Aramex PJSC Investor Presentation 3 rd quarter 2013

Aramex PJSC Investor Presentation 3 rd quarter 2013

§ Company Profile § Company Structure § Strategic Direction § Financial Analysis

Aramex Quick Overview Highlights Background § Established: 1982, 27 years in operation § Hubs: Main hubs in Amman, Dubai, Hong Kong, Liege, London, New York and Singapore. § Offices: 309 offices in 200 major cities worldwide § Staff: Over 10, 295 employees § Founder of the Global Distribution Alliance (GDA) and co-founder of the WFA World Freight Alliance. § Activities: Aramex is a logistics and supply chain management company providing total transportation solutions – One Stop Shop. Financial Performance Year 2012 § Revenue (Year'12): US$846 million § Gross Margin (Year'12): 53. 6% § Net Income (Year'12): US$66. 5 million § Net Margin: (Year'12 ) 7. 9% § Shareholders Equity (Year '12): US$557 million § Total Assets (Year'12): US$739 million § Cash (Year'12): US$91 million Financial Performance 3 rd Q’ 13 § Revenue (3 rd Q'13): US$225 million § Gross Margin (3 rd Q'13): 53. 0% § Net Income (3 rd Q'13): US$16. 3 million § Net Margin: (3 rd Q'13 ) 7. 2% § Shareholders Equity (3 rd Q'13): US$564 million § Total Assets (3 rd Q'13): US$798 million § Cash (3 rd Q'13): US$145 million

Aramex Background History Ownership 1982 1997 2002 2005 Established as a Privately Held Company First Arab-based Company on NASDAQ Returned to Private Ownership Public on Dubai Financial Market Product Progression 1982 Express Wholesale Delivery 1984 Express Retail 1985 Multiple Product Offering 1997 2004 Value Added Services Supply Chain Solutions

Shareholders Value Creation Growth in Aramex’s Value (US$ Million) Value 1200 1000 800 600 1 076 829 400 569 200 0 25 65 718 797 185 1997 - Listing 2002 - De- 2005 - Listing on Nasdaq listing from on DFM Nasdaq Dec-09 Dec-10 Dec-11 Dec-12 Sep-13

Aramex Geographic Coverage

Aramex People Growth in Number of Staff in the past 7 years

Sustainability Key Sustainability Issues Aramex is one of the first companies in the region to report on its sustainable business practices • Community Empowerment: Community based projects that target community and youth’s needs through a highly interactive participatory approach. Partners include NGOs, private sector, public sector, community centers, etc. • Youth Empowerment & Education: Providing internship and training opportunities to students, as well as developing applied training programs in partnership with universities. • Sports: Sponsorship of sports events, the Riyadi Club (Basketball and Squash) in Jordan, Jeddah United (the first women basketball team in Saudi Arabia, etc. ) • Environment: Introduction of Hybrid cars into aramex fleet, change to unleaded gas, using biodegradable and recycled material, commitment to become the first carbon neutral company in the region, etc. • Emergency Relief : Providing logistics support and aid donation campaigns to disaster stricken areas such as: Asia Tsunami, Pakistan Earthquake, Lebanon War, Gaza War, etc.

§ Company Profile § Company Structure § Strategic Direction § Financial Analysis

Asset Light Model • Aramex asset-light business model translated into a high degree of flexibility and agility in pursuing opportunities as well as efficient cost management. • During the recession, Aramex asset-light business model allowed the company to create considerable efficiencies improving both the gross profit and net profit margins. (Gross Profit) & (Net Income) Margins 60% Margins 50% 40% 30% GP% 20% N. I% 10% 0% 2008 2009 2010 Years 2011 2012 3 rd Q'12

The Aramex Model Highlights Federal System Front Line Global Services Office • Federation of interdependent companies, that function as an independent unit managed by a local CEO • Each unit sets its own business plans, objectives and budgets in line with the corporate strategy • Manages interaction among members of the federation • Sets policies, procedures, & monitors compliance • Provides marketing, network infrastructure & IT infrastructure • Aramex geographic regions are divided into five areas: Levant, Gulf, Africa, Asia and West (Europe and US) Area Boards • Each area has a board composed of the senior regional manager, and other functional directors …etc • Area boards are responsible for the area’s strategic direction, budgeting, performance, and operations

The Aramex Model Culture and Values Highlights Unique Corporate Culture § Belief that people are Aramex’s most significant asset. § Encouraging creativity, innovation and entrepreneurship. § Empowering employees through continuous development & training. § Promotion from within § Committed to economic and social development as well as environmentally friendly practices. Key Values §Customer centric and dedication to service excellence §Decentralized and flat organization §Trust based system that empowers the front line

§ Company Profile § Company Structure § Strategic Direction § Financial Analysis

Vision: To enable and facilitate regional & global trade & commerce • Emerging markets: Capitalizing on experience, technology, product offering and international network by expanding the geographic reach into emerging economies with high growth potential. • Core markets: Leveraging and expanding infrastructure in existing geographic locations to strengthen market positioning by introducing new products and services. • Mediums of geographic expansion: • Franchising which will provide Aramex with a revenue stream, requiring minimal capital and management. • Small and medium-sized attractive acquisitions and Joint Ventures which can be integrated.

Regions Identified for Geographic Expansion Aramex has extensive knowledge and experience in underdeveloped and developing markets and sees tremendous value in developing its global network by introducing its asset light model and product offering into new markets with high growth potential. Taking the Aramex model to new markets will strengthen its position as a key global provider specialized in emerging markets while operating a global independent network: Potential areas for expansion 1. Africa and CIS: Aramex is looking to invest in key African and CIS markets that enjoy political stability and economic growth potentials by working with partners that possess industry knowledge and can benefit from Aramex’s network and know-how. 2. Asia: Aramex will further expand its current operations in locations like Singapore, Hong Kong, Indonesia, Vietnam, while developing its gateways in China and looking for investment opportunities in other South East Asian countries. The Asian presence aims at servicing important trade routes between Asian markets and other markets. 3. India: Aramex has a sizable operation in India that offers international and domestic express service, and is looking to further enlarge its geographic presence and product offering.

Expansion through Acquisitions Advantage Performance Financial Management / Employees Highlights § Profitable company with margins in line with Aramex’s margins. § Capacity to support reasonable levels of leverage to allow for financing. § Proper financial disciplines with accredited auditors. § Non-asset based companies. § Experienced management teams that are willing to continue post acquisition § Track history of having met projections and budgets § Diversified client base with minimal reliance on top clients or on network of agents § Not part of or affiliated with an already established network § Strong corporate culture that is in line with Aramex’s § Ability to change and incorporate the Aramex Accounting and IT systems.

Leveraging Existing Infrastructure Highlights Expansion of Warehousing Facilities Acquisition New Product Development Supply chain solutions outsourcing is expanding in the Middle East and South Asia; warehousing is a critical pre-requisite for offering these services and where appropriate warehousing space is not available Aramex will invest in purpose built facilities There a number of small to medium size businesses within the region that can be integrated with the existing Aramex operation and produce considerable efficiencies. Aramex continuously seeks to identify such companies to grow revenues and profit at higher efficiency. Aramex has succeeded in introducing new products when it acquired Info-Fort, a records and information management service provider. The offering has proved to be a very successful and niche one that has already expanded to 9 countries (GCC, Jordan, Egypt, Iran) and that has potential to other core markets. and services, using existing infrastructure.

§ Company Profile § Company Structure § Strategic Direction § Financial Analysis

Revenue Growth in Revenue (US$’ 000) CAGR 10. 5%

Product Distribution Change in Product Distribution 3 rd Q'13 2009 Logistics, 6, 3% Others, 7, 6% Domestic, 15, 4% Freight Forwarding, 38, 7% Express, 32, 0% Logistics, 5, 1% Domestic, 18, 9% Others, 6, 6% Express, 30, 9%

Geographic Distribution Change in Geographic Distribution 2009 Europe, 18, 2% North America, 1, 5% 3 rd Q'13 Asia, 6, 1% Europe, 16, 3% Middle East & Africa, 74, 2% North America, 1, 4% Asia, 7, 6% Middle East & Africa, 74, 7%

Gross Profit & Gross Margin Growth in Gross Profit (US$’ 000) CAGR 12. 5 %

Net Income & Net Margin Growth in Net Profit (US$’ 000) CAGR 13. 5 %

Aramex PJSC Balance Sheets