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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

MOVE LOGISTICS GROUP LIMITED 2025 ANNUAL MEETING

30 October 2025

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CHAIR JULIA RAUE

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VOTING AND ASKING QUESTIONS

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Voting Card Question box
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AGENDA

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

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Julia Raue

Independent Chair Last re-elected 2023 Appointed Chair June 2024

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Lachie Johnstone

Independent Director Elected October 2024

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Greg Whitham

Non-independent Director Elected October 2024

LEADERSHIP TEAM

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Paul Millward CEO

Lee Banks CFO

Steph Rigter GM People & Culture

Ricky Clark GM Sales

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Jeff Vincent GM Freight & Fuel

Marc Blackburn GM Warehousing

Anthony Browne GM Oceans

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Nick Ward GM Technology

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Warwick Bell GM Specialist Lifting

BOARD PRIORITIES FY25

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

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

THE ACCELERATE TRANSFORMATION PROGRAMME Two year programme launched June 2024 – significant progress being delivered

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

BALANCE SHEET RESILIENCE

DELIVERED ON FINANCIAL TARGETS

Normalised Earnings Before Tax (NEBT) significantly ahead of prior year Achieved positive net adjusted operating cashflow

OUR GOALS

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A STRONG TEAM DELIGHT OUR EFFECTIVE USE FINANCIAL
THAT DELIVERS CUSTOMERS OF ASSETS STRENGTH AND
VALUE CREATION
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NEW HORIZONS 4-year roadmap: FY25 to FY28

RE-SET STEP UP STAND OUT FY25 - FY26 FY26 – FY27 FY28

Strong foundational platform

Customer value & Preferred logistics provider operational excellence Smart business Scaling up growth A market leader

FOUNDATIONS

Passionate & Valuable Customer Capable People Partnerships

Operational Strong Financial Excellence Performance

CEO PAUL MILLWARD

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

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38 sites
500+ trucks
~830 team members
96,000m [2 ] warehousing
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NEW DUNEDIN FREIGHT BRANCH Opened August 2025, investing in regional NZ

OPTIMISING OUR WAREHOUSE FOOTPRINT

FY25 LOOKBACK

17 17

ACCELERATE PROGRESS: ONE YEAR IN Positive momentum on transformation, clear forward action plan

Paul Millward as CEO from August 2024 Strengthened leadership team - Key business GM positions filled from early 2025 - People, Oceans and Cost & Value workstreams completed Clear transformation plan well embedded - Phase 2 underway – Value Creation & Efficiency - GM% increase of 4.1pp in FY25 Strong gross margin expansion plan in place - ~$27m cost reduction in FY25 - Divestment of surplus/aged assets - Rightsizing network, fleet and assets Warehousing identified 2 sites for exit; new Dunedin freight branch, further opportunities identified - Strengthened balance sheet Renewed funding arrangements in place - Retained key customers, building on existing customer Customer service excellence 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

OPERATING BACKDROP DURING FY25 Economic recovery stalled; headwinds persist

The transformation programme is providing resilience and positioning MOVE strongly for economic upswing

Economic environment

Cost pressures

Biggest recessionary environment since early 1990s
Global uncertainty affecting exports and business confidence
Inflation moderating, however cost pressures remain, particularly for fuel and other operational expenses
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

Sector

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
Reduced demand putting pressure on volumes and aggressive pricing strategies

FY25 FINANCIAL HIGHLIGHTS

Results reinforce momentum of transformation programme

REVENUE

RETAINED REVENUE IN WEAK ECONOMY

EARNINGS1

SIGNIFICANT IMPROVEMENT IN NORMALISED EBT (NEBT)

GROSS MARGIN 2H GROSS MARGIN % THE HIGHEST IN TWO YEARS

Focus on delivering for customers in highly competitive market

Step change in FY25; 4Q25 the strongest quarter in two years

Positive gross margin expansion in a tight revenue environment – driven by broad cost out and efficiency programme

Revenue -2.6% $286.3m

Normalised EBT[2] +61.1% $(10.0)m

GM$ +13.4% $83.5m

EBT +68.7% $(14.2)m

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

Total Sales Revenue

-2.6% YOY

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Gross Margin $

+13.4% YOY

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Q1 24 Q2 24 Q3 24 Q4 24 Q1 25 Q2 25 Q3 25 Q4 25

Normalised Earnings Before Tax (NEBT)

+61.1%

Gross Margin % +4.1pp YOY

Q1 24 Q2 24 Q3 24 Q4 24 Q1 25 Q2 25 Q3 25 Q4 25

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Q1 24 Q2 24 Q3 24 Q4 24 Q1 25 Q2 25 Q3 25 Q4 25

FREIGHT AND FUEL

One of the largest domestic freight providers and specialist fuel delivery operators in New Zealand

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

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WAREHOUSING

Providing warehousing and supply chain solutions, with over 90,000m[2] of warehousing space across New Zealand

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

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SPECIALIST

Credible and highly regarded team, preferred provider for many specialised and heavy haulage projects

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

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24
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INTERNATIONAL

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

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25
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LOOKING FORWARD

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NEW HORIZONS 4-YEAR ROADMAP: FY25 to FY28

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

FY26 PRIORITIES: RE-SET TO STEP UP

STRONG FOUNDATIONAL PLATFORM

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

FY26 ECONOMIC OUTLOOK

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

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CONTINUED IMPROVEMENT DELIVERED Q1 FY26

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

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Gross Margin $
+1% YOY
Q1 24 Q1 25 Q1 26
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Gross Margin %
+1.2pp YOY
Q1 24 Q1 25 Q1 26
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Total Sales Revenue
-3.5% YOY
Q1 24 Q1 25 Q1 26
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Normalised Earnings Before Tax (NEBT) [1]
+67.9% YOY
Q1 24 Q1 25 Q1 26
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1. Normalised EBT excludes non-trading adjustments which were nil in 1Q26

FY26 BUSINESS OUTLOOK Moving from cost out to value creation focus

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

On track to achieve FY26 target: Return to positive normalised EBT

SOUND BUSINESS FUNDAMENTALS 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

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DISCUSSION

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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.

OTHER BUSINESS

CLOSE OF THE MEETING

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APPENDICES

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MOVE makes logistics easy for customers End to end supply chain and logistics management

3PL PROVIDER

MARKET LEADER IN SPECIALISED SERVICES

FREIGHT WAREHOUSING INTERNATIONAL We are one of the We offer contracted We are global logistics largest domestic solutions for customers specialists and freight providers in including warehousing provide international New Zealand. Our and supply chain freight forwarding services include capability. Our and shipping agency general freight, warehouses are central services across a broad primary produce, to main routes and range of industries. project cargo easy for port access. Our trans-Tasman and full truck loads. shipping service adds another valued service to our offer.

FUELS SPECIALIST Our specialist road We move oversized and tanker division is one of large items that require the largest operators specialist haulage. in the New Zealand fuel From heavy haulage, delivery market. and machinery transports to oversized freight movements – we can move anything.

MOVE Oceans Trans-Tasman shipping

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

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Financial Measures

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 nontrading costs
EBITDA: Earnings before interest, tax, depreciation and amortisation

$Millions	FY25	FY24
Net profit/(loss) before income tax (GAAP measure)	(14.2)	(45.3)
Add back:
Restructuringand settlement costs	3.3	2.4
Goodwill and asset impairment	.9	17.2
Normalised EBT (excluding non-trading items, non-GAAP measure)	(10.0)	(25.7)
Finance costs(net)	11.3	10.2
Depreciation & Amortisation	40.8	43.1
Normalised EBITDA (excluding non-trading items, non-GAAP measure)	42.1	27.6

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

$Millions	FY25	FY24
Cash from operating activities	25.3	18.7
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	6.0	4.9
Adjusted net operating cashflow	0.3	(5.9)

Disclaimer

This presentation has been prepared by MOVE Logistics Group Limited (“MOV”). The information in this presentation is of a general nature only. It is not a complete description of MOV.

This presentation is not a recommendation or offer of financial products for subscription, purchase or sale, or an 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.

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MOVE LOGISTICS GROUP LIMITED — AGM Information 2025

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