Annual Report 2025
Contents
4 WHAT WE DO
6 PERFORMANCE
FY25 Snapshot Letter from the Chair CEO's Report
New Horizons Four Year Roadmap FY26 Priorities
16 BUSINESS PERFORMANCE
24 WHAT MATTERS
Our People Environment
Customers and Community Leadership and Board Financial Measures Governance Report
44 FINANCIALS AND DISCLOSURES
Financial Statements
Notes to the Financial Statements Auditor's Report
Remuneration Report Statutory Information Directory
Reconnecting with
what makes MOVE great
The road to recovery is never easy, but we're acting decisively to build on our core strengths and lay the foundations for a bold new chapter.
While there is still work to do, we're making steady progress as we reshape and strengthen our business, with a commitment to deliver value for our shareholders. This report highlights
our progress - reflecting where we are today and the momentum we're building for the future.
As we continue to execute our turnaround, we remain deeply grateful for our shareholders' support and commitment as we work towards
new horizons and a more resilient, sustainable future.
Building on our core strengths:
A heritage of more than 150 years
A passionate team committed to our customers
End to end
supply chain experts
Operational capability and the scale to compete
National reach, local heart
2
Delivering at scale
When people work together with respect and shared purpose, great things happen. We team up with our customers to deliver reliable, safe, and smart solutions - creating long-term impact through genuine collaboration and operational excellence.
Creating an end-to-end nationwide network solution with Z Energy
Since 2009, MOVE and long-term customer Z Energy (Z), one of Aotearoa New Zealand's leading transport energy providers, have worked to create an end-
to-end nationwide network solution - providing fully managed delivery, stock oversight and skilled driver resources across the country.
Through our strong relationship with Z, we are proud to deliver fuel from Z's terminals to its nationwide network of over 500 retail sites (including Caltex and most recently, U-GO branded sites) and truck stops. Last year, 58 MOVE trucks moved over 2 billion litres of fuel and made over 68,000 deliveries across the Z network with a 99.7% delivery success rate.
At MOVE, we continue to invest in a modern and fuel-efficient fleet to support the reduction of our operational emissions. For our work across the Z
network, we are focusing on the use of high productivity motor vehicles HPMVs and route optimisation.
MOVE is also continuing to explore the viability of emerging technologies, such as alternative fuels and electrification, that could support the reduction of our operational emissions whilst still allowing us to deliver a safe and reliable service for our customers.
ANNUAL REPORT 2025 3
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.
MARKET LEADER IN SPECIALISED SERVICES
3PL PROVIDER
FREIGHT | WAREHOUSING | INTERNATIONAL | FUELS | SPECIALIST | |||||||||
We are one of the | We offer | We are global | Our specialist road | We move | |||||||||
largest domestic | contracted | logistics | tanker division is | oversized and | |||||||||
freight providers in | solutions for | specialists | one of the largest | large items that | |||||||||
New Zealand. Our | customers | and provide | operators in the | require specialist | |||||||||
services include | including | international | New Zealand fuel | haulage. From | |||||||||
general freight, | warehousing | freight forwarding | delivery market. | heavy haulage, | |||||||||
primary produce, | and supply chain | and shipping | and machinery | ||||||||||
project cargo and | capability. Our | agency services | transports to | ||||||||||
full truck loads. | warehouses are | across a | oversized freight | ||||||||||
central to main | broad range of | movements - | |||||||||||
routes and easy | industries. Our | we can move | |||||||||||
for port access. | trans-Tasman | anything. | |||||||||||
shipping service | |||||||||||||
adds another | |||||||||||||
valued service to | |||||||||||||
our offer. |
National reach, local heart
Our national network is founded on the legacy of trusted regional businesses, brought together to provide a connected MOVE network that continues to serve local communities today. It's this heritage of care and reliability that helps us build lasting partnerships with our customers.
AUCKLAND HAMILTON
NEW PLYMOUTH
WHANGANUI
WHANGAREI
TAURANGA
HASTINGS
PALMERSTON NORTH
FREIGHT WAREHOUSING OCEANS
FUEL
SPECIALISED LIFTING & TRANSPORT
Main Trunk Rail Line
Cook Strait Ferry
TIMARU
MOVE Trans-Tasman Shipping Service
CROMWELL
NELSON
WESTPORT
BLENHEIM
CHRISTCHURCH
ASHBURTON
MASTERTON
WELLINGTON
DUNEDIN
INVERCARGILL
As at 30 June 2025
TEAM
832 team members
22% female
78% male
56% based outside of Auckland
NETWORK
39 branches, warehouses, depots, crossdocks and support offices across New Zealand
500+ trucks
96K m² warehouse capacity
CORPORATE
NZX and ASX listed: MOV 1,824 shareholders
96.8% New Zealand holders
FY25 performance snapshot
This year our focus has been on transforming and strengthening our business under our two year Accelerate programme. We are seeing good momentum as we position ourselves to move from 'reset and cost out' to value creation.
RECALIBRATE THE BUSINESS | PROFITABLE REVENUE GROWTH | BALANCE SHEET RESILIENCE |
|
|
|
Delivered on financial targets
Significant improvement in normalised EBT
Delivered positive adjusted net operating cashflow
SALES REVENUE
$286.3m
Down 2.6%
286.3
FY25
NEBT 1
$(10.0)m
Improved 61%
-10.0
FY25
FY24
293.9
FY24
-25.7
NLAT 2
$(15.6)m
Loss reduced by $32.5m
NET DEBT
$16.7m
Flat year on year
FY25 FY24
-15.6
-48.1
FY25 FY24
16.7
17.0
OPERATING CASHFLOW
$25.3m
Up 35%
ADJUSTED NET OPERATING CASHFLOW3
$0.3m
Achieved target
FY25 FY24
25.3
18.7
FY25 FY24
0.3
-5.9
1 Normalised Earnings Before Tax (NEBT) exclude non-controlling interest and non-trading adjustments of $4.2m pre-tax related to asset impairment, settlement & restructuring costs. FY25 EBT before adjustments was $(14.2)m.
2 Attributable to owners of the company
3 Adjusted Net Operating Cashflow is operating cashflow including fixed rent and lease payment, less loan interest and tax and non-trading costs.
8
From the Chair
Julia Raue, Chair
This year, the accolades must go to our people. In a challenging environment, they have stepped up and their energy, adaptability and drive continue to be our company's greatest asset. As we have progressed the turnaround of
our business, we've reconnected with what makes this company great: a strong, capable team with deep local roots and a shared determination
to get the job done. The positive momentum we are seeing today is a reflection of their dedication, effort, energy and care.
FY25 was a year of significant transformation as we moved with purpose to reset the business for longterm success. The scope and scale of work delivered under our transformation programme has been considerable, touching every part of the organisation. We are conscious of the impact this has had on our people as we have rightsized our organisation and reduced our cost base.
With one year of the Accelerate programme left to run, we are now moving from cost out to value creation.
While we're encouraged by the progress made and the improving results, we acknowledge there is still work to do. Performance is not yet where it needs to be, but momentum is building as we continue to execute our turnaround strategy.
We are positioning MOVE to be the provider of choice for New Zealand businesses, with the people and the capability to deliver for our customers. We believe the work we have been doing is making MOVE stronger and we will be better positioned than many others in the market when demand returns. Alongside MOVE's new leadership, we have developed a four-year roadmap, laying out a clear actionable plan as we build a stronger, smarter business.
Strengthened leadership
The appointment of Paul Millward as interim CEO from September 2024 was a key milestone and the Board was delighted when he took up the permanent role in February this year. Paul has brought fresh energy to the business and a strong commitment to delivering meaningful change. He has strengthened
the leadership team with new appointments in critical business management roles and is leading with purpose and commercial rigour as we shift our focus from turnaround to value creation.
Financial performance
We continued to operate in a challenging trading environment throughout FY25, with cost pressures, slowing volumes and increased competitive intensity. In particular, we have seen reduced customer demand and volumes as their consumers, in turn, buy less. We retained revenue in a weak trading environment, delivered significant earnings improvement and were pleased to see our margins
continue to lift as a result of the cost out and efficiency programme, despite relatively flat revenue.
We achieved both our financial targets for the year, with a significant 61% improvement in normalised earnings, and delivery of positive adjusted net operating cashflow.
The Board continues to closely monitor capital requirements and balance sheet flexibility to ensure transformation opportunities can be maximised. We have a prudent approach to capital expenditure and will invest in equipment as required, as we sell off older or surplus assets. MOVE established a new funding
partnership 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, with a reported loss4 of $(15.6)m for the year (which was a $32.5m improvement on the prior year), we are seeing positive momentum and traction starting to be made.
Governance
As a Board, we remain committed to delivering longterm value for shareholders while staying true to our purpose. Over the past year, we have adapted our Board composition and size as we progressed through the first stage of the Accelerate programme. Long standing Directors - Lorraine Witten, Mark Newman and Grant Devonport - all stepped down in the last year, alongside Gregory Kern who was appointed
for a short time following a request from substantial shareholders. I was honoured to be asked to take on the role of Chair in June 2024 and would like to express my appreciation for the support of both past and current Directors over the past 12 months.
While the Board believes that five Directors is appropriate for a company the size and scale of MOVE, the recruitment of additional Directors has been paused while the business transformation is underway. The Board is confident that the current Directors have the skills to oversee the turnaround of MOVE and
that the reduced size and cost savings will benefit shareholders during this period.
Looking ahead
The New Zealand freight and warehousing industry is estimated to be worth more than $10 billion. At MOVE, we are working hard to build our share of this market and ensure we are the preferred provider for
New Zealand businesses.
Central to achieving our goal is our four-year New Horizons roadmap. While there is more work ahead, we are confident that the changes underway are laying the groundwork for a stronger, profitable and more resilient business.
As a Board, we remain focused on delivering value for shareholders while ensuring the business is well positioned to meet the future with confidence. We've achieved sizeable and meaningful change and are clear about the work that needs to be executed over the coming year.
We appreciate your continued support and look forward to building on this momentum in the year ahead.
Julia Raue
Chair
4 Attributable to owners of the parent.
10
CEO's Report
Paul Millward, Chief Executive Officer
I am pleased to report to shareholders following eleven months as CEO. FY25 has been a defining year for MOVE - a year of hard work and meaningful progress. Focusing on the goals and priorities set in late FY24, we launched and began delivering a wide-reaching transformation programme
to recalibrate the business, strengthening the foundations and setting a clear path
for sustainable growth.
The recessionary economy in FY25 did us no favours as tough trading conditions continued to bite, with lower volumes and intensifying competition putting
pressure on margins. Despite this, we've made good progress - rightsizing our business, significantly reducing costs and driving gross margin expansion.
I want to acknowledge and thank the team for being open to change and for their dedication to achieve this progress.
Financial performance
While our financial results are still not where they need to be, the improvement and momentum seen in FY25 gives me confidence that we are on the right track with our transformation programme.
We delivered on our targets with Normalised Earnings Before Tax (NEBT) significantly ahead of prior year; and positive net adjusted operating cashflow.
Sales revenue was retained in a weak economy and we continue to retain and win customers on the back of customer service delivery and our national offer.
The broad cost out programme has delivered a sustainable ~$27m reduction in operating expenses, comprising labour savings of ~$15m and a further $12m in cost out and efficiencies.
Gross margin improved strongly despite the flat revenue result, highlighting the effectiveness of the cost out and efficiency programme. Gross margin percentage was up 4.1 percentage points year on year, with gross margin dollars up 13.4%.
Normalised earnings growth was seen across all businesses except Warehousing, and we have a re-set programme in place for this business. MOVE has now delivered four consecutive quarters of improving NEBT including our strongest quarterly result in the past
two years in 4Q25. This resulted in a year on year 61.1% improvement (+$15.7m) to $(10)m.
Operating cashflow benefitted from improved operating results and disciplined working capital management and was up 35% to $25.3m, with adjusted net operating cashflow of $0.3m.
MOVE's net loss after tax reduced by $32.5m to
$(15.6)m with consistent improvement across the year.
Operational performance
A highlight for the year has been the turnaround in MOVE's Freight & Fuel business5, which delivered
increased revenue and improved gross margins. The division's NEBT loss improved by 90% year on year, moving to a positive NEBT result in 4Q25.
The Specialist division remains a strong performer, supported by a multi-year pipeline of activity. The International business continues to deliver steady results, with a continuation of the Oceans shipping pilot supported by recently renewed contracts from foundational customers.
Warehousing remains challenged with excess market capacity and intensifying competitive and pricing pressure. A major reset of the business is taking place under new leadership. A strong commitment to customer partnerships and service excellence
has seen retention of key customers as well as new business wins which will commence in 1H26.
A significant part of the transformation plan was to optimise MOVE's network for the future. In line with this, we are moving to a new, modern Freight branch in Dunedin, and are exiting two under-utilised warehouse sites with the majority of associated revenue consolidated into an existing site. These changes will have a positive financial impact in FY26.
You can read more on each of our businesses and their performance on pages 16 - 23.
Our people
An important path in transforming our business has been to ensure we have the right people in the
right places to deliver for our customers. Making the decision to reduce roles is one of the hardest things we face as a business, and we do not take it lightly. In the face of ongoing economic pressure, we've had to make difficult choices to ensure the long-term health of the business - but we approached each decision with care, compassion and responsibility. I want to acknowledge and thank those who have left us for their contributions.
Against this backdrop, our people have stepped up. Their commitment, resilience, adaptability and drive have been critical in keeping our business moving and our customers well served.
5 MOVE's Fuel business was transferred from Contract Logistics (now Warehousing) to the Freight segment in FY25. FY24 has been restated accordingly.
CEO's Report
Our transformation is not just about systems and structure - it's also about mindset and culture. 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 priority.
A focus area has been leadership development to help unlock the full potential of our people and our business. I'm committed to ensuring this reaches all levels of the organisation.
Opportunities amidst disruption
With around $30 billion in freight crossing the Cook Strait each year, the retirement of the only rail-enabled ferry in 2025 will significantly reduce
capacity until new vessels arrive in 2029. Our South Island logistics hubs are well positioned to support customers during this period, helping them anchor their distribution locally and reducing cost, risk and supply chain complexity. Our scalable infrastructure and responsive team are ready to meet demand
- reinforcing our strategy to deliver certainty where and when it's needed most.
Outlook
We are very clear about the work we still need to do to deliver the value and performance our shareholders expect from us. Our four year New
Horizons roadmap sets out our pathway to FY28 as we focus on achieving our goals and becoming the preferred logistics provider in New Zealand.
With one year of the Accelerate programme remaining, we are now moving from cost out to value creation. 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.
The company remains on track to return to positive normalised EBT in FY26.
While the timing and speed of an economic recovery remains uncertain, MOVE is positioned well with a rightsized business providing broad and relevant propositions across the freight and logistics sector
- underpinned by a lower cost base, our national network, a great team and strong customer partnerships.
MOVE is a fantastic business, with a great heritage. Across Freight, Warehousing, Specialist Haulage, Fuel Delivery and International Shipping, we've got a lot to be proud of. Our brand resonates and the ownership by our team every day is what drives customers to choose MOVE. Our team pride shows through in every clean truck, tidy site and friendly face wearing the MOVE brand.
I, along with my team, will be working hard to deliver for our customers, our people and our shareholders in FY26. Thank you for your support.
Paul Millward
Chief Executive Officer
ANNUAL REPORT 2025 13
MOVE's Rolleston warehouse, with capacity for 38,500 pallets, is strategically positioned to serve the South Island
New Horizons
VISION: TO BE THE PREFERRED FREIGHT AND LOGISTICS COMPANY IN AOTEAROA NEW ZEALAND
GOALS:
A STRONG TEAM THAT DELIVERS
DELIGHT OUR CUSTOMERS
EFFECTIVE USE OF OUR ASSETS
FINANCIAL STRENGTH AND VALUE CREATION
FOUR YEAR ROADMAP:
RESET FY25 - FY26 | STEP UP FY26 - FY27 | STAND OUT FY28 |
A strong foundational platform | Customer value and operational excellence; smart business growth | Preferred logistics provider; scaling up; a market leader |
Complete the Accelerate transformation programme
|
|
|
FOUNDATIONS:
PASSIONATE AND CAPABLE PEOPLE | VALUABLE CUSTOMER PARTNERSHIPS | OPERATIONAL EXCELLENCE | STRONG FINANCIAL PERFORMANCE |
FY26 priorities: RESET TO STEP UP
STRONG FOUNDATIONAL PLATFORM
WINNING IN MARKET
FREIGHT BUILD VALUE
WAREHOUSING STEP CHANGE
CAPABILITY STRENGTHEN
WINNING WITH CUSTOMERS
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
Business performance
SALES
NEBT
FY24
FY25
FY24 FY25
NEBT 90%
REVENUE 6%
177.7
188.8
-17.0
FREIGHT & FUEL
SALES
NEBT
FY24
FY25
FY24 FY25
NEBT 480%
REVENUE 33%
80.0
53.7
WAREHOUSING
SALES
NEBT
FY24
FY25
FY24 FY25
NEBT 61%
REVENUE 3%
293.9
286.3
-25.7
-10.0
GROUP
INTERNATIONAL
SALES
NEBT
FY24
FY25
FY24 FY25
NEBT $2.5M
REVENUE 34%
SALES
NEBT
FY24
FY25
FY24 FY25
NEBT 364%
REVENUE 7%
-1.0
-5.8
-1.7
17.0
19.1
18.2
25.7
0.5
-2.2
2.3
0.3
SPECIALIST
Normalised EBT (NEBT) excludes non-controlling interest and non-trading adjustments.
wo‹ e ANNUAL REPORT 2025 17
18
Freight & Fuel
General Manager, Jeff Vincent What we've delivered:
Six months into my role as General Manager of MOVE's Freight & Fuel business, I'm proud to say we're making meaningful progress. We're in the midst of a genuine turnaround - and while there's still work to do, the momentum is real.
Across the business, the team has put in significant effort. Our initial focus has been on getting the fundamentals right; improving operational efficiency, increasing freight utilisation, and strengthening our leadership capability. These efforts are now reflected in our performance, with growth in revenue, earnings and margins - despite ongoing market challenges. This progress is no accident; it's the result of a collective commitment to revenue quality, margin improvement and disciplined cost control.
We've also prioritised building resilience across the organisation. That means recognising and investing in internal talent, and fostering stronger connections with our people throughout the network. This cultural evolution is just as critical as our commercial gains. At the core of everything we do is an unwavering commitment to safety - it remains non-negotiable.
We've stabilised the Freight business and are deepening relationships with customers.
Asset utilisation has improved, driven by better planning, tighter execution, smarter deployment of our fleet and asset rationalisation.
We're leveraging data more effectively, enabling insight-led decision-making.
We've streamlined our fleet, selling surplus and aging vehicles, and are transitioning to a leased model for greater agility and lower capital intensity.
A full review of our network has been completed, with a move to a new, modern Dunedin branch scheduled for August 2025.
Our Fuel business continues to perform strongly, underpinned by a long-term foundational customer partnership.
Looking ahead
With a stable cost base now in place, our focus is shifting towards growth - particularly in revenue, gross margin and market share. We've got a strong national footprint and are committed to delivering enhanced service and value for our customers.
Efficiency will continue to be a priority - driving improvements in DIFOT, utilisation and cost discipline. Optimising our network and reducing kilometres will be key to lowering our carbon footprint and we continue to monitor regulatory developments around emissions. Market conditions remain tight and we expect to see further sector consolidation. We remain focused on running a safe, efficient and competitive operation and have identified opportunities to leverage our national scale and offering.
ANNUAL REPORT 2025 19
Warehousing
General Manager, Marc Blackburn What we've delivered:
I stepped into the General Manager role in February 2025 with a clear understanding of the challenge ahead; the business was underperforming, and it was time to reset the foundations for
long-term success. The past few months have involved significant work to stabilise the operation and lay the groundwork for a sustainable turnaround.
The operating environment remains tough. Excess warehouse capacity across the market is putting downward pressure on pricing, with customers increasingly returning to 'just in time' models and going to tender in search of lower rates. Storage costs have dropped below pre-COVID levels, and competition is intense.
Despite this, we've made progress in the second half of the year which will deliver better financial outcomes in FY26. A strong focus on customer partnerships, service excellence, and productivity has started to shift momentum in the right direction.
Service performance has improved, with meaningful gains in container management, and 'Picked In Full, Delivered on Time' metrics.
We retained key customers through an immediate operational reset and a renewed commitment to service, and have secured new business that will commence in 1H26.
The team and network have been rightsized to better align with current workflow and volume levels, including the planned exit of two sites which are surplus to requirements, with the financial benefit to be seen in FY26.
We've embedded stronger processes and controls, supported by improved reporting and better operational visibility.
Looking ahead
We're clear on our priority - making key sites work harder and smarter. That means optimising capacity and throughput by securing the right customer mix, maintaining effective pricing and strengthening
our commercial discipline. It also means doubling down on stronger customer partnerships, so we can grow with the right customers and achieve mutually beneficial commercial outcomes, not just
more volume.
We know the market remains competitive, but we believe we can win on service - by delivering consistently, making it easy for customers to do
business with us and standing out through reliability and responsiveness. There's still work to do, but we have the plan and the team to deliver a step change in results, which is clearly needed.
20
International
General Manager, Anthony Browne
The International business comprises the Oceans trans-Tasman shipping service as well as valuable freight forwarding and
shipping agency services through a number of joint ventures and partnerships.
In 1Q25, we moved the Oceans service to a pilot of a time charter model with a larger, faster vessel, the Brio Faith. This has delivered increased schedule reliability and capacity compared to the older vessel which we divested during the year. Following a settling in period, Oceans has delivered steady results, underpinned by foundational customers which utilise the majority of capacity. Strong interest has been registered outside of the existing customer base, including a number of smaller customers who are utilising excess capacity on sailings.
Specialist
General Manager, Warwick Bell
The Specialist haulage division has continued to perform well through FY25, underpinned by consistent delivery, deep technical expertise and a strong team with many years of experience in the field. As General Manager, I'm proud of how the team has maintained high standards of service despite some major shifts in the market.
This year, we've faced a sharp contraction in the construction sector, which has historically been a core customer segment for us. Precast concrete volumes, in particular, dropped to less than 20% of typical levels - a clear signal of the broader market slowdown. In addition, the lack of large-scale infrastructure projects has created a gap in demand across much of the sector.
Despite these headwinds, our team has continued to deliver complex, high-value work, particularly in the energy sector. We've successfully moved transformers, wind turbine components and other heavy assets onto remote and difficult sites - work that few in the industry can do, and an area where we remain recognised experts.
Our wider International business is more sensitive to the economic cycle and headwinds have put pressure on demand, in addition to a softer Australia market.
Previously, we did quite a bit or work in the New Zealand oil and gas sector and, while restrictions have eased, we have yet to see a significant uptick in activity.
Looking forward
We anticipate smooth sailing for our Oceans business, with three major customers on board and the Brio Faith vessel operating well. Our priority is to run a reliable shipping service that meets our customers' needs. We will continue to assess opportunities to build on this offering.
Our international forwarding and agency businesses are well positioned to take advantage of a recovering economy and especially renewed investment in infrastructure projects and the oil and gas sector.
While activity has been quiet for much of the year, we're now seeing it pick up again, with new projects preparing to launch. Some project timelines were pushed into the new financial year, but the overall pipeline remains healthy and multi-year in scope.
We've also seen an encouraging increase in project work out of the Pacific, which we expect to continue building as regional demand for specialist transport solutions grows.
Looking forward
Looking to FY26, the pipeline remains healthy. We expect more activity in the infrastructure and energy sectors, with several significant projects due to commence - particularly in renewable energy and power generation.
Roading projects, while still a key future opportunity, are unlikely to ramp up until FY27. In the meantime, we'll continue to focus on high value work where our capability creates a clear advantage - delivering safely, reliably and in a way that builds long-term customer trust.
Business spotlight
Specialist and Machinery Movers
Our Specialist division is the muscle behind MOVE's ability to shift
New Zealand's heaviest and most complex freight. Whether it's a wind turbine blade, a concrete bridge beam, or a plane, if it's big - we can MOVE it.
The team operates through two expert arms; Tranzcarr Heavy Haulage and Machinery Movers. Machinery Movers is one of the largest carriers of precast concrete panels in the country, and both businesses are known for their project work
across the construction, infrastructure, and power generation sectors. Some jobs are so large they require two or three trucks working in sync!
Since joining MOVE in 2018, the Specialist division has grown to become a leading provider in this space.
At the helm is Warwick Bell, who's been with Machinery Movers since 1996. He's a past Chairman and Life Member of the NZ Heavy Haulage Association and a trusted voice in industry discussions with government. Off the job, Warwick's a lifelong surf lifesaver, however, now spends a bit more time on the golf course than in the inflatable boat.
53 team members
Over 50 trucks
200 other specialist items
4 Heavy Lift Gantry systems
23
wove ANNUAL REPORT 2025 /
MOVE's specialist division was the partner of choice to transport the newly built EVM200 Metro 200 passenger electric fast ferry from fabrication shed to slipway, as it started its journey to its home port of Half Moon Bay in Auckland.
24
Taking care of what matters
Our people
Our Team
~832 team members
We are identifying talent across the business and encouraging every team member to take ownership, delight our customers, and pursue continuous learning and growth. This, combined with our newly introduced
development plan, will support how we go from good
to great in this space.
Training sessions
3,206 training session participants
Safety-first focus
1,070 drug and alcohol tests completed
2,682 good catches (safety observations)
30 health and safety audits completed
346 health and safety meetings held
Developing leadership across our business
At MOVE, we believe that everyone can be a leader. Leadership is one of our core behaviours - it's about stepping up, being a champion for others, and having a positive impact, regardless of role. This year we've taken significant steps to strengthen it across all levels of the business. Following insights from our annual culture survey conducted in February/March, we developed a refreshed Culture Action Plan with leadership as a central pillar. Our goal is to drive a mindset where 'Leaders have real conversations and coach for better commercial outcomes'.
Further to this, we've introduced leadership principles that help define how we 'show up' every day.
Our commitment to recognising leadership in action is reflected in our monthly Star MOVErs awards, where we celebrate individuals who consistently go above and beyond.
Committed to safety
With our trucks on the roads across Aotearoa
New Zealand and our people working in warehouses, depots and delivering to customers' sites every day, safety isn't just a priority - it's part of the job.
We are refreshing our Critical Risks Framework, identifying the most significant risks in our operations, ensuring effective and appropriate controls are in place to monitor and mitigate potential harm. The framework ensures our teams understand what these risks are and why managing them is essential. The role of strengthening our safety systems and ensuring our people are equipped to prevent serious incidents sits with every individual in our workforce, and is core to our purpose.
MOVE is part of the ACC accredited employer programme (AEP) - this means we are approved to manage workplace injury claims and rehabilitation for our team, rather than relying solely on ACC.
This allows us to provide faster, tailored support for injured team members, helping them return to work safely and efficiently. It also demonstrates to our team, customers, suppliers and contractors that we have robust and externally audited health and safety systems. We were pleased to have met all assessment areas and the new standard in our recent audit.
Wellbeing is woven into the fabric of our culture. Our Wellbeing Calendar features monthly initiatives that celebrate and acknowledge the diverse needs of our team. From Cultural Day and Driver Appreciation Day to observances like Mental Health Awareness and Physical Health Days, we create space for connection, reflection and support. These initiatives are more than events, they're part of our ongoing commitment to building a workplace where people feel valued, supported and empowered to thrive.
26
Meet some of our MOVE team
JULIAN RARU
FREIGHT NATIONAL OPERATIONS MANAGER
Strength in systems and people
Originally from Tokoroa and now based in the Waikato (with a stint in the Cook Islands along the way), Julian's journey spans over a decade in the service industry. He's moved from hands-on roles in courier and warehousing to senior leadership positions including Auckland Branch Manager for Fliway Transport.
Since joining MOVE in March 2025, Julian has brought a unique blend of operational insight, technical expertise and people-focused leadership to the Freight branch network. With a degree in software development and a strong interest in systems and process design, Julian brings both structure and adaptability to his role. He oversees the national branch network, ensuring capability, resourcing and alignment across teams.
He's driven not only by operational excellence, but by a genuine commitment to building capability
- empowering others and creating value through collaboration. He applies the same mindset to his own growth, currently studying toward an MBA at the University of Waikato, underpinned by the focus and discipline gained from over 25 years in martial arts.
Julian describes MOVE as a 'goldmine of knowledge,' thanks to the diverse businesses that have come together under its umbrella. The variety of experience and personalities creates a rich environment for learning and collaboration and, most importantly, the teams are genuinely motivated to do a great job, which makes MOVE a fantastic place to be.
ANDY WATT
BRANCH SALES MANAGER NEW PLYMOUTH
Rekindling relationships, driving regional growth
Andy's story is one of return - to an industry, a region and the kind of challenge he enjoys most.
Andy rejoined the logistics industry - and MOVE - in April 2025, bringing with him a deep well of experience and a passion for regional business. Based in New Plymouth (his home since moving from Scotland 20 years ago), Andy holds dual responsibilities across the Taranaki region; leading sales and managing branch operations.
With a career that began in 2010 at Hooker Pacific (now part of the MOVE group), Andy progressed through several commercial roles, eventually becoming GM Sales & Marketing for TIL Freight. After five years on the customer side managing sales, marketing and logistics for a timber re-manufacturing company, Andy is now back where he thrives - working in logistics, where no two days are the same.
In his current role, Andy is focused on rebuilding and growing the local customer base, while also ensuring the branch runs safely and efficiently. His commercial acumen is paired with a strong belief in using technology to streamline work and visualise data - helping his tight-knit team stay agile and effective.
What Andy values most about MOVE is the deep capability of the wider team: "There's not much the team hasn't moved before so support for our customers is only a call away."
KERRY KRETZMANN
MOVE SITE MANAGER LION NEW ZEALAND
Leading with pride and purpose
Since joining MOVE in May 2023, Kerry has led one of the company's most complex and high-performing operations - the 3PL warehouse at Lion Breweries' Pride site in Auckland. With a team of 150 working around the clock, she ensures the seamless flow of some of New Zealand's best-known beverages, from receipt to delivery.
Her journey into logistics began in South Africa, grounded in qualifications in Manufacturing Management and Environmental Law. A standout career moment came as Logistics Manager for Coca-Cola Beverages South Africa, where she achieved Gold Status in the CCBSA Logistics Awards
- recognition of her ability to drive excellence across warehousing, transport and site operations.
Immigrating to New Zealand in 2019 meant starting again. But with determination and a deep passion for logistics, she quickly re-established herself - first with Lion Breweries, then with MOVE. Today, she continues to lift Pride's performance, consistently exceeding KPIs and delivering record service levels.
With over 30 years in FMCG logistics, she's a results-focused leader, skilled in people management, continuous improvement and operational transformation. She credits MOVE's supportive culture and strong leadership - particularly in 3PL - for enabling her team's success.
Outside of work, she's a keen netball umpire and proud supporter of the Silver Ferns.
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Environment
At MOVE, we are committed to creating a lower carbon future and a better environment for everyone. We recognise the significant role the transport and logistics sector must play in reducing emissions, and we're working collaboratively - with our customers, supply chain partners and industry peers - to identify and implement meaningful change.
While many of the biggest opportunities for impact require long-term investment and sector-wide transformation - such as the development of alternative fuels, low-emission heavy vehicles suited to New Zealand conditions and more robust multi-modal infrastructure - we are focused on the actions we can take now.
We continue to optimise our operations through technology, reducing empty loads and improving route efficiency. Our ongoing fleet upgrades prioritise newer, more fuel-efficient vehicles, and we are working with
customers to implement multi-modal transport solutions, such as rail, which offers a significantly lower carbon footprint.
We're also committed to minimising waste and making smarter use of resources across our business. By taking immediate steps in areas we can control, while contributing to longer-term industry change, we believe logistics can lead the way toward a more sustainable future.
FY25 marks MOVE's second year of reporting under the Aotearoa New Zealand climate change regime. The focus on efficiency has resulted in a reduction of our emissions. MOVE's FY26 climate disclosures will be
published as a separate document by 31 October 2025 and made available at:
https://www.movelogistics.com/who-we-are/sustainability.