TFI International Inc.

Good afternoon, ladies and gentlemen. Thank you for standing by. Welcome to TFI International's first quarter 2023 results conference call. At this time, all participants are in a listen-only mode. Following the presentation, we will conduct a question and answer session. Callers will be limited to one question and a follow-up. Again, that's one question and a follow-up so that we can get to as many callers as possible. Further instructions for entering the queue will be provided at that time. Please be advised that this conference call will contain statements that are forward-looking in nature and subject to a number of risks and uncertainties that could cause actual results to differ materially. Also, I would like to remind everyone that this conference call is being recorded on Wednesday, April 26, 2023. I'll now turn the call over to Alain Bedard, Chairman, President, and Chief Executive Officer of GFI International. Please go ahead, sir.

Well, thank you for the introduction, operator, and welcome everyone to this morning's call. Yesterday, after the market closed, we released our first quarter 2023 results. Many times over the years, including last year, you've heard me mention that profitability and cash flow are most important to us as they allow us to be nimble, especially during uncertain times when we can't capitalize on market turbulence. This means the ability to steadily invest in the business, opportunistically pursue acquisition and return excess capital to shareholders whenever possible. During the first quarter, we generated a 69% increase in net cash from operating activity to $232 million, and our free cash flow more than doubled up 113% to nearly $200 million. While our strong cash flow performance benefited from working capital fluctuation, it also comes despite reduced freight volumes, despite the unfavorable FX impact, and despite our sales last August of CFI. Our operating income during the first quarter was $166 million, with an operating margin of 10.7 versus the year earlier period of 220 million with an operating margin that was 90 basis point higher at 11.6. In addition, our adjusted net income of 117 million was down from 158 million the prior year, and our adjusted diluted EPS was $1.33, was down from $1.68. Importantly, the year-over-year change in these items reflects not only the reduced rate volumes and the sale of CFI, but also the fact that our earnings are fully burdened by several items for which we did not adjust. These include severance package related to early retirement offers, costs associated with transitioning IT system from UPS, the mark to market on DSU, and provide an unfavorable variance to our reported earnings this quarter, and again, foreign exchange fluctuation. We did not adjust for any of these items, the first two of which, the severance costs and the IT system transition, will help to streamline operation and enhance our efficiency going forward. The move of the financial system in particular will result in better control and insight into acquired assets T-force rate operation and allow us to exit our TSA with UPS. With that, let's have a look at how each of our four business segments performed during this quarter, some of which produced significant increases in return on invested capital, even as we navigated uncertain economic times, starting with our P&C, our package, which represents 8% of our segment revenue before fuel surcharge, The number of packages across the segment was down 5% year-over-year, and our revenue before fuel surcharge was down 10%. However, our operating income of $27 million was up 5% over the prior year, with our margin expending $340 basis point, and our return on invested capital was a strong 31.5%, which was up considerably from $26.4 a year earlier. Our next segment to discuss is LTL, which is 46% of segment revenue before fuel surcharge. Our shipments were down 20% in the U.S. and 9% in Canada, which, along with foreign exchange impact, contributed to a 17% decline in our revenue before fuel surcharge. Reported operating income of $58 million was down 39%, fully burdened by the costs I referred earlier, that we do not exclude namely severance cost and IT system transition again. Within LTL, Canadian revenue before fuel surcharge was down 12%, but we achieved a significantly improved operating ratio of 75.5, which was 360 basis point better than the prior year period. Similarly, our return invested capital for our Canadian LTL was 23.2%, up significantly from 18.4 a year earlier. As for the US LTL, revenue before fuel surcharge was up 18% on the ongoing volume headwinds. We continue to streamline operation following the acquisition of T-Force Freight. However, our adjusted operating ratio of 95.7 was up from 90.7 a year earlier on the reduced volume as well as the non-recurring costs. The transition to the new financial system is now complete. which should benefit us going forward, and we continue to see additional opportunity to take costs out of the business. Return on invested capital for US LTL was 17.4 as compared to the prior year's quarter of 22%. Next, let's discuss truckload, which is 27% of our segment revenue before fuel surcharge. Reflecting our sales of CFI last year, truckloads saw revenue before fuel surcharge fall 20%, partially on the impact of foreign exchange. Our operating income held almost flat, down just 1%, again, despite the CFI sales over the course of the past year, reflecting a 320 basis point margin improvement. Digging deeper, specialized operation held revenue virtually flat despite foreign exchange benefiting from our diversity and exposure to niche market. We also saw an improved OR of 84.5, 250 basis point better than a year earlier. Our specialized truckload return on invested capital came in at 14.1% and we view this business as having additional self-help opportunities ahead. Canadian-based conventional truckload was also solid, with revenue before fuel surcharge up slightly, again, even stronger on a constant currency basis. Our adjusted operating ratio for conventional truckload improved a significant 440 basis point to 81.2, and our return on invested capital was 21.3, much stronger than the prior year's quarter of 11.7. as we continue to focus on network density, cost control, and improving the operation of recently acquired businesses. We believe these overall solid results for truckload, which again, were even stronger on a constant currency basis, underscore our point last quarter, that our business is now more resilient during volatile market conditions, with lower U.S. drive-in exposure following the sales of CFI. Our last segment to review is logistics, which represent 20% of segment revenue before fuel surcharge. Our revenue before fuel surcharge of $355 million was down 18% on volume weakness, as well as a difficult year-over-year comparison and foreign exchange impact. Within logistics, brokerage volume were weak, while same-day package delivery volumes were relatively stable, thanks primarily to the successful efforts of our sales team in bringing on new customers. Our operating income fared better, off 9% to $32 million, reflecting successful containment of expenses. As a result, our operating margin actually improved 90 basis points to 8.9, and our return invested capital was 19.3, almost flat, with a quarter of 22, despite the lower volume this quarter. The FI International's balance sheet continues to benefit from our strong free cash flow, which was nearly $200 million during the quarter, as I mentioned. Our funded debt to adjust the EBITDA ratio came in just below 1 at $0.98 as of March. As a reminder, our debt is almost entirely at a fixed rate, which is a weighted average cost of less than 3.5%. This strong capital position is what allows us to strategically invest in the business, even during times of uncertainty, while also returning capital to our shoulders whenever possible. Year-to-date, we have completed five token acquisitions, including one subsequent to the first quarter. During the quarter, we also announced that our Board of Directors approved a $0.35 quarterly dividend, which is 30% higher than the year earlier level. I'll wrap it up with our updated outlook. We are updating our guidance provided in February to a range of $7 to $7.25 for the 2023 earnings per share, U.S. dollars. We also anticipate free cash flow of $700 to $800 million which is based on net capex of between 200 to 225 million. I also note that these range now reflects 300 million of capital deployed towards either M&A and share buyback. And now, operator, if you could please open the lines. We're ready to move to the Q&A portion of the call.

Ladies and gentlemen, to ask a question, you need to press star 1 on your telephone keypad To withdraw your question, please press star two. Callers will be limited to one question and a follow-up in order to get to as many callers as possible. Again, that's star one to ask a question. Our first question comes from Scott Group with Wolf Research. Please go ahead.

Scott Group Hey, thanks. Good morning. Elaine, can you just talk about what's changing in the guidance assumptions and then The severance in IT costs, what are the actual annual savings that come out of that? How does that change your view around the LTL margins?

Okay, well, let's start with the guidance. Okay, so what we see, Scott, is after Q1 and just about a few months ago, we were thinking that first two quarters of 23 would be soft, and we believe at the time that that, you know, Q3 and Q4 would be better. But, you know, when we talk to our customers now more and more, inventories are still high. The consumer approach to, you know, they want to travel more because we've been locked down for two, three years. You know, the story was, well, spend money on your house, spend money on, you know, buying a TV, whatever, okay, because you can't travel. Now this has changed dramatically. OK, so people want to travel. So disposable income is also affected by inflation. So food costs more. So what's left? OK, we see consumer now in this year and probably into next year spending more of these dollars into travel and vacation and all that versus, you know, consuming a TV or whatever, you know, improvement to the house, et cetera, et cetera. So with that in mind, we, you know, we've talked to our to our EVPs and everybody. We've reviewed our plan, and that's how we come up with a reduction on our guidance, okay? So we think that the new guidance is really reasonable, but, you know, who knows? You know, at $7 EPS per share, it's way below our target of 8 to 9 that we would like to be, but we have to be about the market, okay? Now, in terms of the IT transition from UPS, okay, so it cost us a fortune, you know, in terms of consultant, but the work is done now, right? So all of this cost that if you look at all this transition and IT in the quarter, you're talking about $8 million, which is about a seven cents impact on EPS, just coming from that. And that will allow us, you know, with this financial system to use the TFI systems to better manage costs, right? So until just a few months ago, as an example, all payables were managed by UPS, okay? So, you know, these were payments that were approved by our operation, but we had no visibility on it, okay, except maybe at the terminal level. But now we're starting to dig in, okay, with our head office team and our analytical team, and for sure we're seeing some opportunity to do better, okay, in terms of expenses. In terms of the severance package, okay, in that amount is about close to $9 to $10 million. In there you've got two segments. You've got staff, okay, that this is – a severance that is long-term because these people will never come back, okay, because of new technology, new tools, et cetera. So these guys amount to a severance of about $3, $3.5 million, if I remember correctly. The rest is a package that we offer to our drivers, to our dock workers, okay. And what we're saying to them is that, guys, we are offering you a certain amount. to retire because as we speak, okay, because the volume is down like 20%, like I said, we have about 800, 900 people on layoff. So when you replace folks that have been with the company for a very long time with younger folks, okay, normally the cost is not the same. Like vacation is not the same. So, I mean, there's a value, financial value to that, but there's also you know, you bring newer people, the ones that are being laid off, okay, younger people, I would say, not newer, but younger, okay, back to the workforce. And as you know, we are in discussion with the union that represents our employee right now, right? So, I mean, it's just a matter of not having too many people on layoff, okay, and what we're saying to our friends that represents our employees is that You know, we're at 23,000 shipments a day right now. We used to be at 30, 32. We're down to 23. And it will take us some time to bring the 23,000 shipments a day to 24, to 25, et cetera, et cetera. So these people on layoff will be there for quite a long time, right? So with early retirement and retirement, okay, we'll be able to draw from that pool of layoff people over time. Because we're going to add shipments if it makes money, if it makes sense for us. So basically, Scott, this is the approach that was taken. Now, the payback of these costs, I would say, is less than a year.

Okay. Okay. Helpful, a lot there. Just second question, just on the M&A environment, just give us an update. I know you've done five tuck-ins. How are we feeling about a big deal? I saw you lowered the ARC best stake just slightly. How should we think about that, wherever you want to take the M&A?

Well, I think, you know, you're buying bad news, you're selling good news, Scott. And there's lots of bad news right now in transportation. You know, one of my peers just came up this morning with shipments down 10%, which is the star of the U.S., LTL, right? So a lot of bad news. And we love this environment for M&A. So you'll see us do some more tokens. And I said in my discussion, we're going to be spending at least $300 million on M&A and on buyback. But these are small transactions. We believe that, you know, every three years, TFI... do something of size, okay? So for sure, we've been working on a few opportunities, right? Now, could that materialize in 23, maybe at the end of 23 into 24? For sure, we have the capacity, we have the know-how, you know? So something, okay, may happen on something of size, before the end of the year or until next year, Scott. But one thing is for sure is that the small, nice tuck-ins, I mean, we'll be announcing one in Canada very soon, a fantastic deal, and probably another one again in Canada later in the year that we're working on right now. And on the U.S. side, I mean, we have a few opportunities that we're looking at right now, and stay tuned.

Thanks, Alain. Appreciate the time.

Very good, Scott. Thank you.

Our next question comes from Ravi Shankar with Morgan Stanley. Please go ahead.

Thanks, morning. Alain, just a couple of follow-ups on that. Just on the guide itself, your 1Q result adjusted for the special items came in roughly in line with our expectations, which means the full year guidance card is coming out the rest of the year. Is this largely a function of 2Q being a lot worse than you thought, or are you just taking the full back half, including the second half inflection, down as well, just trying to figure out what the rest of the year looks like?

Yeah, yeah. You know, what I'm seeing right now, Ravi, when we talk to our customers, you know, we thought that Q2 would be soft, and we thought that 3 and 4 would be better. Right now, the discussion we're having is that, no, no, no, this is not going to happen. 2 is going to be soft. 3 and 4 is going to be probably the same. So this is why we've reduced. Now, don't forget, the last time we gave guidance, this was without any M&A, okay? So now this $7 to $7.25 includes some small tuck-ins that we're doing now, okay? So it's a little bit of a change. But basically, the biggest issue is the future. It's Q2 and 3 and 4. It's going to be tougher than we thought.

Understood. And maybe as a follow-up to the M&A discussion as well, obviously on the last call you put out some feelers on ARCPES with the stake that you purchased. How has that progressed? Have you had any conversations with them on cooperation or partnerships and kind of how might this play out? Thank you.

You know what, Ravi, right now, I mean, there's no update on that. I think that we are very busy trying to manage this storm right now. Okay. And I think we did pretty well in Q1. So really our focus right now is to manage, again, the storm into Q2. Now, we had some discussion with the company there that we own about 4%. But I guess these guys are busy. Don't forget that we have also to renew the union contract, us and them. Okay, so this is why we said, you know, we're too busy with the storm and too busy trying to get a contract in place with the Teamsters. So for now, I would say there's nothing going on, okay? And we'll see you down the road.

Understood. Thank you, Adam.

Pleasure, Ravi.

Our next question comes from Cameron Dorsen with National Bank Financial. Please go ahead.

Yeah, thanks. Good morning. Good morning, Cameron.

Good morning.

So I had maybe a question on the truckload business. Obviously, it was still a bit of a tough market, but you actually improved your operating ratio in both the segments there. Just wondering if you can sort of give us some color around what you've done to be able to do that. And you also mentioned just in your prepared remarks about some additional self-help in the specialized truckload segment. So maybe you can talk a bit about what you mean there and what additional upside there might be.

A very good question, Cameron. So one of the things that is helping us this year and will continue to help us is Transport America, okay, that was part of CFI. We sold CFI in the summer of 22, and now TA is part of Mr. Brookshaw, one of our EVP's responsibilities. And this is really a great turnaround that's helping us in our specialty truckload Okay, that was, I would say last year was like a mini dog, and now it will become like a mini star within our specialized transportation business. So this is, when we talk about self-help, in 23, TA is a great example of that. Also, our flatbed division in the U.S. has been combined into one. There used to be three flatbed divisions in the U.S., Coastal, Oro, and South Shore divisions. So those three now are combining to one under the leadership of Christine, one of our Canadian EVP, oversees now this flatbed operation as of 23. So that is another self-help. If you compare what we do in Canada, a flatbed operation, and what we've been doing so far on our flatbed, it's like day and night. So we believe that with the management team that we have now in the U.S. overseen by Christine, that's another major improvement in our flatbed organization and our specialty truckload. If you look on the Canadian truckload side, I mean, we've bought SGT about a year and a half ago, and that company was just a mess when we bought it. Now... the team there in Quebec has turned this SGT around. We also bought in Quebec Boutin, which was also not very profitable. We didn't pay a lot of money for that. Now, we see a good future. We also bought Saint-Michel in Quebec. We see that this is going to improve big time over the course of 2023. Now, all this, Cameron, is with an environment that is more difficult this year than it was last year. So we have more price pressure, okay, with customers, okay, for sure. But at the same time, we got a lot of work to do on our costs. Our TMS, okay, as an example, at Saint-Michel was not up to par. The same story is true of what we were doing at TA. So we just moved these guys into the financial system of Contrans, which is Infinium, okay, from CFI. So, I mean, there's a lot of good stuff that we're doing. Now, the market is difficult. I mean, our guys did a fantastic job. Okay, our truckload guys did a fantastic job in Q1. I mean, I would say that they were pulling water out of rocks. So this is why Q1, in my mind, is a great quarter. Now, the only small rock that we have in our shoe is T4 straight, for sure. I mean, think about that. You're down 20% in volume. And that's difficult, okay? But the guys did okay. I would say that we did great, but we did okay. Don't forget, we had some major energy spent into this transition from UPS financial to TFI financial. So, you know, sometimes when you're focusing on one thing, you may drop a few issues here and there on the cost side. But let me tell you that we're going to take the bull by the horn for the rest of the year at T-force rate, and we're going to do a much better job on cost.

Okay, that's very helpful. Just on the TL margins, it sounds like you're fairly confident that those are sustainable through the rest of the year, especially given the fact that seasonally Q2 and Q3 would be better quarters.

Yeah, but you know what, Cameron? We may see a little bit of a drop because, you know, this market is really becoming, I would say that right now, April is softer than we thought it would be, right? So I say that the team is doing a fantastic job. Now, are they going to do as good in 2, 3, 4 as they did in 2, 1? Normally, I would say yes, okay? But, you know, because of market condition, this is why we're, We're conservative in our guidance, okay, at $7, $7.25.

Okay, understood. Thanks very much.

Thank you. Thank you, Cameron.

Our next question comes from Paul Stoddard with Goldman Sachs. Please, Paul, go ahead.

Hi, this is Paul on for Jordan Alliger. I guess getting back to the tonnage decline in US LTL, I guess the question is, When you're hearing from customers that things are a little bit more difficult, I guess how much of this is macro versus actions that you are taking on your end?

About 50-50. If you look at what we've seen so far in my peers, basically the number one LTL peers that we have in the U.S. came out with, a drop of about 10 percent on shipments okay if you look at our Canadian operation okay we're down nine percent on volume so we we know the market in Canada and in the US LTL our US LTL we're down 20 percent so I would say guys that half of that is the market and the other half is all the cleanup that we've been doing since we bought the company

Got it. Great. Thank you. And I guess for a follow-up, you mentioned a little bit about the cost actions that you're going to be taking in USLTL. Could we maybe get more update? I know we had some of the IT costs that happened this quarter, but maybe more of an update as we move through the year with some of the plans that you mentioned in your analyst day back in November?

Yeah, absolutely. So if you remember our investor day in November, Paul was talking about Lionel, okay, this new tools, this new tools will be fully implemented by the end of May, okay? And if you remember what Paul was saying at the time is that this is about 100 basis point, okay? So, I mean, this should help us improve our costs. On the P&D side, labor costs on the dock and P&D and fuel, I mean, for sure, we have now KPIs dollar-wise, that will help improve, okay, what our terminal managers are doing. As an example, for fuel, I mean, we could do way better on fuel than what we're doing today. Fuel economy, okay, you know, price, at what price that we're buying fuel, where are we buying the fuel? So, this is all things that now we're starting to implement with our team there that's never been done, really, right? So, I mean, we believe that our volume probably will stay around the 23,000 to 24,000 shipments between now and the end of the year. Okay. Now, that being said, so we shouldn't have too much up and down in terms of volume, so that steady volume will help us attack our costs, improve our productivity. And at the same time, don't forget that we're in discussion with the people that represent our employees, right? And we want to finalize that as soon as possible. I think that what we've been clear with them is that the volume that's gone, it's not coming back next week. It's not coming back next month. And we have to be more efficient. But don't forget, it's us. The management has to reorganize the work so that the employee is more efficient. It's got nothing to do with the salary issue. of the employee has got to do, what do you do with this employee? A driver drives a truck and when he drives a truck, he spends money. So me, I'd like my drivers not to spend more time driving and spend more time picking up freight. So by reorganizing the work, they drive less and they have more stop and that's more beneficial to the company and that doesn't change anything for the cost of the employee, right?

Great. Thank you.

Welcome.

Our next question comes from Walter Sprankling with RBC Capital Markets. Please go ahead.

Thanks very much. Good morning, Alain. I just wanted to zero in first on your parcel business. It did very well when you compare it to UPS, for example. I'm just curious to see, are you seeing a different environment in Canada in parcel markets? versus what UPS reported? Just any color on what might be different there that's helping PNC do better than their peers.

Well, you know, Walter, they're down 5%, 4% or 5% U.S. domestic. We're down about 5% ourselves, right? So in terms of activity, in terms of volume, I think that everybody's going to be down in the package business probably like 4% or 5% like us and UPS. Now, The difference between us and them, I can't say, okay, what's different, Walter? What I can say is that TFI runs a very lean and mean operation. I remember two years ago when I asked McGonigal, I said, Bob, as kind of a training, because don't forget the TFI culture is we like our EVP to train in two different segments because one day the actual CEO will retire. maybe in five years, something like that. So we want, and the next CEO will come from, okay, one of our EVP, from the family. So when I said, Bob, Bob, you go there as a training, okay, and he said, well, I know nothing about PNC. I said, well, so what? I mean, you know about network. You've been running some of our LTL division, and you'll learn. It's an experience thing. So after two years, he's been there in a market that's been quite difficult after the the lockdown and this and that, we're still improving the numbers, right? So, I mean, it's a cost approach. It's the return-invested capital approach. It's just that, and don't forget, we're finding, okay, besides UPS and FedEx, we're also finding Pure Later, which is a different league than us, right? You understand what I'm saying, Walter? It's not, the owner is not the same, right? Right.

Understood. The railroads that were reporting noted a particular lag benefit in their fuel surcharge program where declining fuel prices, they were still charging higher fuel surcharges but paying less at the pump. How does that work in your business? Did you see any lag benefit here, or is it a different nature? I know the railroads probably have a little bit more pricing power that they can drive through a stronger fuel surcharge. Is there any impact to change in fuel prices here for you, positive or negative from that?

Yeah. You see, we're not a monopoly, Walter, right? So fuel is always a problem. So when it comes up, and you call a customer and you say, I've got to adjust my fuel surcharge, he says, wait. Wait, wait, wait, wait. Wait 30 days, wait 15 days, et cetera, et cetera. When fuel comes down, like now, he says, don't wait. Adjust the price now. Right? Now, with rail, it's probably a different discussion because there's not that many rail companies in Canada or in the U.S., So, for sure, we don't have the same benefit, okay, of this discussion that you're talking about rails. Now, you're right, though, that, you know, when you run a very high-density network, like we do in Canada with our PNC and our LTL, okay, not so much in the U.S. because in the U.S., I mean, the density of our LTL operation is the shit, okay? We're working on it. But That being said, so fuel comes down as we speak. It's like neutral for us in the U.S., okay, because we don't have a huge benefit with our density. But it's a negative. It's a little bit of a negative in Canada because of our huge density, okay, versus the fuel surcharge that we collect from customers. Because of our huge density, we get a little bit of a benefit that may disappear over time if fuel stays at, I don't know, $70 a barrel.

Okay. I appreciate the color. Thanks, Alain.

You're welcome, Walter. Our next question comes from Jack Atkins with Texans, Inc. Please go ahead. Great.

Good morning, Alain. Thanks for taking my questions.

Pleasure, Jack.

So if I could go back to something you said in your prepared comments around, you know, I think you said you'd like to have earned $7,000 to $8,000. excuse me, $8 to $9 this year. What was that comment really referring to? Is that if we were sort of in a more normalized operating environment, you feel like the assets in place could make that? Just could you provide a little bit of clarity around your commentary there?

Yeah, because you know what, Jack? Last year we did $8, right? About $8. So we're not feeling good about that. We thought that in a normal environment in 2023, we would have done at least $8 and going towards more $9 than $8. But now the situation is reversed because we're coming out with a guidance that is seven. So we're far from eight, and we're very far from nine. So the guys will be working really, really hard in 23, everybody in TFI's family, to try to beat this consensus that we just updated today. Because this company, in a normal environment, for sure, will be an 8 to 9, maybe even better down the road, okay, to 10, right? But our forecast for 23 is 7.

Okay. Okay. No, that makes sense, Elaine. I just wanted some clarification on that. And then, you know, as it relates to, like, the $300 million of M&A and buyback by the end of the year, if I go back to the to the fourth quarter call, the idea was you're going to do $300 to $400 million of M&A by the end of June. So, you know, what's changing there? Are you maybe saving your dry powder for something bigger by the end of the year? Just if you could maybe clarify that change of that as well.

Yeah, yeah. So that's a very good question, Jack. So two deals that we were doing in the U.S., okay, one seller decided not to sell, right? It was a father and son thing there where the son wanted to sell, the father didn't want to sell, which is not normal. Normally, the father wants to sell and the kids, they don't want this. But that was a story in the U.S. So we had to pull out of that transaction. And we also pulled out of another transaction because the trend of the business was not consistent with the agreed price. So we pulled out of two deals. But at the same time, like I said, we have a major transaction on the Canadian market now that should close probably in Q3 and into Q4. It's a fantastic deal that we're going to be doing in Canada. So we've got two major deals for the Canadian scale. One is imminent. The announcement will be imminent. And the other one is probably going to be later. Now, in there also, Jack, we said... buybacks, because buybacks are always in our mind, okay? And so far, if you look at our Q1, we did zero. We did about 50,000 shares, so we didn't do much. Because like I also said on the call, is that we believe that there's a possibility of something of size between, let's say, Q3, 4, and 1.24 million. uh you know it's always the same thing jack we work on not just one transaction because one could fail like i just explained two deals that we're working on have failed okay so but we we have a good good feeling about something of size so like you said dry powder is important to us uh you know so we'll do those two major transactions are really fantastic for us in canada We're doing some small M&As here and there. So this is why we said, hey, guys, we spent $80 million US in Q1 on M&A. And we believe that over and above that, we have at least another 200 to 300 of deals going down the road. Okay.

Thank you, Elaine. Really appreciate it.

Pleasure, Jack.

Our next question comes from Clark Gupta with Scotia Bank. Please go ahead.

Thanks, and good morning, Alain. How are you?

Hey, I'm good. How about you?

Good. Thanks, Alain. I just wanted to confirm before I ask my question, Alain, the guidance you said, $7 to $7.25, does that adjust for any of the non-recurring items that you laid out?

No, no, no. These non-recurring items are part of that $7 because, you know, we did $1.33, I think, in the in Q1, if I remember correctly. And so the difference between $1.33 and what is $7 is what we're going to have in Q2, Q3, and Q4. Makes sense. Thank you.

So my first question is on the USLTL. If I'm looking at the operating ratio without these non-recurring items, right? So it sounds like it's 92%. You were at 90% in the previous quarter in Q4, right? Now, I think last quarter you said you have visibility into sub 90% operating ratio by the end of this year. What's that visibility looking like right now in this volume environment?

In the plan, when we talk about that plan of $7 EPS, we think that we're going to run around that 92 mark, excluding, like you just said, I mean, we said 95, but this includes those non-recurring items. Now, if you look at the year of T-force rate, we believe that we're going to run the year at 92. So we should do a little bit better. Okay. From 95 over the course of those next three quarters at T force rate.

Okay. Thanks. And I suspect that's driven by those financial systems and the remaining sort of transitioning items, right?

Yeah. Yeah. I mean, we're seeing my, my labor cost per shipment today. Okay. If I look at April, if I look at March, the trend is down, right? So these are tools that we implemented with the TFI financial system that we monitor the labor cost per shipment on P&E, on dock, and that's by terminal as well. So we're tightening the screw, working with our team there, giving them some incentives to get to a more reasonable number. Because don't forget, we will do about 6 million shipments in 2023 at T-Force Freight, grosso modo, 6 million shipments. So if you could shed just $5 per shipment, labor costs, which is normal, which is normal what we should have been able to do, okay, well, 6 million times 5 is $30 million, which is about close to a point, 150 basis point just on your P&D and dark labor, which is the normal goal. The other aspect also that we're looking at is admin cost per shipment, which is something that was never looked at. So we went as high as close to $50, including benefits, for admin. This is not sustainable. So now we're down to about $42 per shipment. The goal is to get to about $30 per shipment. In Canada, we do even better than that. Now, in Canada, we've been working at it for more than 20 years. right so by these new system that we are implementing so so we did the financial up and running February 1st 23 we're doing the HR on Oracle okay as we speak main June right so again we're gonna be able to walk away from workday UPS into TFI Oracle HR so there again okay we're going to be saving on TSA and we're going to have a tool, a system, a KPI that is standard to TFI. And then the next move, which is about the fall, is we're going to run away from the fleet management system that we use at UPS. It's called AIS. And we're going to be moving to our own system in the fall. So these are all things, guys, that we believe that will help us in that soft patch of volume, okay, to be able to manage around a 90, 90, 91, 92, or in 23.

Perfect. Thanks, Elaine. Last one for me. I noticed in the disclosures, you guys sold or, you know, kind of, you know, maybe sold some of the ARCBEST shares in Q1 from Q4. Is that more kind of reflective of, you know, just the kind of strategy to kind of, you know, own equity in your competitors from time to time? Or is it more of a discussion of what's happening with ARCBEST and the unions?

You know, I mean, don't forget that at ArcBest they have a buyback program. So it's just that we didn't want to be too close to the 5% where you have to do this and do that. So that's why we sold a small 50,000 shares of the company. That's got nothing to do with our intention to try to have a good working relationship with the company over there.

Perfect. Thanks so much, Elaine. Have a good one.

Take care. Our next question comes from James Mourninger with Wells Fargo. Please go ahead.

Hey, guys. Good morning. Just wanted to ask about USLTO and sort of, so I guess the severance costs you incurred. You mentioned the employees that were laid off and sort of underutilized. Like, Outside of those severance costs, was there a drag in the quarter from those employees essentially being underutilized across it before they took packages?

No, not really. If you look at what we've done in Q3 and in Q4 in terms of utilizing those employees, we probably should have done a better job in Q3 and in Q4 because our volume is okay, was also dropping with market as of Q3 and in Q4. And we were a little bit late in the game, okay? And no, that's, I would say, probably by the end of October, November, this is when we start to lay off workers. We should have started doing that much sooner. Okay, fine. But there again, we have all kinds of excuse, the visibility that we have, etc. We which we improve now, right? Because of the financial tools, financial system at TFI. I know Scott group doesn't like when I say tools, but it is what it is. So, I mean, now we have better visibility and our management team is taking action more on a day-to-day basis versus what are we going to do eight months or eight weeks after the fact. So, Now, the fact that we've offered package to retire, okay, that is more financial, okay, is we're replacing those guys very expensive in terms of benefits and in terms of salary versus younger folks, okay? And also, we have 800, 900 people in layoff. We don't like that. We would like to bring those guys back as soon as possible, right? And the growth in volume will help us, but we don't see a lot of potential there for 23. So normally we have about 200, 300 people that retire every year over there, 200, 300, 400. So the fact that those older folks are retiring helps us on the cost per shipment because the salaries, the benefits are not the same on, let's say, a 30-year-old employee and a 60-year-old employee, right? So this is part of things that was never done before, was never done before, which is we do that in Canada, if need be. And we've done that many times, but it's never been done there. And we're going to keep pushing because, you know, we want to reduce the average age also of our workers, right? Because if you look at the average age of our workers today, It's fairly old. We need these younger folks to come in and have the older folks retire. That is also what we're going through now. Volume, growth, down the road will help us. Absolutely.

I also wanted to ask, it seems like you're also making progress with truck deliveries, but more broadly, it seems like you're like this quarter had some sort of inefficiency costs within it. You're quite aggressive about managing those. You're seeing like TSAs come across out across the year, like, but you're not necessarily sort of building in a step down in sort of the OR from this sort of elevated rate, even X, those costs, right. That you called out in the press release. So, just trying to understand why you're not seeing sort of more significant margin improvement across the rest of the year, even if volumes are sort of relatively stable, like, or is there a yield or mixed headwind we should be considering or like 800 or 900 employees create a larger drag, just trying to understand, um, just sort of what the moderate cadence of improvement in alarm.

Yeah. Yeah. Well, there's many things going on, James. I mean, as an example, we used to run 120 shops, mechanic shops, with 300 mechanics. So our leadership in the maintenance right now, their focus is, a lot of their focus is shutting down those shops. So we went from over 100 shops, which doesn't make any sense, okay? Now we're down to 40 shops. So you have to make arrangements, close the shop, get rid of the spare parts that was in those shops, lay off or just retire those employees, those mechanics, the management that was related to those. So if I look at my maintenance costs, okay, compared to what it should be, I mean, I'm not there. I'm not there. Now, the excuse that we hear, yeah, but we're stuck in closing shops, da-da-dee, da-da-da. My fuel economy is not as good as it should be. Right? So these are all things that in a normal environment of a company, okay, that's got 4,000 trucks, you don't have 120 shops to maintain that fleet. You don't. It's just that we have to do a lot of correction. We did the same thing on fuel. So fuel, we shut down about 85 to 90 fueling stations that were running. So we moved that to come data with fuel card. Now, the system, okay, that controls those cards, if you look at our Canadian operation, our truckload operation, I mean, it's foolproof. Now, the system that we have over there at T4 Strait is not foolproof. So we're working on that to improve that, right? So this is why when you look at that in a soft market environment, we're saying that, you know what, guys, we came up 95 in Q1 or, okay, if you adjust for the one-time cost, we're at 92. We may also have some kind of one-time cost in two and three because we're moving to HR Oracle, not as much as financial, but we may have some. And we're saying, you know, let's be conservative and let's say that, okay, is 92 reasonable in 23? We don't like to be a 92 OR company, but I think it's reasonable for now. Let's see what we come up with in Q2 and in Q3. But I'm still convinced, and we'll get there, that if we can run a 75 OR in Canada with a unionized environment there as well, in a market that is day and night the quality of the revenue in U.S. versus Canada, if we can run that in Canada... In a union environment, 75, with the experience and the tools we have in Canada that we are also importing to the U.S., I mean, for sure we'll get to at least an ADR. But it will take us some time, absolutely. And for sure we are getting more and more involved into the T-force freight operation.

Got it. Real quickly, the best way to sort of characterize it is there's these OPEX headwinds or investments from lowering some of the structural costs and they're masking like real underlying improvement. Yeah, absolutely.

Yeah, 23, guys, is a huge, huge transition year for us from UPS. So don't forget, at the same time that we're paying UPS, we're spending money, we're spending energy and time. okay don't forget we did this transition and it was a huge the financial one it was a huge success we did the payroll a year ago 14 000 employees just like that jan 1 22 it was a huge success we had a little bit of fine tuning to do but i mean think about we have no issues with the system and this and that and losing this losing that no way no thank you for the clarity and context pleasure pleasure james

Our next question comes from Kevin Chang with CIBC. Please go ahead.

Thanks, and good morning, Elaine. Hi, Kevin. Maybe just focusing on Canadian LTL. I mean, if I just look at it, it had great results. Yield and volumes were down, but your operating ratio was in the mid-70s. Maybe just if you could provide some granularity on on some of the buckets you're about to pull on given the more challenging top line environment. And then I guess I would think of the cadence of that OR through the year, typically first quarter is your highest OR. Would that be your expectation in your guidance for 2023 that you kind of start at 75.5 and we can kind of grind that lower as we get through the year here in Canadian LTL?

No, no, not, not in 23. Um, I don't think so. I think that 23 is a special year. You're absolutely right. Normally, Q1 is not as good as 2, 3, and 4. 2 is always our best. But because what we're seeing on the market right now, Kevin, you know, we were soft in Q1, but the guys have done a fantastic job. You know, like I said also earlier, fuel was a little bit of a tailwind for us. Okay? Okay. But that tailwind is disappearing. So we're going to lose that in Q2, Q3, and Q4 if oil stays at about the price it is now. If you look at the price that we're paying now, it's about the same today as it was last year. But last year, it really peaked heavy into Q2 and into Q3, which is not going to happen this year. So we're going to lose a little bit of that tailwind in Canada. Not in the U.S., but in Canada. So this is why, to me, if we can come up with 75 or two, three, and four, I mean, it would be like, wow, because of that situation. So I think that 75 will maybe be 78 down the road because of that tailwind that may disappear, well, probably disappear. Now, the big difference that we have, Kevin, between our U.S. and the Canadian operation, as an example, so think about that. In the U.S., with huge density, we have to drive between each and every pickup we do about 11 miles. Think about that, 11 miles between customer one to customer two. In Canada, where the density is the ship compared to the U.S., because if you exclude Toronto, Montreal, and Vancouver, I mean, what are you talking about? And our average miles are 50% less than So what does that tell you? That tells you that in the U.S. we like to drive trucks and we don't like to pick up freight.

That's a great anecdotal data point there. Maybe just on US LTL, if I think back to some of the levers you had called out, some of the self-help levers to get the OR lower. You had talked about the IT program. Obviously, you've made those investments there. You talked about labor efficiency. It sounds like some of the severance stuff addresses that. I think the last one was improving the fleet efficiency program. Can you just give us an update on where that sits? I think I added all that together before. That was about eight points of OR improvement on an annualized basis. It feels like you're making great progress as I think of those three levers here.

Yeah, but not good enough, guys. Not good enough because we still drive too many miles for our P&D operation. Too many miles. For sure, the guys are looking at that. We do too many pickups with small trailers. As an example, if you look at what my peers are doing in the U.S., what we're doing in Canada, a driver likes to drive, and he also likes to drive with a short trailer. It's easier, right? But us, we don't like a 28-feet trailer because what kind of freight can you put in 28? So what we normally do, we have our P&D guys drive 40, 48, 53s. So you can load more freight in. and they can pick up more freight. So this is a global change of culture. We run in Canada six-wheelers and eight-wheelers, but we mostly run eight-wheelers, so tandem trucks. So for sure, the trucks is longer. So again, you have to be a better driver to drive a longer truck.

Okay.

So they were only used to drive six wheelers. So we're saying no, no, no, no, no, no, no, no, no, no. So we are changing that also because, you know, if you run, for instance, we run Nashville to Memphis, okay, with LTL. And let's say we run five a night and we come back with three empties. Why are we doing that? Well, because, you know, we don't have a tendon truck. So we can't load a truckload on the way back. Well, this is just normal operation, okay, but you don't have the proper equipment because the guy runs a 28 or 228. He runs a six-wheeler, so he can drive with LTL because it's not that heavy. But then if you have to load a truckload, let's say a Pepsi or Coke as an example, I mean, you need a tandem truck. So this is all going through right now with us getting involved in the operation and changing things, you know. UPS Freight was run like a package company hauling LTL. So we're changing that now. So T-Force Freight has to become a real LTL company with the right equipment, okay? And that is the transition that we're doing as we speak, right?

Right, right. Alain, thank you for taking my questions, and best of luck as you get through 2023 here.

Thank you, Kevin. Our next question comes from Benoit. We're here with Desjardins Capital Market. Please go ahead.

Yeah, good morning, Alain.

Morning, Benoit.

Yeah, looking at LPL, the segment benefited somewhat from strong market conditions during the pandemic and the lack of supply As we return to more normalized conditions, do you see some of the LTL business flowing back to truckload?

I don't see that, Benoit. I mean, for sure the truckload guys are not busy, right? If you think about the U.S., it's just a disaster, right? If you look at one of my peers in the truckload that came out, their U.S. truckload operation has been, you know, killed with volume. So there may be some of that, okay, but for us, we don't see some. First of all, we never saw LTL, okay, because we were so busy going to truckload, us, okay, because what we unload as freight that we didn't want For sure, the truckload guys would never want that. It was just terrible freight. So, okay. Now, the guys are less busy. Is there some shipment that would go from us, let's say, an LTL operation to them? I don't see that, Benoit. I mean, when we talk to our customer, they're more about... Because if you look at my quality of revenue, Q1 this year versus last year, my... my revenue per shipment is about the same. We've dropped a little bit, okay, ex-fuel I'm talking now, a little bit. The weight also has dropped a little bit. So there's not been any significant change in the quality of our freight year over year, right? We've lost volume, yes, okay, because of market condition and also because some of the freight that did not fit. But to truckload guys, I don't see that. It's the same thing that we have in Canada between rail and road the service is not the same.

Okay, that's great. And with respect to your 92% OR for USTL for 2023, does it imply that OR needs to reach 90% at one point in the coming quarters, given the start at 95% and just wondering if the 80-85% target over two or three years is away somewhat given the software market environment?

You know what, Benoit and me, I would say that the target of 80 to 85 OR is still two, three years down the road. Okay, so for sure 23 is going to be a soft year and we will end up with better into Q2 and into Q3 and into Q4, not because of market condition, because I don't think market condition will improve, but I think that We will do a better job on our cost. We are working really hard with better tools, better information, better training. I'll just give you an example of what we've done so far. We used to run our LTL with three divisions, East, Central, and West. We said, forget about that. There's only two divisions now. So we run east and west. We used to run with 21RDO, which is regional guys. So we went from 21 to, I think, 16. So we're doing a lot of things to be leaner and meaner. And like I said with Kevin, we're also changing T-force rate to be more of a real LTL carrier than just being – like a half-pregnant LTL carrier, a little bit of package influence into the equipment, as an example. Because we run so many single axles that we can't come back with truckload when there's no LTL on the way back. So there's a lot of things going on. Plus, we're moving away from Workday at UPS into HR Oracle, We're moving from their AIS system for the fleet management. That's going to help us have better visibility with our own system. So a lot of good things that are on the go on the cost side. We want T-Force Freight to be much leaner, much, much, much leaner. We have about 2,000 doors that we don't need right now at T-Force Freight, 2,000 to 3,000 doors too many. So this is why we're having discussion with our peers and We just made a deal with one of our peers in Raleigh. So in Q1, when you see a gain of $5 million on our real estate in Q1 in LTL, is we sold to one of our peers, our terminal in Raleigh, and we bought theirs, right? Yeah. So we're keeping all this real estate ongoing. We're just in the midst of doing another deal with one of our peers in one of our terminals in Georgia. Excuse me, in Georgia, right? So, I mean, this company will be much leaner than it is today. And it's leaner today, a little bit leaner today than it was two years ago. And, yeah. Yeah. We're investing in technology. We're investing in our people at the same time. No, we'll get there, guys. If we can run a 75 OR in Canada in a unionized environment with Intermodal there as well, I mean, there's no reason why we can't do an 80 OR. And I think, like you said in one of your notes, I mean, just think about the free cash flow generation at TFI. That opens up a ton of opportunity for us down the road.

Yeah, no, that's great, Father. And last one for me, obviously, financial position is great. With respect to the large transformative deal that you've been referring to, what drives the timing later this year or early next year? Do we need to see the expectation going forward to come down, or is it more a matter of you have enough work on your plate with T4 Sprite, so you want to be more advanced or get more visibility before doing something more transformative?

Yeah, yeah, yeah, for sure. I mean, we can do anything in Q2. I mean, we don't forget, like I said, someone asked me the question about specialized truckload. I mean, Steve Brookshaw and his team have done a fantastic job at TA. So TA used to be a concern of ours. TA is not a concern of ours now. TA will do very, very well. So now the market is a concern. That's not going to change because we don't control the market. So we're going to have to adapt and adjust, and we'll do that. Now, the concern that I've got is our T-force rate. We need to renew this contract immediately. We need to become leaner, and this is why this is an ongoing process, but we're not going to do anything of size for sure before Q3 and Q4 of 23. But we don't want to miss the boat because we like to buy us on bad news. Bad news is always good for TFI. If you look back, I remember in 2008, 2009, this was really, really bad. And we bought TFIS from Mike and Lauer. And the Lauer retail, it was called ATS at the time. So we bought that from Mike. And it turned out to be a fantastic transaction for us at the time. And even today. So it creates a ton of good opportunities in bad times. And I think that 23 is going to be a tough year, a tough year for the industry, and maybe into 24. Who knows? So, I mean, we've got a lot of opportunities. I mean, we're not just talking about one transaction of size because, you know, if you shoot only one and you lose that, well, you just lost, right? So you have to look at one, two, or three different possibilities, right? And then, you know, you try to do the one that makes more sense for your shoulders, right? But there's so many things that we're working on right now. And like I said earlier, stay tuned, guys.

Perfect. That's great, Calder. Thank you very much, Alex.

My pleasure.

There are no further questions at this time. So we conclude our question and answer session. I would like to turn the floor back over to Mr. Bedard for closing comments. Please go ahead, sir.

Okay, so all right. Thank you, operator, and thank you, everyone, for being with us this morning. So please enjoy the rest of your day, and if you have any follow-up questions, don't hesitate to reach out. As always, we appreciate your interest in TFI International. Thank you again, and see you soon for the Q2 results. Have a great day. Take care.

Thank you. This concludes today's teleconference. You may disconnect your lines at this time. Thank you for your participation.