MOVE 2021 ASM Speeches and Presentation

MOVE 2021 ANNUAL MEETING OF SHAREHOLDERS
23 November 2021
CHAIR’S PRESENTATION: LORRAINE WITTEN
Management
I’m joined today by our Board of Directors and company leadership team.
From MOVE’s leadership team we have:
Chris Dunphy – our Executive Director. Chris joined MOVE in July this year and is a significant
shareholder, as well as Executive Director. He has been leading our strategy refresh and most
recently, with Lee Banks, has led the successful capital raise.
Lee Banks is our CFO. Lee has been with the company for over eight years and has a deep
understanding of the business.
Charles Bolt is our Company Secretary & Legal Counsel, and oversees our regulatory functions.
Mario Di Leva - joined MOVE in June 2021 and is leading our cross-selling initiatives across Freight,
Contract Logistics, Specialist & International activities. Mario is also a key input to the MOVE Oceans
project, drawing upon his three decades of freight industry experience in New Zealand, with
Mainfreight, Toll and on his own account.
James Watters is COO of our Contract Logistics division. James has recently joined us to run this
division, which is about 50% of MOVE. He has a deep understanding of contracting, logistics and our
industry and will drive operational excellence and delivery in Contract Logistics.
Chris Knuth is COO of our Freight division. Chris starts with us in a week and is relocating back to
Auckland from Australia (when he can get an MIQ spot). Chris is a freight man with over 40 years of
experience. He will put power behind the turnaround we’ve started in the Freight division.
Board of Directors
All our Board members are here today. Our Directors have a breadth of domestic and international
business experience and. with the appointments this year of Chris Dunphy and Mark Newman. we
have added considerable freight and logistics industry experience.
You will hear from them both later in the meeting, when we consider the resolutions to confirm
their appointments to the Board.
On the board, as well as Chris Dunphy and myself we have:
• Danny Chan who has been on the Board since late 2017;
• Peter Dryden who heads our Governance and Remuneration committee;
• Mark Newman who joined us in late July 2021;
• Trevor Janes, who until recently was our Chairman, for the period since the company listed
in late 2017; and
• Jim Ramsay, who was a founder of the original TIL Logistics Group and grew the company
over 50 years, with his business partners.

Both Trevor and Jim are not seeking re-election, so retire after this meeting and I want to take this
opportunity to acknowledge them both.
I have known Trevor for many years and have benefitted greatly from his wisdom which is given
generously. I very much respect his passion for representing all shareholders and his commitment to
diversity in governance, and promoting women as candidates in particular. Trevor is a highly
respected New Zealand business person and a look through his CV will show many senior roles
where his deep intelligence and leadership have driven New Zealand private and public
organisations. MOVE relied on his experience to evolve from a private to a public company over the
last 4 years and we acknowledge his contribution and thank him for his leadership in the role of
Chairman.
Jim was a founding partner in the relaunch and expansion of what has today become one of New
Zealand’s largest transport and logistics businesses. Today is an opportunity to recognise the pivotal
role Jim has played in the creation of this business and in the transport industry over the past 50
years.
Tribute to Jim Ramsay
Born and bred in Taranaki, Jim left school at the age of 15, and undertook a variety of roles before
starting work for Hookers in New Plymouth in 1968.

This was to be the beginning of Jim’s 53-year association with the New Zealand road transport
industry.

Over the next 15 years, Jim extended his experience and in 1983 he was appointed General Manager
of Hookers Bros. However, five years later after an ownership change, Hooker Bros was in danger of
closure.

It was at this point that Jim brought together six individuals to form a partnership, buying the
business which at the time consisted of 30 trucks (10 not running) and 40 staff.
Thirty-three years later, the company has grown into one of New Zealand’s largest logistics
companies, listed on the NZ stock exchange, with a network of sites extending from Whangarei to
Invercargill, more than 1,400 employees and annual sales of around $350 million.

During this time, Jim oversaw the growth of the company, firstly as CEO and then as Chairman, and
then as a Director on the Board once MOVE became publicly listed. He has been a significant
contributor to the road transport association, was inducted into the Road Transport Hall of Fame in
2013 and in 2011 he was also awarded the Supreme Mayoral Award for Business Excellence by his
home town of New Plymouth.

Jim’s passion for the industry, his dedication to the business, down to earth personality and can-do
attitude have been essential ingredients in MOVE’s success today.

On behalf of all staff, past and present, directors, shareholders and members of the road transport
industry, we acknowledge Jim’s contributions to making MOVE a leader in the logistics sector.

Thank you Jim for your energy, commitment and passion to our business over the last fifty plus
years. I wish Jim and his family a well-deserved respite from all things business, and to make many
more happy memories together. Thanks so much.
Rising to the Challenge
It’s fair to say that for all of us the last year has been a year of uncertainty and change,
circumstances we’d not experienced before. I can’t help but acknowledge the difficult situation so
many people around the globe have experienced personally. Closer to home I acknowledge our team
members who, being essential services workers, have had to continue to work in this uncertain and
potentially risky environment.
Some of us, such as myself could work from home, but many of our team were out around New
Zealand making sure supply chains still delivered essential product, and I specifically acknowledge
and thank them and their families for their commitment to making sure the freight and fuel still got
through.
It will be no surprise that there has been and continues to be disruption to supply chains. Only 6% of
ships arrived in Auckland on time in the last quarter, and prices have gone up substantially due to
constraints in supply.
Although essential service transportation continues during lockdown, the fuel that would be
consumed is a perishable demand and our fuels business has been impacted every lockdown. We’ve
tried to keep our team fully employed over these times as we want to hold onto and support good
people in our business. But this of course comes at a short-term cost.
Chris will speak more about the financial results for the last financial year in his review and
presentation.
Our Journey
MOVE has a proud history founded in 1869, so we’re over 150 years old. The group has historically
been a family of brands and companies, making a large logistics network right across New Zealand.
Since listing four years ago we’ve been building the internal processes that support the robustness
required to be an NZX listed company. We have also been focused on bringing the various individual
companies into a more integrated group. Our core strength is in hard to service locations and
customers and our strong relationships, being based on customer intimacy - being relevant, being
critical to our customers business.
However, we have not delivered on the financial returns this business should achieve.
Resetting the Business for Growth
Much has changed with MOVE since our last Shareholders’ meeting. We were TIL Logistics Group
then, and in July this year we changed our group to a single brand name – MOVE Logistics Group.
This change signals a transformation for our Group, a resetting of the business to deliver growth and
results.
As part of resetting for growth, we have taken steps to address our capital structure.

An essential element of having a desirable stock, is to have liquidity in the shares on the market. In
June, with the support of the founding shareholders, we undertook steps to bring more institutional
and retail investors onto our share register, with the founding shareholders selling down a portion of
their shares. This process brought Chris Dunphy in as a shareholder, along with others.
Chris was appointed to our Board in July 2021 and following the departure of our previous CEO, Alan
Pearson, we asked Chris to lead the company as Executive Director. This is expected to be for a
period of about a year as he drives the business changes from our updated strategy. He will speak
more about this in his presentation.
With the uncertainty and change in the business environment, brought about by COVID-19, we were
holding too much debt. We thought it prudent to lower our debt so in March this year we issued a
Convertible Note and raised $8.2m, as an initial action to pay down debt. In July 2021, we refinanced
our banking facilities back to ANZ, which is a bank that has a deep understanding of our sector, and
we moved our fleet & asset financing to UDC.
In the last month, we have undertaken a capital raise of $40m. The offer was very well subscribed.
Thank you to those who supported the Rights Issue and took up your rights, and to those who joined
the register as new investors. We’re very pleased to have your investment and will be using at least
half the funds to reduce debt, and the other half for strategy execution.
Our optimal capital structure is to have 1 to 1.5x EBITDA as debt ongoing, so we’ll sit around $35-
$40m in debt, more in line with our industry peers and more prudent during these uncertain times.
The Board did not declare a dividend for FY21, but it is our intention to return the company to
paying a dividend once we have reshaped the business. The earliest this would be is FY2023 but will
be dependent on the speed of turnaround and other investment activity.
There have been no increases in Directors fees since 2018, and we do not recommend an uplift at
this time.
The other major change in MOVE over the last year has been the Board succession and changes in
our leadership team. Right now, leadership is more important than ever, and we believe especially in
the collaboration between Board and the leadership team. As well as the refresh of talent, we as a
Board are working more closely with our leadership team, making the changes this business
requires. To respond quickly, to create robust solutions, and to be entrepreneurial.
Positioning our business for a new course
We’ve already released a lot of the detail about the business changes underway, following the
strategic review. As well as the changes I’ve outlined about shareholding, capital structure and
leadership, there are three business strategy priorities.
The first is to Fix the Freight division. Our Freight division was 48% of revenue in FY21 but only 27%
of the EBITDA and 7% of EBIT. This has to change as a priority.
We are focusing back on core business, pricing appropriately and lifting operational excellence, to
increase our margins.

Although we have a large freight network throughout New Zealand, it’s not all fit for purpose or
aligned with customer demand. We will build stronger multi-modal capability and exit or reposition
premises that are not appropriate.
Chris Knuth is joining the team to lead this change.
Having the right talent is key to delivering such a comprehensive transformation. So our second
priority and the foundation of our strategy is bringing in and developing exceptional people, in the
leadership team of the business, on the Board, and in the running of the business with a particular
focus at branch and depot management level. We are building up a brains’ trust of experience and
skills from the industry, balanced with savvy strategic and commercial skills.
We also intend to change the long term incentive, which was largely focused on the executive
leadership, to be an incentive that cascades widely to ALL our team on a salary, and to our owner
drivers, recognising that they are all an essential part of the team. The total cost is estimated to be
the same as the current plan.
Modernising the fleet is our third immediate focus. Our asset base has been heavy on investment in
fleet. This strategy relied on running and repairing trucks and tankers into old age and is no longer a
good strategy for us. As well as the negative impact on the environment, we aren’t achieving the
efficiencies that a modern fleet, fit to customer needs can deliver. Changing to a model of leasing
fully maintained vehicles not only supports efficiency, but also allows us to expand our use of owner
drivers.
Building a sustainable business
I finally want to touch on the impact our industry has on our environment, and how your team are
thinking about our responsibilities for climate change.
There is much debate at the moment around what companies should target for their climate action
plans, and I’m seeing plans being developed based on what can be measured. This approach pushes
companies towards not being ambitious and not acknowledging the material issues and risks their
businesses face.
In the transport industry we have to acknowledge that we use fossil fuels, and as an industry must
play our part authentically in the transition to a non-fossil fuel future.
This requires us to be courageous. It’s a huge challenge, but if it is not us, the industry, who leads
and engages on these issues, who is going to do it?
So, we are leaning in to bring forward a future where our fleet is carbon neutral. This will not happen
overnight, it is a long term journey and not just a reporting journey. We are very aware that initially
there may be higher costs, but the long term cost of ignoring the crisis is much higher, so we are
taking considered but deliberate steps to change.
Hydrogen, Ready
We believe hydrogen fuel can play a positive role in decarbonising the transport sector.

New Zealand needs to build an ecosystem of hydrogen generation, a network of supply, and
companies who use and transport the fuel like us, to make this future a reality. All of these elements
are underway, and we will be part of driving the change. We have ordered our first two hydrogen
fuelled vehicles for delivery mid next year, and will be one of the first transport businesses in New
Zealand to have these hydrogen trucks in our fleet.
We will continue to look at other opportunities and expand our fleet in collaboration with like-
minded suppliers, industry colleagues and customers. Our move to incorporate other modes of
freight transports, such as shipping and rail as part of our customer solutions, will also help to
reduce our impact and move heavy trucks off New Zealand’s roads.
It is time for our industry to take action, with a meaningful, impactful and authentic approach to the
big climate related issues.
I’ll now hand over to our Executive Director, Chris Dunphy to review our FY21 financial performance
and to outline the strategy for the next couple of years in more detail.

EXECUTIVE DIRECTOR, CHRIS DUNPHY
Ladies & Gentlemen.
My name is Chris Dunphy and alongside me here in Melbourne is Grant Devonport who is nominated
to fill a director vacancy. Like Grant I am NZ born but have been living on this side of the ditch for the
past two decades.
It is unfortunate that we have to conduct this first ASM as MOVE Logistics virtually. However COVID
has thrown a lot of curve-balls and we simply need to adjust.
Indeed, it is "adjustment" that is required in your company and will be the focus of my address to
you this morning.
Charting a new course
As Lorraine has outlined, we are part of a business with a rich legacy and origins dating well into the
pioneering history of New Zealand road transport.
As a boy I was in awe of the truck fleets of Hookers, NZ Lumber & Transport Nelson, with photo
albums in the back of some cupboard to prove it!
However as global companies like Kodak and Nokia have shown, if you do not MOVE with the times,
adjust and innovate, you will be consigned to photo albums and history.
This is singularly what confronts our company today: to adjust and remain relevant in a carbon-
conscious world.
Road transport is a major contributor, not only to CO2 emissions, but also to particulate matters,
such as Sulphur Dioxide and Nitrogen Dioxide, both known carcinogens.

It is imperative that as a responsible service provider, we make our customers aware of the FULL
cost of moving their goods and strive to find ways to do in a responsible, sustainable and yes,
profitable manner.
So let's have a look at the year in review and then talk about the journey ahead.
The business that was TIL, with circa 1400 team members (formerly known as staff), around 800
company trucks and 60 depots, made an underwhelming return to shareholders in fiscal 2021.
FY21 Financial Performance
The main features of last year's result can be summarised as follows:
• A strong contribution from our warehousing business (MOVE);
• A good contribution from our international businesses (TNL International & Alpha);
• An expected contribution from our fuels business (Pacific FuelHaul);
• A reasonable contribution from our specialist lifting businesses (Trans-Carr);
• A marginal contribution from our full-truckload Freight brands (notably NZL); &
• A loss making contribution from our depot Freight brands (ATL, TNL & Hookers)
Indeed, it is clear that the Freight part of our business needs urgent improvement.
There's really little else to say about last year: it's done and the legacy brands under TIL now form
part of MOVE's tapestry, but we now look forward.
Our Goals and Objectives
Prior to joining the MOVE board in July, I had a number of conversations with Jim Ramsay about
what needed to occur in order to lift returns in the group. Jim concurred with the strategy proposed
and we have set about resetting the capital structure of the business.
Lorraine has spoken about our recent capital raise. This is a watershed event in that it allows MOVE
to reset its balance sheet and confidently invest in its operations to propel organic growth.
On a personal note, I am fully invested and committed to this business, taking up my rights
entitlement alongside many friends and family, including my 79 year old Mum who now holds
>50,000 MOV shares.
Your new directors, Mark, Grant and I have all made significant investments in MOVE and ardently
believe that directors interests must be aligned with shareholders.
The capital raise has seen a number of institutional shareholders join our register, including some of
the most progressive Australian funds.
We welcome this interest and are preparing for further growth in both New Zealand and the
Australian market.

Strong Leadership
In taking on the Executive Director mantle, the strategy has become a lot more personal. We have
identified key areas of weakness and opportunity in the MOVE operations. Recruiting leaders has
been a key priority.
Having been part of the Mainfreight journey in its formative years, I have considerable respect for its
founders and their ethos.
We can take many good learnings from our competition and have been fortunate to attract quality
people from within the NZ freight industry.
Equally it has been heartening to find a number of highly skilled people within the MOVE ranks that
have been crying out for leadership.
Your company now has an abundance of logistics talent in its senior ranks - and there is more to
come!
FY22 Market Update
The second half of this current year will continue to be a slog; the Auckland COVID closures has
impacted our business - and we signalled this early to the market - but elsewhere the volumes are
trading at or above expectation.
The current year will produce a flat result; we will keep shareholders regularly updated and will
meet our disclosure obligations.
Outlook
In terms of outlook, our stance is clear. We are fixing the Freight division and expect it to be capable
of making a dramatic improvement in the coming 12 months.
We are growing Contract Logistics and can see significant scope to sweat these assets harder for
better returns.
I'm sure there will be a question asked about possible acquisitions: the answer is that we are fully
focussed on the Freight division turnaround and the abundance of organic growth opportunities.
However, our DNA is to be brave and to look at purchases through a clear lens of "make versus buy"
... cheap doesn't necessarily mean best, nor does available equal appetite.
We are now at the end of the beginning for MOVE.
We are confident in our strategy and excited to embark on a journey with a talented and passionate
team.
Comprehensive Business Review
We have completed our 90 day review of the group. Immediate changes have been the removal of
silos and an active engagement with our people.

Our mantra “we MOVE as one” is now being put to work, in 60 locations around New Zealand, every
working day – as recently exemplified by Rochelle Scott, of MOVE Freight in Tauranga ...
Video: Rochelle Scott
Launch of Inter-Island cargo service
MOVE Freight has been utilizing the MV Anatoki ex-Whanganui to the South Island for several
months.
Every time we load this ship, it’s the equivalent of taking five Class 5 truck combinations off the road.
Next month we intend to complement this service with a small Roll-On, Roll-Off vessel as depicted in
the next slide.
Roll-on, Roll-off Vessel
This vessel can take up to 15 trailers (more than double the Anatoki) and we intend to operate her
between Nelson and New Plymouth / Whanganui
To paraphrase a line from Thomas the Tank engine: she was a handy little coaster ...
Despite her small stature, this ship (as yet un-named) signals where we are taking our business.
To conclude:
I thank you for your continuing commitment to the business as shareholders and look forward to
updating you on our progress in the coming months.
Ka Kite Ano
ENDS

---

MOVE LOGISTICS GROUP LIMITED
2021 ANNUAL MEETING
23 November 2021

2021 Annual Meeting2

Chair
Lorraine
Witten
3

How to vote and ask questions
2021 Annual Meeting4

Agenda
•Chair and CEO Presentations
•Shareholder Discussion
•Resolutions
•Close of the Meeting
5

Management
2021 Annual Meeting
6
Charles Bolt
Company Secretary & Legal Counsel
Chris Dunphy
Executive Director
James Watters
COO Contract Logistics
Chris Knuth
COO Freight
Lee Banks
Chief Financial Officer
Mario Di Leva
Group Sales Manager

Board
2021 Annual Meeting7
Lorraine Witten
Chair
Chris Dunphy
Executive Director
Peter Dryden
Independent Director
Danny Chan
Independent Director
Mark Newman
Independent Director
Jim Ramsay
Independent Director
Retiring at ASM
Trevor Janes
Independent Director
Retiring at ASM

Tribute to Jim Ramsay
2021 Annual Meeting8

Rising to the challenge
A YEAR OF
UNCERTAINTY
AND CHANGE
2021 Annual Meeting9
•Impact of Covid-19 on economic activity, and
people and freight movements across New Zealand
and the globe
•Supply chain disruption
•Price inflation
Our thanks to the MOVE team and acknowledgement of their efforts as the
company has responded to the challenges of COVID-19.

Our Journey
10
TO 2017
TRANSITION TO LISTED COMPANY ENVIRONMENT
FOCUS ON GROWTH
DISAPPOINTING PERFORMANCE IN SOME
DIVISIONS PUTTING PRESSURE ON RESULTS
FY18 to
FY21
FOUNDED IN 1869
EPXANDED THROUGH
GROWTH AND M&A TO
BECOME ONE OF NZ’S
LARGEST FREIGHT AND
LOGISTICS NETWORKS
JOINED THE NZX IN
NOV 2017
FY22
JULY 2021 ONWARDS:
COMPREHENSIVE BUSINESS REVIEW LEADING TO
STRATEGIC RESET AND PLAN FOR GROWTH
2021 Annual Meeting

Resetting the business to deliver growth
✓Rebranding to MOVE
✓Selldownby founding shareholders
✓Significant change in share register
✓Negotiation of new funding facilities
✓Completion of successful $40m capital raising
✓Reduction of debt
✓Ongoing Board succession –two new Directors and
new Chair
✓New leadership –appointment of Chis Dunphy as
Executive Director, rejuvenated leadership team
2021 Annual Meeting
11
WE ARE MOVING
AHEAD
WITH A STRONG
FOUNDATION TO
DELIVER GROWTH
AND RESULTS

Positioning our business for a new course
2021 Annual Meeting12
WE ARE BUILDING ON THE HERITAGE OF OUR COMPANY TO CREATE A WORLD
LEADING, INTEGRATED SUPPLY CHAIN PROVIDER IN NEW ZEALAND.
FIX FREIGHT
RECRUIT, RETAIN
AND DEVELOP
EXCEPTIONAL
PEOPLE
MODERNISE OUR
FLEET

Climate change –we’re committed
2021 Annual Meeting13
WE ARE
COMMITTED
TO REDUCING
OUR IMPACT
WE WILL BE
AUTHENTIC
AND
COURAGEOUS
OUR AIM IS TO
BRING FORWARD
A FUTURE WHERE
OUR FLEET IS
CARBON NEUTRAL

Hydrogen. Ready.
✓Ready to be a key player in the emerging
hydrogen economy –both use and transport of
hydrogen fuel
✓MOVE has the first two HYZON-brand hydrogen-
powered trucks being delivered to NZ in 2022
✓Collaboration with partners including Hiringain
the development of green-hydrogen refuelling
stations
✓MOVE is also seeking to work with new entrants
to develop green-energy solutions involving
hydrogen, ammonia and other precursors
14

Executive
Director
Chris Dunphy
15

Charting a new course
•We are building on our heritage and rich
legacy
•We will move freight in a responsible,
sustainable and profitable manner
•We will compete by delivering the best
customer solution and service
•We will invest in what matters –our
people and our assets
•We are committed to a low carbon future
•We will look after our shareholders’
investment and grow returns
2021 Annual Meeting
16

FY21 Financial Performance
2021 Annual Meeting
17
s
$353.3m
Revenue
$15.0m
EBIT
1
$0.9m
NPAT
2
Group Revenue
EBITDA (before non-trading items)
NPAT (before non-trading items)EBIT (before non-trading items)
333.8
353.3
320
330
340
350
360
FY20FY21
NZ$m
57.5
61.3
54
56
58
60
62
FY20FY21
NZ$m
1.7
2.5
-
1
2
3
FY20FY21
NZ$m
14.6
15.0
14.0
14.5
15.0
15.5
FY20FY21
NZ$m
1.Excludes non-trading costs of $1.5m excluding tax, which comprise $1.2m for a discontinued IT project and $0.3m associated with an acquisition which was not progressed
2.NPAT (GAAP measure) attributable to common shareholders

Our 3-year goal
To deliver growth via continued
organic opportunities and execution
of identified and potential acquisition
targets.
Planned organic initiatives to
increase total earnings and lift
margins include:
•Technology driven operating
efficiencies
•Customer acquisition
•Further cross selling
•Extending industry niches
Key Objectives
•Margin improvement
•Asset utilisation
•Profitability
2021 Annual Meeting
18
WE ARE
CREATING A
FUTURE-FIT
BUSINESS THAT
DELIVERS!

Strong leadership
•Attracting highly experienced
quality people from within the
industry
•Identifying and nurturing talent
from within our business
•Creating a culture where all team
members ‘move as one’
2021 Annual Meeting
19

FY22 market update
•Trading in 1H22 materially affected by Covid-19 restrictions, in particular ongoing
restrictions in Auckland
•Outside of Auckland, volumes are trading at or above expectations
•Decline in economic activity has had a particular impact on MOVE’s Fuel division
due to the fall in consumer demand
•Less goods in the overall system as a result of lower economic activity, impacting
on MOVE’s Freight division
•Company continues to support full workforce, despite not being eligible for
Government wage subsidies for Fuel and Freight divisions
2021 Annual Meeting20
FY22 FINANCIAL PERFORMANCE EXPECTED TO BE IN LINE WITH PRIOR YEAR

Outlook
MOVE IS WELL POSITIONED TO BENEFIT FROM INDUSTRY TRENDS AND CAPITALISE
ON OPPORTUNITIES:
2021 Annual Meeting21
•Freight and logistics industry worth ~$25 billion
•Long term growth projections for freight demand; majority by truck
•Sector diversity helps to maintain stable revenue growth
•Increasing demand for environmental sustainability, freight digitisation and
evolving supply chains.
•Shift to multi-modal solutions to move freight
•Growing global trend toward outsourcing warehousing and logistics and
changing supply chain models

Comprehensive business review completed
OUR FINDINGS:
•Extensive network built over time and through M&A
•Aging asset base
•Silo brands and businesses
•Disappointing financial performance
•Changing macro-conditions (climate change, supply
chain) and consumer demands
•Workforce challenges
2021 Annual Meeting
22
WE HAVE
IDENTIFIED
SIGNIFICANT
OPPORTUNITIES
TO IMPROVE OUR
BUSINESS

Video: Rochelle Scott, Owner-Driver
2021 Annual Meeting23

Launch of inter-Island cargo service
2021 Annual Meeting24

Roll-on, Roll-off Vessel
2021 Annual Meeting25

SHAREHOLDER
DISCUSSION
2021 Annual Meeting26

RESOLUTIONS
2021 Annual Meeting27

RESOLUTIONS
RESOLUTION 1: That the Directors be authorised to fix the fees and expenses of PwC as the Company’s
auditor.
RESOLUTION 2: That Chris Dunphy, who was appointed as a Director by the Board during the year, be elected
as a Director of the Company.
RESOLUTION 3: That Mark Newman, who was appointed as a Director by the Board during the year, be
elected as a Director of the Company.
RESOLUTION 4: That Grant Devonport, who has been nominated as a Director by a shareholder of the
Company, be elected as a Director of the Company.
RESOLUTION 5: That the issue by the Company under NZX Listing Rule 4.5.1 of $8,200,000 of mandatory
convertible notes on 30 April 2021, as further described in the Explanatory Notes to this Notice of Meeting,
be approved and ratified for all purposes, including NZX Listing Rule 4.5.1(c).
RESOLUTION 6: That the grant by the Company of guarantees of financial facilities with ANZ Bank New
Zealand Limited and UDC Finance Limited, as further described in the Explanatory Notes be approved.
28
2021 Annual Meeting

OTHER BUSINESS
CLOSE OF THE
MEETING
Results of the voting will be released to
the NZX
Presentations available online at
www.til.kiwi

Disclaimer
This presentation has been prepared by MOVE Logistics Group Limited (“MOV”).The information in this presentation is of a general nature only. It is not a complete
description of MOV.
This presentation is not a recommendation or offer of financial products for subscription, purchase or sale, or an invitationorsolicitation for such offers.
This presentation is not intended as investment, financial or other advice and must not be relied on by any prospective investor.It does not take into account any
particular prospective investor’s objectives, financial situation, circumstances or needs, and does not purport to contain all the information that a prospective
investor may require. Any person who is considering an investment in MOV securities should obtain independent professional advice prior to making an investment
decision, and should make any investment decision having regard to that person’s own objectives, financial situation, circumstances and needs.
Past performance information contained in this presentation should not be relied upon as (and is not) an indication of futureperformance.This presentation may
also contain forward looking statements with respect to the financial condition, results of operations and business, and business strategy of MOV. Information about
the future, by its nature, involves inherent risks and uncertainties. Accordingly, nothing in this presentation is a promise or representation as to the future or a
promise or representation that an transaction or outcome referred to in this presentation will proceed or occur on the basis described in this presentation.
Statements or assumptions in this presentation as to future matters may prove to be incorrect.
A number of financial measures are used in this presentation and should not be considered in isolation from, or as a substitute for, the information provided in the
MOV Listing Profile.
MOV and its related companies and their respective directors, employees and representatives make no representation or warranty of any nature (including as to
accuracy or completeness) in respect of this presentation and will have no liability (including for negligence) for any errors in or omissions from, or for any loss
(whether foreseeable or not) arising in connection with the use of or reliance on, information in this presentation.
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