Mitsui O.S.K. Lines, Ltd

May 2004

Mitsui O.S.K. Lines, Ltd.

http://www.mol.co.jp/ir-e/

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Long-Term Vision

To make the MOL Group an excellent and resilient organization that leads the world shipping industry

Forward-Looking Statements This Investor Guidebook contains forward-looking statements concerning MOL’s future plans, strategies and performance. These statements represent assumptions and beliefs based on information currently available and are not historical facts. Furthermore, forward-looking statements are subject to a number of risks and uncertainties that include, but are not limited to, economic conditions, worldwide competition in the shipping industry, customer demand, foreign currency exchange rates, price of bunker, tax laws and other regulations. MOL therefore cautions readers that actual results may differ materially from these predictions.

＝ Contenｔs ＝

MOL Group Corporate Principles / Long-Term Vision

1. MOL at a glance ① The MOL Group Business Performance (FY1993 – FY2006) 2 ② The MOL Group Debt/Equity 2 ③ Consolidated Revenue Portfolio by Segments 3 ④ Fleet Composition (at the end of March 2004) 3 ⑤ World Major Carriers Fleet Size Ranking All Vessel Types 4 Dry Bulkers 4 Tankers 4 LNG Carriers 5 Car Carriers 5 Container Capacity by Alliance Group 5 Container Capacity by Company 5

2. MOL STEP ・ MOL Mid-term Management Plan 6 ・ Consolidated P/L Plan / Consolidated Revenue Target by Segment 7 ・ Consolidated Fleet Plan 8 ・ Consolidated Financial Targets 9 ・ Consolidated Capital Expenditure & Cash Flows 9 ・ Consolidated/Non-Consolidated Ordinary Income Results/Targets 10 ・ Consolidated Cost Reduction Plan 10

3. Seaborne Trade － the World － 11

4. Seaborne Trade － Japan － 13

5. Financial Data ① Profitability Indexes [Consolidated] ROE/ROA 14 [Consolidated] Profit Margin Ratio (Ordinary Income) 14 [Consolidated] Assets Turnover 14 ② Stability Indexes [Consolidated] Assets and Equity 15 [Consolidated] Interest Coverage Ratio 15 ③ Growth/Share Price Indexes [Consolidated] EV/EBITDA 15 [Consolidated] Shareholders’ Equity per Share 16 [Consolidated] Earning per Share 16 [Consolidated] Cash Flow per Share 16 ・ [Consolidated] Revenues by Segment 17 ・ [Non-Consolidated] Revenues by Division 17 ・ [Consolidated] Financial Statements 18 ・ [Consolidated] Segment Information 19 ・ [Non-Consolidated] Financial Statements 19

Corporate Governance 20 Compliance 21 Safe Operation / Environment / CSR (Corporate Social Responsibility) 21 Evaluation by the Third Parties on Environment/CSR 22 Credit Ratings (FY2003) 22 Share Prices 1993-2003 22 Shareholder Information MOL Group IR Tools

1 1. MOL at a glance

① The MOL Group Business Performance (FY1993-2006)

Revenue (billion y en) Ordinary /Net income (billion y en) 1,200 120

Revenue Net income Ordinary income 1,110 110 1,020 1,060 1,000 100 105 997 100 888 904 910 91 800 882 835 809 80 778 609 662 600 635 64 60

55 57 53 55 400 40 37 33 29 200 22 20 12 5 6 15 6 8 8 11 11 ▲ 2 1 7 0 0 ▲ 6 ▲ 6 4 ▲ MOL STEP MOCAR90’s MORE21 MOST21 MOL next

-200 -20 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003 FY2004 FY2005 FY2006 (Plan) (Plan) Plan) Merge with NAVIX

FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003 FY2005-2006 Average Exchange Rate (¥/$) 108 100 96 112 123 130 112 110 125 122 114 110 Average Bunker Price（$/KT） 89 102 108 116 105 80 117 159 136 163 178 150

② The MOL Group Debt/Equity (FY1993-2006) (billion yen) 1,000 35% Interest-bearing debt Shareholders' equity Equit y ratio 900 943 30% 898 30% 857 800 834 782 763 749 25% 700 745 22% 668 600 613 20%

500 16% 15% 492 13% 13% 13% 15% 400 12% 12% 12% 11% 11% 420

300 350 10% MOL STEP 200 222 5% 167 165 100 134 129 138 141 152 144 119 124

0 0% FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003 FY2006 Merge with NAVIX (Plan) MOL next MOCAR90’s MORE21 MOST21

③ Consolidated Revenue Portfolio by Segments

Others 1% Associated businesses 5% Ferry & Domestic Transport 4% Logistics 5%

Dry Bulkers 23%

Bulkships Tankers Containerships 50% 11% 35% Car Carriers 11%

LNG Carriers 5%

*Breakdown is based on outlook for FY2004 (Total revenue = 1,050 billion yen).

④ Fleet Composition (at the end of March 2004; Including spot chartered vessels)

Consolidated Non-Consolidated No. of vessels 1,000dwt No. of vessels 1,000dwt Containerships 72 3 71 2,975 Cape size 82 13 82 13,323 Bulkers Others 128 7 125 7,166 Dry Bulkers Wood chip carriers 34 2 34 1,574 General cargo carriers 39 0 8 162 (Sub total) 283 22,625 249 22,224 Car carriers 83 1 82 1,181 Crude oil tanker 34 9 34 8,622 Product tanker 23 1 23 1,249

Tankers Chemical tanker 55 1 15 590

LPG/Ammonia carrier 707233

(Sub total) 119 11,319 79 10,694

LNG carriers 33 2 24 1,633

Cruise ships 1 0 1 5

Ferry/Domestic transport 37 0 4 23

Others 2 0 2 13 Total 630 41 512 38,747 Tugboats 28 Grand total 658

⑤ World Major Carriers Fleet Size Ranking (excluding spot-chartered vessels)

All Vessel Types (Consolidated/Chartered vessels excluded; as of January 2004)

(million dwt) 0 5 10 15 20 25 30

COSCO(China)

MOL(Japan）

NYK（ Japan）

Frontline(Norway)

Ofer(Israel)

World-wide(Hong Kong)

AP Moller(Denmark)

Teekay(Canada) million dwt Number of vessels

0 100 200 300 400 500 600 700 800 900 (number of vessels) Source: Lloyds Register Fairplay, Clarkson (1000 dwt) 12,000

10,000 9,527 Dry Bulkers (as of January 2004）

8,000 7,782

6,367 6,061 6,000

4,000 3,616 3,530 3,278 2,910 2,881 2,717

2,000

0 (1000 dwt) MOL NYK K Line Zodiac World-Wide K.G . Jebsen Marmaras Nav. Pan Ocean Angelicoussis Korea Line 20,000 Sourse: Clarkson Bulkcarrier Register 2004 17,575 18,000

16,000 Tankers (as of January 2004)

14,000

11,701 12,000 10,176 9,738 10,000 8,001 8,000 6,577 6,191 6,000 5,575 5,501 5,382

4,000

2,000

0 Frontline MOL World-Wide Teekay NYK Vela Int'l Overseas Zodiac Angelicoussis Nat. Iranian Group Oil

Sourse: Clarkson Tanker Register 2004

4 (number of vessels) 30 27 26 LNG Carriers (as of April 2004) 25

20 17

15 14 11 *Fleet under its management or more than 50% of ownership 10

**Participation in the projects operating 58 vessels of the total about 223 5 in the world including the ones to be delivered by the end of 2007.

0 MOL ** Shell MISC NYK Golar LNG Source: Barry Rogliano Salles etc.

（number of vessels ） 80 76 Car Carriers (as of April 2004) 71 70 65 63

60 51

30 24 20 10 0 NYK EUKOR MOL K Line WWL HUAL * MOL internal calculation based on Fearnleys' July 2003 data, HESNES December 2003 data etc.

(1000TEU) Yearly Container Capacity by Alliance Group (as of February 2004) 3,000

2,639 Trans-Pacific Asia/Europe(excl. MED） 2,500

2,000 1,699 1,762 1,644 1,370 1,500 1,306 1,100 1,102 1,021 1,066 1,000

500

0 (1000TEU) 800 TNWA Grand Alliance CHKY Alliance Maersk Sealand Evergreen/LT 755 (MOL/APL/HMM) Source: MDS Transmodal "Containership Databank" February 2004 700

600 Company Containership Fleet by TEU Capacity (as of February 2004) 512 500 408 379 400

281 274 300 256 218 197 182 182 180 200 172 164 161 144 138 125 101 87 100

s n O ne g d M i ip OL n ng MSC /LT nji APL L NYK Zim Su n CG Sh M pi Mi HMM - Ha K- OOCL -Lloyd ip g eaLand COSC n rg S CP ag u Wan Hai k p a Sh Ya vergree CMA- in E P&O Nedlloyd Ha Hamb Maers Ch Source: MDS Transmodal "Containership Databank" February 2004

5 2. MOL STEP

The MOL Group Mid-Term Management Plan FY2004-2006

MOL STEP Mitsui O.S.K. Lines’ Strategy towards Excellent and Powerful Group

Main Theme: “Growth” - Develop the MOL Group into the largest, highest-quality, unique ocean transportation company group with full range of services.

[ The MOL Group Mid-Term Management Plan History ]

Sept. 1994 Phase 1 MOCAR 90's (MOL's Creative & Aggressive Redesigning, 90's) Target: Strengthen MOL's global competitiveness Mar. 1996 Jul. 1996 Phase 2 MORE21 (Mitsui O.S.K. Lines Redesigng for 21) Target: 1) Strengthen MOL's Groupwide market competitiveness and strengthen the overall Group to maximaize consolidated profits

2) Further enhance MOL's non-consolidated competitiveness to restore dividend payments as quickly as possible, and stable dividend Mar. 1999 payment structure. Apr. 1999 Phase 3 MOST21 (Mitsui O.S.K. Lines' Strategy Towards 21) Target: 1) Optimize Groupwide allication of management resources to strengthen international competitivenes, allowing each Group company in Japan and overseas to become a resilient company. 2) MOL itself seeks maximization of merger effects to ensure a dividend payment structure that allows MOL to consistently pay 3) Maximize Groupwide shareholders' value as well as non- Mar. 2001 consolidated value. Apr. 2001 MOL next (Mitsui O.S.K. Lines' new expansion target) Target: 1) Make MOL Group excellent and resilient in the world shipping id 2) Non-consolidated management strategy: Growth and expansion Mar. 2004 3) Consolidated management strategy: Selection and concentration Apr. 2004 MOL STEP ｜ (Mitsui O.S.K. Lines' Strategy towards an Excellent & Powerful Group) Mar. 2006

FY2001-2003 MOL next Target (Consolidated) Achievement FY2003 FY2000 Target Result Revenue ¥888 bil. ¥1,000 bil. ¥997 bil. Ordinary income ¥53 bil. ¥66 bil. ¥91 bil. Net income ¥11 bil. ¥34 bil. ¥55 bil. Earning per share ¥9.01 ¥28 ¥46.14 ROE 7.4% 15.0% 28.7% ROA 3.0% 4.0% 6.4% Equity ratio 12.7% 20.0% 22.1% Interest-bearing debt ¥745 bil. ¥600 bil. ¥492 bil.

Consolidated P/L Plan

(billion yen) 140 Net income Ordinary income Operating income 131

120 115 125 110 105 100 110 92 105 JUMP 100

80 91 MOL STEP

40 73 64 55 55 57 20

0 2004.3 2005.3 2006.3 2007.3 2010.3

Average exchange rate (¥/$) 113.84 ← 110 (assumption) → 110 (assumption) Average bunker price ($/MT) 178 ← 150 (assumption) → 150 (assumption)

2005.3 2006.3 2007.3 2010.3 2004.3 Target Target Target Target Consolidated profit margin ratio target 9.1% 9.8% 9.9% 9.9% 9.6%

Exchange rate sensitivity/year： ±¥1.3 bil./1¥ Bunker price sensitivity/year： ±¥0.3 bil./1$ (Consolidated ordinary income basis)

Consolidated Revenue Target by Segment

(billion yen) Logistics+Ferry & Domestic transport+Associated business+Others (share) 1,400 Containerships (share) Bulkships (share) ¥1,300 bil.

1,200 MOL STEP ¥240 bil. ¥1,110 bil. ¥1,060 bil. (18%) ¥1,020 bil. ¥180 bil. 1,000 ¥170 bil. (16%) ¥170 bil. (16%) (17%) 800 ¥500 bil. (38%) ¥400 bil. JUMP ¥370 bil. (36%) ¥360 bil. (35%) (35%) 600

¥997 bil.

400

¥530 bil. ¥560 bil. ¥490 bil. ¥520 bil. (48%) (43%) 200 (48%) (49%)

0 2004.3 2005.3 2006.3 2007.3 2010.3 Average exchange rate (¥/$) 113.84 ← 110 (assumption) → 110 (assumption) Average bunker price ($/MT) 178 ← 150 (assumption) → 150 (assumption)

1. Strategies for growth – along with expansion of world seaborne trade - 1) Effectively invest in the ocean shipping business in growing segments 2) Expand business in growing countries and areas

Consolidated Fleet Plan

(billion yen) (No. of vessels) 500 Newly launched vessels: Natural resources/energy transport sector Newly launched vessels: Product transport sector 600 Fleet scale: Natural resources/energy transport sector 450 Fleet scale: Product transport sector 550 vsls 500 400

¥460 bil. 350 470 vsls (95 vsls) 400 414 vsls ¥400 bil. 300 (98 vsls)

250 300 Total newly launched vessels & investment scale： 200 ¥1,160 bil. (243 vessels) ¥210 bil. (31 vsls) 200 150 170 vsls 133 vsls 150 vsls 100 100 ¥90 bil. 50 (19 vsls)

0 0 2004.3 FY2004-2006 2007.3 FY2007-2009 2010.3

Natural resources/energy transport business Product transport business (Dry bulk/Tanker/LNG carrier) (Containership/Car carrier/Logistics) Solidify the MOL Group’s Meet diversified customer needs world-leading position by further expansion and grow in line with the market.

at the end of Newly launched vessels at the end of Newly launched vessels at the end of 2004.3 (FY2004～2006) 2007.3 (FY2007～2009) 2010.3 Product transport business sector Containerships Fleet scale 57 vessels 64 vessels Slot capacity 2.4 mil. TEU 2.9 mil. TEU Newly launched vessels 7 vessels Car Carriers Fleet scale 76 vessels 84 vessels Newly launched vessels 12 vessels Sub Total Fleet scale 133 vessels 150 vessels 170 vessels Newly launched vessels 19 vessels 31 vessels Total ship costs ¥90 bil. ¥210 bil. Natural resources/energy transport sector Dry bulkers Fleet scale 249 vessels 262 vessels Newly launched vessels 49 vessels (incl. Cape size bulker) Fleet scale 65 vessels 75 vessels Newly launched vessels 25 vessels Tankers Fleet scale 123 vessels 146 vessels Newly launched vessels 33 vessels (incl. Product tanker) Fleet scale 23 vessels 36 vessels Newly launched vessels 18 vessels LNG Carriers Fleet scale 42 vessels 58 vessels Newly launched vessels 16 vessels Sub Total Fleet scale 414 vessels 470 vessels 550 vessels Newly launched vessels 98 vessels 95 vessels Total ship costs ¥400 bil. ¥460 bil.

Fleet scale 547 vessels 620 vessels 720 vessels Grand Total Newly launched vessels 117 vessels 126 vessels Total ship costs ¥490 bil. ¥670 bil. (planned to be on balance) (¥160 bil.) (¥310 bil.)

2. Strategies to increase corporate strength – to prepare for “jump” in the next term - 1) Solidify financial foundations 2) Enhance group-wide management 3. Strategies to strengthen competitiveness – to ensure sustainable growth - 3) Deve lop human resources 1) Strengthen customer-oriented sales force 2) Strengthen cost competitiveness 3) Offer highest-quality services

Consolidated Financial Targets （Equity ratio/Gearing ratio） (billion yen) 600 50% /500% Shareholders' equity Equity ratio Gearing ratio (Gearing ratio = Interest-bearing debt / Shareholders’ equity) 45% 500 /400% 40%

400 MOL STEP 30% 520 30% /300%

300 222%

350 20% /200% 22% JUMP 200

222 10% /100% 100 120%

65% 0 0% 2004.3 2007.3 2010.3 Term-end ¥105.69/$ / ¥107.13/$ ¥110/$ (assumption) ¥110/$ (assumption) e xchange rate (MOL/Overseas subsidiaries)

Consolidated Capital Expenditure & Cash Flows (billion yen)

120 Cash Flow Capital Expenditure

110 100 102 100 94 95 90

60 89 50 66 40 59 51 30 20 2004.3 2005.3 2006.3 2007.3 Average exchange rate ¥113.84/$ ¥110/$(assumption) ¥110/$(assumption) ¥110/$(assumption)

Consolidated/Non-Consolidated Ordinary Income Results/Targets

Ordinary income (billion yen) (Consolidated)-(Non-Consolidated) 120 (30) (Consolidated)-(Non-Consolidated) 110.0 Non-Consolidated 105.0 Consolidated 100.0

93.0 90.6 90.0 90 87.0 (20)

79.2

60 (10) 53.0 17.0 51.3 15.0 6.2 13.0 5.4 11.3 37.4

3.3 28.6 33.4 1.7 30 29.2 31.2 (0) ▲ 1.6 ▲ 0.6 ▲ 1.9 21.5 ▲ 4.5 28.0 13.4 18.2 MOL STEP 8.0 5.3 11.5 0.8 6.4 0 (▲ 10)

1996.3 1997.3 1998.3 1999.3 2000.3 2001.3 2002.3 2003.3 2004.3 2005.3 2006.3 2007.3

Consolidated Cost Reduction Plan

(billion yen) 2005.3 2006.3 2007.3 Total Sales Division 4.0 3.5 3.5 11.0 (Voyage expenses, Cargo/container expenses, etc.) Administration Division (Vessel expenses, Administration expenses, Interest payments, etc.) 2.5 3.0 3.5 9.0 [ reference: Breakdown of MOCAR90's-MOL next Cost Reduction Total 92.3 bil. yen ] Total 6.5 6.5 7.0 20.0 MOL (Non-Consolidated) 5.5 6.0 6.0 17.5 7% Group Companies 2.01.52.05.5 11% △Contribution to MOL △ 1.0 △ 1.0 △ 1.0 △ 3.0 1% 52% (billion yen) 40 22%

[ reference: History of Non-Consolidated Cost Reduction ] 34.7 35 FY2003 7% 30 6.5

25 20.6 Sales Division 18.9 FY2002 20 18.1 Liner Division FY2000 16.9 Other Sales Division 6.4 15 FY1996 Administration Division 7.8 FY1998 Vessel expenses 10 15.3 Administration expenses FY1999 FY1995 FY2001 General & administrative expenses 5 14.2 10.3 11.3 Non-operating expenses FY1997 3.5 (decrease of interest payments etc.) 0 MOCAR90's MORE21 MOST21 MOL next

10 3. Seaborne Trade - the World -

300 *Cargo trade growth on the basis of carried tonnage.

Container LNG Coal Iron Ore World GDP Dry Bulk Total Oil Total Grain

250

Average yearly growth Container 9.0% LNG 6.7% Coal 200 4.7% Iron Ore 4.3% World GDP 3.6% Dry Bulk Total 3.5% Oil Total 2.1% Grain 1.6% 150

1993=100

100

50 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003e 2004e * MOL internal calculation based on Clarkson Research Studies Autumn 2003 (2003e, 2004e: estimated figures)

North America/Europe Trade Exporter-wise Container Cargo Movements (million TEU) 16

13.8 14 12.4 12 10.6 10.7

10 9.3 8.7 8 7.2 6.4 6.0 5.7 6 5.3

4 ASEAN Taiwan

2 Korea Japan PRC+Hong Kong 0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Source: Piers/Joc, Conference Statistics etc.

World Car Shipping （1,000 units) 10,000

8,700 9,000 8,300 8,000 8,000 7,500 7,700 7,700 7,100 7,000 6,100 6,000 5,800 6,000 6,000 1,800 5,000 1,400 1,500 1,700 1,500 600 1,300 1,500 4,000 700 1,000 1,200 3,000 4,300 4,300 4,300 2,000 3,800 3,900 4,200 4,100 4,000 3,800 3,000 3,000 Others 1,000 ex Korea ex Japan 0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 *MOL internal calculation

(million ton) Import area-wise World Iron Ore Trade 600 540

500 484 454 452 430 417 411 402 391 400 383

300

200 Others Taiwan 100 Korea Japan China 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Source: Fearnleys Review 2003, Tex Report

Import area-wise World Coal Trade (million ton) 700 623 600 571 578 523 500 471 481 459 437 420

400 383

300 Others 200 Other Asia Latin America North America 100 Japan Europe 0 1994 1995 1996 1997 1998 1999 2000 2001 2002 2003 Source: SSY Consultancy & Research

Import area-wise World Crude Oil Trade (million ton) 1,800 1,661 1,684 1,667 1,585 1,578 1,600 1,544 1,449 1,376 1,403 1,400 1,347

1,200

1,000

800 Others

600 Other Asia/Pacific China 400 Japan Europe 200 Latin America North America 0 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002

Source: BP Stastical Review of World Energy

12 4. Seaborne Trade - Japan -

Japan

Total World & Japanese Seaborne Trade Japan share (million ton） 6,000 100% 5,595 5,434 5,513 5,092 5,073 5,169 90% 4,859 5,000 4,687 4,506 80% 4,339 70% 4,000 60%

3,000 50% 40% 2,000 30% 18.3% 18.4% 18.2% 17.6% 17.2% 16.4% 16.5% 16.4% 16.0% 15.8% 20% 1,000 10% 796 828 854 853 878 831 851 890 880 886 0 0% 1993 1994 1995 1996 1997 1998 1999 2000 2001 2002f Sourse: Ministry of Land, Infrastructure ＆Transport "Kaiji Report H.15" etc.

import The Importance of Shipping in Meeting the Needs of the Domestic Market （2001） domestic

Lumbe r 82% Wool 100% Cotton 100% Sugar 68% Fi sh e s 51%

Me at 47%

Fru i ts 56%

Vegitables 18%

Soybean 95% Wheat 89% Source: JSA "Shipping Now 2003" The importance of shipping in meeting the energy demands of Japan Source: JSA “Shipping Now 2003”

Primary Energy Supply (2001）

Oil Coal Natural Gas Nuclear Hydraulic etc. Dependence on Import of Primary Energy (2001） 5.8% 49.4% 19.1% 13.1% 12.6%

domestic 19.3% Dependence on Import of Major Energy Source (2002）

Crude oil 99.8% import

80.7%

Coal 98.4%

Natural Gas 96.6%

13 5. Financial Data

① Profitability Indexes

(billion yen) [Consolidated] ROE/ROA 70 30%

60 25%

50 20% 40 15%

10% 20

5% 10

0% 0 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003 FY2004 FY2005 FY2006

-10 -5%

Net income ROE ROA

(billion yen) [Consolidated] Profit Margin Ratio (Ordinary Income) 120 12.0%

100 10.0%

80 8.0%

60 6.0%

40 4.0%

20 2.0%

0 0.0% FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003 FY2004 FY2005 FY2006

△ 20 -2.0% Ordinary income Profit margin ratio

[Consolidated] Assets Turnover (billion yen) 1,200 1.2

1,000 1.0

800 0.8

600 0.6

400 0.4

200 0.2

0 0.0 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003

Revenues Assets turnover

② Stability Indexes [Consolidated] Assets and Equity (billion yen) 1,400 25

1,200 20 1,000

15 800

600 10

400

5 200

0 0 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003

Shareholders' equity Total assets Equity Ratio Debt Equity Ratio

[Consolidated] Interest Coverage Ratio (billion yen) 100 6.0 90 5.0 80

70 4.0 60

50 3.0

40 2.0 30 20 1.0 10

0 0.0 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003 Operating income Interest coverage ratio

③ Growth / Share Price Indexes

(billion yen) [Consolidated] EV/EBITDA 160 25

140 20 120

100 15 80

10 60

40 5 20

0 0 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003

EBITDA EV/EBITDA

(shareholders' equity: billion yen) [Consolidated] Shareholders' Equity per Share (per share: yen) 250 200

180

200 160

140

150 120 100 100 80

50 40

0 0

FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003

Shareholders' equity Shareholders' equity per share

(net income: billion y en) [Consolidated] Earning per Share (per share: yen) 60 50 Net income Earning per share 50 40

40 30

10 10

0 0 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003

-10 -10

(per share: yen) (cash flows: billion yen) [Consolidated] Cash Flow per Share 140 120

120 100

100 80

80 60 60

40 40

20 20

0 0 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003

Cash flows from oeprating activities Cash flow per share

[Consolidated] Revenues by Segment (billion yen) 1,200

Overseas Ferry/domestic Agents & harbor/terminal Forwarding & warehousing Others

1,000

800

600

400

200

0 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003 *From FY1997 onward, “Overseas shipping” ( ) have been separated into 4 segments other than “Others” ( ).

**The company has changed the segmentation in FY2004. An approximate comparison of former and new segments is as follows. (There are exceptions and all segments are not compared, since they are partially classified by different policies.) [ → P.3 ]

<～FY2003>

Ship operation Containerships Chartering Oversea Shipping Cruising Ship management & manning Bulkships Ferry/domestic shipping Ferry/domestic shipping Tugboat operation Ferry & domestic transport Shipping agent Shipping agents & Harbor operation harbor/terminal operation Logistics Custom clearance Cargo forwarding & Cargo forwarding Associated businesses warehousing Warehousing & logistics service

Office rental & real estate Others Finance & insurance Others Others

(billion yen) [Non-Consolidated] Revenues by Division 900

800

700

600

500

400

300

200

100

0 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003

Dry bulkers & Car carriers Containerships Tankers & LNG carriers Others

[Consolidated] Financial Statements

(million yen) '94.3.31 '95.3.31 '96.3.31 '97.3.31 '98.3.31 '99.3.31 '00.3.31 '01.3.31 '02.3.31 '03.3.31 '04.3.31 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998*1 FY1999 FY2000 FY2001 FY2002 FY2003 Shipping and other operating revenues 608,640 635,284 662,046 777,896 834,879 809,160 881,807 887,866 903,943 910,288 997,260 Shipping and other operating expenses 525,125 542,189 559,452 664,016 713,006 683,041 746,047 732,511 761,507 787,540 824,902 (Depreciation and amortization） ( 29,212) ( 30,245) ( 49,057) ( 58,275) ( 67,842) ( 60,387) ( 61,862) ( 69,826) ( 68,826) ( 60,710) ( 55,334) General and administrative expenses *2 68,806 74,339 74,421 75,353 74,707 72,581 74,439 77,115 82,663 77,391 80,231 (amortization of consolidation difference） ( 387) ( 208) ( 143) ( 59) ( 513) ( 563) ( 582) ( 663) ( 588) ( 446) ( 535) Operating income 14,708 18,755 28,172 38,526 47,164 53,536 61,320 78,239 59,772 45,356 92,126 Non-operating income *3 13,594 17,363 8,706 8,628 11,182 14,900 15,051 19,218 12,580 11,718 17,540 Interests and dividends ( 5,193) ( 5,647) ( 4,672) ( 4,252) ( 5,481) ( 4,014) ( 4,439) ( 3,550) ( 3,372) ( 2,840) ( 2,995) Profits on sale of securities ( 4,128) ( 8,458) ( 1,351) ( 206) ( 3,211) ( 1,669) ( 4,481) ( 6,309) ( 49) ( 0) ( 0) Equity in earnings of affiliated companies ( 2,081) ( 4,504) ( 4,023) ( 5,024) ( 3,473) ( 4,126) ( 1,403) ( 3,680) ( 4,426) ( 3,387) ( 6,612) Others ( 4,269) ( 3,256) ( 2,681) ( 4,167) ( 2,488) ( 5,089) ( 4,727) ( 5,677) ( 4,731) ( 5,490) ( 7,932) Non-operating expenses 34,040 37,660 36,099 40,723 46,822 46,956 47,736 44,436 34,971 23,669 19,111 Interests ( 27,781) ( 31,636) ( 33,838) ( 37,842) ( 42,519) ( 40,070) ( 39,085) ( 39,465) ( 32,104) ( 21,103) ( 16,930) Losses on sale of securities ( 160) ( 1,202) ( 181) ( 132) ( 345) ( 2,379) ( 1,227) ( 28) ( 25) ( 0) ( 0) Others ( 6,098) ( 4,820) ( 2,078) ( 2,747) ( 3,958) ( 4,506) ( 7,422) ( 4,942) ( 2,840) ( 2,566) ( 2,180) Ordinary income △ 5,737 △ 1,541 779 6,431 11,524 21,480 28,635 53,020 37,381 33,404 90,556 Special profits 6,205 2,678 10,008 7,267 17,629 10,665 14,879 27,605 7,178 6,330 12,097 Special losses 7,563 8,282 8,300 9,712 14,374 16,808 28,199 59,765 19,709 14,621 12,878 Income before income tax △ 7,095 △ 7,144 2,487 3,987 14,779 15,337 15,314 20,860 24,850 25,114 89,775 Corporate income tax, residents tax and enterprise tax *4 767 1,684 2,065 3,048 8,059 8,362 6,427 19,472 6,100 10,871 35,346 Corporate income tax adjustment ------( 529)△ 7,708 6,632 △ 1,434 △ 2,151 Profit/loss(△) on minority interest 188 109 384 169 △ 1,257 34 33 △ 1,846 1,572 967 1,190 Net income △ 5,979 △ 4,423 4,686 6,072 8,422 7,009 8,324 10,943 10,544 14,709 55,390

EBITDA *5 43,920 49,000 77,229 96,801 115,006 113,923 123,182 148,065 128,598 106,066 147,460 EV/EBITDA 24.31 20.43 14.51 10.93 9.51 9.20 8.30 6.54 7.54 8.53 7.34 Interest Coverage Ratio 0.7 0.8 1.0 1.1 1.2 1.4 1.7 2.1 2.0 2.3 5.6 ROE *6 -4.3% -3.5% 3.9% 4.8% 6.3% 5.0% 5.6% 7.4% 6.8% 8.9% 28.7% ROA *7 0.9% 1.2% 2.2% 2.3% 2.5% 2.4% 2.7% 3.0% 2.7% 2.6% 6.4% Profit margin ratio (ordinary income) -0.9% -0.2% 0.1% 0.8% 1.4% 2.7% 3.2% 6.0% 4.1% 3.7% 9.1% Return on assets (ordinary income) -0.6% -0.1% 0.1% 0.6% 0.9% 1.8% 2.3% 4.5% 3.4% 3.1% 8.8% Assets turnover 0.6 0.6 0.6 0.7 0.7 0.7 0.7 0.8 0.8 0.9 1.0

Total assets 1,037,584 1,020,291 1,058,325 1,190,871 1,286,576 1,174,640 1,196,474 1,140,400 1,079,089 1,046,611 1,000,205 Current assets 247,964 233,101 211,360 250,147 276,089 230,994 239,858 255,774 251,387 289,644 299,544 Tangible fixed assets 514,081 553,975 613,671 718,193 818,579 753,347 756,624 691,306 619,645 569,234 477,620 Others 275,539 233,215 233,294 222,531 191,908 190,299 199,992 193,320 208,057 187,733 223,041 Total liabilities 903,587 901,736 934,811 1,061,695 1,148,884 1,027,367 1,036,561 988,685 908,624 874,130 771,503 (Interest-bearing debt) 763,364 748,549 782,100 897,786 943,078 857,121 833,625 744,612 667,719 612,646 491,693 Current liabilities 335,353 286,303 279,443 301,268 350,132 337,416 412,717 399,995 375,032 423,837 398,090 Long-term debt 545,167 591,484 632,777 735,100 772,427 670,362 598,998 540,158 475,694 395,588 311,019 Others 23,067 23,949 22,591 25,327 26,325 19,589 24,846 48,532 57,898 54,705 62,394 Sharholders' equity 133,997 118,555 123,514 129,175 137,691 140,489 151,992 144,355 166,970 164,789 221,534 Consolidated surplus at the end of the year 25,659 10,163 14,609 20,269 28,577 37,899 43,198 43,433 47,817 56,468 101,990

Gearing Ratio *8 570% 631% 633% 695% 685% 610% 548% 516% 400% 372% 222% Debt Equity Ratio 6.7 7.6 7.6 8.2 8.3 7.3 6.8 6.8 5.4 5.3 3.5 Equity Ratio 12.9% 11.6% 11.7% 10.8% 10.7% 12.0% 12.7% 12.7% 15.5% 15.7% 22.1%

Free cash flows [ (a) - (b) ] △ 28,885 △ 3,719 △ 61,565 △ 40,354 △ 76,187 1,825 14,598 22,321 41,274 33,382 64,044 Cash flows from operating activities (a) *9 23,233 25,822 53,743 64,347 76,264 67,396 76,577 91,019 85,015 82,875 114,592 Capital expenditure (b) 47,789 29,541 115,308 104,701 152,451 65,571 61,979 68,698 43,741 49,493 50,548

Earning per share △ 5.50 △ 4.03 4.27 5.49 7.61 6.33 6.77 9.01 8.76 12.16 46.14 Shareholders' equity per share 122.18 108.08 111.58 116.69 124.28 126.81 123.63 119.88 138.78 137.44 185.06 Dividend per share (non-consolidated) - - - -4 4455511 Cash flow per share 21.2 23.5 48.5 58.1 68.8 60.8 62.3 75.6 70.7 69.2 95.8

Number of shares issued and outstanding at the end of the year *10 1,096,702,361 1,096,931,233 1,106,997,254 1,107,006,056 1,107,917,146 1,107,917,146 1,229,410,445 1,205,410,445 1,203,344,220 1,200,874,262 1,198,917,280

＊１: FY1999 to present: total figure of MOL and ex-Navix ＊2: Prior to FY1998: “General and administrative expenses” excluding “Amortization of consolidation difference” ＊3: Prior to FY1998: “Non-operating income” excluding “Equity in earnings of affiliated companies” ＊4: Prior to FY1998: “Corporate income tax, residents tax and enterprise tax” excluding “enterprise tax” ＊5: EBITDA = “Operating income” + “Depreciation and amortization” ＊6: ROE = Net income/Average shareholders’ equity of at the beginning and the end of the fiscal year ＊7: ROA = [ Net income + Interest payable X (1- Corporate income tax rate) ] / Average total assets of at the beginning and the end of the fiscal year ＊8 Gearing Ratio = Interest-bearing debt / Shareholders’ equity ＊9: Prior to FY1999: “Cash flows from operating activities” = “Net income” + “Depreciation and amortization” ＊10: Prior to FY2001: “Number of shares issued and outstanding at the end of the year” excluding “Treasury shares”

[Consolidated] Segment Information

(million yen) '94.3.31 '95.3.31 '96.3.31 '97.3.31 '98.3.31 '99.3.31 '00.3.31 '01.3.31 '02.3.31 '03.3.31 '04.3.31 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003 Revenues Overseas shipping 542,326 560,410 565,365 663,668 641,769 639,118 698,685 720,858 744,783 742,971 830,207 Ferry/domestic shipping 41,705 38,355 38,193 36,788 32,714 33,455 35,435 Shipping agents & harbor/terminal operation 84,583 78,133 85,869 80,375 79,285 78,854 84,690 Cargo forwarding & warehousing 80,464 70,492 69,959 52,846 45,158 48,379 46,981 Others 78,526 106,096 108,545 124,531 63,614 52,736 58,470 63,542 69,374 74,820 72,120 Total 620,853 666,506 673,910 788,199 912,137 878,836 951,179 954,411 971,317 978,481 1,069,435 Elimination (12,212) (31,222) (11,864) (10,303) (77,258) (69,675) (69,371) (66,544) (67,373) (68,193) (72,174) Consolidated 608,640 635,284 662,046 777,896 834,879 809,160 881,807 887,866 903,943 910,288 997,260

Operating Income Overseas shipping 15,439 18,988 27,024 35,785 41,811 51,170 58,077 74,018 58,673 37,457 83,085 Ferry/domestic shipping (1,181) 160 441 (61) (1,001) 648 1,256 Shipping agents & harbor/terminal operation 1,664 1,618 1,923 3,321 1,205 2,305 5,352 Cargo forwarding & warehousing 1,096 (15) 680 646 (336) (53) 222 Others 1,300 2,990 3,787 4,578 6,078 4,572 2,859 2,910 2,614 3,978 2,890 Total 16,739 21,979 30,812 40,364 49,470 57,507 63,982 80,835 61,154 44,335 92,806 Elimination (985) (1,819) (2,640) (1,837) (2,305) (3,970) (2,661) (2,596) (1,381) 1,021 (679) Consolidated 15,754 20,160 28,172 38,526 47,164 53,536 61,320 78,239 59,772 45,356 92,126

[Non-Consolidated] Financial Statements (million yen) '94.3.31 '95.3.31 '96.3.31 '97.3.31 '98.3.31 '99.3.31 '00.3.31 '01.3.31 '02.3.31 '03.3.31 '04.3.31 FY1993 FY1994 FY1995 FY1996 FY1997 FY1998 FY1999 FY2000 FY2001 FY2002 FY2003

Operating revenues 440,851 438,656 473,907 539,460 571,735 585,514 651,936 683,167 693,854 698,831 791,776 Containerships 219,840 219,575 240,720 268,873 274,602 277,009 268,048 272,428 278,747 278,043 323,336 Dry bulkers & Car carriers 148,510 141,091 152,776 176,366 192,719 193,720 237,040 253,335 259,017 266,772 310,085 Tankers & LNG carriers 63,971 68,671 70,075 84,509 93,634 104,829 135,539 145,582 144,548 141,850 146,881 Others 5,048 5,990 7,800 7,337 6,829 6,250 7,826 8,341 8,342 9,142 8,512 Other Operation 3,480 3,327 2,534 2,374 3,949 3,704 3,481 3,479 3,197 3,023 2,960 Operating income 3,706 2,922 9,411 10,873 15,874 26,606 34,044 52,096 36,206 28,607 74,309 Ordinary income 1,637 3,876 5,330 8,021 13,417 18,150 29,153 51,336 31,192 27,990 79,225 Net income △ 2,510 △ 572 △ 494 2,229 5,033 9,139 8,701 14,282 6,577 8,348 40,601

Total assets 523,973 482,246 460,514 495,548 541,394 531,537 572,183 542,886 541,977 559,120 602,864 Total liabilities 399,807 358,601 336,849 369,651 410,256 395,691 427,034 393,776 383,944 402,372 403,224 Shareholders' equity 124,165 123,644 123,665 125,896 131,137 135,845 145,149 149,110 158,033 156,747 199,639

Dividend per share - - - -4 4455511 Dividend payout ratio - - - - 88.0% 48.5% 56.5% 42.2% 91.5% 72.5% 32.6%

19 Corporate Governance Reference: http://www.mol.co.jp/governance-e.shtml

MOL implemented a corporate governance program in June 2000 for the purpose of creating a governance system capable of maximizing corporate value. The most significant changes were the addition of outside directors and the establishment of the executive officer post. With this program, MOL made its management systems more transparent and separated the roles of directors and executive officers.

In June 2002, the second stage of this process took place with the decision to alter the functions and authority of the Board of Directors and make changes in how MOL’s business operations are managed. The objectives in this case are to establish a purpose-oriented decision-making system and structure management for the most effective implementation of strategies. More specifically, there are four goals of this latest change in MOL’s management.

1. Bolster the role of the Board of Directors, which determines fundamental management strategies. 2. Transfer considerably more authority from the Board of Directors to the Executive Committee, which is responsible for the execution of business and management of the company. 3. Increase decision-making authority and speed implementation of business plans by executive officers, who are responsible for specific business areas. 4. Strengthen the executive officer reporting system to better enable the Board of Directors to monitor how business operations are being managed.

These measures are aimed at making management more efficient while enhancing all corporate governance functions. MOL believes that these changes will lead directly to growth in the company’s corporate value for shareholders.

(from the end of June 2004) [MOL Board Structure] Shareholders

Board of Directors Corporate Auditors Chairman 3 Outside Directors 4 Corporate Auditors Deputy Chairman (including 2 outside auditors) President 2 Deputy Presidents 1 Senior Managing Director 2 Managing Directors Total 11 members

Exective Committee Advisory Committees Chairman MOL next Committee Deputy Chairman Budget Committee President Investment and Finance Committee 2 Deputy Presidents Operational Safety Committee 1 Senior Managing Director Environment Committee 2 Managing Directors Total 8 members Compliance Committee China Business Strategy Committee

Executive Officers 1 Director and Chairman Executive Officer 2 Senior Managing Executive Officers 1 Directors and Deputy Chairman Executive Officers 4 Managing Executive Officers 1 Director and President Executive Officer 10 Executive Officers 2 Directors and Deputy President Executive Officers 1 Directors and Senior Managing Executive Officer 2 Director and Managing Executive Officers Total 24 executive officers

General Mangers of Divisions and Branch Managers

20 Compliance Reference: http://www.mol.co.jp/comliance-e.shtml Mitsui O.S.K. Lines, Ltd. (MOL) has established codes of conduct that MOL directors and employees must conform to, in consideration of various stakeholders’ viewpoints. By ensuring compliance with the codes of conduct, MOL will continuously increase corporate value, create an improved working environment, and win the sympathy of various stakeholders surrounding the company.

[ Code of Conduct ] All company personnel must act within the following Code of Conduct when carrying out their work duties. Company personnel shall, at all times:

1. Observe the laws of Japan and all other nations 2. Respect human rights and prohibit discrimination and harassment 3. Observe confidentiality of information and respect intellectual property rights 4. Draw a clear line between official and personal conduct, and avoid conflicts of interest 5. Avoid antisocial activities 6. Fulfill social responsibility 7. Ensure safe operation and environmental protection 8. Build trusting relationships with clients and contractors 9. Demand the same of affiliates, subsidiaries, and entrusted companies which dispatch employees. 10. Report any breach of compliance to the Compliance Officer, Compliance Committee Secretariat, or Compliance Advisory Service Desk, who shall guarantee the reporter that he or she shall not be treated unfavorably.

Safe Operation / Environment / CSR (Corporate Social Responsibility)

Reference: http://www.mol.co.jp/environment.shtml

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As one of the world’s leading multi-modal transport groups, Mitsui O.S.K. Lines group is committed to protecting the health of our marine/global environment and therefore promotes and supports policies that:

1. Protect all aspects of the marine/global environment and foster safe

navigation; 2. Comply with all environmental legislation and regulations that we are required to by law, and all relevant standards and other requirements that we subscribe to. And, whenever possible, further reduce the burden on the environment by setting and achieving even tougher voluntary standards; 3. Periodically review and revise our environmental protection measures on

the basis of our framework for setting and reviewing environmental objectives and targets; 4. Conserve energy and materials through recycling and waste reduction programs; 5. Purchase and use environmentally safe goods and materials 6. Promote the development and use of environmentally safe technology 7. Educate and encourage group employees to increase their focus on

protection of the environment through enhanced publicity efforts, and communicate our Environmental Policy to group employees; 8. Publish our Environmental Policy Statement and disclose our environmental information on a regular basis; 9. Always strive to ensure that our business activities contribute to and adequately support worthy environmental protection activities.

Evaluation by the Third Parties on Environment/CSR

・March 2003： Certified under ISO 14001, an international standard for environmental management. Scope: All divisions at the head office and MOL operated vessels Service range: Site activities and head office activities associated with multi-modal logistics/ocean services. ・September 2003： Listed on the Dow Jones Sustainability Indexes (DJSI), in recognition of our long-term approach to environmental protection, societal contributions, and investor relations (IR) activities as a corporation positioned for sustainable growth.

・September 2003： Listed on the FTSE 4 Good Global Index, which is published by FTSE, a global index company that is a joint venture between the Financial Times and the London Stock Exchange.

Credit Ratings (FY2003) JCR A R&I A- Short-term Ratings a-1 Moody’s Ba1 Outlook stable Standard & Poors BB+

Share Prices 1993-2003

¥600 '04-03 ¥566 MOL Share Prices '93-05 ¥500 ¥480 '94-06 ¥453 25,000 '96-04 '01-06 ¥400 ¥391 ¥380

'99-05 20,000 ¥329 '02-03 '93-12 ¥309 ¥300 ¥335

15,000

'95-06 '01-09 ¥200 ¥220 '01-01 ¥214 '02-11 10,000 ¥196 ¥193 '98-10 '00-02 '97-10 ¥160 ¥168 ¥138 ¥100 Nikkei 225 Index 5,000

¥0 0 '93-01 '94-01 '95-01 '96-01 '97-01 '98-01 '99-01 '00-01 '01-01 '02-01 '03-01 '04-01

Shareholder Information (As of March 31, 2004)

Capital： 64,915,351,028 yen

Head office： 1-1, Toranomon 2-chome, Minato-ku, Tokyo 105-8688, Japan

Number of MOL employees： 946

Number of MOL Group employees： 7,033 (The parent company and consolidated subsidiaries) Total number of shares authorized： 3,154,000,000

Number of shares issued： 1,205,410,445

Number of shareholders： 118,437

Shares listed in： Tokyo, Osaka, Nagoya, Fukuoka, Sapporo, Frankfurt

Share transfer agent： UFJ Trust Bank Limited

4-3, Marunouchi 1-chome, Chiyoda-ku, Tokyo 100-0005, Japan

MOL Group IR Tools “Investor Relations” web site Japanese: http://www.mol.co.jp/ir-j/ English: http://www.mol.co.jp/ir-e/ Annual Report (Japanese/English) Investor Guidebook (Japanese/English) Company Brochure (Japanese/English) Environmental and Social Report (Japanese/English）

Investor Relations Office, Mitsui O.S.K. Lines, Ltd. e-mail: [email protected] Tel: 03-3587-6224 Fax: 03-3587-7334