2024

Sustainability
Report© 2024 BCD Travel N.V. All rights reserved.

Our 2024 Sustainability Report summarizes activities,
achievements and progress against our key performanceindicators covering the calendar year 2023. Our report
includes information on how we’re delivering on oursustainability strategy, our commitments to the United
Nations Global Compact, Sustainable Development Goals
and science-based targets. Our report has been preparedin accordance with the GRI Standards 2021. Please use thissection guide to navigate our 2024 Sustainability Report.
LETTER FROM OUR CEO
BCD TRAVEL AT A GLANCESUSTAINABILITY AT BCD TRAVELOUR COMPANYOUR PEOPLE
OUR BUSINESS PARTNERSOUR CUSTOMERSGOVERNANCE, ETHICS AND COMPLIANCE
APPENDICES

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BCD Travel

Letter from our CEO
Stephan BaarsCEOAs I embarked upon my first year as CEO of BCD Travel, one
thing quickly became clear to me. Our people care. They’recommitted to each other, our customers, the sustainability of
our industry and the world around them. They see that theneeds of each of these groups are changing – and they’resupporting this shift to create a more sustainable future.
With the launch of our new Sustainability Framework in
2023 – which addresses how we can effect positive changewith four stakeholder groups (our company, our people, ourbusiness partners and our customers) – we’ve been able
to drive from intention to action. Our Sustainability Reportaddresses the actions we’ve taken with these groups over the
past year to broaden our approach, influence perspectives
and deepen our impact.
At BCD, accountability for a more sustainable future runs
across all functions of our organization. Our sustainability
team works closely with legal, product development, finance,
procurement, human resources, diversity, equity & inclusion(DE&I) and many other teams to drive the progress we seek.

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BCD Travel

With this commitment to progress comes the responsibility togalvanize and empower our people to take meaningful actions
that support our goals. Our people have responsibilities androles outside of BCD. They’re also citizens, consumers andfamily members who process information about sustainabilityrelated issues in their personal lives. So, when we engage
our colleagues in BCD’s Sustainability Framework and theinitiatives that we’re undertaking, we do so with a “whole
person” mindset of sensitivity, openness and opportunity.

To do this, it’s key that we provide
our people with useful, relevant
information about sustainability
challenges and opportunities within
and beyond our industry. This
communication has been a corefocus for us over the past year.

Letter from our CEO
Through awareness campaigns and community discussions, we help our people understandhow they can change their impact on the environment and biodiversity. We also help themto create connections with their local communities through our global Making a Difference
program, supported by the John & Marine van Vlissingen Foundation. We clearly define BCD’s
sustainability priorities as well as how we can collaborate with clients to create more sustainable
travel programs. Creating this mindful movement, both within our organization and with ourclients, is central to our approach.
In the broader global context, addressing the climate impact of business travel is vitally important,particularly given the corporate travel industry’s close relationship with the aviation industry. For
this reason, we’ve continued to work in partnership with our clients to help them integrate moresustainable practices into their programs, and to define what purposeful travel looks like for them.
We’ve made key developments to BCD’s suite of sustainable travel solutions and continue toinnovate through our consulting division Advito’s Sustainable Collaboration practice. We’ve spenttime with our clients to understand the implications of travel on people with different diversity
dimensions and established best practices for making corporate travel more accessible, both
digitally and while travelling.
Over the past year we’ve seen key legislative developments, such as the EU’s Corporate
Sustainability Reporting Directive (CSRD), that continue to inform sustainability governance,
reporting and actions for BCD as an organization, and for our clients too. The developmentsin this landscape are pushing accountability, and ultimately progress, across critical material
sustainability issues, from climate change to DE&I. It’s expected that this legislation alone will
impact tens of thousands of companies globally. At BCD our CSRD workgroup has continued intheir analysis and planning to prepare us for these requirements.
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BCD Travel

With the global turbulence we continue to face geopolitically, financially and environmentally,
supporting the wellbeing of our people has never been more important. We’ve supplemented thecore components of our wellbeing program with resources on key areas for today’s employee
experience, like eco-anxiety and coping with stress, something that we don’t take lightly.
We’ve also made meaningful strides in our DE&I program, integrating DE&I practices into ourrecruitment processes, continuing with multimedia education and awareness on topics likeneurodiversity and allyship, as well as undertaking gender pay equity analysis globally.
As ever, we hold ourselves accountable to high standards and meticulously measure theimpacts we achieve through our Sustainability Framework using external assessors. Our fourthconsecutive EcoVadis platinum rating, global ISO 14001 and 45001 certification, SBTi-validated
science-based target and alignment with the UN Sustainable Development Goals are all accomplishments I’m incredibly proud of.

As legislative requirements evolve and sustainability
practices expand within our own and our clients’organizations, I look forward to continuing to drive
positive action – and positive impact – for our industry,
our clients and our people.

BCD Travel
At a glance
ABOUT BCD TRAVELAWARDS AND RECOGNITION

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BCD Travel

About BCD Travel
BCD Travel helps companies travel smart and achieve more.
We drive program adoption, cost savings and talent retention
through digital experiences that simplify business travel. Our
15,000+ dedicated team members service clients in 170+
countries as we shape a sustainable future for business travel.
BCD’s leading meetings and events management and global
consultancy services complete our comprehensive suite ofsolutions for all aspects of corporate travel. In 2023, BCD
achieved US$20.3 billion in sales.
BCD Travel was founded on Jan. 3, 2006, when BCD Groupannounced its decision to purchase TQ3 Travel Solutions
Management Holding GmbH and a majority interest in The
Travel Company. These two companies were combined withWorldTravel BTI under one ownership to form BCD Travel.
The company formally began trading under its new brandon March 31, 2006. BCD Travel has its global headquarters
in Utrecht and regional headquarters in Atlanta, London andSingapore.
Want to know more?
For more information, visit:
Our website www.bcdtravel.com
Our YouTube channel
Our Connections with BCD Travel podcast
Our LinkedIn

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BCD Travel: At a glance

Global and Europe HQ
Utrecht, Netherlands

Americas HQ
Atlanta, GA

Asia Pacific HQ
SingaporeGlobal travel services

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BCD Travel: At a glance

Air

HotelsRental car

Rail

Ferry

After-hours

Account
management

Relief staff

Travelersecurity

Meet and greet

Foreigncurrency

Passport / Visa

Ticket tracking

DisasterrecoveryConsulting

Meetings andincentives

Our divisions

Advito is the consulting division of BCD Travel. We’re focused on transforming corporate travel
programs. With a powerful, intelligence-driven framework that dynamically manages supplierspend and traveler behavior, travel programs can continuously run in balance and at peak
performance, keeping the needs of all stakeholders met. With our smart analytics, unique supplier
strategies and integrated traveler engagement, we elevate our customers’ programs to reach newlevels of sustainability, savings, and satisfaction. Advito is the first travel consultancy to develop
our own ISO certified carbon reporting methodology, GATE4, and the first to create a dedicatedpractice area for sustainable business travel. For more information visit www.advito.com.

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BCD Travel: At a glance

BCD Meetings & Events are experts at creating experiences that connect organizations with thepeople that matter most. With 2,000+ passionate people servicing clients in 60+ countries aroundthe world, we offer services across event design, brand experience, meetings management,
production and content, venue search and sports travel and hospitality. At BCD M&E, we createhuman connection by uniting emotion and action to change behavior. With more than 35 years’of expertise spanning event design and strategic meetings management, our global network andcustom solutions focus on fostering moments that engage and inspire action. Our passion behindthe power of an experience shows in the fun we have while unleashing it. BCD Meetings & Events
is a division of BCD Travel Group. For more information visit www.bcdme.com.

Our specialized solutions

Energy, Resources & Marine

Aerospace & Defense

Media & Entertainment

Life Sciences

We’re bringing together corporate andcrew travel expertise to make managing
travel simpler. We tailor our technology andprocesses by traveler type, allowing our clientsto manage all their traveler types within ourplatforms, while accounting for varied policies
and ways of engagement. With BCD Travel, ourclients get the industry’s best technology on asingle global platform that covers all travelers.
And travelers get the information, tools andexpert assistance they need to keep moving.
It’s complete journey management. For more
information visit https://www.bcdtravel.com/
energy-resources-marine/

BCD is the market leader in servicing
Aerospace & Defense travel needs in over
100 countries. We service 25 of the top 100
A&D contractors – close to 40% of the sector
client revenue. We deliver the industry’s best
technology on a single global platform that
accommodates all traveler types, including
non-profiled individuals. We bring together
corporate and government contractor travel
expertise to make managing travel simpler fromstart to finish. We’re also the only agency thatcan provide a fully customized and progressive,
compliant, globally integrated solution acrosstravel, meetings, and consultancy though
the Government Contractor Services Centerof Excellence. This provides travel guidanceand support to Expats, mission criticaltravel, compliance, audit, temporary duty
assignments, deployments, recruiting & global
mobility. For more information visit https://www.
bcdtravel.com/aerospace-defense/

For more than 40 years, leading artists,
sporting teams, labels, media and production
companies have trusted us with their travel. At
BCD Media & Entertainment, we extend thehigh touch service of a boutique firm with theglobal scope, investments in innovation andcreativity of one of the world’s largest and mostadmired travel management companies. We
provide a variety of flexible, tailored services
specific to our clients’ Media & Entertainment
travel needs – 24 hours a day, 7 days a week.
We don’t just offer the services our customers
expect, but those only a professional in thisindustry understands. We make the seemingly
impossible, possible. For more information visit
www.bcdtravel.com/media-entertainment/

We know life sciences. Through our Center of
Excellence, we support customers across thehealthcare spectrum, from pharmaceuticals
to medical device companies, biotechnology
firms, hospital systems, contract researchorganizations, insurance companies andbeyond. 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 pharmaceuticalcompanies in the world. For more information
visit https://www.bcdtravel.com/life-sciences/

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BCD Travel: At a glanceAwards and recognition
2023

Industry recognition for our people

EcoVadis top rating for sustainability(Platinum 2023 – 2022 – 2021 – 2020, Gold2019 – 2018 – 2017 – 2016)“Achievement in Sustainability – TMC”
(Business Travel Sustainability Awards Europe
2024)

Brazil receives ‘Great Place to Work’certification(GPTW – 2023)

2023

Best flex-work employers(Flexjobs – 2023 – 2020 – 2019 – 2018 – 2017–2016 – 2015)“Achievement in Sustainability – TMC”
(Business Travel Sustainability Awards
Americas 2024-2023)

America’s Best Midsize Employers(Forbes 2024 – 2021 – 2020 – 2019 – 2017 –2016 – 2015)

UCB Sustainability Level A Partner(UCB Supplier Recognition Program 2023 –2021)

Women Impact Tech 100 List
(Women Impact Tech 2023 – 2022)

Most Admired Travel Management Company(The Beat 2023 – 2022 – 2021 – 2020 – 2019 –2018 – 2017)
Travel Partner of the Year – Large TMC(Business Travel Awards Europe 2023)
Top 50 Inspiring Workplaces UK & Ireland(Inspiring Workplaces 2024)
Top 25 Inspiring Workplaces Europe(Inspiring Workplaces 2024)

TripSource wins Gold Stevie® Award for Best
Travel App & Mobile Website(American Business Awards® – 2024 – 2023 –2022 – 2021 – 2020 – 2019 – 2018)

BCD Travel: At a glanceTeri Miller, Executive Vice President,
Global Client Team, named to GBTA’s
WINiT Top 50 Women in Travel(WINiT by GBTA 2023)“Achievement in Advancing Sustainability– Data and Reporting” (Business Travel
Sustainability Awards Europe 2024), Advito“Achievement in Advancing Sustainability– Data and Reporting” (Business Travel
Sustainability Awards Americas 2024), Advito
READ MORE ABOUT OUR AWARDS

10Advito’s Julien Etchanchu, SeniorDirector, Sustainability, wins the“Sustainability Champion” Award(Business Travel SustainabilityAwards Europe 2023)

Alexandria Prejean Smith, Director,
Marketing & Communications, named
to GBTA’s WINiT Top 50 Women in
Travel (WINiT by GBTA 2023)

Sustainability
at BCD Travel
MISSION, VISION AND VALUESOUR BLUEPRINT FOR SUCCESSSUSTAINABILITY GOVERNANCE

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BCD Travel

An ever-evolving landscapeOver the past year, we’ve seen key legislative developments
like the EU’s Corporate Sustainability Reporting Directive(CSRD), the Green Claims Directive and progression in
mandatory sustainability reporting requirements in markets
like the U.S., Australia and Singapore. These developments
continue to change the landscape for sustainability
performance measurement, accountability and disclosure.
Alongside these regulatory changes, the impact of the climate
crisis on the day-to-day lives of many communities is morereal.
We know that climate change and the emerging biodiversity
crisis go hand in hand. While business travel sustainability
initiatives have, until now, largely focused on reducing carbon
emissions, the industry also needs to think about its role inaddressing biodiversity loss. Travel is now being called on tothink beyond carbon and consider the wider impact of flights
and hotel stays on the natural world.

What our customers expect from BCD as their sustainablesupplier of choice has evolved, too. Sustainability is now
a strategic imperative for many of our clients. They needaccurate, timely data to support CSRD requirements
and innovative solutions that support purposeful traveland minimize their impact on the planet. They also wantconfidence in their travel partner to support the wellbeingof their people, while providing an equitable and inclusive
experience for all their travelers.
This report outlines the progress we have made over the
past year to ensure we keep pace with this ever-evolving
landscape. Our sustainability commitments, the global
sustainability standards we hold ourselves accountable
to, and our collaborative approach to sustainability for ourcompany, our people, our business partners andour customers, put us in a strong position tobuild a more sustainable future.

Olivia Ruggles-Brise

Vice President of Sustainability
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BCD Travel: Sustainability at BCD Travel

A long history of sustainability best practices
Our focus on sustainability is underpinned by continual alignment and assessment for key sustainability frameworks, goals and standards.

2023

Top 1% EcoVadis rating

Annual CDP submission
for 12 years

First TMC with a validated
science-based target fromthe SBTi

UN Global Compact
signatory since 2008

Supporting the UN’s SDGs
since 2017

Compliant with GRI
sustainability reporting
standards since 2016

BCD Travel has made impressive progress since their first assessment in 2011. Year after year, they
strive to improve their performance and drive impact, establishing themselves as a global leader insustainability. Their Platinum rating instills confidence in their clients that BCD is the right supplierto support their sustainability objectives.
Customer success manager, EcoVadis

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BCD Travel: Sustainability at BCD Travel

ISO 14001 and 45001certified environment,
health and safety
management system in all
majority-owned markets

Mission, vision and values
MissionHelping people and companies travel smart and achieve more

VisionTo be the world’s most trusted, innovative and sustainable
travel management company
Our vision is the future we want to achieve. Our mission iswhat we do every day to bring that vision to life.
Our vision to be the most sustainable TMC frames thework we do in collaboration with our customers to build
corporate travel programs for a sustainable future. It reflects
our commitment to reducing our environmental impact,
empowering local communities, supporting our people’s
wellbeing and integrating diversity, equity & inclusion (DE&I)
throughout our employee lifecycle. It also means that when wepartner with organizations across our value chain, we do so ina way that upholds sustainable and ethical business practices.

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BCD Travel: Sustainability at BCD Travel

Living our values
BCD’S GUIDING PRINCIPLES
We seize every opportunity to live our values and strengthen our culture daily. Our actions translate the broad
brushstrokes of our values into practical, day-to-day actions that have a positive impact on clients and colleagues.
Our values support our Sustainability Framework – and by living our values, we’re able to take action for ourcompany, people, business partners and customers for a more sustainable future.

Solve it together – Collaboration connects us. We
challenge and improve together.
Act with purpose – We are purposeful in how weinnovate and what we create.
Do what’s right – We operate openly and fostertransparency. Our word is our bond.
Give your best – Passion powers and inspires us. We
love and believe in what we do.
Feed the future – We give ourselves and others thetools, skills, and creative freedom to grow and flourish.

“Feed the future” speaks directly to our passion
for sustainability and our focus on the next, next
generation. At BCD, sustainability is part of our DNA
and touches everything we do. Our commitment to
DE&I means we empower all our people to develop
their confident self to the fullest. From ethicalbusiness practices, human rights initiatives and ourenvironmental impact strategy to promoting employee
development, sustainable business travel and traveler
wellbeing – we’re committed to doing good when we
do business.

EXCEEDING CLIENT EXPECTATIONSOur Blueprint for Success
Our Blueprint outlines our core areas of strategic focus andis supported by three pillars: engagement, productivity andgrowth.
We align our priority initiatives under these pillars to achieveboth our clients’ and BCD’s own ambitious goals, as well as
long-term success and sustainability for the future. To exceed
our clients’ expectations, we’re delivering:•Engaged employees (by nurturing and growing our people).

•

Productive and efficient tools and processes(by automating and improving the technology andprocesses that allow our amazing people to shine).

•

Sustainable growth (by expanding solutions to meetever-evolving customer needs).

Sustainability influences all that
we do and is woven throughout theBlueprint.
For each pillar, we’ve established specific priorities. Thesepriorities are a timely response to the opportunities andchallenges we anticipate. We’re maintaining our investmentin these areas and increasing it where it makes sense, tocontinue providing value-added solutions in the spirit ofpartnership, transparency and trust.

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BCD Travel: Sustainability at BCD Travel

ENGAGEMENTPRODUCTIVITYGROWTH

LIVING OUR CORE VALUES

We’ve set sustainability priorities within these pillars to focus
our approach and increase our impact, including:••

Fostering career growth for our people by providing
education, resources and opportunities that support
business strategy, leadership development andsuccession planning.

Supporting our local communities through the Making
a Difference program and employee volunteer
opportunities.

•

Supporting our Sustainability Framework through initiatives
related to carbon emission reduction, governmental
reporting and sustainability-related offerings.

•

Increasing organizational competence and leadershipcapacity to ensure a more diverse, equitable and inclusive
workplace, enhance offerings to our customers anddeepen the impact in our communities.

Our commitment to sustainability means that every decision
and action in support of these pillars is taken with a firm focus
on creating a sustainable future for the next generation.

Putting sustainability at the center of our relationships

Our sustainability approach isrooted in four core principles
Beyond carbon – we use a broad definition of sustainability
that encompasses issues such as wellness; diversity, equity &inclusion; nature and social impact, as well as climate action.
Mindful travel – we aim to build a movement for sustainable
travel that empowers and engages travelers to embracesustainability on the road and at home.

Building from our four core principles, BCD’s Sustainability Framework aims to put sustainability at the center ofour relationships with four key audiences, to best influence change across these groups. Our sustainability actionsdeliver significant benefits to our company, our people, our business partners and our customers, influencing
progress across our networks.

Our customers

Our company

Lead the movement
towards sustainablebusiness travel, meetingsand events

Increase our positivesocial impact, reduce
our environmental
impactIndustry advocacy – we lead, push for and support solutions
that are widely adopted.
High standards – we continue to seek external validation andcertification of our robust products and processes and ensurethat we partner with the most credible organizations that
support our vision.

Our business
partners
Hold our partners, vendors
and suppliers to the same
standards as we holdourselves

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BCD Travel: Sustainability at BCD Travel

BCD’s
Sustainability
Framework

Our people
Support all our
employees to harness
the opportunities of theircareer journey with usCollaboration is central to
our framework
Globally, we work in close collaboration with a diverse
set of stakeholders to support our sustainability strategy
development, goal setting and to push progress in our
industry.
These stakeholder groups include:•

Customers and their travelers•

Travel industry associations•

Non-profit organizations•

Sustainability councils, associations andintergovernmental organizations (IGOs)•

BCD employees•

Suppliers, partners and vendors

Regular engagement is critical to our approach and our vision
to be the most sustainable TMC. It ensures the strategic
direction of our company and our Sustainability Framework
reflect our customers’ priorities, the requirements of ourbusiness, corporate travel industry and sustainability bestpractices and legislative requirements. This engagement iscomplemented by our local markets, which play an importantrole in forming relationships with local stakeholders.

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BCD Travel: Sustainability at BCD Travel

We work within acontinual process ofengagement, using avariety of formats anddigital platforms toreach our stakeholders.
This includes focus groups, social media,
thought leadership pieces, workshops,
event participation, formal research andthe many interactions that take place
between our people, partners
and customers on a daily basis.

Industry engagement

Sustainability engagement

We build strong relationships with industry trade associations
that represent the interests of our customers and otherstakeholders in the travel sector. We’re an allied memberof the Global Business Travel Association (GBTA) and work
closely with GBTA associations throughout the U.S. andEurope and as they expand further into the Asia Pacific region.
Employees from different company functions represent BCD
Travel on several GBTA committees, both in the U.S. andEurope. These include:

Maintaining regular effective
dialogue with sustainability IGOs,
councils and workgroups means wecontinue to align our Sustainability
Framework and initiatives withappropriate standards anddevelopments.

•

Sustainability committee•

Diversity, equity & inclusion committee•

GBTA foundation initiatives, including Women in Travel(WINiT) and the Ladders Mentorship Program•

Leadership council•

Regional advisory boards in Europe and Asia Pacific•Aviation committee•

Risk committee•

Meetings and events committee•

Payment committee

We’re active across local country chapters of GBTA andare regularly invited to speak at GBTA events. We’re also
members of other global and regional industry associations,such as the Institute of Travel Management (ITM), theBusiness Travel Association (BTA), the German Corporate
Travel Association (VDR), as examples.
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BCD Travel: Sustainability at BCD Travel

United Nations Global Compact. We became a signatory
back in 2008, and we continue to support the Ten Principles
on human rights, labor standards, the environment andanti-corruption across our sphere of influence. Our
membership has seen us submit our annual communication
on progress to hold ourselves accountable, share informationand promote transparency in sustainability progress. In 2023,
two of our sustainability team members took part in theirinaugural Climate Action Group. This cross-industry peer
learning group incorporated collaborative workshops, guest
speakers, discussions and assignments around critical topics,
such as creating organization buy-in for climate action, thecircular economy and stakeholder inclusion. Working withsustainability professionals across different sectors in thiscollaborative format helps us to broaden our perspective in
how we address critical sustainability issues, as well as share
our expertise with other organizations.

Global Sustainable Tourism Council (GSTC), an
organization that establishes and manages global standards
for sustainable travel and tourism, known as the GSTC
Criteria. Our membership includes regular dialogue andconference speaking to drive industry progress.
Sustainable Aviation Buyers Alliance (SABA) a
membership-based initiative aimed at scaling the useof Sustainable Aviation Fuel (SAF). We were the first
TMC to hold membership with the alliance. They’re creatinga standardized system that will allow companies to makecredible, transparent claims about emission reductions fromtheir support of SAF. SABA offers collective procurement ofhigh-quality SAF at competitive prices and guidance that
ensures the SAF purchased is truly sustainable. SABA is also
integrated into the BCD Marketplace, allowing our clients toconnect to SABA’s SAF services.
albert sustainable suppliers list, which is designed toenhance sustainability in the media and entertainment
industry. Like many sectors, media production carries a large
carbon footprint. albert helps to define what the film and TV
industry can do to create a sustainable society. As part oftheir sustainable suppliers list, we provide more sustainable
solutions to our clients and support albert’s objective toempower the industry to know how they can contribute to
the change needed. We have also appointed sustainability
ambassadors in this vertical to support our efforts.

Sustainability governance
Overall responsibility for sustainability rests with the executive board. The sustainability core team, led by the vice president ofsustainability, is responsible for defining our strategy, and long-term and annual objectives. This team ultimately reports to thesenior vice president of sustainability, hotel solutions and managing director of Advito (our consultancy division). The team provides
quarterly updates to the global executive team and the executive board.

Global sustainability teamThe global sustainability team consists of the sustainability
core team, as well as representatives from various functions,such as people & culture (HR), marketing, sales, program
management, product planning & development, DE&I, Advito
and BCD Meetings & Events.
This team advances standards of environmental, ethicaland social business practices within our organization andindustry. They help raise awareness on sustainability issues
internally across the company and support our clients’ ownsustainability strategies and goals. This group also drives theintegration of sustainability initiatives within their functions in
support of BCD’s Sustainability Framework. The team meeton a monthly basis, chaired by the director of sustainability.
Regional teams support our sustainability initiatives at the
local level.

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BCD Travel: Sustainability at BCD Travel

We 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 thesestakeholder groups to evaluate progress in implementing ourstrategies and to evaluate performance goals.
Additional functional sustainability committees all reinforce
our Sustainability Principles and support our Sustainability
Framework. These include our environment, health & safetycommittee, human trafficking awareness committee, diversity,
equity & inclusion regional councils and core workgroups, aswell as our Making a Difference coordinators. Please referto pages 74-75 of our governance, ethics and compliancesection of the report for further details on our governance.

Our company
SOCIAL IMPACTHUMAN TRAFFICKING AWARENESSENVIRONMENTAL IMPACT

Making a Difference project: Techo, Colombia

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BCD Travel

Projects in the U.S.
Florida: Feeding NE Florida

Increase our positive social impact,
reduce our environmental impact

Social impact
Making a Difference for the next generation
In 2023, our Making a Difference program supported
37 projects around the world. Through Making a Difference,
we empower our employees to ignite change in theircommunities by supporting local projects that directly benefit
children. The range of projects we supported in 2023 – fromeducation projects to emergency housing and support forchildren in foster care – helped us to continue to grow oursocial impact.
The mission of the John & Marine van Vlissingen Foundation
is to improve the lives of people around the world, with anemphasis on helping children. BCD employees across theglobe who are engaged in fundraising activities for small,targeted projects have the opportunity to submit their projectto the John & Marine van Vlissingen Foundation for additional
financial support. With the foundation’s backing we canamplify their impact and drive even greater positive change.

Chicago (M&E): Cradles to Crayons
New Jersey: CASA Pop Up Shop
Raleigh (M&E): NC Inter-Faith Food Shuttle
Camden Street Learning Garden, Me Fine
Foundation
Memphis: Hope House Day Care

Projects in LATAM
Argentina: Tu Amigo Invisible en el Chaco,
Escuela de vida Río Colorado

BCD Travel: Our company

Belgium: Bednet
France: REVES
Germany: MainLichtblick e.V. (M&E), Balu und Du
Israel: Kenafayim
Netherlands: Leergeld Nijmegen
Poland (M&E and Travel): Children’s Home
Association of Janusz Korczak name
Sweden (M&E and Travel): Min Stora Dag (MyBig Day)
U.K.: REACH: Prevention, Education andAwareness, Revive Healthy Living Centre (M&E)

Brazil: Abrahipe, ONG PAZ, Crianca feliz e elhor
preparada para o futuro
Colombia: Fundación Colombiana De Leucemia
Y Linfoma, Techo

Projects in APAC

Costa Rica: Growing up Together, Proyecto
Daniel, Proyecto Simirinak

Australia: Yalari - Educating Indigenous Youth

Ecuador: CEIPAR, La Dolorosa Foundation

Singapore: Child at Street 11

Guatemala: Hogar Marina Guirola
Honduras: Education with no barriers
Mexico: Aldeas Infantiles SOS México
Peru: Re-CreoVenezuela: Musical Schools for Birongo /Kamarata’s Cultural Center, Conectando Raices

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Projects in EMEA

Hong Kong: Walk for ChalkProject highlights

Abrahiphe
Abrahipe (Brazilian Association of
Hippotherapy and Pet Therapy) is asmall non-governmental organization
located in Greater Sao Paulo, Brazil.
Its main purpose is to carry out social
assistance services for children,
young people and elderly people
with disabilities, reduced mobility,
limitations and special needs, withoutcharging any fees to users (e.g.,hippotherapy, pet (e.g., hippotherapy,
pet therapy, music).
BCD supports Abrahiphe with regular
activities like workshops and events.

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BCD Travel: Our company

CASA Pop Up Shop

Techo

YalariCourt Appointed Special Advocates(CASA) are volunteers in the U.S.
trained to work as advocates forchildren in their local community who
have been removed from their homes
due to abuse or neglect.

Techo is a youth led non-profit
organization. They help people
across Latin America and the
Caribbean gain access to basic
resources thanks to its one million
volunteers.

Yalari is a non-profit organizationin Australia that offers quality,
secondary education scholarships atleading Australian boarding schools
for Indigenous children from regionaland remote communities.

There are more than 900 CASA
programs across the U.S. Each runs
as its own independent non-profit.

To support this initiative, a group of
20 BCD employees in Colombia built
an emergency house and installed acommunity rainwater collection andpurification system. The emergency
house we built went to Kerlly and herfamily. Kerlly is a shift nurse with anextremely low monthly salary. Her
husband David has a disability thatmakes him unable to work. They also
have four children to support.

The purpose of the scholarships is
to create an educational opportunity
for an Indigenous young person who
would otherwise not receive quality
education.

BCD supports CASA in Passaic
Country, New Jersey. We provide
donations for the CASA Pop Up
Shop. It provides children in thefoster system a place to get all sortsof things they may need from clothes
and toiletries, to backpacks and prom
dresses.

For the past three years, BCD has
invested in the future of Indigenous
children by sponsoring a recipient of
the scholarship. We have been able
to support a young woman to attend
Abbotsleigh School in Sydney.

The Rêves Association
The Rêves Association in France
offers seriously ill children an
enchanted break to forget theirillness. By fulfilling their wildest
dreams, the association allows themto escape from daily life and live
unforgettable experiences that help
them regain their confidence in the
future.
The association collaborates withsome sixty health establishments on
the requests for rêves (or “dreams” inEnglish) by children and adolescents.
We’ve supported the Rêves
Association since 2013 by organizing
and managing projects to raise
funds, like flea markets, furnituresales and cake sales.

Supporting our communities
We continued to support and implement additional volunteering and fundraising opportunities across the globe. In this report, we’ve
provided some highlights from the many great examples of this commitment over the past year.

KABOOM!
In May, we collaborated with Delta Airlines
toward our shared goal of giving back to
the community by building a KABOOM!
Playground in Miami. KABOOM! worked withchildren in the community to design their dream
playground and the Delta Airlines Global Sales and BCD
teams brought it to life. The playground serves a communityof 271 homes and hundreds of children. In addition, Delta
Airlines and BCD donated another US$10,000 to thecommunity for future playground equipment.

Refugee support
In Warsaw, Poland, our European team spent a
day volunteering at a Ukrainian refugee center.
They helped organize food, entertain children,
serve meals and sort donations. We finishedthe day with a special award ceremony for thechildren’s paintings, where the BCD team met
some budding artists! This center, one of five in
Warsaw, is run by Warsaw’s City Hall and houses morethan 250 people.

23

BCD Travel: Our company

Community food banks
25 BCD volunteers contributed their time and enthusiasm to
the Atlanta Community Food Bank in April last year. For overfour hours, volunteers weighed, sorted and inspectedfood goods, packaged items and managed palletjacks. By the end of the four-hour shift, we(along with other groups) processed 10,622
pounds of food – the equivalent of 8,852
meals. Thanks to co-worker donations, we
also gave US$250, or the equivalent of 588
pounds of food.

The Pantry Appeal – U.K. BCD M&E company
conference
BCD M&E chose Revive as their local charity in the U.K.
Revive supports young people and their families who are inneed of household products and food, as well as support
for their health and wellbeing. In 2023 the charity faced
unprecedented demand to help the most disadvantaged
people secure food and to heat their homes.
Revive’s Pantry Appeal helps local residents by distributing
new and unwanted goods to those on a reduced income.

As part of the registration process for the U.K. BCD M&E
company conference, every employee selected up to threehousehold items from a defined list that they would bring to theconference for Revive.
BCD M&E volunteers sorted and packaged the donations, thenhad them delivered to Revive on the day of the conference.

Right now, we have so many families
that struggle with the cost-of-living
crisis. Many of these are in work
and/or are facing challenging
personal circumstances. The
donations that you have obtained
will be targeted towards those thatare in this position. On their behalf,
we’d like to say a huge thank you toeveryone that has donated to thiscause. Thank you.
Revive Pantry Appeal

Human trafficking awareness
Human trafficking continues to be a huge issue thatnegatively impacts the lives of millions of people globally. Ourcommitment to taking action on this issue didn’t falter in 2023.
As a travel management company, we’re uniquely positioned
to influence thousands of travelers by raising awareness ofthe signs of human trafficking. We also have an opportunity
to educate our employees, partners and clients – working incollaboration to develop knowledge about human trafficking
and exploitation in our industry and grow the role we can eachplay in addressing it.
Further defining our role is important as traffickers use air andrail travel to transport victims between cities and countries,
and use hotels for trafficking or abusing victims.

If every traveler can recognize
the signs of human trafficking
and knows how to safely reporta potential incident, we can takepositive steps towards ending this
exploitation.

24

BCD Travel: Our company

The BCD human trafficking awarenesscommittee
BCD’s human trafficking awareness committee is made up of
BCD employees across different regions and functions – fromprogram management and sales to legal and sustainability.
Launched in 2017, our mission remains clear: to raiseawareness and educate on the issue.
To take action and grow our impact around the issue of humantrafficking, our goals are to educate, engage and partner.

EDUCATE
Educate target groups about
the importance of awareness ofchild trafficking and BCDʼs role

Goals

PARTNER
Collaborate with external
stakeholders and otherhuman trafficking awarenesscharities to raise awareness

ENGAGE
Inform andengage key
stakeholders on
our awareness related efforts

Partnerships are central to BCD’s education and awareness strategy
We formed a global partnership with ECPAT (known as PACT in the U.S.) in 2017 and with A21 in 2020. Our commitment to both ECPAT
and A21 is to raise awareness through education and training with our employees, suppliers, partners and clients all over the world.

ECPAT
ECPAT is the leading international organization seeking to end
children’s commercial sexual exploitation through awareness,
advocacy, policy and legislation. It has a membership of 125
civil society organizations in 104 countries.
It conducts research to better understand the problem andadvocate for systemic and social changes to end the sexual
exploitation of children. It works with governments, intergovernmental institutions, the private sector, civil society, thegeneral public and the children themselves.
How we partner with them
The sexual exploitation of children in the context of travel
and tourism (SECTT) has continued to thrive globally, withchild sex offenders using the infrastructure of the industry,increasingly combined with online technologies, to commit
their crimes.* This can change only if we actively take steps tofight this crime.

*Source: Sexual Exploitation Of Children In Travel and Tourism
25

BCD Travel: Our company

A21
BCD is a signatory to ECPAT’s Code of Conduct for theProtection of Children from Sexual Exploitation in Travel andTourism (The Code). The Code encourages members toprovide educational tools and support initiatives to end sexual
exploitation of children.

We undertake annual reportingto The Code which provides aframework for tracking progress,
as well as supporting ECPAT
through awareness and fundraising
initiatives throughout the year.
We also promote PACT (by ECPAT-USA), a human trafficking
awareness free online training developed specifically for travel
professionals.

A21 combats modern-day slavery by working to Reach,
Recover and Restore lives. It reduces vulnerability, assist
victims, and empowers survivors. The organization works
in 19 locations across 14 countries globally.
A21 have many different education programs and initiatives,
as well as 24/7 confidential hotlines, child advocacy centers,
professional training, victim identification operations, legal aid
representation and support.
It provides aftercare services from trauma-informed holistic
support for survivors, emergency shelters, accommodation
and relocation services and much more.
How we partner with them
We work closely with A21 on key initiatives including their
Annual Walk For Freedom, fundraising projects and, in
2023, we supported a children-centered human trafficking
education project in Cambodia through our Making a
Difference program.

Action and impact
Over the past year, we made great strides in our efforts totake action and grow our impact:•

Continued our support of National Human Trafficking
Prevention Month by creating resources for BCD teams tospread awareness both within our organization and withclients.

•

Expanded and raised the profile of our human trafficking
awareness committee both internally and externally.

•

Implemented ECPAT GBTA Europe
fundraiser and flagship A21
fundraising initiative.

•

Expanded our support of the
A21 Walk For Freedom withcampaigns and BCD volunteers.

•

Achieved 94% completion todate on our ‘Don’t Look Away’
human trafficking awarenesstraining.

•

Progressed with global partners ECPAT (including
reporting to The Code) and A21.

•

Supported A21 Cambodia human trafficking education
project through Making a Difference.

26

BCD Travel: Our company

At the 2023 Business Travel Awards Europe,
BCD Travel won the Large TMC award
for Travel Partner of the Year. The judges
applauded BCD’s ability to find synergy
with our customers and to go the extra mile
to create awareness and training aroundthe issue of human trafficking. While manyindustry ESG efforts highlight traditionalsustainability efforts, this commitment to thebroader social and ethical impact illustrates
ways that organizations can go above andbeyond with their partnerships. Find out more
here.

Open Water challenge
Last year, Claire Stephens, Vice President, Global Client Teamand Chair of our human trafficking awareness committee,
challenged her fear of open-water swimming to raise funds for
A21’s Cambodia human trafficking education project.
Claire’s commitment to driving industry education to combat
human trafficking has been unwavering in her six-year tenurewith the committee. The open water swim from Lyme Regis toCharmouth – over two miles – was extremely challenging for aself-confessed non-swimmer, with a fear of choking in water.

Claire trained with a professional coach for months in thelead up to her swim. During this time, we shared regular diary
entries on our internal communication platforms allowing
BCD colleagues to follow her journey, continue to learn abouthuman trafficking and support our fundraising.

This was about raising awarenessfor human trafficking. A couple ofdays before the swim, I met witha client who had read the blog on
our website. She thanked me foreducating her on a topic that she
really wasn’t that aware of. This
meant everything to me because
it was validation that I achieved
exactly what I set out to achieve –awareness.
Claire Stephens

Vice President, Global Client TeamBCD people showed unwavering support for A21 Walk For Freedom
BCD employees once again showed unwavering support for the A21 Walk of Freedom in
2023. This event is a day of global awareness and local action in the fight against humantrafficking. Their aim is to reduce vulnerability locally by empowering neighbors, friends andcommunities to identify and report trafficking suspicions.
The impactful event took place on October 14. A21 reported that tens of thousands of people
participated in more than 425 communities across over 56 countries, reaching nearly 800 million people
through the media with awareness of human trafficking.
In support of our partnership with A21, BCD people took to the pavements across our regions. Here’s whatsome of our colleagues had to say about their experience:
I had the opportunity to take part in the walk against modern slavery organized by A21 in Queretaro,
Mexico. It was our first walk. My wife and seven-year old son accompanied me. Different from the Pridemarch, this was a more solemn and quiet march. Everybody walked in silence since most of them hada person or family member lost or missing. I will make sure I do my part and talk to others about theimportance of paying attention to signs of abuse and slavery. Paulo de la Torre, Regional Program
Manager
As a mom, kids being exploited is something that hits me hard. It’s important for me to show support.
On the day, I shared information about the topic and A21 and BCD’s partnership with family and friends.
Gina Muñoz Islas, Account Executive & Sustainability Coordinator - Latin America
The Advito Engage team decided to dedicate all our steps to A21 throughout our four-day visit to Athens.
Collectively the group achieved 500,000 steps! We also held an informative session on knowing the signsof human trafficking and gave an update on what the human trafficking awareness committee had beenworking on this past year. Julie Stuckey, Consultant, Advito

27

BCD Travel: Our company

Increasing education in Northern Cambodia with A21
In 2023, we supported a human trafficking education projectin Cambodia through our Making a Difference program. The
project focused on Northern Cambodia, near the borderwith Thailand, in communities with some of the highest
levels of poverty in the country. Because of this, migration
for work across the border into Thailand is common in thesecommunities. Children are trafficked because they areunaware of the dangers and their families and communities
don’t know how to protect their children from this.
As part of the project, A21 ran prevention programs andprovided resources in the most vulnerable communities in
Cambodia. They educated parents and children on their rights
and the potential risks of human trafficking and exploitation.
Resources included specially designed comic books withchild-friendly narratives, shedding light on common trafficking
trends and offering practical safety strategies for thecommunity and online. They also provided report cards,
which are especially valuable as they include theanti-human trafficking hotline number and A21’s
contact information, providing a direct line of
support for those in need.
Through these concerted efforts, the project
helps to prevent human trafficking before
it occurs and equips communities with theknowledge and tools to safeguard their future.

Environmental impact

Therefore, as part of our EMS, we:Environmental management system•

Provide recycling facilities and promote waste reduction
wherever possible.

•

Promote minimizing the use of paper in all our offices,
reuse and recycle all paper where possible and seek tobuy recycled and recyclable paper products. We also
promote paperless working both in our own operations
and with our customers through digital platforms likeour mobile app, which eliminates the need for printed
itineraries and travel information.

•

Responsibly handle IT equipment, recycling end-of-life
items and donating reusable ones to charities throughlocal schemes where possible.

•

Encourage all employees to participate in annual global
environmental initiatives, such as World Environment
Day. The theme for World Environment Day 2023 was
Solutions to Plastic Pollution. We created an internal andexternal communications campaign to provide tips for our
employees, clients and the wider travel industry on ways
to reduce single-use plastics and waste at home, at work
and while traveling.

Our environmental management system (EMS) has been
a centerpiece of our sustainability commitment since 2016
and is certified to the ISO 14001:2015 standard across all our
majority-owned operations. BCD’s offices are audited on athree-year rolling cycle. This means that every office is subject
to an on-site audit at least once during that period to maintain
ISO certification.

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Reducing plastic use in hotels
May 31, 2023
The theme for World Environment Day 2023 is Solutions to
Plastic Pollution. And, it couldn’t come at a better time. The
single-use plastics we mindlessly waste on business trips, inhotels and elsewhere wreak havoc on humans, land and sea
creatures, and our physical world in ways we have yet to fully
grasp. In the lead up to the June 5 observance, we spoke to Jo
Hendrickx, Founder of Travel Without Plastic, an organizationthat helps hotels, tour operators and travel businesses to reduce
unnecessary waste and costs using the “Let’s Reduce SingleUse System.”Here’s Jo’s take on how the hotel industry can reduce its reliance on single-use plastics andsome helpful tips for travel managers who want to add more hotels with robust plastic reductionplans into their programs.

Jo, tell us how you came to play a role in reducing plastics in travel andspecifically hotels?

More stories
Report: Carbon credits aren’t
enough. They never were.

June agenda: What teams andcrews need from lodging
companies
BCD named an inspiring
workplace for a culture of
employee happiness and wellbeing

Jo Hendrickx Founder of Travel Without Plastic

Then in 2017 I was travelling in the U.S. andeverywhere I went I saw what I call the ‘Styrofoam
Breakfast Scenario’  Styrofoam bowls and cups and plastic cutlery. I just knew that we could
do this differently, so I set up a Facebook page called Travel Without Plastic and never looked
back.

28

Certification assures our clients, internal management andemployees that our organization is measuring, documenting,and improving our operational environmental impact.

Groupize: Managing meetings
includes duty of care and risk
mitigation

My very first focus work on reducing plastic in hotels
was back in 2011 when there wasn’t the attention thatsingle-use plastics gets today. Together with the Travel
Foundation, I worked on a project in Cyprus where we
conducted a plastic audit on 26 hotels. We gave thehotels a range of different solutions for reducing
single-use plastics. We got great results from thehotels we engaged – some reduced single-use plastic
consumption by over 50 percent!

My background is in Health and Safety, Quality and Sustainability auditing, so I wanted to bringthese three things together and give hotels recommendations that would still allow them tohave a safe environment, with good quality services while being more sustainable. And fromhere I developed a toolkit for hotels.

What improvements have you seen in the reduction of single-use plastics in thetravel space?
A lot more hotels are comfortable with having water dispensers in their restaurants and bars,

The EMS allows each office to have specific goals for energy
and waste reduction, reuse, and recycling. The system means
we can monitor, document and improve the environmental
impacts of our organization, as well as track our progress.
We’ve set a KPI to maintain ISO 14001 certification in
100% of majority-owned countries.

Waste management
As a digital travel services company, we don’t manufacturematerials or products that result in a significant waste for
landfill. Still, we recognize the magnitude of the global waste
crisis, its impact on the environment, human health andeconomies, and acknowledge our responsibility to reduce
waste from our operations.

We’ve set a KPI to eliminate 100% of single-use plastics inour operations by 2030, as well as aim to improve our waste
handling by reducing the total amount of waste in our global
operations by 80% by 2030.

Carbon emissions
We measure our carbon footprint across Scope 1, Scope
2 and Scope 3 on an annual basis. Our Scope 1 emissions
consist of gas consumed at our offices as well as fuel usedin our leased vehicles and Scope 2 emissions are generated
by electricity purchased across our global portfolio of offices
and our U.S. based data center. For the first time in 2023 wehave calculated our full Scope 3 emissions. This includes
purchased goods and services, capital goods, business travel,
employee commuting, home working and our Global Network.

Scope 2 emissions increased 22% since 2022, reflective ofcontinued recovery from COVID-19 as well as the opening ofa new service center in Sri Lanka, but have decreased 82%
since 2019 and 79% since our baseline year of 2016.

BCD has a science-based target to reduce our absolute Scope
1 and 2 emissions by 35% by 2030 from a 2016 base year. We
were the first global TMC to have our science-based target
validated by the SBTi in 2022. We achieved a 74% reductionof Scope 1 and 2 emissions between 2016 and 2023.

One of our key strategies to reduce our carbon footprint is
to invest in renewable electricity across our wholly-owned
offices. Our aim is to be 100% renewable globally by 2030.
We have started by focusing on Europe where in 2023 wewere powered by 59% renewable electricity and expect over
78% of our electricity to be from renewable sources by theend of 2024.

Due to changes in our calculation methodology, it is notpossible to directly compare Scope 1 emissions to previous
years. However, the emissions associated with gas
consumption at our offices has reduced 31% since 2022, 92%
since 2019 and 93% since our baseline year of 2016.

BCD Travel Scope 1,2,3
emissions 2023

29

BCD Travel: Our company

Scope 3 accounts for 91% of our total carbon footprint, withthe most significant categories being purchased goods
and services (36%) and business travel (28%). We will be
developing a Scope 3 target over the coming months.

In addition, we have taken significant steps to reduce thecarbon impact of our U.S. data center, where emissions havedecreased 56.69% in 2023 compared to 2016.

Scope

Tons CO2e

Scope 1

769

Scope 2

2,204

Scope 328,548

Total

31,520Every year our carbon emissions data goes through athird-party verification process. The data validation is outlined
in our annual carbon verification statement.
In 2023 we also submitted our 12th annual CDP Climate
Change response – an assessment requested by our clientsfor environmental data and validation of our environmental
processes and governance. CDP’s assessment addresses
governance, risks and opportunities, targets and performance,
emissions methodology, data and breakdowns, energy,
carbon verification, engagement and biodiversity. Throughthis complex annual evaluation process, we’re supporting
our clients’ environmental supply chain initiatives, as well as
helping them to progress in their own science-based targets
and mitigate climate-related supply chain risk.
Scope 1
2%

Scope 391%

Scope 27%

Empowering our employees

Staff travel, meetings and events

Last year, we continued to promote environmental
sustainability tips and initiatives via our internal
communication platforms. Key campaigns included World
Environment Day: Solutions to Plastic Pollution and ourwellbeing eco-anxiety month.

Our strategy includes reducing the environmental impact ofinternal travel, meetings, and events. In 2023, we continued
tracking emissions and our review of BCD’s travel policy toalign with environmental targets and DE&I considerations.

Our collaborative and open
approach to environmental
impact discussions helps ourpeople feel empowered to makechanges in their personal and work
environments, and to contribute to
BCD’s broader environmental goals.
We’ve also set a KPI to continue to engage employees in ourenvironmental program and measure engagement to identify
a baseline.

30

BCD Travel: Our company

We analyzed our global travel to identify carbon reduction
opportunities, as well as the broader impact of travel –from noise pollution and water consumption to traveler
wellbeing and productivity. This thorough analysis included
identifying the most efficient routes, the best existing
aircrafts, potential CO2 savings on our frequent routes andopportunities to shift to high-speed rail. We also looked atopportunities for strengthening our hotel program by further
understanding our preferred properties’ sustainability
measures, and considering less travel through a ‘stay-or-go’
framework.

We continued to integrate sustainability considerations
into flagship internal meetings, including hosting our global
leadership summit at a hotel powered entirely by renewableenergy. We incorporated sustainability messaging into thecommunication platforms for internal meetings and events,
highlighting sustainability initiatives around food waste,
renewable energy and tips for more sustainable travel
options.

Key sustainable actions included:

CASE STUDYBCD M&E keeping sustainability
at the forefront of our meetings
We reinforced our sustainability commitment in theinaugural Supplier Event – SEROTONIN 2023. This
event aimed to foster joyful collaborations within our
teams and with partners and used the BCD M&E
Toolkit to guide sustainable event planning. The
Carbon Footprint Calculator helped us select Zurich
as a destination by evaluating environmental impacts.
Our Event Checklist facilitated the discovery andimplementation of pre-event and ongoing sustainablemeasures.

31

BCD Travel: Our company•

More than 60% of the BCD M&E EMEA team opted for train travel, resulting in a significant CO2 avoidance.

•

A paperless approach included sharing information exclusively through our event website.

•

Wellbeing initiatives included a mindfulness calendar with daily awareness notes throughout October. On the main conferenceday, morning sport sessions – Yoga, TABATA and a running group – provided a healthy balance to full-day conferences withphysical activity.

•

A sustainable food and beverage concept featured vegetarian lunch menus and excluded beef for dinners.

•

In Zurich, the strategically located hotel and conference venue near the airport and train station minimized the need for transfers,
allowing attendees to walk.

Total CO2 footprint (KG): 20,043
The results:•

Selecting Zurich enabled BCD M&E to avoid 63.5 tons of CO2 in travel emissions comparedto other destinations.

•

Incorporating 75% vegetarian options further preserved approximately 1.5 tons of CO2.

•

A dedicated platform for raising awareness and fostering acceptance of sustainable practices.

Areas for improvement:•

Due to train delays, a significant group of our colleagues faced timing challenges.

•

Striking a balance between sustainability and the needs of our participants will remain apriority in future event planning.

The KPIs•

Our survey (67% response rate) revealed that 94% of attendees enjoyed the event, withpositive feedback received from both employees and partners.

•

We could increase the internal understanding that the event was organized in a sustainable
way by 10%.

•96% of our partners actively support the sustainable measures implemented, highlighting astrong alignment with our commitment to environmentally friendly practices.

•

89% of our staff members also expressed support for these sustainable measures.
LEARN MORE: VIDEO

32

BCD Travel: Our company

Our people
DIVERSITY, EQUITY & INCLUSIONTHE EMPLOYEE JOURNEY AT BCD
EMPLOYEE WELLBEING
FREEDOM OF ASSOCIATION AND SOCIAL DIALOGUE
ISO 45001-CERTIFIED GLOBAL HEALTHAND SAFETY MANAGEMENT SYSTEM

33

BCD Travel

Principles, Framework and program management

We support all our employees to harness theopportunities of their career journey with us

Diversity, equity & inclusion
Our commitment to diversity equity & inclusion (DE&I), Be You at BCD, means we celebrate
the different voices, backgrounds and perspectives within our global workforce. We strive tocreate a respectful environment where everyone feels safe, welcome and valued. Central to
our approach is a deliberate focus on enhancing DE&I at BCD, guided by our clear principles,
framework and goals.
This year, we’ve been strengthening the data that informs our approach to conduct
key analysis, such as our global gender pay gap and equity framework analysis. We’ve
also implemented a number of measures in our recruitment processes, including a new
DE&I-focused training program for our recruitment teams and hiring managers. Underpinning
our DE&I initiatives is our multimedia employee education and awareness strategy, which
we’ve expanded with more dynamic resources over the past year to address key topics likeneurodiversity and gender equity and equality.

34

BCD Travel: Our people

Our Senior Vice President of Diversity, Equity & Inclusion, Yvette Bryant, continues tolead our DE&I initiatives. In her own words…

A focus on DE&I isn’t only a social imperative,
but also an important business strategy. By
embedding DE&I throughout the fabric of ourorganization, we can drive sustainable change
for our company, our people, our business
partners and our customers. Our DE&I Principles
and Framework guide our DE&I team and theentire organization, keeping our approach
focused and impactful.
Yvette Bryant

Senior Vice President of Diversity, Equity & InclusionOur DE&I Principles align with our company values.

35

We bring different
voices, backgrounds
and perspectives into
our workforce, andnurture and celebratethem once they’rehere.

We treat everyone
with respect, dignity
and fairness.

We empower each
person to develop
their confident self tothe fullest.

We’re committed tomaking a positive
impact in our people’s
lives – so they canmake a positive
impact in the lives ofothers.

Our goal is to makeBCD a safe, inclusive
space where all our
people can flourish
and where ourdiversity makes us
stronger.

Solve it together

Act with purpose

Do what’s right

Give your best

Feed the future

Collaboration
connects us. We
challenge andimprove together.

We are purposeful in
how we innovate andwhat we create.

We operate
openly and fostertransparency. Our
word is our bond.

Passion powers andinspires us. We loveand believe in what
we do.

When we giveourselves and others
the tools, skills andcreative freedom togrow and flourish.

BCD Travel: Our peopleOur DE&I Framework focuses on five components, which
ensure all our initiatives are aligned and we remain clear on
what we want to achieve.
Workforce representation – how are various demographics
and diversity dimensions represented in our workforce and atdifferent levels within our workforce?
Workplace inclusion – how do we foster an inclusive culture
where everyone is valued and respected and feel they belong
without having to conform?
Equity – how does our company infrastructure (our policies,
processes, and programs) allocate resources so that everyone
is afforded equal access to opportunities?
Marketplace – what is our Be You brand to customers
and employees – both existing and prospective? What
opportunities exist within our industry and what role can weplay? What are the requirements of our customers and us ofthem? What are the requirements of our travel partners andthey of us?
Suppliers – to what extent do the vendors who provide
products and services to us support our broader DE&I
strategy, either directly or indirectly?

36

BCD Travel: Our people

Global principles aligned to local plans
Workforce
representation
Marketplace

EquityWorkplaceinclusion
Suppliers

Awareness & continuous learning

Being based in Atlanta, a melting-pot of ethnicities andcultures, has given me first-hand experience of theimportance of DE&I. I joined the DE&I council in 2023 tohelp bring awareness and change. I recently co-hosted
an allyship workshop, which made me appreciate thegreat work BCD has done making DE&I a priority for
all employees. I’m optimistic about the direction we’reheading.
Atresa Carr

Senior Sales Manager, Sales Admin and DE&I council member

Regional councils
Our DE&I team integrated new council members, following an application processthat ensures diverse voices are heard from across BCD Travel, BCD M&E andAdvito. These passionate council members span every region, function andlevel in the company. Their focus is split across three core workgroups, including
celebration and publishing, marketplace and suppliers, and representationand inclusion. Alongside this project-based work, they influence global DE&I
strategies, set local and regional goals, as well as champion further education andprogress, based on local insights.

Meet our current DE&I council members here.

37

BCD Travel: Our people

Cross-functional collaboration
Further cross-functional collaboration has been key for DE&I at BCD in the last year. This has
seen DE&I leadership and councils working closely with marketing, product development, people
and culture, employee experience, procurement, research and intelligence and many other BCD
functions to drive progress towards our goals.

Employee experience team
Our employee experience team is integral to evolving engagement with our DE&I strategy acrossthe organization. They designed and implemented ongoing DE&I education and awarenessprograms, including sessions on unconscious bias, promoting inclusion, cultural awareness,
allyship and more.

A data-driven approach
Pay equity
Our commitment includes ensuring equity between
employees of different genders and across other diversity
dimensions. For BCD, intentionally cultivating a diverse
workforce is just the first step. Providing equitable
opportunities and treatment at every stage of an employee’s
experience with us is equally important.
Establishing a level playing field for all means we haveto identify root causes and modify systemic policies
and procedures to address gaps. A key element to thiscommitment is ensuring our pay practices are equitable
across genders, race and other diversity dimensions.
In 2023, we undertook a gender pay equity analysis of
our more than 14,000 employees globally. This included
market-level reviews of compensation to identify pay gaps
and the root cause for any pay inequities. Our HR systemallows us to analyze data globally and address disparities. As
a result, we’re identifying and implementing targeted equity
adjustments in line with business priorities. As standardpractice, we will continue with ongoing data analysis to ensure
gaps are identified, minimized and remediated.
We also report in line with local market legislation.

38

BCD Travel: Our people

2023 % gender by level
Gender by level

People Insights
We report gender statistics by region and job level, as
well as race/ethnicity statistics in the U.S. to comply
with the annual Equal Employment Opportunity (EEO).
We’ve built a new People Insights dashboard tocontinue reporting against more DE&I data elementsin the coming years (in compliance with local laws).
All people and culture teams and those who arevice president level or above have access to thedashboard, providing greater insight to our people.
The data and analytics solution means easier accessto globally consistent data sets. It also means greatertransparency to influence regional and functional
accountability and continued progress for
DE&I at BCD.

39

2023 % race / ethnicity in the U.S.

Male %

Female %All employees all levels

33

67

Vice president and above

43

57

American Indian / Alaskan Native

0.36

Director and above

43

57

Asian

3.65

Manager and above

38

62

Black or African American

9.60

Hispanic or Latino

8.77

2023 % gender by region
Gender split

Race / ethnicity% of U.S.
employees

Male %

Female %

APAC

57

43

Native Hawaiian or Other Pacific Island

0.31

EMEA

27

73

Not applicable

4.55

LATAM

36

64

UKIE

31

69

Two or more Races

1.97

NORAM

21

79

White

70.81

DE&I focus for recruitment
It’s important for us to use training, partnerships and technology to reach a diverse pool of potential talent for our company andindustry. That’s why we’ve focused our initial efforts on representation and integrating DE&I into our recruitment processes.
Our Talent Acquisition team completed a nine-week blended learning program on DE&I within recruitment, focusing on inclusive hiring,
unconscious bias, persuasion and influence and inclusive job descriptions. We rolled the program out across all regions incorporating a
dynamic learning experience through group workshops, independent research and curated compulsory learning content.
We created an online hub that guides our hiring managers
through DE&I within specific aspects of the recruitment
process. It covers the starting process, promoting the position
and the interview and selection process. It includes topics
like why inclusive hiring is important, uncovering unconscious
bias in interviews, as well as providing useful tools like genderdecoders to remove gender-coded language from job adverts.
The hub empowers our hiring managers with information andtools to create a culture for inclusive hiring.
We clearly state our commitment as a diverse employer onexternal career sites and align our vacancy postings with all
relevant legislation. We use recruitment solutions like Circa
in the U.S., which enable us to distribute our job openings
through various job boards that service diverse communities,
including a network of Historically Black Colleges andUniversities (HBCUs) and Hispanic Serving Institutions (HSIs).
Our enhanced recruitment system and initiatives help us todrive a better experience for candidates, recruiters and hiring
managers, as well as serve as a tech enabler for DE&I in the
recruitment process.
40

BCD Travel: Our people

Partnerships to grow our diverse talent pool
Partnerships continue to be key to our approach for reachingand engaging diverse talent. Current partnerships include:•

Military Spouse Employment Partnership (MSEP)
program.

•

U.S. military fellowships through Hiring for Heroes.

•

SENAC/ GERANDO FALCÕES apprenticeship program
to connect with people from underserved/underrepresented communities in Brazil.

•

Thrive UK apprenticeship program with a careers hub
to bring in new talent from socioeconomically diverse
backgrounds.

We’ve also set a KPI to grow our recruitment
partnerships by 40% to increase more diverse
candidates for open positions in line with ourworkforce representation data.

Thrive UK
Thrive is a coffee shop and safe space where
support workers and the young people
they care for can meet, build relationships
and access job search support. We began
working with Thrive in 2022 and have sincepresented “Meet the Employer” sessions
to groups of young people interested in
the travel industry. As a result, we offeredapprenticeship placements in our June
2023 intake of apprentices. Check out what
our Thrive Partnership Manager posted on
LinkedIn about our approach.

A culture based on engagement,
education and awarenessInternational Women’s Day (IWD)

Multimedia resource center
We continued to develop our DE&I resource center providing
multimedia content on key topics (accessibility and disability
inclusion, unconscious bias, neurodiversity etc.) to help
employees live our DE&I principles daily. In the past year,
we’ve integrated content and learning opportunities centeredaround gender equity and equality, allyship, neurodiversity
and non-apparent disabilities and promoting inclusion.
Accessible to all employees globally, our resource center
supports different learning styles, combining book
recommendations, podcasts, infographics, articles,
videos and more.

41

BCD Travel: Our people

W
C ITH
D
TR
A
V
EL
B

CO
N
N
EC

We selected celebrations and events through our DE&I
council to raise awareness of important cultural, historical,
social and religious observances and activities. From
Neurodiversity Week and Pride Month to Juneteenth – it’s
important that we mark the events that mean something
to our people. Our communications include resources thatallow our employees to learn more about the topic. And to
make it easier for our people on the go, we’ve introduced QR
codes to connect to app-based learning. We also use ourcorporate social platforms to encourage conversation andconnection for each observance.

TI
O
N
S

Multicultural celebrations, events, news andconversations

To take positive action andsupport the Inspire Inclusion
theme of IWD, we delivered aninternal webinar as part of our
Stay in the Know series called
International Women’s Day:
Traveler safety and bystander
allyship. Carolyn Pearson, CEOof BCD marketplace partner
Maiden Voyage, joined oursession with BCD Travel’s Jorge
Mesa, Director Global Crisis Management.
The session discussed the challenges andnuances women experience when traveling,
and the importance of staying safe and being
an active bystander and ally to those aroundus. We provided a host of training materials
via LinkedIn Learning to support further
education and allyship. We also createda Connections with BCD Travel podcast
episode where we interviewed Carolyn and
BCD DE&I council member Hazel Smith, todiscuss everything from how business travel
has changed for women in the last 50 years,
regional and cultural differences to keep inmind and more.

Culture Cafes
As part of our DE&I journey, we aim to continue growing ourglobal awareness and fostering inclusive daily experiences
through initiatives like our Culture Cafes program. Thesesessions, delivered by our DE&I council members, aim toprovide a safe space for open discussion and growth around
topics central to DE&I. Over the past year we’ve covered
inclusive and accessible internal meetings, how to be an ally,
unconscious bias and cultural diversity.

Global Diversity Awareness MonthIn October, we celebrated
Global Diversity AwarenessMonth. As one of our culturalawareness activities, we
asked our people to submit
their favorite recipes. We had
a great response that allowed
us to create our global, digital
Cooking with BCD cookbook.

Cooking with BCD
Global Diversity Awareness MonthTraining starts at the top

Thought leadership

A policy-driven approach

Our training program for leadership teams incorporates
specific DE&I topics like accountability in DE&I, inclusive
leadership, and other key topics.

We continue to be present in the marketplace as DE&I bestpractices develop, actively participating in discussion andthought leadership with industry peers, clients and partners.
Notable achievements over the past year include ourcollaboration with Women in Travel to deliver a Neurodiversity
in Travel online mini summit, client forum workshops likeour MindMeld session ‘All aboard Flight DEI2023: diversity,
equity & inclusion in business travel’ and industry event panel
discussions, including addressing the intersection of DE&I and
Sustainability at GBTA. We also post numerous articles via
the BCD and Advito blogs.

To meet the needs of our diverse workforce we have clear
policies in place, including our Equal Opportunities Policy andDE&I Statement of Commitment. We communicate these
documents and make them available across our organization,aligning with our full range of global policies that incorporate
our standards and best practices, including our Code of
Conduct; Supplier Code of Conduct, Harassment Policy;
People & Culture (P&C) Policy; Environment, Health & Safety(EHS) Policy; U.K. Menopause Policy; Relatives and Personal
Relationships Policy and Supplier Diversity Policy. We’realso currently working on Transgender/Transitioning in the
Workplace standard operating procedures.

Tracking engagement progress
We continue to track our DE&I strategy impact throughthe analytics function of our third-party global employee
engagement solution. Our management teams accessrelevant data in real time, helping us to easily spot trends
through feedback and prioritize next steps for DE&I.

Our employee engagementscore for DE&I has increased from58 to 63 placing us in the top 5% ofcompanies – an achievement we’re
incredibly proud of.

GLOBAL ENVIRONMENT, HEALTH AND SAFETY POLICY

We’ve also set a KPI to meet or exceed our eNPS DE&I scoreannually based on a 2022 baseline.

BCD Travel is committed to managing Environmental, Health and Safety (EHS) matters as an integral partof our business. In particular, it is our policy to assure the EHS integrity of our processes and facilities at all
times, so that all work will be carried out in a safe manner to ensure the health, safety and welfare of ourstaff and others who may be affected by our activities. We will do so by adhering to the following
principles:
Compliance: We will strive to comply with applicable laws and regulations and will implement programs
and procedures to assure compliance. Compliance with EHS standards additionally forms a key
component of employee training.
Risk reduction, prevention, resource management: We will seek opportunities, beyond regulatorycompliance requirements, for reducing risk to human health and the environment. We will employ
management systems and procedures specifically designed to prevent activities and/or conditions thatpose a threat to human health, safety, or the environment. We will look for ways to minimize risk andprotect our employees and the communities in which we operate by employing clean technology,
including safe technologies and operating procedures, as well as being prepared for emergencies.
We will minimize the amount and any toxicity of waste generated and will ensure the safe treatment anddisposal of waste. We will manage scarce resources, such as water, energy, land, and forests in anenvironmentally sensitive manner.
We will minimize the use of paper in our offices, will reuse and recycle all paper where possible and willseek to buy recycled and recyclable paper products. To reduce energy and water use we will strive to
reduce the amount of energy used as much as possible, switch off lights and electrical equipment when
not in use and will take the energy consumption and efficiency of new products into account in thepurchasing process.
Objectives & targets: BCD Travel’s target is to achieve a zero-accident rate and zero work-related illhealth to be achieved by applying best practice in EHS management. In addition, we have implemented
targets to reduce waste, save energy and promote sustainable procurement initiatives.
Communication: We will communicate our commitment to EHS quality and the company’s EHS
performance to our staff, vendors, customers, visitors, and interested parties. We will consider their input inmeeting our EHS goals and in turn will offer assistance to meet their goals.
All employees are expected to be proactive on EHS issues as part of the continued development of theEHS culture of the organization. Feedback on EHS matters is therefore encouraged and welcomed.
Continuous improvement: We will strive to continuously seek opportunities to improve our adherence tothese principles and to improve our EHS performance. We will review and measure our progress, to theextent possible, on at least an annual basis.

42

BCD Travel: Our people

Olivia Ruggles-Brise
Vice President, Sustainability

March 1, 2024

The employee journey at BCD
We make it clear to all new employees that personal growth,wellbeing, DE&I and sustainability are the cornerstones of
their BCD journey. As part of their onboarding all employees
receive an introduction to these topics and how they will form
part of the overall experience at BCD.
The onboarding process is designed to suit office, virtualand hybrid working environments. Our onboarding includes
a blend of digital guides, automated messages for the first
30 days, learning platforms and compliance training, as wellas 1-to-1 contact time with each manager and role-specifictraining programs. We introduce new employees to BCD’sculture, key topics like our vision, values and Blueprint for
Success, as well as the tools to chart their growth anddevelopment.

Learning and development
We want all our employees to be confident that they havethe knowledge and skills to perform and thrive in their work
today and in the future – we want them to become their mostconfident self. We have continued with our longstanding
commitment to developing our people, as indicated by the
below global training numbers.

43

BCD Travel: Our people

Creating global connections from the start
We know that creating meaningful connections with peers
across the globe is important. That’s why we welcome new
employees with an onboarding buddy system and Welcome toLife at BCD sessions to network with other new joiners.

We also invite new employees to joinpeer conversations on our employeesocials platforms, connect themwith BCD’s social media, as well as
video content from BCD employees
to keep them in the loop on what’s
happening at BCD.

Global training completions
Year

Completedcourses

Uniqueparticipants

Average courses
per person

Average time spent training
per person (hours)

2021

125,151

9,951

12.58

14.28

2022

190,092

11,942

15.91

18.77

2023

313,293

13,825

22.66

18.15

Career conversations
Every employee at BCD will take part in our ‘careerconversations’ process with their manager. These valuable
two-way conversations are opportunities to give and receive
feedback, track progress, celebrate successes and set goals.

We have continued to focus on:•

The framework we provide means that these conversations
aren’t a one off, but continue throughout the year and, as
things change, goals are adapted accordingly. We provide
our people with a range of training and guidance on how tomanage this process effectively.
We’ve also set a KPI to increase the percentageof employees who have completed an annual careerconversation to 100% by 2030.

Guided by our employee experienceteam, BCD employees can accessa wide range of resources andtechnology to continue theirdevelopment.
Whatever our peoples’ preference for learning and growing,whether it’s visual, via collaboration, reading, listening,self-paced, in teams, or through on-the-job experience, there
are resources for everyone.

44

BCD Travel: Our people•

Self-paced learning options – Knowledge Hub, ourglobal online learning management system, allows
employees to use a vast array of content and resources tosupport their knowledge development. The homepage isupdated monthly to provide Top Picks, Resource LibraryContent, Quick Links, Goals, Training Records and News.
They can also discover expert-led videos and courses
through LinkedIn Learning related to their field andinterests, with personalized recommendations and access
via the app. We create LinkedIn Learning Challenges andspotlight specific courses on a particular topic or one
that’s popular among their peers. Other resources include
our Learning Collections, Performance Review resourcesand e-newsletters for insight on all new learning anddevelopment opportunities.
Leaders and managers – We provide a suite ofoptions for our managers and leaders to continue tothrive throughout their career at BCD. From virtual
exchange sessions with BCD peers to workshops, longer
self-directed group learning courses and toolkits, we
provide resources to support our leaders at all stages of
their managerial development.

•

Talent development programs – We focus on talentretention and development of our next generation ofleaders through our Challenge program. This five-monthintensive program stretches managers in their current role,
while improving their leadership skills and global network
across BCD functions and regions. 68 people graduatedfrom our program in 2023.

•

Listen and Be Inspired interviews – We created aseries of inspiring recorded discussions featuring seniorleaders across BCD sharing their passion and knowledge
on a range of topics. From Growing DE&I in our DNA
with Paul Barry, Country Manager, Brazil to Unlock your
Courage Potential with our CEO Stephan Baars.

In one of our internal Listen and Be
Inspired sessions Lisa McKenzie, SeniorVice President of Global Sales, shared theimportance of career conversations, theimpact that they have had on her career todate, how to get the most out of them andwhy meaningful goal setting is key for boththe individual and the organization.

Integrating our Work
From Anywhere policy
It’s important to provide a working environment that supports
a healthy work-life balance, flexibility and the wellbeing of ourpeople. Our approach includes the relevant global technology
and policies to connect our people and help them work
efficiently around the globe. It also means that whether they’reworking remote, hybrid or in the office, our culture supports
strong relationships with peers and customers (see our latest
virtual working statistics outlined).
Our flexible work policies support working from home andshared parental leave, helping employees manage priorities
that lie outside of work; it’s core to our wellbeing approach.

We bring flexibility that helps ourpeople manage daily stresses ofmodern family life, regardless ofcomposition and family status.
This year we officially introduced a Work From Anywhere(WFA) policy. Our employees now have the opportunity tochoose where they work for up to 60 days per calendar year.
The development and implementation of our new global policy
means employees across approximately 50 BCD markets
can visit family or friends abroad or check off a must-see
destination from their travel wish list to experience a new
culture while they work. WFA allows us to add yet anotherelement to our increasing virtual workforce.
45

BCD Travel: Our people

2023 virtual working statistics
7
32
91

67

42

43

58

57

UKIE

TOTAL
GLOBAL

93
68
9
APAC

EMEA
Virtual33
LATAM
OfficeNORAM

Employee benefits

Employee engagement

Our benefits initiatives support the wellbeing of our people,
as well as celebrate their contribution to our success. BCD
provides access to a comprehensive benefit program, fromshared parental leave and competitive pension programs to
gym membership discounts, employee assistance programs
and medical insurance. Our benefits program supports
our employees across the globe, while incorporating local
initiatives to meet market requirements. We continue tospotlight benefits, so that our people know how to easily
access them.

Shoutouts – We encourage our employees to say “Thanks”
to a co-worker through our employee appreciation program,
Shoutouts. Through our global, digital platform employees cansend a message in real-time, and align it with BCD’s values.
They can also make an official Circle of Excellence (COE)nomination.
Circle of Excellence (COE) – This is part of BCD Shoutouts.
Throughout the year, employees can recognize colleagues
who go above and beyond in bringing our core values to life
by submitting 80+ word nominations through the Shoutouts
platform or app. Once a year, winners are selected by acommittee of previous winners.
Share Your Journey – We encourage our global employees
to share memories of their time at BCD, through our Share
Your Journey initiative. People can share moments that havemarked their journey, career highlights, get togethers or theirpersonal development journey at BCD via our corporate social
platform.

COE: Celebrating 2023 winners in Cancun, MX
46

BCD Travel: Our people

Global employee engagement platform – Each month
our engagement platform sends a short survey to all our
employees so that they can have their say on how ourorganization continues to improve. The data collected isanonymous, and questions cover topics critical to our culture,such as DE&I, health and wellbeing, as well as company
values and managerial communication and support. BCD
employees can access their own dashboard to see trends on
what they’re most and least satisfied with, based on data fromtheir responses. BCD managers, DE&I and people and culture
teams use feedback data and analytics to understand trends
and implement improvements.
Multi-channel engagement and support strategy –The engagement needs of our increasing virtual workforce
continues to evolve. Our strategy for engagement crosses
multiple channels from webinars and townhalls, to apps,
podcasts, videos, corporate social platforms and more.
We also continue to integrate regional mental health firstaiders and employee assistance programs to confidentially
support employees who need to talk or are seeking help.
These spaces offer guidance for BCD employees who areexperiencing mental health challenges.

Employee wellbeing
Our employee wellbeing strategy focuses on making key resources available to our global BCD employees, giving them the tools tomanage their wellbeing in both office and virtual working environments. Core components of Wellbeing at BCD include:

Wellbeing at BCD hub
and Knowledge Hub

Wellbeing @BCD Community

Both platforms provide
on-demand resources
and content to support
emotional, physical,
social and workingfrom-home wellbeing.

Through our corporatesocial platform, Viva
Engage, this is aplace to share tips
and discuss wellbeing
topics for BCD
colleagues.

Over the past year, our employee experience team continued
to integrate meaningful wellbeing initiatives through thesechannels, from a ‘music for wellbeing’ playlist and training for
managers to hold wellbeing conversations, to sessions on
preventing burnout and tips for better sleep.

47

BCD Travel: Our people

Wellbeing Connect

Well-Balanced

Wellbeing activity

Wellbeing journeys

Live, peer-to-peer,
virtual events where
employees cometogether to build
awareness and sharetechniques on how
to manage different
wellbeing topics.

A monthly e-newsletterfocusing on a wellbeing
topic, with resources
and activities for all.

Daily wellbeing
activities supporting aparticular focus area
each month.

BCD colleagues
share their wellbeing
journeys/stories with
their peers.

Addressing eco-anxiety

Launching our wellbeing promoter team

When it comes to environmental
sustainability, we recognize our
responsibility to address this issue
in a sensitive way. We design all
employee engagement messaging
around sustainability to empower
employees to take action
rather than making them feeloverwhelmed or guilty.

To help our wellbeing resources reach our global teams, we launched our wellbeing promoter
team. This group is kept up-to-date with monthly updates on wellbeing news, where to locate all
our global content, and information on new global initiatives. These ambassadors promote ourwellbeing resources among their colleagues in their function/region. This helps us to achieve ourgoal of greater emotional, physical, social, and working-from-home wellbeing.

Using these principles, we
implemented a month-long wellbeing campaign
addressing eco-anxiety. This included tips on how to use theenvironment to help employees feel balanced, practical guidance for
how to cope with eco-anxiety and access to useful resources fromwellbeing experts. We ran wellbeing sessions that allowed employees
to discuss their concerns, share ideas for how to live an eco-friendlier
life and connect with global colleagues on this topic.
Using Carbone 4’s platform, we also ran workshops with our
employees guiding them through a tool to calculate their own personalcarbon footprint by breaking down their days, lifestyle and habits. We
used the sessions to explore the climate challenges we face today in a
non-judgmental, collaborative and fun environment, as well as helping
them feel empowered that their action matters. The sessions provided
a great opportunity to share experiences with other participants about
low-carbon actions.

48

BCD Travel: Our people

New relaxation zone
We launched Take Time toRelax, our new relaxation zone in
Wellbeing at BCD on our intranet.
The resource promotes employees
taking regular movement awayfrom their desks, as well as
providing short stretching videos
and affirmations. Employees canalso sign up for bi-weekly live
stretching classes.

Freedom of associationand social dialogue
We recognize employees’ rights to freedom of associationand collective bargaining in all countries where we operate.
We provide a platform for employee exchanges with local
management teams in the form of country and regional
virtual or live townhall meetings. In countries where collective
bargaining agreements are in place, we engage in regulardialogue with employee representatives through local Works
Council and European Works Council (EWC) meetings.
The 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. Currently,
18% of our employees are covered by collective bargaining
agreements. The EWC contributes to the preparationand transparency of transnational projects and promotes
evaluating how employees may be significantly impacted bybusiness decisions.
In 2023 there were monthly virtual EWC meetings, providing
an opportunity to facilitate social dialogue, strengthencohesion and further develop the spirit of cooperation
between management, employees and their representatives.
We regularly seek direct feedback from our people to provide
insights to what improvements can be made and how thesecan be achieved (e.g., employee surveys, virtual or live
townhall meetings, project teams).

We provide information through multiple channels to
help our employees keep up to date with our company’s
progress and their contribution to it (e.g., videos, email,whitepapers, blogs, company website and intranet).
We promote employee appreciation in our employee
recognition schemes and share our expectations with ourpeople so they may aspire to higher attainment.

ISO 45001-certified
global health and safety
management system
Our health and safety management system (HSMS) is
ISO 45001:2018 certified and acts as a framework forensuring that all our majority-owned operations are compliant
with the highest standard of health and safety management.
First implemented in 2017, our ISO 45001 certification acrossall our majority-owned offices demonstrates our commitment
to the health, safety and wellbeing of our employees, reducing
workplace risks and creating better, safer working conditions.
It also ensures that BCD aligns with all relevant local healthand safety regulations in all countries where we operate.
BCD’s offices are audited on a three-year rolling cycle. Thismeans that every office will be subject to an on-site audit atleast once during that period to maintain ISO certification.
We’ve set a KPI to maintain ISO 45001 certificationin 100% of majority-owned countries.
A new environment, health and safety training course wascreated for inclusion in annual compliance training in 2024.

49

BCD Travel: Our peopleOur business
partners
SUPPLIER DIVERSITY
SUPPLIER ASSESSMENT AND COMPLIANCE

50

BCD TravelWe hold our partners, vendors andsuppliers to the same standards as
we hold ourselves

Supplier diversity
As part of our diversity, equity & inclusion (DE&I) program,
we focus on the diversity of our suppliers and partners.
We recognize the importance of supplier diversity and its
contribution to successful partnerships with our clientsand our communities. Our goal is to support the use of
supplier-diversified business enterprises as vendors of quality
products, services and competitive prices, who demonstrate
responsible business practices based on ethical and social
criteria. Our DE&I strategy also includes our Supplier Diversity
Policy, which articulates our key principles and commitment topromoting and increasing diversity in our supply chain.

Diversity classification definitions
There are over six million diverse suppliers, holding over fivemillion certifications globally from 400+ trusted sources. This
third-party database represents U.S. suppliers actively listed infederal, state, city and county directories. The third-party uses
the following range of diversity classification definitions:•

Women-owned business enterprise (WBE)•

Minority-owned business enterprise (MBE)•

Veteran-owned business enterprise (VBE)•

Small business enterprise (SBE)•

Small business participating in the Small Business
Administration’s 8(a) Business Development
program (SBA 8(a))

Diverse supplier reporting
In the U.S., we track our use of diverse suppliers and provide
reporting to our customers. Our spend with these suppliersfor 2023 was 11.71% of our total U.S. supplier spend. This
includes women-owned (WBE), minority-owned (MBE),
veteran-owned (VBE), disadvantaged (DBE) and small
business enterprises (SBE).
We work with a third-party diverse vendor classification
solution to better identify, classify and measure our diverse
supplier spend. This ensures we’re capturing the true scopeof diversity within our supply chain.
51

BCD Travel: Our business partners•

Self-certified small, disadvantaged business(SC-SDB)•

Disadvantaged business enterprise (DBE)•

Woman-owned small business (WOSB•

Economically disadvantaged woman-owned
small business (ED-WOSB)•

Historically underutilized business zone (HUB
Zone)

•

Service-disabled veteran-owned businessenterprise (SDV-DOBE)•

Historically Black colleges and universities(HBCU)•

Lesbian, Gay, Bisexual, Transgender businessenterprise (LGBT)•

Alaskan native corporation (ANC)•

Disabled-owned business enterprise (DOBE)•

AbilityOne program•

Airport concession disadvantaged businessenterprise (ACDBE)

Expanding our approach

52

Supplier diversity in meetings and events

Our partnerships provide a focus for DE&I within
our value chain across different regions. For
example, in 2023, Rennies BCD South Africa
achieved runner-up in the ‘Top Empowered
Company: Enterprise and Supplier Developmentof the Year Award’.

A successful enterprise development and supplierdevelopment program depends on:•

Transparency and collaboration between thecompany and its suppliers•

Reducing and streamlining procurement
processes

The prestigious Top Empowerment Awards honor
organizations in South Africa that demonstrate
an outstanding commitment toempowerment and transformationby contributing to the growth andsustainability of black-owned
businesses, especially smaller black
women-owned enterprises, andemerging businesses within thetravel sector.

•

Tailored long-term support and commitment
to growthEnterprise Development (ED) and Supplier
Development (SD) are one of the three priority
elements of the Broad-Based Black Economic
Empowerment (B-BBEE) Scorecard. The aim is
to strengthen local procurement, enhance local
supplier development programs and increasefinancial support towards black entities.

Our affiliate program in the U.S. also incorporates
some organizations that are classified as diverse
suppliers, further broadening our partnerships
with SME/minority-owned businesses.

BCD Travel: Our business partners

Rennies BCD is certified in South Africa to Level
1 B-BBEE. Our B-BBEE initiatives encompass
four of the five pillars contained in the codes:
management control, skills development,
enterprise and supplier development andsocio-economic development (the fifth isownership).

We’re now focusing on a phased expansionof our capabilities to capture, track, andmeasure diverse supplier spend in markets
outside of the U.S.

Lack of a recognized consistent measurement standard
continues to be a challenge for measuring supplier diversity
for meetings and events. We know that minimal available
funding for small organizations to pay for diverse certification
can also be a challenge for accurate reporting and supplierselection.
To help remedy this, BCD M&E surveyed our non-hotel
categories (over 250 suppliers including destination
management, AV/production, ground transportationcompanies, attendee engagement, creative services,
merchandise, team building, congress brokers, and more).
Based on their self-reported identification, we defined andmeasured entities in terms of diversity.
In 2023, 39% of BCD M&E suppliers (non-hotel) areconsidered diversified. Of BCD M&E’s total global spend(based on 2023 reporting), 29% sits with our diversified
non-hotel partners.
In North America, we made significant progress in
our ability to track diverse supplier spend fromimmediate suppliers and downstream supply
chains for third-party vendors, despite therecognized challenges. We also continue toconsider “certifications vs. classifications” while
evaluating diverse supplier spend for BCD M&E
and our customers.

Supplier assessment and compliance
We’ve undertaken several measures to continue to develop supply chain due diligence in line with evolving legislationand value chain expectations.

Supplier Code of Conduct development
A core cross-functional team reviewed and updated ourSupplier Code of Conduct to ensure it continues to be fit for
purpose. Key changes included more robust language andexpectations around labor standards, human rights, ethicalbusiness practices and environmental protection. The key
requirements outlined in our Supplier Code of Conduct
include:Ethical business practices – including corruption andbribery, business integrity, conflict of interest, money
laundering, fair compensation and anti-trust and trade
sanctions.
Privacy and security – including personal data processing.
Human rights – including child labor, freely chosen
employment, wages and benefits, working hours, health andsafety, diversity and inclusion and freedom of association.
Environmental protection – including legal compliance,
reduction of waste and measurement of carbon emissions.

53

BCD Travel: Our business partners

Reporting violations/monitoring activities – including our
non-compliance reporting process and anonymous SpeakUp
System and the right to request additional information fromsuppliers regarding compliance efforts (including self-assessment questions, on-site third-party audits, etc.).
We expect our suppliers and business partners to regard thisSupplier Code of Conduct as a total supply chain initiative andto adhere to the same ethical principles outlined therein. As aminimum, we expect our suppliers to promote the principles of
our Supplier Code of Conduct within their own supply chains
and to conduct their business activities in full compliance withapplicable laws and regulations.
We continue to increase the number of global suppliers who
have signed our Supplier Code of Conduct – currently 97%
have signed the Code. It also forms part of our agreementwith each partner in the BCD global network. We have a KPI
to maintain the percentage of targeted suppliers that havesigned our Supplier Code of Conduct to > 90%.

We recognize and endorse the practiceof operating in an ethically, socially andenvironmentally responsible manner. Our
Supplier Code of Conduct clearly outlines our
ethical business practices and is aligned with
the International Labor Organization’s (ILO)
conventions, the Ten Principles of the UN
Global Compact (UNGC) and the Sustainable
Development Goals (SDGs).
While we understand that the generalintention behind these standards may be
implemented differently in different countries,
in keeping with local laws and customs, it
is our intent to support and advance thoseprinciples within our company and entities
controlled by it.

Non-compliance reporting and SpeakUp system
We have a compliance email account where suppliers can reportany potential violations of these standards to BCD. The accountis monitored by BCD’s heads of legal and internal audit. As a lastresort, suppliers can report through the third-party SpeakUp
System, an interactive voice response phone and web-based
service, which is available in multiple languages. Reports can bemade anonymously where allowed under local law.

In addition, 100% of our top 35 suppliers (based on annual
spend) have been assessed against Supplier Code of
Conduct requirements.

Assessment and monitoring

In support of broadening our sustainable procurement
expertise, 100% of our global strategic sourcing team obtained
a certificate of completion in a sustainable procurement
training course. This will also form one of our targets for 2024.

It’s key for us to assess supplier risk in the areas ofenvironment, business ethics, labor standards, human rights
and modern slavery, as well as their participation in the United
Nations Global Compact. We undertake this assessment of
our supply chain through desktop analysis on an annual basis.
We work with our global partner network to encourage theirown sustainability initiatives. Some of our key partners haveparticipated in an independent assessment by EcoVadis, a
global business sustainability ratings provider, to measure
their sustainability performance.
Since 2016, EcoVadis has carried out over 60 assessments
and many of our partners have achieved a Bronze or Silver
rating. The assessment centers around critical sustainability
topics, including sustainable procurement and ethics, labor
standards and human rights and the environment.
*In 2023 we changed our monitoring and data collection methodology
so data cannot be directly compared to previous years.
54

BCD Travel: Our business partners

This year we have also set a KPI to undertake sustainability
due diligence assessments of > 90% of targeted suppliers by
2030.

Security risk assessments
Our risk management team reviewed more than 71% of our top
35 suppliers for information security compliance and processeda total of over 500 requests for security risk assessment (SRA).*The information security risk management team ensures thecontinual assessment and management of risk to products
and services deployed and used in support of our businessobjectives. This minimizes potential impact from unexpected
events and protects organizational assets. An SRA is required
for all internally developed products and third-party procured
products and services. We continually perform supplierassessments and reassessments to validate adherence tosecurity and compliance requirements to ensure the deliveryof secure products and services.

Developing our supply chain
assessment processes
As supplier due diligence and sustainability
reporting legislation continues to evolve, we’vebeen evaluating our supply chain management
and assessment processes to ensure we remaincompliant and to reinforce our commitment tosustainability across our value chain.

55

BCD Travel: Our business partners

Incorporating stakeholder representation from multiple
functions, including sustainability and legal, our taskforce
continued in their evaluation and selection of a digital platform
to expand our supply chain monitoring capabilities. This newprocess will allow us to:•

Remain compliant with new supplier due diligence laws,
such as the Supply Chain Due Diligence Act (LkSG)
that became law on January 1, 2023 in Germany, as
well as any future sustainability legislative requirements.
Establishing the new process is being undertaken
alongside continued review of legislation requirements
and gap analysis.

•

Expand and enhance sustainability due diligence andmonitoring processes across our global partner network.

•

Cover a broader spectrum of Environmental, Social andGovernance (ESG) topics in supply chain assessment,from waste and energy management to diversity, equity &inclusion and bribery and corruption.

•

Improve engagement with suppliers on sustainability
topics.

•Align all reporting with recognized standards, for example
ESRS and GRI, as well as legal reporting like CSRD.

•

Support supply chain decarbonization efforts.

Ourcustomers
SUSTAINABLE COLLABORATION PRACTICEWE CONTINUE TO INNOVATEIMPACTFUL COLLABORATION AND ADVOCACYTRAVEL RISK MANAGEMENT56

BCD Travel

Lead the movement towards sustainable business travel, meetings and events
Due to increasing regulative pressure from legislation such as
the EU’s Corporate Sustainability Reporting Directive (CSRD),
companies are increasingly incorporating travel managers andbusiness travel into their sustainability strategies and targets.
We guide travel managers through this transition with a suiteof leading solutions to meet these evolving expectations.
Travelers are increasingly conscious of the impact of their trip
on both the environment and the local community, and arefactoring this impact into their travel decisions and experience.

Our goal is to foster a movement
for sustainable travel, helping ourclients create a culture of mindfultravel that empowers and engages
travelers to embrace sustainability
both on the road and at home.
Key product developments in support of this movement
include: emissions reporting through DecisionSource;
integrating air CO2 emissions estimates at the point of sale;bringing more sustainability services and technologies into
the BCD Marketplace, such as GATE4, Thrust Carbon andgoodcarbon;
57

BCD Travel: Our customers

and developing services to support our clients with CSRD
legislation. Our innovative product suite helps clients measure,track and report their business travel sustainability impacts.
By focusing on the fundamentals of making businesstravel more sustainable, we enable clients to contribute toinitiatives that reduce their impact, inform their travelersof more sustainable options and manage the sustainability
impact of their program.

INFORM

your travelers of sustainableoptions at key touchpoints

Sourcesustainablesuppliers

W
B IT
C H
D
TR
A
V
EL

CO
N
N
EC

We continue to help our clients navigate how to best implement sustainablebusiness travel strategies through our Connections with BCD Travel podcast.

TI
O
N
S

Creating connections for our clients

Connections is an ongoing conversation on the digital transformation of
corporate travel, what it means to the travel program, and how travel buyers can take control
and drive change. Key sustainability conversations over the past year with our hosts Miriam
Moscovici, Vice President, Product Planning and Intelligence and Chad Lemon Senior Manager,
Product Marketing have included:
Sustainability: It’s more than being green, it’s in our DNA, with Olivia Ruggles-Brise, Vice
President of Sustainability.
HOT TAKE: Advito’s Sustainable Collaboration Practice with Erin Singleton, Senior Director,
Marketing.
Digital accessibility: Weaving DE&I into travel technology, with Yvette Bryant, Senior Vice
President DE&I, Hannah Kahn, Senior Director, Product Marketing, and Yanell Guillen, Advito
Consultant.
Women in business travel: What you need to think about, with Carolyn Peterson, CEO of BCD
marketplace partner Maiden Voyage, and Hazel Smith, BCD DE&I council member
Celebrating Neurodiversity Week with Yvette Bryant as well as Robert Shen and Sandra Kaspar
from United Airlines.

58

BCD TravelWe bring ISO-certified accuracy to emissions data

Sustainable Collaboration practice
In today’s business travel landscape, sustainability is not just a passing trend. The travel function
can and should be a leader in setting and achieving organizational sustainability goals. For
clients who want a more strategic approach for their sustainable corporate travel, our consulting
division Advito helps them reduce their travel program’s environmental footprint, drive savings
and increase traveler satisfaction. Our holistic approach goes beyond simply monitoring carbon
emissions. A data-driven strategy from Advito helps clients set and achieve sustainability goals.
Our consultants, technology and practices align with the latest science-based recommendations
and sustainability legislation. Our offering has three main pillars:

Business Intelligenceto bring client data to life and provide insights toshape sustainability goals & initiatives.
Strategy & Recommendations
to decrease client CO2 emissions for all travel
categories
Traveler Engagement
to inform and influence travelers with advanced
digital marketing & communications strategies.

The first and most challenging step to creating a sustainable travel program is knowing
where to start. GATE4 is a proprietary carbon emissions calculation methodology thatpowers advanced business intelligence, helping our clients to optimize sustainablebusiness travel with a data-driven strategy.
GATE4 is the only ISO 14000-certified methodology designed for business travel. ISO
14000 is the world’s most widely recognized environmental management standard.
Our clients can include our emissions reporting figures in their annual financial reports
as recognized carbon calculations and use them to create science-based sustainability
targets.
The methodology powers our GATE4 Insights dashboard and incorporates factors thataren’t included in standard reporting. For example, it includes country-level electricity
mix, carbon intensity, passenger to freight ratios, aircraft type, radiative forcing, hotel
eco-labels, amenities and more. Our solution allows our customers to contribute toorganizational sustainability initiatives, as well as help their travelers make the rightdecisions and travel more responsibly.
Using GATE4, customers can:••Visualize emissions trends across air,
hotel, rail and car••
Track progress versus short-term goals •and long-term targets

Drill down to assess key KPIs
Identify share-shift opportunities
Build data-driven traveler messaging

Our industry-leading consultants use GATE4 data to build a strategy and deliver a set ofrecommendations designed to help clients achieve their goals. To ensure traveler buy-in,
the team develops a robust marketing and communications strategy to educate travelers
on sustainability initiatives and influence their booking behavior.

59

BCD Travel: Our customers

Additional services
Going beyond our three main
pillars, we offer additional services
as part of our Sustainable Collaboration
practice to meet our clients’ requirements.
From supplier sourcing engagements andstrategies to reduce travel carbon emissions,to sustainable travel policies and employee
wellness strategies, our practices support
a wide range of company stakeholders assustainability becomes a business imperative.
Examples include:
Carbon budgeting
Preferred supplier sustainability
assessments
Environmental Quality of Service
Index (eQSI)Carbon offsetting insights andrecommendations
Sustinable Aviation Fuel (SAF)
insights and recommendations
Traveler wellbeing dashboard

60

BCD Travel: Our customers

We continue to innovate
As sustainability requirements for corporate travel expand, we continue to guide our clients with thought leadership in this space. We
bring new opportunities to integrate impactful sustainability initiatives into managed travel, supporting our clients’ sustainable travel
and wider company ESG goals. In the past year we’ve developed:
Sustainability Benchmarking – Our clients’ extensive
use of our GATE4 methodology powered a sustainability
benchmarking report.

The tool allows clients to compare
their progress with their peers
across 15 KPIs, such as emissions
per air segment, usage offuel-efficient aircraft, rail vs. air
market share, and room nights at
eco-certified properties.
The benchmarks allow clients to identify areas where they areexcelling or falling behind.

Expanded partnership with TripKicks to display GATE4
data for air, hotel and rail searches – Advito has partneredwith travel technology company and BCD Marketplacepartner Tripkicks to develop a solution that provides accurate
air, hotel, and rail emissions calculations at the point of sale in
Concur Travel. The solution leverages Tripkicks’ integration
with the SAP Concur Online Booking Tool to display GATE4
carbon emissions figures on the search results pages. The
partnership enables travel managers to educate travelers andinfluence their booking behavior in real-time and empowers
travelers to make sustainable choices. The tool also
highlights how efficient their choice is compared to average
performance on that route.

Partnership with eco.mio to power sustainabledecision-making – Advito has partnered with eco.mio to
integrate GATE4 emissions data into eco.mio’s gamification
platform. The goal is to highlight the most sustainable choices
for business travelers searching for air travel in several online
booking tools. This partnership leverages eco.mio’s robust
integration capabilities and engaging gamification interface
alongside Advito’s ISO-certified methodology, allowing travel
managers to optimize air travel booking patterns in real-timeand incentivize employees to opt for more sustainable travel
choices.
Integration with SAP Concur Solutions as an app center
partner – GATE4 Insights, the dashboard powered by Advito’s
GATE4 methodology, is available in the SAP Concur App
Center. Our API connection means client data can seamlessly
flow from SAP Concur solutions directly into Advito’s analytics
suite. With GATE4 Insights, our clients can meet their shortand long-term sustainability goals by measuring and reducing
emissions.

61

BCD Travel: Our customers

MyCO2 workshop certification – To help our clients’
employees understand the impact of their daily lives on
the environment, several of our consultants are certified todeliver the MyCO2 training module. This robust workshop
helps individuals calculate their own carbon footprint, as
well as learn how to make changes in several different areasof their lives outside of travel to reduce their impact on theenvironment. The participants leave the workshop with accessto an online tool to view their carbon footprint, update it year
over year and set their own targets.
Enhanced diversity, equity & inclusion (DE&I) offerings– As part of our holistic approach to building sustainablebusiness travel programs, Advito’s Engage team integrates
DE&I across their suite of marketing and communications
services. DE&I-focused Engage projects begin with a strategy
development workshop to delve into the client’s company
culture, perceptions, target audiences, communication
channels and program objectives. The team also conducts
policy reviews and revisions, providing recommendations
and guides for a more accessible traveler experience. They
audit all communication assets to ensure they are digitally
accessible with features like alternative text, appropriate color
contrast and closed captioning for videos.

DE&I best practices for travel and meetings programs
As an industry, we’re experiencing increased interest, dialogue and action in designing travel
programs that incorporate DE&I best practices. To create inclusive travel programs, we must
consider the needs of all travelers. When we design, build and communicate with these bestpractices in mind, everyone benefits.

62

BCD Travel: Our customers

Partnerships

Traveler experience

Ongoing improvement•

Sourcing of diverse
suppliers aligned tobusiness needs•

Ensuring travel program
assets are digitally
accessible•

Building DE&I
performance indicators
into success metrics•

Working with partners andsuppliers who actively
support DE&I strategies••

Traveler and attendee
engagement andfeedback•

Integrating DE&I
specifications intorequests for proposals•

Partnering with diverse
organizations to increase
supplier reach andachieve certification

Diverse traveler support(e.g. female travelers, theLGBTQIA+ community
and travelers withdisabilities) and promoting
cultural awareness andappreciation•

Inclusive travel andmeetings policies•

Working with HR to makeDE&I a travel program
priority

Why digital accessibility is important and what we’re doing about it
In today’s highly digital world, it’s critical to consider whether traveler-facing communication channels are accessible to everyone inan organization.
Many people face barriers to accessing digitalcommunications, such as those with disabilities, non-native
speakers, and those with limited technology skills. However,these accessibility concerns are often overlooked and canlead to lower traveler engagement within corporate travel
programs.

•

Include an option on our support form that specificallyaddresses accessibility.

•

Are actively working towards the World Wide Web
Consortium’s (W3C) Web Content Accessibility
Guidelines (WCAG) compliance standards for our desktop
applications.

We take digital accessibility seriously and are committed tocreating an accessible travel experience through our digitalsolutions.

•Support the four principles (perceivable, operable,
understandable and robust) that underpin the WCAG.
This includes optimizing accessibility for people withdisabilities through features like dark mode functionality
in our mobile app, reducing distractions, eye strain andblue light exposure (perceivable); designing solutions thatcan be used on smart devices or online via the Internet
using compatible browsers (operable); supporting simple,
efficient and intuitive user experiences (understandable);and evolving our solutions with the latest development ofsmart technologies (robust).

•

Integrate options for gender identifiers across ourplatforms (profile management, agent booking andmobile app) giving travelers the option to select “X” as
Undisclosed and “Y” as Unspecified, “M” as Male and “F”
as Female. This information automatically prepopulates
for all online and offline bookings, eliminating the needfor travelers to disclose on every contact. Agents use theinformation stored within the traveler profile to tailor andKnowing that this is both a responsibility and an opportunity, it
is a continued focus for our product development teams.
To support digital accessibility for our clients and theirtravelers, we:
•

•

63

Launched a new feature that opens TripSource to aneven wider range of users. Now, on the desktop version,
travelers can easily access an AI-driven accessibility toolthat supports users with visual, auditory, physical andspeech needs.
Include information on how our TripSource online platform
and mobile app meets travelers’ accessibility needs within
the FAQ section of our website.

BCD Travel: Our customers

Last year we added Maiden Voyage to the BCD
Marketplace. The solution provides inclusive
travel safety e-learning to travelers with specificmodules on those with diverse risk profiles,
including women, LGBTQIA+ and persons withdisabilities, and those traveling to ethnicallyor culturally diverse regions. Developed byindustry experts, modules include hotel safety,
how to prepare for an upcoming trip, how tostay safe when moving around in the air andon the ground, maintaining physical healthand wellbeing, how to stay safe at social andbusiness events, and personal safety whenout and about. All content adheres to the latest
accessibility guidelines.

personalize the trip, for example, equipment requests,
meet and greet assistance, traveling support assistants,
accessible hotel requirements, etc.
•

Continually integrate new languages into TripSource,
ensuring enhanced accessibility and seamless localizationof our product. We now offer nine languages across theplatform, including the mobile app, the website and all
direct-to-traveler messaging.

Sustainable meetingsand events
Last year, BCD Meetings & Events (BCD M&E) continued
to help our clients navigate their sustainable meetings andevents programs and integrate best practices that help themmeet their goals.
In June, we held a Sustainability Breakfast and Round Table,
to coincide with The Meeting Show (London-based events
conference), bringing together suppliers, partners andclients to discuss current sustainability trends, with afocus on food waste.
Sustainability was also a featured module at our biannualclient forum in April, attended by a number of clients
across different industries. The session was so popular withattendees that in November, we launched an inaugural client
focus group on sustainability.
A number of clients (with roles specificallyrelating to sustainability) attended our focus
group, again representing a cross-section ofindustries. We discussed and debated a rangeof topics and created an action plan for future
meetings.

64

BCD Travel: Our customers

Sustainability Toolkit
Our Sustainability Toolkit helps our clients to integrate sustainability
into their meetings and events via our ISO-certified Carbon
Calculator, powered by GATE4, our Venue Scorecard and Event
Planning Checklist. Over the past year we’ve made the following
developments:

Taken from our menu of more than 40 options, the top
ten most-asked questions by our clients were:1.

Do you have sustainability credentials such as an ISO accreditation,
carbon neutral construction or LEED certification?

2.

Do you conduct due diligence to ensure that forced labor, humantrafficking and slavery do not exist within your organization or
supply chain?

We benchmark our global strategic clients on the status of their program using
our Maturity Model. Sustainability, DE&I and wellness are three of the 16 categories consideredas part of the review. Our 2023 data indicates that the majority of our clients are still in the‘Development’ stage for Sustainability, DE&I and wellness in their programs. We’re working withthese clients to share best practices and inform them on developments to help them movetoward ‘Performing’ and then ‘Leading’ programs.

3.

Do you have policies in place to limit the use of single-use plastics?
Including straws, single-use bottles, etc.

4.

Do you have a workforce diversity and inclusion policy?

5.

As a standard, do you reduce food waste through donations,composting, or other measures?

Venue Scorecard

6.

Is your venue well serviced by public transport options?

7.

Is your electricity provided by sustainable energy suppliers or
renewable sources?

8.

Do you have a comprehensive waste management
policy in place?

9.

Are your standard banquet menus based on
locally available, in-season ingredients?

10.

Do guest rooms implement
energy-saving lighting, climate control
and smart water management?

Maturity Model

We launched an automated version of our Venue Sustainability Checklist and Scorecard using
our online sourcing tool VenueSearch. Implementation of this tool involves a bespoke consultation
workshop to understand our client’s sustainability goals, prioritized from a menu of 40+ options.
Every venue proposed is then measured against their chosen criteria, helping us to push moresustainable venues and continuously support our clients’ sustainability goals.
Since its launch in the second half of 2023, we have seen the Venue Scorecard influence ourcustomers to choose the venue that best meets their sustainability criteria more than 97% of thetime, over and above other venues*.
*They have chosen the venue with the highest % score relating to meeting their sustainability questions.
65

BCD Travel: Our customers

Robust research and reportingare foundational to our approach
Last year we generated three reports to provide our clients,
travelers and other industry stakeholders with valuable
information to help them address some of the key challenges
in building more sustainable business travel programs.

Sustainability in Business Travel report
In 2023, we surveyed more than 100 travel buyers andalmost 1,800 business travelers to gauge the importance ofenvironmental sustainability in business travel and published
our findings in the Sustainability in Business Travel report.
The report explores travel programs from the perspectiveof sustainability, looking at the current priorities, challenges,
opportunities and needs of travel buyers and travelers. The
following areas were outlined in the report:
Sustainable travel program
Stakeholders’ and suppliers’ sustainability efforts
Communication about sustainable travel
Sustainable travel options encouraged by employers
Sustainable traveler behavior
Companies’ sustainability practices
Sustainable travel in 2024
Legislation

66

BCD Travel: Our customers

Key findings:
BCD researchers uncovered significant gaps in levels of knowledge, action and commitment when it comesto sustainability in business travel. While 82% of companies have sustainability goals in place, only 45%
have targets for sustainable business travel. Furthermore, only 20% of business travelers are aware of
their company’s sustainable travel goals. More than half of the travel buyers we talked to felt sustainable
travel options cost too much. Buyers also pointed to challenges like traveler education, a lack of standard
measurement approaches and definitions, and having the right tools, e.g., online booking tools supporting
carbon budgets.
According to our research, half of companies encourage sustainable travel, but only a third promotesustainable options at the point of booking. Reducing travel volumes and traveling by train instead of plane
are the top two options promoted by travel buyers. They often also promote taking direct flights instead ofconnecting flights, combining several trips in one, and limiting the number of employees on the same trip.
Travelers mentioned sharing ground transportation and choosing economy class over business class as
frequent recommendations by their companies.
Travelers’ lack of knowledge of their company’s sustainability agenda is a consequence of weakcommunication from both internal sustainability teams and travel departments.
There’s also a pronounced regional split in the way travelers approach sustainability: North America isbehind Europe, Middle East, Africa and Asia Pacific when it comes to their awareness of the topic. Traveler
behavior on the road differs too, as do the sustainable practices promoted by employers.
To fill in the existing gaps, companies need to incorporate sustainability into all internal processes.
Employers will benefit from updating travel policies with sustainability in mind, boosting traveler
communication and increasing employee engagement with the sustainable travel program, doing thisconsistently and on a global scale.
WANT TO READ MORE?

CO NTE N TS

REPORT

In 2023, we also regularly shared insights on oursocial channels and BCD blog to guide our clients inaddressing sustainability. Our influence in the industry
helps current and future BCD employees know that a
career in corporate travel can make a positive impact
on how we’re tackling the climate crisis.

ACCESSIBILITY
IN TRAVEL
03 INTRODUCTION

THE SUSTAINABILITY GUIDE:
05 REGIONAL INSIGHTSINTRODUCTIONACCESSIBILITY IN BUSINESS TRAVELTYPES OF ACCESSIBILITYACCESSIBLE TRAVEL SERVICES

WHY ACCESSIBILITY IS IMPORTANT

COMMUNICATION

05 NORTH AMERICA

07 UNITED KINGDOMACCESSIBLE TOURISM FOR ALL

G L OB A L
I N S IG H T S
08 EUROPE, MIDDLE EAST & AFRICA

09 ASIA PACIFIC

10 LATIN AMERICA

September 2023

11 DOING OUR PART

12 PARTNERS GETTING IT RIGHT

Careers

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13 LOOKING AHEAD
New podcasts from BCDSustainability is more than justbeing green

BCD M&E Global Insights Sustainability Guide
BCD M&E produced a sustainability guide that outlined 2023’s
global sustainability trends and best practices for meetingsand events. The report provides insight on what clients arelooking for and how agencies can lead the way in helping
businesses to adopt a more holistic approach to sustainability.
It outlines where each region is today when it comes tosustainability best practices, how principles are being applied
to programs at all maturity levels and how we can collectively
move the needle forward to make a positive impact in themeetings and events space.
WANT TO READ MORE?

Accessibility in Travel report
Travel can be stressful for everyone, but travelers withdisabilities have more reasons to be worried about howsmooth it will go. On a trip, they can experience a wide rangeof difficulties and barriers due to the way that services andenvironments are designed. Accessibility to communications,facilities, products and services for all should be a central partof any sustainable travel policy.
In this report, we address the different types of accessibility,
why accessibility is important and the ISO Standard 21902
Accessible tourism for all. We also specifically focus onaccessibility in business travel, including data on the main
accessibility challenges, accessible travel services acrossdifferent travel suppliers and the importance of tailoring
communication for employees with various disabilities.

June 15, 2023
BCD Travel has published two podcast episodes focusing onsustainability. Tune in to these discussions on how sustainability
is more than just being green.
Careers

Solutionsconnects sustainability to wellness, savings, community engagement, andother areas where we all can drive change for our industry.

Groupize: Managing meetings
includes duty of care and risk
mitigation

Ruggles Brise

June agenda: What teams andcrews need from lodging
companies

and Communications, Advito, discusses the consultancy’s sustainable
collaboration practice, a set of focused services that help companies
address the environmental impact of business travel and meet theircompany-wide goals through data insights; customized strategies basedon that business intelligence; and traveler engagement. She also pointed
to how Advito developed and is using the industry’s first environmental

BCD named an inspiring
workplace for a culture of
employee happiness and wellbeing

00:00 | 26:00

results also number in the hundreds of millions to billions. The
takeaway: sustainability is serious business – and it’s time we allthink bigger and act more broadly. That’s why BCD’s vision forsustainability – and our definition of it – encompasses many
areas, not just carbon footprints.

Share

Women in business travel: What you need to think about

19:46

Success Story: Optimizing group travel

4:25

Travel data: Gaining insight into the total trip

13:43

Valentine's Day match making with the BCD Marketplace

14:35

Virtual payment: Do you know what you're (really) missing?

18:07

Leveling up traveler experience with TripSource

14:21

Resources

Blog

About usLogin

June agenda: What teams andcrews need from lodging

August25, 2023
The Connections with BCD Travel podcast
is produced
for travel buyers to help take

Mindful travel – we aim to build a movement

control and drive change within the travel program. Cohosted by BCD’s Chad Lemon,

companies
BCD named an inspiring
workplace for a culture of
employee happiness and wellbeing

Contact

Our framework is rooted in four core principles toguide our priorities and drive us to that next level:
Beyond carbon – we use a broad definition ofsustainability that encompasses wellness;diversity, equity and inclusion DEI; natureand social impact; climate action and more

BCD’s TripSource now displays

Connections with BCD Travel
CO2 emissions

Olivia Ruggles Brise vice president of Sustainability
BCD Travelfor sustainable travel that empowers and engages travelers to embrace sustainability on
the road and at home
Industry advocacy – we lead, push for and support solutions that are widely adopted
High standards – we continue to seek external validation and certification of our robust

digital strategist, and Miriam Moscovici, vicepresident,
and Intelligence,
TripSource®
byPartnerships
BCD Travel now
shows users the environmental
the episodes connect clients, future clients,
peers
colleagues
with travelers
our SMEsandin travel arrangers canimpactof andflights.
That meansan anytime, anywhere format.
easily see how their booking choices affect the environment.
They can weigh CO2 emissions estimates against other factors
like cost, planning and convenience to make good travel

products and processes and ensure that we partner with the most credible organizations
that support our vision

choices.

The United Nations’ Intergovernmental Panel on Climate Change IPCC recommends that allemissions be halved by 2030 to reach net zero by 2050. Travel is responsible for a considerable
amount of those emissions. Showing what flights have less emissions is a way to steer travelers<strong>Chad Lemon<strong>More stories<strong>Miriam Moscovici<strong>in the right direction.

Miriam leads the team devoted to using

Report: Carbon credits aren’t
enough. They never were.

canandestimate
carbonemissions for nearly all flights.
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research
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as as
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middlevalue
of all theorder espresso.
demandindustry
speaker
andpossible carbon
emissions
per routeand considers
available dates and flights.
panelist.
She once
shared anall
elevator
Carbon emission
estimates for eachflight are compared to thewith an Oscar-winning
actress.
route’s median. TripSource uses the European Environmental
Agency EEA emission estimates as its source, along with data
provided by third parties such as airlines. The data includes··

June agenda: What teams andcrews need from lodging
companies
BCD named an inspiring

You can learn
moreforabout
the offramework and our current initiatives in our 2023 Sustainability
workplacea culture
Report.
Saurin Shah VP Travel Experience
Commerce BCD Travel

plane type and seating layout.

major roles to play in lowering and avoiding emissions. Implementing
CONNECTIONS “Corporations
WITH BCDhave
TRAVEL

solutions to understand the impact of each flight is a first step forward to educate travelers andTune in on your favorite podcast
platform.
New
incentivize
travelers
toepisodes
book lowerdrop
emissions options,” said Saurin Shah, Vice President, Travel
regularly.
Experience & Commerce, at BCD.

BCD Travel: Our customers
Keep reading

Bluebiz: the corporate loyalty

employee happiness and wellbeing

BCD supports global sustainability organizations and initiatives
We’re the first TMC to become a member of and advisor to the Sustainable Aviation
Buyers Alliance SABA.
BCD is an allied member of the Global Business Travel Association GBTA. We work
closely with GBTA associations in both the U.S. and Europe, with representatives oncommittees for sustainability, risk, DE&I and WINit by GBTA.
Global Sustainability Tourism Council, the organization establishing and managing
global standards for sustainable travel and tourism, known as the GSTC Criteria.
ECPAT and A21, are our close partners. We work together with them to raise awarenessand education that aims to help end human trafficking, modern slavery and the sexual
exploitation of children.
BCD is a member of the BT4Europe Sustainability Workstream to support and lobby for

Keep reading

sustainable business travel within Europe.

Taking the plunge: BCD VP Claire
Stephens swims to end modern
slavery

Business Travel People Awards:

Great business meetings start inStandard Premium with AvantiWest Coast

It’s working, it’s really working
We don’t do this for accolades, but our achievements
and awards are indicators that we’re on the right path:

Report: Carbon credits aren’t
enough. They never were.

mitigation

actions to Careers
the next level,”said Olivia
Ruggles-Brise,
Newsletter
Languagevice president of sustainability at BCD.
Solutions

More stories

Groupize: Managing meetings
includes duty of care and risk

“As the urgency of the climate crisis increases, and theimpacts on people and nature become starker, now is
the time to take our sustainability commitments and

CHECK OUT TRIPSOURCE

67

Take a few moments to search sustainability online, and you’ll
get more than 2.8 billion results. Search any related terms –Environmental, Social and Governance ESG; climate action;
corporate social responsibility CSR; or net zero – and theSustainability is embedded in our official vision statement. BCD is focused on influencingchange that leads to increased positive social impact and reduced environmental impact. We
built a new Sustainability Framework this year to simplify how we think about challenges andidentify opportunities to effect change.

Connections with BCD Travel

Chad is a digital strategist and productLanguageContact

Sustainability is part of our DNA

Protecting LGBTQIA+ business travelers on the road

Meet the hosts

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Singleton

quality of service index (eQSI, a fair market share calculation thatallows travel managers to factor an airline’s fleet efficiency into sourcing engagements.

More Info

About us

July 21, 2023

Report: Carbon credits aren’t
enough. They never were.

In a HOT TAKE mini episode, Erin Singleton, Senior Director, Marketing·

WANT TO READ MORE?

More stories

and Environmental, Social and Governance ESG concerns. She also

Blog

Sustainability is bigger thancarbon footprints

First, Olivia Ruggles-Brise, VP of Sustainability, discusses how
sustainability is embedded into BCD’s DNA. In the 20-minute episode,she explains how sustainability is more than just carbon, emissions andreducing plastics. Ruggles-Brise dives into the work we’re doing to
identify and mitigate risks related to managed travel programs

Resources

Highlights from our speaking
engagements include:

Impactful collaboration
and advocacy
We strongly believe that business travel – with its wide
networks, corporate purchasing power and ability to engage
individual travelers – can play an important role in ensuring
a sustainable future for our planet. But sustainable change
requires engagement, a new way of thinking, commitment
and action.

That’s why regular dialogue andadvocacy within key industry andsustainability networks and eventsis critical to our approach in guiding
our customers.

Olivier Benoit, Senior Vice President, Advito
We Can’t Rely on Sustainable Aviation Fuel to
Decarbonize the Industry, Global Business Travel
Association

BCD Travel: Our customers

Amélie Losanes

Julien Etchanchu, Senior Director, Sustainability
We Must Not Do the Same Thing Better – We Must
Find a New Model, Nordic Business Travel Summit
Amélie Losanes, Management Consultant,
Sustainable Collaboration
Debunking Common Sustainability Myths webinar,
Global Voices in Sustainable Travel & Meetings
Matt Patterson, Senior Director, Program
Management
It’s Time for Action: Steps to Build a Sustainable
Travel Program, SAP Concur Fusion
Olivia Ruggles-Brise, Vice President of
Sustainability, Net Zero Travel & Tourism,
Sustainability Live Net Zero

68

Julien Etchanchu

Matt Patterson

Memberships and associations
Global Sustainable Tourism Council (GSTC) –an organization that establishes and manages global
standards for sustainable travel and tourism, known as the
GSTC Criteria. Our membership includes regular dialogue andconference speaking to drive industry progress.
Sustainable Aviation Buyers Alliance (SABA) –a membership-based initiative aimed at scaling the use of
Sustainable Aviation Fuel (SAF). We were the first TMC to holdmembership with the alliance. They’re creating a standardized
system that will allow companies to make credible, transparent
claims about emission reductions from their support of SAF.
SABA offers collective procurement of high-quality SAF
at competitive prices and guidance that ensures the SAF
purchased is truly sustainable. SABA is also integrated into the
BCD Marketplace, allowing our clients to connect to SABA’s
SAF services.
United Nations Global Compact – We became a signatory
back in 2008. Our membership has seen us submit our annual
communication on progress to hold ourselves accountable,
share information and promote transparency in sustainability
progress.

69

BCD Travel: Our customers

In 2023, two of our sustainability team members took partin their inaugural Climate Action Group. This cross-industry
peer learning group incorporated collaborative workshops,
guest speakers, discussions and assignments around critical
topics, such as creating organization buy-in for climate action,
the circular economy and stakeholder inclusion. Working withsustainability professionals across different sectors in thiscollaborative format helps us to broaden our perspective in
how we address critical sustainability issues, as well as share
our expertise with other organizations.
Global Business Travel Association sustainability councils,
working groups and committees across regions –GBTA focuses on raising awareness and educating GBTA
members on the challenges ahead and are helping guide theindustry toward a more sustainable future for business travel.
They’re also increasing collaboration and engagement acrossall levels of the industry.

We also provide input to the
GBTA diversity, equity & inclusioncommittee and work with air andhotel partners to promote DE&I
awareness at industry events,
such as GBTA panels.

GBTA WINiT’s Top Women in Travel
has named a number of BCD leaders
as award winners in the past year,
including Teri Miller(Executive Vice President,
Global Client Team) who
was recognized in the
Follow Her Legends and
Mentors award category
and Alexandria Prejean
Smith (Director, Marketing
and Communications)
who was named a Rising
Female Leader.
albert sustainable suppliers list – which is designed
to enhance sustainability in the media and entertainment
industry. Like many sectors, media production carries a large
carbon footprint. albert helps to define what the film and TV
industry can do to create a sustainable society. As part oftheir sustainable suppliers list, we provide more sustainable
solutions to our clients and support albert’s objective toempower the industry to know how they can contribute to
the change needed. We have also appointed sustainability
ambassadors in this vertical to support our efforts.

Travel risk management
BCD’s global crisis management (GCM) teamaims to be the most trusted advisor for travel
risk management, helping companies keep theirtravelers safe. We do this via:•

24/7 monitoring•

Incident reporting•

Impact Alerts•

Traveler Security Program Assessments

Global crisis management (GCM) is dedicated to identifying
incidents that might affect our business travelers globally.
We provide coverage 24 hours, 365 days a year, with teammembers placed around the world.

program develops and aligns with ISO 31030.
A personalized assessment report thoroughly documents
findings, evaluation and recommendations and is provided asa permanent reference.

We’re always available to provide internal teams support andguidance, and answer questions about our services in travel
risk management (TRM).

We also expanded the TRM services offered by our consulting
division, Advito, to include:

To better support the increasing importance of traveler safety
and security, we’ve grown our GCM team. Not only has ourteam expanded, but additional members have been certified
by the Institute of Occupational Safety and Health (IOSH) in“Safety, Health, and Security for the Mobile Worker.”

Traveler Security Program Assessment
The Traveler Security Program Assessment provided
through our consulting division Advito, is designed tohelp organizations align with ISO 31030: 2021 (Travel risk
management – Guidance for organizations). Based onleading security research and top-tier programs, our team ofexperts can assess an organization’s current program statein 11 key areas, with their core stakeholders in a one-day
onsite discovery session. After carefully assessing feedback,
we review the relevant gaps and advise on changes for
improvement, suggest best practices and introduce necessary
initiatives to ensure the organization’s travel risk management

70

BCD Travel: Our customers

Travel Risk Management Policy Development
In conjunction with the Travel Program Security Assessment(TSPA), we provide consulting services to help organizations
develop a customized stand-alone TRM policy that is fullyaligned with the ISO 31030:2021 Trave Risk Management –Guidance for Organizations. We revise their TRM policy withthe organization’s corporate culture and objectives in mind
to ensure the policy illustrates the importance of employee
safety.

RFP Support for Travel Risk Management
Sourcing
We also offer RFP support for TRM sourcing to assist ourclients in launching RFPs for third-party assistance providers.
The service secures the most favorable supplier(s), optimizing
support for the organization’s travel risk program, savings andoverall value. This approach also aligns with the program’ssafety and security goals.

Industry collaboration
As travel risk management continues to rise up the priorities
of corporate travel programs across regions, industry
collaboration and thought leadership are key to our approachin helping clients navigate this growing challenge.

Active membership on industry boards andcommittees
Director of GCM Jorge Mesa continues as co-chair of the
GBTA Europe risk committee, as well as a member of the
GBTA Europe advisory board. Jorge led the GBTA’s TRM
suppliers project, and BCD is also listed on the GBTA TRM
capabilities matrix. Additionally, he is a member of the Spanish
Translation Task Force/STTF representing UNE for ISO 31030
translation.
Christine Connolley, Senior Program Manager, GCM isa member of the GBTA U.S. risk committee. Three teammembers are also part of the National Standard Bodies (NSB)in Risk Management, including the Standards Council of
Canada/SCC, American National Standards Institute/ANSI,
British Standards Institution/BSI and the Spanish Associationfor Standardization/UNE. Members also volunteer on theInternational Organization for Standardization/ISO committee
TC262 – Risk Management.

71

BCD Travel: Our customers

Industry events
Active participation in industry
events remains a focus for GCM.
Notable discussions from the past
year include Navigating LGBTQ+
Travel Safely, Christine Connolley,
Senior Program Manager, GCM
speaking at GBTA and Hotel Safety,
Jorge Mesa, Director of GCM
speaking at GBTA Hamburg.

Governance,
ethics andcompliance
GOVERNANCE STRUCTURE
BUSINESS ETHICSRISK MANAGEMENTINFORMATION SECURITY

72

BCD Travel

Governancestructure
Executive board
The executive board drive corporate
decisions, including setting ourcompany’s vision, direction and highlevel strategy; appointing top leaders;
defining company values and culture;and managing our external reputation.

Our global executive team(GET)The GET drive strategic and operational
decisions, including managing talent;
prioritizing investments; determining ourcustomers/segments; setting corporate
policies; and budgeting, developing andlaunching products.

73

BCD Travel
Travel: Governance, ethics and complianceSustainability governance
Overall responsibility for sustainability rests with the executive board. The sustainability core team, led by the vice president ofsustainability, is responsible for defining our strategy, and long-term and annual objectives. This team ultimately reports to thesenior vice president of sustainability, hotel solutions and managing director of Advito (our consultancy division). The team provides
quarterly updates to the global executive team and the executive board.

Global sustainability teamThe global sustainability team consists of the sustainability
core team, as well as representatives from various functions,such as people & culture (HR), marketing, sales, program
management, product planning & development, DE&I, legal,
Advito and BCD Meetings & Events.
This team advances standards of environmental, ethicaland social business practices within our organization andindustry. They help raise awareness on sustainability issues
internally across the company and support our clients’ ownsustainability strategies and goals. This group also drives theintegration of sustainability initiatives within their functions in
support of BCD’s Sustainability Framework. The team meeton a monthly basis, chaired by the director of sustainability.
Regional teams support our sustainability initiatives at the
local level.

74

BCD Travel: Governance, ethics and compliance

Environment, health & safety committee
We 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 group guides how we support
our clients in creating moresustainable travel programs withleading sustainability products
and services, and in alignment withevolving sustainability legislation.

The senior director of sustainability is responsible formonitoring our global environment, health and safety (EHS)
management system, aligning quarterly with EHS coordinators
in our majority-owned countries and facilitating external ISO
audits. The senior director of sustainability reports to the vicepresident of sustainability.
The global network of local EHS coordinators ensures that
all management system requirements are met in all officelocations in their countries. BCD’s offices are audited ona three-year rolling cycle. This means that every office issubject to an on-site audit at least once during that period tomaintain ISO certification. The senior director of sustainability
also works closely with the EHS coordinators to improve data
accuracy in support of reporting and legislative requirements.

Diversity, equity & inclusion

Human trafficking awareness committee

DE&I is integrated into BCD’s company strategy, corporate
governance and Sustainability Framework. Our senior vicepresident of diversity, equity & inclusion is responsible fordefining and implementing BCD’s internal DE&I strategy,
program and initiatives. She reports to our senior vice president,
people & culture, who reports directly to our CEO. She holds
semiannual meetings with the executive board to discuss our
DE&I strategy and progress against our goals.

BCD’s human trafficking awareness committee is a volunteer
team made up of BCD employees across different regions
and functions – from program management and sales to legal
and sustainability. The committee has a clear mission to raiseawareness and educate on the issue of human trafficking.
All efforts are aimed at eradicating human trafficking and thesexual exploitation of children. The executive vice president,
global client team is the executive sponsor of the humantrafficking awareness committee; their role is to ensure
the team and its initiatives get visibility and support at theexecutive level and across our organization.

Our senior vice president of diversity, equity & inclusion also
works closely with the people and culture leadership team, who
serve as a steering committee for DE&I initiatives.
Our senior vice president of diversity, equity & inclusion
manages DE&I councils across three regions (Asia Pacific, theAmericas and Europe) and three core workgroups: celebrationand publishing, marketplace and suppliers, and representationand inclusion. Composed of employees from every region,function and level in the company, our councils provide recommendations for global DE&I strategies, set local and regional
goals and champion education in their region and markets.
Our senior vice president of diversity, equity & inclusion andcouncils hold regular meetings with functional stakeholders tofacilitate DE&I initiative integration and alignment. Key functions
for collaboration that drives progress toward our goals include
marketing, product development, people and culture, employee
experience, procurement and research and intelligence.

75

BCD Travel: Governance, ethics and compliancePartnerships are central to the committee’s approach. BCD’spartnership with ECPAT began in 2017 and with A21 in
2020. BCD is a signatory to ECPAT’s Code of Conduct for
the Protection of Children from Sexual Exploitation in Travel
and Tourism (The Code). The Code encourages members toprovide educational tools and support initiatives to end sexual
exploitation of children. We undertake annual reporting to The
Code, which provides a framework for tracking progress. We
also work closely with A21 on key initiatives including their
Annual Walk For Freedom and other fundraising projects, as well
as a human trafficking education project in Cambodia.

Making a Difference coordinators
The committee sets goals to:
Educate – Educate target groups
about the importance of awareness ofchild trafficking and BCD’s role
Engage – Inform and engage key
stakeholders on our awareness-related
efforts
Partner – Collaborate with external
stakeholders and other humantrafficking awareness charities to raiseawareness

Together with our founders, through the John & Marine vanVlissingen Foundation, our Making a Difference program gives
BCD employees (“coordinators”) the opportunity to submit
applications that support local charities with fundraising
activities for small, targeted projects that directly benefit
children in their communities. Projects receive funding fromthe John & Marine van Vlissingen Foundation.
We supported 37 charitable projects across the globe in
2023. Each coordinator manages the relationship with thenon-profit, the application process and any additional employee
volunteering and fundraising activities related to their specificproject. We held meetings for the global Making a Difference
coordinator team throughout 2023 to discuss projects, increase
engagement and grow the program. These meetings werechaired by the director of sustainability.

Business ethics
Ethics committee

Responsible sales

The ethics committee comprises of the global CFO, SVP
internal audit, SVP global legal and a representative of the
BCD group supervisory board responsible for compliance.

We’re committed to ensuring that all sales employees carryout their responsibilities in an honest, truthful and ethicalmanner, whatever the local laws, culture or regulations.

Bribery and corruption controls

Human rights

We’re trusted by our customers throughout the world to
avoid corruption of all kinds. Our zero-tolerance approach tobribery and corruption includes engaging all employees inanti-corruption policies and practices. We help support ethicalsocieties that promote sustainable development. We abide byapplicable anti-bribery laws, including FCPA, the UKBA andthe local laws in every country in which we do business. We
have a formal non-compliance reporting process, which iscommunicated to all employees, for them to raise any ethicalconcerns they may have, as outlined in this section.

We practice due diligence to guard against human rights
violations and have expanded existing corporate policies to
set clearer expectations. These include our Code of Conduct;
Supplier Code of Conduct; Harassment Policy; People &Culture Policy; Environment, Health & Safety (EHS) Policy;
Equal Opportunities Policy; Diversity, Equity & Inclusion
Statement of Commitment; Menopause Policy and our Annual
Modern Slavery Act Statement published each year in supportof the UK and Ireland Modern Slavery Act 2015.

Stakeholder engagement
We build relationships with customers, new prospects,
employees, non-governmental groups and suppliers whoseek common ground on sound governance. We rely on thesestakeholders to understand and mirror the ethical conduct
we expect from our employees in all business challenges andactivities.

76

BCD Travel: Governance, ethics and compliance

Within these policies, we’ve
integrated our commitment torespecting human dignity and therights of individuals in each andevery market where we operate andthroughout our supply chain.

As examples, topics covered include:•

Zero-tolerance of modern slavery and human trafficking(including forced, compulsory and child labor).

•

Compliance with all applicable legislation in every market
we operate in.

•

Principles of non-discrimination, professional equity andequal opportunities throughout all stages of the employee
life cycle.

•

Commitment to ensuring the health, safety and welfareof our staff, including safe working conditions andreasonable working hours.

•

Competitive pay and benefits practices.

•

Efforts to support our people’s wellbeing andwork-life balance.

•

Safeguarding measures available to staff with acuteneeds.

•

Guidelines on non-compliance, available reporting
channels and the investigation process.

•Freedom of association.

All BCD policies align with the Ten Principles of the UN Global
Compact (UNGC) and the International Labor Organization’s(ILO) conventions. BCD was the first TMC signatory of the
UNGC (in 2008) and we continue to support the Principles
across our sphere of influence. We also undertake an annual
EcoVadis audit, which includes assessment of our human rights
practices and labor standards, amongst other key criteria.

77

BCD Travel: Governance, ethics and compliance

Commitment to human trafficking
awareness and prevention
We’re also committed to raising awarenesson the issue of human trafficking througheducation and training with our employees,
suppliers, partners and clients all over theworld. In support of this, we formed a global
partnership with ECPAT in 2017 and with A21
in 2020.

Code of Conduct and compliance
Our Code of Conduct applies to all BCD Travel employees,
members of the executive board and global executive team,consultants and other agents when they represent or act onbehalf of BCD Travel. It outlines our company’s policies andexpectations for:•

Practicing good citizenship, including support
for human rights•

Preventing corruption

ECPAT is the leading internationalorganization seeking to end
children’s commercial sexual
exploitation through awareness,
advocacy, policy, and legislation.
It has a membership of 125 civil society
organizations in 104 countries.

•

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

A21 combats modern-day slavery by working
to “Reach, Recover and Restore” lives. It
operates in 14 countries
to reduce vulnerability,
assist victims, andempower survivors.

•

Competing fairly•

Considering sustainable practices in our businessdealings

A human trafficking awareness course
is also included in our annual mandatorycompliance training program, made available
to all employees through our global learning
system, Knowledge Hub.

Our systems and procedures ensure that our commitment
to anti-corruption is steadfast. Our stance is clearly statedwithin our Global Legal Group Policy, which has been madeavailable to all employees across the globe via applicablecommunication channels.

Compliance with sanction laws
The Global Legal Group Policy covers, among others,
corporate and regulatory governance, with special reference
to anti-bribery and corruption law.
A strong message against corruption is included in the
Code of Conduct. Our Non-Compliance Reporting Policy
provides guidelines on bringing any potential misconduct tomanagement’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.
All employees are required to participate in Code of Conduct
training that provides specific training on identifying
corruption and how to report non-compliance with the Code.
This training is part of our annual mandatory compliancetraining.
The Code of Conduct, Non-Compliance Reporting Policy
and supporting documentation and awareness materials, aswell all new Global Group Policies, are communicated to all
employees through our global intranet.
A compliance email account is monitored by the internal audit
and legal groups. The independently operated BCD Travel
SpeakUp System offers our employees the opportunity toanonymously report any misconduct. All reported incidents
are investigated and the results are reviewed by a designatedmember of the BCD Travel board responsible for compliance.

78

BCD Travel: Governance, ethics and compliance

Every employee can raise ethical concerns via all available
communication channels:

The manager(in line with our open-door policy)

The compliance email accountAnonymously(and in their respective native language)
via the SpeakUp System

Supplier Code of Conduct
Our Supplier Code of Conduct outlines our expectations of the
ethical standards we require from our suppliers and business
partners. We expect our suppliers and business partners toregard this Supplier Code of Conduct as a total supply chain
initiative and to adhere to the same ethical principles outlined
therein. As a minimum, we expect our suppliers to promote theprinciples of our Supplier Code of Conduct within their own
supply chains and to conduct their business activities in fullcompliance with applicable laws and regulations. We continue
to increase the number of global suppliers who have signed ourSupplier Code of Conduct. It also forms part of our agreementwith each partner in the BCD global network.

BCD Travel complies with sanctions laws where it operates
and does business and has adopted internal guidelines andpractices to ensure compliance, in particular with U.S., U.K.
and EU sanctions laws. As part of this effort, our clients,
vendors and global partner network contracts include a robust
compliance clause.

Artificial intelligence
Technology like AI has thepotential to help our people andour customers work smarter andfaster. We’ve been leveraging
AI for several years, typicallybehind the scenes at the data
layer. We’re now progressing abroad mix of AI projects to support
agent efficiency, traveler satisfaction,
data intelligence and our dedicated operations innovation lab.
There are many opportunities across these areas of managed
travel, but testing is key. We won’t take high-impact risks.
Instead, we’ll focus our initial efforts on low-risk/high-impact
productivity gains.
In support of these enhancements, we’re developing a fullpolicy and governance structure to support the carefully
considered deployment of AI in processes throughout theorganization.

Risk management
BCD Travel’s risk assessment process is the cornerstone of our governance framework. The global executive team has overall
responsibility for monitoring, assessing and mitigating risks. Country leaders also play a relevant role in ensuring proper risk
management in their respective countries.
BCD Travel’s governance and enterprise risk management(ERM) structure is comprised of the executive board(global CEO, global CFO and global CCO) reporting to thesupervisory board members about all ERM topics) and (b)global executive team (members of the executive board,
regional/divisional presidents and global functional executives
such as EVP global supplier relations, EVP global client teamand EVP technology, shared services & infrastructure).
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, people & culture, performance & process solutions,internal audit and sustainability in identifying, assessing andmitigating risk. External risk and compliance experts areengaged to support as indicated.

The risk assessment process
outlines our methods for capturing
and analyzing risks within ourbusiness.
79

BCD Travel: Governance, ethics and compliance

Risk assessments consider our organization-wide strategic,
operational, compliance and reporting requirements, plus
those requirements relating to our services, processes orfunctions, such as supply chain or regulatory compliance.
BCD Travel has implemented several risk mitigation
management systems and policies globally.
•

Annual third-party sustainability assessment•

ISO 14001:2015 environmental management•

ISO 45001:2018 occupational health and safety
management•

ISO 27001:2013 information security management system•

BCD Code of Conduct•

Global Group Policies•

Global Information Protection Policy•

Global Privacy Policy•

Supplier Code of Conduct

As part of our preparation forcompliance with CSRD, we areundergoing a double materiality
analysis including a financial
materiality process to define ourmost material sustainability risks.
This includes assessment of both physical risks (acute –extreme weather and chronic – changing weather patterns)
and transition risks (policy, regulatory and legal, technology,
market, reputation). Each risk is categorized within asustainability theme. We are using a scoring process to scoreeach risk against parameters of magnitude and likelihood
to determine its materiality. As part of this process, we’reundergoing continual stakeholder engagement, analysis andapproval across our internal audit and legal functions, as wellas the executive board.

Information security
BCD Travel relies on information and technology toprovide services and information to users and customers
around the globe. As the use of technology increases,
so do the risks associated with technology, including theunauthorized disclosure of sensitive information of services
and applications.
To mitigate these circumstances and protect client data,
our information security team develops, implements,
monitors and maintains policies and procedures alignedwith ISO 27001 controls (Information Security Management
System), Payment Card Industry – Data Security Standards(PCI-DSS) requirements, data privacy laws and industry
regulations as well as best practices and input from ourclients.

80

BCD Travel: Governance, ethics and compliance

Key achievements from the past year
include:We continue 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.
The requirements and challenges for data protection
and information security remain high. As a result, we
continuously monitor and improve initiatives in the areas ofgovernance, compliance, cybersecurity, payment security,
customer security and operations security, as well as new
business and risk management.

•

40% increase in applications addedto ‘access campaign’ review, which
determines if team members still require
access to specific applications.

•Managed 40% increase in external DIIs
(data incident investigations) from thebusiness.

•

Enabled USB blocking to assist on
preventing data loss and reducing entryof malware.

In 2023, we completed our 11th year of employee security
awareness training, conducted many client security
assessments, monitored potential threats 24x7x365
and continued with our robust security procedures. We
continue to support our employee, client and partner
requirements and alignment with all appropriate legislation.

•

Deployed new security awarenesstraining – available in 30 languages with
97% completed courses globally.

•

Conducted seven security phishingcampaigns – employee click rate 25%
lower than industry benchmark.

•

RFP/RFI/customer assessments to
support sales and retention efforts:•

Questions: +36% compared to 2022.

•

RFPs and assessments: +13%
compared to 2022.

•

Contract reviews: +76% compared to2022.

Education and awareness
Developing our training approach
To improve engagement, we changed our approach in 2023.
Instead of multiple mandatory training modules (e.g., Code of
Conduct, Data Privacy) with a total of 2.5 hours, we decided
to enroll all staff in Q1 of each year with a targeted training
completion of mid-December. Our approach has delivered thefollowing benefits:

The training modules included:•

Avoiding dangerous attachments and links•

Being smart with social media•

Email attack methods: credential compromise•

Mobile devices: common risks and threats•

Mobile devices: physical security fundamentals•

Perfecting passwords•

Phish finder: spotting warning signs•

Longer period to complete the mandatory training.

•

Only 2-9 minutes per training module and 50 minutes intotal.

•

Modules incorporate shorter sequences and can becompleted individually (i.e. one video per month) orseveral at once, providing greater flexibility for course
completion.

•

Preventing credential compromise•

Remote working: reducing and recognizing risks•Social engineering: emotional tactics•

Better training impact with 6-10 different topics.

•

Increased range of language translations (up to
34 languages).

The high participation rate of 2023’s training
cycle (97%) proves that our new approach iswell received by our global employees. We’ll
continue with this approach, but change themodules for 2024’s training phase.

81

BCD Travel: Governance, ethics and complianceCyber security awareness month (CAM)
The theme for CAM 2023 was #SecureOurWorld andincluded topics such as:•

Protecting your digital home•

The importance of strong passwords•

Why you need multi-factor authentication•

Introduction to CAM (why cybersecurity is important andthe basics of cybersecurity)

In addition to these cyber-related posts, the information
security team updated our intranet site to include more
relevant information to the business about who the teamincludes and what each function does. This included more
specific information about the governance, functional security
and cybersecurity teams.
We conducted seven different campaigns to educate our
employees on phishing. As part of this we launched “Think
Before You Click!”, a powerful and engaging training campaignthat shows the very real dangers of phishing and teaches
employees how to protect BCD Travel and themselves. Asa next step, we incorporated some training games into ourglobal learning platform to engage those staff members thatlove to learn this way.

Data privacy
We take our responsibility to protect the client, traveler andemployee data that we hold very seriously. We manage
that protection through an interdisciplinary approach todata 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 withcustomers, 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.

We incorporated an introduction to our senior leadership team, as well as “Information Security By
the Numbers,” which provides information on the size and significant experience of our complete
information security team.

82

BCD Travel: Governance, ethics and compliance67

Number of
employees•

Forming part of the incident response team in the event
personal data may be accessed inappropriately andhelping stakeholders communicate with affected parties.

•

Serving as the initial point of contact for individuals
who have questions about how BCD handles theirpersonal data.

•

Working closely with many teams throughout theorganization, including information security, global CDS
operations and the people and culture team.

•Helping employees understand how we can best handle
personal data for our employees, customers and business
partners.

•

Conducting DPIAs (data protection impact assessments).

We continuously monitor data protection laws in all thecountries where we operate to update our policies, procedures
and agreements relating to personal data.

147

Total # security
certifications
held by
employees

Employees
per region
APAC: 20
EMEA: 6LATAM: 3
NORAM: 38

Appendices
KEY PERFORMANCE INDICATORSSUSTAINABILITY PERFORMANCE
MATERIALITYSUSTAINABLE DEVELOPMENT GOALS ALIGNMENTGRI CONTENT INDEXAUDITOR VERIFICATION STATEMENT

83

BCD Travel

Key performance indicators
PeopleFocus area

Our commitment

Target2023 performance against target

Employeeexperience

Foster a high-performance inclusive culture thatdevelops talent to excel in our organization.

Increase the percentage of employees who havecompleted an annual career conversation to 100% by
2030.

99.8% of employees completed a career conversationin 2023.

Employeeengagement

Build an engaged workforce that generates ideas,
innovations and stronger performance to better serve
our customers.

Continously meet or exceed past year average eNPS
score annually.

Increased the eNPS score by seven points to 56 in
2023 compared to 2022.

Health and safety

Improve employee health and safety by reducing
workplace risks and creating better, safer working
conditions.

Maintain ISO 45001 certification in 100% ofmajority-owned countries.

Maintained ISO 45001 certification in 100% ofmajority-owned countries in 2023.

DE&I

Continue growing DE&I initiatives to help us equip
employees, managers and leaders to live our DE&I
Principles daily.

Grow our recruitment partnerships by 40% to increase
more diverse candidates for open positions in line with
our workforce representation data.

Strengthened partnerships to grow diverse candidate
pools (e.g., Military Spouse Employment Partnership(MSEP), U.S. military fellowships, Thrive UK, Circa,
etc.)

Increase leadership accountability for identifying andworking to close representation gaps.

Sourced an appropriate leadership course to better
identify representation gaps and to determine best
strategies to close those gaps over time.

Meet or exceed our eNPS DE&I score annually basedon a 2022 baseline.

Increased our employee engagement score for DE&I
from 58 at the end of 2022 to 63 in 2023.

Increase the percentage of employees who havecompleted annual human trafficking awarenesstraining to 100% by 2030.

94% of employees completed human trafficking
awareness training in 2023.

Human trafficking

84

Raise awareness with our employees, travelers
and partners about human trafficking and child
exploitation, and the role they can play in addressing it.

BCD Travel: AppendicesKey performance indicators
Environment
Focus area

Our commitment

Target2023 performance against target

Energy reduction

Reduce our operational energy performance andcarbon emissions.

Reduce our absolute Scope 1 and 2 emissions by 35%
by 2030 from a 2016 base year.

No emission reduction was achieved due to theinclusion of emissions from fuel combustion related toleased vehicles in our Scope 1 calculation. Prior years
calculations only included emissions from combustionof gas.

Renewable energy

Transition to renewable energy sources to reduce ourcarbon footprint and contribute to a more sustainable
future.

Transition to 100% renewable energy sources within
our majority-owned countries by 2030.

Started the transition to renewable energy sourcesin our European office locations. 59% of electricity inthese locations is now from renewable sources.

Waste reduction

Minimize the amount of waste generated and ensure
the safe treatment and disposal of waste.

Aim to improve waste handling by reducing the total
amount of waste in our global operations by 80% by
2030.

Evaluated the opportunities available to improve
waste handling and reduce waste in our leased officelocations.

Eliminate 100% of single-use plastics throughout our
global operations by 2030.

Updated our EHS management system to include
tracking of single-use plastics from 2024.

Maintain ISO 14001 certification in 100% ofmajority-owned countries.

Maintained ISO 14001 certification in 100% ofmajority-owned countries.

ISO 14001
certification

85

Establish policies and programs that specificallyoutline how we conduct business in a safe, environmentally sound manner in accordance with relevant
legislation and regulations.

BCD Travel: AppendicesKey performance indicators
Environment
Focus area

Our commitment

Target2023 performance against target

Environmental
awareness

Promote environmental awareness at locations
worldwide, concentrating on reducing our biggest
environmental impacts.

Continue to engage employees in our environmental
program; measure engagement to identify a baseline.

115 employees participated in Carbone 4 workshops,
which provided education on more sustainable habits
to reduce personal emissions, as well as access to anemissions calculation tool.
Achieved 14,321 page views within the sustainability
section of our intranet and 265 posts, 76,000 reads
and over 1,500 likes in our Viva Engage (employeesocial network) sustainability community. This is our
first year of measurement, which will enable us to set
a baseline for future year-on-year measurement.
ISO 14001-certified environment, health andsafety management system in place in 100% ofmajority-owned countries, driving local environmental
engagement and awareness.

Environmental
services & advocacy

To promote sustainable business travel solutions toclients and the wider business travel community.

Continuously improve our core sustainability products.

Added emissions at the point of sale in TripSource,
produced new sustainability toolkit for BCD client-facing
employees, sustainability conversations with clients.

Increase media coverage of sustainability topics.

Increased Advito Sustainable Collaboration practicesales by 45% in 2023 compared to 2022.
Participated in 20 sustainability speaking
engagements.
Achieved a total of 437,041 impressions acrosssustainability-related social media posts. Achieved
an average engagement rate of 5.96 for all LinkedIn
posts. This is our first year of measurement, which
will enable us to set a baseline for future year-on-year
measurement.

86

BCD Travel: AppendicesKey performance indicators
Business partners
Focus area

Our commitment

Target2023 performance against target

Supplier compliance

Ensure all partners and suppliers demonstrate
responsible business practices. Align suppliers’ social,
ethical and environmental responsibilities with our own
goals and objectives.

Maintain the percentage of targeted suppliers thathave signed our Supplier Code of Conduct to > 90%.

97% of targeted suppliers have signed our Supplier
Code of Conduct.

Undertake sustainability due diligence assessment of> 90% of targeted suppliers by 2030.

100% of the top 35 suppliers based on annual spend
were assessed in 2023.
Project initiated to have a supplier due diligenceplatform in place by early 2025.

Sustainableprocurement

87

Increase awareness of sustainability issues(environmental, ethical and social considerations)
within global procurement and sourcing processes.

BCD Travel: Appendices100% of the global strategic sourcing team members
to participate in annual sustainable procurement online
education or training.

100% of the global strategic sourcing teamparticipated in a certified sustainable procurement
training course in 2023.

Key performance indicators
Governance, ethics and compliance
Focus area

Our commitment

Target2023 performance against target

Governance, ethics
and complianceFurther develop our governance, ethics, andcompliance programs to cover global operations;demonstrate transparency and leadership to all
stakeholders.

Increase the percentage of employees who havecompleted annual Code of Conduct training to 100%by 2030.

98% of all employees completed Code of Conduct
training in 2023.

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.

Increase the percentage of employees who havecompleted annual information security awarenesstraining to 100% by 2030.

97% of all employees completed information security
awareness training in 2023.

Increase the percentage of employees who havecompleted annual data privacy training to 100% by
2030.

97% of all employees completed data privacy training
in 2023.

88

BCD Travel: AppendicesSustainability performance
People

2023

2022

2021

Environment

2023

2022

2021

Number of employees (majority-owned markets)

14,591

12,87010,756Percentage of eligible employees that completed anannual Career Conversation

100%

100%

100%

99.8%

99.7%

N/A1

Percentage of majority-owned countries covered by
ISO 14001 certification
Scope 1 GHG emissions (tCO2e)1

769

120

140

Employees covered by a collective bargaining
agreement

18%

19%

23%

2,204

1,807

1,775

Number of training hours per employee

22.66

20.67

14.28

Scope 3 GHG emissions (tCO2e)28,548

N/A

N/A

Women at all levels

67%

68%

69%

Scope 3.6 GHG emissions (tCO2e) (business travel)3

8,870

3,628

1,179

Women in management roles (director and above)

57%

55%

49%

Intensity measurement - tons of CO2e per FTE4

0.79

0.43

0.28

Employees working from home

58%

59%

48%

Total GHG emissions (tCO2e)

31,520

5,555

3,052

Percentage of majority-owned countries covered by ISO
45001 certification

59%

N/A

N/A

100%

100%

100%

Human trafficking awareness training completion rate

94%

99%

99%

1

No Career Conversations were carried out during 2021 due to the COVID-19 pandemic.

Scope 2 GHG emissions (tCO2e)25Renewable energy6

In 2023 we updated our calculation methodology to include emissions from fuel combustion related to leased
vehicles in our Scope 1 calculation. Prior years’ calculations only included emissions from combustion of gas.
Emissions from combustion of gas in 2023 totalled 83 tCO2e.
2
We calculated full Scope 3 emissions for the first time in 2023.
3
Prior to 2023 we published only Scope 3 emissions related to business travel and this data is provided here forcomparison purposes. In 2023 we updated our calculation methodology to include Radiative Forcing.
4
The 2023 figure includes all Scope 3 categories whereas prior years only include Scope 3.6.
5
In 2023 we updated our calculation methodology to include all Scope 3 categories.
6
Renewable energy: This percentage covers our European offices.
Note: All numbers are rounded.
1

Governance, ethics and compliance

2023

2022

2021

Percentage of majority-owned countries covered byour compliance program

100%

100%

100%

Code of Conduct, Non-Compliance Reporting andSpeakUp training completion rate

98%

96%

94%

Business partners

2023

2022

2021

Data privacy training completion rate

97%

97%

95%

97%

89%

88%

Information security awareness training completion rate

97%

96%

93%

Suppliers that have signed the Supplier Code of
Conduct

EcoVadis rating covering all majority-owned markets

Platinum

Platinum

Platinum

Suppliers that have been assessed against Supplier
Code of Conduct requirements

100%1

100%2

100%

Global procurement staff trained on sustainableprocurement topics

100%

100%

-

89

BCD Travel: Appendices1
2

Based on annual spend of the top 35 suppliers.
Based on annual spend of the top 30 suppliers.

Materiality
BCD Travel’s materiality assessment underpins 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 anddecisions of stakeholders.

Stakeholder engagement

Environmental

SocialGovernanceOur materiality assessment was last updated
in 2022. Following an initial review of topics
relevant to our company, stakeholders
and industry, we facilitated a stakeholder
consultation exercise with representationfrom the following groups:•

GHG emissions••

Governance, ethics and compliance•

Shareholders•

Waste and recycling

Talent acquisition, retention andemployee engagement•

Diversity, equity & inclusion•

Information security and dataprotection•

Clients•

Traveler duty of care•Business continuity•

Direct suppliers•

Workplace practices•

Innovation – tools and solutions•

Indirect suppliers•

Human rights and anti-slavery•

Sustainable travel services•

NGOs and communities•

Employees•

Global executive team (GET)BCD’s material topics have been identified as:

The materiality assessment process has highlighted the following themes:•

There has been a general convergence among external stakeholders and BCD Travel 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.

90

BCD Travel: Appendices

The consultation process included asurvey followed by in-depth interviews.
We are undergoing the double materiality
assessment as part of our preparation forcompliance with the Corporate Sustainability
Reporting Directive (CSRD). The results ofthis materiality assessment will form the basisof our future sustainability reporting.

Sustainable Development Goals (SDGs) alignment
SDG

Relevant targets

BCD alignment

1 – NoPoverty

1.1 By 2030, eradicate extreme poverty for all people everywhere, currently
measured as people living on less than $1.25 a day.

Through our annual Making a Difference program, we support small, targeted community
projects around the world which directly benefit children in our local communities. For
example, our team volunteers with Techo, a youth-led non-profit organization. They help
people across Latin America and the Caribbean gain access to basic resources. To support thisinitiative, a group of 20 BCD employees in Colombia built an emergency house and installed acommunity rainwater collection and purification system. BCD employees also contributed theirtime and enthusiasm to the Atlanta Community Food Bank, weighing, sorting, and packaging
food items.

1.2 By 2030, reduce at least by half the proportion of men, women and children of
all ages living in poverty in all its dimensions according to national definitions.

3 – Good
health andwellbeing

3.4 By 2030, reduce by one third premature mortality from non-communicablediseases through prevention and treatment and promote mental health andwellbeing.

We promote health and wellbeing among our colleagues, by providing health insurance,wellness programs and mental health support. Through our Wellbeing Connect engagement
sessions, our Wellbeing at BCD platform, and social sites like Viva Engage, we encourage BCD
employees to prioritize their emotional, physical, social, and working-from-home wellbeing.
Ensuring the safety and wellness of travelers is also core to how we work with customers.

4 – Quality
education

4.1 By 2030, ensure that all girls and boys complete free, equitable and quality
primary and secondary education leading to relevant and effective learning
outcomes.

Through our annual Making a Difference program, we support community education projects
around the world. Examples of these projects include an Education with No Barriers initiative in
Honduras, a Musical School program in Venezuela and Yalari, an Australian project focusing on
educating indigenous youth.

4.2 By 2030, ensure that all girls and boys have access to quality early childhood
development, care and pre-primary education so that they are ready for primaryeducation.

91

BCD Travel: Appendices

SDG

Relevant targets

BCD alignment

5 – genderequality

5.1 End all forms of discrimination against all women and girls everywhere.

Our Be You at BCD diversity, equity & inclusion (DE&I) program underpins our commitment
to gender equality. Our resource center and awareness sessions engage employees on theimportance of gender equity and equality. Currently, 67% of our workforce is women and
57% of our management roles are filled by women.

5.2 Eliminate all forms of violence against all women and girls in the public andprivate spheres, including trafficking and sexual and other types of exploitation.
5.5 Ensure women’s full and effective participation and equal opportunities forleadership at all levels of decision making in political, economic and public life.

8 – decent
work andeconomic
growth

8.1 Sustain per capita economic growth in accordance with national
circumstances and, in particular, at least 7 per cent gross domestic productgrowth per annum in the least developed countries.
8.3 Promote development-oriented policies that support productive activities,
decent job creation, entrepreneurship, creativity and innovation, and encourage
the formalization and growth of micro-, small- and medium-sized enterprises,
including through access to financial services.
8.5 By 2030, achieve full and productive employment and decent work for all
women and men, including for young people and persons with disabilities, andequal pay for work of equal value.
8.6 By 2020, substantially reduce the proportion of youth not in employment,
education or training.
8.7 Take immediate and effective measures to eradicate forced labour, end
modern slavery and human trafficking and secure the prohibition and eliminationof the worst forms of child labour, including recruitment and use of child soldiers,and by 2025 end child labour in all its forms.
8.8 Protect labour rights and promote safe and secure working environments for
all workers, including migrant workers, in particular women migrants, and those in
precarious employment.

92

BCD Travel: Appendices

We partner with ECPAT and A21 to raise awareness and combat human trafficking. As partof that effort, we make training available to our staff and, on request, to clients. To date, we
achieved 94% completion on our ‘Don’t Look Away’ human trafficking awareness training.
We employ over 15,000 individuals across the world. We uphold best practices in labor rights,
training and development and have a company-wide program for developing new managers.
Through our human trafficking awareness committee, we drive partnerships and awarenessto combat modern slavery.
Our employees can participate in collective bargaining agreements, local Works Council andthe European Works Council (EWC) meetings.

SDG

Relevant targets

BCD alignment

10 – reduced
inequalities

10.2 By 2030, empower and promote the social, economic and political inclusionof all, irrespective of age, sex, disability, race, ethnicity, origin, religion or economicor other status.

Through our Be You at BCD program we have a strong focus on DE&I. Currently, 67% of ourworkforce are women, and we have robust practices in place to eliminate discrimination in our
recruitment policies. As a largely virtual company, we can offer more opportunities to groups
underrepresented in traditional bricks-and-mortar industries. We are engaged in partnerships
such as Military Spouse Employment Partnership (MSEP) program and are listed as a Women
Impact Tech (WIT) honoree for 2022 and 2023 for our efforts in advancing career equity for
women in the technology space.

10.3 Ensure equal opportunity and reduce inequalities of outcome, including by
eliminating discriminatory laws, policies and practices and promoting appropriate
legislation, policies and action in this regard.
10.4 Adopt policies, especially fiscal, wage and social protection policies, andprogressively achieve greater equality.
12 –responsible
consumption
andproduction

12.3 By 2030, halve per capita global food waste at the retail and consumer
levels and reduce food losses along production and supply chains, including
post-harvest losses.
12.5 By 2030, substantially reduce waste generation through prevention,
reduction, recycling and reuse.
12.6 Encourage companies, especially large and transnational companies, toadopt sustainable practices and to integrate sustainability information into theirreporting cycle.
12.8 By 2030, ensure that people everywhere have the relevant information andawareness for sustainable development and lifestyles in harmony with nature.

13 – climate
action93

13.3 Improve education, awareness-raising and human and institutional capacity
on climate change mitigation, adaptation, impact reduction and early warning.

BCD Travel: Appendices

We publish an annual Sustainability Report, which includes our energy consumption andcarbon emissions data. Through our Supplier Code of Conduct we ensure that our suppliers
have appropriate environmental and social policies. We drive awareness and understandingof sustainability through our intranet, global campaigns and blog posts. We recognize themagnitude of the global waste crisis, its impact on the environment, human health andeconomies, and acknowledge our responsibility to reduce waste from our operations. As partof our environmental management system we have numerous initiatives in place to reduce
our waste, from providing recycling facilities to recycling end-of-life IT items and donating
reusable equipment to charities where possible. We have also set targets around eliminating
single-use plastics in our global operations.

We’ve committed to a science-based target to reduce our absolute Scope 1 and 2 emissions
by 35% by 2030 from a 2016 base year. Our environmental management system (EMS) is
certified to the ISO 14001:2015 standard across all our majority-owned operations. We submit
annually to the CDP. We’ve received annual platinum ratings from EcoVadis since 2019. We
work with clients to raise awareness of the climate impact of business travel and how they
can reduce emissions generated by their business travel programs.

SDG

Relevant targets

BCD alignment

16 – peace
justiceand strong
institutions

16.2 End abuse, exploitation, trafficking and all forms of violence against andtorture of children.

We have robust bribery and corruption policies, and our human trafficking awarenesscommittee supports raising awareness on human trafficking and child labor across our
employees and customers. Our partnerships with ECPAT and A21 guide our work to educate
on the signs of human trafficking and participate in fundraising activities.

17 –partnerships
for the goals

17.16 Enhance the Global Partnership for Sustainable Development,complemented by multi-stakeholder partnerships that mobilize and shareknowledge, expertise, technology and financial resources, to support theachievement of the Sustainable Development Goals in all countries, in particulardeveloping countries.

16.5 Substantially reduce corruption and bribery in all their forms.

17.17 Encourage and promote effective public, public-private and civilsociety partnerships, building on the experience and resourcing strategies ofpartnerships.

94

BCD Travel: Appendices

We have many partnerships with NGOs, associations, clients and suppliers to deliver oursustainability objectives, as well as partnerships with A21 and ECPAT to combat humantrafficking. Individuals across BCD Travel proactively engage in industry associations, suchas GBTA, ITM and VDR. We partner with suppliers such as Delta Airlines to deliver annual
community activities. BCD Travel is also a member of the Global Sustainable Tourism
Council.

GRI content index
Statement of use

BCD Travel has reported in accordance with the GRI Standards for the period from 1 January 2023 to 31 December 2023.

GRI 1 used

GRI 1: Foundation 2021

GRI standard

Disclosure

Description, location, or omission explanation

Omission

GRI 2: General Disclosures 2021
1. The organization and its reporting practices
2-1

Organizational details

About BCD Travel - page 6

2-2

Entities included in the organization’s sustainability reporting

About BCD Travel - pages 6-8

2-3

Reporting period, frequency and contact point

Page 2, back cover

2-4

Restatements of information

There have been no restatements of information provided in previous reports.

2-5

External assurance

Auditor Verfication Statement - page 104

2. Activities and workers
2-6

Activities, value chain and other business relationships

BCD Travel at a glance - pages 6-10
Our business partners - pages 49-54
Our customers - pages 57-69

2-7

Employees

Our people - pages 34-49

2-8Workers who are not employees

We classify workers who are not employees as contingent workers. They are notdirect employees and make up less than 1% of our global workforce.

2-9

Governance structure and composition

Governance, ethics, and compliance - page 73

2-10

Nomination and selection of the highest governance body

Governance, ethics, and compliance - page 73

2-11

Chair of the highest governance body

Letter from our CEO - pages 3-4
Governance, ethics, and compliance - page 73

2-12

Role of the highest governance body in overseeing the managementof impacts

Governance, ethics, and compliance - page 73

3. Governance95

BCD Travel

Not applicable

GRI content index
GRI standard

Disclosure

Description, location, or omission explanation

Omission

GRI 2: General Disclosures 2021
3. Governance
2-13

Delegation of responsibility for managing impacts

Governance, ethics and compliance - pages 73-75

2-14

Role of the highest governance body in sustainability reporting

Governance, ethics and compliance - pages 73-75

2-15

Conflicts of interest

Governance, ethics and compliance - page 76

2-16

Communication of critical concerns

Governance, ethics and compliance - pages 76-78

2-17

Collective knowledge of the highest governance body

Governance, ethics and compliance - pages 73-75

2-18

Evaluation of the performance of the highest governance body

Governance, ethics and compliance - pages 73-75

2-19

Remuneration policies

We are a privately owned company and do not publicly disclose remuneration
information.

Confidentiality constraints

2-20

Process to determine remuneration

We are a privately owned company and do not publicly disclose remuneration
information.

Confidentiality constraints

2-21

Annual total compensation ratio

We are a privately owned company and do not publicly disclose remuneration
information.

Confidentiality constraints

4. Strategy, policies and practices
2-22Statement on sustainable development strategy

Sustainability at BCD Travel - pages 12-19

2-23

Policy commitments

Letter from our CEO - pages 3-4
Governance, ethics and compliance - pages 76-79

2-24

Embedding policy commitments

Governance, ethics and compliance - pages 76-79
Our business partners - pages 53-55

2-25

Processes to remediate negative impacts

Our business partners - pages 53-55

2-26

Mechanisms for seeking advice and raising concerns

Governance, ethics and compliance - pages 76-79
Our business partners- pages 53-54

2-27

Compliance with laws and regulations

Our business partners - pages 53-54
Governance, ethics and compliance - pages 76-82

2-28

Membership associations

Sustainability at BCD Travel - pages 17-18

96

BCD Travel

GRI content index
GRI standard

Disclosure

Description, location, or omission explanation

Omission

GRI 2: General Disclosures 2021
5. Stakeholder engagement
2-29

Approach to stakeholder engagement

Sustainability at BCD Travel - pages 17-18

2-30

Collective bargaining agreements

Our people - page 49

GRI 3: Material Topics 2021
3-1

Process to determine material topics

Appendices - Materiality - page 90

3-2

List of Material Topics

Appendices - Materiality - page 90

Management of material topics

Our company - Environmental impact - pages 28-29

302-1

Energy consumption within the organization

Our company - Environmental impact - pages 28-32
Appendices - Sustainability performance - page 89
We collect energy data annually across our majority-owned countries.
In 2023 our global energy consumption was 16,637 MWh.

302-2

Energy consumption outside the organization

We currently do not have data on energy consumption outside our organization.

302-3

Energy intensity

We calculate energy intensity based on the number of FTEs.
In 2023 the energy intensity metric per FTE was 1.14.

302-4

Reduction of energy consumption

Our company - Environmental impact - pages 28-32
Appendices - Sustainability performance - page 89

302-5

Reductions in energy requirements of products and services

Our company - Environmental impact - pages 31-32
Our customers - pages 57-61
Appendices - Sustainability performance - page 89

Energy3-3
GRI 302 : Energy 2016

97

BCD Travel

Information unavailable/
incomplete

GRI content index
GRI standard

Disclosure

Description, location, or omission explanation

Management of material topics

Our company - Environmental impact - page 29
Sustainability at BCD Travel - pages 12-19

Omission

GRI 302 : Energy 2016
Emissions
3-3

GRI 305: Emissions 2016
305-1

Direct (Scope 1) GHG emissions

Our company - Environmental impact - page 29
Appendices - Sustainability performance - page 89

305-2

Energy indirect (Scope 2) emissions

Our company - Environmental impact - page 29
Appendices - Sustainability performance - page 89

305-3

Other indirect (Scope 3) GHG emissions

Our company - Environmental impact - page 29
Appendices - Sustainability performance - page 89

305-4

GHG emissions intensity

Appendices - Sustainability performance - page 89

305-5

Reduction of GHG emissions

Our company - Environmental impact - page 29

Management of material topics

Our company - Environmental impact - page 28

306-1

Waste generation and significant waste-related impacts

Our company- Environmental impact - page 28

306-2

Management of significant waste-related impacts

Our company- Environmental impact - page 28

306-3

Waste generated

We currently do not have data on our waste across our global operations. We intend
to gather data in the future: we have a KPI to reduce the total amount of waste inour global operations by 80% by 2030 and to eliminate 100% of single-use plastics
throughout our global operations by 2030.

Information unavailable/
incomplete

306-4

Waste diverted from disposal

We currently do not have data on our waste across our global operations. We intend
to gather data in the future: we have a KPI to reduce the total amount of waste inour global operations by 80% by 2030 and to eliminate 100% of single-use plastics
throughout our global operations by 2030.

Information unavailable/
incomplete

Waste
3-3
GRI 306: Waste 2020

98

BCD Travel

GRI content index
GRI standard

Disclosure

Description, location, or omission explanation

Omission

Waste directed to disposal

We currently do not have data on our waste across our global operations. We intend
to gather data in the future: we have a KPI to reduce the total amount of waste inour global operations by 80% by 2030 and to eliminate 100% of single-use plastics
throughout our global operations by 2030.

Information unavailable/
incomplete

GRI 306: Waste 2020
306-5

Talent acquisition, retention and employee engagement
3-3Management of material topics

Our people - pages 33-49

GRI 401: Employment 2016
401-1

New employee hires and employee turnover

We are a privately owned company and do not disclose this information for confidentiality reasons.

401-2

Benefits provided to full-time employees that are not provided totemporary or part-time employees

Our people - page 46

401-3

Parental leave

Our people - page 46

GRI 402: Labor/Management Relations 2016
402-1

Minimum notice periods regarding operational changes

Our people - page 49
This is also included in our global People & Culture Policy, employee handbooks andemployee contracts.

GRI 403: Occupational Health and Safety 2018403-2

Hazard identification, risk assesment, and incident investigation

Our people - page 49

403-3

Occupational health services

Our people - page 49

403-4

Worker participation, consultation, and communication on
occupational health safety

Our people - pages 42, 49

403-5

Worker training on occupational health and safety

Our people - page 49

403-6

Promotion of worker health

Our people - page 47

99

BCD Travel

Confidentiality contstraints

GRI content index
GRI standard

Disclosure

Description, location, or omission explanation

Omission

Not applicable

GRI 403: Occupational Health and Safety 2018
403-7

Prevention and mitigation of occupational health and safety impacts
directly linked by business relationships

We are a services company so we do not have significant occupational health andsafety impacts that are linked to our clients, partners, or suppliers.

403-8

Workers covered by an occupational health and safety management
systemOur people - page 49
Appendices - Sustainability performance - page 89

403-9

Work-related injuries

As a services company we have very low risk of work-related injuries. We trackwork-related injuries in our global HR system but we do not disclose this information
publicly.

403-10Work related ill health

Our people - pages 47-48

Confidentiality constraints

GRI 404: Training and Education 2016
404-1

Average hours of training per year per employee

Our people - page 43
Appendices - Sustainability performance - page 89

404-2

Programs for upgrading employee skills and transition assistanceprograms

Our people - pages 43-44
Appendices - Sustainability performance - page 89

404-3

Percentage of employees receiving regular performance and careerdevelopment reviews

Our people - page 44
Appendices - Sustainability performance - page 89

Diversity, equity & inclusion
3-3Management of material topics

Our people - Diversity, equity & inclusion - pages 34-42

GRI 405: Diversity and Equal Opportunity 2016405-1

Diversity of governance bodies and employees

Our people - page 39
Governance, ethics and compliance - page 73

405-2

Ratio of basic salary and remuneration of women to men

We currently do not publicly disclose this data, but we've undergone a global
pay equity analysis to identify pay gaps and the causes of pay inequities.
Refer to page 38 for more information.

100

BCD Travel

Information unavailable/
incomplete

GRI content index
GRI standard

Disclosure

Description, location, or omission explanation

Omission

Incidents of discrimination are reported through our SpeakUp system and otherchannels in line with the Non-Compliance Reporting policy/process. Any reported
incidents are passed on to the respective person(s) for mitigation and remedial action.
We are a privately owned company and do not disclose this information for confidentiality reasons.

Confidentiality constraints

GRI 406: Non-discrimination 2016406-1

Incidents of discrimination and corrective actions taken

Human rights and anti-slavery
3-3Management of material topics

Our company - Human trafficking awareness - pages 24-27

GRI 407: Freedom of Association and Collective Bargaining 2016
407-1

Operations and suppliers in which the right to freedom of associationand collective bargaining may be at risk

Our people - page 49

GRI 408: Child Labor 2016
408-1

Operations and suppliers at significant risk for incidents of child labor

We are at low risk of incidents of child labor in our own operations. We train ourpeople to be alert to child labor and human trafficking activity and to report concerns
using appropriate channels. We expect our suppliers to conduct business in an
ethical and legal manner and in line with our Supplier Code of Conduct.

GRI 409: Forced or Complulsory Labor 2016409-1

Operations and suppliers at significant risk for incidents of forced orcompulsory labor

We are at low risk of incidents of child labor in our own operations. We train ourpeople to be alert to child labor and human trafficking activity and to report concerns
using appropriate channels. We expect our suppliers to conduct business in an
ethical and legal manner and in line with our Supplier Code of Conduct.

Management of material topics

Our customers - page 70

Assesment of the health and safety impacts of products and service
categories

Our customers - page 70

Traveler duty of care
3-3
GRI 416:416-1

Governance, ethics and compliance
3-3
101Management of material topics

BCD Travel

Governance, ethics and compliance - pages 73-82

GRI content index
GRI standard

Disclosure

Description, location, or omission explanation

Omission

GRI 201: Economic Performance 2016
201-1

Direct economic value generated and distributed

We are a privately owned company and do not disclose this information
publicly for confidentiality reasons.

Confidentiality constraints

201-2

Financial implications and other risks and opportunities due to climatechangeAs a private company we do not report this information due to its
confidentiality.

Confidentiality constraints

201-3

Defined benefit plan obligations and other retirement plans

Our people - page 46

201-4

Financial assistance received from government

No governmental financial assistance was received in 2023.

GRI 205: Anti-corruption 2016
205-1

Operations assessed for risks related to corruption

Governance, ethics and compliance - pages 76-78

205-2

Communication and training about anti-corruption policies andprocedures

Governance, ethics and compliance - pages 77-78

205-3

Confirmed incidents of corruption and actions taken

We are a privately owned company and do not disclose this information
publicly for confidentiality reasons.

Confidentiality constraints

We are a privately owned company and do not disclose this information
publicly for confidentiality reasons.

Confidentiality constraints

GRI 418: Customer Privacy 2016
418-1

102

BCD Travel

Substantiated complaints concerning breaches of customer privacy
and losses of customer data

Approach to assuranceStatement of independence, impartiality and competenceAlphacello 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.

Auditor verification
statement

Alphacello has conducted this verification independently and to the company’s knowledge there has been noconflict 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 theverification of greenhouse gas emissions data to GHG Protocol, and ISO 14064-Part 3 standards.
www.alphacello.com

Mathew Byway
Director

103

BCD Travel

For information regarding
this report please contact:
Sharon Dirks
Senior Director of Sustainability
sharon.dirks@bcdtravel.desustainability@bcdtravel.com© 2024 BCD Travel N.V. All rights reserved. BCD Travel®, DecisionSource®, TripSource® and SolutionSource®
are registered trademarks, and Sustainable Collaboration is a trademark, of the BCD Group.