Exhibit 99.2

Investor Presentation December 2025

Disclaimer our expectation of modifications with respect to our and other shipping companies’ operating fleet and lines, including the utilization of larger vessels within certain trade zones and modifications made in light of environmental regulations; the expected benefits of our cooperation agreements and strategic partnerships; formation of new alliances among global carriers, changes in and disintegration of existing alliances and collaborations, including alliances and collaborations to which we are not a party to; our anticipated insurance costs; our expectations regarding the availability of crew; our expectations regarding our environmental and regulatory conditions, including extreme weather events, changes in laws and regulations or actions taken by regulatory authorities, and the expected effect of such regulations; our expectations regarding potential liability from current or future litigation; our plans regarding hedging activities; our ability to pay dividends in accordance with our dividend policy; our expectations regarding our competition and ability to compete effectively; actions of activist shareholders, including as a result of the current proxy contest; and other risks and uncertainties detailed from time to time in the Company’s filings with the U.S. Securities and Exchange Commission (SEC), including under the caption “Risk Factors” in its 2024 Annual Report filed with the SEC on March 12, 2025. The Company prepares its financial statements in accordance with IFRS Accounting Standards (IFRSs), as issued by the International Accounting Standards Board (IASB). See further disclosure regarding "Use of Non-IFRS Financial Measures” below. Use of Non-IFRS Measures in the Company’s Guidance A reconciliation of the Company’s non-IFRS financial measures included in its full-year 2025 guidance to corresponding IFRS measures is not available on a forward-looking basis. In particular, the Company has not reconciled its Adjusted EBITDA and Adjusted EBIT because the various reconciling items between such non-IFRS financial measures and the corresponding IFRS measures cannot be determined without unreasonable effort due to the uncertainty regarding, and the potential variability of, the future costs and expenses for which the Company adjusts, the effect of which may be significant, and all of which are difficult to predict and are subject to frequent change. Forward-Looking Statements The following information contains, or may be deemed to contain forward-looking statements (as defined in the U.S. Private Securities Litigation Reform Act of 1995). In some cases, you can identify these statements by forward-looking words such as “may,” “might,” “will,” “should,” “expect,” “plan,” “anticipate,” “believe,” “estimate,” “predict,” “potential” or “continue,” the negative of these terms and other comparable terminology. These forward-looking statements, which are subject to risks, uncertainties and assumptions about the Company, may include projections of the Company’s future financial results, its anticipated growth strategies and anticipated trends in its business. These statements are only predictions based on the Company’s current expectations and projections about future events or results. There are important factors that could cause the Company’s actual results, level of activity, performance or achievements to differ materially from the results, level of activity, performance or achievements expressed or implied by the forward-looking statements. Factors that could cause such differences include, but are not limited to: our expectations regarding general market conditions as a result of the current geopolitical instability, developments and further escalation of events, including, but not limited to, the political and military instability in the Middle East and the war between Russia and Ukraine; our expectations regarding general market conditions as a result of global economic trends, including potential rising inflation and interest rates, imposition and/or increase or decrease in tariffs or other charges imposed on import, export or trade as a result of geopolitical and other events; our expectations regarding trends related to the global container shipping industry, including with respect to fluctuations in vessel and container supply, industry consolidation, demand for containerized shipping services, bunker and alternative fuel prices and supply, charter and freights rates, container values and other factors affecting supply and demand; our plans regarding our business strategy, areas of possible expansion and expected capital spending or operating expenses; our ability to adequately respond to political, economic and military instability in Israel, the Middle East and elsewhere (particularly as a result of the Israel-Hamas war and the Israel-Hezbollah and Israel-Iran armed conflicts), and our ability to maintain business continuity as an Israeli-incorporated company in times of emergency; our ability to effectively handle cyber-security threats and recover from cyber-security incidents, including in connection with the war between Israel and Iran and Iranian-backed proxies; our anticipated ability to obtain additional financing in the future to fund expenditures;

TSR Outperformance and Robust Capital Returns Have Positioned ZIM for Strong Growth Strong Board with Deep Industry, Financial, and Transactional Expertise 7 of 8 directors independent; 5 added since IPO, including 2 new directors this year Deep expertise in shipping/logistics, finance, governance, and M&A Strong, independent oversight of strategic review process with track record of value creation The Dissident Group’s Nominees are Not the Right Fit for Our Board Lack relevant experience in shipping, global logistics, or large, asset-intensive operations Inadequate executive, operational and transactional experience, as well as governance concerns Not suited to oversee ZIM during an ongoing strategic review in context of a complex global operating environment Representing a Dissident Group that has not presented any reasonable strategic plan for ZIM, has not made a compelling case for why Board change is necessary and is pursuing a self-serving proxy fight while failing to comply with US Securities laws Industry Outperformance with Track Record of Value Creation Industry-leading TSR of 300%+ since IPO, significantly outperforming peers and the S&P 5001 Multi-year transformation has scaled the business, enhanced liquidity and improved ZIM’s balance sheet, with book equity increasing ~$3.9B since 2020 Operating Strategy That Continues to Deliver Value for Shareholders Network strategy heavily focused on high-demand, high-yield Transpacific trade lanes, which comprise 42% of ZIM’s volumes Highly agile network management model that rapidly adjusts route deployments across all market environments Partnership with largest global container liner, MSC, on key Asia – US East Coast routes, supplementing ZIM’s 11% market share Optimized and upgraded fleet with a 40% increase in vessel size since IPO and 40% of operated capacity of LNG power, which provide for efficient operations and compliance with environmental standards Prudent Capital Allocation and Significant Capital Return Dividend policy targeting 30% of quarterly net income for the first three quarters of the year, with a cumulative annual dividend target of up to 50% of annual net income Returned $5.7bn to shareholders through dividends ($47.54/share; >3x IPO price) since IPO2 Retained earnings creating liquidity buffer and supporting further investments in the business ZIM’s multi-year transition reflects disciplined Board oversight and strong management execution Source: Company Filings, Alphaliner Total shareholder returns represent capital gains yield (reflecting share price appreciation), plus dividend yield (assuming dividends are reinvested) since ZIM IPO date (1/28/21 ) to unaffected date (8/8/25), the last trading date before news of a potential management buyout leaked ; peers include Hapag-Lloyd and Maersk Includes Q3-2025 dividends paid on 12/1/25 1

Strategic Refocus on Core Trades Streamlined network around trades where ZIM has defensible share and competitiveness Continued operating with high breakevens due to expensive charters Secured strategic operational partnership with the 2M alliance IPO, Breakout Performance & Capital Return Became a Top 10 global liner (~2% share) Delivered industry-leading profitability and returned $47.54/share in dividends (>3x IPO price)1 Strengthened balance sheet and built capacity via large dual-fuel LNG newbuild program Modern, Efficient, Scaled Platform Securing long-term, fuel-efficient vessels to lower structural breakevens Enhancing network resilience and strategic flexibility Undertaking a comprehensive strategic review to assess value-maximizing alternatives Post-Restructuring Stabilization Limited cash and liquidity constrained ability to buy or charter-in higher quality vessels Stabilized operations and rebuilt commercial reliability Begin to focus on new network Disciplined Multi-Year Transformation Has Built a Strong and Competitive ZIM… 2014–2017 2021-2025 2018-2020 2025 & Beyond Source: Company Filings Includes Q3-2025 dividends paid on 12/1/25 2

…With Dramatic Recent Improvements to Operational Scale and Risk Profile Through Fleet Optimization and Balance Sheet Strengthening Total Enterprise Value2 Book Equity2 LTM Revenue Dividends3 Fleet Size(Chartered / Owned) $2.6bn $5.0bn $4.0bn $0.1bn +92% +$3.9bn 2020 Today $7.6bn $3.5bn $0bn $5.6bn +119% 1291(113 vs. 16) 70(69 vs. 1) +84% TEU Carrying Capacity 709K 330K +115% +x Since its IPO, ZIM has returned $5.7bn ($47.54 per share) in dividends Source: Company Filings Note: 2020 figures as of 9/30/20; 2025 figures as of 9/30/25, excluding fleet size and TEU carrying capacity, which is presented as of 11/20/25 and TEV, which is presented as of 12/5/25 Including 14 chartered car carriers 2020 cash and book equity values adjusted for realized IPO net proceeds Includes Q3-2025 dividends paid on 12/1/25 3

Operational Transformation Has Enabled Industry-Leading Shareholder Returns Since IPO S&P 500 3 2 Executed a multi-year operational transformation under leadership of a strong Board and management Modern, fuel efficient and cost competitive fleet Versatile capacity with larger vessels well suited for target trades Highly agile network management model that can adjust service routes rapidly in response to dynamic market conditions Significant capacity expansion during upcycle generated strong earnings, cashflow and substantial shareholder distributions (62% dividend payout ratio) Full strategic and operational independence, complemented by partnerships with key players such as MSC Strong near-term and long-term TSRs relative to closest peers and S&P 500 Key Highlights 1-Year TSR TSRs Since 2021 ZIM IPO1 Source: FactSet Total shareholder returns represent capital gains yield (reflecting share price appreciation), plus dividend yield (assuming dividends are reinvested) since ZIM IPO date (1/28/21) to unaffected date (8/8/25), the last trading date before news of a potential management buyout leaked ZIM figure based on IPO price of $15 per share Maersk figure reflects Class B share performance 4

Cumulative EBIT Margin Since ZIM IPO1 (Ocean) Despite lacking the same economies of scale as its peers, strong commercial execution has driven leading EBIT margins TEU Carrying Capacity 709K 2,412K 4,602K Q3 2025 EBIT Margin ZIM’s Operational Strategy Has Achieved Strong Margins Source: Company Filings, Alphaliner Represents total EBIT, divided by total cumulative revenue from FYE 2021 through 9 month ended 9/30/25 5

Robust Independent Network Complemented by MSC Partnership Focused Trade Strategy Drives Sustainable Competitive Advantage and Future Margin Strength Optimize utilization by concentrating on trades where ZIM has meaningful share Diversify footprint: Broaden customer base; reduce dependency on any single trade Leverage emerging trade opportunities Use MSC partnership to reinforce Asia – US East Coast routes, with greater utilization of larger, LNG-powered tonnage Grow position in target markets: Expand presence in Southeast Asia and LatAm Capitalize on transformed fleet to capture new opportunities Executing a Focused Network Strategy Trade Exposure by Carried Volume (TEUs)1 5Major Routes ~33,000Customers Network(Routes & Geographic Reach) Footprint 56Weekly Lines ~330Ports of Call Decade-Long Partnership with MSC 6Transpacific Services MSC Partnership reinstated following the 2M Alliance dissolution Includes 11% market share and #5 market position 1 on Asia – USEC & Gulf routes, which is further enhanced by MSC partnership Source: Company Filings, Piers Represents LTM 2025 volumes 6

Disciplined Capital Allocation to Drive Growth, Resilience, and Shareholder Returns Innovation Expand digital tools and invest in network optimization and growth engines Equipment Renew container and reefer fleet to support service reliability Capacity Maintain competitive fleet; secure LNG and fuel-efficient capacity Returning capital to shareholders remains high priority Dividend Policy Up to 50% of annualnet income (in quarterly installments)1 All future dividend distributions are subject to Board approval and restrictions provided by Israeli law 7

ZIM Has Delivered Exceptional Capital Returns — $5.7bn Since IPO (>3x IPO Price) Disciplined dividend policy targeting up to 50% of annual net income Returned $5.7bn in cumulative dividends ($47.54/share) since IPO1 Consistent history of outsized dividends during periods of strong performance (e.g., $17/share supplemental Q4 dividend in 2021; $0.84 special dividend in 2024) Cumulative Dividend Yield Since ZIM IPO2 Cumulative Dividend Payout Ratio Since ZIM IPO3 Source: Company Filings, FactSet Includes Q3-2025 dividends paid on 12/1/25 Dividend yield calculated as the sum of announced dividends per share since ZIM IPO (1/28/21), divided by initial share price (as of ZIM IPO) Dividend payout ratio calculated as the sum of dividends paid since ZIM IPO (1/28/21), divided by cumulative net income from FYE 2021 through 9 month ended 11/26/25 8

ZIM’s Fleet Quality Has Transformed Since IPO, With the Addition of Newbuild Vessels and Core Assets Now Owned or on LT Charter… Dramatic Improvements to Fleet Size and Quality Recent Increases to Ownership and Charter Duration ZIM has added larger, more efficient tonnage, with 28 LNG-fueled vessels currently in its fleet and 10 in its orderbook ZIM is reducing charter spot market exposure by increasing its fleet ownership and by extending its average charter duration (5-12 years for core fleet) 1 Average vessel size +40%; Total Fleet TEU +90% Number of Containerships 85 130 128 139 110 115 1 Transformed Fleet of LNG-Fueled Vessels: ~40% ~60% LNG-powered Newbuild Source: Company Filings As of 11/20/25 ~115K TEU Additional LNG-fueled tonnage in orderbook 9

Leverage …However, Compared to Peers, ZIM Sources More Capacity From the Charter Market, Which Results in Higher Leverage Average Top 9 Operators 1 …Increases Leverage and Need for Reserved Cash Greater Reliance on Charter Market than Peers… Net Debt / 2026E EBITDA2: (Values in $ Millions, as of 9/30/25) % of Fleet Chartered (based on TEUs) Net Debt Composition Source: Company Filings, FactSet, Clarksons, Alphaliner Includes Hapag-Lloyd and Maersk EBITDA consensus as per FactSet 10

Like Its Peers, ZIM Maintains a Strong Balance Sheet to Navigate Cyclicality Cash / Total Enterprise Value1 Cash / LTM Revenue ZIM’s liquidity metrics remain broadly comparable to peers ZIM’s greater reliance on the charter market has increased its breakeven freight rate relative to peers’ and requires relatively higher liquidity to manage volatility across freight cycles Asset-owning peers benefit from scale and unencumbered assets, reducing the level of cash required to navigate downturns Key Highlights Source: Company Filings, FactSet Total Enterprise Value as of 12/5/25 11

Update on the Board’s Independent Review of Strategic Alternatives Since IPO, the Board has regularly reviewed the Company’s strategic alternatives in light of evolving market conditions and sector dynamics, with a consistent focus on maximizing shareholder value Several months ago, the Company received a preliminary, non-binding proposal to acquire all the outstanding ordinary shares of the Company from Eli Glickman, the Company’s CEO and President, and Rami Ungar Following management’s proposal, the Board promptly commenced a strategic review to assess whether other value-maximizing alternatives may be available, including a sale / merger that could realize the full value of our business and capital allocation and return opportunities In connection with this review, the Board has received indications of interest from multiple parties, including strategic interest, which it is reviewing carefully The review remains ongoing, and the Board continues to evaluate all potential alternatives to maximize shareholder value The Board is Committed to Acting in Shareholders’ Best Interests to Maximize Value 12

Independent Board Providing Capable Oversight of ZIM’s Strategy And Its Strategic Review ZIM Board is Well-Qualified to Oversee Strategic Review Review is overseen by the independent directors of the Board without management participation Hired independent financial and legal advisors to help assess alternatives Independent Board meets weekly to oversee the process Transaction Committee formed to manage day-to-day aspects of the review Appointed two new independent directors who bring substantial financial and transactional expertise to bolster the review Considering all potential alternatives to maximize value for shareholders Independent Board Process Ensuring All Value-Maximizing Alternatives Considered 5/8 Public Company M&A Experience 6/8 Financial Expertise 5/8 Directors Added Since 2021 IPO 6/8 Logistics / Asset Heavy Industry Expertise Source: Company Filings, FactSet 7/8 Are Independent With No Mgmt. Representation on the Board 13

Veteran senior regulator with decades of leadership shaping Israel’s financial sector Yair Avidan Former Supervisor of Banks, Bank of Israel Significant M&A and financial advisory experience from advising on some of the most significant transactions in Israel Nir Epstein Former Executive Director & CEO, Prothya BioSolutions Brings deep executive experience in maritime shipping, charter markets and logistics Birger Meyer-Gloeckner Managing Director & CEO, Conti Holding Experience in leading commercial, trading and operational functions across logistics and energy sectors Anita Odedra Executive VP (LNG Marketing), Tellurian Former senior KPMG partner with extensive experience advising global public companies and major investors William ("Bill") Shaul Former Partner (Tax), KPMG Senior executive driving negotiated, transformational M&A for a leading global tech company Liat Tennenholtz Executive VP (M&A), Matrix IT Over three decades of distinguished leadership in regulatory, corporate, and governmental strategy Dr. Yoram Turbowicz Former Chief of Staff, Office of The Israeli Prime Minister Significant Logistics and Shipping Expertise Global Markets Expertise Regulatory & Risk Management Expertise Significant M&A Experience Maritime Shipping Expertise Significant Public Company Governance Experience Significant M&A Experience Accounting, Financial & Risk Management Expertise Financial Expertise Capital Structuring and Allocation Expertise Complex Logistics and Global Business Experience Asset Heavy Business Operation and Integrations Significant M&A Experience Proven leader with immense board room experience in Israel and international markets Yair Seroussi (C) Former Chairman, Bank Hapoalim Significant M&A Experience Global Markets Expertise Financial Expertise Logistics and Asset Heavy Business Expertise A Highly Independent, Refreshed Board With Deep Industry, Financial, and M&A Expertise Director since October 2020 Director since November 2025 Director since July 2018 Director since July 2014 Director since October 2023 Director since May 2021 Director since May 2021 Director since November 2025 Note: Purple shading indicates recently appointed director 14

Best-in-Class Governance Framework Ensures Robust Oversight Our governance framework ensures independent oversight during the ongoing review of strategic alternatives Independent Board and Chair, with independent committees, no management representation, and full separation of Chair and CEO roles P P Annually elected directors with ongoing refreshment – five new independent directors since IPO P Independent directors hold executive sessions without management after every Board meeting P Regular evaluation of Board and management performance P Shareholders have the right to call special meetings P Equal voting rights for all shareholders (“one share, one vote”) P Strong oversight through rigorous audit practices and robust financial reporting standards P Performance-aligned compensation program designed to drive shareholder value 15

The Dissident Group’s Nominees are Not the Right Fit For Our Board Dr. Keren Bar-Hava No apparent global industrial, shipping, logistics, or maritime operations experience Academic background – no public C-suite or executive leadership experience Academic background with no industry or operational experience Ron Hadassi No apparent global industrial, shipping, logistics, or maritime operations experience Currently sits on seven other public company boards Real estate background not relevant to shipping company with overboarding concerns Ran Gritzerstein No apparent global industrial, shipping, logistics, or maritime industry experience No public company transaction experience Entertainment focused background with no industry or public transactional experience Source: Based on biographies submitted by the Dissident Group’s nominees; public filings and press 16

Nominees Are Representing a Dissident Group That Has Not Made a Case for Change O Dissident Group did not meaningfully engage with ZIM on the issues they now raise and chose to submit their nominations without prior discussion or warning O Dissident Group’s campaign is based on a fundamental misunderstanding of ZIM’s operating model and the status of the strategic review O Dissident Group’s nominees lack any relevant experience for overseeing a global shipping and logistics business during a strategic review O Dissident Group claims to control over 5% of ZIM’s outstanding shares but has not filed a required Schedule 13-D, a breach of US Securities laws – shareholder deserve to know who the Dissident Group asking for their vote is O Dissident Group rejected the Board’s proactive attempt to negotiate a constructive settlement to prevent disruption and maintain focus on the Company’s business and independent strategic review 17

Supporting the Company’s Slate Is Essential to Protect Value and Maintain Strategic Momentum Strong Board with Deep Industry, Financial, and Transactional Expertise Prudent Capital Allocation and Significant Capital Return The Dissident Group’s Nominees are Not the Right Fit for Our Board Industry Outperformance with Track Record of Value Creation Operating Strategy That Continues to Deliver Value for Shareholders ✓ ✓ ✓ ✓ X + 18

Support ZIM – Protect Your Investment If shareholders have questions or need assistance in voting their shares for the Meeting, please contact the Company’s proxy solicitor 430 Park Avenue, 14th FloorNew York, New York 10022Toll Free: (800) 662-5200Brokers and Banks: (203) 658-9400Email: ZIM@info.sodali.com Vote For Directors: Yair Seroussi Nir Epstein Birger Johannes Meyer-Gloeckner William (Bill) Shaul Yoram Turbowicz Yair Avidan Liat Tennenholtz Anita Odedra The Board of Directors recommends a vote AGAINST the election of the Alternate Director-Nominees, namely Dr. Keren Bar-Hava, Messrs. Ron Hadassi and Ran Gritzerstein. 19

FAQ (1/4) Q: What is ZIM’s value creation strategy? ZIM focuses on trade lanes where it can hold meaningful, defensible share and deliver superior service, supported by an agile fleet strategy that combines operational flexibility with increased long-term charter coverage This approach gives ZIM flexibility to manage cycles, redeploy capacity, and maintain strong customer relationships ZIM has transformed its operations, doubling capacity, modernizing its fleet, maintaining EBIT margins above 30% and generating strong cash flows ZIM uses its strong cash generation to maintain appropriate liquidity while returning substantial capital to shareholders Q: How has ZIM delivered shareholder value? Since its IPO, ZIM has delivered industry-leading total shareholder returns of more than 300% – more than double its closest peers The Company’s strong TSR performance is driven by its commitment to strong capital returns – ZIM has returned $5.7bn to shareholders via dividends since its IPO – more than 3x the IPO price ZIM’s book equity has also increased from ~$0.1bn in 2020 to over $4.0bn today Q: What is ZIM’s approach to capital allocation? ZIM has a disciplined approach to capital allocation, balancing appropriate liquidity aligned with its operations with returning substantial amounts of capital to shareholders Its charter-intensive model requires a strong liquidity position to manage fixed commitments, while funding fleet renewal and operational investments, and market volatility At the same time, its formula-based dividend policy (up to 50% of annual net income) has resulted in $5.7bn being returned to shareholders 20

Q: Why is ZIM’s Board conducting a strategic review? Since IPO, the Board has regularly reviewed the Company’s strategic alternatives in light of evolving market conditions and sector dynamics, with a consistent focus on maximizing shareholder value Several months ago, the Company received a preliminary, non-binding proposal to acquire all the outstanding ordinary shares of the Company from Eli Glickman, the Company’s CEO and President, and Rami Ungar Following management’s proposal, the Board promptly commenced a strategic review to assess whether other value-maximizing alternatives may be available, including a sale / merger and capital allocation and return opportunities In connection with this review, the Board has received indications of interest from multiple parties, including strategic interest, which it is evaluating carefully Q: How is the Board conducting the strategic review? The review is being led entirely by the independent Board, without management involvement The Board has engaged independent financial and legal advisors to assist in the review The Board is highly engaged in the review and meets weekly to oversee progress and has formed an independent Transaction Committee to manage day-to-day workstreams The review includes outreach to both strategic and financial parties, as well as the evaluation of standalone opportunities Q: At what stage is the strategic review? The review is ongoing and no outcome has been predetermined To date, the Board has received indications of interest from multiple parties, including strategic interest, and is evaluating all alternatives rigorously and objectively FAQ (2/4) 21

FAQ (3/4) Q: Will shareholders have the opportunity to approve any sale of the Company, if a deal is reached? Yes. Any sale of the Company would require shareholder approval In all cases, the State of Israel’s golden share also requires governmental consent for any change of control Q: Why is the ZIM Board best qualified to oversee ZIM’s strategy and conduct this review? The Board is majority independent with deep experience in shipping, finance, M&A, regulation, and complex operations Five of eight directors have been added since the IPO, bringing fresh, relevant expertise Two recently appointed directors add further strength in financial, M&A, regulatory and operational oversight Q: Why do the Dissident Group’s aims present a risk to shareholder value? The dissident campaign was initiated following a rumored management bid for the Company at a low price As later disclosed, the Board is leading a thorough, objective review of potential alternatives, and received indications of interest from multiple parties, including strategic interest Given these facts, the dissident’s concerns are unwarranted and their campaign risks disrupting the Board’s process, which could impede a value-maximizing transaction The dissidents are also advocating for a large special dividend that could leave ZIM undercapitalized for its strategy and create significant risk to the Company’s strategy and operations Q: Has the Board engaged with the Dissident Group? The Dissident Group submitted nominations without meaningful prior engagement with the Company or outlining a compelling case for why Board change is needed Despite the Dissident Group’s lack of meaningful engagement, the Board reached out in the interest of finding a negotiated settlement to allow the Board and Company to focus on important issues with respect to overseeing the business and conducting a comprehensive strategic review The Dissident Group rejected the Board’s reasonable offer for a settlement, instead deciding to pursue its self-serving proxy contest, which is based largely on a misconception of the nature of the Board’s strategic review 22

FAQ (4/4) Q: Why are the dissident nominees unqualified to serve on ZIM’s Board? The dissident nominees’ qualifications do not align with the skills needed to oversee ZIM’s business and strategy None of them have apparent experience in shipping, logistics, maritime operations, or large industrial platforms and they lack meaningful public company transactional experience ZIM’s Board is composed of independent, qualified professionals who understand our business and sector and have deep industry, finance and M&A experience making them well-suited to oversee a rigorous, objective strategic review Q: What is the potential harm to appointing the dissident nominees? Adding unqualified directors at this stage risks disrupting a rigorous, late-stage strategic review and may impede a value-maximizing transaction The dissident nominees lack knowledge of ZIM, its strategy and its sector and have agreed to serve as nominees for a Dissident Group whose campaign appears to be based on misunderstanding of the Board’s process and calls for a potentially value-destructive capital allocation strategy Q: How can shareholders support ZIM’s Board and value creation strategy? Vote FOR ZIM’s nominees and AGAINST the dissident nominees at the AGM Support the independent Board’s ongoing, comprehensive evaluation of all value-maximizing alternatives 23