AP Moller-Maersk spins into two divisions – transport & logistics and energy

AP Moller-Maersk spins into two divisions – transport & logistics and energy

Sept 26, 2016: AP Moller-Maersk will review the strategic and structural options for the Maersk Group with an objective to generate growth, leverage synergies and maximise share holder value.

The main growth focus of AP Moller-Maersk going forward will be delivering best in class transportation and logistics services as an integrated transport and logistics company. Building on the group’s unique position within container transport and port operations, and significant position in supply chain management and freight forwarding, transport and logistics will leverage its leading position through new product offerings, digitalised services and individualised customer solutions. The Board of Directors expect that the oil and oil related businesses in AP Moller-Maersk will require different solutions for future development including separation of entities individually or in combination from AP Moller-Maersk in the form of joint-ventures, mergers or listing. Depending on market development and structural opportunities, the objective is to find solutions for the oil and oil related businesses within 24 months. To enable the new strategic direction, the Board of Directors has decided to reorganiseits portfolio of businesses into two independent divisions; an integrated transport and logistics division and an energy division. This will ensure focus on driving synergies and developing new products and services in transport and logistics as well as focus on separately developing structured solutions for our oil and oil related businesses. The board also decided that strong capital discipline and better utilization of assets will be ensured. When making investments, acquisitions will be the preferred option.

Maersk Line will grow market share organically and through acquisitions. APM Terminals will focus on cost and utilisation and increase its focus on operational excellence to enhance returns and deliver improved service to existing and new third party customers.

Damco and Maersk Line will collaborate to deliver new innovative customer solutions supported by significant investments into digital technology. Svitzer will pursue a growth strategy based on its market leading position and synergies with APM Terminals and Maersk Line will increasingly be explored. Maersk Container Industry will collaborate with Maersk Line on technology development and efficient production planning. Commercial as well as cost synergies will be unlocked by better utilization of existing assets and by the development of new digital solutions. We expect to deliver revenue growth, cost efficiency and margin improvements. The estimated synergies are expected to generate up to two percentage points ROIC improvement over a period of three years. No material synergies are expected in 2016.

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