Statements in this presentation which are not statements of historical fact are “forward-looking statements” (as such term is defined in Section 21E

of the Securities Exchange Act of 1934, as amended). These forward-looking statements are based on the information available to, and the

expectations and assumptions deemed reasonable by, the Company at the time this presentation was made. Although the Company believes that

the assumptions underlying such statements are reasonable, it can give no assurance that they will be attained. The Company undertakes no

obligation to update any forward-looking statements, whether as a result of new information or future events, unless it is required to do so under the

securities laws. The Company makes no prediction or statement about the performance of its common units. For the selected financial data

presented herein, Navios Partners compiled consolidated statement of operations for the three and nine month periods ended September 30, 2012

and September 30, 2011.

.

2012 Pipeline, MLP & Energy Symposium

December 4, 2012

Seasoned Management Team

2

Angeliki Frangou

Chairman & CEO

George Achniotis

EVP, Business Development

Stratos Desypris

CFO

• 19 years experience in the shipping

industry

• Chairman and CEO of Navios Group

• Previously founded two private shipping

companies

• Board Member since inception CFO of Navios

Maritime Holdings since April 2007

• PwC partner in charge of shipping practice in

Greece

• UK Chartered Accountant

• 19 years experience in the accounting

profession

• Joined Navios in 2006

• Chief Financial Controller for Navios Maritime

Holdings

• SVP of Strategic Planning for Navios South

American Logistics

• 9 years experience in the accounting

profession

• Joined Navios in 2006

Other Key Management & Board Members

Fred Gordon

SVP, Corporate

Affairs

John Karakadas

Director

Michael Sarris

Director

Shunji Sasada

Director

Serafeim

Kriempardis

Director

Robert Pierot

Director

• Over 34 years of

experience working for

shipping and project

development companies

in business development,

strategic planning,

finance, chartering and

technical capacities.

• Worked for drybulk,

tanker, gas, container and

reefer ship owners and

operators

• Board member since

2007

• Chairman and CEO

of Singular Logic

• Deputy CEO of

Marfin Investment

Group

• Served on the BoD

of IRF and Greek

Information

Technology Holdings

• Board member since

2010

• Served as Minister of

Finance for Cyprus

from 2005 to 2008

• Prior role at World

Bank where responsible

for supervision and

design of country

strategies for areas of

Africa, Latin America

and East Asia

• 28 years experience

• COO – Navios Corp

• 16 years experience

with Mitsui O.S.K.

Lines Ltd, including 6

years with Trinity Bulk

carriers (Norway) and

Mitsui O.S.K. Bulk

Shipping (London)

• Joined Navios in

1997

• Board member

since December

2009

• Served as Head

of Shipping of

Piraeus Bank

• Served as Head

of Shipping of

Emporiki Bank

• Board member

since 2007

• Director and

Principal of Jacq.

Pierot Jr. & Sons

Inc.

• 31 years of

ship brokering

experience

3

100% Membership Interest

2.0% General Partner Interest

Incentive Distribution Rights

74.8% Limited Partner Interest 23.2% Limited Partner Interest

21 Dry Bulk Vessels

7 Capesize, 12 Panamax and 2 Ultra-Handymax Dry Bulk Carriers

100% Membership Interest

Navios GP L.L.C.

(General Partner)

Navios Maritime Partners L.P.

NYSE: NMM

Common Unitholders Navios Maritime Holdings Inc.

NYSE: NM

Navios Partners Ownership Structure

Navios Holdings – A Strong Sponsor Large Diversified Young Fleet

49 vessels, 45 in operation

Navios Group controls 99 vessels (1)

Benefit from Seasoned Technical and Commercial Management Team

Technical and Commercial operating agreement provides OPEX of approximately 23% less than industry average(2) due to

economies of scale

Strong Long-Term customer relationships

Leverage brand name with industry players, shipyards and banks

Omnibus Agreement

NMM Option on acquisition of owned Panamax and Capesize vessels chartered out for 3+ years

Management & Administrative Services Agreements with Navios Holdings fixes operating expenses

Management and Administrative Services Agreements extended for additional 5 years until December 2017

Management Agreement fixes fees through December 2013

– 3% increase for a 2-year period ending December 2013 at:

– $4,650 per Ultra-Handymax vessel per day

– $4,550 per Panamax vessel per day

– $5,650 per Capesize vessel per day

This agreement enhances the visibility of our cost base

4

(1) Navios Group is composed of Navios Holdings (NM), Navios Partners (NMM) and Navios Acquisition (NNA). Excludes Navios Logistics’ fleet

(2) Source: Drewry Shipping Consultants October 2012

5

2007 2008 2009 2010 2011 2012

Benefits from our operating history

Nov 2007: NYSE Listing

Navios Maritime

Partners LP (NMM)

Oct 2009:

Dropdown of

Navios Apollon

Jan 2010: Exercise

Purchase Option of

Navios Sagittarius;

Dropdown of Navios

Hyperion

Jun 2009: Dropdown

of Navios Sagittarius

Apr 2008: Dropdown of

Navios Hope (Aurora)

May 2008: Exercise

Purchase Option of

Navios Fantastiks

Feb 2010:

$62.4mm

equity offering

Mar 2010:

Dropdown of

Navios Aurora II

Nov 2010: Dropdown

of Navios Melodia &

Navios Fulvia

May 2010:

$92.3 mm

equity

offering

May 2010: Dropdown

of Navios Pollux

Oct 2010:

$111.6 mm

equity

offering

Apr 2011:

$90.5mm equity

offering

May 2011:

Dropdown of

Navios Orbiter &

Navios Luz

Navios Maritime Partners Over Time

• $563.4 million raised in equity offerings

• Multiple avenues of growth

• Significant distribution growth since IPO – 26.4% increase

• Benefitting from Strong Sponsor (dropdown of vessels, controlled operational costs)

May 2009:

$36.1mm

equity offering

Sep 2009:

$38.6mm

equity

offering

Nov 2009:

$59.6mm

equity offering May 2012:

$72.1mm

equity

offering

June 2012:

Dropdown of

Navios Buena

Ventura

July 2012:

Acquisition of

Navios Soleil

and Navios

Helios

6

Young, Growing Fleet • More than tripled fleet capacity since November

2007 IPO • Fleet age of 6.0 years (1) vs. industry fleet age of

approx. 10.2 years (2)

Steady Increase in

Distribution Per Unit • 26.4% increase in distributions since inception

(1) Navios Maritime Partners fleet age weighted by DWT

(2) Source: Drewry as of November 2012

Strong Counterparties

• Strong creditworthy counterparties including

Mitsui, Cosco, Rio Tinto, etc.

Long Term

Charter Coverage

• Average charter duration is approx 3.3 years • Staggered charter-out expirations minimize

charter renewal risk • Insured by AA rated entity and Navios Holdings

Investment Highlights

• Navios Group provides technical and

commercial expertise as well as future growth

opportunities

Benefits From a

Strong Sponsor

Operating Expense Visibility • Fixed operating costs until December 2013

Multiple Avenues of Distribution Growth

Since IPO: 26.4% Distribution increase

261% Operational fleet capacity increase

7

Exercising Purchase

Options

Opportunities in the

Dry Bulk S&P Market

Through Navios

Group Vessels

• Vessel values have fallen

significantly from 2008

highs

• Sales and purchases of dry

bulk vessels

• Highly fragmented industry

• Additional distressed

opportunities expected to

arise

• Right to purchase Capesize

and Panamax vessels on

3+ year charters

• Dropdown candidates are

known vessels and

charterers along with credit

risk insurance

• Navios Group has grown to

a controlled fleet of 70 dry

bulk and 29 tanker vessels

October 2012

2,259,103 DWT

November 2007 IPO

626,100 DWT +261%(1)

(1) Includes owned and chartered-in tonnage

• Exercised purchase option

for Navios Fantastiks in Q2

2008 and Navios

Sagittarius in Q1 2010

• Purchase options on

Navios Prosperity (2012)

and Navios Aldebaran

(2013)

Successful Acquisition History

8

• Since Inception, Sponsor has dropped down 11 vessels generating aggregate annual EBITDA of approximately

$115.3 million (1)

(1) Assumes 360 revenue days, 365 opex days and $0.2 million of general and administrative expenses per vessel

Vessels Type Built DWT

Navios Apollon Ultra-Handymax 2000 52,073

Navios Hyperion Panamax 2004 75,707

Navios Orbiter Panamax 2004 76,602

Navios Hope Panamax 2005 75,397

Navios Sagittarius Panamax 2006 75,756

Navios Aurora II Capesize 2009 169,031

Navios Pollux Capesize 2009 180,727

Navios Fulvia Capesize 2010 179,263

Navios Melodia Capesize 2010 179,132

Navios Luz Capesize 2010 179,144

Navios Buena Ventura Capesize 2010 179,259

Vessels Type Built DWT

Navios Soleil Ultra-Handymax 2009 57,337

Navios Helios Panamax 2005 77,075

• Since Inception, Navios Partners has acquired 2 vessels in the open market

(1) Per day, net of commission. These rates do not include insurance proceeds received upfront in November 2012

(2) Profit sharing 50% above $16,984/day based on Baltic Panamax TC Avg

(3) Profit sharing 50% above $38,500/day based on Baltic Exchange Capesize TC Average

(4) In January 2011, Korea Line Corporation (“KLC”) filed for receivership. The charter was affirmed and will be

performed by KLC on its original terms, provided that during an interim suspension period the sub-charterer of

Navios Melodia pays us directly

(5) Profit sharing 50% above $37,500/day based on Baltic Exchange Capesize TC Average

Staggered Charter Expirations (1)

9

2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023

Melodia

Luz

Buena Ventura

Aurora II

Pollux

Sagittarius

Galaxy I

Fulvia

Libra II

Hyperion

Orbiter

Apollon

Fantastiks

Gemini S

Alegria

Soleil

Helios

Hope

Felicity

Prosperity

Aldebaran

$16,984 (2) Feb 2014

$12,000 Sep 2015

$12,000 June 2013

$26,169 Jun 2013

$17,562 Aug 2013

$14,678 (6) Mar 2014

$24,225 Feb 2014

$37,953 Apr 2014

$21,937 Feb 2018

$26,125 Nov 2018

$42,250 Jul 2019

$29,356 (3) Nov 2020

$28,391 Mar 2013

$50,588 Sept 2015

$29,356 (5) Sep 2022 (4)

$38,052 Apr 2014

$41,325 Nov 2019

$12,500 $13,500 Feb 2014

(7)

$29,356 (3) Oct 2020

(6) Amount represents daily rate of mitigation proceeds following the default of the original

charterer

(7) Profit sharing: The owners will receive 100% of the first $1,500 in profits above the base rate

and thereafter all profits will be split 50% to each party.

(8) Profit sharing 50% on actual results above the base rates

(9) Navios Partners fleet age weighted by DWT

(10) Source: Drewry Shpping Consultants, October 2012

$8,906 Dec 2013

$9,738 Sept 2013

(8)

(8)

Average Age of Navios Partners’ Fleet (9): 5.9 years

Average Age of Dry Bulk Industry Fleet (10): 10.4 years

2013 Charter Coverage 87.6%

MOSK; 5.2%Constellation

Energy Group; 7.2%

Rio Tinto; 5.3%

Cosco; 14.4%

Samsun Logix; 13.0%

STX Pan Ocean; 12.7%

Korea Line; 12.5%

Other; 9.6%

Hanjin; 20.2%

10

(1) In January 2011, Korea Line Corporation (“KLC”) filed for receivership. The charter was affirmed and will be performed by KLC on its original terms,

provided that during an interim suspension period the sub-charterer of Navios Melodia pays us directly.

29%

71%

1-3 years

3-6 years

6-10 years

Portfolio of Industry Leading Charterers

Average Charter Duration: approx. 3.3 years

71% of contracted revenue secured by

charters running longer than 3 years

Diversified customer base with

strong creditworthy counterparties

Revenues by Charterer Remaining Charter Duration

(1)

11

Insurer ($ millions) Revenue Covered Maximum Cash Payment

Credit Default Insurer (AA rated) 175.9 120.0(1)

Navios Holdings 76.7 20.0

Total Coverage 252.6 140.0

(1) Maximum cash payment for NM and NMM under pool insurance arrangement. NM charters covered by insurance are investment grade.

Insurance coverage

Note: All amounts are as of November 15, 2012. Revenue is presented net of applicable commissions and mitigation rates

$252.6 million total coverage:

$202.3 million relating to investment grade counterparties

$ 50.3 million relating to non-investment grade counterparties

80% of insured revenue relates to investment grade counterparties

278% of revenue from non-investment grade revenue covered by maximum cash payment

$175.9 million of revenue insured by AA rated insurance company

Credit Default Insurance

Expires December 2016

12

Counterparty Analysis

(1) 73.55% owned by Fitch Ratings;

(2) Fitch Ratings holds a 49% stake in Lianhe;

(3) 51% owned by Moody’s Investor Service & 49% owned by NICE Infrastructure;

(4) Investor Service Independent Agency

(5) Designated as an External Credit Assessment Institution(ECAI) by Financial Supervisory Service

Revenue

Covered

Credit Rating Rating Agency

Counterparty 1 53.5 AAA Lianhe (2)

Counterparty 2 33.4 Baa2 Moody’s

Counterparty 3 28.1 A- KIS(3), (5) / NICE(4), (5)/Korea Ratings (1), (5)

Counterparty 4 5.8 Baa3 Moody’s

Counterparty 5 20.6 A3/A- Moody’s/S&P

Counterparty 6 60.9 A NICE(4), (5)/Korea Ratings (1), (5)

Investment grade coverage 202.3 80% of total revenue covered

Counterparty 7 2.6 Ba1/BB+ Moody’s/S&P

Counterparty 8 5.2 Not Rated

Counterparty 9 42.5 Not Rated

Non-Investment grade coverage 50.3 278% cover

Total coverage 252.6

Counterparty analysis

Note: All amounts are as of November 15, 2012. Revenue is presented net of applicable commissions and mitigation rates

Industry Overview

13

14

GDP Growth Driven by Emerging Economies

Source: IMF October 2012

5.3

5.6 3.3

3.61.3

1.5

(2.0)

-

2.0

4.0

6.0

8.0

10.0

12.0

1995 1996 1997 1998 1999 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013

Emerging and developing economies World Advanced economies

IMF Latest Revisions of GDP Growth (%) October 2012 July 2012

World GDP 2012 ▼ 3.3 3.5

2013 ▼ 3.6 ▼ 3.9

Advanced economies GDP 2012 ▼ 1.3 1.4

2013 ▼ 1.5 ▼ 1.9

Emerging markets GDP 2012 ▼ 5.3 ▼ 5.6

2013 ▼ 5.6 ▼ 5.9

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

1980 1985 1990 1995 2000 2005 2010

Tra

de

(M

illio

n T

ons)

Upside:

India

Source: Drewry Shipping Consultants Ltd.

World Dry Bulk Trade 1980 - 2012

15

2.8%

5.0%

China admitted

to the WTO

Berlin wall falls

1.1%

Fo

reca

st

The Southern Trade Routes: How China / India

Can Keep Growing Without the OECD

16

United States

South America

Africa

India

China

S.E.

Asia

Japan

OECD Trade Expansion 1950+

Europe

Southern Silk Route

Massive expansion in “South:

South” Trade, as expanding

economies such as China and

India invest overseas to

secure raw material supply

Source: Galbraiths, Oct 2011 and HSBC “Southern Silk Road” June 2011

Australia

Movements of Oil, Iron Ore, Coal,

Grain etc. from emerging nations in

return for investment/infrastructure,

Oil/Steel products from China and

India

Worldwide urbanization and rising incomes

17

Global urban populations are expected to increase substantially by 2050 along with

incomes per capita leading to increased metal demand.

Source: Rio Tinto and UN

Growth in incomes and urban populations support increased metal demand

which will increase seaborne movements of raw materials.

42%

51%

67%

0

1

2

3

4

5

6

7

8

9

10

Bil

lio

ns

World urbanization will continue to grow: 6.3B urban residents by 2050

Urban Rural

Million tons

Iron Ore Steel Production

Domestic Production Imports

2006 580 YoY% 326 YoY% 421 YoY%

2007 707 22% 384 18% 488 16%

2008 785 11% 444 16% 500 2%

2009 873 11% 630 42% 567 13%

2010 1,065 22% 619 -2% 626 10%

2011 1,315 24% 687 11% 683 9%

2012 Oct YTD 1,084 1% 609 9% 594 2%

Sources: UN, World Steel Association, World Bank,

National Bureau of Statistics of China/Mysteel, Credit Suisse

Chinese Urbanization & Steel Production

26%

49%

77%

0

0.2

0.4

0.6

0.8

1

1.2

1.4

1.6

Bil

lio

ns

China's urbanization will continue to grow

Urban Rural

-300

-200

-100

0

100

200

300

400

2012e 2013f 2014f 2015f 2016f

MT/

yr

Change in Iron Ore Supply change from 2011 levels

Australia Brazil China (Domestic supply 62% equiv)

18

Sources: Clarksons, Citibank, World Steel Association, McKinsey Global Institute, mjunction, Central

Electricity Authority, Office of the Economic Advisor to the Government of India

0

50

100

150

200

250

300

2006 2008 2010 2012F 2014F

Indian Coal Imports

2006 - 2011 CAGR = 25%

Indian Urbanization Leads to Increasing

Industrial Production

2006 – 2011 CAGR = 25%

• Critical Coal Stock Power Plants (10/28/12): 81 out of 89 25% 30%

51%

0.0

0.2

0.4

0.6

0.8

1.0

1.2

1.4

1.6

1.8

Billio

ns

India's urbanization will continue to grow

Urban Rural

19

Scrapping Dynamics

20

Aging Fleet + Restricted Credit + High Scrap Price =

Accelerated Scrapping(1)

• 2009 scrapping ≈ 2.4% of fleet DWT (10.0 million DWT)

• 2010 scrapping ≈ 1.3% of fleet DWT (5.8 million DWT)

• 2011 scrapping ≈ 4.2% of fleet DWT (22.3 million DWT)

• 2012 scrapping ≈ 5.1% of fleet DWT (31.3 million DWT) through 11/30

• 2012 Projected scrapping 5.6% or 34.2 million DWT

• 2009 total dry bulk fleet ≈ 458.3 million DWT - Non delivery ≈ 40%

• 2010 total dry bulk fleet ≈ 536.2 million DWT - Non delivery ≈ 38%

• 2011 total dry bulk fleet ≈ 615.5 million DWT - Non delivery ≈ 30%

• 2012 total dry bulk fleet ≈ 674.1 million DWT - Non delivery ≈ 28%

• Net fleet growth for 2009 = 9.8%

• Net fleet growth for 2010 = 16.5%

• Net fleet growth for 2011 = 14.4%

• Net fleet growth 11/1/2012 = 9.6%

(1) Source: Clarksons

(2) Source: SSY Dry Bulk Forecaster, November 2012

Bulk Carrier Demolition(1)

Year Total Demolition

(m dwt)

Demolition as %

of Fleet

1998 12.2 4.60%

1999 9.1 3.40%

2000 4.5 1.60%

2001 8.1 2.80%

2002 6.0 2.00%

2003 4.1 1.40%

2004 0.3 0.10%

2005 0.9 0.30%

2006 1.8 0.50%

2007 0.4 0.10%

2008 5.0 1.20%

2009 10.0 2.37%

2010 5.8 1.26%

2011 22.3 4.17%

Through

11/30/2012

31.3 5.09%

2012 Projected 34.2 5.56%

Scrapping Dynamics

12.5%

(84.0m dwt) 7.2%

5.3%

0.0%

10.0%

20.0%

Total Dry Bulk Fleet

Dry Bulk Industry Age Profile(2)

(% DWT)

20+ Years

25+ Years

43.1

77.9

95.9

125.6

137.3 138.9

101.1

50.5

0

20

40

60

80

100

120

140

As of Jan 1, 2010 As of Jan 1, 2011 As of Jan 1, 2012

Source: Clarksons

2012 • October 2012: 120.6 million DWT projected; 88.4 million actual DWT delivered (27% non-delivery by DWT-preliminary)

• 1,066 actual deliveries, 1,456 newbuilds projected (27% non-delivery by # of vessels -preliminary)

2011 • 137.3 million DWT projected; 95.9 million actual DWT delivered (30% non-delivery by DWT)

• 1,147 actual deliveries, 1,691 newbuilds projected (32% non-delivery by # of vessels)

2010 • 125.6 million DWT projected; 77.9 million actual DWT delivered (38% non-delivery by DWT)

• 957 actual deliveries, 1,528 newbuilds projected (38% non-delivery by # of vessels)

2009

• 71.3 million DWT projected, 43.1 million actual DWT delivered (40% non-delivery by DWT)

• 546 actual deliveries, 962 newbuilds projected (43% non-delivery by # of vessels)

Orderbook by year of delivery

Mill

ion D

WT

Actual

non-

delivery

28.2 dwt

2009 2010 2010 2011 2012 2011 2012 2013

Actual non-

delivery

47.7 dwt

Before

non-delivery

Actual non-

delivery

41.4 dwt

Dry Bulk Orderbook

Before

non-delivery

21

Baltic Exchange Dry Index* 2002 – 2012

BDI October 2008 to date

BDI 2002 to date

22 * As of 11/30/2012

Financial Highlights

23

Q3 & Nine Mos Ended Sept 30, 2012 Earnings Highlights

24

Earnings Highlights

(in $ million) Except active vessels and available days

Q3 2012 Q3 2011

Y-O-Y

Variance

Nine Months

Ended Sept 30,

2012

Nine Months

Ended Sept 30,

2011

Y-O-Y

Variance

Time charter revenue 55.5 48.0 15.6% 152.6 136.5 11.8%

EBITDA 43.0 36.0 19.4% 116.2 99.2 17.1%

Net Income 22.1 16.6 33.1% 55.8 46.7 19.5%

EPU 0.36 0.35 2.9% 0.95 0.98 (3.1%)

Operating Surplus 35.6 29.3 21.5% 94.7 84.5 12.1%

Replacement Capex Reserve 4.9 4.8 2.1% 13.9 13.7 1.5%

Active Vessels 21 18 16.7% 21 18 16.7%

Available Days 1,882 1,656 13.7% 5,088 4,604 10.5%

EBITDA represents net income plus interest and finance costs plus depreciation and amortization and income taxes. EBITDA is presented because Navios Partners believes that

EBITDA is a basis upon which liquidity can be assessed and presents useful information to investors regarding Navios Partners’ ability to service and/or incur indebtedness, pay

capital expenditures, meet working capital requirements and pay dividends. EBITDA is a “non-GAAP financial measure” and should not be considered a substitute for net income,

cash flow from operating activities and other operations or cash flow statement data prepared in accordance with accounting principles generally accepted in the United States or as a

measure of profitability or liquidity. While EBITDA is frequently used as a measure of operating results and the ability to meet debt service requirements, the definition of EBITDA used

here may not be comparable to that used by other companies due to differences in methods of calculation.

Operating Surplus represents net income adjusted for depreciation and amortization expense, non-cash interest expense and estimated maintenance and replacement capital

expenditures. Maintenance and replacement capital expenditures are those capital expenditures required to maintain over the long term the operating capacity of, or the revenue

generated by, Navios Partners’ capital assets. Operating Surplus is a quantitative measure used in the publicly-traded partnership investment community to assist in evaluating a

partnership’s ability to make quarterly cash distributions. Operating Surplus is not required by US GAAP and should not be considered as an alternative to net income or any other

indicator of Navios Partners’ performance required by US GAAP.

Balance Sheet

25

Selected Balance Sheet Data (in $ million)

September 30, 2012 December 31, 2011

Cash & cash equivalents (1) 51.7 56.5

Other current assets 9.0 7

Vessels, net 730.4 667.2

Total Assets 964.7 909.9

Deferred revenue, current 8.5 10.9

Other current liabilities 24.2 9.1

Long term debt, current portion 27.4 36.7

Long term debt 298.4 289.4

Total partners’ capital 606.1 559.6

Total liabilities & partners’ capital 964.7 909.9

Net Debt / Asset Value (charter attached) (2) 35.1% 35.1%

Accumulated Replacement Capex Reserve 66.1 52.1

(1) Includes restricted cash

(2) Considers Clarksons’ charter attached values of owned vessels and chartered-in vessels (less the exercise values) as of September 2012

Q3 2012 Cash Distribution

26

Operating Surplus: $35.6 million

Total Unit Coverage: 1.29x

Distribution: $27.6 million

• $26.6 million to Common Units

• $1.0 million to GP Units

Cash Distribution of $0.4425 per unit for Q3 2012 ($1.77 annualized)

Record Date: November 8, 2012

Payment Date: November 13, 2012

Tax Efficient Status – Distributions reported on Form-1099

Significant Growth: Distribution & Operating

Metrics

27 27

0

5

10

15

20

25

30

35

40

45

50

Significant Growth in Key Operating Metrics

EBITDA

Operating Surplus

Net Income

Dividend Distribution Trend

Q3 2012 $0.4425

Q2 2012 $0.4425

Q1 2012 $0.44

Q4 2011 $0.44

Q3 2011 $0.44

Q2 2011 $0.44

Q1 2011 $0.43

Q4 2010 $0.43

Q3 2010 $0.42

Q2 2010 $0.42

Q1 2010 $0.415

Q4 2009 $0.41

Q3 2009 $0.405

Q2 2009 $0.40

Q1 2009 $0.40

Q4 2008 $0.40

Q3 2008 $0.385

Q2 2008 $0.35

Q1 2008 $0.35

Current Annualized Yield: 13.2%

Current Annual Distribution Run Rate = $1.77

(As of November 30, 2012)

28

Long Term Charter Coverage

Operating Expense Visibility • Fixed operating costs until December 2013

Young, Growing Fleet

• More than tripled fleet capacity since

November 2007 IPO

• Fleet age of 6.0 years (1) vs. industry fleet age

of approx. 10.2 years (2)

Steady Increase in

Distribution Per Unit • 26.4% increase in distributions since inception

(1) Navios Maritime Partners fleet age weighted by DWT

(2) Source: Drewry’s as of November 2012

Strong Counterparties

• Strong creditworthy counterparties including

Mitsui, Cosco, Rio Tinto, etc.

Insured Revenue Stream

• Insured by AA rated Insurance Company

in the EU

• Average charter duration is approx 3.3 years

• Staggered charter-out expirations minimize

charter renewal risk

Company Highlights

www.navios-mlp.com

Appendix: Navios Partners Fleet

30

Owned Vessels

Vessels Type Built DWT Charter Rate ($)(1) Expiration Date(2) Dropdown

Navios Apollon Ultra-Handymax 2000 52,073 12,500 (3)

13,500 (3)

02/16/2013

02/16/2014

Yes

Navios Soleil Ultra-Handymax 2009 57,337 8,906 12/12/2013

Navios Gemini S Panamax 1994 68,636 24,225 02/08/2014

Navios Libra II Panamax 1995 70,136 12,000 (3) 09/17/2015

Navios Felicity Panamax 1997 73,867 26,169 06/09/2013

Navios Galaxy I Panamax 2001 74,195 21,937 02/03/2018

Navios Helios Panamax 2005 77,075 9,738 09/27/2013

Navios Hyperion Panamax 2004 75,707 37,953 04/01/2014 Yes

Navios Alegria Panamax 2004 76,466 16,984 (4) 02/25/2014

Navios Orbiter Panamax 2004 76,602 38,052 04/01/2014 Yes

Navios Hope Panamax 2005 75,397 17,562 08/16/2013 Yes

Navios Sagittarius Panamax 2006 75,756 26,125 11/19/2018 Yes

Navios Fantastiks Capesize 2005 180,265 14,678 (5) 03/30/2014

Navios Aurora II Capesize 2009 169,031 41,325 11/24/2019 Yes

Navios Pollux Capesize 2009 180,727 42,250 07/24/2019 Yes

Navios Fulvia Capesize 2010 179,263 50,588 09/30/2015 Yes

Navios Melodia (6) Capesize 2010 179,132 29,356 (7) 09/19/2022 Yes

Navios Luz Capesize 2010 179,144 29,356 (8) 11/16/2020 Yes

Navios Buena Ventura Capesize 2010 179,259 29,356 (8) 10/28/2020 Yes

Total – 19 Vessels 2,100,068

Long-Term Chartered-In Vessels

Vessels Type Built DWT Charter Rate ($)(1) Expiration Date(2) Purchase Option Dropdown

Navios Prosperity Panamax 2007 82,535 12,000 (9) 06/01/2013 Yes

Navios Aldebaran Panamax 2008 76,500 28,391 03/16/2013 Yes

Total – 2 Vessels 159,035

Total Fleet – 21 Vessels 2,259,103 DWT

(1) Daily charter-out rate net of commissions. These rates do not include insurance

proceeds received upfront in November 2012

(2) Assumed midpoint of redelivery by charterers

(3) Profit sharing 50% on actual results above the base rates

(4) Profit sharing 50% above $16,984/day based on Baltic Panamax TC Average

(5) Amount represents daily rate of mitigation proceeds following the default of the original

charterer.

(6) In January 2011, Korea Line Corporation (“KLC”) filed for receivership. The charter was

affirmed and will be performed by KLC on its original terms, provided that during an

interim suspension period the sub-charterer pays us directly.

(7) Profit sharing 50% above $37,500/day based on Baltic Exchange Capesize TC Average

(8) Profit sharing 50% above $38,500/day based on Baltic Exchange Capesize TC Average

(9) Profit sharing: The owners will receive 100% of the first $1,500 in profits above the base

rate and thereafter all profits will be split 50% to each party.

31

Creating Shareholder Value: Navios Group

Navios Maritime Acquisition Corp.

(NYSE: NNA)

• Navios entity in tanker sector

• Fleet of 29 vessels: 7 VLCC, 20 product

tankers, 2 chemical tankers

• Acquired product tankers for historically low

values

• Developing leading company in tanker

sector

• Market value of NM ownership: $67.4 million

Navios Maritime Holdings Inc.

(NYSE: NM) • Controls 49-vessel drybulk fleet; 30 owned and 19 long term chartered-in vessels

• Flexible business model; Opportunity from market intelligence

• Stable cash flow from charter-out contracts >12 months and Short-Term Charters, COAs and

FFAs

• FY 2011 EBITDA: $265.4 million

• NM: Share price (as of November 30): $3.83

Navios Maritime Partners L.P.

(NYSE: NMM)

• Focused on long-term charter business in

the drybulk sector

• MLP with high dividend payout model

• Fleet of 21 dry bulk vessels of 2.3 M DWT

• NM receives incentive distributions through

the wholly owned GP

• FY 2011 EBITDA: $137.8 million

• Market value of NM ownership: $206.9

million

Navios South American Logistics

• Integrated wet and dry logistics operator in

Hidrovia Region

• Core operations:

- Port Terminal facilities with storage

- Barging (wet and dry)

- Cabotage business

• Expansion into mineral commodities

• FY 2011 EBITDA: $39.0 million

25.2% NM

Ownership

54.0% NM

Economic

Interest

63.8% NM

Ownership $2.02 /

share

$0.66 /

share

www.navios-mlp.com