Exhibit 99.1
May 2, 2018
Presentation Script and Slides
The following script should be read in conjunction with the accompanying slide presentation, which contains, among other information, source data for certain information set forth in the script.
Thank you for joining us. We’ll start with an overview of XPO Logistics today — our company, our technology and our value propositions for customers and investors. We’ll discuss our operations in depth, including some of the significant investments we’re making in long-term growth. And we’ll talk about our strong start to 2018, including record first quarter results for revenue, net income, EPS and adjusted EBITDA, as well as 11% organic revenue growth.
XPO is a top ten global logistics company with over $15 billion of revenue, operating as a highly integrated network of people, technology and physical assets. We use our network to help customers manage their goods more efficiently throughout their supply chains. We run our business under the single brand of XPO Logistics.
As context, we have two reporting segments: transportation and logistics. Approximately 63% of our revenue comes from transportation. The other 37% is logistics, which we sometimes refer to as “supply chain” or “contract logistics.”
Our markets are highly diversified. The more than 50,000 customers we serve are in every major industry and touch every part of the economy. Our revenue derives from a mix of key verticals, such as retail ande-commerce, food and beverage, consumer packaged goods and industrial. About 60% of our revenue is generated in the United States, 13% comes from France and 12% from the United Kingdom. Of the balance, Spain is the next largest at 4% of revenue. In total, we operate in 32 countries with 1,466 locations and over 95,000 employees.
These are the key factors driving our high growth and returns:
| | • | | Solid organic revenue growth supported by numerous tailwinds |
| | • | | Leadership positions in the fastest growing areas of transportation and logistics |
| | • | | $1 trillion addressable opportunity, of which we hold less than 2% market share |
| | • | | A strong presence in the high-growthe-commerce sector |
| | • | | Cutting-edge technology that differentiates every line of XPO business |
| | • | | Numerous company-specific margin improvement initiatives |
| | • | | Low maintenance capex requirements |
| | • | | An organizational track record of creating value through M&A integrations |
| | • | | World-class operators who are laser-focused on driving results |
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In addition, we have an ongoing opportunity to increase our profitability through the cross-fertilization of best practices. This is already paying dividends, given the caliber of our operations on both sides of the Atlantic. We’re sharing knowledge across all of our service offerings and geographies, with an emphasis on high-impact areas such as customer service, sales, safety, warehouse management, cross-dock operations, equipment maintenance, training and HR. The veteran operators who lead our business units are adept at integrating these practices into daily operations.
Our sales strategy istwo-fold: earn a greater share of wallet with our existing customer base, and penetrate high-growth verticals where companies have a need for multiple XPO services.
We’re continuing to make sizable investments in our sales organization to capitalize on positive market dynamics. We’re getting in front of high-potential customers that can increasingly benefit from our capabilities — these are typically large customers that can use multiple lines of our business.
In North America, we’ve more than tripled the number of strategic account managers and hired 190 local account executives since November, including 140 in the first quarter of 2018. We have more recruitment underway. We also deepened our bench of senior-level sales talent in Europe, beefed up sales support, raised incentive compensation and invested in new training and analytics to drive cross-selling. The $972 million of new business our company won in the first quarter was a record for us, and our sales pipeline stands at a remarkable $3.6 billion globally.
In addition to sales initiatives, we have a number of company-specific actions we’re taking to increase our profitability. We’re on track to deliver on our target of at least $1.6 billion of adjusted EBITDA this year, which is a 17% increase over 2017. Some of the larger opportunities are related to our investments in global sales force effectiveness, centralized procurement, machine learning, the automation of select customer- and carrier-facing operations, and efficiencies in logistics through the implementation of advanced robotics and other innovations.
Company Overview
We’ve meticulously built our global organization to provide exceptional value for customers while generating high returns for our shareholders. The components are:
| | • | | An unmatched network of flexible, multi-modal capacity that moves goods quickly and cost effectively through the supply chain, while capitalizing on scale; |
| | • | | An intense customer service culture and a highly engaged employee base; |
| | • | | Best-in-class operators with specific strengths in each area of our business; |
| | • | | Cutting-edge, proprietary technology integrated on a cloud-based platform across all service offerings; |
| | • | | Ground transportation assets of 16,000 owned tractors; 39,000 trailers; 9,50053-ft. intermodal boxes; and 5,000 chassis; |
| | • | | Anon-asset transportation network of 11,000 trucks contracted via independent owner-operators, and approximately 1 million brokered trucks; |
| | • | | 438 cross-docks and 787 contract logistics facilities; and |
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| | • | | A business model that is asset-light overall, with assets accounting for just under a third of our revenue. Our estimated net capex for 2018 is less than 3% of revenue. |
Our industry is large, growing and fragmented, with underpenetrated market sectors and trends toward outsourcing. Many companies are seeking to consolidate their supply chain relationships. This is particularly true of large companies with multipleend-markets or multinational footprints.
All of these industry attributes play directly to our strengths of scale, density, service range and technology. We offer not only the convenience of a single source, but also the strength and stability of a global leader. XPO is the:
| | • | | Largest last mile logistics provider for heavy goods in the U.S., a more than $13 billion sector that’s estimated to be growing at five to six times GDP; |
| | • | | Largest manager of expedited shipments in North America by ground, air and TMS technology; |
| | • | | Second largest contract logistics provider worldwide, with the largest 3PLe-fulfillment platform in Europe; |
| | • | | Second largest provider of less-than-truckload transportation in North America, and a leading LTL provider in Western Europe; |
| | • | | Second largest freight broker worldwide, with the largest owned road fleet in Europe; and |
| | • | | Third largest provider of intermodal and drayage services in North America. |
In addition, we’re a top five global provider of managed transportation based on the value of freight under management, and a global freight forwarder with an integrated network of ocean, air, ground and cross-border services.
Looking solely at the industry sectors addressed by our service range, we have a total addressable opportunity of $1 trillion or more. Now let’s take a deeper look into XPO, starting with our technology.
Transformative Technology
XPO empowers its employees to deliver world-class service through technology. We place massive importance on innovation because we believe that great technology in the hands of well-trained employees is the ultimate competitive advantage in our industry. Our focus is on using innovation to differentiate our services and deliver tangible value to our customers and investors.
We spend more than $450 million a year on technology. We’ve built a highly scalable, cloud-based platform to speed innovation company-wide, with a global team of approximately 1,700 technology professionals, including over 100 data scientists. We view our technology as being critical to continuously improving customer service, controlling costs and leveraging our scale. Our capacity for innovation is a major reason why customers trust us with 160,000 ground shipments and more than 7 billion inventory units each day.
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We concentrate our efforts in four areas of innovation: automation and intelligent machines, dynamic data science, visibility and customer service, and the digital freight marketplace. The significant investments we’re making in technology are funding exciting developments in logistics and transportation, with an emphasis on thee-commerce supply chain, consumerization and digitalization.
In last mile, ourweb-based technology delivers a superior consumer experience with industry-leading satisfaction levels. This protects the brands of oure-tail and retail customers. Our most recent news in last mile is the launch of Google Home and Amazon Echo capabilities integrated with our network. We’re the only one in our industry to offer consumers a way to manage their experience from the point of sale through fulfillment and home delivery by using smart speakers to connect with two leading intelligent assistant technologies: Google Assistant and Amazon’s Alexa.
We’ve also introduced Ship XPOweb-based tools for consumers. If you buy something from one of our last mile customers online, you can track your order in real time, set personalized alerts, and reschedule delivery times electronically using our software. We’re able to offer a tight delivery window, which is especially important with heavy goods, and our technology is geared to facilitate the most complex home installations. Our system also gathers actionable, real-time feedback post-delivery to help our customers build loyalty.
In transportation, in April, we announced the introduction of XPO Connect, a cloud-based, digital freight marketplace that’s fully automated, self-learning and dynamic. The platform gives customers direct access to our transportation network and the predictive data that powers it. The technology is designed to provide shippers with a single point of entry for visibility across multiple transportation modes in real time. Through XPO Connect, shippers can see fluctuations in capacity, spot rates and load postings by geography. They can assign loads and track freight movements through one, secure login.
The Drive XPO mobile app we launched in late 2017 automates key truck brokerage functions for carriers and is part of the architecture of XPO Connect. Drive XPO interacts with our Freight Optimizer brokerage system. Carriers use the app to bid on loads and reduce empty miles, which increases the capacity available to our customers. It also serves as ageo-locator, and supportsvoice-to-text communications. We’re rolling out Drive XPO to our European brokerage network to deliver the same benefits to our customers there.
In LTL, we launched a next-generation web integration for customers that gives them access to more shipping tools without custom programming — delivery and pickup management, pricing and planning tools, and electronic document handling. This follows the deployment of 14,000 handhelds and inspection tablets for drivers and dockworkers to enhance productivity and revenue collection from accessorials and ancillary services. We also developed new RFP and pricing systems for LTL, with robust algorithms and profitability monitoring. These have improved the business intelligence we use internally for LTL pricing, workforce planning and network optimization.
In logistics, the warehouses we run are becoming high-tech hubs with advanced robotics, drones for inventory management and sophisticated predictive analytics for demand forecasting. By predicting the flow of goods and future returns, we’re able to help oure-commerce customers plan for inventory, capacity and labor levels. Our proprietary technology also facilitates omnichannel distribution, lean manufacturing support, aftermarket support, supply chain optimization and transportation management.
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In February, we announced WMx, our new cloud-based, mobile warehouse management platform. WMx integrates robotics and advanced automation into customer solutions more rapidly than before, which dramatically reducesramp-up time on new projects. More broadly, WMx turbocharges our logistics operations and brings greater efficiency to multi-site and multi-channel environments.
Our most recent introduction is XPO Direct, a shared-space distribution network of warehouses and last mile hubs that gives our customers flexible capacity and helps them speed shipments to consumers. With XPO Direct, our facilities serve as flexible stockholding sites and cross-docks that can be utilized by multiple customers at the same time. Transportation needs are supported by our brokered, contracted and owned capacity.
XPO Direct offers customers scale and capacity without the capital investment of adding distribution centers. We use our North American footprint to position goods within one andtwo-day ground transportation range of 95% of the U.S. population and in close proximity to retail stores for inventory replenishment. Our technology links these sites and can predict where stock should be positioned for the greatest efficiency.
The logistics space is wide open for disruptive thinking like this. Our position as the industry’s leading champion of technology has led to important new advantages for our customers. We’re constantly unearthing new efficiencies through advanced automation: we have robots workingside-by-side with our people, and drones helping out with inventory management. We use a whole raft of additional technologies, some of which are purpose-built for individual customers.
Logistics Operations
Contract Logistics
Contract logistics is an asset-light business characterized by long-term contractual relationships, low cyclicality and ahigh-value-add component that minimizes commoditization. It has low capex requirements as a percentage of revenue, which leads to strong free cash flow conversion and ROIC.
As the second largest logistics provider worldwide, we’re at the forefront of a $120 billion sector that’s estimated to grow at two to three times GDP. In 2017, our facility space increased by 8% globally from the prior year. In 2018, we’re continuing to expand, with a record 173 million square feet of logistics space and growing. Our scale and reach make us particularly attractive to multinational customers, as do our vertical expertise, technology and engineering capabilities. When we secure a new logistics contract, the initial tenure is approximately five years on average, with a historical renewal rate of over 95%. These relationships can lead to cross-selling and a wider use of our services, such as inbound and outbound logistics.
Our logistics teams provide a range of services to customers, includinge-fulfillment and other types of contract logistics, highly engineered solutions andhigh-value-add services, such as order personalization and refurbishment. We also perform reverse logistics management, packaging and labeling, recycling, warranty management, distribution and managed transportation, and we collaborate with our larger customers to forecast demand and optimize production flows.
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Reverse logistics is a fast-growing area of logistics, and one where we have a high profile as a quality provider: we manage over 170 million returned units annually. It’s a complex service, requiring inspections, repackaging, refurbishment, resale or disposal, refunds and warranty management. Our technology is a major differentiator in this space. We’ve developed predictive analytics that use machine learning to forecast the future rate of return by SKU number. That’s a high-value service for e-tailers, as consumers increasingly test drive products they buy online.
Many of our customers are the preeminent names in retail ande-commerce, food and beverage, technology, aerospace, wireless, industrial and manufacturing, chemical, agribusiness, life sciences and healthcare. We also have strong positions in fast-growingsub-verticals: for example, XPO is the number one provider of fashion logistics in Italy.
We also have complementary strengths in different verticals in Europe and North America. For example, in Europe we’re a specialist in cold chain logistics, which includes some sectors that are less sensitive to economic cycles, such as food and beverage. Our European cold chain experts are helping us build this business in North America. In the U.S., we’re strong in aerospace and other high tech verticals, which is opening new doors in Europe.
We’ve built a global logistics pipeline of approximately $1.9 billion of active bids. A number of the wins we had in late 2017 are ramping up now and will start driving revenue growth when they come online this year. Globally, we’re averaging two contract logistics implementations a week — the vast majority of these are front-loaded investments in long-term contracts.
A large lever for cost savings in our warehouse operations is workforce productivity. Our operations performance team collaborates between North America and Europe to optimize our warehouses. The team is helping management at every site understand the gaps between average performance and great performance, and devise action plans for improvements. As a result, our logistics site productivity improved in the first quarter, enhancing profitability.
Transportation Operations
Our other segment — transportation — includes our lines for truck brokerage and transportation, LTL, last mile, intermodal and drayage, expedite and global forwarding.
Truck Brokerage and Transportation
XPO utilizes a blended transportation model of brokered, owned and contracted capacity for truck transportation. Thenon-asset portion of our model is variable cost and gives us extensive flexibility. It includes our brokerage operations, as well as contracted capacity with independent owner-operators.
Brokerage is compelling to us for a number of reasons. In addition to low fixed costs, it has high free cash flow conversion and minimal capex requirements, with tailwinds from outsourcing and supplier consolidation. Brokerage is also valuable to most of our customers who use XPO for other lines of business.
We’ve built a powerful truckload management system called Freight Optimizer that drives our brokerage operations in both North America and Europe. Our launch of the Drive XPO mobile app gives truck drivers a way to interact with Freight Optimizer from the road, locating loads and bidding to fill empty miles. The app also interacts with XPO Connect, the digital freight marketplace we launched in April.
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In North America, our brokerage network includes approximately 38,000 independent carriers representing over a million trucks. That’s critically important to shippers — they value our ability to find them capacity under all kinds of market conditions. Examples of brokered freight include industrial flows of raw materials and finished goods, consumer goods, sensitive or high-value freight, and freight that requires high security.
In Europe, the largest components of our transportation operations are LTL, dedicated transport and brokerage. These three service lines generate about 80% of our European transport EBITDA. We also have anon-dedicated truckload business that provideson-demand capacity for our customers.
Less-Than-Truckload (LTL)
LTL is a major success story for us in both North America and Europe. Our LTL business in North America is asset-based; it utilizes employee drivers, a fleet of tractors and trailers for line-haul,pick-up and delivery of pallets, and a network of terminals. In Western Europe, where we’re a leading LTL provider, we typically contract with independent carriers for some or most of the transportation, depending on the country. These relationships are supported by our terminals and staff.
Our LTL team is laser-focused onon-time, damage-free performance. We have the second largest LTL network in the U.S., covering 99% of all zip codes, and one of the industry’s most modern fleets, delivering approximately 20 billion pounds of freight a year. We’ve significantly increased the number of salespeople dedicated to serving our LTL customer base and plan to add more this year.
For full year 2017, we improved the adjusted operating income of North American LTL to $442 million — that’s a 90% increase from $233 million in 2015, when we bought the operation with two months left in the year. In the first quarter of 2018, we improved our adjusted operating ratio in North American less-than-truckload to 87.8%, the best operating margin in 18 years. This puts us on track to achieve 100 to 200 basis points of improvement this year versus 2017. This business is on track to generate over $1 billion of EBITDA within three years.
We’ve made a $15 million investment in expanding our LTL sales force in North America in recent months, geared to generate incremental LTL growth and optimize our freight mix. We’re focused on profitable freight that matches our network for the long-term. As a result, we expect to see meaningful acceleration in operating income growth in the second half of the year. We also have initiatives underway to improve trailer utilization and enhance customer service to become even more cost efficient.
The next big efficiency for us is workforce utilization aligned with engineered standards. Our transformation and big data teams are using labor analytics to model an optimal solution for any given day based on the amount of work forecasted. They look at things likepick-up and delivery hours, dock hours, overtime, part-time labor and full-time labor. This is being executed in our European transport operations as well.
Last Mile Logistics
Last mile is an asset-light operation, and an outsized performer in our service range. We manage the final delivery of goods to homes using a network of contract carriers and white glove technicians for assembly and installation.
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XPO is by far the largest facilitator for the home delivery of heavy goods in North America. Our last mile customers include most of thebig-box retailers who sell heavy goods — items such as appliances, furniture, exercise equipment and large electronics. We facilitated approximately 13 million last mile deliveries in 2017, and yet we hold just 7% share in the U.S. last mile space.
Our last mile business is an exciting combination of expertise, technology and scale that generates industry-leading consumer satisfaction ratings. We use our proprietary,state-of-the-art technology to enable real-time performance monitoring: consumers are surveyed within minutes of delivery to capture feedback and escalate any issues for prompt resolution. While goods are in transit, our technology gives consumers a choice of self-service options, includingweb-based tools and voice-activated connection to Google and Amazon intelligent assistants. Consumers can self-monitor their orders while receiving automated appointment verifications by phone, email or text. The result is a consistentlybest-in-class home delivery experience at a national level.
E-commerce is an immense tailwind for last mile, and one that’s predicted to grow globally at double-digit rates through at least 2025. Withine-commerce, there’s an ongoing shift toward customers buying large, heavy items online. Given our specialization in heavy goods, this represents tremendous growth potential for us now and over the long term. We won more last mile business in the first quarter of 2018 than in any other first quarter in the last 11 years. And we expect revenue growth to accelerate as we move through this year.
In North America, we currently have 61 last mile hubs in operation and we plan to expand the network to 85 hubs total before the holiday peak this year. This will position our last mile footprint within approximately 95% of the U.S. population, further reducing transit times. We also deployed new technology tools for route planning to increase efficiency as our network grows in scale.
In Europe, which is another fragmented last mile landscape, there’s a large opportunity for us to further apply our last mile technology and best practices. In 2017, we established last mile operations in the UK, Ireland, the Netherlands, Spain and France, and have won several sizable contracts.
Intermodal and Drayage
Intermodal and drayage are additional growth opportunities for us in North America. Both are asset-light operations involved in the long-haul portion of containerized freight movements. Services include rail brokerage, local drayage by independent trucking contractors, andon-site operational services. XPO has one of the largest drayage networks in the U.S., with more than 2,300 independent owner-operators and access to another 25,000 drayage trucks.
The nature of intermodal is that demand is influenced by external factors, such as the availability of truck capacity. In general, however, intermodal can be a much less expensive mode for freight that is not time sensitive. Our proprietary Rail Optimizer technology is a growth engine and a differentiator — in 2017, it helped us win the largest contract in XPO’s history.
Importantly for our customers, Rail Optimizer is also helping us reduce empty miles, increase visibility across the network and add value in the areas of cost effectiveness, ready capacity and service performance.
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Expedite
We offer expedited transportation, anon-asset business, as part of our freight brokerage operations in North America. Expedited shipments are time-critical goods or raw materials that have to get somewhere very quickly, typically on little notice.
We use a network of contracted owner-operators to handle expedited ground transportation, and an electronic bid platform to assign air charter loads. A large and separate component of our expedite operations is our proprietary transportation management platform, which awards loads electronically based on carriers’ online bids. These transactions primarily happen on amachine-to-machine basis. Our technology initiates a new auction on the internet every few seconds, and we take a fee for facilitating the entire process.
One key driver of expedite demand is the trend towardjust-in-time (JIT) urgent shipments. JIT is a supply chain strategy that requires 3PL support for both manufacturing production and inventory management. As the largest manager of expedited shipments in North America, we can pivot very quickly, often saving our customers from disastrous monetary loss.
Our expedite group serves our other service lines as well. For example, if a track repair stalls a rail container, we canoff-load those goods to an expedite ground carrier in our network or put them on a chartered aircraft. This ability to find solutions to almost any challenge is a major advantage of our integrated organization.
Managed Transportation
XPO is a top five global provider of managed transportation, with approximately $2.7 billion of freight under management. Managed transportation is anon-asset service provided to shippers who want to outsource some or all of their transportation modes, together with associated activities. These activities can include freight handling such as consolidation and deconsolidation, labor planning, inbound and outbound shipment facilitation, documentation and customs management, claims processing and 3PL supplier management, among other services.
Global Forwarding
We providenon-asset global forwarding services in a $150 billion sector where customers depend on our domestic, cross-border and international expertise. The shipments we forward may have origins and destinations within the same country, or move between countries or continents. They may travel by ground, air, ocean or some combination of these modes.
XPO has a network of independent market experts and licensed customs brokers who provide local oversight in thousands of key trade areas worldwide, and we operate a subsidiary as anon-vessel operating common carrier (NVOCC). We have an opportunity to grow market share in forwarding through our network of dedicated offices on four continents.
Service-Driven, Results-Oriented Culture
The common denominator across all areas of transportation and logistics is that customers want results. Azero-fail mindset is part of our DNA, dating back a quarter century to our roots in expedite. Anything less than stellar service is not an option for us.
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Transportation customers wanton-time pickup and delivery. Contract logistics customers want their goods to flow smoothly through the supply chain. All customers want visibility into flows, accurate documentation and damage-free handling. If a disruption does occur, customers expect to know about it right away and hear a solution. And increasingly, customers want real-time insights into supply chain activities, which is why we invest heavily in developing mobile applications,end-to-end visibility, sophisticated analytics and the digital freight marketplace.
We see an opportunity to continue to differentiate XPO on the basis of phenomenal customer service in each of our service offerings. The litmus test is always our customer. Is the customer thrilled to have chosen XPO? Are we constantly improving the value we deliver? When we receive awards for operational excellence and performance from world-class companies such as Boeing, Diebold, Navistar, Nissan, Nordstrom, The Home Depot and Whirlpool, we know we’re doing our job.
We also want to build on our position as a sustainability leader. In 2017, we made a substantial capex investment in EPA 2013-compliant and GHG14-compliant Freightliner Cascadia tractors in North America, and Euro6-compliant tractors in Europe. We own a large fleet of natural gas trucks in Europe, and we launched government-approved mega-trucks in Spain, with a target of reducing CO2 emissions by up to 20% through increased carrying capacity.
XPO has been named a Top 75 Green Supply Chain Partner byInbound Logistics for two consecutive years, and in 2016 was awarded the label “Objectif CO2” for outstanding environmental performance of transport operations in Europe by the French Ministry of the Environment and the French Environment and Energy Agency.
Many of our logistics facilities are ISO14001-certified, which ensures environmental and other regulatory compliances. We monitor fuel emissions from forklifts in our warehouses, and we have protocols in place to take immediate corrective action if needed. Our packaging engineers ensure that the optimal carton size is used for each product slated for distribution, and when feasible, we purchase recycled packaging. As a byproduct of our reverse logistics operations, we recycle millions of electronic components and batteries each year.
That sums up our many opportunities for value creation. Now it’s about operational excellence and further accelerating returns.
Financial Highlights1
We’re off to a strong start in 2018. Highlights of our first quarter results include:
| | • | | $4.19 billion of revenue |
| | • | | 11% organic revenue growth |
| | • | | $66.9 million of net income attributable to common shareholders; $0.50 per diluted share |
| | • | | $80.9 million of adjusted net income attributable to common shareholders; $0.61 per diluted share |
| | • | | $330.2 million of adjusted EBITDA |
Cash flow from operations was cash usage of $19.4 million, and free cash flow was cash usage of $151.1 million. This is in line with our expectation of generating approximately $625 million of free cash flow this year.
| 1 | Reconciliations ofnon-GAAP financial measures used in this document are provided in the accompanying slide presentation. |
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We’ve reaffirmed both targets in our outlook: adjusted EBITDA of at least $1.6 billion for full year 2018, and 2017–2018 cumulative free cash flow of approximately $1 billion.
High Growth and High Returns
In summary, our strategy is working. We’re continuing to execute for high growth and high returns from a position of considerable operational and financial strength.
XPO is on the radar in every industry that requires transportation or logistics. Our ability to drive efficiencies through technology in so many parts of the supply chain clearly resonates with customers. This is particularly true in thee-commerce sector, where we can provide integrated transportation and logistics solutions to manage peaks in demand. Most important, we have a deep bench of seasoned operators who know how to achieve results.
Our goal is always to help our customers operate more efficiently and reduce their costs. We work closely with all types of companies to look at the entire supply chain, from sourcing to theend-customer. This collaborative approach and our proprietary technology are major reasons why 67% of Fortune 100 companies use XPO.
Looking forward, we expect our 2018 performance to once again outpace the industry and deliver at least 17% adjusted EBITDA growth. Our sales organization is much larger and more integrated than it was a year ago, with more market data available. We’re maintaining a pipeline of well over $3.5 billion, and we just closed a record $972 million of new business in the first quarter. The disciplined investments we’re making in technology and sales are designed to propel long-term growth and returns.
In addition, we have initiatives underway around the globe to continuously improve our cost structure. For example, our global procurement team has already achieved an annual run rate of over $140 million in savings, with more in their sights, and we’re using our technology to better utilize our labor and capacity.
In 2016, we made the Fortune 500 list for the first time. One year later, we were ranked as the fastest-growing transportation company on the list. This year,Fortune named XPO one of the world’s most admired companies.Forbes has ranked us as thetop-performing U.S. company on the Global 2000 and one of America’s best employers. In Italy, we were awarded Logistics Company of the Year for innovation and safety. These are all important achievements — but we’re most proud of two achievements that speak directly to our promise to stakeholders: our efforts, together with a favorable stock market, made XPO the best-performing stock of 2017 in the transportation universe. And for the sixth straight year, we delivered results that met or exceeded our financial targets.
As we move through 2018, we have a thirst to create even more value for our customers and our shareholders. We grew XPO into a global leader in four years, primarily through acquisitions, then took the time to ensure that we have the best operators in place, with a motivated workforce, a culture of accountability and meticulous growth plans for each line of business. Now we’re looking at M&A as a way to augment our momentum. With all the positive news we have to report, we still see the vast majority of our growth ahead.
Thank you for your interest!
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Non-GAAP Financial Measures
This document contains certainnon-GAAP financial measures as defined under the rules of the Securities and Exchange Commission (“SEC”), including adjusted earnings before interest, taxes, depreciation and amortization (“EBITDA”) for the three-month period ended March 31, 2018; free cash flow for the three-month period ended March 31, 2018; adjusted net income attributable to common shareholders and adjusted earnings per share (basic and diluted) (“adjusted EPS”) for the three-month period ended March 31, 2018; adjusted operating income for our North American less-than-truckload business for the year ended December 31, 2015 and for the three-month periods ended March 31, 2018 and 2017; and total organic revenue for the three-month periods ended March 31, 2018 and 2017.
We believe that the above adjusted financial measures facilitate analysis of our ongoing business operations because they exclude items that may not be reflective of, or are unrelated to, XPO and its business segments’ core operating performance, and may assist investors with comparisons to prior periods and assessing trends in our underlying businesses. In particular, adjusted EBITDA, adjusted net income attributable to common shareholders and adjusted EPS include adjustments for acquisition costs and related integration, transformation and rebranding initiatives as well as other adjustments that management has determined are not reflective of its business segments’ core operating activities. Transaction and integration adjustments are generally incremental costs that result from an acquisition and include transaction costs, restructuring costs, acquisition and integration consulting fees, internal salaries and wages (to the extent the individuals are assigned full-time to integration and transformation activities) and certain costs related to integrating and converging IT systems. Rebranding adjustments relate primarily to the rebranding of the XPO Logistics name on our truck fleet and buildings. These adjustments are consistent with how management views our businesses. Management uses thesenon-GAAP financial measures in making financial, operating and planning decisions and evaluating XPO’s and each business segment’s ongoing performance.
We believe that free cash flow is an important measure of our ability to repay maturing debt or fund other uses of capital that we believe will enhance stockholder value. We believe that adjusted EBITDA improves comparability from period to period by removing the impact of our capital structure (interest and financing expenses), asset base (depreciation and amortization), tax impacts and other adjustments as set out in the tables attached to the accompanying slide presentation that management has determined are not reflective of normalized operating activities.
We believe that adjusted net income attributable to common shareholders and adjusted EPS improve the comparability of our operating results from period to period by removing the impact of certain costs and gains that management has determined are not reflective of our core operating activities. We believe that adjusted operating income for our North American less-than-truckload business improves the comparability of our operating results from period to period by removing the impact of certain transaction, integration and rebranding costs and amortization and depreciation expenses incurred in the reporting period as set out in the attached tables. We believe that total organic revenue is an important measure because it excludes the impact of the following items: foreign currency exchange rate fluctuations, acquisitions and divestitures, and fuel surcharges. Specifically, our total organic revenue reflects adjustments to (i) exclude the estimated revenue attributable to fuel, and (ii) apply a constant foreign exchange rate to both periods (based on average rates during the monthly periods).
Other companies may calculate adjusted EBITDA differently, and therefore our measure may not be comparable to similarly titled measures of other companies. Free cash flow, adjusted EBITDA, adjusted net income attributable to common shareholders, adjusted EPS, adjusted
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operating income for our North American less-than-truckload business and total organic revenue are not measures of financial performance or liquidity under United States generally accepted accounting principles (“GAAP”) and should not be considered in isolation or as an alternative to revenue, net income, operating income for our North American less-than-truckload business, cash flows provided (used) by operating activities and other measures determined in accordance with GAAP. Items excluded from adjusted EBITDA are significant and necessary components of the operations of our business, and, therefore, adjusted EBITDA should only be used as a supplemental measure of our operating performance.
As required by SEC rules, we provide reconciliations of these historical measures to the most directly comparable measure under GAAP, which are set forth in the financial tables attached to the accompanying slide presentation. With respect to our 2018 financial targets of adjusted EBITDA, our 2017-2018 cumulative target for free cash flow and our three-year target for North American less-than-truckload EBITDA, each of which is anon-GAAP measure, a reconciliation of thenon-GAAP measure to the corresponding GAAP measure is not available without unreasonable effort due to the variability and complexity of the reconciling items described below that we exclude from thenon-GAAP target measure. The variability of these items may have a significant impact on our future GAAP financial results and, as a result, we are unable to prepare the forward-looking balance sheet, statement of income and statement of cash flow, prepared in accordance with GAAP that would be required to produce such a reconciliation.
Forward-looking Statements
This document includes forward-looking statements within the meaning of Section 27A of the Securities Act of 1933, as amended, and Section 21E of the Securities Exchange Act of 1934, as amended, including our financial targets, our expected operating income growth and EBITDA for our North American less-than-truckload business and our revenue growth expectations for our last mile business. All statements other than statements of historical fact are, or may be deemed to be, forward-looking statements. In some cases, forward-looking statements can be identified by the use of forward-looking terms such as “anticipate,” “estimate,” “believe,” “continue,” “could,” “intend,” “may,” “plan,” “potential,” “predict,” “should,” “will,” “expect,” “objective,” “projection,” “forecast,” “goal,” “guidance,” “outlook,” “effort,” “target,” “trajectory” or the negative of these terms or other comparable terms. However, the absence of these words does not mean that the statements are not forward-looking. These forward-looking statements are based on certain assumptions and analyses made by us in light of our experience and our perception of historical trends, current conditions and expected future developments, as well as other factors we believe are appropriate in the circumstances.
These forward-looking statements are subject to known and unknown risks, uncertainties and assumptions that may cause actual results, levels of activity, performance or achievements to be materially different from any future results, levels of activity, performance or achievements expressed or implied by such forward-looking statements. Factors that might cause or contribute to a material difference include the risks discussed in our filings with the SEC and the following: economic conditions generally; competition and pricing pressures; our ability to align our investments in capital assets, including equipment, service centers and warehouses, to our customers’ demands; our ability to successfully integrate and realize anticipated synergies, cost savings and profit improvement opportunities with respect to acquired companies; our ability to develop and implement suitable information technology systems and prevent failures in or breaches of such systems; our substantial indebtedness; our ability to raise debt and equity capital; our ability to maintain positive relationships with our network of third-party transportation providers; our ability to attract and retain qualified drivers; litigation, including litigation related to alleged misclassification of independent contractors; labor matters, including our ability to
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manage our subcontractors, and risks associated with labor disputes at our customers and efforts by labor organizations to organize our employees; risks associated with our self-insured claims; risks associated with defined benefit plans for our current and former employees; fluctuations in currency exchange rates; fluctuations in fixed and floating interest rates; our ability to execute our growth strategy through acquisitions; fuel price and fuel surcharge changes; issues related to our intellectual property rights; governmental regulation, including trade compliance laws; and governmental or political actions, including the United Kingdom’s likely exit from the European Union. All forward-looking statements set forth in this document are qualified by these cautionary statements and there can be no assurance that the actual results or developments anticipated by us will be realized or, even if substantially realized, that they will have the expected consequences to or effects on us or our business or operations. Forward-looking statements set forth in this document speak only as of the date hereof, and we do not undertake any obligation to update forward-looking statements to reflect subsequent events or circumstances, changes in expectations or the occurrence of unanticipated events, except to the extent required by law.
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