Crawford & Company 8K Regulation FD Disclosure | CRD-A 16 Mar 15

Exhibit 99.1

Crawford & Company

New York Society of Security Analysts

March 16, 2015

FORWARD-LOOKING STATEMENTS, ADDITIONAL INFORMATION, AND

SUBSEQUENT EVENTS

www.crawfordandcompany.com.

•

Forward-Looking Statements

—This presentation contains forward-looking statements, including statements about the future financial condition, results of operations and

earnings outlook of Crawford & Company. Statements, both qualitative and quantitative, that are not statements of historical fact may be “forward-

looking statements” as defined in the Private Securities Litigation Reform Act of 1995 and other securities laws. Forward-looking statements involve a

number of risks and uncertainties that could cause actual results to differ materially from historical experience or Crawford & Company’s present

expectations. Accordingly, no one should place undue reliance on forward-looking statements, which speak only as of the date on which they are

made. Crawford & Company does not undertake to update forward-looking statements to reflect the impact of circumstances or events that may

arise or not arise after the date the forward-looking statements are made. Results for any interim period presented herein are not necessarily

indicative of results to be expected for the full year or for any other future period. For further information regarding Crawford & Company, and the

risks and uncertainties involved in forward-looking statements, please read Crawford & Company’s reports filed with the United States Securities and

Exchange Commission and available at www.sec.gov or in the Investor Relations section of Crawford & Company’s website at

—Crawford’s business is dependent, to a significant extent, on case volumes. The Company cannot predict the future trend of case volumes for a

number of reasons, including the fact that the frequency and severity of weather-related claims and the occurrence of natural and man-made

disasters, which are a significant source of cases and revenue for the Company, are generally not subject to accurate forecasting.

—In recent periods the Company has derived a material portion of its revenues and operating earnings from a limited number of client engagements

and special projects within its EMEA/AP and Legal Settlement Administration segments, specifically their work on the Thailand flooding claims and the

gulf-related class action settlement, respectively. The Thailand flooding claims project within the EMEA/AP segment was substantially completed in

2013. Although the Company continued to earn revenues from the Legal Settlement Administration projects in 2014, these revenues, and related

operating earnings, were at a reduced rate as compared to 2013. The projects continue to wind down, and the Company expects these revenues, and

related operating earnings, to be at a reduced rate in all future periods, as compared to 2014. No assurances of timing of the project end dates and,

therefore, continued revenues or operating earnings, can be provided. In the event the Company is unable to replace revenues and related operating

earnings from these projects as they wind down, or upon the termination or other expiration thereof, with revenues and operating earnings from

new projects and customers within this or other segments, there could be a material adverse effect on the Company's results of operations.

•

Revenues Before Reimbursements (“Revenues”)

—Revenues Before Reimbursements are referred to as “Revenues” in both consolidated and segment charts, bullets and tables throughout this

presentation.

•

Segment and Consolidated Operating Earnings

—Under the Financial Accounting Standards Board’s Accounting Standards Codification ("ASC") Topic 280, “Segment Reporting,” the Company has

defined segment operating earnings as the primary measure used by the Company to evaluate the results of each of its four operating segments.

Segment operating earnings exclude income taxes, interest expense, amortization of customer-relationship intangible assets, stock option expense,

earnings or loss attributable to non-controlling interests, and certain unallocated corporate and shared costs and credits. Consolidated operating

earnings is the total of segment operating earnings and certain unallocated and shared costs and credits.

FORWARD-LOOKING STATEMENTS, ADDITIONAL INFORMATION, AND

SUBSEQUENT EVENTS (continued)

•

Earnings Per Share

—The Company's two classes of stock are substantially identical, except with respect to voting rights and the Company's ability to pay greater cash

dividends on the non-voting Class A Common Stock (CRDA) than on the voting Class B Common Stock (CRDB), subject to certain limitations. In

addition, with respect to mergers or similar transactions, holders of CRDA must receive the same type and amount of consideration as holders of

CRDB, unless different consideration is approved by the holders of 75% of CRDA, voting as a class.

—In certain periods, the Company has paid a higher dividend on CRDA than on CRDB. This may result in a different earnings per share ("EPS") for each

class of stock due to the two-class method of computing EPS as required by ASC Topic 260 - "Earnings Per Share". The two- class method is an

earnings allocation method under which EPS is calculated for each class of common stock considering both dividends declared and participation rights

in undistributed earnings as if all such earnings had been distributed during the period.

•

Subsequent Events

—On December 1, 2014, the Company borrowed $78.4 million under its Credit Facility to acquire 100% of the capital stock of GAB Robins Holdings UK

Limited ("GAB Robins"), a loss adjusting and claims management provider headquartered in the U.K. which will report through the EMEA/AP segment.

The success of the GAB Robins acquisition will depend, in part, on the Company's ability to realize the anticipated synergies and cost savings from

integrating GAB Robins on a timely basis. The integration process may be complex, costly and time consuming. The Company expects to record special

charges of approximately $7 million in 2015 related to these efforts. Because the financial results of certain of the Company's international

subsidiaries, including those in the U.K. through which GAB Robins will report, are included in the Company's consolidated financial statements on a

two-month delayed basis as permitted by ASC 810, "Consolidation,", the results of GAB Robins' business since the acquisition date have not been

included in the Company's consolidated results of operations. In addition, the Credit Facility borrowings used to complete the GAB Robins acquisition

are not included in outstanding borrowings on the Company's Consolidated Balance Sheet at December 31, 2014, because the U.K.-based borrowing

entity has an October 31 fiscal year end, and the balance sheet of that entity was consolidated as of October 31, 2014.

—On January 22, 2015, the Company announced the establishment of a wholly-owned global business services center (the "Center") in Manila,

Philippines. The Center provides the Company a venue for global consolidation of certain business functions, shared services, and currently

outsourced processes. The Center, which is expected to be phased in through 2018, is expected to allow the Company to continue to strengthen its

client service, realize additional operational efficiencies, and invest in new capabilities for growth. Operations in the Center are expected to deliver

cumulative expense savings of approximately $60 million through 2019 and annual cost savings of approximately $20 million per year thereafter. To

achieve these savings, the Company expects to record charges totaling approximately $20 million through 2018. An initial estimated charge of

approximately $9 million is expected to be incurred in 2015, which is expected to be partially offset by initial savings in 2015 of approximately $2

million.

•

Non-GAAP Financial Information

—For additional information about certain non-GAAP financial information presented herein, see the Appendix following this presentation.

Crawford & Company at a Glance

at market close March 10, 2015

Exchange/Tickers:

NYSE: CRDA and CRDB

Trailing 52 week High/Low:

CRDA: $7.20-$10.03

CRDB: $8.04-12.12

Market Capitalization:

$467.31 million

Quarterly Dividend:

CRDA: $0.07/share

CRDB: $0.05/share

Analyst Coverage:

Greg Peters, Raymond James

Adam Klauber, William Blair

Mark Hughes, Suntrust

Source: Bloomberg

A Business Services Leader since 1941

The world’s largest independent provider of global claims management solutions

Multiple globally recognized brand names: Crawford, Broadspire, GCG

Clients include multinational insurance carriers, brokers and local insurance firms as well as over

200 of the Fortune 500

EMEA-A/P

Americas

Broadspire

Legal Settlement

Administration

Serves the U.K., European,

Middle Eastern, African and

Asia Pacific markets

Serves the U.S., Canadian

and Latin American markets

Serves large national

accounts, carriers and self-

insured entities

Provides administration for

class action settlements and

bankruptcy matters

Integrated Approach to Customer Service

Consolidated Operating Earnings

Revenues

•

Revenue growth declined in 2013-14 as

special project revenues have run off

•

Diversification of revenue streams

provides a foundation for growth

•

Growth in Contractor Connection and

Broadspire expected to continue

•

Growth from GAB Robins acquisition in

the UK beginning in 2015

Operating Earnings

•

Consolidated operating earnings reflect

run off of special projects and mix shift

to higher frequency, low severity claims

•

Technology innovation supports future

expected operating earnings gains

•

Sustainable turnaround in Broadspire,

continued growth in Contractor

Connection and GAB Robins

contribution all expected

Unaudited ($ in millions)

For the years ended December 31,

Driving Future Performance

*Midpoint of Company’s February 23, 2015 guidance

$950

$1,000

$1,050

$1,100

$1,150

$1,200

2010

2011

2012

2013

2014

2015G

$20

$40

$60

$80

$100

$120

2010

2011

2012

2013

2014

2015G

2015-2017

Strategic Plan

Crawford is focused on

delivering

shareholder

value,

providing a meaningful dividend

to its shareholders, and further

investing in developing high

growth businesses.

Crawford is acting on

opportunities to grow revenue,

manage costs effectively and

leverage resources around the

world.

2015-17 Strategic Plan

Continue to grow profitable businesses

Acquisition makes Crawford the UK leader in claims management

Initial purchase price of $71.8 million

Revenues before reimbursements for GAB Robins of approximately

$64 million in 2014

Significant synergies have been targeted and a restructuring charge of

$7 million pretax is anticipated in 2015

EPS accretion of $0.16 expected in 2016

UK Competition and Markets Authority has lifted the bar on

integration

Increased prominence in the Lloyd’s and London insurance markets

Significant increased presence in key aviation sector

Access to further technical and industry expertise which aligns to GTS

strategy

Acquisition of GAB Robins

Crawford Contractor Connection

Contractor Connection is a technology-enabled BPO platform and best-in-class

industry leader of contractor managed repair networks for residential and

commercial losses.

Record 2014 revenues in the U.S. of over $50 million

North American network of 4,800 general and specialty contractors

Recognized by J.D. Power as #1 emergency service provider in recent

study

Additionally, 7 of the top 10 carriers rated by J.D. Power for customer

satisfaction partner with Contractor Connection

Approximately 250,000 assignments in 2014 and growing rapidly with

approximately $1.5 billion in estimates

250 staff dedicated to providing exceptional customer service and

delivering increased policyholder satisfaction

Expanding rapidly into new markets, such as consumer services, real

estate and financial markets, all with global opportunities

Global Technical Services

A global resource that serves reinsurers, international corporate market, major loss / catastrophe

divisions of composite insurers such as the London market, Lloyd’s syndicates as well as captives, risk

managers and their brokers.

The definitive solution for large, complex claims ($500,000+), embracing catastrophic and complex

claims, high value property and casualty claims as well as construction, power & engineering,

pharmaceutical, etc.

425 fully accredited International Executive General Adjusters deployed in 45 countries handling claims

valued in excess of $9 billion during 2014.

Unrivalled Dedicated

Expertise

Global Rapid Response &

Local Deployment

Innovative Claims Solutions

Improved Performance &

Financials

Strategic Loss Management

Technical

services with

highly

experienced

large and

complex loss

adjusters

New

technology-

enabled

service

offerings

Enhanced field

operations

Network Services

Managed repair,

contractor

networks

Crawford Covers the Loss Pyramid

2% of Claims

80% of Indemnity

2% of Claims

80% of Indemnity

18% of Claims

10% of Indemnity

80% of Claims

10% of Indemnity

$250K

$50K

$25K

$500K

$50K

Higher Value

More Complex

GTS

Low-Value, High-Volume, Commoditized

2015-17 Strategic Plan

Continue to grow profitable businesses

Improve the operational effectiveness of our claims

models

Introducing Crawford iQ™

Crawford iQ is how we categorize and

market Crawford’s innovative suite of

technological products and services

Crawford iQ makes state-of-the-art

technology approachable, accessible, and

uncomplicated

Crawford iQ consists of high-quality

technology, data and processes

categorized in four easy offerings:

Crawford

Portal™

–

Offers

clients

gateway

to access the work we do for them

Crawford

Claims

Manager™

–

Delivers

vast

array of claims management solutions

Crawford

Analytics™

–

Provides

clients

with

claims analytics, dashboards and reports

Crawford

Mobile™

–

Allows

claims

managed anytime, anywhere on PCs and mobile

devices

Process

Improvement

Manage business

processes and

work automation.

Paperless

Supports Crawford’s

green initiatives and

drives efficiencies.

Mobility

Manage claims

real-time

anywhere.

Agile & Flexible

Rapid application

development that is

flexible to tackle changing

client needs.

Social

Collaboration

Knowledge sharing,

problem solving,

and innovation

harnessing.

Business Intelligence

Real-time visibility into

business operations and

improve process

performance.

–

Intelligent Technology

Gartner BPM Excellence Award (2014)

CIO

100 -

Creating business value through the innovative

use of IT (2014)

Global Award for Excellence in Case Management (2014)

InformationWeek

Elite 100 –

Top business technology

innovators (2014)

Forrester

Groundswell

Award

Overall

winner

"Mobility

Business

Employee"

(2013)

Top 20 Breakaway Leader for transforming the Company’s

IT organization and initiatives (2012)

InformationWeek

500 (2009-2013 5 consecutive years + 2

years

InformationWeek

Elite

100

)

Award-Winning Technology & Service

BPM Excellence

2015-17 Strategic Plan

Continue to grow profitable businesses

Improve the operational effectiveness of our claims

models

Create a Global Business Services Center

Global Business Services Center

Located in Manila, Philippines

•

Client benefits expected to include:

•

Improving turnaround time

•

Enhancing process control

•

Achieving higher quality

•

Facilitating continuous improvement

•

Increased service levels

•

Seamless process changes

Should allow the Company to consolidate operations and gain

efficiency, consistency, improve service levels and lower costs.

Expected to employ 1,000+ people when fully operational in

2018. Crawford-owned and staffed by Crawford employees.

SIMPLIFICATION

Simplify how we do things today,

both across and within divisions

STANDARDIZATION

Adopt the one best way of

working globally and consolidate

for scale in the right location

OPERATIONAL EXCELLENCE

Use our global scale to learn,

innovate and continuously

improve

Create scale

Absorb transaction

volume growth

Leverage key skills

& capabilities

Optimize

resource cost

model

Drive economies

of scale

Reduce rework

Remove

duplication

Strategic

Priorities

Improve performance

management

Improve process control

Improve turnaround time

Facilitate continuous improvement

Standardization of

quality data

Global hub for process

analytics

Benefits of Global Business Services Center

Business

Growth

Service

Quality

Analytics

Cost

•

Operations in the Center are expected to deliver cumulative expense savings of

approximately $60 million through 2019 and annual cost savings of approximately $20

million per year thereafter

•

The Company expects to record special charges totaling approximately $20 million through

2018

•

An initial estimated special charge of approximately $9 million is expected to be incurred

in 2015, which is expected to be partially offset by initial savings in 2015 of approximately

$2 million

Global Business Services Center Financial Impact

$(10.0)

$(5.0)

$5.0

$10.0

$15.0

$20.0

$25.0

2015

2016

2017

2018

2019

Estimated Impact on Operating Earnings

(in millions)

2015-17 Strategic Plan

Continue to grow profitable businesses

Improve the operational effectiveness of our claims

models

Create a Global Business Services Center

Be a great place to work

Build long term shareholder value

Management Alignment with Shareholders

Short-Term Incentive Compensation Plan

Matrix:

Metric:

Weight:

Revenues

30%

Operating Earnings

25%

Operating Margin

25%

DSO

20%

Stock Ownership Guidelines:

Multiple of

Officer:

Base Salary:

President/CEO

CFO/EVPs

Balanced short and long term compensation system focused on strategic

priorities and aligned with shareholders

Long-term incentive compensation plan based on three-year EPS performance

tied to the Company’s strategic plan

Capital Structure and Governance

Class A and B Shares:

As of December 31, 2014, there were approximately 30.0 million shares of Class A Common Stock and 24.7

million shares of Class B Common Stock outstanding.

The two classes of stock are substantially identical, except with respect to voting rights and the Company's

ability to pay greater cash dividends on the non-voting Class A Common Stock than on the voting Class B

Common

Stock,

subject

certain

limitations.

addition,

with

respect

mergers

similar

transactions,

holders of Class A Common Stock must receive the same type and amount of consideration as holders of Class

B Common Stock, unless different consideration is approved by the holders of 75% of the Class A Common

Stock, voting as a class.

Insider Ownership:

The Jesse C. Crawford family beneficially owned 39.5% of outstanding Class A shares and 52.0% of outstanding

Class B shares as of March 10, 2014.

Board Diversification and Makeup:

Eight

nine

members

are

independent,

with

the

exception

the

CEO,

Jeff

Bowman.

CEO

and

chairman

roles

are split, with the Company maintaining an independent chairman.

The Company expects to incur pretax special charges in 2015, currently estimated at

approximately

$7.0

million

for

the

integration

GAB

Robins

and

$9.0

million

the

establishment of the Global Business Services Center in Manila, Philippines. Crawford &

Company

reiterating

its

February

23,

2015

guidance

range

for

2015

follows:

Year

ending

December

31,

2015

Low End

High End

Consolidated revenues before reimbursements

$1.16

$1.19

billion

Consolidated operating earnings

$85.5

$95.0

million

Consolidated cash provided by operating activities

$40.0

$50.0

million

After special charges, net income attributable to

shareholders of Crawford & Company

$29.5

$35.0

million

Diluted earnings per share--CRDA

$0.57

$0.67

per share

Diluted earnings per share--CRDB

$0.50

$0.60

per share

Before special charges, net income attributable to

shareholders of Crawford & Company

$39.0

$44.5

million

Diluted earnings per share--CRDA

$0.75

$0.85

per share

Diluted earnings per share--CRDB

$0.68

$0.78

per share

2015 Guidance

Crawford is Focused On Shareholder Returns

Global Footprint

World’s Largest Independent Provider of

Claims Management Solutions

Global BPO Platform

Global Catastrophe Response

Innovative Technology

Platforms

Crawford iQ

Command Center

Specialized Resources

Global Technical Services (GTS)

Medical Cost Containment

Contractor Connection

Crawford Specialty Markets

Legal Settlement Administration (GCG)

Gaining Market Share

North American Vertical

Global Consolidation of TPA Vendors

GAB Robins acquisition

Appendix

Americas

2014 vs.

2013

At a glance:

2014 Revenues: $359 million

2014 Operating earnings: $23.7 million

Market presence

No. 1 or 2 market share in North American vertical:

U.S., Canada and Latin American markets

Fully integrated services with market leading

technology provides response capability for CAT

events

Growth and innovation

Contractor Connection is an industry-leading managed

repair solution with a network of nearly 5,000

contractors in the U.S. and Canada

BPO solutions for all Property & Casualty carriers

$50

$100

$150

$200

$250

U.S.

Canada

Latin America

Revenues by Geographic Region

($ in millions)

100,000

200,000

300,000

400,000

500,000

U.S.

Canada

Latin America

Americas Cases Received

EMEA/AP

2014 vs.

2013

At a glance:

2014 Revenues: $344 million

2014 Operating earnings: $19.7 million

Global footprint

Global resources enable the ability to service the largest

multinational corporations, global insurers and brokers

Market leader in responding to catastrophic events

Growth opportunities

Global Technical Services (GTS) brings unique resources

to high value/complex claims

Investment in specialty markets including aviation, marine,

forensic accounting and oil and energy

GAB Robins acquisition creates UK market leader

$20

$40

$60

$80

$100

$120

$140

U.K.

CEMEA

Asia-Pacific

Revenues by Geographic Region

($ in millions)

50,000

100,000

150,000

200,000

250,000

300,000

U.K.

CEMEA

Asia-Pacific

EMEA/AP Cases Received

Broadspire

2014 vs.

2013

At a glance:

2014 Revenues: $269 million

2014 Operating earnings: $15.5 million

Delivering profitable growth

Leading third party administrator (TPA) for workers’

compensation, liability, medical management, and

integrated disability management

Technology and analytics

Proficient in data analysis, tool building, predictive

modeling and clinical analytics

Single source claim system unifies intake,

administration and RMIS systems

New markets

Market leading medical management capabilities

Launched international TPA hubs, creating a global

brand with the ability to handle claims worldwide

Disability management product added in 2014

$20

$40

$60

$80

$100

$120

$140

$160

Worker's Comp.

Casualty

Other

Revenues by Service Line

($ in millions)

20,000

40,000

60,000

80,000

100,000

120,000

140,000

160,000

180,000

200,000

Worker's Comp.

Medical Mgmt.

Risk Mgmt. Info.

Svcs.

Broadspire

Cases Received

Legal Settlement Administration

At a glance:

2014 Revenues: $170 million

2013 Operating earnings: $22.8 million

Garden City Group (“GCG”) is a recognized leader in legal

settlement administration services providing full service class

action, bankruptcy, regulatory, mass tort and settlement

administration services:

•

Over 1,000 employees in nine facilities across the country

•

Dual headquarters in New York and Seattle provide coast-to-

coast presence, allowing for full client and claimant services

across the United States

•

GCG operates a 60,000 square foot state-of-the-art

processing facility in Dublin, OH with call center, database

storage, audit control and other capabilities

•

42 of the 100 largest securities class action cases (twice the

number handled by the next administrator) and 6 of the 10

largest cases

$50

$100

$150

$200

$250

2014

2013

Revenues

($ in millions)

$10

$15

$20

$25

$30

$35

$40

$45

$50

2014

2013

Operating Earnings

($ in millions)

GCG is a preferred provider of legal settlement administration

services for large and complex matters. GCG has handled:

Appendix: Non-GAAP Financial Information

Measurements of financial performance not calculated in accordance with GAAP should be considered as supplements

to, and not substitutes for, performance measurements calculated or derived in accordance with GAAP. Any such

measures are not necessarily comparable to other similarly-titled measurements employed by other companies.

Reimbursements for Out-of-Pocket Expenses

In the normal course of our business, our operating segments incur certain out-of-pocket expenses that are thereafter reimbursed by our clients. Under

GAAP, these out-of-pocket expenses and associated reimbursements are required to be included when reporting expenses and revenues,

respectively, in our consolidated results of operations. In this presentation, we do not believe it is informative to include the GAAP-required gross up of

our revenues and expenses for these pass-through reimbursed expenses. The amounts of reimbursed expenses and related revenues offset each

other in our consolidated results of operations with no impact to our net income or operating earnings (loss). Unless noted in this presentation, revenue

and expense amounts exclude reimbursements for out-of-pocket expenses.

Segment and Consolidated Operating Earnings

Operating earnings is the primary financial performance measure used by our senior management and chief operating decision maker (“CODM”) to

evaluate the financial performance of our Company and operating segments, and make resource allocation and certain compensation decisions.

Management believes operating earnings is useful to others in that it allows them to evaluate segment and consolidated operating performance using

the same criteria our management and chief operation decision maker use. Consolidated operating earnings (loss) represent segment earnings (loss)

including certain unallocated corporate and shared costs and credits, but before net corporate interest expense, stock option expense, amortization of

customer-relationship intangible assets, special charges and credits, income taxes, and net income or loss attributable to noncontrolling interests.

Reconciliation of Non-GAAP Items

Unaudited ($ in millions)

2010

2011

2012

2013

2014

2015G*

Revenues Before Reimbursements

Total Revenues

1,111

1,211

1,266

1,253

1,217

1,255

Reimbursements

(81)

(86)

(89)

(90)

(74)

(80)

Revenues Before Reimbursements

1,030

1,125

1,177

1,163

1,143

1,175

Unaudited ($ in thousands)

2010

2011

2012

2013

2014

2015G*

Operating Earnings (Loss):

Americas

20,748

20,007

11,878

18,532

23,663

EMEA/AP

24,828

28,096

48,481

32,158

19,720

Broadspire

(11,712)

(11,417)

8,245

15,469

Legal Settlement Administration

47,661

51,307

60,284

46,752

22,849

Unallocated corporate and shared costs and credits

(5,841)

(9,403)

(10,504)

(10,829)

(8,582)

Consolidated Operating Earnings

75,684

78,590

110,160

94,858

73,119

90,250

Deduct:

Net corporate interest expense

(15,002)

(15,911)

(8,607)

(6,423)

(6,031)

(6,000)

Stock option expense

(761)

(450)

(408)

(948)

(859)

(800)

Amortization expense

(5,995)

(6,177)

(6,373)

(6,385)

(6,341)

(6,400)

Special charges and credits

(4,650)

2,379

(11,332)

—

(16,000)

Goodwill and intangible asset impairment charges

(10,788)

—

Income taxes

(9,712)

(12,739)

(33,686)

(29,766)

(28,780)

(22,280)

Net income attributable to non-controlling interests

(448)

(288)

(866)

(358)

(484)

(6,520)

Net Income Attributable to Shareholders of Crawford & Company

28,328

45,404

48,888

50,978

30,624

32,250

* Midpoint of Company's February 23, 2015 guidance

Crawford & Company (CRD-A) 8-KRegulation FD Disclosure