1. Business Planning – Phase 2 A Blueprint for Transformation

2. Business Plan - Loomis HISTORY Co. Background -rich history to 1905 Culture/Brand -solid Products/Services -90% armored transport, 5% ATM, 5% CMS, commodity pricing, service standards light Customer Base -banks, retail, mostly local, little concentration Competition -Brinks, WF, many smaller Operations -70 branches,emp turnover 50%,wages low (loomis slightly higher), old fleet Technology -n/a Risk -cost of insurance low, many accidents, robberies, internal theft Leadership Financial -4% growth, horrible bottom line, limited capital WHAT’S CHANGING Co. Background –n/a Culture/Brand –morale declining Products/Services –not much, slowly increasing ATM line, little emphasis on marketing Customer Base –banks change from unitary to branch, ATM expansion Competition –WF heavily to ATM, very low pricing, use of one-man crews, wage/benefit cuts Operations – n/a Technology -n/a Risk –insurance premiums skyrocket, several major incidents Leadership Financial –new private equity investors

3. Business Plan - Loomis ACTIONS – MANAGING CHANGE ESTABLISH GOALS/OBJECTIVES 10 Cubed IPO 1996 Going Home

4. Business Plan - Loomis ACTIONS – MANAGING CHANGE Culture/Brand –intense emphasis, recapture history, branch visits, clean, BTS, what we stand for, Bus Strategy Products/Services –Redefined as risk mgmt co., dramatic rate increases, added ATM capacity but slowly Customer Base –Fired ‘em Operations –Maintained 2-man crew minimum(3 for ATM), comp/benefits, establist strict PM program Technology –not much... yet Risk –strict hiring stds, training, communication, accept higher risk retention Leadership – A LOT (BMCredo, Keys to Success, clear decks.. Intense focus) Financial - ESTABLISH GOALS/OBJECTIVES 10 Cubed IPO 1996 Going Home

5. RISK TIME REVENUE COST Intense focus on risk management at all levels of our team Insist that our customers pay fair rates & we deliver the service quality to earn it Manage costs responsibly, neither too much... nor too little Never forget that our success resides in our people and our actions must always prove that commitment What Happened Loomis Business Strategy

6. Business Plan - Loomis ACTIONS – MANAGING CHANGE Culture/Brand –intense emphasis, recapture history, branch visits, clean, BTS, what we stand for, Bus Strategy Products/Services –Redefined as risk mgmt co., dramatic rate increases, added ATM capacity but slowly Customer Base –Fired ‘em Operations –Maintained 2-man crew minimum(3 for ATM), comp/benefits, establist strict PM program Technology –not much... yet Risk –strict hiring stds, training, communication, accept higher risk retention Leadership – A LOT (BMCredo, Keys to Success, clear decks.. Intense focus) Financial - ESTABLISH GOALS/OBJECTIVES 10 Cubed IPO 1996 Going Home

7. Loomis, Fargo & Co. Turnaround of Loomis Armored (1991-1996)

8. Loomis, Fargo & Co. Operating Results Trend Turnaround of Loomis Armored (1992-1996) Merger,Turnaround & Growth of LF&Co. (1997-2002)

9. So What Happened Operating Results (EBITA)

10. “I am what I am and that’s all that I am” - Popeye the Sailor Man

11. Foundation of Planning HISTORYFUTURE GOALS/OBJECTIVES

12. Foundation of Planning HISTORY Co. Background Culture/Brand Products/Services Customer Base Competition Operations Technology Risk Leadership Financial FUTURE GOALS/OBJECTIVES

13. Foundation of Planning HISTORY Co. Background Culture/Brand Products/Services Customer Base Competition Operations Technology Risk Leadership Financial FUTURE GOALS/OBJECTIVES Be profitable Be wildly profitable Create wealth/ exit strategy for owners Acquisition (target or acquirer) Provide stability for successors Create opportunity for employees Altruistic things

14. Foundation of Planning HISTORY Co. Background Culture/Brand Products/Services Customer Base Competition Operations Technology Risk Leadership Financial FUTURE GOALS/OBJECTIVES Be profitable Be wildly profitable Create wealth/ exit strategy for owners Acquisition (target or acquirer) Provide stability for successors Create opportunity for employees Altruistic things ENVIRONMENTAL CHANGE MANAGING CHANGE

15. “The purpose of a business plan is to … MANAGE CHANGE”