UTi Worldwide Inc. NextLeap Quarters 1-5

Our Clear Commitment

Contract Manufacturers Manufacturers’ Extension UTi’s Opportunity Int’l Carriers Passenger Airlines Air Cargo Truckers Ocean Freight Forwarding Warehousing Brokers Software Companies APS ERP Consulting Contract Manufacturers OEMs Packaging Companies Manufacturers’ Extension Integrators Supply Chain Solutions Why did we embark on the NextLeap Journey? What is the Opportunity that we are chasing?

Aim, Ready, Fire FIRE Projects READY Core Initiatives Our Aim AIM NextLeap is being developed and rolled out in three phases. You have all heard the phrase Ready-Aim-Fire. For NextLeap, it’s AIM-READY-FIRE. AIM PHASE: Starting at a senior management meeting in England in June this year, the planning process began. Our Purpose, Our Guiding Strategies, and our Differentiators were revalidated and built into the STRATEGY FOUNDATION as they have been at the core of UTi for some time now. The creation of OUR AIM took thoughtful and careful discussion. You will learn about our Aim on the next slide. The Aim phase was completed in late September with the NextLeap rollout to the global management team at the Annual Networks Meeting in Sun City, South Africa. READY PHASE: This is where we are today. Now that we have Our Aim, the Steps to our Target and the Target itself, we are getting ready to FIRE. We have created the Core Initiatives and we will be selecting key enterprise projects and developing the process for managing those projects during the twenty quarters. This phase will be completed once everyone at UTi around the world has attended this presentation and is ready to contribute to NextLeap. Readiness Certificates will then be issued to each branch. FIRE: Starting from February 1, 2002, the first day of our new financial year, the NextLeap journey will formally begin. PROJECTS has two parts: ENTERPRISE PROJECTS and LOCAL INITIATIVES. At our branch, we will start our Local Initiatives in the first quarter of next year as we launch our own NextLeap effort. Our Aim AIM Strategy Foundation

Competitive Advantage Purpose We Deliver Competitive Advantage to our Customer's Global Supply Chain Strategy Foundation Much is changing but our PURPOSE remains constant. If we are not doing this every day in our daily jobs, there is no reason for UTi’s existence. You will notice that OUR PURPOSE (which used to be called “Vision”) delivers the BENEFIT (competitive advantage) to our customers, not to ourselves. WE: This means all UTi people acting together as a team. DELIVER: We will do everything in our power to ensure that we keep our promises. We deliver the goods and quantified value to customers, growth and financial results to shareholders and strategic milestones for our future. COMPETITIVE ADVANTAGE: We seek to deliver advantage to our customers that give them an edge over their competitors. We will strive to provide supply chain solutions to our customers that give them competitive advantages in as many areas as possible, furthering both their growth and profitability and, therefore, our own. CUSTOMERS: Organizations, and the people within them, which purchase services from UTi. They are the reason for our existence. GLOBAL SUPPLY CHAIN: The movement and management of goods from raw material sourcing to finished goods delivery for a customer, with emphasis on the activities that involve crossing borders.

What makes us Different? Differentiators What makes us Different? Customized Solutions Quantified Value Integration Global Reach Deployment Strategy Foundation DIFFERENTIATORS are the characteristics that set our company apart from all others. We are constantly seeking to differentiate ourselves from our competitors, especially the larger ones, and we believe that our success is dependent on our ability to do this well. Our primary and enduring differentiators are: CUSTOMIZED SOLUTIONS – UTi provides services and information to our customers, but increasingly we are also providing solutions in the supply chain. Our capabilities are designed to allow profitable tailoring of our services, our solutions and our information for our global and local customers. QUANTIFIED VALUE - We provide value to our customers by delivering measurable improvements in supply chain performance. We will measure and report our performance to our customers and quantify (in dollars, etc.) the benefits we deliver to them. INTEGRATION - Integration means bringing people, processes and technology together for the benefit of our customers. We must be able to operate as a globally integrated enterprise, meaning all our branches and network partners must be able to work together as a global team. We must also be skilled at integrating our processes and our technology with our customers, airlines, steamship lines and other partners. DEPLOYMENT – At UTi, deployment means that we will do everything in our power to deliver on our promises. Value to the customer cannot be released unless the solution is successfully designed, but also the solution must be successfully installed and completed on schedule. GLOBAL REACH – UTi is everywhere around the world where our customers need us. We have the capacity, capability, and skills to provide integrated solutions, services and information……worldwide.

Our Aim We are an agile, competent, disciplined and innovative team driving growth, performance and quantified value as the Primary Logistics Partner (PLP) to our global and local customers. We cherish long term relationships. We integrate our people, enterprise-wide processes and e-Business technology, with our partners, to deliver customized supply chain solutions, services, and information …worldwide. Our Aim OUR AIM describes our ASPIRATION – what we would like to be and what we would like to accomplish. It is a future state that we are striving to achieve. It is the beacon that we steer towards in all our strategic decisions. (Read out the words on the slide) The last word, “worldwide”, represents our FIRST LEAP. In contrast, Our Aim for NextLeap starts with the “agile, competent, disciplined and innovative team”. The focus is on all of us. For example, we need to be agile as we compete for customers AND yet we have to be disciplined in using our precious resources wisely and adhering to enterprise-wide processes. Training is key for everyone. NOTICE: How “long-term relationships” are centered in the Aim statement. The words “customers” and “people” are not far away. How the words from our Purpose, the five strategies and the five differentiators are woven throughout and support our Aim. The emphasis on GLOBAL AND LOCAL CUSTOMERS. The concept of PLP (which we will discuss more fully on the next slide) applies to both. While we need strategic customers, more than half UTi’s business will come from local accounts. The word “and” is used five times. We believe in the POWER OF AND. It is no longer sufficient to think of doing only one thing or the other. For example, in the past we used to believe you could only be a low-cost provider or a high service provider – but not both. Today’s world demands both at the same time. We have to focus on short-term profits AND long term success, to focus on local initiatives AND supporting enterprise projects, to sell aggressively AND implement well, etc.

Selecting the Top 20 PLP Accounts 20 Global Selected PLPs 20 Global PLPs 20 Regional Some of 20 global Regional 20 Country Country 20 Branch Branch Executive Sponsors Global Sr. Mgt. & their direct Reports Regional Sr. Mgt. Country MD Branch Mgr. A total of 20 PLP Accounts Selected per Level Level of Accounts

GAME (Global Accounts) Core Initiatives Our Aim Value Creation Tools GAME (Global Accounts) POPS (Operations) IPO (People) I.T. Architecture Product Current Business and Organization Core Initiatives CORE INITIATIVES reflect the commitment and proactive approach to reposition UTi for long-term success. They are a road map and master plan for our future using a disciplined approach. SIX core initiatives have been defined for accelerating our success over the next five years. GAME (Global Account Management Enterprise) is the strategy for securing and managing global accounts so that UTi becomes the Primary Logistics Partner (PLP) to strategic customers. POPS (Processes and OPerations Strategy) is strategy, plans, and management of enterprise-wide processes and operations. IPO (Identity, People and Organization) The UTi way encompasses the policies, rules, values, expectations, behaviors, style, cultural principles and norms, and philosophies that define our company's core identity. IT ARCHITECTURE includes the Information Technology (IT) Strategic Plan and sets out the current, next generation, and future models for database design, applications, integration, security, networks, and IT people and processes. PRODUCT STRATEGY is the management of products and services for customers and includes development and delivery of those products within UTi, and their constant adjustment to ensure their ongoing profitability. TOOLS is the management of internal tools and includes finding or developing and deploying these capabilities. An example of a tool is the Intranet, which helps everyone. Transformation

Enterprise Projects AND Local Initiatives The Fourth and final step is called PROJECTS. The concept of Projects includes both: ENTERPRISE PROJECTS – which are the actions needed to implement the ideas contained in the six core initiatives. These projects will be decided by the strategic leadership team and implemented with a global project management approach. We will ensure that there is effective deployment and delivery on schedule. Our progress on these enterprise projects will be evaluated during each of the 20 quarters and communicated to all of us. LOCAL INITIATIVES – these are actions taken at the local level to: move our performance to achieve each of the five twenties. reinforce the ideas and values in our Foundation and in Our Aim. successfully implement enterprise projects on a sustained basis. generate and implement ideas at our branch that may be used by the rest of the organization and may, in fact, become enterprise-wide solutions. Projects start on February 1, 2002 as the Fire Phase begins. Over the 20 quarters, we will change and add to our current practices, and substantially enhance our current profile by adding new products, customers, skills, infrastructure, people, and locations. UTi will look dramatically different than it does today – due to all our efforts – it will be a CHAMPION.

Global Integrated Logistics The Journey Global Integrated Logistics Global FIRST LEAP February 2002 1993 We have discussed how we have become a GLOBAL ORGANIZATION in the freight forwarding and customs clearance business (see the left hand arrow on the slide, pointing up the “global” axis). This was our FIRST LEAP. Today, we are able to compete effectively on a WORLDWIDE basis, but not yet in the full range of supply chain services that customers require. Our NextLeap is to become an organization capable of servicing our customers not only on a worldwide basis but also with an increasing RANGE OF SERVICES. This means adding services like ORDER MANAGEMENT, VALUE ADDED WAREHOUSING, and other services until we are able to offer a TOTAL OUTSOURCED SOLUTION to our customer. Local Freight Forwarding Customs Brokering Order Mgmt. Contract Logistics Integrated Solutions Total Outsourced Solution Range of Services

The Journey Long Term Focus Remember this simple clip art slide. Queen Isabella Cathedral Storms Hurley process started by a request from Gordon Abbey that we need another goal to aim at. SLT lead by RIM and BD Despite the storms, the cathedral and the arrow survive.

Our Next Destination 20 Strategic Customers 20% Annual Revenue Growth Rate 20% Operating Ratio 20 Performance Metrics 20 Quarters of Deliverables

NextLeap Target 20 Strategic Customers 1 6 11 16 2 7 12 17 3 8 13 18 4 Dow Corning 1 6 11 16 2 7 12 17 3 8 13 18 4 9 14 19 5 10 15 20 There are FIVE TWENTIES that make up the NextLeap TARGET. We need to reach EACH AND EVERY ONE of the five twenties in order to HIT THE TARGET. The first twenty is 20 STRATEGIC CUSTOMERS. Our relationship with these clients will be as a PRIMARY LOGISTICS PARTNER (PLP). This means we aim to be the largest source of logistics services to these strategic customers in a long term win-win relationship. We are aiming to provide these customers with many more services in the supply chain, up to a possible TOTAL OUTSOURCED SOLUTION. Because of this, the revenue from each of these customers will be at least twice as large as we earn today from our current biggest customers – shown on the left of the slide. What it does mean, is that NONE of our current customers yet fit the description. ALL TWENTY SLOTS ARE OPEN. Imagine doubling the size of Dow Corning’s business (by adding global warehousing, etc.) and then adding 19 similar customers. Then we will have 20 strategic customers. EVERYONE AT UTi will have to work together to sell and service these customers. At our branch, we need to correctly and consistently adhere to their standard operating procedures (SOPs) and to nurture the relationships with their local operations.

20 Strategic PLP’s Defined UTi Awarded Greater than 50% of their Business Primary – We aim to be the customer’s first choice and largest source of logistics services in a direct relationship. Logistics – While we deliver customized supply chain solutions, services and information through our worldwide network, our core transaction business remains freight forwarding, customs brokerage, order management, and value-added warehousing. Broad Mix of Services Provided Globally We need to explain that UTi to become a Global Integrated Logistics provider before we can achieve the scale and scope that this definition requires. As we add to our global capabilities the list of strategic PLP’s will expand Generates greater than $20m gross/ $5m net revenue per year Partner – We cherish intimate, long-term relationships that drive mutual benefit.

NextLeap Target 20% Annual Revenue Growth Rate 20% Revenue 13% Last 5 Years Next 5 Years 20% 13% Revenue Growth Rate The SECOND twenty is a 20% ANNUAL REVENUE GROWTH RATE. We have grown over the past five years at an average growth rate of 13% per year. We need to grow at a rate of 20% each year for the next five years, starting February 1, 2002. The second 20 applies first and foremost to NET REVENUE GROWTH. While gross revenue growth is also important, our net revenue can grow faster than gross revenue through effective yield management, and it should be our priority to grow net revenue faster than gross revenue. Each branch, each country and each region should set its GROWTH TARGET in the light of the opportunities presented in its marketplace. Some branches and countries should and will grow at rates greater than 20%. To realize our growth goals, we need to focus on: CUSTOMER SERVICE quality and CUSTOMER RETENTION. SALES effectiveness, sales training and expanding existing customers. PROMPT RESPONSE to sales leads and FOLLOW-UP of sales opportunities from the global network (HUSTLE). IMPROVING YIELD (Net revenue as a percentage of gross revenue) for air and ocean forwarding by reducing transportation costs and using freight flow through gateways. Capitalizing on NEW PRODUCTS being rolled out for customers. TEAMWORK on implementing new global accounts. In year five, we should expect gross revenue to reach $2bn and NET REVENUE to grow from this year’s $300m level to $750m, provided we grow at 20% each and every year.

Gross Revenue Growth: Beats the 20 Over FY02 Tough economic times Global trade volume declined last 2 years Organic growth Customer extensions New customers Customer relationships PLP model Acquisitions Continental, SLi, Standard Increased sales force Now over 450 25 DCS’s globally Q1-4 Fiscal years ended January 31 NextLeap

Net Revenue Growth: Beats the 20 Over FY02 Yield squeeze – air/ocean Capacity constraints Volume increase Asia / USA Rate increases Security fees Customer pressure Downward pricing pressure Non asset model Evidence of flexibility in our model Yield management project Enterprise project Local initiatives Q1-4 Fiscal years ended January 31 NextLeap

NextLeap Target 20% Operating Ratio 11% 12% 14% 16% 18% 20% 9% 8% Last 5 Years Next 5 Years Operating Margin Percent The third twenty is 20% OPERATING RATIO. This means simply OPERATING PROFIT AS A PERCENTAGE OF NET REVENUE. Early last year, we began the strong focus on operating ratio. As a result, we expect to improve our performance from 9% last year to 11% THIS YEAR. Many branches and countries already perform at levels higher than 20%. However, some branches are currently at very low levels. Every branch and country needs to take the actions necessary to CONSISTENTLY IMPROVE their operating ratio. Building a rising operating ratio is the KEY TO LONG-TERM PROFITABILITY. What can we do at our branch? GROW OUR BUSINESS: Net revenue growth, discussed on the previous slide, is essential to improving our operating ratio. We simply cannot achieve our profit goals without it. CUSTOMER PROFITABILITY: We need to take action to improve customer profitability, especially for unprofitable accounts, through intelligent changes in pricing, transportation cost and service levels, and by expanding and upgrading our relationships with all customers. CONTROL COSTS: We need to ensure that costs rise at a slower pace than net revenue. This one simple accomplishment causes an automatic, ongoing acceleration in the operating ratio. We can achieve this goal by focusing on staff productivity, streamlining internal processes, and controlling discretionary spending.

Operating Income Growth Over FY02 Margin expansion Continued emphasis Cost control Job well done Network established Forwarding infrastructure complete Standard acquisition Contract logistics has different ratios Q1-4 Fiscal years ended January 31 (excluding goodwill amortization) NextLeap

NextLeap Target 20 Performance Metrics Distance Height Speed Team The fourth twenty is 20 PERFORMANCE METRICS. A performance metric is a measurement. We MEASURE our actual performance against the KEY COMPANY STANDARDS we set for ourselves. A good example is uTrac QUALITY. The company’s standard is 98% accurate updates in uTrac of PODs (proofs of delivery) within 24 hours. We measure the daily performance of each branch and network partners around the world against that standard. Let’s look at events in the Olympics to illustrate different types of metrics. Individual events have different standards (like speed, distance or height) against which an athlete’s performance is measured. Team events like running relays and swimming medleys use a single metric to reflect multiple contributions. Sports like gymnastics add individual scores in unrelated events to calculate the team’s score. We will use all three types of metrics, and, just like the Olympics, EVERY SCORE COUNTS towards UTi’s TOTAL TEAM PERFORMANCE. Over the five years, UTi will become increasingly metrics-driven. We will develop and introduce NEW specific performance metrics for different parts of the company. We already have several: uTrac quality for all operations. Days sales outstanding (DSO) for collections from customers by the financial teams. Revenue growth rate for the sales organization. Operating profit ratio for the branches. Transit time measurement for export and import operations. Metrics are based on the NEEDS of our customers, our investors, and other stakeholders. How we perform our daily jobs contributes to one or more metric. It is up to EACH ONE OF US to perform at our highest possible standard to ensure we achieve our team goals. Speed Team

20 Quarters of Deliverables NextLeap Target 20 Quarters of Deliverables Time Deliverables The fifth and last twenty is 20 QUARTERS OF DELIVERABLES. This means, starting from 1st February 2002 (the beginning of our new financial year), we will measure the results of what we DELIVER each quarter on the NextLeap journey to our TARGET OF 205. We plan to implement key projects in every quarter. Twenty quarters equals five years. We have created a NextLeap SUPPORT OFFICE (NSO) to assist project teams, branches and countries as they undertake ENTERPRISE PROJECTS AND LOCAL INITIATIVES on the NextLeap journey. The NSO can be contacted by email at nextleap@go2uti.com or by phone @310-604-3311 ext 205. An early example of a NextLeap deliverable is our new GLOBAL INTRANET, created for use by all UTi people and network partners worldwide. The new global INTRANET will be rolled out officially in January 2002. This means each of us can stay in touch with our progress as often as we want. Check out our pilot site at wwwin.go2uti.com using your eMpower user I.D. As we deliver each quarter, we will be MOUNTING THE STEPS towards our target. Using the Olympics theme once again, the NextLeap TARGET is like the Olympic Flame at the top of the stadium. Feb 2002

Enterprise Projects: 9 Completed Proof of Concept PLP SOP & Implementation I.T. Architecture Our Aim Yield Management GAME (Global Accounts) Value Creation POPS (Operations) IPO (People) Core Initiatives I.T. Architecture Management Incentive Plan Current Business and Organization Product Tools CORE INITIATIVES reflect the commitment and proactive approach to reposition UTi for long-term success. They are a road map and master plan for our future using a disciplined approach. SIX core initiatives have been defined for accelerating our success over the next five years. GAME (Global Account Management Enterprise) is the strategy for securing and managing global accounts so that UTi becomes the Primary Logistics Partner (PLP) to strategic customers. POPS (Processes and OPerations Strategy) is strategy, plans, and management of enterprise-wide processes and operations. IPO (Identity, People and Organization) The UTi way encompasses the policies, rules, values, expectations, behaviors, style, cultural principles and norms, and philosophies that define our company's core identity. IT ARCHITECTURE includes the Information Technology (IT) Strategic Plan and sets out the current, next generation, and future models for database design, applications, integration, security, networks, and IT people and processes. PRODUCT STRATEGY is the management of products and services for customers and includes development and delivery of those products within UTi, and their constant adjustment to ensure their ongoing profitability. TOOLS is the management of internal tools and includes finding or developing and deploying these capabilities. An example of a tool is the Intranet, which helps everyone. Transformation

Proof of Concept

Enterprise Projects: 9 Completed Proof of Concept PLP SOP & Implementation I.T. Architecture Our Aim Yield Management GAME (Global Accounts) Value Creation Deploy uOrder POPS (Operations) IPO (People) Global Intranet Core Initiatives I.T. Architecture Management Incentive Plan Current Business and Organization Product Tools CORE INITIATIVES reflect the commitment and proactive approach to reposition UTi for long-term success. They are a road map and master plan for our future using a disciplined approach. SIX core initiatives have been defined for accelerating our success over the next five years. GAME (Global Account Management Enterprise) is the strategy for securing and managing global accounts so that UTi becomes the Primary Logistics Partner (PLP) to strategic customers. POPS (Processes and OPerations Strategy) is strategy, plans, and management of enterprise-wide processes and operations. IPO (Identity, People and Organization) The UTi way encompasses the policies, rules, values, expectations, behaviors, style, cultural principles and norms, and philosophies that define our company's core identity. IT ARCHITECTURE includes the Information Technology (IT) Strategic Plan and sets out the current, next generation, and future models for database design, applications, integration, security, networks, and IT people and processes. PRODUCT STRATEGY is the management of products and services for customers and includes development and delivery of those products within UTi, and their constant adjustment to ensure their ongoing profitability. TOOLS is the management of internal tools and includes finding or developing and deploying these capabilities. An example of a tool is the Intranet, which helps everyone. Transformation

Enterprise Projects: 9 Completed Proof of Concept PLP SOP & Implementation I.T. Architecture Our Aim Yield Management Acquire Contract Logistics Capabilities GAME (Global Accounts) Value Creation Deploy uOrder POPS (Operations) IPO (People) Global Intranet Core Initiatives I.T. Architecture Management Incentive Plan Current Business and Organization Product Tools CORE INITIATIVES reflect the commitment and proactive approach to reposition UTi for long-term success. They are a road map and master plan for our future using a disciplined approach. SIX core initiatives have been defined for accelerating our success over the next five years. GAME (Global Account Management Enterprise) is the strategy for securing and managing global accounts so that UTi becomes the Primary Logistics Partner (PLP) to strategic customers. POPS (Processes and OPerations Strategy) is strategy, plans, and management of enterprise-wide processes and operations. IPO (Identity, People and Organization) The UTi way encompasses the policies, rules, values, expectations, behaviors, style, cultural principles and norms, and philosophies that define our company's core identity. IT ARCHITECTURE includes the Information Technology (IT) Strategic Plan and sets out the current, next generation, and future models for database design, applications, integration, security, networks, and IT people and processes. PRODUCT STRATEGY is the management of products and services for customers and includes development and delivery of those products within UTi, and their constant adjustment to ensure their ongoing profitability. TOOLS is the management of internal tools and includes finding or developing and deploying these capabilities. An example of a tool is the Intranet, which helps everyone. Transformation

Contract Logistics Capabilities

Enterprise Projects: 9 Completed Proof of Concept PLP SOP & Implementation I.T. Architecture Our Aim Yield Management Acquire Contract Logistics Capabilities GAME (Global Accounts) Value Creation Deploy uOrder POPS (Operations) IPO (People) Global Intranet Core Initiatives I.T. Architecture Management Incentive Plan Current Business and Organization uBase Expansion Product Tools CORE INITIATIVES reflect the commitment and proactive approach to reposition UTi for long-term success. They are a road map and master plan for our future using a disciplined approach. SIX core initiatives have been defined for accelerating our success over the next five years. GAME (Global Account Management Enterprise) is the strategy for securing and managing global accounts so that UTi becomes the Primary Logistics Partner (PLP) to strategic customers. POPS (Processes and OPerations Strategy) is strategy, plans, and management of enterprise-wide processes and operations. IPO (Identity, People and Organization) The UTi way encompasses the policies, rules, values, expectations, behaviors, style, cultural principles and norms, and philosophies that define our company's core identity. IT ARCHITECTURE includes the Information Technology (IT) Strategic Plan and sets out the current, next generation, and future models for database design, applications, integration, security, networks, and IT people and processes. PRODUCT STRATEGY is the management of products and services for customers and includes development and delivery of those products within UTi, and their constant adjustment to ensure their ongoing profitability. TOOLS is the management of internal tools and includes finding or developing and deploying these capabilities. An example of a tool is the Intranet, which helps everyone. Transformation

Local Initiatives Enterprise Projects Deployed Locally: SOP Project Yield Management PLP Project Inzalo Intranet uOrder Deployment Management Incentive The Fourth and final step is called PROJECTS. The concept of Projects includes both: ENTERPRISE PROJECTS – which are the actions needed to implement the ideas contained in the six core initiatives. These projects will be decided by the strategic leadership team and implemented with a global project management approach. We will ensure that there is effective deployment and delivery on schedule. Our progress on these enterprise projects will be evaluated during each of the 20 quarters and communicated to all of us. LOCAL INITIATIVES – these are actions taken at the local level to: move our performance to achieve each of the five twenties. reinforce the ideas and values in our Foundation and in Our Aim. successfully implement enterprise projects on a sustained basis. generate and implement ideas at our branch that may be used by the rest of the organization and may, in fact, become enterprise-wide solutions. Projects start on February 1, 2002 as the Fire Phase begins. Over the 20 quarters, we will change and add to our current practices, and substantially enhance our current profile by adding new products, customers, skills, infrastructure, people, and locations. UTi will look dramatically different than it does today – due to all our efforts – it will be a CHAMPION.

NextLeap Q 1-5 Deliverables 20 Quarters of Deliverables Q5 New Sales – Apple Computer, First Hi-Tech Anchor Corp IT Architecture Corp Governance Q4 Secondary Offering New Customer – Gillette / Holland Yield Management Q3 Standard Acquisition New Sales – Briggs & Stratton / Spring SOP and PLP Projects HKG Charter Program Insert Highlights Q2 Inzalo uOrder Deployment New Sales – Abbott / L&N / S.A. Automotive Insert Highlights Q1 First Investor Day SLI Acquisition Local Initiatives Enterprise Projects New Sales -Asecita READY Communicated NextLeap to the Organization NextLeap Readiness Checks Completed The fifth and last twenty is 20 QUARTERS OF DELIVERABLES. This means, starting from 1st February 2002 (the beginning of our new financial year), we will measure the results of what we DELIVER each quarter on the NextLeap journey to our TARGET OF 205. We plan to implement key projects in every quarter. Twenty quarters equals five years. We have created a NextLeap SUPPORT OFFICE (NSO) to assist project teams, branches and countries as they undertake ENTERPRISE PROJECTS AND LOCAL INITIATIVES on the NextLeap journey. The NSO can be contacted by email at nextleap@go2uti.com or by phone @310-604-3311 ext 205. An early example of a NextLeap deliverable is our new GLOBAL INTRANET, created for use by all UTi people and network partners worldwide. The new global INTRANET will be rolled out officially in January 2002. This means each of us can stay in touch with our progress as often as we want. Check out our pilot site at wwwin.go2uti.com using your eMpower user I.D. As we deliver each quarter, we will be MOUNTING THE STEPS towards our target. Using the Olympics theme once again, the NextLeap TARGET is like the Olympic Flame at the top of the stadium. Deliverables AIM SLT Meeting in Hurley – June 2001 Networks Meeting in Johannesburg – September 2001 Feb 2002 Time

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UTi Worldwide Inc. NextLeap Quarters 1-5