Toll Group Level 7, 380 St Kilda Road Melbourne VIC 3004 Australia T +61 3 9694 2888 F +61 3 9694 2880 www.tollgroup.com Toll Holdings Limited ABN 25 006 592 089

18 June 2012 The Manager Australian Stock Exchange Company Announcement Office Level 4 20 Bridge Street Sydney NSW 2000

Lodged Through ASX On Line Total No. of Pages: 61

Dear Sir Toll Investor Presentations Singapore – Day 1 Toll Global Logistics Please find attached Presentation Slides for Day 1 of Toll Investor Visit in Singapore relating to:

1. Toll Global Logistics – IdeaLab 2. Toll Global Logistics – Toll Automotive,

for release to the market. Yours faithfully TOLL HOLDINGS LIMITED Bernard McInerney Company Secretary

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TOLL GLOBAL LOGISTICS

IdeaLab Presentation

v 1.0

Toll Investor Day – 18 June 2012

Andrew Lim – Director for TGL Corporate Innovation, Technology

& Operations Development (TGL CITOD)

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What is IdeaLab?

IdeaLab is Toll Global Logistics’ in-house Radio

Frequency Identification (RFID) research and

development department, working in conjunction with the

IT, solutioning and operational development teams;

partnering SBUs to drive growth through innovation, cost

effective deployment of solutions and continuous

improvement - remaining competitive, whilst creating and

delivering a differentiated nvalue for our customers.

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• Best in class WMS offerings that unlocks the full value of data contained

in our systems resulting in improved customer satisfaction, retention and

growth

• Rationalise TMS Platforms in TGL and technology translation across

business units

TGL CITOD objectives 2011-2015

Business Objective CITOD Initiatives

2. Satisfactory Return

on Capital

1. Increase growth &

revenue

• Creating technology innovations leveraging RFID and mobile solution

3. Stable, Leading

Edge Work Force

4. Safe Working

Environment

• Establishing a connected world through service oriented InfoComm to

empower users

5. Achieved Industry

Leadership

• Provide relevant, timely KPI information to the business

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IdeaLab’s innovation journey

Islands of

application Productization

Aggregate &

Consolidate

CERTHUB

Patented

2002

SG, IND, US

LMIS

1998

SG

LAMP

Patented

2005

SG

SEAT

2008

SG

ATS

2004

SG, AUS

REAP

2011

SG

FOCUS

2011

SG

Why RFID?

Supply chain automation

• Velocity – simultaneous reads

• Flexibility – no line of sight

• Accuracy – no wrong scans & data entry errors

• Capacity – high memory, serialized data & can be re-written

Real-time visibility and data quality

• Data flow in sync with physical process flow

• Data enables business process reengineering

Now Before

Dif

fere

nti

ati

on

E

nab

lem

en

t

Speed to

Market

RFID ENTERPRISE APPLICATION PLATFORM

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RFID Industry Trend F

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R&D Capabilities

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R&D Capabilities

Operational studies and process mapping

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Process solution design

R&D Capabilities F

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R&D Capabilities

Hardware fixture design

Electrical engineering

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R&D Capabilities

Software development

Network deployment

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R&D Capabilities

Equipment testing and validation

RFID physics testing

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R&D Capabilities

Product Testing & benchmarking

Tag specifications Tag benchmarking

Reader benchmarking Tag sensitivity (performance) characteristics

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Solutions

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FOCUS introduction

THE *ANY* ASSET MANAGEMENT PLATFORM…

…IN THE CLOUD

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FOCUS introduction

No need for

PC at each

read point No server

setup, no

maintenance

Easy to

deploy, easy

to scale

No network

infra hassles

Cloud-Based Architecture

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FOCUS introduction

Auxiliary Technologies Supported by Focus

Temperature /

Sensor Tags Active RFID GPS Integration

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FOCUS introduction

Linen Asset Management Platform (LAMP) – running on

Focus engine

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REAP introduction

Development journey - hardware

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REAP introduction

Development journey - Software

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REAP introduction

Funded by:

Supported by:

Technical partners:

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REAP introduction

REAP in action

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REAP introduction

REAP in action

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REAP introduction

REAP in action

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REAP introduction

Benefits

Operational productivity

and efficiency

Accuracy and error

prevention

TRUE real-time visibility

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Thank you

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For investor related information please contact:

David Shirer – Group General Manager Investor Relations - Toll Group

Phone: +61 3 8689 3226

Mobile: +61 407 512 521

Email: david.shirer@tollgroup.com

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This presentation includes “forward-looking statements.” These can be identified by words such as “may”, “should”, “anticipate”, “believe”, “intend”, “estimate” and “expect”. Statements which are not based on historic or current facts may be forward-looking statements.

Forward-looking statements are based on assumptions regarding Toll’s financial position, business strategies, plans and objectives of management for future operations and development and the environment in which Toll will operate.

Forward-looking statements are based on current views, expectations and beliefs as at the date they are expressed and which are subject to various risks and uncertainties. Actual results, performance or achievements of Toll could be materially different from those expressed in, or implied by, these forward-looking statements. The forward-looking statements contained in this presentation are not guarantees or assurances of future performance and involve known and unknown risks, uncertainties and other factors, many of which are beyond the control of Toll, which may cause the actual results, performance or achievements of Toll to differ materially from those expressed or implied by the forward-looking statements. For example, the factors that are likely to affect the results of Toll include general economic conditions in Australia and Globally; exchange rates; competition in the markets in which Toll does and will operate; weather and climate conditions; and the inherent regulatory risks in the businesses of Toll. The forward-looking statements contained in this presentation should not be taken as implying that the assumptions on which the projections have been prepared are correct or exhaustive.

Toll disclaims any responsibility for the accuracy or completeness of any forward-looking statement. Toll disclaims any responsibility to update or revise any forward-looking statement to reflect any change in Toll’s financial condition, status or affairs or any change in the events, conditions or circumstances on which a statement is based, except as required by law.

The projections or forecasts included in this presentation have not been audited, examined or otherwise reviewed by the independent auditors of Toll. Unless otherwise stated, all amounts are based on A-IFRS and are in Australian Dollars. Certain figures may be subject to rounding differences. Any market share information in this presentation is based on management estimates based on internally available information unless otherwise indicated.

You must not place undue reliance on these forward-looking statements.

This presentation is not an offer or invitation for subscription or purchase of, or a recommendation of securities. The securities referred to in these materials have not been and will not be registered under the United States Securities Act of 1933 (as amended) and may not be offered or sold in the United States absent registration or an exemption from registration.

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TOLL GLOBAL LOGISTICS

Toll Automotive

Toll Investor Tour, Singapore - 18 June 2012

Barry Clark – Regional Director, Singapore & Malaysia, and

Director, Automotive, TGL F

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Overall Automotive Strategy

1 Tianjin Anda Vehicle acquisition operative by October

2012, conclude acquisition of PrixCar Thailand

operations for entry point and push for Malaysian Vehicle

acquisition to complete matrix in Singapore / Thailand /

Malaysia

2 Leverage recent wins in Australia, China and Thailand

into India and Malaysia

3 PrixCar “One Stop Shop” for seamless vehicle import and

vehicle distribution service

4 Integrated IT System for Vehicles to reduce cost and

increase operating efficiency, service levels and support

overseas developments

5 Single point account management; modify capabilities

with customer expectations to continue growth

6 Continued strong focus on safety and compliance

7 Use of innovative equipment to reduce operating costs

and injury

8 Maintain and grow solution design capability

Lead

Grow

TGL 2015

Improve

GROW

Lead

Grow

TGL 2015

Improve

IMPROVE

Lead

Grow

TGL 2015

Improve

LEAD

Target Vertical Markets

Auto original

equipment

manufacturer’s

(OEM) & Parts

Original equipment manufacturer &

aftermarket (car, bike & machinery)

and importers

Industrial ,heavy

equipment, mining

& construction

Parts & facility management (major

distribution centre’s and in support of

specialist Co.s)

Rail & infrastructure Second hand dealers & auction

houses Key Product Offerings

Vehicle distribution,

including

relocations, private

& corporate

Compound management & vehicle

distribution for manufacturers

(including ex-wharf), dealers,

relocations, private, corporates &

premium

Transportation &

Warehouse

Operations &

Management

Management & operations of own &

customer warehouses and

operations of in-house fleet &

management of Toll Business Unit’s

on customer behalf

Limited Liability

Partnership

Provide global single point of contact

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Automotive Safety Strategy - “Think Safe - Act Safe”

Current Safety Strategy Parts reached zero LTIFR May 11 and Vehicles continues to

improve

Continued investment in safety and compliance

Zero tolerance to safety or compliance breaches or incidents.

Continue to improve performance relative to workers

compensation costs and insurance claims

Initiating national program to target zero MTI for 2012-2013

Improving competency assessed based training for all

employees based on documented standard procedures

Provide standard operating procedures and work instructions to

ensure the health and safety of all employees. Ensure

continuous improvement through auditing, investigations, risk

assessments and reviews

Continuous improvement programs targeted at collecting

improved key safety data (HSE dashboards, visitors checklist,

OHS meeting agenda etc.)

‘Back to Basics’ MHE logbook initiated for purpose of assessing

operator competencies post all MHE incidents

Equipment – ensure all plant and equipment is maintained to

ensure compliance with OH&S legislation. New equipment

designed / developed with employee safety in mind and in

consultation with employees

Participate in corporate programs such as Smarter Green

Driving

Key Safety Initiatives High management focus on review of incidents including safety

bulletins and monthly review of all incidents to promote “Think Safe

– Act Safe”

Take 5 training

Yes forms submitted by employees

Vehicle Rapid Loader & other equipment initiatives

DVD produced for ratcheting techniques

Auto tie downs to deal with high injury risk

VIC Health Checks – consider expanding nationally

Safety Week celebrations – eg. healthy eating habits

Implement new BMS – including OHS material

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Toll Vehicle Distribution Strategy

1 Tianjin Anda Vehicle acquisition MOFCOM processing,

2 Leverage AU capability and recent wins in China and

Thailand into India.

3 PrixCar “One Stop Shop” for seamless vehicle import and

vehicle distribution service

4 Integrated IT System for Vehicles to reduce cost and

increase operating efficiency, service levels and support

overseas developments

5 Single point account management; modify capabilities

with customer expectations to continue growth

6 Continued strong focus on safety and compliance

7 Use of innovative equipment to reduce operating costs

and injury

8 Maintain and grow solution design capability

Lead

Grow

TGL 2015

Improve

GROW

Lead

Grow

TGL 2015

Improve

IMPROVE

Lead

Grow

TGL 2015

Improve

LEAD

Target Vertical Markets

Auto OEM’s & Parts OEM & Aftermarket (Car, bike &

Machinery) and importers

Industrial ,heavy

equip, mining &

Construction

Parts & facility management (major

distribution Centre’s and in support

of specialist Co.s)

Rail & Infrastructure Second hand dealers & auction

houses

Key Product Offerings

Vehicle distribution,

including

relocations, private

& corporate

Compound management & vehicle

distribution for manufacturers

(including ex-wharf), dealers,

relocations, private, corporates &

premium

Transportation &

Warehouse Ops &

Management

Management & operations of own &

customer warehouses and

operations of in-house fleet &

management of Toll Business Unit’s

on customer behalf

Limited Liability

Partnership

Provide global single point of contact

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Innovative Equipment

Flatpack Roadtrain 4 Car Carrier

Prestige Enclosed Transport trailers (PET)

2 Car PET

6 Car PET

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PrixCar Integration

Combine its finished vehicle distribution service with automotive

storage, processing and rectification specialist, PrixCar, the 50-

50 joint venture between Toll and K-Line Auto-Logistics Pty

Limited

Change will provide customers with a fully integrated, end-to-end supply

chain management service, and comes in response to broader

automotive industry trends, such as the decline in local manufacturing and

the increase in vehicle imports.

PrixCar performs strongly in vehicle importing and commissioning, and

the restructure will ensure it will be well positioned to continue its growth.

The net impact of the sale will be a $75 million after tax cash inflow to Toll,

and a pre-tax gain of approximately $47 million ($37 million after tax). Toll

will retain its 50 per cent interest in PrixCar.

For the 2012 financial year, Toll Global Logistics’ finished vehicle

distribution service is expected to have revenues of around $158 million

and earnings before interest and tax of more than $11 million. Following

the restructure, Toll will account for its 50 per cent share of PrixCar’s

earnings as associate earnings

Integration Status

•Great acceptance from all stakeholders

•Functional integration teams now in process

•Strong customer support

•Stronger combined market offering

•Expect to complete end July/August

Integration Status

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China’s and India’s growth

China sales

Source: State Information Office

000’s

After strong growth in 2009 and 2010 the sales

volume slowed to less than 3% in 2011

Government intervention to support local Chinese

brands is getting stronger

Ongoing growth for India but not at the same level

in the last 2 years

Strong expansion of production capacity

J.D. Power Asia Pacific 2011 PV and LCV numbers

India sales

China segments

90 brands by 2015, compared to 45 in the US

Compact and subcompact over 50% market share

(lower margin segment)

Focus on tier 2 and 3 cities

Subcompact and Mini segment over 70% market

share (lower margin segment)

Dealership penetration not yet fully utilized

India segments

J.D. Power Asia Pacific 2011

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0 1 2 3 4 5 6 7 8

Toyota

GM

Volkswagen

Ford / Mazda

Renault/Nissan

Hyundai

Honda

PSA

Fiat

SAIC

Suzuki

FAW

Dongfeng

Changan

BMW

Daimler

Beijing Auto

Mitsubishi

Chrysler

Maruti

Guangzhou Auto

Chery Group

Subaru (Fuji Heavy)

China Aviation

BYD

Brilliance Auto

Tata

AO AvtoVAZ

JAC

Geely Group

Mahindra & Mahindra

Global

China

India

Russia

Note: JV volumes are double counted

* Indicates Independent Automakers in BRIC

*

*

* * *

*

*

*

Local automakers in China and India are attractive

customers

Local automakers are rapidly growing

in importance in the global Automotive

Industry

Large automaker groups are focusing

on their own Independent brands

Truly Independent Automakers such as

Chery, BYD, Tata

They are increasingly investing

overseas to gain technology and brand

E.g. Geely - Volvo, Tata – Jaguar

Landrover, SAIC - Rover & MG

As they grow and mature, their need for

world class logistics services is

increasing

2010 Production (millions)

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Tianjin Anda Toll Logistics – distribution network

1. Trailer fleet of over 350 sets

2. Ongoing investment and exchange / upgrading

program

3. Open and enclosed trailer availability

4. Strong China network operation with the HQ based out

of Tianjin

Distribution

Warehouses (Land area)

Branches (Customers)

Linhai (Geely)

Xian (Biyadi)

Fanyu

(Guangzhou Toyota)

Tianjin (Xiali, Toyota, BMW, Peugeot),

2 warehouses (165,000m2, 73,833m2)

Wuhu (Chery)

6 warehouses (55,431m2 owned, 5 rented sites)

Liuzhou

(SGM Wuling)

NORTH EAST

NORTH WEST

SOUTH WEST

SOUTHEAST

Wuhan

(DongfengHonda, Dongfeng Peugeot)

Guangzhou

(Guangzhou Honda, Dongfeng Nissan)

Yantai (SGM)

Qingdao (SGM Wuling)

Ningbo (Geely)

Baoding (Great Wall)

Chongqing

(Chang’An)

EAST

Regions

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Tianjin Anda Toll Logistics – multi user yard

1. Gross floor area 71,505 sqm

2. About 3,000 units storage capacity incl. rooftop

3. 2 sides access via drive up ramp

4. Ground floor with high ceiling allowing to store also

commercial vehicles as well as performing potential

technical / customization services

5. Expansion potential to double the storage capacity

MULTI USER YARD

Multi User Yard = MUY

sqm 71,505 gross floor area

5 levels incl. rooftop

capacity 2,947 units

sqm 14,301 per floor

units 589 per floor

average 24 sqm/unit incl. driveways

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Tianjin Anda Toll Logistics – VPC area

1. ‘Showroom’ type gross floor area of over 500 sqm

2. Tiled, clean and bright

3. Open height of 2 floors

4. Viewing gallery from office side

Vehicle Processing Center - VPC

1. Inspection

1. Quality

2. Technical

2. PDI services

1. Washing

2. Cleaning

3. Maintenance

3. Customization

1. Body kit installation

2. Radio and other after sales parts

3. Preparation of launch and special event cars

Services (potentials)

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Tianjin Anda Toll Logistics – Release Agent

1. High volume In plant operation

• End of assembly line take over

• Light PDI as per requirement

• Movement into storage yard

• Storage yard management

• All transport documentation / management

• Transfer to loading area

Release Agent

Transaction Status

•MOFCOM approval nearing completion

•Final valuation discussions in progress

•Integration team already on the ground

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India Market Aerial Overview

New cluster

Gujarat

• Tata Nano

• Ford

• PSA

• (MUL)

• (Toyota)

2012 1,400,000

2020 2,900,000

2012 1,100,000

2020 3,900,000

Negligible

2012 1,000,000

2020 2,000,000

Passenger vehicle

Production volume

forecast by Cluster

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Reality Check India -

Transport & Yard Management

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Equipment and network

EQUIPMENT SEGMENTS

Finished vehicle transport

- Passenger & light commercial

- Luxury vehicles

- Launch and show cars

2wheeler transport

- New trailer design allowing

vehicle or 2 wheeler loads

Commercial vehicles

- Trucks

- Tractors

- Construction and other

equipment

Toll OPPORTUNITIES

Introduction of competitive & innovative equipment

- Leveraging on Toll know how in finished &

commercial vehicle logistic and equipment design

- Combined with 5 years experience of trailer

producer in India

Economics

- Increased capacity per load with trailer design

- Less downtime & repair

Safety

- Increased safety during loading / discharging as

well as operation of the trailers

- Decreased damage %age

- 3point lashing

- Wider ramps in trailer

New network logistic

- Shuttle operation

- Major increase from present km/year of 70

to 100,000

- Metro delivery

- Present trailer equipment only allowed at

night time into towns – major delays

- Toll 4 units trailer introduction for Metro

delivery

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Toll Vehicle Distribution Approach To India

FORD Chennai plant FORD Chennai plant

FORD Sanand plant

2012-2013 START 2013-2014 DEVELOPMENT

Car Plants South and national distribution

- Local south distribution with 10 trailer

- Collaboration with Absolute Logistic in plant handling

and driver management

- Tender participation for national distribution with

additional 40 trailer

- Network development

Toll Shuttle start with:

- Network concept with Hub distribution

between

- Tamil Nadu, Chennai

- Sanand, Gujarat

Production capacity 240,000/year

Volume to South 25%

Production capacity 200,000/year

Volume to North 35% Production capacity 200,000/year

Volume to South 15%

1,800 km

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1 Organic new business growth in Australia, India,

Malaysia, Singapore & Thailand

2 Customer-led strategy into new markets.

3 Seek targeted acquisitions in China

4 Develop corporate level relationships with key

customers in their home markets to drive organic

growth

5 Build safety into every process on launch

6 Phased launch of LEAN in all operating countries in

during 2013/14

7 Standardisation of operational processes between all

countries using Australia as the model

8 Development of a People Strategy for all personnel in

alignment with Toll HR Strategy and Corporate

Values

Lead

Grow

TGL 2015

Improve

GROW

Lead

Grow

TGL 2015

Improve

IMPROVE

Lead

Grow

TGL 2015

Improve

LEAD

Target Vertical Markets

Automotive OEM & Aftermarket Car & bike

manufacturers and importers

Mining & Construction

OEM & Aftermarket Machinery

manufacturers and importers

Mining and mining services companies

Manufacturing &

Maintenance

Manufacturing companies that require

similar solutions to Auto Industry

Power &

Communications

Large scale Power and Telecom projects

and ongoing operations

Rail & Infrastructure

Large scale project facilities

Ongoing maintenance support operations

Key Product Offerings

Supply Chain Strategy

& Design

Solution design and development,

modeling and simulation

Lead Logistics

Management

Provide single point of contact to

customer for all supply chain services

Warehouse operation

& Management

Physical warehouse operations

Transportation

management &

Services

Physical transport operations

Toll Parts Logistics Strategy F

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De-risking the impact of diminishing Australian

automotive manufacturing

2007 - 100% of Automotive Components business came from the Australian Auto industry,

mostly from 3 of the 4 manufacturers Ford – broad range of supply chain services from supplier transportation (milk runs) through to Kanban and

sequenced plant deliveries and packaging

GMH – Local and Interstate transportation, cross dock operations and inbound parts management

Toyota – Milk run transportation and parts warehousing

2012 – We have moved the Components skills from the Automotive sector to spread risk Auto Manufacturers – 50%

Auto Aftermarket – 13%

Mining and Construction – 37%

Mining and Construction leading our growth outside Australia

2013 and beyond Focus on all targeted vertical markets to grow business evenly and spread ‘industry’ risk

Spread geographically to reduce ‘country’ risk

Grow with our customers in their new and growing markets

Leverage Toll’s capabilities and capacities globally to support the key Automotive and Parts related growth markets

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China case study

Customer – A domestic manufacturer of construction equipment and parts located in Eastern China (wholly owned subsidiary of a multi national)

Issues Moving from domestic to international standard in manufacturing quality

but had not followed with their supply chain

Complex inventory management issues as the number and variants of vehicles increased significantly over the previous 5 years

Commencement of an export program for dealers but no coordinated approach to parts outside of China

Management team almost completely local and been in the business for many years

Solution - We developed a multi phase approach to addressing the key issues

Phase 1 – Implement the Toll ICS (Inventory Capital Solutions)

Phase 2 - Launch a small parts DC and take over the National Parts DC (Mid 2011)

Phase 3 – Launch Parts and Equipment facilities in 3 countries to support activities outside of China (1H/2012)

Phase 4 – Establish a network of Parts DC’s throughout mainland China to support business and dealer network growth (2H/2012)

Phase 5 – Launch an integrated parts and machine distribution network (2013)

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Thailand case study

Customer – an international manufacturer and distributor of

agricultural equipment and parts.

Issues Moving from a distributor model to dealer model in a new market

Global sourcing of machinery and parts from up to 12 plants in 5 countries

Lack of direct experience in the new market

Management team almost all new and largely local

Solution – We proposed a low risk, mutual growth model focussed on the

utilisation of existing space and capabilities as the business launches

Worked with Toll Global Forwarding and Toll Thailand as a shared

opportunity to keep all business in-house

Shared warehouse with existing in-country business for Parts Distribution

Centre

Secured lease over small parcel of land adjoining our current site to utilise

as a vehicle compound for machines

Launched in-house Warehouse Management System

Leveraged existing Yamaha spare parts distribution network to improve

utilisation and deliver high service levels

Moved experienced management from other sites to launch and manage

the operation

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Komatsu – ‘One Toll’ case study

Customer – Komatsu Australia offers a full product line up with quality parts and reliable service to meet customers’ needs in the mining and construction industries.

Issues Requirement for change in DC model to meet enhanced service levels

Requirement for 3PL to support growth in Australian resources boom

Inventory visibility

Requirement for Warehouse (WMS) & Freight (FMS) Management Systems

Requirement for combined management of warehouse and distribution activities

Single point of contact for account management

One Toll Solution Simultaneous launch / transfer from prior 3PL of 4 sites (TGL)

New DC in Brisbane, scoped for current needs and future growth (TGL supported by Toll Property)

Develop existing DCs capability and capacity

Integrate WMS and FMS with Customer system (TGL & Toll Corporate IT)

Implement and develop bespoke WMS and FMS (Toll MTS) solutions

Toll MTS manages inputs from Customer via Toll WMS to allocate transport based on ‘best solution’ to multiple Toll business units, including Toll IPEC, NQX and Express

Toll MTS also manages return data from Toll’s transport BU’s and provides a central invoicing capability – 1 Invoice per period for the customer for all of Toll’s transport services

Dedicated business structure, with Toll Automotive as lead logistics manager of all Toll business units providing a seamless One Toll service to the customer.

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Summary

Continue to de-risk downturn in Australia automotive manufacturing.

Work with PrixCar board to ensure smooth transition of Toll Vehicles Australia into PrixCar

services 2H 2012.

Completion of vehicle distribution JV acquisition Tianjin Anda – China 2H 2012; and

‘hands on’ development of the business into a broader more differentiated service offering.

Continue to leverage off proven capability and new wins Australia, China and Thailand;

entering into new markets India and Malaysia.

Continue to develop leading edge points of differentiation across equipment and software

design, whilst integrating best practices into the Region.

Build on our strong focus on safety and compliance.

Continue to develop our people within the Region via geographical work exchanges and

career development.

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TOLL GLOBAL LOGISTICS

Singapore / Malaysia

Toll Investor Tour, Singapore - 18 June 2012

Barry Clark – Regional Director, Singapore & Malaysia, and

Director, Automotive, TGL F

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Target Vertical Markets

Consumer/ Healthcare

Base load, relatively less

cyclical. Build on strong existing

base

Industrial/Steel

Industry

Leverage on SG’s push to be

global marine & offshore

engineering player. Strong existing

base, for good business mix n

higher margin

Dedicated Feeder

Regional TEU and RoRo

shipping, supported by trade traffic

&/or industrial estates

Specialised Feeder

Nature minerals – vast

untapped resources in SEA –

existing capabilities to support mine

development

Energy sector – extensive

infrastructural developments in

region + burgeoning O&G sector

Business Units

Integrated Logistics

Warehousing & Distribution,

Inventory Management, Value-

Added Service

Integrated Feeder Dedicated feeder and

specialized feeder services in SEA

Toll Global Logistics – Singapore & Malaysia

Strategic intent

1 Providing a comprehensive supply chain service

offering to our targeted customers

2 Focusing on key verticals with a cross-border

management

3 Replicate success with adaptation to suit

4 Capability development in services, business

development and solutioning

5 Harness technology as key differentiator

6 Strong emphasis on excellent customer service and

continuous improvements

7 Acquisitions

Lead

Grow

TGL 2015

Improve

GROW

Lead

Grow

TGL 2015

Improve

IMPROVE

Lead

Grow

TGL 2015

Improve

LEAD

Key Success Factors

Increasing asset utilisation (warehouse, transportation

fleet, vessels)

Securing new contract wins, renewals and incremental

scope, with improved margin

End-to-end service offerings as a lock-in mechanism

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Industry & network strategy

Build supply chain expertise and business growth through a targeted customer

and industry segment focus, augmented with a compelling network

Integrated Logistics Division

Toll Global Logistics – Singapore & Malaysia

Strategic intent

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Toll Global Logistics – Singapore & Malaysia

Strategic intent

Integrated Feeder Division

Current footprint Potential Product Segments

Geothermal, O&G

DEDICATED FEEDER- Potential Growth Triangle

Minerals, Coal, O&G, Power Plant

Minerals, Coal, Coal Bed Methane, O&G,

Power Plant

Minerals, O&G

Minerals, O&G

SPECIALISED FEEDER – Potential markets

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Industry Customers

Consumer

Retail/Fashion

Healthcare

Industrial

Key Customers

Singapore and Malaysia

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Scope

P&G Prestige - Fine Fragrances & Cosmetics

Regional Hub – Warehouse & Inventory Management, Value-Added Services,

Customs Clearance & International Transportation

(in addition to RDC and NDC for general merchandise group)

Dairy Farm International – Leading retailer operating supermarkets, health and

beauty stores, convenience stores, etc

Singapore DC – Warehouse & Inventory Management, Value-Added Services

and Local Transportation

Ikea – Home furnishing and product retailer

Customs Clearance and Import & Export Haulage

(in addition to overflow warehouse management)

Exxon Mobil - Diesel HydroTreater Project in refinery in

Jurong Island

Project Management - Customs Clearance, Haulage and

Breakbulk Transportation

Recent Wins

Singapore and Malaysia

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Questions ?

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For investor related information please contact:

David Shirer – Group General Manager Investor Relations - Toll Group

Phone: +61 3 8689 3226

Mobile: +61 407 512 521

Email: david.shirer@tollgroup.com

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31

This presentation includes “forward-looking statements.” These can be identified by words such as “may”, “should”, “anticipate”, “believe”, “intend”, “estimate” and “expect”. Statements which are not based on historic or current facts may be forward-looking statements.

Forward-looking statements are based on assumptions regarding Toll’s financial position, business strategies, plans and objectives of management for future operations and development and the environment in which Toll will operate.

Forward-looking statements are based on current views, expectations and beliefs as at the date they are expressed and which are subject to various risks and uncertainties. Actual results, performance or achievements of Toll could be materially different from those expressed in, or implied by, these forward-looking statements. The forward-looking statements contained in this presentation are not guarantees or assurances of future performance and involve known and unknown risks, uncertainties and other factors, many of which are beyond the control of Toll, which may cause the actual results, performance or achievements of Toll to differ materially from those expressed or implied by the forward-looking statements. For example, the factors that are likely to affect the results of Toll include general economic conditions in Australia and Globally; exchange rates; competition in the markets in which Toll does and will operate; weather and climate conditions; and the inherent regulatory risks in the businesses of Toll. The forward-looking statements contained in this presentation should not be taken as implying that the assumptions on which the projections have been prepared are correct or exhaustive.

Toll disclaims any responsibility for the accuracy or completeness of any forward-looking statement. Toll disclaims any responsibility to update or revise any forward-looking statement to reflect any change in Toll’s financial condition, status or affairs or any change in the events, conditions or circumstances on which a statement is based, except as required by law.

The projections or forecasts included in this presentation have not been audited, examined or otherwise reviewed by the independent auditors of Toll. Unless otherwise stated, all amounts are based on A-IFRS and are in Australian Dollars. Certain figures may be subject to rounding differences. Any market share information in this presentation is based on management estimates based on internally available information unless otherwise indicated.

You must not place undue reliance on these forward-looking statements.

This presentation is not an offer or invitation for subscription or purchase of, or a recommendation of securities. The securities referred to in these materials have not been and will not be registered under the United States Securities Act of 1933 (as amended) and may not be offered or sold in the United States absent registration or an exemption from registration.

Disclaimer F

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