Leadership Perspective ||| 1

Pricing and Sales Sophistication MISSION With engaged employees and continuous improvement, we will be the BEST company in the LTL industry. VISION At Con-way, our employees are our greatest competitive advantage. By focusing on our Values, we will realize the vision of becoming our customers’ greatest competitive advantage in global supply chain services. Improve and standardize understanding of network costs, capacity and market price Further align Pricing, Sales and customer mix objectives Improve and standardize account strategy and sales process Utilize training to improve behavior and drive personal accountability Embed safety into standardized work Leverage equipment and technology to mitigate safety risks Optimize network flow by improving planning, decision support and execution Reduce maintenance cost per mile and increase MPG Implement leader standard work and layered assessments Accelerate customer focus and performance through standardized work Enhance customer service Advance digital strategy Invest in the Brand Safety Culture Customer Focused Cost and Efficiency Pricing and Sales Sophistication CULTURE STRATEGIC OBJECTIVES FOUNDATION EMPLOYEE ENGAGEMENT LEVERAGE TECHNOLOGY Employee recognition Leading change at all levels Voices & Values Employee communication Training & development Talent management 2 Safety protect yourself and others Excellence be your best Integrity do the right thing Commitment give 100% every day LEAN VALUES CORE VALUES Respect Every Individual Voice of the Customer Continuous Improvement Servant Leadership Innovative and efficient solutions Leverage partner experience Smart technical investments Reduce technical debt Optimize system availability Enhance decision support

What should I expect from Bob? Respect – My job is to support you by listening and helping you succeed. My time is your time and each of you can rightfully demand time from me. Autonomy – Each of you are paid a fair wage to manage an operation. Don’t be afraid to make a decision. You should know your operation intimately, and I shouldn’t know it better than you. Teamwork – We will have process owners and SMEs and the result should be robust teamwork to make our jobs easier and execution stronger. I’ll spend the majority of my time in the large locations- our region is BIG!

What should I expect from Bob? (cont.) Change – We will be changing at a fast pace and managing change is mission critical in my view. Intensity – I expect to win and have a low tolerance for those who don’t. Mistakes – I have learned a lot in my career, but often don’t have the answer. If I’m wrong, call me out and together we will work to get the right answer. Fun – We spend our waking hours at work and should enjoy it. We can be intense, competitive and driven, but we should have fun doing it!

What will Bob expect from me? Honesty - A healthy relationship requires trust. You have mine to lose. Communication – Don’t leave me guessing and provide facts (data) to support your position. Be prepared when we talk. Share HR issues with Kathryn and me. Organization – I will refrain from inundating you with email, but when I ask for a response, I don’t expect to ask twice. This requires organization. Intensity – We are expected to provide results and to win. Ownership – You own your operation and should make decisions accordingly

What will Bob expect from me? Three hours/day in the operation (out of your office). Teamwork – We will work together and each of you will be a process owner, SME or both. Take that responsibility seriously. Mistakes. We aren’t perfect and we all make them. Most importantly we learn from them and don’t repeat them. Transparency – Be straight up with me and your peers. I have zero tolerance for hidden agendas. Development – Each of us must stretch ourselves to continuously improve. You own your personal development and I’m here to support you.

Region Focus Safety Culture Full ownership at all leadership levels Leverage EOBR Operations Scorecard –always be Intense Win together- Better Leveraged Process Ownership Focus on ‘needle movers’ within region Improve cartage partnerships Focus on zone execution at brick and mortar zone sites Dock Culture Use of proper tools & do it right the first time every time Further leverage dock/DSR mix to drive out cost Take care of the customer Talent Development/Bench – be Competitive SCM one on one SAAG Structured development for best FOMs & FOSs Continue hiring solid FMTs

Region Focus Lean Traction Better understanding and use of Layered Assessments Two Silver Certifications and Four Bronze Improved Problem Solving approach for all SCMs Target appropriate Kaizen events Teamwork – needed to be Winners Leverage strengths and build stronger relationships Collaborate with Sales to improve customer focus Simplify Servant Leadership by reducing ‘noise’ and keeping it simple Divide and conquer with region SMEs and POs – more visible than ever. Balanced approach with entire team – to keep proper Perspective Work life balance for entire team Don’t take myself so seriously Always recognize solid efforts Keep it simple & have fun

Lean House Main Point: The Lean House consist of 3 different sections; Values, Principle and Outputs that satisfy the Customer The Lean house is built upon a foundation consisting of Con-way’s Core Values and Lean Values. These values are what make up Culture, which is the 1st Principle. Culture is necessary for an integrated system. The next level up you have the 3 principles of Standardized Work, Visual Management and Problem Solving which are all necessary in order to get to the Principles of Just In Time and Quality Process. All 6 of these principles are required for an integrated system and allow us to achieve the outputs of Safety, Service, Quality, Efficiency and Engagement --- Values = What you believe, or what you strive for? Principle = Something that is going to happen whether you like it or not? (law of gravity example); basic truths, rules or assumptions that remain constant regardless of the situation. Principles provide strong guidance in the face of tough decisions. So when Leaders are faced with tough decisions, what should they use to help them make the decision? Lean Principles

Lean Values

Lean Principles