FY24 Climate Statement

Climate Related
Disclosures
2024

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CLIMATE RELATED DISCLOSURES 2024
INTRODUCTION
MOVE Logistics Group Limited (MOVE) is pleased to present its first Climate
Statement.
STATEMENT OF COMPLIANCE
MOVE is a climate-reporting entity (CRE) under the Financial Markets Conduct Act
23 and as such is required to produce a climate statement that complies with the
Aotearoa New Zealand Climate Standards (NZ CS) issued by the External Reporting
Board (XRB). This document has been prepared in compliance with NZ CS 1, 2 and
3 and relates to the period 1 July 2023 to 30 June 2024.
ADOPTION PROVISIONS
In preparing this statement we have utilised several Adoption Provisions as set out
in NZ CS 2:
Adoption Provision 1: Current financial impacts
This provides a first reporting period exemption from NZ CS 1 paragraph 12(b),
which requires a CRE to disclose the current financial impacts of the physical and
transition impacts it identified.
Adoption Provision 2: Anticipated financial impacts
This provides a first reporting period exemption from NZ CS 1 paragraph 15(b),
which requires a CRE to disclose the anticipated financial impacts of climate-
related risks and opportunities reasonably expected by an entity.
Adoption Provision 3: Transition planning
This provides a first reporting period exemption from NZ CS 1, paragraphs 16(b)
and 16(c) which require a CRE to disclose the transition plan aspects of its
strategy, including how its business model and strategy might change to address
its climate-related risks and opportunities; and the extent to which transition
plan aspects of its strategy are aligned with its internal capital deployment and
funding decision-making processes.
Adoption Provision 6: Comparatives for metrics
This provides a first reporting period exemption from NZ CS 3, paragraph 40 which
requires a CRE to disclose comparative information for the immediately preceding
two reporting periods for each metric disclosed in the current reporting period.
Adoption Provision 7: Analysis of trends
This provides a first reporting period exemption from NZ CS 3, paragraph 42
which requires a CRE to disclose an analysis of the main trends evident from
a comparison of each metric from previous reporting periods to the current
reporting period.
LIMITATIONS AND DISCLAIMERS
This report sets out MOVE's understanding of, and response to climate-related
risks and opportunities, approach to scenario analysis, current and anticipated
impacts of climate change and the strategy to respond to these risks and
opportunities.
This report reflects MOVE's understanding as of 29 October 2024 for the financial
year ending 30 June 2024. MOVE is required to produce group climate statements
under the Financial Markets Conduct Act 2013 (FMCA) that comply with the
Aotearoa NZ Climate Standards for FY2024 (1 July 2023 – 30 June 2024).
This report contains disclosures that rely on early and evolving assessments
of current and forward-looking information, incomplete and estimated data,
and MOVE's related judgements, opinions and assumptions. MOVE has sought
to provide accurate information in respect of FY2024 but cautions reliance
being placed on representations that are necessarily subject to significant risks,
uncertainties and/or assumptions. Climate change is an evolving challenge, with
high levels of uncertainty, particularly over long-term horizons. Descriptions of the
current and anticipated impacts of climate change on MOVE therefore draw on
and/or represent estimates only.

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CLIMATE RELATED DISCLOSURES 2024
This document contains forward-looking statements and opinions about
MOVE and the environment in which MOVE operates, including climate-
related metrics, climate scenarios, targets, estimated climate projections,
and statements of MOVE's future intentions and performance. It also contains
forward-looking statements regarding MOVE's business operations, market
conditions, sustainability objectives or targets and risk management practices.
These statements and opinions necessarily involve assumptions, forecasts and
projections about MOVE's present and future strategies and the environment in
which MOVE will operate in the future, which are inherently uncertain and subject
to contingencies outside of MOVE's control and limitations, particularly as to
inputs, available data and information which is likely to change. We base those
statements and opinions on reasonable information available to us at the date of
publication. We do not represent those statements and opinions will not change
or will remain correct after publishing this report. MOVE is under no obligation
to revise or update those statements and opinions if events or circumstances
change or unanticipated events happen after publishing this report.
The risks and opportunities described in this report, and MOVE's strategies to
achieve its targets, may not eventuate or may be more or less significant than
anticipated. There are many factors that could cause MOVE's actual results,
performance or achievement of climate-related metrics (including targets) to
differ materially from that described, including economic and technological
viability, climatic, government, consumer, and market factors outside of MOVE's
control. MOVE is committed to progressing its response to climate related risks
and opportunities over time but is constrained by the novel and developing nature
of this subject matter. MOVE cautions reliance on climate related forward-looking
statements that are necessarily less reliable than other statements MOVE may
make in its annual reporting. MOVE gives no representation, warranty or assurance
that actual outcomes or performance will not materially differ from the forward-
looking statements in this report. MOVE does not accept any liability whatsoever
for any loss arising directly or indirectly from any use of the information contained
in this report.
This report is not an offer document and does not constitute an offer or invitation
or investment recommendation to distribute or purchase financial products.
Nothing in this report should be interpreted as investment, legal, financial, tax or
other advice. For detailed information on MOVE's financial performance, please
refer to the FY24 Annual Report available online.
Approved on behalf of the Board on 29 October 2024 by:
Julia Raue
Chair

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CLIMATE RELATED DISCLOSURES 2024
GOVERNANCE
OVERSIGHT OF CLIMATE-RELATED RISKS AND OPPORTUNITIES
MOVE's Board of Directors is responsible for the company’s corporate governance
and, as part of this, oversees the management of all principal risks, including
climate-related risks and opportunities. The Board’s oversight includes:
• Ensuring that MOVE has appropriate risk management and regulatory
compliance policies in place and monitoring the appropriateness and
implementation of these policies.
• Promoting the long-term success of the company with regard to
Environmental, Social and Governance (ESG) matters by ensuring that
strategies and action plans are in place to help underpin long-term
shareholder and stakeholder value.
• Approving and monitoring the company’s climate statement and ensuring
disclosure obligations are met.
The Risk Assurance and Audit Committee (RAAC) is a sub-committee of the Board,
which assists the Board in relation to risk management and oversight and fulfilling
its responsibilities in relation to climate-related disclosures. It provides additional
monitoring of the enterprise risk management processes and ensures all key risks,
including climate-related risks, have been appropriately identified, managed, and
reported to the Board.
BOARD SKILLS AND COMPETENCIES
The Board Charter specifies the high-level skills and competencies that are
required from Board members.
The Governance and Remuneration Committee of the Board is responsible for
ensuring that the Board comprises the required breadth and depth of experience,
diversity, and knowledge to achieve its objectives. It assesses the Board’s range of
skills, including corporate social responsibility, sustainability and climate change
risk competencies, using a skills matrix.
Board members are supported to undertake appropriate training and education
so they can best perform their duties. This may be undertaken individually or
collectively. In the current reporting period, one of our Board members completed
the Institute of Directors’ Advanced Climate Governance course, and the full Board
received materials prepared by external consultants on the key provisions of the
climate-related disclosure framework.
Our Board and sub-committees access climate-related expertise and advice
from within the business and externally as required.
REPORTING PROCESS AND FREQUENCY
The RAAC receives six-monthly reporting from management on the risk register
and top risk profile, as well as ad hoc reporting on risk management when
required.
The Chair of the RAAC reports the committee’s findings and recommendations to
the Board twice per year. This includes updates relating to climate-related risks
and opportunities.
The Board reviews all enterprise risks, including climate-related risks, at least
annually.
STRATEGY DEVELOPMENT
The Board reviews MOVE's strategy annually. The Board is informed of key
enterprise risks (including the risks relating to climate) in the monthly reports from
management and considers these in its assessment of the annual strategy.
The strategy is developed by management, and takes into consideration material
risks and opportunities, including those related to climate and sustainability.

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CLIMATE RELATED DISCLOSURES 2024
STRATEGY IMPLEMENTATION
On a monthly basis, the Board receives updates on the Group’s performance,
including, where relevant, progress against strategic initiatives.
OVERSIGHT OF METRICS AND TARGETS
We have measured and reported GHG emissions, and emission reduction practices,
since 2019. Our GHG inventory is externally assured against ISO 14064. The Board
receives a summary report of GHG emissions each month. At this stage, our
climate-related metrics and targets, are limited to those associated with emissions.
REMUNERATION
The Group’s incentive scheme is not currently linked to any specific climate or
sustainability related initiatives.
MANAGEMENT
The Board delegates oversight and management of climate-related issues to the
Chief Executive Officer (CEO), who acts as the principal representative of MOVE
and in turn delegates functions to the management team, as set out below:
The Chief Financial Officer (CFO) is primarily responsible for management of risks,
including climate-related risk, and reporting and presenting risks to the Board and
RAAC. Reporting includes six-monthly reporting to the RAAC on the risk register
review and top risk profile, as well as ad hoc reporting on climate-related risk
management as risks are escalated.
The Sustainability Lead Is responsible for establishing the framework for setting
climate-related metrics and targets and tracking performance. This includes
measuring MOVE's GHG emissions and reporting these to the Board.
We have broadened the remit of our Health and Safety Committee to include
oversight of climate and sustainability-related matters and to promote the
climate and sustainability agenda across the business. This Committee currently
comprises all executive managers, and representatives from various divisions
across general managers, health and safety managers and branch managers.
The Committee meets bi-monthly and presents a report at every Board meeting.
MANAGEMENT OF CLIMATE-RELATED RISKS AND OPPORTUNITIES
We undertook a full climate-related risk assessment in March 2023, which involved
key stakeholders from across the business and the management team. This
assessment was a first-pass qualitative risk assessment to surface climate-
related risks and opportunities that the group is exposed to. We have committed
to undertaking a climate risk assessment every three years, supported by an
annual pulse check.
GHG emissions are reported monthly to the Board. Emissions are currently
measured at the group level. We are currently implementing a new GHG emissions
measurement tool which will enable more granular reporting and monitoring.
Move Logistics Group Board
Holds the responsibility for the company’s corporate governance and, as part of this, oversees
the management of climate-related risks and opportunities.
CEO
Promotes a culture of pro-actively managing risks (including climate-related risks), aligned with
policy and framework.
CFO
Management Level
Board Level
Facilitating regular reviews and updates to the
CEO and the RAAC on risks, including
climate-related risks and opportunities.
Sustainability Lead
Coordinating climate-related risk identification
and reporting, GHG emissions reporting.
Move Logistics operating units – GMs
Identifying and managing climate-related risks
and opportunities.
Health, Safety, Wellbeing and
Sustainability Committee
All Executive Managers, representatives from
Branch Managers, H&S managers and General
Managers. Oversight of climate-and
sustainability-related matters and promotion of
the importance of these across the business.
Risk Assurance and Audit Committee
(’RAAC’)
This sub-committee assists the Board in relation to
climate-related risk management and oversight.
Figure 1 Organisational structure related to climate-related risks and opportunities.

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CLIMATE RELATED DISCLOSURES 2024
STRATEGY
OUR VISION
To be the preferred freight and logistics provider in Australasia
This means delivering the best solution and service for our customers, providing
secure and rewarding work opportunities for our people, and generating value for
our shareholders.
OUR MISSION
To keep our customers moving
Our expert term provides comprehensive freight and logistics solutions to help our
clients stay ahead and succeed.
OUR MANTRA
Customer, Safety, Team
We work together to deliver the best possible customer experience and
business performance, strive to exceed our customer’s expectations and remain
unwavering in our dedication to ensuring the well-being and safety of our people,
partners and communities in our work.
WHAT WE DO
MOVE is a one stop shop for all logistics services. We can provide a solution for
supply chain challenges of all kinds.
Freight
We are one of the largest domestic freight providers in New Zealand. Our services
include general freight, temperature-controlled goods, project cargo and full
truck loads.
Fuels
Our specialist road tanker division is one of the largest fuel delivery operators in
the New Zealand market.
Specialist
We move oversized and large items that require specialist haulage. From heavy
haulage, and machinery transports to oversized freight movements – we can
move anything.
Warehousing
We offer contracted solutions for customers including warehousing and supply
chain capability. Our warehouses are central to main routes and easy for port
access.
International
We are logistics specialists and provide international freight forwarding and
shipping agency services across a broad range of industries. Our trans-Tasman
shipping service adds another valued service to our offer.
Figure 2 Our Strategy
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CLIMATE RELATED DISCLOSURES 2024
SCENARIO ANALYSIS
To help identify climate-related risks and opportunities and better understand
the resilience of our business model and strategy, we analysed three scenarios –
Orderly (~1.5°C), Disorderly (~2°C) and Hot house world (~3°+C). The scenarios are
not intended to be forecasts or predictions but represent challenging, plausible
futures.
A group of senior managers and subject matter experts from across the business
participated in a workshop session, facilitated by external consultants, to develop
and analyse the scenarios.
SCENARIO DEVELOPMENT PROCESS
The boundaries for the scenario analysis were established as being one tier up
and one tier down our value chain. Our value chain map indicating the scope
of our climate risk assessment can be found in Appendix 1. Any part of the value
chain beyond this was excluded. The time horizons of short-(to 2030), medium-
(to 2050) and long-term (to 2080) were chosen to align with our asset design life
and strategic planning horizons. These boundaries are the same as those used in
our earlier climate risk and opportunity assessment.
To guide our scenario development, we defined the focal question “How can
MOVE best navigate climate-related regulatory and technology uncertainty, while
securing employee buy-in, meeting customer expectations, and keeping in-step
with competition?”.
We agreed the key driving forces, choosing from a long list informed by the
Transport Sector Climate Change Scenarios, prepared by the Aotearoa Circle.
1

We determined the driving forces most relevant for informing our narratives by
applying a materiality lens, considering the influence the driving force will have for
us, and the level of certainty around it.
The political, social, and economic context of each of the key driving forces
was explored, with participants working in groups and brainstorming potential
developments under each scenario and time horizon.
The scenario narratives were drafted, bringing together the contexts and potential
developments identified in the workshop. These narratives were then reviewed
and endorsed by the Board.
SCENARIOS CHOSEN
We chose a 1.5°C scenario (‘Orderly’) and a 3°C scenario (‘Hot house world’), in
accordance with NZ CS 1. Our third scenario is a ‘Disorderly’ scenario, in which
global average temperatures increase by around 2°C, chosen because the
combination of higher transition and physical risks this scenario presents in the
2030 to 2050 period makes it a challenging scenario to consider the resilience of
our business model against.
TIMEFRAMES USED IN SCENARIO ANALYSIS
Our scenario analysis was performed over three timeframes: short-term
(present-2030), medium-term (2030-2050), and long-term (2050-2080). Within
each scenario, we primarily considered the timeframe that would pose the
greatest challenge to our strategy and our business model. Over the short-term,
we anticipate incurring moderate-high transition challenges under an orderly
transition, while a disorderly transition, characterised by delayed and disjointed
responses, will result in higher transition and physical impacts during the 2030-
2050 period. In a hot house world scenario, where the status quo is maintained,
the years beyond 2050 are anticipated to be the most challenging, as our
exposure to physical impacts become more extreme.
Our scenario narratives were developed during FY24 and incorporate outputs of
our physical risk scenario analysis conducted in FY23. Our scenario analysis has
not yet been integrated with our annual strategic planning process.
1
At the time of our workshop, these scenarios were in a draft format and not publicly available – we had access to these because our Sustainability Lead was a member of the working group.

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CLIMATE RELATED DISCLOSURES 2024
OrderlyDisorderlyHot House World
Critical time framePresent day – 20302030 – 20502050 - 2080
Policy ambition<1.5°C<3.0°C>3°C
Global Context
IPCC AR6, AR5 SSP1 – 1.9
1.4 ̊C temperature increase by 2100
SSP1-2.6, SSP2-4.5
1.8 ̊C - 2.7 ̊C temperature increase by 2100
SSP5-8.5
4.4 ̊C temperature increase by 2100
NZ Context – Physical Hazards
NIWA (downscaled from IPCC AR5)NIWA downscaled RCP2.6NIWA downscaled RCP4.5NIWA Downscaled RCP8.5
The Aotearoa Circle – Transport Sector
Climate Change Scenarios
Fully ChargedShort DetourBypass to Breakdown
Macro Trends
TechnologyFast changeSlow/Fast changeSlow change
Domestic Policy responseImmediateDelayedNone – current policies
Behaviour changeFastSlowSlow
MOVE's key driving forces
Social Expectations of Sustainability, Health
and Wellbeing
Society demands sustainable action Slow change, with short-term cost
considerations impacting progress
Disconnected, with a focus on mitigating
damage
System user preference and behavioursEarly adoption of low emissions technologyDelayed adoption of technology due to
high costs
Cost-centric, with consumers unwilling to
pay a premium for sustainability
Government funding and investmentGovernment funding enables wide
adoption of technology
Government support is delayed and
inconsistent
Limited government funding and
investment, focused on mitigation
Acute climate impactsClimate events occur at current frequency
and intensity
Increasing frequency and severity of eventsFrequent damage to large parts of the
transport infrastructure network
Chronic climate impactsSome evidence of chronic impacts in
certain locations
Chronic impacts become more
widespread
Impacts such as heat stress and sea level
rise are felt widely
International geopolitical stabilityDisrupted tradeHeightened instability, frequent supply-side
shocks
Trade protectionism and conflict
Government enforcement of climate lawsStable policy environment, unified
approach
Divided and changeablePolicies limited and inconsistent
SCENARIO SUMMARY

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CLIMATE RELATED DISCLOSURES 2024
SCENARIO NARRATIVES
We have summarised the outputs from the climate scenario workshops, in which
we explored how the key driving forces we identified might shape the political,
social, and economic landscape under each scenario.
Climate scenarios illustrate what the future might look like under differing degrees
of climate change. They are not predictions about what will happen, but rather
plausible hypotheses about potential pathways to different futures that can aid
our understanding of, and preparation for, the uncertain future impacts of climate
change.
Orderly (Present Day – 2030)
An orderly scenario presupposes early and decisive investment in decarbonisation
from the present day to 2030. This will allow New Zealand and the world to halve
emissions by 2030 and achieve the target of net zero emissions by 2050. In this
scenario, the exposure to physical risks over the medium and long term is low,
while the exposure to transition risk in the short and medium term is high.
A coherent, cohesive, and proactive societal response to climate change is
supported by government regulation and investment in low-carbon transport
and associated infrastructure. The Land Transport Clean Vehicle Standard is
extended beyond light vehicles to include heavy vehicle imports. Climate resilient
infrastructure and assets, including climate-controlled logistics, are investment
priorities, and while there are often disruptions from changing weather patterns
and other climate events, the impacts are relatively minor and short-lived.
Transport mode shift is apparent and multi-modal freight is increasingly common.
Low-emissions transport technology is readily available, and uptake is strong
as new technologies outperform expectations. Consumer behaviour shifts to
favour products and services that have a low emissions profile, with consumers
accepting price premiums and/or a slower supply chain.
Waste management and product stewardship is a focus for government, both
in terms of increasing the options for reducing waste to landfill and ensuring fair
attribution of waste management costs. Governments resort to implementing
waste charges, subsidies for circularity, and waste take-back mandates as a
means of improving waste reduction. This creates additional revenue streams for
logistics providers, driving demand for end-of-life product and packaging take-
back logistics services as part of the shift to a circular economy.
Disorderly (2030 - 2050)
A disorderly scenario assumes delayed investment into decarbonisation
between the present day to 2035. A sudden shift in domestic and international
governments’ response to climate change occurs after 2035, driving rapid
investment into decarbonisation technologies. The demand spike places upward
pressure on prices.
The years to 2050 are characterised by disjointed policy responses to climate
change, with successive governments failing to provide a consistent policy
framework that supports investment in emissions reduction and climate resilience.
The international response lacks co-ordination and it becomes increasingly costly
and difficult for New Zealand to procure essential goods and components. It is
only through strengthened ties with Australia that New Zealand is able to secure
imports.
Delayed investment into critical infrastructure and resilience results in increased
costs associated with damage remediation caused by increasingly frequent
and intense climate events. The damage caused to roads, rail and ports leads to
increased disruption to freight networks and safety risks to operators. A positive
side-effect of the damage, however, is an increase in demand for freight and
logistics services to manage transport of demolition and construction waste and
materials.
The need to decarbonise becomes increasingly urgent, however the delay has
resulted in higher prices and supply chain issues. Wider societal engagement
in sustainability actions is characterised by partial buy-in when it comes to
shouldering the associated costs. The industry response is highly disjointed with
some market participants undercutting prices and still relying on fossil-fuelled
vehicles, which provides consumers with cheaper options and hinders the
wide-spread societal shift away from these transportation choices. Road freight
remains dominant however damage to road infrastructure creates demand for
ocean freight as alternate transport services.

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CLIMATE RELATED DISCLOSURES 2024
Hot House World (2050-2100)
Under a Hot House World scenario, economic growth remains tied to fossil fuels
and there is little to no transition risk in the short, medium and long-term. Exposure
to physical climate-related risks however increases steadily from low to moderate
in the short-term; moderate to high in the medium-term; and high to extreme
over in the long-term.
Regular, severe climate events present significant challenges to society.
Governments are reactive and expenditure is heavily directed towards recurring
recoveries and rebuilding national infrastructure. Major disruptions to trade and
energy flows result in protectionist trade policies and a drift from global citizenship
responsibilities. There is increased population displacement, climate migration,
and social unrest as vulnerable communities are disproportionately impacted.
A lack of investment in infrastructure results in communities that are increasingly
difficult and costly to serve. New Zealand’s primary sector is profoundly affected
by damage to commodities and supply chain disruption.
Consumers are highly price-sensitive and are unwilling and unable to pay a
premium for low-emissions products. Technology is unevenly and inequitably
distributed. Transport services are being forcibly prioritised due to growing
pressures of scarcity, and the local transport sector faces its own supply chain
challenges with components difficult to procure.

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CLIMATE RELATED DISCLOSURES 2024
TRANSITION RISKS AND OPPORTUNITIES
Transition risks were considered over a 30-year time horizon, to 2053. The short-term was 5 years into the future, medium-term 5-15 years, and long-term 15-30 years. We
identified transition risks in the context of the IPCC AR6 SSP1-1.9 and NGFS Orderly Transition, as this is the scenario where transition risks are greatest in the near-term. The
following tables set out the transition risks and opportunities that we have identified that could impact MOVE in the short-to-medium term. We have not observed any
material impacts from these transition risks in the current reporting period.
Key – Timeframes
ST - Short-term (now-2028)
MT - Medium-term (2029-2038)
LT - Long-term (2039-2053)
Risk areaTransition RiskAnticipated ImpactsOrderly
SSP1-1.9
ST- MT - LT
TechnologyThe cost of low/zero-carbon fuel technology is higher relative to
traditional technology.
Increased investment required.
TechnologyLow/zero-carbon fuel technology is not commercialised.Operational emissions are unable to be reduced.
MarketDecarbonisation initiatives increase the cost of electricity.Increased operating costs due to increased
transmission / distribution / energy costs and / or
increased investment costs (to install onsite generation
/ storage).
Policy & LegalOur progress on decarbonisation is miscommunicated or misinterpreted
and action is taken against us.
Increased costs relating to legal action or fines.
ReputationMOVE's ability to attract capital in the market is limited due to an inability
to demonstrate material progress on climate-related issues, which would
impact our growth strategy.
Higher costs of capital and contraction of growth.
ReputationPoor communication by us, or a lack of understanding in the market,
relating to the barriers to low carbon technology adoption.
Reputational damage and market backlash.

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CLIMATE RELATED DISCLOSURES 2024
Opportunity typeOpportunity descriptionOrderly
SSP1-1.9
ST- MT - LT
Energy SourceInstallation of onsite generating capacity can shield MOVE from rising energy costs and support fleet electrification.
MarketsMOVE's early investment into low carbon technologies generates greater trust and confidence among investors.
MarketsMOVE's decision to decarbonise early opens avenues to government subsidies, co-funding opportunities and grants relating to
decarbonisation.
MarketsFirst mover advantage on low carbon technology adoption could enable MOVE to win greater market share.
Products and
Services
Limited availability of low carbon road logistics translates to higher demand for shipping logistics, conferring competitive advantage
on MOVE.
ResilienceMOVE's ocean freight operations translate into enhanced operational resilience when road freight becomes increasingly impacted by
surface flood and landslips.
Resource efficiencyLow carbon technology enhances MOVE's operational efficiency and lowers its running costs, over time.
Resource efficiencyInstallation of rooftop solar generation can enhance operating efficiency and reduce energy-related costs.

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CLIMATE RELATED DISCLOSURES 2024
PHYSICAL RISKS
We assessed physical risks and opportunities over three-time horizons: Short-term (now to 2030), Medium-term (2031-2050) and Long-term (2051-2080). We adopted these
time horizons to align with our strategic planning horizons and asset design life and renewal cycles.
Key – Timeframes
ST - Short-term (now-2030)
MT - Medium-term (2031-2050)
LT - Long-term (2051-2080)
Climate
Hazard
Current ImpactsRisk type/future impactOrderly
SSP1-2.6
ST- MT - LT
Disorderly
SSP2-4.5
ST- MT - LT
Hot House World
SSP5-8.5
ST- MT - LT
Increasing
incidence
and severity
of extreme
weather
events
Cyclone Gabrielle caused disruption to
road freight routes (and customers) but
did not result in any material adverse
impacts on our assets, operations or
people.
Roads are closed leading to delays and impacting
customer satisfaction and productivity.
Customer demand is disrupted (e.g., crop damage
results in less volume to be freighted).
Increased transit times cause procurement delays and
affect our ability to secure fleet.
Injury or loss of life, particularly for our ocean fleet crew
and truck drivers.
Increasing
number of hot
days
We have not observed any material
impacts of hot days on our assets,
operations or people.
Working in high temperatures leads to Increased driver
fatigue and stress.
Investments required in temperature-controlled
transport solutions.
Increased incidence of asphalt flushing / tarmac
melting damages vehicles and increases maintenance
costs, and increases the likelihood of health and safety
incidents.
Increasing
frequency
and intensity
of pluvial
flooding
The Auckland floods caused disruption
to routes (and customers) but did not
result in any material adverse impacts
on our assets, operations or people.
Flooding reduces access to sites and results in revenue
loss.
Flooding disrupts operations, leading to delays and
associated costs and reputation damage.
Rerouting and delays result in increased driver fatigue
and stress
Key – Risk Rating
■ Low ■ High
■ Moderate ■ Extreme

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CLIMATE RELATED DISCLOSURES 2024
PHYSICAL OPPORTUNITIES
We have identified several opportunities that might arise from the physical impacts of climate change. While these opportunities are expected to present in the short- to
medium-term we are yet to determine the likely timeframe for each opportunity and assess the potential financial impact to MOVE. We have not observed any significant
impact from these opportunities in the current reporting period.
Climate HazardIssueOpportunityFuture impact
Increasing
incidence and
severity of
extreme weather
events and
flooding
Damage and disruption to road network MOVE Oceans offers an alternative to impacted road freight
routes/ services
Increased freight and warehousing volume
and revenue, increased market share
Customers incur damage / impaired
access to their sites
MOVE's freight and warehousing may offer a more fit-for-
purpose, resilient solution
Damage and disruption to freight routes
and storage facilities
Growth in regional warehouse footprint through enabling
customers to store products closer to their final destination
Disruption to supply chains requires
customers to store more inventory
Growth in warehouse footprint
Damage to the roading network requires
additional repairs
Opportunity to transport or store equipment to repair road,
signage damage, becoming approved partner with NZTA
Our employees are supported to develop
new skills.
All
Disruption caused by climate events
creates stress for our people
Take action to address climate risks and improve our
reputation
Enhance our ability to attract and retain
employees
Reduce climate-related stress on employees by increasing
support and providing tools and resources
Improved employee wellbeing
Disruption caused by climate events
increases customer complaints
Increased engagement with our customers will facilitate
improved contract management
Improved relationships with customers
Disruption caused by climate events
increases the need for alternative routes
Having additional planned contingency routes will support
drivers and reduce down-time, stress, and productivity loss.
Improved employee wellbeing

15
CLIMATE RELATED DISCLOSURES 2024
CLIMATE-RELATED RISKS AND OPPORTUNITIES INPUT INTO CAPITAL DEPLOYMENT
AND FUNDING DECISION-MAKING
We have not yet implemented a standardised approach to considering climate-
related risks and opportunities in our capital deployment and funding decision
making processes. Over the last reporting period climate-related risks and
opportunities have been considered on a standalone basis in the following
decisions:
• New Oceans charter vessel
• Transition to Owner Drivers and Rail (away from fleet investment)
OUR PROGRESS TOWARDS TRANSITION PLANNING
We operate in a sector that is currently highly-dependent on fossil fuels. We
therefore have a key role to play in developing a solution for transitioning to a
low emissions future. While we haven’t yet fully developed our transition plan,
we are committed to reducing emissions where we can, in accordance with
our commitments to emissions reduction targets that are aligned with climate
science. This includes modernising our fleet, training our drivers to enhance safety
and fuel efficiency (i.e., through no engine idling); optimising routes and networks
to improve fuel efficiency; and offering multi-modal freight solutions (rail and
ocean freight) that are lower carbon intensity than road freight.
Our multi-modal freight solutions will also improve resilience in the face of climate
hazards such as extreme weather, flooding, and landslides, as, over the longer-
term, damage to road infrastructure is anticipated to be increasingly severe, and
in this regard, ocean freight may provide a higher degree of reliability, while the
back-up option it provides enhances the resilience of MOVE's service offerings.

16
CLIMATE RELATED DISCLOSURES 2024
RISK MANAGEMENT
RISK MANAGEMENT FRAMEWORK AND INTEGRATION OF CLIMATE-RELATED RISKS
Our risk management framework provides MOVE's Board and management
with a clear understanding of how strategic and operational risk is managed
across the organisation. It sets out the high-level approach to each stage of risk
management.
Our risk management framework is set out below:

Risk management is undertaken within the context of our strategic business
objectives and core processes, including the operating environment, strategy and
business plan, business-as-usual operations, and material projects.
Risks are identified, using a variety of methods including, but not limited to, past
experience, trends, and scenario analysis.
To identify climate-related risks, a first-pass Organisational Climate Change Risk
Assessment (OCCRA) process was undertaken in the financial reporting period
ended 30 June 2023. External consultants were engaged to facilitate a series of
workshops which supported the Group to agree the scope and boundaries of the
risk assessment, the global warming scenarios, and strategic time horizons to test
against; and work with subject matter experts (SMEs) from within the business to
identify and assess the physical and transition climate risks and opportunities.
Our non-climate-related risk assessment assesses consequence and likelihood
to derive a risk rating. MOVE uses a five-point scale for both consequence and
likelihood, the combination of which results in a risk rating of Low, Medium, High, or
Very High (see diagram).
Risk Assessment Matrix
Risk Matrix
Severity
InsignificantMinorModerateMajorSevere
Likelihood
Almost
Certain
Med (5)Med (10)High (15)Very High (20)Very High (25)
Likely
Low (4)Med (8)High (12)High (16)Very High (20)
Possible
Low (3)Med (6)Med (9)High (12)High (15)
Unlikely
Low (2)Low (4)Med (6)Med (8)Med (10)
Rare
Low (1)Low (2)Low (3)Low (4)Med (5)
Our physical climate risk assessment, by contrast, assesses exposure, sensitivity,
and adaptive capacity (Exposure x (Sensitivity + Adaptive Capacity)) across
three-time horizons, under three global warming scenarios. The resulting risk
scores are mapped to the 5x5 matrix, enabling prioritisation against MOVE's other
risks. Transition risks were assessed using time-bound urgency ratings and we
intend to supplement this with an impact rating which will enable us to map the
transition risks in the same manner.
Risk management and mitigation strategies vary based on the risk rating, and
significant risks (those rated ‘High’ or ‘Very High’) are required to have a risk
treatment plan in place.
Risks are monitored by the risk owners, who are responsible for reviewing the risks
and controls on a regular basis.
The RAAC receives and reviews reports on significant risks from management bi-
annually, including the risk register, the profile of significant risks and, if required,
supplementary information on issues and events.
B
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T
T
E
R
,

S
T
R
O
N
G
E
R

B
U
S
I
N
E
S
S
Communication and Reporting
Feedback
Establish
Business
Context
Risk
Identification
Risk
Assessment
Risk
Management
Risk
Monitoring

17
CLIMATE RELATED DISCLOSURES 2024
PHYSICAL RISK ASSESSMENT
MOVE's physical climate change risk assessment approach aligns with the
ISO14091 climate risk methodology and the Ministry for the Environment’s National
Climate Change Risk Assessment (NCCRA) process and framework.
Physical risks were considered at three time horizons (2030, 2050, and 2080). The
decision to adopt these time horizons was informed by a sector review of climate
disclosures to align with MOVE's peers; the design life of MOVE's fixed and mobile
assets; asset renewal cycles; and MOVE's long-term, strategic planning horizons.
During the OCCRA workshops, MOVE's subject matter experts (SMEs) identified
physical risks that could impact three key areas: our people; our assets; and our
operations.
Our SMEs identified risks arising as a result of each climate hazard, by risk area
and risk receptor (the person, asset or operation impacted by the hazard). The
risks were categorised by type, and a risk statement, describing the consequence
of the risk on the receptor, was drafted.
The climate risk score was calculated on the basis of the exposure, sensitivity and
adaptive capacity, with the latter two scores giving an overall vulnerability score.
A score was determined for each risk under each of the three scenarios, informed
by our internal consequence table and guided by downscaled NIWA climate
hazard data provided for RCP2.6, RCP 4.5, and RCP 8.5 at future time horizons.
The methodology for calculating the risk score is set out below. Each of these
elements was rated on a scale of 1 to 5, and the resulting climate risk score was
used to prioritise the physical risks. The following diagram sets out the approach
to calculating the physical climate risk score:
TRANSITION RISK ASSESSMENT
Our transition risks were identified and assessed in a workshop that drew on the
expertise and experience of selected SMEs from the Executive Leadership Team.
To understand the transition risk profile, we identified risks against a <1.5 ̊ C
warming scenario. Accordingly, the transition risks identified reflect the level of
transition risk that this scenario presents for MOVE.
Eighteen transition risks were identified, then categorised as Policy and Legal,
Technology, Market, and Reputation risks, and assessed using an urgency and
time-to-impact scale over a 30-year time horizon. Within this timeframe the
short-term is 5 years into the future, medium-term is 5-15 years, and long-term is
15-30 years.
OVERSIGHT OF CLIMATE-RELATED RISKS
The results of the physical and transition risk assessments were presented to the
Board for review and feedback. The Board reviewed, discussed, and approved the
risks and opportunities identified.
BOUNDARIES OF RISK ASSESSMENT
The value chain considered in MOVE's risk assessment was limited to one
tier upstream and one tier downstream. This is included within Appendix 1 for
reference.
FREQUENCY OF ASSESSMENT
MOVE has committed to undertaking a full climate risk assessment review at least
every three years, with an annual review of the risk register.
Between these reviews the significant risks, as noted on the enterprise risk register,
will be reviewed and updated as required, as part of MOVE's enterprise risk
management processes.
The degree to which the Risk Receptor is
impacted, either adversely or beneficially, by
the climate hazard. It may be highly exposed
but the impact on business continuity is low;
or it may have moderate exposure, but the
impact on business continuity is high.
Climate Risk
Vulnerability
Sensibility
Adaptive
Capacity
The relative ease, speed and
cost with which the Risk Receptor
can adjust to potential damage,
take advantage of opportunities,
or respond to the consequence.
The degree to which the
Risk Receptor is exposed to
or placed in contact with
the climate hazard.
Exposure

18
CLIMATE RELATED DISCLOSURES 2024
METRICS AND TARGETS
GREENHOUSE GAS EMISSIONS (‘GHG’)
ISO CategoryGHG Protocol
category
FY22 tCO
2e.
FY23 tCO
2e.
FY24 tCO
2e.
Category 1Scope 148,361.8441,939.1435,064.91
Category 2
1
Scope 2592.20514.85261.57
Category 3
Scope 3
1,110.171,210.68984.22
Category 455,856.7452,867.4244,785.72
Category 5049.5952.02
TOTAL direct emissions48,361.8441,939.1435,064.91
TOTAL indirect emissions57,559.1154,642.5446,083.53
TOTAL emissions105,920.9596,581.6881,148.44
Emissions intensity metrics
FTE – Number of Full-Time equivalents
(gross tCO
2e
/ persons)
79.8884.5783.92
Warehouse capacity – Warehouse
capacity for storage (gross tCO
2e
/m
2
)
0.520.470.43
Operating Revenue (gross tCO
2e
/ $
Millions in NZD)
290.99277.77269.97
Our GHG emissions inventory has been prepared with guidance from ISO 14064-
1:2018 Specification with Guidance at the Organization Level for Qualification and
Reporting of Greenhouse Gas Emissions and Removals (‘ISO 14064:2018’).
The emission sources deemed significant for inclusion in this inventory were
classified into the following categories:
Direct GHG emissions (Category 1): GHG emissions from sources that are owned
or controlled by the company.
Indirect GHG emissions (Category 2): GHG emissions from the generation of
purchased electricity, heat and steam consumed by the company.
Indirect GHG emissions (Categories 3-6): GHG emissions that occur as a
consequence of the activities of the company but occur from sources not owned
or controlled by company.
The following emission sources within Categories 3 and 4 have been excluded:
Business unitGHG emissions source or
sink
GHG emissions
category
Reason for
exclusion
All CompaniesWorking from homeCategory 3De minimis
All Companies
Recycling – Document
destruction services
Category 4
Weight data not
available
MOVE Freight
Recycling – Invercargill,
Whanganui, Masterton,
Hamilton
Category 4
Weight data not
available
MOVE SpecialistRecycling - PaperCategory 4
Weight data not
available
1
Emissions are reported using a location-based methodology.

19
CLIMATE RELATED DISCLOSURES 2024
MOVE utilises the ‘operational control’ consolidation method for our emissions
inventory. Organisational boundaries were set with reference to the methodology
described in ISO 14064-1:2018 standards. This approach considers all emissions
from entities over which MOVE exercises a level of operational control whereby we
have complete authority to introduce and implement operating policies.
The entities included in this emissions inventory include:
• MOVE Investments Limited
• MOVE Fuel Limited
• MOVE Freight Limited
• MOVE & Warehousing Limited
• Southern Fleet Leasing Limited
• MOVE Specialist Lifting and Transport Limited
• Pacific Asset Leasing Limited
• MOVE Oceans Singapore Pte Limited
• MOVE International Limited
• Alpha Customs Services Limited
• TNL International Limited
All physical sites of these companies, business units, and facilities were considered
and included in the inventory.
We have excluded the following subsidiary companies from our Group GHG
inventory as they are non-operating:
• Global Logistics Group Limited (amalgamated June 2022)
• Appian Transport Limited
• MOVE Liquid Logistics Limited
• MOVE Oceans Limited
In addition, the following joint venture entities are not included within our
organisational boundary for reporting. These subsidiaries operate independently of
our business and use their own accounting systems for financials. These entities are:
• TNL International (Australia) Pty Limited
Our emissions inventory was quantified using the standard calculation
methodology:
Emissions = activity data x emissions factor
All emissions were calculated using the Diligent ESG system. The emissions
factors and global warming potential (‘GWP’) rates in Diligent ESG are based
on the Ministry for the Environment (‘MfE’) 2024 ‘Measuring Emissions: A guide
for organisations’ (NZ), Department for Environment, Food and Rural Affairs, (UK,
DEFRA) 2024, the IPCC fifth assessment report (AR5) and the Market Economics
report commissioned by Auckland Council (published 2023) for consumption
emission modelling.
More details about our GHG inventory can be found in our detailed GHG Inventory
report, which is available here.
VULNERABILITY TO TRANSITION RISKS
To date, our risk assessment has been undertaken on a qualitative basis and
consequently we are not able to accurately quantify the percentage of assets or
business activities that are vulnerable to transition risks.
Our business model, and the transport sector more broadly, is currently reliant on
fossil fuels and therefore particularly vulnerable to transition risks associated with
the cost of carbon, regulation, the availability of lower carbon technologies, and
market sentiment.
100% of our moveable assets, with the exception of our forklifts, are powered by
fossil fuels, and therefore vulnerable to transition risks associated with asset
stranding (depending on the availability of lower carbon technologies), and rising
fuel costs.

20
CLIMATE RELATED DISCLOSURES 2024
VULNERABILITY TO PHYSICAL RISKS
Our plant and equipment assets comprise predominately moveable assets and,
from our high-level assessment, we have determined the vulnerability of these
assets to physical risks is not material.
Our network of leased warehouses (right-of-use assets) spans locations around
New Zealand, and we have assessed the vulnerability of our warehouse network
to physical risks as not material. In terms of specific events, our warehouses
in Auckland and the Hawkes’ Bay were not impacted by the weather events in
February 2023.
In relation to business activities, we function across the length of New Zealand
and certain ports in Australia. This broad coverage diminishes the vulnerability of
our business activities to acute climate events as the network can be dynamic
and respond to disruptions by working out of different regions as needed. When
network disruption does occur, the impacts are primarily on service levels as costs
relating to re-routing are generally passed on to our customers.
ALIGNMENT WITH CLIMATE-RELATED OPPORTUNITIES
Our approach to harnessing climate-related opportunities has, to date, focused
on the optimisation of routes, efficiency of our fleet and growth of our ocean
logistics and rail business.
We currently manage these activities as part of our business-as-usual operations
and there are no specific metrics in the current reporting period. We intend to
develop metrics that will provide insight into the alignment of our activities with
climate-related opportunities.
CAPITAL DEPLOYED TOWARDS CLIMATE-RELATED RISKS AND OPPORTUNITIES
During FY24, we did not make any material investments in initiatives that
addressed climate-related risks or harnessed climate-related opportunities.
INTERNAL EMISSIONS PRICE
We do not currently use an internal emissions price. However, this is currently
under development with an intent to use it in support of procurement decisions.
REMUNERATION LINKED TO CLIMATE-RELATED RISKS AND OPPORTUNITIES
Our employee remuneration scheme does not currently include any
performance-related incentives, and there is no management remuneration
linked to sustainability or climate-related risks or opportunities.
INDUSTRY BASED METRICS
We do not currently use any industry-based metrics to measure and manage
climate-related risks and opportunities.

21
CLIMATE RELATED DISCLOSURES 2024
GHG TARGETS
MOVE's emissions reduction targets are set out in the table below. We established these targets in 2022, as part of our commitment to a lower carbon future. Our GHG
emissions reduction targets for all scopes are aligned with limiting warming to 1.5 degrees Celsius. We are targeting a 42% reduction in absolute emissions from Scope 1
and 2, and 42% reduction in absolute emissions from Scope 3 both from a FY22 baseline. We have not set any interim targets. Our targets do not rely on us offsetting any
emissions.
Emissions
Scope & Category
Baseline
tCO2e - 2022
Timeframe
for Target
tCO2e – 2030
Actual tCO2e
– 2024
% Overall reduction
from Base year
Performance against target (comments)
Scope 1 Total48,36228,05035,065 (27.5%)
▼
Total scope 1 emissions have decreased aheaddue to lower customer
demand because of target, the lower economic activity in New
Zealand. The reduction is also reflective of a shift to an asset light
model, a focus on reducing the age of the fleet and increasedan
increase in the use of contractors. different modes of transport e.g. rail.
There is also has been a fleet optimisation project undertaken on the
back of decreased transport activity.
Scope 1 – Mobile Combustion48,22727,97235,057(27.3%)
▼
Mobile combustion emissions have decreased aheaddue to lower
customer demand because of target, the lower economic activity
in New Zealand. The reduction is also reflective of a shift to an asset
light model, a focus on reducing the age of the fleet and increasedan
increase in the use of contractors. different modes of transport e.g. rail.
There is also has been a fleet optimisation project undertaken on the
back of decreased transport activity.
Scope 2 – Location based592344262 (55.8%)
▼
The FY24 emissions have decreased aheadfactor represents a
higher level of target due to rationalisation of locations and energy
efficiencyrenewable electricity in the NZ electricity grid mix. This has
resulted in a reduction in emissions along with improvements made] to
the data capture methodology.
Scope 3 – Combined56,96733,04146,083(19.1%)
Scope 3 total emissions have increased slightly, reflective of a shift
to an asset light model and increased use of contractors.]Scope 3
emissions have decreased due to recessionary factors where steps
were taken to rationalise OPEX spending and defer CAPEX. Emissions
from waste have reduced due to increased waste segregation and
more accurate data reporting.

22
CLIMATE RELATED DISCLOSURES 2024
APPENDIX 1 – VALUE CHAIN MAP
Our value chain map indicating the scope of our climate risk assessment is included below.
• Vehicle procurement
• Port authorities
• Fuel suppliers
• Electricity providers
• NZTA and Local councils (roading
infrastructure)
• National infrastructure bodies
(electric and hydrogen)
• Government agencies, i.e., Worksafe
• Kiwi rail
• Ferry operators
• Landlords
• Insurance provider(s)
• Banks/lender
• Investors and shareholders
• Regulators
STAKEHOLDERSCORE OPERATIONSSTAKEHOLDERS
Road freight, Rail freight, Ocean freight,
Warehousing, Freight forwarding
• Employees
• Contractors
• Owner-drivers
• Board of Directors
Key customers:
• Aqua-culture (salmon and mussels)
• Horticulture (kiwifruit, hops supply)
• Food grade packaging
• Fuel (Z Energy)
• Wind farm transport
• Timber/forestry
• Ammonium nitrate
• Beverage industry
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