and leases outstanding; does not include operating leases 3. Principal value of revolving and secured credit facilities; does not include operating leases 4. Cash plus undrawn committed credit facilities 5. Cash flow from operations; historical periods reclassified to conform to current presentation

Financial Performance Secured Debt3 Balance Sheet Improvements Total Debt2

$1.1bn $805mn $3.6bn $3.0bn

  • 18%
  • 19%

+12% +73%

18 vessels

Unencumbered Vessels

31 vessels

+13 Credit accretion was important step before tapping unsecured markets

$541mn

Liquidity4

$913mn

+69%

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44

Execution on Near-Term Capital Plan

1

Consolidate Secured Credit

Creates a more efficient Seaspan capital structure

3 4

Strengthen Balance Sheet Through Deleveraging

Deploy Free Cash Flow to decrease leverage by ~$1 billion from 2018 to 2022

2

Increase Unencumbered Assets

Provides more capital structure flexibility

Capital Plan Targets Scorecard

Portfolio Financing Program

15+ secured credit facilities refinanced; Consolidated into first-flexible program financing

31 unencumbered (from 18)

Good level; future growth will be linked to: i) % of larger fleet ii) Greater access to unsecured debt

Reduced debt by ~$800mn

Ahead of expectations

  

Access Unsecured Credit Markets

Forges path to investment grade

Continue to evaluate unsecured credit markets

Restructuring provides opportunity for Seaspan to access unsecured credit markets

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Shipping Historically Undervalued by Credit Markets

1. FRED economic data; issue yields for peers based on floating reference rate (NIBOR) at time of issue plus spread Note: Select Shipping Issuances (Norwegian Market) includes issuances by OCY, SFL, and MPC

Alpha for credit investors that understand Seaspan’s cash flow beta & path

2.0% 3.0% 4.0% 5.0% 6.0% 7.0% 8.0% 9.0% 10.0% 11.0% Jan-17 Jul-17 Jan-18 Jul-18 Jan-19 Jul-19 All-In Issue Yield1 BBB Yield BB Yield B Yield Select Shipping Issuances (Norwegian Market) Nov-19

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Capital Plan Next Steps

Seaspan has dramatically improved its credit profile; unsecured credit is next step

Consolidate secured debt by establishing the Program (cleaning up the balance sheet) Expand the Program asset base through refinancing of additional existing credit facilities Reduce leverage and improve credit profile by pushing out and diversifying debt maturities Access unsecured credit markets at attractive levels Achieve investment grade rating and refinance debt at lower cost

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48

Transaction Overview

Transaction Value Consideration Timing

  • Agreement to acquire 100% of APR Energy, a leading mobile power solutions provider
  • Total implied enterprise value of $750mn; $425mn expected equity value at closing
  • Approximately 5x 2020E EBITDA
  • All-stock transaction; approximately 38mn Atlas shares issued to sellers at $11.10 per share
  • Existing debt to be refinanced at closing of transaction
  • Post-closing debt of approximately $325mn
  • Approved by Board of Directors of each of Seaspan and APR
  • Signed acquisition agreement November 20, 2019
  • Transaction expected to close in Q1 2020; subject to closing Atlas reorganization
  • Subject to customary closing conditions, including receipt of applicable regulatory approvals

Achieves Investment Criteria

 Attractive business model  Industry in which we are confident we can succeed  Strong risk adjusted ROIC  Runway for material capital deployment

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Primary Mobile Power Use Cases

Use Case: 300MW gas turbine solution to back up hydro and bridge the power gap until new power plant constructed (Uruguay)

Bridging Power Long-Term Solutions

Use Case: Improved technology to replace aging infrastructure (US Virgin Islands)  Strategic partnerships with OEMs for long-term RFPs

Grid Stabilization

Use Case: Peak demand reliability issues with renewable power required fast responding generators to satisfy shortfalls (Australia)  Structural need to balance intermittent generation  1-5 year contracts to support infrastructure development  Lack of funding to perpetuate supply/demand gap  30-60 day setup vs 3-5 years for traditional power plant

 Typical contract structured as $/turbine/month lease (competitive rate based on local power prices)  Versatile assets with diverse set of use cases Emergency Fast-Track Power

Use Case: Emergency power for hurricane relief (Puerto Rico)  Mobilize operational power plant in under 3 weeks  Multi-fuel turbines enable use across the globe

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APR Timeline

2004 2011 2012 2013 2014 2015 2016 2017 2018 2019 2016: Taken private by Fairfax Financial Holdings / Albright Capital 2004: APR Energy established (management buyout from Alstom) 2011: London Stock Exchange Listing 2013: Acquires GE’s mobile turbine business 2014: Libya contract issues affecting business

2019: Seaspan acquires APR Energy

Acquisition Timeline  Prior to take-private: Fairfax owned 18% of equity  2016: Owned 49% post take-private  2017: Acquired additional interest  2019: Owned 68% prior to acquisition  2019: Seaspan acquires 100% of APR Energy

New management team on board Asset utilization materially improves

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Historical Utilization

Fleet Utilization Turnaround under New Management Team1

Commercial Operations

 Revised personnel, processes, and controls  Enhanced through bid reviews, risk management, and returns-oriented approach to new projects / extensions  Upgraded personnel and organization, diversified pipeline  Focus on business intelligence and enhanced deal closure  Improved leadership, personnel, processes and controls  Routinely delivering projects faster and on or below budget  Consolidated 12 global locations to two (JAX); improves accountability, controls, maintenance and costs

“APR has grown to be the global leader in fast-track power. Over the last few years, we have focused on improving processes, with a commitment to

  • perational excellence, speed, and discipline. Together, we have positioned

the company for its next phase of growth through a focus on commercial and

  • perational improvements”

Charles Ferry

Chief Executive Officer

30% 27% 28% 49% 56% 52% 72% 91% 76% 75% 82% 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 2Q19 3Q19

1. Installed capacity over owned capacity (includes gas turbines, diesel generators, and gas reciprocating engines)

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APR Energy at a Glance

Globally Integrated and Diversified Attractive Fleet Strong Financial Profile

600+ global staff

~400 plant operators ~200 corporate

#1

Owns & operates the only mobile gas turbine fleet in the world

4 years

Average turbine age

Supportive Capital Partners

14 10 1.3

850MW

Mobile Gas Turbines

Multiple sources of fuel, fast setup time, space-efficient

~700MW

Diesel generators / gas reciprocating engines

Power Plants1 Countries1 GW installed2

Global Footprint

>2.3GW

Projects in pipeline

~$300mn

2020E Revenue

~$150mn

2020E EBITDA

Over 5GW deployed since inception

1. Year-to-date 2. As at September 30, 2019

~2x

Net Debt / 2020E EBITDA

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Investment Thesis

1 2 Strong Strategic Rationale for Seaspan / Atlas

  • Diversified leasing platform: global leasing business with minimal correlation to container shipping
  • Relationships: Atlas team relationships expand opportunity set; transition focus toward full suite of energy services
  • Solid operational foundation: strong management team led by Chuck Ferry; platform spun out of Alstom & GE
  • Professional asset management: rigorous Atlas investment committee institutionalizes strategic capital allocation

and commercial decision making

Attractive Business Model with Strong Tailwinds

  • Medium-to-long-term contracted assets in a niche sub-market
  • Capital intensive business with opportunity for mid teens unlevered through cycle returns for prudent capital

allocators

  • Global macro tailwinds: growing emerging market demand for power, transition to alternative & distributed power

generation creates need for backup power, and power disruption from increasing incidences of natural disasters

Clear Financial Benefits

  • Attractive price: approximately 5x 2020E EBITDA; expected to be EPS accretive in first full year
  • Contracted cash flows: assets typically put on 1-5 year initial contracts; stable long-term average utilization
  • Unit economics imply unlevered free cash flow yields in high teens on incremental growth investing based
  • n economics of the initial contract; long-term utilization is a key driver of APR economics
  • Substantial pipeline; expected contract continuations for ~40% of capacity to 2024, with 2.3+ GW pipeline to

employ the remaining capacity

3

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Pro Forma Structure for Atlas

Common Shares Preferred Equity Fairfax Notes

One Atlas common share will be issued for each Seaspan common share

New ticker for common shares (NYSE:ATCO)

One Atlas preferred share will be issued for each Seaspan preferred share of the corresponding series

New ticker for preferred shares

Fairfax notes will remain at Seaspan

NYSE: ATCO SSW

100%

Preferred Equity Common Equity

APR

100%

Fairfax Notes

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 Credit improvements: access unsecured credit markets at BB curve pricing  Capital allocation: additional capital deployment into accretive containership

  • pportunities

 Operational excellence: continued focus on safety, reliability, cost  Technological innovation: progressing in- house technology initiatives

2020 Focuses

Market Leading Containership Lessor Leading Mobile Power Solution Lessor  Refinancing: refinance and recapitalize company under flexible structure  Pipeline execution: conversion of existing pipeline; expand customer network base through Seaspan relationships  Expansion into longer-term projects: increase focus on bids for longer-term contracts  People and processes: develop investment committee, integrate intelligence/technology platforms, align incentives  Investment committee: capital allocation  Shared services: develop best-in-class shared services function

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Q&A

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Prem Watsa

Fairfax Financial Holdings

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