SEC Form DEF 14A filed by Expeditors International of Washington Inc.

UNITED STATES

SECURITIES AND EXCHANGE COMMISSION

Washington, D.C. 20549

SCHEDULE 14A

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Exchange Act of 1934 (Amendment No.)

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Expeditors International of Washington, Inc.

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Expeditors® 2019 Notice of Annual Meeting & Proxy Statement EXPEDITORS INTERNATIONAL OF WASHINGTON, INC. CORPORATE HEADQUARTERS SEATTLE, WA

EXPEDITORS NOTICE OF ANNUAL MEETING & PROXY STATEMENT 202
Resolve Our People Expeditors International of Washington Inc. Corporate Headquarters Seattle, WA

March 24, 2026

To Our Shareholders

The events of 2025 – whether it was the jolt of Liberation Day, widespread geopolitical tensions, or shapeshifting tariff diplomacy – spurred us to new heights of performance. It was a year in which external forces pushed our customs business to the center of our operational axis. We dedicated thousands of hours to webinars and conference calls to keep our customers, potential customers, and colleagues up to date on the rapid changes in trade compliance. A typical ten-minute customs declaration required many additional hours of extra work due to increased complexity. We were glad to make the extra effort because it made us more focused, more efficient, and ultimately better.

The year 2025 was one in which we realigned departments for greater efficiency and productivity to advance our pursuit of operational excellence and growth. It marked the start of a renewed focus on growth across every part of our organization and in all parts of our business.

During such an exceptionally demanding year, we successfully transitioned numerous seasoned professionals into senior leadership roles, including the appointments of Dan Wall as CEO and Dave Hackett as CFO, as part of our ongoing commitment to refreshment and continuity.

Certainly, our success over 45+ years comes in large part from our knowledge and our partnerships, as well as our use of technology to further enhance our efficiencies. But it is our people and our unique customer-driven culture – unmatched throughout the logistics industry – that truly sets us apart. We have often said, Expeditors performs best when conditions are at their most challenging. Certainly, 2025 proved that saying true – nothing can match the strength we draw from our people and our culture.

Enhancing Growth: Intelligent Solutions for Our Knowledge-Based Business

We do not believe 2025 was an anomaly. We expect the changes in our industry to be constant and unforgiving for those unable to adapt. Despite our strong performance over the past year, we must continue to explore new avenues for growth because ours is a knowledge-based business that rewards innovation, efficiency, and expertise. We expect our industry to remain fast-paced and unpredictable. Global trade pressures are likely to continue, supply chains will further diversify, lanes will shift, and moving freight across time zones and borders will not become any less complex. We believe these are conditions when our asset-light business model and our associates perform our best, and we look forward to further upping our game to meet those challenges head-on.

We ask for your vote:

We ask you to vote FOR the Board’s nine Director nominees and the two proposals put forth by our Board of Directors.

In particular, we ask that you carefully consider your vote on our Named Executive Officer Compensation, which received 89.8% support in 2025. We strongly believe that our unique compensation structure, the basics of which our founders carefully designed more than 40 years ago, ties compensation directly to profitability and is fundamental to our culture and a core competitive advantage. While the program is crafted to incentivize increased profitability, it is also specifically structured so that program participants bear the brunt of the impact if profits turn down. By design, we believe that our senior executives should have the most to lose from underperformance.

The essence of our executive compensation program dictates that base salaries are kept well below market levels (generally $100,000 or below), with incentives paid at a fixed percentage of U.S. GAAP operating income. This directly links changes in operating income to incentives paid, as incentive pool payouts rise and fall with operating income. Our compensation program remains a highly strategic driver of our growth. While we believe the program disincentivizes reckless, unnecessary, or wasteful spending, it also instills a critical sense of ownership among participants and remains a competitive advantage.

Keeping in mind the need to weigh annual compensation with long-term equity, we have continued to shift the balance towards granting equity awards to senior executives, with an increased emphasis on grants tied to financial performance. We believe this further aligns our compensation program with the interests of all shareholders.

On behalf of the entire Board of Directors, we thank our employees, customers, service providers, communities, and you, our shareholders, for your continued support and your investment in our business. We recognize that you have many choices of where to invest, and we are grateful that you chose Expeditors.

Sincerely,

/s/ Robert P. Carlile

Robert P. Carlile

Chair of the Board of Directors

TABLE OF CONTENTS

NOTICE OF ANNUAL MEETING OF SHAREHOLDERS

Attending the Annual Meeting

Attendance at the Meeting is limited to shareholders able to present evidence of ownership as of the Record Date. All shareholders must be prepared to present valid photo identification to be admitted to the Meeting. Cameras (including cellular phones), recording devices and other electronic devices, and the use of cellular phones, will not be permitted at the Meeting. Representatives will be at the entrance to the Meeting, and these representatives will have the authority, on the Company’s behalf, to determine whether the admission policy and procedures have been followed and whether you will be granted admission to the Meeting.

Availability of Proxy Materials

This Notice of Annual Meeting of Shareholders and related proxy materials are being distributed or made available to shareholders beginning on or about March 24, 2026. This includes instructions on how to access these materials (including our Proxy Statement and 2025 Annual Report to shareholders) online.

Please vote your shares

We encourage shareholders to vote promptly, as this will save the expense of additional proxy solicitation.

You may vote in the following ways:

By Order of the Board of Directors,

Expeditors International of Washington, Inc.

/s/ Jeffrey F. Dickerman

Jeffrey F. Dickerman

Corporate Secretary

Bellevue, Washington

March 24, 2026

PROXY SUMMARY

This Proxy Statement and the accompanying form of proxy are furnished in connection with the solicitation of proxies by the Board of Directors of Expeditors International of Washington, Inc. (the Company, Expeditors, we, us, our) for use at the Annual Meeting of Shareholders (the Annual Meeting). This proxy summary is intended to provide a broad overview of the items that you will find elsewhere in this Proxy Statement. As this is only a summary, we encourage you to read the entire Proxy Statement for more information about these topics prior to voting.

Meeting Agenda & Voting Recommendations

2023-2025 Financial Performance

(Data in millions except dividends per share and earnings per share (EPS))

2025 Highlights

Our Compensation Program in Brief

Our shareholder-approved Executive Incentive Compensation Plan (“The Plan”) has been fundamental to our culture and a key driver of growth since 1985, tying compensation directly to profitability.

We encourage you to read further details of The Plan in our Compensation Discussion & Analysis.

Key Program Components of "The Plan"

PROPOSAL NO. 1:

ELECTION OF DIRECTORS

The Company’s Bylaws require a Board of Directors composed of not less than six nor more than eleven members. The Board is currently comprised of nine members. Expeditors’ Directors are elected at each Annual Meeting to hold office until the next Annual Meeting or until the election or qualification of his or her successor. Any vacancy resulting from the non-election of a Director may be filled by the Board of Directors. The nine nominees are named below. Proxies cannot be voted for a greater number of persons than the number of nominees named in this proposal.

Nominees for Election

This year’s nominees consist of eight independent Directors and one non-independent Director. Unless otherwise instructed, it is the intention of the persons named in the accompanying form of proxy to vote shares represented by properly executed proxies for the nine nominees of the Board of Directors named below. Although the Board anticipates that all of the nominees will be available to serve as Directors of the Company, should any one or more of them be unwilling or unable to serve, it is intended that the proxies will be voted for the election of a substitute nominee or nominees designated by the Board of Directors or the seat will remain open until the Board of Directors identifies a nominee.

The Board of Directors has determined that all current Directors except Mr. Wall are independent under the applicable independence standards set forth in the rules promulgated under the Securities Exchange Act of 1934, as amended (Exchange Act) and NYSE rules. The Board has designated that only independent Directors can serve as Committee members.

The following persons are nominated to serve as Directors until the Company’s 2026 Annual Meeting of Shareholders:

DIRECTOR BIOGRAPHIES

ROBERT P. CARLILE

Robert “Bob” P. Carlile became a Director of the Company in May 2019. He was appointed Chair of the Audit Committee in May 2020 and Chair of the Board in May 2022. Bob’s extensive career in professional services and numerous leadership positions benefit the board and management in several areas including:

Operating career experiences include:

Education background:

Other boards:

DANIEL R. WALL

Daniel R. Wall became a Director in April 2025. He joined Expeditors in March 1987 and was promoted to District Manager in May 1992 and Global Director - Account Management in March 2002. Mr. Wall was elected Vice President – ECMS (Order Management) in January 2004 and Senior Vice President - Ocean Services in September 2004. Mr. Wall was appointed as President, Global Products in June 2015, and as President, Global Services, effective January 1, 2023. In October 2023, Mr. Wall was named President, Global Geographies and Operations, effective January 1, 2024. Mr. Wall was unanimously elected President and CEO by the Board of Directors in February 2025 and was appointed to the Board, effective April 1, 2025.

Operating career experiences include:

Education background:

GLENN M. ALGER

Glenn M. Alger became a Director of the Company in May 2017. His active participation and experience in global logistics as a founder, former senior executive, and a long-term shareholder of the Company deliver benefit to the Board and management, including:

Operating career experiences include:

JAMES M. DuBOIS

James “Jim” DuBois became a Director of the Company in May 2016. He serves on the Audit Committee and is the Board expert on cybersecurity and information technology. Jim brings deep experience in several areas that benefit the board and management, including:

Operating career experiences include:

Education background:

Other boards:

MARK A. EMMERT

Mark A. Emmert became a Director of the Company in May of 2008. He chairs the Compensation Committee and serves on the Nominating and Corporate Governance Committee. His wide-ranging leadership experience in the public, private, and nonprofit sectors enable him to support the Board and management in significant ways, including:

Operating career experiences include:

Education background:

Other boards:

DIANE H. GULYAS

Diane Gulyas became a Director of the Company in November 2015. She is a member of the Compensation Committee and Nominating and Corporate Governance Committee. Her many years of experience in executive business leadership and board service enable her to contribute to the management team and Board in significant ways, including:

Operating career experiences include:

Education background:

Other Boards:

BRANDON S. PEDERSEN

Brandon Pedersen became a Director of the Company in February 2022. He currently chairs the Audit Committee and is a member of the Compensation Committee. Brandon brings deep experience in several areas that benefit the Board and management, including:

Operating career experiences include:

Education background:

Other boards:

LIANE J. PELLETIER

Liane Pelletier became a Director of the Company in May 2013. She chairs the Nominating and Corporate Governance Committee. She brings deep experience in several areas that benefit the Board and management, including:

Operating career experiences include:

Education background:

Other boards:

OLIVIA D. POLIUS

Olivia Polius became a Director of the Company in November 2021. She brings a wide-ranging experience from both the private sector and nonprofit sectors that benefit the Board and management, including:

Operating career experiences include:

Education background:

How We Identify and Evaluate Director Candidates

The Policy on Director Nominations describes the process by which Director nominees are selected by the Nominating and Corporate Governance Committee and includes the criteria the Committee will consider in determining the qualifications of any candidate for Director. In reviewing candidates for the Board, the Committee considers the entirety of each candidate’s credentials in the context of these standards. With respect to the nomination of continuing Directors for re-election, the individual’s contributions to the Board are also considered.

In its process of reviewing, nominating, and selecting Director candidates:

Our Bylaws and our Policy on Director Nominations require any notice for Director nominees for shareholder consideration or recommendation of candidates to the Committee be submitted by certain deadlines, which are explained in detail under the heading “Deadlines for Shareholder Proposals for the 2027 Annual Meeting of Shareholders.”

The Policy on Director Nominations can be found on the Company’s website at https://investor.expeditors.com/

Board Assessment and Refreshment

Our Board consists of a diverse group of highly qualified leaders who, in total, contribute to the Company’s performance overall in important ways.

Each of our Directors has senior leadership experience at large domestic or multinational companies. In these positions, they have each gained significant and complementary management and leadership experiences, including in strategic and financial planning, public company financial reporting, strategy, operations, compliance, risk management, and leadership development. They also have in-depth public company experience serving as executive officers, or on boards of directors and board committees, and a robust understanding of corporate governance practices and trends. In addition, many of our directors have experience as directors or trustees of significant public policy, academic, research, nonprofit, and philanthropic institutions, and bring unique perspectives to the Board.

The Board has a mix of short-, medium-, and long-term directors who collectively address the strategic needs of the Company and its governance. The Board believes that its composition was beneficial in assisting the incoming CEO (effective April 1, 2025) to assure his success.

The Nominating and Corporate Governance Committee oversees compliance of a variety of director policies, all documented in the Governance Principles. Importantly, the Committee annually conducts robust evaluations of Board, committee and self-assessments that are mined for important topics of continuous improvement. Areas of improvement take a high performing board to even greater levels of contribution, and work toward identified areas are tracked for achievement.

Our Board and our Nominating and Governance Committee believe the skills and experiences of our Directors provide our Company with business acumen and a diverse range of perspectives to effectively address our evolving needs and oversee senior management in the competent and ethical operation of our Company and represent the best interests of our shareholders. Our Board considers its composition and refreshment in the context of our Company’s long-term strategic goals and seeks to thoughtfully manage the pace of change and refreshment of its members over time.

Summary of Director Nominee Experience, Qualifications, Attributes & Skills

Our Board has the Relevant Experience and Skills to Oversee our Strategy

CORPORATE GOVERNANCE

Board Operations, Practices and Procedures

The Board of Directors has policies and procedures to ensure effective operations and governance. Our Corporate Governance Principles, the Charters of each of the Board’s Committees, and the Code of Business Conduct can be found on our website at https://investor.expeditors.com/corporate-governance/governance-documents.

The primary functions of Expeditors’ Board of Directors include:

The Board currently has the following Committees: Nominating and Corporate Governance, Compensation, and Audit.

Corporate Governance Principles

The Board met five times in 2025 and each Director attended at least 75% of the total number of Board of Directors meetings and Committee meetings on which they served. While the Company has no established policy requiring Directors to attend the Annual Meeting, all members attended the 2025 Annual Meeting.

The Board’s governing principles include:

Committee Composition

Composition and leadership of the three standing committees are determined following the annual shareholder meeting. From time to time, the Board rotates committee membership to deepen director skills required to deliver on committee responsibilities. Additionally, every committee meeting is open to attendance of every Board Director. Committee assignments, including Committee Chair assignments, made each year consider: expertise, capacity, and interest. In all cases, the Board aims to compose each committee with members both new and tenured so that the work of the committee can proceed smoothly and efficiently.

Director Retirement Policy

The Board established a guideline, whereby an individual Director will not be nominated to stand for election to the Board of Directors at the next Annual Meeting if the Director has reached an age of 75 years, absent a waiver of such guideline by the Board.

Board’s Role in Risk Oversight

Senior executive management is responsible for the assessment and day-to-day management of risk and brings to the attention of the Board the material risks to the Company. The Board provides oversight and guidance to management regarding material enterprise risks. Oversight responsibilities for certain areas of risk are assigned to the Board's three standing Committees and others are assigned to the full Board.

Board’s Role in Cybersecurity Risk Oversight

Our Board of Directors provides direct oversight of and evaluates our risk management posture over cybersecurity at least annually. The Board’s oversight is led by James DuBois, former CISO and Chief Information Officer (CIO) with the Microsoft Corporation, who communicates with cybersecurity leadership throughout the year. The Board is provided updates via our Enterprise Risk Management program quarterly, while meeting with the Chief Information Security Officer (CISO) at least annually.

Board’s Strategy Oversight

The Board oversees the Company’s strategy and implementation at every meeting, including review of strategy effectiveness, market conditions, competitive and technological influences, and most importantly, new opportunities for growth.

SEC Filings & Reports

Our Annual Report on Form 10-K, Quarterly Reports on Form 10-Q, Current Reports on Form 8-K, and any amendments to those reports, are available free of charge on our website at https://investor.expeditors.com/ under the heading “Investor Relations” (see SEC Filings) immediately after they are filed with or furnished to the SEC.

Director Compensation Program

The Board uses a combination of cash and stock-based compensation to attract and retain qualified non-employee candidates to serve on the Board. In setting Director compensation, the Compensation Committee considers the amount of time that Directors expend in fulfilling their duties, as well as the skill level required as members of the Board and its Committees.

Board of Directors' Annual Compensation & Stock Ownership Requirements

Director Compensation Table

The table below summarizes the compensation paid by the Company to non-employee Directors for the fiscal year ended December 31, 2025:

SHAREHOLDER ENGAGEMENT & STOCK OWNERSHIP INFORMATION

Shareholder Engagement

Communicating with the Board of Directors

Shareholders and interested parties may communicate with the Board of Directors by following the procedures outlined on the Company’s website at https://investor.expeditors.com/. Any matter intended for the Board of Directors, or for one or more individual members, should be directed to the Corporate Secretary of the Company at 3545 Factoria Blvd SE, Bellevue, Washington 98006, with a request to forward the same to the intended recipient(s). All shareholder communications delivered to the Corporate Secretary of the Company for forwarding to the Board of Directors or specified members will be forwarded in accordance with the instructions received.

Information regarding the submission of comments or complaints relating to the Company’s accounting, internal accounting controls or auditing matters can be found in the Company’s Code of Business Conduct on the Company’s website at https://investor.expeditors.com.

Information Requests

We ask that all requests for corporate information concerning Expeditors’ operations be submitted in writing. This policy applies equally to securities analysts and current and potential shareholders. Requests can be made to Expeditors International of Washington, Inc., 3545 Factoria Blvd SE, Bellevue, Washington 98006, Attention: Chief Financial Officer, or by email to [email protected].

Written responses to selected inquiries will be released to the public by a posting on our website at https://investor.expeditors.com/ and by simultaneous filing with the Securities and Exchange Commission (SEC) under Item 7.01 on Form 8-K.

Fair Disclosure

Any analyst or investor contact, whether by telephone or in person, will be conducted with the understanding that questions directed at ongoing operations will not be discussed. Management will limit responses to discussions of previously disclosed information, including informational discussions directed to the history and operating philosophy of the Company and an understanding of the global logistics industry and its competitive environment. Expeditors will, of course, make public disclosures at other times as required by law, regulation or commercial necessity.

Shareholder Proposals

In most years, we receive proposals from shareholders regarding various issues that they wish to bring to a shareholder vote. Our policy is to engage directly with those shareholder proponents to discuss their respective proposals to better understand each request and present our thinking with regard to their issue. This is in addition to our long-standing shareholder outreach program, through which we discuss and seek feedback on our corporate governance practices, executive compensation program, disclosure practices, and sustainability programs and goals.

In November 2025, Expeditors received a shareholder proposal from John Chevedden (“Chevedden Proposal”). The Chevedden Proposal asked that the “Board of Directors take the necessary steps to ensure that directors who fail to obtain a majority vote in a future uncontested [election] shall leave the board as soon as possible but in no case shall such directors serve more than 9-months on the Board after such failed election.” Expeditors determined to exclude the Chevedden Proposal from this proxy statement because Expeditors believes it has already substantially implemented the proposal through the Company’s Bylaws and Director resignation policy. First, Article IV, Section 2 of the Bylaws provides that in an uncontested election a nominee who does not receive a majority of the votes cast will not be elected. Further, the Bylaws provide that an incumbent Director who is not elected because he or she does not receive a majority vote will continue to serve as a holdover Director until the earliest of: (a) 90 days after the date on which an inspector determines the voting results as to that Director; (b) the date on which the Board of Directors appoints an individual to fill the position held by that Director; or (c) the date of the Director’s resignation. Second, under the Company’s Director resignation policy, any Director who does not receive a majority vote in an uncontested election will resign immediately. The only essential difference between the existing Bylaws and Director resignation policy and the Chevedden Proposal is that the Chevedden Proposal would provide Directors a longer period of time to remain on the Board following a failed election. This is also discussed under "Majority Vote Standard for Director Elections" on page 43 of this proxy statement.

In connection with the Chevedden Proposal, the Company engaged in direct outreach to the proponent. During this engagement, the Company explained that its existing Bylaws and Director resignation policy not only satisfies, but exceeds, the requirements set forth in the Chevedden Proposal and respectfully requested that the Chevedden Proposal be withdrawn. The proponent declined to do so.

Following this engagement, Expeditors consulted with its external counsel on this matter and submitted a letter to the staff of the Securities and Exchange Commission (“SEC”) pursuant to Rule 14a-8 under the Securities Exchange Act of 1934, asserting that it had a reasonable basis to exclude the Proposal from its proxy materials due to the fact that the Proposal had been substantially implemented through the Company’s existing Bylaws and director resignation policy. Based on these representations, the staff of the SEC confirmed that it would not recommend enforcement action to the SEC if Expeditors excluded the Chevedden Proposal from its proxy materials on the basis of substantial implementation.

Five Percent Owners of Company Stock

The following table sets forth information with respect to all shareholders known by the Company to be beneficial owners of more than 5% of its outstanding Common Stock, based on 134 million shares of Common Stock outstanding at December 31, 2025.

Security Ownership of Directors & Executive Officers

The following table lists the names and the amount and nature of the beneficial ownership of Common Stock of each Director and nominee, of each of the NEO described in the Summary Compensation Table, and all Directors and Executive Officers as a group at March 10, 2026. Except as noted below, each person has sole voting and dispositive powers with respect to the shares shown.

* Less than 1%

NOMINATING & CORPORATE GOVERNANCE COMMITTEE REPORT

The Nominating and Corporate Governance Committee is committed to assuring that the Company’s Board and Committees are fit for purpose and contribute to the Company’s strategy and sustainability, as well as continuing to learn and improve how it governs.

Nominating & Corporate Governance Committee

The committee charter is available at https://investor.expeditors.com/corporate-governance/governance-documents.

All members are independent under Exchange Act and NYSE rules.

Key Responsibilities:

2025 Committee Highlights

The following outlines key activities of the Nominating and Corporate Governance Committee during the four meetings conducted in 2025:

OUR COMMITMENT TO SUSTAINABILITY

Sustainability at Expeditors has roots going back to our founding more than 45 years ago, with the Board’s oversight of sustainability focused on matters of material importance to the Company’s long-term success. Based on a materiality assessment of our sustainability priorities, we have identified issues that tie directly to Company strategy and risk management, which comprise the Board’s key focus factors. Those areas of focus are assigned either to the full Board or to one of our standing Committees for deep-dive analyses, some of which are reviewed at each Board meeting, and all of which are reviewed at least once per year.

Shareholders are invited to learn more about our sustainability efforts, which are discussed in our Sustainability Report, which is now in its 10th year of publication: https://www.expeditors.com/about-us/sustainability

The factors in focus for the 2025 calendar year included:

Business Ethics

Business Continuity Planning

Cybersecurity

Data Privacy

Greenhouse Gas (GHG) Emissions and Reductions

SCOPE 1 GOAL: 20% reduction in CO2e emissions per square foot via usage of electric forklifts.

Over the three-year target period, we switched approximately 95% of Company forklifts to electric and the Company significantly exceeded our Scope 1 target with a 31.1% reduction.

SCOPE 2 GOAL: 15% reduction in CO2e emissions per square foot of all Company owned and leased facilities (both warehouse and office space).

The Company exceeded this goal with a Scope 2 reduction of 24.6% over three years.

Talent Management and Leadership Succession Planning

U.S. Workforce Data:

44% female

56% male

42% racially/ethnically diverse

Non-U.S. Workforce Data:

45% female

55% male

Employee Engagement

Please find out more about all Sustainability efforts at the Company at https://www.expeditors.com/about-us/sustainability.

Nominating & Corporate Governance Committee:

Liane Pelletier, Chair

Mark Emmert

Diane Gulyas

PROPOSAL NO. 2:

ADVISORY VOTE TO APPROVE NAMED EXECUTIVE OFFICER COMPENSATION

The Board of Directors has elected to submit a non-binding vote on compensation, a so-called "Say-on-Pay" vote, to shareholders on an annual basis.

We value our shareholders’ views on Named Executive Officer (NEO) compensation and our incentive compensation programs. We continue to extend outreach and regularly engage with those representing over half of the outstanding shares to understand their perspectives on our Company performance, including our compensation programs. The fundamentals of our compensation programs are unchanged from prior years and are performing as designed. Shareholders supported our advisory vote on NEO compensation by an average of 88% over the past five years by voting FOR our Say-on-Pay.

We are asking for your non-binding advisory vote on the following resolution, as required pursuant to section 14A of the Exchange Act:

Resolved: That shareholders approve the compensation of the NEO, as disclosed in the Compensation Discussion & Analysis, the compensation tables, and the related narrative executive compensation disclosures contained in this proxy statement.

We encourage you to read the Compensation Committee Report, including Compensation Discussion and Analysis, as well as the Summary Compensation Table and other related compensation tables and narrative to learn about our executive compensation programs and policies.

Oversight of Our Executive Compensation Plans

Each element of our executive compensation program is administered and actively managed by the Board of Directors and/ or Compensation Committee. Our executive compensation program is directly linked to the Company’s performance. This is accomplished using the following elements:

The base salary of each Executive is reviewed and approved annually. The Board of Directors purposely set Executive annual base salaries at $100,000 which is well below market. The Board believes that the vast majority of an Executive’s compensation needs to be “at-risk” variable compensation linked directly to the performance of the Company. If our Company’s performance is negatively impacted for whatever reason, including events outside or within management’s control, our Executives will bear this risk and take the largest reduction in compensation. This is particularly important because, as a service-based company, our most important asset is our global network of more than 20,000 employees. Maintaining and cultivating this group of talented employees, even during a market down-turn, enables us to provide exceptional service and superior financial results over the long term. This philosophy is foundational to our culture and is a fundamental tenet of our compensation plan.

A significant amount of an Executive’s compensation is earned under our 2008 Executive Incentive Compensation Plan. This plan is directly linked to our Company’s performance as the amount of incentive compensation is based on U.S. GAAP operating income. The Compensation Committee assigns an allocation percentage to the Executive when they are hired or promoted into an executive position based on their duties and responsibilities. At the beginning of each quarter, the Compensation Committee reviews, considers adjustments, and approves the percentage allocation assigned to each Executive. Once the quarter has ended and after management has completed their financial close procedures, the Compensation Committee once again reviews, considers reductions in payouts, and approves the payouts to each Executive.

Since the beginning of 2021, the Compensation Committee has effectively reduced the overall allocation percentages to NEOs by 40% and has not increased the allocation to any executive position:

Additionally, RSU and PSU awards to Executives are determined by the Compensation Committee each year in May. Many different factors are used to determine the award amount to each Executive including Company and individual performance. As employees are added to the Executive team, the Compensation Committee has lowered cash compensation from the 2008 Executive Incentive Compensation Plan and increased RSU and PSU awards. Historically, the amount of equity compensation as a percentage of total compensation was targeted between 20% and 30%. Starting with the promotions of Blake Bell and Kelly Blacker to President positions, the Compensation Committee is now targeting 40% to 50%.

PSU performance targets for Net Revenue and EPS are determined by the Compensation Committee each year in May. The Compensation Committee believes in setting aggressive incentive goals that challenge Executives to perform at a high level. Based on the Company’s performance in 2025, Executives vested in 190% of the 2023 PSU awards as the EPS target was achieved at the maximum level and the Net revenue target achieved was well above the target threshold.

Perquisites and Other Personal Benefits to each Executive are limited to just a $3,000 matching contribution to their 401K savings plan. This same matching contribution is available to all U.S. employees that participate in the 401K savings plan. The Board of Directors believe that any other perquisites the Executive may desire should be purchased by them directly at their own expense, not that of the Company’s.

Compensation: What We Do and Don't Do

Effect of Proposal

The Say-on-Pay proposal is non-binding on the Board of Directors. The approval or disapproval of this proposal by shareholders will not require the Board of Directors or the Compensation Committee to take any action regarding NEO compensation. The final decision on NEO compensation remains with the Board of Directors and/or its Compensation Committee. Although non-binding, the Board of Directors and the Compensation Committee will review and consider the voting results when making future decisions regarding NEO compensation.

COMPENSATION DISCUSSION & ANALYSIS

This Compensation Discussion and Analysis (CD&A) describes the Company’s executive compensation program in 2025. This CD&A explains how the Compensation Committee (the Committee) of the Board of Directors made its compensation decisions for the Company’s executives, including the following NEO:

Our Compensation Philosophy

Our Company is committed to a strong pay-for-performance compensation philosophy that is a foundational characteristic of our Company’s culture. While we have implemented changes to our CEO and other NEO compensation over the years, the core compensation structure, which has been in place since the Company became publicly traded, is responsible for differentiating the Company’s performance from that of many of our competitors.

The objective of our core compensation program is to enhance shareholder value over the long term by:

Our core compensation programs directly serve the interests of our Company and its stakeholders through:

The Board believes that the vast majority of an Executive’s compensation needs to be “at-risk” variable compensation linked directly to the performance of the Company. If our Company’s performance is negatively impacted for whatever reason, including events outside or within management’s control, our Executives will bear this risk and take the largest reduction in compensation. This is particularly important because, as a service-based company, our most important asset is our global network of approximately 20,000 employees. Maintaining and cultivating this group of talented employees, even during a market downturn, enables us to provide exceptional service and superior financial results over the long term.

Base Salaries

Throughout our history, we have followed a policy of offering our management employees a compensation package that is heavily weighted toward incentive-based compensation. To emphasize at-risk variable pay, we have customarily set annual base salaries of our NEO and other top managers well below competitive market levels.

2008 Executive Incentive Compensation Plan

The 2008 Executive Incentive Compensation Plan is a primary component of our compensation program and is administered and actively managed by the Compensation Committee of the Board of Directors. The core elements of the Plan have been in place since 1985 and its unique design incentivizes our management team to continually increase our operating income, which in turn drives long-term shareholder value. The 2008 Executive Incentive Compensation Plan is designed to drive superior financial results and is effective because of its simplicity, transparency, and focus on a key operating metric.

Operating income captures many elements of managing a healthy business, including:

To be successful, management must optimize the multiple elements of a full income statement, culminating with operating income. This metric is comprehensive, simple, objective and easily understood. It drives both short- and long-term growth and efficiency, and creates a prudent and entrepreneurial environment. We remain committed to our focus on operating income and our view that this broad-based metric is a key driver of shareholder value over the long-term.

Our use of U.S. GAAP operating income rewards management for delivering profitable results. We use U.S. GAAP operating income because we believe that management must be held accountable for our results regardless of external market forces that may adversely affect the level of bonus payouts. Our 2008 Executive Incentive Compensation Plan creates a culture of shared economic interests among our top managers and ensures a universal and daily focus on the achievement of superior financial results. Equally important, our focus on continual improvement in operating income drives long-term shareholder value creation.

Key Terms of the Plan:

The Incentive Pool

In addition to our below-market base salaries, the total incentive cash compensation available to all senior executive management participating in the Incentive Pool, including all NEOs, is limited to 10% of pre-bonus operating income. Individual amounts earned under this plan are determined by participation percentages set by the Compensation Committee at the time of promotion. As a result, incentive compensation to the CEO and to each NEO rises and falls in conjunction with our level of operating income. Executive incentive compensation is directly and inextricably tied to performance.

Eligibility for the Incentive Pool

At the beginning of each quarter, the Compensation Committee determines which executive officers and other key managers are eligible to participate in the 2008 Executive Incentive Compensation Plan. For each quarter, the Committee reviewed and approved each NEO and every member of senior executive management participation in the 2008 Executive Incentive Compensation Plan.

Funding the Incentive Pool

Company performance funds an Incentive Pool with up to 10% of our U.S. GAAP operating income before bonus. The Compensation Committee believes that setting the Incentive Pool at a fixed percentage of operating income with fluctuations in the amounts paid directly linked to actual changes in operating income, aligns both the short- and long-term interests of employees and shareholders.

The Company has never incurred an annual or quarterly operating loss since going public in September 1984. Nonetheless, we maintain the following stringent policies in the event that we should incur no or negative operating income for a quarter:

We believe this policy protects shareholder interests while strongly incentivizing our management team to maintain and increase positive operating income every fiscal quarter.

Allocation of the Incentive Pool

The Compensation Committee considers various factors when establishing each participant's allocable share of the Incentive Pool, including:

For our most senior executive managers, their allocable percentage of the Incentive Pool is likely to decline over time to accommodate additional investments in new areas of growth and personnel.

Since the beginning of 2021, the Compensation Committee has effectively reduced the overall allocation percentages to NEOs by 40%. The Committee did not increase the allocation to any executive position.

The table below shows the percentage of the Incentive Pool allocated to each NEO position at year-end.

Beginning in the second quarter of 2025, the following changes in allocation were made:

Determining Payouts Under the Incentive Pool

Payouts under the Plan were determined by multiplying the Incentive Pool by each participant’s allocable portion of the Incentive Pool. For each quarter of fiscal years 2021-2025, we had positive operating income, which resulted in the funding of the Incentive Pool.

5% Growth Performance Requirement

The Compensation Committee established a practice that a minimum of 5% growth in operating income over the comparable prior-year quarter is required to earn full payout of the incentive payment. That 5% minimum growth requirement was put in place for the CEO in 2017, and for all NEO and senior executives in 2020. Compensation for NEO and senior executives was reduced by 5% for all periods that did not meet the growth criteria since the requirement was adopted, including the third and fourth quarters of 2025.

The Executive Incentive Compensation Plan does not include a minimum (floor) or maximum (cap) level of compensation. It is designed to be 100% variable “at risk” compensation based on U.S. GAAP operating income performance. As this plan is directly tied to Company performance, the payouts under this plan can range from zero-to-unlimited depending on the amount of operating profit. The Compensation Committee does not believe it is in the best interest of shareholders to set a floor or a cap on payouts to executives under this plan. As described above, the Compensation Committee actively manage all elements of this plan, including allocation percentages assigned and payouts to each executive officer. The Compensation Committee believes this high level of independent oversight is appropriate to assure shareholders that compensation levels and associated risks are appropriate.

Determination of NEO RSU Grants

The Compensation Committee considered various factors in determining the amount of each RSU grant to NEOs for 2025, including:

RSU grants vest 1/3 on each successive one-year anniversary of the grant date.

PSU Grants to CEO and Senior Executive Management

To further align NEO and senior executive management long-term incentive compensation with shareholders’ interests and focus on long-term performance, the Compensation Committee grants performance share units (PSU) subject to vesting only if 3-year performance goals were achieved for Net Revenues and EPS, weighted 25% and 75% respectively. The PSU are awarded in May each year under the Amended and Restated 2017 Omnibus Incentive Plan (the Amended 2017 Plan) that was approved by shareholders. PSU incentive goals are established by the Compensation Committee with the intent that performance in-line with our operating plans should result in a payout that is approximately at target. In order to achieve the maximum goals, performance would have to exceed our operating plans to a significant degree. Threshold performance goals were set at a level that was meant to be attainable and below which the Company could not justify a vesting. In evaluating the difficulty of our target performance goals, the Compensation Committee believes these goals are challenging.

As disclosed in our Annual Report to Shareholders in Form 10-K, the Company has a policy against issuing financial forecasts or projections or confirming the accuracy of forecasts or projections issued by others. In accordance with this long-standing policy, we do not disclose PSU targets that vest in the future.

2023 PSU Performance Criteria & Discussion

The performance period of 2023 PSU awards to NEO and to senior executive management was January 1, 2025 to December 31, 2025. In setting targets for the 2023 PSU in May 2023, the Compensation Committee considered a number

of factors, including the Company’s past performance; current strategies and initiatives; estimated share repurchases; expected macro-economic forces; and global trade expectations. Following the end of the performance period, the Compensation Committee considers the Company’s actual performance compared to targets, including the effect of any significant items during the performance period in making its final determination. The final number of shares earned by NEO is shown in the table below.

(1) Actual PSU awarded includes 2,327 dividend equivalents earned since the grant date.

RSU & PSU Vesting and Retirement Eligibility

RSU grants vest 1/3 on each successive one-year anniversary of the grant date. PSU grants vest only if performance goals are achieved for net revenue and EPS growth in the second calendar year after grant. The RSU and PSU awards under the Amended 2017 Plan include a dividend equivalent that vests commensurately with the underlying award. In addition, senior executive management who have either (i) attained the age of 55 and completed at least 10 years of continuous service, or (ii) completed at least 30 years of continuous service are deemed "retirement eligible." All NEOs are retirement-eligible, except for Mr. Hackett and Mr. Martinez. Upon the retirement, death or disability of a retirement-eligible senior executive manager, RSU grants vest immediately and PSU grants will vest at the end of the applicable performance period. See “Potential Payments upon Termination & Change in Control” for a description of the treatment of RSU and PSU awards upon an involuntary termination with cause and without cause and a voluntary termination for good reason.

Perquisites & Other Personal Benefits

The Company provides no perquisites or personal benefits to our NEOs that are not available to all employees. The Company provides standard benefits packages to all employees that vary by country, based on individual country regulations. Further, the Company does not provide tax “gross-ups” on change in control severance benefits or any other type of benefit.

Risk & Compensation Clawback Recovery

Because the 2008 Executive Incentive Compensation Plan is based on cumulative operating income, any operating losses that are incurred must be recovered from future operating income before any amounts would be due to participants. Since a significant portion of executive compensation comes from the 2008 Executive Incentive Compensation Plan, the Company believes that this cumulative feature is a disincentive to excessive risk taking by its senior executive managers. No one individual has the authority to commit the Company to excessive risk taking. Due to the nature of the Company’s services, its business transactions have a short operating cycle. The outcome of any higher-risk transactions, such as overriding established credit limits, would be known in a relatively short time frame. Management believes that when the potential impact on the bonus is considered in light of this short operating cycle, the potential for chasing short-term gains that might be generated by higher-risk business practices is sufficiently mitigated. Management believes that both the stability and the long-term growth in operating income and net earnings the Company has experienced over the years are a result of the incentives and recovery mechanism inherent in the Company’s compensation programs. Awards under the 2017 Plan (including any shares subject to an Award) are subject to any Company policy providing for recovery, recoupment, clawback and/or other forfeiture. In addition, the Company's "Incentive Compensation Recovery Policy" related to financial restatements includes not just the CEO and Chief Financial Officer (CFO), but all members of senior executive management.

Incentive Compensation Recovery Policy

In November 2023, our Board adopted an Incentive Compensation Recovery policy, which amended the Company’s previous clawback policy, and complies with recently enacted SEC rules and NYSE listing standards. The policy requires the Company to recoup incentive-based compensation from our NEOs and senior executives in the event the Company issues a restatement of its financial statements, to the extent such incentive-based compensation received by the individual exceeds the amount the individual would have received based on the restated financial statements. Incentive compensation may also be recouped from certain other employees of the Company under these circumstances under the policy if deemed appropriate by the Compensation Committee.

Role of the Compensation Committee, Management & Consultants

Compensation decisions, other than compensation and equity grant determinations for the CEO, are made in consultation with the CEO. Compensation decisions for the CEO are made by our Compensation Committee and approved by our full Board. With respect to the 2008 Executive Incentive Compensation Plan, the CEO recommends allocation percentages for all participating executive officers, which must be reviewed and approved by the Compensation Committee.

The Board believes in overall total compensation targets that are consistent with the underlying compensation philosophy of the Company. The Company recognizes that because it operates in the highly competitive global logistics services industry, the quality of its service depends upon the quality of the executives and other employees it is able to attract and retain. In order to succeed, the Company believes that it must be able to attract and retain qualified executives and employees. The Compensation Committee considers the competitiveness of the entire compensation package of an executive officer relative to that paid by similar companies when evaluating the adequacy of base salaries, the percentage allocations of the 2008 Executive Incentive Compensation Plan and equity grants. The Company’s objective is to offer a total compensation package, which gives the executive officer the opportunity to be rewarded at a level believed to be superior to that offered by the Company’s competitors in the global logistics services industry. The Company believes that the opportunity for achieving superior levels of compensation is predicated on achieving sustained, long-term profitable results that are superior to those of its competitors.

The Compensation Committee used benchmark data on a limited basis to review base salaries and other compensation information and practices disclosed by certain U.S. publicly traded companies in the logistics and transportation industry. The benchmark data has confirmed that the Company’s compensation packages offered to executives are competitive and give executives appropriate incentives to retain and gain profitable customers and grow the Company’s services. Benchmark data was derived from proxy statements filed by Alaska Air Group, Inc., CH Robinson Worldwide, Inc., CSX Corp., Expedia Group, Inc., GXO Logistics, Inc., JB Hunt Transport Services, Inc., Knight-Swift Transportation Holdings, Inc., Norfolk Southern Corp., Old Dominion Freight Line, Inc., Ryder System, Inc., Schneider National, Inc., TFI International, Inc., Union Pacific Corp., and XPO Logistics. While these companies vary in size in terms of revenue, the Compensation Committee believes the benchmark data derived from this group of companies is useful for the limited comparisons described above.

Since 2016, the Compensation Committee has engaged Meridian Compensation Partners, LLC (Meridian) to provide advice on executive and Director compensation matters. The Compensation Committee has assessed the independence of Meridian pursuant to SEC and NYSE rules and determined that no conflict of interest exists that would prevent Meridian from providing independent and objective advice to the Compensation Committee. Meridian has provided consulting services only as directed by the Compensation Committee. Meridian reports directly to the Compensation Committee and does not provide any other services to the Company.

Employment Agreements

The Company has entered into employment agreements with each NEO. Each employment agreement is automatically renewable upon expiration for additional one-year periods unless either party elects otherwise.

Executive Stock Ownership Policy

The Company maintains executive stock ownership guidelines which are governed by the Compensation Committee. These stock ownership guidelines are applicable to our NEOs and certain other senior management holding a title of Senior Vice President or above. These guidelines are designed to increase executives’ equity stakes in the Company and to further align executives’ interests with those of shareholders. The guidelines require covered executives to own shares of the Company’s Common Stock sufficient to satisfy the amount specified below as a multiple of the executive’s annual base salary:

Executives in the positions above need to achieve the corresponding ownership target within five years of the earlier of promotion to the position or the policy revision date. This policy, revised by the Board of Directors in November 2023, excludes stock option and PSU grants in the ownership calculation and includes RSU grants. Further, each Executive in the positions above must hold at least 50% of the guideline amount in Company’s Common Stock. As of December 31, 2025, all of our NEO are in compliance with these ownership guidelines.

All executives must hold 75% of the net after-tax shares received upon vesting of any PSU and RSU until their respective stock ownership guidelines are achieved.

Insider Trading Policy

The Company’s Insider Trading Policy prohibits its Board of Directors and employees from hedging or pledging their ownership of Company stock, including trading in publicly traded options, puts, calls or other derivative instruments related to Company stock. The Insider Trading Policy has been reasonably designed to promote compliance with insider trading laws, rules and regulations, and any listing standards of the NYSE. A copy of the policy has been incorporated by reference as Exhibit 19 to the Company’s Annual Report on Form 10-K for the fiscal year ended December 31, 2025. All transactions by the Company in its stock, such as pursuant to its Discretionary Stock Repurchase Plan, are conducted during open trading windows or in compliance with the SEC's Rule 10b5-1.

Other Retirement or Disability Payments

Other than for RSU and PSU awards, the Company has no formal obligations to make any payments to any executive officer upon his or her death, disability or retirement except to senior executive management domiciled in countries where statutory regulations require that these benefits be provided to all employees.

The Board will seek shareholder approval of any executive’s new or renewed pay package that provides for severance or termination payments with an estimated value exceeding 2.99 times the sum of the executive’s base salary plus target short-term non-equity incentive plan compensation.

Severance or termination payments include cash, equity or other pay that is paid out or vests due to a senior executive’s termination for any reason. Payments include those provided under employment agreements, severance plans, and change-in-control clauses in long-term equity plans, but not life insurance, pension benefits, or deferred pay earned and vested prior to termination.

Estimated total value includes lump-sum payments, payments offsetting tax liabilities, perquisites or benefits not vested under a plan generally available to management employees, post-employment consulting fees or office expense and equity awards if vesting is accelerated, or a performance condition waived, due to termination.

While there is no legal or contractual obligation to do so, the Company has, on occasion, accelerated the vesting of any unvested RSU grants of employees who pass away.

Compensation Committee Report

The Compensation Committee believes in simple, easy to understand executive incentive compensation plans that are directly aligned with Company performance and focus management on enhancing the long-term value of the Company. The Compensation Committee Charter is available on our website https://investor.expeditors.com/corporate-governance/governance-documents.

Compensation Committee

All members of the Compensation Committee are independent according to rules of the Exchange Act and The New York Stock Exchange. The Compensation Committee met four times in 2025.

Compensation Committee Interlocks & Insider Participation

No member of the Committee is or has been an officer or employee of the Company and none had any interlocking relationship with any other entities or of the type that would be required to be disclosed in this Proxy Statement.

Key Responsibilities:

The Compensation Committee believes that the compensation for the CEO and other NEO are consistent with its philosophy, incentive compensation plans and the objectives described above. The Compensation Committee has reviewed and discussed the Compensation Discussion and Analysis required by Item 402(b) of Regulation S-K with management and, based on such review and discussions, the Compensation Committee recommended to the Board that the Compensation Discussion and Analysis be included in this Proxy Statement.

Compensation Committee of the Board of Directors:

Mark Emmert, Chair

Diane Gulyas

Brandon Pedersen

Summary Compensation Table for the Fiscal Year Ended December 31, 2025

The table below summarizes the total compensation earned by each NEO for each of the years shown. The Company has entered into employment and indemnification agreements with all of the NEOs.

The NEOs were not entitled to receive payments that would be characterized as “Bonus” payments for the years shown. Amounts listed under “Non-Equity Incentive Plan Compensation” were determined based on percentages of the Incentive Pool that were allocated to each NEO by the Compensation Committee under the 2008 Executive Incentive Compensation Plan based on the factors described in the Compensation Discussion and Analysis contained herein.

Base salaries for the NEO accounted for less than 3% of their total compensation, except for newly appointed NEO, and “at-risk” compensation accounted for 68% or more of their total compensation in 2025. Benefits accounted for less than 1% of the total compensation of NEO.

The following table sets out the type and amount of compensation paid to each NEO for the years ended December 31:

Grants of Plan-Based Awards Table

The following table sets forth certain information regarding awards granted to each NEO during the year ended December 31, 2025:

Option Exercises, Shares Vested & Year-End Equity Value Tables

The following table sets forth certain information regarding options exercised and RSU and PSU vested for each NEO during the year ended December 31, 2025:

Policies and Practices Related to the Grant of Certain Equity Awards Close in Time to the Release of Material Nonpublic Information

As discussed above under Compensation Discussion & Analysis, the Company includes RSUs and PSUs as an important component of its compensation practices, but has not granted options or option-like equity grants since 2016. As a result, the Company has not adopted policies relating to the timing of option-like awards in relation to the disclosure of material nonpublic information by the Company. If the Company does determine to grant options or option-like awards in the future, it would consider adopting such a policy at that time.

The following table sets forth equity awards held by the NEO at December 31, 2025:

Potential Payments upon Termination & Change in Control

The Company has employment agreements with each NEO and maintains certain plans under which it provides compensation to the NEO in the event of a termination of employment or a change in control.

The following table and accompanying footnotes illustrate the payments that would be due to each NEO under all applicable termination scenarios, assuming the triggering event took place on December 31, 2025:

Under NEO employment agreements, no cash payments are due upon a "change in control." The following table and accompanying footnotes illustrate the payments that would be due to each of the NEO under all applicable “change in control” scenarios relative to their equity awards, assuming the triggering event took place on December 31, 2025:

Securities Authorized for Issuance Under Equity Compensation Plans

The following table provides information as of December 31, 2025 regarding compensation plans under which equity securities of the Company are authorized for issuance:

PROPOSAL NO. 3:

RATIFICATION OF INDEPENDENT REGISTERED PUBLIC ACCOUNTING FIRM

The Audit Committee is directly responsible for the appointment, compensation, retention and oversight of the Company’s independent registered public accounting firm. The Audit Committee is recommending the approval of the appointment of KPMG LLP (KPMG) as registered independent public accountants for the Company to audit the consolidated financial statements for 2026. If shareholders do not approve, the Audit Committee will reconsider the appointment.

Relationship with Independent Registered Public Accounting Firm

KPMG provided the following audit and other services during 2025 and 2024:

The Audit Committee has established a policy that prohibits the Company from retaining its principal independent registered public accounting firm for any engagements other than those that could be described above as audit, audit-related, and other permitted non-audit services pre-approved by the Audit Committee. In all cases, the Audit Committee approved 100% of the services provided in advance to determine whether they would be compatible with maintaining KPMG’s independence.

The Audit Committee also reviews and approves an annual budget for specific categories of non-audit services (that are detailed as to the particular service), which KPMG is to be permitted to provide (those categories do not include any of the prohibited services in the auditor independence provisions of the Sarbanes-Oxley Act of 2002). This review includes an evaluation of the possible impact of the provision of such services by KPMG on the firm’s independence in performing its audit, audit-related and other permitted non-audit services.

The Audit Committee and the Company’s Board of Directors believe that the continued retention of KPMG as the Company’s independent registered public accounting firm is in the best interests of the Company and its shareholders. The Company has been advised by KPMG that it will have a representative present at the Annual Meeting who will be available to respond to appropriate questions. The representative will also have the opportunity to make a statement if he or she desires to do so.