What changed in this filing

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Item 1. Business

2024-02-16 compared with 2023-02-17 · 140 added, 130 removed, 342 unchanged (44% of the section changed)

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We bring together customers, carriers, and suppliers to connect and grow supply chains.

We are grounded in our customer promise to use our technology, which is built by and for supply chain experts and powered by our information advantage, to deliver smarter solutions.

We are grounded in our customer promise to use our technology, which is built by and for supply chain experts and powered by our information advantage, to deliver smarter solutions and help navigate increasingly complex global supply chains.

These global solutions, combined with the expertise of our people, deliver value–from improved cost reductions and reliability to sustainability and visibility–that our customers and carriers can rely on.

In 2022, we handled approximat ely 20 million shipments and worked with approximatel y 100,000 c ustomers.

Operating throughout North America, Europe, Asia, Oceania, and South America, we offer a global suite of services using tailored, market-leading differentiated technology to drive better outcomes by leveraging our experience, data, technology, and scale.

In 2023, we handled approximat ely 19 million shipments and worked wi th more than 90,000 c ustomers.

Operating throughout North America, Europe, Asia, Oceania, South America, and the Middle East, we offer a global suite of multi-modal services that brings together the value of our expertise and account management services with custom technology differentiated by our unmatched data and scale.

Our EDGE values are the core of our strategy and drive us to Evolve Constantly, Deliver Excellence, Grow Together, and Embrace Integrity.

As a global logistics platform, we connect across continents by working closely with a wide variety of transportation companies and utilize those relationships to efficiently and cost-effectively arrange the transport of our customers’ freight.

In 2022 , we continued to provide our customers with solutions to their complex challenges.

We utilized approximately 96,000 contracted transportation companies around the world, including contracted motor carriers, railroads (primarily intermodal service providers), and ocean and air carriers in 2022 .

As one of the world’s largest global logistics platforms, we solve logistics problems for companies across the globe and across industries, from simple to the most complex.

We work closely with a wide variety of transportation companies and utilize those relationships to efficiently and cost-effectively arrange the transport of our customers’ freight.

In 2023 , we processed approximately 19 million shipments and had $22 billion of freight under management.

In 2023 , we had more than 450,000 contracted transportation companies around the world on our platform, including contracted motor carriers, railroads (primarily intermodal service providers), and ocean and air carriers.

Our employees, technology, and product portfolio enable us to provide a differentiated experience, remain flexible, and provide solutions that optimize service for our customers.

As an integral part of our transportation services, we also provide a wide range of value-added logistics services, such as freight consolidation, customs brokerage, supply chain consulting and analysis, emission analytics, optimization, and reporting.

With the combination of our multimodal transportation management system and expertise, we use our information advantage to deliver smarter solutions for more than 90,000 customers and the more than 450,000 contract carriers on our platform.

In addition to transportation and logistics services, we also provide sourcing services under the trade name Robinson Fresh ® (“Robinson Fresh”).

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The primary services provided by NAST include truckload and less than truckload (“LTL”) transportation brokerage services.

Global Forwarding provides transportation and logistics services through an international network of offices in North America, Europe, Asia, Oceania, and South America and also contracts with independent agents worldwide.

Global Forwarding provides transportation and logistics services through an international network of offices in North America, Europe, Asia, Oceania, South America, and the Middle East and also contracts with independent agents worldwide.

The primary services provided by Global Forwarding include ocean freight services, air freight services, and customs brokerage.

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Other Surface Transportation revenues are primarily earned by our Europe Surface Transportation operating segment.

Europe Surface Transportation provides transportation and logistics services, including truckload and groupage services, across Europe.

Europe Surface Transportation provides transportation and logistics services, including truckload and LTL transportation services, across Europe.

Transportation and Logistics Services

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By accepting the customer’s order, we accept certain responsibilities for transportation of the shipment from origin to destination.

The carrier’s contract is with us, not the customer, and we are responsible for prompt payment of freight charges.

The carrier’s contract is with us, not the

customer, and we are responsible for prompt payment of freight charges.

In cases where we have agreed to pay for claims for damage to freight while in transit, we pursue reimbursement from the contracted carrier for the claims.

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As a result of our logistics capabilities, our technology, our global suite of services, and available modes of transportation, some of our customers have us handle all, or a substantial portion, of their freight transportation requirements.

Our employees price

our services to provide a profit to us for the totality of services performed for the customer.

Our employees price our services to provide a profit to us for the totality of services performed for the customer.

Our services to the customer may be priced on a spot market, or transactional basis, or prearranged contractual rates.

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Our transportation and logistics services are provided to numerous international customers through our worldwide network.

Transportation services accounted for approximately 97 percent of adjusted gross profits in 2022 and 2021 and 96 percent of adjusted gross profits in 2020.

Transportation services accounted for approximately 95 percent of adjusted gross profits in 2023 and 97 percent of adjusted gross profits in 2022 and 2021.

Adjusted gross profits is a non-GAAP financial measure calculated as total revenues less the total of purchased transportation and related services and the cost of purchased products sourced for resale.

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We have also instituted quality assurance and monitoring programs as part of our branded and preferred grower programs.

Sourcing accounted for

approximately three percent of our adjusted gross profits in 2022 and 2021 and four percent of our adjusted gross profits in 2020.

Sourcing accounted for approximately five percent of our adjusted gross profits in 2023 and three percent of our adjusted gross profits in 2022 and 2021.

Customer Relationships

We work to establish long-term relationships with our customers and to increase the amount of business done with each customer by providing them with a full range of logistics services and people on whom they can rely.

During 2022, we served approximately 100,000 customers worldwide, ranging from Fortune 100 companies to small businesses in a wide variety of industries.

During 2022, our largest customer accounted for approximately two percent of total revenues.

During 2023, we served more than 90,000 customers worldwide, ranging from Fortune 100 companies to small businesses in a wide variety of industries.

During 2023, our largest customer accounted for approximately two percent of our consolidated total revenues.

In recent years, we have grown by adding new customers and by increasing our volumes with, and providing more services to, our existing customers.

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• Information, products, and technology:

Our global suite of services, unparalleled quantity of relationships, and scale combine to provide us with an information advantage.

The combination of our global suite of services, unparalleled quantity of relationships, and scale provide us with an information advantage.

We have one of the largest datasets of shipments, routings, and carriers in the world.

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Proprietary Information Technology and Intellectual Property

Most of our global network operates on a single global technology platform called Navisphere, which is used to match customer needs with supplier capabilities, to collaborate with other offices, and to utilize centralized support resources to complete all

facets of the transaction.

Our technology and software platform is essential to serve our customers and contracted carriers and to manage our business.

In 2022, we executed approximately 20 million shipments for approximately 100,000 customers with approximately 96,000 contracted carriers.

In 2023, we executed approximately 19 million shipments for more than 90,000 customers utilizing the more than 450,000 contract carriers on our platform.

Navisphere and our other operational systems help our employees service customer orders, select the optimal mode of transportation, build and consolidate shipments, identify appropriate carriers, and manage exceptions, all based on customer-specific service parameters.

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With approximately 900 data scientists, engineers, and developers, we are continuing to make smart, talent-focused investments globally in this critical area and building the next generation of tools and processes that will change how supply chains function.

Robinson ® Labs™ (“Robinson Labs”) is part of this commitment.

It is an innovation incubator where the next big ideas in logistics and supply chain are created, tested, and scaled to drive smarter solutions for our customers and contracted carriers.

The Robinson Labs team collaborates with customers to solve their logistics challenges with technology built by and for supply chain experts.

Industry-first tools launched by Robinson Labs include:

For example, some of the industry-first tools we launched include:

• Procure IQ ® , which uses algorithms built by our data scientists and the largest freight shipment dataset in the industry to show shippers the optimal way to purchase transportation in each of their shipping lanes;

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Our operations primarily use Navisphere, our global, multimodal transportation management system that allows customers to communicate worldwide with parties in their supply chain across languages, currencies, and continents.

Navisphere offers sophisticated business analytics, artificial intelligence, and data-driven tools to improve supply chain performance and meet incr easing customer demands, including the following tools:

Navisphere offers sophisticated business analytics, artificial intelligence, and data-driven tools to improve supply chain performance and meet incr easing customer demands, including the following:

• Navisphere Vision ™ allows our customers to see their freight across all modes and services globally in a single view.

Details of shipment contents, shipment status, disruptions to shipments, and resulting adjustments to estimated time of arrival using artifi cial intelligence are provided for the customer to manage their supply chain exceptions.

Details of shipment contents, shipment status, disruptions to shipments, and resulting adjustments to estimated time of

arrival using artifi cial intelligence are provided for the customer to manage their supply chain exceptions.

Collaboration, intelligent notifications, and performance scorecards allow customers to manage their supply chain and identify inefficiencies.

• Navisphere Insight™ takes a customer’s raw data about their freight and uses data science to turn it into valuable insights, surfacing trends in transportation performance and spend that can be used for decision-making in real time or over time.

• Navisphere Insight™ takes customers’ raw data about their freight and uses data science to turn the raw data into valuable insights, surfacing trends in transportation performance and spend that can be used for decision-making in real time or over time.

Analysis is provided down to the shipment and order level.

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Navisphere is also integrated into 33 third-party transportation management systems and/or enterprise resource planning systems, allowing our dynamic pricing engine to directly deliver real-time quotes to customers when they have freight to be picked up or delivered.

This eliminates the need for our customers to shop around and provides an automated solution.

This eliminates the need for our customers to shop around and provides them an automated solution.

The Navisphere Carrier™ ( “ Navisphere Carrier”) platform provides contracted motor carriers access to the functionality necessary to efficiently manage their relationships with C.H.

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Many of our contracted motor carriers’ favorite features of Navisphere Carrier are also available through our Navisphere Carrier mobile application for Android ® and iOS ® mobile operating systems.

The Navisphere Driver™ mobile application provides contracted motor carriers’ drivers with load status automation capabilities.

Drivers can elect to allow the application to automate location services and updates while in transit.

Drivers can also capture and upload bill of lading documentation to initiate payment processes.

The track and trace capabilities give our systems and customers frequent load status information.

Freightquote ® by C.H.

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We own very little transportation equipment and do not employ the people directly involved with the delivery of our customers’ freight, so these relationships are critical to our success.

In 2022, we worked with approximately 96,000 transportation providers worldwide, the vast majority of which are contracted motor carriers.

In 2023, more than 450,000 transportation providers were on our platform, the vast majority of which are contracted motor carriers.

To strengthen and maintain our relationships with contracted motor carriers, our employees regularly communicate with them and try to assist them by increasing their equipment utilization, reducing their empty miles, and repositioning their equipment.

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Consequently, we are not dependent on any one contracted motor carrier.

Our largest truck transportation provider was less than two percent of our total cost of transportation in 2022.

Contracted motor carriers that had fewer than 100 trucks transported approximately 80 percent of our truckload shipments in 2022.

In 2023, our largest truck transportation provider was less than one percent of our total cost of transportation, and contracted motor carriers that had fewer than 100 trucks transported approximately 74 percent of our truckload shipments.

and Canadian motor carrier we do business with is required to execute a contract that establishes the motor carrier is acting as an independent contractor.

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Our motor carrier contracts require that the contracted motor carrier issue invoices only to, and accept payment solely from, us for the shipments that they transport under their contract with us and allow us to withhold payment to satisfy previous claims or shortages.

Our standard contracts do not include volume commitments, and typically the initial contract rate is modified each time we confirm an individual shipment with a contracted motor carrier.

contracts do not include volume commitments, and typically, the initial contract rate is modified each time we confirm an individual shipment with a contracted motor carrier.

In our NVOCC ocean transportation business, we have contracts with most of the major ocean carriers, which support a variety of service and rate needs for our customers.

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The rates are negotiated based on expected volumes from our customers in specific trade lanes.

These contracts are often amended throughout the year to reflect changes in market conditions for our business, such as additional trade lanes.

These contracts are often amended throughout the year to reflect changes in market conditions.

We operate both as a consolidator and as a transactional IAC in the U.S.

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and other countries concerning the handling of personal information, including laws that require us to notify governmental authorities and/or affected individuals of data breaches involving certain personal information.

These laws and regulations include, for example, the European General Data Protection Regulation and the California Consumer Privacy Act.

These laws and regulations include, for example, the European General Data Protection Regulation and

the California Consumer Privacy Act.

Regulatory actions or litigation seeking to impose significant penalties could be brought against us in the event of a data breach or alleged non-compliance with such laws and regulations.

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Robinson, our employees connect the world and are at the core of our success.

They are logistics experts and problem solvers, and they act as an extension of our customers' teams.

They are logistics experts and problem solvers who are driven to win, and they act as an extension of our customers’ teams.

In fact, our customers and contract carriers consistently cite our people as one of the top reasons they work with C.H.

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Adapt and Change, Constantly Innovate and Improve, Deliver Exceptional Results, Compete to Win, Value Differences, Inspire, Coach and Develop our People, and Think Like the Customer.

Our Leadership Principles are unique to us and provide a shared understanding of what it means to lead at C.H.

Our Leadership Principles are unique to us and provide a shared understanding of what it means to lead and grow at C.H.

they reinforce our culture and help drive exceptional results.

We attract, retain, and reward exceptional talent by creating an inclusive, high-performing culture and engaging employees with meaningful work at a place where they belong, can grow, and are proud to work.

We leverage the diverse perspectives and experiences of our global network of supply chain experts to create innovative solutions and better meet the needs of our customers, contract carriers, and growers.

We attract, retain, and reward exceptional talent by creating an inclusive, high-performing culture and engaging employees with meaningful work at a place where they feel they belong, can grow, and are proud to work.

We leverage the diverse perspectives, skills, and experiences of our global network of supply chain experts to create innovative solutions and better meet the needs of our customers, contract carriers, and growers.

Oversight and Governance

Our Board of Directors & Talent and Compensation Committee have oversight of our human capital management and diversity, equity and inclusion ( “ DEI”) efforts.

They receive regular updates from our Chief Human Resources and Environmental,

Social, and Governance ( “ ESG”) Officer on our key strategic initiatives, success measurements, and other relevant matters pertaining to human resources and DEI.

They receive regular updates from our Chief Human Resources and Environmental, Social, and Governance ( “ ESG”) Officer on our key strategic initiatives, success measurements, and other relevant matters pertaining to human resources and DEI.

This includes, but is not limited to, hiring and retention, culture, employee engagement, succession planning, compensation and benefits, and human resources or DEI-related risks.

As of December 31, 2022, we had a total of 17,399 employees in more than 38 countries, 14,678 of whom are network employees, as presented below.

As of December 31, 2023, we had a total of 15,246 employees in 39 countries, 12,954 of whom are network employees, as presented below.

Our remaining employees support our network teams in Advanced Analytics and Data Science, Communications, Customer Strategy, Finance, Human Resources, Legal, Marketing, Product, and Technology and Engineering.

Among our employees, 99 percent, work full-time hours.

The following table illustrates our employee count by global region:

North America Europe Asia Oceania South America Total

North America Europe Asia and Middle East Oceania South America Total

Network employees 8,902 1,639 1,675 415 323 12,954

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The unique experiences and backgrounds of our employees create a stronger, more innovative and successful team.

We bring our commitment to diversity, equity, and inclusion to life by integrating our DEI strategic pillars (workplace diversity, workforce inclusivity, partnerships, and accountability) across our talent strategies and into our business.

Our commitment to DEI is brought to life by integrating our DEI strategic pillars (workplace diversity, workforce inclusivity, partnerships, and accountability) across our talent strategies and into our business.

We believe the way to make progress on our DEI initiatives is by taking a shared approach to accountability.

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Additionally, we have identified aspirational goals to be met by 2025 that focus on hiring, retention, engagement, and leadership representation for women (globally) and people of color (U.S.

We regularly assess our progress on these goals and will set new goals in the future as we achieve our objectives.

We regularly assess our progress on these goals and will evaluate future goals as we continue to advance and maintain our objectives.

Some of our DEI metrics are summarized below as of December 31, 2023.

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Proven recruitment marketing practices are leveraged to increase talent brand awareness and drive high quality applicant flow.

Our Leadership Principles are embedded in the recruitment process to help ensure new hires meet our expectations along with having the skills and abilities to perform the job.

Our Leadership Principles are embedded in the recruitment process to help ensure new hires meet our expectations along with having the skills and abilities to excel in the job.

Our employee turnover ratio, which is calculated as the number of employees who departed in the 12 months ended December 31, 2023, divided by the average number of employees in the 12 months ended December 31, 2023, was 24 percent.

Despite tight labor market conditions in 2022, our turnover rate held steady.

We achieved this by focusing on the top drivers of retention, including work-life balance, compensation, career growth opportunities and benefits.

In line with easing labor market conditions in 2023, our voluntary turnover rate declined 2 percentage points from 2022 to 13 percent.

In addition, we actively drive retention by focusing on the top drivers for our employees, including compensation, flexibility in where employees work, work-life balance, and career growth opportunities.

We regularly survey our employees and engage in focus groups to better understand what our employees value and how we can continuously enhance their experience.

Our 2022 engagement survey generated a positive engagement score of 80 percent, which is consistent with past years and is in the top third of all companies surveyed.

Leadership continues to be a signature strength for C.H.

In this survey, manager effectiveness and manager relationship favorability scores surpassed the 75th percentile benchmark.

The survey results indicated that employees feel supported by their managers in growing their careers, and they believe they can confide in their managers and that managers are doing a good job helping them prioritize their work.

In addition, our focus on providing employees visibility to career opportunities at C.H.

Robinson has increased those scores in 2021 and 2022, which is a driver of engagement for our employees and supports retention.

Our 2023 engagement survey generated an engagement score of 77 percent, which is a slight decline from past years.

Areas of strength across the enterprise continue to be the capabilities of our managers, the strong relationships between our people and their managers and our understanding of our customers’ needs.

The survey results indicated that employees feel comfortable discussing their concerns with their managers, and clearly understand performance expectations and the needs of their customers.

In addition, collaboration and communication, a key focus area for the enterprise, showed year-over-year improvement.

To increase engagement back to historical levels and address areas of opportunity, we have outlined key focus areas for the enterprise including clarifying company direction, enhancing survey credibility and action planning, continuing to increase communication and collaboration, and increasing perceptions of fair pay.

Onboarding and Development

We believe a focus on the development of our leaders and employees results in high performing employees who are empowered to accelerate their careers and deliver exceptional results.

Our talent model is to prioritize growing our own talent and leaders, because we believe with time their experience, knowledge, relationships, and expertise become increasingly valuable.

The foundation of our talent strategy starts with building and developing great leaders.

We prioritize our leaders’ capabilities to coach and provide feedback to empower employees to grow their careers.

We believe a focus on the development of our leaders and employees results in high performing employees who are empowered to accelerate their careers and deliver exceptional, customer-centric results.

Our talent model is to prioritize growing talent and leaders because we believe their experience, knowledge, relationships, and expertise become increasingly valuable with time.

The foundation of our talent strategy starts with building a deep bench of leaders who can execute, inspire and drive our business today and into the future.

With an increasingly diverse and dispersed workforce, leaders must consistently demonstrate to our employees what C.H.

Robinson stands for in terms of our mission, vision and values.

We prioritize our leaders’ capabilities to coach and provide feedback to empower employees to collaborate across the enterprise, drive business results and grow their careers.

We provide new leaders with onboarding to ensure incoming and transitioning leaders get up to speed quickly, so they are ready to lead and support their employees.

Throughout their careers, leaders are provided development opportunities via our leadership development programs, which are in place for our high potential employees and next generation, and high-performing leaders.

Throughout their careers, leaders are provided development opportunities via our leadership development programs and stretch assignments, which are in place for our high potential employees, our next generation leaders, and high-performing leaders.

In addition, we have a sponsorship program to champion the growth of our employees of color and women employees.

We also have targeted leadership development programs for women and Black leaders at various stages of their leadership careers.

We evaluate leadership talent across the organization through our talent review process, which allows us to calibrate and differentiate talent based on performance and potential across the organization.

This process drives succession planning for critical roles in the organization.

As new employees join C.H.

Robinson, they are provided onboarding that emphasizes the skills necessary to become productive employees, including training on our proprietary technology systems, our customer service philosophy, and our company culture, values, DEI which includes unconscious bias training, and Leadership Principles.

Onboarding is followed by on-the-job training and regular performance and development conversations between employees and their managers.

We also have targeted leadership development programs for women and Black, Asian, and Hispanic/Latinx leaders at various stages of their leadership careers.

We evaluate leadership

talent across the organization through our talent planning process, which allows us to assess, calibrate and differentiate talent based on performance and potential across the organization.

This process drives succession planning for critical leadership roles in the organization.

Robinson, we hire highly engaged people who are motivated to outperform and proactively solve problems.

As they join, our employees are given a clear understanding of C.H.

Robinson’s vision, where they fit within it, and the growth opportunity it offers them.

Onboarding emphasizes the skills necessary to become productive employees, including training on our proprietary technology systems, our customer service philosophy and our company culture, values, DEI (which includes unconscious bias training), and Leadership Principles.

Onboarding is followed by on-the-job training and regular performance and development conversations between employees and their leaders.

Throughout an employee’s career at C.H.

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Our commitment to our employees embodies benefit plans and programs that support physical, emotional, and financial wellness.

Our benefit programs include a broad array of plans, such as healthcare and retirement benefits, and an employee assistance program in Europe and North America, which provides additional no-cost access to behavioral health benefits and counseling.

Benefits are reviewed on an annual basis to ensure they stay competitive in the marketplace and to incorporate the voice of our employees to ensure we meet their diverse needs.

The goals of our compensation programs are to:

align pay for performance;

Our benefit programs include a broad array of plans, such as healthcare and retirement benefits, and an employee assistance program in Europe, North America, South America, as well as some of our other global locations, which provides additional no-cost access to behavioral health benefits and counseling.

Benefits are reviewed on an annual basis to ensure they stay competitive in the marketplace, are clear, and incorporate the voice of our employees to ensure we meet their diverse needs.

The goals of our compensation programs are to align pay for performance;

reward profitable long-term growth;

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and align the interests of management to our owners, the shareholders.

Our rewards are constructed to support business strategy and the achievement of business performance goals.

We have designed short- and long-term incentives to drive the behaviors necessary to achieve our strategic priorities.

This ensures groups and individuals are rewarded for working together toward our most impactful priorities, products, and services.

Our rewards are constructed to incentivize enterprise performance and commercial growth and to support business strategy and the achievement of business performance goals.

We have designed short- and long-term incentives to drive the behaviors necessary to achieve our enterprise strategic priorities.

These incentives ensure groups and individuals are rewarded for working together toward our most impactful priorities, products, and services.

We are increasing compensation transparency, which helps drive the connection between pay and performance and supports our goal of providing visibility to our employees about career path opportunities in the organization.

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Through our company and the C.H.

Robinson Foundation, we contributed more than $4 million to 1,100 charities in 2022.

In addition to our employee-driven philanthropy, we support disaster relief efforts, strategic grantmaking, employee relief funds, and scholarship programs for our employees and our contract carriers.

We focus on supporting basic needs for families including preventing hunger and providing housing, education, and workforce development as well as support for organizations working to remove barriers and diversify the talent pipeline within our industry.

Robinson Foundation, we contributed $3.6 million to approximately 1,000 charities in 2023.

We provide funding in the following focus areas:

strategic industry grants that help the supply chain and logistics industry thrive;

diversity, equity and inclusion grants that foster equal opportunities and promote inclusivity;

Twin Cities grants that strengthen Minneapolis-Saint Paul;

employee-driven philanthropy through Robinson Cares, our signature giving and volunteer program.

In addition, the company and the C.H.

Robinson Foundation support disaster relief and humanitarian aid, employee relief funds, and scholarship programs for our employees and our contract carriers.

Environmental Sustainability

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On a regular basis, we engage with our internal and external stakeholders to identify our priority ESG topics, including environmental sustainability.

Our Chief Human Resources and ESG Officer and Vice President of ESG provide annual updates to the Board of Directors and Governance Committee on our most critical ESG topics.

Our Chief Human Resources and ESG Officer and Vice President of ESG provide annual updates to the Board of Directors and designated committees on our most critical ESG topics.

The full results of these engagements and more information is available in our annual ESG report each year, which includes indices for the Sustainability Accounting Standards Board and Task Force on Climate-Related Financial Disclosures.

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We are committed to reducing our greenhouse gas emissions, and we measure and report on our Scope 1, 2, and 3 emissions in our annual ESG report.

We have set a science-aligned below 2°C goal to reduce our Scope 1 and 2 carbon intensity by 2025.

In 2022, we announced we were 90 percent of the way to our goal.

To achieve this goal, we have focused on energy efficiencies within our operations and purchasing renewable energy credits.

In addition, Robinson Fresh focuses on reducing food waste through innovative technologies and reducing waste by including sustainable packaging options across our product portfolio.

We set a science-aligned below 2°C goal to reduce our Scope 1 and 2 carbon intensity by 40 percent by 2025.

In 2023, we announced that we met and exceeded our goal two years early and have reduced our emissions intensity by 47 percent.

In addition to tracking and managing our own environmental footprint, we leverage our scope, size, and scale to help customers meet their sustainability goals through tools like Emissions IQ™, which measures Scope 3 emissions from transportation, and by consulting on ways to optimize their supply chain and eliminate empty miles on the road in order to reduce emissions.

Robinson Fresh focuses on reducing food waste through innovative technologies and reducing waste by including sustainable packaging options across our product portfolio.

As a leader in our industry, we work to advance sustainability efforts through collaborations with non-profit and academic institutions, including sponsorship of research and participation in working groups focused on innovation within the transportation industry.

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Below are the names, ages, and positions of the executive officers as of February 16, 2024:

Anderson 56 Interim Chief Executive Officer

Bozeman 55 President and Chief Executive Officer

Campbell 58 Chief Legal Officer and Secretary

Michael Castagnetto 47 President of NAST

Freeman 56 Chief Human Resources and ESG Officer

Mac Pinkerton 49 President of NAST

Arun Rajan 55 Chief Operating Officer

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Zechmeister 57 Chief Financial Officer

Anderson has been a Director of the company since 2012, including as Chairman of our Board of Directors from 2020 to 2022, and was appointed Interim Chief Executive Officer effective January 1, 2023.

Scott was a Senior Advisor to Patterson Companies, Inc.

PDCO), a medical supply company, from June 2017 to June 2019.

He served as President and Chief Executive Officer of Patterson Companies from 2010 to 2017.

In April 2013, he was elected to the additional responsibility of Chairman of the Board.

Prior to 2006, when he became President of Patterson Dental Supply, Inc., Scott held senior management positions in the dental unit, including Vice President, Sales, and Vice President, Marketing.

Scott became a director of Patterson in 2010.

He is a past chairman of the Dental Trade Alliance and has served on the board of directors of the Ordway Theater.

Scott is a trustee of Gustavus Adolphus College, where he serves as Chairman of the Board.

Scott earned a Master of Business Administration from Northwestern University, Kellogg School of Management and his bachelor’s degree from Gustavus Adolphus College.

Bozeman was named the President and Chief Executive Officer in June 2023.

Prior to joining C.H.

Robinson, Dave served as Vice President, Ford Customer Service Division, and Vice President, Enthusiast Vehicles, for Ford Blue of Ford Motor Company, an automobile manufacturer, a position he held since August 2022.

Prior to joining Ford, Dave was Senior Vice President, Amazon Transportation Services of Amazon.com, Inc., an electronic commerce and cloud computing company, from February 2017 to August 2022.

Dave previously held leadership positions of increasing responsibility at Caterpillar Inc.

and Harley-Davidson, Inc.

Dave holds a Master of Science degree in Engineering Management from the Milwaukee School of Engineering and a Bachelor of Science degree in Manufacturing Design from Bradley University.

Campbell was named Chief Legal Officer and Secretary in January 2015.

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John’s University and a Juris Doctor from William Mitchell College of Law.

Michael Castagnetto was named President of NAST in February 2024.

Prior executive and management positions with the company include NAST Vice President of Customer Success from January 2023 to January 2024, Robinson Fresh President,

from January 2020 to December 2022 and other management roles of increasing responsibility since 2013.

Prior to these roles, Michael held various customer facing roles within the company.

He began his career with C.H.

Robinson through the company’s acquisition of FoodSource, Inc., in 2005.

He is a board member of the Pinky Swear Foundation.

He holds a Bachelor of Arts from Saint Mary’s College of California.

Freeman was named Chief Human Resources Officer in January 2015, and in October 2019, also became ESG Officer.

Prior to her current role, she served as Vice President of Human Resources from August 2012 to December 2014.

Previous positions with C.H.

Robinson include Vice President of Investor Relations and Public Affairs from January 2009 to August 2012, Director of Investor Relations, Director of Marketing Communications, and President of the C.H.

Robinson Worldwide Foundation.

She additionally serves as the Chair of the Board of the C.H.

Robinson Foundation.

Prior to her current roles, she served as Vice President of Human Resources from August 2012 to December 2014 and Vice President of Investor Relations and Public Affairs from January 2009 to August 2012.

Previous positions at C.H.

Robinson include Director of Investor Relations and Director of Marketing Communications.

In addition to her responsibilities at C.H.

Robinson, Angie currently serves on the Board of Directors of The Shyft Group, Inc.

SHYF) and on the Board of the University of North Dakota Alumni Association & Foundation.

Robinson, Angela currently serves on the Board of Directors of The Shyft Group, Inc.

and on the Board of the University of North Dakota Alumni Association & Foundation.

Prior to joining C.H.

Robinson in 1998, Angie was with McDermott/O’Neill & Associates, a Boston-based public affairs firm.

Angie holds a Bachelor of Arts degree and a Bachelor of Science degree from the University of North Dakota and a Master of Science degree from the London School of Economics.

Mac Pinkerton was named President of NAST in January 2019.

Prior executive positions with the company include Vice President, Service Lines from July 2017 to December 2018 and Vice President, Transportation from October 2010 to June 2017.

Prior to his executive roles, Mac was General Manager in the company's Mobile, Alabama and Dallas, Texas offices.

Mac began his career with C.H.

Robinson in 1997 as a transportation representative.

He holds a Bachelor of Science degree from Mississippi State University.

Robinson in 1998, Angela was with McDermott/O’Neill & Associates, a Boston-based public affairs firm.

Angela holds a Bachelor of Arts degree and a Bachelor of Science degree from the University of North Dakota and a Master of Science degree from the London School of Economics.

Arun Rajan was named Chief Operating Officer in October 2022 and leads the Product, Technology, Data Science, Analytics and Marketing organizations at C.H.

Arun joined the company as Chief Product Officer in September 2021.

Prior to joining the company, Arun was the Chief Technology Officer of Whole Foods Market, part of Amazon, from September 2019 to July 2021.

Arun joined C.H.

Robinson as Chief Product Officer in September 2021.

Prior to joining C.H.

Robinson, Arun was the Chief Technology Officer of Whole Foods Market, part of Amazon, from September 2019 to July 2021.

Arun also held leadership positions at Zappos, an online retail company, through its acquisition by Amazon, serving as Chief Operating Officer from April 2015 to August 2019, Acting Chief Operating Officer from September 2014 to March 2015, and Chief Technology Officer from 2009 to 2013.

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Short was named President of Global Freight Forwarding in May 2015.

Prior to this role, Mike served as Vice President, Global Forwarding - North America.

He joined C.H.

Robinson through the acquisition of Phoenix International (“Phoenix”) in November 2012, prior to which, he held a number of roles at Phoenix, including Regional Manager, Sales Manager, and General Manager of the St.

Louis, Missouri office.

Mike holds a Bachelor of Science degree in Business from the University of Missouri.

Zechmeister was named Chief Financial Officer in August 2019.

Before coming to C.H.

Robinson, Mike served as Chief Financial Officer of United Natural Foods, Inc., a food wholesaler, from September 2015 to August 2019.

Prior to joining United Natural Foods, Inc., Mike spent 25 years at General Mills, Inc., holding a variety of leadership roles, including Vice President of Finance for the Pillsbury Division, Vice President of Finance for U.S.

Robinson through the company’s acquisition of Phoenix International in 2012 and is a 21-year veteran of the global forwarding industry.

Prior to being named President of Global Freight Forwarding, Michael served as Vice President, Global Forwarding – North America.

Prior to joining C.H.

Robinson, he held a number of roles at Phoenix International, including Regional Manager, Sales Manager, and General Manager of the St.

Louis office.

He holds a Bachelor of Science degree from the University of Missouri.

Zechmeister was named Chief Financial Officer in September 2019.

He has over three decades of finance experience.

Before joining C.H.

Robinson in September 2019, he served as Chief Financial Officer of United Natural Foods, Inc.

(“UNFI”), a natural and organic food company, where he led organization and capability enhancements across the finance function.

Prior to joining UNFI, he spent 25 years at General Mills, where he held a variety of finance leadership roles, including Vice President of Finance for the Pillsbury and Yoplait Divisions, Vice President of Finance for U.S.

Retail Sales, and Treasurer.

Since 2009, he has served as a director on the board of advisors for the Carlson School of Management at the University of Minnesota, from which he holds a Bachelor of Science in Business degree.

Mike also holds a Master of Business Administration from the Kellogg School of Management at Northwestern University.

Michael currently serves on the Board of Directors of Hormel Foods Corporation.

Michael holds a Bachelor of Science degree from the Carlson School of Management at the University of Minnesota and a Masters of Business Administration from the Kellogg School of Management at Northwestern University.

As previously, disclosed, Michael will depart his position as Chief Financial Officer upon the appointment of his successor or no later than May 31, 2024, at which time he plans to retire.

Investor Information

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fuel price increases or decreases, or fuel shortages;

competition and growth rates within the global logistics industry;

competition and growth rates within the global logistics industry that could adversely impact our profitability;

freight levels and increasing costs and availability of truck capacity or alternative means of transporting freight;

risks associated with significant disruptions in the transportation industry;

changes in relationships with existing contracted truck, rail, ocean, and air carriers;

changes in our customer base due to possible consolidation among our customers;

risks associated with seasonal changes or significant disruptions in the transportation industry;

risks associated with identifying and completing suitable acquisitions;

our dependence upon and changes in relationships with existing contracted truck, rail, ocean, and air carriers;

risks associated with the loss of significant customers;

risks associated with reliance on technology to operate our business;

cyber-security related risks;

our ability to staff and retain employees;

risks associated with operations outside of the U.S.;

our ability to successfully integrate the operations of acquired companies with our historic operations;

risks related to our search for a permanent CEO and retention of key management personnel;

climate change related risks;

risks associated with our indebtedness;

risk associated with interest rates;

risks associated with interest rates;

risks associated with litigation, including contingent auto liability and insurance coverage;

risks associated with the potential impact of changes in government regulations;

risks associated with the potential impact of changes in government regulations including environmental-related regulations;

risks associated with the changes to income tax regulations;

risks associated with the produce industry, including food safety and contamination issues;

the impact of war on the economy;

the impact of changes in political and governmental conditions;

changes to our capital structure;

changes due to catastrophic events including pandemics such as COVID-19;

changes due to catastrophic events;

risks associated with the usage of artificial intelligence technologies;

and other risks and uncertainties, including those described in Item 1A, Risk Factors.

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Compared sentence by sentence after normalising whitespace, quotation marks, case and digits, so re-formatting and restated figures do not read as changed language. Wording changes appear as one removal and one addition. The current filing and the prior one are authoritative.

What changed 10-K

Item 1. Business