Message from President and CEO Je� rey T. Bowman

Continuing with the momentum of our 2014–2016 Strategic Plan, our 2015-2017 Plan further illustrates how we are addressing the changing and challenging marketplace both at the corporate and business unit level, as well as the evolving needs of our clients around the globe.

This year as part of our goal-setting initiative, numbers have been assigned to the four corporate initiatives. Within each business unit initiative, a number has also been assigned that matches the correlating corporate initiative indicating its support of that initiative. The numbers do not indicate priority order as all the initiatives are important.

The Plan provides an operational and geographic roadmap for the future while refl ecting our optimism and dedication to operational and fi nancial success in 2015, and our intent to continue to innovate, improve and evolve.

Crawford & Company® is the world’s largest independent provider of claims management solutions to the risk management and insurance industry as well as self-insured industries handling claims in more than 150 countries. Through The Crawford SolutionSM we consistently deliver a broad range of products and services while launching new services to meet the anticipated needs of our clients and their insureds.

We are excited about the opportunities ahead of us and the initiatives outlined in the Strategic Plan. I hope you fi nd it informative and useful as you go about your daily business at work. I welcome any thoughts you have on the Plan. Please send them to me at info@us.crawco.com.

This presentation contains forward-looking statements, including statements about the future fi nancial condition, results of operations and earnings outlook of Crawford & Company. Statements, both qualitative and quantitative, that are not historical facts may be “forward-looking” statements as defi ned in the Private Securities Litigation Reform Act of 1995. Forward-looking statements involve a number of risks and uncertainties that could cause actual results to differ materially from historical experience or Crawford & Company’s present expectations. Accordingly, no one should place undue reliance on forward-looking statements, which speak only as of the date on which they are made. Crawford & Company does not undertake to update forward-looking statements to refl ect the impact of circumstances or events that may arise or not arise after the date the forward-looking statements are made. For further information regarding Crawford & Company, and the risks and uncertainties involved in forward-looking statements, please read Crawford & Company reports fi led with the United States Securities and Exchange Commission and available at www.sec.gov or in the Investor Relations section of Crawford & Company’s website at www.crawfordandcompany.com.

Crawford & Company is an equal opportunity employer.

2015–2017Strategic Plan

STRATEGIC INITIATIVE SUCCESS METRIC

1 Continue to grow profi table businesses

Prioritize and fund the next generation of growth businesses

Execute on new, synergistic acquisitions

Develop and execute on organic growth strategies

Continue to expand GTS™

2 Improve the operational effectiveness of our claims models

Redefi ne customer value proposition including Affi nity and specialty markets

Move to low-cost operations models

3 Create a Global Business Services Center

Leverage global talent pools Create capacity to execute on remaining phases

Make Process Management capabilities a core competency

4 Be a great place to work Attract, engage and retain the best talent

Continue to leverage technology to further enhance employee productivity

Promote a continuous learning environment

Empower a performance-driven workforce

(Business unit initiatives are numbered to correlate with the matching corporate initiative)

OUR VISIONTo be the world’s leading provider of claim services, business process outsourcing and consulting solutions. We will inspire our organization to develop world-class technology and innovative solutions for clients; to employ the best and brightest people; and to deliver a strong fi nancial performance.

OUR VALUESIntegrity: Do the right thing, always

Quality: What we do, we do well

Innovation: Change is constant

Communication: Engage and be in the know

Leadership: Leaders lead

Collaboration: Leverage collective genius

Accountability: If it’s to be, it’s up to me

Passion: Committed in heart and mind

Diversity: As inclusive as our services

OUR CULTURECrawford & Company® employees are innovative, dedicated, hardworking, and reliable. We are resilient, collaborative, fast-acting, and share a passion to succeed. We hail from more than 70 countries and speak dozens of languages refl ecting the global audience we serve. With ongoing investments in technology and a laser focus on implementation, our technologists have improved effi ciencies and earned industry recognition and awards for their work. Crawford employs the best and the brightest individuals in the niche markets they serve, specialists who possess unmatched experience in diffi cult situations when our clients need us most. After all, at the end of the day we are in business to help people.

Crawford’s talented employees pursue a wide range of interests often taking time to give back to their communities in a multitude of unique ways. From serving as directors of non-profi t organizations, to initiating fundraising drives, to running marathons, mountain climbing and participating in cross-continent, off-road cycling adventures to raise money for charities, we are visible in our communities and passionate about improving them.

Europe, Middle East, Africa and Asia-Pacifi c (EMEA/AP)

Focus on market strategies that enhance the margin and give Crawford greater product differentiation 2

— Execute technology enhancements — Pursue Broadspire growth across Asia & Pacifi c — Grow new product streams (CFAS, Aviation, LWI, Marine)

— Develop technology response to high volume/low value claims

Execute a product diversifi cation strategy 1 — Develop product diversifi cation in the U.K. — Enhance our ancillary product offering in Pacifi c — Expand Marine and Construction & Engineering services

Continue to develop and train our key staff and address key succession planning gaps 4

— Develop a structured recruitment and retention program

— Enhance succession planning of country managers — Further enhance the graduate training program in the U.K.

— Grow the technical GTS™ expertise within specialty markets

Execute on the Global Business Services Center 3 — Create a future-minded infrastructure model — Redesign processes through Expert Service Delivery

— Utilize technology to reduce costs

Broadspire® Grow the business 1

— Accelerate revenue growth and maintain 95% client retention

— Introduce and grow disability product offering

Further enhance operational effectiveness 2, 3 — Accelerate process management — Sequentially improve our operating margin — Execute on the Global Business Services Center

Engage and develop employees 4 — Structuring of career paths — Advancement of training — Focus on talent acquisition

Legal Settlement Administration Increase margin 2

Maintain leadership role in class action market 1

Attain market leadership in bankruptcy segment 1

Grow and expand new business lines 1

Information Communications & Technology (ICT)

Modernize global Enterprise Resource Planning (ERP) applications 2

Reduce “lights-on” expenses while maximizing investments in business technology 2

Implement Crawford portfolio of Business Process Management (BPM) applications 2

Execute on enterprise-wide risk management plan 2

Deploy the Crawford Innovates program across all business units and country borders 4

Global Client Development (GCD) Accelerate multinational client revenue growth across all regions 1

Embed our One Crawford Sales Transformation methods as “the way we do business” 1

Adopt the Strategic Relationship Management system to benefi t the teams that serve our largest clients 1

Leverage the full potential of Salesforce.com to generate actionable insights for growth and profi tability 1, 2

Refi ne and promote our central brand message: The Crawford SolutionSM, powered by Crawford iQ™ 2

Develop our marketing and knowledge management capabilities into a globally integrated platform 2

Americas Continue U.S. P&C operational transformation 2, 3

— Complete operational plans — Execute on the Global Business Services Center

Aggressively grow Contractor ConnectionSM in the U.S. and Canada 1

— Further expand consumer direct product — Broaden personal and commercial lines

Continuously improve the operating margin in Canada 2

— Grow Contractor Connection — Increase market share — Defi ne/plan Global Business Services Center opportunities

Improve profi tability in Latin America 2 — Expand auto services and further grow the Affi nity product

— Execute GTS strategy — Redefi ne operational structure

Continue to grow specialty markets 1 — Add forensic accounting resources — Finalize LWI infrastructure — Grow aviation-related revenue

Continue to recruit, develop and train key staff 4 — Recruit best-in-class talent in key areas — Enhance employee on-boarding programs — Refi ne training and development programs for employee career growth

— Continue to leverage technology to enhance employee effi ciency

(Business unit initiatives are numbered to correlate with the matching corporate initiative)