• Lost shareholder trust
• Self-dealing, conflict of interest
• Failure to consummate original Walgreen's merger
• Decisions have been in own self interest and not in the interest of the company or its shareholders
• Putting self above shareholders. $20M payoff while undervaluing RAD in failed merger. Wanted bonus even if merger failed.
• Leader of Fortune 100 company that's share price went from $9 per share to under $1.30 during one of the biggest bull markets in history.
• Issued $RAD Shares: Over 4,500,000
• Purchased $RAD Shares: 0
• Value Delivered to Shareholders: 0

• Primary influence in the ABS/RAD transaction which failed, causing disruption and wealth destruction. Should resign.
• Served on Board of Directors of Remington Outdoor Company owned by Cerberus Capital
• Served on Board of Directors of SuperValu a minority owned Cerberus Capital company along with John Standley in 2015
• Was appointed to Rite Aid Board of Directors by John Standley in June 2015. This was 2 months after Rite Aid was in negotiations with Walgreen's for the original deal. Frank Savage 1) heard all offers made by all parties after his appointment. 2) Frank Savage learned about updates from the FTC process while they were evaluating the announced Rite Aid / Walgreen's merger deal. 3) Frank Savage relationship with Cerberus Capital was hidden out of view of RAD shareholders in each year's BOD biography about him in 2015, 2016, 2017.
• All of these points could indicate Frank Savage was a Cerberus Capital loyalist and most likely a planted mole.
• Frank Savage served on the RAD three member negotiating committee for the Rite Aid / Alberston's (Cerberus Capital) merger deal.
• During one pre merger negotiating meeting Cerberus Capital Founder Steven Feinberg asked to speak to Frank Savage one on one off to the side.

• The second member of the Negotiating Committee, Mr. Jessick, has a very close relationship with Mr. Standley.
• Mr. Jessick and Mr. Standley worked together at Rite Aid before leaving together in 2005 to serve on the Board of Pathmark Stores, Inc., where Mr. Standley became CEO and Mr. Jessick became Chairman.
• Mr. Jessick then rejoined the Board in 2009 shortly after Mr. Standley returned to serve as President in 2008.

• No retail experience
• Lives in Hawaii, are shareholders paying his transport to all the board meetings?
• Mr. Regan, the final member of the Negotiating Committee, has ties to Albertsons’ current CEO, Mr. Miller. While serving as the CEO of Rite Aid, Mr. Miller appointed Mr. Regan to the Board after Mr. Regan had assisted in Mr. Miller’s appointment to the Harrah’s Entertainment board of directors
• Owes his career to Philip Satre, prior Rite Aid lead board member, both of whom previously were at Harrahs Entertainment, as CEO and CFO respectively. Miller assisted Satre to get on the Nordstrom board, and now Chairman there. Satre placed Miller on the Harrahs board when he was there, and Miller returned the favor when he joined Rite Aid in 1999 as Chairman and CEO to eventually place Satre on the Rite Aid board, who presumably in return sponsored Regan on the Rite Aid board as well.

• No retail or pharmacy experience
• Was in auto business and now owns some interior trim business.
• Approved the Eckerd acquisition in 2007.
• He is also past mandatory retirement age of 72, as stated in the company by-laws. Standley just keeps him on the board because loyalty has its rewards, i.e. voting for the disastrous Albertsons merger.
• Allegedly lied to shareholders in 2013 at the Annual Meeting when he was challenged on his undisclosed conflict of interest by being on the Valassis Communications board at the same time that Rite Aid awarded them a multi-year $40 million contract for store displays. He allegedly lied when he said he had no idea about any Valassis contract, when common sense alone suggests that he provided Valassis sales people with access to the Rite Aid decision makers, and (hopefully) is not asleep at both sets of board meetings at both companies , when clearly these contracts would be discussed. We have no knowledge that there was even a bidding process for such a large contract amount. Subsequently, Anderson resigned from the Valassis board.

• Inherited retail business, promptly ran it into chapter 11 bankruptcy.
• Allegedly scammed her own brother out of inheritance (read more). Imagine what she might do to shareholders she doesn't even know.
• Intentionally, and without Syms Corporation being requested by any governmental body to do so, delisted her Syms Corporation shares off the NYSE and placed them on the "pink sheets". Her excuse that she did this to save on operational costs due to the strict reporting requirements of The NYSE rings hollow, as the amount in question was only 1% of Syms operating budget. Shareholders sued her company, suggesting that the delisting, which dropped the stock some 40% was to "reel in" the minority holders at the now lower stock price in a buyback, which she denied. Others suggested that with the lower reporting requirements on the "pink sheets" she did not have to timely report company events, such as when she bought the air rights/surrounding properties for $3 million around her flagship store location at the foot of Wall Street, that if built as a skyscraper would be worth $70 million, according to real estate experts.
• Ms. Syms has no self-made accomplishments, and when this issue was raised this issue at the 2012 Annual Meeting, suddenly in the 2013 proxies (and every year since) she claims to be President of TPD Group. When challenged this "invention", with no Corporate headquarters or known revenues, profits, she was forced to admit that whatever this "thing" is, she operates it out of her spare bedroom.
• She approved the 2007 Eckerd acquisition, perhaps the worst board business decision in Rite Aid's history nearly causing the collapse of Rite Aid in 2009.

Suspiciously timed the selling of shares before dramatic drop in share price. Should be investigated.