XPO, Inc.
For the period ended May 15, 2025. Filed Apr 2, 2025.
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What shareholders are asked to vote on at a company's meeting. It is where to find what directors and top executives are paid, and who owns the most shares.
May 15, 2025 · Filed Apr 2, 2025
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Contents
PROXY STATEMENT SUMMARY
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This Proxy Statement Summary highlights information contained in our Proxy Statement, which sets forth information relating to the solicitation of proxies by the Board of Directors of XPO, Inc. (the “Board of Directors” or the “Board”) in connection with our 2025 Annual Meeting of Stockholders. The summary does not reflect all of the information you should consider, and you are urged to read the proxy materials carefully before voting.
2025 ANNUAL MEETING OF STOCKHOLDERS
Our Notice of Internet Availability of Proxy Materials (the “Notice”) is first being distributed on or about April 2, 2025 to stockholders of record of our common stock as of the close of business on March 25, 2025 (the “Record Date”). The Notice provides instructions on how to access our proxy materials and vote online.
| Date and Time | | | Place | | | Record Date | | ||||||||
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| | | Thursday, May 15, 2025at 10:00 a.m. Eastern Time | | | | | Virtual Meeting Site:meetnow.global/M6DAT65 | | | | | You can vote if you were an XPO stockholder of record as of the close of business on March 25, 2025 | | ||
Admission Using Your Control Number: The Annual Meeting will be conducted exclusively as a live webcast that you can access with the control number you receive on your proxy card. At the time of the Annual Meeting, go tomeetnow.global/M6DAT65 and enter your control number. If the shares of common stock you hold are in an account at a broker, dealer, commercial bank, trust company or other nominee (i.e., in “street name”), you will have to register in advance in order to participate and vote at the Annual Meeting and submit questions during the live webcast. To register in advance, you must obtain a legal proxy from the bank, broker or other nominee that holds your shares, giving you the right to vote the shares. Requests for registration should be directed to our transfer agent, Computershare Trust Company, N.A. (“Computershare”), by email atlegalproxy@computershare.com no later than 5:00 p.m. Eastern Time on Monday, May 5, 2025. You will receive confirmation of your registration and your control number in an email from Computershare. Enter your control number atmeetnow.global/M6DAT65 to access the Annual Meeting.
VOTING MATTERS AND BOARD RECOMMENDATIONS
The Board is not aware of any matter that will be presented for a vote at the Annual Meeting other than those shown below.
| | | | | Board VoteRecommendation | | | | Page Reference(for more detail) | |
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| PROPOSAL 1: Election of Directors To elect eight members of our Board of Directors for a term to expire at the 2026 Annual Meeting of Stockholders or until their successors are duly qualified and elected. | | | | FOR each Director Nominee | | | | 8-22, 61 | |
| PROPOSAL 2: Ratification of the Appointment of KPMG LLP as our Registered Independent Public Accounting Firm for Fiscal Year 2025 To ratify the appointment of KPMG LLP as the company’s independent registered public accounting firm for fiscal year 2025. | | | | FOR | | | | 55-56, 62 | |
| PROPOSAL 3: Advisory Vote to Approve Executive Compensation To conduct an advisory vote to approve the executive compensation of the company’s named executive officers. | | | | FOR | | | | 63 | |
ABOUT XPO
XPO is a leading provider of freight transportation services, with company-specific avenues for value creation. We use our proprietary technology to move goods efficiently through our customers’ supply chains in North America and Europe. As of December 31, 2024, we had approximately 38,000 employees serving approximately 55,000 customers through 614 locations in 17 countries.
Our North American Less-Than-Truckload (“LTL”) segment is the largest component of our business, with an expansive network of professional drivers and owned trucks and service centers. Shippers value our premium service and network coverage, which extends to 99% of all U.S. postal codes and all 50 states, as well as Canada, Mexico and the Caribbean.
Our culture ensures a superior customer service experience by prioritizing the attributes that LTL customers value most, such as on-time performance and damage-free shipping. In addition, we are committed to continuously improving our network efficiency and labor productivity, while optimizing freight flows at all levels of demand. For the full year 2024, our customer-focused organization of truck drivers, service center teams and sales professionals worked together to move approximately 18 billion pounds of freight through our LTL network.
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2024 COMPANY PERFORMANCE HIGHLIGHTS
In 2024, our named executive officers (“NEOs”) were instrumental in driving XPO’s achievement of numerous strategic, financial and operational goals through the execution of our strategy and LTL growth plan. Despite a soft industry freight environment, the strong leadership of our NEOs delivered financial results that outpaced expectations, enhanced service quality, realized record levels of customer satisfaction and employee engagement, and positioned the business to generate sustainable long-term stockholder value:
| | | Generated robust, year-over-year growth in 2024 financial results company-wide: | | | ||||||||||||
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| | | Operating Income $660M up 51% | | | | Net Income $387M up 105% | | | | Adjusted EBITDA(1) $1,266M up 27% | | | | Diluted Earnings Per Share $3.23 up 102% | | |
| | | Achieved major progress on all four levers of our LTL growth plan in 2024: | | | ||||||||||||
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| | | PROVIDE BEST-IN-CLASS SERVICE | | | | INVEST IN NETWORK GROWTH FOR THE LONG TERM | | | | ACCELERATE YIELD GROWTH | | | | DRIVE COST EFFICIENCIES | | |
| | | ■ Damage claims ratio of 0.2% in Q4, compared with 1.2% at year-end 2021 ■ Improved on-time performance from 2023 • Q4 was the eleventh consecutive quarter of year-over-year improvement | | | | ■ Added 2,300+ tractors and 4,400+ trailers • Reduced tractor age to 4.1 years at year-end 2024, compared with 5.9 years at year-end 2022 ■ Seamlessly integrated 25 new service centers into our network, bringing our footprint to 303 service centers | | | | ■ Grew yield ex-fuel by 7.8% from 2023 • Driven by enhanced service quality, expansion of accessorial services and sales growth with local customers | | | | ■ Reduced purchased transportation expense by 32% from 2023 ■ Reduced linehaul miles outsourced to third parties by 890 basis points to 14.7% of total miles ■ Exited the year at 10.7% linehaul miles outsourced to third parties in Q4, best level in company history ■ Leveraged proprietary technology to drive productivity gains | | |
| | | Delivered above-market LTL growth and profitability: | | | ||||||||||||
| | | ■ Generated 2024 segment revenue (excluding fuel surcharge revenue) of $4.1 billion, up 7.9% year-over-year ■ Grew operating income to $735 million, up 36% year-over-year ■ Improved adjusted operating ratio(1) by 260 basis points year-over-year to 84.8%, ahead of our target range ■ Grew adjusted EBITDA to $1.1 billion, up 29% year-over-year ■ Improved adjusted EBITDA margin by 430 basis points year-over-year to 22.8% | | | ||||||||||||
| | | (1) See Annex A for reconciliations of non-GAAP measures. | | | ||||||||||||
| | | Attained all-time-high employee engagement: | | |
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| | | ■ Globally, overall satisfaction rose for another year, showing sequential year-over-year improvement among the company’s total wired employee population; Q1 2024 was a new company record ■ Most recent North American Dockworker, Driver and Manufacturing Survey response rate was 86.7%, with over 13,000 LTL employees participating ■ Increased 2024 job satisfaction to the highest score in the company’s recorded history for LTL ■ Reduced voluntary turnover in three key LTL employee groups by year-end 2024: a 7% decrease in dockworker turnover, and a 3% decrease in turnover for both driver sales representatives and freight operations supervisors | | |
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| | | Enhanced brand reputation with external recognitions | | |
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| | | ■ Newsweek named XPO one of America’s Most Reliable Companies for 2025 ■ Viqtory designated XPO as a Military Friendly® Gold Employer for 2025 ■ VETS Indexes recognized XPO as a 2024 4-Star Employer for hiring and supporting veterans ■ The Women in Trucking Association named XPO one of the Top Companies For Women to Work For in Transportation for the fourth year in a row ■ FreightWaves named XPO a 2025 FreightTech 25 Company for innovation in freight technology ■ The American Opportunity Index named XPO a 2024 Employer of Choice | | |
| | | Delivered a 50% increase in total shareholder return (TSR) for 2024 | | |
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| | | ■ XPO’s stock price significantly outperformed the transportation sector and the broader market, generating more than $5.2 billion in stockholder value creation during the year ■ XPO was the top-performing surface transportation stock in the S&P Transportation Select Index in both 2023 and 2024 ■ TSR was driven by a robust combination of financial results and operational improvements | | |
The chart below illustrates XPO’s Total Shareholder Return (TSR), as compared to the S&P 500 and S&P Transportation Select Index:
Our NEOs are moving XPO forward from a position of strength as one of the largest LTL networks in North America, with approximately 9% share of the $52 billion LTL market, based on 2023 industry revenue. We are making significant progress in executing our plan for profitable growth and margin expansion, and we see a long runway ahead to continue to deliver outsized stockholder value.
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2025 BOARD OF DIRECTORS NOMINEES
Our Board aims to create a diverse and highly skilled team of directors who provide our company with valuable oversight. When selecting new directors, our Board considers, among other things, the nominee’s breadth of experience, financial expertise, integrity, ability to make independent analytical inquiries, understanding of our business environment, skills in areas relevant to our growth drivers, and willingness to devote adequate time to Board duties — all in the context of the needs of the Board at that point in time, and with the objective of ensuring a diversity of backgrounds, expertise and viewpoints. Our Board endeavors to include highly qualified women and individuals from historically underrepresented groups in the candidate pool and has engaged in a purposeful process of regular refreshment. The composition of our Board as of the Record Date was:
The following table provides summary information about each director nominee and their committee memberships as of the date of this Proxy Statement. Each director is elected annually by a majority of the votes cast.
| · · · · · · · · · · · · · · · · CommitteeMemberships · | ||||||||||||||||||||||||||
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| | Name | | | DirectorSince | | | Age | | | Occupation | | | Independent | | | AC | | | CHCC | | | NCGSC | | | OEC | |
| | Brad Jacobs | | | 2011 | | | 68 | | | Executive Chairman of the Board, XPOChairman and Chief Executive Officer, QXO, Inc. | | | | | | | | | | | | | | | | |
| | Bella Allaire | | | 2022 | | | 71 | | | Chief Administrative Officer, Raymond James Financial, Inc. | | | Y | | | | | | | | | C | | | | |
| | J. Wes Frye | | | 2023 | | | 77 | | | Former Senior Vice President and Chief Financial Officer, Old Dominion Freight Line, Inc. | | | Y | | | | | | | | | ✓ | | | ✓ | |
| | Mario Harik | | | 2022 | | | 44 | | | Chief Executive Officer, XPO | | | | | | | | | | | | | | | C | |
| | Michael G. Jesselson | | | 2011 | | | 73 | | | President and Chief Executive Officer, Jesselson Capital Corporation | | | Y | | | ✓ | | | | | | | | | | |
| | Allison Landry | | | 2021 | | | 46 | | | Former Senior Transportation Research Analyst, Credit Suisse | | | Y | | | ✓ | | | ✓ | | | | | | ✓ | |
| | Irene Moshouris* | | | 2022 | | | 64 | | | Former Senior Vice President-Treasurer, United Rentals, Inc. | | | Y | | | C | | | ✓ | | | ✓ | | | | |
| | Johnny C. Taylor, Jr. | | | 2021 | | | 56 | | | President and Chief Executive Officer, Society of Human Resources Management | | | Y | | | | | | C | | | | | | | |
| | AC = Audit Committee CHCC = Compensation and Human Capital Committee | | | NCGSC = Nominating, Corporate Governance and Sustainability Committee OEC = Operational Excellence Committee | | | C = Committee Chair ✓ = Committee Member * = Audit Committee Financial Expert | |
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SUMMARY OF QUALIFICATIONS AND EXPERIENCE OF DIRECTOR NOMINEES
| | | | | | Brad Jacobs | | | | Bella Allaire | | | | J. Wes Frye | | | | Mario Harik | | | | Michael G. Jesselson | | | | Allison Landry | | | | Irene Moshouris | | | | Johnny C. Taylor, Jr. | |
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| | BUSINESS OPERATIONS experience provides a practical understanding of developing, implementing and assessing our operating plan and business strategy. | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||||
| | CORPORATE GOVERNANCE experience bolsters Board and management accountability, transparency and a focus on stockholder interests. | | | | | | | | | | | | | | | | | | | | | | | | | | ||||||||
| | ENVIRONMENTAL SUSTAINABILITY AND CORPORATE RESPONSIBILITY experience enables our Board’s oversight to guide long-term value creation for our stockholders in sustainable ways. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||
| | EFFECTIVE CAPITAL ALLOCATION experience is crucial to our Board’s evaluation of our financial statements and capital structure. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||
| | CRITICAL ANALYSIS OF CORPORATE FINANCIAL STATEMENTS AND CAPITAL STRUCTURES experience assists our Board in overseeing our financial reporting and internal controls. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||
| | HUMAN RESOURCES MANAGEMENT experience enables our Board to further our goals of making XPO an inclusive workplace and aligning human resources objectives with our strategic and operational priorities. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||
| | MULTINATIONAL CORPORATE MANAGEMENT experience informs the Board’s strategic thinking, given the global nature of our business. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||
| | RISK MANAGEMENT experience is critical to our Board’s role in overseeing the risks facing our company, including mitigation measures. | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||
| | TALENT MANAGEMENT AND ENGAGEMENT experience helps our company attract, motivate and retain top candidates for leadership roles and innovation teams. | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||||
| | CUSTOMER SERVICE experience brings important perspectives to our Board, given the essential role of customer retention in our business model. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||
| | SALES AND MARKETING experience enables our Board to assist with our growth strategy, including the development of new services and customer sectors. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | | ||||
| | M&A, INTEGRATION AND OPTIMIZATION experience helps our company identify the optimal strategic opportunities for profitable growth and meaningful synergies. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||
| | TRANSPORTATION AND LOGISTICS INDUSTRY experience is important in understanding our competitive environment and market positioning. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |||||
| | TECHNOLOGY AND INFORMATION SYSTEMS experience provides our Board with valuable insights and best practices relevant to enhancing customer outcomes, internal efficiencies and cybersecurity. | | | | | | | | | | | | | | | | | | | | | | | | | | | | | |
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GOVERNANCE HIGHLIGHTS
| | Board and Committee Independence | | | Six of our eight directors are independent. The Audit Committee, the Compensation and Human Capital Committee, and the Nominating, Corporate Governance and Sustainability Committee each consist entirely of independent directors. | |
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| | Separation of Chairman and CEO Roles | | | Effective November 1, 2022, upon the completion of the RXO, Inc. (“RXO”) spin-off, Mr. Jacobs, our founder who had been our chairman and chief executive officer (“CEO”) since 2011, became our executive chairman, and Mr. Harik became our CEO. To facilitate a smooth CEO transition, our Board determined that splitting the chairman and CEO roles would be in the best interests of the company and our stockholders. The Board believes that the executive chairman Board leadership structure ensures stability for the company after years of transformation and provides strong strategic leadership and key support for management, particularly in the initial years of Mr. Harik’s tenure as CEO. | |
| | Independent Board Oversight and Leadership Roles | | | We are committed to independent Board oversight. Alongside our executive chairman, our Board leadership structure includes a lead independent director and an independent vice chair. Our lead independent director is responsible for, among other duties, coordinating with the chairman with respect to meeting agendas, and calling and chairing sessions of the independent directors. Our vice chair is responsible for assisting the lead independent director in carrying out his duties and acting on his behalf when he is not present. The Board believes its leadership structure, as well as the leadership structure of the company, function cohesively and serve the best interests of our stockholders. | |
| | Board Refreshment | | | Our Board is committed to ensuring that its composition includes a range of expertise aligned with the company’s business, as well as fresh perspectives on strategy. One of the ways the Board acts on this commitment is through the thoughtful refreshment of directors when appropriate. Upon the RXO spin-off, the composition of the Board changed to align more closely with XPO’s remaining business operations and strategy. Three directors stepped down from the Board, five directors, including Mr. Jacobs, remained on the Board, and three new directors, including Mr. Harik, our CEO, joined the Board. In March 2023, the Board appointed an additional new independent director with an operations background directly relevant to LTL. | |
| | Committee Rotations | | | As part of its annual review of committee assignments, the Board reconstitutes its committees and committee chairs as needed to support the evolving needs of the company. The committees were most recently reconstituted in June 2024. | |
| | Director Elections | | | All directors of the Board are elected annually for one-year terms or until their successors are qualified and elected. | |
| | Majority Voting for Director Elections | | | Our bylaws provide for a majority voting standard in uncontested elections, and further require that a director who fails to receive a majority vote must tender his or her resignation to the Board. | |
| | Board Evaluations | | | Our Board reviews committee and director performance through an annual process of self-evaluation. | |
| | Risk Oversight and Financial Reporting | | | Our Board aims to provide robust oversight of current and potential risks facing our company by engaging in regular deliberations and participating in management meetings. Our Audit Committee contributes to strong financial reporting oversight through regular meetings with management and dialogue with our auditors. | |
| | Active Board Participation | | | Our Board held four meetings during 2024. Each person currently serving as a director attended at least 75% of the aggregate meetings of the Board and any committee(s) on which he or she served while providing Board service. | |
| | Direct Oversight of Sustainability | | | The Nominating, Corporate Governance and Sustainability Committee is tasked in its charter with supporting the Board in its oversight of the company’s sustainability strategies and external disclosures; this includes engaging with management on material sustainability matters and stakeholder perspectives. | |
| | Political Activity Disclosure and Oversight | | | In December 2022, the company adopted a Political Activity Policy that gives the Nominating, Corporate Governance and Sustainability Committee final approval over all political contributions by the company. The Policy also includes a commitment to publicly disclose any political contributions by the company via a dedicated webpage that is easily accessible on the company’s website. | |
| | Established Operational Excellence Committee | | | In April 2023, the Board established the Operational Excellence Committee to review the company’s strategies and objectives with respect to continuous improvement of quality and service, operational efficiency, cost control, occupational safety, environmental compliance and technological innovation. Alongside management, the Committee also reviews reports and key performance indicators relating to the company’s trends in operational excellence and its achievements against strategies and objectives. | |
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SUSTAINABILITY APPROACH
Our approach to sustainability is guided by our commitment to deliver long-term value to our stockholders. We regularly engage with our stockholders to obtain their input on evolving expectations related to sustainability. The key sustainability issues that we believe can have a meaningful impact on our delivery of stockholder value, and that align with stockholder feedback, include health and safety, employee engagement, talent management, data security and privacy, compliance with applicable laws and regulations related to the environment, fleet management and innovation, network optimization, corporate governance and ethical conduct.
The Nominating, Corporate Governance and Sustainability Committee of the Board oversees the company’s sustainability strategies, performance and disclosures, and engages with management to provide oversight in these areas.
STOCKHOLDER ENGAGEMENT AND RESPONSIVENESS
The Board considers engagement with stockholders on corporate governance, executive compensation and risk oversight to be a critical component of its stewardship responsibilities. We have established a robust, year-round stockholder engagement program to foster dialogue and seek stockholder perspectives on a broad range of topics, informing the Board’s decision-making.
At our 2024 Annual Meeting of Stockholders, our directors received 99% support on average, and our say-on-pay proposal received 97% support. These results reflect strong support for the Board and for XPO’s executive compensation program, which we designed in direct response to stockholder feedback. The Board is appreciative of our stockholders’ support and remains committed to ongoing engagement.
As a part of our annual engagement efforts, in the autumn of 2024, we reached out to stockholders representing 69% of XPO’s common stock, as well as to the leading proxy advisory firms. We met with each stockholder and proxy advisor who accepted our request for engagement, representing 37% of our common stock.
Scope of Autumn 2024 Stockholder Outreach
Aggregate Stockholders Holding % of Shares Outstanding(1)
(1)
Calculated based on stockholder positions and shares outstanding as of September 6, 2024, representing time of outreach and engagement.
During these engagements, we discussed a range of topics, including Board composition, the Board’s approach to risk oversight, and our executive compensation program. Stockholders voiced their appreciation for XPO’s responsiveness to prior feedback in designing an executive compensation program with a formulaic short-term incentive structure based on key operational metrics and an annual long-term incentive award with multi-year performance and vesting periods. Stockholders also appreciated the robust Compensation Discussion and Analysis (“CD&A”) disclosures that were further enhanced in last year’s CD&A in response to feedback, including the Compensation and Human Capital Committee’s approach to establishing executive pay levels based on market pay practices and individual qualifications. Overall, stockholders expressed support for our compensation program, its strong alignment of pay with performance, its ability to drive long-term stockholder value, and its effectiveness in retaining key executive talent.
After considering the 2024 say-on-pay result and the feedback received during our engagement with stockholders, the Compensation and Human Capital Committee determined that our current executive compensation program design continues to best serve XPO and its stockholders. This year’s CD&A continues to provide robust disclosures on our program’s alignment of pay with performance.
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The text of this filing, as the company filed it with the SEC, without its images or exhibits. This is not investment advice.