2022
SUSTAINABILITY 
UPDATE
© 2022 BCD Travel N.V. All rights reserved.

Report navigation 
Our 2022 Sustainability Update summarizes activities, achievements and progress against our key performance indicators 
covering the calendar year 2021. It aligns with our full 2021 Sustainability Report, where we’ve provided more detailed 
information about how we’re delivering on our sustainability strategy, our commitments to the United Nations Global 
Compact, and Sustainable Development Goals. Our report has been prepared in accordance with the GRI Standards: Core 
option. Please use the following section guide to navigate our 2022 Sustainability Update.  
  INTRODUCTION
  GOVERNANCE, ETHICS AND COMPLIANCE
  WORKPLACE PRACTICES
  ENVIRONMENT
  SUSTAINABLE PROCUREMENT
  SERVICE PERFORMANCE
  CHARITY AND COMMUNITY SUPPORT
  SUSTAINABILITY REPORTING
For more information on our sustainability initiatives, visit our website.
2

Introduction
In this section:
  LETTER FROM OUR EXECUTIVES
  ABOUT BCD TRAVEL
  BLUEPRINT FOR SUCCESS
  OUR SIX FOCUS AREAS
3

As a result, what our clients expect of BCD, and the 
sustainable value that we bring as part of their supply 
chain, has continued to change. Global summits like 
COP26 are also setting a clearer pathway to reduce the 
impact of climate change – and clarifying the role that 
BCD and others in our industry play in this effort. 
Across industries, our clients have called for more 
active contributions from their supplier partners to 
their commitment to diversity, equity and inclusion, 
environmental impact, carbon reduction and business 
ethics. The strong foundations that BCD has laid across 
our six sustainability Focus Areas meant that we were 
more than ready for these greater expectations. 
As we grow, we have an obligation to ourselves, our 
clients and our communities to do so sustainably. We’ve 
consistently demonstrated our commitment through our 
alignment with the UN Global Compact and Sustainable 
Development Goals, the Global Reporting Initiative and 
ISO 26000. In 2020, we became the first global travel 
management company to join the Science Based Targets 
Initiative (SBTi). 
For the second year in a row  
we earned a Platinum rating  
from EcoVadis, the world’s largest 
and most trusted provider of 
independent sustainability ratings. 
The Platinum rating confirms our outstanding 
sustainability performance, validated best practices, and 
provides transparency and risk mitigation. It also places 
BCD in the top 1% of the 90,000+ companies currently 
assessed by EcoVadis. 
Building sustainable travel programs 
In a survey of 101 travel buyers conducted in November 
by BCD’s Research & Intelligence team, almost 70% 
reported an increased interest in sustainability from their 
company’s senior leadership. In 2021, we continued to 
develop solutions to enable clients to better integrate 
sustainable best practices into their travel programs, 
using innovative practices so that they meet their 
sustainability targets.  
For many clients, environmental concerns remain firmly 
top of mind. From achieving ISO certification for Advito’s 
proprietary carbon emissions methodology initially 
piloted in 2020, to launching a new practice designed to 
help customers take advantage of high-speed rail, we’re 
helping them optimize spend, reduce carbon emissions, 
and increase traveler productivity and satisfaction. At 
the same time, we’re focused on encouraging companies 
to think more broadly – and helping them expand their 
travel program sustainability conversation to include 
social and governance aspects. We remain committed 
to being at the forefront of what a sustainable travel 
program looks like for our clients.  
Letter from our Executives
The uncertainty the world faced in 2020 rolled into 2021, 
as COVID-19 continued to affect nations, businesses and 
individuals alike. Being a business travel stakeholder 
in 2021 required clear-eyed realism, as we watched 
restrictions on travel loosen, tighten and loosen again 
in countries around the world. But we leaned into our 
innate capacity resilience, taking the challenges we –  
and our clients – faced as an extraordinary opportunity 
for evolution and an unprecedented chance to drive 
sustainable change.  
In 2021, we focused on exceeding rapidly shifting 
expectations for sustainability within newly vulnerable 
global supply chains. As business travel began to 
return, we also continued to innovate in partnership 
with customers in establishing new parameters for 
sustainable travel programs. And we looked inward as 
well, creating opportunities to elevate our employees’ 
experience within BCD – with a particular focus on 
further raising D&I awareness and embedding D&I  
into our systems and policies. 
Changing expectations 
The disruption presented by COVID-19, climate change 
and other world events in 2021 has encouraged 
companies to think critically about plotting a course for 
sustainable business travel in the future.  
2021
4

Elevating our employee experience 
As the pandemic shook the foundations of people’s lives 
both personally and professionally, companies across 
all industries saw their workforces reassess what they 
prioritize in and around work. When it comes to the 
experience of our employees and what it means to be 
part of our organization, we’re committed to finding 
opportunities to continue supporting our people as  
they navigate the impact of COVID-19.  
We knew that it would never be a case of ‘returning 
to normal’; the needs of our global workforce have 
fundamentally shifted. From piloting new features of 
our engagement platform to wellbeing initiatives and 
leadership learning forums – we implemented measures 
that support this evolution and enhance the employee 
experience at BCD. Our unwavering focus on employee 
experience helps us retain the best talent to bring 
continued innovation to our clients.  
We also made a point to bring broader sustainability 
initiatives closer to our employees – giving them 
confidence that BCD will always make the right choices 
for a sustainable future. In 2021, in partnership with 
Delta Air Lines, we signed the first-ever sustainable 
aviation fuel (SAF) agreement for a travel management 
company. The premier agreement helps address 
emissions from our employee travel and bolsters the 
future of sustainability in the travel industry. 
Diversity & Inclusion (D&I) 
How we enable an experience that supports diversity, 
equity and inclusion for our people was once again a 
priority for BCD in 2021. We made key developments to 
our Be You at BCD program, including the appointment of 
a Senior Vice President, Diversity & Inclusion, who brings 
a wealth of expertise to our D&I framework and regional 
D&I councils.  
This leadership position is tasked with building on our 
significant investment in 2021 in multimodal education 
– including live and on-demand awareness sessions, 
employee-generated intranet content and cultural 
connection opportunities – to further address the 
integration of our D&I principles into the full spectrum 
of workplace processes, from talent acquisition to 
employee retention. We know that there is always more 
to be done to truly embed a culture with diversity, equity 
and inclusion at its heart. Our global leadership team 
is committed to actively participating in the ongoing 
creation of an environment that nurtures different  
voices, backgrounds and perspectives.
KATHY JACKSON 
Vice President, Executive  
Chair of Sustainability
JOHN SNYDER 
President and CEO
Our commitment has never faltered 
As demonstrated throughout this report, our commit- 
ment to sustainability across our global company has 
never faltered. Since our decision in 2007 to formally 
embed our sustainability principles into the way we 
do business, the evolution of our global sustainability 
management system has been significant. We’ve been 
leaders in governance, ethics and compliance, workplace 
practices, how to best manage environmental impact, 
sustainable procurement, service performance and 
charity and community support.  
Together with our clients, partners and industry peers, 
we’ve faced two years of unprecedented challenges 
to global business travel. But that adversity has only 
sharpened our focus on the future. We’re extremely 
proud of what we’ve achieved and what we’ve continued 
to build on. As we build back for the future of corporate 
travel, we will do so in a way that broadly, positively 
impacts the wellbeing of generations to come.
5

About BCD Travel 
BCD Travel helps companies make the most of what they 
spend on travel. We give travelers innovative tools that 
keep them safe and productive and help them make 
good choices on the road. We partner with travel and 
procurement leaders to simplify the complexities of 
business travel, drive savings and satisfaction, and move 
whole companies toward their goals. In short, we help 
our clients travel smart and achieve more. We make this 
happen in more than 100 countries with a global client 
retention rate of 98%, the highest in the industry. For 
more information, visit www.bcdtravel.com.
6

Global presence 
We have headquarters in every region  
and operate in more than 100 countries  
around the world. 
Our experience extends to every industry, 
including key vertical expertise in government, 
life sciences and media and entertainment. In 
addition, we have a consulting arm, Advito and 
meetings and events subsidiary, BCD M&E. 
  COUNTRY LIST
Americas HQ
Atlanta, Georgia
UK and Ireland HQ
London, England
Global and EMEA HQ
Utrecht, Netherlands
Asia Pacific HQ
Singapore
7

Our mission, vision and values support our Blueprint and have been crucial to our ability 
to flex, pivot and grow as a company and as individuals during challenging times. We live 
our values and strengthen our culture every day. Our values enable our commitment to 
sustainability by giving our employees clear ethical and behavioral guidelines on how they 
can support our environmental, social and financial responsibilities.
Blueprint for Success
8

Sustainability at BCD Travel –  
our six Focus Areas
We have an obligation to ourselves, our clients and our 
communities to grow sustainably. We ethically manage 
our environmental, social and financial responsibilities to 
ensure our ongoing business success – without limiting 
options for future generations. And as we reinforce our 
commitment to sustainability, we’re partnering with 
clients to help them build their own sustainable travel 
program initiatives. 
Our global sustainability management system 
incorporates six Focus Areas, including governance, 
ethics and compliance; workplace practices; environment; 
sustainable procurement; service performance and 
charity and community support. For each of these Focus 
Areas we have established long-term commitments as 
well as annual objectives – they set the framework for our 
continued improvement.
Our commitment to Diversity & Inclusion touches each of 
these Focus Areas, enabling us to celebrate and nurture 
different voices, backgrounds and perspectives in our 
workforce – so that each individual can Be You at BCD. 
Focus
Areas
Governance, 
Ethics and 
Compliance
Workplace 
Practices
Environment
Sustainable 
Procurement
Service 
Performance
Charity and  
Community 
Support
9

We align with the latest best practices 
2021
At BCD Travel, we have a long history of being the first to sign up to leading 
sustainability frameworks and aligning our commitments to these best 
practices. In seeking out and maintaining a thought leadership position in 
sustainability management, we continue to evolve with the needs of our 
business, our planet and global socio-economic development.
SHARON DIRKS 
Senior Director, Sustainability 
We’ve been 
recognized time 
and again for our 
ability to integrate 
sustainability into the 
way we do business.
  READ MORE
 
Top 1% EcoVadis 
rating
CDP disclosure 
platform
Science Based 
Targets initiative
UN Global 
Compact signatory 
since 2008
Supporting the 
UN’s SDGs since 
2017
  LINK TO 2021 SUSTAINABILITY REPORT

Governance,  
Ethics and Compliance
Strong governance within BCD Travel provides the foundation  
for building a culture of ethical behavior and minimizing business risk.  
By acting with integrity, we gain the trust of our customers, business 
partners and other stakeholders and have a positive impact on society.
In this section:
  CORPORATE GOVERNANCE DEVELOPMENTS
  INTEGRATING DIVERSITY & INCLUSION (D&I) GOVERNANCE
  RESPONSIBLE AND SUSTAINABLE BUSINESS PRACTICES
  PROTECTING OUR EMPLOYEES, CLIENTS AND PARTNERS 
  INFORMATION SECURITY RISK MANAGEMENT

Corporate governance 
developments 
Over the last few years, we’ve seen an increase in focus 
on what it means to be a sustainable organization, 
further heightened by the impact of COVID-19 and 
other world events. Having the right governance in 
place to enable sustainability across all functions of an 
organization is now essential to working successfully with 
an ever-growing range of stakeholders – from potential 
and current employees and clients, to suppliers, SMEs, 
business partners and the wider community and society.  
We believe that maintaining our high level of corporate 
governance helps reinforce our reputation as a trusted 
partner for these stakeholders. We are committed to 
responsible business practices, setting high ethical 
standards and embracing corporate governance best 
practices. 
Sustainability and its influence over how organizations 
conduct business continues to grow. Our governance 
structure and processes mean that we are agile enough 
to support this growth.  
Part of this evolution is ensuring we anticipate and align 
our global governance and sustainability management 
system with the latest governance, ethics and compliance 
legislation. The disruption caused by the pandemic saw us 
double down on this commitment – ensuring we remain 
ambassadors for business ethics across industries during 
this turbulent time.  
We continue to monitor legislative regulations to ensure 
alignment with the EU Whistleblowing Protection  
Directive. Our analysis will include identifying whether  
any adjustments need to be made to BCD’s Non-Compliance 
Reporting policy when the directive becomes law 
throughout all EU countries. 
We have also been assessing the impact of the new EU 
Corporate Sustainability Reporting Directive (CSRD) 
legislation on our sustainability management system and 
governance structure. The directive aims to expand the 
scope of reporting requirements, drive consistency in 
reporting across organizations and ultimately achieve a 
quality reporting framework that allows for much more 
transparency. This new legislation is fully aligned with  
the evolution of BCD’s sustainability program and we  
will continue our assessments and resultant actions 
throughout 2022. 
12

Integrating Diversity & Inclusion 
(D&I) governance 
Priorities within sustainability have evolved and we have 
a history of helping guide and shape those changes. One 
such change is the essential integration of D&I into global 
corporate structures. Countless global events in 2020 
and 2021 emphasized the need for immediate action 
for diversity, equity and inclusion. As a result, D&I has 
become an essential component of our company strategy 
and corporate governance.  
We have expanded our team to ensure we’re delivering 
the appropriate level of resources and expertise to drive 
meaningful leadership, focus and decision making in this 
area. This included the appointment of our Senior Vice 
President, Diversity & Inclusion as a wholly dedicated 
position to D&I who reports to the Executive Committee. 
We also established regional D&I councils across the 
scope of our business.  
Our Senior Vice President, Diversity & Inclusion has 
had a career spanning almost 30 years in HR and talent 
acquisition, and over 17 years tenure at BCD, bringing 
a wealth of immeasurable insights for the role to which 
she was appointed in 2021. Our D&I team have already 
made significant achievements across education and 
awareness and continue to strengthen D&I for the entire 
employee life cycle.
13

Responsible and sustainable 
business practices 
Our employees are expected to behave with integrity 
at all times. This expectation is set right from the 
start of their career with BCD. We guide them towards 
accountability for ethical business conduct through 
corporate policies, employee training and engagement, 
and transparent, stakeholder-focused reporting. 
Additionally, to promote good 
governance throughout the 
business travel sector value 
chain, we use our scale, 
market position and trusted 
relationships to encourage 
the ethical behavior of our 
partners.  
The upheaval caused by COVID-19 in 2020 and 2021 
provided increased risk and opportunity for unethical 
behavior across sectors. Amongst this disruption, it has 
never been more important to continue to uphold our 
commitment to responsible and sustainable business 
practices. As a result, we implemented a number of 
initiatives that reinforce our role as a trusted advisor  
in the corporate travel industry.
94% of all global employees completed our Code 
of Conduct, Non-Compliance Reporting and 
SpeakUp training. Our training continues to set clear 
expectations for our employees on their behavior as 
representatives of BCD, as well as empowering them to 
use the official safe spaces we provide for reporting any 
non-compliance. 
We updated our Supplier Code of Conduct to 
include a clause outlining how suppliers can report 
any potential violations of the Code, committed either 
by their own employees or representatives, or by any 
of BCD’s employees or representatives. Our objective 
is to make it easier for any potential misconduct to be 
reported by having a clearer process in place across our 
supply chain, increasing any necessary investigations and 
accountability for adherence to the Code. This change 
also aligns with the requirements outlined in the new EU 
Whistleblowing Protection Directive. 
We started the review process of all Code of 
Conduct training modules in preparation for 
transitioning from bi-annual to annual Code of Conduct 
compliance training in 2022. Updating the training and 
increasing the frequency ensures we continue to clearly 
communicate our ethical conduct expectations and their 
importance to the way we do business.  
We maintained ISO 14001:2015, ISO 45001:2018, 
ISO 27001:2013 and ISO 9001:2015 ISO 
certifications. By applying these standards and 
undertaking audits for these leading frameworks, we can 
identify, measure, control and improve our core business 
processes. We are now certified to ISO 14001:2015 and 
ISO 45001:2018 for 100% of our wholly owned operations, 
further demonstrating our commitment to environmen-
tally sustainable business practices and protecting the 
health and safety of our employees.  
We achieved our second EcoVadis Platinum  
rating covering 30 owned countries, including a full 
assessment of our environment, labor and human  
rights, ethics and sustainable procurement practices  
and procedures. Scoring Platinum puts us in the top  
1% of all suppliers assessed for the second year in a row. 
The assessment reinforces our standing to our clients, 
suppliers and employees as a trusted global organization 
that uses validated best practices, operates with 
transparency and supports risk mitigation. 
14

Protecting our employees,  
clients and partners  
During 2021 we continued to work to protect the integrity 
of our employees’ personally identifiable information 
and customers’ sensitive data, as well as the intellectual 
property that supports our business operations and 
service innovation.  
Despite the COVID-19 pandemic, the requirements 
and challenges for data protection and information 
security remained high. We continuously monitored 
and improved initiatives in the areas of governance, 
compliance, cybersecurity, payment security, customer 
security and operations security, as well as new business 
and risk management.  
From completing our seventh year of employee 
security awareness training, to conducting many client 
security assessments and monitoring potential threats 
24x7x365 – 2021 saw BCD continue with our robust 
security procedures in support of our employee, client 
and partner requirements and in alignment with all 
appropriate legislation.
>95% 
of all employees 
completed security 
awareness training  
for the seventh 
consecutive year  
108 
client assessment 
questionnaires 
completed
98 
RFI/RFP questionnaires 
answered
17,600 
security related 
questions answered
56 
applications assessed
21,000+ 
assets monitored  
55 
application campaigns 
with over 60,000 
entitlements reviewed
24x7x365 
monitoring for 
potential threats
611+ billion 
logs collected and 
correlated  
15

Information security risk 
management 
Risk management supports BCD’s business operations in 
identifying, assessing and mitigating risks within business 
processes, applications and information technology 
systems. Our key achievements for 2021 included: 
   Undertaking a successful NIST 800-171 audit and 
Cloud Vendor Assessment 
   Achieving our final and approved GDS Security 
Standard 
   Conducting the regular review and audit of Identity 
and Access Management (IAM) functions and policy 
compliance
   Successfully launching our consolidated compliance 
program to streamline ten external audits and 28 
country compliance initiatives 
   Expanding our security governance to include a 
program support function in support of operational 
processes
16

FOCUS AREA
LONG-TERM COMMITMENT
2021 OBJECTIVE
2021 RESULTS
2022 OBJECTIVE
Business 
governance, ethics 
and compliance
Further develop our governance, 
compliance and ethics programs 
to cover global operations. 
Demonstrate transparency and 
leadership to all stakeholders. 
Review and update all Code of Conduct 
training modules for inclusion in 2021 staff 
mandatory compliance training.
Monitor legislative regulations to implement 
the EU Whistleblowing Protection Directive. 
Identify whether any adjustments need to 
be made to the Non-Compliance Reporting 
policy.
All Code of Conduct training modules 
could not be reviewed and updated due to 
COVID-19 and the impact on resources. 
Monitored the legislative regulations 
to implement the EU Whistleblowing 
Protection Directive. No adjustments to 
the Non-Compliance Reporting policy were 
identified.
Review and update remaining Code of 
Conduct training modules for inclusion in 
2022 staff mandatory compliance training.
Continue to monitor legislative regulations 
to implement the EU Whistleblowing 
Protection Directive. Identify whether 
any adjustments need to be made to the 
Non-Compliance Reporting policy when 
the Directive becomes law throughout EU 
countries.
IT governance and 
data protection
Continue to protect 100% of 
corporate and customer data 
and information from loss, 
manipulation, unauthorized access 
and falsification, by complying with 
legal provisions and by adopting 
international security standards 
such as ISO 27000 series and PCI – 
DSS into global security standards.
Aggregate and manage risk at an enterprise 
level. Renewal and additional certification – 
NIST 800-171 Audit and SSP maintenance.
GDS Security improvement – access 
management, incident response and triage.
Successful NIST 800-171 audit and cloud 
vendor assessment.
Finalized and approved GDS security 
standard.
GDS audit based on GDS security standards 
and access governance.   
Deliver TISAX VDA level 2 certification for 
BCD Travel and level 3 certification for BCD 
Meetings & Events. 
Sustainability 
governance
Continue to improve sustainability 
performance throughout all areas 
of our business.
Re-certify 100% of locations to the  
ISO 14001:2015 and 45001:2018 standards.
Maintain EcoVadis Platinum rating.
Environment, health and safety manage- 
ment system reviews were carried out in all 
ISO certified locations to ensure continual 
improvement and compliance with the 
standard.
Achieved a 2% score increase in the EcoVadis 
Platinum rating level covering 30 owned 
markets.
Maintain ISO 14001:2015 and 45001:2018 
certifications and the EcoVadis Platinum 
rating in all owned markets. 
  LINK TO 2021 SUSTAINABILITY REPORT
17

Workplace Practices 
Our company’s future depends on the quality, performance 
and commitment of our workforce. A talented, healthy and 
engaged employee population drives performance and powers 
innovation, making it imperative that we continue to attract, 
develop, motivate and retain employees. 
In this section:
  ENHANCING OUR EMPLOYEE EXPERIENCE 
  EMPLOYEE WELLBEING 
  DIVERSITY & INCLUSION 
18

Enhancing our employee experience 
This last year has seen continued change within our industry, as well as the wider 
economic, societal and corporate landscape on a global scale. These challenges have 
revealed significant opportunities in how we enhance our employee experience.  
As we move through this transformative time for our industry, it is more critical than 
ever to support the wellbeing of our employees. This is something we have continued to 
focus on throughout 2021, with key initiatives such as our Wellbeing at BCD platform and 
employee experience resources delivered in a variety of engaging formats.  
We’ve also been more formally integrating our Diversity & Inclusion (D&I) strategy into our 
global sustainability program, with the appointment of our Senior Vice President, Diversity 
& Inclusion as well as four regional councils and our employee experience team.  
We see our ongoing commitment to advancing D&I within our company as a critical part 
of our success. Growing our range of D&I initiatives is not only the right thing to do for our 
employees – it’s good business, too. Research shows time and again that companies who 
intentionally focus on growing a diverse and inclusive workforce outperform those who 
do not. With our 
 initiatives our aim is to ensure our employees feel 
welcomed, valued and respected, and that our clients continue to benefit from diverse 
perspectives and an inclusive culture. 
19

The Confident Self Journey  
Our goal is to help all our employees become their most 
Confident Self. The Confident Self Journey embraces the 
idea that we should never stop developing and growing. 
Development doesn’t take place overnight; it’s a journey in 
which each and every BCD employee is engaged. We won’t 
magically become our Confident Self from taking one class 
or participating in a single learning activity. 
Personal development includes exposure to new infor- 
mation, ideas and skills, as well as the application and 
practice of that skill over time. The Confident Self Journey 
is the road our employees take to develop new skills 
and abilities, reach new goals and become capable and 
confident. 
In support of this, our employee experience team 
continue to integrate a dynamic range of development 
opportunities for our employees throughout all stages 
of their career with BCD, from initial onboarding to 
leadership growth. Key initiatives include recommended 
LinkedIn Learning pathways, Leader EXchange sessions 
and our global learning and development platform 
Knowledge Hub. Monthly tailored Employee Experience 
Insights also provide useful information, tips and guidance 
to help our employees navigate through life experiences, 
both personal and professional.
Global training completions
20

Workplace flexibility 
We have won numerous awards that recognize the 
strength of our remote working culture, which is 
designed to give our employees flexibility to balance work 
and life. Our flexible work policy supports working from 
home and shared parental leave, helping our employees 
accommodate their priorities outside of work. 
As a family-owned organization, family is key to BCD 
Travel. Ensuring that we are providing a culture that 
accommodates for the stresses and strains that family life 
can bring, regardless of family status and composition, is 
core to our employee wellbeing strategies.
In the diagram to right we have provided current work 
from home percentages across the regions.
APAC
11.44%
EMEA
41.42%
LATAM
17.8%
NORAM
83.26%
UKIE
43.43%
21

Employee wellbeing 
It’s critical to our business that our people are supported as we continue to move through 
disruption, transformation and uncertainty together. Our Wellbeing at BCD platform 
provides BCD employees with strategies and tips from our wellbeing experts across five 
key areas: emotional wellbeing, physical wellbeing, social wellbeing, working from home 
and coping with COVID-19.  
Our platform encourages employees to interact with these articles and share them with 
their colleagues, providing them with the opportunity to share their own wellbeing story, 
should they choose. 
We have also implemented regional mental health first aiders and employee assistance 
programs as confidential spaces of support for our employees who would like to talk or 
seek help. These initiatives aim to provide a support network for those employees who 
are more vulnerable or experiencing mental health challenges.  
Our focus on employee experience is supported by our approach to their wellbeing 
and mental health. Our global employee engagement platform includes an anonymous 
monthly survey to understand how our people are feeling across a range of core areas, 
including their health and wellbeing. When our people are engaged and at their best they 
thrive, so this kind of data analysis is key to our mental health and wellbeing strategies. 
Examples of the strategies and tips we provide to our employees:
   Walking to good health 
   World Mental Health Day 
   Mindful awe exercises 
   Self-care and why it’s important 
   How to overcome virtual fatigue 
   Working from home toolkit 
   Understanding and avoiding burnout 
   Home office sustainability guidelines
22

Through Be You at BCD we are committed to improving 
the systems, policies and awareness available to BCD 
employees to promote a culture of diversity, equity 
and inclusion – it’s fundamental to the way we run 
our business. It not only enhances our employees’ 
experiences, it brings diverse opinions and creativity 
to our clients too. We want to make sure that our 
differences continue to be celebrated and drive 
innovation across our organization. We invite our 
employees, clients and partners to walk this journey 
with us in spirit and in action – together we can help 
everyone Be You at BCD. 
YVETTE BRYANT 
Senior Vice President, Diversity & Inclusion
Diversity & Inclusion
We encourage our employees to Be You at BCD and to 
make BCD a safe, inclusive space where all our people 
can flourish and where our diversity makes us stronger. 
Below we outline just some of the ways we’re translating 
our principles into action. 
D&I program management – We appointed our Senior 
Vice President, Diversity & Inclusion to help guide our 
program forward and drive a growing range of initiatives 
aimed at strengthening D&I in our DNA. 
Effective policies – Our D&I program incorporates 
several policies outlining our standards and best 
practices including, our Global Equal Opportunities 
Policy, Code of Conduct, Global HR Policy, Global 
Harassment Policy and Employee Handbooks. As a direct 
result of some feedback from our employee engagement 
platform, in 2021 we also launched a new policy in the 
UK and Ireland to reflect the growing interest for more 
information and support around menopause. We want 
everyone to understand what menopause is and to be 
able to talk about it openly, without embarrassment. But 
that is only one example – our People & Culture teams 
across the globe are reviewing and updating workplace 
policies to ensure they promote diversity, equity and 
inclusion. 
23

D&I framework – As our D&I strategy evolves, we’re 
focusing our efforts on workforce representation, 
workplace inclusion, marketplace and suppliers.  
D&I global councils across four regions – Our 
people bring D&I to life. Composed of employees from 
every region, function and level in the company, our 
D&I councils provide recommendations for global D&I 
strategies, set local and regional goals based on our 
global strategy and champion education in their region 
and markets. Their aim is to celebrate and nurture 
different voices, backgrounds and perspectives in our 
workforce.  
Employee experience team – This team works closely 
with our Senior Vice President, Diversity & Inclusion 
to design and implement a complete D&I awareness 
program, including sessions on unconscious bias, 
promoting inclusion, cultural awareness, allyship and 
more.  
Be You at BCD platform – We launched our Be 
You at BCD platform where employees can raise their 
awareness about different cultures across the world and 
important celebrations such as Pride Month, Juneteenth 
and International Women’s Day. Our platform encourages 
employees to like, bookmark, and comment on these 
articles with their colleagues.   
Cultural connections program – Our program 
allows participants around the globe to take part in 
video chat sessions to connect, share and learn from 
their colleagues.   
Commitment to strengthening D&I across the 
entire employee life cycle – Our Senior Vice President, 
Diversity & Inclusion is working with our People & 
Culture and leadership teams globally to ensure that 
D&I principles are incorporated into various workplace 
processes from talent acquisition to employee retention.  
Think tank group – This group performs research and 
advocacy for how we contribute to our clients’ D&I goals 
for their corporate travel and meetings programs.  
Meet our D&I council 
Our D&I councils are a group of diverse and 
passionate employees from across the regions in 
which BCD operates. We’re pleased to highlight 
and introduce you to some of them and hear why 
they have a passion for D&I.  
  READ MORE 
24

Measuring our impact 
From data collection to qualitative feedback from our 
employees, we have several mechanisms in place that 
allow us to assess the effectiveness of our D&I strategy, 
initiatives and programs at regular intervals.  
We report internally on diversity statistics where legal 
and possible to do so. For example, our reporting on 
gender across all levels of our organization continues to 
inform our approach, processes and initiatives. We’ve 
also invested in a new HR solution that will allow us to 
track diversity metrics across a broader spectrum. We 
can more easily access globally consistent data sets, 
allowing our senior management team and Senior 
Vice President, Diversity & Inclusion to monitor our 
effectiveness. We currently report gender statistics 
globally, and gender and race statistics in the U.S. 
for annual Equal Employment Opportunity (EEO) 
compliance. We’re exploring capabilities for gathering 
additional diversity dimensions globally.  
Our third-party employee engagement platform  
includes a layer of D&I questions and analytics that  
allow us to monitor the impact of our strategy. The 
solution automates anonymous employee feedback at 
regular intervals, converting that feedback into insights 
that support our D&I discussions, planning and initiatives. 
Management at all levels has access to relevant data 
in real time, helping us to understand what’s actually 
happening in our organization, so we can take action on 
what needs to be prioritized for D&I.  
Our group education and awareness sessions and Culture 
Café discussions also provide safe spaces where all 
employees can talk openly about any challenges they’re 
facing and provide feedback on our initiatives.  
Having this level of insight allows us to be more agile in 
our D&I processes as they evolve. We continue to use the 
data we collect to inform our D&I strategy, understand 
the impact of our initiatives, policies and procedures and 
reset our approach as needed.
71%
60%
49%
38%
68%
29%
40%
51%
62%
32%
Employee below manager
Manager and above
Director and above
VP and above
All employees all levels
Female
Male
Gender by level
Gender split
45%
73%
64%
78%
66%
55%
27%
36%
22%
34%
APAC
EMEA
LATAM
NORAM
UKIE
Female
Male
25

FOCUS AREA
LONG-TERM COMMITMENT
2021 OBJECTIVE
2021 RESULTS
2022 OBJECTIVE
Employee 
experience
Foster a high-performance 
inclusive culture that develops 
talent and allows it to excel in our 
organization.
Build on employee experience 
initiatives to enrich our peoples’ 
work environment and put them on 
a clear path to professional growth.
Enhance the employee/manager relationship 
across 100% of the organization to regain 
strength in an engaged workforce post-
COVID-19. 
Use eNPS as measurement of progress. 
Improved the employee/manager 
relationship across the organization by  
39% compared the 2019 eNPS baseline.
Change the area of focus to employee 
experience to provide our people with more 
opportunities to grow.
Complete talent cycle review on all director 
and above roles.
Health and safety
Focus on providing our employees 
with a safe and healthy work 
environment. 
Work with our people to find the 
work-life fit that’s best for them, 
creating a flexible workplace that 
serves the requirements of both  
the company and the individual.
Update ISO 45001 management system to 
include local COVID-19 legal requirements. 
Re-certify 100% of wholly owned locations.
Continue to support all employees working 
from home with wellbeing initiatives under 
three key pillars: Emotional, Physical and 
Social through regular articles, videos and 
training resources. Professional assistance, 
if required, will be provided through the 
employee assistance program.
Reviewed and updated the health and safety 
management system to include COVID-19 
requirements. 
Carried out virtual and document audits 
in lieu of onsite audits due to COVID-19 
restrictions to maintain ISO 45001 
certification in 100% of wholly owned 
locations.
Provided employee wellbeing initiatives 
through regular information, training 
resources and guidance on emotional, 
physical and social topics and coping with 
the COVID-19 pandemic.
Review and update the global health and 
safety policy and management system 
manual.
Enhance the employee experience offerings 
and increase viewership of content on 
intranet platform MySource by 50% 
to support better take-up of wellbeing 
initiatives and priorities. Refresh the 
Wellbeing platform, replacing the COVID-19 
pillar with the All Things Well!? pillar and 
launch a Monthly Update on Wellbeing. 
  LINK TO 2021 SUSTAINABILITY REPORT
26

FOCUS AREA
LONG-TERM COMMITMENT
2021 OBJECTIVE
2021 RESULTS
2022 OBJECTIVE
Employee 
engagement 
experience
Build an engaged workforce that 
generates ideas and innovations 
and encourages stronger 
performance so that we may better 
serve our customers.
Create a culture that inspires, 
motivates, and rewards people for 
their performance.  
Meet or exceed 2019 eNPS score at all 
levels—company-wide, team and individual 
leader.
Increased the eNPS score by 39% compared 
to the 2019 eNPS baseline.
Continue to meet or exceed 2021 eNPS 
benchmark at all levels of the organization.
Honor nominated staff members who 
demonstrate outstanding achievement in 
support of BCD Travel’s core values as part 
of our Circle of Excellence program.
Human rights
Respect and proactively support the 
human rights of our employees.
Implement our D&I program across 100% of 
wholly owned locations.
Continue to build on D&I education and 
awareness with specific focus on three 
areas: cultural awareness and intelligence, 
embracing diversity and promoting 
inclusion. 
Highlight gender diversity by nominating a 
female employee for the annual Women of 
Distinction award.
Increase support for ECPAT and A21. Create 
awareness for human trafficking through 
regular internal and external communication 
campaigns.
Implemented our D&I program within 100% 
of wholly owned locations and delivered 
five education sessions to audiences 
throughout the company. Published monthly 
educational articles and held the first D&I 
Celebration month in October.
Presented the Women of Distinction Award 
to a female employee on International 
Women’s Day, March 8th.
99% of all employees have completed 
human trafficking awareness training.
Close 20% of workplace gaps identifed in our 
D&I workplace review gap analysis.  
Continue to drive a growing range of D&I 
initiatives to help us equip employees, 
managers and leaders to live our D&I 
principles daily.
Continue to drive awareness both internally 
and externally with clients. Identify external 
working groups for continued industry 
influence.
  LINK TO 2021 SUSTAINABILITY REPORT
27

Environment
We’re committed to supporting a healthy and sustainable environment by 
establishing policies and programs that specifically address how we conduct 
business in a safe, environmentally-sound manner while following relevant 
legislation and regulations.
In this section:
  INNOVATION IN ENVIRONMENTAL MANAGEMENT
  ENVIRONMENTAL IMPACT STRATEGY
  MEASURING PROGRESS
  SCIENCE BASED TARGETS INITIATIVE (SBTI)
  SUSTAINABLE OPERATIONS
  CARBON FOOTPRINT
  GREEN DATA CENTERS
  ENVIRONMENTAL AWARENESS
28
28

Innovation in environmental management
With the significant increase of natural disasters over the last few years, the impact of 
climate change has gained more attention than ever before from the media, governments 
and institutions across the world. How the corporate travel industry addresses its part 
in this impact is not a new question. BCD Travel has taken key steps to managing our 
environmental impact over the last five years. Starting with the implementation of our 
global environment, health and safety management system in 2017, we have already been 
able to make great strides in this area. Now is the time to build on this solid foundation. 
Our role as trusted advisor to our clients and in the wider travel industry extends to 
environmental thought leadership. We acknowledge that there is much more that the 
industry can do; being visible about our approach in the marketplace is essential to driving 
the progress we seek in environmental practices. From being the first travel management 
company to sign up to the Science Based Targets initiative (SBTi), to Advito’s innovative 
Sustainable Collaboration™ consultancy services, we continue to push boundaries in 
environmental management both within our organization and for our clients. 
Driving environmental awareness and innovation is a core part of our approach. The 
appointment of our Vice President, Executive Chair Sustainability as one of the executives 
on the Global Business Travel Association (GBTA) Sustainability Leadership Council 
demonstrates the significant role BCD plays in climate action. 
Our aim is always to collaborate with key 
industry partners to uncover trends and best 
practices that bring about positive change for  
the next generation. 
29

Energy use: The highest 
contribution to our energy use 
is electricity. Our electricity 
consumption is measured 
both in our office locations 
and our owned data centers.
CO2 emissions: We use the 
Greenhouse Gas Protocol 
(GHGP) standard to measure 
and report on Scope 1, Scope 
2 and significant Scope 3 
emissions.
Resource consumption 
and waste: This includes 
paper consumption and 
water usage as well as waste 
generation.
Environmental impact strategy 
Our environmental impact strategy focuses on the  
three core components of our materiality analysis.
30

Our annual consolidated 
carbon footprint is 
externally verified and is 
published in an annual 
carbon verification 
statement.
  VIEW
Measuring progress
Measuring our environmental performance is key. We 
have implemented several mechanisms that allow us to 
track our progress, including measuring and reporting on 
our carbon footprint annually. Our global environmental 
management system is aligned with the following 
initiatives.
Our 
initiatives
The United Nations Global Compact 
Principles 7, 8 and 9
The Sustainable Development Goals (SDGs)
SDG 13 – Climate Action
CDP Climate Action response
ISO 14001:2015
The Global Reporting Initiative (GRI)
Standards 101, 102, 103 and 300
The Science Based Targets Initiative (SBTi)
We also engage with external parties to validate our annual environmental reporting:
   ISO 14001 certification audits in 100% of our wholly owned operations
   ISO 14064-3 – carbon footprint reduction
   EcoVadis – Platinum rating in 2020 and 2021
   CDP response for 10 years
31

Science Based Targets initiative
Over the last few years, we have seen a significant increase in the need for clarity around 
setting impactful environmental goals at the organizational level that will enable lasting 
positive change. With more than 2000 companies working with the Science Based Targets 
initiative (SBTi) globally, they aim to lead the way to a zero-carbon economy, boost 
innovation and drive sustainable growth. The SBTi provide companies with a clearly 
defined path to reduce emissions in line with the Paris Agreement goals. 
Initiatives like the SBTi have led to many global corporate organizations setting ambitious 
science-based targets – BCD Travel is no different. Building on our industry leadership in 
environmental management, we were the first travel management company to join the 
SBTi in early 2020. 
We submitted our carbon reduction target to reduce our absolute scope 1 and 2 
emissions by 35% by 2030 from a 2016 base year in December 2021. We expect validation 
in Q2 2022.
This new goal challenges us to work even harder to reduce our environmental footprint, 
while actively engaging with our suppliers and customers to reduce CO2 emissions 
through our supply chain.
Our SBTi target challenges us to work even 
harder to reduce our environmental footprint, 
while actively engaging with our suppliers 
and customers to reduce CO2 emissions 
through our supply chain.
32

2020 global staff travel emissions = 1,745t/CO2e* 
% of green electricity used in our offices globally = 39%
*significantly reduced to due to the effects of COVID-19
Sustainable operations
Our global operations have revealed a significant opportunity to reduce our global 
footprint – with 63% of our footprint attributable to our offices and data centers. As 
a result, we built our strategy around operational carbon reduction as an area of key 
control and impact. Our approach has always included setting ambitious goals to improve 
our environmental performance. In doing so, we continue to influence our peers and 
environmental best practices in and beyond our industry. 
We have been transitioning to a circular and low-carbon economy, focusing on minimizing 
GHG emissions, reducing our waste, consuming less water and increasing our usage of 
renewable electricity. At the same time, we’ve been able to reduce operational costs as 
well as business risk for our clients and partners. 
We continue to monitor our Scope 1, 2 and 3 emissions to track progress against our goals. 
This includes the verification of our consolidated carbon footprint by a third party each 
year to ensure accuracy.  
Due to the impact of the pandemic, our reporting includes 2020 environmental figures 
only. Our CO2 emissions (for all scopes) were 82.36% less than 2019. As part of our 
environmental objectives for 2022, we’re reviewing our baseline to ensure it accurately 
reflects the ‘new normal’ following COVID-19.

8
9
14
14
17
21
26
26 28
30
30
46
48
51
74
75
77
79
79
89
94 107 140 146 168 173
238
323
704
1020
Finland
Norway
Chile
Luxembourg
Czech Republic
Denmark
Peru
Switzerland
Australia
Hong Kong
Argentina
Sweden
Poland
Spain
Singapore
Costa Rica
Canada
Belgium
Japan
France
Brazil
China
Italy
Netherlands
Mexico
Colombia
India
UK & Ireland
Germany
U.S.
Carbon footprint
The table below details our carbon footprint across all our wholly owned locations for 
2020. We calculated our scope 1, 2 and significant scope 3 emissions, using the GHG 
Protocol Corporate Accounting and Reporting Standard (revised edition) and emission 
factors from the UK Government’s GHG Conversion Factors for Company Reporting, 2021. 
We have used the financial control approach to identify the GHG emissions for which we 
have responsibility.
The boundaries of the reported emissions comprise all office/building-related emissions 
of our global locations, including business travel, covering car, train and air (long haul and 
domestic flights).
34

Green data centers
To reduce our data centers’ environmental impact, the BCD data center team continues 
to implement and improve existing energy efficiency programs across the Information 
Technology (IT) landscape. Key initiatives include:
   Maintaining ISO 14001:2015 certification 
   Continuing a multi-year program to virtualize physical servers
   Reducing the global data center footprint by decreasing the number of facilities 
required to host and operate our computer environment
   Reducing utility consumption
   Enhancing the use of advanced cooling management solutions
   Using regularly scheduled maintenance for all key systems to avoid system 
inefficiency
   Ensuring that third-party data centers in key regions align with our energy reduction 
goals, ISO 14001:2015 and other certifications
   Deploying Amazon Web Services (AWS) to provide secure, reliable and scalable 
cloud computing services that deliver efficient, shared infrastructure, reducing the 
environmental footprint of our IT operations
As a result, we have been able to achieve a significant reduction in operating costs and 
data center space, as well as decreasing electricity consumption by 54.8% between 2016 
and 2021.
225,719 kWH
149,994 kWH
134,996 kWH
122,845 kWH
109,267 kWH
101,946 kWH
2016
2017
2018
2019
2020
2021
33.5%
Reduction
10%
Reduction
9%
Reduction
11%
Reduction
6.7%
Reduction
Carbon footprint 2021: 184.39 t/CO2e
ISO 14001:2015 certified
97% server virtualization complete
35

Environmental awareness
As ambassadors of leading environmental practices, we continue to increase 
environmental awareness amongst our employees. Education and awareness on  
climate change, its impact and what we’re doing to lessen our effect on the  
environment is essential to our employee experience – it’s just one of the reasons our 
people love working at BCD Travel and we continue to attract and retain leading talent.
That’s why, as part of our sustainability management system – and a key criterion for 
maintaining our ISO certifications – we have implemented an end-to-end sustainability 
education and awareness strategy. This spans reporting, internal communication 
campaigns and policy awareness to mandatory training, social media campaigns, blog 
posts and leading sustainability consultancy services for our clients. 
Through internal communication channels, we encourage all employees to participate 
in annual global environmental initiatives such as Earth Hour, Earth Day and World 
Environment Day. As the pandemic unfolded and the landscape of our global workforce 
changed, we knew we needed to change the way we engaged with our employees on our 
environmental initiatives to support virtual working. That’s why we created our global 
Sustainability at BCD intranet hub. 
Through this platform we regularly share tips with employees on how they can contribute 
to our environmental goals such as eliminating single-use plastics, how to reduce the 
environmental impact in their home offices and other useful tips for their personal lives.
We create educational videos, collating ideas from BCD employees all around the world 
to inspire their colleagues, as well as recommendations on the latest environmental apps. 
Our people can like, comment on and share these posts, so they feel part of a community 
that is having a positive impact on the environment globally.  
36

FOCUS AREA
LONG-TERM COMMITMENT
2021 OBJECTIVE
2021 RESULTS
2022 OBJECTIVE
Energy 
reduction
Reduce our operational energy 
performance and carbon emissions 
by 35% by 2030.
Reduce the carbon footprint and 
energy usage requirements in our 
owned data centers.
Reduce carbon emissions by 5% compared 
to 2019 figures (2021 will not be used due to 
the COVID-19 pandemic and its effects on the 
travel industry).
Carry out a global real estate review; 
implement targets to increase the use of 
renewable energy throughout our wholly 
owned office locations.
We saw a reduction of our 2020 carbon 
footprint by 82.36% due to the effects of the 
COVID-19 pandemic on work and travel.
Due to the COVID-19 pandemic we were  
not able to carry out the planned real estate 
review in 2021.
Review our baseline to ensure it accurately 
reflects the ‘new normal’. Review all 
offices and data centers from an energy 
performance perspective as we gradually 
return to the office.
Carry out a global real estate review; 
implement targets to increase the use of 
renewable energy throughout our wholly 
owned office locations.
ISO 14001 
certification
Establish policies and programs that 
specifically outline how we conduct 
business in a safe, environmentally 
sound manner in accordance with 
relevant legislation and regulations.
Re-certify 100% of locations to the ISO 
14001:2015/ISO 45001:2018 standard.
Work with at least five interested parties 
and stakeholders to investigate ways we can 
work together to share best practices and 
improve our environmental, health and safety 
management system.
Environmental, health and safety 
management system reviews were carried 
out in all ISO 14001:2015/ISO 45001:2018 
certified locations to ensure continual 
improvement and compliance with the 
standard.
Worked with clients, partners, suppliers and 
industry associations to share best practices 
and improve our environmental, health and 
safety management system. 
Extend our ISO 14001:2015/ISO 45001:2018 
management system to include disclosures 
on our climate risks as well as opportunities 
to ensure adherence to increasing legislation 
and reporting requirements.
Environmental 
awareness
Promote environmental awareness 
at our physical locations and 
for virtual workers worldwide, 
concentrating on reducing our 
biggest environmental impacts.
Achieve 100% of our science-based 
targets by 2030.
Continue to engage employees in our 
environmental program; measure 
engagement to identify a baseline.                                                                                                                                 
Reduce the use of single-use plastics by  
100% throughout our global operations.
Implement and submit our defined goals to 
the Science Based Targets initiative (SBTi) for 
approval. 
Improved employee engagement on 
environmental topics though global activities 
for Earth Day, World Environment Day and 
local initiatives thoughout the year.
Educated 100% of the Management Board on 
the SBTi. Received agreement on the targets 
set and the roadmap defined to achieve them.
Submitted our SBTi target for vertification in 
December 2021.
Educate 100% of our staff and other 
stakeholders on our SBTi targets and the 
initiatives put in place to achieve them.
Continue to influence environmental 
improvements in the industry through key 
initiatives.
  LINK TO 2021 SUSTAINABILITY REPORT
37

Sustainable Procurement
We strive to build sustainable and mutually rewarding 
partnerships with our supply chain while contributing  
to our business sustainability and that of the people  
and planet.
In this section:
  SUPPLIER COMPLIANCE 
  SUPPLIER ASSESSMENTS 
  SUPPLIER DIVERSITY 
38
38

Supplier compliance 
We continue to increase the number of global suppliers 
who have signed our Supplier Code of Conduct, a 
document that clearly outlines our ethical business 
practices and is aligned with the United Nations Global 
Compact. The Supplier Code of Conduct also forms 
part of our agreement with each partner in the BCD 
global network. We encourage our suppliers to promote 
our shared values of sustainable procurement within 
their own supply chain. Our long-term commitment 
is to ensure that all partners and suppliers align their 
sustainability objectives with our own.  
We ensure our Supplier Code of Conduct is aligned with 
the latest ethical business legislation. For example, in 
2021 we included an additional clause outlining how 
suppliers can report any potential violations of the 
Code, committed either by their own employees or 
representatives, or by any of BCD Travel’s employees or 
representatives. This amendment ensures compliance 
with the new EU Whistleblowing Protection Directive. 
BCD seeks business relationships that are built on trust, 
respect and shared values. We only select suppliers who 
meet our business and commercial requirements and who 
demonstrate responsible business practices based on ethical, 
environmental and social criteria. 
As new sustainability legislation is implemented, and 
stakeholder requirements evolve across the supply 
chain, the importance of integrating sustainability 
best practices across global procurement processes 
continues to increase.  
Our expectations of the standards we require from 
our suppliers and partners are outlined in our Supplier 
Code of Conduct. Ethically conducting business and 
abiding by all legal and regulatory requirements are 
important components of this shared commitment. 
At the same time, we continue to be a sustainable 
member of our clients’ supply chains, supporting 
their sustainable procurement strategies by applying 
third-party audited best practices. This is demonstrated 
by our second EcoVadis Platinum rating, ISO 14001 and 
ISO 45001 certification in 100% of our wholly owned 
operations, as well as our annual CDP assessment and 
SBTi targets. We recognize our responsibility to add 
sustainable value both up and down the supply chain 
and reinforce our commitment to help change the 
procurement landscape. 
39

Supplier assessments 
Our sustainable procurement initiatives incorporate several processes to assess supplier 
compliance and sustainable practices within our supply chain.  
We carry out desktop assessments of our supply chain to assess supplier risk in the areas 
of environment, business ethics, labor standards, human rights and modern slavery, as 
well as their participation in the United Nations Global Compact. In 2021 we assessed 
100% of our top 30 suppliers on extended criteria.  
Our key partners participate in an independent assessment by EcoVadis, the world’s 
most trusted business sustainability ratings provider, to measure their sustainability 
performance. From 2016 onwards over 60 assessments were carried out by EcoVadis. 
This includes key sustainability criteria such as labor standards and human rights, the 
environment as well as sustainable procurement and ethics. To date many of our partners 
assessed have achieved a Bronze or Silver rating.  
Information security risk assessments 
The Information Security Risk Management team ensures risk to products and services 
deployed and used in support of our business objectives are continually assessed 
and managed. This minimizes potential impact from unexpected events, protecting 
organizational assets. A security risk assessment (SRA) is required for all internally 
developed products and third-party procured products and services. We continually 
perform supplier assessments and reassessments to validate adherence to security and 
compliance requirements to ensure the delivery of secure products and services.  
In 2021, a total of 191 requests for SRA were reviewed and processed by the risk 
management team. 
More than 90% of our top 30 suppliers were 
reviewed for information security compliance.
40

Supplier diversity 
When it comes to promoting equal opportunities in 
sustainable procurement, we know we can’t stand still.  
The impact of COVID-19 has allowed us to pause and 
refocus our commitment to sustainable, diverse and 
inclusive procurement.  
We’re committed to identifying, 
selecting and developing 
diverse suppliers, and recognize 
the importance of supplier 
diversity and its contribution 
to the success of our client 
partnerships. 
Our goal is to support the use of supplier-diversified 
business enterprises as vendors of quality products, 
services and competitive prices. We aim to select and  
work with socially responsible and like-minded suppliers 
who engage in responsible business practices. For BCD, 
supporting diversity and equality across our supply  
chain is an ever-evolving practice – but one that we’re 
determined to get right.  
41

Using a global approach 
Our approach to supplier D&I extends across our global 
footprint. BCD is certified in South Africa to Level 1 
BBBEE. Our mission is twofold: to create opportunity 
in the workplace and support the growth of small 
enterprises. The BBBEE initiatives in place focus 
mainly on three pillars contained in the codes: skills 
development, enterprise and supplier development and 
socio-economic development. BCD also has a proud 
history of working with suppliers that support Indigenous 
Australians, including Qantas and Virgin Australia who 
both have well-established Indigenous employment 
programs.  
Since 2016 we have supported our partners through 
the EcoVadis assessment process which includes D&I 
components as part of the labor standards and human 
rights section. Additionally, some organizations in our 
U.S. affiliate program are classified as diverse suppliers 
– further expanding BCD’s reach with SME/minority 
businesses. These partnerships drive D&I standards, 
initiatives and processes across our organization. 
Integrating diversity into meeting and  
events strategies 
Supporting D&I in the supply chain has gained additional 
focus for meeting and event (M&E) planning in recent 
years. Now more than ever, we are aware of the impact 
our roles can have on creating equal opportunities for 
minority-owned business and our responsibility to act.  
We continue to work with our clients to identify 
sustainable and D&I suppliers within M&E, and 
implement D&I scorecards to measure success. Future 
opportunities to support diverse supplier strategies 
include integrating D&I classification into sourcing 
strategies, helping our clients identify new opportunities 
or minority-owned businesses they may already be 
working with.  
We know that the lack of funding for small organizations 
to pay for diverse certification can also be a barrier. This 
results in the need for diverse supply chain levels of both 
certified and non-certified organizations to be tracked. 
D&I is also changeable as you move across markets and 
regions. These are the considerations that we continue 
to work through with clients who are integrating supplier 
D&I within their wider M&E strategy and analytics.  
Tracking diverse suppliers 
In the United States we track the use of diverse suppliers 
and provide reporting to our customers as required. Today 
we work with diverse suppliers, including organizations 
classified as Women-Owned Business Enterprises 
(WBE), Minority-Owned Business Enterprises (MBE), 
Veteran-Owned Business Enterprises (VET) and Small 
Business Enterprises (SBE). 
As part of our 2022 D&I roadmap 
we’re further strengthening our 
partnerships and classification 
process to grow a diverse supply 
chain, actively improving our 
use of diverse suppliers. 
Refocusing our policy and goals 
A strong supplier D&I program needs to have clear 
policies at its base. That’s why we are creating a new 
supplier diversity policy with a renewed commitment, 
broader integration across our global organization, clearer 
standards and stakeholder expectations. In tandem, we’re 
establishing new supplier D&I processes that will allow us 
to more effectively implement change, track progress and 
expand supplier development and engagement. 
42

FOCUS AREA
LONG-TERM COMMITMENT
2021 OBJECTIVE
2021 RESULTS
2022 OBJECTIVE
Supplier 
compliance
Ensure all partners and suppliers 
demonstrate responsible business 
practices. Align suppliers’ social, 
ethical and environmental respon-
sibilities with our own goals and 
objectives. 
Extend supplier assessment criteria, 
focusing on the top 30 suppliers based on 
annual spend. Create a supplier dashboard 
to better visualize supplier sustainability 
performance.
Extended the supplier assessment criteria of 
the top 30 suppliers based on annual spend 
to ascertain compliance with sustainabiity 
requirements.
Source a new company to provide supplier 
diversity certifications of our existing 
supplier base. Review quarterly reports 
starting from Q2/2022.
Sustainable 
procurement
Increase awareness of sustainability 
issues (environmental, ethical 
and social considerations) within 
global procurement and sourcing 
processes.
Incorporate supplier Diversity & Inclusion 
principles in the Global Procurement and 
Strategic Sourcing policy.
All members of the Global Procurement 
team to participate in further sustainable 
procurement online training.
Updated the Global Procurement and 
Strategic Sourcing policy to include supplier 
Diversity & Inclusion guidelines.
No sustainable procurement training was 
completed due to COVID-19 related resource 
issues.
All members of the Global Strategic Sourcing 
team to participate in further sustainable 
procurement online education or training.
Data protection in 
the supply chain
Continue to develop controls to 
protect the integrity of the data 
we hold and to demonstrate 
compliance to ISO 27001, PCI DSS, 
SOC 2 and global data protection 
regulations.
Continue the assessment/reassessment 
of 96 -100% of products, services and 
suppliers.
Assessed/reassessed >96% of products 
and services in collaboration with internal 
stakeholders. Ensured security compliance 
with supplier agreements, alignment with 
security standards and controls for secure 
deployment, maintenance and use of 
supplier products and services within the 
orgnization. 
Through the Digital Security Program (DSP), 
identify and report on supplier products and 
services within the supply chain life cycle.
Assessment/reassessment of 98 - 100% of 
products, services and suppliers. 
Expand risk governance activities for 
remediation of risks.
  LINK TO 2021 SUSTAINABILITY REPORT
43

Service Performance 
Our commitment to delivering optimal service, products and 
solutions to help our customers improve their travel program’s 
environmental and social impacts remains paramount. We 
recognize that customers judge their experience with BCD 
Travel in terms of cost, duty of care and service performance. 
Now more than ever, they also measure value by how closely 
our innovative solutions meet their shifting business travel and 
sustainability requirements. 
In this section:
  LEADERSHIP IN SUSTAINABILITY BEST PRACTICES
  ADVITO
  SUSTAINABLE MEETINGS & EVENTS 
  TRAVELER DUTY OF CARE
44

BCD Travel as a trusted advisor on 
sustainability best practices 
Our role is that of trusted advisor to our clients and in 
the travel industry. As part of our approach, we bring 
innovation to sustainability best practices. In 2021 our 
global sustainability management system has seen us 
continue to manage our impact on climate change, drive 
governance, ethics and compliance across our sphere 
of influence and ensure Diversity & Inclusion practices 
are implemented throughout our organization. We also 
continue to provide support to 44 community projects 
and our three human trafficking partners globally, 
despite the impact of COVID-19.  
We know that the sustainability improvements that both 
BCD and our clients seek can only happen with change 
across our industry. Being an active participant in the 
conversation around sustainability is essential to driving 
this progress.   
We take the role collaboration plays in sustainability 
to heart. Partnering with our customers, suppliers and 
other key stakeholders to enable change is an essential 
component of our sustainability program. We also work 
across BCD Travel, BCD Meetings & Events (BCD M&E) 
and Advito to drive our shared commitment to build a 
better future. Sustainability is a core, foundational focus 
for us – one that we must work toward together.
Partnering with our 
customers, suppliers and 
other key stakeholders  
to enable change is an 
essential component of  
our sustainability program.
45

Our Vice President, Executive Chair Sustainability 
continued with her position as Vice Chair of 
the GBTA Sustainability Committee for the 
second year. We also extended our influence further 
with an Advito sustainability leader joining the GBTA 
Sustainability Committee in 2021. Most recently, our Vice 
President, Executive Chair Sustainability was announced 
as one of the sustainability executives on the GBTA 
Sustainability Leadership Council.  
Our sustainability team regularly present at 
industry events. They share the latest in sustainability 
best practices and identify how sustainability can be 
integrated across the full spectrum of travel management 
services.  
We work closely with suppliers across the travel 
industry to promote environmental best practices. For 
example, in May 2021 Delta Air Lines and BCD signed 
the first ever sustainable aviation fuel (SAF) agreement 
between an airline and a travel management company. 
The Sustainable Aviation Fuel Program offers companies 
like ours the opportunity to contribute to the usage 
and development of SAF. We can purchase SAF, which is 
made wholly from waste and residue of raw materials.
We fund the SAF price premium over conventional fuel, 
and by increasing use of and demand for SAF, we help 
decrease the aviation industry’s reliance on conventional 
jet fuel and reduce carbon emissions. The purchase is 
certified by ISCC (International Sustainability & Carbon 
Certification).  
Our consulting arm, Advito, are also building partnerships 
with offsetting and contribution companies to provide 
concrete recommendations and solutions to clients 
looking for the very best offsetting solutions.  
The Global Sustainable Tourism Council (GSTC) 
requested that one of Advito’s sustainability experts 
take on an educational role as part of their education 
and awareness courses. This position will incorporate 
teaching a cohort of sustainability students to further 
promote environmental best practices across our 
industry in a think tank format. 
Our commitment to sustainability has seen us 
continue to develop our digital travel services 
to help our clients meet their travel management 
sustainability goals. We are capturing crucial data 
elements across every step of our clients’ travel activity 
to power our analytics, reporting, post-booking service 
capabilities and dashboards. We help our clients with 
actionable insights across their program, delivering 
carbon reporting for air, hotel and rail via our reporting 
platform DecisionSource®.  
We also provide carbon offsetting solutions from 
our certified SolutionSource® third-party technology 
partners.  
We help travelers make informed sustainable decisions 
at the point of sale through intuitive, tailored messaging, 
clear visual callouts and filters in both the online and 
agent-led booking tools. Our solutions make it easier for 
travelers to make the right choices when booking travel. 
Across all phases of a trip, we push timely intelligent 
messages to the traveler through our award-winning 
mobile application, TripSource®, to give them relevant 
and program-approved actions that remove friction from 
their trip, while still supporting program goals.  
With the continued impact of COVID-19 on the traveler 
experience, the wellbeing of travelers has also never 
been more important. We offer a suite of solutions to 
drive a positive impact on employees’ overall health, 
wellbeing and travel experience – and they help our 
clients retain the best talent too.   
Our clients can also benefit from Advito’s leading 
sustainability practice. They continue to push the 
boundaries on what it means to implement a sustainable 
travel program, from ISO certified carbon reporting 
to best in class sustainability traveler engagement 
campaigns.
Highlights in our sustainability awareness and innovation activities
46

Sustainable CollaborationTM 
With more employees working from home, virtual 
collaboration is a viable alternative to business travel. 
With the right framework in place, reducing travel 
demand is one of the most important opportunities for 
companies working to increase sustainability, savings and 
employee satisfaction. In today’s business environment, 
hybrid meetings and events (a mix of live and virtual 
components) are the norm, addressing both health and 
safety concerns related to the pandemic and the growing 
demand to build sustainable connections. 
Advito’s holistic approach tackles the problem from 
all angles by using advanced business intelligence to 
examine carbon emissions and providing what-if scenario 
modeling. This helps travel managers to understand the 
impacts of eliminating some travel and shifting share to 
more sustainable options when employees do head out 
on the road. By encouraging more sustainable forms of 
collaboration, clients can reduce or redirect 4-10% of their 
travel spend and significantly reduce CO2 emissions. 
Advito’s ISO-certified methodology – GATE4 
To reduce travel demand and overall emissions, robust 
and accurate reporting is necessary for a data-driven 
strategy. Advito’s sustainability experts spent 18 months 
reviewing and evaluating different reporting methods to 
create a proprietary methodology to calculate business 
travel emissions – GATE4. GATE4 stands for Global 
Analytics for Travel Emissions, and the “4” represents the 
four categories where the methodology can be applied – 
air, hotel, rail and car.  
GATE4 takes into account multiple factors not included in 
standard emissions reporting, like aircraft type, person 
to freight ratio, radiative forcing, hotel eco-labels and 
amenities, country-level electricity mix and carbon 
intensity, as well as individual rail operators’ sustainability 
initiatives. GATE4 is certified under the ISO 14000 (14064 
and 14065) series – the world’s most widely recognized 
environmental management standard. This means GATE4 
emissions figures can be included in annual financial 
reporting as recognized carbon calculations and can be 
used to create science-based sustainability targets. 
Over the past year, Advito has significantly 
expanded their sustainability practice that 
leverages all areas of their expertise, including 
data integration, analytics and visualizations, 
traveler engagement, supplier sourcing and 
spend management. 
Advito’s focus on sustainable travel doesn’t 
just mean protecting the environment and 
addressing climate change, it also covers the 
social and governance elements of sustainability. 
To drive meaningful action, it’s key to integrate 
sustainability into everything from the travel 
policy to the employee wellbeing and duty of care 
strategies. This is an especially important factor 
as we move into a gradual recovery from the 
effects of the COVID-19 pandemic.  
47

Data-driven recommendations 
Advito’s experts use the insights from these emissions 
figures to create customized recommendations for 
clients, helping them reduce overall travel and make 
better decisions, like selecting the most sustainable 
routes and suppliers when they do have to get out  
on the road. 
Advito’s advanced analytics measure progress toward 
sustainability goals, including emissions trends, supplier 
sustainability score and rankings and scenario modeling 
to measure the impact of better travel decisions.  
The GATE4 methodology also powers Advito’s Meetings 
& Events Sustainability Calculator. The tool is designed 
to help meeting planners not only take into account 
the traditional factors that contribute to a meeting’s 
environmental impact (like food, giveaways, etc.), but also 
to consider key components like where the attendees 
are coming from and how they are getting there. Advito’s 
calculator helps meeting planners determine which levers 
they can adjust to reduce the overall impact of their 
event. 
Industry-leading traveler engagement  
Advito’s clients can inform and educate their employees 
and build organizational norms around sustainable 
business travel with traveler engagement. Using the 
data, Advito creates communications designed to keep 
travelers engaged in achieving sustainability goals, 
whether that’s through merchandising strategies to 
shift share to more sustainable suppliers or educating 
travelers on policy changes. 
Advito develops specific 
messaging tailored to their 
clients’ sustainability goals, 
driving smarter collaboration 
and eco-friendly decision- 
making. 
Employee wellbeing 
As sustainability continued to be integrated into travel 
management it became increasingly important for 
companies to refocus on how and when they were 
supporting employee wellbeing – and whether this was 
being considered as part of the wider sustainability 
strategy. 
As a result, Advito has been building wellbeing strategies 
for their clients that monitor traveler wellbeing as well as 
practical plans for improvements. Their holistic approach 
uses the Traveler Wellbeing dashboard and innovative 
behavioral economics strategies, marketing techniques 
and technology optimization to create a frictionless 
digital experience for travelers in support of their 
wellbeing.
48

The team further streamlined their approach to 
drive consistency across regions, supported by the 
appointment of a Global Sustainability Coordinator.  
Key achievements included: 
  The Venue Evaluation solution, which includes a 
series of sustainability criteria to rank venues as part 
of the sourcing process and incorporate metrics into 
the event contract
  The Event Scorecard solution, which includes 
extensive measures that can reduce the impact of 
an event. These can be adopted for an individual 
event or a wider meeting program
  The Meetings Management Maturity Model 
is used to benchmark program performance. BCD 
M&E enhanced this model with new wellness, 
Diversity & Inclusion and sustainability criteria 
  The Guide to Sustainability in Meetings & 
Events was published to provide key insights on 
sustainability in our industry, as well as ideas to 
reduce carbon emissions, food waste, plastics and 
paper. The guide outlines areas of the event to 
prioritize, who’s getting it right and actionable steps 
to take within each business area
Sustainable meetings  
and events 
In 2021 BCD M&E’s Global Sustainability Team 
developed sustainability best practices for both 
their sustainability program and the service 
offerings available to clients. 
49

Traveler duty of care 
Our Global Crisis Management team is a 24/7 resource, 
helping companies keep their travelers safe. Throughout 
2021 we continued to consciously serve our clients with 
our objective in mind to help companies keep their 
travelers safe. We continued toward our aim to be the 
most trusted advisor for travel risk management.  
We emphasize the importance of travel risk management 
with thought leadership, honing our expertise through 
continuous learning and certifications. 
Being active thought leaders 
With the release of ISO 31030:2021 Travel risk 
management - Guidance for organizations in 2021, BCD’s 
Traveler Security Program Assessment (TSPA) helps our 
clients align their travel risk management program with 
the global standard introduced by the International 
Organization for Standardization. We published a series 
of nine short educational videos detailing the newly 
released ISO 31030 to drive further education and 
awareness on this important global standard.  
In 2021 our travel risk 
management experts saw a 
40% increase in demand to 
participate in presentations 
and webinars on topics related 
to travel risk management.
This included both internal and client educational 
forums, various webinars and BCD’s annual client event 
MindMeld. Topics included 2021 risk outlook, duty of  
care and digital health passes. We continued to support 
clients who had completed our TSPA with follow up 
guidance as they worked to enhance their travel risk 
management programs.  
Members of the Global Crisis Management team  
are active thought leaders throughout the travel risk 
management community. One team member  
volunteers on the National Standard Bodies (NSB) for 
ISO TC262 - Risk Management Committee, fostering 
continuous collaboration and education with risk 
management experts. The team director is also the 
co-chair of the Global Business Travel Association  
Europe Risk Committee and regularly participates in 
international forums.  
Most members of the Global Crisis Management team 
have been certified by the Institute of Occupational 
Safety and Health (IOSH) in “Safety, Health, and 
Security for the Mobile Worker,” after attending training 
conducted by the International SOS Foundation. The 
training courses included risk assessments, developing 
and implementing briefings, building organizational 
directives, incident management and action planning. 
Additionally, Global 
Crisis Management 
collaborated with BCD’s 
Research and Innovation 
team to create several 
infographics on traveler 
safety and digital health 
passes in support of our 
customers getting back 
to travel. 
Research
Snapshot
COVID-19: digital health passes: What’s expected?
Produced by BCD Travel Research & Innovation, March 2021
Source: an online survey of 844 business travelers conducted by BBCD Travel 
between February 17 and 26 , 2021.
Find out more about digital health passes in our Getting 
back to business travel series reports: The Path to Safe 
Travel and Digital Health Passes. 
Be reliable
Make information 
accessible
Provide accurate 
information 
Be widely recognized 
and accepted
Traveler concerns
Business travelers are most concerned about the data. They want their personal data to 
be protected, and they want it to be correct. Digital health passes also need to be proven 
and simple to use.
Characteristics and features 
To be successful, a digital health pass needs to: 
Be secure
Protected data
Correct data
Simple to use
Shown to work
Accepted by all countries
Up to date
Government-backed
Post-COVID-19 use
Independent support
Need for back up
50

FOCUS AREA
LONG-TERM COMMITMENT
2021 OBJECTIVE
2021 RESULTS
2022 OBJECTIVE
Products and 
services
Deliver innovative services, 
products and performance value to 
our clients; improve travel program 
environmental and social impacts.
Provide auditing services to clients to assess 
their duty of care initiatives and identify 
potential gaps.
Support clients with health and security 
provider RFP services. As business travel 
resumes post-COVID-19, companies are 
seeking third-party assisstance to keep  
them and their traveling employees safe.
Continued to support our clients in 
evaluating their travel risk management 
program through the Traveler Security 
Program Assessment to identify areas of 
strength and opportunities for growth.  
Ongoing awareness of ISO 31030:2021 with 
BCD experts to support and assess client 
travel risk management programs. 
Offering continued promotion and education 
in travel risk management through videos, 
presentations and workshops. 
Team members continue to volunteer on 
global committees for continuous education 
and collaboration around travel risk 
management.
Fast, high-quality 
data
Provide enhanced quality data to 
our travelers.
Expand our data quality metrics to include:
•	 Quality goals in each category
•	 Highlight areas where goal was not met
•	 Indicate improvement or steps required 
to meet customer expectations
Established measurement to highlight where 
quality goals fell below the threshold.
Implemented enhancements to the quality 
checks.
Collaborated with business owners on 
opportunities to reduce client data errors.
Create an automated process to chase late 
data delivery and data corrections.  
•	 This will include three automated 
attempts and a subsequent escalation 
process   
•	 We expect this will reduce manual work 
for at least 1.5 resources
Create dynamic process for customer’s 
preferred hotel augmentation. Improve the 
quality of the augmented properties.
Client satisfaction 
and stakeholder 
engagement
Empower travelers to make 
smart choices through effective 
engagement strategies.
Move the satisfaction measurement process 
into the ‘point of experience’ and refine the 
scope of our listening stations.
Continued with the development with 
our point of experience measurement 
processes.
Continue to create point of experience 
satisfaction measures across different 
service channels.
  LINK TO 2021 SUSTAINABILITY REPORT
51

Charity and Community 
Support 
Helping others and giving back reflect our company values and are 
integral to our sustainability program. We support our employees 
in their own efforts to support local community charities through 
companywide charitable initiatives like Making a Difference and 
our partnership with organizations to end child trafficking and 
exploitation. Our commitment to these causes in more than  
100 countries continues to make a difference in the lives of  
others in the communities in which we work and live. 
In this section:
  MAKING A DIFFERENCE
  HUMAN TRAFFICKING 
  WE’RE PROUD OF OUR PARTNERSHIPS 
In the photo: Hogar Madre Anna Vitiello project in Guatemala
52
52

Making a Difference 
– community projects 
across the world 
The John and Marine van Vlissingen BCD Family 
Foundation is a non-profit organization whose mission is 
to improve the lives of people around the world, with an 
emphasis on helping children.  
Projects in APAC
BCD Travel Singapore: Pertapis Children’s Home 
BCD Travel Hong Kong: Chi Heng Foundation 
Projects in EMEA
Belgium: Bednet, Take-off
Denmark: Kuul, Julehjaelpen 
Finland: Project Liv 
France: Reves 
Germany: Weraheim Babyklappe  
Stuttgart, Balu and Du, MainLichtblick e.V. 
(M&E) 
Israel: Kenyfayim 
Luxembourg: Autismus Verein Trier e.V.  
Netherlands: Stichting Lotje (M&E), Free School  
Under the Bridge 
Poland: Children’s Home Association  
of Janusz Korczak (M&E) 
Sweden: Min Stora Dag (M&E)
Switzerland: Mathilde Escher Stiftung 
UK: Big tiny steps, A smile for a child 
Uganda: Elgeyo Marakwet  
Foundation
Together with our shareholders, John and Marine 
van Vlissingen, we supported 44 charitable projects 
worldwide through the Making a Difference program 
in 2021. From mentoring programs for underprivileged 
children, to helping children with life-threatening 
illnesses and supporting orphanages and school projects, 
employees around the globe take part in fundraising 
activities to support these small, targeted projects which 
directly benefit children in our communities. 
Projects also receive funding from the John and Marine 
van Vlissingen BCD Family Foundation.   
Despite the challenges brought about by COVID-19, our 
continued commitment to these projects is testament 
to how the culture of giving back is instilled across our 
global organization. 
Projects in LATAM
Argentina: Tu Amigo Invisible en el Chaco 
Brazil: Núcleo São Jeronimo  
Colombia: Funasa 
Costa Rica: Simirinak, Proyecto Daniel 
Ecuador: Fundacion Ceipar, Albergue  
La Dolorosa 
Guatemala: Hogar Madre Anna  
Vitiello, Hogar Marina Guirola 
Mexico: Aldeas Infantiles 
Peru: Recreo 
Venezuela: Rural Musical 
Schools
Projects in U.S.
Memphis: Hope House 
Atlanta: Atlanta Children Shelter 
Chicago: Cradles to Crayons (M&E),  
Chicago Student Run 
Raleigh: NC Inter-Faith Food Shuttle (M&E) 
Camden Street Learning Garden, Me Fine (M&E)  
Dallas: CASA Parade of Playhouses 
Kansas: Synergy Services 
New Jersey: CASA Pop Up Shop 
South Carolina: Food trucks,  
Flicks and FUN-draising 
U.S.: Project Citizen -  
Student-Led Fundraising  
Initiative
Global project
The Potter’s Village  
53

Human trafficking 
The Global Human Trafficking Committee represent BCD 
in partnering with leading anti-modern slavery partners 
including A21, Anti-Slavery International and ECPAT. Our 
mission is to create internal and external awareness of 
human trafficking by educating on the vulnerabilities, 
such as low self-esteem or homelessness, signs to look 
for and where to report if human trafficking is suspected.  
According to the United Nations Office on Drugs and 
Crime enforcement (UNODC), as a result of COVID-19 
measures this crime may have been driven further 
underground. The UNODC also emphasize the potential 
limitations on the ability of state authorities and non- 
governmental organizations to provide essential services 
to the victims of human trafficking*. 
As COVID-19 unfolded, BCD 
knew it was important to 
continue with our objective to 
drive education and awareness 
about modern-day slavery. 
Throughout the pandemic our 
commitment hasn’t stopped.  
In November 2021 we launched our BCD Global Human 
Trafficking Committee intranet hub – a key step in our 
education and awareness plan. The hub is split into 
sections that address why we participate, any current 
news, tools available to clients and employees, our key 
partnerships and how employees can get involved.  
Our why – As an extension of our training, this part of 
the hub helps our global employees understand how the 
travel industry is uniquely positioned to drive education 
and awareness, as traffickers use air travel and hotels to 
support their crimes. It also introduces the committee, so 
employees know who to contact for further action and 
advocacy. 
Tools our employees and clients can use – This 
includes presentations, resource links to our partners 
A21, Anti-Slavery International and ECPAT and 
infographics to drive awareness for our clients. 
Get involved – This section guides BCD employees on 
the part they can play in helping to raise awareness, 
including any upcoming events for their calendar.  
News – Employees can get the latest news from our 
committee and partners such as the A21 Walk for 
Freedom and our participation in the END IT Movement 
with ECPAT-USA. 
By launching this hub, we continue to engage our 
employees with the important work we’re doing in this 
area. Other key achievements include: 
   We partnered with ECPAT and A21 to deliver training 
globally, further increasing awareness of the issue. 
99% of global employees have either completed or 
are in progress with the training
   We rebranded our project with an update on both 
internal and external marketing materials to ensure 
they remain impactful
   We continued our support of key events including 
Human Trafficking Awareness Day, National Human 
Trafficking Prevention Month in the U.S., the End It 
Movement with ECPAT and A21’s Walk to Freedom 
*Reference to the UNODC HTMSS Thematic Brief on COVID-19 https://www.unodc.org/documents/Advocacy-Section/HTMSS_Thematic_Brief_on_COVID-19.pdf
54

We’re proud of our partnerships 
Our relationships with our partners are essential to our work to help combat  
modern-day slavery. We invite our employees, clients and suppliers to find out  
more about what they can do too.  
ECPAT is the leading international organization seeking to end  
children’s commercial sexual exploitation through awareness,  
advocacy, policy and legislation.  
A21 combats modern-day slavery by working to Reach, Rescue and 
Restore lives—reducing vulnerability, assisting victims and empowering 
survivors. The organization works in 18 different locations in 13 countries 
across the globe.  
Anti-Slavery International was founded in 1839 and is the oldest 
international human rights organization in the world.
55

Sustainability Reporting 
In this section:
  SUSTAINABILITY PERFORMANCE
  MATERIALITY MATRIX
  GRI CONTENT INDEX
56

Sustainability Performance
Governance, Ethics and Compliance
2021
2020
2019
2018
2017
2016
Number of countries covered by compliance program
30
30
30
27
25
24
Code of Conduct, Non-Compliance Reporting and SpeakUp training completion rate
94%
-
99%
98%
97%
96%
Data privacy training completion rate
95%
97%
97%
90%
-
-
Information security awareness training completion rate
93%
94%
97%
90%
-
-
Number of countries covered by ISO 14001/45001 certification
30
29
29
27
25
24
EcoVadis rating covering all wholly owned markets
Platinum
Platinum
Gold
Gold
Gold
Gold
Workplace Practices
2021
2020
2019
2018
2017
2016
Number of employees (wholly owned markets)
10,756
11,110
13,495
13,160
12,275
11,959
Employees covered by a collective bargaining agreement
23%
25%
23%
25%
28%
30%
Number of training hours per employee
14.28
6.29
26.48
13.72
12.83
11.93
Women at all levels
69%
70%
69%
70%
70%
70%
Women in management roles (Director and above)
 49%
50%
50%
50%
51%
47%
Employees working from home
48%
41%
35.3%
32%
31%
30%
Locations accredited to ISO 45001
100%
99%
99%
66%
58%
26%
Human trafficking awareness training completion rate
99%1
-
92%
-
-
-
1Cumulative total since introduction of the course in 2019.
57

Environment
20201
2019
2018
2017
2016 (Baseline)
Locations accredited to ISO 14001
100%
99%
66%
58%
26%
Total energy consumption (MWh)
0.514
2.988
3.067
3.215
3.013
Green electricity 
39%
36%
24%
20%
17%
Scope 1 GHG emissions (tCO2e)
214
1,086
1,018
1,224
1,183
Scope 2 GHG emissions (tCO2e)
2,174
12,034 
11,221
11,357
10,646
Scope 3 GHG emissions (tCO2e)
1,745
6,981
7,202
6,689
7,886
Intensity measurement ‘Tonnes of CO2e per FTE’ (based on number of full-time employees)2
0.37
1.55
1.48
1.43
1.52
Single-use plastic reduction3
86%
86%
37%
21%
0%
Sustainable Procurement
2021
2020
2019
2018
2017
2016
Suppliers that have signed the Supplier Code of Conduct
88%
88%
88%
88%
85%
85%
Suppliers that have been assessed against Supplier Code of Conduct requirements1
100%
-
42%
72%
40%
22%
Global Procurement staff trained on sustainable procurement topics
-
-
100%
100%
85%
85%
Number of partner assessments using EcoVadis2
6
3
10
11
7
24
Sustainability Performance
1Focused on the top 30 suppliers based on annual spend. 2Suppliers assessed per year.
1Environmental reporting covers the calendar year 2020. 2021 data for some performance indicators is not available due to organizational impacts 
from COVID-19 and therefore not included here. 2We have used tonnes of CO2e per FTE as an intensity metric to normalize the data and provide a 
useful comparative performance indicator. 3Single-use plastics: no change due to office closures during the COVID-19 pandemic.
58

Materiality matrix
Our materiality analysis is our approach to identifying 
critical economic, environmental and social issues, 
which may reflect a significant impact on the company’s 
business performance or substantively influence the 
assessments and decisions of its stakeholders.
  VIEW
GRI Content Index
BCD Travel’s 2021 Sustainability Report relies upon 
guidance issued by the Global Reporting Initiative (GRI 
sustainability reporting framework). This report has 
been prepared in accordance with the GRI Standards: 
Core option. The determination of which GRI aspects 
are material to our business is a direct result of our core 
issues assessment. This formal process includes ongoing 
feedback from internal and external stakeholders.
  VIEW
59

© 2022 BCD Travel N.V. All rights reserved. BCD Travel®, DecisionSource®, 
TripSource® and SolutionSource® are registered trademarks, and Sustainable 
Collaboration is a trademark, of the BCD Group.
For information regarding  
this report please contact:
Sharon Dirks
Senior Director, Sustainability
sharon.dirks@bcdtravel.de
sustainability@bcdtravel.com