FY25 Climate Statement

Climate Related
Disclosures
2025

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CLIMATE RELATED DISCLOSURES 2025
INTRODUCTION
Move Logistics Group Limited (MOVE) is pleased to present its second Climate
Statement. It relates to the reporting period 1 July 2024 to 30 June 2025 (FY25).
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).
Adoption provisions
In preparing this statement we have utilised the following NZ CS 2 Adoption
Provisions for this FY2025 report, meaning the disclosures in this climate statement
do not cover these aspects of NZ CS:
Adoption Provision 2: Anticipated financial impacts
Adoption Provision 6: Comparatives for metrics
Adoption Provision 7: Analysis of trends
Limitations and disclaimers
This report sets out MOVE’s current 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 16 October 2025 for the financial
year ended 30 June 2025. 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 FY2025 (1 July 2024 – 30 June 2025). The
Climate Statement (also referred to as Climate-related Disclosures, or ‘CRD’)
contains disclosures that rely on early and evolving assessments of current and
forward-looking information, incomplete and estimate data, and MOVE’s related
judgements, opinions and assumptions that MOVE considers to be appropriate in
the circumstances. These disclosures are based on information, which is uncertain
and likely to change over time, including as a result of factors outside of MOVE’s
control, which is likely to influence the validity of such disclosures.
MOVE has sought to provide accurate information in respect of FY25 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. Forward looking statements
should not be taken as guarantees of future performance, and actual results
may differ materially from what is stated. MOVE is committed to progressing its
response to climate-related risks and opportunities but is constrained by the
novel and developing nature of climate change.
The information in this report may change following publication of this report
and will not be updated over time. MOVE gives no representation, guarantee, or
warranty that actual outcomes or performance will not materially differ from the
forward-looking statements and accepts no liability for any loss arising from use
of information contained in this report.
This report is not an offer or recommendation to invest in, distribute, or purchase
financial products and does not constitute guidance with respect to MOVE’s
strategic performance, earnings, or growth. Nothing in this report should be
interpreted as advice, whether investment, legal, financial, tax or otherwise.
This report and the data it contains is unaudited, except for the scope 1, 2 and
3 emissions located in the Metrics and Targets section which are subject to
mandatory assurance.
Approved on behalf of the Board on 16 October 2025 by:
Julia Raue Lachlan Johnstone
Chair Director

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CLIMATE RELATED DISCLOSURES 2025
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.
• Monitoring reporting systems, audit requirements and external audit
processes, and compliance with its continuous disclosure requirements.
• 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 progress with sustainability
initiatives, and sustainability and climate reporting.
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. The RAAC’s oversight includes:
• Review greenhouse gas emissions (GHG) reporting and climate-related
disclosures and recommend to the Board for approval.
• Review and evaluate with the CEO, CFO and external advisers, the processes
in place for assessing and verifying GHG reporting and climate-related
disclosures.
• Review the assurance process undertaken in respect of any sustainability
and climate-related disclosures including mandatory assurance of such
disclosures.
Board skills and competencies
The Board Charter specifies the responsibilities of board members inclusive of
setting and overseeing the execution of MOVE’s strategy, and the supervision of
management in the operation of the business.
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 which is inclusive of Sustainability
and Climate Change risk competencies, using a skills matrix.
Board members are supported and encouraged to undertake appropriate
training and education so they can best perform their duties. This may be
undertaken individually or collectively. MOVE’s 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. GHG emissions updates are provided to the Board as part of the CFO’s
monthly report.
Strategy development
The Board reviews MOVE’s strategy annually. The Board via RAAC is informed of
key enterprise risks (including the risks relating to climate), in the six-monthly
reports from management and considers these in its assessment of the annual
strategy. The Board is wholly responsible in determining the nature and extent of
the principal risks MOVE is willing to take in achieving strategic objectives, inclusive
of climate risks and opportunities.

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CLIMATE RELATED DISCLOSURES 2025
The strategy is developed by management and takes into consideration sector
challenges that MOVE is exposed too, including those related to climate change.
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
MOVE has measured and reported GHG emissions, and emission reduction
practices, since 2019. Our GHG inventory is verified by Opportune and includes
reasonable assurance in relation to Scope 1 and 2 emissions and limited assurance
in relation to Scope 3 emissions in accordance with the Aotearoa New Zealand
Climate Standards (NZ CSs) issued by the External Reporting Bard (XRB). The Board
receives a summary report of GHG emissions as a part of the CFO’s monthly report.
Remuneration
The Group’s incentive scheme does not currently include any specific climate-
related or sustainability-related performance-tied initiatives.
Management
The Board delegates to the Chief Executive Officer (CEO) who acts as the
principal representative of MOVE and in turn delegates several functions to the
management team.
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. The CFO reports bi-annually to the Board on risk register updates
and climate-related matters, as well as ad hoc reporting where risk tolerance
thresholds have been breached.
The CFO is also 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 within the CFO report on a
monthly basis.
MOVE’s Health, Safety, Wellbeing and Sustainability Committee’s remit includes
climate and sustainability-related matters and promotion of 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 provides a report up to the Board at each Board meeting.
Management of climate-related risks and opportunities
MOVE undertook a full climate-related risk assessment in May 2023, which involved
key stakeholders from the management team. This assessment was a first-pass
risk assessment to surface climate-related risks and opportunities that the Group
is exposed to. A full climate risk assessment is planned to be carried out every
three years, supported by an annual pulse check.
Our first annual pulse check occurred in FY25 with executive and senior leadership
team participation. The pulse check highlighted material changes to be
considered in the context of the updated scenario analysis, an overview of climate
risk and opportunities rating methodology, and confirmation of the material risks
and updates to MOVE’s climate register.
MOVE intends to incorporate climate risk identification, capture and management
activities into existing enterprise risk management (ERM) processes for future
reporting periods.
GHG emissions are reported monthly to the Board as part of the CFO’s
monthly report. Emissions are currently measured at the group level. MOVE
has implemented a new GHG emissions measurement tool and is now able to
measure these by site across its business.

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CLIMATE RELATED DISCLOSURES 2025
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
We make logistics easy for our customers
MOVE is one of New Zealand’s largest providers of domestic freight, warehousing
and logistics solutions, with a clear vision to be the preferred partner in the
industry. We are driven by our mission to keep our customers moving through a
reliable, competitive and scalable service.
Our strengths lie in our national network, regional reach, operational capability
and logistics expertise across the entire supply chain. We prioritise strong
customer partnerships and our team are focused on positive customer outcomes.
We are committed to delivering excellence across New Zealand, ensuring our
customers’ needs are met with care and precision.
Board of Directors
Governance body ultimately responsible for oversight and implementation
of Move Logistics Group’s sustainability framework, strategy and of the
management of Move’s climate-related risks and opportunities.
CEO
Promotes a culture of pro-actively managing risks (including climate-related risks),
aligned with policy and framework.
Management Level
Board Level
Move Logistics operating units –
GMs
Identifying and managing
climate-related risks and opportunities.
Executive Management
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.
CFO
Facilitating regular reviews and
updates to the CEO and the RAAC
on risks, including coordinating
climate-related risks and
opportunities identification and
reporting.
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 2025
3PL PROVIDERMARKET LEADER IN SPECIALISED SERVICES
FREIGHTWAREHOUSINGINTERNATIONALFUELSSPECIALIST
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.
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.
Scenario analysis undertaken
Our scenario analysis was based on the Transport Sector Climate Change
Scenarios. A group of executives, general management and subject matter
experts from across the business participated in several workshop sessions,
facilitated by external consultants, to develop MOVE’s entity level climate scenario
analysis in 2024 and to refine and update the scenario narratives in 2025.
Scenarios chosen
To help identify climate-related risks and opportunities and better understand the
resilience of our business model and strategy, we analysed three scenarios:
Orderly – Net Zero by 2050 (~1.5°C), Disorderly – Delayed Transition (~2°C) and
Hot House World – Current Policies (~3°+C). The scenarios are not intended to be
forecasts or predictions but represent challenging, plausible futures.
These three scenarios were chosen because they cover a plausible range of
futures and, therefore, are useful to test and identify a range of physical and
transition risks and opportunities under different levels of uncertainty.
Timeframes used in scenario analysis
MOVE’s scenario analysis was performed over three timeframes: short-term
(present-2030), medium-term (2030-2050), and long-term (2050-2080). The time
horizons were chosen to align with our asset design life and strategic planning
horizons. The climate risk assessment and scenario analysis scope, boundaries,
and time horizons have not been adjusted in the current reporting period.
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.

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CLIMATE RELATED DISCLOSURES 2025
Scenario development process
The boundaries for the scenario analysis were established as being one tier up
and one tier down our value chain in alignment with our climate risk assessment.
The process of our scenario development was disclosed in the prior period, and
included the following steps:
• To guide our scenario development, we defined the focal question “How
can MOVE’s 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.
• We determined which driving forces were most relevant to 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.
MOVE’s scenario narratives were developed during FY24 and incorporate outputs
of our physical risk scenario analysis conducted in FY23. A scenario analysis
refresh was conducted during FY25. This was undertaken in order to capture
material macroeconomic and geopolitical changes, and to reflect emerging
climate science and any updates to climate data sets. Scenarios were applied
to MOVE’s climate risk and opportunities register, with the objective of testing
completeness, relevance, and ratings (see Risk Management section).
We intend to conduct a refresh on an annual basis aligned with our climate risk
register review cadence. Our scenario analysis has not yet been integrated with
our annual strategic planning process.

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CLIMATE RELATED DISCLOSURES 2025
Scenario summary
Overview of MOVE’s scenario archetypes:
Orderly architecture and snapshot
Global climate and
socioeconomics
IPCC SSP1-1.9
NGFS - Net Zero 2050 and
Highway to Paris
NIWA Downscaled
SSP1-2.6, NGFS Downscaled
Orderly –
Fully Charged
MOVE
Scenarios
Net Zero 2050 describes a scenario in which the
international Net Zero 2050 targets are achieved.
Under this scenario, 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.
Global energy &
emissions pathways
NZ physical and
transition impacts
NZ sector-specific factors
Entity-specific analysis
Policy
ambition
<1.5 ̊C
Policy
reaction
Immediate
Technology
change
Fast
Behaviour
change
Fast
Disorderly architecture and snapshot
Global climate and
socioeconomics
IPCC SSP1-2.6, SSP2-4.5
NGFS - Delayed Transition and
Sudden wake-up call
NIWA Downscaled
SSP2-4.5, NGFS Downscaled
Disorderly –
Short Detour
MOVE
Scenarios
The Delayed Transition scenario describes a
scenario in which there is delayed investment into
decarbonisation. A sudden shift in domestic and
international governments' response to climate
change occurs after 2027, triggered by major climate
events. Exposure to transition risk in the short and
medium term is high to extreme.
Global energy &
emissions pathways
NZ physical and
transition impacts
NZ sector-specific factors
Entity-specific analysis
Policy
ambition
<3 ̊C
Policy
reaction
Delayed
Technology
change
Slow, then fast
Behaviour
change
Slow
Hot House World architecture and snapshot
Global climate and
socioeconomics
IPCC Regional Rivalry SSP3-7.0
NGFS - Current Policies
NIWA Downscaled
SSP3-7.0, NGFS Downscaled
IPCC AR6, NIWA
MOVE
Scenarios
The Current Policies scenario describes a scenario in
which 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 moderate in
the short-term, high in the medium-term; and high to
extreme in the long-term.
Global energy &
emissions pathways
NZ physical and
transition impacts
NZ sector-specific factors
Entity-specific analysis
Policy
ambition
3 ̊C+
Policy
reaction
None - current policies
Technology
change
Slow change
Behaviour
change
Low use

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CLIMATE RELATED DISCLOSURES 2025
Overview of MOVE’s key driving forces:
OrderlyDisorderlyHot House World
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
behaviours
Early adoption of low emissions
technology
Delayed 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
events
Frequent damage to large parts of the
transport infrastructure network
Chronic climate impactsEvidence 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
laws
Stable policy environment, unified
approach
Divided and changeable until delayed
implementation
Policies consistent with todays
environment

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CLIMATE RELATED DISCLOSURES 2025
Scenario narratives
We have summarised the outputs from the climate scenario workshops and
scenario analysis refresh, in which we explored how the key driving forces we
identified might respond to 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 – Net Zero 2050
An orderly scenario presupposes early and decisive investment in decarbonisation
from the present day to 2030. This enables New Zealand and the world to halve
emissions by 2030 and achieve the global target of net zero emissions by 2050.
Under this scenario, 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,
supported by legislative frameworks and regulation and a technology-driven
transformation of supply chains and energy systems, unfolds gradually signalling
a shift towards comprehensive emissions reduction. There is a dynamic response
to the decarbonisation of the transport industry and associated infrastructure
supported by policy. The Land Transport Clean Vehicle Standard is strengthened
and extended beyond light vehicles to include heavy vehicle imports. Strong
performance on emissions reduction is reinforced by financial disclosure regimes
that discourage capital allocation to fossil fuel-intensive activities, robust carbon
markets and effective sustainable finance taxonomies (locally and globally).
The rapid commercialisation and uptake of zero carbon transport technologies
drives down the cost of batteries, green hydrogen, and clean transport fuels,
while sustainable use of artificial intelligence drives further cost efficiency gains.
Climate resilient infrastructure and assets, including climate-controlled logistics,
are investment priorities. Installed renewable energy generating capacity rapidly
increases and clean energy generation matches energy demand. The surging oil
price, due to geopolitical events such as Russia’s invasion of Ukraine and conflict
in the Middle East, incentivises and accelerates investment in alternatives and
redirects capital flows to clean energy generation.
While there are often disruptions from changing weather patterns and other
climate events, the impacts are relatively 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 strongly favours
products and services that have a low emissions profile, with consumers
accepting price premiums and/or a slower supply chain.
Disorderly – Delayed Transition
A disorderly scenario assumes delayed investment into decarbonisation with
abrupt policy implementation being triggered by major climate events. A sudden
shift in domestic and international governments’ response to climate change
occurs after 2027, driving rapid investment into decarbonisation technologies. The
demand spike and surging carbon prices (carbon price (USD/TCO2e) of $22.42
rises to $461.45 by 2035) creates supply side shocks as the exposure to transition
risk in the short and medium term is high to extreme.
The short-term period is characterised by disjointed policy responses to climate
change including inconsistent disclosure regimes, domestically and globally,
unresolved trade tensions and heightened geopolitical risks. The international
response lacks co-ordination with a large portion of the global energy system
tied to fossil-fuelled activities. The delayed transition is compounded by resource
scarcity, with key minerals and metals required for the energy transition being
concentrated in a handful of countries. Supply shocks relating to increasingly
frequent weather events that impact sea, air and road logistics has an inflationary
effect, making it increasingly costly and difficult for New Zealand to procure
essential goods and components.
Fiscal policies that continue to support fossil-fuelled freight results in a disjointed
industry response, with some market participants able to undercut prices through
continued reliance on fossil-fuelled vehicles, which provides consumers with
cheaper options and hinders the wide-spread societal shift away from high
emissions freight. Inflationary pressures result in businesses and households
prioritising price over sustainability, while abrupt policy changes send conflicting
market signals that weaken the business case for freight decarbonisation.
Delayed investment into critical infrastructure and resilience results in increased
costs associated with damage remediation caused by increasingly frequent and
intense extreme weather events. In the short to medium term, the damage caused

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CLIMATE RELATED DISCLOSURES 2025
to roads, rail and ports leads to increased disruption to freight networks and safety
risks to operators. There is an increase in demand for freight and logistics services to
manage transport of demolition and construction waste and materials. Road freight
remains dominant however damage to road infrastructure begins to drive demand
for ocean freight as an alternative, more resilient, freight option.
The sudden introduction of punitive fiscal policies that penalise emissions
intensive activities like diesel-powered road freight, requires significant capital
expenditure into zero emissions fleet. The associated demand spike drives up
capital costs for the freight logistics sector, which in turn drives up the cost
of logistics and dampens demand. Despite wider societal understanding
and acceptance of the need to decarbonise, there is only partial buy-in from
businesses and households when it comes to shouldering the associated costs,
due to broader inflationary effects.
Hot House World – Current Policies
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 in the short-term; high in the medium-term; and high
to extreme over in the long-term.
Regular, severe extreme weather events present significant challenges to society.
Record high temperatures and extreme oscillations in weather patterns drive
an increase in emissions as energy demand for heating and cooling continues
to grow. Subdued global and national policy response to climate change pre-
2030 is triggered by a global ‘anti-woke’ sentiment, fuelled by the resistance to
decouple the energy system from fossil fuels, despite warnings from the scientific
community that tipping points are approaching faster than anticipated, and
despite the frequent occurrence of fatal heat domes, wildfires, and floods linked to
global warming.
Frequent and severe climate events present significant challenges for the road
logistics sector, due to roading infrastructure being heavily impacted by extreme
heat, rain, and flood. Governments continue to be reactive to climate impacts,
through to 2030. The longer-term impact is that public sector expenditure is tied
up in recurrent damage remediation, with little budget left over for enhanced
infrastructure resilience.
Logistics delays relating to road access impairment due to over-slips, under-slips
and inundation are increasingly frequent. Related costs associated with re-routing,
labour, and health and safety, mount year-on-year, reducing logistics margins
significantly. The lack of public sector investment into infrastructure resilience
results in an increasing number of isolated communities that are difficult to reach,
and costly to serve. Key logistics markets, such as New Zealand’s agricultural,
horticultural, and forestry sectors, are highly vulnerable to climate impacts, shrinking
the primary commodity logistics market, as many producers withdraw.
Governments are reactive, and expenditure is heavily directed towards recurring
recoveries and rebuilding national infrastructure.
Major disruptions to trade and energy flows trigger protectionist trade policies
and a shift to friend-shoring and onshoring, with the traditional cost benefits
associated with global trade (such as economies of scale and competitive
advantage), ceded to serve national interests and geopolitical objectives. Freight
logistics providers are faced with supply chain challenges, with components, parts
and assets difficult and costly to procure.
Global conflict intensifies emissions through heightened military activities and
energy market volatility, as countries prioritise military expenditure over the
advancement of climate action. Escalating geopolitical tensions continue to
divert resources from clean technology to defence, indirectly boosting emissions.
In the medium-term, compounding climate events fuel economic volatility due to
capital loss and asset impairment. Mounting climate damage costs, and reduced
productivity, trigger cascading economic impacts that further hinder effective
climate action.
There is increased population displacement, climate migration, and social unrest
as vulnerable communities are disproportionately impacted. New Zealand
sees a growing prioritisation of food, energy, and water security, in the face of
an increasingly fractured global trade system. By 2050, a lack of investment in
infrastructure results in communities that are increasingly difficult and costly to
serve. The global average temperature has risen by 2.5 degrees Celsius and is
on track to exceed 3+ degrees Celsius of global surface temperature warming.
Beyond 2050, New Zealand’s primary sector is profoundly affected by climate
events devastating farm systems, disrupting food supply and transport. Soaring
unemployment and supply-side shocks further fuel inflation and erode disposable
household income, causing GDP to plummet.

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CLIMATE RELATED DISCLOSURES 2025
Transition risks and opportunities
Transition risks and opportunities were considered in the context of the IPCC AR6 SSP1-1.9 and SSP2-4.5, and NGFS Orderly and Delayed Transition scenarios. The Hot House
World scenario was not considered as it assumes no transition occurs. In the orderly scenario, the transition is completed by ~2050 and so transition risks and opportunities
are not considered relevant or material post-2050.
The following table sets out the material transition risks for FY25:
Key – Timeframes
ST - Short-term (now-2030)
MT - Medium-term (2031-2050)
LT - Long-term (2051-2080)
Risk
ID
Risk AreaRisk DescriptionCurrent ImpactsAnticipated
Impacts
Related
Transition
Planning
Initiatives
ScenarioTimeframe
ST | MT | LT
TR1. TechnologyRisk of increased investment costs relating to relatively
higher cost of low/zero carbon fuel technology.
None noted.Increased
investment
costs.
None noted.SSP1-1.9
SSP2-4.5
TR2.TechnologyRisk that the electricity network capacity [transmission]
is insufficient to accommodate heavy haulage fleet
electrification.
Disrupted
productivity due
to insufficient
electricity capacity,
increased
electricity costs.
None noted.SSP1-1.9
SSP2-4.5
TR3. TechnologyRisk that MOVE’s adoption of low / zero carbon fuel tech is
too slow and results in customer loss.
None noted.Customer loss,
market share
reduction.
None noted.SSP1-1.9
SSP2-4.5
TR4.ReputationRisk that MOVE is unable to attract capital market interest
due to inability to demonstrate material progress (on ESG),
thereby restricting access to equity capital to fund MOVE’s
growth strategy.
None noted.Reduced
capital
available.
None noted.SSP1-1.9
SSP2-4.5
TR5.Policy and Legal Risk that MOVE is unable to source low/zero carbon
technology and results in delayed adoption, which in turn
presents regulatory risk arising from their inability to comply
with low carbon regulations, due to New Zealand logistics
companies’ relatively small scale and unique technical
specifications.
None noted.Increased
capital costs.
None noted.SSP1-1.9
SSP2-4.5
Key – Risk Rating
■ Extreme
■ High
■ Moderate
■ Low
Scenario Reference
SSP1-1.9: Orderly – SSP1-1.9 (NIWA downscaled 1.9)
SSP2-4.5: Disorderly – SSP2-4.5 (NIWA downscaled 4.5)

13
CLIMATE RELATED DISCLOSURES 2025
The following table sets out the material opportunities for FY25:
Key – Timeframes
ST - Short-term (now-2030)
MT - Medium-term (2031-2050)
LT - Long-term (2051-2080)
Opportunity
ID
Opportunity TypeOpportunity DescriptionCurrent ImpactsAnticipated ImpactsScenarioTimeframe
ST | MT | LT
TO1MarketsMOVE’s decision to decarbonise opens avenues to
government subsidies, co-funding opportunities and grants
relating to decarbonisation.
None noted.Increased funding. SSP1-1.9
SSP2-4.5
TO2Resource efficiencyAdvanced technologies for route planning enhances
MOVE’s operational efficiency and lowers its running costs,
over time.
None noted.Increased
productivity and
reduced operating
costs.
SSP1-1.9
SSP2-4.5
TO3MarketsHydrogen powered logistics creates a differentiator for
MOVE through offsetting or carbon credit generation
through fleet decarbonisation.
None noted.Increased revenue. SSP1-1.9
SSP2-4.5
TO4Energy SourceInstallation of onsite generating capacity can shield MOVE
from rising energy costs and provide the ability to electrify
fleet.
None noted.Increased security of
energy supply.
SSP1-1.9
SSP2-4.5
TO5Resource efficiencyInstallation of rooftop PV can enhance operating efficiency
and reduce energy-related costs.
None noted.Decreased energy-
related costs.
SSP1-1.9
SSP2-4.5
Key – Risk Rating
■ Extreme
■ High
■ Moderate
■ Low
Scenario Reference
SSP1-1.9: Orderly – SSP1-1.9 (NIWA downscaled 1.9)
SSP2-4.5: Disorderly – SSP2-4.5 (NIWA downscaled 4.5)
SSP5-8.5: Hot house world – SSP5-8.5 (NIWA downscaled 8.5)

14
CLIMATE RELATED DISCLOSURES 2025
Physical risks
We assessed physical risks 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 HazardCurrent ImpactsRisk
ID
Risk Type / Future ImpactRelated Transition
Planning Initiatives
ScenarioTimeframe
ST | MT | LT
Increasing
incidence and
severity of extreme
weather events
Within the reporting
period, MOVE did
not experience any
disruption because of
severe weather events.
PR1 Risk of increased investment costs relating to relatively
higher cost of low/zero carbon fuel technology.
None noted.SSP1-1.9
SSP2-4.5
SSP5-8.5
PR2Disruption to customer productivity for key products (ex:
crop / harvest loss), presenting a risk to customer base
(due to increasing number of customer bankruptcies).
None noted.SSP1-1.9
SSP2-4.5
SSP5-8.5
PR3Delays in fuel delivery, presenting a risk of reduced road
freight productivity.
Training our drivers to
enhance fuel efficiency
(through utilisation of our
eRoad platform).
SSP1-1.9
SSP2-4.5
SSP5-8.5
PR5Reduced weather windows for oversized transport deliveries
resulting in customer complaints or customer losses.
None noted.SSP1-1.9
SSP2-4.5
SSP5-8.5
PR8Increased transit times, causing procurement delays. This
presents a revenue risk linked to MOVE’s ability to secure
fleet.
None noted.SSP1-1.9
SSP2-4.5
SSP5-8.5
PR10Excessive flooding and high winds, reducing access to sites,
presenting a risk of delivery delays and revenue loss (due to
contract penalties and/or eroded customer base).
None noted.SSP1-1.9
SSP2-4.5
SSP5-8.5
Key – Risk Rating
■ Extreme
■ High
■ Moderate
■ Low
Scenario Reference
SSP1-1.9: Orderly – SSP1-1.9 (NIWA downscaled 1.9)
SSP2-4.5: Disorderly – SSP2-4.5 (NIWA downscaled 4.5)
SSP5-8.5: Hot house world – SSP5-8.5 (NIWA downscaled 8.5)

15
CLIMATE RELATED DISCLOSURES 2025
Climate HazardCurrent ImpactsRisk
ID
Risk Type / Future ImpactRelated Transition
Planning Initiatives
ScenarioTimeframe
ST | MT | LT
Increasing number
of hot days
We have not observed
any material impacts of
hot days on our assets,
operations or people.
PR4 Increasing frequency of safe working temperatures being
exceeded, presenting a risk of service disruptions (due to
forced / temperature-related shutdown) (warehousing,
office buildings, freight branches and sea freight).
None noted.SSP1-1.9
SSP2-4.5
SSP5-8.5
PR6Higher working temperatures, presenting a risk of increased
driver fatigue and stress.
None noted.SSP1-1.9
SSP2-4.5
SSP5-8.5
PR7Risk of increased asset investment requirements
related to design specifications to accommodate the
higher temperature profile (i.e. temperature-controlled
transportation units).
None noted.SSP1-1.9
SSP2-4.5
SSP5-8.5
Increasing
frequency and
intensity of pluvial
flooding
The East Coast floods
and Tasman floods
caused disruption to
road freight routes (and
customers) but did not
result in any material
adverse impacts on our
assets, operations or
people.
PR9Reduces access to sites, presenting a risk of revenue loss.None noted.SSP1-1.9
SSP2-4.5
SSP5-8.5

16
CLIMATE RELATED DISCLOSURES 2025
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.
Key – Timeframes
ST - Short-term (now-2030)
MT - Medium-term (2031-2050)
LT - Long-term (2051-2080)
Climate
Hazard
Opportunity
ID
Opportunity Description Current ImpactsAnticipated ImpactsScenarioTimeframe
ST | MT | LT
Extreme
weather
PO1MOVE Oceans offers an alternative to impacted road freight
services and routes.
No current impacts.Increased revenue and
increased share of the
logistics market.
SSP1-1.9
SSP2-4.5
SSP5-8.5
Extreme
weather
PO2MOVE has a natural competitive advantage owing to its
specialist and diverse fleet, that sets it ahead of the market
when physical impacts begin to impact freight.
No current impacts.Increased revenue.SSP1-1.9
SSP2-4.5
SSP5-8.5
AllPO3Increased demand from the energy sector for increased
capacity (i.e., major utility projects) results in an increase in
specialist freight services.
No current impacts.Increased specialist
freight service revenue.
SSP1-1.9
SSP2-4.5
SSP5-8.5
AllPO4Additional planned contingency routes as a response to
disruption caused by climate events, presents an opportunity to
support drivers and reduce down-time, stress, and productivity
loss.
No current impacts.Improved employee
wellbeing.
SSP1-1.9
SSP2-4.5
SSP5-8.5
AllPO5Increased engagement with our customers as a result of
climate change will facilitate improved contract management.
No current impacts.Improved relationships
with customers.
SSP1-1.9
SSP2-4.5
SSP5-8.5

Key – Risk Rating
■ Extreme
■ High
■ Moderate
■ Low
Scenario Reference
SSP1-1.9: Orderly – SSP1-1.9 (NIWA downscaled 1.9)
SSP2-4.5: Disorderly – SSP2-4.5 (NIWA downscaled 4.5)
SSP5-8.5: Hot house world – SSP5-8.5 (NIWA downscaled 8.5)

17
CLIMATE RELATED DISCLOSURES 2025
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.
Although there is no standardised method for integrating climate-related risks
and opportunities into our capital deployment processes, sustainability factors are
considered during capital expenditure proposal assessments.
Progress towards transition planning
We operate in a sector that is currently highly dependent on fossil fuels. We
therefore have a role to play in developing a solution for transitioning to a low
emissions future. While we haven’t yet developed our transition plan, we are
committed to reducing emissions where we can. This includes modernising our
fleet; improving energy efficiency; training our drivers to enhance safety and
fuel efficiency (through utilisation of our eRoad platform); optimising routes and
networks to improve fuel efficiency; and offering multi-modal freight solutions
(road, rail and sea freight) that are lower carbon intensity than road freight; and
transitioning our fleet to hydrogen and/or electric trucks.
Our multi-modal freight solutions will also improve resilience in the face of climate
hazards such as extreme weather, flooding, and landslides, as sea freight is less
vulnerable to disruption than road freight.
We review our fleet strategy on an on-going basis to determine the commercial
availability and viability of electric and hydrogen fleet, and the infrastructure
readiness to support this transition. In the interim, we are focused on fuel efficiency
measures and interventions to reduce fuel burn, emissions and costs. In this
regard, from a cost optimisation perspective, our transition risk management
strategy is aligned with our internal capital deployment and funding decision-
making process.

18
CLIMATE RELATED DISCLOSURES 2025
RISK MANAGEMENT
Risk management framework
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.
MOVE’s risk management framework is set out below:
Risk Management Value Chain
Risk management is undertaken within the context of MOVE’s strategic business
objectives and core processes, including the operating environment, strategy and
business plan, business-as-usual operations, and material projects.
Identification and assessment
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 and the climate risk register has been reviewed and updated
on an annual basis since then. External consultants are engaged to facilitate
workshops which support the Group to agree or revise the scope and boundaries
of the risk assessment including the strategic time horizons to test against; and
work with subject matter experts (SMEs) from within the business to identify,
assess and confirm specific physical risks (acute and chronic) and transition risks
(associating with transitioning to a low carbon and climate resilient economy).
When conducting our annual review of our climate risks and opportunities
assessment, MOVE’s Executive Leadership Team and SME’s applied refreshed
scenario narratives, that reflect key updates to global and downscaled climate
data sets, as well as geopolitical shifts that are likely to influence global warming
trajectories (see Strategy section).
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, assessed exposure, sensitivity,
and adaptive capacity across three-time horizons, under three global warming
scenarios. Transition risks were assessed using time bound urgency ratings and
impact ratings.
Materiality thresholds derived from MOVE’s enterprise severity consequence table
were applied to inform the ratings given to both physical and transition risks.
B
E
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

19
CLIMATE RELATED DISCLOSURES 2025
Risk management
Risk management and mitigation strategies vary, based on the risk rating, and
significant risks (including climate-related) that are rated 'Major' or 'Severe' 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.
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.
MOVE’s SMEs identified physical risks that could impact three key areas: our
people; our assets; and our operations.
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 impact of the risk on the
receptor, was drafted.
The physical risk score was calculated on the basis of the exposure, sensitivity,
and adaptive capacity, with the latter two scores giving an overall vulnerability
score. An aggregated climate 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. The three climate
risk components (exposure, sensitivity, and adaptive capacity) are rated on a
scale of 1 to 5, and the resulting climate risk score is used to prioritise the physical
risks. The following diagram sets out the approach to calculating the physical
climate risk score:
Transition risk assessment
To understand the transition risk profile, we identified risks against a 1.5-degree
scenario. Accordingly, the transition risks identified reflect the level of transition
risk that this scenario presents for MOVE. 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.
In the current year, transition risk statements and ratings were assessed and
amended, with an impact assessment rating added to supplement the time-
bound urgency rating.
Oversight of climate-related risks
The results of the physical and transition risk assessments and refresh were
presented to the Board for review and feedback. The Board reviewed, discussed,
and approved the risks and opportunities identified.
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

20
CLIMATE RELATED DISCLOSURES 2025
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 when possible.
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.

21
CLIMATE RELATED DISCLOSURES 2025
Metrics and targets
Greenhouse Gas Emissions (‘GHG’)
ISO CategoryGHG Protocol CategoryFY22 tCO
2e
(Base year)
FY23 tCO
2e
FY24 tCO
2e
FY25 tCO
2e
Change compared
with base year
Category 1Scope 148,361.8441,939.1435,064.9133,005.05(15,356.79)
Total direct emissions48,361.8441,939.1435,064.9133,005.05(15,356.79)
Category 2Scope 2 (location-based)592.20514.85261.57298.77(293.43)
Category 3
Scope 3
1,110.171,210.68984.22687.68(422.49)
Category 455,856.7452,867.4244,785.7244,374.48(11,482.26)
Category 5049.5952.0254.6054.60
Total indirect emissions57,559.1154,642.5446,083.5345,415.53(12,143.58)
Total emissions105,920.9596,581.6881,148.4478,420.58(27,500.37)
Emissions intensity metrics
FTE (gross tCO
2e
/ persons)79.8884.5783.9294.2614.38
Operating Revenue (gross tCO
2e
/ $ Millions)290.99277.77269.97271.63(19.36)
Our GHG emissions inventory has been measured in accordance with 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
electricity, heat and steam purchased by the company.
• Indirect GHG emissions (Categories 3-6): GHG emissions that occur through
the activities of the company but are generated by sources not owned or
controlled by the company.
The following emission sources have been excluded:
• Category 3: Employees working from home. Estimated impact is immaterial.
• Category 4: Recycling. Weight data not available for: Document destruction
services; MOVE Freight sites of Invercargill, Whanganui, Masterton, Hamilton;
and MOVE Specialist paper recycling.
MOVE utilises the ‘operational control’ consolidation method for our emissions
inventory. Organisational boundaries have been set with reference to the
methodology prescribed in the GHG protocol and 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.

22
CLIMATE RELATED DISCLOSURES 2025
The entities included in this emissions inventory include:
• MOVE Logistics Group Limited
• MOVE Investments Limited
• MOVE Fuel Limited
• MOVE Freight Limited
• MOVE Logistics & Warehousing Limited
• Southern Fleet Leasing Limited
• MOVE Specialist Lifting and Transport Limited
• Pacific Asset Leasing Limited
• MOVE Oceans Singapore Pte Limited
• MOVE Oceans 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. MOVE Oceans Limited was previously excluded
and reported as a non-operating entity in the prior period, however it is now in
operation and its emissions are included within inventory for the current period.
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
In addition, the following entities are not included within our organisational
boundary for reporting as operational control does not exist. These subsidiaries
operate independently of our business and use their own accounting systems for
financials. This includes the entity:
• TNL International (Australia) Pty Limited
Our emissions inventory was quantified using the standard calculation
methodology:
Emissions = activity data x emissions factor
All emissions are calculated using the Diligent ESG system. The emissions factors
and global warming potential (‘GWP’) rates in Diligent ESG are based on the
Ministry for Environment’s “Measuring emissions guide 2025”. Global Warming
Potentials (GWP) from the IPCC fifth assessment report (AR5) are the preferred
GWP conversion. Where applicable, unit conversions applied when processing the
activity data has been disclosed.
More details about our GHG inventory, including methods, assumptions and
estimation uncertainty, can be found in our detailed GHG Inventory report, which is
available on our website: Sustainability.
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 is therefore particularly vulnerable to transition risks associated
with regulation; the commercial availability and cost of zero emissions technology
such as hydrogen trucks; the lack of sufficient infrastructure to support 100% zero
emission fleet; policy uncertainty; and lack of demand from customers for zero
carbon freight logistics.
The majority of our moveable assets (truck and light vehicle fleet, tankers, specialist
and lifting transport, and ocean multi-purpose vessels) are powered by fossil fuels
and are therefore vulnerable to transition risks associated with asset stranding
driven by the availability of lower carbon technologies, and rising fuel costs.
Vulnerability to physical risks
Our warehouse machinery and equipment comprise predominately of moveable
assets (i.e. forklifts) and, from our high-level assessment, we have determined the
vulnerability of these assets to physical risks to be immaterial.

23
CLIMATE RELATED DISCLOSURES 2025
Our network of leased warehouses (right-of-use assets) spans 39 locations
around New Zealand. Through our qualitative climate risk assessment, we have
determined the vulnerability of our warehouse network to be immaterial on the
grounds of historical evidence, our geographical dispersion and the leased nature
of our properties. Although New Zealand has experienced extreme weather events
in the current reporting period, such as the Tasman Floods in June 2025, MOVE has
not experienced any disruptions to our business operations as a result.
In relation to business activities, we function across the length of New Zealand,
and across the Tasman, shipping to four 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.
Our fleet management platform, eRoad, gives MOVE the ability to develop
climate-related metrics and targets. We intend to utilise the platform in the future
in developing these metrics and targets.
We have identified a strategic opportunity in growing our Oceans logistics fleet
to mitigate road haulage delays and win new business that we anticipate from
climate-related disruptions to road and rail logistics.
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 FY25, we did not make any material investments in initiatives that either
addressed climate-related risks, or harnessed climate-related opportunities.
Despite no material investments having been made, we leveraged the eRoad
platform to analyse our fleets’ fuel economy, allowing for process improvements
for optimised efficiency.
Internal emissions price
We do not currently use an internal emissions price and did not progress with
developing one in the current reporting period.
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 nor to management of climate-related risks or
opportunities.
Industry based metrics
We have introduced industry-based metrics this year to support accurate and
comparative emissions reporting, and management of climate-related risks and
opportunities. This includes beginning to track vehicle utilisation rates, idle time
and fuel burn rates.

24
CLIMATE RELATED DISCLOSURES 2025
GHG Targets
MOVE Logistics’ 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
2022 Baseline
tCO2e
Timeframe
for Target
tCO2e – 2030
2025
Performance
tCO2e
% Overall
reduction
from Base
year
Performance against target (comments)
Total Scope 148,36228,05035,005(27.6)%
Total scope 1 emissions have decreased ahead of plan due to lower activity
levels as a result of reduced economic activity in New Zealand. Fleet
utilisation optimisation and a shift to an asset lite has been a focus which
includes the use of alternative modes of transport e.g. rail.
Total Scope 2 – Location based592344299(49.5)%Reduction due to rationalisation of locations.
Total Scope 356,96733,04145,117(20.8)%
Year on year emissions have reduced a further 1.7% as we focussed on
reducing opex and capex. This was offset by the impact of the continued
shift to an asset lite model and increased use of subcontractors.

25
CLIMATE RELATED DISCLOSURES 2025
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)
• Power generation
• Timber/forestry
• Beverage industry
1 TIER UPSTREAM 1 TIER DOWNSTREAM

26
Opportune
Independent Assurance Report on the Greenhouse Gas (GHG)
Disclosures in the Climate Statement
To MOVE Logistics Group Limited
Scope of our engagement
We have undertaken a reasonable assurance engagement in relation to Category 1 and
Category 2 emissions and limited assurance in relation to Category 3 to Category 6
emissions, for GHG Disclosures in the Climate Statement as required by Part 461ZH of the
Financial Markets Conduct Act 2013, for MOVE Logistics Group Limited (MOVE), for the
year ended 30 June 2025.
GHG Disclosures Reference page
Greenhouse gas (GHG) emissions: gross emissions in metric tonnes of
carbon dioxide equivalent (CO2e) classified as:
•category 1;
•category 2 (calculated using the location-based method);
•
category 3 to 6
21
Additional requirements for the disclosure of GHG emissions 21-22
GHG emissions methods, assumptions and estimation uncertainty 21-22
Our assurance engagement does not extend to any other information included, or
referred to, in the Climate Statement on pages 1 to 20 and 23 to 25. We have not
performed any procedures with respect to the excluded information and, therefore, no
conclusion is expressed on it.
Our conclusion
Reasonable assurance opinion
In our opinion, MOVE’s Category 1 and Category 2 GHG Disclosures within the scope of
our reasonable assurance engagement for the year ended 30 June 2025 are fairly
presented and prepared, in all material respects, in accordance with the Aotearoa New
Zealand Climate Standards (NZ CSs) issued by the External Reporting Board (XRB).
Limited assurance conclusion
Based on the procedures we have performed and the evidence we have obtained, nothing
has come to our attention that causes us to believe that MOVE’s Category 3 to Category 6
GHG Disclosures within the scope of our limited assurance engagement for the year ended
30 June 2025 are not fairly presented and are not prepared, in all material respects, in
accordance with the Aotearoa New Zealand Climate Standards (NZ CSs) issued by the
External Reporting Board (XRB).
Other matter – comparative information
The comparative GHG emissions information for the year ended 30 June 2022 and 30 June
2023 was audited by another practitioner at that time and is not covered by our assurance
conclusion.
Opportune assured in the previous year the comparative information for the year ended
30 June 2024.
Responsibility of MOVE Logistics Group Limited
The Directors of MOVE Logistics Group Limited are responsible for the preparation and
fair presentation of the GHG Disclosures in accordance with NZ CSs. This responsibility
includes the design, implementation and maintenance of internal control relevant to the
preparation of GHG Disclosures that are free from material misstatement, whether due to
fraud or error.
Inherent Uncertainty
GHG emissions quantification is subject to inherent uncertainty because of incomplete
scientific knowledge about the measurement of GHGs as well as the measurement
uncertainty used to quantify emissions within the bounds of existing scientific knowledge.
Our Responsibility
Our responsibility is to express a conclusion on the GHG Disclosures based on the
procedures we have performed and the evidence we have obtained. We have conducted
our engagement in accordance with New Zealand Standard on Assurance Engagements 1:
Assurance Engagements over Greenhouse Gas Emissions Disclosures (NZ SAE 1) and the
International Standard on Assurance Engagements (New Zealand) 3410, (ISAE (NZ) 3410):
Assurance Engagements on Greenhouse Gas Statements, issued by the XRB. These
standards require that we plan and perform this engagement to obtain limited assurance
about whether the GHG Disclosures are free from material misstatement in accordance
with NZ CSs.
We are not permitted to be involved in the preparation of the GHG information as doing
so may compromise our independence.

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Summary of work performed
Reasonable assurance
Our reasonable assurance engagement was performed in accordance with NZ SAE 1 and
ISAE (NZ) 3410. This involves performing procedures to obtain evidence about the
quantification of emissions and related information in the Category 1 and 2 GHG
Disclosures.
The nature, timing and extent of procedures selected depend on the assurance
practitioner’s judgement, including the assessment of the risks of material misstatement,
whether due to fraud or error, and the consideration of internal controls, in the Category
1 and 2 GHG Disclosures.
A reasonable assurance engagement also includes:
•Assessing the suitability in the circumstances of MOVE’s use of NZ CSs, as the basis
for preparing the Category 1 and 2 GHG Disclosures;
•Evaluating the appropriateness of quantification methods used, and the
reasonableness of estimates made by MOVE; and
•Evaluating the overall presentation of the Category 1 and 2 GHG Disclosures.
We believe that the evidence we have obtained is sufficient and appropriate to provide a
basis for our opinion.
Limited assurance
Our limited assurance engagement involved assessing the risks of material misstatement
whether due to fraud or error, responding to the assessed risks as necessary in the
circumstances, and evaluating the overall presentation of the Category 3 to 6 GHG
Disclosures.
The procedures we performed were based on our professional judgement and included
enquiries, observation of processes performed, inspection of documents, analytical
procedures, evaluating the appropriateness of quantification methods and reporting
policies, and agreeing or reconciling with underlying records. In undertaking our limited
assurance engagement on the Category 3 to 6 GHG Disclosures, we:
-Assessed the MOVE Category 3 to 6 GHG Disclosures organisational boundary and
operational boundary;
-Through enquiries, obtained an understanding of the control environment relevant
to Category 3 to 6 emissions quantification and reporting;
-Assessed the completeness of Category 3 to 6 emissions through enquiries and
analysis of supporting documents;
-Evaluated whether the Category 3 to 6 emissions measurement methods, including
estimates, had been consistently applied;
-Tested a limited number of items to, or from, supporting records, as appropriate;
-Assessed a limited number of emission factor sources and reperformed a limited
number of emissions calculations for mathematical accuracy;
-Assessed the presentation and disclosure of the Category 3 to 6 GHG Disclosures
The procedures performed in a limited assurance engagement vary in nature and timing
from, and are less in extent than for, a reasonable assurance engagement. Consequently,
the level of assurance obtained in a limited assurance engagement is substantially lower
than the assurance that would have been obtained had a reasonable assurance
engagement been performed.
Our Independence and Quality Management
We have complied with the independence and other ethical requirements of Professional
and Ethical Standard 1: Code of Ethics for Assurance Practitioners issued by the New
Zealand Auditing and Assurance Standards Board, which is founded on fundamental
principles of integrity, objectivity, professional competence and due care, confidentiality
and professional behaviour.
Our firm does not perform any other non-audit services for MOVE.
The firm applies Professional and Ethical Standard 3: Quality Management for Firms that
Perform Audits or Reviews of Financial Statements, or Other Assurance Engagements
issued by the New Zealand Auditing and Assurance Standards Board, and accordingly
maintains a comprehensive system of quality management including documented policies
and procedures regarding compliance with ethical requirements, professional standards
and applicable legal and regulatory requirements.
Use of Report
Our assurance report is made solely to MOVE in accordance with the terms of our
engagement. Our work has been undertaken so that we might state to MOVE those
matters we have been engaged to state in this assurance report and for no other purpose.
To the fullest extent permitted by law, we do not accept or assume responsibility to

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anyone other than MOVE for our work, for this assurance report, or for the conclusions
we have reached.
Andrew Douglas
16 October 2025
Director
Opportune
New Zealand