2021 
SUSTAINABILITY  
REPORT
1

Our 2021 Sustainability Report summarizes activities, achievements and progress for the calendar years 2019 
and 2020. It aligns with the 10 principles of the United Nations Global Compact, the United Nations Sustainable 
Development Goals and has been prepared in accordance with the GRI Standards: Core option.
Section 1	
Leadership Perspective
Section 2	
Our Company
Section 3	
Our Approach
Section 4 	
Governance, Ethics & Compliance
Section 5	
Workplace Practices
Section 6	
Environment
Section 7	
Sustainable Procurement
Section 8	
Service Performance
Section 9	
Charity & Community Support
Section 10	
Sustainability Reporting
•	 Sustainability Performance
•	 Materiality Matrix
•	 GRI Content Index
•	 Auditor Verification Statement
For more information on our sustainability initiatives, visit our website www.bcdtravel.com/sustainability.
GRI 102-50, 102-52, 102-54

SECTION 1
LEADERSHIP 
PERSPECTIVE
This report covers two years, 2019 and 2020,  
which in many ways represent polar opposites for 
BCD Travel, for our industry—and for the world.  
In this statement, we’ve chosen to speak particularly 
to 2020, a year that forced countries, companies 
and individuals to change policies, priorities and 
behaviors. 
1

BUSINESS RESILIENCE  
DRIVEN BY PURPOSE
For 45 years, BCD has been in the business of 
bringing people together through travel and 
meetings, two activities made nearly impossible 
since March 2020. But the same conditions 
that rocked our industry also highlighted our 
responsibility to our people, our clients and our 
community. In challenge, we found opportunities  
to serve, to innovate, to:
Live our values. For years, in speaking to clients, 
prospects, the press and our own people, we’ve 
called out our BCD culture as a true differentiator. 
The events of 2020 put that culture on shining 
display, as we rose to meet challenge after challenge. 
We’ve never been prouder of our employees’ 
courage, willingness to serve and grace under 
pressure—and now, more than ever, these qualities 
remain crucial. We delivered on our promise to 
ourselves and our clients to keep solving together, 
acting with purpose, doing what’s right, giving our 
best and feeding the future. 
Align under our core strategies. Together, 
we strengthened the partnership, simplicity and 
innovation that our people and our clients perceive 
and receive at BCD. We delivered experiences and 
solutions that kept people safe, healthy, productive 
and confident. We simplified complexity through 
technology innovations that anticipate what lies 
ahead for our clients and their travelers. 
We can look back at 2020 and be proud of 
what we achieved in the face of extraordinary 
circumstances—including our highest new sales 
and client retention ever. Our sales and retention 
levels are far more than numbers on a page. They 
represent the deep trust our clients have both in 
our financial stability and our ability to deliver. They 
establish a solid foundation for future growth as 
travel returns. And they will continue to fuel our 
capacity to focus on the essentials of sustainability.
GRI 102-14, 102-15
2

SUSTAINABLE INNOVATION
In a year of unparalleled disruption, we moved 
forward on projects, initiatives and solutions that 
represent our firm commitment to sustainability. 
Our EcoVadis Platinum rating validated our 
outstanding sustainability performance, confirming 
our position in the top 1% of all companies assessed. 
We would be remiss in not calling out several 
developments that speak to the unique conditions of 
2020 and to the influence those conditions will have 
on the way we and our clients will operate in the 
future:
Climate change: The management of the 
environmental impact of our operations and the 
development of innovative solutions to help our 
clients make their travel programs more sustainable 
were in focus in 2020. To be future fit to meet 
our internal goal to reduce carbon emissions 
significantly by 2030, we signed on to the Science 
Based Target initiative (SBTi). Our defined carbon 
goals will be submitted by Q4 2021.
Sustainable collaboration: Our focus on 
sustainable travel doesn’t just mean protecting 
the environment and addressing climate change, 
it also covers traveler wellbeing and minimizing 
risk. This is an especially important factor as we 
manage the impact of COVID-19. We’re working 
with clients to enable virtual collaboration as a 
viable alternative to business travel. It’s one of 
the most important opportunities for companies 
seeking to increase sustainability, savings, and 
employee satisfaction. Across our business lines, 
we’re addressing health and safety concerns 
related to the current pandemic by advising on 
strategies and facilitating both fully virtual and 
hybrid meetings and events.
Be You at BCD: We continue to grow as a 
company dedicated to creating thriving teams 
where everyone feels safe and welcome and 
respectful environments where everyone is 
valued. Driven by employee-led regional Diversity 
& Inclusion councils, we expanded internal 
education and awareness opportunities that help 
each of our people “                                   .”
Life Sciences Center of Excellence: It is our honor 
and privilege to serve 90% of the world’s top 20 life 
sciences companies. As the companies we serve in 
the pharmaceutical and life science industries raced 
to deliver coronavirus vaccines and treatments 
that will help give people the confidence to travel 
again, we were at their sides. Our expanded service 
offerings focus on patient-centricity to further 
enhance travel programs, leverage cost and improve 
experience. Our support for these clients (and so 
many others) translates into a force for positive 
change backed by partnership and shared purpose. 
The world needs them and they need us. And that is 
something we can be truly proud of. 
Sustainable Development Goals: As a signatory  
of the United Nations Global Compact since 2008, 
our actions are guided by its ten principles in the 
areas of human rights, labor, environment, and 
anti-corruption. We continue to integrate the  
UN Sustainable Development Goals (SDGs) that 
have the greatest impact on our business. In 2020, 
we identified five additional SDGs, extending the 
number of supported goals to ten. These two UN 
initiatives continue to be a driving force in our 
current and future sustainability strategy.
2020
Top rating for BCD Travel
Four times Gold and now Platinum.
READ MORE
3
GRI 102-14, 102-15

John Snyder
President & CEO
Kathy Jackson
Vice President & Executive 
Chair, Sustainability
FIT FOR 
THE 
FUTURE
As we pass the one-year anniversary of the first coronavirus country lockdowns, uncertainty continues to 
rule the day. The world was galvanized by the approval of effective vaccines at the end of 2020, but we still 
don’t know when vaccinations will create herd immunity and how national and international measures and 
restrictions will evolve. 
Business travel will look very different as we move into a post-COVID world. But one thing will never change: 
our commitment to the wellbeing of our people, our clients and their travelers, and the wellbeing 
of the global community in which we all live and work. In partnership with our clients, we’re tackling this 
dynamic global crisis with discipline and cautious optimism. Together, we look forward to renewed success and 
sustainable growth.
4

SECTION 2
OUR COMPANY
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 companies toward their 
goals. In short, we help our clients travel smart and 
achieve more. We make this happen in 109 countries 
with a global client retention rate of 98%, the highest 
in the industry. For more information, visit  
www.bcdtravel.com. 
5

GLOBAL PRESENCE
We have headquarters  
in every region and 
operate in 109 countries 
around the world.
6
GRI 102-3, 102-4, 102-5, 102-7, 102-45
COUNTRY LIST

BCD MEETINGS & EVENTS  
At BCD Meetings & Events (BCD M&E), we believe in 
the power of human connection. Whether designing 
virtual or live events, we bring proactive solutions, 
innovation and imagination to create meaningful 
experiences that bring audiences together.
Working with clients, we focus on the user journey 
to create moments that engage, motivate, celebrate 
and inspire. As a world-leader in experience design 
and execution, we use our global network and 
buying power combined with our relentless passion 
and unmatched knowledge to drive results. Our 
expertise in virtual meeting solutions has earned 
us status as trusted advisors in a global pandemic, 
when human connection and safety are top priority.  
For more information, visit www.bcdme.com.
BCD’s other business lines include:
ADVITO 
Advito is an international travel management 
consultancy, partnering with companies to develop 
innovative, highly dynamic travel programs that 
simultaneously reduce overall travel spend and 
raise employee satisfaction, delivering unparalleled, 
long-term savings. Our team of cross-industry 
experts provides analytics-driven supplier 
management, traveler engagement solutions and 
program & technology optimization tools that help 
businesses create measurable, meaningful and 
sustainable improvements in their travel program.
We start with the most robust data, collected from 
multiple sources, to produce a holistic view of 
clients’ travel spend and traveler consumption. We 
use that data to inform our Dynamic Performance 
Framework model, enabling us to balance the 
competing needs of reducing travel spend while 
increasing employee satisfaction. In response to the 
current challenging environment, we are helping 
businesses integrate travel into their COVID-19 
recovery plans and create customized back to  
travel strategies. For more information visit  
www.advito.com. 
We focus on the user 
journey to create moments 
that engage, motivate, 
celebrate and inspire.
GRI 102-2, 102-45
7

BCD Energy, Resources 
and Marine Travel
We bring together corporate 
and crew travel expertise to 
make managing travel simpler. 
We tailor our technology and 
processes by traveler type, 
allowing customers to manage 
all their traveler types within 
our platforms while accounting 
for varied policies and ways of 
engagement. 
BCD Media & 
Entertainment Travel
For more than 30 years, 
the world’s leading media, 
entertainment artists, labels 
and production companies 
have trusted us with their 
travel. We provide a broad 
array of global services tailored 
to the entertainment industry’s 
travel needs. 
BCD Sports
At BCD Sports, we focus 
on delivering unrivaled 
experiences. Whether it’s  
the travel logistics of an 
entire sports team or 
building relationships 
through the power of 
athletics, our experts know 
success is in the details.
BCD Life Sciences Center 
of Excellence
At BCD, life sciences are our 
lifeblood. As the leading life 
sciences travel management 
and meetings company, we 
service over 100 organizations 
in this sector across travel, 
meetings and consulting, 
including 90% of the top  
20 pharmas in the world.  
Within our companies, we 
support customers across the 
healthcare spectrum from 
pharmaceuticals to medical 
device companies, biotechs, 
hospital systems, CROs, 
insurance and beyond.
BCD Government Travel
BCD Government Travel 
provides a wide range of 
travel services that align with 
U.S. government guidelines. 
Travelers get the information 
and options they need to 
make smart travel purchasing 
decisions. Designated 
government travel counselors 
provide expert advice and 
service to government 
travelers. They participate 
in specialized training to 
understand the specific needs 
of government agencies and 
employees on official travel. 
8
GRI 102-2

AWARDS & RECOGNITION
EcoVadis Platinum rating for sustainability 
performance, 2020 (Gold rating 2016-2019)
Best Corporate Social Responsibility Program, 
Business Travel Awards, 2019 
Winner in the category, ‘Promotion of a 
Women-related Corporate Social Responsibility 
Project,’ WINiT Awards, 2019
Flexjobs 100 Top Companies with Remote Jobs, 
2015-2020
Forbes’ Best Mid-sized Employers, 2021, 2019, 2017
Comparably’s Best Company for Women, Diversity 
and Culture, 2019
Investors in People Silver-level accreditation, 
2017-2020
Travel Management Company of the Year, Business 
Travel & Mobility Conference, 2019
Gold Stevie® Award winner for best travel app, 2020
2020
Best Mid-sized 
Employers
Additional awards  
& recognition
SEE MORE
9

SECTION 3
OUR APPROACH
MISSION
Our mission is helping people and companies travel 
smart and achieve more. 
VISION
Our vision is to be the world’s most trusted and 
innovative travel management company. Our people 
make achieving our mission and executing our vision 
possible. 
10

STRATEGIC DIRECTION 
Engaged, committed employees who live our values, create our brand— 
the partnership, simplicity and innovation that our clients perceive and receive at BCD. 
Partnership
We work together with colleagues, clients, industry 
peers, startups and suppliers to deliver experiences 
and solutions that add value and keep people 
healthy, happy, productive and confident.  
Simplicity
We’ve simplified complexity and reduced friction for 
clients, travelers and our own people. By improving 
our own responsiveness, agility and efficiency, 
ensuring that travel programs are fully and rapidly 
equipped for future growth. 
Innovation
We’ve invested in people, processes and 
technologies to deliver digital solutions to 
companies’ travel and business problems; manage 
change with agility and anticipate what lies ahead 
for our clients and their travelers.
11
GRI 102-46
11

OUR VALUES
Our strategy starts with our values, the guiding 
principles our company is based on, and the people 
who live them.
Solve it together: Collaboration connects us. 
There’s no problem so tough that we can’t tackle it 
together. Working as a team, we harness the wisdom 
(and energy) of the crowd.
Act with purpose: We embrace change and foster 
innovation. Our creativity and drive are positively 
contagious—and they get results.
Do what’s right: We operate openly and foster 
transparency. Our team members, clients and 
communities always know where we stand.
Give your best: Passion powers us. We believe the 
only way to do great work is to love what you do. 
We’re inspired by the people and places around us.
Feed the future: When we give others the 
tools, skills and opportunities to succeed, they 
flourish. When we give ourselves the same, we’re 
unstoppable. 
Sustainability 
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.
Diversity & Inclusion
Within our company, our own people bring D&I to 
life. Global and regional councils—composed of 
employees from every region, function and level 
in the company—are responsible for creating a 
framework for diversity and inclusion that celebrates 
and nurtures different voices, backgrounds and 
perspectives in our workforce—so that each 
individual can “ 
.” We’re working to 
build D&I awareness through relevant programs that 
engage people and teams across the organization.
Our values are 
reflected in our 
commitment to 
sustainability 
and diversity & 
inclusion.
12
GRI 102-46, 412-1

UN GLOBAL COMPACT
We’ve been a signatory of 
the UN Global Compact since 
2008, and we continue to 
support the 10 principles 
on human rights, labor 
standards, the environment 
and anti-corruption across 
our sphere of influence. In committing 
to these principles – and in investing 
resources each year to compile our annual 
Communication on Progress to the UN 
Global Compact – we hope to enlist other 
companies globally to join the initiative to 
create sustainable organizations, sustainable 
governments and a sustainable planet.
We‘ve supported the United Nation‘ shared plan of action for people, 
planet and prosperity since 2017. Through our strategic direction 
and business activities, we contribute directly and indirectly to the 
achievement of the SDGs. We identified and prioritized ten areas that 
are most relevant for our business.
Examples of how we support these selected goals can be found 
throughout the report.
GRI 102-12, 102-46, 412-1
13
SEE ALL 17 SDGS

STAKEHOLDER 
ENGAGEMENT
We have a diverse range of stakeholders, including 
our customers and their travelers, travel industry 
groups, charities, sustainability groups and BCD 
staff. We engage our stakeholders around the globe 
in our planning and strategic development, to make 
sure our business direction reflects the proper 
priorities and business travel industry best practices. 
Our local markets play an important role in forming 
relationships with local stakeholders.
For us, engagement is a continual process, rather 
than a one-off exercise. We use a wide range of 
methods to reach our stakeholders, including focus 
groups, workshops, formal research and the myriad 
of conversations that take place between our staff, 
partners and customers on a daily basis.
INDUSTRY  
ENGAGEMENT
We build strong relationships with industry trade 
associations that represent the interests of our 
customers and other stakeholders in the travel sector.
We are an allied member of GBTA (Global Business 
Travel Association) and work closely with GBTA 
associations in both the US and Europe. Colleagues 
from functions throughout the company represent 
BCD Travel on several GBTA committees both in the 
US and Europe:
   GBTA Global Board of Directors
   GBTA Advisory Board
   Sustainability Committee
   Aviation Committee
   Risk Committee
   Meetings and Events Committee
   Payment Solutions Committee
We are active across local country chapters of GBTA 
and are regularly invited to speak at GBTA events. 
For us, engagement is a 
continual process, rather 
than a one-off exercise.
GRI 102-12, 102-13, 102-21, 102-40, 102-42, 102-43, 102-46
14
+
SEE HOW

SECTION 4
GOVERNANCE,  
ETHICS & 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.
15

GOVERNANCE STRUCTURE
We believe that a high level of corporate governance 
helps maintain our reputation as a trusted partner 
for our customers, partners, suppliers and other 
stakeholders.
Supervisory Board, Management Board 
and Executive Committee
BCD Travel’s Governance and Enterprise Risk 
Management structure is comprised of (a) 
Supervisory Board (Board of Directors), (b) 
Management Board (President & CEO, COO & 
CCO and Global CFO reporting to the Supervisory 
Board, among others, about all ERM topics) and (c) 
Executive Committee (Members of Management 
Board and Regional/Divisional Presidents & Global 
Function Executives such as EVP Supplier Relations, 
EVP Global Client Team and EVP Technology). All 
operational management across all functions has 
responsibility for directly identifying, assessing, and 
mitigating risks.  
 
 
 
Operational management is supported by internal 
risk and compliance functions such as Information 
Security, Legal, Finance, HR, Performance & Process 
Solutions, Internal Audit and Sustainability in 
identifying, assessing and mitigating risk. External 
risk and compliance experts are engaged to support 
as indicated.
Ethics Committee
The Ethics Committee comprises the global CFO, 
the SVP Internal Audit, SVP Global Legal and a 
representative of the BCD Travel Supervisory Board 
responsible for compliance.
We believe that a high level 
of corporate governance 
helps maintain our reputation 
as a trusted partner.
16
GRI 102-18, 102-19, 102-20, 102-21, 102-22, 102-23,  
102-24, 102-26, 102-29, 102-30, 102-31, 102-33  
UNGC 2, 6, 7, 8, 10

Sustainability Core Team
The Sustainability Core Team defines our 
sustainability strategy, long-term and annual 
objectives. Quarterly updates from the Vice 
President and Executive Chair of Sustainability 
and the global executive team ensure that these 
leaders have complete insight into our sustainability 
program and how it’s integrated throughout our 
organization—from strategic planning and risk 
management to monitoring implementation and 
performance. The Vice President and Executive 
Chair of Sustainability reports directly to the global 
CEO. 
Global Sustainability Team
The Global Sustainability Team is led by the Vice 
President and Executive Chair of Sustainability 
and the Director of Sustainability. To implement, 
monitor and maintain our sustainability projects 
and goals, we rely on a structure of regional and 
local in-country sustainability coordinators across 
our global network.  
 
Representatives from various functions across 
our global network such as human resources, 
marketing, sales, program management, product 
development, consultancy, and meetings and 
events provide valuable input to our sustainability 
initiatives. This dedicated group of individuals 
helps raise awareness on sustainability issues and 
aids in advancing the standards of environmental, 
ethical and social business practices within our 
organization. The team meets on a monthly basis.
We also maintain separate leadership groups 
dedicated to areas such as operations, risk and 
compliance, internal audit, legal, and global 
procurement. These groups include leaders with 
relevant expertise from business segments and 
functions. The Sustainability Core Team meets 
periodically with these stakeholder groups to 
evaluate progress in implementing our strategies 
and to evaluate performance goals.
SUSTAINABILITY GOVERNANCE
17
GRI 102-18, 102-19, 102-20, 102-21, 102-22,  
102-29, 102-30, 102-31, 102-32, 102-33
17

Diversity & Inclusion Councils
The Vice President and Executive Chair of 
Sustainability is the central point of contact 
for regional D&I Councils and is responsible 
for defining and guiding the internal 
diversity & inclusion program.
D&I Global Councils across five regions provide 
recommendations for D&I strategies, set local and 
regional goals and champion education programs in 
their regions and local markets.
The Vice President and Executive Chair of 
Sustainability reports to the Global CEO.
Human Trafficking Committee
The Human Trafficking Committee is 
championed by a group of dedicated 
individuals throughout our global 
organization to create internal 
and external awareness for human 
trafficking. The committee’s mission is to 
educate on the vulnerabilities, signs to look 
for and where to report if someone suspects 
human trafficking. All efforts are aimed at 
eradicating human trafficking and the sexual 
exploitation of children. 
The committee works closely with ECPAT and 
A21 in raising awareness through education. 
The Vice President and Executive Chair 
Sustainability is the Executive Sponsor for the 
committee.
Environment, Health & Safety Committee
The Director of Sustainability is responsible for 
monitoring our global environment, health and 
safety (EHS) management system, aligning quarterly 
with EHS coordinators in our wholly-owned 
countries and facilitating annual external ISO audits. 
A global network of local EHS coordinators ensures 
that all requirements of the management system are 
met in all office locations in their countries.
The Director of Sustainability reports to the Vice 
President and Executive Chair of Sustainability.
BCD Travel is currently ISO 14001 (environment) and 
ISO 45001 (health & safety) certified in 29 countries. 
We rely on a structure of regional and local 
in-country sustainability coordinators across our 
global network.
18
GRI 102-18, 102-19, 102-20, 102-21, 102-22, 403-4

Bribery and corruption controls
We’re trusted by our customers throughout the 
world. Our zero-tolerance approach includes actively 
engaging all employees in anti-corruption policies 
and practices. We uphold the integrity of the travel 
industry and help support ethical societies that 
promote sustainable development.
This means avoiding corruption of all kinds. We 
abide by all applicable anti-bribery laws, including 
FCPA, the UKBA and the local laws in every country 
in which we do business. Our internal audit 
department is responsible for ensuring compliance 
with anti-bribery and corruption applicable 
legislation.
Stakeholder engagement
We build relationships with customers, new 
prospects, employees, non-governmental groups, 
and suppliers who seek common ground on 
sound governance. We rely on these stakeholders 
to understand and mirror the ethical conduct 
we expect from our employees in all business 
challenges and activities.
Responsible sales
We’re committed to ensuring that all sales 
employees carry out their responsibilities in an 
honest, truthful and ethical manner, whatever the 
local laws, culture or regulations.
Human rights
We practice due diligence to guard against human 
rights violations and have expanded existing 
corporate policies to set clearer expectations. This is 
demonstrated in our anti-slavery policy in support 
of the UK Modern Slavery Act and the human rights 
section of our Supplier Code of Conduct. We also 
support End Child Prostitution and Trafficking 
(ECPAT), the leading international organization 
seeking to end the exploitation of children by raising 
awareness, advocating for victims and pushing for 
policy and legislative changes to protect them.
“Don’t’ Look Away,” an online human trafficking 
course, included in our compliance training program, 
is made available to all employees through our 
global learning system, Knowledge Hub.
GOVERNANCE IMPACT 
ON SUSTAINABLE 
BUSINESS PRACTICES
All BCD Travel employees are expected 
to behave with integrity at all times. We 
embed accountability for ethical business 
conduct through corporate policies, 
employee training, and transparent, 
stakeholder-focused reporting. To promote 
good governance throughout the business 
travel sector value chain, we use our scale, 
market position and trusted relationships to 
encourage ethical behavior by our partners.
GRI 102-16, 102-21, 102-22, 102-25, 102-42,  
102-43, 205-1, 205-2, 409-1
19

Ethics & compliance
Our Code of Conduct applies to all BCD Travel 
employees, members of the Executive Board, 
consultants and other agents when they represent 
or act on behalf of BCD Travel. It outlines our 
company’s policies and expectations for:
  Practicing good citizenship, including support for 
human rights
  Preventing corruption
  Promoting a positive and safe work environment
  Ensuring transparency in our disclosures
  Avoiding conflicts of interest
  Protecting sensitive information
  Properly using company assets
  Complying with all laws in all countries where 
we operate
  Competing fairly
  Considering sustainable practices in our 
business dealings
Our systems and procedures ensure that our 
commitment to anti-corruption is steadfast.
 
Our stance is clearly stated within our Global Legal 
Group Policy, which has been made available 
to all employees across the globe via applicable 
communication channels.
A strong message against corruption is included 
in the Code of Conduct. Our Non-Compliance 
Reporting Policy provides guidelines on bringing any 
potential misconduct to management’s attention.
Anti-corruption issues may be larger in some 
markets than others, so we encourage local 
initiatives to help employees understand the 
broader issues and ensure all forms of corruption 
and bribery are prevented.
We ask suppliers and partners globally, to sign our 
Supplier Code of Conduct. To date, more than 88% 
have signed and returned the document.
In 2016, we established the Group Policy Governance 
Process document that defines the drafting and 
approval process of BCD Travel policies. It stipulates 
that our policies be reviewed regularly and adapted 
as indicated.  
The Group Policy Governance Process defines the 
method for the creation and implementation of 
policies and applies to all existing and future policy 
documents.
Policies that were previously included in the Global 
Group Policy document were reviewed, updated 
and communicated to all employees in line with the 
Group Policy Governance process. These fifteen 
new global policies cover topics relating to legal, HR, 
finance, fraud management, mergers & acquisitions, 
sanctions and third-party payments, procurement 
and strategic sourcing and human rights. 
The Code of Conduct, the Non-Compliance 
Reporting Policy and the SpeakUp System have been 
implemented in 30 majority-owned countries. Three 
newly-acquired markets, Colombia, Poland and 
Japan were included in 2019 and Italy in 2020.
All employees are required to participate in a 
mandatory Code of Conduct training which provides 
specific training on identifying corruption and 
how to report non-compliance to the Code. The 
participation rate in 2019 reached 97%.  
20
GRI 102-10, 102-16, 102-17, 102-25, 102-33, 205-1, 205-2

Bi-annual Code of Conduct training is mandatory for 
all employees globally and for new hires as part of 
the Compass onboarding program.
In 2019, the three modules of our Code of Conduct 
training program and the Code of Conduct refresher 
training were consolidated into one compliance 
training course. A section covering the Global Group 
Policies was included. 
The Code of Conduct, Non-Compliance Reporting 
Policy and supporting documentation, awareness 
materials as well all-new Global Group Policies are 
communicated to all employees through our global 
intranet. 
A compliance email account is monitored by the 
global functions internal audit and legal group. As 
previously noted, the independently operated BCD 
Travel SpeakUp System offers our employees the 
opportunity to anonymously report any misconduct. 
All reported incidents are investigated and the 
results are reviewed by a designated member of the 
BCD Travel Board responsible for compliance.
Ethical concerns can be raised by every employee via 
all available communication channels:
1.	 The manager (in line with our open-door policy)
2.	 The compliance email account  
(compliance@bcdtravel.com) or
3.	 Anonymously (and in their respective native 
language) via the SpeakUp System
A complete review of compliance incidents since the 
inception of our formalized compliance program 
in 2014 was conducted and more sophisticated 
reporting with key risk indicators was put in place. 
The reporting allows year-over-year comparisons 
across regions/divisions down to individual legal 
entities.
The global internal audit team also partners, 
upon request, with the compliance and ethics 
departments of our clients to promote ethical 
business practices beyond the boundaries of the 
company or industry. 
We’ve further improved our cross-functional 
approach to preventing and detecting fraud.  
External fraud attempts are reported to our fraud 
email account (fraud@bcdtravel.com). Fraud 
warnings are immediately drafted and issued 
using various communication tools and specifically 
designed communication lists.
In line with our zero-tolerance stance against fraud, 
we investigate all reported misconduct and take 
decisive action, including legal action if necessary, 
towards any internal or external party.
We participate in an annual sustainability 
performance assessment conducted by EcoVadis, 
the leader in global sustainability ratings. Our 
ranking in the top 1% of all suppliers assessed by 
EcoVadis since 2016 confirms our high standards of 
business ethics and compliance. Our sustainability 
performance was recognized by EcoVadis in April 
2020 with the new Platinum rating.
Corporate initiatives and 
policies that support 
governance and direct 
employee action
21
GRI 102-16, 102-17, 102-25, 205-1, 205-2
SEE INITIATIVES AND POLICIES

Risk management
BCD Travel’s risk assessment process represents 
the cornerstone of our governance framework.  
We evaluate risk based on levels of confidentiality, 
integrity and availability. The risk assessment process 
outlines our methods for capturing and analyzing 
risks within our business. Risk assessments consider 
both our organization-wide strategic, operational, 
compliance, and reporting requirements, plus those 
requirements relating to our services, processes, 
or functions such as supply chain, or regulatory 
compliance. 
BCD Travel has implemented the following risk 
mitigation management systems and policies globally:
  ISO 14001:2015 environmental management
  ISO 45001:2018 occupational health and safety 
management
  ISO 27001:2013 
  ISO 9001:2015
  Code of Conduct
  Global Group policies
  Global Information Protection Policy
  Privacy policy
  Supplier Code of Conduct
Risk  
categories
22
GRI 102-11, 102-16, 102-30, 205-1, 205-2
+

Information Security
BCD Travel relies on information and information 
technology (IT) to provide services and information 
to users and customers around the globe. As 
the use of technology increases, so do the 
risks associated with technology, including the 
unauthorized disclosure of sensitive information 
and the unscheduled downtime of IT services and 
applications. 
To mitigate these circumstances and protect client 
data, we base our Information Security program on 
international security standards, such as the ISO 
27001, data privacy laws, best practices as well as 
input from our clients.
Security policies and procedures
Our Information Security team develops, 
implements, monitors and maintains policies and 
procedures aligned with ISO 27001 controls and 
PCI-DSS requirements. Below are some examples 
of the policies and procedures we have in place for 
maintaining data protection and privacy. 
  Acceptable use 
  Access controls 
  Antivirus and malware 
  Application development 
  Configuration change management 
  Data classification 
  Password 
  Patch management 
  Privacy 
  Personnel screening 
  Third-party connectivity 
PROTECTING  
OUR ORGANIZATION
We base our Information 
Security program on 
international security 
standards, data privacy laws, 
best practices and input 
from our clients.
GRI 102-16
23

Information Security organization 
Dedicated Certified Security Professionals protect 
assets in the care of BCD Travel. These professionals, 
located in America, Europe, and Asia Pacific maintain 
cutting-edge technical expertise and professional 
designations such as Certified Information Security 
Manager (CISM), Certified Information System 
Security Professional (CISSP), Certified in Risk and 
Information System Control (CRISC) and many more. 
BCD Travel integrates information protection within 
our operations and we maintain business alignment 
using steering and advisory committees and risk 
assessments.
Information Security program — operations 
Application security assessments provide an 
added layer of security by assessing the security of 
applications used by BCD Travel to collect, store or 
process sensitive information. We use internal and 
external resources to perform these assessments 
and we track any issues until resolved. 
Change management includes detailed testing, 
approval and implementation procedures for 
moving changes to the production environment. 
Client management provides proactive 
management of client security expectations. 
Communication and training provides security 
notification, awareness, training and messaging 
throughout the company and all its business lines. 
Compliance manages compliance efforts for 
appropriate business and IT assets with an efficient, 
streamlined, lifecycle-based approach. 
Fraud management includes assisting with the 
prevention, detection, mitigation, investigation  
and prosecution of fraudulent activities against  
BCD Travel. 
Growth and development identifies, assesses, 
matures and enhances the security posture of the 
countries within the BCD Travel group portfolio. 
Incident management includes procedures to 
investigate, correct, document, and review security 
events, mitigate their impact, and prevent future 
security events. We deploy network IDS/IPS to 
monitor network traffic for malicious activity. 
Network operations center and security 
operations center personnel monitor systems, 
respond to alerts and distribute reports. 
Risk management supports the business 
operations in identifying, assessing and mitigating 
risks within business processes, applications and 
information technology systems. 
Security architecture establishes and guides the 
architecture of the BCD Travel enterprise to ensure 
security integration throughout the technical 
infrastructure. 
Security monitoring ensures that security 
technologies operate to protect and secure the BCD 
Travel enterprise. 
Strategy and governance ensures our security 
program and tasks align with business objectives.
24
GRI 102-16, 102-30

2019/2020 Highlights
During 2019 and 2020 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 have remained high. 
Initiatives in the areas of governance, compliance, 
cybersecurity, payment security, customer security 
and operations security, as well as new business and 
risk management, were continuously monitored and 
improved.
Compliance
The following certifications were renewed  
through external audits:
•	
ISO 27001 and ISO 9001
•	
PCI Reports on compliance for:
•	
TSPM, AgentSource Booking, Atlanta CDE, 
PCI Merchant Compliance
In 2020, we obtained the following audit reports  
and certifications for the first time:
SOC 2 Type 2 Report
•	
Auditing procedure that ensures that 
we securely manage data to protect the 
interests of the organization and the privacy 
of our clients.
•	
Defines criteria for managing customer data 
based on five “trust service principles”—
security, availability, processing integrity, 
confidentiality and privacy
•	
Type 2 details the operational effectiveness of 
those systems.
•	
TISAX-VDA Certification
•	
TISAX (Trusted Information Security 
Assessment Exchange) serves as a 
cross-company recognition of assessments 
of information security in the automotive 
industry based on a common testing 
and exchange mechanism under the 
sponsorship of the ENX Association.
BY THE NUMBERS
> 95% security awareness training  
completion rate for six years in a row
109 countries audited on security 
compliance minimums 
400 billion logs analyzed and scanned for 
security issues
24x7x365 monitoring for potential threats
118 client assessment questionnaires 
completed
193 requests for security risk assessments 
completed
90% of top 30 suppliers reviewed  
for information security compliance  
due diligence
340% increase in Application Security 
scanning compared to 2018
89 RFP/RFI questionnaires,  
16,500 security-related questions answered
25
GRI 102-16

Data Privacy
We take the responsibility to protect the client, 
traveler and employee data that we hold very 
seriously. We manage that protection through an 
interdisciplinary approach to data privacy that 
includes a global data protection officer, IT security 
specialists, and legal and privacy experts. 
Our dedicated Data Privacy team is part of BCD’s 
Global Legal department and provides support by:
  Negotiating privacy provisions of agreements 
with customers, vendors, suppliers, and others 
that BCD enters into agreements with that 
touch on personal data.
  Reviewing the privacy friendliness of BCD 
systems, tools, and development projects.
  Forming part of the incident response team 
in the event personal data may be accessed 
inappropriately and helps stakeholders 
communicate with affected parties.
  Serving as the initial point of contact for 
individuals who have questions about how  
BCD handles their personal data.
  Working closely with many teams throughout 
the organization, including Information Security, 
Global CDS Operations and Human Resources.
  Helping employees understand how we can 
best handle personal data for our employees, 
customers, and business partners.
Updates and monitoring
We continuously monitor data protection laws in 
all the countries where we operate to update our 
policies, procedures and agreements relating to 
personal data. Our privacy team also monitors 
non-data protection laws and proposals which may 
impact how BCD processes personal data. Brexit 
serves as an example. The Trade and Co-operation 
Agreement (TCA) between the European Union 
and the United Kingdom, reached in the final 
days of 2020, includes a section on transferring 
personal data across the English Channel. The TCA 
provides a four to (possibly) six-month grace period 
during which personal data may be transferred. 
We continue assessing our agreements, internal 
systems, vendors and business partners in 
preparation for any changes which may be required 
for EU-UK personal data.
International data transfers
International transfers of personal data were a 
major topic in the privacy world in 2020 due to 
a high court decision (European Union Court of 
Justice Judgment of the Court (Grand Chamber) 
of 16 July 2020).  We continue to lawfully transfer 
personal data internationally using our Intra-Group 
Agreement and Standard Contractual Clauses. 
Our Binding Corporate Rules (BCR) are in the final 
stages of approval with the Dutch Data Protection 
Authority. Once approved, the BCR will document 
BCD’s adherence to some of the highest data 
protection standards currently available. Since 
the high court decision, we’ve carefully reviewed 
and assessed the impact on our way of working, 
our business, our systems and our business 
partners. We continue to monitor these and adjust 
accordingly.
We take the responsibility 
to protect the client, traveler 
and employee data that we 
hold very seriously.
26
GRI 102-16

Assessments
Continuous improvements to our assessment 
process for data protection and privacy practices 
impact assessments which include a review of our 
internally developed tools and technologies. We 
continue enhancing our methods to ensure internal 
consistency and coordination between departments.
Data subject rights
We continue improving and enhancing our process 
to respond to requests from data subjects seeking to 
exercise their rights (access, correct, delete) to their 
personal data. Every member of our privacy team is 
trained to address requests and coordinate with the 
appropriate systems, technology and colleagues to 
expedite responses. 
Training and awareness
Data protection training is required during the 
onboarding of all staff and annually thereafter. 
Certain stakeholders receive supplemental 
information to appropriately inform our clients 
and business partners about our data protection 
standards and program. 97% of employees 
completed mandatory GDPR training.
GRI 102-16
27

FOCUS AREA
LONG-TERM COMMITMENT
2019 OBJECTIVE
2019 RESULTS
2021 OBJECTIVE
Business 
Governance, 
Ethics  & 
Compliance
Further develop our governance, compliance 
and ethics programs to cover global 
operations; demonstrate transparency and 
leadership to all stakeholders. 
Continue the multi-year review and update 
of five global group policies; include  
sustainability criteria where appropriate.
Revise Code of Conduct refresher training to 
include a section on the new Global Groups 
Policies.
Roll out Code of Conduct, Non-Compliance 
Reporting Policy and SpeakUp System to all 
employees in recently acquired markets.
Four new global group policies were 
introduced, 3 policies were reviewed and 
updated.
Training on Global Groups Policies was 
included in Code of Conduct training in 2019.
Rolled out Code of Conduct compliance 
training modules to newly acquired markets - 
Colombia, Poland and Japan in 2019, Italy  
in 2020.
Review and update all Code of 
Conduct training modules for 
inclusion in 2021 all-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.
IT Governance & 
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.
Implement new security solutions to protect 
our key systems and information such as 
URL filtering, Web security services, DLP 
cloud deployment and endpoint detection 
and response tools.
Deployed proactive threat hunting technology 
in NORAM  and global DLP rollout started.
340% increase in Application Security 
scanning compared to  2018.  
33% increase in logs analyzed and triaged by 
Cybersecurity Operations.
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.
Sustainability 
Governance
Continue to improve sustainability 
performance throughout all areas of our 
business.
Transition from OHSAS 18001 to ISO 45001; 
complete ISO 45001 certification in 100% of 
all wholly owned countries.
Maintain EcoVadis Gold rating.
Transitioned the OHSAS 18001 health 
& safety management system to ISO 
45001:2018. Achieved certification in 99% of 
wholly-owned locations by December 2019. 
Achieved EcoVadis Gold rating for the 4th 
consecutive year in 2019. Achieved Platinum 
rating in 2020.
Re-certify 100% of locations to the 
ISO 14001:2015 and ISO 45001:2018 
standards.
Maintain EcoVadis Platinum rating.
OBJECTIVES & RESULTS
Due to COVID-19’s effect on the travel industry and our business, no objectives were set for 2020
28

SECTION 5
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. 
29

A BETTER WORKPLACE
We help our people strike a healthy balance 
between their professional and personal lives, 
creating a flexible workplace that meets the needs 
of the company and the individual. We operate 
our services and facilities with a single-minded 
objective: to protect the wellbeing of our employees, 
customers, the public and the environment. We 
defend our employees from unreasonable health 
and safety risks, forbidding any acts or threats 
of physical violence—including intimidation, 
harassment or coercion in the workplace or while 
conducting business off company property. We 
specifically prohibit harassment based on race,  
color, national origin, ancestry, religion, creed,  
sexual orientation, disability, marital status,  
medical condition and age.
Our global HR policy outlines the standards and 
criteria in place to protect the wellbeing of our 
worldwide workforce. 
Recruitment, selection and onboarding
Our long-term success depends on our ability 
to attract, recruit, develop and retain engaged 
employees, ensuring our continuous growth. In 
line with the Global Harassment Policy, we don’t 
tolerate discrimination or harassment. In upholding 
the Global Equal Opportunities Policy, we’re fully 
committed to promoting equal opportunities in 
employment. Our employees and applicants receive 
fair and equal treatment.
Our onboarding process offers a consistent, robust 
experience, ensuring that every new team member 
has the same opportunity to learn about our culture, 
immerse themselves in it and feel supported from 
day one. 
We operate our services 
and facilities with a 
single-minded objective: to 
protect the wellbeing of our 
employees, customers, the 
public and the environment.
GRI 102-11, 102-34, 403-7, 412-1  
UNGC 1, 2, 3, 4, 5, 6
30

Work environment
Honest communication is a vital part of a positive 
work environment. We encourage employees to 
bring forth their ideas, suggestions, questions and 
concerns. We listen carefully and act upon what we 
hear. We protect the confidentiality of all personal 
information in our employees’ records and never 
release personal information to outside sources 
unless we’re legally required to do so. We also offer 
competitive pay and benefits, appropriate for the 
markets we operate in.
Social dialogue
We foster engagement and social dialogue by 
regularly seeking direct feedback from our people 
on improvements that need to be made and ways 
to achieve them (e.g., employee surveys, enterprise 
social media, virtual and face-to-face meetings, 
project teams). We provide information through 
multiple channels (e.g., global intranet, videos, email, 
internal and external company magazines, white 
papers, blogs and company websites) to help our 
employees stay updated on the company’s progress 
and their contribution to it. 
 
We nominate high-achieving employees to the 
Circle of Excellence program, designed to reward 
staff members who demonstrate outstanding 
achievement in support of BCD Travel’s core values: 
Solve it together, Act with purpose, Do what´s right, 
Give your best and Feed the future. 
We recognize and respect our employees’ right 
to freedom of association and to join collective 
bargaining organizations. Currently, 23% of our 
employees are covered by collective bargaining 
agreements. The European Works Council (EWC) was 
created in 2008 to act as a platform for information 
and consultation to support BCD Travel’s business 
activities in the European Economic Area. The EWC 
contributes to the preparation and transparency of 
transnational projects and promotes considering 
how employees may be significantly impacted by 
business decisions. 
EWC meetings take place at least once per year and 
provide an opportunity to facilitate social dialogue, 
strengthen cohesion and further develop the spirit 
of cooperation between management, employees 
and their representatives.
Duty of care
We uphold the duty of care for our employees while 
they’re on the road by providing traveler tracking, 
crisis and emergency response and security 
awareness and education. We issued ‘Travelsafe’ 
cards to our employees, a consolidated company ID, 
IATA and travel insurance card in one, allowing us to 
better support them when outside of their regular 
working environment.
BCD Travel’s core values: 
Solve it together, Act with 
purpose, Do what’s right, 
Give your best and Feed the 
future. 
31
GRI 102-41, 102-43, 403-7, 412-1

Talent support and growth  
We continue to build on existing initiatives that 
make great people want to stay with us. Job 
enrichment is key. Our people are already exploring 
new environments, working with new teams and 
developing new skills. For example, thanks to 
programs like Challenge and to the sheer, everyday 
motivation of our people, hundreds of employees 
work on special assignments or projects each year, 
beyond the scope of their defined role. We continue 
to explore opportunities for employees to gain 
new experience in their own countries and across 
borders. 
We help people grow through a comprehensive, 
consistent appraisal process linked to individually 
tailored development opportunities. We expect 
our managers to devote time and energy to 
coaching their team members and helping our 
people succeed. To make this happen, we invested 
heavily in an online learning platform with a wealth 
of robust training content. And we continue to 
emphasizie career progression so people can grow 
with the company, ensuring renewed focus on our 
long-term sustainability through succession planning 
workshops to identify future leaders.
 
Our frontline agents are the voice of our company. 
We have a great reputation for service—but 
customer demands are evolving, and we’ve upped 
our game. We align training, technologies and best 
practices for our operations teams with our growing 
consumer-focused mentality. The tools we use, 
improve data quality, reduce manual work for agents 
and give them more consultative time with their 
clients. AgentSource® gives agents access to greater 
content in a consumer-grade booking environment. 
The result: They can be savvy, trusted advisers for 
every customer they interact with.
Human resources management
2019 saw the company make the single biggest 
people investment in the history of our company 
with the implementation of SAP SuccessFactors. 
We’ve made implementing global standards 
and processes more efficient and taken our HR 
administration to the next level. We can benefit  
from economies of scale with opportunities that  
are future-fit and aligned with our growth as a  
global service provider. 
GRI 404-2, 404-3, 412-1
32

Workplace health and safety
We focus on providing our employees with a safe 
and healthy work environment. Our goal is to 
provide an injury-free workplace and our “target 
zero” initiative promotes a global culture where 
employees embrace a zero-injury mentality.
As part of our global sustainability initiative and in 
response to internal, client and market expectations, 
we developed and implemented an environment, 
health and safety (EHS) program. This management 
system was designed to meet global best practice 
standards, reduce our environmental impact and 
reduce health and safety risks. We are dedicated to 
avoiding environmental incidents, accidents, injuries 
and work-related illnesses at the locations we 
occupy and operate.  
 
 
 
 
To achieve this target, a series of policies and 
standards have been adopted globally that define a 
framework for the management of environmental, 
health and safety topics. The model for our EHSMS 
is based on the internationally recognized ISO 
14001:2015 and ISO 45001:2018 standards.
99% of our global locations covering twenty-nine 
wholly owned markets achieved ISO 14001 and  
ISO 45001 certification by December 2019.
In 2020 we updated our global EHS management 
system to include global and local health and safety 
requirements to ensure the safety of our employees 
during the COVID-19 pandemic.
Workplace flexibility
Our flexible work policy supports working from 
home and shared parental leave, helping our  
employees accommodate their priorities outside  
of work.
99% of global, wholly owned 
operations are covered by 
ISO 45001 health and safety 
certification.
33
GRI 102-11, 403-1, 403-2, 403-4, 403-5, 403-7, 403-8, 412-1
SEE THE NUMBERS

Learning and development
We also give people more and better ways to learn. 
We strive for customized, individualized approaches 
that balance practical experience, virtual classrooms, 
self-guided learning and group learning. We know 
that different people learn in different ways, so we’ll 
continue leveraging blended learning via Knowledge 
Hub, boosting the rich and relevant training available 
across the globe.
As we give exciting opportunities to current 
employees who want new challenges, we also  
want to bring new people onboard whose skills 
enhance our strong base. To drive this effort, 
we continue using relevant social media-driven 
recruiting channels.
34
GRI 404-1, 404-2, 412-1
GLOBAL TRAINING COMPLETIONS

69%
31%
38%
62%
50%
50%
62%
38%
71%
29%
GBTA Ladders
Each year the Global Business Travel Association 
(GBTA) runs GBTA Ladders, a mentoring program 
aimed at helping the next generation of business 
travel professionals build connections, knowledge 
and skills. We’re proud to announce that eight BCD 
employees from different functions throughout 
the company will participate in the GBTA Ladders 
2020-2021 program.
Three senior leaders have also committed their time 
to serve the important role as mentors to in the 
program. They join other highly accomplished travel 
professionals from buyer and supplier organizations.
Diversity & Inclusion
Our global and regional councils, comprised of 
employees from across the company, collectively set 
BCD’s diversity and inclusion priorities and course, 
crafting a framework that celebrates and nurtures 
different voices, backgrounds and perspectives in 
our workforce—so that every individual can  
“ 
.” We’re building D&I awareness 
and education through relevant programs that 
engage people and teams across the organization.
Women of Distinction Award
We created the Women of Distinction award in 2019 to 
celebrate extraordinary women in our organization. 
We hope it will inspire people across the company by 
putting a spotlight on role models of achievement and 
innovation. The annual award is timed to coincide with 
International Women’s Day on March 8.
In 2019, BCD Travel won the Company Achievement 
Award in the category, “Promotion of a Women- 
related Corporate Social Responsibility Project.”  
All employees  
and levels
VP and above
Director and 
above
Manager and 
above
Employees below 
manager
Gender by level
Male
Female
We are increasing flexibility in jobs, expanding 
training programs and cultivating an environment 
that motivates women to climb the ranks.
In 2019, a BCD Travel Senior Vice President was 
named one of the Top 40 Women in Travel by the 
organization, Women in Travel (WINiT). WINiT’s 
inaugural list recognizes women and their  
respective companies for highlighting the value  
of female leadership in the travel industry. 
APAC
F/M - 48% / 52%
BCD M&E
F/M - 81% / 19%
EMEA
F/M - 76% / 24%
LATAM
F/M - 61% / 39%
N. America
F/M - 76% / 24%
UK/IE
F/M - 61% / 39%
Regional gender
Gender split
35
GRI 102-8, 405-1, 412-1

EMPLOYEE FEEDBACK
Since late 2018 we’ve solicited weekly employee 
feedback via a global employee engagement 
platform and providing managers with a real-time 
results dashboard. With this process, we increased 
the priority and focus on the wellbeing and 
engagement of our most valuable asset: our people. 
This strategic investment has seen employee 
engagement rise year over year.
Employee appreciation week takes place 
every year in many countries in North America, 
Latin America and Asia Pacific. Oﬃce events 
are sponsored by supplier partners and prizes 
are awarded to employees.  Virtual employees 
participate digitally.
A global Equal Employment Opportunity 
statement, as well as policy statements on drugs, 
harassment, quality and fairness are included in 
local employee handbooks.
Circle of Excellence (COE) is a peer recognition 
program for all employees. It is an important part 
of the company’s culture. Employees and leaders 
vote to honor the excellent work of their peers. The 
program includes all employees from BCD Travel 
and Advito in wholly owned countries.
Recognition
  We’ve earned eight “Most Admired Travel 
Management Company” honors by readers of 
The Beat, a leading travel industry publication.
  Repeated recognition by Forbes that we’re a top 
U.S. employer.
  Client awards for service excellence.
  Recognition for our innovative Management 
Associate Program for interns and more. 
36
GRI 102-43, 412-1

Wellbeing has always been important at BCD Travel, 
and COVID-19 has shone a new spotlight on its 
relevance. As a family-owned organization, work-life 
balance is key for us. Supporting our employees 
through the stresses and strains that the pandemic 
continues to bring, is core to our employees’ 
wellbeing.
Like many other businesses, we were forced to 
temporarily close many offices around the globe 
and revert to remote working with little or no time 
to plan. We recognized the impact that this change 
had and the importance of offering support to 
our employees across all areas of their lives, both 
personally and professionally.
Regular communication and engagement with our 
employees was, and continues to be, key to this 
support. We’ve shifted from traditional face-to-face 
methods to more creative virtual communication 
such as virtual team meetings, town halls, virtual 
cafes, and MySource, our global intranet. 
Managers have been actively encouraged to reach 
out and stay connected to their teams, including 
those employees who are on furlough or work time 
reduction.
 
Our Wellbeing hub on MySource supports three key 
pillars of employee wellbeing: Emotional, Physical 
and Social.
Regular articles, videos and resources are shared 
with our employees on topics such as stress and 
anxiety, resilience, nutrition, physical exercise, 
finance, remote working, social skills and  
many more.
Highlights in 2020 included promoting Global Mental 
Health day in October by reminding people around 
the world of the value of taking care of their mental 
health. Never before has its message been more 
meaningful than during a global pandemic.
We continue to promote a culture of openness 
and understand that wellbeing should continue 
to be a priority at BCD Travel. Our employees are 
encouraged to speak with their manager, a colleague 
or friend if they are struggling or reach out to our 
Employee Assistance Programs for professional 
support. 
Employee wellbeing remains a high priority for us 
as we continue to build better employee morale 
and engagement and a healthier and more inclusive 
workplace.
SUPPORTING OUR EMPLOYEES 
IN A GLOBAL PANDEMIC
37
GRI 403-6, 412-1

FOCUS AREA
LONG-TERM COMMITMENT
2019 OBJECTIVE
2019 RESULTS
2021 OBJECTIVE
Talent 
Management 
Foster a high-performance inclusive 
culture that develops talent to excel in 
our organization.
Build on talent management 
initiatives to enrich our people’s work 
environment and put them on a clear 
path to professional growth.
Extend the Challenge development 
program to Director and Senior Director 
level to increase their focus on people, 
management and strategic direction. 
Achieve a 12% participation rate in the 
program.
60 program graduates in 3 separate 
programs that each ran over 6 month 
periods. Achieved 15.79% participation  
at the director level.
Enhance the employee/ manager relationship 
across 100% of the organization to regain 
strength in an engaged workforce post 
COVID-19.
Use eNPS as a measurement of progress. 
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.
Achieve ISO 45001 certification in 100%  
of  wholly owned locations.
Improve the focus on employees’ 
occupational health and wellbeing 
requirements. Introduce three new 
commitments for employee wellbeing.
Achieved ISO 45001:2018 certification 
in 99% of all wholly-owned locations in 
December, 2019.
A global health and safety training course 
was mandated; a 94% completion rate was 
achieved in 2019.  
A global wellbeing platform to centrally  
host all employee targeted information  
was launched in 2020.  
Employee engagement scores highlighted 
a higher employee satisfaction rating from 
employees who were home-based. Our 
global work from home employee base 
increased in 2019 by 3.2% to 35.3%
Update ISO 45001:2018 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.
OBJECTIVES & RESULTS
38
GRI 403-5, 403-6, 412-1, 412-2

OBJECTIVES & RESULTS CONTINUED
FOCUS AREA
LONG-TERM COMMITMENT
2019 OBJECTIVE
2019 RESULTS
2021 OBJECTIVE
Employee 
Engagement
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. 
Ensure our Employee Engagement Score 
(eNPS) is 25 or higher, to match or exceed 
the True Benchmark for our organization.
Improve by 4% the first-year retention rate 
for employees 30 years old and younger.
Achieved an Employee Engagement Score 
of 31, exceeding the True Benchmark by 6 
points. The 2019 eNPS was 5 points higher 
than 2018.
Meet or exceed 2019 eNPS score at all levels, 
company-wide, team and individual leader.
Human Rights
Respect and proactively support the 
human rights of our employees.
Establish a BCD Travel – Women of 
Distinction Award to coincide with the  
UN International Women’s Day to maintain 
a focus on successful women and spotlight 
gender equality.
Continue to educate our employes, 
suppliers and customers on ECPAT and  
The Code.
Presented the first Women of Distinction 
Award to a female employee on 
International Women’s Day, March 8th, 
2019.
Created and rolled out a mandatory  
human trafficking training course.
92% of our global employee base 
participated in human trafficking  
awareness training in 2019/2020.
Implement a 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.
Due to COVID-19’s effect on the travel industry and our business, no objectives were set for 2020
39
GRI 403-6, 403-7, 412-1

SECTION 6
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.
40

ENVIRONMENTAL 
STEWARDSHIP
Climate change and global efforts to fight it will see 
a renewed focus in 2021. The COVID-19 pandemic 
has shown us the importance of acting on known, 
long-term risks. Climate change was identified as a 
long-term risk decades ago, but global action has not 
yet met the need to reduce environmental impact. 
Initiatives such as the COP26 will push governments 
and companies to reduce emissions, and the 
European Green Deal outlines policies to make 
Europe the first climate-neutral continent by 2050. 
Governments, corporations and the public sector 
must work together to identify the environmental 
challenges we face and act on them, ensuring a 
sustainable future. 
Our facilities and data centers have the greatest 
environmental impact of our business operations. 
With the onset of COVID-19, we quickly pivoted 
to make operational decisions that reduced that 
impact. During 2020, our employees transitioned 
from office-based locations to working from home 
and business travel was reduced to an absolute 
minimum. As we return to offices and business 
travel in 2021, we’re committed to revising our 
strategy to support more sustainable ways of 
working, further reducing our environmental 
impact.
We acknowledge the need to act urgently to reduce 
the global threat of climate change. This increased 
realization, coupled with falling costs of renewable 
energy and sustainable technologies will hasten our 
transition to a low-carbon business and world.
Governments, corporations 
and the public sector  
must work together to 
identify the environmental 
challenges we face and 
act on them, ensuring a 
sustainable future.
GRI 102-11, 305-5  
UNGC 7, 8, 9
41

We are a global company with a local approach to 
the exchange of expertise, experience and insights 
within the communities in which we operate. Our 
approach to environmental management considers 
local and regional differences to universal issues like 
greenhouse gas (GHG) emissions.
Our operations reflect our focus on recycling, 
conserving resources and preventing pollution. 
And our facilities, planning and processes reflect 
environmental considerations such as minimal 
energy consumption, resource reduction and 
efficient use of office space. We’re dedicated to 
promoting practices that help minimize waste and 
reduce harmful emissions to the air, water and land.
In 2016, we began the implementation and 
certification of an ISO 14001 Environmental 
Management System (EMS) that defines our 
strategies and programs for managing the 
environmental aspects of our global operations. 
Our EMS is defined by corporate-level policies and 
procedures, which provide organizational direction 
based on the level of potential risk of regulatory 
non-compliance and reputational loss as well 
as opportunities for business growth through 
operational and environmental stewardship.  
Our sustainability team identifies potential 
climate-related risks through peer review, legal 
and regulatory review, market analysis, competitor 
analysis and stakeholder consultation. Risk 
management is part of our ISO 14001 environmental 
management process and our legal requirements in 
all countries, on an annual basis.
Having the EMS in place allows us to improve and 
monitor reduction targets for our business-related 
carbon emissions and meet our reduction goals.  
The three main components of our materiality 
analysis are:
  Energy use: The highest contribution to 
our energy use is electricity. Our electricity 
consumption is a measure for office locations 
and in 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: Paper 
consumption and water usage, waste 
generation.
ENVIRONMENTAL MANAGEMENT
GRI 201-2, 305-5
42

Environmental reporting,  
alignment and external validation
Our global EMS is aligned with the following 
initiatives:
  United Nations Global Compact –  
Principles 7, 8 and 9
  Sustainable Development Goals –  
SDG 13 – Climate Action
   GRI – Standards 101, 102, 103 & 300
We engage with external parties to validate our  
annual environmental reporting:
1. Annual ISO 14001 audits 
2. EcoVadis – Platinum rating in 2020
3. ISO 14064-3 – Carbon Footprint reduction.  
We measure and report our carbon footprint 
annually. The verification process is performed by 
an external auditor who helps us develop better 
measurement tools to reflect more accurate results.
4. CDP - We report annually to the Carbon Disclosure 
Project (CDP), a global disclosure platform allowing us 
to measure and manage our environmental impact.
The scope of our EMS covers 101 locations in  
29 countries. 99% of all locations are certified to  
the ISO 14001:2015 standard.
Science-Based Targets
Building on our industry leadership in environmental 
management, we joined the Science-Based Targets 
initiative (SBTi) in early 2020. The SBTi is a collaboration 
between CDP, the United Nations Global Compact 
(UNGC), World Resources Institute (WRI), and the 
Worldwide Fund for Nature (WWF).
Our science-based targets will be submitted for 
approval in FY21. Targets to reduce commercial 
greenhouse gas emissions are considered 
science-based if they are in line with what climate 
science considers necessary to meet the goals of the 
Paris Agreement – to limit global warming to below  
2°C above pre-industrial levels and pursue efforts to 
limit warming to 1.5°C. Science-based target setting 
is seen as a powerful way of boosting companies’ 
competitive advantage in the transition to the 
low-carbon economy.
In FY22, we’ll publish our science-based targets to 
reduce our absolute Scope 1 and 2 CO2 emissions 
and Scope 3 emissions from purchased goods and 
services. 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.
43
GRI 102-12, 201-2, 305-5

SUSTAINABLE OPERATIONS 
 
 
In 2020, we defined new goals to reduce our 
environmental impact, including a goal to reduce 
greenhouse gas emissions from global operations  
by 50% by 2030.
Our offices and data centers account for 63% of our 
global carbon footprint, and this is the area where 
we have the greatest control. In setting bold goals 
to improve our environmental performance and 
demonstrating the benefits of sustainable operations, 
we model the change we wish to see in our industry 
and beyond. By innovating to minimize GHG emissions, 
transitioning to a higher percentage of renewable 
electricity, consuming less water and creating less  
waste, we can move toward a circular and low-carbon 
economy, while also reducing operational costs and risks.
We monitor our scope 1, 2 and 3 emissions to ensure 
we’re on target to meet our defined goals. Our annual 
consolidated carbon footprint is externally verified.
The table above details our carbon  
footprint across all our wholly owned 
locations for 2019. We calculated our scope 
1 and 2, and significant scope 3 emissions, 
using the GHG Protocol Corporate 
Accounting and Reporting Standard 
(revised edition) and emission factors from 
the U.K. Government’s GHG Conversion 
Factors for Company Reporting, 2019. 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).
USA
6384
Germany
3105
India
1525
UK
1176
Mexico
928
Netherlands
786
Belgium
551
France
495
Canada
488
Brazil
483
Singapore
119
Denmark
389
Sweden
365
Costa 
Rica
287
Australia
196
Peru
221
Chile
163
Czech 
Republic
161
Argentina
153
China
141
Switzer-
land
125
Luxem-
bourg
96
Hong 
Kong
71
Ireland
59
Finland
57
Norway
56
Colombia
873
Japan
241
Poland
292
Spain
112
Carbon footprint
All figures are in t/CO2e (tons of carbon dioxide equivalent)
2019 global staff travel  
emissions = 6,981 t/CO2e  
% of green electricity used in  
our offices globally = 36%
44
GRI 201-2, 302-1, 302-4, 305-5
SEE THE NUMBERS

Green data centers
Our data center team continues to implement and 
improve existing energy efficiency programs across 
the Information Technology (IT) landscape, to reduce 
the environmental impact of our data centers. Some 
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 
  Enhanced use of advanced cooling management 
solutions
  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 
and ISO 14001 and other certifications
The result of these initiatives was a significant 
reduction in operating costs, data center space 
and a decrease in electricity consumption of 51.6% 
between 2016 and 2020.
Carbon footprint 
2020:  
260.84 t/CO2e
ISO 14001:2015 
certified
97% server 
virtualization 
complete 
45
GRI 201-2, 302-1, 302-4, 302-5, 305-5

ENVIRONMENTAL AWARENESS
Achieving ISO 14001:2015 certification in 29 wholly owned 
markets by the end of 2019 was a company-wide challenge that 
required educating and engaging employees around the world. 
Our teams of environment, health and safety coordinators in 
each certified location are responsible for maintaining the EHS 
management system and ensuring we meet all requirements 
of the ISO 14001 standard. All employees were required to 
participate in an environment, health and safety training course 
in 2019.
Together with local sustainability coordinators, EHS coordinators 
engaged employees in local activities such as beach and city 
clean-ups, sponsored runs to raise donations for environmental 
causes and reducing electricity consumption and waste in our 
offices. 
Through internal communication channels, we encourage all 
employees to participate in global environmental initiatives such 
as Earth Hour, Earth Day and World Environment Day each year. 
We share tips on how to reduce single-use plastics in the office, 
contributing to our company-wide goal. Through our global 
intranet, we regularly share tips with employees on how  
to reduce environmental impact in their home offices and 
personal lives.  
46

2019 initiatives:
Italy: Our partner company in Italy was acquired by 
BCD Travel in 2019. They celebrated their integration 
into our global organization by partnering with 
Treedom by planting a tree for each of their  
386 employees. This sustainability initiative 
symbolized their passion, strong integration with 
BCD, and commitment to our shared future.
Colombia: Our colleagues in Colombia continue 
to support the Planet Foundation by collecting and 
donating wastepaper for recycling. 730 kilos of 
paper were recycled, contributing to waste reduction 
in our office and to deforestation.
Brazil: Brazil’s focus is on providing sustainable 
gifts to employees for special occasions. On Travel 
Agent’s Day all employees received a sustainable 
straw made from stainless steel; on Mother’s Day  
all mothers received a potted plant.
Costa Rica: Composting is a long-term project 
at our office in Costa Rica. All waste is separated 
and organic waste is composted, creating fertilizer 
that is distributed to all employees for use in their 
home garden. Our colleagues also participate in an 
accessible beach project. 
Plastic bottle caps are collected, processed and 
converted into material to build the first wheel-
chair-accessible pathway to the beach in Costa  
Rica, the Parque Nacional Cahuita.
Spain: Beach cleanups at Barceleta Beach are 
a favorite environmental activity. The colleague 
coordinating this employee activity describes it as a 
“saving the environment/teambuilding/good karma 
task.”
United Kingdom: In support of our charity project 
for children with complex and life-limiting needs, 
Wellchild, our colleagues transformed a wasteland 
garden into a full sensory environment for children. 
The transformation included open green play spaces 
and large planter boxes to grown bee-loving plants, 
flowers and vegetables.
Denmark: Our sports-minded colleagues in 
Denmark like to go ‘plogging,” a combination of 
jogging and picking up litter. Plogging (Swedish: 
plocka upp) started as an organized activity 
in Sweden in 2016 and spread to other Nordic 
countries. It’s a good way to combine staying fit  
and keeping the local environment clean. 
We also engage in environmental 
activities with our suppliers  
and clients:
  Our Supplier Relations team in the U.K. 
and Ireland, in collaboration with two 
airline partners, created a co-branded, 
sustainable and reusable bottle for 
workplace and home, supporting our 
global goal to beat plastic pollution by 
reducing single-use plastics.
  The service team of a sports clothing 
manufacturing client participated in their 
Run for the Oceans initiative to raise 
awareness of plastic waste in oceans and 
to inspire environmental activism. 
  The thirteen-member BCD team of a 
global pharmaceutical client measured 
their carbon footprint, defined a baseline 
and identified areas of improvement and 
reduction goals to track year-over-year. 
This initiative contributes not only to our 
own internal environmental goals but to 
those of our clients.
47

FOCUS AREA
LONG-TERM COMMITMENT
2019 OBJECTIVE
2019 RESULTS
2021 OBJECTIVE
Energy 
Reduction
Reduce our operational energy 
performance and carbon emissions by 
>50% by 2030.
Reduce the carbon footprint and energy 
usage requirements in owned data 
centers.
Reduce our carbon emissions by 2.75% 
compared to 2018.
Develop science based carbon targets 
across all areas of our operations to look 
at further ways to constantly monitor and 
reduce our carbon footprint.
Reduced carbon emissions  by 6.5% 
compared to the 2016 baseline.
Reduced carbon emissions in our data 
centers by 46% compared to the 2016 
baseline.
Signed up to the Science Based Target 
Initiative.
Reduce carbon emisions by 5% compared to 
2019 figures (2020 will not be used due to the 
COVID-19 pandemic and it’s 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.
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.
Achieve ISO 14001 certification in 100% of 
our wholly owned operations.
ISO 14001 certification was achieved in 99% 
of all wholly-owned locations in December 
2019.
Re-certify 100% of locations to the ISO 
14001:2015 standard.
Work with at least five interested parties 
and stakeholders to identify how  we can 
share best practices and improve our 
environmental management system.
Environmental 
Awareness
Promote environmental awareness at 
locations worldwide, concentrating on 
reducing our biggest environmental 
impacts.
Achieve 100% of our Science Based 
Targets by 2030.
Rollout the environment, health & safety 
training course to all employees. 
Phase-out use of single-use plastics by 
100% over 3-year period (2018-2020).
94% of all employees completed mandatory 
environment, health & safety training.
86% reduction of single-use plastics 
compared to the 2018 baseline.
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 for 
approval.
OBJECTIVES & RESULTS
Due to COVID-19’s effect on the travel industry and our business, no objectives were set for 2020
48

SECTION 7
SUSTAINABLE 
PROCUREMENT
At BCD Travel, 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.
49

SHARED VALUES
We seek business relationships that are built on 
trust, respect and shared values and select suppliers 
who demonstrate responsible business practices 
based on ethical, environmental and social criteria. 
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.
The Supplier Code of Conduct defines our 
expectations of suppliers in the areas of human 
rights, labor standards, environmental protection, 
and business ethics. Focus areas include our 
commitment to:
  Fair compensation including wages, overtime 
hours and legally mandated benefits
  Freedom of association and the right to 
collective bargaining
  Elimination of all forms of forced or  
compulsory labor
  Effective abolition of child labor
  Eliminating discrimination with respect to 
employment and occupation
  Respect for the human rights of all stakeholders 
in the supply chain
  Provide a safe and healthy workplace for 
employees and other partners
  Promote diversity and inclusion
  Demonstrate a commitment to protect the 
environment by conserving natural resources, 
preventing pollution, implementing waste 
reduction and management programs and 
minimizing the impact on the climate
  Ensure the highest ethical standards in all 
business dealings 
  Maintain transparency and disclose 
sustainability performance and practices in line 
with regulations or international practices
  Demonstrate leadership by propagating the 
sustainability agenda upstream to supplier’s 
supply chain
50
GRI 102-11, 308-1, 409-1, 414-1  
UNGC 1, 2, 3, 4, 5, 6, 7, 8, 9, 10
50

SUSTAINABILITY IN THE 
SUPPLY CHAIN 
We pursue sustainable supply chain management 
by aligning our supplier base’s social, ethical, 
environmental, health and safety responsibilities 
with our own sustainability goals and objectives. 
Suppliers are critical partners in achieving our goals 
and we continue to expand supplier development 
and engagement.
Our sustainable procurement initiative is overseen 
by the Global Procurement team. All members 
of the team are required to participate in annual 
sustainable procurement training. In 2019, we 
reviewed and updated the Global Procurement and 
Strategic Sourcing Procurement Policy as part of our 
Group Policy Governance process. In this review, 
additional information was included relating to the 
environmental, ethical and social considerations 
taken into account in the procurement and sourcing 
processes.
In the request for proposal (RFP) process, potential 
new suppliers are required to review and sign 
the Supplier Code of Conduct as a prerequisite of 
supplier selection.  
All historical supplier contracts managed by the 
global procurement team have been updated to 
include the Supplier Code of Conduct. To date,  
88% of all suppliers have signed the document.
Supplier diversity
We’re strongly committed to selecting and 
developing small business suppliers and 
recognize the importance of supplier diversity 
and its contribution to the success of our business 
relationships. Our goal is to support supplier- 
diversified business enterprises as vendors of 
quality products and services at competitive prices.
We track the use of diverse suppliers in the United 
States using a third party. We currently contract 
with many diverse suppliers, including organizations 
classed as Women-Owned Business Enterprises 
(WBE), Minority-Owned Business Enterprises 
(MBE), Disadvantaged Business Enterprises (DBE), 
Veteran-Owned Business Enterprises (VET) and 
Small Business Enterprises (SBE).
Suppliers are 
critical partners 
in achieving 
our goals and 
we continue to 
expand supplier 
development and 
engagement.
51
GRI 102-9, 308-1, 308-2, 409-1, 414-1

Supplier assessments
Ensuring the sustainability compliance of our 
suppliers and partners is an important component 
of our sustainable procurement initiative. Several 
methods and process are in place to assess supplier 
compliance:
  Third-party assessments: Between 2016 
and 2019, 52 sustainability assessments were 
carried out by EcoVadis, the world’s largest and 
most trusted provider of business sustainability 
ratings.
  Internal assessments: 42% of our direct 
suppliers of goods and services were assessed 
using specific sustainability criteria in the 
areas of business ethics, labor standards, 
human rights, modern slavery, environmental 
protection and participation in the United 
Nations Global Compact program.
  Information security assessments: The 
Information Security Risk Management team 
ensures risk to products and services deployed 
and used in support of business objectives are 
continually assessed and managed to minimize 
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 2020, a total of 193 requests for security risk 
assessment (SRA) were reviewed and processed 
by the risk management team. More than 
90% of our top 30 suppliers were reviewed for 
information security compliance. 
  Financial due diligence: We complete 
assessments and monitor third parties 
as needed for financial and operational 
competency, business continuity, disaster 
recovery, information security, physical security, 
fourth party, country, legal and compliance, 
data privacy, and reputational risk. 
BY THE NUMBERS
% of our top 30 suppliers with a 
third-party sustainability rating:
  27% achieved a gold or silver rating by 
EcoVadis
  40% are listed on the DJSI (Dow Jones 
Sustainability Index)
  30% received a sustainability rating by 
other third-parties
52
GRI 102-9, 308-1, 308-2, 408-1, 409-1, 414-1

Support of the Modern Slavery Act 2015 
Slavery, servitude, forced labor and human 
trafficking (modern slavery) is a global and growing 
issue, existing in every region in the world and in 
every type of economy, whether industrialized, 
developing or in transition. We have a zero-tolerance 
approach to modern slavery of any kind within our 
operations and supply chain. 
Our commitment to supporting the Modern Slavery 
Act 2015 goes beyond our legal requirement to 
support the Act in the UK and Ireland. We have a 
unique opportunity in the travel industry to raise 
awareness of the global issue of human trafficking 
and actively engage with internal and external 
stakeholders. Since 2017, we’ve included human 
trafficking awareness initiatives throughout our 
global organization and require all employees 
to participate in mandatory human trafficking 
awareness training.
To meet our legal obligations in support of the 
Modern Slavery Act 2015 in the UK and Ireland, we 
developed and distributed a Modern Slavery Act 
policy to UK and Ireland employees in 2016.  
We also distributed our revised Supplier Code 
of Conduct to local suppliers and carry out 
annual assessments of our supply chain for MSA 
compliance. A Statement of Support, a requirement 
of the Modern Slavery Act, is published on our 
website, annually.
We recognize that there will continue to be modern 
slavery risks and to mitigate them in our business, 
we’ll continue to identify, adopt and implement best 
practices in the following areas: 
  Staff awareness through mandated training and 
our “Don’t Look Away” campaign to increase 
understanding of ECPAT and The Code
  Actions to strengthen auditing and verification 
of our supply chain
  Steps to educate any suppliers deemed to be 
high-risk and enhance their ability to detect and 
mitigate modern slavery risk in their  
supply chains
  Investigations any reports of modern slavery 
and take action in response
Slavery, servitude, 
forced labor and human 
trafficking (modern 
slavery) is a global and 
growing issue, existing 
in every region in the 
world and in every type 
of economy, whether 
industrialized, developing 
or in transition.
53
GRI 408-1, 409-1, 412-2

FOCUS AREA
LONG-TERM COMMITMENT
2019 OBJECTIVE
2019 RESULTS
2021 OBJECTIVE
Supplier 
Compliance
Ensure all partners and suppliers 
demonstrate responsible business 
practices. Align suppliers’ social, ethical 
and environmental responsibilities with 
our own goals and objectives. 
Carry out assessments on 25% of our 
suppliers and partners.
42% of suppliers and partners were 
assessed based on environmental and 
social criteria.
Extend supplier assessment criteria, focusing 
on the top 30 suppliers based on annual 
spend. Create a supplier dashboard to better 
visualize supplier sustainability performance.
Sustainable 
Procurement
Increase awareness of sustainability 
issues (environmental, ethical and 
social considerations) within global 
procurement and sourcing processes.
All members of the Global Procurement 
team to participate in a sustainable 
procurement training course.
100% of the Global Procurement team 
participated in sustainable procurement 
training.
Incorporate supplier diversity and 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.
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 and U.S. Privacy Shield.
Supplier risk reports to be reviewed and 
updated for 100% of all key technology 
suppliers. 
90% of our top 30 suppliers were reviewed 
for information security compliance due 
diligence.
Continue the assessment/reassessment of  
96-100% of products, services and suppliers.
OBJECTIVES & RESULTS
Due to COVID-19’s effect on the travel industry and our business, no objectives were set for 2020
54

SECTION 8
SERVICE  
PERFORMANCE 
Our commitment to delivering optimal service, 
products, tools 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 
requirements. 
55

CLIENT SATISFACTION 
AND STAKEHOLDER 
ENGAGEMENT
Our focus on partnership, simplicity and 
innovation is reflected in our client retention,  
client satisfaction and sales numbers. 
Our client retention rate of over 98% keeps our 
average above 95% for more than a decade, an 
industry-leading accomplishment. We increased 
our client Net Promoter Score by 28% from 2018 
to 2019. Even in a challenging global economic 
environment, we secured notable wins and 
expansions, ending the year with USD 1.89 billion 
in new sales. 
This marks our tenth straight year over the  
USD 1 billion mark.
56
GRI 102-44, 201-1  
UNGC 8, 9

ADVITO
In 2019, our consulting arm announced the launch 
of a new sustainability consulting practice that 
leverages all areas of their expertise, including data 
integration, analytics and visualizations, traveler 
engagement messaging and supplier sourcing and 
management.
Sustainable CollaborationTM
Our focus on sustainable travel doesn’t just mean 
protecting the environment and addressing climate 
change, it also covers traveler wellbeing and 
minimizing risk. This is an especially important  
factor as we manage the impact of COVID-19. 
With more employees working from home, virtual 
collaboration is a viable alternative to business 
travel. It’s one of the most important opportunities 
for companies working to increase sustainability, 
savings, and employee satisfaction. We’ve seen 
a huge increase in the need for hybrid meetings/
events, (a mix of live and virtual components) 
addressing health and safety concerns related  
to the current pandemic and sustainability. 
Our holistic approach tackles the problem from 
all angles by using advanced business intelligence 
to examine carbon emissions and provide what-if 
scenario modeling, proven traveler engagement 
strategies and virtual options. By encouraging these 
more sustainable forms of collaboration, clients can 
reduce or redirect 4-10 percent of their travel spend 
and significantly reduce CO2 emissions.
Advanced business intelligence 
Our clients benefit from deeper insights into 
their environmental impact with dynamic data 
visualization dashboards that analyze a program’s 
travel footprint and CO2 emissions. Our 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.
Airline Sustainability Index 
Advito has developed an Airline Sustainability 
Index that can help travel managers ensure they 
are working with airlines that prioritize sustainable 
business practices. Carriers are given a sustainability 
score that can be used during the sourcing process 
or to shift market share throughout the year to 
prioritize sustainability goals.
Industry-leading traveler engagement 
Our clients can inform and educate their employees 
and build organizational norms around sustainable 
business travel with traveler engagement. Advito 
develops specific messaging tailored to their 
sustainability goals, driving smarter collaboration 
and eco-friendly decision-making.
When travel is a must, we offer offsetting solutions 
to support zero-emissions travel programs. 
Our Carbon Footprint Calculator for air travel 
automatically shows a flight’s CO2 emission on all 
BCD Travel itineraries, making travelers aware of 
their trip’s impact. 
57
GRI 102-15
SEE AN EXAMPLE

TRIP MANAGEMENT
Tripsource® 
Traveler engagement platforms, like our mobile 
app TripSource, can be used to share relevant 
information with travelers before, during and after 
their trip, through company messaging and policy 
guidance like:  
  Advising them to take public transport to the 
city’s center.
  Combining several appointments in one 
business trip. 
  Renting electric cars, using public transport, 
reusable mugs, glasses and plates instead of 
disposable ones.
Stay by BCD Travel 
Stay by BCD Travel helps hotel programs yield 
more value with less effort by offering savings 
opportunities, hotel rate availability management, 
analytics and traveler engagement services.
 
Guiding travelers toward smart buying decisions 
yields greater savings and travel program 
compliance. Through hotel target rates, spend 
guidelines and traveler awareness and adoption 
campaigns, companies can easily make sustainable 
choices, reducing their travel spend and carbon 
footprint. 
Measuring and tracking carbon emissions 
with DecisionSource®
With our reporting tool DecisionSource, clients 
can track and report on key metrics such as CO2 
air emissions, per the methodologies of both 
the Greenhouse Gas (GHG) Protocol Corporate 
Accounting and Reporting Standard and the 
United Kingdom’s Department for Environment, 
Food and Rural Affairs (DEFRA). We recently made 
enhancements to DecisionSource, including: 
  More summary options 
  Dynamic long and short-haul metrics 
  Expanded subtotal options (up to five fields) 
  Advanced sorting 
58
GRI 102-15
58

SolutionSource® 
Our platform for third-party travel technology 
solutions saw significant expansion and innovation 
in 2019. Aimed at business travel managers and 
sourcing executives, the SolutionSource Marketplace 
provides visibility into vetted, innovative third-party 
solutions including risk management, price moni-
toring, flight disruption, program optimization, and 
more. All easily integrated into travel programs. 
The SolutionSource Developer Hub gives developers 
access to BCD’s APIs to support innovation 
around new technology solutions. By the end of 
2019, 300 clients had implemented one or more 
SolutionSource technology partners into their 
program. 
A few of our sustainable solution partners include:
Climate Neutral Group 
A provider offering a range of services for clients 
that are looking to voluntarily offset emissions 
caused by business travel. The client can select from 
one of several sustainable climate projects that 
prevent or remove the emissions of an equivalent 
amount of greenhouse gases elsewhere. They get 
regular summaries (quarterly or every six months) 
reviewing their CO2 spend and contributions to 
certified projects that reduce carbon emissions in 
underdeveloped countries, supporting the United 
Nation’s Sustainable Development goals. 
Hubtobee  
A shared, company travel calendar that connects 
colleagues. It’s ideal for clients who have a mix of 
employees who travel often for business or are 
located in multiple locations. By sharing travel 
plans within an organization, Hubtobee suggests 
opportunities for collaboration, allowing colleagues 
to connect while they’re on the road, save time, 
reduce CO2 emissions and travel spend.
SolutionSource® partners 
provide carbon off setting, 
duty of care and travel 
wellness services to our 
clients.
By the end of 2019, 
300 clients had 
implemented one or 
more SolutionSource 
technology partners into 
their program. 
59
GRI 102-15

TRAVELER DUTY OF CARE 
Our Global Crisis Management team is a 24/7 
resource, helping companies keep their travelers 
safe.
TSPA (Traveler Security Program 
Assessment) 
Duty of care is a top priority for our clients. During 
business travel, employees are faced with unfamiliar 
situations, environments and additional risks. We 
are committed to helping our clients keep their 
employees safe. We are the only TMC that offers 
this critical assessment, partnering with our clients 
to develop their travel risk management program 
and duty of care initiatives. Our Traveler Security 
Program Assessment is designed to help clients 
evaluate their existing travel risk management 
program by:
  Discovery sessions with all key stakeholders 
to review the current travel risk management 
program
  Objective analysis of 11 key process areas
  Identifying areas of improvement, best practices 
and strategic initiatives 
  Providing a comprehensive report including 
findings, evaluations and recommendations for 
improvement 
  The Global Crisis Management (GCM) team 
received three times more inquiries regarding 
our Traveler Security Program Assessment in 
2020 
  GCM tripled the number of client assessments 
in 2020 
  Overall travel risk management inquires 
increased by 43% in 2020
GRI 102-15, 102-44
60
LEARN MORE

THE NEW WAY  
TO TRAVEL IN 2020 
As the global travel landscape shifted with the onset 
of COVID-19, so did our approach to business. 
We focused on getting the most relevant and timely 
information to our clients and employees, providing 
tools and resources to navigate swift changes in 
travel restrictions and safety protocol. We enhanced 
our business offerings to include more reports and 
insights, guidance, and tools to keep them informed.
Back to travel – For travel managers 
In this time of uncertainty, one thing is true—travel 
managers are facing more pressure than ever 
before. Our Back to Travel guide is designed for 
reimagining travel programs, leading companies 
back to business safely and efficiently while 
preparing for very different times ahead. It covers 
four essential program areas: duty of care, traveler 
communications, spend management and travel 
policy. Each section highlights trends, practical 
advice, checklists and solutions.
Know before you go: COVID-19 Information 
Hub – For travelers 
Travelers can access the COVID-19 Information Hub 
on https://need2know.tripsource.com/, providing 
real-time information they need before, during and 
after their trip. We pull data from more than 800 
sources, providing details on destination risk alerts, 
airline and hotel policies, ground transportation 
protocols and travel  
restrictions, eliminating the need to visit numerous 
websites. The COVID-19 Information Hub features:
  Search functionality for destination/departure 
restrictions
  Interactive world map of COVID-19 risk levels
  At-a-glance chart to compare airlines across 
key categories like boarding instructions, 
temperature scans and hygiene protocols
Our travel consultants are also equipped with  
this information and can give in-person advice  
to travelers.
DecisionSource® Traveler care
With our DecisionSource tool, clients can set 
up traveler alerts, act fast using a color-coded 
interactive security map and inform travelers of risk 
around security threats and breaking news. 
Communication and virtual events 
We launched regular, online webinars giving updates 
to clients and prospects. We share research on the 
path to safe travel, business trends, traveler insights, 
updates on vaccines and regulatory measures that 
directly impact travel. 
Research and innovation
Our comprehensive research and reports provide 
valuable information for clients and prospects when 
they need it most. What you need to know and 
Travel Bite reports and Infographics like our  
Travel Policy and Sourcing During COVID-19, 
summarize recent travel restriction developments 
around the world.
61
GRI 102-15, 102-44
BY THE NUMBERS

Case study, “Travel in 2020”
The COVID-19 pandemic has exacerbated the 
humanitarian emergencies that charitable agencies 
are tasked to combat. Its drastic impact on 
commercial travel and flight availability has created 
an emergency within an emergency, as agencies 
struggle to get their people where they need to go. 
We tackled this problem for our client, a 
humanitarian organization, by assisting them 
with leasing planes from commercial airlines that 
currently have reduced capacity.  
This provided passenger service for humanitarian 
aid agencies, other non-governmental organizations 
and members of the diplomatic community. Thanks 
to the trust built with this client over years of 
service, they asked BCD to run the entire booking 
process and manifest (passenger list) generation for 
the project. 
In less than two weeks, BCD implemented all 
the necessary staffing, training and procedural 
changes required to bring the incredibly complex 
operation to life. Our client is once again able 
to get their people where they need to go. The 
project also enabled BCD to bring people back from 
unemployment to handle the new transactions. The 
agents working on this initiative quickly mastered a 
completely new operational process, and met the 
client’s needs so that they were able to help others. 
It’s an example of the special synergy that happens 
when mutual values unite. 
In less than two weeks, 
BCD implemented all 
the necessary staffing, 
training and procedural 
changes required to bring 
the incredibly complex 
operation to life.
GRI 102-44
62

FOCUS AREA
LONG-TERM COMMITMENT
2019 OBJECTIVE
2019 RESULTS
2021 OBJECTIVE
Products and 
Services
Deliver innovative services, 
products and performance value 
to our clients; improve travel 
program environmental and 
social impacts.
Expand travel program offerings, including 
sustainability initiatives in the ERM and 
government sectors.
Launched a dedicated service line and integrated 
non-GDS lodging content (like crew housing) 
in TripSource for companies in the Energy, 
Resources & Marine sector.
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.
Fast, 
High-Quality 
Data
Provide enhanced quality data to 
our travelers.
Review external provider and suppliers 
performance (adherence to data 
specification).
Data quality scorecard - enhance the data 
quality dashboard to provide additional data 
to enable more granular filtering.
Implemented enhanced data quality checking 
capabilities, enabling additional quality control 
earlier in the data processing, resulting in cleaner 
and compliant data for reporting.
Enhanced the Data Quality Scorecard with more 
detail and fields, enabling users to drill into 
specific details of quality issues. This resulted in 
actionable metrics on data quality issue patterns, 
driving operational improvements.
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. 
Client 
Satisfaction and 
Stakeholder 
Engagement
Empower travelers to make 
smart choices through effective 
engagement strategies.
Enhance the customer experience by 
providing more targeted program recommen-
dations based on issues and opportunities 
noted in traveler satisfaction survey feedback.
Increased our client Net Promoter Score (NPS) by 
28% by taking action to create an enhanced client 
experience,  addressing issues and identifying 
opportunites for improvement, based on traveler 
satisfaction survey feedback.
Move the satisfaction measurement 
process into the ‘point of experience’ and 
refine the scope of our listening stations.
OBJECTIVES & RESULTS
Due to COVID-19’s effect on the travel industry and our business, no objectives were set for 2020
63
GRI 102-44

SECTION 9
CHARITY &  
COMMUNITY SUPPORT
Helping others and giving back reflect our 
company values and are integral to our 
sustainability principles. 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 109 countries continues to make a 
difference in the lives of others in the communities 
in which we work and live. 
64

MAKING A DIFFERENCE 
The John and Marine van Vlissingen Foundation, 
a non-profit organization whose mission is to 
improve the lives of people around the world, with 
an emphasis on helping children in need in local 
communities, continues to operate our Making a 
Difference (MAD) initiative. 
Employees around the globe engage in fundraising 
activities to support their chosen local children’s 
charity. 
Projects also receive funding from the  
John & Marine van Vlissingen Foundation.  
Examples of projects include: 
  Mentoring programs for underprivileged 
children
  Helping children with life-threatening illnesses
  Supporting orphanages and school projects 
The number of Making a Difference projects has 
increased steadily each year: In 2020, we supported 
47 charitable projects. Despite the adverse impacts 
of the COVID-19 pandemic, 44 projects will be 
supported in 2021. 
Students Run Chicago challenges high school 
students to experience the benefits of goal setting, 
character development, adult mentoring, and 
improved health by providing them with access to a 
comprehensive mentor-based running program.
65
GRI 413-1  
UNGC 1, 2

LOCAL CHARITY PROJECTS 2020
Together with our shareholders, 
John and Marine van Vlissingen, 
we currently run 47 charitable 
projects worldwide. These small, 
targeted projects directly benefit 
children in communities where 
we live and work.
66
GRI 413-1
SEE OUR PROJECTS

GIVING BACK
Since August 2020, we’ve partnered with local 
charities and non-profit organizations to donate 
IT computer equipment that had reached its life 
span in supporting our business needs. To date, 
we’ve donated more than 1,400 monitors, laptops, 
desktops and peripheral devices, which have been 
distributed to children in need. With the substantial 
increase in online education due to COVID-19, the 
need has never been greater, and we’re proud to 
provide a sustainable solution for retired devices. 
When closing one of our offices in Burbank, CA 
we found an appreciative home for many items: 
Taft Elementary School, located in a lower-income 
neighborhood between Anaheim and Santa Ana. 
The school was already pressed for funding and 
the pandemic hasn’t helped. The 510 students and 
their families struggle to meet food, clothing and 
shelter needs. While cleaning and moving out of 
our Burbank office, we set aside a large donation 
of supplies for the school. We transported writing 
materials, office furniture, pre-packaged food and 
even a hot dog maker and popcorn machine to their 
new home at Taft Elementary School. 
To date, we’ve donated more than 1,400 monitors, 
laptops, desktops and peripheral devices, which have 
been distributed to children in need.
Bednet ensures that children and adolescents 
who are absent from school due to illness, surgery 
or pregnancy can continue attending lessons – 
from their home and with their own class. 
GRI 413-1
67

HUMAN TRAFFICKING 
AWARENESS  
We have a unique opportunity in the travel industry 
to raise awareness of the global issue of human 
trafficking. BCD employees volunteer their time 
to work with ECPAT (End Child Prostitution and 
Trafficking), a global initiative to stop the trafficking 
and exploitation of children. Our target in 2019 was 
to raise awareness internally, within our employee 
base and externally with clients and partners. The 
core message: Don’t look away. Several marketing 
campaigns were initiated.
“
We’re thankful for BCD Travel’s partnership to end child  
sexual exploitation and trafficking. Congratulations for being a  
newly promoted Top Member!
Yvonne Chen 
Director of Private Sector Engagement at ECPAT-USA
In 2019:
  Published an awareness video on YouTube 
  Placed an ECPAT banner on all BCD Travel 
itineraries
  Created a mandatory online human trafficking 
training course for all employees
  Added verbiage on all Request for Proposal 
(RFP) documents to raise awareness
  Implemented internet account-based marketing 
campaign, generating 250,000 views within 3 
months
In 2020:
  Launched mandatory employee human 
trafficking awareness training. Despite furloughs 
and work time reduction, a 67% completion rate 
was achieved in seven months increasing total 
training completions to 92%.
  Earned Top Member status with The Tourism 
Child Protection Code of Conduct (The Code) 
and ECPAT USA for  our “exceptional work to 
integrate child protection practices into our 
business.”
  1,350 employees attended A21’s virtual 
Global Freedom Summit aimed at increasing 
awareness on what signs to look for and where 
to report trafficking and exploitation.  
GRI 409-1, 412-2, 413-1
68

FOCUS AREA
LONG-TERM COMMITMENT
2019 OBJECTIVE
2019 RESULTS
2021 OBJECTIVE
Local Communities
Strive to create a better world by 
improving the lives of people around 
the world, with an emphasis on helping 
children.
Increase the number of Making a 
Difference projects by 20%.
The number of supported projects 
increased by 27% compared to 2018. 
Supported 38 projects around the globe  
in 2019.
Maintain 44 Making a Difference  
projects in 2021.
Modern Slavery/
Human Trafficking
Raise awareness for children’s human 
rights by supporting  global human 
trafficking and modern slavery initiatives.
Continue to educate our  
employees, suppliers and customers 
on ECPAT and The Code.
Launched a mandatory education course  
on Human Trafficking to all employees. 
Completion of human trafficking 
awareness training by all employees.
OBJECTIVES & RESULTS
69
GRI 413-1

SECTION 10
SUSTAINABILITY 
REPORTING
•	 Sustainability Performance
•	 Materiality Matrix
•	 GRI Content Index
•	 Auditor Verification Statement
70

SUSTAINABILITY PERFORMANCE
Governance, Ethics & Compliance
2019
2018
2017
2016
Number of countries covered by 
compliance program
30
27
25
24
Code of Conduct, Non-Compliance 
Reporting and SpeakUp training 
completion rate
99%
98%
97%
96%
Staff who have completed GDPR data 
protection training
97%
90%
-
-
Number of countries covered by ISO 
14001/45001 certification
29
27
25
24
EcoVadis rating covering all 
wholly-owned markets
Gold
Gold
Gold
Gold
Workplace Practices
2019
2018
2017
2016
Number of employees (wholly-owned markets)
13,495
13,160
12,275
11,959
Employees covered by a collective bargaining 
agreement
23%
25%
28%
30%
Number of training hours per employee
26.48
13,72
12,83
11,93
Women at all levels
69%
69,60%
70,10%
70,20%
Women in management roles 
(Director & above)
50%
50%
51%
47%
Employees working at from home
35.3%
32.,10%
31.,20%
29.,70%
Locations accredited to ISO 45001
99%
66%
58%
2642%
Environment, health & safety training completion rate
94%
-
-
-
Human trafficking awareness training completion rate
92%
-
-
-
Environment
2019
2018
2017
2016 
(BASELINE)
Locations accredited to ISO 14001
99%
66%
58%
26%
Total energy consumption (MWh)
2.988
3.067
3.215
3.013
Green electricity 
36%
24%
19,80%
16,71%
Scope 1 GHG emissions (tCO2e)
1.086
1.018
1.224,01
1.182,84
Scope 2 GHG emissions (tCO2e)
12.034
11.221
11.357.23
10.645,56
Scope 3 GHG emissions (tCO2e)
6.981
7.202
6.689,36
7.885,60
Global staff business travel miles
32.479.070
33.518.132
32.242.922
40.304.496
Single-use plastic reduction
86%
37%
21%
0%
Sustainable Procurement
2019
2018
2017
2016
Suppliers that have signed the Supplier Code of Conduct
88%
88%
85%
85%
Suppliers that have been assessed against Supplier 
Code of Conduct requirements*
42%
72%
40%
22%
Number of staff trained on the Modern Slavery Act  
(UK only) 
-
100%
100%
74%
Global Procurement staff trained on sustainable 
procurement topics
100%
100%
85%
85%
Number of partner assessments using EcoVadis*
10
11
7
24
* Suppliers assessed per year.
Sustainability performance reporting covers the calendar year 2019. 2020 data for some performance indicators is not 
available due to organizational impacts from COVID-19 and therefore not included here.
GRI 305-1, 305-2, 305-3, 305-4

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.
Results
•	 There has been a general convergence among 
external stakeholders and employees concerning 
the relative importance of the various issues 
assessed.  
•	 There is a significant importance to being 
involved in every aspect of sustainable 
development including the environment, human 
rights, relations with local host communities and 
governance.
•	 We have an important role to play in building and 
promoting sustainable business travel.
•	 We have a responsibility to reduce carbon in 
our operations and improve our employees’ 
knowledge of sustainability principles. 
Importance for internal stakeholders
Importance for external stakeholders
10.0
9.5
9.0
8.5
8.0
7.5
7.0
7.5  
            8.0  
           8.5                     9.0                     9.5                    10.0
19
25
8
20
5
6
22
23
17
11
12
10
2
1
8
9
16
13
3
14
21
7
24
15
4
Our objectives in regularly assessing materiality are: 
•	 Identify and prioritize critical issues
•	 Inform our performance and responsibility 
approach
•	 Engage our stakeholders
•	 Inform our approach to disclosing sustainability 
information
Our commitments  
to sustainable development
Offering responsible travel  
services/solutions to all
Improving the impact of sustainable  
development activities
Exploring new, innovative,  
value-driven markets
1.	
Sustainable, responsible governance
2.	
Business ethics
3.	
Transparency
4.	
Staff commitment to sustainable development
5.	
Diversity of teams
6.	
Contributing to the development of local communities
7.	
Dialogue with stakeholders
8.	
Environment (as a BCD Travel performance indicator)
9.	
Respecting human rights and duty of vigilance
10.	 Traveler duty of care
11.	 Commitment to sustainable and responsible 
business travel
12.	 Competitive, responsible services
13.	 Sustainable, responsible operations
14.	 Carbon reduction
15.	 Responsible purchasing
16.	 Staff health and wellbeing
17.	 Staff development
18.	 Balanced development in emerging countries
19.	 Impact on local communities
20.	 Sustainable travel services
21.	 Development of services in-line with client 
expectations
22.	 Innovation via new partnerships
23.	 Business opportunities offered by an innovative 
range of sustainable services e.g. Advito
24.	 Development of partner countries
25.	 Expertise in emerging markets
GRI 102-47

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. The process and procedures for the data collection and reporting 
underwent third-party review. Additionally, we report against our alignment with the 10 principles of the United Nations Global Compact and the United Nations Sustainable 
Development Goals (SDGs).
The GRI reference column below shows where more information on each GRI indicator can be found within the report.
GRI STANDARD  
NUMBER
INDICATOR NAME
INDICATOR RESPONSE
REFERENCE
Organizational Profile
102-1
Name of the organization
BCD Travel 
Cover page
102-2
Activities, brands, products and services
P. 7-8
102-3
Location of headquarters
Atlanta, USA - Utrecht, The Netherlands and Singapore
P. 6
102-4
Location of operations
P. 6
102-5
Ownership and legal form
www.bcdgroup.com
102-6
Markets served
P. 6
102-7
Scale of the organization
109 countries with 14.900 employees and sales of US$ 27.5 billion in 2019. 
P. 6
102-8
Information on employees and other workers
P. 35
102-9
Supply chain
P. 51-52
102-10
Significant changes to the organization and its supply chain
P. 20
102-11
Precautionary principle or approach
P. 22, 30, 33, 41, 50
102-12
External initiatives
P. 13-14, 43
102-13
Membership of associations
P. 14
73
GRI 102-55

GRI STANDARD  
NUMBER
INDICATOR NAME
INDICATOR RESPONSE
REFERENCE
Strategy
102-14
Statement from senior decision maker
P. 2-3
102-15
Key impacts, risks and opportunities
P. 2-3, 57-61
Ethics & Integrity
102-16
Values, principles, standards and norms of behaviour
P. 19-27
102-17
Mechanisms for advice and concerns about ethics
P. 20-21
Governance
102-18
Governance structure
P. 16-18
102-19
Delegating authority
P. 16-18
102-20
Executive-level responsibility for economic, environmental and social 
topics
P. 16-18
102-21
Consulting on economic, environmental and social topics
P. 14, 16-19
102-22
The composition of the highest governance body and its committees
P. 16-19
102-23
Chair of the highest governance body
P. 16
102-24
Nominating and selecting the highest governance body
P. 16
102-25
Conflicts of interest
P. 19-21
102-26
Role of highest governance body in setting purpose, values and strategy
P. 16
102-29
Identifying and managing economic, environmental and social impacts
P. 16-17
102-30
Effectiveness of risk mangement processes
P. 16-17, 22, 24
102-31
Review of economic, environmental and social impact
P. 16-17
102-32
Highest governance body's role in sustainability reporting
P. 17
102-33
Communicating critical concerns
P. 16-17, 20
102-34
Nature of total number of critical concerns
We track critical concerns through the SpeakUp system. As a privately held 
company, we do not report the nature and number of critical concerns due 
to confidentiality considerations.
P. 30
74

GRI STANDARD  
NUMBER
INDICATOR NAME
INDICATOR RESPONSE
REFERENCE
Governance
102-40
List of stakeholder groups
P. 14
102-41
Collective bargaining agreements
P. 31, 71
102-42
Identifying and selecting stakeholders
P. 14, 19
102-43
Approach to stakeholder engagement
P. 14, 19, 31, 36
102-44
Key topics and concerns raised
P. 14, 56, 60-63
Reporting Practice
102-45
Entities included in the consolidated financial statements
P. 6-7
102-46
Defining report content and topic boundaries
P. 11-14
102-47
List of material topics
P. 72
102-48
Restatements of information
There are no essential changes or corrections compared to prior 
sustainability reports
102-49
Changes in reporting
No changes from previous reporting periods.
102-50
Reporting period
Inside front cover
102-51
Date of most recent report
May 2019
102-52
Reporting cycle
Inside front cover
102-53
Contact point for questions regarding the report
Back cover
102-54
Claims of reporting in accordance with the GRI Standards
Inside front cover
102-55
GRI content index
P. 73-78
102-56
External assurance
P. 79
75

GRI STANDARD  
NUMBER
INDICATOR NAME
INDICATOR RESPONSE
REFERENCE
Economic Topics
201-1 
Direct economic value generated and distributed
BCD Travel is a privately held company and does not report its financial 
results publicly. 
P. 56
201-2
Financial implications and other risks and opportunities due to climate 
change
P. 42-45
Anti-Corruption
205-1
Operations assessed for risks related to corruption
P. 19-22
205-2
Communication and training about anti-corruption policies and procedures
P. 19-22
Environmental Topics
Energy
302-1
Energy consumption within the organisation
P. 44-45 
2020 Carbon Verification 
Statement
302-3
Energy intensity
2020 Carbon Verification 
Statement 
302-4
Reduction of energy consumption
P. 44-45, 48 
2020 Carbon Verification 
Statement
302-5
Reductions in energy requirements of products and services
P. 45
Emissions
305-1
Direct (Scope 1) GHG emissions
P. 71 
2020 Carbon Verification 
Statement
305-2
Energy indirect (Scope 2) GHG emissions
P. 71 
2020 Carbon Verification 
Statement 
76

GRI STANDARD  
NUMBER
INDICATOR NAME
INDICATOR RESPONSE
REFERENCE
Emissions
305-3
Other indirect (Scope 3) GHG emissions
P. 71 
2020 Carbon Verification 
Statement
305-4
GHG emissions intensity
P. 71 
2020 Carbon Verification 
Statement 
305-5
Reduction of GHG emissions
P. 41-45 
Supplier Environmental Assessment
308-1
New suppliers that were screened using environmental criteria
P. 50-52
308-2
Negative environmental impacts in the supply chain and actions taken
P. 51-52
Social Topics
Occupational Health and Safety
403-1
Occupational health and safety management system
P. 33
403-2
Hazard identification, risk assessment, and incident investigation
P. 33
403-4
Worker participation, consultation, and communication on occupational 
health and safety
P. 18, 33
403-5
Worker training on occupational health and safety
P. 33, 38
403-6
Promotion of worker health
P. 37-38
403-7
Prevention and mitigation of occupational health and safety impacts 
directly linked by business relationships
P. 30, 31, 33, 39
403-8
Workers covered by an occupational health and safety management 
system
98% of employees are covered by ISO 45001 certification
P. 33
403-9
Work-related injuries
Zero work-related injuries
403-10
Work-related ill health
BCD Travel is a privately held company and does not publish this 
information publicly. 
77

GRI STANDARD  
NUMBER
INDICATOR NAME
INDICATOR RESPONSE
REFERENCE
Training and Education
404-1
Average hours of training per year per employee
P. 34
404-2
Programs for upgrading employee skills and transition assistance 
programs
P. 32, 34
404-3
Percentage of employees receiving regular performance and career 
development reviews
P. 32
Diversity & Equality Opportunity
405-1
Diversity of governance bodies and employees
P. 35
Non-Discrimination
406-1
Incidents of discrimination and corrective actions taken
We record incidents of discrimination and the corrective actions taken 
as part of our global HR and Governance functions. As a privately held 
company we do not publicly disclose this information.
Forced or Compulsory Labor
409-1
Operations and suppliers that are at risk for incidents of forced or 
compulsory labor
P. 19, 50-53, 68
Human Rights Assessment
412-1
Operations that have been subject to human rights reviews or impact 
assessments
P. 12-13, 30-39
412-2
Employee training on human rights policies or procedures 
P. 38, 53, 68
Local Communities
413-1
Operations with local community engagement, impact assessments, and 
development programs
P. 65-69
Supplier Social Assessment
414-1
New suppliers that were screened using social criteria
P. 50-52
78

APPROACH TO ASSURANCE
Statement of independence, impartiality and competence
Alphacello Ltd/LLC conduct an annual review of BCD Travel’s carbon emissions, data collation and 
calculation processes, and provide independent verification to the integrity of BCD Travel’s Annual 
Sustainability Report.
Alphacello has conducted this verification independently and to the company’s knowledge there has 
been no conflict of interest. 
Alphacello has a Code of Ethics implemented within our business to maintain high ethical standards 
amongst staff in our day-to-day business activities. Our verification team has over 20 years’ combined 
experience in conducting assurance over environmental, social, ethical and health & safety information, 
systems and processes, including the verification of greenhouse gas emissions data to GHG Protocol, and 
ISO 14064-Part 3 standards.
www.alphacello.com
AUDITOR VERIFICATION 
STATEMENT
GRI 102-56
79

© Copyright 2021. BCD Travel. 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
Director of Sustainability
sharon.dirks@bcdtravel.de
sustainability@bcdtravel.com
GRI 102-53