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Investor Presentation March 2019 1 1 Notice on Forward Looking - - PowerPoint PPT Presentation

Investor Presentation March 2019 1 1 Notice on Forward Looking Statements governmental regulations on Seaspans business; the financial condition of Seaspans customers, lenders, This presentation contains forward-looking statements (as


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Investor Presentation

March 2019

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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 as well as the likelihood of consummating any such transactions; estimated future capital expenditures needed to preserve the

  • perating 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

  • f 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 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

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

  • perational 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 interests 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

  • n 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 this Annual Report and in Seaspan’s other 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.

Notice on Forward Looking Statements

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Container Shipping Is An Essential Part of Global Commerce China

Shoe Store

Liners load and unload goods across ocean routes just as couriers operate routes through land and air

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Container Shipping Industry Value Chain

Manufactured goods for distribution Land transport to distribution centers Loading of cargo at port terminals Unloading of cargo at port terminals Land transport to destination warehouse Delivery to customer

Seller Buyer

End buyer of shipments (importers / exporters)

Shipper Destination Warehouse Destination Port Consignee Origin Warehouse Origin Port

Shipping Line

Shipping voyage via container ships

Freight-Forwarder

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Containerization & Global Trade

Container Shipping’s first downturn since 1998 1.2% 1.6%

2000-2007 2011-2019F

2001: China joins WTO 2011: China becomes 2nd largest global economy

Container shipping accounts for 17% of global shipping by weight but 60% by value (over $12 trillion of goods in 2017)3

Global TEU Trade CAGR: 9.9% Global GDP2 CAGR: 3.4% TEU to GDP Multiple: 2.9x 3.9% 2.8% 1.3x 1.4x 1978: China Economic Reforms 1990: Social Market Economy of China (TEU, millions1)

1. Clarkson’s Research – March 2019 2. GDP Source: World Bank 3. Statista Container Shipping Statistics & Facts

4 12 67 70 76 84 95 105 117 129 135 122 139 150 155 163 171 175 182 193 196 204 '73 '83 '00 '01 '02 '03 '04 '05 '06 '07 '08 '09 '10 '11 '12 '13 '14 '15 '16 '17 '18 '19F

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112 Vessels 98%

Average Utilization Since IPO3

4,600 employees

4,300 Seafarers 300 Corporate

#1

Independent Containership Owner / Operator

~6 years

Average Age

~4.5 years

Average Remaining Charter Period

$4.8bn

Contracted Future Revenue2 Long-term Charters with

7 of 8

Leading Liners

$484mn

Cash Flow from Operations1

Integrated with Global Trade Modern Fleet Strong Financial Profile

Seaspan at a Glance

1. Based on fiscal year ended December 31, 2018 2. Minimum future revenues to be received on committed time charter party agreements and interest income from direct financing leases as of December 31, 2018. Minimum future revenues are based on 100% utilization, relate to committed time charter party agreements currently in effect, and assume no renewals or extensions 3. Average fleet utilization from 4Q05 to 4Q18

$1.1bn

Revenue1

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7 Issued $345mn unsecured listed bond

Seaspan Has Led the Industry Since Its Infancy

13 # Vessels 23 29 35 42 55 65 69 71 77 85 87 89 112

SCLL, predecessor of Seaspan Corp, founded by Kyle Washington and two others Issued $250mn Series C Preferred Equity (1st U.S. listed preferred by containership lessor) Containership JV with The Carlyle Group Acquired Seaspan Management Services $600mn SSW IPO (largest ship leasing) Washington Family invested $180mn Completed $1.6bn GCI acquisition Secured $1.0bn investment from Fairfax

2000 2005 2010 2015 2018

Utilization 100% 99% 99% 99% 100% 99% 99% 99% 98% 99% 99% 96% 96% 98%

51 64 108 143 158 187 265 353 405 414 474 578 621 666 906 IPO 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 4Q18 > 10,000 TEU 8,500 - 9,600 TEU 4,250 - 5,100 TEU < 3,500 TEU

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Key Recent Developments

New Leadership Team

  • David Sokol appointed as Chairman
  • Bing Chen appointed as President and CEO
  • Ryan Courson appointed as CFO
  • Tina Lai appointed as CHRO
  • Torsten Pedersen appointed as EVP Ship Management

Fairfax Investments

  • Secured a $1.0bn investment from Fairfax Financial Holdings

(leading Canadian insurance company) – $250mn debt investment funded in February 2018 and $250mn equity investment funded in July 2018 – Funded an additional $250mn equity investment and an additional $250mn of debt in January 2019

Acquisition of GCI

  • Completed accretive $1.6bn acquisition of remainder of Greater

China Intermodal Investments LLC (GCI) in March 2018

  • Considerations to selling shareholders was ~$330mn in cash

and a ~$50mn issuance of Seaspan Series D preferred shares

  • Transaction expanded Seaspan’s platform, diversified our

customer base, and enhanced our fleet composition

  • GCI was quickly and flawlessly integrated

David Sokol Bing Chen Ryan Courson Tina Lai Torsten Pedersen

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Supportive Strategic Shareholders

  • WashCo owns an investment portfolio of industrial companies in

rail transport, mining, and aviation

  • Seaspan’s founding shareholder (28% of shares outstanding)1
  • Actively involved with Seaspan since its founding
  • Dennis Washington made a $160mn Series A Preferred Equity

investment in 2009 during the recession

  • Fairfax (TSX:FFH) is an insurance and investment management

company with $64bn in assets2

  • Strategic partner with long-term investment horizon

 Initial investment of $500mn ($250mn debt/$250mn equity)  Additional 25mn warrants issued with strike price of $8.05  Second investment of $500mn in January 2019 ($250mn

debt/$250mn equity)

Current Shareholder Base1

New Chairman, CEO, and CFO have accessed new capital sources and strengthened commercial position with the acquisition of GCI

1. As of January 15, 2019 2. As of December 31, 2018

Washington Family 28% Fairfax 36% Others 36%

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Increasingly Diversified and Flexible Financial Profile

Selected Global Lenders Diversified Sources of Capital1

($ millions)

1. As at December 31, 2018, adjusted for $500mn Fairfax investment in January 2019. Corporate Revolver is undrawn and committed in the amount of $150mn. Secure debt, unsecured debt, and capital lease amounts based on principal 2. Includes 3 vessels securing debt which was repaid in March 2019, and for which collateral release documentation is pending

Significant Unencumbered Asset Pool

40+ global lenders, including North American, European, and Asian financial institutions 37 unencumbered vessels2

TEU Class Vessel Count2 2,500 12 3,500 2 4,250 17 8,500 2 9,600 2 10,000 2 Total 37

Secured Debt $2,947 Capital Leases $648 Unsecured Debt $900 Perpetual Preferred Stock $881 Common Equity $1,877 Corporate Revolver $150

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What Containership Lessors Offer

Liner Companies

Liner Responsibilities:

  • Sourcing & Aggregating Cargo
  • Managing Logistics
  • Fuel Costs
  • Cargo Operating Expenses
  • Pays Daily Charter Rate

Fleet of 112 Containerships Operating Lessor

Lessor Responsibilities:

  • Vessel
  • Crew
  • Technical Operations
  • Design, Maintenance, Insurance
  • Variety of Contract Structures

Charter Rate + Term

Fixed-Rate Charter Contract

Charter Rate Vessel & Crew + Services

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Large, Modern Fleet Portfolio Aligned to Key Trade Routes

2,500 TEU 12 Vessels 3,500–4,250 TEU 26 Vessels 4,500–5,100 TEU 9 Vessels 8,500–9,600 TEU 12 Vessels 10,000–11,000TEU 30 Vessels 13,000–14,000 TEU 23 Vessels Regional Trades Workhorses of Global Fleet Operating Scale and Efficiency For Long- Haul Trades

68% of fleet is >10,000 TEU in size with an average age of approximately four years1

1. Weighted by TEU

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Global Trade Now Requires a Diversified Fleet

Feeder Class Mid-Sized VLCS / ULCS

TEU 2,500 3,500 4,250 5,100 8,500 9,600 10,000 13,100 14,000 Intra‐Asia

    

Africa

  

Australia—NZ

  

Latin America

   

Europe—NA

 

Far East—ME

  

Far East—NA

     

Far East—Europe

  

The ideal ship size varies by route, port capacity, and charter needs

Seaspan’s Vessel Trading Activity

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14 906 784 556 528 469 450 398 391 354 350 279 229 220 215 203 199 199 199 182 179 Shoei Kisen Costamare Zodiac Maritime BoCom Leasing Eastern Pacific Shg (EPS) Offen, Claus Peter Peter Döhle/Hammonia Danaos Minsheng Financial Leasing Ship Finance International Norddeutsche R.H. Schuldt Zeaborn MPC Group Schulte Group China Merchants Bank Navios Group Global Ship Lease SinOceanic Nissen Kaiun

World’s Largest Independent Containership Owner & Operator

Barriers to Entry Top 20 Containership Lessors1

TEU (000s)

 Customer Relationships  Operational Track Record and Experience  Scale of Service  Increasing Regulation  Access to Financing

Scale creates meaningful barriers to entry

Primarily a financial lessor (i.e. limited/no vessel management services)

2

1. Alphaliner Monthly Monitor – February 2019. Chart of top 20 containership lessors includes current vessels and vessels under construction 2. Shipowning arm of Imabari Shipbuilding

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Fully Integrated Operating Platform

VESSEL DESIGN VESSEL UPGRADES VESSEL OPERATIONS VESSEL MANAGEMENT

Enhanced cargo care practices to safely carry more containers Trim optimization to

  • ptimize cargo loading

and fuel efficiency

In-House Design & Engineering Teams

  • In-house design and engineering teams with

strong relationships with leading shipyards

  • Deep experience in overseeing new vessel

construction, conversions and marine engineering

Fleet Utilization Rates

Impact of Hanjin bankruptcy and drydock

  • f 4 Panamax vessels acquired in 4Q16

Fleet Management Commercial Services

  • Provide crewing and insurance
  • Responsible for both ordinary and scheduled

maintenance

  • Disciplined cost control

300

Corporate & Operations

4,600

People Employed Globally

>7,900

2018 Port Calls

4,300

Seafarers

  • Strong commercial management and long-term

charter profile drives high utilization rates

  • Recognized for operational excellence with

several recent awards

99% 100% 99% 99% 99% 98% 99% 99% 96% 96% 98% FY08 FY09 FY10 FY11 FY12 FY13 FY14 FY15 FY16 FY17 FY18

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16 100% 89% 77% 63% 43% 2019 2020 2021 2022 2023

Contracted Revenues Provide Reliable, Recurring Cash Flows

Cash flow stability from future contracted charter payments of ~$4.8 billion1 with an average remaining contract duration of ~4.5 Years

Percentage of Contracted Revenue by Year1

Majority of charter expirations post 2022 are modern 10,000+ TEU vessels

1. Minimum future revenues to be received on committed time charter party agreements and interest income from direct financing leases as of December 31, 2018. Minimum future revenues are based on 100% utilization, relate to committed time charter party agreements currently in effect, and assume no renewals or extensions. Illustrated as a percentage of 2018 revenue

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1. Rank based on market share per Alphaliner as of February 2019 2. Number of Seaspan’s vessels and TEU of vessels chartered to each liner as of December 31, 2018 3. Credit ratings represent MOL and K-Line, respectively

Strong Counterparties Composed of Top Liners

Seaspan works with a select group of leading liner companies with a focus on long-term charters

(by % of total TEU)

Other

Charterer World Ranking1

  • No. of

Vessels² Total TEU² Major Shareholders Credit Rating COSCO 3 35 253,000 Government chAAA / Lianhe Yang Ming 8 16 220,000 Government twBBB / Taiwan CR ONE3 6 22 152,150 Widely-held (Ba1 / NR) / (BBB / NR) CMA CGM 4 10 71,250 Family-owned B1 / B+ MSC 2 6 63,500 Family-owned (N/A) Hapag Lloyd 5 8 62,750 Widely-held B2 / B+ Maersk 1 7 49,250 Widely-held Baa2 / BBB Evergreen 7 1 4,250 Widely-held NR Other

  • 7

29,750 – – Total 112 905,900

28% 24% 17% 8% 7% 7% 5% 3% 1%

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Seaspan’s Business Model

Fully Integrated Operating Platform Long-Term, Fixed- Rate Charters Creditworthy Customers

  • Comprehensive operating leasing platform
  • Design and acquire large, modern, fuel-efficient vessels
  • In-house full vessel life cycle management expertise
  • Long-term charters between 3 and 17 years provide

stable, predictable cash flows

  • Average remaining life of long-term charters of ~4.5 years
  • Lease vessels to the world’s leading liners
  • Operate customers’ flagship assets
  • Largest customers are partially government owned

Seaspan’s differentiated business model allows it to capitalize on challenges currently facing the containership leasing industry and provide best-in-class service

Commoditization Short-Term Focus Weak Credit Profiles Challenges to Containership Industry

Seaspan’s Model

Size & Scale

  • World’s largest containership lessor
  • Leverage scale to secure major transactions and cost

savings

Fragmentation

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Market Share 20191 Top 8 Liners Grew Market Share from 55% to ~85% in 5 Years1

APM‐Maersk, 18% MSC, 15% CMA CGM, 10% Evergreen, 5% COSCON, 5% Hapag‐Lloyd, 4% APL, 4% Hanjin Shg, 4% CSCL, 4% MOL, 4% OOCL, 3% Hamburg Süd, 3% NYK, 3% Yang Ming, 2% K Line, 2% Hyundai M.M., 2% Others, 11%

1. Alphaliner Monthly Monitor – February 2019

Concentration of Liner Market Share

Market Share 2013

Maersk+H.Sud, 20% MSC, 16% COSCO + OOCL, 13% CMA CGM, 13% Hapag+UAS C, 8% ONE, 7% Evergreen, 6% Yang Ming, 3% HMM, 2% Others, 12%

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The fragmented landscape leaves significant room and benefit for consolidation

Opportunity for Lessor Consolidation

  • Consolidation provides greater economies of

scale and barriers to entry

  • Access to financing
  • Customer relationships
  • Scale of service
  • Larger, more diverse fleets provide significant

benefits

  • Size and scale allows for improved credit profiles

and reduced cost of capital , 8%

1. Alphaliner Monthly Monitor – February 2019

Opportunity for Consolidation Containership Lessor Market Share1

Shoei Kisen, 7% Costamare, 5% Zodiac Maritime, 4% BoCom Leasing, 4% Eastern Pacific Shg (EPS), 4% Offen, Claus Peter, 3% Peter Döhle/Hammonia, 3% Danaos Shg, 3% Minsheng Financial Leasing, 3% Norddeutsche R.H. Schuldt, 2% Other, 54%

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(50%) – 50% 100% 150% 200% 250% Jan-17 Apr-17 Jul-17 Oct-17 Jan-18 Apr-18 Jul-18 Oct-18 Jan-19 2,500 TEU 3,500 TEU 4,400 TEU 9,000 TEU

Demand Growth and Supply Constraint Driving Rate Improvement

  • Q1 saw stabilizing rates for smaller vessels and

increasing rates for larger vessel sizes

  • Support from limited number of deliveries scheduled for

2019, and continuing restraint on newbuild ordering

  • Forecasted global container trade growth stands at

~4% for 2019; containership fleet growth stands at ~3%

Charter Rate Improvement1 Historical Containership Asset Value1

  • Sparse sale and purchase activity in Q1 as
  • wners anticipate value improvements
  • During Q1 asset values stabilized, we expect

sale and purchase activity to pick up

(1) Clarksons Research – April 2019

1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19 (50%) – 50% 100% 150% Jan-17 Apr-17 Jul-17 Oct-17 Jan-18 Apr-18 Jul-18 Oct-18 Jan-19 2,600 - 2,900 TEU 3,200 - 3,600 TEU 8,500 - 9,100 TEU 1Q17 2Q17 3Q17 4Q17 1Q18 2Q18 3Q18 4Q18 1Q19

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(15%) (10%) (5%) – 5% 10% 15% 20% – 5 10 15 20 25 30 TEU (mllions) Fleet Capacity (TEU) Throughput Growth Capacity Growth

Broad Based Global Seaborne Trade Growth

(1) Alphaliner Monthly Monitor – April 2019; global port throughput includes empty container and transshipment cargo (2) Clarksons Research – Container Intelligence Quarterly Q1 2019

  • Broad-based growth across regions; port infrastructure

supporting trade growth in developing economies

  • 2019 forecasted growth has remained robust despite trade

uncertainty

  • Growth outlook remains robust in developing markets, and

positive in OECD regions

2019 Growth Rates by Region2

  • Improving supply / demand balance supporting charter

rates

  • Trade growth is expected to exceed fleet growth in

2019 and 2020

  • Fleet growth artificially reduced in 2019 and 2020 due

to scrubber retrofits

Annual Capacity and Throughput Growth1

– – Capacity Growth 2.2% 2.8% 0.9% 4.2% 5.2% 10.5% 4.1% 6.4% 3.5% 5.2% 5.0% Transpacific FE-Europe Other ME/ISC-Asia ME/ISC-Europe ME/ISC-N.Am Latin America Africa Oceania Intra-Asia Other Mainlane East-West Non-Mainlane East- West North-South Intra-Regional

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Idle Fleet Continues to Decline (% TEU)1,2 Orderbook at Historically Low Levels1,2

  • Industry supply rationalization and demand improvement

driving idle fleet reduction and supporting time charter rate improvement

  • Idle containership fleet of vessels 2.1% of the global fleet2

(primarily < 3,000 TEU); proportion of idle tonnage owned by lessors among the lowest since 2012

  • 2018 ended with lowest scrapping values since 2011
  • Scrapping increased in early 2019, with the average age

declining and average TEU size increasing

Historical Demolition Volumes2

Improvement in Industry’s Ability to Manage Supply

(1) Clarksons Research – April 2019 (2) Alphaliner Monthly Monitor – April 2019

  • Increased discipline on the part of owners and capital

providers continues to temper supply growth

  • Orderbook-to-fleet ratio currently at 11.7%2

0% 25% 50% 75% 1999 2001 2003 2005 2007 2009 2011 2013 2015 2017 2019 11.7% 18 22 26 30 200 400 600

2012 2013 2014 2015 2016 2017 2018 2019 YTD

Average Age (yrs) TEU (000's) TEU Scrapped Other Deletions Average Age (Scrapped Units) 2.1% 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

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Strong Tailwinds For Those Well-Positioned

Focus on Capital Allocation

  • We are focused on allocating capital selectively into opportunities that improve the long-term value of the

business, and have strong risk-adjusted returns on capital

Seaspan Well-Positioned for the Future

  • We are strengthening our balance sheet and cash flows to become a platform for growth and

consolidation in the containership industry

Other Capital Allocation Opportunities

  • Synergistic opportunities in adjacent businesses (both horizontal and vertical)
  • We will assess opportunities as they arise based on a prudent approach to capital allocation and risk-

adjusted returns

Improving Industry Dynamics

  • Robust demand and improving supply fundamentals will continue to support charter rate improvement

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Our Five Key Priorities

1

Operational Excellence

  • Set standard for best-in-class service
  • Optimize cost structure through scale advantage

Customer Partnerships

  • Provide value-added services
  • Best-in-class solution provider to customer needs

Financial Strength and Stability

  • Maintain financial discipline and enhance company credit quality
  • Maximize cash flows via full life-cycle management

Pursuit of Growth Opportunities

  • Newbuilds, second-hand vessels, and assets/portfolios
  • Asset and business acquisitions in the shipping industry and beyond

Capital Allocation

  • Strengthen balance sheet and liquidity
  • Reinvest capital into opportunities with strong risk-adjusted returns

2 3 4 5

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APPENDIX

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27 $83 $119 $133 $134 $344 1Q18 2Q18 3Q18 4Q18 1Q19

Quarterly Performance

Cash Flow from Operations Revenue

(US$ Millions)

Utilization Rate Operating Earnings

(US$ Millions) (US$ Millions)

$225 $282 $295 $295 $285 1Q18 2Q18 3Q18 4Q18 1Q19 96.8% 98.6% 98.4% 97.3% 98.1% 1Q18 2Q18 3Q18 4Q18 1Q19 $70 $113 $142 $149 $123 1Q18 2Q18 3Q18 4Q18 1Q19

Includes $227mn charter modification payment

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28 $351 $7 $303 $470 $731 2015 2016 2017 2018 LTM

Annual Performance

Cash Flow from Operations1 Revenue1

(US$ Millions)

Utilization Rate1 Operating Earnings1

(US$ Millions) (US$ Millions)

$819 $878 $831 $1,096 $1,157 2015 2016 2017 2018 LTM 98.5% 96.0% 95.7% 97.8% 98.1% 2015 2016 2017 2018 LTM $336 $311 $323 $484 $527 2015 2016 2017 2018 LTM

Includes $227mn charter modification payment

$285mn impairment charge2

(1) LTM based on 12 months ended March 31, 2019 (2) $285mn vessel impairment charge incurred in 2016

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Senior Leadership Team

 Appointed CEO of Seaspan in January 2018  25 years of executive experience in building multiple businesses across industries,

including finance and asset leasing businesses, in US, Europe and Asia

 Previously CEO of BNP Paribas (China) Ltd.

Bing Chen President and Chief Executive Officer Ryan Courson Chief Financial Officer

 Appointed CFO of Seaspan in May 2018  Former Senior Vice President of Corporate Development  Previous experience at Falcon Edge Capital, Teton Capital and Berkshire Hathaway

David Sokol Chairman

 Appointed Director of Seaspan in April 2017 and Chairman in July 2017  Currently serves as a director of The Washington Companies  Over 38-year business career, founded three companies, took three companies

public and sold MidAmerican Energy Holdings Co. to Berkshire Hathaway in 2000 Peter Curtis Executive VP and Chief Commercial & Technical Officer

 Appointed Executive Vice President in July 2017 and Chief Commercial and Technical

Officer in March 2018

 30+ years of experience in shipbuilding, fleet management, engineering, naval design,

and operations

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Key Industry Terms Defined

Industry Players

Companies that transport goods through regular transit routes on fixed schedules. Container shipping liners use large containerships to transport goods from one location to another.

Vessels Measurements

Ship owners who lease their assets to liners, providing the latter with an attractive alternative to full ownership of their operating fleet. A third party that sources and consolidates cargoes from various beneficial cargo owners and negotiates with liners to arrange the shipment. Freight forwarders can also arrange the crucial connection services and formalities on behalf of a shipper.

Beneficial Cargo Owners (BCO)

Owner of the goods, who takes full control of their cargo at point of entry in the country of importation. Small ships that often distribute cargo between large hub ports and smaller regional ones. These ships were the standard in container shipping for many years, until more recent advances in shipbuilding provided the means to maximize economies of scale. Acronym for “very large container ships.” A segment which entered the market in 2006, and have a capacity of 8-14K TEU.

ULCS

Acronym for “ultra large container ships.” The most recent player to enter the market, with a capacity of more than 14K TEU. These ships can only call the largest and deepest ports in the world. Acronym for “twenty-foot-equivalent” unit. This is the unit used to measure the capacity of containerships and terminals. The average long cargo box you see measures 2 TEU. Price lessors charge to lease their ships. The actual box rates Liners charge the end customer

  • f the goods.

CO2 Emissions

The carbon dioxide emissions produced when using fuel to drive an engine. The more fuel-efficient or “green” a ship is, the lower its CO2 emissions will be.

Liners Feeder Class TEU Charter Rates Charter Providers / Owners Freight Rates Mid-Sized VLCS Freight Forwarders