MOVE 2025 Annual Meeting Speeches and Presentation

MOVE LOGISTICS GROUP LIMITED
2025 ANNUAL MEETING OF SHAREHOLDERS
30 October 2025

CHAIR’S ADDRESS
Julia Raue, Independent Chair

Board priorities FY25
As a Board, our primary focus over the last year has been on transforming and strengthening our
business - while navigating through some of the most difficult economic conditions since the
pandemic and the early 90s.
All of your directors are very involved in the process and in supporting management as they execute
on our plans. Speaking from personal experience, this has been one of the most time-intensive and
demanding chapters of governance I have been part of. It has also been one of the most rewarding,
as we have landed on the outcomes that we committed to at our ASM last year.
Our leadership team are integral to the transformation of our business. We were very pleased to
confirm Paul as MOVE’s CEO earlier this year. Paul came on board as interim CEO in September last
year and he has bought fresh energy and a strong commitment to delivering meaningful change. As
part of his remit, he has strengthened the leadership team and we were pleased to welcome Jeff
and Marc, as well as internal appointments to fill vacancies.
We continue to closely monitor capital requirements and balance sheet flexibility to ensure
transformation opportunities can be maximised. A new funding partnership was established in
August last year and in February this year, we extended our bank facility to August 2026.
Whilst our overall results are still not where we want them to be, we are seeing positive momentum
and traction starting to be made.
We believe every single person in the MOVE team is a key driver of our success. By looking after our
customers and our business, they will, in turn, help deliver an improved financial performance.
On behalf of the Board, we would like to acknowledge and thank everyone in the MOVE team for
their continued commitment to our customers through more challenging times and acknowledge all
they have done for our business over the past year.
In summary, while there is still more to do to realise full value, good progress has been made and
we’ve seen continued positive momentum into the first quarter of this financial year. Gross margin
% is the highest it has been in the past two years, and quarterly normalised earnings are up more
than 80% over the same period.
We have a clear plan in place as we complete our transformation programme and focus on Stepping
Up and Standing Out.

Accelerate transformation programme
The Accelerate plan was launched this time last year and identified three main streams of activity –
to recalibrate our business; drive profitable revenue growth; and ensure balance sheet resilience.
The plan has been well executed by the team, and we are now a far stronger organisation with most
legacy issues resolved.
Delivered on FY25 financial targets
We delivered on our financial targets for the year, with normalised earnings before tax (NEBT)
improving significantly year on year, and positive net adjusted operating cashflow.
While there is more work to do, good progress is being made and we have a clear plan in place to
continue this momentum.
Our Goals
We are very clear about the work we still need to do to deliver the value and performance our
shareholders expect from us.
Our goals can be summarised as follows:
A strong team that delivers, delighting our customers, and effective use of our assets alongside
financial strength and value creation.
New Horizons
Our four year New Horizons roadmap sets out our pathway to FY28 as we reset and step up. Our
focus is firmly on achieving our goals and becoming the preferred logistics provider in Aotearoa New
Zealand.
With one year of the Accelerate programme left to run, we are now moving from cost out to value
creation as we continue to build on the strong foundational platform that has been established over
the last year.

CEO’S ADDRESS
Paul Millward, CEO
I’ve now been in the CEO seat for just over one year and there’s been a huge amount of action in
that time. While it’s good to see the progress that has been made, we obviously have a lot more to
deliver and I’m very focussed to make that happen.
I do want to acknowledge everyone across MOVE including my leadership team for their significant
work to ensure we deliver on our transformation. It is their efforts and passion, alongside a
disciplined plan of action, that will ensure we realise our commitment of returning to positive
normalised EBT in FY26.

Our business
One of MOVE’s biggest strengths is its size, scope and breadth.
We transport, warehouse and deliver goods across New Zealand, and also offer services such as Fuel
delivery, specialised lifting and transport, and our trans-Tasman shipping service.
We have a strong brand and market position – and at the centre of it all are our customers, and a
team that’s passionate, experienced and ready to deliver.
Dunedin freight depot
Our national network reaches deep into key centres and regions. We’re continuing to refine and
optimise our footprint - ensuring we’re where our customers need us, while making the best use of
our capital.
In August, we moved to a new, modern Freight branch in Dunedin, which has great connections to
major roadways and Port Chalmers just down the road. It includes a high stud warehouse, has a
large, enclosed canopy for all weather operations and a dedicated space for container devanning.
This new depot offers a total solution for customers with short and long term storage and 3PL
warehousing, along with freight, container and full truck load services. The transition for customers
went well and great to see a full and busy depot.
Warehouse footprint
Getting our footprint right for our demand and revenue base is critical in warehousing. We recently
exited several under-utilised warehouses – one large one in Auckland which changed over on 1
October, and one in Christchurch where we have consolidated the majority of revenue into an
existing site. We are also downsizing our warehouse in Nelson to ensure we align our cost base to
demand, which will take effect from December. These actions will have a significant financial benefit
in FY26, particularly from Q2 onwards.
With the retirement of the only rail-enabled ferry in 2025, inter-island capacity will be significantly
reduced until new vessels arrive in 2029. Our South Island logistics hubs are well positioned to
support customers during this period, helping them anchor distribution locally and reducing supply
chain risk.
FY25 LOOKBACK
Accelerate Progress: One Year In
A significant amount of effort has been put into the transformation of MOVE over the last year. We
have been moving at pace to right-size our organisation for the market conditions, while retaining
the ability to win commercially and be flexible for customers.
We strengthened our organisation with a refreshed leadership team, divested surplus or aged
assets and rightsized our network.
Operationally, we retained key customers, reduced costs by circa $27m, and delivered a turnaround
in the Freight & Fuel business.

There is one year of the Accelerate programme left to go and our focus is moving from cost out to
value creation.
Operating backdrop
The trading environment in FY25 was absolutely a hindrance to our progress. Ongoing economic
headwinds, low business and consumer confidence, and cost-of-living pressures all weighed on
demand, against the backdrop of several years of recession in New Zealand. The 0.9% GDP decline in
the June quarter was indicative of the economy we’ve been operating in, which is affecting most
businesses and sectors.
Lower demand led to increased competitor activity and aggressive and unsustainable pricing by
some market participants.
Activity was further affected by the disruption to the inter-island ferry service, as well as extreme
weather events.
Whilst New Zealand’s long awaited recovery seems to keep stretching out, we can see from talking
with our partners, that sentiment is starting to lift slightly.
We are strategically expanding the diversity of our customer base, which will reduce concentration
risk and provide greater balance and resilience through the cycle.
We are confident that the level of our transformation, in cost, culture and capability, will mean we
are positioned well when the economy has recovered, but we are not waiting for what we can’t
control.
FY25 financial highlights
In the face of economic headwinds, our results in FY25 demonstrated the positive momentum of the
transformation programme.
We retained revenue despite low demand and a highly competitive market.
Earnings improved significantly – up 61% year on year. The fourth quarter of FY25 was our strongest
in two years, which is a great sign - and three of MOVE’s four businesses delivered significantly
improved normalised earnings year on year.
We also lifted gross margin, thanks to our broad cost-out and efficiency programme. Gross margin
percentage increased by 4.1 percentage points, and in absolute dollars we were up 13.4 percent– a
material step change.
Positive momentum in FY25
This slide highlights our quarterly progress over the last two years to the end of June and the
positive momentum we’ve seen under the Accelerate programme.
Looking now at our individual business units.

Freight and Fuel
A highlight for FY25 was the turnaround in MOVE’s Freight & Fuel business, which delivered
increased revenue and improving gross margins despite a competitive market.
The division’s normalised earnings loss improved by 90% year on year, moving to a positive result in
Q4 FY25, and again in Q1 this year.
We restructured our Freight and Warehouse divisions last year, and moved the Fuel service into
Freight. Our Fuel business continues to perform strongly, underpinned by a long-term partnership
with Z Energy.
Warehousing
Warehousing has been an ongoing challenge - there are limited barriers to entry in warehousing –
anyone can open up a shed and offer storage, however, not everyone can deliver quality 3PL
solutions with access to a national network and an integrated freight offer like MOVE.
We saw a significant expansion of industry capacity during and post covid – but as customers
returned to ‘just in time’ models, this turned into a glut, with aggressive pricing tactics being used
and storage costs have dropped below pre-COVID levels.
A reset of the business is underway and our priority has been customer relationships, service
excellence, our cost base and winning new business – with positive results starting to be seen.
We have retained key customers as well as new business wins which have commenced recently.
Alongside better productivity results and ensuring our property footprint is suitable for our revenue
base, we now have better momentum, but we need to win more business which the team is
focussed on.
Specialist
This is a great business, very project focused, particularly infrastructure projects – roading, energy
etc – plus movement of large items.
It had a good year, despite a number of projects being deferred into the second half of FY26.
Energy generation projects – windfarms and the like – are picking up and our Specialist business is
considered an expert in this area. We’re also doing more work up in the Pacific Islands, where they
have limited local resources for specialised haulage.
A healthy pipeline of work is in place for the next two years and the business has had a good start to
FY26.
International
Last but not least, our international business. It was a softer year for freight forwarding, particularly
in Australia.

Our trans-Tasman shipping service is going well – we moved to a time charter model and new vessel
in September last year, and have renewed contracts with foundational customers who utilise most
of the capacity. Business development has gone well and I’m happy with the financial outcomes
after 1Q26.
MOVING FORWARD
New Horizons
Our four-year New Horizons roadmap sets out our pathway to FY28.
We are very clear about the work we still need to do to deliver the value and performance our
shareholders expect from us. A clear simple plan is in place. It now comes down to execution.
Our transformation is not just about systems and structure — it’s also about mindset. We’re working
hard to further embed positive behaviours and build a high-performance culture, while ensuring our
people feel empowered and supported. Strong culture drives strong results, and this will remain a
key focus for us.
FY26 priorities
Our priorities this year are ...
• To continue building value in our freight business, which is our largest business unit.
• In warehousing, we need to instigate a step change in the business. Work is already
underway on this and we are seeing good momentum with customer retention and new
business wins. Auckland capacity and customer mix is improving coming into summer and
we are focused on filling capacity in the South Island. Productivity initiatives are underway
and we will see the benefit of the site exits this year.
• We will continue to invest in our people and capabilities, including technology to enable data
driven business decisions and the right systems to win in market.
• At the heart of it all, are our customers and delivering excellent customer service, solutions
and value.
Economic outlook
The economy remains challenging with soft consumer and business spending affecting all those in
the freight and logistics sector. Manufacturing has not yet returned to expansion mode,
unemployment and inflation are still creating headwinds, net immigration remains near its lows, and
OCR cuts will take some time to feed through into reduced mortgage payments and increased
business investment.
There are some positive signs however. There has been a small increase in retail sales over the past
two quarters, and the primary industry and exports markets continue to prop up the economy.
Demand for freight and logistics services will increase as end customers once again start spending
and large projects come back online.

FY26 continued improvement
We are focused on what we can control – costs, customer service excellence and running a tight
ship.
Looking at Q1 FY26 results – all of MOVE’s businesses, excluding Warehousing, delivered
improvements as planned.
Group revenue was down slightly on the same period last year, which we take as a positive in the
current economy, and we remain very focused on driving revenue and winning new business.
The benefits of the cost out and efficiency programme over the last year are now embedded and
we’re seeing that in improved gross margins, with quarterly GM % the highest in the past two years.
Operating costs have been reduced by approximately ~$3m compared to the same quarter last year
- on the back of the $27m cost out achieved in FY25.
Our normalised earnings loss has also continued to improve and is up 82% from two years ago,
which gives us confidence that we’re on the right track and our strategy is working.
FY26 outlook
While the timing and speed of an economic recovery remains uncertain, MOVE is positioned well
with a rightsized business providing broad and relevant propositions - underpinned by a lower cost
base, our national network, a great team and strong customer partnerships.
We are now starting the move from cost out to value creation. Freight & Fuel, Specialist and
International are all expected to continue their positive trajectory, with Warehousing stabilising and
starting to improve.
The focus on gross margin has created a strong foundation, with the full benefits of the cost out
programme to be realised in the current year.
Our focus on customer service is also delivering results. The feedback we are receiving from
customers - and the confidence shown through new business - highlight the quality, capability and
commitment of our people.
We’re very focused on winning new business and the sales pipeline is encouraging.
A lift in market activity and customer demand, combined with improvements from the
transformation plan, will enable earnings growth.
We’ve got the right plan, and the right people who care about our business and our customers, and
we remain on track to return to positive normalised EBT in FY26.

CHAIR’S SUMMARY COMMENTS
We have a clear roadmap in place, as we move from Re-set to Step up and Stand Out.
MOVE is a fantastic business with a lot to be proud of – a strong brand, great assets and an expert
and professional team who deliver every day for our customers.
Our company is seen as a very credible alternative to other large providers in the market. Our
performance culture, partnership approach and focus on delivering end to end solutions is seen as
valuable and is why we have a number of marque scale customers.
Execution of our plan is critical to our success and everyone at MOVE – from the board down - is
committed to being the best we can be and realising MOVE’s potential.
Thank you to our customers, our business partners and our shareholders for your support.
ENDS

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MOVE LOGISTICS GROUP LIMITED
2025 ANNUAL MEETING
30 October 2025
1

CHAIR
JULIA RAUE
2

Voting Card
Question box
VOTING AND ASKING QUESTIONS
3

AGENDA
4
Welcome and Introductions
Chair and CEO Presentations
Shareholder Discussion
Resolution
General Business
Close of the Meeting

BOARD
5
Greg Whitham
Non-independent Director
Elected October 2024
Julia Raue
Independent Chair
Last re-elected 2023
Appointed Chair June 2024
Lachie Johnstone
Independent Director
Elected October 2024

LEADERSHIP TEAM
6
Paul Millward
CEO
Lee Banks
CFO
Anthony Browne
GM Oceans
Jeff Vincent
GM Freight & Fuel
Marc Blackburn
GM Warehousing
Nick Ward
GM Technology
Steph Rigter
GM People & Culture
Warwick Bell
GM Specialist Lifting
Ricky Clark
GM Sales

BOARD PRIORITIES FY25
7
Business Transformation
and Strategy
Talent and
Leadership
Financial Stability and
Capital Management
Oversight of Accelerate
transformation
programme and execution
Review of business
activities and
opportunities
Development of New
Horizons roadmap
Appointment of new
CEO
Strengthened and
refreshed Leadership
team
Reinforced culture of
accountability and
performance
New funding
arrangements
Extension of bank
facilities
Asset review and
divestment programme
Cashflow monitoring

8
Good progress being made
Continued positive momentum in 1Q 26
More to do to realise full value
Clear plan in place
8

THE ACCELERATE TRANSFORMATION PROGRAMME
Two year programme launched June 2024 – significant progress being delivered
9
Costs Down
Productivity Up
RECALIBRATE THE BUSINESS
Increase Revenue
Improve Margins
PROFITABLE REVENUE
GROWTH
Stronger Balance Sheet
Improve Cashflow
BALANCE SHEET RESILIENCE
•Cost out and efficiency focus
with ongoing discipline
•Priority focus on excellent
customer service
•The right people, resources and
capacity to match customer
activity
•Route optimisation – reducing
costs and improving efficiency
•Network footprint matched to
demand
•Retained sales revenue in a
weak economy
•Grew customer base despite
adverse competitive
environment
•Renewed strategic customer
partnerships
•Delivering on Freight & Fuel
improvement plan: FY25 - 90%
increase in NEBT yoy
•FY25 Gross Margin +4.1pp
•Divested surplus/aged assets
•Renewed banking
arrangement, strong
partnership with ANZ
•Funding arrangement with
Pacific Invoice Finance
supporting working capital
requirements

10
DELIVERED ON FINANCIAL TARGETS
Normalised Earnings Before Tax (NEBT)
significantly ahead of prior year
Achieved positive net adjusted operating
cashflow

OUR GOALS
11
A STRONG TEAM
THAT DELIVERS
DELIGHT OUR
CUSTOMERS
EFFECTIVE USE
OF ASSETS
FINANCIAL
STRENGTH AND
VALUE CREATION

NEW HORIZONS
4-year roadmap: FY25 to FY28
RE-SET
FY25 - FY26
STEP UP
FY26 – FY27
STAND OUT
FY28
Strong
foundational
platform
Customer value &
operational excellence
Smart business
growth
Preferred logistics
provider
Scaling up
A market leader
12
FOUNDATIONS
Passionate &
Capable People
Valuable Customer
Partnerships
Operational
Excellence
Strong Financial
Performance

CEO
PAUL
MILLWARD
13

14
MOVE is one of the largest domestic freight, warehousing
and logistics solutions providers in New Zealand
OUR VISION:
To be the preferred freight
and logistics company in
Aotearoa New Zealand
OUR MISSION:
To keep our customers
moving
~830 team members
38 sites
500+ trucks
96,000m
2
warehousing

15
NEW DUNEDIN FREIGHT BRANCH
Opened August 2025, investing in regional NZ

OPTIMISING OUR WAREHOUSE FOOTPRINT
16

17
FY25 LOOKBACK
17

18
ACCELERATE PROGRESS: ONE YEAR IN
Positive momentum on transformation, clear forward action plan
Strengthened leadership team
-Paul Millward as CEO from August 2024
-Key business GM positions filled from early 2025
Clear transformation plan well embedded
-People, Oceans and Cost & Value workstreams completed
-Phase 2 underway – Value Creation & Efficiency
Strong gross margin expansion plan in place
-GM% increase of 4.1pp in FY25
-~$27m cost reduction in FY25
Rightsizing network, fleet and assets
-Divestment of surplus/aged assets
-Warehousing identified 2 sites for exit; new Dunedin freight
branch, further opportunities identified
Strengthened balance sheet
-Renewed funding arrangements in place
Customer service excellence
-Retained key customers, building on existing customer
relationships, emerging new business growth
Freight & Fuel turnaround
-Increasing revenue and margins, 90% improvement in NEBT
Reduced Board size
-Focused on business delivery and outcomes
18

OPERATING BACKDROP DURING FY25
Economic recovery stalled; headwinds persist
Economic environment
•Biggest recessionary environment since early
1990s
•Global uncertainty affecting exports and business
confidence
•High interest rates impacting business investment
•Cost of living pressures, rising unemployment and
interest rates all impacting consumer spend and
reducing freight and warehouse demand
19
Cost pressures
•Inflation moderating, however cost pressures
remain, particularly for fuel and other operational
expenses
Infrastructure and weather events
•Disruption to inter-island transport due to
ageing ferries and increasing out-of-service
issues
•Road, rail and ferry disruption from regional
flooding and extreme weather events
Sector
•Reduced demand putting pressure on volumes and
aggressive pricing strategies
The transformation programme is providing resilience and positioning MOVE
strongly for economic upswing

FY25 FINANCIAL HIGHLIGHTS
Results reinforce momentum of transformation programme
20
REVENUE
RETAINED REVENUE IN
WEAK ECONOMY
Focus on delivering for
customers in highly competitive
market
Revenue -2.6%
$286.3m
EARNINGS
1
SIGNIFICANT IMPROVEMENT
IN NORMALISED EBT (NEBT)
Step change in FY25; 4Q25 the strongest
quarter in two years
Normalised EBT
2
+61.1%
$(10.0)m
EBT +68.7%
$(14.2)m
GROSS MARGIN
2H GROSS MARGIN % THE
HIGHEST IN TWO YEARS
Positive gross margin expansion in
a tight revenue environment –
driven by broad cost out and
efficiency programme
GM$ +13.4%
$83.5m
GM% +4.1pp
3
29.2%
Percentage changes vs FY24
1.Includes $(1.1)m vessel disposal costs
2.Normalised EBT excludes non-controlling interest and non-trading adjustments of $4.2m pre-tax related to asset impairment, settlement & restructuring costs.
3.PP – percentage points

POSITIVE MOMENTUM UNDER TRANSFORMATION PLAN
4Q25 quarterly earnings (NEBT) the strongest in two years
21
Q1 24Q2 24Q3 24Q4 24Q1 25Q2 25Q3 25Q4 25
Total Sales Revenue
-2.6% YOY
Q1 24Q2 24Q3 24Q4 24Q1 25Q2 25Q3 25Q4 25
Gross Margin %
+4.1pp YOY
Q1 24Q2 24Q3 24Q4 24Q1 25Q2 25Q3 25Q4 25
Gross Margin $
+13.4% YOY
Q1 24Q2 24Q3 24Q4 24Q1 25Q2 25Q3 25Q4 25
Normalised Earnings Before Tax (NEBT)
+61.1%

FREIGHT AND FUEL
22
•Jeff Vincent commenced as GM in January 2025
•Positive financial momentum – earnings and gross
margin growth – 90% YOY improvement in NEBT loss
•Stronger partnerships with key customers; winning
new business
•Priority focus on utilisation and operational efficiency
delivering good improvements
•Strong foundational customer partnership in Fuel
•Freight and Fuel delivered positive Normalised EBT
results in the most recent two quarters to end-Q126
One of the largest domestic freight providers and specialist
fuel delivery operators in New Zealand

WAREHOUSING
•Marc Blackburn commenced as GM in Feb 2025
•Reset of business underway in challenging
market – excess capacity and economic
headwinds
•Focus on customer partnerships, service
excellence and productivity
•Rightsizing business and teams to optimise
workflow demands
•Retention of key customers with new business
commenced in 1H26
•Exit of two sites will reduce costs further in FY26
23
Providing warehousing and supply chain solutions, with
over 90,000m
2
of warehousing space across New Zealand

SPECIALIST
•Consistently strong performance with healthy
pipeline of work in place
•YOY increases in revenue, earnings and margin
•Some projects moved into FY26 year
•Energy generation projects picking up -
considered experts in this sector
•Increasing work undertaken on projects in the
Pacific Islands with further potential
•Good start to FY26 with excellent pipeline
24
Credible and highly regarded team, preferred provider for
many specialised and heavy haulage projects
24

INTERNATIONAL
25
Oceans business (trans-Tasman shipping), International
freight forwarding and other services
Oceans
•New time charter model with faster, larger
vessel - commenced September 2024
•Foundational contracted customers utilising the
majority of capacity with strong interest
outside of the existing customer base
Other International services
•Lower market activity impacting demand,
particularly in Australia, which softened
revenues and impacted margins

26
LOOKING FORWARD
26

NEW HORIZONS 4-YEAR ROADMAP: FY25 to FY28
RE-SET
FY25 - FY26
STEP UP
FY26 – FY27
STAND OUT
FY28
A strong foundational platformCustomer value and operational
excellence; smart business growth
Preferred logistics provider; scaling
up; a market leader
Complete the Accelerate
transformation programme
•Customer focused team and
offering
•Rightsized cost base
•Network optimisation
•Relentless focus on cashflow and
revenue
•Improved balance sheet strength
•Win in market
•Quality customer experience
and value leading to growth
•High performing network and
operational excellence
•Match-fit team
•Leveraging digital & data
•Strategic partnerships
•Robust financial performance
•Enduring customer partnerships
•Strong competitive position
•Market reputation & brand
strength
•Winning market share
•Maximise new opportunities
27
FOUNDATIONS
Passionate &
Capable People
Valuable Customer
Partnerships
Operational
Excellence
Strong Financial
Performance

28
FY26 PRIORITIES: RE-SET TO STEP UP
•Smarter delivery for
better outcomes
•Route utilisation and
performance
•Continuous improvement
•Team strength – One MOVE
•High performance culture
and behaviours
•Data driven business
decisions
•Prudent technology
investment
•Revenue uplift
•Strong customer
partnerships
•Productivity and
efficiency focus
•Commercial rigour
WAREHOUSING
STEP CHANGE
CAPABILITY
STRENGTHEN
FREIGHT
BUILD VALUE
•Excellent customer
service and value
•Smart revenue
growth
•Competitively
positioned
WINNING
WITH
CUSTOMERS
STRONG FOUNDATIONAL PLATFORM WINNING IN MARKET

•Economy remains challenged with some pull back on
earlier gains - improvement expected in CY 2026
•Full impact of interest rates yet to be seen - business
and consumer confidence and spending will improve
as OCR cuts are passed through
•Primary industry and export markets continue to
prop up the economy – stronger rural growth vs
urban regions
•Flickers of improvement in retail sector
•Government policies favouring investment –
Investment Boost, National Infrastructure Plan
Long term macro drivers remain positive for the
transport and logistics sector
FY26 ECONOMIC OUTLOOK
29

CONTINUED IMPROVEMENT DELIVERED Q1 FY26
30
Q1 24Q1 25Q1 26
Total Sales Revenue
-3.5% YOY
Q1 24Q1 25Q1 26
Gross Margin %
+1.2pp YOY
Q1 24Q1 25Q1 26
Gross Margin $
+1% YOY
Q1 24Q1 25Q1 26
+67.9% YOY
Continued improvement despite
economic contraction
•Revenue impacted by economic
headwinds
•Focus on controlling the controllables
is driving uplift in margins and
earnings
•Operating costs down ~$3m on pcp;
on back of ~$27m cost out achieved in
FY25
•GM% the highest quarter in two years
•Normalised EBT loss improved by 82%
in past two years since 1Q24
Normalised Earnings Before Tax (NEBT)
1
1. Normalised EBT excludes non-trading adjustments which were nil in 1Q26

•Clear plan, lower cost base and strong customer partnerships
•Transition from Re-set to Step Up phase
•Expect continued positive momentum in Freight, Specialist and International. Focus
on stabilising and improving the Warehousing business
•Full benefit of significant structural cost out to be realised in FY26
•Lift in market activity and customer demand, combined with improvements from
transformation plan, will enable earnings growth
FY26 BUSINESS OUTLOOK
Moving from cost out to value creation focus
On track to achieve FY26 target: Return to positive normalised EBT
31

32
Nationwide network and specialised expertise
Multi-modal, end to end supply chain solutions
Customer focused, culture of service excellence
Experienced and passionate team
Competitive, value for money, reliable and resilient
provider
SOUND BUSINESS FUNDAMENTALS

DISCUSSION
33
33

RESOLUTION
RESOLUTION 1:
To record the re-appointment of PricewaterhouseCoopers as
the Company’s auditor and to authorise the Directors to fix the
auditor’s remuneration for the ensuing year.
34

OTHER BUSINESS
CLOSE OF THE
MEETING
35
35

36
APPENDICES
36

FUELSSPECIALIST
Our specialist road
tanker division is one of
the largest operators
in the New Zealand fuel
delivery market.
We move oversized and
large items that require
specialist haulage.
From heavy haulage,
and machinery
transports to oversized
freight movements –
we can move anything.
MOVE makes logistics easy for customers
End to end supply chain and logistics management
FREIGHTWAREHOUSINGINTERNATIONAL
We are one of the
largest domestic
freight providers in
New Zealand. Our
services include
general freight,
primary produce,
project cargo
and full truck loads.
We offer contracted
solutions for customers
including warehousing
and supply chain
capability. Our
warehouses are central
to main routes and
easy for port access.
We are global 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.
37
3PL PROVIDERMARKET LEADER IN SPECIALISED SERVICES

MOVE Oceans
Trans-Tasman shipping
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•MV Brio Faith completes a monthly
service trans-Tasman NZ/AU
•7 core port calls
•5,650 nautical miles covered each
schedule
•9,032 dead-weight-tonne vessel
•7,800 tonne of cargo capacity
•3 anchor customers renewed in 2025

Financial Measures
$MillionsFY25FY24
Net profit/(loss) before income tax (GAAP measure)(14.2)(45.3)
Add back:
Restructuring and settlement costs3.32.4
Goodwill and asset impairment.917.2
Normalised EBT
(excluding non-trading items, non-GAAP measure)
(10.0)(25.7)
Finance costs (net)11.310.2
Depreciation & Amortisation40.843.1
Normalised EBITDA
(excluding non-trading items, non-GAAP measure)
42.127.6
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MOVE Logistics Group uses several non-GAAP measures when
discussing financial performance and believe these provide a
better reflection of the company’s underlying performance.
Glossary:
•Adjusted net operating cashflow: Operating cashflow including
fixed rent and lease payment, less loan interest, tax and non-
trading costs
•EBITDA: Earnings before interest, tax, depreciation and
amortisation
•Gross Margin: Revenue less direct operating costs
•Gross Margin %: Gross margin/revenue
•Net debt: interest bearing liabilities less cash and cash
equivalents
•Normalised EBITDA: EBITDA before non-trading costs
•Normalised EBT (NEBT): Earnings before tax and non-trading
adjustments
$MillionsFY25FY24
Cash from operating activities
25.318.7
Lease principal payments
(31.0)(29.5)
Net cash from operating activities, less lease payments
(5.6)(10.8)
Adjustments: Tax/Loan Interest/Settlements/Restructuring
6.04.9
Adjusted net operating cashflow
0.3(5.9)

Disclaimer
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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 invitation or solicitation 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 future performance. 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.