J.B. Hunt Transport Services (JBHT) investor relations material

Strategy and operating priorities

• Vision centers on an efficient North American transportation network, built on people, technology and capacity; people-first culture is viewed as a foundation for customer and shareholder outcomes.

• Safety is part of bonus-eligible compensation; DOT-preventable accidents per million miles improved for a fourth consecutive year.

• More than 33,000 employees across five segments; 2026 priorities include disciplined growth through operational excellence and leveraging investments in people, technology and capacity.

• Margin repair is expected to move higher on the priority list in 2027 as market opportunities develop.

• Primarily organic growth strategy; cost-to-serve remains ongoing, with focus on disciplined cost metrics and assessing the cost of growth for next year.

Market and cost environment

• Annual structural cost removal reached $135 million after a $100 million target announced in Q2 2025; margin improvement came with little pricing and industry inflationary cost pressure.

• Driver need reached or at times exceeded COVID-era levels while freight demand remained less robust; supply-side regulatory catalysts supported outsized demand for services.

• Driver hiring and wage pressure, alongside higher equipment costs, are shaping customer discussions on capacity and returns ahead of the next bid cycle.

Intermodal growth and pricing

• Highway-to-rail conversion has benefited from improving service consistency and customer confidence; disciplined growth prioritizes traditional lanes with a durable price advantage over truckload.

• Pricing is expected to support margin repair and may run ahead of inflation; confidence is lower on closing the intermodal-truckload price gap because truckload pricing remains uncertain.

• Eastern Network volumes grew 18% YoY in Q3 versus 1% for transcon; strongest conversion opportunities are in the East, while Western growth depends more on import and international intermodal economics.

• Active container count was just under 125,000; converting existing containers to fit chassis supports growth next year, while added capacity investment depends on margin improvement.

• Rail capacity can accommodate strong growth with advance visibility and communication; Western growth was constrained where customers did not support pricing needed to fund capacity.