Annual Report and Accounts
Leading
the Future

Changing service delivery for our customers

Innovation is a part of DP World and Dubai’s DNA so we decided to accelerate this DNA to transform and rethink our business model. We enabled all our employees to use Innovation and Technology as a catalyst and disruptor in different layers of our organization. The collaboration of our cross functional teams allowed us to become "ONE" pursuing together our strategic direction leading the future by becoming a digital global trade enabler.

Technology platform

With our shared VISION, we have repositioned our business and aligned our organisation structure, we created a new Innovation Department headed by our Chief Innovation Officer. We planned and began the implementation of a 4-year plan; rebuilding a Technology Platform that will be the foundation to enable this transformation. Subsequently; we shared our vision and strategy of a new DP World with all our stakeholders – shareholders, customers, partners and employees, a business that will add value by making trade smarter, faster, safer and more profitable.

For our businesses and our customers, we are transforming our operations and our services through digitalisation. We’ve reviewed all our subsidiaries and divisions examining how technology can change what we do and how we work. We are using our new technology platform to improve our core business, extending our services and creating new business.

"I am very pleased with the commitment of both our people and our management to the transformation of our business delivering higher value to our customers and shareholders, more efficiently. I am certain we have set the stage for DP World to lead the disruption of world trade."

Sara Falaknaz Chief Innovation Officer

transforming our business

Digitalisation
One Employee Management One Customer System One Business Intelligence System One Financial System
Creating new business
Logistics/Trade & Technology Platform Global Connectivity Intelligent Logistics
Extending our services
Improve Create New Revenue Increase Our Addressable Market
FROM OUR ORGANISATION, OUR CORE OPERATIONS AND OUR
BUSINESSES / SERVICES, WE ARE USING OUR TECHNOLOGY PLATFORM TO:

Automate to increase efficiencies and performance

Use machine learning to create smart operations

Develop greater business insight through information analytics

Exploit the internet of things (“IOT”), robotics and real-time controls that will change our service delivery to our customers

financial highlights

Financial and operational
highlights 2017

FINANCIAL (USD million)

REVENUE 4,715m

Revenue is in USD million before separately disclosed items. The results of the Group are set out in detail in the Consolidated Financial Statements and accompanying notes.

ADJUSTED EBITDA 2,469m

Growing adjusted EBITDA (Earnings Before Interest, Tax, Depreciation and Amortisation) is a key measure of value delivered to shareholders. Adjusted EBITDA is calculated including our share of profit from equity-accounted investees before separately disclosed items.

PROFIT ATTRIBUTABLE TO OWNERS OF THE COMPANY 1,209m

Profit attributable to owners of the Company is before taking separately disclosed items into account.

ADJUSTED EBITDA MARGIN 52.4%

The adjusted EBITDA margin is calculated by dividing EBITDA by revenue.

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GROUP CHAIRMAN AND ceo review

GROUP CHAIRMAN AND CEO REVIEW

Delivering an Innovation Culture


Organisation Culture Transformation – Our People. Engagement with our employees and stakeholders to build better processes that will result in increased efficiencies, productivity, and quality. One example – through automation, artificial intelligence and robotics we are increasing human safety in an industry that features heavy machinery that can cause fatal accidents. Simple solutions are making that happen – from a wheel nut indicator that analyses any loss of torque on equipment that may cause failure, to tyre blast protection cages and screens that protect staff when replacing or re-filling tyres.

Ideas

1,972

users

7,535

Engagement

17,496

Success stories

139

With our shared vision, we have repositioned our business and aligned our organisation structure.

Progress comes in many forms and I am pleased to say that 2017 showed just how diverse and different it can be.

Strong progress in any walk of life is not possible without change, which in turn calls for innovation, sometimes disrupting the way we operate in order to move forward and grow.

So, our ambition to lead the industry for all our stakeholders, and add value wherever we are, was marked by efforts to transform – through new technologies and digitisation, by creating new businesses and extending our services beyond ports in our drive to make trade smarter, faster, safer and more rewarding.

Changes came thick and fast with our global footprint of 78 operating marine and inland terminals across 42 countries, with significant presence in both emerging and mature markets, enhanced by a series of acquisitions in complementary sectors and consolidation of existing terminals.

On the financial side, we delivered another strong set of financial results. We repeated another key milestone by breaching the $1 billion earnings mark for the second year in succession. Our revenue grew 13.2% to $4,715 million, while our adjusted EBITDA increased by 9.1% to $2,469 delivering an adjusted EBITDA margin of 52.4%. Encouragingly, our volumes grew ahead of the market at 10.1% and we continued to deliver value for our shareholders with a return on capital (“ROCE”) of 8.8%. These measures, coupled with our robust growth, saw our credit rating upgraded to BBB+ from BBB, a sign of confidence in our strategy and performance from Fitch Ratings, one of the world’s leading credit rating agencies.

The recovery of global trade in 2017 outperformed previous expectations despite continuing challenges to the global macroeconomic environment, including persistently low commodity prices and geopolitical tensions. Trade has benefited from the weaker US dollar and stronger economic growth in the Eurozone, US, Japan and emerging Asia along with robust growth in China. Our portfolio has not only benefited from the improved trading environment but also market-share gains from the new shipping alliances, and continues to deliver ahead-of-market growth.

We are confident that the improved macroeconomic growth momentum will continue and the International Monetary Fund (“IMF”) has recently revised the global growth forecasts for 2018 and 2019 upward. Any upswing in growth will positively affect global trade and DP World’s global portfolio of ports. However, while the trade environment may appear more benign, geopolitical headwinds in some regions continue to pose a challenge. Nevertheless, we still expect to grow ahead of the market and see increased contributions from our new developments.

Progress through an Innovation Culture

Innovation is embedded in our culture, rooted in Dubai’s history and our DNA. It manifests itself in our commitment to constantly challenge ourselves and rethink what we do, and the way we do it. That is why we launched an innovation department to drive innovation across the business, with a new platform to harvest ideas and bring them to life. The platform, innoGate, is a digital portal that provides all our people with a mechanism to share their thoughts, their dreams, and their ideas, so that they can collaborate and brainstorm together regardless of background, language, title, age or gender.

We have created an environment where any employee in the world can tap into an immense pool of expertise to help achieve their objectives, solve their challenges and share their success stories. It is a place where they can join a team of individuals in a different part of the world to build an idea together and, if successful, results in greater productivity and efficiencies for the business.

This initiative empowers our colleagues to advocate for innovation in every business unit across all of our regions, ensuring that all ideas are considered and that the right ones will be implemented. We have already received thousands of encouraging ideas and developed hundreds of success stories that capture every aspect of our business.

Our commitment to innovation is being realised through many projects. We joined the Board of Hyperloop One to support the progress of development of this new transport technology, which could change the way that goods are moved in the future.

Progress Through Strategic Acquisitions and Consolidation

Progress was achieved in other ways. In recent years we have invested in port-related businesses such as Jebel Ali Free Zone and inland terminals, which have diversified our business and improved the quality of our revenues. In 2017, we launched a broader strategy to grow complementary sectors in the global supply chain to add further value for all our stakeholders. By acquiring new assets such as Dubai Maritime City (“DMC”) and Drydocks World (“Drydocks”) in Dubai, UAE, we further accelerated our position as a leading maritime service provider and strengthened the Group’s port-related businesses.

Going forward, we expect this trend to continue as we seek opportunities in complementary sectors and leverage on new technology and data to provide better solutions to our customers that will remove inefficiencies in trade and deliver stakeholder value.

Elsewhere, London Gateway provided further evidence that our diversified growth strategy is working. We won the renowned Asia-Europe service from one of the major shipping alliances and signed new customers to our 9.25 million square feet logistics park. We are the only operator to offer two deep-water ports in the UK and, combined with Europe’s largest logistics facility, we are well positioned to be a key player in the UK supply chain.

In addition to investing in new assets, disciplined investment in existing facilities has also been one of our priorities in delivering ahead-of-market growth in 2017. We invested $1,090 million of capital expenditure across our portfolio in markets with strong demand and supply dynamics. Globally, we added approximately 3.6 million TEU of new gross capacity to take total capacity to 88 million TEU. By the end of 2018, we expect to take that to 90 million TEU and by 2020 aim to have over 100 million TEU of capacity available, subject to demand.

Our consolidated portfolio grew to 50 million TEU with the outright ownership of DP World Santos in Brazil and a majority stake in Pusan, South Korea. DP World Santos is the largest private multi-modal port terminal in Brazil with strategic connections via sea, road and rail transport links that enable 90% of the cargo to reach Brazil’s most populous city, São Paulo.

ORGANISATION CULTURE TRANSFORMATION

Organisation Culture Transformation – Our People. Engagement with our employees and stakeholders to build better processes that will result in increased efficiencies, productivity, and quality. One example – through automation, artificial intelligence and robotics we are increasing human safety in an industry that features heavy machinery that can cause fatal accidents. Simple solutions are making that happen – from a wheel nut indicator that analyses any loss of torque on equipment that may cause failure, to tyre blast protection cages and screens that protect staff when replacing or re-filling tyres.

Ideas

1,972

users

7,535

Engagement

17,496

Success stories

139

Meanwhile, we added 1.5 million TEU of new capacity in Jebel Ali (UAE), 0.8 million TEU in London Gateway (UK) and 0.5 million TEU in Prince Rupert (Canada). Operations also began at Berbera in Somaliland and we started the greenfield construction of the first deepwater multi-purpose port at Posorja, Ecuador. In 2018, we plan to add further capacity in various locations including UAE, Pusan (South Korea), and Maputo (Mozambique).

We believe in the signifcant medium to long-term growth potential of the ports and terminals sector as well as complementary businesses, many of which we worked to nurture through partnerships. To capitalise on this growth potential, we forged strategic bonds during the year, through our agreement with the Indian National Investment and Infrastructure Fund (“NIIF”), to develop the ports, transportation and logistics sector in India, which can deploy up to $3 billion in the next few years. These investments will also target opportunities beyond sea ports such as river transportation, freight corridors, cold-chain storage and port-led special economic zones and inland terminals.

A major highlight was our agreement to develop an integrated industrial and residential zone at Sokhna in Egypt with the Suez Canal Authority. Over time, it will cover 95 square kilometres, with more than 400,000 jobs to be created for future generations long term, with work to start in 2018. At the same time, our existing facility at DP World Sokhna will be developed, increasing its capacity and linking it to the industrial zone. The development of the zone will support the sustainable growth of the country, helping it to attract more business investment and transforming the Suez Canal into a major trading hub in the region.

In other parts of Africa, we are contributing to the development of economies through partnership. This includes in Senegal, via the blueprint for Port De Futur, a multi-purpose port with an economic and logistics zone adjacent to the new Blaise Diagne International airport. Work is scheduled to start in 2018 and we have also provided a master plan for the redevelopment of the old port of Dakar. In Somaliland, we marked the start of our concession for the up to $442 million project phased over time to develop the Port of Berbera to serve landlocked countries in the Horn of Africa. The building of a new quay, yard extension and a free zone will help create jobs and a new regional trading hub.

In Mali, we have developed a master plan to unlock the resource-rich country’s economic potential, with a transportation and logistics strategy featuring electronic customs processes. In Ghana, discussions are also ongoing on customs technology, port operations, freezone development, rail transport and inland container depots to develop trade and support businesses aiming to reach international markets. In Algeria, we have met our government partners to discuss plans for the development of DP World Algiers, looking at ways to increase capacity and efficiency as the economy grows.

Our flagship sustainability programme, Our World, Our Future, also gathered momentum during the year. The programme has increased our impact and engagement across a variety of crucial social and environmental issues, from tackling the illegal wildlife trade to supporting local communities through employee volunteering aligned with the Sustainable Development Goals (“SDGs”) of the United Nations (“UN”).

We continue to play an active part in the United for Wildlife Transport taskforce which brings together 40 of the world’s leading wildlife organisations to tackle the illegal wildlife trade. Training of employees to spot smuggling and engagement of young people is also part of our strategy.

Work with the UN continued when we joined the Logistics Emergency Teams (“LET”) – composed of four organisations that provide pro-bono expertise and resources to support humanitarian groups in natural disasters. Our involvement with IMPACT 2030 has also reinforced the value and impact of employee volunteering, and our role chairing the Global Ports Group allows us to share best practice and leadership examples of sustainable business activities with our peers.

Our Global Education Programme also continues to be implemented across the world.

Over 10,000 students took part by the end of the year (since the start of the programme) and we are on track to meet our target of 34,000 participants by 2020.

People equal progress and these excellent achievements would not have been possible without the dedication and hard work of our talented employees. On behalf of the Board, I would like to thank each member of our global family for their commitment, contribution and continuous innovation and improvement – without which our success would not have been achievable. Their work has made 2017 another successful one in our evolution, success that is founded on our culture of innovation, and our founding principles.

We continue to add value to our corporate performance and improve our strategic vision through the development and adoption of strong governance practices, which are an integral part of DP World’s values, culture and business model. The Corporate Governance report can be found on page 46 of the Annual Report and Accounts.

We are pleased that DP World has again been awarded first place in the S&P Hawkamah Pan Arab ESG Index in recognition of our robust corporate governance practices, which ranks the transparency and disclosure practices of regional listed companies based on environmental, social and corporate governance measures. This demonstrates our full commitment and continued efforts to maintain the highest standards of corporate governance practices.

Being at the centre of DP World’s corporate governance framework, our Board possesses the correct balance of skills, knowledge and industry experience to lead DP World effectively, achieve our strategic objectives and long-term goals and drive sustained long-term value for our shareholders.

I have been proud to lead DP World and witness its growth and success as a leader in global trade since my appointment as Chairman in 2007, and look forward to another prosperous year as DP World continues on its path to achieving greater success and leading the future of world trade. I would like to thank our Board members for their continued support, dedication and commitment, I am confident that the skills and expertise of our Board will drive the long-term success of the Company, enabling DP World to expand its horizons further.

The full biographies of our Board members and information on the roles and responsibilities of our Board and Board Committees can be found in the Corporate Governance section.

The Board is recommending a final dividend of $340.3 million or 41.0 cents per share, an increase of 7.9%, reflecting sustainable step change in our earnings. Subject to shareholder approval, the dividend will be paid on 02 May 2018 to shareholders on the register at the close of business on 27 March 2018.

2018 has started on a promising note with current trading in line with expectations. However, macroeconomic and geopolitical uncertainties continue and will likely create headwinds in some regions.

It is also worth emphasising that 2017 was an exceptionally strong volume-growth year. We expect the growth rate to ease, nevertheless we are well positioned to continue to outperform the market, see increased contributions from our recent investments and deliver stakeholder value.

With innovation and constant transformation, we face exciting times ahead and we will continue to progress together with our employees, customers, partners and shareholders. The ongoing pursuit of progress means that the process of improvement is never ending. That is why we look forward to further disrupting our organisation and becoming even more productive and efficient, as we embark on the next stage of our journey – to lead the future of world trade.

Sultan Ahmed Bin Sulayem Group Chairman and Chief Executive Officer Download Group Chairman and CEO's Statement

Founder’s Principles

As DP World continues to grow and we repeatedly announce results that outperform the industry, it is a good time to identify how we got here and what keeps us at the leading edge of world trade.

CREATE GROWTH

In the early 1980s I was Assistant Director of Customs at Jebel Ali Port. The newly completed port was losing money as ships chose the more established Mina Rashid. I began to research free zones and realised it would be the perfect solution to bring cargo to Jebel Ali. It was a risk but JAFZA became a reality and the Jebel Ali Port & Free Zone is now a global success story.

DRIVE RESULTS

When DP World acquired P&O in 2006, a site on the River Thames was already earmarked for development into a new port. The project was vast, with many hurdles to overcome including funding, local infastructure gaps and environmental concerns. Despite this, we delivered London Gateway, the UK's newest deep-sea port and adjacent logistics park which continues to attract new business and save our customers time and money.

ADAPT & EVOLVE

The world is changing and we recognise that we must change to remain relevant. That is why in recent years we have strengthened and diversified our business, growing the ports and terminals division while expanding our logistics and maritime services offerings. We are also investing in disruptive technology (such as Virgin Hyperloop One) and embracing innovation to safeguard our future success.

MAKE OTHERS EXCEL

We create an environment where others succeed. We help people to improve, helping them to achieve more. This extends to our customers as well as our colleagues. By staying outside the comfort zone, learning and growth is part of everyday life at DP World. Part of helping people improve is valuing their time. It is our precious resource.

I am proud of the training and development offered to our people, encouraging everyone to fulfill their full potential.

GROUP CHAIRMAN AND CEO Q&A

GROUP CHAIRMAN AND CEO Q&A

A discussion with our Group
Chairman and CEO

Q How would you describe DP World’s performance in 2017?

A 2017 has been a year of progress characterised by a significant rebound in global trade, market-share gains from new shipping alliances and a broader strategy for our maritime services and port-related businesses. We have benefited from the ahead-of-market gross volume growth of 10.1% across our

global portfolio and our revenue and EBITDA grew 13.2% and 9.1% respectively on a reported basis and 6.0% and 8.0% on a like-for-like basis. After our earnings surpassed the $1 billion mark for the first time in 2016, they grew further in 2017 to $1,209 million, up 7.3% on a reported basis and 15.1% on a like-for-like basis.

Q The year has witnessed a strong recovery in global trade. How has this affected your business and can we expect the trend to continue?

A The improved trading environment in 2017 boosted our volumes and delivered robust performance across all geographic regions in which we operate. Trade has benefited from the weaker US dollar and stronger economic growth in the Eurozone, US, Japan and emerging Asia, along with robust growth out of China. Our portfolio has not only benefited from the improved trading environment but also market-share gains from the new shipping alliances, and delivered ahead-of-market growth.

2018 has started on a strong note and we have witnessed strong investment, industrial production, improved business and consumer confidence, and we are confident that the growth momentum will continue. Any upswing in growth will positively affect global trade and DP World’s global portfolio of ports. However, while the trade environment may appear more benign, geopolitical headwinds in some regions continue to pose a challenge. Nevertheless, we still expect to grow ahead of the market and see increased contributions from our new developments.

Q What were the trends in cargo and throughput in 2017? What role have the new shipping alliances played?

A Our volumes outperformed the market, delivering 70.1 million twenty-foot equivalent units (“TEU”) of gross volumes across our global portfolio in 2017, benefiting from the improved trading environment. In addition to focusing on faster-growing emerging markets and origin and destination cargo,

in recent years we have also invested in deep-water capacity which helps us with the new shipping alliances as vessel sizes and port-capacity requirements continually increase. For example, in London Gateway we won the regular Asia-Europe service from one of the major alliances. Furthermore, our global portfolio has not only benefited from a recovery in global trade but also marketshare gains from the new shipping alliances.

Q You have been targeting a broader strategy to strengthen the Group’s maritime services and port related businesses. Can you elaborate on the acquisitions of Dubai Maritime City and Drydocks World?

A As a global trade enabler, in recent years we have invested in various port-related businesses such as the Jebel Ali Free Zone and inland terminals. To further enhance our maritime services and port-related businesses, we announced our agreement to acquire Dubai Maritime City and Drydocks World in 2017.

Dubai Maritime City is a world-class maritime service facility and industrial business zone in a prime location in central Dubai, and Drydocks is a market leader in the ship repair business with the world’s largest ship repair yard. We expect to deliver both near-term synergies and new revenue opportunities over the long term with these acquisitions, and look forward to leveraging our proven track record to accelerate growth and deliver stakeholder value.

Q DP World has recently signed a joint-venture with the Indian National Investment and Infrastructure Fund (NIIF). Can you elaborate on this?

A We have been a part of India’s growth story for two decades. To further strengthen our relationship, we have entered into a joint venture (“JV”) with the Indian National Investment and Infrastructure Fund (“NIIF”) to develop the ports, transportation and logistics sector in India. The JV will invest up to $3 billion to also target opportunities beyond sea ports such as river transportation, freight corridors, cold-chain storage and port-led special economic zones and inland terminals, with DP World holding

a 65% share and the Indian government the remaining 35%. In recent years, we have leveraged on our in-house expertise to extend our core business into port-related, maritime, transportation and logistics sectors with the objective of diversifying our revenue base and connecting directly with the owners of cargo and aggregators of demand to remove inefficiencies in trade, improve the quality of our earnings and drive returns. Going forward, we expect this trend to continue as we seek opportunities in complementary sectors in the global supply chain and also make use of new technology and data to provide better solutions to our customers.

Q DP World has recently launched an innovation department. What has been delivered so far?

A We constantly strive to provide our clients and stakeholders with new ways to make trade smarter, faster, safer and more profitable. Innovation is a key component in transforming and rethinking the way we do business.

We have created an innovation department and launched a new platform – innoGate – giving all our 38,000 employees a mechanism to share their ideas, collaborate and brainstorm together regardless of language, job, age or gender. We have received thousands of encouraging ideas and developed hundreds of success stories that capture every aspect of our business.

Q What progress have you made in achieving your 2020 capacity target of 100 million TEU?

A Globally we added 3.6 million TEU of new gross capacity and 7.3 million TEU of consolidated capacity during 2017, which includes the consolidation of our ports in Pusan (South Korea) and Santos (Brazil). This takes our total gross and consolidated capacity to 88.2 million and 49.7 million TEU respectively. Our aim is to operate over 100 million TEU of gross capacity by 2020, subject to demand.

In 2017, we invested $1,090 million of capital expenditure and the major capacity expansions included 1.5 million TEU in Jebel Ali (UAE), 0.8 million TEU in London Gateway (UK) and 0.5 million TEU in Prince Rupert (Canada).

Q Where do you see new opportunities for DP World in 2018?

A As the industry continues to evolve, we need to constantly rethink the way in which we do business. We have recently invested in complementary sectors in the global supply chain, such as industrial parks, maritime sector and logistics hubs, which will strengthen our position in leading the future of world trade. Of course, we will continue to play a key role in our area of expertise – maritime container ports – but we see great potential in broadening our strategy.

Geographically, alongside the JV with the NIIF to develop the logistics sector in India, we also have a JV in Russia that continues to be a focus. Low containerisation in Africa and Latin America make these an interesting proposition, bringing an opportunity for further expansion to complement our existing operations. We have started to realise this further with our investments in Somaliland and Ecuador as well as the consolidation of DP World Santos in Brazil.

Q Sustainability has been an ongoing theme at DP World – how do you ensure that you stay up to date in your business practices?

A Through the Our World, Our Future programme, we are placing sustainability at the heart of everything we do. We are committed to investing in our people, protecting our environment, ensuring the highest safety standards and building a vibrant, secure and resilient society. We aim to be sustainability leaders, both in and outside our industry, and we continue to integrate sustainable best practice into every aspect of our business.

We have also ensured our sustainable business practices have progressed, joining the UN LET partnership to support humanitarian disaster relief; supporting the development of Hyperloop technologies that could revolutionise the movement of goods across continents and winning the coveted Dubai Quality Award, evidence of our ongoing commitment to excellence.

Download Group Chairman and CEO's Q&A

2017 Financial Results

Profit

attributable to the owners of the
Company:
$1.2 billion up 7.3% from 2016

ADJUSTED EBITDA MARGIN

52.4%

Revenue

$4.7 billion up 13.2% from 2016

CAPITAL EXPENDITURE

$1.1 billion

GROSS VOLUMES

10.1% Up ahead of the global container industry estimate of 6%1, Gross throughout (TEU ’000) 70,079

INVESTMENT PLATFORM

$3 billion in partnership with NIIF2 to develop the ports,transportation and logistics sector in India
1Drewry Maritime full year 2017 global container market growth estimate
2 National Investment and Infrastructure Fund
a year of innovation

How we transformed our business this year

Our Innovation Department delivered a cultural transformation making innovation accessible to our people. They are crucial to our success and with their range of expertise and experience have proposed pragmatic solutions to the challenges we face and foresee.

The rollout of our Innovation platform provided our employees with a virtual space to connect, share ideas and to work on hundreds of innovative projects and initiatives together. We also use this platform to showcase and celebrate the successful implementation of solutions that enhance customer experience, impact productivity and safety, reduce costs, increase efficiency and minimise our environmental footprint.

Our Innovation Portfolio ranges from incremental innovation that impacts our day to day operations to major breakthroughs in technology and investments in infrastructure that have the potential to disrupt trade as we know it.

We have partnerships with Institutes, Universities, Incubators and Accelerators worldwide to ensure scalability of our Innovation projects and initiatives and to foster an ecosystem where we facilitate the introduction of new technologies into our organisation seamlessly.

2017 culminated in a record number of ideas with almost 2,000 put forward. Terminal workers in South America, the Indian Subcontinent and Africa, together proposed 500 ideas from which the best were selected and provided with initial funding to be developed. Approximately 20 of these could potentially be rolled out worldwide, as a product.

2017
innoGate Launch
Expo2020 Global
Premier Partnership
Global Innovation Conference
innoReach Campaign
Machine Learning Vibration Sensors PoC
innoReach Americas
innoReach Subcontinent
innoReach
Middle East and Africa
innovation stories

TECHNOLOGY:

Crane sensors and machine
learning: Jebel Ali, Dubai

WE LEAD THE FUTURE BY:

Keeping abreast of the latest technologies and industry trends; identifying opportunities and taking advantage of market developments; and incorporating cutting-edge technologies into our equipment, ensuring consistent performance and efficiency to exceed customer productivity expectations.

VALUE CREATION:
  • Solutions to improve productivity
  • Asset efficiency
Technology icon

With our main goal to deliver consistently high productivity for our customers, DP World identified a way to make our cranes smarter.

We took advantage of the Industrial Internet of Things to equip them with sensors that monitor performance, paired with learning algorithms that detect anomalies. Cloud data transfer capabilities provide real-time condition information via a dashboard and mobile application that alert the technical department when action is required in order to prevent mechanical failure. The proof of concept, first seen in June 2017, has already proven its worth. Findings have provided valuable insight for equipment specifications going forward, supporting the business case for rollout across the terminal.

Safety Technology:

HUMAN DETECTION SENSORS:
MULTIPLE SITES, DP WORLD GROUP

WE LEAD THE FUTURE BY:

Taking pride in the work we do and the way we work; always looking for ways to improve; and delivering high performance while adhering to safety rules at all times – our people are our greatest asset.

VALUE CREATION:
  • Solutions to improve safety
  • Maintaining performance levels
Safety Technology Icon

Every DP World employee knows that safety is sacrosanct. We follow rules and procedures at each and every site to ensure that not just our staff but everyone entering DP World is safe.

We made a decision to move beyond safety induction training for visitors and closed circuit television cameras because our business is ongoing twenty four hours a day, seven days a week. We work to eliminate potential for errors that compromise safety. Proximity sensors readily available in the market are not enough; we have incorporated systems that use advanced cameras and algorithms to identify when an object could be hit. These systems can account for inanimate objects (e.g. high-mast lights, camera towers, structures) but more importantly can identify people on the ground, so helping to prevent incidents. DP World has also developed automated reverse-braking systems with a range of proximity actions for specific equipment.