MOVE 2022 ASM Speeches and Presentation

MOVE LOGISTICS GROUP LIMITED
2022 ANNUAL MEETING
20 October 2022

2022 Annual Meeting2

CHAIR
LORRAINE
WITTEN
3

Voting & Asking Questions
Voting Card
Question box

AGENDA
•Chair and Executive Director
Presentations
•Shareholder Discussion
•Resolutions
•Close of the Meeting
5

BOARD
2022 Annual Meeting6
Lorraine Witten
Chair
Chris Dunphy
Executive Director
Peter Dryden
Independent Director
Retiring at ASM
Danny Chan
Independent Director
Mark Newman
Independent Director
Grant Devonport
Independent Director

MANAGEMENT
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JAMES WATTERS
COO Contract
Logistics
CHRIS KNUTH
COO Freight
DALE SLADE
GM Oceans
LEE BANKS
Chief Financial
Officer
ANTHONY
BARRETT
CIO
MARIO DI LEVA
GM Sales &
Marketing
SCOTT
CRAMPTON
GM Dairy
CHRIS DUNPHY
Executive Director

OUR VISION
To be the best freight and logistics company
in Australasia and a leader in sustainable
logistics services.

LAYING THE FOUNDATIONS
For the 12 months to 30 June 2022
Selldownby founding
shareholders
Appointment of Chris
Dunphy as Executive
Director
July 2021
Name change to MOVE
Logistics Group
Indepthbusiness review
August 2021
Organisationrestructure,
Board and senior
leadership changes
Lorraine Witten appointed
Chair
September 2021
Completion of $40m capital
raise
Commenced two year plan
to strengthen and grow the
business
November 2021
Continued to strengthen
leadership team and
diversify the share
register
December onwards
Assessment of coastal
shipping opportunity
Initiated digital journey
Announced sale process for
Specialist business
2H22
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SUSTAINABILITY
People, communities, environment
0
10
20
30
40
50
60
70
80
90
LTIFRTRIFR
Key safety indicators continue to
trend downwards
FY18: FY22
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10
•New monthly and annual safety awards
•Recertified as ToituCarbon Reduce for 3
years
•Commitment through the business to
decarbonisation –YOY reduction in Scope 1
and 2 emissions *
•Signed agreement to lease new hydrogen-
fuel trucks –expected Q2 FY22
•EV metro truck now operating in Auckland
•Progressed multi-modal strategy –reducing
number of trucks on the road
•Technology driving improvements in driver
behaviour, fuel consumption and route
optimisation
•Appointed a Group Sustainability Lead in July
2022
*Reduction partially due to rebalance of driver workforce. FY22 excludes
emissions from owner drivers, which will be included from FY23 onwards

Executive
Director
Chris Dunphy
11

OUR BUSINESS
We are one of New
Zealand’s largest
transport and logistics
providers.
•National network with
regional strength
•41 branches, depots,
crossdocks, warehouses
and offices across New
Zealand
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END TO END SUPPLY CHAIN EXPERTS
FREIGHT
CONTRACT
LOGISTICS
INTERNATIONAL
13
GLOBAL LOGISTICS
We have access to a transport
network to move goods to all
corners of the globe.
LOGISTICS & WAREHOUSING
We can handle short and long-term
storage, pick & pack and dispatch,
with a networkof warehouses &
distribution centresacross the
country.
FREIGHT
Any industry, any shipment size, we’ll
move it throughout New Zealand by
Road, Rail and Sea. We’re also one of
New Zealand’s leading tank container
operators for bulk and hazardous
liquids, wine and live fish.
We work in partnership with our customers,
to deliver the best supply chain solution to meet their needs.
2022 Annual Meeting

FY22 PERFORMANCE SNAPSHOT
First 9 months of 2-year programme to strengthen and grow MOVE
14
1.Continuing operations excludes Specialist due to the planned divestment of this division
2.Underlying EBITDA, Underlying EBIT and Underlying NPAT exclude non-controlling interest and non-trading adjustments of $3.4m pre-tax related to
restructuring and resetting the business as part of the strategic plan(FY21: $1.5m)
3.Including discontinued operations, attributable to owners of the company
Earnings in line with guidance
2022 Annual Meeting

FY22 BUSINESS PERFORMANCE
Sales
FreightContract LogisticsInternational
FREIGHT: Reset on
track, albeit with Covid
bumps
CONTRACT LOGISTICS:
Stable and well
positioned for growth
INTERNATIONAL: Strong
performance with
expansion underway
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EBITDA
FreightContract LogisticsInternational

FREIGHT
Reset on track albeit with Covid bumps
CompletedUnderway
✓New leadership for the Freight business
✓Identify areas of strength and
opportunity
✓Customer review
✓Integrate general freight branch network
✓Operational realignment
✓Decentraliseadmin and customer
functions to branch level
•Focus on margin improvement
•Exit non-core activity
•Strengthen branch leadership
•Continue to grow Owner Driver team
•Divestment of Specialist division
•Commission new technology
•Conversion to fully maintained, leased
vehicles as part of asset-light strategy
•Optimisefreight branch network
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The improvement programmeis ongoing, with another 12 to 18 months expected to build
the business to full strength.

CONTRACT LOGISTICS
Stable and well positioned for growth
Warehousing and logistics solutions across New
Zealand
•Focus on developing tailored end to end
solutions to meet customer needs
•Business reset complete and capacity at high
levels with increasing customer demand
•Benefitting from expansion programme over
past three years
•Opportunity to build footprint across industry
verticals including diary, primary industries,
viticulture, aquaculture and food and
beverage
2022 Annual Meeting17

INTERNATIONAL
Strong performance with expansion underway
We work with a network of partners to move
goods of all kinds to and from anywhere
•Energy sector customers have re-established
delayed programmes
•Import/export activity has increased
•Rates have been lifted across the sector
•Expansion into shipping
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STRATEGY FOR GROWTH
STRATEGIC PILLARS
Better, Stronger
Business
Smart Growth &
Expansion
Taking Care Of What
Matters
192022 Annual Meeting

BETTER STRONGER BUSINESS
Work our assets smarter:
Investing in what matters and driving better returns on our
businesses and assets
Build our multi-modal offer:
Creating a multi-modal offer that utilisesthe best freight
modes to deliver our customers’ goods where and when
needed
Optimise earnings:
Focused on optimising our earnings and delivering strong
earnings growth and value for shareholders
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OUR DIGITAL JOURNEY
We are on a journey to transform our
business and enhance the value we
offer to our customers:
•Updating MOVE’s core IT platform
•Investment in hardware
•Specialised Freight Management
System
•New People & Culture system
•Digital tools to keep our drivers
safe
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21

BUILD OUR MULTI-MODAL OFFER
Trans-Tasman and Coastal shipping opportunities
COASTAL SHIPPING
•$10m in co-funding from
Waka Kotahi
•New vessel to be designed,
built and mobilised for
coastal shipping
•Coastal opportunity
provides blue water
alternative to trucking, and
will deliver carbon
emission reductions
222022 Annual Meeting

•Monthly Service
•Full Rotation 25 days
•Competitive Transits
•Breakbulk and Containers
•Comprehensive landside Capabilities
•FCL Delivery Nationwide
•Container Unpack and LTL delivery
•Warehousing and full 3PL nationwide

Deliver for our customers:
Putting our customers at the heart of all we do and
delivering the best customer solution and service
Upsize our business:
Maximising organic and acquisition opportunities to
expand our market presence across Australasia, extend
ouroffer and grow our customer base
SMART GROWTH & EXPANSION
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•Safety first, middle and last
•Retain and reward exceptional people
•Positive engagement with our local communities
•Committed to a low carbon future
•All team members ‘MOVE as One’ as we build a new
business and attitude
TAKING CARE OF WHAT MATTERS
Having a positive impact on our people, communities
and the environment
2022 Annual Meeting25

LOW CARBON FUTURE
Range of initiatives to reduce our impact
The key reduction opportunities we have identified are:
• Leverage technology to reduce ‘empty kms’
• Route optimisationto reduce kms travelled
• Driver training and technology to optimisefuel use
• New, more efficient vehicle fleet
• Multi-modal freight solutions –move from road to shipping and rail
• Electrify metro vehicles and forklifts
• Seek alternative fuel options (electric and hydrogen)
• Design and refit buildings to be carbon neutral
• Minimise waste
• Install solar power
• Lease only green buildings
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FY23 STRATEGIC
FOCUS
•Continue to reset and strengthen
the core business
•Digital transformation
•Freight improvement programme
•Expansion into shipping
•Other growth opportunities
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FY23 GUIDANCE
•Robust sector with growth dynamics
•Continuing to build the foundation and invest into resources, capability and technology
•Freight reset remains in progress –Softer Q1 FY23 sales due in part to inflationary pressures and
wet weather affecting customer projects
•Contract Logistics and International –performing to expectations with good demand and margins
•Shipping expansion is well underway and will be a key feature of FY23 result
282022 Annual Meeting
FY23 Underlying EBITDA for continuing operations expected to be an
improvement on the prior year (FY22: $54.3m)

OUR STRENGTHS
•Refreshed Board and experienced leadership team, many of whom are industry veterans.
•Multi-modal offer across road, rail, shipping and air freight.
•National network with regional strength.
•Working in partnership with our customers, to deliver the best solution to meet their needs.
•Digital transformation underway, delivering benefits for our people, our customers and our
business.
•Dynamic growth strategy with targeted opportunities to deliver near, mid and long term
value.
•Inclusive and diverse culture where all team members ‘MOVE as one’.
•Priority focus on health and safety.
•Future focused, with a goal to be a leader in sustainable logistics solutions in Australasia.
•Robust sector dynamics with growth in projected demand.
•Supportive shareholders who strongly believe in MOVE’s future.
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SHAREHOLDER DISCUSSION
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RESOLUTIONS
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RESOLUTIONS
RESOLUTION 1:
That the Directors be authorised to fix the fees and expenses of PwC as the Company’s
auditor.
RESOLUTION 2:
That Lorraine Witten, who retires as a Director and, being eligible, offers herself for re-
election, be re-elected as a Director of the Company.
32
2022 Annual Meeting

OTHER BUSINESS
CLOSE OF THE
MEETING

34
APPENDICES
2022 Annual Meeting

Non-GAAP Reconciliation
$MillionsFY22FY21
Net profit/(loss) before income tax from continuing
operations (GAAP measure)
(2.42)(1.58)
Add back:
Share of loss of associates.10.15
Net finance costs11.0511.1
Loss in investment in associates.06.10
Restructuringcosts1.63-
Share acquisition costs.13.31
Goodwill and asset impairment1.621.13
Depreciation & Amortisation42.1643.27
EBITDA excluding non-trading items (non-GAAP measure)54.3354.48
Net profit/(loss) after income tax (GAAP measure)
attributable to owners
(4.21).87
Less: Discontinued operations after tax(.57)2.60
Add back:
Non-controlling interests1.10.43
Other non-trading expenses, net of tax:
Goodwill and asset impairment1.62.82
Restructuring costs1.18-
Share acquisition costs.13.31
Net profit/(loss) after tax excluding non-trading items
(non-GAAP measure)
.39(.17)
35
MOVE Logistics Group uses several non-GAAP measures when
discussing financial performance and the Board and
Management believes this provides a better reflection of the
company’s underlying performance.
•EBITDA: Earnings before interest, tax, depreciation,
amortisation excluding income and impairment from
associates
•Underlying EBITDA: EBITDA before non-trading costs
•Underlying EBITDA Margin: Underlying EBITDA as a
percentage of total income
•Underlying EBIT: Underlying EBITDA less depreciation and
amortisation
•Free cash flow: EBITDA excluding non-cash items plus
movements in working capital, less net capital expenditure
•Net debt: interest bearing liabilities less cash and cash
equivalents
•Operating cash conversion: cash generated from
operations as a %age of EBITDA less non-cash items
•Working Capital Ratio: Current Assets excluding held for
sale / Current Liabilities excluding borrowings and held for
sale
•LTIFR: Lost time injury frequency rate
•TRIFR: Total recordable injury frequency rate
2022 Annual Meeting

DISCONTINUED
OPERATIONS
PLANNED DIVESTMENT OF SPECIALIST
ACTIVITIES
•Planned divestments align to our strategic
reset
•Activities being divested are better aligned
to private ownership
•Limited cross-over to Freight and Contract
Logistics divisions
•In discussion with multiple interested
parties
36
Discontinued Operations -$000s20222021
change
22 v 21
Revenue14,33924,301(9,962)
Net (loss)/profit before tax(785)3,611(4,396)
Net (loss)/profit after tax(565)2,600(3,165)
Net Cashflows2185,184(4,966)
Assets classified as held for sale25,263-
Liabilities directly associated with assets
classified as held for sale
6,149-
2022 Annual Meeting

Disclaimer
2022 Annual Meeting37
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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MOVE 2022 ANNUAL MEETING OF SHAREHOLDERS
20 October 2022
CHAIR’S PRESENTATION: LORRAINE WITTEN
Board of Directors
Our Board has a breadth of domestic and international business experience, and considerable freight
and logistics industry experience.
Peter Dryden has advised that he will be standing down from the Board today. He has been a valued
member of the Board and I would like to take this opportunity to thank him on behalf of the Board
and shareholders, for his contribution during his tenure.
With the refresh of half our Board last year, we brought in deep industry knowledge, passion and
entrepreneurial thinking. New to the Board were Chris Dunphy, Mark Newman and Grant
Devonport. All three have considerable freight and logistics industry experience which has been of
great value as we reset the business and execute our growth strategy. Chris and Grant both live in
Australia and provide valuable in-country knowledge and a Board presence for our Australian
shareholders.
In July this year, we undertook an independent review of the Board. The review was broad in nature
covering Governance, the operations of the Board, development of our skills matrix and board
succession planning. We are pleased that most of our ratings were above average, and we are
focused on improving the lowest rating areas.
Our Board skills matrix was included in this year’s annual report. We have identified areas where we
would like to add strength to the Board – in particular, marketing, technology and diversity. We are
currently recruiting for a new director to replace Pete Dryden, with these skill sets in mind.
There have been no increases in Directors fees since 2018, and we do not recommend an uplift at
this time.
Leadership team
MOVE’s leadership team has also been strengthened over the last year, from both within our ranks
and by bringing in people with deep industry knowledge and expertise.
Chris Dunphy has been leading our business for the last 15 months in his role as Executive Director.
As we signalled at the time of his appointment, this role was only short term, to identify and drive
the changes we needed to improve our business. A process is now underway to find and appoint a
talented CEO who can lead our business as we continue to execute our new strategy.

Chris will steward the transition to the new CEO and will remain actively involved as a director, in
strategy and group development. We will keep shareholders updated when an appointment is
made.

Our Vision
Our vision for MOVE is to be the best freight and logistics company in Australasia and a leader in
sustainable logistics services.
We are still a long way from this vision. But we have now completed the first year of the change
programme, a year that we call Laying the Foundations.
During the last financial year we continued to be affected by the global pandemic disruptions, and
the lock down in Auckland late last year. I acknowledge our team members who, being essential
services workers, have had to continue to work in this uncertain and potentially risky environment.
Many of our team were out around New Zealand making sure supply chains still handled essential
product, and I specifically acknowledge and thank them and their families for their commitment to
making sure the freight and fuel was delivered.
Laying the Foundations
MOVE has a proud history founded in 1869 and historically operated as a family of brands. We
started our journey under the unified MOVE brand in July 2021.
Over the last 12 months, we have changed a lot, putting in place the foundations for our growth
plan. This involved some investment and building, and some cutting away.
We restructured our business into two main divisions – Freight and Contract Logistics – and put in
place a comprehensive plan to reset the Freight business, which was underperforming. This is now
well underway with another 12 to 18 months expected to build the business to full strength.
We have completed the establishment of the team and have the right people in place. There have
been dozens of new people come into the business, with deep knowledge in freight, logistics and
technology. Attracting such talented people in this difficult employment environment has been a big
success. During the last year we changed our short term incentive scheme to reward our leadership
in shares instead of cash, so our senior team are now more aligned to growing value in the business
and share price.
We have completed the turnaround in service delivery in our freight business. We now have fit for
purpose freight schedules, network and coverage, that delivers a better service to our customers. A
key plank of this work has been returning delivery responsibility to branch level.
We have completely reviewed our pricing and margins in both major divisions, which resulted in the
exit of some low margin work in freight. We deliberately contracted the business to address margin,
and will now focus on sales and growth. This has been with a backdrop of increasing fuel prices and
cost inflation. We also saw a delay in the delivery of new vehicles, due to hold ups in the supply
chain, so we haven’t yet achieved all the margin improvement we had planned in this time period.
However, we see this as a timing delay.
The transition to an asset lite model, with new fully maintained vehicles and a majority of owner
drivers, is a core plank to reducing operating costs. We have made steady progress with this goal
over the year but with the delays of new vehicles, this part of our plan is running behind.

We have started the implementation of the Ignite software, our Transport Management System that
will be used across the main divisions of our business. This will remove paper, significantly reduce
operating costs and improve efficiency across the network. Our digital transformation programme
will also ultimately link us more closely to our customers and provide the back bone for an end to
end logistics solution.
Our Contract Logistics division has made really pleasing progress this year under very disciplined
leadership. The division continues to improve our warehouse utilisation and deliver improved
margins. We have received a number of new fuel tankers through the later part of the year which
will improve efficiency and safety in our Fuels business.
We have identified a number of industry verticals where we can provide end to end logistics
solutions, that require services from International, Freight, Warehousing, Logistics and shipping in an
integrated solution. We have started this focus on providing industry specific solutions. Chris will
speak a bit more about this in his presentation.
Getting the foundations right has meant focusing on what is core to our business. Following
unsolicited offers, we commenced a divestment process for our smaller Specialist division, which we
do not consider as core to our offer. This is ongoing. We have also had an eye on what could sensibly
be added to our core, and kicked the tyres on a few companies for sale. Although nothing has landed
yet, we remain alert to opportunities.
The $40m capital raise in November last year helped to considerably strengthen the financial
structure of our company. We used at least half the funds to reduce debt and are using the other
half for strategy execution. Our optimal capital structure is to have debt of 1 to 1.5 times EBITDA
before IFRS-16 adjustments, so we’ll sit around $30-$35m in debt, more in line with our industry
peers and more prudent during this uncertain time.
Today we have announced that we have finalised the purchase of the Atlas Wind vessel, to support
our trans-Tasman shipping strategy. We are also commissioning a new build, fit for purpose vessel
for our coastal shipping initiative. Waka Kotahi has committed to co-funding of $10m towards the
cost of this vessel as part of their National Land Transport funding package. The vessel design
includes methanol tank and pipework installation, which will ensure it is ready for the swap-in of
carbon-friendly methanol powered engines as they become available.
We dual listed on the ASX, with trading officially commencing on 1 July 2022. We believe this is a
natural progression for our company, and will facilitate greater access to capital, to fund growth
opportunities, increase liquidity and provide alignment with our growing Australian investor base.
As I signalled last year, the Board has not declared a Dividend for FY2022, 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.
Sustainability
While we are very focused on improving our financial returns, we are also actively seeking to have a
positive impact on our people, our communities and the environment.

Our goal is to be a leader in sustainable logistics services and to bring forward a future where our
fleet is carbon neutral. We recognise that our goal is big and bold but equally we know that, across
the sector, we have to make change. We have identified a number of opportunities to help us on our
journey, with initiatives underway in many of these. These are detailed in our Annual Report.
Our first electric metro trucks are on the road in Auckland and we have placed an order for two of
the first hydrogen trucks being brought to New Zealand by leasing business, TR Group. While the
delivery of these has been severely delayed due to pandemic and supply chain disruption, we hope
to have them out on the road in the second half of 2023. Our multi-modal strategy also helps to shift
freight from trucks to lower emission modes of transport such as rail and shipping.
An equally important focus over the FY22 year was to support our people through a period of rapid
change within the business, as well as the disruption that the pandemic has wrought. A wellness
committee has recently been established and counselling services are available to all our people, to
assist with financial and mental health issues. Freight and Logistics is traditionally a pretty staunch
industry and we recognise that mental health is not often spoken about, so we are focusing our
wellness committee in this area.
Health, safety and wellbeing of our people is a priority for the Board and management. This year we
again improved our Health & Safety record, showing an improvement year on year for the 5th year
in a row, in both the rate of injury, and the time required off work from injury. We have a small team
dedicated to working with any of our people who are injured, to help them get the medical care they
need, and with returning to work.
We would like to acknowledge and thank our people for all their efforts and support on our journey.
They are the backbone of our business and we are deeply appreciative of their choice of MOVE as
their place of work.
While there is still much work to be done, we have made pleasing progress in FY22 Laying the
Foundations, and we are confident we have the people, the strategy and the passion to achieve our
goals.
I will now hand over to Chris to talk more on our financial performance last year, our strategy and
progress.

EXECUTIVE DIRECTOR PRESENTATION: CHRIS DUNPHY,
Our Business
MOVE is one of New Zealand’s largest transport and logistics providers, with 41 branches, depots,
crossdocks, warehouses and offices across New Zealand.
Our business has been built on the strength of regional brands and businesses.
This ability to service customers across New Zealand sets us apart from many other providers who
do not have the same regional or sector presence.

End to End supply Chain Experts
Our goal is to keep our customers moving – providing reliable, innovative and efficient solutions to
transport, store and deliver their goods. We make it easy for our customers, using technology,
expertise and our assets to create tailored solutions which meet their needs.
We work in partnership with our customers to deliver the best supply solution to meet their needs,
including freight, warehousing, logistics and international transport.
Our expert team provides comprehensive freight and logistics solutions to help our clients stay
ahead in a fast paced world.
Our network connects us to our customers and allows us to deliver the best warehousing and freight
solution – whether that is by road, rail, ocean, air or a mix of all four.
We work with customers right across New Zealand and in a diverse range of sectors.
Few businesses have the scale, strength and expertise of MOVE to deliver a seamless end to end
supply chain solution for business customers across the country. While the operating environment is
creating challenges for businesses, it is also presenting opportunities for those with the desire and
resources to grow as competitors wane.
Business Performance FY22 Performance Snapshot
We’ve made good progress in the business since our last shareholder meeting.
Our financial results for the year ended 30 June 2022 reflect the first nine months of a two year
programme to reset the company, as well as the challenging operating conditions and economic
headwinds over the year.
We delivered underlying earnings of $54m in line with our guidance, and an underlying profit of
$0.4m after adjusting for restructuring costs.
Detailed information on our FY22 results and progress was provided in our results presentation and
annual report, which are all available on our website in the Investor Centre. We will be happy to take
any questions on these later in the meeting.
FY22 Business Performance
Early in the 2022 financial year. we restructured the business into three divisions. Freight and
Contract Logistics are our primary divisions, delivering over 90% of our revenue and EBITDA.
International is a much smaller business but an important part of our end to end supply chain offer.
Freight
The Freight reset is on track, although with some covid bumps. We started the FY22 year with an
indepth review of the Freight business and identified LCL (which is less than a container load)
general freight as an attractive growth opportunity for MOVE.

We have realigned our customer portfolio to focus on areas of strength and adjusted our rates to
ensure we are receiving fair reimbursement for the scope and quality of services we offer. We have
not been afraid to walk away from business that is unprofitable or outside of our strategic direction.
Our digital transformation has now commenced and the new Transport Management System will
deliver significant benefit for both us and our customers.
We are moving towards an asset light model. This will see us move to leasing fully maintained
vehicles and expanding our use of owner drivers.
We have a big planned investment in new, leased trucks, although delivery has unfortunately been
delayed by global supply chain disruptions. We are now expecting to receive these during FY23.
We’ve moved the dial on our workforce, with about 39% Owner Drivers as at year end, and a target
of at least 50% in the next two years.
The efforts being put into the turnaround are now starting to deliver initial results, and the focus
remains on continuing margin improvement.
Contract Logistics
Our Contract Logistics business covers warehousing and logistics. We are focused on developing
tailored end to end solutions to meet our customer needs. These often utilise all aspects of our
business, from international to freight and warehousing...with shipping soon to be added to the mix.
The business reset was completed last year and we are benefitting from the expansion programme
over the past three years. Capacity is at high levels across the network, with increasing demand.
A number of our customers have been with us for over 10 or even 20 years and we have built
strength in these sectors, including investment in specialised equipment and team members with
specific expertise. We see this as an advantage and an opportunity to build our footprint. In
particular, we have identified dairy, primary industries, viticulture, aquaculture and food & beverage
as areas of interest.
We recently appointed Scott Crampton to evaluate and lead our Dairy strategy, which is focused on
providing next level solutions to the independent dairy sector. These tend to be long term contracts,
with long lead times. Scott has worked extensively in this sector and his knowledge and network of
contacts are of value as we create and build relationships with these customers.
International
International is a much smaller but an important part of our business.
We work with a network of partners across the globe to transport goods by ship and air, including
customs clearance and brokerage.
A number of our larger customers are in the energy sector, where we help with the logistics of
bringing in large oil platforms, drills and other specialised equipment, as well as transporting wind
turbines and parts for windfarms. Covid put a hold on many programmes, and it has been pleasing to
see these starting up again in the last 6 to 12 months.

Our new coastal and trans-Tasman shipping services will expand our offer for customers and are an
exciting part of our growth strategy for this business.
Strategy for Growth
As a team, we are very focused on growing our business. We don’t just want to be a NZ business, we
want to be seen as a leader in our sector with a footprint across Australasia.
To achieve our goals, we have put a strategy in place focused on three areas:
• Creating a stronger better business
• Smart growth and expansion; and
• Taking care of what matters.

Today, I’d like to talk in more detail about each of these pathways and some of the initiatives we
have underway.
Better Stronger Business
The first thing we are doing is building a better stronger business.
We are working our assets smarter, investing in what matters and driving better returns for our
business.
We are creating a multi-modal offer that utilises the best freight modes to deliver our customers’
goods where and when needed
And we are focused on optimising our earnings and delivering strong earnings growth and value for
shareholders.
Our digital journey
Digital technology is essential to any modern business and we have embarked on a journey to
digitally transform our business.
This will provide significant benefits for MOVE. It will drive operational leverage, make it easier for
our team to work together collaboratively, create business resilience, reduce our cost to serve and,
importantly, satisfy current and future customer requirements.
Two of the biggest projects we have underway this year are the introduction of the new Transport
Management System which we are calling FuseIT; and a new HR and Payroll platform called Ready
Workforce.
FuseIT will offer significant benefits including improved delivery times and visibility, and better
information for our customers, and a greater capability to receive and use forecast data, which will
allow us to manage peaks and surges more effectively.
Technology is playing an important role in Health & Safety of our people, with electronic log books
and in-cab Guardian technology helping to manage fatigue; and forward facing cameras in truck cabs

which monitor vehicle activity, improve fleet safety and can reduce costs associated with insurance
claims. Pre-start truck checks are also being digitised to make it easier and ensure all essential
checks are carried out before the truck and driver hits the road.
Build our multi-modal offer
As you have heard from Lorraine, we are building on our multi-modal offer. We already have an
extensive road freight network across New Zealand and have been expanding our use of rail over
recent years.
Coastal shipping is an exciting opportunity for our business and we are leading the way in the sector.
Currently, the only options available for moving rolling stock between the North and South Islands
are via the Cook Strait ferries which operate between Wellington and Picton. These vessels require
linkspan/ramp operations for loading and unloading cargo and the vessel ramp configurations mean
that these ships cannot berth at standard cargo wharves.
The new service being offered by MOVE will be capable of calling into at least thirteen New Zealand
Ports, without the need for any new Port infrastructure to be built.
We have been awarded $10 million in co-funding from Waka Kotahi to support our strategy, and our
immediate focus is on the design, building and mobilisation of a quarter-ramp Roll On/Roll Off
(RORO) vessel which will initially enable a new sea bridge between Nelson and New Plymouth. The
quarter-ramp Roll On/Roll Off vessel service is unique and will be an industry first for coastal
shipping in New Zealand.
Trans-Tasman shipping
We have also established a new trans-Tasman shipping route, connecting regional ports in New
Zealand with Tasmania and other ports on Australia’s east coast. For some of these regions, the
MOVE service will be the only direct ship route, while in other regions, it will provide a further
option for customers currently facing shipping constraints and difficulties.
This week we finalised the purchase of a vessel, the Atlas Wind, with the first trans-Tasman sailing
scheduled for December this year.
The Atlas Wind can carry 366 containers, or the equivalent of 5,000 tonnes of bulk cargo. With two
cranes on board, the vessel has the ability to call into ports that historically may not have been able
to accept containerised and bulk cargoes.
One of our cornerstone customers will be BioMar Australia, which will be utilising the direct service
to ship its high-performance fish feed from Tasmania to key aquaculture businesses in New Zealand.
While the aquaculture industry has been first off the mark to recognise the value of a direct, regional
trans-Tasman shipping route, we have also received strong interest and commitments from a range
of other businesses.

Smart growth and expansion
Our second strategic pathway is smart growth and expansion.
This focuses on putting our customers at the heart of all we do and delivering the best customer
solution and service.
We will also upsize our business through organic and acquisition growth - expanding our market
presence across Australasia, extending our offer and growing our customer base.
Taking care of what matters
We don’t just want to be a profitable business; we also want to be a positive business. This means
taking care of our people, communities and planet.
Safety is first, middle and last. Staying safe, keeping others safe and supporting each other are
fundamental to who we are as an organisation. It is a constant focus for our team and we were
pleased that our safety metrics reduced again last year, for the fifth year in a row.
We are building a culture across the business, where our people feel supported and where their
achievements and efforts are recognised. Reward and recognition programmes have been initiated
including monthly Health & Safety Awards, which encourage our people to proactively look for
opportunities to make their workplaces and team members safer.
‘We MOVe as one’ has become the mantra for our team, with all our people supporting and backing
each other to get the job done, safely, for our customers.
We are mindful there is a lot of ground to cover to achieve our goal of zero harm; and safety across
the MOVE group remains a priority.
The tight labour market remains a challenge and we are working closely with industry organisations
to encourage people into the sector, particularly young people and females. MOVE now has
accreditation for our main business units which allows us to apply for work visas to being overseas
workers into NZ.
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. 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 we actively address this issue and
strive to find ways to do business in a better and more sustainable manner.
Low carbon future
At MOVE, we are focused on reducing our carbon footprint, through utilising different modes of
transport, improved driving behaviour, alternative fuels and route optimisation.
As we have said previously, we believe hydrogen fuel can play a positive role in decarbonising the
transport sector. We have ordered our first two hydrogen fuelled vehicles for delivery now planned

for mid to late 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 to 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 take heavy trucks off New Zealand’s
roads.
We are also looking at how we can operate more sustainably in our branches and warehouses by
transitioning to electric forklifts, reducing waste and designing and refitting buildings to be carbon
neutral.
Strategic pathway
In our annual report, we outlined our progress on key initiatives over the mid, near and long term.
Ove the next year in particular, our focus continues to be on resetting and strengthening our core
business.
The digital transformation will step up in pace, as we implement the new FuseIT system in Freight
and roll out Ready Workforce across the group.
Our Freight improvement programme remains a priority, with a focus on driving revenue and higher
margins.
We will embark on our trans-Tasman shipping route shortly and will see the financial benefits of this
in our FY23 results. Coastal shipping will commence in the first quarter of the 2024 calendar year,
when the new build vessel is completed and launched.
We are also focused on growing our business, through building our footprint in priority customer
sectors, increasing our customer base and bolt on acquisitions.
FY23 guidance
We operate in a robust sector with strong projected growth in demand.
MOVE has excellent bones and the foundation is now being put in place to help us deliver on the
company’s potential.
We are encouraged by the momentum over the last year, the growth initiatives being underway and
the excitement amongst our team.
While we are still facing headwinds and supply chain disruptions, our business transformation is
progressing well with increasing benefits expected to be seen from FY24 onwards.
The Freight reset remains in progress, with improvements in service delivery already achieved. Sales
in this business were softer in the first quarter of the year, due in part to inflationary pressures and
wet weather which has affected a number of larger customer projects.

Contract Logistics and International are both performing well, and we expect to see early benefits
from the shipping and other growth initiatives in FY23.
For the 2023 financial year ending 30 June 2023, we are expecting underlying EBITDA from
continuing operations to be an improvement on last year’s $54.3m.
Our Strengths
MOVE is a strong business, and while our financial performance is not yet where we want it to be,
we are in no doubt of the long term potential of our company.
We have laid the foundations and are now working hard to capitalise on these and the growth
opportunities we see for MOVE.
On a personal note, and alongside other directors, I am fully invested and committed to this business
– even my 80 year old mum has shares in the company.
We ardently believe in MOVE and the ability of our team to achieve our goals.
Ka Kite Ano
ENDS