EX-99.1 2 dex991.htm YRC WORLDWIDE INC. INVESTOR PRESENTATION SLIDE SHOW YRC Worldwide Inc. Investor Presentation Slide show
Bill Zollars
Chairman, President & CEO
BB&T Transportation Conference
Bill Zollars
Chairman, President & CEO
BB&T Transportation Conference
February 13, 2008
Exhibit 99.1

2
Opening
Opening
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Slides covered today are available on our web site,
www.yrcw.com, under the Investor Relations section
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Forward looking statements
Statements made by management during this presentation that are not purely
historical are forward-looking statements within the meaning of the Private
Litigation Securities Reform Act of 1995.  This includes statements regarding
the company's expectations and intentions on strategies regarding the future. 
It is important to note that the company's future results could differ materially
from those projected in such forward-looking statements due to a variety of
factors.  The format of this presentation does not allow us to fully discuss all of
these risk factors.  For a full discussion, please refer to our 10-K and our most
recent 10-Q and earnings release.

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What We Do
What We Do
YRC Worldwide is a $9.6 billion provider of global transportation
services, transportation management solutions, and logistics
management through a portfolio of successful brands.
We can handle any shipment, any where at any speed.

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Regional Action Plan
Summary
Regional Action Plan
Summary
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Extended footprints in USF Holland and USF Reddaway have
created significant profitability challenges
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To better serve the overall customer base and provide expected
operating results, the following actions are being taken:
USF Holland will close 6 service centers located on the fringe of its
service territory
USF Reddaway will close 21 service centers located in the southeastern
portion of its territory
These actions will be effective February 22, 2008

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Regional Action Plan
Current Footprint
Regional Action Plan
Current Footprint

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Regional Action Plan
Future Footprint
Regional Action Plan
Future Footprint

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Regional Action Plan
Expected Results
Regional Action Plan
Expected Results
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Impacts approximately 5% of the YRC Regional segment revenue
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The financial benefit is a significant component of the previously
announced $50 million profit improvement plan, in addition to:
Linehaul improvements
Yield initiatives
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Over 600 tractors and 1,200 trailers will be removed from our fleet
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Approximately 1,100 employees will be impacted
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Estimate about $10 million of one-time shutdown costs
Primarily lease terminations and severance
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Potential cash proceeds from property sales of $8 to $10 million

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Labor Agreement
Summary
Labor Agreement
Summary
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Ratified February 11 by IBT membership
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5-year agreement
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Contract addresses opportunities for growth, new services and
contemporary network designs
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More effectively aligns resources with growth opportunities and
with business volumes
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Allows for more efficient matching of employee benefits with
work performed

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Labor Agreement
Operational Competitiveness Provisions
Labor Agreement
Operational Competitiveness Provisions
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Utility Employee
Ability to establish a driver-qualified position that works across all job
classifications of local and over-the-road functions
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No restrictions on type of freight handled
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Enables more competitive and efficient freight movement
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Increases our value proposition in shorter lengths of haul
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Four-Hour Casual Employees (part-time employees)
Ability to utilize four-hour casual employees across the YRC Worldwide
companies covered by this agreement
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Improved matching of labor to business volumes
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Ability to respond to short-interval, high-speed network design with
variable start times

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Labor Agreement
Operational Competitiveness Provisions
Labor Agreement
Operational Competitiveness Provisions
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Truckload substitute service
Opportunity to convert
increasingly expensive rail miles
to more reliable road service
Allows for growth and the
expansion of truckload service
offerings
26.0%
24.0%
24.0%
21.5%
21.0%
19.0%
4.0%
4.0%
6.5%
7.0%
9.0%
2007
2008
2009
2010
2011
2012
Truckload
Rail
Purchased transportation as a % of
total linehaul miles
28.0%
28.0%
28.0%
28.0%
28.0%

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Labor Agreement
Economic Provisions
Labor Agreement
Economic Provisions
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Total Increases
Compounded annual increase of
approximately 3.8% over the life
of the contract (weighted average
of wages, pension and health
care increases)
Net economic impact of 3.0% -
3.5% over the life of the contract,
very similar to the current labor
agreement (approximately 3.2%)
$1.50
$1.40
$1.45
$1.40
$1.45
2008
2009
2010
2011
2012
Increase per hour
Pension Protection Act Provision
The contract provides that the payment of any potential surcharge
assessments to any pension fund in critical status (red zone) be
accounted for within
the $1.00 per year increase

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Asset-based companies
(1)
Roadway acquisition closed on 12/11/03
(2)
USF acquisition closed on 5/24/05
(3)
Formed YRC National Transportation and Enterprise Solutions Group on 1/15/07
(4)
Formed North American Transportation (NAT), all asset-based companies, on 10/25/07
(5)
Started the transition to one corporate sales force for the asset-based companies on 1/25/08
(6)
Began the
process
of
moving
Yellow
Transportation
and
Roadway
to
a
common
technology
platform
Continued Progress
Continued Progress
2009
2008
2007
2006
2005
2004
2003
Roadway     
(1)
USF             
(2)
YRC National
ESG (3)
Acquisition phase
Synergy phase
Integration phase
NAT              Tech
(4)
Sales
(5)
(6)

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2008 Action Plan
2008 Action Plan
4.5%
1.5%
1.8%
3.2%
5.3%
6.1%
5.5%
2.3%
2000
2001
2002
2003
2004
2005
2006
2007
EBIT Margins*
•
Improving margins at the peaks
and troughs of the economic cycle
Continued network efficiencies
Reduce $50 million of overhead
Implementation of labor contract
provisions
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Benefits both National and
Regional segments
* Consolidated EBIT margins for Yellow Corporation (2000-2003), Yellow Roadway Corporation (2004-2005), YRC Worldwide (2006-2007). 
Excludes impairment charges in 2007. See note on slide 41 regarding GAAP vs. non-GAAP measurements.

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Financial Position
Bank Covenant/Debt Position
Financial Position
Bank Covenant/Debt Position
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Leverage ratio
Total debt cannot exceed 3.0x trailing 12-month EBITDA*
We are well inside the covenant; 2.5x at 12/31/07
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Total debt levels are expected to remain at or below current levels
throughout 2008
Ability to control the amount and timing of capital expenditures, variable
costs and discretionary expenses throughout the year
Debt reduction is the predominant use of free cash flow
* As defined by the credit agreement

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Summary
Summary
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We are aggressively responding to a
challenging economic cycle and are
well positioned for 2008 and beyond
Clear strategic direction
New labor contract
Growth opportunities
Prudent management of cash flows
and costs
Significant footprint and market
presence
Tremendous operating leverage
YRCW
Others
LTL Segment*
* Company analysis based on
full year 2006 revenue

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Forward-Looking Statements/
GAAP vs. Non-GAAP Measures
Forward-Looking Statements/
GAAP vs. Non-GAAP Measures
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Forward-Looking Statements:  Page 14 contains “forward-looking statements”
within the meaning of the Securities Act and
the Securities Exchange Act, identified by the word “expected”.  These are only our expectations regarding our debt levels. 
Actual debt levels may differ materially from these expectations
and are dependent on the following factors:  our ability to
command a price for services in excess of the costs to provide those services; the timing of our cash receipts and
expenditures; the lack of any unanticipated liabilities maturing, contingent or otherwise; impacts on our business from
inflation, inclement weather, competitor pricing, fuel costs, expense volatility, economic activity, changes in debt or equity
markets, effects of a terrorist attack, effects of labor relations, the accuracy of our estimates of our spending requirements,
the occurrence of any unanticipated acquisition opportunities, changes in our strategic direction, the need to spend additional
capital on cost reduction opportunities, and the need to replace
any unanticipated losses in capital assets.
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Forward-looking statements on pages 7 and 13 regarding our cost reduction targets are only our expectation regarding these
targets.
Actual cost reductions could differ materially based on a number
of factors including (among others) the ability to
identify and implement cost reductions in the time frame needed to achieve these expectations, the success of the company’s
operating plans, the need to spend additional capital to implement cost reduction opportunities, including (without limitation)
to terminate, amend or renegotiate prior contractual commitments, inflation, inclement weather, competitor pricing, fuel costs,
expense volatility, economic activity, changes in debt or equity
markets, effects of a terrorist attack, effects of labor relations,
the accuracy of our estimates of our spending requirements, the occurrence of any unanticipated acquisition opportunities,
changes in our strategic direction and the need to replace any unanticipated losses in capital assets.
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Forward-looking statements on pages 4 and 7 regarding the timing of the service center closings, the one-time shutdown
costs and the timing of those costs are only our expectations regarding these matters. The actual date of the closings could
differ based on a number of factors including (among others) the
timing of our ability to transport our customers’
freight from
each of the affected service centers.
Actual shutdown costs and the timing of those costs could differ
based on a number of
factors including (among others) our ability to enter into, and the terms of, lease termination agreements for the leased
properties, the accuracy of our estimates regarding the fair market value of the owned properties, our ability to enter into
agreements to sell the owned properties and our ability to identify all costs related to the closing of the service centers and to
properly categorize the costs by type.
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GAAP versus Non-GAAP Measures:  The earnings before interest and taxes (EBIT) margin for 2007 listed on page 13 excludes
the non-cash impairment charges recorded during the year and is a non-GAAP measure, which should not be construed as a
better measure than GAAP EBIT margins.