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4 THE DAVEY BULLETIN | September/October 2020 ASK THE CEO ASK THE CEO: Q. HOW IS OUR STRATEGIC PLAN 'VISION 20/20' AND MISSION, VISION AND VALUES CHANGING NOW THAT WE'VE REACHED 2020? to do the right things, then the results will come. This sharper focus is already yielding results. One example is the launch of DaveyConnect, a mobile app that lets us as a company communicate more effectively and efficiently with our employees. We are rolling the app out in waves, and employees will receive instructions on when they can download the app. Once invited, employees can simply download the app to tablets or smartphones and will receive regular updates about company operations, news about colleagues and more. Read about the DaveyConnect launch in this issue of The Bulletin, on page 8. We are also well into a project to update SuccessFactors ® , which is the human resources and payroll functionality in SAP ® . This upgrade initiative is designed to provide employees the ability to manage much of their employee information directly and allow managers to update and track their employees' training and education more efficiently while greatly reducing the amount of paperwork generated for pay remittances and other human resource related requests. Consolidated electronic time reporting will also greatly simplify the weekly collection of hours worked for our employees. Increasing communication with our shareholders has been a priority over the past few years and we have made great strides via the employee Townhall sessions, making a video of this year's shareholders' meeting available and providing and enhancing A. We have had a soft rollout on updates to the Davey Company Strategic Plan, "Vision 2030," and it's important for all of us to have some basic knowledge about the plan that will guide our company's business strategy for the next decade. Pat Covey Davey Chairman, President and CEO shareholder communications through our Shareholder Relations page at Davey.com. Vision 2030 also addressed our company Mission and Vision statements, and our six company Values. We created more concise and memorable definitions for these that define who we want to be as a company. You can find those in their entirety on page 3 in every issue of The Bulletin. These statements were also made broad enough to apply to both external and internal clients. Ultimately, our strategic plan aims to help us hire and retain engaged, committed employees who deliver an exceptional client experience, thus driving value to our shareholders. Look for more updates on Vision 2030 initiatives in future issues of The Bulletin, on DaveyConnect and Davey.com. We are in familiar waters. The course we are charting is similar to the path we embarked upon in 2012, when we established the company's strategic plan, "Vision 20/20." That initial plan concentrated the company's focus and direction with the objective of driving shareholder value by achieving financial and non-financial goals alike, through a focus on client loyalty and employee engagement. In updating the strategic plan to create "Vision 2030," what we value as a company is not changing in any meaningful way. Our focus remains on the employees, clients and shareholders. We are not reinventing the wheel. For Vision 2030, we've slimmed down the strategic plan and we are limiting our action steps to prioritize more impactful goals. Our focus now is primarily on making sure that we have the right items in the plan and that they are accomplished. If we continue

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