UNITED STATES
SECURITIES AND EXCHANGE COMMISSION
Washington, D.C. 20549
FORM 10-K
|
| | | | |
ý☒ | ANNUAL REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the fiscal year ended December 31, 20182020
|
| | | | |
¨☐ | TRANSITION REPORT PURSUANT TO SECTION 13 OR 15(d) OF THE SECURITIES EXCHANGE ACT OF 1934 |
For the transition period from to
Commission File Number: 001-38054
Schneider National, Inc.
(Exact Name of Registrant as Specified in Its Charter)
| | | | | | | | | | | | | | | | | | | | |
| Wisconsin | | | | | | 39-1258315 |
| (State of Incorporation) | | | | | | (IRS Employer Identification No.) |
| | |
Wisconsin | | 39-1258315 |
(State or Other Jurisdiction of
Incorporation or Organization)
| | (I.R.S. Employer
Identification Number)
|
| |
| 3101 South Packerland Drive | | |
| | Green Bay, Wisconsin | Wisconsin | 54313 | | |
| | (Address of Registrant’s Principal Executive Offices) | | (Offices and Zip Code) | | |
(920) 592-2000
(Registrant’s Telephone Number, Including Area Code)
Securities registered pursuant to Section 12(b) of the Act:
|
| | | | | | | | | | | | | |
| Title of each class | | Trading symbol | | Name of each exchange on which registered |
| Class B common stock, no par value | | SNDR | | New York Stock Exchange |
Securities registered pursuant to Section 12(g) of the Act: None
Indicate by check mark if the registrant is a well-known seasoned issuer, as defined in Rule 405 of the Securities Act.
Yes ý☒ No ¨☐
Indicate by check mark if the registrant is not required to file reports pursuant to Section 13 or Section 15(d) of the Act.
Yes ¨☐ No ý☒
Indicate by check mark whether the registrant (1) has filed all reports required to be filed by Section 13 or 15(d) of the Securities Exchange Act of 1934 during the preceding 12 months (or for such shorter period that the registrant was required to file such reports), and (2) has been subject to such filing requirements for the past 90 days.
Yes ý☒ No ¨☐
Indicate by check mark whether the registrant has submitted electronically every Interactive Data File required to be submitted pursuant to Rule 405 of Regulation S-T (§ 232.405 of this chapter) during the preceding 12 months (or for such shorter period that the registrant was required to submit such files).
Yes ý☒ No ¨☐
Indicate by check mark if disclosure
Indicate by check mark whether the registrant is a large accelerated filer, an accelerated filer, a non-accelerated filer, a smaller reporting company, or an emerging growth company. See the definitions of “large accelerated filer,” “accelerated filer,” “smaller reporting company,” and “emerging growth company” in Rule 12b-2 of the Exchange Act.
|
| | | | | | | | | | | | | |
| Large accelerated filer | ý☒ | | Accelerated filer | ¨
☐ |
| | | |
| Non-accelerated filer | ¨
☐ | (Do not check if a smaller reporting company) | Smaller reporting company | ¨
☐ |
| | | |
| | | Emerging growth company | ¨
☐ |
If an emerging growth company, indicate by check mark if the registrant has elected not to use the extended transition period for complying with any new or revised financial accounting standards provided pursuant to Section 13(a) of the Exchange Act. ☐
Indicate by check mark whether the registrant has filed a report on and attestation to its management’s assessment of the effectiveness of its internal control over financial reporting under Section 404(b) of the Sarbanes-Oxley Act (15 U.S.C. 7262(b)) by the registered public accounting firm that prepared or issued its audit report. ☒
Indicate by check mark whether the registrant is a shell company (as defined in Rule 12b-2 of the Exchange Act).
Yes ☐ No ☒
Yes ¨ No ý
The aggregate market value of Class B common stock held by non-affiliates on June 29, 2018,30, 2020, the last business day of the registrant'sregistrant’s most recently completed second fiscal quarter, was approximately $1.3 billion.$1,280.3 million. The registrant'sregistrant’s Class A common stock is not listed on a national securities exchange or traded in an organized over-the-counter market, but each share of the registrant'sregistrant’s Class A common stock is convertible into one share of the registrant'sregistrant’s Class B common stock.
As of February 19, 2019,17, 2021, the registrant had 83,029,500 shares of Class A common stock, no par value, outstanding and 93,995,07294,324,846 shares of Class B common stock, no par value, outstanding.
DOCUMENTS INCORPORATED BY REFERENCE
Portions of the Proxy Statement for the registrant's 2019registrant’s 2021 Annual Meeting of Shareholders are incorporated by reference into Part III of this Form 10-K.
SCHNEIDER NATIONAL, INC.
ANNUAL REPORT ON FORM 10-K
For the Fiscal Year Ended December 31, 20182020
TABLE OF CONTENTS
|
| | | | | | | | | | | | | | | | |
| | | Page | |
| | | | |
| |
| ITEM 1. | | | | |
| ITEM 1A. | | | | |
| ITEM 1B. | | | | |
| ITEM 2. | | | | |
| ITEM 3. | | | | |
| ITEM 4. | | | | |
| |
| ITEM 5. | | | | |
| ITEM 6. | | | | |
| ITEM 7. | | | | |
| ITEM 7A. | | | | |
| ITEM 8. | | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | Page | | |
| Note 1 | | | | |
| Note 2 | | | | |
| Note 3 | | | | |
| Note 34 | | | | |
| Note 4 | | | | |
| Note 5 | | | | |
| Note 65 | | | | |
| Note 76 | | | | |
| Note 87 | | | | |
| Note 98 | | | | |
| Note 109 | | | | |
| Note 1110 | | | | |
| Note 12 | | | | |
| Note 1311 | | | | |
| Note 1412 | | | | |
| Note 1513 | | | | |
| Note 1614 | | | | |
| Note 1715 | | | | |
| Note 1816 | | | | |
| ITEM 9. | | | | |
| ITEM 9A. | | | | |
| ITEM 9B. | | | | |
| | | | | | | | | | | | | | | | | |
| |
| ITEM 10. | | | | |
| ITEM 11. | | | | |
| ITEM 12. | | | | |
| ITEM 13. | | | | |
| ITEM 14. | | | | |
| |
| ITEM 15. | | | | |
| | | | |
GLOSSARY OF TERMS
|
| | | | |
| 3PL | Provider of outsourced logistics services. In logistics and supply chain management, it means a company’s use of third-party businesses, the 3PL(s), to outsource elements of the company’s distribution, fulfillment, and supply chain management services. |
ASCARB | Air Resources Board |
| ASC | Accounting Standards Codification |
| ASU | Accounting Standards Update |
CSABoard | Comprehensive Safety AnalysisBoard of Directors |
DOECARES | Department of EnergyCoronavirus Aid, Relief, and Economic Security |
DOTCAA | Clean Air Act |
| CODM | Chief Operating Decision Maker |
| COVID-19 | Coronavirus disease 2019 |
| DOT | Department of Transportation |
EPAELD | Electronic Logging Devices |
| EPA | United States Environmental Protection Agency |
FASBFLSA | Financial AccountingFair Labor Standards BoardAct of 1938 |
FDICFMCSA | Federal Deposit Insurance Corporation |
FMCSA | Federal Motor Carrier Safety Administration |
| FTFM | First to Final Mile operating segment |
| GAAP | United States Generally Accepted Accounting Principles |
GDPGHG | Gross Domestic Product. The total value of all the goods and services produced within a country's borders.Greenhouse Gas |
| HOS | Hours of Service |
| IPO | Initial Public Offering |
LIBORIRS | Internal Revenue Service |
| KPI | Key Performance Indicator |
| LIBOR | London InterBank Offered Rate |
| LTL | Less Thanthan Load. LTL carriers pick up and deliver multiple shipments, each typically weighing less than 10,000 pounds, for multiple customers in a single trailer. |
NHTSAMLSI | Mastery Logistics System, Inc. |
| NAFTA | North American Free Trade Agreement |
| NHTSA | National Highway Traffic Safety Administration |
| NYSE | New York Stock Exchange |
SECPSI | Platform Science, Inc. |
| SaaS | Software as a Service |
| SEC | United States Securities and Exchange Commission |
VTLSOFR | Secured Overnight Financing Rate |
| U.S. | United States |
| USMCA | United States-Mexico-Canada Agreement |
| VTL | Van Truckload operating segment |
WSLWBCL | Wisconsin Business Corporation Law |
| WSL | Watkins and Shepard Trucking, Inc. and Lodeso, Inc. These businesses were acquired simultaneously in June 2016. |
CAUTIONARY NOTE REGARDING FORWARD-LOOKING STATEMENTS
This report contains forward-looking statements, within the meaning of the United States Private Securities Litigation Reform Act of 1995, which are intended to come within the safe harbor protection provided by such Act. These forward-looking statements reflect our current expectations, beliefs, plans, or forecasts with respect to, among other things, future events and financial performance and trends in our business and industry. Forward-looking statements are often characterized by words or phrases such as “may,” “will,” “could,” “should,” “would,” “anticipate,” “estimate,” “expect,” “project,” “intend,” “plan,” “believe,” “target,” “prospects,” “potential,” “forecast,” and other words, terms, and phrases of similar meaning. Forward-looking statements involve estimates, expectations, projections, goals, forecasts, assumptions, risks, and uncertainties. We caution readers that a forward-looking statement is not a guarantee of future performance and that actual results could differ materially from those contained in the forward-looking statement.
Such risks and uncertainties include, among others, those discussed in Part I, Item 1A, “Risk Factors,” of this report, as such may be amended or supplemented in Part II, Item 1A, “Risk Factors,” of our subsequently filed Quarterly Reports on Form 10-Q, as well as those discussed in our consolidated financial statements, related notes, and the other information appearing elsewhere in this report and our other filings with the SEC. In addition to any such risks, uncertainties, and other factors discussed elsewhere herein, risks, uncertainties, and other factors that could cause or contribute to actual results differing materially from those expressed or implied by the forward-looking statements include, but are not limited to, the following:
Economic and business risks inherent in the truckload and transportation industry, including competitive pressures pertaining to pricing, capacity, and service;
Our ability to manage and implement effectively our growth and diversification strategies and cost saving initiatives;
Our dependence on our reputation and the Schneider brand and the potential for adverse publicity, damage to our reputation, and the loss of brand equity;
Risks related to demand for our service offerings;
Risks associated with the loss of a significant customer or customers;
Capital investments that fail to match customer demand or for which we cannot obtain adequate funding;
Fluctuations in the price or availability of fuel, the volume and terms of diesel fuel purchase commitments, and our ability to recover fuel costs through our fuel surcharge programs;
Our ability to attract and retain qualified drivers and owner-operators;
Our reliance on owner-operators to provide a portion of our truck fleet;
Our dependence on railroads in the operation of our intermodal business;
Service instability from third-party capacity providers used by our logistics brokerage business;
Changes in the outsourcing practices of our third-party logistics customers;
Difficulty in obtaining material, equipment, goods, and services from our vendors and suppliers;
Our ability to recruit, develop, and retain our key associates;
Labor relations;
Variability in insurance and claims expenses and the risks of insuring claims through our captive insurance company;
The impact of laws and regulations that apply to our business, including those that relate to the environment, taxes, employees, owner-operators, and our captive insurance company; changes to those laws and regulations; and the increased costs of compliance with existing or future federal, state, and local regulations;
Political, economic, and other risks from cross-border operations and operations in multiple countries;
Risks associated with financial, credit, and equity markets, including our ability to service indebtedness and fund capital expenditures and strategic initiatives;
Negative seasonal patterns generally experienced in the trucking industry during traditionally slower shipping periods and winter months;
Risks associated with severe weather and similar events;
Significant systems disruptions, including those caused by cybersecurity events;
The potential that we will not successfully identify, negotiate, consummate, or integrate acquisitions;
Exposure to claims and lawsuits in the ordinary course of business; and
Our ability to adapt to new technologies and new participants in the truckload and transportation industry.
We do not intend, and undertake no obligation, to update any of our forward-looking statements after the date of this report to reflect actual results or future events or circumstances. Given these risks and uncertainties, readers are cautioned not to place undue reliance on such forward-looking statements.
PART I
ItemITEM 1. BusinessBUSINESS
In this report, when we refer to “the Company,” “us,” “we,” “our,” “ours,” or “Schneider,” we are referring to Schneider National, Inc. and its subsidiaries. References to “notes” are to the notes to consolidated financial statements included in this Annual Report on Form 10-K.
Company Overview
We are a leadingone of the largest providers of surface transportation and logistics servicessolutions in North America. Schneider National, Inc. is a publicly held holding company providing a broad portfolio of premierthat, together with our wholly owned subsidiaries, provides safe, reliable, and innovative truckload, intermodal, and logistics solutionsservices to a diverse group of customers throughout the continental United States, Canada, and operating one ofMexico. Unless otherwise indicated by the largest for-hire trucking fleets in North America.context, “we,” “us,” “our,” “ours,” the “Company,” and “Schneider” refer to Schneider National, Inc. and its consolidated subsidiaries. We were founded in 1935 by Al J.and have been a publicly held company since our initial public offering in 2017. Our stock is publicly traded on the NYSE under the ticker symbol SNDR and is included in the Russell 1000 Index. Schneider in Green Bay, Wisconsin. In April 2017, we completed our IPO.
We believe we have developed a differentiated business modelpossesses an array of capabilities and resources that is difficultleverage artificial intelligence, data science, and analytics to replicate dueprovide innovative solutions that coordinate the movement of products timely, safely, and effectively, thus adding value to our scale, breadthcustomers’ supply chains.
Our diversified portfolio of complementary service offerings and proprietary technology platform. Our highly flexible and balanced business combines asset-based truckload services with asset-light intermodal and non-asset logistics offerings, enabling us to serve our customers’ diverse transportationvaried needs. We believe we have become an iconic and trusted brand within the transportation industry by adhering to a culture of “safety first and always” and upholding our responsibility to our customers, our associates, and the communities that we serve.
Our service offerings include dry van, bulktransportation of full-truckload freight, which we directly transport intermodal, supply chain management,utilizing either our company-controlled revenue equipment and FTFM “white glove” delivery.company drivers or owner-operators under contract with us. We have arrangements with most of the major North American rail carriers to transport freight in containers. We also provide customized freight movement, revenue equipment, labor, systems, and delivery services tailored to meet individual customer requirements and typically involve long-term contracts. These arrangements are generally referred to as dedicated services and may include multiple pickups and drops, local deliveries, freight handling, specialized equipment, and freight network design. We also provide comprehensive logistics services with a network of thousands of reliable third-party carriers, and through a China-based subsidiary, we offer limited transportation and logistics services in China which consist primarily of brokerage services. We categorize our operations into the following reportable segments:
•Truckload – which consists of freight transported and delivered with standard and specialty equipment by our company-employed drivers in company trucks and by owner-operators. These services are executed through either for-hirenetwork (formerly called for-hire) or dedicated contracts. Our truckload servicescontracts and include standard long-haul and regional shipping services primarily using dry van, equipment, bulk, temperature-controlled, FTFM “white glove” delivery,and flat-bed equipment, as well as cross dock and customized solutions for high-value and time-sensitive loads. With our acquisition of WSL, we established a national footprint and expertise in shipping large parcel consumer items, such as furniture, mattresses, and other household goods.
loads with coverage throughout North America.
•Intermodal – which consists of door-to-door container on flat car (“COFC”) service bythrough a combination of rail and over-the-roaddray transportation, in association with our rail carrier partners.providers. Our intermodal service uses company-owned containers, chassis, and trucks usingwith primarily company dray drivers, to offer vast coverage throughout North America, including cross border.
augmented by third-party dray capacity.
•Logistics – which consists of non-asset freight brokerage services,(including Power Only which leverages our nationwide trailer pools to match capacity with demand), supply chain services (including 3PL), warehousing, and import/export services. Our logistics business typically provides value-added services using both our assets and third-party capacity, augmented by our trailing assets, to manage and move our customers’ freight.
Our business is seasonal across each of our segments which generally translates to our reported revenues being the lowest in the first quarter and highest in the fourth quarter.
For more information on our reportable segments, see Note 17, 15, Segment Reporting.
In addition, we engage inWe also lease equipment leasing to third parties through our wholly owned subsidiary Schneider Finance, Inc., which is primarily engaged in leasing trucks to owner-operators, including, but not limited to, owner-operators with whom we contract. We alsoAdditionally, we provide insurance for both company drivers and owner-operators through our wholly owned insurance subsidiary. Finally, we conduct limited China-based trucking operations consisting primarily of brokerage services.
Our Mission and Strategy
We have established a networkare driven by our uncompromising values to safely deliver the goods that enhance the lives of facilities across North Americapeople everywhere. We forge long-term relationships with key customers as an integral partner in, and extension of, their supply chains. Our strategy is based on delivering superior experiences to maximize the geographic reach of our company trucks and owner-operators and provide maintenance services, driver training, and personal amenities for our drivers. Our portfolio diversity, network density throughout North America, and large fleet allow uscustomers utilizing an integrated, multimodal approach to provide an exceptional levelcapacity-oriented
solutions centered on delivering customer value and industry-leading service. We believe our operating strategy adds value to customers, fuels our earnings, and generates returns to stockholders. We continually analyze opportunities for capital investment and effective capital deployment to provide more benefits to our customers and consistently excel asincrease returns to our shareholders.
Business Developments
COVID-19
With the uncertainties of COVID-19, the Company continues to monitor the impact of the pandemic on all aspects of its business, including the impact to its customers, associates, owner-operators, and business partners. Our operational and financial performance were negatively impacted by a reliable partner, especially at times of peak demand. Our early investment and adoption of next generation technology and data analytics is a competitive advantage. Our custom quote-to-cash Quest platform leverages proprietary decision science algorithms and real-time data analytics to optimize network density and equipment usereduction in volumes across our entire network. This state-of-the-art platform allows us to make informed decisions at every levelTruckload and Intermodal segments primarily during the second quarter of 2020, however we experienced improvement as the year progressed. Cost reduction initiatives implemented by the Company lessened the impact of reduced volumes, but uncertainty remains regarding the ongoing impact of COVID-19 on our business.financial condition and future results of operations.
Industry and Competition
Truckload
TruckingThe trucking industry is at the primary means of serving the North American transportation market and hauls a large percentage of freight volume within the United States. Trucking continues to attract shippers due to the mode’s cost advantages relative to air transportation and flexibility relative to rail. Truckload growth is largely tied to U.S. economic activity, such as GDP growth and industrial production, and moves in line with changes in sales, inventory, and production within various sectorscore of the U.S. economy including manufactured goods, construction products, and bulk commodities.
Inmoves the vast majority of freight volume in the U.S. truckload industry sector, both dry van and specialty equipment are used to transport goods overOverall, it is a long haul and on a regional basis. Dry van carriers represent an integral component of the transportation supply chain for most retail and manufactured goods in North America. Specialty carriers employ equipment such as flat-bed trucks, straight trucks, temperature-controlled trailers, over-sized trailers, and bulk transport, dump, and waste equipment. These carriers can transport temperature-controlled products and bulk commodities such as specialty chemicals and petrochemicals. Specialty equipment offerings are characterized by higher equipment costs and more extensive driver training requirements relative to dry van offerings, resulting in higher barriers to entry and creating opportunities for differentiated value propositions for customers.
The U.S. truckload industry is highly competitive and fragmented industry, characterized by many small carriers with revenues of less than $1 million per year, fewer than 60 carriers with revenues exceeding $100 million per year, and fewer than 10 carriers with revenues exceeding $1 billion per year, according to the most recent rankings published by Transport Topics, an American Trucking Association publication.
Regulationscarriers. Increased regulations and initiatives to improve the safety and reduce emissions of the U.S. trucking industry have impacted industry dynamics. We believe thedynamics in recent trend is for industry regulation to become progressively more restrictiveyears and complex, which constrains the overall supply of trucks and driversare discussed in the industry.Regulation section below. Our Truckload segment competes with thousands of dry van and specialty equipment carriers. While we compete with many smaller carriers on a regional basis, only a limited number of carriers represent competition in all markets across North America.
Domestic Intermodal
“Domestic” or “North American domestic” intermodal is the term used within the trucking industry to refer to intermodal operations within North America (such as a shipment by rail and by truck either all within the United States or throughout North America). Freight is transported in a 53-foot container or trailer, combining multiple modes of transportation (rail and truck) within the United States, Canada, and Mexico. Intermodal transportation eliminates the need for customers to directly handle freight when changing modes between rail and truck, and holds significant productivity, cost, and fuel-efficiency advantages when moving mass freight. Containers are typically moved from truck onto rail and then back onto trucks before they reach their final destination. Domestic intermodal volumes are largely driven by over-the-road conversions from truckload to intermodal and from the volume of overseas imports into the United States, such as from China.
The domestic intermodal market is comprised of service providers of differing asset intensity, with customers being served by either non-asset intermodal marketing companies (IMCs) or asset-light network intermodal providers, such as Schneider. While IMCs are the most prevalent intermodal solution providers, asset-light network intermodal providers offer differentiated higher-value solutions to customers given the reliability and high service levels of company assets (trucks, containers, and even chassis) compared to non-asset IMCs.
The domestic intermodal segment is highly consolidated, where the top three intermodal providers, including our Intermodal segment, operate a significant portion of the U.S. dry van domestic container fleet. Network density, size, and scale are critical barriers to entry in the intermodal market. Increasing sophistication and complexity of shippers’ needs require network density and the ability to deliver reliable capacity. Railroads have been spending significant amounts in recent years to maintain and improve their infrastructure and equipment, which we believe supports growth of the intermodal industry and improves the efficiency and reliability of the railroad component of our intermodal service.
We are currently one of the largest domesticOur Intermodal segment competes with intermodal providers in North America by revenue and are well positioned for future growth in intermodal freight through our nationwide network and company-owned container/chassis model. We focus on intermodal service as an alternative to placing additional trucks and drivers in lanes for which rail service otherwise provides competitive service or that are significantly longer in distance. Our longstanding railroad relationships with Burlington Northern Santa Fe (BNSF) Railway, CSX Transportation, Canadian National Railway, Kansas City Southern Railway, and other regional rail carriers, such as Florida East Coast Railway, provide rail access nationwide. Our customers value our intermodal network over IMCs due to our consistent access to capacity through our company assets and high-quality drayage services that provide a larger geographic reach around intermodal terminals. In 2017, we completed the process of convertingtransportation service companies.
from a rented chassis to a company-owned chassis model. This conversion has lowered our all-in chassis operating costs, improved service reliability, and increased driver efficiency and satisfaction by increasing our control over the chassis operations of our intermodal business. We believe that our balanced network and large base of company assets provide a significant competitive advantage that would be difficult for other carriers to replicate.
Logistics
The logistics industry is a large, fast-growing, and fragmented market that represents an integral part of the global economy. Increased material costs combined with enhanced global competition impose margin pressure on manufacturers, often resulting in the outsourcing of noncore transportation logistics to supply chain specialists who offer a combination of scale, expertise, strong technology platforms, and lower costs. Additionally, more shipments are transported using multiple modes and technical expertise, driving shipper preferences for logistics providers with an asset-based network to complement their third-party capacity. Transportation asset owners often provide logistics services to meet excess demand and provide customers with greater breadth of services. Ourservices which results in our Logistics segment competing with other logistics business provides additional servicescompanies and brokerage businesses, and to existing customers and incremental freight to our assets, which helps to facilitate the expansion of our customer base and offers opportunities for cross-selling our suite of services.a lesser extent other truckload carriers.
Customers
As ofDuring the year ended December 31, 2018,2020, we offered our services to approximately 17,0009,250 customers across our portfolio, including nearly 200 Fortune 500 companies. We believe customers value our breadth of services, demonstrated by 21companies, and 24 of our top 25 customers usingused services from all three of our reportable segments. Our Logistics segment manages over 27,50036,000 qualified carrier relationships and managed approximately $2.5$1.9 billion of third-party freight in 2018.2020.
Our broad portfolio limits ourhelps limit customer and industry concentration as compared to other carriers.concentration. We receive revenue from a diversified customer base, none of which generated revenues in excess of 10% in 2018.2020. We maintain a broad end-market footprint, encompassing over ten distinct industries including general merchandise, chemicals, electronics and appliances, and food and beverage, among others. Our diversified revenue mix and customer base driveallows for revenue and yield management stability throughout the fiscal year, even thoughdespite the fact that many of our customers are affected by seasonal fluctuations. For example, our consumer goods and big box retail sales experience the greatest demand in the fourth quarter, our food and beverage sales peak during the summer, and home improvement sales peak in spring and early summer, creating more balanced year-round demand. Our balanced customer base allows for stable revenue and yield management through the fiscal year, allowing for more efficient seasonality management.
Revenue Equipment
Our company owned revenue equipment fleet was comprised of the following equipment at December 31, 2018:
|
| | | | | | | |
| Revenue Equipment Type | | Approximate Number of Units |
| Over-the-road sleeper cab tractors | | 8,3007,200 |
| Day cab tractors | | 1,700 |
| Other tractors (yard tractors, straight trucks, and training tractors) | | 500100 |
| Trailers | | 37,80036,900 |
| Containers | | 22,20022,300 |
| Chassis | | 18,80020,600 |
Employees
Human Capital Matters
As of December 31, 2018,2020, we employed approximately 19,400 associates, 62%15,225 associates, 66% of whom are drivers andwith the remaining 38% are34% consisting of mechanics and warehouse personnel, managers, support personnel, and other corporate office employees. Approximately 14%17% of our associates are based inat our headquarters in Brown County,Green Bay, Wisconsin. We have not experienced any work stoppages and consider our associate relations to be good. Currently, eightseven of our company drivers are members of an organized labor union, as a result of a commitment we made in the 1980s to allow this group of drivers to finish their careers at Schneider while remaining union members. None of our other associates are represented by a labor union.
As a result of our performance, integrity, and collaborative culture, we have a highly engaged workforce. Our workforce is deployed over a diverse set of positions across our segments, geographies, and businesses. Where consistent with our operational needs, we offer a variety of flexible working arrangements to associates, which include remote work arrangements.
As a result of retirements, high turnover rates, and the slow pace of attracting new drivers to the industry, the industry and the long-haul truckload sector, in particular, have been characterized by persistent shortages of truck drivers. Recognizing the indispensable role that our truck drivers play in our ability to serve our customers, making our driver experience the best in the industry and retaining our drivers is a high priority. We employ a number of measures to offset driver turnover, remain focused on driver retention, and maintain a turnover rate which is generally consistent with the industry standard. Those measures include establishing monthly hiring targets, offering drivers competitive salaries and benefits, establishing driver pay scales which provide for increasing pay by experience level and performance, offering both live and remote driver training by experienced driving instructors, maintaining a modern truck fleet with the latest safety technology, and improving the overall driver experience.
We conduct biennial associate surveys to measure associate satisfaction and garner ideas to improve workforce engagement. Survey results are used to implement programs that will enhance associate connectivity with the Company which is believed to lead to increased innovation, productivity, and profitability.
The Company believes that a diverse workforce leads to innovative ideas and a culture that drives unique and inclusive perspectives. We promote an environment where respect for others and their rights are expected.
Owner-Operators
In addition to the company drivers that we employ, we enter into contracts with owner-operators.independent contractors who operate as “owner-operators”. Owner-operators are small business owners who operate their own trucks (some may employ drivers they hire) and provide us with services under a contractual arrangement whereby they are generally responsible for the costs of truck ownership and operating expenses and are compensated on a percentage of revenue basis.expenses. Owner-operators select their own load assignments, and have control over their schedule.
schedule, and are compensated on a per load basis. Owner-operators tend to be experienced drivers and represented approximately 21%22% of driver capacity as of December 31, 2018. By operating2020.
Environmental, Social, and Governance
We prioritize doing business responsibly and embrace that we have a role to play in the betterment of society. At Schneider, we define sustainability broadly as safe and responsible practices that strengthen the economy and create a safer world. We seek to accomplish this by maintaining a modern fleet to maximize fuel efficiency, leveraging our intermodal service to convert loads from truck to rail, consolidating freight whenever possible, and introducing technologies to coordinate the movement of
products timely, safely, and productively, owner-operators canefficiently. Additionally, we continue to evaluate alternative fuel vehicles, and our efforts to improve their own profitabilityoverall fleet fuel efficiency and ours.reduce greenhouse gas emissions are ongoing. We are an EPA SmartWay® Transport Partner and are proud to be one of only four freight carriers to receive the EPA’s SmartWay® Excellence Award each year since the award was created. We were the first company to receive the National Safety Council’s Green Cross for Safety Award for two consecutive years. As always, we continue to ingrain safety into our corporate culture and strive to conduct all of our operations as safely as possible.
We believe our various operating arrangements, which include self-dispatch, percentage of revenue settlement, and truck financing, are unique in our industry and position us as a preferred partner for owner-operators.
Safety
“Safety first and always” is a Schneider core value. We believe we have a responsibility to our associates, customers, and the community to operate safely. Our safety culture is built on five key components:
•Driver hiring and drug testing. We complement ourhire both experienced drivers and drivers new to the industry through a comprehensive driver hiring with physical testing. Weprocess. As part of that process, we voluntarily choose to use hair follicle testing in addition to mandated urine-based drug testing. While costing more per driver, hair follicle testing is generally more accurate than the alternative.
urine-based testing.•Military drivers. We have a strong relationship with the United StatesU.S. military and employ many drivers with military experience. This experience produces quality truck drivers due to the discipline instilled through the military training programs.
•Training. Initial training is complemented by regularly scheduled follow-up training to sustain and enhance basic skills. We hire both experienced drivers and drivers new to the industry. We operate company-sponsored driver training facilities and have invested in simulators for both initial and sustainment training.
•Equipment and technology. technology.We invest in trucks that are configured with roll stability, capability, collision mitigation, lane departure warning, and forward-facing cameras. Driving behavior is electronically monitored, alerts are provided to the driver situationally, and performance is documented for subsequent coaching. We also employ electronic logging, which ensures HOS compliance and reduces the instance of fatigue.
fatigue occurrences.•Active management. Driver leaders and safety coordinators have real-time access to activity in the truck, facilitating situational and scheduled coaching. We have invested in predictive analytics that assist in proactively identifying drivers with potential safety issues and recommending a remediation path.
Truckload carriers share safety performance information in monitored peer-to-peer forums. These comparisons show that we are one of the safest truckload carriers on the road today. We have, and have always maintained a satisfactory DOT safety rating, which is the highest available rating.
Fuel
We actively manage our fuel purchasing network in an effort to maintain adequate fuel supplies. In 2018,2020, we made 99% of our fuel purchases through negotiated volume purchase discounts. We store fuel in underground storage tanks at eleventen locations and in above-ground storage tanks at one location. We believe that we are in substantive compliance with applicable environmental laws relating to the storage of fuel.
In response to fluctuations in fuel prices, we use surcharge programs to adjust fuel costs charged to our customers. We believe the most cost effectivecost-effective protection against variability in fuel costs is to continue the fuel surcharge programs and to invest in a fuel-efficient fleet. However, fuel surcharges may not adequately cover potential future increases in fuel prices. As an additional measure, we leverage fuel consumption metrics in driver evaluation.evaluating drivers’ performance, and drivers utilize a fuel optimizer program where they purchase fuel at the most cost-effective locations based on distance to empty and fuel purchase commitments.
Regulation
Industry Regulation
Our operations are regulated and licensed by various agencies in the United States,U.S., Mexico, and Canada. Our company drivers and owner-operators must comply with the safety and fitness regulations of the DOT, including those relating to drug and alcohol testing and HOS. Weight and equipment dimensions are also subject to government regulations. Other agencies, such as the EPA and Department of Homeland Security, also regulate equipment. We believe regulation in the transportation industry may become progressively more restrictive and complex. The following discussion presents recently enacted federal, state, and local regulations that have an impact on our operations.
Hours of Service
We are subject to the FMCSA'sFMCSA’s HOS rule, which was effective on July 1, 2013. The key provisions include:
an 11-hour daily driving time limit;
a maximum number of hours a truck driver can work within a week of 70 hours; andELDs
a limit of eight consecutive driving hours a truck driver can work before being required to take a 30-minute break.
BASICs
Since December 2010, the FMCSA has ranked both fleets and individual drivers on seven categories of safety-related data. These categories, known as BASICs, currently include Unsafe Driving, Fatigued Driving (HOS), Driver Fitness, Controlled Substances/Alcohol, Vehicle Maintenance, Hazardous Materials Compliance, and Crash Indicator.
Certain BASICs information was initially published and made available to carriers, as well as the general public. However, in December 2015, as part of the Fixing America’s Surface Transportation Act, Congress mandated that the FMCSA remove all CSA scores from public view until a more comprehensive study regarding the effectiveness of BASICs improving truck safety can be completed, and the recommendations from that study are evaluated for implementation.
Implementation and effective dates of these recommended changes are unclear, as there is currently no proposed rulemaking with respect to BASICs. This leaves SafeStat, a national system instituted by the Federal Highway Administration for evaluating the safety of motor carriers, as the authoritative safety measurement system in effect. We currently have a satisfactory SafeStat DOT rating, which is the best available rating under the current safety rating scale.
Moving Ahead for Progress in the 21st Century Bill
The FMCSA issued its final rule mandating the use of electronic logging devicesELDs in December 2015. Under the rule, carriers were required to adopt and use compliant devices beginning in December 2017. No significant actions wereIn December 2019, the next phase of the ELD mandate went into effect requiring carriers previously grandfathered-in for the use of automatic on-board recording devices to switch to ELDs for logging HOS.
Drug and Alcohol Clearinghouse
The FMCSA issued its final rule establishing the Commercial Driver’s License Drug and Alcohol Clearinghouse (“Clearinghouse”) in 2016 (effective date January 4, 2017). Compliance was required by January 6, 2020. The Clearinghouse requires FMCSA-regulated employers and others to report information related to violations of the Company, as we were already compliant withdrug and alcohol regulation for current and prospective driver employees. It also requires the rule's requirements.employers to query the Clearinghouse (a) for current/prospective employees before allowing them to operate a commercial motor vehicle on public roads and (b) for current employees, at least annually for each driver.
Prohibiting Coercion of Commercial Motor Vehicle Drivers
The Prohibiting Coercion of Commercial Motor Vehicle Drivers rule, as published in the Federal Register and adopted by the FMCSA, explicitly prohibits motor carriers and other parties in the supply chain from coercing drivers to violate certain FMCSA regulations, including, but not limited to, driver HOS limits, commercial driver'sdrivers’ license regulations, drug and alcohol testing rules, and hazardous materials regulations, among others.regulations. Under the rule, drivers can report incidents of coercion to the FMCSA, which is authorized to issue penalties against the offending party.
Environmental Regulation
We are subject to various environmental laws and regulations dealing with the hauling and handling of hazardous materials, fuel storage tanks, emissions from our vehicles and facilities, engine idling, discharge and retention of storm water, and other environmental matters that involve inherent environmental risk. We maintain bulk fuel storage and fuel islands at manysome of our terminals. We also have vehicle maintenance repair, and washingrepair operations at some of our facilities. Our operations involve the risks of fuel spillage and seepage, discharge of contaminants, environmental damage, and hazardous waste disposal, among others. We have instituted programs to monitor and control environmental risks and maintain compliance with applicable environmental laws. As part of our safety and risk management program, we periodically perform environmental reviews. We are a partner in the EPA’s SmartWay Transport Partnership, a voluntary program promoting energy efficiency and air quality. We believe that our operations are in substantial compliance with current laws and regulations and do not know of any existing environmental condition that would be reasonably expected to have a material adverse effect on our business or operating results.
If we are held responsible for the cleanup of any environmental incidents caused by our operations or business or if we are found to be in violation of applicable laws or regulations, we could be subject to liabilities, including substantial fines or penalties, or civil and criminal liability. We have paid penalties for, and have incurred costs to remediate, spills and violations in the past.
In 2008, the State of California’s Air Resources Board (ARB)ARB approved the Heavy-Duty Vehicle Greenhouse Gas (GHG)GHG Emission Reduction Regulation in efforts to reduce GHG emissions from certain long-haul tractor-trailers that operate in California by requiring them to use technologies that improve fuel efficiency (regardless of where the vehicle is registered). The regulation required owners of long-haul tractors and 53-foot trailers to replace or retrofit their vehicles with aerodynamic technologies and low rolling resistance tires. The regulation also contained certain emissions and registration standards for temperature controlledtemperature-controlled trailer operators.
Thereafter, the United States EPA and the NHTSA began taking coordinated steps at a national level in support of a new generation of clean vehicles and engines through reduced GHG emissions and improved fuel efficiency. In September 2011, the United States EPA finalized federal regulations for controlling GHG emissions, beginning with model year 2014 medium and heavy-duty engines and vehicles and increasing in stringency through model year 2018.2018 and later. The federal regulations relate to efficient engines, use of auxiliary power units, mass reduction, low rolling resistance tires, improved aerodynamics, improved transmissions, and reduced accessory loads.
In December 2013, California’s ARB approved regulations to align its GHG emission standards and test procedures, as well as its tractor-trailer GHG regulation, with the federal Phase 1 GHG regulation, which applied fuel efficiency standards to vehicles for model years 2014 to 2018.2018 and later.
In October 2016, the EPA and the NHTSA published a Final Rule for Phase 2 of the GHG emissions and fuel efficiency standards for medium and heavy-duty engines and vehicles. The Final Rule, which became effective as of December 27, 2016,
is expected by the EPA to lower CO2 emissions by 1.1 billion metric tons and reduce oil consumption by up to 2 billion barrels over the lifetime of vehicles sold under the Phase 2 program. First-time GHG and fuel efficiency standards for trailers began with model year 2018 for EPA and will start with model year 2021 for NHSTA, and CO2 and fuel consumption standards for combination tractors and engines (which are subject to individual and separate regulatory requirements) commence with modelin calendar year 2021, increase incrementally with model yearin 2024, and achieve a fully phased-in requirement with model yearin 2027. EPA and NHSTANHTSA expect that motor carriers will meet the increased standards using technology improvements in multiple areas, including the engine, transmission, driveline, aerodynamic design, extended idle reduction technologies, and the use of other accessories.
Since its adoption of the Phase 2 Final Rule, the EPA has received various petitions for reconsideration based on the position that the EPA lacked legal authority to regulate certain types of vehicles, including glider vehicles and trailers. In light of these petitions, the EPA decided to revisit certain provisions in the Phase 2 Final Rule. In November 2017, the EPA issued a proposal to repeal the emissions standards and other requirements for heavy-duty glider vehicles, glider engines, and glider kits based upon a proposed interpretation of the Clean Air Act (CAA)CAA under which glider vehicles would be found not to constitute “new motor vehicles” within the meaning of CAA Section 216(3), glider engines would be found not to constitute “new motor vehicle engines” within the meaning of CAA Section 216(3), and glider kits would not be treated as “incomplete” new motor vehicles. Under this proposal interpretation, the EPA would lack authority to regulate glider vehicles, glider engines, and glider kits under CAA Section 202(a)(1). The public comment period for this proposal expired on January 5, 2018.2018, and the EPA has not taken further action on the proposed rule.
Current and proposed GHG regulations could impact us by increasing the cost of new trucks, impairing productivity, and increasing our operating expenses.
Federal and state lawmakers are considering a variety of climate-change proposals related to carbon emissions and GHG emissions. The proposals could potentially limit carbon emissions for certain states and municipalities, which continue to restrict the location and amount of time that diesel-powered trucks (like ours) may idle.
Other RegulationAB 5
In September 2019, California passed California Assembly Bill 5, more commonly referred to as “AB 5”, which codifies the aftermathstandard known as the “ABC test” in order to determine whether a worker is considered an independent contractor or an employee for purposes of employee benefits such as sick leave, paid vacation, and overtime, among other legal requirements. Observers generally view AB 5 as lowering the threshold for classifying a worker as an employee as opposed to an independent contractor. AB 5 was scheduled to go into effect on January 1, 2020; however, a California Federal District judge has issued a preliminary injunction enjoining California from enforcing AB 5 as to motor carriers while the case is pending. This decision was appealed and a panel of the Ninth Circuit Court of Appeals heard oral arguments on September 11, 2001 terrorist attacks, federal, state,2, 2020. If AB 5 is upheld, capacity and municipal authorities implemented and continue to implement various security measures on large trucks, including checkpoints and travel restrictions. The Transportation Security Administration (TSA) adopted regulations that require drivers applying for or renewing a license for carrying hazardous materials to obtain a TSA determination that they are not a security threat.rates throughout the industry could be widely impacted.
Technology and Research and Development
We are a technology leader in the truckload industry. Our in-cab telematics platform delivers on-board technology through our private application store to enable regulatory compliance and driver productivity needs. This comprehensive platform includes message capabilities, applications that scan and automate paperwork, and customer and location specific step-by-step work assignments toassignments. Our telematics platform is fully integrated with our company driver fleet. Our trailerback-office planning and execution systems and delivers real-time data in our business. Trailer and container fleets are equipped with monitoring devices which function both when tethered to a tractor andor standing alone. Our tractors are equipped with stability control and collision avoidance technology.mitigation technology, lane departure warning, and forward-facing cameras. All tractor technology interfaces with the in-cab device and provides the driver and the driverdriver’s leader with real-time performance data.
We execute ourOur business on Quest,is executed through an integrated technology platform that encompasses an end-to-end process design with focuswhich focuses on information accessibility and insight across our value chain. QuestOur platform enables an integrated approach to cash processprocessing including load/order acceptance based on driver and network optimization, vehicle dispatch, continuous quote monitoring, and visibility to the load from pick-up to delivery and customer billing. Our technology is enhanced by the work of a team of operations research engineers and data scientists.collection. Proprietary decision support tools are embedded throughout the Quest platform. Decision support tools improve our ability to, among other things, situationally coach drivers, minimize fuel costs,platform and maintain the fleet in the most cost effective manner. The most significant application of such “decision science” technology is in planning and dispatch. These tools assist our associates in making the right trade-offs among drivers’ needs for earnings and work-life balance, customers’ needs for reliable capacity and service, and our business and its shareholders’ needs for an adequate return. Decision support tools improve our ability to, among other things, situationally coach drivers, minimize fuel costs, and maintain the fleet in the most cost-effective manner.
We continue to expand our business capabilities by extending theour foundational Quest platform. Development of the next generation ofplatform and making advancements to our in-cab technology is well underway. We have committed to purchase a limited amount of Tesla's electric semi trucks to improve the driver experience, decrease our carbon footprint, and lower operating costs.technology. We are also leveraging mobile applications to better connect with company drivers and customers. One example is a mobile application that prompts our company drivers to rate the shipping, receiving, and driver support locations
that they visit. Our gathering and sharing of this information with customers and providers hashave been well received and isare driving action to improve the drivers' experience. Schneider FreightPower® digitally connects the benefits of Quest with the strength of our trailer network and carrier relationships to service our customers.
Available Information
We file annual, quarterly, and currentmake a number of reports and other information with the SEC. Our filings with the SEC are made available free of charge on our website, www.schneider.com, including our annual reports on Form 10-K, quarterly reports on Form 10-Q, current reports on Form 8-K, and all amendments to the publicthose reports as soon as reasonably practicable after such material is electronically filed with or furnished to the SEC pursuant to Section 13(a) or 15(d) of the Securities Exchange Act of 1934.
Our investor relations website also contains corporate governance guidelines, our code of ethics and whistleblower policy, Board committee charters, and other corporate policies. The information on our website for free via the “Investors” section at
https://investors.schneider.com/investors/overview/default.aspx. The information we file with the SEC or contained on or accessible through our corporate website or any other website that we may maintain is not, incorporated by reference herein and isshall not be deemed to be, a part of this Annual Report on Form 10-K.10-K or incorporated into any other filings we make with the SEC.
Information About Our Executive Officers of the Registrant
The names of ourOur executive officers as of February 26, 2019,19, 2021, together with their ages, positions, and business experience are below: | | | | | | | | | | | | | | |
| Name | | Age | | Position |
| Mark B. Rourke | | 56 | | President, Chief Executive Officer and Director |
| Stephen L. Bruffett | | 57 | | Executive Vice President, Chief Financial Officer |
| Shaleen Devgun | | 48 | | Executive Vice President, Chief Information Officer |
| Robert Reich | | 54 | | Executive Vice President, Chief Administrative Officer |
| David Geyer | | 56 | | Executive Vice President, Group President of Transportation & Logistics |
| Thomas G. Jackson | | 55 | | Executive Vice President, General Counsel |
| | | | |
Name | | Age | | Position |
Christopher B. Lofgren | | 60 | | President, Chief Executive Officer and Director |
Mark B. Rourke | | 54 | | Executive Vice President, Chief Operating Officer |
Stephen L. Bruffett | | 55 | | Executive Vice President, Chief Financial Officer |
Shaleen Devgun | | 46 | | Executive Vice President, Chief Information Officer |
Steven J. Matheys | | 60 | | Executive Vice President, Chief Administrative Officer |
Christopher
Mark B. LofgrenRourke has served as our Chief Executive Officer and President, and as a Director, since August 2002. On October 30, 2018, he announced his intention to retire following the Annual Meeting of Shareholders in April 2019. He joined Schneider Logistics in 1994Prior to serving as vice president of engineering and systems. He later served as Chief Information Officer and Chief Operating Officer before being named President andour Chief Executive Officer, of Schneider in 2002. Dr. Lofgren currently serves on the Board of Directors of the U.S. Chamber of Commerce. Before joining the company, Dr. Lofgren held positions at Symantec Corporation, Motorola, and CAPS Logistics. He holds a bachelor’s degree and a master’s degree in industrial and management engineering from Montana State University and a doctorate in industrial and systems engineering from The Georgia Institute of Technology. In October 2009, Dr. Lofgren was inducted into the National Academy of Engineering.
Mark B.Mr. Rourke has served as our Executive Vice President and Chief Operating Officer since September 2015. The Company's Board of Directors has selected him to succeed Dr. Lofgren as the Company's President and Chief Executive Officer beginning in April 2019. Mr. Rourke previously served asheld various other roles within Schneider including President of our Truckload Services Division and General Manager of Schneider Transportation Management, where he was responsible for the effective delivery to market of sole source, promotional, and brokerage service offerings. Prior to that, heMark held a variety of other leadership roles at Schneider with increasing responsibility at Schneider, including Vice President of Customer Service, Director of Transportation Planning for Customer Service, Midwest Area Service Manager for Customer Service, and Director of Driver Training. Mr. Rourke joined our company in 1987, as a service team leader in the company’s Seville, Ohio, location. His earlier roles with the company included on-site account manager for B.F. Goodrich in Cleveland, Ohio, Dedicated team operations manager, and van support manager. He holds a bachelor’s degree in marketing from the University of Akron, Ohio.Ohio, and has attended programs on corporate governance and strategic leadership at Harvard University. He alsocurrently serves on the Board for the U.S. Chamber of Directors for New North, Inc.Commerce and The Shyft Group.
Stephen L. Bruffett has served as our Chief Financial Officer and Executive Vice President since April 2018. Prior to joining Schneider, Mr. Bruffett served as Executive Vice President and Chief Financial Officer of Con-way, Inc., a multinational freight transportation and logistics company, from 2008 until 2015. Before joining Con-way in 2008, Mr. Bruffett held senior financial leadership positions at YRC Worldwide, Inc., a publicly traded transportation services company, from 1998 to 2008 rising to the role of Executive Vice President and CFO, and various finance positions at American Freightways. Mr. Bruffett holds a bachelor'sbachelor’s degree in business administration from the University of Arkansas and a master'smaster’s degree in business administration from the University of Texas.
Shaleen Devgun has served as our Executive Vice President and Chief Information Officer since July 2015. Mr. Devgun previously served as Vice President for Strategy, Planning, and Solution Delivery. Prior to joining our company in 2009, Mr. Devgun spent twelve12 years in management consulting roles with DiamondCluster International and Deloitte, specializing in corporate venturing, formulation and execution of business and technology strategy, program leadership, and operational design. He holds bachelor’s degrees in economics and math from the University of Pune and a master’s degree in business administration from the University of Detroit Mercy. He also serves on the Board of Directors for the Fox Cities Performing Arts Center.
Steven J. MatheysRobert Reich has served as our Executive Vice President and Chief Administrative Office since April 2019. Prior to serving as our Chief Administrative Officer, since October 2009. On September 5, 2018, he announced his intention to retire after a transition period expected to run through April 1, 2019. Mr. Matheys joined our company in 1994 and held progressive leadership roles in the Information Technology department before being promoted to ExecutiveReich served as Senior Vice President, Equipment, Maintenance, and Chief Information Officer in 2001. Subsequently, he was promoted to Executive Vice President, Sales and Marketing in 2004, added customer service to his responsibilities in 2006, and then refocused his accountability on our largest customers in 2008 prior to moving into his current role in 2009. In addition to hisDriver Development from 2014 through 2019, as well as other senior leadership roles at Schneider across the Company,maintenance, human resources, driver development and training, and safety areas. Before joining Schneider, Mr. Matheys spentReich served as an officer in the first thirteen yearsU.S. Army and was a member of his career with Nielson Marketing Research, The Trane Company, and General Motors in a variety of information technology roles.the 1st Cavalry Division at Fort Hood. He holds a bachelor’s degree in electrical engineering
from Pennsylvania State University and a master’s degree in business administration from the University of Wisconsin-La Crosse, withWisconsin-Oshkosh. He also serves as the Chair for the Board of the North American Council for Freight Efficiency.
David Geyer has served as our Executive Vice President, Group President, Transportation & Logistics since April 2019. He previously served as our Senior Vice President, Group Manager of Truckload Services from 2012 to 2019 and led Schneider’s Global Commercial Services. Mr. Geyer holds a minorbachelor’s degree in computer science,industrial technology from the University of Wisconsin-Stout and activelyhas completed executive programs in corporate governance at UCLA and finance at the University of Chicago. He also serves on the Brown County United Way Board for the Northeastern Wisconsin chapter of Directors,the American Red Cross.
Thomas G. Jacksonhas served as Executive Vice President and General Counsel since July 2019. Prior to joining Schneider, Mr. Jackson served as Senior Vice President, Secretary, and General Counsel of whichKnowles Corporation from 2014 to 2019. Prior to joining Knowles, Mr. Jackson served as Vice President and Assistant General Counsel at Jabil Circuit, Inc. from March 2012 to December 2013. In addition, he was previously chair,served as Vice President, General Counsel, and the Wharton Research Advisory Group (RAG) for Human Resources.Secretary at P.H. Glatfelter Company from June 2008 to November 2011, and as its Assistant General Counsel, Assistant Secretary, and Director of Compliance from September 2006 to June 2008. Mr. Jackson holds both a juris doctor and a master of business administration from Villanova University, as well as a bachelor of science degree in mechanical engineering from Drexel University.
ItemITEM 1A. RiskRISK FACTORS
Cautionary Statement Concerning Forward-Looking Statements
This Annual Report on Form 10-K contains certain statements regarding business strategies, market potential, future financial performance, future action, results, and any other statements that do not directly relate to any historical or current fact which are “forward-looking” statements within the meaning of the Securities Act of 1933, as amended (the “Securities Act”), the Exchange Act, and the Private Securities Litigation Reform Act of 1995. The words “believe,” “expect,” “anticipate,” “project,” “estimate,” “budget,” “continue,” “could,” “intend,” “may,” “plan,” “potential,” “predict,” “seek,” “should,” “will,” “would,” “expect,” “objective,” “forecast,” “goal,” “guidance,” “outlook,” “effort,” “target,” and similar expressions, among others, generally identify forward-looking statements, which speak only as of the date the statements were made.
In particular, information included under the sections entitled “Business,” “Risk Factors,” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations” contain forward-looking statements.
Set forth belowReaders are materialcautioned that the matters discussed in these forward-looking statements are subject to risks, uncertainties, assumptions, and uncertaintiesother factors that are difficult to predict, and which could cause our actual business results to differ materially from those projected, anticipated, or implied in the forward-looking statements. Where, in any forward-looking statements containedstatement, an expectation or belief as to future results or events is expressed, such expectation or belief is based on the current plans and expectations of management and expressed in this reportgood faith and believed to have a reasonable basis, but there can be no assurance that the expectation or belief will be achieved or accomplished. Many factors that could individually,cause actual results or in combination, have aevents to differ materially adverse effectfrom those anticipated include those matters described under the sections entitled “Risk Factors” and “Management’s Discussion and Analysis of Financial Condition and Results of Operations.” We caution you not to place undue reliance on our results of operations, financial position, or cash flows. You should carefully consider eachthese forward-looking statements, which speak only as of the risks described below, together with all the otherdate of this Annual Report on Form 10-K, and we do not assume any obligation to update any forward-looking statement as a result of new information, containedfuture events, or otherwise, except as required by applicable law. All forward-looking statements, expressed or implied, included in this Annual Report on Form 10-K before making an investment decisionare expressly qualified in their entirety by this cautionary statement. This cautionary statement should also be considered in connection with respect toany subsequent written or oral forward-looking statements that we may make or persons acting on our securities.behalf may issue.
You should consider each of the following factors, as well as the other information in this Annual Report on Form 10-K, including our financial statements and the related notes, in evaluating our business and our prospects. The risks and uncertainties described below are not the only ones we face. In additiongeneral, we are subject to the same general risks described below, you shouldand uncertainties that impact many other companies such as general economic, industry, and/or market conditions and growth rates; risks and uncertainties associated with or arising out of COVID-19 and possible future pandemics; possible future terrorist threats or armed conflicts and their effect on the worldwide economy; and changes in laws or accounting rules. Additional risks and uncertainties not presently known to us or that we currently consider immaterial may also impair our cautionary comments concerning forward-looking statements in this report, includingbusiness operations. If any of these risks occur, our separate section above, “CAUTIONARY NOTE REGARDING FORWARD-LOOKING STATEMENTS.”business and financial results could be harmed. In that case, the trading price of our common stock could decline.
Risks RelatingRelated to Our Business, Industry, and IndustryStrategy
The truckload and transportation industry is affected by economic and business risks that are largely beyond our control.
The truckload industry is highly cyclical, and our business is dependent on a number of factors that may have a negative impact on ourOur operating results, many of which are beyond our control. A substantial portion of our freight is from customers in the general merchandise and consumer products industries. As such, our volumes are largely dependent on consumer spending and retail sales, and our results may be more susceptibleadversely affected by unfavorable economic and market conditions.
Our business and results of operations are sensitive to trendschanges in unemploymentoverall economic conditions that impact customer shipping volumes, industry freight demand, industry truck capacity, and retail sales than carriers that do not have this concentration.
We believe that some of the most significant factors beyond our control that may negatively impact our operating results arecosts.We cannot predict future economic changes that affect supply and demand in transportation markets, including:
• recessionary economic cycles,conditions, fuel price fluctuations, revenue equipment resale values, or how consumer confidence could be affected by such as the period from 2007 to 2009;
• changes in customers’ inventory levels, including shrinking product/package sizes, and in the availability of funding for
their working capital;
• commercial (Class A) driver shortages;
• industry compliance with an ongoing regulatory environment;
• excess truck capacity in comparison with shipping demand; and
• downturns in customers’ business cycles, which may be caused by declines in consumer spending.
The risks associated with these factors are heightened when the United States economy is weakened. Some of the principal risks during such times are as follows:
• low overall freight levels, which may impair our asset utilization;
• customers with credit issues and cash flow problems;
• changing freight patterns resulting from redesigned supply chains, leading to an imbalance between our capacity and
customer demand;
• increased competition resulting in pricing pressure and lost business; and
• more unbilled miles incurred to obtain loads.
conditions. Economic conditions that decrease shipping demand, including but not limited to public health crises or increase the supplyoutbreaks of infectious diseases, or increases in truck capacity in the truckloadNorth American transportation and logistics industry can exert downward pressure on rates and equipment utilization, thereby decreasing assetutilization. In general, a significant decline in shipping volumes within the industry or increases in available truck capacity results in more aggressive freight pricing as carriers compete for loads and to maintain truck productivity. Declining freight levels and rates, a prolonged recession, or general economic instability could result in declines in our results of operations which may be material.
WeLikewise, we are also subject to cost increases outside our control that could materially reduce our profitability if we are unable to increase our rates sufficiently.offset such increases either through rate increases or cost reductions. Such cost increases include, but are not limited to, driver wages, fuel and energy prices, driver wages, taxes and interest rates, tolls, license and registration fees, insurance premiums, regulations, revenue equipment and related maintenance costs, and healthcare and other benefits for our associates.employee benefit costs. We cannot predict whether, or in what form, any such cost increase or eventincreases could occur. Any such cost increase or event could adversely affect our profitability.results of operations or cash flows.
In addition, events outside our control, such as strikes or other work stoppages at our facilities or at customer, port, border or other shipping locations, weather, actual or threatened armed conflicts or terrorist attacks, efforts to combat terrorism, military action against a foreign state or group locatedWe operate in a foreign state, or heightened security requirements could lead to reduced economic demand, reduced availability of credit, or temporary closing of shipping locations or United States borders. Such events or enhanced security measures in connection with such events could impair our operations and result in higher operating costs.
The truckload and transportation industry is highly competitive and fragmented industry that is characterized by intense price competition which subjects us to competitive pressures pertaining to pricing,could have a materially adverse effect on our results of operations.
Competition for the freight we transport or manage is based primarily on service, efficiency, available capacity, and service.
Our operating segments compete with many truckload carriers,to some LTL carriers, railroads, logistics, brokerage,degree, on freight forwarding, and other transportation companies. The North American surface transportation market is highly competitive and fragmented. Somerates alone. In addition, some of our customers may use or expand their own private fleets rather than outsourcing loads to us. SomeOur operating segments compete with many other truckload carriers, logistics, brokerage and transportation service providers of our competitors mayvarying sizes, and to a lesser extent, LTL carriers, railroads, and other transportation or logistics companies, some of which have a larger fleet, greater access to equipment, a larger fleet, a wider range of services, preferential dedicated customer contracts, greater capital resources, or other competitive advantages. Numerous competitive factors could impair our ability to maintain or improve our profitability. These factors include the following:
Many of ourOur competitors periodically reduce their freight rates to gain business, especially during timeswhen economic conditions are present which negatively impact customer shipping volumes, truck capacities, or operating costs. Moreover, to limit the number of reduced growth in the economy. This may make it difficult for usapproved carriers to maintain or increase freight rates or may require us to reduce our freight rates. Additionally, it may limit our ability to maintain or expand our business.
We expanded our presence in the first to final mile market through our acquisition of WSL in 2016. With this growth opportunity comes variability as this supply chain is being defined in the market.
Sincea manageable number, some of our customers also operate their own private trucking fleets, they may decide to transport moreselect “core carriers” as approved transportation service providers, and in some instances or periods of their own freight.
Some shippers have selected core carriers for their shipping needs, for whichtime, we may not be selected.
Many Other of our customers periodically solicitaccept bids from multiple carriers for their shipping needs, despitewhich also periodically results in the existence of dedicated contracts, which may depress freight rates or result in a loss of business to our competitors.
The continuing trend toward consolidation in the trucking industry may result in more large carriers with greater financial resources and other These competitive advantages, with which we may have difficulty competing.
Higher fuel prices and higher fuel surcharges to our customers may cause some of our customers to consider freight transportation alternatives, including rail transportation.
Advancements in technology may necessitate that we increase investments in order to remain competitive, and our customers may not be willing to accept higher freight rates to cover the cost of these investments.
Competition from freight logistics and brokerage companies may negatively impact our customer relationships and freight rates.
Smaller carriers may build economies of scale with procurement aggregation providers, which may improve such carriers’ abilities to compete with us.
We may not be able to effectively manage and implement our organic growth strategies.
While we currently believe we can grow our profits and cash flows organically through further penetration of existing customers and by expanding our customer base, we may not be able to effectively and successfully implement such strategies and realize our stated goals. Our goals may be negatively affected by a failure to further penetrate our existing customer base, cross-sell our service offerings, pursue new customer opportunities, manage the operations and expenses of new or growing service offerings, or otherwise achieve growth of our service offerings. Successful execution of our business strategies may not result in us achieving our current business goals.
Our businesses depend on our strong reputation and the value of the Schneider brand.
We believe that the Schneider brand name symbolizes high-quality service, reliability, and efficiency and is one of our most important and valuable assets. The Schneider brand name and our corporate reputation are significant sales and marketing tools, and we devote substantial resources to promoting and protecting them. Adverse publicity (whether or not justified) relating to activities by our associates, contractors or agents, such as accidents, customer service mishaps, or noncompliance with laws,dynamics could tarnish our reputation and reduce the value of our brand. With the increased use of social media outlets such as Facebook, YouTube, Instagram, and Twitter, adverse publicity can be disseminated quickly and broadly, making it increasingly difficult for us to effectively respond. Damage to our reputation and loss of brand equity could reduce demand for our services and thus have an adverse effect on the number of shipments we transport and the freight rates we receive, which could limit our financial condition, liquidity,growth opportunities and reduce our profitability.
Well-resourced, non-traditional competitors have entered our industry and markets who appear to be willing to operate at little or no margin in order to gain market share which, individually or collectively, could cause us to lower our pricing and have a materially adverse effect on our results of operations,operations.
Our industry has experienced market entrance by well-resourced, non-traditional firms or startups who, in some cases, have undercut market prices via digital brokerage platforms to take market share in the fragmented North American transportation and logistics industry.
Our competitors, as well as require additional resourcesnew market entrants, may also introduce or adopt new brokerage platforms or technologies, which could increase competitive pressures. Although we believe we are well positioned and have adopted technologies, developed strategies, and heavily invested in our own digital service offerings to rebuilddeter, compete with, or supplant existing competitors and new market entrants, there can be no assurance that our reputation and restore the valueinvestments, technologies, or strategies will be successful.
We derive a significant portion of our brand.
We have severalrevenues from our major customers, the loss of one or more of which could have a materially adverse effect on our business.
AWe strive to maintain a diverse customer base however, a significant portion of our operating revenuerevenues is generated from a limited number of major customers, the loss of one or more of which could, in any given quarter, have a materially adverse effect on our business. In 2018, we had no customers from whom we generated at least 10% of our revenue, while in 2017 we had one customer slightly in excess of 10% of our total revenues. Economic and capital markets conditions may adversely affect our customers and their abilityRefer to remain solvent. Our customers’ financial difficulties can negatively impact our business, operating results, and financial condition. Generally, we do not have contractual relationships with our customers that guarantee any minimum volumes, andPart I, Item 1, “Business” for information regarding our customer relationships may not continue as presently in effect. Weconcentrations. Aside from our dedicated operations, we generally do not have long-term contractual relationships or rate agreements or minimum volume guarantees with our customers. Furthermore, certain of the long-term contracts in our dedicated operations are subject to cancellation. There is no assurance any of our customers, including our dedicated customers, and certain of these contracts contain clauses that permit cancellation on a short-term basis without cause, and accordingly any of our customers may notwill continue to utilize our services, renew our existing contracts, or continue at the same
volume levels. Despite the existence of contractcontractual arrangements, with our customers, certain of our customers may nonetheless engage in competitive bidding processes that could negatively impact our contractual relationship. In addition, certain of our major customers may increasingly use their own truckload and delivery fleets, which would reduce our freight volumes. A reduction in or termination of our services by one or more of our major customers, including our dedicated customers, could have a materially adverse effect on our business, financial condition, and operating results.results of operations.
Difficulties attracting and retaining qualified drivers could materially, adversely affect our profitability and ability to maintain or grow our fleet.
Like many truckload carriers, we experience difficulty in attracting and retaining sufficient numbers of qualified drivers, both new and experienced, including owner-operators, and such shortages have and could continue to require us to significantly increase driver compensation, rely more on higher-cost third-party carriers, idle revenue equipment, or dispose of the equipment altogether, any of which could adversely affect our growth and profitability. Our challenge with attracting and retaining qualified drivers is driven by several factors including intense market competition for a limited pool of qualified drivers, low starting and inconsistent driver pay, the preference among drivers to work closer to home and be home most nights, and our highly selective hiring standards.
Our profitabilityturnover rate requires us to continually recruit a substantial number of company and owner-operator drivers in order to meet customer demand. Owner-operator availability is generally affected by operating cost increases (which the owner-operator is responsible for) and generally favorable economic conditions, which drive overall increases in customer demand and heightened competition for owner-operators from other carriers. When shortages of owner-operators occur, we may be materiallyforced to increase the settlement rates paid to them and increase company driver pay rates to attract and retain a sufficient number of drivers. These increases could negatively affect our results of operations to the extent that we would be unable to obtain corresponding freight rate increases.
COVID-19 has adversely impacted ifaffected, and could continue to adversely affect, our capital investments do not match customer demand for invested resources or if there is a decline in the availability of funding sources for these investments.
Our operations, require significant investments. The amountsupply chains, and timing of capital investments depend on various factors, including anticipated volume levelsworkforce, and the price and availability of assets. If anticipated demand differs materially from actual usage, our capital-intensive truckload segment may have too much or too little capacity. Moreover, across our three reportable segments, resource requirements vary with customer demand, which may be subject to seasonal or general economic conditions. Our ability to properly select freight and adapt to changes in customer transportation requirements is important to efficiently deploy resources and make capital investments in trucks, trailers, containers, and chassis (with respect to our truckload and intermodal segments) or obtain qualified third-party capacity at a reasonable price (with respect to our logistics segment).
We may not be able to successfully implement our company enterprise strategy of diversifying our revenue base and expanding our capabilities.
Our company enterprise strategy entails selectively diversifying our revenue base, as we have done, by entering the over-dimensional consumer freight market, increasingly becoming part of the e-commerce supply chain,experienced, and growing our market share in specialty equipment services. This strategy involves certain risks, and we may not overcome these risks, in which case our business, financial position, and operating results could be materially and adversely affected. In connection with our company enterprise strategy, we have in the past made selective acquisitions, made new investments in technology and in office, service, and warehouse centers, increased sales and marketing efforts, and hired new drivers and associates. We expect to continue to pursueexperience, volatility in freight volumes and demand for certain of our company enterprise strategy,service offerings.
The spread of COVID-19 throughout the U.S. has prompted state and local governments and businesses to take unprecedented measures in response. Such measures have included restrictions on travel and business operations, temporary closures of businesses, and quarantines and shelter-in-place orders. COVID-19 has significantly curtailed global economic activity and caused significant volatility and disruption in global financial markets.
There is continued uncertainty around the duration, breadth, and economic impacts of COVID-19. Government and public health officials continue to recommend or mandate precautions to mitigate the spread of COVID-19, including prohibitions on congregating in large groups, the closing of businesses and operations to the extent such businesses or operations are not considered an essential service, and shelter-in-place orders or similar measures. Consequently, our customers, suppliers, third-party business partners, and contractors continue to be disrupted in numerous ways, including worker absenteeism, quarantines and other restrictions on associates’ ability to work, office and factory closures, disruptions to ports and other shipping infrastructure, border closures, or other travel or health-related restrictions.
The Company is continuing to monitor the situation and take appropriate actions in accordance with the recommendations and requirements of relevant authorities. The full extent of the impact of COVID-19 on the Company’s operational and financial performance is currently uncertain and will depend on many factors outside the Company’s control, including, without limitation, the timing, extent, trajectory and duration of the pandemic; the development and availability of effective treatments and vaccines; the potential for employee lawsuits for tort claims alleging that unsafe workplaces have caused employees to contract COVID-19, left them at heightened risk of exposure, or otherwise relating to the COVID-19 pandemic; the imposition of protective public safety measures; and the impact of the pandemic on the global economy and demand for consumer products. To the extent COVID-19 adversely affects the Company’s business, results of operations, financial condition, and stock price, it may also have the effect of heightening many of the other risks described throughout the “Risk Factors” section.
To date, the Company experienced a decrease in driver capacity which has reduced volume in varying degrees across its portfolio of services. The mandated precautions to mitigate the spread of COVID-19 and other related disruptions have had, and may continue to have, an impact on the Company’s freight volumes, adversely affecting our revenues and earnings. We experienced declines in freight volumes in our Truckload and Intermodal segments, certain of our customers closed portions of their operations and/or deferred decisions to award freight, and there was a decrease in the flow of new drivers entering the industry. Additional future impacts on the Company (some of which have already occurred as described in this risk factor) may include, but are not limited to, material adverse effects on demand for the Company’s services, the Company’s supply chain and sales and distribution channels, the Company’s ability to execute its strategic plans, the Company’s ability to hire and retain drivers, and the Company’s profitability and cost structure. Like other essential businesses, we continue to navigate the unprecedented challenge of remaining operational during a pandemic and are mindful of the liability risks of doing so. To help alleviate some of the challenges our associates may be facing as a result of COVID-19, we have expanded our paid time off policy and are covering the cost of health insurance premiums in certain instances. While no one can predict with any certainty the scale, length of disruption, or liabilities resulting from COVID-19, it is possible that our results of operations could continue to be negatively affected by the impact of the virus on the Company’s associates, customers, and suppliers or further governmental, regulatory, fiscal, and public health responses.
The COVID-19 outbreak and the resulting impact on our operating performance has also affected, and may continue to affect, the estimates and assumptions made by management. Such estimates and assumptions include among other things, the Company’s goodwill, long-lived, and held for sale asset valuations; current expected credit losses; healthcare reserves; and measurement of compensation cost for certain share-based awards and annual incentive plans. We are unable to predict any future impacts of COVID-19 on our business, financial condition, and results of operations at this time.
We have transitioned a significant subset of our employee population to remote work environments in an effort to mitigate the spread of COVID-19 which may exacerbate the cybersecurity risks to our business, including an increased demand for information technology resources, increased risk of phishing, and other cybersecurity attacks.
In response to COVID-19, we have been temporarily allowing a significant portion of our workforce which can work from home to work from home and have provided associates with expanded remote network access options which enable them to work outside of our corporate infrastructure and, in some cases, use their own personal devices, which exposes usthe Company to certainadditional cybersecurity risks. The United States Department of Homeland Security’s Cybersecurity and Infrastructure Security Agency (“CISA”) has warned that cybercriminals will take advantage of the uncertainty created by COVID-19 and federal and state mandated quarantines to launch attacks which will further disrupt operations. Specifically, our associates working remotely expose the Company to cybersecurity risks including:in the following ways: (1) unauthorized access to sensitive information as a result of increased remote access, including associates use of company-owned and personal devices and videoconferencing functions and applications to remotely handle, access, discuss, or transmit confidential financial data, (2) increased exposure to phishing and other scams as cybercriminals use the fear and uncertainty surrounding the international COVID-19 outbreak to further manipulate associates through phishing schemes to, among other things, install malicious software on Company systems and equipment and surrender sensitive information, and (3) violation of international, federal, or state-specific privacy laws. We believe that the increased number of associates working remotely as a result of the COVID-19 outbreak has incrementally increased our cyber risk profile, but we are unable to predict the extent or impacts of those risks at this time. A significant disruption of our information technology systems, unauthorized access to or loss of confidential information, or legal claims resulting from our violation of privacy laws could each have a material adverse effect on our business.
The success of our businesses depends on our strong reputation and our ability to maintain the value of the Schneider brand.
making significant capital expenditures, which could require substantial capital and cash flowBecausethe services that we may not havemarket and sell under the Schneider brand generate essentially all of the Company’s net revenues, the Schneider brand name is our most valuable sales and marketing tool. Press coverage, lawsuits, regulatory investigations, or may not be able to obtain on satisfactory terms;
growth may strainother adverse publicity that assert some form of wrongdoing or that depict the Company or any of our management, capital resources, information systems,executives, associates, contractors, or agents in a negative light, regardless of the factual basis for the assertions being made, could tarnish our reputation and customer service;
hiring new managers, drivers, and other associates, including in specialty equipment services, may increase training and compliance costs, and may result in temporary inefficiencies until those associates become proficient in their jobs;
specialty transport of bulk chemicals and other hazardous materials, which subjects us to environmental, health, and safety laws and regulations by governmental authorities and, in the event of an accidental release of these commodities, could result in significanta loss of lifebrand equity. If we do not maintain and extensive property damage,protect our brand image and reputation, demand for our services could wane and thus have an adverse effect on our financial condition, liquidity, and results of operations, as well as environmental remediation obligations;require additional resources to rebuild our reputation and restore the value of our brand.
expanding our service offerings may require us to encounter new competitive challenges in markets in which we have not previously operated or with which we are unfamiliar.
Fluctuations in the price or availability of fuel, the volume and terms of diesel fuel purchase commitments, and surcharge collection may increase our costs of operation, which could materially and adversely affect our margins.
Fuel represents a significant expense for us. DieselIf fuel prices fluctuate greatly due to factors beyondincrease significantly, our control, such as political events, terrorist activities, armed conflicts, depreciationresults of the dollar against other currencies, weather, such as hurricanes, and other natural or man-made disasters, each of which may lead to an increase in the cost of fuel. Fuel prices are also affected by the rising demand in developing countries andoperations could be adversely impacted by diminished drilling activity and by the use of crude oil and oil reserves for other purposes. Such events may lead not only to increases in fuel prices, but also to fuel shortages and disruptions in the fuel supply chain. Because ouraffected.
Our truckload operations are dependent upon diesel fuel, and a portion of our business is based on fuel purchased on the spot market at prevailing market rates,accordingly, significant increases in diesel fuel cost increases, shortages, or supply disruptionscosts could materially and adversely affect our operating results of operations and financial condition.
Increases in fuelcondition if we are unable to pass increased costs on to the extent not offset bycustomers through rate per mile increases or fuel surcharges, have an adversesurcharges. Prices and availability of petroleum products are subject to political, economic, geographic, weather-related, and market factors that are generally outside our control and each of which may lead to fluctuations in the cost of fuel.
Our fuel surcharge program does not protect us against the full effect on our operationsof increases in fuel prices, and profitability. While a portionthe terms of our fuel costs are coveredsurcharge agreements vary by pass-through provisions in customer contracts and compensatory fuel surcharge programs, we also incur fuel costs that cannot be recovered even with respect to customers with which we maintain fuel surcharge programs, such as those associated with unbilled miles or times when our engines are idling. Becausecustomer. In addition, because our fuel surcharge recovery lags behind changes in fuel prices, our fuel surcharge recovery may not capture the increased costs we pay for fuel, especially when prices are rising, leading to fluctuations in our levels of reimbursement. Our levels of reimbursement have fluctuatedrising. There is variability in the past. During periodscompensatory nature of low freight volumes, shippers can use their negotiating leverage to impose less compensatoryindividual customer fuel surcharge policies. In addition, the termsprograms that can affect inflationary cost recovery of each customer’s fuel surcharge agreement varies, and customers may seek to modify the terms of their fuel surcharge agreements to minimize recoverabilityfuel.
for fuel price increases. SuchThere is no assurance that such fuel surcharges may notcan be maintained indefinitely or may notwill be sufficiently effective. Our results of operations would be negatively affected to the extent we cannot recover higher fuel costs or fail to improve our fuel price protection through our fuel surcharge program. Increases in fuel prices, or a shortage or rationing of diesel fuel, could also materially and adversely affect our results of operations. As of December 31, 2018,2020, we had nodid not have any derivative financial instruments to reduce our exposure to fuel price fluctuations.
Difficulties attracting and retaining qualified drivers, including owner-operators, could materially adversely affect our profitability and ability to maintain or grow our fleet.
Like many truckload carriers, from time to time, we may experience difficulty in attracting and retaining sufficient numbers of qualified drivers, including owner-operators, and driver shortages may recur in the future. Our challenge with attracting and retaining qualified drivers stems from intense market competition and our driver quality standards, which subjects us to increased payments for driver compensation and owner-operator contracted rates. Our specialty equipment services require special training to handle unique operating requirements. We use physical function, hair follicle, and urine testing to screen and test all driver applicants, which we believe is a rigorous standard relative to others in our industry and could decrease the pool of qualified applicants available to us. Failure to recruit high-quality, safe drivers that meet our testing standards could diminish the safety of our fleet and could have a materially adverse effect on our customer relationships and our business.
Our company drivers are generally compensated on a per-mile basis, and the rate per-mile generally increases with the drivers’ length of service. Owner-operators contracting with us are generally compensated on a percentage of revenue basis. The compensation we offer our drivers and owner-operators is also subject to market conditions and labor supply. We may in future periods increase company driver and owner-operator compensation, which will be more likely to the extent that economic conditions improve and industry regulation exacerbates driver shortages forcing driver compensation higher. The electronic logging device regulations that recently became effective are expected to further tighten the market for eligible drivers. Like most in our industry, we suffer from a high voluntary turnover rate of company drivers, especially in the first 90 days of employment. Our turnover rate requires us to continually recruit a substantial number of company drivers in order to operate our revenue-producing fleet equipment, including trucks, chassis, and specialty equipment. If we are unable to continue to attract and retain a sufficient number of high-quality company drivers and contract with suitable owner-operators, we could be required to adjust our compensation packages or operate with fewer trucks and face difficulty meeting shipper demands, all of which could adversely affect our profitability and ability to maintain our size or grow.
Our use of owner-operators to provide a portion of our truck fleet exposes us to different risks than we face with our owned trucks.
We may contract with more owner-operators and use more owner-operator trucks than some of our competitors. We are therefore more dependent on owner-operator trucks than some of our competitors. Failure to maintain owner-operator business and relationships and increased industry competition for owner-operators could have a materially adverse effect on our operating results.
During times of increased economic activity, we face heightened competition for owner-operators from other carriers. To the extent our turnover increases, we may be required to increase owner-operator compensation or take other measures to remain an attractive option for owner-operators. If we cannot attract sufficient owner-operators or it becomes economically difficult for owner-operators to continue in business, we may not be able to maintain the percentage of our fleet provided by owner-operators or maintain our delivery schedules.
We provide financing to certain qualified owner-operators to lease trucks from us. If we are unable to provide such financing in the future, due to liquidity constraints or other restrictions, we may experience a decrease in the number of owner-operators available to fully operate our assets. Further, if owner-operators, operating trucks we finance, default under or otherwise terminate the financing arrangement and we are unable to find a replacement owner-operator, we may incur losses on amounts owed to us with respect to the truck in addition to any losses we may incur as a result of idling the truck.
Our lease contracts with owner-operators are governed by federal and other leasing regulations, which impose specific requirements on us and owner-operators. It is possible that we could face lawsuits alleging the violation of leasing obligations or failure to follow the contractual terms, which could result in liability.
We utilize owner-operators to complete our services. These owner-operators are subject to similar regulation requirements, such as the electronic on-board recording (EOBR) and driver HOS requirements that apply to larger carriers, which may have a more significant impact on their operations, causing them to exit the transportation industry. Aside from when these third parties may use our trailing equipment to fulfill loads, we do not own the revenue equipment or control the drivers delivering these loads. The inability to obtain reliable third-party owner-operators could have a materially adverse effect on our operating results and business growth.
We depend on railroads in the operation of our intermodal business, and therefore, our ability to offer intermodal services could be limited if we experience instability from third parties we use in that business.
Our intermodalIntermodal segment utilizes railroads in the performance of its transportation services.and some third-party drayage carriers to transport freight for our intermodal customers. The majority of these services are provided pursuant to contractual relationships with the railroads. While we have
had agreements with a numberall of the Class I railroads, currently, our primary contracts are with the majorityBNSF Railway Company (“BNSF”) and CSX Transportation (“CSX”) freight railroads to provide rail-based freight transportation services in support of our business travels on the Burlington Northern Santa Fe (BNSF) and the CSX Transportation (CSX) railways, with which we have established relationships.intermodal operations. One of our competitors has a preferential contractual arrangement with BNSF, which limits the market share and relative profitability of the services we provide through BNSF. In certain markets and rail corridors, rail service is limited to a few railroads or even a single railroad due to the lack of competition. Our ability to provide intermodal services in certain traffic lanes is likely to be reduced or constricted if any of the Class 1 railroads were to discontinue service in those lanes or if the overall state of rail service in those lanes were to deteriorate.
Our contracts with the railroads are subject to periodic renewal, and there is no guarantee that our negotiations to renew the contracts will be successful. Our intermodal business may be adversely affected by any adverse change toin our contract terms with the railroads, our relationships with railroad service providers.
Pricing arrangements with these Class Ithe railroads, generally permit pricing to be adjusted based on market conditions, and an unfavorable change in future market conditions could adversely affect pricing. In addition, a material change in our relationship with, the overall service levels provided by, or our inability to utilize one or more of these railroads could have a materially adverse effect on our business and operating results. Future declines in overall service and volume levels provided by these railroads could have a materially adverse effect on our intermodal segment. the railroads.
In addition, a portion of the freight we deliver through both our intermodalIntermodal and truckingTrucking segments is imported to the United StatesU.S. through ports of call that are subject to labor union contracts. Work stoppages or other disruptions at any of these ports could have a materially adverse effect on our business.
We depend on third-party capacity providers, for logistics brokerage business, and service instability fromissues of performance, availability, or pricing with these transportation providers could increase our operating costs, reduce our ability to offer intermodal and brokerage services, and limit growth in our brokerage and profitability of our logistics segment,operations, which could adversely affect our revenue, operating results of operations, and customer relationships.
Our brokerage businessLogistics segment is highly dependent uponon the services of third-party capacity providers, includingsuch as other truckload carriers.carriers, LTL carriers, railroads, ocean carriers, and airlines. Many of those providers face the same economic challenges as we do and, therefore, are actively and competitively soliciting business. These economic conditions may have an adverse effect on the performance, availability, and cost of third-party providers may seek other freight opportunities and may require increased compensation in times of improved freight demand or tight trucking capacity. Our third-party truckload carriers may also be affected by certain factors to which our drivers and owner-operatorsIf we are subject, including, but not limited to, driver shortage, alternative employment opportunities, varying freight market conditions, high capital expenditures, and trucking industry regulations. Most of our third-party capacity provider transportation services contracts are cancelable on a short-term basis without cause. Our inabilityunable to secure the services of these third-parties, or increasesthird-party capacity providers at reasonable rates, our results of operations could be adversely affected.
We are making strategic investments in new offerings and technologies and expect to continue to make such investments in the pricesfuture. These ventures are inherently risky, and we must pay to secure such services,may never realize any expected benefits from them which could have ana material adverse effect on our operations and profitability to the extent we are not able to obtain corresponding customer rate increases.
If our third-party logistics customers are able to reduce their total cost structure and improve their internal logistics operations and transportation services, our third-party logistics business and operating results may be materially adversely affected.financial results.
A major driverWe engage in strategic transactions and make strategic investments including investments in autonomous vehicle technology, cloud-based transportation management system software platforms, telematics, and mobile software applications which are focused on establishing a competitive advantage in the transportation and logistics services offered by the Company or exploiting new market opportunities. Refer to Note 5,Investments, to our consolidated financial statements for customers to use third-party logistics providers insteadinformation on our strategic investments. Such strategic investments naturally entail risks and uncertainties, some of their own personnel is their inherent high cost and difficulty in attaining logistics expertise and operational efficiencies. Our third-party logistics service is generally able to provide such services more efficiently than otherwise could be provided “in-house,” primarily as a result ofwhich are beyond our technological efficiencies, lower and more flexible associate cost structure, and our existing industry relationships and expertise. If, however, our third-party logistics customers are able to reduce their “in-house” logistics cost structures, especially by reducing associate costs,control. For example, we may not be able to provide our customers with an attractive alternative for their logistics needs, and our third-party logistics business and operating resultsderive value from strategic investments or we may be materially adversely affected.
Difficultyincur higher than expected costs in obtaining material, equipment, goods, and services from our vendors and suppliers could adversely affect our business.
We are dependent upon our suppliers for certain products and materials, including our trucks, trailers, chassis, and containers. We believerealizing a return on such investments or overestimate the benefits that we have positive relationships with our vendors and suppliers and are generally able to obtain favorable pricing and other termsreceive or realize from such parties.investments. Therefore, we cannot provide assurance that any of our strategic investments will generate anticipated financial returns. If weour strategic investments fail to maintain these relationships withmeet our vendors and suppliers, or if our vendors and suppliers are unable to provide the products and materials we need or undergo financial hardship, we could experience difficulty in obtaining needed goods and services because of production interruptions, limited material availability, or other reasons. Subsequently,expectations, our business and results of operations couldmay be adversely affected.impacted.
If we are unable to recruit, develop, and retain our key associates, our business, financial condition, and operating results could be adversely affected.
We are highly dependent uponcannot effectively manage the services of certain key employees, including our team of executive officers and managers. We currently do not have employment agreements with any of our executive officers, and the loss of any of their services could negatively impact our operations and future profitability. Inadequate succession planning or unexpected departure of key executive officers could cause substantial disruption to our business operations, deplete our institutional knowledge base, and erode our competitive advantage. Additionally, we must continue to recruit, develop, and retain skilled and experienced service center managers if we are to realize our goal of expanding our operations and continuing our growth, including internationally.
Failure to recruit, develop, and retain a core group of service center managers could have a materially adverse effect on our business.
Efforts by labor unions could divert management’s attention and could have a materially adverse effect on our operating results.
We face the risk that Congress or one or more states will approve legislation significantly affecting our business and our relationship with our associates, such as the previously proposed federal legislation referred to as the Employee Free Choice Act, which would substantially liberalize the procedures for union organization. We also face the risk that our associates, including drivers, may attempt to organize. Currently, eight of our company drivers are members of an organized labor union as a result of a commitment from the 1980s to allow this group of drivers to finish their careers with Schneider. Any attempt to organize by our associates could result in increased legal and other associated costs. In addition, if we were to enter into a collective bargaining agreement, the terms could negatively affect our costs, efficiency, and ability to generate acceptable returns on the affected operations. Moreover, any labor disputes or work stoppages, whether or not our other associates unionize, could disrupt our operations and reduce our revenues.
Insurance and claims expenses could significantly reduce our earnings.
Our future insurance and claims expense might exceed historical levels, which could reduce our earnings. We self-insure or maintain a high deductible for a portion of our claims exposure resulting from workers’ compensation, auto liability, general liability, cargo, and property damage claims, as well as associate health insurance. Estimating the number and severity of claims, as well as related judgment or settlement amounts is inherently difficult. This, along with legal expenses, incurred but not reported claims, and other uncertainties can cause unfavorable differences between actual claim costs and our reserve estimates. We reserve for anticipated losses and expenses and periodically evaluate and adjust our claims reserves to reflect our experience. However, ultimate results may differ from our estimates, which could result in losses over our reserved amounts.
We maintain insurance with licensed insurance carriers above the amounts which we retain. Although we believe our aggregate insurance limits should be sufficient to cover reasonably expected claims, it is possible that the amount of one or more claims could exceed our aggregate coverage limits. If any claim were to exceed our coverage, we would bear the excess, in addition to our other self-insured/retained amounts. Insurance carriers have raised premiums for many businesses, including transportation companies. As a result, our insurance and claims expense could increase, or we could raise our self-insured retention or deductible when our policies are renewed or replaced. Our operating results and financial condition could be materially and adversely affected if (1) cost per claim, premiums, or the number of claims significantly exceeds our estimates, (2) we experience a claim in excess of our coverage limits, (3) our insurance carriers fail to pay on our insurance claims, or (4) we experience a claim for which coverage is not provided.
Insuring risk through our captive insurance company could adversely impact our operations.
We insure a significant portion of our risk through our wholly owned and consolidated captive insurance company, INS Insurance, Inc. (INS). In addition to insuring portions of our own risk, INS provides insurance coverage to owner-operators. Our captive insurance company accesses the reinsurance markets and may increase retention amounts to offset the insurance market pressures, which could expose us to volatility in claims expenses.
To comply with certain state insurance regulatory requirements, cash and cash equivalents must be paid to INS as capital investments and to cover insurance premiums, which deployed assets may be restricted as collateral for anticipated losses. In addition, we must deploy from our balance sheet the cash used for payment of insured claims. In the future, we may continue to insure our risk through our captive insurance subsidiary, which may cause increases in the required amount of cash or other collateral, such as letters of credit. Significant increases in the amount of collateral required by third-party insurance carriers and regulators would reduce our liquidity and could adversely affect our results of operations.
Our captive insurance company is subject to substantial government regulation.
Our captive insurance company is domiciled in Vermont and regulated by state authorities. State regulations generally provide protection to policy holders, rather than shareholders, and generally involve:
• approval of premium rates for insurance;
• standards of solvency;
• minimum amounts of statutory capital surplus that must be maintained;
• limitations on types and amounts of investments;
• regulation of dividend payments and other transactions between affiliates;
• regulation of reinsurance;
• regulation of underwriting and marketing practices;
• approval of policy forms;
• methods of accounting; and
• filing of annual and other reports with respect to financial condition and other matters.
These regulations may increase our costs of regulatory compliance, limit our ability to change premiums, restrict our ability to access cash held in our captive insurance company, and otherwise impede our ability to take actions we would otherwise take.
We operate in a highly-regulated industry, and increased costs of compliance with, or liability for violation of, existing or future federal or state regulations could have a materially adverse effect on our business.
We are subject to regulation at the federal and state levels. We may incur additional expenses associated with state wage, driver meal, and rest break regulation such as that which has been enacted in California. In addition, we operate in the United States pursuant to federal operating authority granted by the DOT. Our company drivers and owner-operator drivers with whom we contract also must comply with the safety and fitness regulations of the DOT, implemented through the FMCSA, including those relating to CSA safety performance and measurements, drug and alcohol testing, and HOS. Weight and equipment dimensions also are subject to government regulations. We also may become subject to new or more restrictive regulations relating to exhaust emissions, drivers’ HOS, ergonomics, collective bargaining, security at ports, and other matters affecting safety or operating methods. In addition, the rules regarding how carriers are assigned their “safety fitness” scores could change in a way that would increase the likelihood of carriers being determined to be unfit, which could adversely affect us, including our ability to maintain or grow our fleet, as well as our customer relationships. The FMCSA withdrew a proposed rulemaking on this topic in March 2017 but could propose similar rule changes in the future.
In December 2017, the FMCSA final rule requiring the electronic logging devices (ELDs) by nearly all carriers came into effect. Nearly all of our trucks, including all the owner-operator trucks used by us, were already equipped with electronic on-board recorders (EOBRs). In December 2019, the next phase of the ELD mandate will come into effect requiring carriers that were previously grandfathered-in using automatic on-board recording devices (AOBRDs) to switch to ELDs to log HOS. The devices required to comply with the rules have resulted in historical costs to the Company and will continue to create costs going forward. Federal law also requires major freight and commuter railroads to install and maintain new safety technology known as Positive Train Control, which is complex and can be costly to implement, and may adversely affect our railroad partners and, in turn, have a materially adverse effect on operating results of our intermodal business.
In 2008 the State of California’s Air Resources Board (ARB) approved the Heavy-Duty Vehicle Greenhouse Gas (GHG) Emission Reduction Regulation in efforts to reduce GHG emissions from certain long-haul tractor-trailers that operate in California by requiring them to utilize technologies that improve fuel efficiency (regardless of where the vehicle is registered). The regulation required owners of long-haul tractors and 53-foot trailers to replace or retrofit their vehicles with aerodynamic technologies and low rolling resistance tires. The regulation also contained certain emissions and registration standards for temperature controlled trailer operators. In December 2013, California’s ARB approved regulations to align its GHG emission standards and test procedures, as well as its tractor-trailer GHG regulation, with the federal Phase 1 GHG regulation, which applied fuel efficiency standards to vehicles for model years 2014-2018.
In October 2016, the EPA and the NHTSA published a Final Rule for Phase 2 of the GHG emissions and fuel efficiency standards for medium and heavy-duty engines and vehicles. The Final Rule, which became effective as of December 27, 2016, is expected by the EPA to lower CO2 emissions by 1.1 billion metric tons and reduce oil consumption by up to 2 billion barrels over the lifetime of vehicles sold under the Phase 2 program. First-time GHG and fuel efficiency standards for trailers started in model year 2018 for EPA and will start for model year 2021 for NHSTA, and CO2 and fuel consumption standards for combination tractors and engines, which are subject to individual and separate regulatory requirements, commence in model year 2021, increase incrementally in model year 2024, and achieve a fully phased-in requirement by model year 2027. EPA and
NHSTA expect that motor carriers will meet the increased standards through the use of technology improvements in multiple areas, including the engine, transmission, driveline, aerodynamic design, extended idle reduction technologies, and the use of other accessories. These regulations could adversely affect us by increasing the cost of new trucks, impairing productivity, and increasing our operating expenses.
In addition to the United States, we also have the authority to operate in Mexico, various Canadian provinces, and China. We, as well as our drivers and owner-operators, must comply with enacted governmental regulations regarding safety, equipment, environmental protection, and operating methods. Examples include regulation of equipment weight, equipment dimensions, fuel emissions, driver HOS, driver eligibility requirements, on-board reporting of operations, and ergonomics. We may also become subject to new or more restrictive regulations related to safety or operating methods, which could adversely affect our fleet and operations in those jurisdictions.
If current or future legislation or judicial decisions deem that independent contractors (owner-operators) or contingent workers are equivalent to employees, we would incur more employee-related expenses.
We face a complex and increasingly stringent regulatory and statutory scheme relating to wages, classification of employees, and alternate work arrangements. Tax, federal and other regulatory authorities, and private plaintiffs have argued that owner- operator drivers in the trucking and transportation industries are employees, rather than independent contractors. In April 2010, federal legislation was proposed that increased the recordkeeping requirements for companies that engage independent contractors and heightened the penalties to employers that misclassify individuals or violate overtime and/or wage requirements. There have been and may continue to be lawsuits concerning the appropriate worker classification of individuals that provide delivery services, and the outcomes of such cases may be adverse to us. Further, class action and other lawsuits have been filed against us and others in our industry seeking to reclassify owner-operator drivers as employees for a variety of purposes, including workers’ compensation and health care coverage. If any such cases are judicially determined in a manner adverse to us or our businesses, there could be an adverse impact on our operations in the affected jurisdictions. Taxing and other regulatory authorities and courts apply a variety of standards in their determination of independent contractor status. If the owner-operator drivers we contract with are deemed employees, we would incur additional exposure under laws for federal and state tax, workers’ compensation, unemployment benefits, labor, employment, and tort. The exposure could include prior period compensation, as well as potential liability for employee benefits and tax withholdings.
Our operations in Mexico, Canada, and China, including our cross-border operations with Canada and Mexico, make us vulnerable to riskschallenges associated with doing business in foreign countries.internationally, our revenues and profitability may suffer.
As a resultOur results are affected by the success of our operations in Mexico, Canada, and China, including our cross-border intermodal operations with Canada and Mexico, weChina. We are subject to certain risks inherent inof doing business abroad, including:
exposure toin those countries, including fluctuations in foreign exchange rates and currency controls, local economic and political conditions;
conditions, restrictive trade policies, imposition of foreign exchange rate fluctuationsduties and currency controls;
withholdingtaxes, U.S. and other taxes on remittancesforeign anti-corruption laws, U.S. and other payments by subsidiaries;
foreign trade policies, difficulties in enforcing contractual obligations and intellectual property rights;
investment restrictions or requirements;rights, burdens of complying with a wide variety of international and
U.S. export and import restrictions.
laws, and social, political, and economic instability. Additional risks associated with our foreign operations include restrictive trade policies and imposition of duties, taxes, or government royalties by the governments of Mexico and Canada. On July 1, 2020, the new USMCA entered into force as a replacement to the NAFTA. The USMCA contains significant improvements and modernized approaches to rules of origin, agricultural market access, intellectual property, digital trade, labor, and numerous other sectors. It is difficult to anticipate the full impact of the USMCA on our business, financial condition, cash flows, and results of operations. In addition, if we are unable to maintain our Customs Trade Partner Against Terrorism, (C-TPAT), Free and Secure Trade, (FAST), and Partners in Protection (PIP) status, we may have significant border delays. This could cause our Mexican and Canadian operations to be less efficient than those of competitor truckload carriers that have such status and operate in Mexico or Canada. We also face additional risks associated with our foreign operations, including restrictive trade policies and imposition of duties, taxes, or government royalties imposed by the Mexican or Canadian government, to the extent not preempted by the terms of the North American Free Trade Agreement (NAFTA). In addition, changes to NAFTA or other treaties governing our business could adversely impact our international business. Failure to comply with trade compliance laws and regulations applicable to our international operations may subject us to liability.competitors.
Further changes in U.S. tax laws and regulations may impact our effective tax rate and may adversely affect our business, financial condition, and operating results.
The Tax Cuts and Jobs Act had an impact on our net income for 2017 and is expected to affect our future effective tax rate. We also have benefited from certain other tax provisions, such as those relating to capital expenditure deductions. Further changes in the U.S. tax laws, including any changes related to capital expenditure deductions or any significant changes to federal tax rates, interest expense deductions, or the taxation of business entities, could have a materially adverse effect on our growth opportunities, business, and results of operations.
Our operations are subject to various environmental laws and regulations, the violation of which could result in substantial fines or penalties.
We are subject to various environmental laws and regulations dealing with the hauling and handling of hazardous materials, waste and other oil, fuel storage tanks, air emissions from our vehicles and facilities, engine idling, and discharge and retention of storm water. Our truck terminals often are located in industrial areas where groundwater or other forms of environmental contamination could occur. Our operations involve the risks of fuel spillage or seepage, environmental damage, and hazardous waste disposal, among others. Certain of our facilities have waste oil or fuel storage tanks and fueling islands. If we are involved in a spill or other accident involving hazardous substances, if there are releases of hazardous substances we transport, if soil or groundwater contamination is found at our facilities or results from our operations, or if we are found to be in violation of applicable environmental laws or regulations, we could owe cleanup costs and incur related liabilities, including substantial fines or penalties or civil and criminal liability, any of which could have a materially adverse effect on our business and operating results.
EPA regulations limiting exhaust emissions became more restrictive in 2010. In 2010, an executive memorandum was signed directing the NHTSA and the EPA to develop new, stricter fuel efficiency standards for heavy trucks. In 2011, the NHTSA and the EPA adopted final rules that established the first-ever fuel economy and greenhouse gas standards for medium-and heavy-duty vehicles. These standards apply to model years 2014 to 2018, which are required to achieve an approximate 20 percent reduction in fuel consumption by model year 2018 and equates to approximately four gallons of fuel for every 100 miles traveled. In June 2015, the EPA and NHTSA jointly proposed new stricter standards that would apply to trailers beginning with model year 2018 and tractors beginning with model year 2021.
For information on other regulatory developments, see the risk factor titled, “We operate in a highly-regulated industry, and increased costs of compliance with, or liability for violation of, existing or future federal or state regulations could have a materially adverse effect on our business.”
We have significant ongoing capital requirements that could affect our profitability if we are unable to generate sufficient cash from operations or obtain financing on favorable terms.
The truckload industry generally, and our trucking and intermodal segments in particular, are capital intensive and asset heavy, and our policy of maintaining a young, technology-equipped fleet requires us to incur significant amounts in capital expenditures annually. We expect to pay for projected capital expenditures with cash flows from operations, proceeds from equity sales, or financing available under our existing debt instruments. If we were unable to generate sufficient cash from operations, we would need to seek alternative sources of capital, including financing, to meet our capital requirements. In the event that we are unable to generate sufficient cash from operations or obtain financing with favorable terms in the future, we may have to limit our fleet size, enter into less favorable financing arrangements, or operate our equipment for longer periods, any of which could have a materially adverse effect on our profitability.
We may need to obtain additional financing which may not be available or, if it is available, may result in a reduction in the percentage ownership of our then-existing shareholders.
We may need to raise additional funds in order to:
• finance unanticipated working capital requirements or refinance existing indebtedness;
• develop or enhance our technological infrastructure and our existing products and services;
• fund strategic relationships;
• respond to competitive pressures; and
• acquire complementary businesses, technologies, products, or services.
Additional financing may not be available on terms favorable to us or at all. If adequate funds are not available or are not available on acceptable terms, our ability to fund our expansion strategy, take advantage of unanticipated opportunities, develop or enhance technology or services, or otherwise respond to competitive pressures could be significantly limited. If we raise additional funds by issuing equity or convertible debt securities, the percentage ownership of our then-existing shareholders may be reduced, and holders of these securities may have rights, preferences, or privileges senior to those of our then-existing shareholders.
Our existing and future indebtedness could limit our flexibility in operating our business or adversely affect our business and our liquidity position.
As of December 31, 2018, we had $411.9 million in aggregate principal indebtedness for borrowed money outstanding, consisting of $400.0 million outstanding under our senior notes, $5.0 million in equipment financing notes outstanding, and $6.9 million in obligations outstanding under capital leases.
Our indebtedness may increase from time to time in the future for various reasons, including fluctuations in operating results, capital expenditures, and potential acquisitions. Any indebtedness we incur and restrictive covenants contained in the agreements related thereto could:
make it difficult for us to satisfy our obligations, including making interest payments on our debt obligations;
limit our ability to obtain additional financing to operate our business;
require us to dedicate a substantial portion of our cash flow to payments on our debt, reducing our ability to use our cash flow to fund capital expenditures, working capital, and other general operational requirements;
limit our flexibility to plan for and react to changes in our business;
place us at a competitive disadvantage relative to some of our competitors that have less, or less restrictive, debt than us;
limit our ability to pursue acquisitions; and
increase our vulnerability to general adverse economic and industry conditions, including changes in interest rates or a downturn in our business or the economy.
The occurrence of any one of these events could have a materially adverse effect on our business, financial condition, and operating results or cause a significant decrease in our liquidity and impair our ability to pay amounts due on our indebtedness. Significant repayment penalties may limit our flexibility.
In addition, our credit facility contains, among other things, restrictive covenants that limit our and our subsidiaries’ ability to finance future operations or capital needs or to engage in other business activities. The credit facility restricts, among other things, our ability and the ability of our subsidiaries to incur additional indebtedness or issue guarantees, create liens on our assets, make distributions on or redeem equity interests, make investments, transfer or sell properties or other assets, and engage in mergers, consolidations, or acquisitions. In addition, our credit facility requires us to meet specified financial ratios and tests.
The seasonal pattern generally experienced in the trucking industry may affect our periodic results during traditionally slower shipping periods and winter months.
In the trucking industry, revenue generally follows a seasonal pattern which may affect our operating results. We typically experience a seasonal surge in sales during the fourth quarter of our fiscal year as a result of holiday sales. After the December holiday season and during the remaining winter months, our freight volumes are typically lower because some customers reduce shipment levels. Our operating expenses have historically been higher in the winter months because of cold temperatures and other adverse winter weather conditions which result in decreased fuel efficiency, increased cold weather-related maintenance costs of revenue equipment, and increased insurance and claims costs. Revenue can also be affected by adverse weather conditions, holidays, and the number of business days during a given period because revenue is directly related to the available working days of shippers.
Severe weather and similar events could harm our results of operations or make our results more volatile.
From time to time, we may suffer impacts from severe weather and similar events, such as tornadoes, hurricanes, blizzards, ice storms, floods, fires, earthquakes, and explosions. These events may disrupt freight shipments or routes, affect regional economies, destroy our assets, disrupt fuel supplies, increase fuel costs, cause lost revenue and productivity, increase our
maintenance costs, or adversely affect the business or financial condition of our customers, any of which could harm our results of operations or make our results of operations more volatile.
Risks Relating to Our Financial Condition, Taxation, and Capital Requirements
Our goodwill or long-lived assets may become impaired, which could result in a significant charge to earnings.
We are increasingly dependent on data networkshold significant amounts of goodwill and systems, including trackinglong-lived assets, and communications systems, and significant systems disruptions, including those caused by cybersecurity breaches,the balances of these assets could adversely affect our business.
Our policy of increasingly using technology to improve productivity and reduce costs through our Quest platform means that our business is reliant onincrease in the efficient, stable, and uninterrupted operationfuture if we acquire other businesses. At December 31, 2020, the balance of our data networksgoodwill, capitalized software, and systems, including trackinglong-lived assets was $2.0 billion, and communications systems. Our computer systemsthe total market value of the Company’s outstanding shares was $3.7 billion. Under GAAP, our goodwill and telematics technologylong-lived assets are usedsubject to an impairment analysis when events or changes in various aspectscircumstances indicate the carrying value of such goodwill or long-lived assets may not be recoverable. In addition, we test goodwill for impairment annually. Factors that may be considered a change in circumstances indicating that the carrying value of our business, including load planninggoodwill or long-lived assets may not be recoverable include, but are not limited to, a sustained decline in stock price and receiving, dispatch of driversmarket capitalization, significant negative variances between actual and third-party capacity providers, freightexpected financial results, reduced future cash flow estimates, adverse changes in applicable laws or regulations or legal proceedings, failure to realize anticipated synergies from acquisitions, and container tracking, customer billing and account monitoring, automation of tasks, producingslower growth rates in our industry. We may be required to record a significant charge to earnings in our consolidated financial and other reports, and other general functions and purposes. We are currently dependent on a single vendor for asset management, driver communication, and critical load planning data. Ifstatements during the stability or capability of such vendor is compromised, it could adversely affect our revenue, customer service, driver turnover rates, and data preservation. Additionally, ifperiod in which any impairment of our critical informationgoodwill or communications systems fail or become unavailable,long-lived assets is determined to exist, negatively impacting our results of operations. If our market capitalization was to fall below the book value of our total stockholders’ equity for a sustained period, we may conclude that the fair value of certain of our long-lived assets is materially impaired. In this case, we would be required under GAAP to record a noncash charge to our earnings which could have to perform certain functions manually, which could temporarily affect the efficiency and effectiveness of our operations.
Our operations and those of our technology and communications service providers are vulnerable to interruption by fire, earthquake, power loss, telecommunications failure, terrorist attacks, internet failures, computer viruses, malware, hacking, and other events beyond our control. More sophisticated and frequent cyberattacks within the United States in recent years have also increased security risks associated with information technology systems. Although we maintain information security processes and policies to protect our information, computer systems, and data from cybersecurity threats, breaches, and other such events, we have experienced cyber-attacks in the past that we were able to mitigate without a materiallymaterial adverse effect on our business, and results of operations. Althoughoperations, and financial condition.
We have significant ongoing capital requirements that could affect our profitability if our capital investments do not match customer demand for invested resources, or we believe that any disruption wouldare unable to generate sufficient cash from operations.
Our operations are capital-intensive, and our strategic decision to invest in newer equipment requires us to expend significant amounts in capital expenditures annually. The amount and timing of such capital expenditures depend on various factors, including anticipated freight demand and the price and availability of new or used tractors. If anticipated demand differs materially from actual usage, our capital-intensive truckload operations may have too many or too few assets. Moreover, resource requirements vary based on customer demand, which may be minimal, moderate,subject to seasonal or temporary, we cannot predict the likelihood or extent to which such alternate location orgeneral economic conditions. During periods of decreased customer demand, our information and communication systems would be affected. Our business and operations could be adversely affected in the event of a system failure, disruption, or security breach that causes a delay, interruption, or impairment of our services and operations.
Historically we have not made a significant number of acquisitions,asset utilization may suffer, and we may not make acquisitionsbe forced to sell equipment on the open market in the future; or if we do, we may not be successful in integrating the acquired company,order to right size our fleet. This could cause us to incur losses on such sales, particularly during times of a softer used equipment market, either of which could have a materially adverse effect on our business.profitability.
Historically, acquisitions have not been a significant part of
Should demand for freight shipments weaken or our growth strategy. From 2008margins suffer due to 2015 we did not complete any significant acquisitions. In 2016, we acquired WSL. We may not be successful in identifying, negotiating,increased competition or consummating any acquisitions, andgeneral economic conditions, we may not successfully complete the integrationhave to limit our fleet size or operate our revenue equipment for longer periods, either of these businesses or achieve the synergies and operating results anticipated in connection with these acquisitions. The continuing trend toward consolidation in the trucking industry may result in the acquisitions of smaller carriers by large carriers that gain market share and other competitive advantages through such acquisitions. If we fail to make or successfully execute future acquisitions, our growth rate could be materially and adversely affected.
In addition, any acquisitions we undertake could involve numerous risks thatwhich could have a materially adverse effect on our business and operating results, including:
difficulties in integrating the acquired company’s operations and profitability.
Our effective tax rate may fluctuate which would impact our future financial results.
Our effective tax rate may be adversely impacted by, among other things, changes in realizing anticipated economic, operational,the valuation of deferred tax assets, changes in the regulations relating to capital expenditure deductions, or changes in tax laws where we operate, including the uncertainty of future tax rates. We cannot give any assurance as to the stability or predictability of our effective tax rate in the future because of, among other things, uncertainty regarding the tax laws and policies of the countries where we operate.
The estimated effects of applicable tax laws, including current interpretation of the Tax Reform Act and recently proposed regulations thereto, have been incorporated into our financial results. The U.S. Treasury Department, Internal Revenue Service, and other benefits in a timely manner thatstandard-setting bodies could result in substantial costs and delaysinterpret or other operational, technical,issue future legislation or financial problems;
challenges in achieving anticipated revenue, earnings, or cash flows;
assumption of liabilities that may exceed our estimates or what was disclosed to us;
the diversion of our management’s attention from other business concerns;
the potential loss of customers, key associates, and driversguidance which impact how provisions of the acquired company;Tax Reform Act will be applied or otherwise administered that is different from our interpretation, which could have a material adverse impact on our effective tax rate, as well as our future financial results and tax payments.
difficulties operating in markets in which we have had no or only limited direct experience;
the incurrence of additional indebtedness; and
the issuance of additional shares ofFurther, our common stock, which would dilute shareholders' ownership in the company.
Wetax returns are subject to various claimsperiodic reviews or audits by domestic and lawsuitsinternational authorities, and these audits may result in adjustments to our provision for taxes or allocations of income or deductions that result in tax assessments different from amounts that we have estimated. We regularly assess the ordinary courselikelihood of business, and increases inan adverse outcome resulting from these audits to determine the amount or severityadequacy of our provision for taxes. There can be no assurance as to the outcome of these claims and lawsuits could adversely affect us.
We are exposedaudits or that our tax provisions will not change materially or be adequate to various claims and litigation related to commercial disputes, personal injury, property damage, environmental liability, and other matters. Proceedings include claims by third parties, and certain proceedings have been certified or purport to be class actions. Developments in regulatory, legislative or judicial standards, material changes to litigation trends, or a catastrophic accident or series of accidents, including railroad derailments that afflictsatisfy any associated tax liability. If our intermodal railroad operating partners, involving any or all of property damage, personal injury, and environmental liability could have a materially adverse effect on our operating results, financial condition, and liquidity.
We may be exposed to interest rate risk with regard to any indebtedness outstanding under our revolving credit facility.
The interest rate under the credit agreement governing our revolving credit facility is based on the Prime Rate, the Federal Funds Rate, or LIBOR, depending upon the specific type of borrowing, plus an applicable margin. To the extent we incur borrowings under our revolving credit facility, increases in any of these rates may increase our interest expense relating to these borrowings. As a result, we are exposed to interest rate risk. If interesteffective tax rates were to increase or if our debt service obligationstax liabilities exceed our estimates and provisions for such taxes, our financial results could be adversely affected.
Insurance and claims expenses could significantly reduce our earnings.
We self-insure, or insure through our wholly-owned captive insurance company, a significant portion of our claims exposure resulting from, auto liability, general liability, cargo, and property damage claims, as well as workers’ compensation. In addition to insuring portions of our risk, our captive insurance company provides insurance coverage to our owner-operator drivers. We are also responsible for our legal expenses relating to such claims which can be significant both on an aggregate and individual claim basis. Although we reserve for anticipated losses and expenses and periodically evaluate and adjust our claims reserves to reflect our experience, estimating the number and severity of claims, as well as related costs to settle or resolve them, is inherently difficult, and such costs could exceed our estimates. Accordingly, our actual losses associated with insured claims may differ materially from our estimates and adversely affect our financial condition and results of operations in material amounts.
As a supplement to our self-insurance program, we maintain insurance with excess insurance carriers for potential losses which exceed the amounts we self-insure. Although we believe our aggregate insurance limits should be sufficient to cover our historic claims amounts, the commercial trucking industry has experienced a wave of blockbuster or so-called “nuclear” verdicts, where juries have awarded tens or even hundreds of millions of dollars to accident victims and their families. Given this recent trend, it is possible that one or more claims could exceed our aggregate coverage limits. If any claim were to exceed our aggregate insurance coverage, we would bear the excess, in addition to our other self-insured amounts.
Given the current claims settlement environment, the amount of coverage available from excess insurance carriers is decreasing, and the premiums for this excess coverage are increasing significantly. For the foregoing reasons, our insurance and claims expenses may increase, or we could increase even though the amount borrowed remained the same,our self-insured retention as policies are renewed or replaced. In addition, we may assume additional risk within our captive insurance company that we may or may not reinsure. Our results of operations and our net income and cash flows, including cash available for servicing our indebtedness, would correspondingly decrease. We are not a party to an interest rate swap contract or other derivative instruments designed to hedge our exposure to interest rate fluctuation risk.
If we do not adapt to new technologies and new participants in the truckload and transportation industry, our business could suffer.
The truckload and transportation industry may experience significant change in the coming years. Non-traditional participants may seek to enter the industry, as in the case of technology firms that have introduced, or are in the process of introducing, load-matching technologies for freight or other new technologies. These non-traditional participants may seek to disrupt the historic business model of the industry through such new technologies, products, services, or business models. Our traditional competitors also may introduce or adopt new technologies, which could increase competitive pressures. If we do not appropriately predict, prepare for, and respond to new kinds of technological innovations and market developments, our business, financial condition operating results,could be materially and long-term competitiveness may be harmed.adversely affected if (1) our costs or losses significantly exceed our aggregate coverage limits, (2) we are unable to obtain insurance coverage in amounts we deem sufficient, (3) our insurance carriers fail to pay on our insurance claims, or (4) we experience a claim for which coverage is not provided.
Risks Relating to OwnershipOur Governance Structure
Voting control of Our Class B Common Stock
The dual class structurethe Company is concentrated with a Voting Trust that was established for certain members of our common stock has the effect of concentrating voting control with the Schneider family and the trustees under the Schneider National, Inc. Voting Trust and limitingwhich limits the ability of our other shareholders to influence major corporate matters. Their interests may conflict with the interests of our other shareholders in the future.transactions.
We currently have two classesa dual class common stock structure consisting of authorized and outstanding common stock:
(1) Class A common stock, entitled to ten votes per share of which there were 83,029,500 shares outstanding as of December 31, 2018; and
(2) Class B common stock, entitled to one vote per share, of which there were 93,969,268 shares outstanding as of December 31, 2018.
All holders of Class A common stock and all holders of Class B common stock vote together as a single group on all matters submitted to a vote or consent of our shareholders.share. The Schneider family, including trusts established for the benefit of certain members of the Schneider family, collectively beneficially own 100% of our outstanding Class A common stock and approximately 44%42% of our outstanding Class B common stock, representing approximately 94% of the total voting power of all of our outstanding common stock and approximately 70%69% of our total outstanding common stock.
TheA Voting Trust holds the shares of Class A common stock.stock that are beneficially owned by the Schneider family. The independent directors who are members of our Corporate Governance Committee serve as trustees of the Voting Trust, (the “Voting Trustees”) and, certain members ofin general, those directors have full power and discretion to vote the Schneider family have entered into the Amended and Restated 1995 Schneider National, Inc. Voting Trust Agreement and Voting Agreement (the “Voting Trust Agreement”). UnderClass A shares included in the Voting Trust Agreement,with two exceptions. First, in the Voting Trustees exercise all voting power with respect to sharescase of Class A common stock, except that on votes with respect toany Major TransactionsTransaction (as defined under our Amended and Restated Bylaws)Bylaws, including, most notably, a transaction resulting in more than 40% of the voting power of our common stock being held outside of the Schneider family), the Voting Trusteesindependent directors of our Corporate Governance Committee must take direction fromvote the holdersshares of trust certificates, votingcommon Class A stock held in the same proportionVoting Trust as directed by the votetrustees of certain trusts which have been established for the holdersbenefit of trust certificates.certain Schneider family members. As a result, the outcome of the vote on any Major Transaction willis not be controlled bywithin the discretion of the Voting Trustees, but instead will be controlled by certain trusts forTrustees. Second, the benefitindependent directors of Schneider family members holding the trust certificates issued by the Voting Trust.
Under the Voting Trust Agreement, the Voting Trustees have agreed toour Corporate Governance Committee must vote the shares of common Class A common stock held in favor of our Chief Executive Officer and designated members of the Schneider family in any election of members of our Board of DirectorsVoting Trust in accordance with the nomination process agreement described below. This Voting Trust Agreement provides that the members of our corporate governance committee (other than Schneider family members) will serve as trustees of the Voting Trust. Schneider family members have entered into a nomination process agreement with us pursuant to which our corporate governance committee will recommend, and our Board of Directors will include in the slate of director nominees recommended to our shareholders, two specified Schneider family members towill be nominated to serve on our Board of Directors on an annual, rotating basis.
Our Articles of Incorporation provide that each share of Class A common stock withdrawn from, or otherwise transferred out of, the Voting Trust will automatically be converted into a share of Class B common stock.
As a result of these arrangements, the Voting Trust’s voting control of our company allows it to controlTrust controls the outcome of major corporate actionstransactions that require or may be accomplished by shareholder approval, including the election and removal of directors and transactions resulting in a change in control of the company. For so long as the Voting Trust maintains control of us, our Class B shareholders other than those members of the Schneider family willwould be unable to affect the outcome of proposed corporate actions supported by the Schneider family, including a change in control of the company.
The interests of the Schneider family may not be the same as ours or those of our other shareholders. For example, the Schneider family may have an interest in pursuing transactions that could enhance its investment even though such transactions might involve risks to the company and to our other shareholders. The Schneider family may also have an interest in delaying, deterring, or preventing a change in control or business combination that might otherwiseshould any be beneficial to our company and to our other shareholders.proposed.
We are a “controlled company” within the meaning of the rules of the NYSE and, as a result, qualify for, and intend to rely on, exemptions from certain corporate governance requirements relating to our corporate governance committee.Corporate Governance Committee. Our shareholders will not have the same protections afforded to shareholders of other companies that are subject to such requirements.
The Voting Trust has more than 50% of the voting power for the election of directors. As a result, we qualify as a “controlled company” under the corporate governance rules for NYSE-listed companies. As a controlled company, certain exemptions under the NYSE listing standards exempt us from the obligation to comply with certain NYSE corporate governance
requirements, including the requirement that we have a corporate governance committeeCorporate Governance Committee that is composed entirely of independent directors.
We have elected to take advantage of this “controlled company” exemption, and therefore the holders of our Class B common stock therefore may not have the same protections afforded to shareholders of companies that are subject to all of the corporate governance rules for NYSE-listed companies. Our status as a controlled company could therefore make our Class B common stock less attractive to some investors or otherwise harmdepress our stock price.
Our internal controls over financial reporting may not be effective, and our independent registered public accounting firm may not be able to certify as to their effectiveness, which could have a significant and adverse effect on our business, reputation, and stock price.
As a public company, we are required, pursuant to SEC rules that implement Section 404 of the Sarbanes-Oxley Act, or Section 404, to furnish a report by management in this Form 10-K, certifying among other things, the effectiveness of our internal control over financial reporting.
The process of designing and implementing effective internal controls is a continuous effort that requires us to anticipate and react to changes in our business and the economic and regulatory environments and to expend significant resources to maintain a system of internal controls that is adequate to satisfy our reporting obligations as a public company. If we are unable to establish or maintain appropriate internal financial reporting controls and procedures, it could cause us to fail to meet our reporting obligations on a timely basis, result in material misstatements in our consolidated financial statements, and harm our operating results.
When evaluating our internal controls over financial reporting, we may identify material weaknesses that we may not be able to remediate in time to meet the applicable deadline imposed upon us for compliance with the requirements of Section 404. In addition, if we fail to achieve and maintain the adequacy of our internal controls, as such standards are modified, supplemented, or amended from time to time, we may not be able to ensure that we can conclude, on an ongoing basis, that we have effective internal controls over financial reporting in accordance with Section 404. We cannot be certain as to the timing of completion of our evaluation, testing, and any remediation actions or the impact of the same on our operations. If we are not able to implement the requirements of Section 404 in a timely manner or with adequate compliance, we may be subject to sanctions or investigation by regulatory authorities, such as the SEC. If either we are unable to conclude that we have effective internal control over financial reporting, or our independent registered public accounting firm is unable to provide us with an unqualified opinion on internal control over financial reporting, investors could lose confidence in our reported financial information, which could have a materially adverse effect on the trading price of our Class B common stock.
The price of our Class B common stock price may fluctuate significantly.
The trading price of our Class B common stock has been and is likely tomay continue to be volatile. Since sharesvolatile and may fluctuate significantly which may adversely impact investor confidence and increase the likelihood of oursecurities class action litigation.
Our Class B common stock were soldprice has experienced volatility in the past and may remain volatile in the future. Volatility in our initial public offering at a price of $19.00 per share, our closing stock price ranged from $17.95 to $30.24 through December 31, 2018. In addition tocan be driven by many factors including divergence between our actual or anticipated financial results and published expectations of analysts or the factors discussed in this Annual Report on Form 10-K,expectations of the trading pricemarket, the gain or loss of customers, announcements that we, our Class B common stockcompetitors, our customers, or our vendors or other key partners may fluctuate significantly in response to numerousmake regarding their operating results and other factors many of which are beyond our control including:
such as market conditions in the broader stock market in general, or in our industry, in particular;
actual or anticipated fluctuations in our guidance, quarterly financial reports,new market entrants, technological innovations, and operating results;
our ability to satisfy our ongoing capital needs and unanticipated cash requirements;
adverse market reaction to any additional indebtedness incurred or securities we may issue in the future;
introduction of new products and services by us or our competitors;
announcements by our competitors of acquisitions, dispositions, strategic partnerships, joint ventures, or capital
commitments;
issuance of new or changed securities analysts’ reports or recommendations;
sales of large blocks of our stock;
additions or departures of key personnel;
changes or proposed changes in laws or regulations or differing interpretations or enforcement thereof affecting our business;
adverse publicity about our industry or individual scandals;
litigation and governmental investigations; and
economic and political conditions or events.
These and other factors may cause the market price and demand for our Class B common stock to fluctuate substantially, which may limit or prevent investors from readily selling their shares of Class B commonsubstantially. During 2020, the closing stock and may otherwise negatively affect
the liquidity of our Class B common stock. In the past few years, stock markets have experienced extreme price and volume fluctuations. In the past, following periods of volatility in the overall market and the market price of a company’s securities, securities class action litigation has often been instituted against these companies. If any of our shareholders brought a lawsuit against us, we could incur substantial costs defending the lawsuit. Such a lawsuit could also divert the time and attention of our management from our business.
Future sales, or the perception of future sales, by us or our existing shareholders in the public market could cause the market price of our Class B common stock ranged from a low of $16.61 per share to decline.
If our existing shareholders sell substantial amountsa high of our$27.76 per share. Our Class B common stock is also included in certain market indices, and any change in the public marketcomposition of these indices to exclude our company may adversely affect our stock price. Increased volatility in the financial markets and/or overall economic conditions may reduce the amounts that we realize in the future on our cash equivalents and/or transfer substantial amountsmarketable securities and may reduce our earnings as a result of our Class A common stockany impairment charges that we record to reduce recorded values of marketable securities to their fair values.
Further, securities class action litigation is often brought against a public company following periods of volatility in a manner that would cause such Class A common stock to automatically convert into newly issued shares of Class B common stock, the market price of its securities. Due to changes in our Class B common stock price, we may be the target of securities litigation in the future. Securities litigation could result in substantial uninsured costs and divert management’s attention and our resources.
Certain provisions in our certificate of incorporation, by-laws, and Wisconsin law may prevent or delay an acquisition of the Company, which could decrease significantly. The perception in the public market that our existing shareholders might sell shares of Class B common stock or transfer shares of Class A common stock could also depress our market price. As of December 31, 2018, we had 83,029,500 shares of Class A common stock outstanding and 93,969,268 shares of Class B common stock outstanding.
Some provisions of Wisconsin law and our Amended and Restated Articles of Incorporation and Amended and Restated Bylaws could make a merger, tender offer, or proxy contest difficult, thereby depressing the trading price of our Class B common stock.
Each of our certificate of incorporation, our by-laws, and Wisconsin law, as currently in effect, contain provisions that are intended to deter coercive takeover practices and inadequate takeover bids by making such practices or bids unacceptably expensive to a bidder and to encourage prospective acquirers to negotiate with our Board rather than to attempt a hostile takeover. These provisions include, among others:
•a dual class common stock structure, which provides the Schneider National, Inc. Voting Trust with the ability to control the outcome of matters requiring shareholder approval, even if the Schneider National, Inc. Voting Trust beneficially owns significantly less than a majority of the shares of our outstanding Class A and Class B common stock;
•a requirement that certain transactions be conditioned upon approval by 60% of the voting power of our capital stock, including any transaction which results in the Schneider family holding less than 40% of the voting power of our capital stock, a sale of substantially all of our assets, and a dissolution;
•no provision for cumulative voting in the election of directors, which would otherwise allow holders of less than a majority of stock to elect some directors;
•the inability of shareholders to call a special meeting except when the holders of at least ten percent of all votes entitled to be cast on the proposed issue submit a written demand;
•advance notice procedures for the nomination of candidates for election as directors or for proposing matters that can be acted upon at shareholder meetings;
•the ability of our directors, without a stockholder vote, to fill vacancies on our Board (including those resulting from an enlargement of the Board);
•the requirement that both 75% of the directors constituting the full Board and stockholders holding at least 80% of our voting stock are required to amend certain provisions in our certificate of incorporation and our by-laws; and
•the right of our Board to issue preferred stock without stockholder approval.
Our status as a Wisconsin corporation and the anti-takeover provisions of the Wisconsin Business Corporation Law (“WBCL”)WBCL may discourage, delay, or prevent a change in control even if a change in control would be beneficial to our shareholders by prohibiting us from engaging in a business combination with an interested shareholderany person that is the beneficial owner of at least 10% of the voting power of our outstanding voting stock (an “interested shareholder”) for a period of three years after thesuch person becomes an interested shareholder. Weshareholder, unless our Board has approved, before the date on which the shareholder acquired the shares, that a business combination or the purchase of stock made by such interested stockholder on such stock acquisition date. In addition, we may engage in a business
combination with an interested shareholder after the expiration of the three-year period with respect to that shareholder only if one or more of the following conditions is satisfied: (1) our Board of Directors approved the acquisition of the stock before the date on which the shareholder acquired the shares, (2) the business combination is approved by a majority of our outstanding voting stock not beneficially owned by the interested shareholder, or (3) the consideration to be received by shareholders meets certain fair price requirements of the WBCL with respect to form and amount.
In addition, our Amended and Restated Articles of Incorporation and Amended and Restated Bylaws contain provisions that may make the acquisition of our company more difficult, including the following:
a dual class common stock structure, which provides the Schneider National, Inc. Voting Trust with the ability to control the outcome of matters requiring shareholder approval, even if the Schneider National, Inc. Voting Trust beneficially owns significantly less than a majority of the shares of our outstanding Class A and Class B common stock;
require that certain transactions be conditioned upon approval by 60 percent of the voting power of our capital stock, including any transaction which results in the Schneider family holding less than 40 percent of the voting power of our capital stock, a sale of substantially all of our assets, and a dissolution;
do not provide for cumulative voting in the election of directors, which would otherwise allow holders of less than a majority of stock to elect some directors;
provide that special meetings of shareholders may be called only by the Board of Directors and the chief executive officer and by our shareholders only if holders of at least ten percent of all votes entitled to be cast on the proposed issue submit a written demand in accordance with the WBCL and the other provisions of our Amended and Restated Articles of Incorporation and our Amended and Restated Bylaws;
establish advance notice procedures for the nomination of candidates for election as directors or for proposing matters that can be acted upon at shareholder meetings; and
authorize undesignated preferred stock, the terms of which may be established and shares of which may be issued by our Board of Directors without shareholder approval.
These provisions could have the effect of discouraging, delaying, or preventing a transaction involving a change in control of our company. These provisions could also have the effect of discouraging proxy contests and make it more difficult for our non-controlling shareholders to elect directors of their choosing and cause us to take other corporate actions.
In light of present circumstances, we believe these provisions taken as a whole protect our stockholders from coercive or otherwise unfair takeover tactics by requiring potential acquirers to negotiate with our Board and by providing our Board with more time to assess any acquisition proposal. These provisions are not intended to make us immune from takeovers or prevent the removal of incumbent directors. However, these provisions could delay or prevent an acquisition that our Board determines is not in the best interests of the Company and all of our stockholders.
We may change our dividend policy at any time.
The declaration and amount of any future dividends, including the payment of special dividends, is subject to the discretion of our Board and is not assured. Each quarter, the Board considers whether the declaration of a dividend is in the best interest of our shareholders and in compliance with applicable laws and agreements. Although we expect to continue to pay dividends to holders of our Class A and Class B common stock, we have no obligation to pay any dividend,do so, and our dividend policy may change at any time without notice. The declaration and amount of any future dividends is subject to the discretion of our Board of Directors in determining whether dividends are in the best interest of our shareholders and are in compliance with all laws and agreements applicable to the declaration and payment of cash dividends by us. Future dividends may also be affected by factors that our Board of Directors deemsdeem relevant, including our potential
future capital requirements for investments, legal risks, changes in federal and state income tax laws, or corporate laws and contractual restrictions such as financial or operating covenants in our debt arrangements. As a result, we may not pay dividends at any rate or at all.
Risks Related to Legal Compliance
If the independent contractors with whom we engage under our alternative owner-operator business model are deemed by law to be employees, our business, financial condition, and results of operations could be adversely affected.
Like many of our competitors, in certain of our service offerings we offer an alternative, owner-operator business model, which provides opportunities for small business owners and private entrepreneurs who own tractors to selectively contract with us as independent contractors to transport freight, which they choose, at contracted rates. Were such independent contractors subsequently determined to be our employees, we would be liable under various federal and state laws for a variety of taxes, wages, and other compensation and benefits, including for prior periods, which were not timely paid or remitted. In the U.S., the regulatory and statutory landscape relating to the classification status of independent contractors (or workers) who work in temporary or flexible jobs and who are paid by the task or project is evolving. Some state governments and federal and state regulatory authorities, as well as independent contractors themselves, have asserted that independent contractor drivers in the trucking industry, such as those operating under our owner-operator model, are employees rather than independent contractors for a variety of purposes, including income tax withholding, workers’ compensation, wage and hour compensation, unemployment, and other issues. Some states have enacted, or are considering, new laws to make it harder to classify a worker as independent contractors and easier for tax and other authorities to reclassify independent contractors as employees. Additionally, federal legislators, among other things, have sought to abolish a safe harbor which allows taxpayers meeting certain criteria to treat individuals as independent contractors if they are following a long-standing, recognized practice and extend the FLSA which establishes minimum wage, overtime pay, recordkeeping, and other employment standards affecting employees in the private sector and in federal, state, and local governments, to independent contractors. Additionally, courts in certain jurisdictions have recently issued decisions that could result in a greater likelihood that independent contractors will be judicially classified as employees. As a result, we are, from time to time, party to administrative proceedings and litigation, including class actions, alleging violations of the FLSA and other state and federal laws which seek retroactive reclassification of certain current and former independent contractors as employees. An adverse decision in such legal proceedings in an amount that materially exceeds our reserves or, federal or state legislation in this area which render the owner-operator model either impractical or extinct thereby curtailing our revenue opportunities, could have an adverse effect our results of operations and profitability.
We operate in a regulated industry, and increased direct and indirect costs of compliance with, or liability for violation of, existing or future regulations could have a material adverse effect on our business.
In the U.S., the DOT, FMCSA, and various state agencies exercise broad powers over our business, generally governing matters including authorization to engage in motor carrier service, equipment operation, safety, financial reporting, and leasing arrangements with independent contractors. We are audited periodically by the DOT to ensure that we are in compliance with
various safety, HOS, and other rules and regulations. If we were found to be out of compliance, the DOT could restrict or otherwise impact our operations. We also operate invarious Canadian provinces (as granted by the Ministries of Transportation and Communication in such provinces) and contract with third-party carriers to transport freight into Mexico. Our failure to comply with any applicable laws, rules, or regulations to which we are subject, whether actual or alleged, could expose us to fines, penalties, or potential litigation liabilities, including costs, settlements, and judgments. Further, these agencies or governments could institute new laws, rules or regulations, or issue interpretation changes to existing regulations at any time. The short and long-term impacts of changes in legislation or regulations are difficult to predict and could materially and adversely affect our earnings and results of operations.
Our Amendedoperations are subject to various environmental laws and Restated Bylaws designate courtsregulations, the violation of which could result in substantial fines or penalties.
We are subject to various environmental laws and regulations dealing with the handling of hazardous materials, underground fuel storage tanks, and discharge and retention of storm water. We operate in industrial areas, where truck terminals and other industrial activities are located and where groundwater or other forms of environmental contamination have occurred. Our operations involve the risks of fuel spillage or seepage, environmental damage, and hazardous waste disposal, among others. Certain of our facilities have waste oil or fuel storage tanks and fueling islands. If a spill or other accident involving hazardous substances occurs, if there are releases of hazardous substances we transport, if soil or groundwater contamination is found at our facilities or results from our operations, or if we are found to be in violation of applicable laws or regulations, we could be liable for cleanup costs or other damages or fines or penalties, any of which could be in material amounts or have a materially adverse effect on our business and operating results.
General Risk Factors
We rely significantly on our information technology systems, a disruption, failure, or security breach of which could have a material adverse effect on our business.
We rely on information technology throughout all areas of our business and operations to receive, track, accept, and complete customer orders; process financial and non-financial data; compile results of operations for internal and external reporting; and achieve operating efficiencies and growth. Such data and information remain vulnerable to cyber-attacks, cyber security breaches, theft, or other unauthorized disclosure which, if successful, could result in the Statedisclosure of Wisconsin as the exclusive forumconfidential customer or commercial data, loss of valuable intellectual property, or system disruptions and subject us to civil liability and fines or penalties, damage our brand and reputation, or otherwise harm our business, any of which could be material. In addition, delayed sales, lower margins, or lost customers resulting from security breaches or network disruptions could materially reduce our revenues, materially increase our expenses, damage our reputation, and have a material adverse effect on our stock price.
Our information technology systems may also be susceptible to interruptions or failures for certain typesa variety of actionsreasons including software failure, user error, power outages, natural disasters, cyber-attacks, terrorist attacks, computer viruses, hackers, or other security breaches. A significant disruption or failure in our information technology systems could have a material adverse effect on our business, which could include operational disruptions, loss of confidential information, external reporting delays or errors, legal claims, or damage to our business reputation.
Our success depends on our ability to attract and proceedings thatretain key employees, and if we are unable to attract and retain such qualified employees, our business and our ability to execute our business strategies may be initiated bymaterially impaired.
Our future success depends largely on the continued service and efforts of our shareholders, which could limitexecutive officers and other key management and technical personnel and on our shareholders' ability to obtain a favorable judicial forum for disputes with us or our directors, officers, or employees.
Our Amendedcontinue to identify, attract, retain, and Restated Bylaws provide that, unlessmotivate them. Although we believe we have an experienced and highly qualified management team, the company consents in writing to the selection of an alternative forum, oneloss of the Circuit Court for Brown County, Wisconsin or the U.S. District Court for the Eastern Districtservices of Wisconsin—Green Bay Division will be the exclusive forum for (a) any derivative action or proceeding broughtthese key personnel could have a significant adverse impact on our behalf, (b) any action asserting a breach of fiduciary duty, (c) any action asserting a claim against us arising pursuant to the WBCL, our Amended and Restated Articles of Incorporation, or our Amended and Restated Bylaws, and (d) any action asserting a claim against us that is governed by the internal affairs doctrine, in all cases subject to the applicable court having personal jurisdiction over the indispensable parties named as defendants. Any person or entity purchasing or otherwise acquiring any interest in shares of our capital stock will be deemed to have notice of and to have consented to this exclusive forum provision. This exclusive forum provision may limit a shareholder’s ability to bring a claim in a judicial forum that it finds favorable for disputes with us or our directors, officers, or other employees, which may discourage such lawsuits against us and our directors, officers,future profitability. Additionally, we must continue to recruit, develop, and employees.retain skilled and experienced operations, technology, and sales managers if we are to realize our goal of expanding our operations and continuing our growth. Failure to recruit, develop, and retain a core group of service center managers could have a materially adverse effect on our business.
Alternatively, if a court wereWe are subject to find this exclusive forum provision inapplicable to, or unenforceablevarious claims and lawsuits in respectthe ordinary course of one or more of the specified types of actions or proceedings, we may incur additional costs associated with resolving such matters in other jurisdictions,business which could adversely affect our business and financial condition. In addition, the enforceability of similar choice of forum provisionsus.
From time to time, we are involved in other companies’ articles of incorporation and bylaws has been challenged invarious legal proceedings and it is possible that a court could find this exclusive forum provisionclaims arising in the ordinary course of our business, including those related to accidents involving our trucks, cargo claims, commercial disputes, property damage, and environmental liability, which may not be covered by our insurance. Such proceedings include claims by current or former employees or third parties, and certain proceedings have been certified or purport to be inapplicableclass actions. In appropriate cases, we have taken and will seek subrogation from third parties who are responsible for losses or unenforceable.damages that we may become legally obligated to pay to claimants. The costs of defending or maintaining such legal proceedings, particularly class-action litigation, may be substantial and, in any period, could have a material adverse effect on our results of operations.
ItemITEM 1B. Unresolved Staff CommentsUNRESOLVED STAFF COMMENTS
None.
ItemITEM 2. PropertiesPROPERTIES
As of December 31, 2018,2020, we owned or leased over two hundredapproximately 180 properties across 36 states, Canada, and Mexico. Our expansive network includes approximately 4035 operating centers, and 359 distribution warehouses, 1113 offices, and over 100 drop yards. In addition, we physically operate at a number ofseveral customer locations.
The operating centers we own or lease throughout the United StatesU.S. offer on-site management to support our transportation network for our Truckload and Intermodal segments. Often, our facilities include customer service centers, where our customers may contact a company representative to discuss their loads/orders, fuel and maintenance stations, and other amenities to support our drivers. Our facility network also includes warehouse capacity to further enhance our supply chain solutions. The following table provides a list of 30 properties that are central to our transportation network and indicates the functional capability at each site.site as of December 31, 2020. Approximately 40%43% of the properties are owned and approximately 60%57% are leased.
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
As of December 31, 2018 | | | | | | Facility Capabilities |
| Location | | Owned or Leased
| | Segment | | Customer Service | | Operations | | Fuel | | Maintenance |
| Atlanta, GA | | Owned | | Truckload | | X | | X | | X | | X |
| Carlisle/Harrisburg, PA | | Leased | | Truckload | | X | | X | | X | | X |
| Charlotte, NC | | Owned | | Truckload | | X | | X | | X | | X |
| Chicago, IL | | Leased | | Logistics | | X | | X | | | | |
| Chicago, IL | | Leased | | Intermodal | | X | | X | | | | X |
Dallas,Dallas/Wilmer, TX | | LeasedOwned | | Truckload | | X | | X | | X | | X |
| Dallas, TX | | Leased | | Logistics | | X | | X | | | | |
| Des Moines, IA | | Leased | | Truckload | | | | X | | | | |
| Edwardsville, IL | | Owned | | Truckload | | X | | X | | X | | X |
| Farmington Hills, MI | | Leased | | Logistics | | X | | X | | | | |
| Gary, IN | | Owned | | Truckload | | X | | X | | X | | X |
| Green Bay, WI | | Owned | | Truckload | | | | X | | | | X |
| Green Bay, WI (three facilities) | | Both | | Other | | X | | X | | | | |
Helena, MTHouston, TX | | Leased | | Truckload | | X | | X | | X | | X |
| Houston, TX | | Leased | | Truckload | | X | | X | | X | | X |
Houston, TXIndianapolis, IN | | LeasedOwned | | Truckload | | X | | X | | X | | X |
Indianapolis, INLaredo, TX | | OwnedLeased | | Truckload | | X | | X | | X | | X |
Laredo, TXMexico City, Mexico | | Leased | | TruckloadMultiple | | X | | X | | X | | X |
Missoula, MTObetz, OH | | Leased | | Truckload | | X | | X | | | | X |
| Phoenix, AZ | | Owned | | Truckload | | X | | X | | | | X |
| Port Wentworth, GA | | Leased | | Logistics | | | | X | | | | |
| Portland, OR | | Owned | | Truckload | | X | | X | | X | | X |
| Puslinch/Guelph, ON | | Owned | | Truckload | | X | | X | | X | | X |
| Reserve, LA | | Leased | | Truckload | | | | X | | | | X |
| Salt Lake City, UT | | Leased | | Truckload | | X | | X | | | | X |
| San Bernardino, CA | | Leased | | Intermodal | | | | X | | | | |
Santa Fe/Mexico City, MexicoShrewsbury, MA | | Leased | | MultipleTruckload | | X | | X | | | | X |
| West Memphis, AR | | Owned | | Truckload | | X | | X | | X | | X |
Zeeland, MI | | Leased | | Truckload | | X | | X | | | | |
ItemITEM 3. Legal ProceedingsLEGAL PROCEEDINGS
In the ordinary course of conducting our business we becomeWe are currently, directly or indirectly, involved in certain legallitigation or claims arising from the normal conduct of our business. Where appropriate, we have accrued for these matters or notified our insurance carriers of the potential loss. Based on present knowledge of the facts, and investigations on a numberin certain cases, opinions of matters, including liability claims, taxes other than income taxes, contract disputes, employment, and other litigation matters. We accrue for anticipated costs to defend and resolve matters that are probable and estimable. Weoutside counsel, we believe the outcomesresolution of these mattersclaims and pending litigation will not have a material impactadverse effect on our businessfinancial condition, results of operations, or our financial statements.liquidity.
For a description of ourcertain pending legal proceedings, see Note 16, 14, Commitments and Contingencies, of the notes to consolidated financial statements, which is incorporated herein by reference.
ItemITEM 4. Mine Safety DisclosuresMINE SAFETY DISCLOSURES
Not applicable.
PART II
ItemITEM 5. Market for Registrant's Common Equity, Related Stockholder Matters, and Issuer Purchases of Equity SecuritiesMARKET FOR REGISTRANT’S COMMON EQUITY, RELATED STOCKHOLDER MATTERS, AND ISSUER PURCHASES OF EQUITY SECURITIES
Our common equity consists of our Class B common stock, entitled to one vote per share, and our Class A common stock, entitled to 10 votes per share. Our Class B common stock has traded on the NYSE under the symbol “SNDR” since our IPO in April 2017. Our Class A common stock is held by the Schneider National, Inc. Voting Trust for the benefit of members of the Schneider family. Each share of Class A common stock is convertible into one share of Class B common stock. There is no public trading market for our Class A common stock.
Holders of Record
As of February 19, 2019,17, 2021, there was one holder of record of our Class A common stock, and there were 6651 holders of record of our Class B common stock. Because many of our shares of common stock are held by brokers and other institutions on behalf of shareholders, we are unable to estimate the total number of shareholders represented by these record holders.
Dividend Policy
We have paid quarterly cash dividends on our common stock since our IPO in April 2017, and we intend to continue paying regular quarterly dividends. We cannot give any assurance that dividends will beOn October 26, 2020, our Board approved a special cash dividend of $2.00 per share, which was paid in the future or theon November 19, 2020 to shareholders of record on November 9, 2020. The declaration and amount of dividends because the declaration and payment of allany future dividends, will be atincluding special dividends, is subject to the discretion of our Board of Directors and will depend on our financial condition, earnings, legal requirements, certain debt agreements we are then party to, and other factors our Board of Directors deems relevant.relevant and, therefore, is not assured. Our Amended and Restated Articles of Incorporation provide that holders of our Class A common stock and holders of our Class B common stock will be treated equally and ratably on a per share basis with respect to any such dividends, unless disparate treatment is approved in advance by the vote of the holders of a majority of the outstanding shares of our Class A common stock and Class B common stock, each voting as a separate group.
Purchases of Equity Securities by the Issuer and Affiliated Purchasers
The following table sets forth information regarding the purchases of our equity securities made by or on behalf of us or any affiliated purchaser (as defined in Exchange Act Rule 10b-18) during the three months ended December 31, 2018.2020.
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| Period | | Total Number of Shares Purchased(1) | | Average Price Paid per Share | | Total Number of Shares Purchased as Part of Publicly Announced Plans or Programs(2) | | Maximum Approximate Dollar Value of Shares that May Yet Be Purchased Under the Plans or Programs |
| October 1 - October 31 | | 508 | | | $ | 25.11 | | | — | | | $ | — | |
| November 1 - November 30 | | — | | | — | | | — | | | — | |
| December 1 - December 31 | | — | | | — | | | — | | | — | |
| Total | | 508 | | | $ | 25.11 | | | — | | | $ | — | |
|
| | | | | | | | | | | | | | |
| 2018 Fiscal Month | | Total Number of Shares Purchased(a) | | Average Price Paid per Share | | Total Number of Shares Purchased as Part of Publicly Announced Plans or Programs(b) | | Maximum Approximate Dollar Value of Shares that May Yet Be Purchased Under the Plans or Programs |
| October 1 - October 31 | | — |
| | $ | — |
| | — |
| | $ | — |
|
| November 1 - November 30 | | — |
| | — |
| | — |
| | — |
|
| December 1 - December 31 | | 33 |
| | 17.95 |
| | — |
| | — |
|
| Total | | 33 |
| | $ | 17.95 |
| | — |
| | $ | — |
|
(a) (1)Represents shares of common stock that employees surrendered to satisfy withholding taxes related to the vesting of restricted stock. The 2017 Omnibus Incentive Plan and the award agreements allow participants to elect to satisfy, in whole or in part, any applicable U.S. Federal, state, and local tax withholding obligations arising in connection with plan awards by authorizing the Company to withhold a number of Restricted Sharesrestricted shares that would otherwise vest, with a Fair Market Valuefair market value equal to such withholding liability. During the year ended December 31, 2018,2020, the Company withheld 38,29649,441 shares that employees presented to the Company to satisfy withholding taxes for the vesting of restricted stock.
| |
(b) | The Company is not currently participating in a share repurchase program. |
(2)The Company is not currently participating in a share repurchase program.
Equity Compensation Plan Disclosure
The remaining information required by Item 5 is incorporated herein by reference to the information set forth under the caption “Equity Compensation Plan Information” under Item 12, Security Ownership of Certain Beneficial Owners and Management and Related Stockholder Matters.
Stock Performance Graph
The following performance graph and related information shall not be deemed “soliciting material” or to be “filed” with the SEC, nor shall such information be incorporated by reference into any future filing under the Securities Act of 1933 or Securities Exchange Act of 1934, each as amended, except to the extent that the Company specifically incorporates such information by reference into such filing.
The following graph compares the cumulative total shareholder return on our Class B common stock to the cumulative total return of the Standard and Poor’s 500 Stock Index, the Dow Jones Transportation Index, and a customized peer group for the period from April 6, 2017, the date of our IPO, through December 31, 2018.2020. The 2018 peer group, consistswhich was used by the Board’s Compensation Committee for 2019 compensation decisions, consisted of ArcBest Corp., JB Hunt Transport Services, Inc., Ryder System, Inc., Avis Budget Group, Inc., Knight Transportation, Inc.,1 Swift Transportation Co.,1 C.H. Robinson Worldwide, Landstar System, Inc., Werner Enterprises, Inc., Expeditors International of Washington, Inc., Old Dominion Freight Line, Inc., XPO Logistics, Hub Group, Inc., Roadrunner Transportation Systems, Inc.,Kirby Corporation, and YRC Worldwide. There were no changes to the 2019 peer group used to make 2020 compensation decisions. The comparison assumes $100 was invested on April 6, 2017 in our Class B common stock and in each of the foregoing indices and peer group and assumes reinvestment of dividends. The stock performance shown on the graph below represents historical stock performance and is not necessarily indicative of future stock price performance.
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| 4/6/2017 | | 12/31/2017 | | 12/31/2018 | | 12/31/2019 | | 12/31/2020 |
| Schneider National, Inc. | $ | 100.00 | | | $ | 151.26 | | | $ | 99.83 | | | $ | 118.00 | | | $ | 124.13 | |
| S&P 500 - Total Returns | 100.00 | | | 115.05 | | | 110.00 | | | 144.64 | | | 171.25 | |
| Dow Jones Transportation | 100.00 | | | 117.46 | | | 102.98 | | | 124.44 | | | 145.00 | |
| 2019 Peer Group | 100.00 | | | 131.58 | | | 108.60 | | | 136.36 | | | 170.55 | |
1 Effective September 8, 2017, the businesses of Knight Transportation, Inc. and Swift Transportation Co. were merged under a single parent company, Knight-Swift Transportation Holding, Inc.
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | 4/6/2017 | | 6/30/2017 | | 9/30/2017 | | 12/31/2017 | | 3/31/2018 | | 6/30/2018 | | 9/30/2018 | | 12/31/2018 |
| Schneider National, Inc. | $ | 100.00 |
| | $ | 118.01 |
| | $ | 133.75 |
| | $ | 151.26 |
| | $ | 138.33 |
| | $ | 146.33 |
| | $ | 133.17 |
| | $ | 99.83 |
|
| S&P 500 - Total Returns | 100.00 |
| | 103.25 |
| | 107.88 |
| | 115.05 |
| | 114.18 |
| | 118.10 |
| | 127.20 |
| | 110.00 |
|
| Dow Jones Transportation Average | 100.00 |
| | 105.10 |
| | 109.34 |
| | 117.46 |
| | 115.46 |
| | 115.31 |
| | 127.28 |
| | 102.98 |
|
| Peer Group | 100.00 |
| | 103.93 |
| | 119.33 |
| | 133.96 |
| | 138.36 |
| | 136.94 |
| | 143.74 |
| | 108.81 |
|
| |
1
| Effective September 8, 2017, the businesses of Knight Transportation, Inc. and Swift Transportation Co. were merged under a single parent company, Knight-Swift Transportation Holding Inc. |
ItemITEM 6. Selected Financial DataSELECTED FINANCIAL DATA
The following selected financial data should be read in conjunction with the consolidated financial statements and notes under Item 8 of Part II of this Form 10-K.
(Dollars in millions, except per share amounts and ratios)None.
|
| | | | | | | | | | | | | | | | | | | | |
| Consolidated Statement of Comprehensive Income GAAP Data | | 2018 | | 2017 | | 2016 | | 2015 | | 2014 |
| Operating revenues | | $ | 4,977.0 |
| | $ | 4,383.6 |
| | $ | 4,045.7 |
| | $ | 3,959.4 |
| | $ | 3,940.6 |
|
| Income from operations | | 375.8 |
| | 280.3 |
| | 290.4 |
| | 260.2 |
| | 239.4 |
|
Net income (1) | | 268.9 |
| | 389.9 |
| | 156.9 |
| | 140.9 |
| | 133.6 |
|
Basic earnings per share (1) | | 1.52 |
| | 2.28 |
| | 1.00 |
| | 0.91 |
| | 0.86 |
|
Diluted earnings per share (1) | | 1.52 |
| | 2.28 |
| | 1.00 |
| | 0.91 |
| | 0.86 |
|
| Cash dividends per share | | 0.24 |
| | 0.20 |
| | 0.20 |
| | 0.16 |
| | 0.13 |
|
Operating ratio (2) | | 92.4 | % | | 93.6 | % | | 92.8 | % | | 93.4 | % | | 93.9 | % |
21
|
| | | | | | | | | | | | | | | | | | | | |
| Non-GAAP Financial Data (Unaudited) | | 2018 | | 2017 | | 2016 | | 2015 | | 2014 |
Revenues (excluding fuel surcharge) (3) | | $ | 4,454.2 |
| | $ | 3,997.3 |
| | $ | 3,751.7 |
| | $ | 3,588.2 |
| | $ | 3,333.7 |
|
Adjusted income from operations (4) | | 383.6 |
| | 281.7 |
| | 293.1 |
| | 293.0 |
| | 244.3 |
|
Adjusted net income (5) | | 275.2 |
| | 161.2 |
| | 158.5 |
| | 162.7 |
| | 136.5 |
|
Adjusted operating ratio (6) | | 91.4 | % | | 93.0 | % | | 92.2 | % | | 91.8 | % | | 92.7 | % |
|
| | | | | | | | | | | | | | | | | | | | |
| Consolidated Balance Sheet GAAP Data | | 2018 | | 2017 | | 2016 | | 2015 | | 2014 |
| Total assets | | $ | 3,624.5 |
| | $ | 3,330.5 |
| | $ | 3,054.6 |
| | $ | 2,621.9 |
| | $ | 2,320.2 |
|
Debt and capital lease obligations (7) | | 411.3 |
| | 439.7 |
| | 698.3 |
| | 545.6 |
| | 514.4 |
|
|
| | | | | | | | | | | | | | | | | | | | |
| Key Operating Metrics | | 2018 | | 2017 | | 2016 | | 2015 | | 2014 |
Average trucks (8) (9) | | 11,568 |
| | 11,860 |
| | 11,722 |
| | 10,982 |
| | 10,385 |
|
Revenue per truck per week (10) | | $ | 3,840 |
| | $ | 3,619 |
| | $ | 3,488 |
| | $ | 3,520 |
| | $ | 3,518 |
|
| Containers | | 21,790 |
| | 17,535 |
| | 17,653 |
| | 17,397 |
| | 17,280 |
|
| |
(1) | Includes the $229.5 million, or $1.34 per share, reduction in income tax expense in 2017 resulting from the revaluation of net deferred tax liabilities due to the Tax Cuts and Jobs Act. |
| |
(2) | Operating ratio is calculated as total operating expenses as a percentage of operating revenues. |
| |
(3) | Revenues (excluding fuel surcharge) represents operating revenues less fuel surcharge revenues. Refer to the Non-GAAP Financial Measures discussion within MD&A for a reconciliation of operating revenues, the most closely comparable GAAP financial measure, to revenues (excluding fuel surcharge). |
| |
(4) | Adjusted income from operations is defined as income from operations, adjusted to exclude material items that do not reflect our core operating performance. Refer to the Non-GAAP Financial Measures discussion within MD&A for a reconciliation of income from operations, which is the most directly comparable GAAP measure, to adjusted income from operations. |
| |
(5) | Adjusted net income is adjusted to exclude material items that do not reflect our core operating performance. Refer to the Non-GAAP Financial Measures discussion within MD&A for a reconciliation of net income, which is the most directly comparable GAAP measure, to adjusted net income. |
| |
(6) | Adjusted operating ratio is adjusted to exclude material items that do not reflect our core operating performance, divided by revenues (excluding fuel surcharge). Refer to the Non-GAAP Financial Measures discussion within MD&A for a reconciliation of operating ratio, which is the most directly comparable GAAP measure, to adjusted operating ratio. |
| |
(7) | Includes current and noncurrent portions of unsecured senior notes, accounts receivable facility, equipment financing agreements, and capital leases. |
| |
(8) | Includes company trucks and owner-operator trucks. |
| |
(9) | Calculated based on beginning and end of month counts and represents the average number of trucks available to haul freight over the specified timeframe. |
| |
(10) | Calculated excluding fuel surcharge, consistent with how revenue is reported internally for segment purposes. |
ItemITEM 7. Management’s Discussion and Analysis of Financial Condition and Results of OperationsMANAGEMENT’S DISCUSSION AND ANALYSIS OF FINANCIAL CONDITION AND RESULTS OF OPERATIONS
The following discussion and analysis should be read in conjunction with the accompanying consolidated financial statements and related notes.
INTRODUCTION
Company Overview
We are a leading transportation and logistics services company providing a broad portfolio of premier truckload, intermodal, and logistics solutions and operating one of the largest for-hire trucking fleets in North America. Our highly flexible and balanced businessdiversified portfolio of complementary service offerings combines asset-based truckload services with asset-light intermodal and non-asset logistics offerings, enabling us to serve our customers’ diversevaried transportation needs.
Recent Developments
COVID-19
COVID-19 was declared a pandemic by the World Health Organization and a national emergency by the President of the U.S. in March 2020. Schneider continues to monitor the impact of COVID-19 and take steps to mitigate risks posed by the virus. The impact of COVID-19 on our operational and financial performance will depend on certain developments, including the duration and spread of the outbreak, the efforts of governments at the national, state, and local levels to manage the outbreak, the impact of the pandemic and governmental actions on our customers, and the timing and rollout of approved vaccines to combat the spread of COVID-19, which are uncertain and not fully predictable.
The Company provides an essential service to its customers and has taken additional measures to keep our associates safe and to minimize unnecessary risk of exposure to COVID-19, including precautions for our associates and owner-operators who work in the field. We have also implemented work from home policies where appropriate and imposed travel limitations on employees.
The Company implemented and continues to maintain physical and cyber-security measures to ensure our systems remain functional in order to serve our operational needs with a remote workforce and ensure uninterrupted service to our customers.
The Company’s operational and financial performance was impacted by a decrease in demand primarily during the second quarter of 2020 resulting, in part, from government imposed stay-at-home orders and the related closure of certain customers as a result of COVID-19. We believe the largest impacts from COVID-19 were experienced in the second quarter of 2020. Freight demand began to normalize during the third quarter, and we did not experience significant negative operational or financial impacts from COVID-19. While we are unable to predict with any certainty the impact COVID-19 may have on our operational and financial performance, we do not anticipate significant future impacts.
We implemented cost reduction efforts to help mitigate the impact reduced revenues had, and may continue to have, on our income from operations. While we worked diligently to manage costs throughout the organization, we incurred additional expenses related to the safe onboarding of company drivers, the purchase of personal protective equipment, emergency sick leave benefits, and additional cleaning services. We will continue to incur these added costs for the duration of the pandemic in order to ensure the safety of our associates, owner-operators, and customers.
We continue to actively monitor the situation and take further actions that alter our business operations as may be required by federal, state, or local governmental authorities, or that we determine are in the best interests of our associates, customers, and shareholders. In this time of uncertainty resulting from COVID-19, we are continuing to serve our customers while taking precautions to provide a safe work environment for our associates, owner-operators, and customers.
Strategy
Our goals are to grow revenue and profitability, drive strong and consistent return on capital, and increase stakeholder value resiliently through economic cycles. We believe our competitive strengths position us to pursue our goals by way of the following strategies:
Strengthen
Leverage core operationsstrengths to drive organic growth and maintain a leadingor improve market position
We intend to drive organic growth through leveraging our existing customer relationships, as well as expanding our customer base. We believe our broad portfolio of services, with different asset intensities, and our North American footprint allow for supply chain alternatives which enable new and existing customer growth with the potential to capture a greater share of each customers’ annual transportation and logistics spend.growth. We also plan to drive revenue growth by increasing our marketing to customers that seek to outsource their transportation services. Our growth decisions are based on our “Value Triangle”,Triangle,” which represents profitable growth while balancing the needs of our customers, our associates, and our shareholders. Our Questintegrated technology platform serves as an instrumental factor which drives profitability as it enables real-time, data-driven decision support science on every load/order and assists our associates to proactively manage our services across our network. Together with our highly incentivized and proactive sales organization, we believe that our Quest platform will continue to provide better service and foster organic growth in each of our reportable segments.
Expand capabilities in the specialty equipment freight market and continue growing our asset-light and non-asset businesses
We believe that our specialty freight capabilities position us to grow in the specialty equipment market, which has higher barriers to entry, and favors enhanced pricingpotentially higher margins, and lasting customer relationships. The complexity and time-sensitivity of the loads often require increased collaboration with, and greater understanding of, our customers’ business needs and processes. The transportation of specialty equipment freight requires specially trained drivers with appropriate licenses and special hauling permits, as well as equipment that can handle items with unique requirements in terms of temperature, freight treatment, size, and shape. As such, there are few carriers that have comparable network scale and capabilities in the specialty equipment market, which we believe will allow us to grow profitably in that business.
We have seen strong growth
Our intermodal product offering continues to identify opportunities to profitably grow services and compete in our Intermodal business and expect it will continue.the intermodal marketplace. As an asset-based provider, we have more control over our equipment to include containers and chassis, perform most of our own drays, and have strong contractual rail relationships. We believe our Questintegrated technology platform will enable us to enjoy certain benefits of complete end-to-end control, including increased pick–up and delivery predictability, better visibility, and more capacity when driver capacity is constrained.the ability to source and retain capacity.
Freight brokerage, which is a significant part of our Logistics segment, is anothera business where we have seen strongthat is expected to be a driver of growth which we expect will continue.into the future. As shippers increasingly consolidate their business with fewer freight brokers, we are well-positioned to become one of their select providers due to our customer service, innovative technology, and an established dense network of qualified third-party carriers. LargeWe believe shippers in particular see the value of working with providers like us that have scale, capacity, and lane density, as they are more reliable, efficient, and cost effective at covering loads.density. Brokerage serves as a non-asset innovation hub for Schneider, particularly in the areas of predictive analytics, process automation, and new customer relationship generation.
Capitalize on the growth of e-commerce fulfillment
As a “first, middle, and final mile” carrier for large parcel consumer items, such as furniture, appliances, electronics, and mattresses, in one of the fastest-growing e-commerce markets, we are positioned to grow. We have the technological capability, national footprint, and the ability to use multiple modes of capacity to provide network breadth and density to meet growing e-commerce fulfillment needs. We provide services for many online retailers, offering first to final mile delivery from warehouses to consumer living rooms. We intend to leverage our end-market expertise, leading technology platform, density, and end-to-end integrated capabilities to continue taking the complexity out of the supply chain for omni-channel retailers, further driving our growth.
Continue to improve our operations and margins by leveraging benefits from investments in our Quest technology and business transformation
We continue to benefit from our Quest technology and business transformation by improving the effectiveness with which we use data to increase revenue and lower costs. Full visibility into each driver’s profile allows us to increase driver satisfaction and retention by matching drivers to loads and routes that better fit their individual needs. We can improve our customer service, retain drivers, lower costs, and generate business by anticipating our customers’ and drivers’ needs and preferences in a dynamic network. We believe the implementation of simple and intuitive customer interfaces will also enable a stronger connection with our customers through increased interaction and an enhanced user experience. Through our investment in MLSI, in which we are collaborating to develop a Transportation Management System using MLSI’s SaaS technology, we aim to further complement our technology platform and enable enhanced decision making, resource allocation, and visibility with our supply chain partners. We expect additional margin improvement as we continue to leverage data analytics within the Questour integrated technology platform. Along with our revenue management discipline, the strong foundation we have established with our continuing Quest transformation and integration of technology and systems through leading third-party providers will allow us to continue to incorporate new technologies and build additional capabilities into the platform over time, maintaining our competitive edge and setting the foundation for future growth.
Allocate capital across businesses to maximize return on capital and selectively pursue opportunistic acquisitions
Our broad portfolio of services provides us with a greater opportunity to allocate capital within our portfolio of services in a manner that maximizes returns across all market cycles and economic conditions. For example, we can efficiently move our equipment between services and regions when we see opportunities to maximize our return on capital. We continually monitor our performance and market conditions to ensure appropriate allocation of capital and resources to grow our businesses, while
optimizing returns across reportable segments. Furthermore, our strong balance sheet enables us to carry out an acquisition strategy that strengthens our overall portfolio. We are positioned to leverage our scalable platform and experienced operations team to acquire high-quality businesses that meet our disciplined selection criteria to broadenenhance our service offerings and broaden our customer base.
Attract and retain top talent at all levels to ensure sustainable growth
Our people are our strongest assets, and we believe they are key to growing our customer base and driving our performance. Our goal is to be the employer of choice; attract, develop, engage, and retain the best talent in the industry. We strive for a high-performance culture with operational excellence and to foster a collaborative environment whichthat seeks individuals who are passionate about our business and fit within our culture.culture and to foster a collaborative environment which promotes diversity, equality, and inclusion. We value the direct relationship we have with our associates, and we intend to continue working together to provide professional growth and a quality work environment without third partythird-party representation. Our compensation structure is performance-based and aligns with our strategic objectives.
In today’s driver constrained environment, we seek to maintain our reputation as a preferred carrier of choice within the driver community through our continued focus on improving the driver experience and to attract and retain high-quality, safe drivers that meet or exceed our qualification standards. We invest in the well-being of our associates through our commitment to ensuringensure a differentiated driver experience and efforts to improve the quality of drivers’ touchpoints. We provide mandatory physical check-ups which cover sleep apnea and urine and hair follicle, in addition to urine-based, drug testing, among other things. We believe that investing in the health of our associates helps maintain a high-quality driver base.
Our leading technology platform facilitates the application, screening, and onboarding of top talent. As an industry leader with a respected safety“safety first and always” culture and underlying core values,value, we believe that we will continue to be the employer of choice for both driving and non-driving associates.
RESULTS OF OPERATIONS
A discussion regarding our financial condition and results of operations for fiscal 2020 compared to fiscal 2019 is presented below. A discussion regarding our financial condition and results of operations for fiscal 2019 compared to fiscal 2018 can be found under Part II, Item 7, “Management’s Discussion and Analysis of Financial Condition and Results of Operations,” in our Annual Report on the Form 10-K for the fiscal year ended December 31, 2019, which was filed with the SEC on February 19, 2020 and is available on the SEC’s website at www.sec.gov, as well as our Investor Relations website at www.schneider.com.
Non-GAAP Financial Measures
In this section of our report, we present the following non-GAAP financial measures: (1) revenues (excluding fuel surcharge), (2) adjusted income from operations, (3) adjusted operating ratio, and (4) adjusted net income, and (5) adjusted effective tax rate.income. We also provide reconciliations of these measures to the most directly comparable financial measures calculated and presented in accordance with GAAP.
Management believes the use of each of these non-GAAP measures assists investors in understanding our business by (a)(1) removing the impact of items from our operating results that, in our opinion, do not reflect our core operating performance, (b)(2) providing investors with the same information our management uses internally to assess our core operating performance, and (c)(3) presenting comparable financial results between periods. In addition, in the case of revenues (excluding fuel surcharge), we believe the measure is useful to investors because it isolates volume, price, and cost changes directly related to industry demand and the way we operate our business from the external factor of fluctuating fuel prices and the programs we have in place to manage fuel price fluctuations. Fuel-related costs and their impact on our industry are important to our results of operations, but they are often independent of other, more germanerelevant factors affecting our results of operations and our industry.
Although we believe these non-GAAP measures are useful to investors, they have limitations as analytical tools and may not be comparable to similar measures disclosed by other companies. You should not consider the non-GAAP measures in this report in isolation or as substitutes for, or alternatives to, analysis of our results as reported under GAAP. The exclusion of unusual or infrequent items or other adjustments reflected in the non-GAAP measures should not be construed as an inference that our future results will not be affected by unusual or infrequent items or by other items similar to such adjustments. Our management compensates for these limitations by relying primarily on our GAAP results in addition to using the non-GAAP measures.
Enterprise Summary
The following table includes key GAAP and non-GAAP financial measures for the consolidated enterprise.Adjustments to arrive at non-GAAP measures are made at the enterprise level, with the exception of fuel surcharge revenues, which are not included in segment revenues.
| | | | | | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions, except ratios) | | 2020 | | 2019 | | |
| Operating revenues | | $ | 4,552.8 | | | $ | 4,747.0 | | | |
Revenues (excluding fuel surcharge) (1) | | 4,234.5 | | | 4,281.0 | | | |
| Income from operations | | 286.7 | | | 207.8 | | | |
Adjusted income from operations (2) | | 300.5 | | | 306.1 | | | |
| Operating ratio | | 93.7 | % | | 95.6 | % | | |
Adjusted operating ratio (3) | | 92.9 | % | | 92.8 | % | | |
| Net income | | $ | 211.7 | | | $ | 147.0 | | | |
Adjusted net income (4) | | 222.0 | | | 220.2 | | | |
| | | | | | |
| | | | | | |
|
| | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions, except ratios) | | 2018 | | 2017 | | 2016 |
| Operating revenues | | $ | 4,977.0 |
| | $ | 4,383.6 |
| | $ | 4,045.7 |
|
Revenues (excluding fuel surcharge) (1) | | 4,454.2 |
| | 3,997.3 |
| | 3,751.7 |
|
| Income from operations | | 375.8 |
| | 280.3 |
| | 290.4 |
|
Adjusted income from operations (2) | | 383.6 |
| | 281.7 |
| | 293.1 |
|
| Operating ratio | | 92.4 | % | | 93.6 | % | | 92.8 | % |
Adjusted operating ratio (3) | | 91.4 | % | | 93.0 | % | | 92.2 | % |
| Net income | | $ | 268.9 |
| | $ | 389.9 |
| | $ | 156.9 |
|
Adjusted net income (4) | | 275.2 |
| | 161.2 |
| | 158.5 |
|
| Effective tax rate | | 26.2 | % | | (48.0 | )% | | 40.9 | % |
Adjusted effective tax rate (5) | | 26.2 | % | | 39.1 | % | | 40.9 | % |
| |
(1) | We define “revenues (excluding fuel surcharge)” as operating revenues less fuel surcharge revenues. Included below is a reconciliation of operating revenues, the most closely comparable GAAP financial measure, to revenues (excluding fuel surcharge). |
| |
(2) | We define “adjusted income from operations” as income from operations, adjusted to exclude material items that do not reflect our core operating performance. Included below is a reconciliation of income from operations, which is the most directly comparable GAAP measure, to adjusted income from operations. Excluded items for the periods shown are explained in the table and notes below. |
| |
(3) | We define “adjusted operating ratio” as operating expenses, adjusted to exclude material items that do not reflect our core operating performance, divided by revenues (excluding fuel surcharge). Included below is a reconciliation of operating ratio, which is the most directly comparable GAAP measure, to adjusted operating ratio. Excluded items for the periods shown are explained below under our explanation of “adjusted income from operations.” |
| |
(4) | We define “adjusted net income” as net income, adjusted to exclude material items that do not reflect our core operating performance. Included below is a reconciliation of net income, which is the most directly comparable GAAP measure, to adjusted net income. Excluded items for the periods shown are explained below under our explanation of “adjusted income from operations.” |
| |
(5) | “Adjusted effective tax rate” represents our effective tax rate prior to the effect on our deferred tax assets and liabilities of the change in the federal income tax rate due to the Tax Cuts and Jobs Act. Included below is a reconciliation of our effective tax rate, which is the most directly comparable GAAP measure, to the adjusted effective tax rate. |
(1)We define “revenues (excluding fuel surcharge)” as operating revenues less fuel surcharge revenues, which are excluded from revenues at the segment level. Included below is a reconciliation of operating revenues, the most closely comparable GAAP financial measure, to revenues (excluding fuel surcharge).
(2)We define “adjusted income from operations” as income from operations, adjusted to exclude material items that do not reflect our core operating performance. Included below is a reconciliation of income from operations, which is the most directly comparable GAAP measure, to adjusted income from operations. Excluded items for the periods shown are explained in the table and notes below.
(3)We define “adjusted operating ratio” as operating expenses, adjusted to exclude material items that do not reflect our core operating performance, divided by revenues (excluding fuel surcharge). Included below is a reconciliation of operating ratio, which is the most directly comparable GAAP measure, to adjusted operating ratio. Excluded items for the periods shown are explained below under our explanation of “adjusted income from operations.”
(4)We define “adjusted net income” as net income, adjusted to exclude material items that do not reflect our core operating performance. Included below is a reconciliation of net income, which is the most directly comparable GAAP measure, to adjusted net income. Excluded items for the periods shown are explained below under our explanation of “adjusted income from operations.”
Revenues (excluding fuel surcharge)
| | | | | | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions) | | 2020 | | 2019 | | |
| Operating revenues | | $ | 4,552.8 | | | $ | 4,747.0 | | | |
| Less: Fuel surcharge revenues | | 318.3 | | | 466.0 | | | |
| Revenues (excluding fuel surcharge) | | $ | 4,234.5 | | | $ | 4,281.0 | | | |
|
| | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions) | | 2018 | | 2017 | | 2016 |
| Operating revenues | | $ | 4,977.0 |
| | $ | 4,383.6 |
| | $ | 4,045.7 |
|
| Less: Fuel surcharge revenues | | 522.8 |
| | 386.3 |
| | 294.0 |
|
| Revenues (excluding fuel surcharge) | | $ | 4,454.2 |
| | $ | 3,997.3 |
| | $ | 3,751.7 |
|
Adjusted income from operations
| | | | | | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions) | | 2020 | | 2019 | | |
| Income from operations | | $ | 286.7 | | | $ | 207.8 | | | |
Litigation (1) | | 12.8 | | | — | | | |
| | | | | | |
| | | | | | |
Goodwill impairment (2) | | — | | | 34.6 | | | |
Restructuring—net (3) | | 1.0 | | | 63.7 | | | |
| Adjusted income from operations | | $ | 300.5 | | | $ | 306.1 | | | |
(1)Contested prior period federal excise taxes, including court awarded costs and interest, as a result of an adverse tax ruling in 2020 related to an IRS dispute over the applicability of excise taxes on certain tractors refurbished during tax years 2011 through 2013 and no longer in service. Refer to Note 14, Commitments and Contingencies, for more information.
(2)Goodwill impairment charge recorded for our FTFM reporting unit during 2019. Refer to Note 6, Goodwill, for more information.
(3)Activity associated with the shutdown of the FTFM service offering. Refer to Note 16, Restructuring, for additional details.
|
| | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions) | | 2018 | | 2017 | | 2016 |
| Income from operations | | $ | 375.8 |
| | $ | 280.3 |
| | $ | 290.4 |
|
Litigation (1) | | 5.8 |
| | — |
| | — |
|
Duplicate chassis costs (2) | | — |
| | 14.9 |
| | — |
|
WSL contingent consideration adjustment (3) | | — |
| | (13.5 | ) | | — |
|
Acquisition costs (4) | | — |
| | — |
| | 1.4 |
|
IPO costs (5) | | — |
| | — |
| | 1.3 |
|
Goodwill impairment (6) | | 2.0 |
| | — |
| | — |
|
| Adjusted income from operations | | $ | 383.6 |
| | $ | 281.7 |
| | $ | 293.1 |
|
| |
(1) | Costs associated with the settlement of a lawsuit that challenged Washington State labor law compliance during 2018. |
| |
(2) | As of December 31, 2017, we completed our migration to an owned chassis model, which required the replacement of rented chassis with owned chassis. Accordingly, we adjusted our income from operations for rental costs related to idle chassis as rental units were replaced. |
| |
(3) | In 2017, we recorded fair value adjustments to the contingent consideration related to the acquisition of WSL. See Note 4, Acquisition, and Note 5, Fair Value, for more information.
|
| |
(4) | Costs related to the June 1, 2016 acquisition of WSL. |
| |
(5) | Costs related to our IPO. |
| |
(6) | As a result of our annual goodwill impairment test in the fourth quarter of 2018, we recorded an impairment charge for our Asia reporting unit. |
Adjusted operating ratio
| | | | | | | | | | | | | | | | |
| | Year Ended December 31, |
| (in millions, except ratios) | | 2020 | | 2019 | | |
| Total operating expenses | | $ | 4,266.1 | | | $ | 4,539.2 | | | |
| Divide by: Operating revenues | | 4,552.8 | | | 4,747.0 | | | |
| Operating ratio | | 93.7 | % | | 95.6 | % | | |
| | | | | | |
| Total operating expenses | | $ | 4,266.1 | | | $ | 4,539.2 | | | |
| Adjusted for: | | | | | | |
| Fuel surcharge revenues | | (318.3) | | | (466.0) | | | |
| Litigation | | (12.8) | | | — | | | |
| | | | | | |
| | | | | | |
| Goodwill impairment | | — | | | (34.6) | | | |
| Restructuring—net | | (1.0) | | | (63.7) | | | |
| Adjusted total operating expenses | | $ | 3,934.0 | | | $ | 3,974.9 | | | |
| | | | | | |
| Operating revenues | | $ | 4,552.8 | | | $ | 4,747.0 | | | |
| Less: Fuel surcharge revenues | | 318.3 | | | 466.0 | | | |
| Revenues (excluding fuel surcharge) | | $ | 4,234.5 | | | $ | 4,281.0 | | | |
| | | | | | |
| Adjusted operating ratio | | 92.9 | % | | 92.8 | % | | |
|
| | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions, except ratios) | | 2018 | | 2017 | | 2016 |
| Total operating expenses | | $ | 4,601.2 |
| | $ | 4,103.3 |
| | $ | 3,755.3 |
|
| Divide by: Operating revenues | | 4,977.0 |
| | 4,383.6 |
| | 4,045.7 |
|
| Operating ratio | | 92.4 | % | | 93.6 | % | | 92.8 | % |
| | | | | | | |
| Total operating expenses | | $ | 4,601.2 |
| | $ | 4,103.3 |
| | $ | 3,755.3 |
|
| Adjusted for: | | | | | | |
| Fuel surcharge revenues | | (522.8 | ) | | (386.3 | ) | | (294.0 | ) |
| Litigation | | (5.8 | ) | | — |
| | — |
|
| Duplicate chassis costs | | — |
| | (14.9 | ) | | — |
|
| WSL contingent consideration adjustment | | — |
| | 13.5 |
| | — |
|
| Acquisition costs | | — |
| | — |
| | (1.4 | ) |
| IPO costs | | — |
| | — |
| | (1.3 | ) |
| Goodwill impairment | | (2.0 | ) | | — |
| | — |
|
| Adjusted total operating expenses | | $ | 4,070.6 |
| | $ | 3,715.6 |
| | $ | 3,458.6 |
|
| | | | | | | |
| Operating revenues | | $ | 4,977.0 |
| | $ | 4,383.6 |
| | $ | 4,045.7 |
|
| Less: Fuel surcharge revenues | | 522.8 |
| | 386.3 |
| | 294.0 |
|
| Revenues (excluding fuel surcharge) | | $ | 4,454.2 |
| | $ | 3,997.3 |
| | $ | 3,751.7 |
|
| | | | | | | |
| Adjusted operating ratio | | 91.4 | % | | 93.0 | % | | 92.2 | % |
Adjusted net income
| | | | | | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions) | | 2020 | | 2019 | | |
| Net income | | $ | 211.7 | | | $ | 147.0 | | | |
| Litigation | | 12.8 | | | — | | | |
| | | | | | |
| | | | | | |
| | | | | | |
| Goodwill impairment | | — | | | 34.6 | | | |
| Restructuring—net | | 1.0 | | | 63.7 | | | |
| | | | | | |
Income tax effect of non-GAAP adjustments (1) | | (3.5) | | | (25.1) | | | |
| Adjusted net income | | $ | 222.0 | | | $ | 220.2 | | | |
|
| | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions) | | 2018 | | 2017 | | 2016 |
| Net income | | $ | 268.9 |
| | $ | 389.9 |
| | $ | 156.9 |
|
Impact of Tax Cuts and Jobs Act (1) | | — |
| | (229.5 | ) | | — |
|
| Litigation | | 5.8 |
| | — |
| | — |
|
| Duplicate chassis costs | | — |
| | 14.9 |
| | — |
|
| WSL contingent consideration adjustment | | — |
| | (13.5 | ) | | — |
|
| Acquisition costs | | — |
| | — |
| | 1.4 |
|
| IPO costs | | — |
| | — |
| | 1.3 |
|
| Goodwill impairment | | 2.0 |
| | — |
| | — |
|
Income tax effect of non-GAAP adjustments(2) | | (1.5 | ) | | (0.6 | ) | | (1.1 | ) |
| Adjusted net income | | $ | 275.2 |
| | $ | 161.2 |
| | $ | 158.5 |
|
(1) This amount representsOur estimated tax rate on non-GAAP items is determined annually using the effect on deferredapplicable consolidated federal and state effective tax assetsrate, modified to remove the impact of tax credits and liabilities ofadjustments that are not applicable to the changespecific items. Due to differences in the federaltax treatment of items excluded from non-GAAP income, as well as the methodology applied to our estimated annual tax rates as described above, our estimated tax rate on non-GAAP items may differ from 35% to 21% as a result of the Tax Cuts and Jobs Act enacted in December 2017.
| |
(2) | Tax impacts are calculated using the applicable consolidated federal and state effective tax rate, modified to remove the impact of tax credits and adjustments (such as the impact of the Tax Cuts and Jobs Act in 2017) that are not applicable to the item in question. If the underlying item has a materially different tax treatment, the actual or estimated tax rate applicable to the adjustment is used. A tax rate of 0% was used for the 2018 goodwill impairment. |
Adjusted effectiveour GAAP tax rate and from our actual tax liabilities.
|
| | | | | | | | | |
| | | Year Ended December 31, |
| (in millions) | | 2018 | | 2017 | | 2016 |
| Effective tax rate | | 26.2 | % | | (48.0 | )% | | 40.9 | % |
| Impact of Tax Cuts and Jobs Act | | — | % | | 87.1 | % | | — | % |
| Adjusted effective tax rate | | 26.2 | % | | 39.1 | % | | 40.9 | % |
Year Ended December 31, 20182020 Compared to Year Ended December 31, 20172019
Enterprise Results Summary
Enterprise net income decreased $121.0increased $64.7 million, approximately 31%44%, in the year ended December 31, 20182020 compared to 2017,2019, primarily due to a $229.5$78.9 million favorable adjustment toincrease in income from operations and an $8.8 million gain on our net deferred tax liabilities as a result of the Tax Cuts and Jobs Act enactedownership interest in December 2017,PSI. These items were partially offset by strong pricing and market demandan increase in 2018.income taxes related to higher taxable income.
Adjusted net income increased $114.0$1.8 million, approximately 71%1%.
Components of Enterprise Net Income
Enterprise Revenues
Enterprise operating revenues increased $593.4decreased $194.2 million, approximately 14%4%, in the year ended December 31, 20182020 compared to 2017. Increased revenues (excluding fuel surcharge) resulted from strong pricing and volume increases in the Logistics and Intermodal segments, which increased $190.3 million and $173.6 million, respectively, driven by an industry-wide shortage in driver capacity and increased customer demand. Other factors2019.
Factors contributing to the increase in revenuesdecrease were as follows:
•a $136.5$225.8 million increasedecrease in fuel surcharge revenues, and
a $80.6 million increase in our Truckload segment revenues (excluding fuel surcharge), resulting from an overall reduction in Truckload volume driven by driver capacity constraints and COVID-19 market impacts, as well as the shutdown of our FTFM service offering in August 2019 which generated $78.1 million of revenues in 2019;
•a $147.7 million decrease in fuel surcharge revenues resulting from a 16% decline in average diesel price per gallon in the U.S. as reported by the Department of Energy, a decline in Truckload and Intermodal volumes, and a $13.2 million reduction related to the FTFM shutdown; and
•a $33.1 million decrease in our Intermodal segment revenues (excluding fuel surcharge) driven by a decrease in volume due primarily due to price.COVID-19 impacts and rail fluidity network disruptions, as well as shorter length of haul and freight mix.
The above factors were partially offset by a $194.5 million increase in Logistics segment revenues (excluding fuel surcharge) primarily related to volume growth and improved revenue per order within our brokerage business.
Enterprise revenues (excluding fuel surcharge) increased $456.9decreased $46.5 million, approximately 11%1%.
Enterprise Income from Operations and Operating Ratio
Enterprise income from operations increased $95.5$78.9 million, approximately 34%38%, in the year ended December 31, 20182020 compared to 2017,2019, primarily due to an$131.7 million of favorability resulting from the FTFM shutdown in 2019, including net restructuring, goodwill impairment charges, and FTFM’s $34.4 million loss from operations. Cost savings resulting from auto insurance favorability and lower healthcare costs also contributed to the increase in revenue and improved profitability across the segments. The largest contributor to improved profitability was the Intermodal segment, which was due in part to an improved cost positionincome from the conversion from leased to owned chassis and growth from investments in containers. These factorsoperations. Those increases were partially offset by increased purchased transportationa reduction in Truckload and Intermodal freight volumes primarily due to driver capacity constraints resulting, in part, from COVID-19 and rail driven market disruptions, a $31.8 million increase in performance-based incentive compensation, and $12.8 million of costs related costs, as well as increased FTFM lossesto an adverse excise tax ruling in 2018.2020.
Adjusted income from operations increased $101.9decreased $5.6 million, approximately 36%2%.
Enterprise operating ratio improved on both a GAAP basis andbut weakened on an adjusted basis.basis compared to the same period of 2019. Our operating ratio can be negatively impacted when our lower margin, less asset-focused Logistics segment grows faster than our higher margin, capital-intensive Truckload segment.
Enterprise Operating Expenses
Key operating expense items that impacted our income from operationsfluctuations are described below.
•Purchased transportation costs increased $360.6$1.4 million, or 22%, year over year. The largest drivers of the increase wereyear, primarily due to an increase in brokerage volumes inthird party carrier costs within our Logistics segment which relies heavily on third-party carriers,driven by brokerage volume growth and increased third-party prices across all segments. As a percentage of revenues,higher purchased transportation per order. This increase was partially offset by a decrease in Truckload and Intermodal volumes and reduced owner-operator costs increased 3% period over period.within Truckload resulting from business mix. The FTFM shutdown also resulted in a $24.7 million reduction in purchased transportation.
•Salaries, wages, and benefits increased $35.9decreased $59.5 million, or 3%5%, year over year, largely due to increased driver wages offseta benefit of approximately $75.0 million associated with the FTFM shutdown and insourcing of warehouse management operations by lower driver counts caused byan import/export customer in 2019 and reduced healthcare costs primarily due to fewer claims and plan participants in 2020. While we expect to see continued favorability in our healthcare costs in 2021, we don’t anticipate favorability at the industry wide shortagesame levels. Favorability in driver capacity. Additional reasons forpay due to lower headcount, along with other headcount reductions across the increase included increased incentive compensation resulting from improved company performance and higher commissionsorganization, further contributed to the decrease in our brokerage business. As a percentage of revenues, salaries, wages, and benefits decreased 3% period over period.benefits. These decreases were partially offset by a $31.8 million increase in performance-based incentive compensation.
•Fuel and fuel taxes increased $39.3decreased $85.3 million, or 13%29%, year over year, driven by an increasea decrease in the cost of fuel per gallon, partially offset by decreasedless company driver miles inwithin our Truckload segment.segment, and a $10.6 million reduction in fuel and fuel taxes attributable to the FTFM shutdown. A significant portion of changes in fuel costs isare recovered through our fuel surcharge programs, however there can be timing differences between when we incur fuel costs and when they are recovered.programs.
•Depreciation and amortization increased $12.3 million, or 4%, year over year, primarily driven by increased trailer and tractor depreciation, as we replaced older units to maintain an appropriate age of fleet. The 2017 conversion from leased to owned chassis in our Intermodal segment also resulted in increased depreciation.
Operating supplies and expenses decreased $2.6$2.4 million, or 1%, year over year. The decrease was mainly due to $26.2 million lower rent expense, primarily due to our 2017 conversion from leased to owned chassis, and a reduction in
temporary worker pay in ouryear, driven by the FTFM terminal operations due to the conversion from an agent to company driver model. This wasshutdown, partially offset by an increase in trailer and telematics depreciation expense within the amountTruckload segment.
•Operating supplies and expenses increased $2.8 million, or 1%, year over year, driven by $12.8 million of sales-type leasecosts for an adverse tax ruling related to a dispute with the IRS over the applicability of excise taxes on certain tractors refurbished during tax years 2011 through 2013 and no longer in service, a $9.5 million unfavorable change from equipment sold by our leasing business, resultingdispositions, and an $8.5 million increase in higher cost of goods sold which is part of the operating supplies and expense line item,from an increase in Intermodal rail yard ramp storage costs largely attributed to increased volumes, andequipment sales by our leasing business. These increases were partially offset by a $10.0 million decrease in gains on salesimpairment of equipment.held for sale assets, a $9.7 million decrease in facility, utility, and other costs primarily due to temporary facility closures associated with COVID-19, reduced volumes, the FTFM shutdown, and various other cost savings initiatives, a $4.0 million reduction in temporary worker pay due to insourcing by one of our import/export customers, and reductions in a variety of other operating-related expenses that were individually immaterial.
•Insurance and related expenses increased $11.9decreased $23.5 million, or 13%21%, year over year, primarilypredominately due to increasedfavorability in auto liability despite an increase in insurance premiums. Improvements in equipment technology, combined with a reduction in company driver miles and less traffic congestion resulting from COVID-19, led to a decrease in claim severity. We anticipate that we will continue to see favorability in claims severity of auto losses and increased volume of cargo losses.driven by technology improvements, however not at the same levels as 2020.
•Other general expenses increased $38.5decreased $9.3 million, or 36%8%, year over year. In 2017, otheryear, as a result of reduced travel expenses and general expenses were lowered by $13.5 million for the reduction of the contingent liabilitysupplies resulting from Company enforced travel restrictions related to the WSL acquisition adjustment, while there was no comparable reductionCOVID-19 and cost savings initiatives, as well as a decline in 2018. There was also $8.9 million higher driver recruiting and training costs an increasedue to lower company driver turnover and fewer hires. Additional costs were incurred in professional services fees, includingthe driver recruiting and training space to safely onboard new drivers during COVID-19; however, these costs were more than offset by savings from lower company driver turnover and fewer inexperienced hires.
•Goodwill impairment charges decreased $34.6 million year over year, due to the FTFM goodwill impairment charge of $34.6 million in 2019.
•Restructuring—net was $62.7 million favorable year over year, due to higher initial costs in 2019 related to impairment charges, receivable write-downs, and other costs related to the FTFM shutdown. Restructuring activity in 2020 was insignificant. Refer to Note 16, Restructuring, for additional costs associated with operating as a public company, and a $5.8 million increase in litigation costs.details.
Total OtherOther Expenses
Other expenses decreased $5.7$5.9 million, approximately 34%61%, in the year ended December 31, 20182020 compared to 2017, 2019, primarily from a $4.9 million decrease in net interest expense due to lower debt levels and increased interest income, and the recognition of a $3.5an $8.8 million pre-tax gain related torecognized on our ownership interest in Platform Science, Inc.PSI and a $3.0 million decrease in interest expense primarily a result of lower outstanding debt balances year over year. See Note 6, 5, Investments, for more information on Platform Science.PSI. These items were partially offset by a $2.4$5.2 million increasedecrease in net foreign currency losses.interest income attributed to a decline in interest rates.
Income Tax Expense
Our provision for income taxes increased $222.2$20.1 million, approximately 39%, in the year ended December 31, 20182020 compared to 2017,2019, primarily due to the revaluation of net deferred tax liabilities due to the Tax Cuts and Jobs Act in 2017 offset by higher taxable income in 2018.income. Our effective income tax rate was 26.2%25.2% for the year ended December 31, 20182020 compared to (48.0)%25.8% for 2017, due to the reduction in the income tax rate and the revaluation of net deferred tax liabilities from the enactment of the Tax Cuts and Job Act in December 2017.2019. We anticipate that our ongoing effective tax rate will be 25.5%25.2% - 26.5%25.7% subject to further changes in tax law.
Segment Contributions toRevenues and Income (Loss) from Operations by Segment
The following tables summarize revenue and earningsincome (loss) from operations by segment:segment.
| | | | | | | | | | | | | | | | | |
| | Year Ended December 31, |
Revenues by Segment (in millions) | | 2020 | | 2019 |
| Truckload | | $ | 1,851.0 | | | $ | 2,076.8 | |
| Intermodal | | 974.7 | | | 1,007.8 | |
| Logistics | | 1,129.3 | | | 934.8 | |
| Other | | 359.0 | | | 371.3 | |
| Fuel surcharge | | 318.3 | | | 466.0 | |
| Inter-segment eliminations | | (79.5) | | | (109.7) | |
| Operating revenues | | $ | 4,552.8 | | | $ | 4,747.0 | |
|
| | | | | | | | | |
Revenues by Segment
| | Year Ended December 31, |
| (in millions) | | 2018 | | 2017 |
| Truckload | | $ | 2,268.0 |
| | $ | 2,187.4 |
|
| Intermodal | | 953.5 |
| | 779.9 |
|
| Logistics | | 1,024.6 |
| | 834.3 |
|
| Other | | 322.0 |
| | 293.6 |
|
| Fuel surcharge | | 522.8 |
| | 386.3 |
|
| Inter-segment eliminations | | (113.9 | ) | | (97.9 | ) |
| Operating revenues | | $ | 4,977.0 |
| | $ | 4,383.6 |
|
28
|
| | | | | | | | | |
Income (Loss) from Operations by Segment
| | Year Ended December 31, |
| (in millions) | | 2018 | | 2017 |
| Truckload | | $ | 240.5 |
| | $ | 196.2 |
|
| Intermodal | | 130.2 |
| | 52.3 |
|
| Logistics | | 47.4 |
| | 34.2 |
|
| Other | | (42.3 | ) | | (2.4 | ) |
| Income from operations | | 375.8 |
| | 280.3 |
|
| Adjustments: | | | | |
| Litigation | | 5.8 |
| | — |
|
| Duplicate chassis costs | | — |
| | 14.9 |
|
| WSL contingent consideration adjustment | | — |
| | (13.5 | ) |
| Goodwill impairment | | 2.0 |
| | — |
|
| Adjusted income from operations | | $ | 383.6 |
| | $ | 281.7 |
|
| | | | | | | | | | | | | | | | | |
| | Year Ended December 31, |
Income (Loss) from Operations by Segment (in millions) | | 2020 | | 2019 |
| Truckload | | $ | 187.8 | | | $ | 59.0 | |
| Intermodal | | 75.0 | | | 107.7 | |
| Logistics | | 43.1 | | | 37.3 | |
| Other | | (19.2) | | | 3.8 | |
| Income from operations | | 286.7 | | | 207.8 | |
| Adjustments: | | | | |
| Litigation | | 12.8 | | | — | |
| Goodwill impairment | | — | | | 34.6 | |
| Restructuring—net | | 1.0 | | | 63.7 | |
| Adjusted income from operations | | $ | 300.5 | | | $ | 306.1 | |
We monitor and analyze a number of KPIs to manage our business and evaluate our financial and operating performance. Below are our KPIs by segment.
Truckload
The following table presents our key performance metricsthe KPIs for our Truckload segment for the periods indicated, consistent with how revenues and expenses are reported internally for segment purposes:purposes. Prior to 2020, we reported KPIs within our Truckload segment by quadrant. Going forward, KPIs will be reported for our dedicated and network operations only. This presentation change does not impact KPIs at the segment level. Descriptions of the two operations that make up our Truckload segment are as follows:
•Dedicated - Transportation services with equipment devoted to customers under long-term contracts.
•Network - Transportation services of one-way shipments, formerly called for-hire.
| | | | | | | | | | | | | | |
| | | Year Ended December 31, |
| | | 2020 | | 2019 |
| Dedicated | | | | |
Revenues (excluding fuel surcharge) (1) | | $ | 709.5 | | | $ | 706.0 | |
Average trucks (2) (3) | | 3,940 | | | 3,921 | |
Revenue per truck per week (4) | | $ | 3,514 | | | $ | 3,526 | |
| Network | | | | |
Revenues (excluding fuel surcharge) (1) | | $ | 1,141.0 | | | $ | 1,370.9 | |
Average trucks (2) (3) | | 6,115 | | | 7,170 | |
Revenue per truck per week (4) | | $ | 3,642 | | | $ | 3,764 | |
| Total Truckload | | | | |
Revenues (excluding fuel surcharge) (5) | | $ | 1,851.0 | | | $ | 2,076.8 | |
Average trucks (2) (3) | | 10,055 | | | 11,091 | |
Revenue per truck per week (4) | | $ | 3,592 | | | $ | 3,668 | |
Average company trucks (3) | | 7,255 | | | 8,191 | |
Average owner-operator trucks (3) | | 2,800 | | | 2,900 | |
| Trailers | | 36,921 | | | 34,742 | |
Operating ratio (6) | | 89.9 | % | | 97.2 | % |
(1)Revenues (excluding fuel surcharge), in millions, exclude revenue in transit.
(2)Includes company trucks and owner-operator trucks.
(3)Calculated based on beginning and end of month counts and represents the average number of trucks available to haul freight over the specified timeframe.
(4)Calculated excluding fuel surcharge and revenue in transit, consistent with how revenue is reported internally for segment purposes, using weighted workdays.
(5)Revenues (excluding fuel surcharge), in millions, include revenue in transit at the operating segment level, and therefore does not sum with amounts presented above.
|
| | | | | | | | |
| | | Year Ended December 31, |
| | | 2018 | | 2017 |
| Dedicated standard | | | | |
Revenues (excluding fuel surcharge) (1) | | $ | 327.1 |
| | $ | 291.8 |
|
Average trucks (2) (3) | | 1,678 |
| | 1,645 |
|
Revenue per truck per week (4) | | $ | 3,819 |
| | $ | 3,480 |
|
| Dedicated specialty | | | | |
Revenues (excluding fuel surcharge) (1) | | $ | 405.5 |
| | $ | 424.4 |
|
Average trucks (2) (3) | | 2,239 |
| | 2,285 |
|
Revenue per truck per week (4) | | $ | 3,546 |
| | $ | 3,645 |
|
| For-hire standard | | | | |
Revenues (excluding fuel surcharge) (1) | | $ | 1,219.2 |
| | $ | 1,162.8 |
|
Average trucks (2) (3) | | 6,105 |
| | 6,340 |
|
Revenue per truck per week (4) | | $ | 3,911 |
| | $ | 3,599 |
|
| For-hire specialty | | | | |
Revenues (excluding fuel surcharge) (1) | | $ | 316.2 |
| | $ | 308.4 |
|
Average trucks (2) (3) | | 1,546 |
| | 1,590 |
|
Revenue per truck per week (4) | | $ | 4,006 |
| | $ | 3,807 |
|
| Total Truckload | | | | |
Revenues (excluding fuel surcharge) (1) | | $ | 2,268.0 |
| | $ | 2,187.4 |
|
Average trucks (2) (3) * | | 11,568 |
| | 11,860 |
|
Revenue per truck per week (4) | | $ | 3,840 |
| | $ | 3,619 |
|
Average company trucks (3) | | 8,814 |
| | 9,101 |
|
Average owner-operator trucks (3) | | 2,753 |
| | 2,758 |
|
| Trailers | | 37,464 |
| | 37,637 |
|
Operating ratio (5) | | 89.4 | % | | 91.0 | % |
29
| |
(1) | Revenues (excluding fuel surcharge) in millions. |
| |
(2) | Includes company trucks and owner-operator trucks. |
| |
(3) | Calculated based on beginning and end of month counts and represents the average number of trucks available to haul freight over the specified time frame. |
| |
(4) | Calculated excluding fuel surcharge, consistent with how revenue is reported internally for segment purposes, using weighted workdays. |
| |
(5) | Calculated as segment operating expenses divided by segment revenues (excluding fuel surcharge). |
| |
* | Amounts may not sum due to rounding. |
(6)Calculated as segment operating expenses divided by segment revenues (excluding fuel surcharge) including revenue in transit and related expenses at the operating segment level.
Truckload revenues (excluding fuel surcharge) increased $80.6decreased $225.8 million, or 4%approximately 11%, in the year ended December 31, 20182020 compared to 2017,2019. The decrease was primarily attributable to a 6% decline in volume, the shutdown of our FTFM service offering in August 2019 which generated $78.1 million of revenues during 2019, and a 1% reduction in price, defined as rate per loaded mile. Decreased volume resulted from early 2020 soft market conditions being compounded by the shutdown of non-essential businesses in response to COVID-19 and capacity constraints resulting, in part, from the impacts of COVID-19. Price decreased year over year due to price growth. Effectivelower contracted freight selectionrates primarily in the first half of 2020 mostly offset by improved contract and favorable contract pricing resultedspot rates in an increase in revenue per truck per weekthe second half of $221, or 6%, over 2017.2020.
Truckload income from operations increased $44.3$128.8 million or 23%, in the year ended December 31, 20182020 compared to 2017, primarily2019, mainly due to contract price improvements,favorability of $131.7 million resulting from the FTFM shutdown in 2019, including net restructuring, goodwill impairment charges, and FTFM’s $34.4 million loss from operations. Cost savings in healthcare due to fewer claims and plan participants, and safety due to the number and severity of claims as a result of fewer drivers, less miles driven, and safety technology, also contributed to the increase in income from operations. These items were partially offset by the unfavorable earnings impact of reduced volume and price noted above, and increased driver costs and FTFM losses. The Company is adjusting its FTFM execution model to improve financial performance which centers around reducing variability in the first and middle mile operations, converting more freight to intermodal, for-hire truck and third party capacity, and refining its commercial focus.performance-based incentive compensation costs.
Intermodal
The following table presents our key performance indicatorsthe KPIs for our Intermodal segment for the periods indicated. In support of a few key customers, we provide dray-only service utilizing our drivers and chassis. The length of haul and revenue characteristics of dray-only service are much different than rail. Prior to 2020, we reported orders and revenue per order inclusive of dray-only activity. Orders and revenue per order presented below for both 2020 and 2019 exclude dray-only shipments.
| | | | | | | | | | | | | | |
| | | Year Ended December 31, |
| | | 2020 | | 2019 |
Orders (1) | | 433,358 | | | 438,902 | |
| Containers | | 21,890 | | | 22,655 | |
Trucks (2) | | 1,629 | | | 1,531 | |
Revenue per order (3) | | $ | 2,208 | | | $ | 2,292 | |
Operating ratio (4) | | 92.3 | % | | 89.3 | % |
|
| | | | | | | | |
| | | Year Ended December 31, |
| | | 2018 | | 2017 |
| Orders | | 449,330 |
| | 408,928 |
|
| Containers | | 21,790 |
| | 17,535 |
|
Trucks (1) | | 1,474 |
| | 1,283 |
|
Revenue per order (2) | | $ | 2,122 |
| | $ | 1,907 |
|
Operating ratio (3) | | 86.4 | % | | 93.3 | % |
(2)Includes company trucks and owner-operator trucks at the end of the period.
| |
(1) | Includes company trucks and owner-operator trucks at the end of the period. |
| |
(2) | Calculated excluding fuel surcharge, consistent with how revenue is reported internally for segment purposes. |
| |
(3) | Calculated as segment operating expenses divided by segment revenues (excluding fuel surcharge). |
(3)Calculated using rail revenues excluding fuel surcharge and revenue in transit, consistent with how revenue is reported internally for segment purposes.
(4)Calculated as segment operating expenses divided by segment revenues (excluding fuel surcharge) including revenue in transit and related expenses at the operating segment level.
Intermodal revenues (excluding fuel surcharge) increased $173.6 million, or 22%, in the year ended December 31, 2018 compared to 2017. The increase was driven by growth in orders due to the conversion of over-the-road freight to intermodal and an increase in revenue per order of $215, or 11%, over 2017 due to strong price growth and freight mix.
Intermodal income from operations increased $77.9 million, or 149%, in the year ended December 31, 2018 compared to 2017. The 2017 conversion to owned chassis, which reduced chassis rental costs, as well as dray execution and network optimization enabled by Quest, all contributed to this increase.
Logistics
The following table presents our key performance indicator for our Logistics segment for the periods indicated.
|
| | | | | | |
| | | Year Ended December 31, |
| | | 2018 | | 2017 |
Operating ratio (1) | | 95.4 | % | | 95.9 | % |
| |
(1) | Calculated as segment operating expenses divided by segment revenues (excluding fuel surcharge), consistent with how revenue is reported internally for segment purposes. |
Logistics revenues (excluding fuel surcharge) increased $190.3 million, or 23%, in the year ended December 31, 2018 compared to 2017, primarily due to growth in our brokerage business. Brokerage volumes increased approximately 17% over 2017 due to favorable market conditions.
Logistics income from operations increased $13.2 million, or 39%, in the year ended December 31, 2018 compared to 2017. The growth in revenues (excluding fuel surcharge) cited above was partially offset by increased third-party transportation costs and increased seller and broker commissions due to improved operating results.
Other
Our Other segment's loss from operations increased $39.9 million year over year. The $39.9 million increase was driven by the year over year $13.5 million reduction of a contingent liability from the WSL acquisition in 2017 resulting in decreased costs, an increase in incentive compensation due to improved enterprise results, and the $5.8 million settlement of a lawsuit that challenged Washington State labor law compliance. An increase in professional services fees, including additional costs associated with operating as a public company, and Asia goodwill impairment charges of $2.0 million also contributed to the increased loss from operations in our Other segment.
Year Ended December 31, 2017 Compared to Year Ended December 31, 2016
Enterprise Results Summary
Enterprise net income increased $233.0 million, approximately 149%, in the year ended December 31, 2017 compared to 2016. We recorded a $229.5 million favorable adjustment to our net deferred tax liabilities to reflect the decrease in the federal income tax rate effective January 1, 2018 as a result of the Tax Cuts and Jobs Act enacted in December 2017. We also recorded
an $8.1 million after-tax adjustment to a contingent liability related to the WSL acquisition, resulting in a favorable impact on net income.
Adjusted net income increased $2.7 million, approximately 2%. Higher volumes across all of our segments, productivity improvements, and lower interest expense were partially offset by lower gains on sales of equipment and higher driver and fuel costs.
Components of Enterprise Net Income
Enterprise Revenues
Enterprise operating revenues increased $337.9 million, approximately 8%, in the year ended December 31, 2017 compared to 2016. Significant factors contributing to the increase in revenues were as follows:
A $97.1 million increase in revenues in our Logistics segment, driven by growth in our brokerage business,
An $81.7 million increase in fuel surcharge revenues, excluding Logistics and WSL,
A $68.7 million increase in revenues from WSL, which was acquired on June 1, 2016,
A $42.8 million increase in revenues excluding fuel surcharge, driven by growth in Dedicated Specialty accounts, and
A $22.4 million increase in revenues excluding fuel surcharge in our Intermodal segment, driven by a 7% increase in volumes offset by a 4% decrease in revenue per order.
Enterprise revenues (excluding fuel surcharge) increased $245.6 million, approximately 7%.
Enterprise Income from Operations and Operating Ratio
Enterprise income from operations decreased $10.1$33.1 million, approximately 3%, in the year ended December 31, 20172020 compared to 2016, primarily2019. Contributing to the revenue reduction was an $84, or 4%, decrease in revenue per order driven by a decline in length of haul due to duplicate chassis costsa greater mix of $14.9 millionfreight volumes in the East. Orders also decreased 1% as a result of COVID-19 induced network demand disruptions in the first half of 2020, rail network fluidity and $8.8 million lower gains on sales of equipment,service issues, and dray capacity constraints, partially offset by growth in the impact of the $13.5 million adjustment of a WSL contingent liability. See Note 4, Acquisition, and Note 5, Fair Value, for more information on the contingent liability adjustment.East.
AdjustedIntermodal income from operations decreased $11.4$32.7 million, approximately 4%. This decrease was primarily driven by the lower gains on sales of equipment mentioned above, as well as increased driver and fuel costs. The majority of our operating costs, with the exception of driver costs and fuel costs, increased in line with the increase in revenues.
Enterprise operating ratio increased on both a GAAP basis and an adjusted basis. In addition to the decrease in income from operations year over year, our operating ratio was negatively impacted due to changes in our mix of business when our lower margin, less asset-focused Logistics segment grows faster than our higher margin, capital-intensive Truckload segment.
Enterprise Operating Expenses
Key operating expense items that impacted our income from operations are described below.
Purchased transportation costs increased $139.3 million, or 10%, year over year. The largest driver of the increase was an increase in volumes in our Logistics segment, which relies heavily on third-party carriers, resulting in $84.8 million higher purchased transportation costs. Truckload and Intermodal segments' purchased transportation costs also increased year over year due to growth in those segments. As a percentage of revenues, purchased transportation costs remained flat.
Salaries, wages, and benefits increased $94.2 million, or 8%, year over year, driven by increased driver and administrative labor costs, and an increase in non-driver associate count. Overall, as a percentage of revenues, total salaries, wages, and benefits remained flat year over year.
Fuel and fuel taxes increased $52.6 million, or 21%, year over year, driven by an increase in the cost of fuel per gallon and a full year of WSL business. A significant portion of changes in fuel costs is recovered through our fuel surcharge programs.
Depreciation and amortization increased $13.0 million, or 5%, year over year. The main driver of the increase was additional depreciation for capital investments in trailers and owned chassis.
Operating supplies and expenses increased $44.0 million, or 10%, year over year. $27.6 million of the increase was due to an increase in the amount of equipment sold by our leasing business, resulting in higher cost of goods sold, which flows through operating supplies and expenses. There were also $8.8 million lower gains on sales of equipment year over year.
Insurance and related expenses increased $1.2 million year over year.
Other general expenses increased $3.7 million, or 4%, year over year. The primary reasons for the increase were $9.4 million higher driver recruiting and training costs, $4.5 million higher professional fees, and $4.1 million higher bad debt expense, partially offset by the $13.5 million adjustment of a contingent liability related to the WSL acquisition. See Note 4, Acquisition, and Note 5, Fair Value, for more information. As a percentage of revenues, other general expenses remained flat year over year.
Total Other Expenses
Other expenses decreased $7.9 million, approximately 32%30%, in the year ended December 31, 20172020 compared to 2016, primarily due to a $4.0 million decrease2019. Factors affecting revenue discussed above, coupled with incremental driver pay and incentives and higher rail storage costs, drove the decline in net interest expense due to lower debt levels, and realized gainsincome from foreign currency exchange rate changes.operations.
Income Tax ExpenseLogistics
Our provision for income taxes decreased $235.2 million, or 216% in the year ended December 31, 2017 compared to 2016, primarily due to the favorable impact of lowering our net deferred tax liabilities to reflect the federal income tax rate decrease as a result of the Tax Cuts and Jobs Act enacted in December 2017. Our effective income tax rate was (48.0)% for the year ended December 31, 2017 compared to 40.9% for 2016. Our 2017 adjusted effective tax rate, after considering the impact of the Tax Cuts and Jobs Act, was 39.1%.
Segment Contributions to Income from Operations
The following tables summarize revenue and earnings by segment:
|
| | | | | | | | | |
Revenues by Segment
| | Year Ended December 31, |
| (in millions) | | 2017 | | 2016 |
| Truckload | | $ | 2,187.4 |
| | $ | 2,091.0 |
|
| Intermodal | | 779.9 |
| | 757.5 |
|
| Logistics | | 834.3 |
| | 737.7 |
|
| Other | | 293.6 |
| | 240.5 |
|
| Fuel surcharge | | 386.3 |
| | 294.0 |
|
| Inter-segment eliminations | | (97.9 | ) | | (75.0 | ) |
| Operating revenues | | $ | 4,383.6 |
| | $ | 4,045.7 |
|
|
| | | | | | | | |
Income (Loss) from Operations by Segment
| | Year Ended December 31, |
| (in millions) | | 2017 | | 2016 |
| Truckload | | $ | 196.2 |
| | $ | 221.1 |
|
| Intermodal | | 52.3 |
| | 46.1 |
|
| Logistics | | 34.2 |
| | 30.7 |
|
| Other | | (2.4 | ) | | (7.5 | ) |
| Income from operations | | 280.3 |
| | 290.4 |
|
| Adjustments: | | | | |
| Duplicate chassis costs | | 14.9 |
| | — |
|
| WSL contingent consideration adjustment | | (13.5 | ) | | — |
|
| Acquisition costs | | — |
| | 1.4 |
|
| IPO costs | | — |
| | 1.3 |
|
| Adjusted income from operations | | $ | 281.7 |
| | $ | 293.1 |
|
Truckload
The following table presents our key performance metricsthe KPI for our truckloadLogistics segment for the periods indicated, consistent with howindicated.
| | | | | | | | | | | | | | |
| | | Year Ended December 31, |
| | | 2020 | | 2019 |
Operating ratio (1) | | 96.2 | % | | 96.0 | % |
(1)Calculated as segment operating expenses divided by segment revenues (excluding fuel surcharge) including revenue in transit and related expenses are reported internally forat the operating segment purposes:level.
|
| | | | | | | |
| | Year Ended December 31, |
| | 2017 | | 2016 |
| Dedicated standard | | | |
Revenues (excluding fuel surcharge) (1) | $ | 291.8 |
| | $ | 300.9 |
|
Average trucks (2) (3) | 1,645 |
| | 1,758 |
|
Revenue per truck per week (4) | $ | 3,480 |
| | $ | 3,348 |
|
| Dedicated specialty | | | |
Revenues (excluding fuel surcharge) (1) | $ | 424.4 |
| | $ | 381.6 |
|
Average trucks (2) (3) | 2,285 |
| | 2,050 |
|
Revenue per truck per week (4) | $ | 3,645 |
| | $ | 3,639 |
|
| For-hire standard | | | |
Revenues (excluding fuel surcharge) (1) | $ | 1,162.8 |
| | $ | 1,168.8 |
|
Average trucks (2) (3) | 6,340 |
| | 6,641 |
|
Revenue per truck per week (4) | $ | 3,599 |
| | $ | 3,442 |
|
| For-hire specialty | | | |
Revenues (excluding fuel surcharge) (1) | $ | 308.4 |
| | $ | 239.7 |
|
Average trucks (2) (3) | 1,590 |
| | 1,274 |
|
Revenue per truck per week (4) | $ | 3,807 |
| | $ | 3,679 |
|
| Total Truckload | | | |
Revenues (excluding fuel surcharge) (1) | $ | 2,187.4 |
| | $ | 2,091.0 |
|
Average trucks (2) (3) * | 11,860 |
| | 11,722 |
|
Revenue per truck per week (4) | $ | 3,619 |
| | $ | 3,488 |
|
Average company trucks (3) | 9,101 |
| | 9,026 |
|
Average owner-operator trucks (3) | 2,758 |
| | 2,696 |
|
| Trailers | 37,637 |
| | 37,575 |
|
Operating ratio (5) | 91.0 | % | | 89.4 | % |
30
| |
(1) | Revenues (excluding fuel surcharge) in millions. |
| |
(2) | Includes company trucks and owner-operator trucks. |
| |
(3) | Calculated based on beginning and end of month counts and represents the average number of trucks available to haul freight over the specified timeframe. |
| |
(4) | Calculated excluding fuel surcharge, consistent with how revenue is reported internally for segment purposes. |
| |
(5) | Calculated as segment operating expenses divided by segment revenues (excluding fuel surcharge). |
| |
* | Amounts may not sum due to rounding. |
TruckloadLogistics revenues (excluding fuel surcharge) increased $96.4$194.5 million, approximately 5%21%, in the year ended December 31, 20172020 compared to 2016,2019, primarily dueattributable to $58.7 million more revenues (excluding fuel surcharge) from WSL (which was acquiredan increase in June 2016), as well asvolume, including growth in Dedicated Specialty accounts,of the Power Only offering, partially offset by decreased freight volumesone of the Company’s import/export customers insourcing their warehouse management function in April 2019. Revenue per order within our Dedicated Standardbrokerage business also improved compared to 2019 due to higher spot mix and For-hire Standard businesses. Effective freight selection in a strengthening marketrate, along with promotional and project opportunities in the second half of 2017, truck productivity improvements throughout the year, and a favorable year over year price impact resulted in an increase in revenue per truck per week of $131, approximately 4%, over 2016.2020.
TruckloadLogistics income from operations decreased $24.9increased $5.8 million, approximately 11%16%, in the year ended December 31, 20172020 compared to 2016,2019. This increase was primarily driven by the volume growth noted above in addition to net revenue improvements in our brokerage business due to increased driver costs, increased FTFM network buildout costs, the net negative impact of two major hurricanesmarket strength in the third quartersecond half of 2017, and lower gains on sales2020.
Other
Included in Other was a loss from operations of equipment, partially offset by operational efficiencies driven by effective fleet sizing and freight selection.
Intermodal
The following table presents our key performance indicators for our intermodal segment for the periods indicated.
|
| | | | | | | | |
| | | Year Ended December 31, |
| | | 2017 | | 2016 |
| Orders | | 408,928 |
| | 381,425 |
|
| Containers | | 17,535 |
| | 17,653 |
|
Trucks (1) | | 1,283 |
| | 1,244 |
|
Revenue per order (2) | | $ | 1,907 |
| | $ | 1,986 |
|
Operating ratio (3) | | 93.3 | % | | 93.9 | % |
| |
(1) | Includes company trucks and owner-operator trucks at the end of the period. |
| |
(2) | Calculated excluding fuel surcharge, consistent with how revenue is reported internally for segment purposes. |
| |
(3) | Calculated as segment operating expenses divided by segment revenues (excluding fuel surcharge). |
Intermodal revenues (excluding fuel surcharge) increased $22.4$19.2 million approximately 3%, in the year ended December 31, 20172020 compared to 2016. Theincome from operations of $3.8 million in 2019. Factors contributing to the change include a $24.3 million increase was driven by 7% higher volumes,in performance-based incentive compensation and $12.8 million of costs resulting from an adverse excise tax ruling in 2020. These items were partially offset by a 4%$6.7 million decrease in revenue per orderloss from operations within our captive insurance business primarily resulting from favorable auto liability despite an increase in premiums and a $5.2 million reduction in healthcare costs mostly due to both the competitive pricing environment for most of 2017fewer claims and growth in the East, which has a shorter length of haul.plan participants.
Intermodal income from operations increased $6.2 million, approximately 13%, in the year ended December 31, 2017 compared 2016. The increase was driven by higher volumes and tractor and container productivity improvements, partially offset by the increase in duplicate costs due to the 2017 chassis conversion project. Lease costs related to duplicative idle chassis amounted to $14.9 million for the year ended December 31, 2017.
Logistics
The following table presents our key performance indicator for our logistics segment for the periods indicated.
|
| | | | | | |
| | | Year Ended December 31, |
| | | 2017 | | 2016 |
Operating ratio (1) | | 95.9 | % | | 95.8 | % |
| |
(1) | Calculated as segment operating expenses divided by segment revenues (excluding fuel surcharge), consistent with how revenue is reported internally for segment purposes. |
Logistics revenues (excluding fuel surcharge) increased $96.9 million, approximately 13%, in the year ended December 31, 2017 compared to 2016, primarily due to growth in our brokerage business. Brokerage volumes increased approximately 12% over 2016.
Logistics income from operations increased $3.5 million, approximately 11%, in the year ended December 31, 2017 compared to 2016. The growth in revenues (excluding fuel surcharge) cited above was partially offset by increased third-party transportation costs.
Other
Our Other segment's expense from operations decreased $5.1 million, in the year ended December 31, 2017 compared to 2016, driven primarily by the $13.5 million adjustment of a contingent liability from the WSL acquisition. This decrease was partially offset by higher auto insurance losses year over year and higher professional fees, primarily for transition costs related to public company requirements.
LIQUIDITY AND CAPITAL RESOURCES
Our primary uses of cash are working capital requirements, capital expenditures, dividend payments, and debt service requirements. Additionally, from time to time, we may use cash for acquisitions and other investing and financing activities. Working capital is required principally to ensure we are able to run the business and have sufficient funds to satisfy maturing short-term debt and operational expenses. Our capital expenditures consist primarily of transportation equipment and information technology.
Historically, our primary source of liquidity has been cash flow from operations. In addition, we have a $250.0 million revolving credit facility and a $200.0 million accounts receivable facility.facility, for which our available capacity as of December 31, 2020 was $375.8 million. We anticipate that cash generated from operations, together with amounts available under our credit facilities, will be sufficient to meet our requirements for the foreseeable future. To the extent additional funds are necessary to meet our long-term liquidity needs as we continue to execute our business strategy, or because the COVID-19 crisis lasts longer than anticipated, we anticipate that we will obtain these funds will be obtained through additional indebtedness, additionalborrowings, equity offerings, or a combination of these potential sources of funds.liquidity. Our ability to fund future operating expenses and capital expenditures, as well as our ability to meet future debt service obligations or refinance our indebtedness, will depend on our future operating performance, which will be affected by general economic, financial, and other factors beyond our control.
The following table presents our cash and cash equivalents, marketable securities, and outstanding debt outstanding as of the dates shown.
| | | | | | | | | | | | | | |
| (in millions) | | December 31, 2020 | | December 31, 2019 |
| Cash and cash equivalents | | $ | 395.5 | | | $ | 551.6 | |
| Marketable securities | | 47.1 | | | 48.3 | |
| Total cash, cash equivalents, and marketable securities | | $ | 442.6 | | | $ | 599.9 | |
| | | | |
| Debt: | | | | |
| Senior notes | | $ | 305.0 | | | $ | 360.0 | |
| | | | |
| | | | |
| Finance leases | | 2.0 | | | 1.7 | |
Total debt (1) | | $ | 307.0 | | | $ | 361.7 | |
|
| | | | | | | | |
| (in millions) | | December 31, 2018 | | December 31, 2017 |
| Cash and cash equivalents | | $ | 378.7 |
| | $ | 238.5 |
|
| Marketable securities | | 51.3 |
| | 41.6 |
|
| Total cash, cash equivalents, and marketable securities | | $ | 430.0 |
| | $ | 280.1 |
|
| | | | | |
| Debt: | | | | |
| Senior notes | | $ | 400.0 |
| | $ | 400.0 |
|
| Equipment financing | | 5.0 |
| | 29.8 |
|
| Capital leases | | 6.9 |
| | 10.8 |
|
Total debt (1) | | $ | 411.9 |
| | $ | 440.6 |
|
| |
(1) | Debt on our consolidated balance sheets is presented net of deferred financing costs. |
Debt
At December 31, 2018,2020, we were in compliance with all covenants and financial ratioscovenants under our credit agreements and the indenturesagreements governing our senior notes. See Note 8, 7, Debt and Credit Facilities, for more information about our short-term and long-term financing arrangements.
Cash Flows
The following table summarizes the changes to our cash flows provided by (used in) operating, investing, and financing activities for the periods indicated:indicated.
| | | | | | | | | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions) | | 2020 | | 2019 | | |
| Cash provided by operating activities | | $ | 618.2 | | | $ | 636.3 | | | |
| Cash used in investing activities | | (318.7) | | | (350.2) | | | |
| Cash used in financing activities | | (455.6) | | | (113.2) | | | |
|
| | | | | | | | | | | | | |
| | | Year Ended December 31, |
(in millions) | | 2018 | | 2017 | | 2016 |
| Cash provided by operating activities | | $ | 566.5 |
| | $ | 461.3 |
| | $ | 455.3 |
|
| Cash used in investing activities | | (337.6 | ) | | (390.5 | ) | | (513.3 | ) |
| Cash provided by (used in) financing activities | | (88.7 | ) | | 36.9 |
| | 28.1 |
|
Operating Activities
2018 Compared to 2017
Cash provided by operating activities increased $105.2decreased $18.1 million, approximately 23%3%, during 20182020 compared to 2017.2019. The increasedecrease was primarily due to andriven by a decrease in net income after adjustments for various noncash charges, partially offset by a net increase in income before taxes of $101.2 million.
2017 Compared to 2016
Cashcash provided by operating activities increased $6.0working capital. Improvements in cash flows from working capital included payroll taxes deferred under the CARES Act of $30.7 million, approximately 1%, during 2017 comparedwhich we intend to 2016, driven by the timing of cash payables and other individually insignificant items.pay in 2021.
Investing Activities
2018 Compared to 2017
Cash used in investing activities decreased $52.9$31.5 million, approximately 14%9%, during 20182020 compared to 2017.2019. The decrease was driven by increased proceeds from the sale of equipment and lease receipts, offset by increased purchases of marketable securities.
2017 Compared to 2016
Cash used in investing activities decreased $122.8 million, approximately 24%, during 2017 compared to 2016. The main driver of the decrease in cash used was the impact of the June 2016 acquisition of WSL, which resulted inprimarily driven by a net cash outflow of $78.2$69.8 million in 2016. The remaining decrease in cash used was drivennet capital expenditures, partially offset by lower transportationa $25.8 million increase in purchases of lease equipment purchasesand $10.4 million of investments in 2017.equity securities.
Capital Expenditures
The following table sets forth, for the periods indicated, our net capital expenditures.
| | | | | | | | | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions) | | 2020 | | 2019 | | |
| Transportation equipment | | $ | 274.8 | | | $ | 335.3 | | | |
| Other property and equipment | | 49.7 | | | 61.7 | | | |
| Proceeds from sale of property and equipment | | (87.4) | | | (90.1) | | | |
| Net capital expenditures | | $ | 237.1 | | | $ | 306.9 | | | |
|
| | | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions) | | 2018 | | 2017 | | 2016 |
| Transportation equipment | | $ | 385.1 |
| | $ | 388.5 |
| | $ | 422.1 |
|
| Other property and equipment | | 36.9 |
| | 33.4 |
| | 37.0 |
|
| Proceeds from sale of property and equipment | | (90.5 | ) | | (70.0 | ) | | (52.0 | ) |
| Net capital expenditures | | $ | 331.5 |
| | $ | 351.9 |
| | $ | 407.1 |
|
AnnualNet capital expenditures decreased by $69.8 million in 2020 compared to 2019. The decrease was driven by a $60.5 million decrease in expenditures for transportation equipment resulting mainly from decreased tractor purchases have decreased since 2016. Our expenditures were higherdue to reduced manufacturer capacity in 2016the beginning of 2020 due to COVID-19, a $12.0 million decrease in order to reduce average tractor age withinpurchases of other property and equipment, and a $2.7 million decrease in proceeds from the fleet, which resulted in lower 2017sale of property and 2018 replacements, and also to take advantage of a strong used tractor and trailer market. In addition, in 2016 we had an initiative to grow trailer count in order to reduce unbilled miles.equipment.
We currently anticipate net capital expenditures in 20192021 to be approximately $340$425.0 million.
Financing Activities
2018 Compared to 2017
Cash used in financing activities in 2018 was $88.7increased by $342.4 million during 2020 compared to cash provided by financing activities in 20172019. The main drivers of $36.9 million resulting in a decrease of $125.6 million in cash provided by financing activities. We received approximately $341.0 million of proceeds from our IPO in April 2017 which was partially offset by 2017 one-time payments on the revolver and private placement debt of $235.0 million. In 2018, four quarterly dividend payments at $0.06 per outstanding share were made compared to only three payments at $0.05 per outstanding share in 2017, resulting in a $15.2 million increased use of cash.
2017 Compared to 2016
Cash provided by financing activities increased $8.8 million, approximately 31%, during 2017 compared to 2016. We received approximately $341.0 million of proceeds from our IPO in April 2017, and we paid $5.8 million less in dividends year over year because our fourth quarter 2017 dividend was paid in January 2018. Significant factors that offset the increase in cash fromused were an increase in dividend payments of $357.5 million primarily the IPO were:
A $240.0result of the 2020 special dividend of $2.00 per share, and the $25.0 million net cash outflow related to our accounts receivable facility. We borrowed a net $105.0and $30.0 million during 2016repayments of private placement notes in March and repaid $135.0September of 2020, respectively; partially offset by the $40.0 million during 2017 using IPO proceeds.
The repayment of a $100.0 million senior note using IPO proceeds.private placement notes in November 2019 and the final guaranteed payment associated with the 2016 WSL acquisition in 2019.
A deferred payment of approximately $19.0 million to the former owners of WSL, which included a reduction for a working capital adjustment.
Other Considerations That Could Affect Our Results, Liquidity, and Capital Resources
COVID-19
Despite disruptions in the financial markets due to COVID-19, we have been able to fund our liquidity needs to date. We believe we are in a strong liquidity position with a cash, cash equivalents, and marketable securities balance of $442.6 million and $375.8 million of unused credit capacity as of December 31, 2020. Our outstanding debt as of the end of 2020 was $307.0
million, of which $40.4 million is short-term in nature. We are compliant with all financial covenants under our credit agreements and do not anticipate the need to seek additional capital as a result of COVID-19.
Driver Capacity and Wage Cost
Our professional driver workforce is one of our most valuable assets. Recruiting and retaining sufficient numbers of qualified drivers is challenging in an increasingly competitive driver market and has a significant impact on our operating costs and ability to serve our customers. Changes in the demographic composition of the workforce, alternative employment opportunities that become available in the economy, and individual drivers’driver’s desire to be home more frequently can affect availability of drivers including by increasingand increase the wages our drivers require.
Off-Balance Sheet Arrangements
We haveAs of December 31, 2020, we had no off-balance sheet arrangements that meet the definitionhave, or are reasonably likely to have, a current or future material effect on our consolidated financial condition, results of off-balance sheet arrangements.operations, liquidity, capital expenditures, or capital resources.
Contractual Obligations
The following table sets forth our contractual obligations as of December 31, 2018:2020.
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | | Payments Due by Period | | |
| (in millions) | | Total Amounts Committed | | 2021 | | 2022-2023 | | 2024-2025 | | After 2025 | | Other |
Long-term debt (1) | | $ | 338.4 | | | $ | 50.8 | | | $ | 145.9 | | | $ | 141.7 | | | $ | — | | | $ | — | |
Purchase obligations (2) | | 161.9 | | | 161.9 | | | — | | | — | | | — | | | — | |
Finance lease obligations (1) | | 2.1 | | | 0.5 | | | 1.0 | | | 0.5 | | | 0.1 | | | — | |
Operating lease obligations (1) | | 80.7 | | | 25.8 | | | 31.9 | | | 17.6 | | | 5.4 | | | — | |
Deferred payroll taxes (3) | | 30.7 | | | 30.7 | | | — | | | — | | | — | | | — | |
Unrecognized tax benefits (4) | | 4.3 | | | — | | | — | | | — | | | — | | | 4.3 | |
| Total | | $ | 618.1 | | | $ | 269.7 | | | $ | 178.8 | | | $ | 159.8 | | | $ | 5.5 | | | $ | 4.3 | |
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | | | Payments Due by Period | | |
| (in millions) | | Total Amounts Committed | | 2019 | | 2020-2021 | | 2022-2023 | | After 2023 | | Other |
Long-term debt principal and interest obligations (1) | | $ | 461.3 |
| | $ | 58.5 |
| | $ | 117.3 |
| | $ | 144.8 |
| | $ | 140.7 |
| | $ | — |
|
Purchase obligations (2) | | 265.5 |
| | 265.5 |
| | — |
| | — |
| | — |
| | — |
|
| Capital lease obligations | | 7.1 |
| | 6.9 |
| | 0.2 |
| | — |
| | — |
| | — |
|
| Operating lease obligations | | 104.3 |
| | 35.8 |
| | 40.6 |
| | 15.2 |
| | 12.7 |
| | — |
|
| WSL guaranteed payments | | 20.0 |
| | 20.0 |
| | — |
| | — |
| | — |
| | — |
|
Unrecognized tax benefits (3) | | 3.3 |
| | — |
| | — |
| | — |
| | — |
| | 3.3 |
|
| Total | | $ | 861.5 |
| | $ | 386.7 |
| | $ | 158.1 |
| | $ | 160.0 |
| | $ | 153.4 |
| | $ | 3.3 |
|
(1) Includes unsecured senior notes and equipment financing notes
(2) Includes firm commitmentsPurchase obligations include agreements to purchase goods or services that are enforceable and legally binding and that specify all significant terms. Our purchase obligations relate to transportation equipmentequipment.
(3)Represents employer social security taxes deferred under the CARES Act and expected to be paid in 2021.
(4)This amount is shown in the other column because the year of settlement cannot be reasonably estimated. See Note 10, 9, Income Taxes, for additional information.
CRITICAL ACCOUNTING POLICIESESTIMATES
The preparation of our consolidated financial statements in accordance with GAAP requires that management make estimates and assumptions that impact the amounts reported in our consolidated financial statements and accompanying notes. Therefore, these estimates and assumptions affect reported amounts of assets, liabilities, revenue, expenses, and associated disclosures of contingent liabilities. Management evaluates these estimates on an ongoing basis, using historical experience, consultation with third parties, and other methods considered reasonable in the particular circumstances. Nevertheless, actual results may differ significantly from our estimates. Any effects on our business, financial position, or results of operations resulting from revisions to these estimates are recognized in the accounting period in which the facts that give rise to the revision become known.
The estimates discussed below include the financial statement elements that are either the most judgmental or involve the selection or application of alternative accounting policies and are material to our consolidated financial statements. Management has discussed the development and selection of these critical accounting estimates with the Audit Committee of our Board of Directors and with our independent registered public accounting firm.
Claims Accruals
Reserves are established based on estimated or expected losses for claims. The primary claims arising for the Company consist of accident-related claims for personal injury, collision, and comprehensive compensation, in addition to workers'workers’ compensation and cargo liability. We maintain self-insurance levels for these various areas of risk and have established reserves to cover these self-insured liabilities. The amounts of self-insurance change from time to time based on measurement dates, policy expiration dates, policy exhaustion, and claim type. We also maintain insurance to cover liabilities in excess of the self-insurance amounts.amounts to limit our exposure to catastrophic claim costs or damages. We are substantially self-insured for loss of and damage to our owned and leased equipment. The current claims settlement environment within the industry has resulted in excess insurance carriers decreasing coverage and increasing premiums. As a result of this trend, we may experience increases in our insurance and claims expense.
TheOur reserves represent accruals for the estimated self-insured and re-insuredreinsured portions of pending claims, including adverse development of known claims, as well as incurred but not reported claims. Our estimates require judgments concerning the nature and severity of the claim, historical trends, advice from third-party administrators and insurers, consultation with actuarial experts, the specific facts of individual cases, the jurisdictions involved, estimates of future claims development, and the legal and other costs to settle or defend the claims. The actual cost to settle our self-insured claim liabilities can differ from our reserve estimates because of a number of uncertainties, including the inherent difficulty in estimating the severity of a claim and the potential amount to defend and settle a claim. At December 31, 20182020 and 2017,2019, we had an accrual of approximately $156.0$144.2 million and $147.2$143.5 million, respectively, for estimated claims net of reinsurance receivables.
We have significant exposure to fluctuations in the number and severity of claims. If there is an increase in the frequency andand/or severity of claims, or we are required to accrue or pay additional amounts if the claims prove to be more severe than originally assessed, or any of the claims would exceed the limits of our insurance coverage, our profitability would be adversely affected. In addition to estimates within our self-insured retention, we also must make judgments concerning our coverage limits. If any claim were to exceed our coverage limits, we would have to accrue for the excess amount. Our critical estimates include evaluating whether a claim may exceed such limits and, if so, by how much. Currently, we are not aware of any such claims. If one or more claims were to exceed our effective coverage limits, our financial condition and results of operations could be materially and adversely affected.
DepreciationOur claims accrual policy for all self-insured claims is to recognize a liability at the time of the incident based on our analysis of the nature and severity of the claims and analyses provided by third-party claims administrators or outside counsel, as well as legal, economic, and regulatory factors. Our insurance and claims personnel work directly with representatives from the insurance companies to provide updated estimates of the potential loss associated with each tendered claim. The ultimate cost of a claim is developed over time as additional information regarding the nature, timing, and extent of damages claimed becomes available.
Property and Equipment
We operate a significant numberlarge fleet of trucks, trailers, containers, chassis, and other equipment in connection with our business and must selectdetermine the estimated useful lives and salvage values for calculatingof our fleet to calculate depreciation. Property and equipment isare stated at cost less accumulated depreciation and depreciated to an estimated salvage value using the straight-line method over the asset'sasset’s estimated useful life. Depreciable lives of revenue equipment range from 23 to 20 years and are based on historical experience, as well as future expectations regarding the period we expect to benefit from the assets, and company policies around maintenance and asset replacement. Estimates of salvage value at the expected date of sale are based on the expected market values of equipment at the expected time of disposal. We consider our experience with similar assets, conditions in the used revenue equipment market, and operational information such as average annual miles. We periodically review the reasonableness of our estimates regarding useful lives and salvage values of our revenue equipment and adjust these assumptions appropriately when warranted. We review our property and equipment whenever events or circumstances indicate the carrying amount of the assetassets may not be recoverable. An impairment loss equal to the excess of carrying amount over fair value would beis recognized when the carrying amount of assets is not recoverable.
Additionally, we reclassify certain revenue equipment to assets held for sale when the applicable criteria are met. An impairment loss equal to the excess of carrying amount over fair value less estimated costs to sell the asset is recognized if the carrying amount of the held for sale asset is not recoverable. Fair value is determined using recent sales prices or National Automobile Dealers Association wholesale prices for assets with the same or similar specifications.
As of December 31, 2020 and 2019, we had assets held for sale of $18.8 million and $67.4 million, respectively, of which $1.6 million and $33.4 million related to the shutdown of the FTFM service offering, respectively. Impairment losses on assets held for sale of $4.7 million and $42.4 million were recorded in 2020 and 2019, respectively.
Goodwill
To expand our business offerings, we have, on occasion, acquired other companies. In a business combination, the consideration is first assigned to identifiable assets and liabilities based on estimated fair values, with any excess recorded as goodwill. Determining fair value requires significant estimates and assumptions based on an evaluation of a number of factors, such as marketplace participants, history, future expansion and profitability expectations, amount and timing of future cash flows, and the discount rate applied to the cash flows. Goodwill is not amortized but is assessed for impairment at least annually and more frequently if a triggering event indicates that impairment may exist.
Our total goodwill balance at December 31, 20182020 and 20172019 was $162.2$128.1 million and $164.8$127.5 million, respectively. Goodwill is evaluated for impairment at the reporting unit level.level annually, or more frequently if events or circumstances indicate the carrying value is not recoverable. A reporting unit can be a segment or business within a segment. AsWhen reviewing goodwill for impairment, we consider the amount of December 31, 2017,excess fair value over the carrying value of each reporting unit, the period of time since a reporting unit’s last quantitative test, the extent a reorganization or disposition changes the composition of one or more of our reporting units, with goodwill were Dedicated, Import/Export, and Asia. During 2018,other factors to determine whether or not to first perform a qualitative test. When performing a qualitative test, we reorganizedassess numerous factors to determine whether it is more likely than not that the structurefair value of our reporting units is less than their respective carrying values. Examples of qualitative factors that we assess include our share price, our financial performance, market and competitive factors in our industry, and other events specific to our reporting units. If we conclude that it is more likely than not that the operating segments within our Truckload reportable segment, separating FTFM into its own operating segment and integrating the remaining Dedicated business into the VTL operating segment. Each Truckload operating segment was determined to be its ownfair value of a reporting unit due tois less than its carrying value, we perform a quantitative impairment test. In the level at which financial information is available and management's review of that information. As a result of the reorganization, goodwill previously attributed to the Dedicated reporting unit was reallocated to the VTL-Dedicated Services and FTFM reporting units on a relative fair value basis. Of the $138.2 million previously attributed to the Dedicated reporting unit, VTL-Dedicated Services and FTFM reporting units were allocated $103.6 million and $34.6 million, respectively. After the reallocation of goodwill, an impairment test was performed for these reporting units, and it was determined that, as of April 1, 2018, goodwill was not impaired as each reporting unit had an estimated fair value in excess of its respective carrying amount.
In thequantitative impairment evaluation, the carrying value of a reporting unit, including goodwill, is compared with its fair value. We base our fair value estimation on an independenta valuation, report, which uses a combination of (1) an income approach based on the present value of estimated future cash flows and (2) a market approach based on market price data of shares of our company and others in our industry to value our reporting units. If the carrying value of a reporting unit exceeds its fair value,
an impairment loss is recorded equal to that excess. Significant judgment is necessary to evaluate the impact of operating and macroeconomic changes and to estimate future cash flows. Assumptions used in impairment evaluations, such as forecasted growth rates and our cost of capital, are based on the best available market information and are consistent with our internal forecasts and operating plans. These assumptions could be adversely impacted by certain risks discussed earlier in this document.
During the second quarter of 2019, a triggering event occurred as results from our FTFM reporting unit continued to be less than projected, despite sustained investments and operational changes designed to improve efficiencies. Because of this triggering event, an impairment test was performed for the FTFM reporting unit. As a result of the testing performed, an impairment loss of $34.6 million was recorded, as the discounted cash flows expected to be generated by this reporting unit were not sufficient to recover its carrying value. This represented all of the goodwill related to the FTFM reporting unit.
We completed the required annual goodwill impairment test for all fourthree of our reporting units with goodwill as of October 31, 2018. The2020 and concluded that the excess of estimated fair values of our VTL-Dedicated Services and Import/Export reporting units were significantly in excess of their respectiveover carrying values while our Asia reporting unit had a carrying value in excess of its fair value. The Asia reporting unit's revenue is performing below expectations, however better than the previous year. The yuan, or CNY, continued to weaken in the fourth quarter, as trade tensions between the US and China escalated. There are ongoing discussions on current tariffs between the US and China that remain uncertain which have also had an impact on current market conditions in Asia. While our long-term growth rate remains unchanged from the prior year, we reassessed our Asia performance projections given the current market and economy in China. The operations of the Asia reporting unit are still projected to be favorable in the long-term based on the customer pipeline activity and carrier cost management, however this was not enough to recover the carrying value. As such, a goodwill impairment loss of $2.0 million was recorded for our Asia reporting unit. As of December 31, 2018, the remaining goodwill attributed to our Asiaeach reporting unit was $9.8 million. Continued challenges for the Chinese economy and our inability to retain and attract profitable customers could result in future goodwill impairments for our Asia reporting unit. Key assumptions used in both the 2018 and 2017 Asia goodwill impairment analyses are as follows:more than insignificant.
|
| | | | |
| Asia Goodwill Assumptions | | October 31, 2018 | | October 31, 2017 |
Discount rate (1) | | 13.0% | | 12.0% |
Long-term growth rate (2) | | 5.0% | | 5.0% |
| |
(1) | The discount rate is based on the Company's Weighted Average Cost of Capital (WACC) which increased from the analysis performed in the prior year primarily due to an increase in the risk-free interest rate. A 1.0% increase in the discount rate at October 31, 2018, would result in a decrease in fair value of approximately $2.1 million.
|
| |
(2) | The long-term growth rate applied to the terminal period in our discounted cash flow was 5.0%. In the forecasted periods leading up to the terminal period, the revenue growth rates ranged from 4.8% to 7.8% based on our current estimates for growth in those periods. |
The fair value of FTFM exceeded its carrying value by $17.5 million, or 10%, which reflects a decrease in the fair value as compared to the impairment analysis performed during the second quarter of 2018 as described above. The decrease in fair value was primarily due to recent revenues not meeting projections and operational inefficiencies, which management is addressing through a revised comprehensive operating plan. This operating plan centers around reducing variability in the first and middle mile operations, converting more freight to intermodal, for-hire truck, and third-party capacity, as well as refining its commercial focus. While management has made adjustments to FTFM's operating plan, future financial performance that doesn't meet management expectations may result in the carrying value of this reporting unit exceeding its fair value which would result in an impairment of goodwill. Key assumptions used in each of the 2018 FTFM goodwill impairment analyses are as follows:
|
| | | | |
| FTFM Goodwill Assumptions | | October 31, 2018 | | April 1, 2018 |
Discount rate (1) | | 12.5% | | 12.0% |
Long-term growth rate (2) | | 3.0% | | 3.0% |
| |
(1) | The discount rate is based on the Company's Weighted Average Cost of Capital (WACC) which increased from the analysis performed earlier in 2018 primarily due to an increase in the risk-free interest rate. A 1.0% increase in the discount rate at October 31, 2018, would result in a decrease in fair value of approximately $20.0 million.
|
| |
(2) | The long-term growth rate applied to the terminal period in our discounted cash flow was 3.0%. In the forecasted periods leading up to the terminal period, the revenue growth rates ranged from (0.2%) to 10.7% based on our current estimates for growth in those periods. |
There were no triggering events identified from the date of our assessment through December 31, 20182020 that would require an update to our annual impairment test. If future operating performance of any of our reporting units is below our expectations or there are changes to forecasted growth rates or our cost of capital, a decline in the fair value of the reporting units could result, and we may be required to record a goodwill impairment charge. See Note 7, 6, Goodwill, and Other Intangible Assets, for more information.
Income Taxes
We account for income taxes under the asset and liability method, in accordance with ASC 740-10, Income Taxes. We recognize deferred tax assets and liabilities for the future tax consequences attributable to differences between the financial statement carrying amounts of existing assets and liabilities and their respective tax bases. Significant management judgment is required in determining our provision for income taxes and in determining whether deferred tax assets will be realized in full or in part. We measure deferred tax assets and liabilities using enacted tax rates expected to apply to taxable income in the years in which those temporary differences are expected to be recovered or settled. If we ever estimated that it is more likely than not that all or some portion of specific deferred tax assets will not be realized, we must establish a valuation allowance for the amount of the deferred tax assets that are determined not to be realizable. Accordingly, if the facts or financial results were to
change in such a way as to impact the likelihood of realizing the deferred tax assets, we would have to apply judgment to determine the amount of valuation allowance required in the appropriate period.
We recognize a liability for unrecognized tax benefits when the benefits of tax positions taken on a tax return are not likely to be sustained upon examination, including resolutions of any related appeals or litigation processes, based on the technical merits. See Note 10, Income Taxes, for a discussion of our current tax contingencies.
ItemITEM 7A. Quantitative and Qualitative Disclosures About Market RiskQUANTITATIVE AND QUALITATIVE DISCLOSURES ABOUT MARKET RISK
We are exposed to market risk from changes in certain commodity prices, interest rates, inflation, and foreign currency exchange rates. All of these market risks arise in the normal course of business, as we do not engage in speculative trading activities. We have established policies, procedures, and internal processes governing our management of market risk and the use of financial instruments to manage our exposure to such risk.
Commodity Risk
We have commodity exposure with respect to fuel used in company-owned tractors. Further increasesIncreases in fuel prices will continue to raise our operating costs, even after applying fuel surcharge revenues. Historically, we have been able to recover a majority of fuel price
increases from our customers in the form of fuel surcharges. The average diesel price per gallon in the United States,U.S., as reported by the DOE, increasedDepartment of Energy, decreased from an average of $2.65$3.05 per gallon for fiscal year 20172019 to an average of $3.18$2.56 per gallon for fiscal year 2018.2020. We cannot predict the extentextent or speed of potential changes in fuel price levelsprices in the future, the degree to which the lag effect of our fuel surcharge programs will impact us as a result of the timing and magnitude of such changes, or the extent to which effective fuel surcharges can be maintained and collected to offset future increases. We generally have not used derivative financial instruments to hedge our fuel price exposure in the past but continue to evaluate this possibility.
Interest Rate Risk
We hadhad cash and cash equivalents of $378.7$395.5 million as of December 31, 2018,2020, which consists of bank deposits with FDICFederal Deposit Insurance Corporation participating banks and money market accounts of $295.9 million. The cash on deposit with banks is not susceptible$336.8 million that are sensitive to changes in interest rate risk. Atrates. A hypothetical 1% decrease in our interest rates would decrease our annual interest income by an immaterial amount.
At December 31, 2018,2020, we had no outstanding variable rate borrowings under either our accounts receivable securitization facility or our revolving credit facility. In the future,future, if we borrow under either our accounts receivable securitization facility or our revolving credit facility, we will have interest rate exposure arising from variable interest rates. These variable interest rates are impacted by changes in short-term interest rates.rates and currently use LIBOR as a benchmark. LIBOR is expected to be phased out after 2021 and the Alternative Reference Rates Committee has proposed the SOFR as an alternative. While our current facilities indicate that either LIBOR or SOFR can be used in determining interest rates, it is not presently known whether SOFR or any other alternative reference rates that have been proposed will attain market acceptance as replacements for LIBOR. If we borrow under either of these facilities in the future, we will need to make the determination of which benchmark to use or revise our existing agreements with our lenders should an alternative benchmark be adopted. We manage interest rate exposure through a mix of variable rate debt, fixed rate senior debt, fixed rate financing, and fixed rate lease financing.
Inflation Risk
Inflation can have an impact on our operating costs. A prolonged period of inflation could cause interest rates, fuel, wages, and other costs to increase, which would adversely affect our results of operations unless freight rates correspondingly increase. However, we do not believe that inflation has had a material effect on our business, financial condition, or results of operations. If our costs were to become subject to significant inflationary pressures, we may not be able to fully offset such higher costs through price increases. Our inability or failure to do so could harm our business, financial condition, and results of operations.
Foreign Currency Exchange Risk
Although we conduct business in foreign countries, international operations are not material to our consolidated financial position, results of operations, or cash flows. ForeignNet foreign currency transaction gains and losses havewere also not been material to our results of operations. We are not currently subject to material foreign currency exchange rate risks from the effects that exchange rate movements of foreign currencies would have on our future costs or on future cash flows we would receive from our foreign investments.operations. To date, we have not entered into any foreign currency forward exchange contracts or other derivative financial instruments to hedge the effects of adverse fluctuations in foreign currency exchange rates.
ItemITEM 8. Financial Statements and Supplementary DataFINANCIAL STATEMENTS AND SUPPLEMENTARY DATA
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
To the shareholders and the Board of Directors of Schneider National, Inc.
Opinion on the Financial Statements
We have audited the accompanying consolidated balance sheets of Schneider National, Inc. and subsidiaries (the “Company”) as of December 31, 20182020 and 2017,2019, the related consolidated statements of comprehensive income, cash flows, and shareholders’ equity, for each of the three years in the period ended December 31, 2018,2020, and the related notes and the schedule listed in the Index at Item 15 (collectively referred to as the “financial statements”). In our opinion, the financial statements present fairly, in all material respects, the financial position of the Company as of December 31, 20182020 and 2017,2019, and the results of its operations and its cash flows for each of the three years in the period ended December 31, 2018,2020, in conformity with accounting principles generally accepted in the United States of America.
We have also audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the Company'sCompany’s internal control over financial reporting as of December 31, 2018,2020, based on criteria established in Internal Control -— Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission and our report dated February 26, 2019,19, 2021, expressed an unqualified opinion on the Company'sCompany’s internal control over financial reporting.
Change in Accounting Principle
As discussed in Note 8 to the financial statements, the Company changed its method of accounting for leases in the year ended December 31, 2019 due to the adoption of Accounting Standards Update No. 2016-02, Leases (Topic 842), using the modified retrospective method.
Basis for Opinion
These financial statements are the responsibility of the Company'sCompany’s management. Our responsibility is to express an opinion on the Company’s financial statements based on our audits. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audits in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether the financial statements are free of material misstatement, whether due to error or fraud. Our audits included performing procedures to assess the risks of material misstatement of the financial statements, whether due to error or fraud, and performing procedures that respond to those risks. Such procedures included examining, on a test basis, evidence regarding the amounts and disclosures in the financial statements. Our audits also included evaluating the accounting principles used and significant estimates made by management, as well as evaluating the overall presentation of the financial statements. We believe that our audits provide a reasonable basis for our opinion.
Critical Audit Matter
The critical audit matter communicated below is a matter arising from the current-period audit of the financial statements that was communicated or required to be communicated to the audit committee and that (1) relates to accounts or disclosures that are material to the financial statements and (2) involved our especially challenging, subjective, or complex judgments. The communication of critical audit matters does not alter in any way our opinion on the financial statements, taken as a whole, and we are not, by communicating the critical audit matter below, providing a separate opinion on the critical audit matter or on the accounts or disclosures to which it relates.
Claims Accruals — Refer to Note 1 to the financial statements
Critical Audit Matter Description
The Company is self-insured for various claims, which primarily relate to accident-related claims for personal injury, collision, and comprehensive compensation, along with workers’ compensation. Claims accruals represent accruals for
pending claims, including adverse development of known claims, as well as incurred but not reported claims. The claims accruals are based on estimated or expected losses for claims considering the nature and severity of each claim, historical trends, advice from third-party administrators and insurers, consultation with actuarial experts, the specific facts of individual cases, the jurisdictions involved for each case, estimates of future claims development, the fluctuations in the number and severity of claims, and the legal and other costs to settle or defend the claims. At December 31, 2020 and 2019, the Company had an accrual of $144.2 million and $143.5 million, respectively, for estimated claims net of reinsurance receivables.
The subjectivity of estimating the claim accruals for pending claims and incurred but not reported claims, requires a high degree of auditor judgement and an increased extent of effort. This includes the need to involve our actuarial specialists when performing audit procedures to evaluate whether claims accruals are appropriately stated as of December 31, 2020.
How the Critical Audit Matter Was Addressed in the Audit
Our audit procedures related to the claims accruals included the following, among others:
•We tested the effectiveness of internal controls related to claims accruals, including those over the projected development of known claims and incurred but not reported claims.
•We evaluated the methods and assumptions used by management to estimate claims accruals by:
◦Testing the underlying data that served as the basis for the actuarial analysis, including reconciling the claims data to the Company’s actuarial analysis, testing the annual exposure data, and testing current year claims and payment data.
◦Comparing management’s selected claims accrual estimates to the range provided by their third-party actuary and to historical trends.
◦With the assistance of our actuarial specialists, we developed an independent range of estimates of the claims accruals, utilizing loss development factors from the Company’s historical data and industry claim development factors, and compared our estimated range to management’s recorded reserve.
/s/ Deloitte & Touche LLP
Milwaukee, Wisconsin
February 26, 201919, 2021
We have served as the Company’s auditor since 2002.
REPORT OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM
To the shareholders and the Board of Directors of Schneider National, Inc.
Opinion on Internal Control over Financial Reporting
We have audited the internal control over financial reporting of Schneider National, Inc. and subsidiaries (the “Company”) as of December 31, 2018,2020, based on criteria established in Internal Control -— Integrated Framework (2013) issued by the Committee of Sponsoring Organizations of the Treadway Commission (COSO). In our opinion, the Company maintained, in all material respects, effective internal control over financial reporting as of December 31, 2018,2020, based on criteria established in Internal Control -— Integrated Framework (2013) issued by COSO.
We have also audited, in accordance with the standards of the Public Company Accounting Oversight Board (United States) (PCAOB), the consolidated financial statements as of and for the year ended December 31, 2018,2020, of the Company and our report dated February 26, 2019,19, 2021, expressed an unqualified opinion on those financial statements.
Basis for Opinion
The Company’s management is responsible for maintaining effective internal control over financial reporting and for its assessment of the effectiveness of internal control over financial reporting, included in the accompanying Management’s Report on Internal Control over Financial Reporting. Our responsibility is to express an opinion on the Company’s internal control over financial reporting based on our audit. We are a public accounting firm registered with the PCAOB and are required to be independent with respect to the Company in accordance with the U.S. federal securities laws and the applicable rules and regulations of the Securities and Exchange Commission and the PCAOB.
We conducted our audit in accordance with the standards of the PCAOB. Those standards require that we plan and perform the audit to obtain reasonable assurance about whether effective internal control over financial reporting was maintained in all material respects. Our audit included obtaining an understanding of internal control over financial reporting, assessing the risk that a material weakness exists, testing and evaluating the design and operating effectiveness of internal control based on the assessed risk, and performing such other procedures as we considered necessary in the circumstances. We believe that our audit provides a reasonable basis for our opinion.
Definition and Limitations of Internal Control over Financial Reporting
A company’s internal control over financial reporting is a process designed to provide reasonable assurance regarding the reliability of financial reporting and the preparation of financial statements for external purposes in accordance with generally accepted accounting principles. A company’s internal control over financial reporting includes those policies and procedures that (1) pertain to the maintenance of records that, in reasonable detail, accurately and fairly reflect the transactions and dispositions of the assets of the company; (2) provide reasonable assurance that transactions are recorded as necessary to permit preparation of financial statements in accordance with generally accepted accounting principles, and that receipts and expenditures of the company are being made only in accordance with authorizations of management and directors of the company; and (3) provide reasonable assurance regarding prevention or timely detection of unauthorized acquisition, use, or disposition of the company’s assets that could have a material effect on the financial statements.
Because of its inherent limitations, internal control over financial reporting may not prevent or detect misstatements. Also, projections of any evaluation of effectiveness to future periods are subject to the risk that controls may become inadequate because of changes in conditions, or that the degree of compliance with the policies or procedures may deteriorate.
/s/ Deloitte & Touche LLP
Milwaukee, Wisconsin
February 26, 2019
19, 2021
SCHNEIDER NATIONAL, INC.
CONSOLIDATED STATEMENTS OF COMPREHENSIVE INCOME
(in millions, except per share data)
| | | | Year Ended December 31, | | Year Ended December 31, |
| | 2018 | | 2017 | | 2016 | | 2020 | | 2019 | | 2018 |
| Operating revenues | $ | 4,977.0 |
| | $ | 4,383.6 |
| | $ | 4,045.7 |
| Operating revenues | $ | 4,552.8 | | | $ | 4,747.0 | | | $ | 4,977.0 | |
| Operating expenses: | | | | | | Operating expenses: | | | | | |
| Purchased transportation | 1,965.9 |
| | 1,605.3 |
| | 1,466.0 |
| Purchased transportation | 1,997.8 | | | 1,996.4 | | | 1,965.9 | |
| Salaries, wages, and benefits | 1,259.4 |
| | 1,223.5 |
| | 1,129.3 |
| Salaries, wages, and benefits | 1,046.5 | | | 1,106.0 | | | 1,259.4 | |
| Fuel and fuel taxes | 344.8 |
| | 305.5 |
| | 252.9 |
| Fuel and fuel taxes | 204.4 | | | 289.7 | | | 344.8 | |
| Depreciation and amortization | 291.3 |
| | 279.0 |
| | 266.0 |
| Depreciation and amortization | 290.5 | | | 292.9 | | | 291.3 | |
| Operating supplies and expenses | 491.3 |
| | 493.9 |
| | 449.9 |
| Operating supplies and expenses | 533.0 | | | 530.2 | | | 491.3 | |
| Insurance and related expenses | 102.2 |
| | 90.3 |
| | 89.1 |
| Insurance and related expenses | 86.1 | | | 109.6 | | | 102.2 | |
| Other general expenses | 144.3 |
| | 105.8 |
| | 102.1 |
| Other general expenses | 106.8 | | | 116.1 | | | 144.3 | |
| Goodwill impairment charge | 2.0 |
| | — |
| | — |
| Goodwill impairment charge | 0 | | | 34.6 | | | 2.0 | |
| Restructuring—net | | Restructuring—net | 1.0 | | | 63.7 | | | 0 | |
| Total operating expenses | 4,601.2 |
| | 4,103.3 |
| | 3,755.3 |
| Total operating expenses | 4,266.1 | | | 4,539.2 | | | 4,601.2 | |
| Income from operations | 375.8 |
| | 280.3 |
| | 290.4 |
| Income from operations | 286.7 | | | 207.8 | | | 375.8 | |
| Other expenses (income): | | | | | | Other expenses (income): | | | | | |
| Interest expense—net | 12.5 |
| | 17.4 |
| | 21.4 |
| |
| Interest income | | Interest income | (3.3) | | | (8.5) | | | (4.6) | |
| Interest expense | | Interest expense | 13.6 | | | 16.6 | | | 17.1 | |
| Other expense (income)—net | (1.3 | ) | | (0.5 | ) | | 3.4 |
| Other expense (income)—net | (6.5) | | | 1.6 | | | (1.3) | |
| Total other expenses | 11.2 |
| | 16.9 |
| | 24.8 |
| Total other expenses | 3.8 | | | 9.7 | | | 11.2 | |
| Income before income taxes | 364.6 |
| | 263.4 |
| | 265.6 |
| Income before income taxes | 282.9 | | | 198.1 | | | 364.6 | |
| Provision for (benefit from) income taxes | 95.7 |
| | (126.5 | ) | | 108.7 |
| |
| Provision for income taxes | | Provision for income taxes | 71.2 | | | 51.1 | | | 95.7 | |
| Net income | 268.9 |
| | 389.9 |
| | 156.9 |
| Net income | 211.7 | | | 147.0 | | | 268.9 | |
| Other comprehensive income (loss): | | | | | | Other comprehensive income (loss): | |
| Foreign currency translation adjustments | (1.0 | ) | | (0.9 | ) | | 0.7 |
| |
| Unrealized loss on marketable securities—net of tax | — |
| | — |
| | (0.2 | ) | |
| Foreign currency translation gain (loss) | | Foreign currency translation gain (loss) | 0.6 | | | 0 | | | (1.0) | |
| Net unrealized gains on marketable securities—net of tax | | Net unrealized gains on marketable securities—net of tax | 0.1 | | | 1.1 | | | 0 | |
| Total other comprehensive income (loss) | (1.0 | ) | | (0.9 | ) | | 0.5 |
| Total other comprehensive income (loss) | 0.7 | | | 1.1 | | | (1.0) | |
| Comprehensive income | $ | 267.9 |
| | $ | 389.0 |
| | $ | 157.4 |
| Comprehensive income | $ | 212.4 | | | $ | 148.1 | | | $ | 267.9 | |
| | | | | | | | | | | | |
| Weighted average common shares outstanding | 177.0 |
| | 171.1 |
| | 156.6 |
| Weighted average common shares outstanding | 177.3 | | | 177.1 | | | 177.0 | |
| Basic earnings per share | $ | 1.52 |
| | $ | 2.28 |
| | $ | 1.00 |
| Basic earnings per share | $ | 1.19 | | | $ | 0.83 | | | $ | 1.52 | |
| | | | | | | | | | | | |
| Weighted average diluted shares outstanding | 177.2 |
| | 171.3 |
| | 156.8 |
| Weighted average diluted shares outstanding | 177.6 | | | 177.3 | | | 177.2 | |
| Diluted earnings per share | $ | 1.52 |
| | $ | 2.28 |
| | $ | 1.00 |
| Diluted earnings per share | $ | 1.19 | | | $ | 0.83 | | | $ | 1.52 | |
| | | | | | | | | | | | |
| Dividends per share of common stock | $ | 0.24 |
| | $ | 0.20 |
| | $ | 0.20 |
| Dividends per share of common stock | $ | 2.26 | | | $ | 0.24 | | | $ | 0.24 | |
See notes to consolidated financial statements.
SCHNEIDER NATIONAL, INC.
CONSOLIDATED BALANCE SHEETS
(in millions, except share data)
| | | | | | | | | | | |
| December 31, 2020 | | December 31, 2019 |
| Assets | | | |
| Current Assets: | | | |
| Cash and cash equivalents | $ | 395.5 | | | $ | 551.6 | |
| Marketable securities | 47.1 | | | 48.3 | |
| Trade accounts receivable—net of allowance of $3.7 million and $3.4 million, respectively | 537.7 | | | 465.8 | |
| Other receivables | 20.8 | | | 28.9 | |
| Current portion of lease receivables—net of allowance of $0.8 million and $0.6 million, respectively | 96.8 | | | 121.5 | |
| Inventories | 44.9 | | | 71.9 | |
| Prepaid expenses and other current assets | 77.9 | | | 117.7 | |
| Total current assets | 1,220.7 | | | 1,405.7 | |
| Noncurrent Assets: | | | |
| Property and equipment: | | | |
| Transportation equipment | 2,880.2 | | | 2,790.1 | |
| Land, buildings, and improvements | 202.3 | | | 199.3 | |
| Other property and equipment | 166.8 | | | 162.7 | |
| Total property and equipment | 3,249.3 | | | 3,152.1 | |
| Less accumulated depreciation | 1,417.4 | | | 1,300.5 | |
| Net property and equipment | 1,831.9 | | | 1,851.6 | |
| Lease receivables | 131.3 | | | 109.4 | |
| Capitalized software and other noncurrent assets | 204.2 | | | 165.9 | |
| Goodwill | 128.1 | | | 127.5 | |
| Total noncurrent assets | 2,295.5 | | | 2,254.4 | |
| Total Assets | $ | 3,516.2 | | | $ | 3,660.1 | |
| Liabilities and Shareholders’ Equity | | | |
| Current Liabilities: | | | |
| Trade accounts payable | $ | 245.7 | | | $ | 207.7 | |
| Accrued salaries, wages, and benefits | 110.7 | | | 63.8 | |
| Claims accruals—current | 36.4 | | | 42.0 | |
| Current maturities of debt and finance lease obligations | 40.4 | | | 55.5 | |
| Dividends payable—current | 12.2 | | | 10.8 | |
| Other current liabilities | 89.2 | | | 85.4 | |
| Total current liabilities | 534.6 | | | 465.2 | |
| Noncurrent Liabilities: | | | |
| Long-term debt and finance lease obligations | 266.4 | | | 305.8 | |
| Claims accruals—noncurrent | 129.9 | | | 118.7 | |
| Deferred income taxes | 450.4 | | | 449.0 | |
| Other noncurrent liabilities | 79.4 | | | 85.0 | |
| Total noncurrent liabilities | 926.1 | | | 958.5 | |
| Total Liabilities | 1,460.7 | | | 1,423.7 | |
| Commitments and Contingencies (Note 14) | | | |
| Shareholders’ Equity: | | | |
| Class A common shares, 0 par value, 250,000,000 shares authorized, 83,029,500 shares issued and outstanding | 0 | | | 0 | |
| Class B common shares, 0 par value, 750,000,000 shares authorized, 95,159,635 and 94,837,673 shares issued, and 94,311,653 and 94,088,025 shares outstanding, respectively | 0 | | | 0 | |
| Additional paid-in capital | 1,552.2 | | | 1,542.7 | |
| Retained earnings | 502.5 | | | 693.6 | |
| Accumulated other comprehensive income | 0.8 | | | 0.1 | |
| Total Shareholders’ Equity | 2,055.5 | | | 2,236.4 | |
| Total Liabilities and Shareholders’ Equity | $ | 3,516.2 | | | $ | 3,660.1 | |
|
| | | | | | | |
| | December 31, 2018 | | December 31, 2017 |
| Assets | | | |
| Current Assets: | | | |
| Cash and cash equivalents | $ | 378.7 |
| | $ | 238.5 |
|
| Marketable securities | 51.3 |
| | 41.6 |
|
| Trade accounts receivable—net of allowance of $6.8 million and $5.2, million, respectively | 593.1 |
| | 527.9 |
|
| Other receivables | 31.8 |
| | 22.4 |
|
| Current portion of lease receivables—net of allowance of $0.5 million and $1.7 million, respectively | 129.1 |
| | 104.9 |
|
| Inventories | 60.8 |
| | 83.1 |
|
| Prepaid expenses and other current assets | 79.5 |
| | 75.6 |
|
| Total current assets | 1,324.3 |
| | 1,094.0 |
|
| Noncurrent Assets: | | | |
| Property and equipment: | | | |
| Transportation equipment | 2,900.2 |
| | 2,770.1 |
|
| Land, buildings, and improvements | 177.2 |
| | 183.8 |
|
| Other property and equipment | 157.6 |
| | 175.7 |
|
| Total property and equipment | 3,235.0 |
| | 3,129.6 |
|
| Accumulated depreciation | 1,312.8 |
| | 1,271.5 |
|
| Net property and equipment | 1,922.2 |
| | 1,858.1 |
|
| Lease receivables | 133.2 |
| | 138.9 |
|
| Capitalized software and other noncurrent assets | 82.6 |
| | 74.7 |
|
| Goodwill | 162.2 |
| | 164.8 |
|
| Total noncurrent assets | 2,300.2 |
| | 2,236.5 |
|
| Total Assets | $ | 3,624.5 |
| | $ | 3,330.5 |
|
| Liabilities and Shareholders' Equity | | | |
| Current Liabilities: | | | |
| Trade accounts payable | $ | 226.0 |
| | $ | 230.4 |
|
| Accrued salaries and wages | 94.8 |
| | 85.8 |
|
| Claims accruals—current | 58.3 |
| | 48.3 |
|
| Current maturities of debt and capital lease obligations | 51.7 |
| | 19.1 |
|
| Dividends payable | 10.6 |
| | 8.8 |
|
| Other current liabilities | 81.2 |
| | 69.6 |
|
| Total current liabilities | 522.6 |
| | 462.0 |
|
| Noncurrent Liabilities: | | | |
| Long-term debt and capital lease obligations | 359.6 |
| | 420.6 |
|
| Claims accruals—noncurrent | 113.3 |
| | 102.5 |
|
| Deferred income taxes | 450.6 |
| | 386.6 |
|
| Other | 46.1 |
| | 68.6 |
|
| Total noncurrent liabilities | 969.6 |
| | 978.3 |
|
| Commitments and Contingencies (Note 16) |
| |
|
| Shareholders' Equity: | | | |
| Class A common shares, no par value, 250,000,000 shares authorized, 83,029,500 shares issued and outstanding | — |
| | — |
|
| Class B common shares, no par value, 750,000,000 shares authorized, 94,593,588 and 93,850,011 shares issued, and 93,969,268 and 93,850,011 shares outstanding, respectively | — |
| | — |
|
| Additional paid-in capital | 1,544.0 |
| | 1,534.6 |
|
| Retained earnings | 589.3 |
| | 355.6 |
|
| Accumulated other comprehensive income | (1.0 | ) | | — |
|
| Total shareholders' equity | 2,132.3 |
| | 1,890.2 |
|
| Total Liabilities and Shareholders' Equity | $ | 3,624.5 |
| | $ | 3,330.5 |
|
SCHNEIDER NATIONAL, INC.
CONSOLIDATED STATEMENTS OF CASH FLOWS
| | | | Year Ended December 31, | | Year Ended December 31, |
| | 2018 | | 2017 | | 2016 | | 2020 | | 2019 | | 2018 |
| Operating Activities: | | | | | | Operating Activities: | | | | | |
| Net income | $ | 268.9 |
| | $ | 389.9 |
| | $ | 156.9 |
| Net income | $ | 211.7 | | | $ | 147.0 | | | $ | 268.9 | |
| Adjustments to reconcile net income to net cash provided by operating activities: | | | | | |
| Adjustments to reconcile net income to net cash flows from operating activities: | | Adjustments to reconcile net income to net cash flows from operating activities: | |
| Depreciation and amortization | 291.3 |
| | 279.0 |
| | 266.0 |
| Depreciation and amortization | 290.5 | | | 292.9 | | | 291.3 | |
| Gains on sales of property and equipment | (8.1 | ) | | (9.4 | ) | | (18.3 | ) | |
| Goodwill impairment charge | 2.0 |
| | — |
| | — |
| |
| Goodwill impairment | | Goodwill impairment | 0 | | | 34.6 | | | 2.0 | |
| Losses (gains) on sales of property and equipment—net | | Losses (gains) on sales of property and equipment—net | 6.2 | | | (3.3) | | | (8.4) | |
| Impairment on assets held for sale | | Impairment on assets held for sale | 4.3 | | | 14.3 | | | 0.3 | |
| Proceeds from lease receipts | | Proceeds from lease receipts | 69.0 | | | 78.7 | | | 0 | |
| Deferred income taxes | 62.2 |
| | (152.0 | ) | | 75.6 |
| Deferred income taxes | 1.7 | | | (0.2) | | | 62.2 | |
| WSL contingent consideration adjustment | — |
| | (13.5 | ) | | — |
| |
| Long-term incentive compensation expense | 22.8 |
| | 17.0 |
| | 18.3 |
| |
| Long-term incentive and share-based compensation expense (benefit) | | Long-term incentive and share-based compensation expense (benefit) | 8.9 | | | (3.6) | | | 22.8 | |
| Noncash restructuring—net | | Noncash restructuring—net | 1.1 | | | 50.0 | | | 0 | |
| Other noncash items | (3.5 | ) | | (0.7 | ) | | (1.4 | ) | Other noncash items | (5.7) | | | 3.4 | | | (3.5) | |
| Changes in operating assets and liabilities: | | | | | | Changes in operating assets and liabilities: | |
| Receivables | (74.8 | ) | | (64.4 | ) | | 1.1 |
| Receivables | (65.4) | | | 119.9 | | | (62.8) | |
| Other assets | (9.0 | ) | | 1.4 |
| | (4.9 | ) | Other assets | (15.3) | | | (3.3) | | | (9.0) | |
| Payables | 3.0 |
| | 16.0 |
| | (0.6 | ) | Payables | 56.5 | | | (35.3) | | | 3.0 | |
| Claims reserves and other receivables—net | | Claims reserves and other receivables—net | 3.8 | | | (12.6) | | | 8.8 | |
| Other liabilities | 11.7 |
| | (2.0 | ) | | (37.4 | ) | Other liabilities | 50.9 | | | (46.2) | | | (9.1) | |
| Net cash provided by operating activities | 566.5 |
| | 461.3 |
| | 455.3 |
| Net cash provided by operating activities | 618.2 | | | 636.3 | | | 566.5 | |
| Investing Activities: | | | | | | Investing Activities: | | | | | |
| Purchases of transportation equipment | (385.1 | ) | | (388.5 | ) | | (422.1 | ) | Purchases of transportation equipment | (274.8) | | | (335.3) | | | (385.1) | |
| Purchases of other property and equipment | (36.9 | ) | | (33.4 | ) | | (37.0 | ) | Purchases of other property and equipment | (49.7) | | | (61.7) | | | (36.9) | |
| Proceeds from sale of property and equipment | 90.5 |
| | 70.0 |
| | 52.0 |
| Proceeds from sale of property and equipment | 87.4 | | | 90.1 | | | 90.5 | |
| Proceeds from lease receipts and sale of off-lease inventory | 94.6 |
| | 61.0 |
| | 63.5 |
| |
| Proceeds from lease receipts | | Proceeds from lease receipts | 0 | | | 0 | | | 72.7 | |
| Proceeds from sale of off-lease inventory | | Proceeds from sale of off-lease inventory | 22.7 | | | 20.7 | | | 21.9 | |
| Purchases of lease equipment | (90.5 | ) | | (110.1 | ) | | (88.4 | ) | Purchases of lease equipment | (94.5) | | | (68.7) | | | (90.5) | |
| Sales of marketable securities | 9.9 |
| | 10.5 |
| | 11.1 |
| |
| Proceeds from marketable securities | | Proceeds from marketable securities | 24.2 | | | 22.1 | | | 9.9 | |
| Purchases of marketable securities | (20.1 | ) | | — |
| | (14.2 | ) | Purchases of marketable securities | (23.6) | | | (17.4) | | | (20.1) | |
| Acquisition of businesses, net of cash acquired | — |
| | — |
| | (78.2 | ) | |
| Investment in equity securities | | Investment in equity securities | (10.4) | | | 0 | | | 0 | |
| Net cash used in investing activities | (337.6 | ) | | (390.5 | ) | | (513.3 | ) | Net cash used in investing activities | (318.7) | | | (350.2) | | | (337.6) | |
| Financing Activities: | | | | | | Financing Activities: | | | | | |
| Proceeds under revolving credit agreements | — |
| | — |
| | 176.0 |
| |
| Payments under revolving credit agreements | — |
| | (135.0 | ) | | (89.9 | ) | |
| Proceeds from other debt | — |
| | — |
| | 0.5 |
| |
| Payments of debt and capital lease obligations | (28.7 | ) | | (123.7 | ) | | (28.1 | ) | |
| Payments of debt and finance lease obligations | | Payments of debt and finance lease obligations | (55.6) | | | (52.0) | | | (28.7) | |
| Payment of deferred consideration related to acquisition | (19.3 | ) | | (19.4 | ) | | — |
| Payment of deferred consideration related to acquisition | 0 | | | (18.7) | | | (19.3) | |
| Proceeds from IPO, net of issuance costs | — |
| | 340.6 |
| | — |
| |
| Dividends paid | (40.7 | ) | | (25.5 | ) | | (31.3 | ) | Dividends paid | (400.0) | | | (42.5) | | | (40.7) | |
| Redemptions of redeemable common shares | — |
| | (0.1 | ) | | (1.4 | ) | |
| Proceeds from issuances of redeemable common shares | — |
| | — |
| | 2.3 |
| |
| Net cash provided by (used in) financing activities | (88.7 | ) | | 36.9 |
| | 28.1 |
| |
| Net increase (decrease) in cash and cash equivalents | 140.2 |
| | 107.7 |
| | (29.9 | ) | |
| Net cash used in financing activities | | Net cash used in financing activities | (455.6) | | | (113.2) | | | (88.7) | |
| Net (decrease) increase in cash and cash equivalents | | Net (decrease) increase in cash and cash equivalents | (156.1) | | | 172.9 | | | 140.2 | |
| Cash and Cash Equivalents: | | | | | | Cash and Cash Equivalents: | |
| Beginning of period | 238.5 |
| | 130.8 |
| | 160.7 |
| Beginning of period | 551.6 | | | 378.7 | | | 238.5 | |
| End of period | $ | 378.7 |
| | $ | 238.5 |
| | $ | 130.8 |
| End of period | $ | 395.5 | | | $ | 551.6 | | | $ | 378.7 | |
| Additional Cash Flow Information: | | | | | | Additional Cash Flow Information: | | | | | |
| Noncash investing and financing activity: | | | | | | Noncash investing and financing activity: | |
| Equipment purchases in accounts payable | $ | 2.1 |
| | $ | 9.5 |
| | $ | 22.4 |
| |
| Equipment and inventory purchases in accounts payable | | Equipment and inventory purchases in accounts payable | $ | 0.6 | | | $ | 19.1 | | | $ | 2.1 | |
| Dividends declared but not yet paid | 10.6 |
| | 8.8 |
| | — |
| Dividends declared but not yet paid | 13.6 | | | 10.8 | | | 10.6 | |
| Costs in accounts payable related to our IPO | — |
| | — |
| | 2.3 |
| |
| Increase in redemption value of redeemable common shares | — |
| | 126.6 |
| | 110.0 |
| |
| Ownership interest in Platform Science, Inc. | 3.5 |
| | — |
| | — |
| Ownership interest in Platform Science, Inc. | 0 | | | 0 | | | 3.5 | |
| Cash paid (refunded) during the year for: | | | | | | |
| Cash paid during the year for: | | Cash paid during the year for: | |
| Interest | 15.5 |
| | 19.2 |
| | 21.6 |
| Interest | 12.8 | | | 14.5 | | | 15.5 | |
| Income taxes—net of refunds | 39.0 |
| | (4.2 | ) | | 5.0 |
| Income taxes—net of refunds | 61.6 | | | 51.6 | | | 39.0 | |
See notes to consolidated financial statements.
SCHNEIDER NATIONAL, INC.
CONSOLIDATED STATEMENTS OF SHAREHOLDERS'SHAREHOLDERS’ EQUITY
(in millions, except per share data)
|
| | | | | | | | | | | | | | | | | | | | | |
| | | | Common Stock | | Additional Paid-In Capital | | Retained Earnings | | Accumulated Other Comprehensive Income | | Total |
| |
| | Balance—December 31, 2015 | | $ | — |
| | $ | — |
| | $ | — |
| | $ | — |
| | $ | — |
|
| | Balance—December 31, 2016 | | — |
| | — |
| | — |
| | — |
| | — |
|
| | Repurchases and retirements of stock related to pre-IPO share-based awards | | — |
| | (0.1 | ) | | — |
| | — |
| | (0.1 | ) |
| | Share issuances related to pre-IPO share-based awards | | — |
| | 2.9 |
| | — |
| | — |
| | 2.9 |
|
| | Share issuances - IPO | | — |
| | 340.6 |
| | — |
| | — |
| | 340.6 |
|
| | Transfer from temporary equity to permanent equity
See Note 11, Temporary Equity | | — |
| | 1,187.0 |
| | 13.3 |
| | 0.9 |
| | 1,201.2 |
|
| | Net income - post-IPO | | — |
| | — |
| | 367.4 |
| | — |
| | 367.4 |
|
| | Other comprehensive loss - post-IPO | | — |
| | — |
| | — |
| | (0.9 | ) | | (0.9 | ) |
| | Share-based compensation expense | | — |
| | 4.8 |
| | — |
| | — |
| | 4.8 |
|
| | Post-IPO dividends declared at $0.15 per share | | — |
| | — |
| | (26.5 | ) | | — |
| | (26.5 | ) |
| | Post-IPO issuance of stock | | — |
| | 0.8 |
| | — |
| | — |
| | 0.8 |
|
| | Other | | — |
| | (1.4 | ) | | 1.4 |
| | — |
| | — |
|
| | Balance—December 31, 2017 | | — |
| | 1,534.6 |
| | 355.6 |
| | — |
| | 1,890.2 |
|
| | Net income | | — |
| | — |
| | 268.9 |
| | — |
| | 268.9 |
|
| | Other comprehensive loss | | — |
| | — |
| | — |
| | (1.0 | ) | | (1.0 | ) |
| | Share-based compensation expense | | — |
| | 10.9 |
| | — |
| | — |
| | 10.9 |
|
| | Dividends declared at $0.24 per share | | — |
| | — |
| | (42.5 | ) | | — |
| | (42.5 | ) |
| | Share issuances | | — |
| | 0.5 |
| | — |
| | — |
| | 0.5 |
|
| | Exercise of employee stock options | | — |
| | 0.2 |
| | — |
| | — |
| | 0.2 |
|
| | Shares withheld for employee taxes | | — |
| | (2.3 | ) | | — |
| | — |
| | (2.3 | ) |
| | Cumulative–effect adjustment of ASU 2014-09 adoption
See Note 2, Revenue Recognition | | — |
| | — |
| | 7.3 |
| | — |
| | 7.3 |
|
| | Other | | — |
| | 0.1 |
| | — |
| | — |
| | 0.1 |
|
| | Balance—December 31, 2018 | | $ | — |
| | $ | 1,544.0 |
| | $ | 589.3 |
| | $ | (1.0 | ) | | $ | 2,132.3 |
|
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | Common Stock | | Additional Paid-In Capital | | Retained Earnings | | Accumulated Other Comprehensive Income | | Total |
|
| | | | | | | | | | |
| Balance—December 31, 2017 | | $ | 0 | | | $ | 1,534.6 | | | $ | 355.6 | | | $ | 0 | | | $ | 1,890.2 | |
| Net income | | 0 | | | 0 | | | 268.9 | | | 0 | | | 268.9 | |
| Other comprehensive loss | | 0 | | | 0 | | | 0 | | | (1.0) | | | (1.0) | |
| Share-based compensation expense | | 0 | | | 10.9 | | | 0 | | | 0 | | | 10.9 | |
| Dividends declared at $0.24 per share of Class A and Class B common shares | | 0 | | | 0 | | | (42.5) | | | 0 | | | (42.5) | |
| Share issuances | | 0 | | | 0.5 | | | 0 | | | 0 | | | 0.5 | |
| Exercise of employee stock options | | 0 | | | 0.2 | | | 0 | | | 0 | | | 0.2 | |
| Shares withheld for employee taxes | | 0 | | | (2.3) | | | 0 | | | 0 | | | (2.3) | |
Cumulative–effect adjustment of ASU 2014-09 adoption (See Note 3, Revenue Recognition) | | 0 | | | 0 | | | 7.3 | | | 0 | | | 7.3 | |
| Other | | 0 | | | 0.1 | | | 0 | | | 0 | | | 0.1 | |
| Balance—December 31, 2018 | | 0 | | | 1,544.0 | | | 589.3 | | | (1.0) | | | 2,132.3 | |
| Net income | | 0 | | | 0 | | | 147.0 | | | 0 | | | 147.0 | |
| Other comprehensive income | | 0 | | | 0 | | | 0 | | | 1.1 | | | 1.1 | |
| Share-based compensation benefit | | 0 | | | (0.4) | | | 0 | | | 0 | | | (0.4) | |
| Dividends declared at $0.24 per share of Class A and Class B common shares | | 0 | | | 0 | | | (42.7) | | | 0 | | | (42.7) | |
| Share issuances | | 0 | | | 0.3 | | | 0 | | | 0 | | | 0.3 | |
| Shares withheld for employee taxes | | 0 | | | (1.2) | | | 0 | | | 0 | | | (1.2) | |
| Balance—December 31, 2019 | | 0 | | | 1,542.7 | | | 693.6 | | | 0.1 | | | 2,236.4 | |
| Net income | | 0 | | | 0 | | | 211.7 | | | 0 | | | 211.7 | |
| Other comprehensive income | | 0 | | | 0 | | | 0 | | | 0.7 | | | 0.7 | |
| Share-based compensation expense | | 0 | | | 8.6 | | | 0 | | | 0 | | | 8.6 | |
| Dividends declared at $2.26 per share of Class A and B common shares | | 0 | | | 0 | | | (402.8) | | | 0 | | | (402.8) | |
| Share issuances | | 0 | | | 0.2 | | | 0 | | | 0 | | | 0.2 | |
| Exercise of employee stock options | | 0 | | | 1.6 | | | 0 | | | 0 | | | 1.6 | |
| Shares withheld for employee taxes | | 0 | | | (0.9) | | | 0 | | | 0 | | | (0.9) | |
| Balance—December 31, 2020 | | $ | 0 | | | $ | 1,552.2 | | | $ | 502.5 | | | $ | 0.8 | | | $ | 2,055.5 | |
See notes to consolidated financial statements.
SCHNEIDER NATIONAL, INC.
NOTES TO CONSOLIDATED FINANCIAL STATEMENTS
1. Summary of Significant Accounting PoliciesSUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
(a) Nature of Operations
We are a leadingone of the largest providers of surface transportation and logistics services company providing a broad portfolio of premiersolutions in North America that, together with our wholly owned subsidiaries, provides safe, reliable, and innovative truckload, intermodal, and logistics solutionsservices to a diverse group of customers throughout the continental United States, Canada, and operating oneMexico.
Principles of the largest for-hire trucking fleets in North America.
(b)Consolidation and Basis of Presentation
As used in these notes, the term “financial statements” refers to the consolidated financial statements. This includes the consolidated statements of comprehensive income, consolidated balance sheets, consolidated statements of cash flows, and consolidated statements of shareholders' equity unless otherwise noted.
Our consolidated financial statements have been prepared in conformity with GAAP and include all of our wholly owned subsidiaries. All intercompany balances and transactions have been eliminated in consolidation.
(c) COVID-19
In response to COVID-19 being declared a pandemic in March 2020, the Company has taken steps to mitigate the potential risks it poses. We have taken additional measures to keep our associates safe and minimize unnecessary risk of exposure to COVID-19 including taking precautions for our associates and owner-operators, implementing work from home policies, and imposing travel limitations on employees where appropriate as we continue to provide an essential service.
Management makes estimates and assumptions that affect reported amounts and disclosures included in its financial statements and accompanying notes and assesses certain accounting matters that require consideration of forecasted financial information. Uncertainty remains regarding the ongoing impact of COVID-19 on our financial condition and future results of operations, as well as on the significant estimates and assumptions used in reporting certain assets and liabilities such as the Company’s goodwill, long-lived and held for sale asset valuations, current expected credit losses, and healthcare reserves.
Use of Estimates
The consolidated financial statements contained in this report have been prepared in conformity with GAAP. We make estimates and assumptions that affect assets, liabilities, the disclosure of contingent liabilities at the date of the consolidated financial statements, and the reported amounts of revenues and expenses during the reporting period. Actual results may differ from these estimates.
(d) Cash and Cash Equivalents
Cash in excess of current operating requirements is invested in short-term, highly liquid investments. We consider all highly liquid investments purchased with original maturities of three months or less to be cash equivalents.
(e) Receivables and Allowance for Doubtful Accounts
Our trade accounts receivable and lease receivables areis recorded net of an allowance for uncollectibledoubtful accounts and revenue adjustments. The allowance is based on historical experience and an aging analysis using historical experience, as well as any knowncurrent and forecasted trends or uncertainties related to customer billing and account collectability. The adequacy of our allowance is reviewed at least quarterly. Receivablesquarterly, and reserves for receivables not expected to be collected are reserved when it is probable that amounts related to the receivable will not be collected.established. In circumstances where we are aware of a specific customer'scustomer’s inability to meet its financial obligations, a specific reserve is recorded against amounts due to reduce the net receivable to the amount we reasonably expectedexpect to be collected.collect. Bad debt expense is included in other general expenses in the consolidated statements of comprehensive income.
(f) We record our lease receivables net of an allowance for doubtful accounts based on an aging analysis to reserve amounts expected to be uncollectible. The terms of the lease agreements generally give us the ability to take possession of the underlying asset in the event of default. We may incur credit losses in excess of recorded allowances if the full amount of anticipated proceeds from the sale or re-lease of the asset supporting the third party’s financial obligation, which can be impacted by economic conditions, is not realized.
Inventory
Our inventories consist of tractors and trailing equipment owned by our equipment leasing company to be sold or leased to independent contractors,owner-operators, as well as parts, tires, supplies, and fuel. These inventories are valued at the lower of cost or market using specific identification or average cost. The following table shows the components of our inventory balances as of December 31:the dates shown.
| | | | | | | | | | | | | | |
| (in millions) | | December 31, 2020 | | December 31, 2019 |
| Tractors and trailing equipment for sale or lease | | $ | 33.3 | | | $ | 59.3 | |
| Replacement parts | | 10.7 | | | 11.3 | |
| Tires and other | | 0.9 | | | 1.3 | |
| Total | | $ | 44.9 | | | $ | 71.9 | |
|
| | | | | | | | |
| (in millions) | | 2018 | | 2017 |
| Tractors and trailing equipment for sale or lease | | $ | 48.1 |
| | $ | 69.8 |
|
| Replacement parts | | 11.4 |
| | 11.8 |
|
| Tires and other | | 1.3 |
| | 1.5 |
|
| Total | | $ | 60.8 |
| | $ | 83.1 |
|
(g) Investments in Marketable Securities
Our marketable securities are classified as available for saleavailable-for-sale and carried at fair value in current assets on the consolidated balance sheets. Our portfolio of securities has maturities ranging from 2 months to 81 months. While our intent is to hold our securities to maturity, sudden changes in the market or to our liquidity needs may cause us to sell certain securities in advance of their maturity date.
AnyWith the adoption of ASU 2016-13, as discussed further within Accounting Standards Recently Adopted below, the guidance on reporting credit losses for available-for-sale debt securities was amended. Under this new guidance, credit losses are to be recorded through an allowance for credit losses rather than as a direct write-down to the security. As a result, any unrealized gains and losses, net of tax, are included as a component of accumulated other comprehensive income on ourthe consolidated balance sheets, unless we determine that an unrealized lossthe amortized cost basis is other-than-temporary.not recoverable. If we determine that an unrealized lossthe amortized cost basis of the impaired security is other-than-temporary,not recoverable, we recognize the credit loss in earnings.by increasing the allowance for those losses. Cost basis is determined using the specific identification method.
(h) When adopting this standard, we elected to continue to present the accrued interest receivable balance associated with our investments in marketable securities separate from the marketable securities line in the consolidated balance sheets. As of December 31, 2020, accrued interest receivable associated with our investments in marketable securities was not material and is included within other receivables on the consolidated balance sheets. We have elected the practical expedient provided under the guidance to exclude the applicable accrued interest from the amortized cost basis disclosure of our marketable securities. We have also elected not to measure an allowance for credit losses on our accrued interest receivable and to write off accrued interest receivable by reversing interest income when it is not considered collectible.
Fair Value
Fair value focuses onis the estimated price that would be received to sell an asset or paid to transfer a liability, which is referred to as the exit price. Inputs to valuation techniques used to measure fair value fall into three broad levels (Levels 1, 2, and 3) as follows:
Level 1—Observable inputs that reflect quoted prices for identical assets or liabilities in active markets that we have the ability to access at the measurement date.
Level 2—Observable inputs, other than quoted prices included in Level 1, for the asset or liability or prices for similar assets and liabilities.
Level 3—Unobservable inputs reflecting the reporting entity’s estimates of the assumptions that market participants would use in pricing the asset or liability (including assumptions about risk).
Assets and liabilities are classified in their entirety based on the lowest level of input that is significant to the fair value measurement. All marketable securities were valued based on quoted prices for similar assets in active markets or quoted prices for identical or similar assets in markets that are not active (Level 2 in the fair value hierarchy). We measure our marketable securities on a recurring, monthly basis.
Property and Equipment
Property and equipment are recorded at cost. Depreciation is calculated using the straight-line method based on the estimated useful lives and residual values. Generally, the estimated useful lives are as follows:
| | | | | |
| 2020 |
| Tractors | 2018 |
Tractors | 23 - 108 years |
| Trailing equipment | 6 - 20 years |
| Other transportation equipment | 4 - 5 years |
| Buildings and improvements | 5 - 25 years |
| Other property | 3 - 10 years |
Salvage values, when applicable, generally don'tdon’t exceed 30% or 25% of the original cost for tractors and trailing equipment, respectively, and reflect any agreements with tractor suppliers for residual or trade-in values for certain new equipment.
Long-lived assets require an impairment review when events or circumstances indicate that the carrying amount may not be recoverable. We base our evaluation of other long-lived assets on the presence of impairment indicators such as the future economic benefit of the assets, any historical or future profitability measurements, and other external market conditions or factors. The carrying amount of tangible long-lived assets held and used is considered not recoverable if the carrying amount exceeds the undiscounted sum of cash flows expected to result from the use and eventual disposition of the asset. If the carrying amount is not recoverable, the impairment loss is measured as the excess of the asset’s carrying amount over its fair value.
Gains and losses on the sale or other disposition of equipment are based on the difference between the proceeds received less costs to sell and the net book value of the assets disposed. Gains and losses are recognized at the time of the sale or disposition and are classified in operating supplies and expenses in the consolidated statements of comprehensive income.
(j) Assets Held for Sale
Assets held for sale consist of revenue equipment and are included in prepaid expenses and other current assets in the consolidated balance sheets. Reclassification to assets held for sale occurs when the required criteria, as defined by ASC 360, Property, Plant and Equipment, are satisfied. As of December 31, 2018 and 2017, assets held for sale by segment were as follows:
|
| | | | | | | | |
| (in millions) | | 2018 | | 2017 |
| Truckload | | $ | 19.5 |
| | $ | 35.2 |
|
| Intermodal | | 2.4 |
| | 0.7 |
|
| Total | | $ | 21.9 |
| | $ | 35.9 |
|
(k) Asset Impairment
Goodwill and other intangible assets with indefinite lives are subject to an annual impairment test. Interim impairment tests are performed when impairment indicators are present. Intangible assets with definite lives are reviewed for impairment on an annual basis. Other long-lived assets require an impairment review when events or circumstances indicate that the carrying amount may not be recoverable. We base our evaluation of other long-lived assets on the presence of impairment indicators such as the future economic benefit of the assets, any historical or future profitability measurements, and other external market conditions or factors.
We perform annual goodwill impairment tests for each of our reporting units containing goodwill during the fourth quarter of each year. Beginning in 2017, we changed our annual goodwill impairment testing date from December 31 to October 31 to better align the testing date with our financial planning process and alleviate resource constraints. We would not expect a materially different outcome in any given year as a result of testing on October 31 as compared to December 31.
The carrying amount of a reporting unit's goodwill is considered not recoverable, and an impairment loss is recorded if the carrying amount of the reporting unit exceeds the reporting unit's fair value, as determined based on a combination of an income approach and a market approach. See Note 7, Goodwill and Other Intangible Assets, for more information on our goodwill and other intangible assets.
The carrying amount of tangible long-lived assets held and used is considered not recoverable if the carrying amount exceeds the undiscounted sum of cash flows expected to result from the use and eventual disposition of the asset. If the carrying amount is not recoverable, the impairment loss is measured as the excess of the asset's carrying amount over its fair value.
Assets held for sale are evaluated for impairment at least annually andwhen transferred to held for sale status or as impairment indicators are present. The carrying amount of assets held for sale is not recoverable if the carrying amount exceeds the fair value less estimated costs to sell the asset. An impairment loss is recorded for the excess of the asset’s carrying amount over the fair value less estimated costs to sell. Impairment losses are recorded in operating supplies and expenses in the consolidated statements of comprehensive income. For the years ended December 31, 2020, 2019, and 2018, total impairment losses were $4.7 million, $42.4 million, and $0.3 million, respectively. Impairment losses for the year ended December 31, 2019 included a $28.1 million impairment related to the shutdown of our FTFM service offering and an $11.5 million impairment related to a bulk sale of tractors. Impairment losses related to the shutdown of our FTFM service offering were immaterialnot material for the year ended December 31, 2020.
As of December 31, 2020 and 2019, assets held for sale by segment were as follows:
| | | | | | | | | | | | | | |
| (in millions) | | 2020 | | 2019 |
Truckload (1) | | $ | 16.9 | | | $ | 63.5 | |
| Intermodal | | 1.9 | | | 3.9 | |
| Total | | $ | 18.8 | | | $ | 67.4 | |
(1)As of December 31, 2020 and 2019, $1.6 million and $33.4 million related to the shutdown of our FTFM service offering, respectively.
Goodwill
Goodwill is tested for impairment annually in 2018, 2017October, or more frequently if impairment indicators exist. The carrying amount of a reporting unit’s goodwill is considered not recoverable, and 2016.an impairment loss is recorded if the carrying amount of the reporting unit exceeds the reporting unit’s fair value, as determined based on the combination of an income approach and a market approach. See Note 6, Goodwill, for more information on our goodwill.
(l) Revenue Recognition
Through December 31, 2017, we recorded transportation revenue at the time of delivery. Beginning in 2018, we implemented ASU 2014-09, Revenue from Contracts with Customers, which is codified as ASC 606 and replaces ASC 605, Revenue Recognition. With the adoption of ASC 606, we began recognizingWe recognize revenue during the delivery period based on relative transit time in each reporting period, in accordance with ASC 606, with expenses recognized as incurred. Accordingly, a portion of the total revenue that will be billed to the customer once a load is delivered is recognized in each reporting period based on the percentage of the freight pickup and delivery service that has been completed at the end of the reporting period. See Note 2, 3, Revenue Recognition, for more information on the adoption of ASC 606.
When we use third-party carriers, we generally record revenues on the gross basis at amounts charged to our customers because we are the primary obligor, we are a principal in the transaction, we invoice our customers and retain all credit risks, and we maintain discretion over pricing. Additionally, we are responsible for selection of third-party transportation providers to the extent used to satisfy customer freight requirements.
We record revenues net of pass-through taxes in our consolidated statements of comprehensive income.
For the yearyears ended December 31, 2020, 2019, and 2018, no customer accounted for more than 10% of our consolidated revenues. We had one customer who accounted for slightly more than 10% of our consolidated revenues in 2017. No customer accounted for more than 10% of our consolidated revenues in 2016.
(m) Income Taxes
Income taxes are accounted for under the liability method. Deferred tax assets and liabilities are recognized for the future tax consequences attributable to differences between the financial statement carrying amounts of existing assets and liabilities and their respective tax bases and operating loss and tax credit carryforwards. Deferred tax assets and liabilities are measured using enacted tax rates expected to apply to taxable income in the years in which those temporary differences are expected to be recovered or settled. The effect on deferred tax assets and liabilities of a change in tax rates is recognized as income or expense in the period that includes the enactment date. We record valuation allowances for deferred tax assets to the extent we believe these assets are not more likely than not to be realized through the reversal of existing taxable temporary differences, projected future taxable income, or tax-planning strategies. We record a liability for unrecognized tax benefits when the benefits of tax positions taken on a tax return are not more likely than not to be sustained upon audit. Interest and penalties related to uncertain tax positions are classified as income tax expense in the consolidated statements of comprehensive income.
(n) Earnings Per Share
We compute basic earnings per share by dividing net earningsincome available to common stockholders by the actual weighted average number of common shares outstanding for the reporting period. Diluted earnings per share reflectreflects the potential dilution that could occur if holders of unvested restricted and performance share units or options exercised or converted their holdings into common stock. Awards that would have an antidilutiveanti-dilutive impact are excluded from the calculation and have been deemed immaterial.calculation.
As disclosed in Note 3, IPO, our IPO of shares of Class B Common Stock was effective in April 2017. In connection with the offering, we subsequently sold additional shares of common stock.
(o) Share-based Compensation
We have share-based compensation plans covering certain employees, including officers and directors. We account for share-based compensation using the fair value recognition provisions of current accounting standards for share-based payments. We grant restricted sharestock units, restricted shares, performance shareperformance-based restricted stock units, performanceperformance-based restricted shares, and nonqualified stock options. We recognize compensation expense over the requisite service periods within each award. See Note 14, 12, Share-Based Compensation, for more information about our plans.
(p) Claims Accruals
We are self-insured for loss of and damage to our owned and leased revenue equipment. We purchase insurance coverage for a portion of expenses related to employee injuries, vehicular collisions, accidents, and cargo damage. Certain insurance arrangements include a level of self-insurance (deductible) coverage applicable to each claim. We have excess policies to limit our exposure to catastrophic claim costs. The amounts of self-insurance change from time to time based on measurement dates, policy expiration dates, and claim type.
Our claims accrual policy for all self-insured claims is to recognize a liability at the time of the incident based on our analysis of the nature and severity of the claims and analyses provided by third-party claims administrators, as well as legal, economic, and regulatory factors. The ultimate cost of a claim develops over time as additional information regarding the nature, timing, and extent of damages claimed becomes available. Accordingly, we use an actuarial method to develop current claim information to derive an estimate of our ultimate claim liability. This process involves the use of loss-development factors based on our
historical claims experience and includes a contractual premium adjustment factor, if applicable. In doing so, the recorded liability considers future claims growth and provides an allowance for incurred-but-not-reportedincurred but not reported claims. We do not discount our estimated losses. At December 31, 20182020 and 2017,2019, we had an accrual of approximately $156.0$144.2 million and $147.2$143.5 million, respectively, for estimated claims net of reinsurance receivables. In addition, we are required to pay certain advanced deposits and monthly premiums. At December 31, 20182020 and 2017,2019, we had an aggregate prepaid insurance asset of approximately $9.2$10.6 million and $7.9$8.1 million, respectively, which represented prefunded premiums and deposits.
(q) Accounting Standards Issued but Not YetRecently Adopted
In August 2018,We adopted ASU 2019-12, Simplifying the FASB issuedAccounting for Income Taxes, which reduces complexity in accounting for income taxes by eliminating certain exceptions to the general principles in Topic 740 and clarifying and amending existing guidance to improve consistent application among reporting entities, as of January 1, 2021. The adoption of this standard did not have a material impact on our consolidated financial statements or related disclosures.
We adopted ASU 2020-04, Reference Rate Reform (Topic 848): Facilitation of the Effects of Reference Rate Reform on Financial Reporting, which was effective as of March 12, 2020 through December 31, 2022, when the reference rate replacement activity is expected to be complete. This guidance offers optional expedients and exceptions for applying GAAP to transactions, including contract modifications, hedging relationships, and the sale or transfer of debt securities classified as held-to-maturity affected by reference rate reform, if certain criteria are met. The adoption of this ASU did not have a material impact on our consolidated financial statements and related disclosures.
We adopted ASU 2018-15, Customer'sCustomer’s Accounting for Implementation Costs Incurred in a Cloud Computing Arrangement That Is a Service Contract,which alignsamends ASC 350, as of January 1, 2020 on a prospective basis. This standard aligned the capitalization requirements for implementation costs incurred in a hosting arrangement that is a service contract with the existing capitalization requirements for implementation costs incurred to develop or obtain internal-use software. ASU 2018-15 is effective for us as of January 1, 2020 with early
The adoption permitted. We currently cannot reasonably estimate thedid not have a material impact the adoption of this ASU will have on our consolidated financial statements.
In August 2018, the FASB issued ASU 2018-13, Fair Value Measurement - Disclosure Requirements, which removes, modifies, and adds certain disclosure requirements for fair value measurements. ASU 2018-13 is effective for us January 1, 2020 with early adoption permitted. We are currently evaluating the impact the adoption of this ASU will have on our consolidated financial statements and do not believe the impact will be material.or disclosures.
In June 2016, the FASB issuedWe adopted ASU 2016-13, Financial Instruments –- Credit Losses: Measurement of Credit Losses on Financial Instruments, which requires companies to use a forward-looking, expected loss model to estimate credit losses on various types of financial assets and net investments in leases. It also requires additional disclosure related to credit quality of trade and other receivables, including information related to management’s estimate of credit allowances. ASU 2016-13 is effective for us January 1, 2020. We currently cannot reasonably estimate the impact the adoption of this ASU will have on our consolidated financial statements.
In February 2016, the FASB issued ASU 2016-02, Leases, whichamended authoritative guidance on leases and is codified in ASC 842. The amended guidance requires lessees to recognize most leases on their balance sheets as right-of-use assets along with corresponding lease liabilities. The new standard also requires new disclosures to help financial statement users better understand the amount, timing, and uncertainty of cash flows arising from leases. This guidance was effective for us January 1, 2019. In July 2018, the FASB issued additional authoritative guidance providing companies with the option to apply this ASU to new and existing leases within the scope of the guidance as of the beginning of the period of adoption. We elected this transition method of applying the new lease standard and recognized right-of-use assets, lease liabilities, and any cumulative-effect adjustments to the opening balance of retained earnings326, as of January 1, 2019. Prior period amounts will not be adjusted and will continue to be reported under2020. The guidance replaced the accounting standards in effect for those periods. Upon adoptionincurred loss model with a methodology that reflects expected credit losses over the life of the new standard on January 1, 2019, we elected the package of practical expedients provided under the guidance. The practical expedient package applied to leases that commenced prior to adoption of the new standard and permitted companies not to reassess whether existing or expired contracts are or contain a lease, the lease classification, and any initial direct costs for any existing leases. The Company also elected the recognition exemption for equipment leases, which allows the Company to not recognize right-of-usefinancial assets and liabilities for leases with an initial term of 12 months or less. Additionally, the Company elected to take the practical expedient to include non-lease components as part of the right-of-use asset and lease liability. A cross-functional implementation team identified the Company's lease population, leveraged and expanded the use of our existing lease software to assist withheld at the reporting date based on historical experience, as well as considerations of current conditions and disclosure requirements under the standard,reasonable and abstractedsupportable forecasts. This new model for estimating our expected credit losses was implemented for our trade accounts receivable (Note 2, Trade Accounts Receivable and validated our lease information. The adoption of the standard added approximately $80 millionAllowance), available-for-sale debt securities (Note 5, Investments), and net investment in right-of-use assetsleases (Note 8, Leases) and related lease obligationsdid not result in a material impact to our consolidated balance sheetfinancial statements or disclosures upon adoption.
2. TRADE ACCOUNTS RECEIVABLE AND ALLOWANCE
The following table shows changes to our allowance for operating leases in which we weredoubtful accounts for the lesseeyear ended December 31, 2020. Excluded from the amounts below is the portion of the allowance recorded for revenue adjustments, as of January 1, 2019. The adoption of this standard didthat portion is not havecredit-related nor due to a material impact on our consolidated statements of comprehensive income. Leasing activities in which we are the lessor in the transaction are also subjectcustomer’s inability to ASC 842. As a lessor, adopting this standard did not have a material impact on our consolidated balance sheets but will add to both operating revenues and expenses in the consolidated statements of comprehensive income, as certain leases previously treated as direct financing leases will become sales-type leases.meet its financial obligations.
| | | | | | | | |
| | Year Ended December 31, |
| (in millions) | | 2020 |
| Balance at beginning of period | | $ | 0.9 | |
| Charges to expense | | 1.1 | |
| Write-offs | | (1.4) | |
| Recoveries | | 0.3 | |
| Balance at end of period | | $ | 0.9 | |
2.
3. REVENUE RECOGNITION
We implemented ASU 2014-09, Revenue from Contracts with Customers, which is codified as ASC 606 as of January 1, 2018 and replacesreplaced ASC 605, Revenue Recognition. We used the modified retrospective approach for adoption, which required us to record the cumulative effect of the transition through retained earnings as of January 1, 2018. Retained earnings increased by $7.3 million upon adoption. The adjustment related only to contracts that were not completed as of January 1, 2018. The following table shows the amount by which financial statement lines were affected by the adoption
|
| | | | | | | | | | | | |
| | | Year Ended December 31, 2018 |
Financial Statement Line Item (in millions) | | Under ASC 605 | | Adjustment | | As Reported |
| Consolidated Statement of Comprehensive Income | | | | | | |
| Operating revenues | | $ | 4,977.6 |
| | $ | (0.6 | ) | | $ | 4,977.0 |
|
| Purchased transportation | | 1,965.2 |
| | 0.7 |
| | 1,965.9 |
|
| Salaries, wages, and benefits | | 1,260.3 |
| | (0.9 | ) | | 1,259.4 |
|
| Total operating expenses | | 4,601.4 |
| | (0.2 | ) | | 4,601.2 |
|
| Income from operations | | 376.2 |
| | (0.4 | ) | | 375.8 |
|
| Provision for income taxes | | 364.6 |
| | — |
| | 364.6 |
|
| Net income | | 269.3 |
| | (0.4 | ) | | 268.9 |
|
| Comprehensive income | | 268.3 |
| | (0.4 | ) | | 267.9 |
|
|
| | | | | | | | | | | | |
| | | December 31, 2018 |
Financial Statement Line Item (in millions) | | Under ASC 605 | | Adjustment | | As Reported |
| Consolidated Balance Sheet | | | | | | |
| Prepaid expenses and other current assets | | $ | 59.8 |
| | $ | 19.7 |
| | $ | 79.5 |
|
| Total current assets | | 1,304.6 |
| | 19.7 |
| | 1,324.3 |
|
| Total assets | | 3,604.8 |
| | 19.7 |
| | 3,624.5 |
|
| Other current liabilities | | 70.8 |
| | 10.4 |
| | 81.2 |
|
| Total current liabilities | | 512.2 |
| | 10.4 |
| | 522.6 |
|
| Deferred income taxes | | 448.2 |
| | 2.4 |
| | 450.6 |
|
| Total noncurrent liabilities | | 967.2 |
| | 2.4 |
| | 969.6 |
|
| Retained earnings | | 582.4 |
| | 6.9 |
| | 589.3 |
|
| Total shareholders' equity | | 2,125.4 |
| | 6.9 |
| | 2,132.3 |
|
| Total liabilities and shareholders' equity | | 3,604.8 |
| | 19.7 |
| | 3,624.5 |
|
|
| | | | | | | | | | | | |
| | | Year Ended December 31, 2018 |
Financial Statement Line Item (in millions) | | Under ASC 605 | | Adjustment | | As Reported |
| Consolidated Statement of Cash Flows | | | | | | |
| Operating Cash Flows | | | | | | |
| Net income | | $ | 269.3 |
| | $ | (0.4 | ) | | $ | 268.9 |
|
| Change in: Other assets | | (8.7 | ) | | (0.3 | ) | | (9.0 | ) |
| Change in: Payables | | 3.0 |
| | — |
| | 3.0 |
|
| Change in: Other liabilities | | 11.0 |
| | 0.7 |
| | 11.7 |
|
ASC 606 requires us to look at revenue from customers at a contract level to determine the appropriate accounting. As defined by the new standard, a “contract” can range from an individual order to a multi-year agreement with a customer, depending on the specific arrangement. The majority of our revenues are related to transportation and have similar characteristics. The
following table breaks downsummarizes our revenues by type of service, and each type of service is further described below. | | | | | Year Ended December 31, | | Year Ended December 31, |
Disaggregated Revenues (in millions) | | 2018 | | 2017 | Disaggregated Revenues (in millions) | | 2020 | | 2019 | | 2018 |
| Transportation | | $ | 4,589.7 |
| | $ | 4,012.4 |
| Transportation | | $ | 4,170.0 | | | $ | 4,376.6 | | | $ | 4,589.7 | |
| Logistics management | | 228.3 |
| | 220.2 |
| |
| Logistics Management | | Logistics Management | | 149.7 | | | 153.8 | | | 228.3 | |
| Other | | 159.0 |
| | 151.0 |
| Other | | 233.1 | | | 216.6 | | | 159.0 | |
| Total operating revenues | | $ | 4,977.0 |
| | $ | 4,383.6 |
| Total operating revenues | | $ | 4,552.8 | | | $ | 4,747.0 | | | $ | 4,977.0 | |
Transportation
Transportation revenues relate to theare generated from our Truckload and Intermodal reportable segments, as well as tofrom our Brokeragebrokerage business, which is included in the Logistics reportable segment.
In the Transportation portfolio, our service obligation to customers is satisfied over time. We do not believe there is a significant impact on the nature, amount, timing, and uncertainty of revenue or cash flows based on the mode of transportation. The economic factors that impact our transportation revenue are generally consistent across these modes given the relatively short termshort-term nature of each contract. For the majority of our transportation business, the “contract with a customer” is identified as an individual order under a negotiated agreement. Some consideration is variable in that a final transaction price is uncertain and is susceptible to factors outside of the Company'sCompany’s influence, such as the weather or the accumulation of accessorial charges. Pricing information is supplied by the rate schedules that accompany negotiated contracts.
Transportation orders are short-term in nature and generally have terms of significantly less than one year. They do not include significant financing components. A small portion of revenues in our transportation business relate to fixed payments in our Truckload segment. These payments are due regardless of volumes, and in these arrangements, the master agreement rather than the individual order may be considered the “contract.” See the Remaining Performance Obligations table below for more information on fixed payments.
Prior to the adoption of ASC 606, we recognized revenue from transportation services when we completed our obligation to the customer, upon delivery. In accordance with the new standard,ASC 606, we now recognize revenue over the period transportation services are provided to the customer, including service performed as of the end of the reporting period for loads currently in transit, in order to recognize the value that is transferred to a customer over the course of the transportation service.
We determine revenue in transit using the input method, under which revenue is recognized based on time lapsed from the departure date (start of transportation services) to the arrival date (completion of transportation services). Measurement of revenue in transit requires the application of significant judgment. We calculate the estimated percentage of an order'sorder’s transit time that is complete at period end, and we apply that percentage of completion to the order'sorder’s estimated revenue. Revenue recognized in the period ended December 31, 2018 includes amounts related to orders that were partially completed (in transit) in prior periods.
In certain transportation arrangements, an unrelated party contributes a specified service to our customer. For example, we contract with third-party carriers to perform transportation services on behalf of our customers in our Brokeragebrokerage business, and we use third-party rail carriers in our Intermodal segment. In situations that include the contributions of third parties, we act as principal in the arrangement, and, accordingly, we recognize gross revenues from these transactions.
Logistics Management
Logistics Management revenues relate to our Supply Chain Management and Import/Export Services operating segments, both of which are included in our Logistics reportable segment. Within this portfolio, the key service we provide to the customer is management of freight shipping and/or storage.
The “contracts” in our Logistics Management portfolio are the negotiated agreements, which contain both fixed and variable components. The variability of revenues is driven by volumes and transactions, which are known as of an invoice date. See the Remaining Performance Obligations table below for additional information. Supply Chain Management and Import/Export Services contracts typically have terms that extend beyond one year, and they do not include financing components.
Prior to the adoption of ASC 606, we recognized revenue under these contracts over time, based on pricing terms within the arrangements. Our recognition model will remainremains the same under the new standard, as we have elected to use the right to
invoice practical expedient, which reflects the fact that a customer obtains the benefit associated with logistics services as they are provided (output method).
In our Supply Chain Management business, we subcontract third parties to perform a portion of the services. We are responsible for ensuring the services are performed and that they are acceptable to the customer, and, therefore, we are therefore, considered to be the principal in these arrangements.
Other
Other revenues relate to activities that are out of scope for purposes of ASC 606, including our leasing and captive insurance businesses.
Quantitative Disclosure
The following table provides information related to transactions and expected timing of revenue recognition related to performance obligations that are fixed in nature and relate to contracts with terms greater than one year.year as of the date shown.
| | | | | | | | |
Remaining Performance Obligations (in millions) | | December 31, 2020 |
| Expected to be recognized within one year | | |
| Transportation | | $ | 15.2 | |
| Logistics Management | | 12.7 | |
| Expected to be recognized after one year | | |
| Transportation | | 49.1 | |
| Logistics Management | | 17.0 | |
| Total | | $ | 94.0 | |
|
| | | | |
Remaining Performance Obligations (in millions) | | December 31, 2018 |
| Expected to be recognized within one year | | |
| Transportation | | $ | 5.6 |
|
| Logistics Management | | 17.4 |
|
| Expected to be recognized after one year | | |
| Transportation | | 2.2 |
|
| Logistics Management | | 4.0 |
|
| Total | | $ | 29.2 |
|
This disclosure does not include revenue related to performance obligations that are part of a contract whose original expected duration is one year or less. In addition, this disclosure does not include expected consideration related to performance obligations for which the Company elects to recognize revenue in the amount it has a right to invoice (e.g., usage-based pricing terms).
The following table provides information related to contract balances associated with our contracts with customers as of the dates shown.
| | | | | | | | | | | | | | | | | | | | |
Contract Balances (in millions) | | December 31, 2020 | | December 31, 2019 | | January 1, 2019 |
| Other current assets - Contract assets | | $ | 21.5 | | | $ | 17.6 | | | $ | 21.7 | |
| Other current liabilities - Contract liabilities | | 0.7 | | | 0 | | | 0 | |
|
| | | | | | | | |
Contract Balances (in millions) | | December 31, 2018 | | January 1, 2018 |
| Other current assets - Contract assets | | $ | 21.7 |
| | $ | 22.2 |
|
| Other current liabilities - Contract liabilities | | — |
| | — |
|
We generally receive payment within 40 days of completion of performance obligations. Contract assets in the table above relate to revenue in transit at the end of the reporting period. Contract liabilities relate to amounts that customers paid in advance of the associated service.
For certain of our contracts, we incur upfront costs to fulfill the master agreement, including driver recruiting and equipment relocation, that are capitalized and amortized straight-line over the master contract term, which has been deemed to be the period of benefit. These costs usuallyprimarily relate to dedicated transportation arrangements. The following table presents the amounts capitalized for contract fulfillment costs as of the dates shown.
| | | | | | | | | | | | | | |
| (in millions) | | December 31, 2020 | | December 31, 2019 |
| Capitalized contract fulfillment costs | | $ | 4.1 | | | $ | 4.2 | |
|
| | | | | | | | |
| (in millions) | | December 31, 2018 | | January 1, 2018 |
| Capitalized contract fulfillment costs | | $ | 5.0 |
| | $ | 3.7 |
|
Amortization of capitalized contract fulfillment costs was as shown:follows:
| | | | | | | | | | | | | | | | | | | | |
| | Year Ended December 31, |
| (in millions) | | 2020 | | 2019 | | 2018 |
| Amortization of contract fulfillment costs | | $ | 2.6 | | | $ | 3.2 | | | $ | 2.5 | |
|
| | | | | | | | |
| | | Year Ended December 31, |
| (in millions) | | 2018 | | 2017 |
| Amortization of contract fulfillment costs | | $ | 2.5 |
| | $ | 2.0 |
|
There were 0 impairment losses on capitalized contract fulfillment costs for the period ended December 31, 2020. Impairment losses on capitalized contract fulfillment costs were immaterial for the periods ended December 31, 20182019 and December 31, 2017 were immaterial.2018.
Practical Expedients
We elected to use the following practical expedients that are available under ASC 606: (i)(1) not to adjust the promised amount of consideration for the effects of a significant financing component when we expect, at contract inception, that the period between our transfer of a promised service to a customer and when the customer pays for that service will be one year or less; (ii)(2) to apply the new revenue standardASC 606 to a portfolio of contracts (or performance obligations) with similar characteristics, as we reasonably expect that the effects on the consolidated financial statements of applying this guidance to the portfolio would not differ materially from applying this guidance to the individual contracts (or performance obligations) within that portfolio; and (iii)(3) to recognize revenue in the Logistics Management portfolio in the amount of consideration to which we have a right to invoice, that corresponds directly with the value to the customer of the service completed to date.
34. IPOFAIR VALUE
Our IPO of shares of Class B Common Stock was completed in early April 2017,The table below sets forth the Company’s financial assets and additional shares were sold in May 2017 under an option granted to the underwriters. In connection with the offering, we soldliabilities that are measured at fair value on a total of 20,145,000 shares of Class B common stock at $19 per share and received proceeds of $382.7 million. Expenses related to the offering totaled approximately $42.1 million, resulting in net proceeds of $340.6 million.
4. ACQUISITION
On June 1, 2016, we acquired 100% of the shares of WSL for $150.4 million in cash and future payments. WSL combines final-mile delivery with an innovative technology platform to provide LTL, truckload, and logistics services for large parcel goods, such as furniture and floor coverings, across North America. It uses proprietary technology to handle supply chain complexities within the national home delivery industry. We acquired WSL because it creates integrated first to final mile delivery capabilities, which reduce supply chain complexities for omnichannel retailers and manufacturers.
The acquisition was accounted for as a purchaserecurring basis in accordance with ASC Topic 805, Business Combinations. Assets acquired and liabilities assumed were recorded in the Truckload segment at their fair values as of the acquisition date, as shown in the table below. The fair values of identifiable intangible assets, which were primarily customer relationships and trade names, were820.
| | | | | | | | | | | | | | | | | | | | |
| | | | December 31, 2020 | | December 31, 2019 |
| (in millions) | | Level in Fair
Value Hierarchy | | Fair Value | | Fair Value |
Marketable securities (1) | | 2 | | $ | 47.1 | | | $ | 48.3 | |
(1)Marketable securities are valued based on valuations using the income approach. The excess of the purchase price over the estimated fair values of tangiblequoted prices for similar assets identifiable intangiblein active markets or quoted prices for identical or similar assets and assumed liabilities was recorded as goodwill. The goodwill is attributable to expected synergies and expected growth opportunities. We believe that 100% of the goodwill will be deductible for United States income tax purposes.
|
| | | | |
| (in millions) | | |
| Recognized amounts of identifiable assets acquired and liabilities assumed | | As of June 1, 2016 |
| Cash | | $ | 1.3 |
|
| Receivables | | 16.2 |
|
| Inventories | | 0.5 |
|
| Prepaid expenses and other current assets | | 4.4 |
|
| Property and equipment | | 81.8 |
|
| Capitalized software and other noncurrent assets | | 5.8 |
|
| Intangible assets | | 10.9 |
|
| Goodwill | | 138.2 |
|
| Total assets acquired | | 259.1 |
|
| | | |
| Payables assumed | | 7.8 |
|
| Accrued liabilities assumed | | 5.3 |
|
| Current maturities of debt and capital lease obligations assumed | | 47.7 |
|
| Debt and capital lease obligations assumed | | 46.2 |
|
| Other noncurrent liabilities assumed | | 1.7 |
|
| Fair value of total consideration transferred | | $ | 150.4 |
|
In addition to cash of $79.5 million paid at closing, the purchase and sale agreement included guaranteed payments of $20.0 million to the former owners of WSL on each of the first three anniversary dates of the closing. The liability recorded was discounted between one percent and three percent, based on credit-adjusted discount rates. The initial payment in the amount of $19.7 million, including calculated interest based on the discounted amount recorded, was made in June 2017 and reflected an adjustment for a working capital true-up. The second payment in the amount of $20.0 million was made in June 2018. The present value of the remaining payment was $18.7 million at December 31, 2018, which is recorded in other current liabilities on the consolidated balance sheet.
A contingent payment arrangement based on the achievement of specified earnings targets is also in place for three consecutive 12-month periods after the closing, with the aggregate payment total not to exceed $40.0 million. No payments have been made through December 31, 2018. See Note 5, Fair Value, for information regarding the fair value of this contingent arrangement.
Acquisition-related costs included in other general expenses in our consolidated statements of comprehensive income for the year ended December 31, 2016, were $1.4 million.
The representative of the former owners of WSL has claimed that we have not fulfilled certain obligations under the purchase and sale agreement relating to the post-closing operation of the business and that, as a result, the former owners are entitled to an accelerated payment of the contingent amount described above without regard to whether the specified earnings targets are met. We believe this claim is meritless and have filed an action in the Delaware Court of Chancery seeking a declaratory judgment that we have complied with our obligations under the agreement and that no accelerated payment is owed. The representative of the former owners has filed a counterclaim seeking the full amount of the accelerated payment.
The following unaudited pro forma condensed combined financial information presents our results as if we had acquired WSL on January 1, 2016.
|
| | | | |
| (in millions, except per share data) | | Year Ended December 31, 2016 |
| Pro forma net sales | | $ | 4,119.3 |
|
| Pro forma net income | | 155.0 |
|
| Basic earnings per share as reported | | 1.00 |
|
| Pro forma basic earnings per share | | 0.99 |
|
| Diluted earnings per share as reported | | 1.00 |
|
| Pro forma diluted earnings per share | | 0.99 |
|
5. FAIR VALUE
Fair Value of WSL Contingent Consideration
The fair value of the contingent consideration related to the 2016 acquisition of WSL was zero at December 31, 2018. This valuation was based on significant inputsmarkets that are not observable in the market, whichactive and are, referred totherefore, classified as Level 3 inputs. One of the key assumptions was a probability-adjusted level of earnings before interest, taxes, depreciation, and amortization. The following table sets forth a reconciliation of changes2 in the fair value of the contingent consideration:
|
| | | | | | | | |
| (in millions) | | 2018 | | 2017 |
| Beginning balance | | $ | — |
| | $ | 13.5 |
|
| Change in fair value | | — |
| | (13.5 | ) |
| Ending balance | | $ | — |
| | $ | — |
|
hierarchy. We recorded adjustments to the contingent consideration liability in the second, third, and fourth quarters of 2017, resulting in an increase in income from operations. The adjustments were caused bymeasure our marketable securities on a change in the fair value of the contingent liability, which reflected three-year growth targets established by the seller prior to the close of the acquisition. No payments have been made through December 31, 2018.
recurring, monthly basis. See Note 6, 5, Investments, for additional information on the fair value of our marketable securities.
Our ownership interest in Platform Science, Inc. discussed in Note 6, Investments, was valued based on Level 3 inputs.
There were no transfers between levels for the periods shown.
Fair Value of Other Financial Instruments
The recordedfair value of cash, trade accounts receivable,the Company’s debt was $316.9 million and trade accounts payable approximates$368.5 million as of December 31, 2020 and 2019, respectively. The carrying value of the Company’s debt was $305.0 million and $360.0 million as of December 31, 2020 and 2019, respectively. The fair value.
The table below presents the carrying value of our debt portfolio along with the fair value ofwas calculated using a fixed-ratefixed rate debt portfolio with similar terms and maturities, which is based on the borrowing rates available to us in the applicable year. This valuation used Level 2 inputs.
The recorded value of cash, trade accounts receivable, lease receivables, and trade accounts payable approximates fair value.
We measure non-financial assets such as goodwill, assets held for sale, and other long-lived assets at fair value when there is an indicator of impairment and only when we recognize an impairment loss. The tables below set forth the Company’s non-financial assets that were measured at fair value on a non-recurring basis during 2020 and 2019.
| | | | | | | | | | | | | | |
| (in millions) | | Level in Fair
Value Hierarchy | | Fair Value at December 31, 2020 |
| Assets held for sale | | | | |
Non restructuring (1) | | 2 | | $ | 1.8 | |
Restructuring (2) | | 2 | | 1.4 | |
| Right-of-use lease assets | | | | |
Non restructuring (3) | | 3 | | 1.0 | |
Restructuring (2) | | 3 | | 0 | |
(1)Our held for sale revenue equipment is evaluated for impairment using market data upon classification as held for sale or as impairment indicators are present. If the carrying value of the assets held for sale exceeds the fair value, an impairment is
|
| | | | | | | | | | | | | | | | |
| | | December 31, 2018 | | December 31, 2017 |
| (in millions) | | Carrying Amount | | Fair Value | | Carrying Amount | | Fair Value |
| Fixed-rate debt portfolio | | $ | 405.0 |
| | $ | 398.4 |
| | $ | 429.8 |
| | $ | 432.4 |
|
(2)We recognized impairment charges and recorded certain assets held for sale and right-of-use lease assets associated with the shutdown of the FTFM service offering at fair value as of December 31, 2020. Transportation equipment was measured using market data, while right-of-use lease assets were measured using discounted cash flow analyses. Of the $1.6 million of assets held for sale related to the FTFM shutdown, $1.4 million were recorded at fair value. The discounted cash flow analyses for right-of-use lease assets used a range of discount rates from 3.6% to 4.0%, with a weighted average rate of 4.0%.
(3)During the fourth quarter of 2020, we recognized an impairment on one of our right-of-use lease assets. The discounted cash flow analysis performed used a discount rate of 4.1%. 6
| | | | | | | | | | | | | | |
| (in millions) | | Level in Fair
Value Hierarchy | | Fair Value at December 31, 2019 |
| Assets held for sale | | | | |
Non restructuring (1) | | 2 | | $ | 8.1 | |
Restructuring (2) | | 2 | | 18.5 | |
| Right-of-use lease assets | | | | |
Non restructuring (3) | | 3 | | 1.0 | |
Restructuring (2) | | 3 | | 2.0 | |
WSL acquisition internal-use software and intangible assets (4) | | 3 | | 0 | |
FTFM reporting unit goodwill (5) | | 3 | | 0 | |
(1)Our held for sale revenue equipment is evaluated for impairment using market data upon classification as held for sale or as impairment indicators are present. If the carrying value of the assets held for sale exceeds the fair value, an impairment is recorded. Of the $34.0 million of assets held for sale not related to the FTFM shutdown as of December 31, 2019, $8.1 million were recorded at fair value. Refer to Note 1, Summary of Significant Accounting Policies, for further details on impairment charges.
(2)We recognized impairment charges and recorded certain assets held for sale and right-of-use lease assets associated with the shutdown of the FTFM service offering at fair value as of December 31, 2019. Transportation equipment was measured using market data, while right-of-use lease assets were measured using discounted cash flow analyses. Of the $33.4 million of assets held for sale related to the FTFM shutdown, $18.5 million were recorded at fair value. The discounted cash flow analyses for right-of-use lease assets used a range of discount rates from 2.9% to 4.5%, with a weighted average rate of 4.0%. For further details on the impairment charges recorded refer to Note 16, Restructuring.
(3)During the fourth quarter of 2019, we recognized an impairment on one of our right-of-use lease assets. The discounted cash flow analysis performed used a discount rate of 4.0%.
(4)As part of the shutdown of the FTFM service offering in 2019, we recognized impairment charges and recorded internal-use software and finite lived intangible assets at fair value. The WSL acquisition internal-use software and intangible assets, which were previously valued using the replacement cost method and discounted cash flow analyses, respectively, were written off as part of the shutdown of the FTFM service offering.
(5)During the second quarter of 2019, a triggering event occurred within our FTFM reporting unit which resulted in an impairment test being performed and full impairment of its goodwill.
Our ownership interests in PSI and MLSI discussed in Note 5, Investments, do not have readily determinable fair values and are accounted for using the measurement alternative in ASC 321-10-35-2.
5. INVESTMENTS
Marketable Securities
The following table presents the maturities and values of our marketable securities as of the dates shown.
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | December 31, 2020 | | December 31, 2019 |
| (in millions, except maturities in months) | | Maturities | | Amortized Cost | | Fair Value | | Amortized Cost | | Fair Value |
| U.S. treasury and government agencies | | 3 to 101 | | $ | 12.6 | | | $ | 12.7 | | | $ | 16.5 | | | $ | 17.0 | |
| Asset-backed securities | | — | | 0 | | | 0 | | | 0.1 | | | 0.1 | |
| Corporate debt securities | | 8 to 81 | | 21.4 | | | 22.2 | | | 15.1 | | | 15.4 | |
| State and municipal bonds | | 3 to 63 | | 11.9 | | | 12.2 | | | 11.6 | | | 11.8 | |
| Other U.S. and non-U.S. government bonds | | — | | 0 | | | 0 | | | 4.0 | | | 4.0 | |
| Total marketable securities | | | | $ | 45.9 | | | $ | 47.1 | | | $ | 47.3 | | | $ | 48.3 | |
|
| | | | | | | | | | | | | | | | |
| | | December 31, 2018 | | December 31, 2017 |
| (in millions) | | Amortized Cost | | Fair Value | | Amortized Cost | | Fair Value |
| Zero coupon bonds | | $ | 3.9 |
| | $ | 3.9 |
| | $ | 3.8 |
| | $ | 3.9 |
|
| U.S. treasury and government agencies | | 20.0 |
| | 19.8 |
| | 6.0 |
| | 6.0 |
|
| Asset-backed securities | | 0.1 |
| | 0.1 |
| | 0.3 |
| | 0.3 |
|
| Corporate debt securities | | 15.1 |
| | 15.0 |
| | 9.1 |
| | 9.2 |
|
| State and municipal bonds | | 12.5 |
| | 12.5 |
| | 22.7 |
| | 22.2 |
|
| Total marketable securities | | $ | 51.6 |
| | $ | 51.3 |
| | $ | 41.9 |
| | $ | 41.6 |
|
Gross realized gains and losses on our marketable securities were not material for the years ended December 31, 2018, 2017,2020, 2019, and 2016, respectively. Unrealized2018. Net unrealized gains and losses on our marketable securities, net of tax, were not material$0.1 million and $1.1 million for the years ended December 31, 2018,2020 and 2017, respectively.2019, respectively, and net unrealized losses on our marketable securities, net of tax, were not material for the year ended December 31, 2018. Additionally, we did not have an allowance for credit losses on our marketable securities as of December 31, 2020 or any other-than-temporary impairments as of December 31, 2019, and our total unrealized gains and losses were not material as of December 31, 2020 and 2019.
Ownership Interest in Platform Science, Inc.
In 2018, we receivedthe Company made a 30%strategic decision to invest in PSI and acquired an ownership interest in Platform Science, Inc. in exchange for our contribution ofgranting them a non-exclusive license forto our proprietary telematics mobile software that was developed to enableenhance driver productivity and ensure regulatory compliance. Our ownership interest in Platform Science, Inc. is being accounted for under ASC 321, Investments - Equity Securities using the measurement alternative and is recorded at fair value in other noncurrent assets on the consolidated balance sheets. During the first half of 2020, remeasurement events occurred which required the Company to revalue its interest in PSI. In the year ended December 31, 2020, the Company recognized pre-tax gains of $8.8 million on its investment in PSI, which were recorded within other income on the consolidated statements of comprehensive income. The fair value of our ownership interest atas of December 31, 20182020 and 2019 was determined to be$12.3 million and $3.5 million, throughrespectively, and our ownership percentage was 12.6% as of December 31, 2020. There have been no events since the remeasurement performed in the first half of 2020 that would indicate that the value of our investment in PSI has changed as of December 31, 2020.
Ownership Interest in Mastery Logistics Systems, Inc.
On July 2, 2020, Schneider entered into a strategic partnership with MLSI, a transportation technology development company, which included an independent valuationagreement that allows the Company to purchase a non-controlling interest in MLSI in two tranches. Schneider and MLSI are collaborating to develop a Transportation Management System using MLSI’s SaaS technology which Schneider has also agreed to license. In the year ended December 31, 2020, we paid MLSI $10.0 million, completing both tranches of the agreement, and, in return, received shares of preferred stock of MLSI which represents a 10.1% ownership interest. This investment is being accounted for under ASC 321, Investments - Equity Securities using the measurement alternative and is recorded in other income innoncurrent assets on the consolidated statementsbalance sheet. As of comprehensive income.December 31, 2020, no events have occurred that would indicate that the value of our investment in MLSI has changed.
Subsequent Event - Investment in TuSimple (Cayman) Limited 7
On January 12, 2021, the Company contributed $5.0 million for a non-controlling interest in TuSimple (Cayman) Limited, a global self-driving technology company. The investment will be accounted for under ASC 321, Investments - Equity Securities.
6. GOODWILL AND OTHER INTANGIBLE ASSETS
Goodwill represents the excess of the purchase price of our acquisitions over the fair value of the identifiable net assets acquired. The following table shows changes to our goodwill balances by segment during the years ended December 31, 20182020 and December 31, 2017.2019.
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| (in millions) | | Truckload | | Logistics | | Other | | Total |
| Balance at December 31, 2018 | | $ | 138.2 | | | $ | 14.2 | | | $ | 9.8 | | | $ | 162.2 | |
| Goodwill impairment charge | | (34.6) | | | 0 | | | 0 | | | (34.6) | |
| Foreign currency translation loss | | 0 | | | 0 | | | (0.1) | | | (0.1) | |
| Balance at December 31, 2019 | | 103.6 | | | 14.2 | | | 9.7 | | | 127.5 | |
| Foreign currency translation gain | | 0 | | | 0 | | | 0.6 | | | 0.6 | |
| Balance at December 31, 2020 | | $ | 103.6 | | | $ | 14.2 | | | $ | 10.3 | | | $ | 128.1 | |
|
| | | | | | | | | | | | | | | | |
| (in millions) | | Truckload | | Logistics | | Other | | Total |
| Balance at December 31, 2016 | | $ | 138.2 |
| | $ | 14.2 |
| | $ | 11.6 |
| | $ | 164.0 |
|
| Foreign currency translation | | — |
| | — |
| | 0.8 |
| | 0.8 |
|
| Balance at December 31, 2017 | | 138.2 |
| | 14.2 |
| | 12.4 |
| | 164.8 |
|
| Goodwill impairment charge | | — |
| | — |
| | (2.0 | ) | | (2.0 | ) |
| Foreign currency translation | | — |
| | — |
| | (0.6 | ) | | (0.6 | ) |
| Balance at December 31, 2018 | | $ | 138.2 |
| | $ | 14.2 |
| | $ | 9.8 |
| | $ | 162.2 |
|
At December 31, 20182020 and 2017,2019, we had accumulated goodwill impairment charges of $8.0 million$42.6 million.
Goodwill is tested for impairment at least annually using the discounted cash flow, guideline public company, and $6.0 million, respectively.guideline merged and acquired company methods to calculate the fair values of our reporting units. Key inputs used in the discounted cash flow approach include growth rates for sales and operating profit, perpetuity growth assumptions, and discount rates. If interest rates rise, the calculated fair values of our reporting units will decrease, which could impact the results of our goodwill impairment tests.
During the second quarter of 2018, we reorganized the structure of the operating segments within the Truckload reportable segment to include2019, a triggering event occurred as results from our FTFM as a separate operating segment and integrated the remaining Dedicated activities into the VTL operating segment. Each Truckload operating segment was determinedreporting unit continued to be its own reporting unit dueless than projected, despite sustained investments and operational changes designed to the level at which financial information is available and management reviews that information. As a resultimprove efficiencies. Because of the reorganization, goodwill within the Truckload reportable segment, which was previously attributable to the Dedicated reporting unit, was reallocated to the VTL-Dedicated Services and FTFM reporting units on a relative fair value basis. After the reallocation of goodwill,this triggering event, an impairment test was performed for thesethe FTFM reporting units, and it was determined that goodwill was not impaired as each reporting unit had an estimated fair value in excess of its respective carrying amount.
In the fourth quarter of 2018, annual impairment tests were performed on all four of our reporting units with goodwill.unit. As a result of the testing performed, an impairment loss of $2.0$34.6 million was recorded for our AsiaFTFM reporting unit as the discounted cash flows expected to be generated by this reporting unit were not sufficient to recover its carrying value.
The identifiable intangible assets other than This represented all of the goodwill listed below are included in capitalized software and other noncurrent assets on the consolidated balance sheets. Our customer lists and trade names are amortized over weighted-average amortization periods of ten and three years, respectively.
|
| | | | | | | | | | | | | | | | | | | | | | | | |
| | | December 31, 2018 | | December 31, 2017 |
| (in millions) | | Gross Carrying Amount | | Accumulated Amortization | | Net Carrying Amount | | Gross Carrying Amount | | Accumulated Amortization | | Net Carrying Amount |
| Customer lists | | $ | 10.5 |
| | $ | 3.5 |
| | $ | 7.0 |
| | $ | 10.5 |
| | $ | 2.5 |
| | $ | 8.0 |
|
| Trade names | | 1.4 |
| | 1.2 |
| | 0.2 |
| | 1.4 |
| | 0.7 |
| | 0.7 |
|
| Total intangible assets | | $ | 11.9 |
| | $ | 4.7 |
| | $ | 7.2 |
| | $ | 11.9 |
| | $ | 3.2 |
| | $ | 8.7 |
|
Amortization expense for intangible assets was $1.4 million, $1.5 million and $0.9 million for the years ended December 31, 2018, 2017, and 2016, respectively. Accumulated amortization in the table above includes foreign currency translation related to a customer list.the FTFM reporting unit. In the fourth quarter of 2020 and 2019, annual impairment tests were performed on all 3 of our remaining reporting units with goodwill. NaN impairments resulted from these tests.
Estimated future amortization expense related to intangible assets is as follows (in millions):
|
| | | |
| 2019 | $ | 1.1 |
|
| 2020 | 1.0 |
|
| 2021 | 1.0 |
|
| 2022 | 1.0 |
|
| 2023 | 1.0 |
|
| 2024 and thereafter | 2.1 |
|
| Total | $ | 7.2 |
|
87. DEBT AND CREDIT FACILITIES
As of December 31, 20182020 and 2017,2019, debt included the following:
| | | | | | | | | | | | | | |
| (in millions) | | December 31, 2020 | | December 31, 2019 |
| Unsecured senior notes: principal payable at maturities ranging from 2021 through 2025; interest payable in semiannual installments through the same timeframe; weighted-average interest rate of 3.64% and 3.42% for 2020 and 2019, respectively | | $ | 305.0 | | | $ | 360.0 | |
| | | | |
| Current maturities | | (40.0) | | | (55.0) | |
| Debt issuance costs | | (0.2) | | | (0.4) | |
| Long-term debt | | $ | 264.8 | | | $ | 304.6 | |
|
| | | | | | | | |
| (in millions) | | December 31, 2018 | | December 31, 2017 |
| Unsecured senior notes: principal payable at maturities ranging from 2019 through 2025; interest payable in semiannual installments through the same time frame; weighted-average interest rate of 3.36% for both 2018 and 2017 | | $ | 400.0 |
| | $ | 400.0 |
|
Equipment financing notes: principal and interest payable in monthly installments through 2019; weighted average interest rate of 3.72% and 3.76% for 2018 and 2017, respectively
| | 5.0 |
| | 29.8 |
|
| Total principal outstanding | | 405.0 |
| | 429.8 |
|
| | | | | |
| Current maturities of debt | | (45.0 | ) | | (15.2 | ) |
| Debt issuance costs | | (0.6 | ) | | (0.9 | ) |
| Long-term debt | | $ | 359.4 |
| | $ | 413.7 |
|
Scheduled principal payments of debt subsequent to December 31, 20182020 are as follows: | | | Years ending December 31, | | (in millions) |
| |
| 2019 | | $ | 45.0 |
| |
| 2020 | | 55.0 |
| |
| (in millions) | | (in millions) | | December 31, 2020 |
| 2021 | | 40.0 |
| 2021 | | $ | 40.0 | |
| 2022 | | 60.0 |
| 2022 | | 60.0 | |
| 2023 | | 70.0 |
| 2023 | | 70.0 | |
| 2024 and thereafter | | 135.0 |
| |
| 2024 | | 2024 | | 40.0 | |
| 2025 | | 2025 | | 95.0 | |
| 2026 and thereafter | | 2026 and thereafter | | 0 | |
| Total | | $ | 405.0 |
| Total | | $ | 305.0 | |
On August 6, 2018, we entered into a $250.0 million
Our Credit Agreement (the “2018 Credit Facility”) among us, the lenders party thereto (the “Lenders”) and JPMorgan Chase Bank, N.A., as administrative agent, and terminated our priorprovides borrowing capacity of $250.0 million Credit Agreement dated February 18, 2011 (as amended). The 2018 Credit Facility is a revolving credit facility that matures on August 6, 2023 and allows us to request an increase in total commitment by up to $150.0 million, for a total potential commitment of $400.0 million. million through August 2023.
The 2018 Credit Facilityagreement also provides a sublimit of $100.0 million to be used for the issuance of letters of credit. The applicable interest rate under the 2018 Credit Facility is based on the Prime Rate, the Federal Funds Rate, or the LIBOR, depending upon the type of borrowing, plus an applicable margin based on our consolidated net debt coverage ratio as of the end of each fiscal quarter. We had no0 outstanding borrowings under this agreement as of December 31, 20182020 or 2017.2019. Standby letters of credit under this agreement amounted to $3.9 million and $3.8 million at both December 31, 20182020 and 2017,2019, respectively, and were primarily related to the requirements of certain of our real estate leases.
On September 5, 2018, we entered intoWe also have a Joinder and Amendment No. 2 to our Amended and Restated Receivables Purchase Agreement (the “2018 Receivables Purchase Agreement”) relating to our $200.0 million secured accounts receivable facility. The 2018 Receivables Purchase Agreement has a scheduled maturity date of September 3, 2021,that allows us to borrow funds against qualifying trade receivables at rates based on one-month LIBOR up to $200.0 million and provides for the issuance of standby letters of credit.credit through September 2021. We had no0 outstanding borrowings under this facility at December 31, 20182020 or 2017.2019. At both December 31, 20182020 and 2017,
2019, standby letters of credit under this agreement amounted to $65.3$70.3 million and $63.8 million, respectively, and were primarily related to the requirements of certain of our insurance obligations. The Company plans to renew the 2018 Receivables Purchase Agreement prior to its expiration date.
Financing arrangements require us to maintain certain covenants and financial ratios. The credit agreements contain various financial and other covenants, including required minimum consolidated net worth, consolidated net debt, limitations on indebtedness, transactions with affiliates, shareholder debt, and restricted payments. The credit agreements and senior notes contain change of control provisions pursuant to which a change of control is defined to mean the Schneider family no longer owns more than 50% of the combined voting power of our capital shares. A change of control event causes an immediate termination of unused commitments under the credit agreements as well asand requires repayment of all outstanding borrowings plus accrued interest and fees. The senior notes require us to provide notice to the note holders offering prepayment of the outstanding principal along with interest accrued to the date of prepayment. The prepayment date is required to be within 20 to 60 days from the date of notice. At December 31, 2018,2020, the Company was in compliance with all financial covenants.
98. LEASESLEASES
We adopted ASU 2016-02, Leases, whichis codified in ASC 842, as of January 1, 2019 and resulted in the initial recording of right-of-use lease assets and related lease liabilities of $80.6 million and $85.2 million, respectively. Right-of-use lease assets and related lease liabilities were $69.4 million and $74.6 million as of December 31, 2020, respectively, and $75.5 million and $82.6 million as of December 31, 2019, respectively. Operating lease right-of-use assets and operating lease liabilities are recognized based on the present value of the future lease payments over the term. Our incremental borrowing rates are used as the discount rates for leases and are determined based on U.S. Treasury rates plus an applicable margin to arrive at all-in rates. Schneider uses multiple discount rates based on lease terms and other economic factors. The operating lease right-of-use asset also includes accrued lease expense resulting from the straight-line accounting under prior accounting methods, which is now being amortized over the remaining life of the lease.
As lessee — Lessee
We lease real estate, transportation equipment, and office equipment under operating and finance leases. Our real estate operating leases include operating centers, distribution warehouses, offices, and drop yards. Our finance leases include office equipment, warehouse equipment, and truck washes. A majority of our leases include an option to extend the lease, and a small number of our leases include an option to early terminate the lease, which may include a termination payment. If we are reasonably certain to exercise an option to extend a lease, the extension period is included as part of the right-of-use asset and lease liability.
For our real estate leases, we have elected to apply the recognition requirement to leases of twelve months or less, therefore, an operating lease right-of-use asset and liability will be recognized for all of these leases. For our equipment leases, we have elected to not apply the recognition requirements to leases of twelve months or less. These leases will be expensed on a straight-line basis and no operating lease right-of-use asset or liability will be recorded.
We have variousalso elected to not separate the different components within the contract for our leases; therefore, all fixed costs associated with the lease are included in the right-of-use asset and the operating lease liability. This often relates to the requirement for us to pay a proportionate share of real estate taxes, insurance, common area maintenance, and equipmentother operating costs in addition to a base or fixed rent. Some of our leases have variable payment amounts, and the variable portions of those payments are excluded from the right-of-use asset and the lease agreements. liability.
At the inception of our contracts, we determine if the contract is or contains a lease. A contract is or contains a lease if it conveys the right to control the use of an identified asset for a period of time in exchange for consideration. None of our leases contain restrictions or covenants that restrict us from incurring other financial obligations.
The following table presents our net lease costs for the years ended December 31, 2020 and 2019.
| | | | | | | | | | | | | | | | | | | | |
| | Financial Statement Classification | | Year Ended December 31, |
| (in millions) | | | 2020 | | 2019 |
| Operating lease cost | | | | | | |
| Operating lease cost | | Operating supplies and expenses | | $ | 29.5 | | | $ | 32.5 | |
Short-term lease cost (1) | | Operating supplies and expenses | | 3.1 | | | 7.6 | |
| Finance lease cost | | | | | | |
| Amortization of right-of-use assets | | Depreciation and amortization | | 0.5 | | | 3.2 | |
| Interest on lease liabilities | | Interest expense | | 0.1 | | | 0.2 | |
| Variable lease cost | | Operating supplies and expenses | | 2.2 | | | 2.6 | |
| Sublease income | | Operating revenues | | (4.5) | | | (5.4) | |
| Total net lease cost | | | | $ | 30.9 | | | $ | 40.7 | |
(1)Includes short-term lease costs for leases twelve months or less, including those with a duration of one month or less.
As of December 31, 2020 and 2019, remaining lease terms and discount rates under operating and finance leases were as follows:
| | | | | | | | | | | | | | |
| | December 31, 2020 | | December 31, 2019 |
| Weighted-average remaining lease term | | | | |
| Operating leases | | 4.1 years | | 4.4 years |
| Finance leases | | 4.6 years | | 4.3 years |
| | | | |
Weighted-average discount rate (1) | | | | |
| Operating leases | | 3.8 | % | | 4.1 | % |
| Finance leases | | 3.2 | % | | 3.3 | % |
(1)Determined based on a portfolio approach.
Additional information related to our leases is as follows:
| | | | | | | | | | | | | | |
| | Year Ended December 31, |
| (in millions) | | 2020 | | 2019 |
| Cash paid for amounts included in the measurement of lease liabilities | | | | |
| Operating cash flows for operating leases | | $ | 34.7 | | | $ | 35.3 | |
| Operating cash flows for finance leases | | 0.1 | | | 0.2 | |
| Financing cash flows for finance leases | | 0.6 | | | 6.9 | |
| | | | |
| Right-of-use assets obtained in exchange for new lease liabilities | | | | |
| Operating leases | | $ | 23.7 | | | $ | 29.4 | |
| Finance leases | | 0.8 | | | 1.4 | |
Operating lease right-of-use assets, current operating lease liabilities, and noncurrent operating lease liabilities are included in capitalized software and other noncurrent assets, other current liabilities, and other noncurrent liabilities, respectively, in the consolidated balance sheets. Total operating lease right-of-use lease asset impairment losses were $0.8 million and $4.1 million for the years ended December 31, 2020 and 2019, respectively. For the years ended December 31, 2020 and 2019, $0.3 million and $3.8 million related to the shutdown of our FTFM service offering, respectively. Refer to Note 16, Restructuring, for additional details on the impairment loss related to the FTFM service offering shutdown.
At December 31, 2018, scheduled2020, future minimum lease payments under operating leases having initial or remaining noncancelable lease terms of more than one year and capitalfinance leases were as follows:
| | | | | | | | | | | | | | |
| (in millions) | | Operating Leases | | Finance Leases |
| 2021 | | $ | 25.8 | | | $ | 0.5 | |
| 2022 | | 17.6 | | | 0.5 | |
| 2023 | | 14.3 | | | 0.5 | |
| 2024 | | 10.4 | | | 0.4 | |
| 2025 | | 7.2 | | | 0.1 | |
| 2026 and thereafter | | 5.4 | | | 0.1 | |
| Total | | 80.7 | | | 2.1 | |
| Amount representing interest | | (6.1) | | | (0.1) | |
| Present value of lease payments | | 74.6 | | | 2.0 | |
| Current maturities | | (23.6) | | | (0.4) | |
| Long-term lease obligations | | $ | 51.0 | | | $ | 1.6 | |
|
| | | | | | | | |
| (in millions) | | Operating Leases | | Capital Leases |
| 2019 | | $ | 35.8 |
| | $ | 6.9 |
|
| 2020 | | 25.7 |
| | 0.2 |
|
| 2021 | | 14.9 |
| | — |
|
| 2022 | | 8.4 |
| | �� |
|
| 2023 | | 6.8 |
| | — |
|
| 2024 and thereafter | | 12.7 |
| | — |
|
| Total | | $ | 104.3 |
| | 7.1 |
|
| Amount representing interest | |
| | (0.2 | ) |
| Present value of minimum lease payments | |
| | 6.9 |
|
| Current maturities | |
| | (6.7 | ) |
| Long-term capital lease obligations | |
| | $ | 0.2 |
|
Lease expenseFor certain of our real estate leases, there are options contained within the lease agreement to extend beyond the initial lease term. The Company recognizes options as right-of-use assets and lease liabilities when deemed reasonably certain to be exercised. Future operating lease payments at December 31, 2020 include $2.3 million related to options to extend lease terms that we are reasonably certain to exercise.
As of December 31, 2020, we had one additional lease that has been signed but not yet commenced for all operating leases was $37.0 million, $38.0 million,$7.0 million. This lease will commence in 2021 and $45.6 million in 2018, 2017, and 2016, respectively, and is classified in operating supplies and expenses in the consolidated statementshas a lease term of comprehensive income.five years.
The consolidated balance sheets include right-of-use assets acquired under capitalfinance leases as components of property and equipment as of December 31, 20182020 and 2017, as follows:2019. Real and other property under finance leases are being amortized to a zero net book value over the initial lease term.
| | | | | | | | | | | | | | |
| (in millions) | | December 31, 2020 | | December 31, 2019 |
| | | | |
| Real property | | $ | 0.7 | | | $ | 0.8 | |
| Other property | | 2.7 | | | 2.6 | |
| Accumulated amortization | | (1.6) | | | (1.9) | |
| Total | | $ | 1.8 | | | $ | 1.5 | |
|
| | | | | | | | |
| (in millions) | | 2018 | | 2017 |
| Transportation equipment | | $ | 19.9 |
| | $ | 25.0 |
|
| Real property | | 0.8 |
| | 0.8 |
|
| Other property | | 0.6 |
| | 0.6 |
|
| Accumulated amortization | | (11.2 | ) | | (12.6 | ) |
| Total | | $ | 10.1 |
| | $ | 13.8 |
|
As Lessor
As lessor —
We finance various types of transportation-related equipment for independent third parties. The transactionsparties under lease contracts which are generally for one year to five years and are accounted for as sales-type leases with fully guaranteed residual valuesvalues. At the inception of the contracts, we determine if the contract is or direct financingcontains a lease. A contract is or contains a lease if it conveys the right to control the use of an identified asset for a period of time in exchange for consideration. Our leases contain an option for the lessee to return, extend, or purchase the equipment at the end of the lease term for the guaranteed contract residual amount. This contract residual amount is estimated to approximate the fair value of the equipment. Lease payments primarily include base rentals and guaranteed residual values.
In addition, we also collect one-time administrative fees and heavy vehicle use tax on our leases. We have elected to not separate the different components within the contract as the administrative fees were not material for the years ended December 31, 2020 and 2019. We have also elected to exclude all taxes assessed by a governmental authority from the consideration (e.g., heavy vehicle use tax). All of our leases require fixed payments, therefore we have no variable payment provisions.
Under ASC 842, all leases for which we are the lessor meet the definition of sales-type leases. In addition, as required under ASC 842, all cash flows from lease receipts are classified as operating activities on the consolidated statement of cash flows beginning January 1, 2019. We previously presented all cash flows from lease receipts as investing activities.
As of December 31, 20182020 and 2017,2019, the investmentinvestments in lease receivables waswere as follows:
| | | | | | | | | | | | | | |
| (in millions) | | December 31, 2020 | | December 31, 2019 |
| Future minimum payments to be received on leases | | $ | 159.0 | | | $ | 135.0 | |
| Guaranteed residual lease values | | 107.6 | | | 126.6 | |
| Total minimum lease payments to be received | | 266.6 | | | 261.6 | |
| Unearned income | | (38.5) | | | (30.7) | |
| Net investment in leases | | 228.1 | | | 230.9 | |
| | | | |
| Current maturities of lease receivables | | 97.6 | | | 122.1 | |
| Allowance for doubtful accounts | | (0.8) | | | (0.6) | |
| Current portion of lease receivables—net of allowance | | 96.8 | | | 121.5 | |
| | | | |
| Lease receivables—noncurrent | | $ | 131.3 | | | $ | 109.4 | |
|
| | | | | | | | |
| (in millions) | | 2018 | | 2017 |
| Future minimum payments to be received on leases | | $ | 140.0 |
| | $ | 141.2 |
|
| Guaranteed residual lease values | | 151.0 |
| | 130.7 |
|
| Total minimum lease payments to be received | | 291.0 |
| | 271.9 |
|
| Unearned income | | (28.7 | ) | | (28.1 | ) |
| Net investment in leases | | 262.3 |
| | 243.8 |
|
| | | | | |
| Current maturities of lease receivables | | 129.6 |
| | 106.6 |
|
| Less—allowance for doubtful accounts | | (0.5 | ) | | (1.7 | ) |
| Current portion of lease receivables—net of allowance | | 129.1 |
| | 104.9 |
|
| | | | | |
| Lease receivables—noncurrent | | $ | 133.2 |
| | $ | 138.9 |
|
The principal amounts to be received on lease receivables as of December 31, 2018,2020 were as follows:
| | | | | | | | |
| (in millions) | | December 31, 2020 |
| 2021 | | $ | 119.1 | |
| 2022 | | 80.8 | |
| 2023 | | 62.1 | |
| 2024 | | 4.0 | |
| 2025 | | 0.6 | |
| 2026 and thereafter | | 0 | |
| Total undiscounted lease cash flows | | 266.6 | |
| Amount representing interest | | (38.5) | |
| Present value of lease receivables | | 228.1 | |
| Current lease receivables, net of allowance | | (96.8) | |
| Long-term lease receivable | | $ | 131.3 | |
|
| | | |
| Years ending December 31 | (in millions) |
| 2019 | $ | 149.0 |
|
| 2020 | 112.7 |
|
| 2021 | 29.0 |
|
| 2022 | 0.3 |
|
| 2023 | — |
|
| 2024 and thereafter | — |
|
| Total | $ | 291.0 |
|
Prior to entering a lease contract, we assess the credit quality of the potential lessee through the use of credit checks and other relevant factors, ensuring that their inherent credit risk is consistent with our existing lease portfolio. Given our leases have fully guaranteed residual values and we have the ability to take possession of the transportation-related equipment in the event of default, we do not categorize net investment in leases by different credit quality indicators upon origination. We monitor our lease portfolio weekly by tracking amounts past due, days past due, and outstanding maintenance account balances, including running subsequent credit checks as needed. Our net investment in leases with any portion past due as of December 31, 2020 was $41.5 million, which includes both current and future lease payments.
Lease payments are generally due on a weekly basis and are classified as past due when the weekly payment is not received by the due date. The following table presents an aging analysis of past due lease payments.
| | | | | | | | |
| (in millions) | | December 31, 2020 |
| 1-29 days | | $ | 1.2 | |
| 30-59 days | | 0.5 | |
| 60-89 days | | 0.3 | |
| 90 days or greater | | 0.4 | |
| Total past due | | $ | 2.4 | |
Accrued interest on leases is included within lease receivables on the consolidated balance sheets and was not material as of December 31, 2020 and 2019. Leases are generally placed on nonaccrual status (nonaccrual of interest and other fees) when a payment becomes 90 days past due or upon receipt of notification of bankruptcy, upon the death, of a customer, or in other instances in which management concludes collectability is not reasonably assured. The accrual of interest and other fees is resumedresumes when all payments are less than 60 days past due. At both December 31, 2018, there2020 and 2019, our net investment in leases on nonaccrual status were $0.3 millionnot material.
The termstable below provides additional information on our sales-type leases. Revenue and cost of the lease agreements generally give us the ability to take possession of the underlying assetgoods sold are recorded in the event of default. We may incur credit losses in excess of recorded allowances if the full amount of any anticipated proceeds from the sale or re-lease of the asset supporting the third party’s financial obligation is not realized. Costs to repossessoperating revenues and estimated reconditioning costs are recordedoperating supplies and expenses in the consolidated statements of comprehensive income, in the period incurred.respectively.
| | | | | | | | | | | | | | |
| | Year Ended December 31, |
| (in millions) | | 2020 | | 2019 |
| Revenue | | $ | 206.3 | | | $ | 196.0 | |
| Cost of goods sold | | (185.6) | | | (177.1) | |
| Operating profit | | $ | 20.7 | | | $ | 18.9 | |
| | | | |
| Interest income on lease receivable | | $ | 26.5 | | | $ | 27.3 | |
| | | | |
10
9. INCOME TAXES
On March 27, 2020, President Trump signed into U.S. federal law the CARES Act aimed at providing emergency assistance and health care for individuals, families, and businesses affected by COVID-19 and generally supporting the U.S. economy. The CARES Act, among other things, includes provisions related to refundable payroll tax credits, deferment of the employer portion of social security payments, net operating loss carryback periods, modifications to the net interest deduction limitations, and technical corrections to tax depreciation methods for qualified improvement property. The Company took advantage of the cash deferral program available for payment of federal and state income taxes through the second quarter of 2020 and the cash deferral program available for payment of employer social security taxes through December 31, 2020. The deferred income tax payments were paid to the respective tax authorities in the third quarter of 2020 and we anticipate paying the deferred employer social security taxes in 2021 which were $30.7 million as of December 31, 2020. On August 8, 2020, President Trump signed an executive order, “Deferring Payroll Tax Obligations in Light of the Ongoing COVID-19 Disaster,” which gives employers the option to defer the employee portion of social security payments for certain individuals. Schneider did not elect to use the deferral option under this executive order.
The components of the provision for income taxes for the years ended December 31, 2020, 2019, and 2018 were as follows:
| | | | | | | | | | | | | | | | | | | | |
| (in millions) | | 2020 | | 2019 | | 2018 |
| Current: | | | | | | |
| Federal | | $ | 60.4 | | | $ | 43.0 | | | $ | 21.7 | |
| State and other | | 9.1 | | | 8.3 | | | 11.8 | |
| | 69.5 | | | 51.3 | | | 33.5 | |
| Deferred: | | | | | | |
| Federal | | (1.4) | | | (1.3) | | | 54.2 | |
| State and other | | 3.1 | | | 1.1 | | | 6.7 | |
Impact of the Tax Cuts and Jobs Act (1) | | 0 | | | 0 | | | 1.3 | |
| | 1.7 | | | (0.2) | | | 62.2 | |
| Total provision for income taxes | | $ | 71.2 | | | $ | 51.1 | | | $ | 95.7 | |
(1)On December 22, 2017, the Tax Cuts and Jobs Act (the “Act”“Act”) was signed into law. In accordance with GAAP, the effects of this legislation were recognized in 2017 upon enactment. The primary impact of the Act for us related to the reduction of the Federal corporate income tax rate from 35% to 21% beginning in 2018. At December 31, 2017, our previouslyPreviously recorded deferred tax assets and liabilities were remeasured to reflect the 21% rate at which these assets and liabilities would be realized in future periods. The net change in deferred taxes was recorded through our provision for income taxes.
The provisional amounts recorded at December 31, 2017, in accordance with SEC Staff Accounting Bulletin No. 118, were finalized during the fourth quarter of 2018 and had an immaterial impact on the consolidated financial statements.
In February 2018, the FASB issued ASU 2018-02, Income Statement - Reporting Comprehensive Income, which allowed for a reclassification from accumulated other comprehensive income to retained earnings of stranded tax effects resulting from the Act. We early adopted this ASU during the fourth quarter of 2018, and the reclassification of stranded income tax effects had an immaterial impact on our consolidated financial statements.
The components of the provision for income taxes as of December 31, 2018, 2017 and 2016, were as follows:
|
| | | | | | | | | | | | | |
| | (in millions) | | 2018 | | 2017 | | 2016 |
| Current: | | | | | | |
| | Federal | | $ | 21.7 |
| | $ | 19.3 |
| | $ | 24.4 |
|
| | State and other | | 11.8 |
| | 5.6 |
| | 7.5 |
|
| | | | 33.5 |
| | 24.9 |
| | 31.9 |
|
| Deferred: | | | | | | |
| | Federal | | 54.2 |
| | 71.4 |
| | 71.2 |
|
| | State and other | | 6.7 |
| | 6.7 |
| | 5.6 |
|
| | Impact of the Tax Cuts and Jobs Act | | 1.3 |
| | (229.5 | ) | | — |
|
| | | | 62.2 |
| | (151.4 | ) | | 76.8 |
|
| Total provision for (benefit from) income taxes | | $ | 95.7 |
| | $ | (126.5 | ) | | $ | 108.7 |
|
Foreign operations of the Company are insignificant in relation to our overall operating results.
The provision for income taxes as offor the years ended December 31, 2018, 2017,2020, 2019, and 20162018 differed from the amounts computed using the federal statutory ratesrate in effect of 21% for December 31, 2018 and 35% for December 31, 2017 and 2016, as follows:
| | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
| | 2020 | | 2019 | | 2018 |
| (in millions, except percentages) | | Dollar Impact | | Rate | | Dollar Impact | | Rate | | Dollar Impact | | Rate |
| Income tax at federal statutory rate | | $ | 59.4 | | | 21.0 | % | | $ | 41.6 | | | 21.0 | % | | $ | 76.6 | | | 21.0 | % |
| State tax—net of federal effect | | 9.7 | | | 3.4 | | | 8.1 | | | 4.1 | | | 15.4 | | | 4.2 | |
| Nondeductible meals and entertainment | | 1.9 | | | 0.7 | | | 2.1 | | | 1.0 | | | 2.1 | | | 0.6 | |
| Impact of the Tax Cuts and Jobs Act | | 0 | | | 0 | | | 0 | | | 0 | | | 1.3 | | | 0.3 | |
| Other—net | | 0.2 | | | 0.1 | | | (0.7) | | | (0.3) | | | 0.3 | | | 0.1 | |
| Total provision for income taxes | | $ | 71.2 | | | 25.2 | % | | $ | 51.1 | | | 25.8 | % | | $ | 95.7 | | | 26.2 | % |
|
| | | | | | | | | | | | | | | | | | | |
| | | 2018 | | 2017 | | 2016 |
| (in millions, except percentages) | | Dollar Impact | Rate | | Dollar Impact | Rate | | Dollar Impact | Rate |
| Income tax at federal statutory rate | | $ | 76.6 |
| 21.0 | % | | $ | 92.2 |
| 35.0 | % | | $ | 93.0 |
| 35.0 | % |
| State tax, net of federal effect | | 15.4 |
| 4.2 | % | | 8.6 |
| 3.3 | % | | 10.5 |
| 3.9 | % |
| Nondeductible meals and entertainment | | 2.1 |
| 0.6 | % | | 3.4 |
| 1.3 | % | | 3.4 |
| 1.3 | % |
| Impact of the Tax Cuts and Jobs Act | | 1.3 |
| 0.3 | % | | (229.5 | ) | (87.1 | )% | | — |
| — |
|
| Other, net | | 0.3 |
| 0.1 | % | | (1.2 | ) | (0.5 | )% | | 1.8 |
| 0.7 | % |
| | Total provision for (benefit from) income taxes | | $ | 95.7 |
| 26.2 | % | | $ | (126.5 | ) | (48.0 | )% | | $ | 108.7 |
| 40.9 | % |
The components of the net deferred tax liability included in deferred income taxes in the consolidated balance sheets as of December 31, 20182020 and 2017,2019, were as follows:
| | | | | | | | | | | | | | |
| (in millions) | | 2020 | | 2019 |
| Deferred tax assets: | | | | |
| Allowance for doubtful accounts | | $ | 0.4 | | | $ | 0.4 | |
| Compensation and employee benefits | | 10.2 | | | 9.6 | |
| Insurance and claims accruals | | 3.0 | | | 2.4 | |
| Operating lease liabilities | | 18.5 | | | 20.2 | |
| State net operating losses and credit carryforwards | | 11.5 | | | 12.7 | |
| Other | | 5.2 | | | 4.8 | |
| Total gross deferred tax assets | | 48.8 | | | 50.1 | |
| Valuation allowance | | (2.6) | | | (2.0) | |
| Total deferred tax assets—net of valuation allowance | | 46.2 | | | 48.1 | |
| Deferred tax liabilities: | | | | |
| Property and equipment | | 462.6 | | | 467.9 | |
| Prepaid expenses | | 4.3 | | | 4.2 | |
| Intangible assets | | 5.9 | | | 3.5 | |
| Operating lease right-of-use assets | | 16.6 | | | 18.0 | |
| Other | | 7.2 | | | 3.5 | |
| Total gross deferred tax liabilities | | 496.6 | | | 497.1 | |
| Net deferred tax liability | | $ | 450.4 | | | $ | 449.0 | |
|
| | | | | | | | | |
| (in millions) | | 2018 | | 2017 |
| Deferred tax assets: | | | | |
| Allowances for doubtful accounts | | $ | 1.1 |
| | $ | 1.1 |
|
| Compensation and employee benefits | | 14.7 |
| | 15.6 |
|
| Insurance and claims accruals | | 2.6 |
| | 2.8 |
|
| State net operating losses and credit carryforwards | | 18.2 |
| | 17.7 |
|
| Other | | 5.0 |
| | 4.0 |
|
| | Total gross deferred tax assets | | 41.6 |
| | 41.2 |
|
| Valuation allowance | | (5.8 | ) | | (4.4 | ) |
| | Total deferred tax assets, net of valuation allowance | | 35.8 |
| | 36.8 |
|
| Deferred tax liabilities: | | | | |
| Property and equipment | | 466.5 |
| | 410.8 |
|
| Prepaid expenses | | 4.3 |
| | 3.6 |
|
| Intangibles | | 11.1 |
| | 8.7 |
|
| Other | | 4.5 |
| | 0.3 |
|
| | Total gross deferred tax liabilities | | 486.4 |
| | 423.4 |
|
| Net deferred tax liability | | $ | 450.6 |
| | $ | 386.6 |
|
Unrecognized Tax Benefits
Our unrecognized tax benefits as of December 31, 20182020 would reduce the provision for income taxes if subsequently recognized. Potential interest and penalties related to unrecognized tax benefits are recorded in income tax expense. Interest and penalties recorded in income tax expense for the years ended December 31, 2018, 2017,2020, 2019, and 20162018 were immaterial. Accrued interest and penalties for such unrecognized tax benefits as of December 31, 20182020 and 20172019 were $1.4$2.4 million and $1.2$2.1 million, respectively. We expect no significant increases or decreases for unrecognized tax benefits during the twelve months immediately following the December 31, 20182020 reporting date.
As of December 31, 2018, 2017,2020, 2019, and 2016,2018, a reconciliation of the beginning and ending amount of unrecognized tax benefits, which is recorded as other noncurrent liabilities in the consolidated balance sheets, is as follows:
| | | | | | | | | | | | | | | | | | | | |
| (in millions) | | 2020 | | 2019 | | 2018 |
| Gross unrecognized tax benefits—beginning of year | | $ | 4.3 | | | $ | 3.3 | | | $ | 2.8 | |
| Gross increases—tax positions related to current year | | 0.3 | | | 0.6 | | | 0.8 | |
| Gross increases (decreases)—tax positions taken in prior years | | (0.3) | | | 0.4 | | | 0 | |
| | | | | | |
| Lapse of statutes | | 0 | | | 0 | | | (0.3) | |
| Gross unrecognized tax benefits—end of year | | $ | 4.3 | | | $ | 4.3 | | | $ | 3.3 | |
|
| | | | | | | | | | | | | |
| (in millions) | | 2018 | | 2017 | | 2016 |
| Gross unrecognized tax benefits - beginning of year | | $ | 2.8 |
| | $ | 2.4 |
| | $ | 2.0 |
|
| | Gross increases - tax positions related to current year | | 0.8 |
| | 0.4 |
| | 0.5 |
|
| | Gross decreases - tax positions taken in prior years | | — |
| | — |
| | (0.1 | ) |
| | Lapse of statutes | | (0.3 | ) | | — |
| | — |
|
| Gross unrecognized tax benefits - end of year | | $ | 3.3 |
| | $ | 2.8 |
| | $ | 2.4 |
|
Tax Examinations
We file a U.S. federal income tax return, as well as income tax returns in a majority of state tax jurisdictions. We also file returns in foreign jurisdictions. The years 2015, 20162017, 2018, and 20172019 are open for examination by the Internal Revenue Service (“IRS”),IRS, and various years are open for examination by state and foreign tax authorities. In September 2018,2020, the statute for 20142016 expired. State and foreignforeign jurisdictional statutes of limitations generally range from three to four years.
Carryforwards
As of December 31, 2018,2020, we had $224.7$203.8 million of state net operating loss carryforwards which are subject to expiration from 20192021 to 2039. We also had2041. Our state credit carryforwards of $0.4 million, whichwere not material and are subject to expiration from 20192021 to 2027, and2029. We also had no capital loss carryforwards. The deferred tax assets related to carryforwards at December 31, 20182020 were $17.9$11.8 million for state net operating loss carryforwards and $0.3 millionnot material for state credit carryforwards. Carryforwards are reviewed for recoverability based on historical taxable income, the expected reversals of existing temporary differences, tax-planning strategies, and projections of future taxable income. At December 31, 2018,2020, we carried a total valuation allowance of $5.8 million, which represents $5.5of $2.6 million against state deferred tax assets and $0.3 million against state credit carryforwards.assets.
11. TEMPORARY EQUITY
Prior to our IPO in April 2017, our Class A and Class B Common Stock was considered redeemable under GAAP because of certain repurchase rights granted to our shareholders pursuant to the Schneider National, Inc. Employee Stock Purchase Plan and certain agreements governing ownership of our common stock held by existing shareholders, including members of the Schneider family and their family trusts. As a result, all vested Class A and Class B common shares were recorded as temporary equity (redeemable common shares) on the consolidated balance sheets at their redemption value as of the respective balance sheet dates. Accumulated earnings on the consolidated balance sheets were adjusted for the changes during the period in the current redemption value of vested Class A and Class B redeemable common shares.
All contractual redemption features were removed at the time of the IPO. As a consequence, all outstanding shares of Class A and Class B Common Stock ceased to be considered temporary equity and were reclassified to Shareholders’ Equity, including the associated balances of accumulated earnings and accumulated other comprehensive income. As the common shares have no par value, the amounts recorded in temporary equity for the share redemption value were recorded to additional paid-in capital within Shareholders’ Equity upon the transfer.
The following table shows changes to temporary equity during the year ended December 31, 2017.
|
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| | | Class A Redeemable Common Shares | | Class B Redeemable Common Shares | | Accumulated Earnings | | Accumulated Other Comprehensive Income | | |
| (in millions) | | Shares | | Amount | | Shares | | Amount | | | | Total |
| Balance—December 31, 2016 | | 83.0 |
| | $ | 563.2 |
| | 73.3 |
| | $ | 497.2 |
| | $ | 125.1 |
| | $ | 0.9 |
| | $ | 1,186.4 |
|
| Net income | | — |
| | — |
| | — |
| | — |
| | 22.6 |
| | — |
| | 22.6 |
|
| Other comprehensive income | | — |
| | — |
| | — |
| | — |
| | — |
| | — |
| | — |
|
| Dividends declared at $0.05 per share | | — |
| | — |
| | — |
| | — |
| | (7.8 | ) | | — |
| | (7.8 | ) |
| Change in redemption value of redeemable common shares | | — |
| | 67.3 |
| | — |
| | 59.3 |
| | (126.6 | ) | | — |
| | — |
|
| Transfer from temporary equity to common equity | | (83.0 | ) | | (630.5 | ) | | (73.3 | ) | | (556.5 | ) | | (13.3 | ) | | (0.9 | ) | | (1,201.2 | ) |
| Balance—December 31, 2017 | | — |
| | $ | — |
| | — |
| | $ | — |
| | $ | — |
| | $ | — |
| | $ | — |
|
1210. COMMON EQUITY
On March 21, 2017, the Board declared pro rata share dividends entitling each holder of our Class A and Class B common stock outstanding as of March 21, 2017 to receive 29 shares of Class A or Class B common stock for each share of Class A or Class B common stock held by the shareholder. The share dividend was accounted for as a 30-for-1 stock split and is retroactively reflected in these consolidated financial statements.
All share redemption provisions mentioned in Note 11, Temporary Equity, were removed effective with the IPO of Class B common shares in April 2017. Therefore, all Class A and Class B common shares were reclassified from temporary equity to permanent equity as of April 2017.
Prior to the IPO, restricted share awards that were not yet vested and held for more than 180 days were classified as liabilities at their redemption values, taking into consideration the portion of the requisite service that had been provided as of the reporting date. At the IPO date, these unvested shares were reclassified to equity.
Earnings Per Share
The following table sets forth the computation of basic and diluted earnings per share for the years ended December 31, 2020, 2019, and 2018, respectively.
As disclosed in Note 3, IPO, our IPO of shares of Class B Common Stock was effective in April 2017. In connection with the offering, we sold additional shares of common stock. | | | | | | | | | | | | | | | | | | | | |
| | Year Ended December 31, |
| (in millions, except per share data) | | 2020 | | 2019 | | 2018 |
| Numerator: | | | | | | |
| Net income available to common shareholders | | $ | 211.7 | | | $ | 147.0 | | | $ | 268.9 | |
| | | | | | |
| Denominator: | | | | | | |
| Weighted average common shares outstanding | | 177.3 | | | 177.1 | | | 177.0 | |
Dilutive effect of share-based awards and options
outstanding | | 0.3 | | | 0.2 | | | 0.2 | |
| Weighted average diluted common shares outstanding | | 177.6 | | | 177.3 | | | 177.2 | |
| | | | | | |
| Basic earnings per common share | | $ | 1.19 | | | $ | 0.83 | | | $ | 1.52 | |
| Diluted earnings per common share | | 1.19 | | | 0.83 | | | 1.52 | |
|
| | | | | | | | | | | | |
| | | Year Ended December 31, |
| (in millions, except per share data) | | 2018 | | 2017 | | 2016 |
| Numerator: | | | | | | |
| Net income available to common shareholders | | $ | 268.9 |
| | $ | 389.9 |
| | $ | 156.9 |
|
| | | | | | | |
| Denominator: | | | | | | |
| Weighted average common shares issued and outstanding | | 177.0 |
| | 171.1 |
| | 156.6 |
|
| Effect of dilutive restricted share units | | 0.2 |
| | 0.2 |
| | 0.2 |
|
| Weighted average diluted common shares issued and outstanding | | 177.2 |
| | 171.3 |
| | 156.8 |
|
| | | | | | | |
| Basic earnings per common share | | $ | 1.52 |
| | $ | 2.28 |
| | $ | 1.00 |
|
| Diluted earnings per common share | | $ | 1.52 |
| | $ | 2.28 |
| | $ | 1.00 |
|
The calculation of diluted earnings per share for the twelve monthsyears ended December 31, 2020, 2019, and 2018 excluded an immaterial amount of share-based compensation awards and options that had an anti-dilutive effect.
Dividends Declared
During 2020, 2019, and 2018, the Company declared cash dividends totaling $2.26, $0.24, and $0.24 per share, respectively. Included in the 2020 amount is a special cash dividend of $2.00 per share, totaling $354.7 million.
Subsequent Event - Dividends Declared
In January 2019,2021, our Board of Directors declared a quarterly cash dividend for the first fiscal quarter of 20192021 in the amount of $0.06$0.07 per share to holders of our Class A and Class B common stock. The dividend is payable to shareholders of record at the close of business on March 15, 2019,12, 2021 and is expected to be paid on April 8, 2019.2021.
1311. EMPLOYEE BENEFIT PLANS
We sponsor defined contribution plans for certain eligible employees. Under these plans, annual contribution levels, as defined in the plan agreements, are based upon years of service. Expense under these plans totaled $10.7 million, $10.1 million, and $12.0 million $11.2 million,in 2020, 2019, and $10.7 million in 2018, 2017, and 2016, respectively, and is classified in salaries, wages, and benefits in the consolidated statements of comprehensive income.
We also have a savings plan, organized pursuant to Section 401(k) of the Internal Revenue Code, to provide employees with additional income upon retirement. Under the terms of the plan, substantially all employees may contribute a percentage of their annual compensation, as defined, to the plan. We make contributions to the plan, up to a maximum amount per employee, based upon a percentage of employee contributions. Our net expense under this plan was $11.3 million, $11.8 million, and $12.1 million $10.7 million,in 2020, 2019, and $10.0 million in 2018, 2017, and 2016, respectively.
1412. SHARE-BASED COMPENSATION
We grant various equity-based awards relating to Class B Common Stockcommon stock to employees under our 2017 Omnibus Incentive Plan (“the Plan”). These awards consist of the following: restricted shares, restricted stock units (“RSUs”), performance-based restricted shares (“Performance Shares”performance shares”), performance-based restricted stock units (“PSUs”), and non-qualified stock options.
Prior to our IPO, we granted restricted shares of Class B Common Stock.common stock. The pre-IPO restricted shares must be paid out in shares and arewere accounted for as equity awards.awards and paid out in shares.
We account for our restricted shares, RSUs, performance shares, PSUs, and non-qualified stock options granted as equity awards in accordance with the applicable accounting standards for these types of share-based payments. These standards require that the cost of the awards be recognized in our consolidated financial statements based on the grant date fair value of those awards. This cost is recognized over the period for which an employee is required to provide service in exchange for the award, subject to the attainment of performance metrics established for performance-based restrictedperformance shares and PSUs. Share-based compensation expense is recorded in salaries, wages, and benefits in our consolidated statements of comprehensive income, along with other compensation expenses to employees.
The following table summarizes the components of our employee share-based compensation program expense:expense.
| | | | | | | | | | | | | | | | | | | | |
| | Year Ended December 31, |
| (in millions) | | 2020 | | 2019 | | 2018 |
| Restricted Shares and RSUs | | $ | 4.5 | | | $ | 3.2 | | | $ | 3.1 | |
| Pre-IPO Restricted Shares | | 0 | | | 0 | | | 0.9 | |
| Performance Shares and PSUs | | 1.9 | | | (6.0) | | | 5.5 | |
| Nonqualified Stock Options | | 0.9 | | | 0.5 | | | 1.4 | |
| Share-based compensation expense (benefit) | | $ | 7.3 | | | $ | (2.3) | | | $ | 10.9 | |
| Related tax benefit (expense) | | $ | 1.8 | | | $ | (0.6) | | | $ | 2.8 | |
|
| | | | | | | | | | | | |
| (in millions) | | Year Ended December 31, |
| | | 2018 | | 2017 | | 2016 |
| Restricted Shares and RSUs | | $ | 3.1 |
| | $ | 1.5 |
| | $ | — |
|
| Pre-IPO Restricted Shares | | 0.9 |
| | 1.9 |
| | 2.2 |
|
| Performance Shares and PSUs | | 5.5 |
| | 1.2 |
| | — |
|
| Nonqualified Stock Options | | 1.4 |
| | 0.6 |
| | — |
|
| Share-based compensation expense | | $ | 10.9 |
| | $ | 5.2 |
| | $ | 2.2 |
|
| Related tax benefit | | $ | 2.8 |
| | $ | 2.0 |
| | $ | 0.9 |
|
As of December 31, 2018,2020, we had $11.6$13.5 million of pre-tax unrecognized compensation cost related to outstanding share-based compensation awards that is expected to be recognized over a weighted-average period of 2.52.4 years.
Restricted Shares and RSUs
Under the Plan, the majority of the restricted shares and RSUs granted infrom 2017 and 2018to 2020 vest ratably over a four-year period of four years, with the first 25% of the grant vesting approximately one year after the date of grant, subject to continued employment through the vesting date or retirement eligibility. Dividend equivalents equal to dividends paid on our common shares during the vesting
period are tracked and accumulated for each restricted share and RSU. The dividend equivalents are forfeitable and are distributed to participants in cash consistent with the date the awards vest.
| | | | | | | | | | | | | | |
| Restricted Shares and RSUs | | Number of Awards | | Weighted Average Grant Date Fair Value |
| Unvested at December 31, 2017 | | 240,016 | | | $ | 19.00 | |
| Granted | | 229,272 | | | 26.82 | |
| Vested | | (74,828) | | | 19.00 | |
| Forfeited | | (24,983) | | | 21.26 | |
| Unvested at December 31, 2018 | | 369,477 | | | 23.70 | |
| Granted | | 259,812 | | | 22.76 | |
| Vested | | (96,630) | | | 23.30 | |
| Forfeited | | (47,851) | | | 23.05 | |
| Unvested at December 31, 2019 | | 484,808 | | | 23.34 | |
| Granted | | 259,992 | | | 22.04 | |
| Vested | | (141,556) | | | 22.56 | |
| Forfeited | | (13,657) | | | 23.00 | |
| Unvested at December 31, 2020 | | 589,587 | | | $ | 22.96 | |
A portion of the restricted shares relate to a one-time 2018 grant, which vests 50% after a five-year period, with the remaining 50% vesting after a six-year period after the grant date, subject to continued employment through the vesting date. Dividend equivalents equal to dividends paid on our common shares during the vesting period are tracked and accumulated for each restricted share. The dividend equivalents are distributed to participants in cash consistent with the date the awards vest.
|
| | | | | | | |
| Restricted Shares and RSUs | | Number of Awards | | Weighted Average Grant Date Fair Value |
| Unvested at December 31, 2016 | | — |
| | $ | — |
|
| Granted | | 246,516 |
| | 19.00 |
|
| Vested | | — |
| | — |
|
| Forfeited | | (6,500 | ) | | 19.00 |
|
| Unvested at December 31, 2017 | | 240,016 |
| | 19.00 |
|
| Granted | | 229,272 |
| | 26.82 |
|
| Vested | | (74,828 | ) | | 19.00 |
|
| Forfeited | | (24,983 | ) | | 21.26 |
|
| Unvested at December 31, 2018 | | 369,477 |
| | $ | 23.70 |
|
Prior to our IPO, we granted restricted shares of Class B Common Stock.common stock. Shares included in the pre-IPO restricted share grants vestvested ratably over a three-year period.period of three years, with the final tranche vesting in January of 2019. Cash dividends arewere not paid on the unvested pre-IPO restricted shares, nor dodid they accumulate during the vesting period.
| | | | | | | | | | | | | | |
| Pre-IPO Restricted Shares | | Number of Awards | | Weighted Average Grant Date Fair Value |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| | | | |
| Unvested at December 31, 2017 | | 152,199 | | | $ | 19.00 | |
| Granted | | 0 | | | 0 | |
| Vested | | (101,643) | | | 19.00 | |
| Forfeited | | (6,225) | | | 19.00 | |
| Unvested at December 31, 2018 | | 44,331 | | | 19.00 | |
| Granted | | 0 | | | 0 | |
| Vested | | (44,331) | | | 19.00 | |
| Forfeited | | 0 | | | 0 | |
| Unvested at December 31, 2019 | | 0 | | | $ | 0 | |
|
| | | | | | | |
| Pre-IPO Restricted Shares | | Number of Awards | | Weighted Average Grant Date Fair Value |
| Unvested at January 1, 2016 | | 798,960 |
| | $ | 5.63 |
|
| Granted | | 386,370 |
| | 6.78 |
|
| Vested | | (398,220 | ) | | 5.42 |
|
| Forfeited | | (9,900 | ) | | 6.17 |
|
| Unvested at December 31, 2016 | | 777,210 |
| | 6.31 |
|
| Granted | | — |
| | — |
|
| Vested | | (621,722 | ) | | 7.59 |
|
Forfeited (a) | | (3,289 | ) | | 19.00 |
|
| Unvested at December 31, 2017 | | 152,199 |
| | 19.00 |
|
| Granted | | — |
| | — |
|
| Vested | | (101,643 | ) | | 19.00 |
|
| Forfeited | | (6,225 | ) | | 19.00 |
|
| Unvested at December 31, 2018 | | 44,331 |
| | $ | 19.00 |
|
(a) In April 2017, unvested restricted shares were adjusted to the IPO share price of $19.00.
Performance Shares and PSUs
Performance shares and PSUs include a three-year performance period of three years with vesting based on attainment of threshold performance of earnings and return on capital targets. These awards cliff-vest at the endafter a performance period of the three-year performance period,three years, subject to continued employment through the vesting date or retirement eligibility, and payout ranges from 0%-200% for PSUs and from 0%-100% for performance shares. Dividend equivalents equal to dividends paid on our common shares during the vesting period are tracked and accumulated for each award. The dividend equivalents are forfeitable and are distributed to participants in cash consistent with the date the awards vest.
| | | Performance Shares and PSUs | | Number of Awards | | Weighted Average Grant Date Fair Value | Performance Shares and PSUs | | Number of Awards | | Weighted Average Grant Date Fair Value |
| Unvested at December 31, 2016 | | — |
| | $ | — |
| |
| Granted | | 396,201 |
| | 19.00 |
| |
| Vested | | — |
| | — |
| |
| Forfeited | | (4,660 | ) | | 19.00 |
| |
| Unvested at December 31, 2017 | | 391,541 |
| | 19.00 |
| Unvested at December 31, 2017 | | 391,541 | | | $ | 19.00 | |
| Granted | | 303,228 |
| | 26.78 |
| Granted | | 303,228 | | | 26.78 | |
| Vested | | — |
| | — |
| Vested | | 0 | | | 0 | |
| Forfeited | | (56,390 | ) | | 19.65 |
| Forfeited | | (56,390) | | | 19.65 | |
| Unvested at December 31, 2018 | | 638,379 |
| | $ | 22.64 |
| Unvested at December 31, 2018 | | 638,379 | | | 22.64 | |
| Granted | | Granted | | 449,771 | | | 22.49 | |
| Vested | | Vested | | 0 | | | 0 | |
| Forfeited | | Forfeited | | (568,429) | | | 21.18 | |
| Unvested at December 31, 2019 | | Unvested at December 31, 2019 | | 519,721 | | | 24.11 | |
| Granted | | Granted | | 350,525 | | | 22.04 | |
| Vested | | Vested | | (44,802) | | | 26.80 | |
| Forfeited | | Forfeited | | (170,422) | | | 26.68 | |
| Unvested at December 31, 2020 | | Unvested at December 31, 2020 | | 655,022 | | | $ | 22.15 | |
Nonqualified Stock Options
The options granted under the Plan have an exercise price equal to the fair market value of the underlying stock at the date of grant and vest ratably over a four-year period of four years, with the first 25% of the grant becoming exercisable approximately one year after the date of grant. The options expire ten years from the date of grant.
| | | | | | | | | | | | | | | | | | | | | | | | | | |
| Nonqualified Stock Options Outstanding | | Number of Awards | | Weighted Average Exercise Price | | Weighted Average Remaining Contractual Term
(in years) | | Aggregate Intrinsic Value (1) (in thousands) |
| Outstanding at December 31, 2017 | | 229,620 | | | $ | 19.00 | | | 9.3 | | $ | 2,195 | |
| Granted | | 173,024 | | | 26.74 | | | | | |
Exercised (2) | | (8,410) | | | 19.00 | | | | | 67 | |
| Forfeited | | (25,230) | | | 19.00 | | | | | |
| Outstanding at December 31, 2018 | | 369,004 | | | 22.63 | | | 8.7 | | 0 | |
| Granted | | 303,044 | | | 22.12 | | | | | |
Exercised (2) | | 0 | | | 0 | | | | | 0 | |
| Forfeited | | (134,800) | | | 22.87 | | | | | |
| Outstanding at December 31, 2019 | | 537,248 | | | 22.28 | | | 8.3 | | 641 | |
| Granted | | 233,636 | | | 22.04 | | | | | |
Exercised (2) | | (84,984) | | | 19.00 | | | | | 440 | |
| Forfeited | | 0 | | | 0 | | | | | |
Outstanding at December 31, 2020 (3) | | 685,900 | | | $ | 20.60 | | | 7.1 | | $ | 735 | |
| | | | | | | | |
| Exercisable as of: | | | | | | | | |
| December 31, 2018 | | 48,995 | | | $ | 19.00 | | | 8.3 | | $ | 0 | |
| December 31, 2019 | | 130,563 | | | 21.38 | | | 7.5 | | 255 | |
| December 31, 2020 | | 179,893 | | | 21.18 | | | 5.8 | | 244 | |
(1)The aggregate intrinsic value was computed using the closing share price on December 31, 2020 of $20.70, December 31, 2019 of $21.82, and December 31, 2018 of $18.67, as applicable.
(2)Cash received upon exercise of stock options was $1.6 million in 2020, $0 in 2019, and $0.2 million in 2018.
(3)In November 2020, the exercise price of all outstanding options was adjusted downward by $2.00 to equitably adjust for the special dividend paid by the Company on November 19, 2020.
|
| | | | | | | | | | | | | | |
| Nonqualified Stock Options Outstanding | | Number of Awards | | Weighted Average Exercise Price | | Weighted Average Remaining Contractual Term | | Aggregate Intrinsic Value (1) |
| | | | | | | (In years) | | (In thousands) |
| Outstanding at December 31, 2016 | | — |
| | $ | — |
| | — |
| | $ | — |
|
| Granted | | 229,620 |
| | 19.00 |
| | — |
| | — |
|
Exercised (2) | | — |
| | — |
| | — |
| | — |
|
| Forfeited | | — |
| | — |
| | — |
| | — |
|
| Outstanding at December 31, 2017 | | 229,620 |
| | $ | 19.00 |
| | 9.3 |
| | $ | 2,195 |
|
| Granted | | 173,024 |
| | 26.74 |
| | — |
| | — |
|
Exercised (2) | | (8,410 | ) | | 19.00 |
| | — |
| | 67 |
|
| Forfeited | | (25,230 | ) | | 19.00 |
| | — |
| | — |
|
| Outstanding at December 31, 2018 | | 369,004 |
| | $ | 22.63 |
| | 8.7 |
| | $ | — |
|
| | | | | | | | | |
| Exercisable as of: | | | | | | | | |
| December 31, 2017 | | — |
| | — |
| | — |
| | — |
|
| December 31, 2018 | | 48,995 |
| | $ | 19.00 |
| | 8.3 |
| | $ | — |
|
| |
(1) | The aggregate intrinsic value was computed using the closing share price on December 31, 2018 of $18.67 and on December 29, 2017 of $28.56, as applicable. |
| |
(2) | Cash received upon exercise of stock options was $0.2 million in 2018 and $0 in 2017. |
| | | | | | | | | | | | | | |
| Unvested Nonqualified Stock Options | | Number of Awards | | Weighted Average Grant Date Fair Value |
| Unvested at December 31, 2017 | | 229,620 | | | $ | 6.37 | |
| Granted | | 173,024 | | | 8.96 | |
| Vested | | (57,405) | | | 6.37 | |
| Forfeited | | (25,230) | | | 6.37 | |
| Unvested at December 31, 2018 | | 320,009 | | | 7.77 | |
| Granted | | 303,044 | | | 7.08 | |
| Vested | | (92,251) | | | 7.59 | |
| Forfeited | | (124,117) | | | 7.63 | |
| Unvested at December 31, 2019 | | 406,685 | | | 7.34 | |
| Granted | | 233,636 | | | 6.34 | |
| Vested | | (134,314) | | | 7.30 | |
| Forfeited | | 0 | | | 0 | |
| Unvested at December 31, 2020 | | 506,007 | | | $ | 6.89 | |
|
| | | | | | | |
| Unvested Nonqualified Stock Options | | Number of Awards | | Weighted Average Grant Date Fair Value |
| Unvested at December 31, 2016 | | — |
| | $ | — |
|
| Granted | | 229,620 |
| | 6.37 |
|
| Vested | | — |
| | — |
|
| Forfeited | | — |
| | — |
|
| Unvested at December 31, 2017 | | 229,620 |
| | 6.37 |
|
| Granted | | 173,024 |
| | 8.96 |
|
| Vested | | (57,405 | ) | | 6.37 |
|
| Forfeited | | (25,230 | ) | | 6.37 |
|
| Unvested at December 31, 2018 | | 320,009 |
| | $ | 7.77 |
|
We estimated the grant date fair value of option awards using the Black-Scholes option pricing model. The Black-Scholes option valuation model uses assumptions over the expected term of the options. We used volatility analysis of comparable companies to determine the expected volatility of the stock. We used market data to estimate option exercise and employee termination within the valuation model. The expected term of options granted was based on the average of the contractual term and the weighted average of the vesting term, and it represents the average period of time that options granted are expected to be outstanding. The risk-free rate for periods within the contractual life of the option is based on the U.S. Treasury yield curve in effect at the time of grant.
Assumptions used in calculating the Black-Scholes value of options granted during 20182020, 2019, and 20172018 were as follows:
| | | | | | | | | | | | | | | | | | | | |
| | Year Ended December 31, |
| | 2020 | | 2019 | | 2018 |
| Weighted-average Black-Scholes value | | $ | 6.34 | | | $ | 7.08 | | | $ | 8.96 | |
| Black-Scholes assumptions: | | | | | | |
| Expected term | | 6.25 years | | 6.25 years | | 6.25 years |
| Expected volatility | | 31.0 | % | | 32.0 | % | | 32.2 | % |
| Expected dividend yield | | 1.2 | | | 1.0 | | | 0.9 | |
| Risk-free interest rate | | 1.6 | | | 2.5 | | | 2.8 | |
|
| | | | | | | | |
| | | Year Ended December 31, 2018 | | Year Ended December 31, 2017 |
| Weighted-average Black-Scholes value | | $ | 8.96 |
| | $ | 6.37 |
|
| Black-Scholes Assumptions: | | | | |
| Expected term | | 6.25 years |
| | 6.25 years |
|
| Expected volatility | | 32.2 | % | | 35.0 | % |
| Expected dividend yield | | 0.9 | % | | 1.1 | % |
| Risk-free interest rate | | 2.8 | % | | 2.2 | % |
Director Share Awards and Deferred Stock Units
Equity awards are granted to each director annually on the date of our annual shareholder meeting, prospectively for the year of service following the annual shareholder meeting and will vest on the earlier of (1) the one-year anniversary of the grant date andor (2) the following year'syear’s shareholder meeting, subject to continued service. Any director who joins our Board mid-year will receive a pro-rata portion of equity-based compensation for service during the balance of the director'sdirector’s service year, which will vest on the date of the next annual meeting. We account for the annual director share awards as equity based in accordance with applicable accounting standards for these types of share-based payments. Expense related to our director equity based awards was $1.3 million in 2020 and immaterial in 2019 and 2018.
We also grant equity retainer awards, or shares in lieu of cash, retainer awards, on a quarterly basis to our non-employee directors. These awards consist of fully vested shares of our Class B Common Stockcommon stock or deferred stock units (“DSUs”) that are granted in arrears on the first business day following a quarter close. The number of shares or DSUs granted each quarter is determined by dividing the quarterly retainer amount by the fair market value of the shares of common stock as of the grant date. We account for both the annual and quarterly director share awards and DSUs as liability awardsbased in accordance with the applicable accounting standards for these types of share-based payments.payments and remeasure the DSUs at the end of each reporting period through settlement. Expense associated withrelated to our director equityliability based awards was $1.4$0.9 million in both 20182020 and 2017.immaterial in 2019 and 2018.
13. OTHER LONG-TERM INCENTIVE COMPENSATION
We maintain legacy long-term cash incentive compensation plans. The total expense (benefit) recognized for the plans that include executives was $1.6 million in 2020, $(2.0) million in 2019, and $11.2 million in 2018, $10.8 million in 2017, and $13.7 million in 2016.2018.
Under the 2011 Omnibus Long-term Incentive Plan (the “LTIP”), performance-based Long-Term Cash Awards (“Cash Plan Awards”) and service-based Stock Appreciation Rights (“SARs”) were granted annually to eligible employees, including our executive officers. Our Board of Directors originally adoptedofficers, from 2013-2016 and approved the LTIP on February 7, 2011 and approved an amended and restated LTIP on November 8, 2011 and December 31, 2012.2011-2012, respectively.
Payout onof our Cash Plan Awards which were granted annually from 2013-2016, is contingent on attainment of two2 pre-established performance metrics measured over a five-year period:period of five years: compounded net income growth (determined on the basis of GAAP with adjustments for significant, nonrecurring items approved by the Compensation Committee of the Board of Directors)Board) and return on capital (“ROC”). While each grant isGrants are expressed as a fixed dollar amount, theamounts, but actual amountamounts earned may range from 0% to 250% of target for superiorbased on performance. The awards cliff-vest after three years, with payout occurringare fully vested and will be paid 90 days after completion of the five-year performance period subject to compliance with certain restrictive covenants. Vested awards are paid out 90 days following completion of the five-year performance period,five years or on a subsequent deferral date elected by the executive pursuant to our 2005 Supplemental Savings Plan.Plan, subject to compliance with certain restrictive covenants. The liability for the Cash Plan Awards was $22.7$2.9 million and $25.6$6.3 million at December 31, 20182020 and 2017,2019, respectively.
SARs awards which were granted in 2011 and 2012, became 100% vested on the date provided in the applicable award agreement (a three-yearafter their vesting period).period of three years. Vested SARs were to be paid out on March 1 of the fifth year following the year of such grant, (or as soon as practicable thereafter, but in no event later than June 1), or willhowever, all participants elected to be paid out on a subsequent deferral date elected by the participant (or within 90 days following a termination of employment or change in control, if earlier, subject to Internal Revenue Code Section 409A). Until payment, SARs will continue to appreciate (or depreciate) with changes in book value of outstanding common shares of company stock. The value of the SARs upon payment will equal the excess, if any, of the book value of a common share on the date of payment over the grant price set forth in the applicable award agreement, multiplied by the number of vested SARs, andstock until paid, subject to the discretion of the Compensation Committee. As of December 31, 2018, 2.52020, approximately 1.0 million SARs units were outstanding. The liability for the SARs awards was $9.0$5.3 million and $8.4$4.8 million at December 31, 20182020 and 2017,2019, respectively.
Under theThe 2005 Schneider National, Inc. Long-Term Incentive Plan (the “2005 LTIP”), was adopted and approved by our Board with an effective date of January 1, 2005. The 2005 LTIP includes awards of cash-settled retention credits were granted to eligible employees, including to certain of our named executive officers. Our Board of Directors adopted and approved the 2005 LTIP effective January 1, 2005. The retention credits are mandatorily deferred time-based cash credits which typically vest in 20% increments over a five-year period based on continued employment. Vested retention credits are fully vested and will be paid out in March following the second anniversary of the date of the employee’s termination of employment, provided the employee has not violated the terms of their restrictive covenant agreements. The liability for the retention credits was $8.6$8.8 million and $8.8$8.6 million at December 31, 20182020 and 2017,2019, respectively.
1614. COMMITMENTS AND CONTINGENCIES
In the ordinary course of conducting our business we become involved in certain legal matters and investigations on a number of matters, including liability claims, taxes other than income taxes, contract disputes, employment, and other litigation matters. We accrue for anticipated costs to defend and resolve matters that are probable and estimable. We believe the outcomes of these matters will not have a material impact on our business or our consolidated financial statements.
We record liabilities for claims against the Company based on our best estimate of expected losses. The primary claims arising for the Company through its trucking, intermodal, and logistics operations consist of accident-related claims for personal injury, collision, and comprehensive compensation, in addition to workers’ compensation, property damage, cargo, and wage and benefit claims. We maintain excess liability insurance with licensed insurance carriers for liabilities in excess of amounts we self-insure which serves to largely offset the Company’s liability associated with these claims, with the exception of wage and benefit claims for which we self-insure. We review our accruals periodically to ensure that the aggregate amounts of our accruals are appropriate at any period after consideration of available insurance coverage. Although we expect that our claims accruals will continue to vary based on future developments, assuming that we are able to continue to obtain and maintain excess liability insurance coverage for such claims, we do not anticipate that such accruals will, in any period, materially impact our results of operations.
At December 31, 2018,2020, our firm commitments to purchase transportation equipment totaled approximately $265.5$161.9 million.
A representative of the former owners of WSL has filed a lawsuit in the Delaware Court of Chancery which primarily alleges that we have not fulfilled certain obligations under the purchase and sale agreement relating to the post-closing operations of the business, and as a result, the former owners claim they are entitled to damages including an additional payment of $40.0 million under an earn-out arrangement which was a component of the purchase price in the transaction. The Delaware Court of Chancery conducted a remote trial in January 2021. We believe that we have strong defenses to this claim. A judgment by the Court against us in this matter could have a material adverse effect on our results of operations.
In the year ended December 31, 2020, the Company recorded $12.8 million of expense and paid $13.7 million as a result of an adverse tax ruling in a dispute with the IRS over the applicability of excise taxes on certain tractors refurbished during tax years 2011 through 2013 and no longer in service. The charge includes interest and is included within operating supplies and expenses on the consolidated statements of comprehensive income for the year ended December 31, 2020. In December 2020, the Company filed an appeal which is currently pending with the 7th Circuit Court of Appeals.
15. SEGMENT REPORTING
We have three3 reportable segments – Truckload, Intermodal, and Logistics – which are based primarily on the services each segment provides.
As of December 31, 2017,2018, our operating segments within the Truckload reportable segment were VTL, Dedicated,FTFM, and Bulk. DuringOn July 29, 2019 the second quarterBoard approved a structured shutdown of 2018, we reorganizedour FTFM service offering, which was included within our FTFM operating segment. As the structureshutdown of the FTFM service offering is complete, there are only 2 remaining operating segments within the Truckload reportable segment, separating FTFM into its own operating segmentVTL and moving the remaining business that was previously under the Dedicated operating segment into the VTL operating segment. The Truckload reportable segment now consists of three operating segments (VTL, FTFM, and Bulk)Bulk, that are aggregated because they have similar economic characteristics and meet the other aggregation criteria described in the accounting guidance for segment reporting. Van TruckloadASC 280. VTL delivers truckload quantities over irregular routes using dry van
trailers. First to Final Mile is similar except that it delivers large parcel consumer items, such as furniture, mattresses, and other household goods. Bulk transports key inputs to manufacturing processes, such as specialty chemicals, using specialty trailers.
The Intermodal reportable segment provides rail intermodal and drayage services to our customers. Company-ownedCompany owned containers, chassis, and dray tractors are used to provide these transportation services.
The Logistics reportable segment consists of three3 operating segments (Brokerage,– Brokerage, Supply Chain Management, and Import/Export Services)Services – that are aggregated because they have similar economic characteristics and meet the other aggregation criteria described in the accounting guidance for segment reporting. In the Logistics segment, we provide additional sources of truck capacity, manage transportation-systems analysis requirements for individual customers, and provide trans-loading and warehousing services.
We generate other revenues from aour leasing and captive insurance business and from a leasing businessbusinesses which are operated by wholly owned subsidiaries. We also have operations in Asia that meet the definition of an operating segment. None of these operations meetsmeet the quantitative reporting thresholds. As a result, these operations are grouped in “Other” in the tables below. We have alsoAlso included in “Other” are revenues and expenses that are incidental to our activities and are not attributable to any of the reportable segments.
The chief operating decision maker (CODM)CODM reviews revenue for each segment without the inclusion of fuel surcharge revenue. For segment purposes, any fuel surcharge revenues earned are recorded as a reduction of the segment’s fuel expenses. For all operating segments except FTFM, revenue is recognized upon delivery, and in-transit revenue is not reflected in segment results. Income from operations at a segment level reflects the measuresmeasure presented to the CODM for each segment.
Separate balance sheets are not prepared by segment, and as a result, assets are not separately identifiable by segment. All transactions between reportingreportable segments are eliminated in consolidation.
The following tables summarize our segment information. IntersegmentInter-segment revenues were immaterial for all segments, with the exception of Other, which included revenues from insurance premiums charged to other segments for workers’ compensation, auto, and other types of insurance. IntersegmentInter-segment revenues included in Other revenues below were $82.7$62.6 million, $78.4$87.1 million, and $54.4$82.7 million for the years ended December 31, 2018, 2017,2020, 2019, and 20162018, respectively.
| | | | | | | | | | | | | | | | | | | | |
| Revenues by Segment | | Year Ended December 31, |
| (in millions) | | 2020 | | 2019 | | 2018 |
| Truckload | | $ | 1,851.0 | | | $ | 2,076.8 | | | $ | 2,265.1 | |
| Intermodal | | 974.7 | | | 1,007.8 | | | 955.9 | |
| Logistics | | 1,129.3 | | | 934.8 | | | 1,023.9 | |
| Other | | 359.0 | | | 371.3 | | | 323.2 | |
| Fuel surcharge | | 318.3 | | | 466.0 | | | 522.8 | |
| Inter-segment eliminations | | (79.5) | | | (109.7) | | | (113.9) | |
| Operating revenues | | $ | 4,552.8 | | | $ | 4,747.0 | | | $ | 4,977.0 | |
| | Revenues by Segment (in millions) | | Year Ended December 31, | |
| | | 2018 | | 2017 | | 2016 | |
| Income (Loss) from Operations by Segment | | Income (Loss) from Operations by Segment | | Year Ended December 31, |
| (in millions) | | (in millions) | | 2020 | | 2019 | | 2018 |
| Truckload | | $ | 2,268.0 |
| | $ | 2,187.4 |
| | $ | 2,091.0 |
| Truckload | | $ | 187.8 | | | $ | 59.0 | | | $ | 237.1 | |
| Intermodal | | 953.5 |
| | 779.9 |
| | 757.5 |
| Intermodal | | 75.0 | | | 107.7 | | | 130.4 | |
| Logistics | | 1,024.6 |
| | 834.3 |
| | 737.7 |
| Logistics | | 43.1 | | | 37.3 | | | 47.3 | |
| Other | | 322.0 |
| | 293.6 |
| | 240.5 |
| Other | | (19.2) | | | 3.8 | | | (39.0) | |
| Fuel surcharge | | 522.8 |
| | 386.3 |
| | 294.0 |
| |
| Inter-segment eliminations | | (113.9 | ) | | (97.9 | ) | | (75.0 | ) | |
| Operating revenues | | $ | 4,977.0 |
| | $ | 4,383.6 |
| | $ | 4,045.7 |
| |
| Income from operations | | Income from operations | | $ | 286.7 | | | $ | 207.8 | | | $ | 375.8 | |
| | Income (Loss) from Operations by Segment (in millions) | | Year Ended December 31, | |
| | | 2018 | | 2017 | | 2016 | |
| Depreciation and Amortization by Segment | | Depreciation and Amortization by Segment | | Year Ended December 31, |
| (in millions) | | (in millions) | | 2020 | | 2019 | | 2018 |
| Truckload | | $ | 240.5 |
| | $ | 196.2 |
| | $ | 221.1 |
| Truckload | | $ | 210.7 | | | $ | 212.3 | | | $ | 211.0 | |
| Intermodal | | 130.2 |
| | 52.3 |
| | 46.1 |
| Intermodal | | 46.3 | | | 44.6 | | | 39.8 | |
| Logistics | | 47.4 |
| | 34.2 |
| | 30.7 |
| Logistics | | 0.1 | | | 0.5 | | | 0.4 | |
| Other | | (42.3 | ) | | (2.4 | ) | | (7.5 | ) | Other | | 33.4 | | | 35.5 | | | 40.1 | |
| Income from operations | | $ | 375.8 |
| | $ | 280.3 |
| | $ | 290.4 |
| |
| Depreciation and amortization expense | | Depreciation and amortization expense | | $ | 290.5 | | | $ | 292.9 | | | $ | 291.3 | |
|
| | | | | | | | | | | | |
Depreciation and Amortization Expense by Segment (in millions) | | Year Ended December 31, |
| | | 2018 | | 2017 | | 2015 |
| Truckload | | $ | 211.0 |
| | $ | 205.9 |
| | $ | 192.6 |
|
| Intermodal | | 39.8 |
| | 34.5 |
| | 30.9 |
|
| Logistics | | 0.4 |
| | 0.4 |
| | 0.4 |
|
| Other | | 40.1 |
| | 38.2 |
| | 42.1 |
|
| Depreciation and amortization expense | | $ | 291.3 |
| | $ | 279.0 |
| | $ | 266.0 |
|
Substantially all of our revenues and assets were generated or located within the United States.U.S.
1816. QUARTERLY RESULTS OF OPERATIONS (Unaudited)RESTRUCTURING
On July 29, 2019, the Company’s Board approved a structured shutdown of its FTFM service offering within its Truckload reportable segment which was substantially complete as of August 31, 2019. The restructuring activity was recorded within our Truckload reportable segment. Pre-tax losses of our FTFM service offering were $34.4 million and $29.2 million for the years ended December 31, 2019 and 2018, respectively. |
| | | | | | | | | | | | | | | | | | | | |
| (in millions, except per share amounts)* | | First Quarter | | Second Quarter | | Third Quarter | | Fourth Quarter | | Full Year |
| 2018 | | | | | | | | | | |
| Operating revenues | | $ | 1,139.0 |
| | $ | 1,236.3 |
| | $ | 1,280.1 |
| | $ | 1,321.6 |
| | $ | 4,977.0 |
|
| Income from operations | | 67.6 |
| | 91.7 |
| | 97.9 |
| | 118.6 |
| | 375.8 |
|
| Net income | | 47.6 |
| | 65.8 |
| | 70.7 |
| | 84.8 |
| | 268.9 |
|
| Basic earnings per share | | 0.27 |
| | 0.37 |
| | 0.40 |
| | 0.48 |
| | 1.52 |
|
| Diluted earnings per share | | 0.27 |
| | 0.37 |
| | 0.40 |
| | 0.48 |
| | 1.52 |
|
| | | | | | | | | | | |
| 2017 | | | | | | | | | | |
| Operating revenues | | $ | 1,006.4 |
| | $ | 1,075.2 |
| | $ | 1,110.8 |
| | $ | 1,191.2 |
| | $ | 4,383.6 |
|
| Income from operations | | 43.5 |
| | 79.0 |
| | 64.1 |
| | 93.7 |
| | 280.3 |
|
| Net income** | | 22.6 |
| | 46.5 |
| | 36.9 |
| | 283.9 |
| | 389.9 |
|
| Basic earnings per share** | | 0.14 |
| | 0.27 |
| | 0.21 |
| | 1.60 |
| | 2.28 |
|
| Diluted earnings per share** | | 0.14 |
| | 0.27 |
| | 0.21 |
| | 1.60 |
| | 2.28 |
|
The activity associated with the shutdown is presented separately on the consolidated statements of comprehensive income within restructuring—net and is summarized below on a cumulative basis since July 29, 2019. Restructuring activity for the year ended December 31, 2020 was not material and no costs were incurred for the year ended December 31, 2018.
| | | | | | | | |
*(in millions) | Table may not sum due to rounding | Cumulative |
| Impairment charges and losses on asset disposals—net | | $ | 47.2 | |
| Receivable write-downs—net | | 3.0 | |
| Other costs | | 14.5 | |
| Total restructuring—net | | $ | 64.7 | |
As of December 31, 2020 and 2019, FTFM restructuring liabilities were classified as current liabilities on the consolidated balance sheets as follows:
| | | | | | | | |
**(in millions) | Fourth quarter 2017 results include the impact of the Tax Cuts and Jobs Act, see Note 10, Income Taxes, for more information.
| Restructuring Liabilities |
| Balance at December 31, 2018 | | $ | 0 | |
| Restructuring—net | | 13.7 | |
| Cash payments | | (8.6) | |
| | |
| Balance at December 31, 2019 | | 5.1 | |
| Restructuring—net | | 0.8 | |
| Cash payments | | (1.5) | |
| | |
| Balance at December 31, 2020 | | $ | 4.4 | |
ItemITEM 9. Changes in and Disagreements with Accountants on Accounting and Financial DisclosureCHANGES IN AND DISAGREEMENTS WITH ACCOUNTANTS ON ACCOUNTING AND FINANCIAL DISCLOSURE
There have been no disagreements with accountants on accounting or financial disclosure matters.
ItemITEM 9A. Controls and ProceduresCONTROLS AND PROCEDURES
Evaluation of Disclosure Controls and Procedures
Our management, including our Chief Executive Officer and Chief Financial Officer, has evaluated the effectiveness of our disclosure controls and procedures (as defined in Rules 13a-15(e) and 15d-15(e) under the Securities Exchange Act of 1934, as amended), as of the end of the period covered by this report. The Company’s disclosure controls and procedures are designed to ensure that information required to be disclosed by the Company in the reports that it files or submits under the Exchange Act is recorded, processed, summarized, and reported within the time periods specified in the U.S. Securities and Exchange Commission’s rules and forms, and that such information is accumulated and communicated to the Company’s management, including the Company’s Chief Executive Officer and Chief Financial Officer, to allow timely decisions regarding required disclosure. Based upon their evaluation, our Chief Executive Officer and Chief Financial Officer have concluded that our disclosure controls and procedures were effective as of the end of the period covered by this report.
Changes in Internal Control
There were no changes in our internal control over financial reporting (as defined in Rules 13a-15(f) and 15d-15(f) under the Securities Exchange Act of 1934, as amended) during the fiscal quarter ended December 31, 2018,2020 that have materially affected, or are reasonably likely to materially affect, our internal control over financial reporting.
Management'sManagement’s Report on Internal Control Over Financial Reporting
Our management is responsible for establishing and maintaining effectiveadequate internal control over financial reporting as defined in Rules 13a-15(f) under the Securities Exchange Act of 1934. Our internal control over financial reporting is a process designed under the supervision of the Company'sCompany’s Chief Executive Officer and Chief Financial Officer to provide reasonable assurance regarding the reliability of financial reporting and the preparation of the Company'sCompany’s consolidated financial statements for external purposes in accordance with U.S. GAAP.
Because of its inherent limitation, internal control over financial reporting may not prevent or detect misstatements. Therefore, even those systems determined to be effective can provide only reasonable assurance with respect to financial statement preparation and presentation.
Management assessed the effectiveness of our internal control over financial reporting as of December 31, 2018.2020. In making this assessment, management used the criteria set forth by the Committee of Sponsoring Organizations of the Treadway Commission (COSO) in Internal Control – Integrated Framework (2013 Framework). Based on this assessment, management believes that as of December 31, 2018,2020, our internal control over financial reporting was effective.
The effectiveness of internal control over financial reporting as of December 31, 2018,2020, has been audited by Deloitte & Touche LLP, an independent registered public accounting firm that also audited our consolidated financial statements. Deloitte & Touche LLP’s report on internal control over financial reporting is included herein.
ItemITEM 9B. Other InformationOTHER INFORMATION
None.
PART III
ItemITEM 10. Directors, Executive Officers and Corporate GovernanceDIRECTORS, EXECUTIVE OFFICERS, AND CORPORATE GOVERNANCE
Except for information concerning our executive officers included in Part I of this Form 10-K under the caption “Executive“Information About Our Executive Officers, of the Registrant,” which is incorporated by reference herein, and the information regarding our Code of Conduct below, the information required by Item 10 is incorporated herein by reference to the information set forth under the captions “Election“Election of Directors,” “Corporate Governance,” and “Section“Delinquent Section 16(a) Beneficial Ownership Reporting Compliance”Reports” in our definitive proxy statement for our 20182021 annual meeting of shareholders (the “Proxy Statement”), which will be filed with the SEC no later than 120 days after the close of the fiscal year ended December 31, 2018.2020.
Our board of directorsBoard has adopted a Code of Conduct applicable to all employees, and a Code of Ethics for CEO and Senior Financial Officers that applies to all of our directors and employees, including our chief executive officer, chief financial officer, chief accounting officer,Chief Executive Officer, Chief Financial Officer, Chief Accounting Officer, and other persons performing similar functions. We have posted a copy of our Code of Conduct and Code of Ethics for CEO and Senior Financial Officers on the “Investors –- Governance” section of our website at www.schneider.com. We intend to satisfy the disclosure requirements under Item 5.05 of Form 8-K regarding amendments to, or waivers from, the Code of Conduct and Code of Ethics for CEO and Senior Financial Officers by posting such information on the “Investors” section of our website at www.schneider.com. We are not including the information contained on our website as part of, or incorporating it by reference into, this report.
ItemITEM 11. Executive CompensationEXECUTIVE COMPENSATION
The information required by Item 11 is incorporated herein by reference to the information set forth under the captions “Corporate Governance - Compensation Committee Interlocks and Insider Participation,” “Compensation of Directors,” “Compensation Discussion and Analysis,” “Compensation Committee Report,” “Executive Compensation Tables and Narrative,” and “Risk Considerations Relating to Compensation” in the Proxy Statement, which will be filed with the SEC no later than 120 days after the close of the fiscal year ended December 31, 2018.2020.
ItemITEM 12. Security Ownership of Certain Beneficial Owners and Management and Related Stockholder MattersSECURITY OWNERSHIP OF CERTAIN BENEFICIAL OWNERS AND MANAGEMENT AND RELATED STOCKHOLDER MATTERS
Equity Compensation Plan Information
The following table summarizes share and exercise price information about our equity compensation plans as of December 31, 2018.2020. All of our equity compensation plans pursuant to which grants are currently being made have been approved by our shareholders.
| | | | | | | | | | | | | | | | | | | | |
| Plan Category | | Number of Securities to be Issued Upon Exercise of Outstanding Options, Warrants, and Rights | | Weighted Average Exercise Price of Outstanding Options, Warrants, and Rights (1) | | Number of Securities Remaining Available for Future Issuance Under Equity Compensation Plans (Excluding Securities Reflected in the First Column) (2) |
| Equity compensation plans approved by security holders | | 1,327,782 | | | $ | 20.60 | | | 5,554,142 | |
| Equity compensation plans not approved by security holders | | — | | | — | | | — | |
| Total | | 1,327,782 | | | $ | 20.60 | | | 5,554,142 | |
|
| | | | | | | | | | |
| Plan Category | | Number of Securities to be Issued Upon Exercise of Outstanding Options, Warrants and Rights | | Weighted Average Exercise Price of Outstanding Options, Warrants and Rights (1) | | Number of Securities Remaining Available for Future Issuance Under Equity Compensation Plans (Excluding Securities Reflected in the First Column) |
| Equity compensation plans approved by security holders | | 931,615 |
| | $ | 22.63 |
| | 6,283,529 |
|
| Equity compensation plans not approved by security holders | | — |
| | — |
| | — |
|
| Total | | 931,615 |
| | $ | 22.63 |
| | 6,283,529 |
|
(1)The calculation of the weighted average exercise price includes only stock options and does not include the outstanding deferred stock units, restricted stock units, pre-IPO restricted shares, and performance-based restricted stock units reflected in the first column.
(2)On November 9, 2020, the Compensation Committee authorized an additional 468,706 shares to be added to the 2017 Omnibus Plan share pool, as required by the terms of such plan, to equitably adjust for the special dividend paid by the Company on November 19, 2020.
The remaining information required by Item 12 is incorporated herein by reference to the information set forth under the caption “Information Regarding Beneficial Ownership of Principal Shareholders, the Board, and Management” in the Proxy Statement, which will be filed with the SEC no later than 120 days after the close of the fiscal year ended December 31, 2018.2020.
ItemITEM 13. Certain Relationships and Related Transactions and Director IndependenceCERTAIN RELATIONSHIPS AND RELATED TRANSACTIONS AND DIRECTOR INDEPENDENCE
The information required by Item 13 is incorporated herein by reference to the information set forth under the caption “Corporate Governance” in the Proxy Statement, which will be filed with the SEC no later than 120 days after the close of the fiscal year ended December 31, 2018.2020.
ItemITEM 14. Principal Accounting Fees and ServicesPRINCIPAL ACCOUNTING FEES AND SERVICES
The information required by Item 14 is incorporated herein by reference to the information set forth under the captionscaption “Ratification of Appointment of Independent Registered Public Accounting Firm” and “Audit Committee Report” in the Proxy Statement, which will be filed with the SEC no later than 120 days after the close of the fiscal year ended December 31, 2018.2020.
PART IV
ItemITEM 15. Exhibits and Financial Statement SchedulesEXHIBITS AND FINANCIAL STATEMENT SCHEDULES
(1) Financial Statements
Our consolidated financial statements are included in Part II, Item 8, above.
(2) Financial Statement Schedules
Schedule II - Valuation and Qualifying Accounts (in Millionmillions) | | | Allowance for Doubtful Accounts and Revenue Adjustments for the Year Ended | | Balance at Beginning of Year | | Charged to Expense / Against Revenue | | Write-offs, Net of Recoveries | | Balance at End of Year | Allowance for Doubtful Accounts and Revenue Adjustments for the Year Ended | | Balance at Beginning of Year | | Charged to Expense / Against Revenue | | Write-offs-Net of Recoveries | | Balance at
End of Year |
| December 31, 2016 | | $ | 3.6 |
| | $ | (0.3 | ) | | $ | 0.2 |
| | $ | 3.5 |
| |
| December 31, 2017 | | 3.5 |
| | 3.7 |
| | (2.0 | ) | | 5.2 |
| |
| December 31, 2018 | | 5.2 |
| | 3.7 |
| | (2.1 | ) | | 6.8 |
| December 31, 2018 | | $ | 5.2 | | | $ | 3.7 | | | $ | (2.1) | | | $ | 6.8 | |
| December 31, 2019 | | December 31, 2019 | | 6.8 | | | (1.1) | | | (2.3) | | | 3.4 | |
| December 31, 2020 | | December 31, 2020 | | 3.4 | | | 1.4 | | | (1.1) | | | 3.7 | |
All other schedules have been omitted either because they are not applicable or because the required information is included in our consolidated financial statements or the notes thereto.
(3) Exhibits
|
| | | | | | | |
Exhibit Number | | Exhibit Description |
| |
| 3.1 | | |
| 3.2 | | |
9.14.1 | | |
| 9.1 | | |
| 9.2 | | |
| 10.1 | | |
| 10.2 | | |
| 10.3 | | |
| 10.4 | | |
| 10.5 | | Joinder and Amendment No. 2, dated as of September 5, 2018, to Amended and Restated Purchase Agreement dated as of March 31, 2011, as amended as of December 17, 2013, among Schneider Receivables Corporation, as seller, Schneider National, Inc., as the servicer, Wells Fargo Bank, N.A., as administrative agent, and the purchasers party thereto (incorporated herein by reference to Exhibit 10.1 of the Company's Current Report on Form 8-K (File No. 1-38054) filed on September 6, 2018). |
| 10.6 | | |
|
| | | | | | | |
| 10.7 | | |
| 10.8 | | Registration Rights Agreement, dated April 11, 2017, by and among Schneider National, Inc., Mary P. DePrey, Therese A. Koller, Paul J. Schneider, Thomas J. Schneider, Kathleen M. Zimmermann, the Donald J. Schneider Childrens Trust #1 f/b/o Mary P. DePrey, the Donald J. Schneider Childrens Trust #2 f/b/o Mary P. DePrey, the Donald J. Schneider Childrens Trust #1 f/b/o Paul J. Schneider, the Donald J. Schneider Childrens Trust #2 f/b/o Paul J. Schneider, the Donald J. Schneider Childrens Trust #1 f/b/o Therese A. Koller, the Donald J. Schneider Childrens Trust #2 f/b/o Therese A. Koller, the Donald J. Schneider Childrens Trust #1 f/b/o Thomas J. Schneider, the Donald J. Schneider Childrens Trust #2 f/b/o Thomas J. Schneider, the Donald J. Schneider Childrens Trust #1 f/b/o Kathleen M. Zimmermann, the Donald J. Schneider Childrens Trust #2 f/b/o Kathleen M. Zimmermann, the Donald J. Schneider 2000 Trust f/b/o Mary P. DePrey, the Donald J. Schneider 2000 Trust f/b/o Therese A. Koller, the Donald J. Schneider 2000 Trust f/b/o Paul J. Schneider, the Donald J. Schneider 2000 Trust f/b/o Thomas J. Schneider, the Donald J. Schneider 2000 Trust f/b/o Kathleen M. Zimmermann, the Paul J. Schneider 2011 Trust, the Mary P. DePrey 2011 Trust, the Therese A. Koller 2011 Trust and the Kathleen M. Zimmermann 2011 Trust (incorporated herein by reference to Exhibit 4.1 to the Company's Current Report on Form 8-K filed on April 12, 2017) |
| 10.9+ | | |
| 10.10+ | | |
| 10.11+ | | |
| 10.12+ | | |
| 10.13+ | | |
| 10.14+ | | |
| 10.15+ | | |
| 10.16+ | | |
| 10.17+ | | |
| 10.18+ | | |
| 10.19+ | | |
| 10.20+ | | |
| 10.21+ | | |
| 10.22+ | | |
| 10.23+ | | |
|
| | | | | | | |
| 10.24+ | | |
| 10.25+ | | |
| 10.26+ | | |
| 10.27+ | | |
| 10.28+ | | |
| 10.29+ | | |
| 10.30+ | | |
| 10.31+ | | |
| 10.32+ | | |
| 10.33+ | | |
| 10.34+ | | |
| 10.35+ | | |
| 10.36+ | | |
| 10.37+ | | |
| 10.38+ | | |
| 21.1* | | |
| 23.1* | | |
| 24.1* | | |
| 31.1* | | |
| 31.2* | | |
| 32.1** | | |
| 32.2** | | |
101*101.INS* | | Interactive Data FileXBRL Instance Document - The instance document does not appear in the interactive data file because its XBRL tags are embedded within the Inline XBRL document. |
| 101.SCH* | | XBRL Taxonomy Extension Schema Document |
| 101.CAL* | | XBRL Taxonomy Calculation Linkbase Document |
| 101.DEF* | | XBRL Taxonomy Extension Definition Linkbase Document |
| | | | | | | | |
| 101.LAB* | | XBRL Taxonomy Extension Labels Linkbase Document |
| 101.PRE* | | XBRL Taxonomy Extension Presentation Linkbase Document |
| 104* | | The cover page from the Company's Annual Report on Form 10-K for the year ended December 31, 2020, formatted in Inline XBRL. |
* Filed herewith.
** Furnished herewith.
+ Constitutes a management contract or compensatory plan or arrangement.
SIGNATURES
Pursuant to the requirements of Section 13 or 15(d) of the Securities Exchange Act of 1934, the registrant has duly caused this report to be signed on its behalf by the undersigned, thereunto duly authorized.
| | | | | | | | |
| | |
| | |
| | SCHNEIDER NATIONAL, INC. |
| | |
| Date: | February 26, 201919, 2021 | /s/ ChristopherMark B. LofgrenRourke |
| | ChristopherMark B. LofgrenRourke |
| | President and Chief Executive Officer |
| | (Principal Executive Officer) |
Pursuant to the requirements of the Securities Exchange Act of 1934, this report has been signed below by the following persons on behalf of the registrant and in the capacities indicated on February 26, 2019.
| | | | | | | | |
| | |
| Signature | | Title |
Signature | | Title |
| */s/ Adam P. Godfrey | | |
*/s/ Daniel J. SullivanAdam P. Godfrey | | |
Daniel J. Sullivan | | Chairman of the Board of Directors |
| */s/ Jyoti Chopra | | |
| Jyoti Chopra | | Director |
| */s/ Mary P. DePrey | | |
| Mary P. DePrey | | Director |
*/s/ Thomas A. Gannon | | |
Thomas A. Gannon | | Director |
| */s/ James R. Giertz | | |
| James R. Giertz | | Director |
*/s/ Adam P. Godfrey | | |
Adam P. Godfrey | | Director |
| */s/ Robert W. Grubbs | | |
| Robert W. Grubbs | | Director |
*/s/ Norman E. JohnsonRobert M. Knight, Jr. | | |
Norman E. JohnsonRobert M. Knight, Jr. | | Director |
*/s/ ChristopherMark B. LofgrenRourke | | |
ChristopherMark B. LofgrenRourke | | Director |
| */s/ Paul J. Schneider | | |
| Paul J. Schneider | | Director |
| */s/ Daniel J. Sullivan | | |
| Daniel J. Sullivan | | Director |
| */s/ John A. Swainson | | |
| John A. Swainson | | Director |
| */s/ James L. Welch | | |
| James L. Welch | | Director |
*/s/ Kathleen M. Zimmermann | | |
Kathleen M. Zimmermann | | Director |
| /s/ Mark B. Rourke | | |
| Mark B. Rourke | | |
/s/ Christopher B. Lofgren | | |
Christopher B. Lofgren | | President and Chief Executive Officer (Principal Executive Officer) |
| | |
| /s/ Stephen L. Bruffett | | |
| Stephen L. Bruffett | | Executive Vice President and Chief Financial Officer (Principal Financial Officer) |
| | |
/s/ Amy G. Schilling | | |
Amy G. Schilling | | Vice President and Controller (Principal Accounting Officer)
|
|
| | |
* By: | /s/ Amy G. SchillingShelly A. Dumas-Magnin | | |
| Shelly A. Dumas-Magnin | Amy G. Schilling | Attorney-in-factVice President and Controller (Principal Accounting Officer) |
| | | | | | | | |
| * By: | /s/ Shelly A. Dumas-Magnin | |
| Shelly A. Dumas-Magnin | Attorney-in-fact |