CWT Responsible Business Report 2012 - Carlson Wagonlit Travel
CWT Responsible Business Report 2012 - Carlson Wagonlit Travel
CWT Responsible Business Report 2012 - Carlson Wagonlit Travel
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<strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> <strong>2012</strong>
Chapter 1IntroductionAbout this report................................................................................. 04President & CEO’s message........................................................... 05UN Global Compact ......................................................................... 06<strong>CWT</strong> and <strong>Responsible</strong> <strong>Business</strong> ....................................................10Chapter 2<strong>CWT</strong> at a Glance<strong>CWT</strong> at a glance .................................................................................. 12Human capital development ........................................................ 43Health and safety................................................................................54Work-life balance.................................................................................56Chapter 5Environment<strong>CWT</strong>’s environmental approach ................................................... 58<strong>CWT</strong>’s carbon management project ........................................... 59Reducing <strong>CWT</strong>’s greenhouse gas emissionsand managing energy consumption .......................................... 64More environmental best practices in <strong>CWT</strong> geographies .... 66Enabling customers to be more environmentally friendly .... 68CONTENTSChapter 3Ethics, Compliance, Data ProtectionOur commitment to ethical business practices ..................... 17Code of <strong>Business</strong> Ethics and Conduct ...................................... 19Prevention of corruption and anti-competitive practices .... 20Global data protection and privacy program .......................... 26Chapter 4Human Resources<strong>CWT</strong> core values................................................................................. 30Communication, employee dialogue and employeeengagement ....................................................................................... 32Diversity and equal opportunity ................................................... 37Talent acquisition .............................................................................. 41Chapter 6<strong>Responsible</strong> Products and Services<strong>Business</strong> continuity ......................................................................... 73<strong>CWT</strong> <strong>Travel</strong> Stress Index ................................................................ 77<strong>CWT</strong> Meeting Optimizer ................................................................ 79Chapter 7Community InvolvementOur community involvement ........................................................ 81Programs .............................................................................................. 82Chapter 8Glossary
ContentsChapter 1IntroductionAbout this reportPresident & CEO’s messageUN Global Compact<strong>CWT</strong> and <strong>Responsible</strong> <strong>Business</strong>
ContentsChapter 1 - Introduction<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -XX CHAPTER 1About this reportxx About this reportxx President & CEO’s messagexx UN Global Compactxxxx <strong>CWT</strong> and <strong>Responsible</strong>xx <strong>Business</strong>Beginning this year,<strong>Carlson</strong> <strong>Wagonlit</strong><strong>Travel</strong> (<strong>CWT</strong>) willpublish an annual<strong>Responsible</strong><strong>Business</strong> (RB) report, detailing thecompany’s commitments, initiativesand progress. <strong>CWT</strong> has alwayssought to act responsibly and overthe years, some countries havereported individually on <strong>Responsible</strong><strong>Business</strong>. This document constitutesthe company’s first consolidated,corporate-level RB report.The report’s main objective is to review<strong>CWT</strong>’s RB achievements and samplegood practices. It covers existingpolicies and programs in the followingwidely-accepted <strong>Responsible</strong><strong>Business</strong> domains -- RB governance,ethics and business behavior,human resources, environment,responsible products and services,and community involvement. Thereport will serve as a baseline forfuture efforts by examining wherewe stand today and highlighting ourvarious strengths and challenges.This report is not exhaustive. Somelocal initiatives may have beenoverlooked. The purpose of thisinitial publication is to serve as aspringboard as we progressivelyconsolidate and enhance ourcommitments and initiatives.This document also highlights howwe are progressively integrating theUnited Nations Global Compact(UNGC)’s Ten Principles into ouractivities. In this way, it constitutes ourannual Communication on Progressreport, as required by the UNGC.The report is available on <strong>CWT</strong>’scorporate website. For environmentalreasons, the report is not beingprinted. We recommend thatyou consider the environmentbefore printing a copy for yourown use.This first publication representsa major step forward for <strong>CWT</strong>.We welcome your feedback,suggestions and questions. To learnmore about <strong>Responsible</strong> <strong>Business</strong> at<strong>CWT</strong> or to get involved, please contactus through: responsiblebusiness@carlsonwagonlit.comHuman Resources<strong>Responsible</strong> Products& ServicesEnvironmentHuman Rights<strong>CWT</strong><strong>Responsible</strong><strong>Business</strong> domains domainsCommunity InvolvementEthics & <strong>Business</strong> Behavior<strong>Responsible</strong> <strong>Business</strong>GovernanceCopyright © 2013 <strong>CWT</strong>4
ContentsChapter 1 - Introduction<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -XX CHAPTER 1President & CEO’s messagexx About this reportxx President & CEO’smessagexx UN Global Compactxxxx <strong>CWT</strong> and <strong>Responsible</strong>xx <strong>Business</strong>I’m pleased to announcethat <strong>Carlson</strong> <strong>Wagonlit</strong> <strong>Travel</strong>has published its first global<strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong>,a milestone in a long history ofoperating in a socially responsible way.This comprehensive report providesa holistic and global view of <strong>CWT</strong>’sachievements, policies and practicesin this area.In <strong>2012</strong>, <strong>CWT</strong> signed the UnitedNations Global Compact (UNGC);by joining, we agree to incorporatethe Global Compact’s 10 Principlesrelated to human rights, labor, environmentand anti-corruption intoour operations and strategies. Infact, these 10 Principles are complementaryto our own Code of Conductand core values. Becoming a signatoryof the Global Compact thereforedeepens our existing commitment to<strong>Responsible</strong> <strong>Business</strong>.In today’s world, being a responsiblecorporate global citizen is a clear businessimperative as well; customers,suppliers and other stakeholdersincreasingly take a company’s <strong>Responsible</strong><strong>Business</strong> stance into accountwhen making a decision to dobusiness with that company, or not.Increasingly, customers and organizationswant to work with companiesthat have a proven track record inconducting business ethically andsustainably.At <strong>CWT</strong> we strongly believe in <strong>Responsible</strong><strong>Business</strong> and we are nowholding ourselves accountable to aneven higher standard than before.I invite you to take a few moments toreview our <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong><strong>Report</strong>, which reaffirms why<strong>CWT</strong> is a respected and trusted leaderin business travel management."Clearly, this is not a commitment made onlyin words; it’s a business imperative. Ourcustomers, suppliers, business partners,communities and other stakeholders areincreasingly making ethics and sustainabilitypart of their decision making. They are lookingfor a partner with a strong and proven trackrecord."Douglas Anderson, President & CEODouglas AndersonPresident & CEO,<strong>Carlson</strong> <strong>Wagonlit</strong> <strong>Travel</strong>Copyright © 2013 <strong>CWT</strong>5
ContentsChapter 1 - Introduction<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -XX CHAPTER 1UN Global Compactxx About this reportxx President & CEO’s messageBy signing the UN Global Compact in <strong>2012</strong>, <strong>CWT</strong> formally committedto conduct its business in line with the Global Compact principlesin the fields of environment, labor, human rights and anti-corruption.As a Global Compact signatory, we are making it known that webelieve in the Ten Principles and the long-term benefits they yield.xxxx UN Global Compactxx <strong>CWT</strong> and <strong>Responsible</strong>xx <strong>Business</strong>The signing of the Global Compact signals our determination tooperate in a way that nurtures respect, dignity and sustainabilityin all aspects of our business. As such, the UN Global Compactconstitutes an extension of our ongoing <strong>Responsible</strong> <strong>Business</strong>efforts, initiatives and goals. It supports our resolve to meet theincreasingly high expectations for <strong>Responsible</strong> <strong>Business</strong> among our local andglobal customers."Joining the Global Compact strengthens our commitmentto <strong>Responsible</strong> <strong>Business</strong>. It deepens and reaffirms ourbelief in operating in a way that nurtures respect, dignityand sustainability. The Ten Principles will become anintegral part of our strategy, culture and day-to-dayactivities."Douglas Anderson, President & CEOCopyright © 2013 <strong>CWT</strong>6
ContentsChapter 1 - Introduction<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -XX CHAPTER 1UN Global Compact Ten Principlesxx About this reportxx President & CEO’s messageThe UN Global Compact is the world’s largest voluntary corporate responsibility initiative, with over 10,000 businessparticipants and other stakeholders from 140 countries. Since the year 2000, it has been a strategic policy initiativefor businesses committed to aligning their operations and strategies with Ten Principles in the areas of humanrights, labor, environment and anti-corruption.Human RightsPrinciple 1: <strong>Business</strong>es should support and respect the protection of internationally proclaimed human rights; andPrinciple 2: make sure that they are not complicit in human rights abuses.Throughout the report,we will be showing the“We Support UNGC” logobeside initiatives and bestpractices that exemplifyhow we in <strong>CWT</strong> live outthese principles.xxxx UN Global Compactxx <strong>CWT</strong> and <strong>Responsible</strong>xx <strong>Business</strong>LaborPrinciple 3: <strong>Business</strong>es should uphold the freedom of association and the effective recognition of the right tocollective bargaining;Principle 4: the elimination of all forms of forced and compulsory labor;Principle 5: the effective abolition of child labor; andPrinciple 6: the elimination of discrimination in respect of employment and occupation.EnvironmentPrinciple 7: <strong>Business</strong>es should support a precautionary approach to environmental challenges;Principle 8: undertake initiatives to promote greater environmental responsibility; andPrinciple 9: encourage the development and diffusion of environmentally friendly technologies.ENVIRONMENTPrinciples 7, 8, 9For more about the UnitedNations Global Compact seewww.unglobalcompact.orgAnti-CorruptionPrinciple 10: <strong>Business</strong>es should work against corruption in all its forms, including extortion and bribery.Copyright © 2013 <strong>CWT</strong>7
Summary ContentsChapter 1 - Introduction<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -XXCHAPTER 1Ten principles aligned to <strong>CWT</strong> core valuesxx About this reportThe UN Global Compact and its Ten Principles not only support our<strong>Responsible</strong> <strong>Business</strong> strategy, but also complement the <strong>CWT</strong> core valuesthat guide our conduct every day.xx President & CEO’s messagexxxx UN Global CompactCustomer Care: Putting theneeds of clients first and striving tocontinuously provide an outstandinglevel of service.<strong>Responsible</strong> <strong>Business</strong> - especiallyreducing environmental impact- has become a priority for <strong>CWT</strong>and for most of our customersand suppliers, many of whomare also signatories to the GlobalCompact. Our shared participation and<strong>Responsible</strong> <strong>Business</strong> effortscan only help in advancing ourcustomers’ <strong>Responsible</strong> <strong>Business</strong>strategies and goals.Commitment to Excellence:Continuously seeking higher levelsof performance.The UN Global Compact is universallyrecognized and respected.Becoming a signatory puts a globalspotlight on our commitmentto ethics, human rights, humanresources, responsible purchasing,community involvement andprotection of the environment.Joining the ranks of the GlobalCompact advances <strong>CWT</strong> on its pathtoward best-in-class <strong>Responsible</strong><strong>Business</strong>.Cultural Diversity: Fosteringrespect and team spirit in theworkplace, embracing andleveraging the multicultural essenceof the company, and providing equalopportunities to talented individuals.Many of the Ten Principles speak tothe importance of treating people withrespect and dignity – the foundationof any organization that valuesdiversity. <strong>CWT</strong>’s participation inthe Global Compact underscoresour commitment to eliminatingdiscrimination and working againstunethical business practices.<strong>CWT</strong> and <strong>Responsible</strong><strong>Business</strong>Copyright © 2013 <strong>CWT</strong>8
ContentsChapter 1 - Introduction<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -XXCHAPTER 1Reliability: Being a dependableand trustworthy business partner,committed to offering industryleadingproducts and services.Entrepreneurial Spirit:Approaching new challenges withcreativity, resourcefulness and agility,reacting quickly and effectively toprovide innovative solutions.Integrity: Building productive,longstanding relationships bybeing truthful and promoting opencommunications.xx About this reportxx President & CEO’s message<strong>CWT</strong> leaders support our GlobalCompact commitment byintegrating its Ten Principlesinto business strategy, day-todayoperations and culture,as well as incorporatingthem into top-level decisionmakingprocesses. Every year, our<strong>Responsible</strong> <strong>Business</strong> report willpresent <strong>CWT</strong>’s engagement andefforts to employees, customersand other stakeholders.By incorporating the Global Compactprinciples into our business,<strong>CWT</strong> is not only deepening its<strong>Responsible</strong> <strong>Business</strong> efforts, butcreating the opportunity to gainnew perspectives and innovativepractices from fellow signatories.Joining the Global Compact is, at itscore, a significant commitment tointegrity: how we conduct business,and how we treat one another, ourclients and the communities inwhich we operate. As an adherent,<strong>CWT</strong> commits to report annualprogress openly and honestly andto uphold standards of responsibilitythat are universally accepted andrespected.xxxx UN Global Compactxx <strong>CWT</strong> and <strong>Responsible</strong>xx <strong>Business</strong>Copyright © 2013 <strong>CWT</strong>9
ContentsChapter 1 - Introduction<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -XX CHAPTER 1<strong>CWT</strong> and <strong>Responsible</strong> <strong>Business</strong>A comprehensive approachxx About this reportxx President & CEO’s messagexxxx UN Global Compactxx <strong>CWT</strong> and <strong>Responsible</strong>xx <strong>Business</strong>Created in <strong>2012</strong>, the<strong>CWT</strong> <strong>Responsible</strong><strong>Business</strong> team coversall aspects of CorporateResponsibility. Theteam’s mission is first to define andcoordinate an overall corporatestrategy, and subsequently tolaunch the appropriate initiativesto implement it. The objectiveis to transition to a structured,comprehensive approach companywideand to instill corporateresponsibility at the core of ourbusiness. Achieving this goal willinvolve for example the creation ofa network of <strong>Responsible</strong> <strong>Business</strong>contributors and ambassadorsthroughout the company’s variousdepartments and regions, as wellas a <strong>Responsible</strong> <strong>Business</strong> steeringcommittee.To evaluate the <strong>Responsible</strong><strong>Business</strong> challenges facing thecompany, <strong>CWT</strong> has identified thoseissues which represent the mostsignificant risks and opportunitiesfor both the company and itsstakeholders. This “materialityanalysis,“ conducted in <strong>2012</strong>,lays the groundwork for <strong>CWT</strong>’s<strong>Responsible</strong> <strong>Business</strong> strategy.It takes into account emergingRB trends, regulatory issues,environmental and societal concernsand stakeholder expectations. Itincludes input from customers,peer reports, industry and tradeassociation studies, benchmarksand interviews with both internal andexternal stakeholders. Internationallyaccepted standards and practiceshave also been taken into account,including the ISO 26000 standard,the Global <strong>Report</strong>ing Initiative and theUN Global Compact Ten Principle.With the groundwork completed,<strong>CWT</strong> is now setting priorities forvarious RB challenges. At thesame time, a dashboard is beingestablished to manage the processwith all our internal stakeholdersand to measure progress over time.Particular attention is being paid tomeeting stakeholder expectations,which are increasingly high.In many places, <strong>CWT</strong> employeeshave already implemented solid RBpractices and undertaken noteworthyRB initiatives. We will build uponthese valuable achievements byexpanding and sharing them acrossthe company and around the world.Our objective is to instill <strong>Responsible</strong><strong>Business</strong> behavior at the core of ourday-to-day activities and to transitionto a structured, comprehensiveapproach company-wide.Françoise Grumberg, Senior Director,Global <strong>Responsible</strong> <strong>Business</strong>We at <strong>CWT</strong> are fully cognizant of our responsibilities to all ofour stakeholders, from employees and clients to partners andthe communities where we do business. As we move forward,one of our key <strong>Responsible</strong> <strong>Business</strong> goals is to continue todevelop programs and services to ensure that stakeholders’sustainability expectations are tracked and addressed.Copyright © 2013 <strong>CWT</strong>10
ContentsChapter 1 - Introduction<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -XX CHAPTER 1<strong>Responsible</strong> <strong>Business</strong> governancexx About this reportAt <strong>CWT</strong>, <strong>Responsible</strong> <strong>Business</strong> is a business imperative. It is how we operate - with full attention to ethics,respect for our people and for the environment, while taking into account our customers’ and otherstakeholders’ expectations. Our executive team oversees <strong>Responsible</strong> <strong>Business</strong> issues, providing impetus,setting broad strategy and following progress through regular updates.xx President & CEO’s messagexxxx UN Global Compactxx <strong>CWT</strong> and <strong>Responsible</strong>xx <strong>Business</strong>The position of Headof Global <strong>Responsible</strong><strong>Business</strong> was createdto ensure a comprehensiveapproach to<strong>Responsible</strong> <strong>Business</strong>. It reports tothe EVP Global Human Resourcesand serves as the central coordinatorfor all <strong>Responsible</strong> <strong>Business</strong> efforts.The position consists in definingstrategic direction and developingspecific programs and initiativesacross the company, in partnershipwith experts in <strong>Responsible</strong><strong>Business</strong> areas and representativesof the corporate functions andthe three geographical Regions.A <strong>Responsible</strong> <strong>Business</strong>governance, reflecting thecompany’s matrix organization,will manage <strong>Responsible</strong><strong>Business</strong> programs and initiatives,track progress and share bestpractices.Douglas AndersonPresident & CEOHåkan EricssonPresident Americas (incl. NorthAmerica and Latin America)Jerry HoganEVP & General CounselJean-Luc DucheminEVP Global Human ResourcesGlobal<strong>Responsible</strong><strong>Business</strong>DirectorExecutive TeamKelly KuhnPresident Asia PacificPierre MiletEVP & CFODavid MoranEVP Global Marketing andEnterprise StrategyKevin O’ConnorEVP & Chief Information Officer<strong>Responsible</strong><strong>Business</strong>Ambassadorsper Region<strong>Responsible</strong><strong>Business</strong>Ambassadorsper CorporateFunctionBerthold TrenkelEVP <strong>Travel</strong>er& Transaction ServicesCathy VossEVP Global Program Solutionsand Meetings & EventsAndrew WallerPresident EMEA and GlobalPartners NetworkExperts ineach of the<strong>Responsible</strong><strong>Business</strong>domainsCopyright © 2013 <strong>CWT</strong>11
ContentsChapter 2<strong>CWT</strong> at a Glance
ContentsChapter 2 - <strong>CWT</strong> at a Glance<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 2<strong>CWT</strong> at a GlanceKey facts & figuresAbout usA global leader in business travelmanagement, <strong>Carlson</strong> <strong>Wagonlit</strong><strong>Travel</strong> (<strong>CWT</strong>) helps companies andorganizations of all sizes optimizetheir travel programs and deliverbest-in-class service and assistanceto travelers.<strong>CWT</strong> provides a total business travelpackage. Customers can rely on us forair and ground transportation, hotelaccommodation, and other travelservices. Thanks to our worldwidepurchasing power, clients enjoy thelowest possible available rates.Effective <strong>Travel</strong> ManagementEight key levers to optimize a travel programBy leveraging the talents andknow-how of our people andproviding leading-edge technology,we help clients around the worlddrive savings while deliveringservice and enhancing security andsustainability.<strong>CWT</strong> also plays a major role inmeetings and events management,providing strategic know-how anda host of services and technologysolutions that help companiesoptimize their investments.Our structure<strong>Carlson</strong> <strong>Wagonlit</strong> <strong>Travel</strong> has twoshareholders: <strong>Carlson</strong>, a global hotel,restaurant and travel company,holds 55 percent of the company’sshares and Chase <strong>Travel</strong> Investment,an affiliate of JPMorgan Chase & Co.,holds 45 percent.<strong>2012</strong> Key figures:62 milliononline and off-line transactionsNearly20,000employees worldwideA diverse client portfolio of large corporations,small and mid-sized companies, governmentinstitutions and non-governmental organizations.Clients include one-third of theFortune Global 100 companiesUS$ 27.7 billionin sales generated by wholly ownedoperations and joint ventures97%client retention rateCopyright © 2013 <strong>CWT</strong>13
ContentsChapter 2Chapter 2 - <strong>CWT</strong> at a GlanceOur products & services<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -<strong>CWT</strong> offers flexible solutions that generate value for clients of all sizes. Working closely withcustomers to fully understand their goals, <strong>CWT</strong> provides products and services that balance andmeet the needs of travel managers, business travelers, procurement professionals and C-levelexecutives. These include:<strong>Business</strong> <strong>Travel</strong><strong>Business</strong> travel is a key driver for getting things done.<strong>CWT</strong> organizes itself around <strong>Travel</strong>er Services andProgram Services, with a variety of products andservices tailored to the specific needs of our travelersand travel buyers.<strong>CWT</strong> Meetings & EventsProviding end-to-end solutions for any meeting or eventimaginable - from creating a unique theme, to designingtraining sessions and team-building activities, we knowhow to tie it all together to produce the desired results.<strong>Travel</strong>er ServicesEnsuring travelers receive thesupport they need to be productiveand safe during their trips.Program ServicesGiving travel buyers access toinformation and tools to quicklyadapt to ever-evolving internal andexternal dynamics.Dedicated sector: <strong>CWT</strong> Energy,Resources & MarineHelping these industries’ leadingplayers get to and from theirwork sites safely and efficiently,with specialized assistance fromprofessionals dedicated to thistype of travelEvent Creation & ExecutionHelping clients give recipientsmemorable experiences to delivermaximum value from everyoccasion.Venue SourcingEntry point for many into StrategicMeetings Management; tacklingefforts to deliver savings, decreaserisk, and keep meeting plannersfocused on results.Strategic MeetingsManagementAssisting organizations holisticallymanage their meetings & eventsusing best procurement practiceswhile enabling planners to deliverunique meetings & events thatfulfill business objectives.Safety and SecurityCopyright © 2013 <strong>CWT</strong>14
ContentsChapter 2 - <strong>CWT</strong> at a Glance<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 2<strong>CWT</strong> Voted “Most Admired <strong>Travel</strong> Management Company”by Readers of The BeatIn September <strong>2012</strong>, <strong>CWT</strong> was again named the “Most Admired<strong>Travel</strong> Management Company” by readers of The Beat, a leadingonline industry publication. This was the third consecutive timeand fourth overall that <strong>CWT</strong> received the award.The Beat Readers’ Choice Awards, presented during The BeatLive conference, are based on a survey asking readers fromaround the world to select the company they most admire forits policies, management style and service to business clients invarious supplier segments.<strong>CWT</strong> wins TTG <strong>Travel</strong> Award for Best Corporate <strong>Travel</strong> Agencyin Asia-PacificIn October <strong>2012</strong>, <strong>CWT</strong> was awarded the prestigious title of “BestCorporate <strong>Travel</strong> Agency <strong>2012</strong>” in the TTG <strong>Travel</strong> Awards for <strong>2012</strong>.This is the third time that <strong>CWT</strong> has received this award over thepast decade.The announcement was made at the 23rd Annual TTG <strong>Travel</strong>Awards Ceremony & Gala Dinner held in Bangkok, Thailand. Since1989, the annual TTG <strong>Travel</strong> Awards have recognized the bestof the Asia-Pacific travel industry. The awards, organized by TTGAsia, honor top-performing organizations that have consistentlyproven to the industry their commitment to service excellence.<strong>CWT</strong>’s Partner in the Philippines, Rajah <strong>Travel</strong>, was also a winner,recognized as the Philippines’ Best <strong>Travel</strong> Agency.Copyright © 2013 <strong>CWT</strong>15
ContentsChapter 3Ethics, Compliance, Data ProtectionOur commitment to ethical business practicesCode of <strong>Business</strong> Ethics and ConductPrevention of corruption and anti-competitive practicesGlobal data protection and privacy program for processing travel data
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 3Our commitmentto ethical businesspracticesOur commitment toethical business practicesThrough internal ethics & compliance programs and policies, as well asexternal advocacy by joining internationally-recognized initiatives, <strong>CWT</strong> seeksto ensure the company consistently conducts business in an ethical way.Code of <strong>Business</strong>Ethics and ConductThe <strong>CWT</strong> compliance management system is designed to preventand detect violations of law, regulations and company policy andto promote an ethical business culture across the organization. Tobring these goals to life, <strong>CWT</strong> has implemented a comprehensiveEthics & Compliance program that is consistent with best practicestandards and evolving legal requirements.Prevention of corruption andanti-competitive practicesGlobal data protectionand privacy programOur Ethics & Compliance management system includes but is not limited to:A compliance governancestructure, with senior managementinvolvement and oversightPolicies and procedures thataddress specific areas of concernDedicated compliance oversightfunctions and staffingMulti-faceted training andeducation programsMultiple compliancecommunication mechanisms,including, where allowed by lawsand regulations, an anonymousethics and compliance reportingsystem dedicated to <strong>CWT</strong>’sbusinessTargeted, risk-based compliancemonitoring and auditingA protocol for responding promptlyto detected problems andimplementing corrective actionIt all starts with integrity. We will succeed onlyif we do what we promise, do what is right,and we are open, transparent, and trustworthy.It's very important to me personally that everyonein the company understand that the first principleis to do what is right; everything after that will fall intoplace.Douglas Anderson, President and CEOCopyright © 2013 <strong>CWT</strong>17
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 3Our commitmentto ethical businesspracticesCode of <strong>Business</strong>Ethics and ConductPrevention of corruption andanti-competitive practicesGlobal data protectionand privacy program<strong>2012</strong> AchievementsNomination in March <strong>2012</strong> of a Global Compliance Leaderresponsible for the design, implementation and oversight of<strong>CWT</strong>’s compliance program.Launch of process to assign regional heads of compliance.In 2013, employees will have Code of <strong>Business</strong> Ethics &Conduct Overview training available in 8 languages, with theobjective to achieve 100% completion by July 2013.We joined TRACE International in June <strong>2012</strong>. TRACEInternational is a non-profit membership association thatpools resources to provide practical and cost-effective antibriberycompliance solutions for multinational companies andtheir commercial intermediaries.An internal survey shows that, as of May <strong>2012</strong>, 98% ofemployees worldwide had reviewed <strong>CWT</strong>’s Code of <strong>Business</strong>Ethics and Conduct. As part of our continuous improvementefforts, in 2013 the Code of <strong>Business</strong> Ethics and Conductacknowledgment will be part of the training on the Code.Key compliance areasCode of <strong>Business</strong> Ethics andConductAnti-bribery/Anti-corruptionTrade sanctionsAnti-money launderingPayment Card IndustrycomplianceA Corporate Compliance programserves as the backbone to acorporation’s overall integrity.The program helps to detect andprevent violations of law, respondto potential issues, proactivelydeter problematic behaviors andactions, as well as reduce thelikelihood of unethical activity byemployees, partners, contractors,officers and directors.Lisa Beth Lentini, Vice PresidentGlobal ComplianceData privacyCompetition/Anti-trust lawsWhistleblower reportingGifts, hospitality andentertainmentAnti-fraudCopyright © 2013 <strong>CWT</strong>18
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 3Code of <strong>Business</strong>Our commitmentto ethical businesspracticesCode of <strong>Business</strong>Ethics and ConductPrevention of corruption andanti-competitive practicesGlobal data protectionand privacy programEthics and ConductThe <strong>CWT</strong> Code of<strong>Business</strong> Ethics andConduct serves asthe cornerstoneof the company’sEthics & Compliance programand establishes the company’score values, ethical standards andexpectations for its employees.“Since its inception, <strong>Carlson</strong><strong>Wagonlit</strong> <strong>Travel</strong> has earned anexcellent reputation based on highstandards of business ethics andconduct. The <strong>CWT</strong> Code of <strong>Business</strong>Ethics and Conduct serves as auseful reference to maintain theseprinciples and guide us when theright choices aren’t clear,” says <strong>CWT</strong>President and CEO Doug Anderson.“Every member of the <strong>CWT</strong>Board of Directors and the globalleadership team is fully committedto conducting <strong>CWT</strong>’s business inaccordance with the Code andin helping to set the tone for ourcompany. We are all individuallyresponsible for following both theCode and <strong>CWT</strong> policies.”The <strong>CWT</strong> Code of <strong>Business</strong> Ethicsand Conduct provides the principlesand policies that govern numerousethical and legal issues. Theserange from legal and financialintegrity to conflicts of interest,confidentiality and data protection/privacy, employee and clientrelations, suppliers, competitivepractices, environment, preventionof corruption, and guidelines oncorporate gifts. All employees areexpected to understand and actin accordance with the spirit ofthe Code. The Code also prohibitsretaliation against any employeewho in good faith reports suspectedviolations.The Code has been translated into22 languages and is posted on ourIntranet site, which also provideslinks to additional resources. TheCode is posted on our globalwebsite in English for externalreview. All employees worldwideare required to review the Codeof <strong>Business</strong> Ethics and Conductand acknowledge their reviewand agreement to abide by itsterms. Understanding of the Code isfurther reinforced through mandatoryEthics and Integrity Overviewtraining as well as other specializedtraining in key compliance areas.In 2013, we intend to offer all ofour global employees Code of<strong>Business</strong> Ethics and ConductOverview training.Copyright © 2013 <strong>CWT</strong>19
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 3Our commitmentto ethical businesspracticesPrevention of corruptionand anti-competitive practicesCode of <strong>Business</strong>Ethics and ConductPrevention of corruptionand anti-competitivepracticesGlobal data protectionand privacy program<strong>CWT</strong> condemns corruption in all its forms and does not tolerate it inits business or in those it does business with. From the confinesof our working environments, it is sometimes difficult to graspthe scale of the damage that bribery does to societies. It is nota victimless crime; far from it:<strong>CWT</strong> has designated anti-corruption as one of its highest compliance priorities.The Anti-corruption Compliance Program focuses on ensuring employeeawareness of and compliance with applicable anti-corruption laws andcompany policies. The program’s key elements include:Ongoing legislative/regulatory monitoringRegular training of employees and intermediariesAnnual program self-assessment with relatedenhancement plansAnnual compliance risk assessment and auditswith related mitigation plansRegular status reporting to senior managementand the Board of Directors.Anti-CorruptionPrinciple 10Corruption … undermines democracy and the ruleof law, leads to violations of human rights, distortsmarkets, erodes the quality of life and allows organizedcrime, terrorism and other threats to human security toflourish. This evil phenomenon is found in all countries- big and small, rich and poor…corruption hurts thepoor disproportionately by diverting funds intended fordevelopment, undermining a government’s ability toprovide basic services, feeding inequality and injusticeand discouraging foreign aid and investment. Corruptionis a key element in economic under-performance and amajor obstacle to poverty alleviation and development.Kofi Annan, Former UN Secretary-General(UN Press Release, “Secretary-General lauds adoption by General Assemblyof United Nations convention against corruption“, Oct. 31, 2003)Copyright © 2013 <strong>CWT</strong>20
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 3Our commitmentto ethical businesspracticesCode of <strong>Business</strong>Ethics and ConductPrevention of corruptionand anti-competitivepracticesGlobal data protectionand privacy programInternational industry initiativesOur membership in TRACE International helps ensure that<strong>CWT</strong>’s anti-corruption policies and practices meet generallyaccepted best practice standards. TRACE International, Inc.is a non-profit membership association that pools resourcesto provide practical, cost-effective anti-bribery compliancesolutions for multinational companies and their commercial intermediaries,such as sales agents and representatives, consultants, distributors andsuppliers. For <strong>CWT</strong>, it provides a valuable resource to aid in continuing toimprove our corporate compliance efforts. Through our membership, we arelearning more every day about how to work collectively towards the globalelimination of bribery.TRACE InternationalProvides local legal resources, including country-specific Gifts& Hospitality Guidelines and examples of best practicesMultilingual on-line and in-person anti-bribery trainingprogram for member company employeesGifts & Hospitality Tracking softwareUN Global Compact<strong>CWT</strong> signed the United Nations Global Compact in <strong>2012</strong>. Theworld’s largest corporate citizenship and sustainability initiative,the Global Compact commits its membersto 10 universally accepted principles in theareas of human rights, labor, environmentand anti-corruption. Regarding corruption, the GlobalCompact tenth principle stipulates that “<strong>Business</strong>es shouldwork against corruption in all its forms, including extortionand bribery.“Industry associations<strong>CWT</strong> subsidiaries actively participate in numerous nationalindustry groups. On a corporate level, the company sponsorsthe Global <strong>Business</strong> <strong>Travel</strong> Association (GBTA, formerly NBTA),in all regions worldwide. The world’s premier business traveland meetings organization, GBTA provides its network of 21,000business and government travel and meetings managers, as well as travelservice providers, with networking events, news, education & professionaldevelopment, research and advocacy. To bolster legal efforts to ensure ethicaltravel industry practices on a worldwide scale, several members of <strong>CWT</strong> seniormanagement joined IFTTA, the International Forum of <strong>Travel</strong> and TourismAdvocates, in June <strong>2012</strong>.Copyright © 2013 <strong>CWT</strong>21
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 3Compliance toolsOur commitmentto ethical businesspracticesCode of <strong>Business</strong>Ethics and Conduct<strong>CWT</strong> policy requires 100% integrity in all business practices. Allemployees must comply with applicable legislation, regulationsand company policies. All identified compliance violations areaddressed swiftly, consistently and fairly.The <strong>CWT</strong> global compliance management system is supported by anunderlying corporate culture of integrity where every individual plays a keyrole in maintaining high standards of ethical conduct. Responsibility is clearlyassigned for designing the compliance program, implementing programelements consistent with business needs and ensuring overall accountabilityfor program results across the business.<strong>CWT</strong> compliance policies and procedures define acceptable andprohibited behaviors and provide employees with access to resourcesavailable to help them behave in a manner consistent with the company’svalues (see pages 8-9 ). Key policies are reviewed periodically and revised asneeded to address changes in law and/or the prevailing business environment.Prevention of corruptionand anti-competitivepracticesGlobal data protectionand privacy programIntegrity is doing the right thing evenwhen no one is looking. By doing theright thing, we build upon a culture ofintegrity that will be acknowledged byour clients, suppliers and employees.Jerry Hogan, Executive Vice President & General CounselCopyright © 2013 <strong>CWT</strong>22
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 3Compliance governancestructureBCC membershipPresident & CEO(Chairman of the BCC)EVP <strong>Travel</strong>er & TransactionServicesOur commitmentto ethical businesspracticesThe <strong>CWT</strong> global compliance governance structure identifiesresponsibility for designing the compliance program,implementing program elements consistent with business needsand ensuring overall accountability for program results.EVP & CFOEVP & General CounselGlobal Compliance LeaderInternal AuditorEVP, Global HREVP & CIOEVP, Global Marketing &Enterprise StrategyRegional <strong>Business</strong> LeadersGlobal <strong>Responsible</strong> <strong>Business</strong>LeaderCode of <strong>Business</strong>Ethics and ConductPrevention of corruptionand anti-competitivepracticesGlobal data protectionand privacy program<strong>Business</strong> Conduct Council(BCC)The <strong>Business</strong> Conduct Council is the key compliance governancebody within the company. It was created in <strong>2012</strong> to establish andassure implementation of high ethical standards and businessconduct practices at <strong>CWT</strong> as well as ensure compliance withapplicable global regulations company-wide.The BCC is responsible for convening thought leaders in the companyto strategically address compliance and ethics issues throughout theorganization. It ensures management alignment and ultimate accountabilityfor the development, implementation, and management of compliancebest practices. In this way, the BCC supports management’s commitmentto sustain the highest level of trust with our customers and promote legalcompliance and high ethical standards throughout the company. The BCCmeets every other month in advance of Board meetings.Key <strong>Business</strong> Conduct Council responsibilitiesAwareness, supportin implementation,dissemination and promotionof the company’s overallcompliance programs,policies and procedures;Collaboration in respondingto material reports orinquiries from governmentor regulatory agencies;Review of complaintsreceived from internal andexternal sources, includingthe Ethics Helpline;Approval of new policies,procedures, and versions ofthe Code of <strong>Business</strong> Ethicsand Conduct;Annual assessment ofthe state of complianceand ethics within theorganization; and,Members shall also carry outsuch other duties as may berequired from time to time.Copyright © 2013 <strong>CWT</strong>23
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 3Our commitmentto ethical businesspracticesCode of <strong>Business</strong>Ethics and ConductPrevention of corruptionand anti-competitivepracticesGlobal data protectionand privacy programGlobal compliance leaderThe Global Compliance Leader, a position created in <strong>2012</strong>, isresponsible for the design, implementation and oversight of<strong>CWT</strong>’s compliance program with ethical business practices andlegislation, including, for example, anti-corruption, anti-moneylaundering, trade sanctions, competition laws, travel regulationsand other laws and regulations to which <strong>CWT</strong> is subject, as well as <strong>CWT</strong>’sCode of <strong>Business</strong> Ethics and Conduct. The Vice President ensures that <strong>CWT</strong>’scompliance program meets or exceeds applicable legal and regulatoryrequirements to enable <strong>CWT</strong> to grow and continue to serve customers in aprudent and responsible manner.The Global Compliance Leader is responsible for ensuring that <strong>CWT</strong>’soperations are consistent with a culture of integrity and for supporting andoverseeing the global <strong>CWT</strong> Compliance Management System. The GlobalCompliance Leader and the General Counsel present the status of thecompany’s Ethics & Compliance program to the Board of Directors at everyregularly scheduled board meeting.Regional complianceIn addition to the Global Compliance Leader, four full-time RegionalCompliance Directors are being appointed to oversee and reinforcecompliance policies in each of the company’s three regions. TheseRegional Compliance Directors work closely with the Global ComplianceLeader and the compliance organization, as well as with CorporateAudit Services and the Legal Department, to deploy <strong>CWT</strong>’s Complianceprogram within their regions.Anti-CorruptionHuman RightsLabor<strong>CWT</strong> Ethics HelplineThe ability of employees to raise ethical questions and concernswithout fear of retaliation is critical to the success of <strong>CWT</strong>’sCompliance Management System. In accordance with localregulations and requirements, employees may use the company’sglobal Ethics Helpline to report compliance issues, concerns,violations or suspected violations of law or company policy. The EthicsHelpline is available to all employees 24/7. Our “no retaliation” policy prohibitsretaliation against employees who report suspected violations in good faith.The Ethics Helpline is also available for externalparties to report suspected issues to thecompany, with Helpline numbers available onthe company intranet and external websites.The <strong>CWT</strong> Ethics Helpline is operated by TheNetwork, a third-party vendor.Copyright © 2013 <strong>CWT</strong>24
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 3Education & trainingInternal communicationsOur commitmentto ethical businesspracticesCode of <strong>Business</strong>Ethics and ConductPrevention of corruptionand anti-competitivepracticesOur compliance training program is designed both toeducate employees about their personal and professionalresponsibilities under the Code of <strong>Business</strong> Ethics andConduct and to instill an ethical culture and a commitmentto the highest levels of business conduct. The training programprovides general background covering major compliance and ethics areas to allemployees and specialized training to target audiences based on job function.<strong>CWT</strong> has heightened its focus on middle management through enhancedcommunications and targeted training designed to enable supervisors to bemore effective compliance role models and ethical leaders.New senior managers within the company are assigned the <strong>CWT</strong> SeniorLeadership Integrity Webinar. The on-line training session focuses on suchkey areas as financial integrity, legal integrity, ethical decision-making andreporting expectations. In addition to legal and financial aspects, the sessionunderlines how ethical behavior cultivates teamwork and productivity andpromotes a positive image to employees, suppliers and shareholders.Beginning in 2013, the Global Leadership Conference will incorporate keycompliance and ethics messaging for senior leaders within the company. Theselive, interactive sessions will complement the existing on-line training, in-persontraining, and regular communications about compliance and ethics.All employees will be taking the Code of <strong>Business</strong> Ethics and Conduct trainingto support training received to date.Many of <strong>CWT</strong>’s most-important compliance messages toemployees – including compliance alerts, messages andarticles – are posted and available on the company’sintranet. A robust communication campaign will furtherreinforce the visibility of the entire Ethics and Complianceprogram and help develop employee awareness. Periodic postings on thecompany’s Yammer social network also strengthen employee engagementin an ongoing internal compliance and ethics dialogue.Global data protectionand privacy programCopyright © 2013 <strong>CWT</strong>25
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 3Our commitmentto ethical businesspracticesWe are committed to protect thepersonal data of our clients’ travelers<strong>CWT</strong> global data protection and privacy program forprocessing travel dataCode of <strong>Business</strong>Ethics and ConductPrevention of corruptionand anti-competitivepracticesGlobal dataprotection andprivacy programTo provide businesstravel and meetingsand events services toits corporate clients,<strong>CWT</strong> receives individualdata from the client’s travelers. Forinstance, <strong>CWT</strong> holds traveler data inthe database of <strong>CWT</strong> Portrait, <strong>CWT</strong>Program Management Center andother global products, as well as itsback-office systems.Laws known as “data protection”or “data privacy” seek to safeguardindividual data and create obligationsfor the collecting and processing ofpersonal data. By collecting andprocessing traveler data for purposesof making travel reservations, <strong>CWT</strong>must therefore comply with thesedata protection/privacy laws.<strong>CWT</strong> has had a Data Protection andPrivacy Program for over a decade(see pages 27-28). The program isreviewed on a regular basis to reflectchanges in the law and in internalprocesses at <strong>CWT</strong>. The cornerstoneof the program is the <strong>CWT</strong> DataProtection Policy, published on the<strong>CWT</strong> global website.There are over 60 countries with dataprotection/privacy laws. <strong>CWT</strong> musttake into account, in particular, theprovisions set forth in the US SafeHarbor regulations, the Directive ofthe European Commission, the IndianPrivacy Rules, and the laws of Brazil.Other countries, such as Singapore,are enacting new data protection acts.Because of changes in existing lawsand introductions of new laws, <strong>CWT</strong>regularly reviews its Data Protectionand Privacy Program.<strong>CWT</strong> has had a Data Protection andPrivacy Program for over a decade.The program is reviewed on a regularbasis to reflect changes in the lawand internal processes at <strong>CWT</strong>. Thecornerstone of the program is the <strong>CWT</strong>Data Protection Policy , published on the<strong>CWT</strong> global website.Benedicte Bayi, Vice President & Assistant General CounselCopyright © 2013 <strong>CWT</strong>26
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 3Data follows the trip and the travelerOur commitmentto ethical businesspracticesCode of <strong>Business</strong>Ethics and ConductPrevention of corruptionand anti-competitivepracticesGlobal dataprotection andprivacy programEvery step of the travel process involves personal traveler data. <strong>CWT</strong> creates flows of personal traveler data in collecting the personal data, booking the trip,transferring the data to third parties, issuing the tickets and fulfilling, reporting on the travel spend and invoicing the trip. In doing so, <strong>CWT</strong> takes measuresto store, secure, and delete the data.<strong>Travel</strong>er DataName : _ _ _ _ _ _ _ _ _Email : _ _ _ _ _ _ _ _ _Employee ID : _ _ _ _ _Cost center # : _ _ _ _ _CollectData is collectedto create a <strong>Travel</strong>erProfile in<strong>CWT</strong> PortraitBookData is transferred to:- create individual travelreservations for online oroffline bookings;- travel suppliersFulfill1 - Transaction qualitycontrol & issue ticket2 - Send traveldocument3 - Data transfers for<strong>CWT</strong> To Go, safety &security provider ...<strong>Report</strong><strong>CWT</strong> consolidatestransactional datawith reports through<strong>CWT</strong> ProgramManagement CenterInvoiceTransactional data isincluded in invoicingand other <strong>CWT</strong>back-office tasksCopyright © 2013 <strong>CWT</strong>27
ContentsChapter 3 - Ethics, Compliance, Data Protection<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -chapter 35 measures of the <strong>CWT</strong> data protection programOur commitmentto ethical businesspracticesCode of <strong>Business</strong>Ethics and ConductPrevention of corruptionand anti-competitivepracticesGlobal dataprotection andprivacy program1 - INFORM INDIVIDUALSData protection/privacy policyLast revised on 31 May <strong>2012</strong>(to include a revision for the US/Swiss Safe Harbor certification),the policy is published on the <strong>CWT</strong>global website. The policy informstravelers about how <strong>CWT</strong> collects,processes, stores, transfers anddeletes personal data in the travelmanagement process.2 - PROTECT DATAInformation security policies &standards<strong>CWT</strong> has information securitymeasures in place to protect datafrom unauthorized disclosure. Thesepolicies and standards are availableon the <strong>CWT</strong> intranet for InformationSecurity.3 - GIVE ACCESSData protection/privacy officers/representatives<strong>Travel</strong>ers access their data in theprofiles on <strong>CWT</strong> Portrait to updatetheir data. <strong>CWT</strong> has appointedcountry representatives who mayalso be data protection/privacyofficers.4 - NOTIFY AUTHORITIESData protection/PrivacynotificationsIn certain countries, <strong>CWT</strong> notifiesdata protection authorities about thenature of the data processing that<strong>CWT</strong> provides both to its corporateclients as well as to its own staff. Tostore the personal data of travelersin data centers in the US, the USaffiliates of the <strong>CWT</strong> group are SafeHarbor-certified.5 – AGREEMENTSThe agreements with <strong>CWT</strong> clientstypically include data protectionand privacy measures. Clients mustauthorize <strong>CWT</strong> to transfer personaldata to client’s suppliers. Prior to datatransfer to other third parties (excepttravel suppliers such as airlines,computer reservation systems[GDS], hotels), the third partiesmust sign data transfer agreementsto protect the personal data receivedand comply with applicable dataprotection and privacy laws.Copyright © 2013 <strong>CWT</strong>28
Contents<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -XXxxChapter 4Human Resources<strong>CWT</strong> core valuesxxCommunication, employee dialogue and employee engagementDiversity and equal opportunityxxxxTalent acquisitionHuman capital developmentxxxxHealth and safetyWork-life balanceCopyright © 2013 <strong>CWT</strong>
ContentsChapter 4<strong>CWT</strong> core valuesChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -As a provider of services, <strong>CWT</strong> recognizes that the quality of the services it delivers to customersdepends on the will and ability of its people to satisfy customer needs and expectations. Because thesustainability of the company’s success depends so heavily upon its people, <strong>CWT</strong> Human Resourcesstrategies and programs represent the foundation for the company’s approach to <strong>Responsible</strong> <strong>Business</strong>.Communication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balance<strong>CWT</strong> core valuesCore values guiding <strong>CWT</strong><strong>CWT</strong> has about 20,000 employees in more than 150 countries,but we all have one thing in common: the core values whichare at the heart of everything we do. The core values, along withour Code of <strong>Business</strong> Ethics and Conduct, guide how we work,the choices we make, the relationships we nurture and theresponsibilities we carry out every day.Customer CarePutting the needs of clients first andstriving to continuously provide anoutstanding level of service.Commitment to ExcellenceContinuously seeking higher levelsof performance.Cultural DiversityFostering respect and a teamspirit in the workplace, embracingand leveraging the multiculturalessence of the company, andproviding equal opportunities totalented individuals.ReliabilityBeing a dependable and trustworthybusiness partner, committed tooffering industry-leading productsand services.Entrepreneurial SpiritApproaching new challenges withcreativity, resourcefulness and agility,reacting quickly and effectively toprovide innovative solutions.IntegrityBuilding productive, longstandingrelationships by being truthful andpromoting open communication.Values dayBecause <strong>CWT</strong> has a strong set of values, the company constantlyendeavors to enhance the ways in which all employeesunderstand and integrate them into their daily work. Paramountamong these efforts is <strong>CWT</strong>’s annual Values Day, which createsan occasion to increase awareness of the <strong>CWT</strong> core valuesamong employees, understand what employees think about these values,and stimulate a dialogue on how well we are living them.In <strong>2012</strong>, Values Day was designed as “an inspiring conversation,“ providingan opportunity for employees to share experiences and viewpoints and toacknowledge those people who bring the core values to life each day at <strong>CWT</strong>.The goal was to focus in particular on helping colleagues connect to the corevalues on a personal level and recognizing individuals who exemplify them.The wide variety of events organized at 350 <strong>CWT</strong> sites around the world wastied together under the Making Your Connection theme.Copyright © 2013 <strong>CWT</strong>30
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceLiving our valuesAs part of thisyear’s Values Daycelebration, morethan four dozensubmissions weremade to “Living Our Values,” acontest to highlight knowledge ofthe core values and outstandingexamples of how <strong>CWT</strong> employeesembody them in their daily businesslives. As part of the contest,employees were invited to submitphotos or videos, poems or stories,or produce art or use their owncreative idea to demonstrate whatthe values mean to them or howthey or their team are living them.“Living Our Values” was part ofa Yammer Values Day campaignthat included creation of a <strong>CWT</strong>Values Yammer group and a liveglobal chat session (Yammer isour internal social media platform).Some 300 Yammer messageswere exchanged among groupmembers in conjunction with ValuesDay in <strong>2012</strong>. Following the events,a survey was sent to capture mainlearnings from the site meetings.The success of Values Day <strong>2012</strong>confirmed the widespread interestin <strong>CWT</strong>’s core values demonstratedby employees worldwide duringthe previous year’s events. The vastmajority of <strong>CWT</strong>’s 20,000 globalemployees participated in ValuesDay <strong>2012</strong> events. Integrity was citedas the company’s principal value, atthe heart of everything we do andsetting the framework for the othervalues.Bringing the UN Global Compact to lifeTo highlight the importance of <strong>CWT</strong>’s recent signing of the UnitedNations Global Compact initiative, managers explained howthe Global Compact’s Ten Principles relate to the company’score values during Values Day <strong>2012</strong>. They underlined that theUN Global Compact and its Ten Principles not only support our<strong>Responsible</strong> <strong>Business</strong> strategy, but also complement the <strong>CWT</strong>core values that guide our conduct every day.See page 7 of this report dedicated to the UN Global Compact.Copyright © 2013 <strong>CWT</strong>31
ContentsChapter 4<strong>CWT</strong> core valuesChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Communication, employee dialogueand employee engagementCommunication,employee dialogue andemployee engagementA comprehensive approach to internal communicationDiversity andequal opportunity<strong>CWT</strong>’s approach to internal communication aims at ensuring that all<strong>CWT</strong> employees are engaged in relevant, interactive and personalizedcompany communication. The approach strengthens connections amongall employees to help drive engagement and alignment.Talent acquisitionHuman capitaldevelopmentHealth and safetyThe approach focuses in particular on several key areas: continuallyinforming all employees about what is happening at <strong>CWT</strong> and inthe industry; ensuring employees have a voice through multiplechannels including the employee engagement survey and <strong>CWT</strong>’ssocial media platform; and helping the company’s approximately2,200 “people managers“ become more effective communicators whofacilitate employee dialogue and adapt key messages to local issues andenvironments.The communication team isconstantly searching for ways toensure employees at all levels of theorganization have a voice, activelydrive <strong>CWT</strong>’s goals and remainenergized. Our goal is to ensureeveryone at <strong>CWT</strong> is informed, engagedand inspired for success.Tom Scott, Senior Director, Global Employee CommunicationWork-life balanceCopyright © 2013 <strong>CWT</strong>32
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceFostering dialogueCommunication at <strong>CWT</strong> focuses both on team members andteam leaders as critical audiences for nurturing a company-widedialogue. This involves evaluating managers’ communicationsskills and providing training and timely access to information,to enable them to communicate effectively and add pertinentlocal context.A community of managers has been created, along with a direct, regularoutreach vehicle and a Yammer group for conversation and sharing of bestpractices. Managers have also been provided with a framework to structureand formalize their communication as well as guidelines, materials andregular opportunities for team discussions.Major internal events have provided the <strong>CWT</strong> internal communication teamwith opportunities to support managers in conversations with their teamssuch as the release of <strong>CWT</strong>’s New Heights 2015 strategy and Values Day<strong>2012</strong> (see p. 30).Reaching out to managersLaunched in April <strong>2012</strong>, Nexus is a monthly on-line publicationdesigned especially for <strong>CWT</strong>’s ‘people managers.’ In addition toinformation on how to become a more effective communicator andleader, Nexus provides access to best practices, tips and templatesthat managers can use in their day-to-day dialogue with membersof their teams. Created at the same time, the Yammer NEXUSgroup is a platform providing access to all documents and a wayto exchange ideas with other managers.Social dialogue in Europe<strong>CWT</strong> promotes social dialogue with staff representatives, whereapplicable . Topics vary from negotiating agreements on improvingwork conditions and health & safety, to discussing aboutreorganization, compensation & benefits, company strategy, andethics & compliance policies. Creation of new initiatives such aswork-from-home (on a case-to-case basis, or when and where applicable) arealso discussed.In Europe, for example, and in accordance with the European Directive EC 2009/38of 6 May 2009, a Special Negotiation Body (SNB) has been temporarily createdto negotiate about an agreement to establish a standardized process for dialoguewith employees within the company.Given <strong>CWT</strong>’s workforce in each European country, the SNB is made up of 26members representing Austria, Belgium, Bulgaria, Czech Republic, Denmark,Estonia, Finland, France, Germany, Greece, Hungary, Ireland, Italy, Latvia, Lithuania,Luxembourg, Netherlands, Poland, Romania, Spain, Sweden and United Kingdom.The first meeting between the SNB and <strong>CWT</strong> Central Management was heldon February 29, <strong>2012</strong> in Amsterdam. The outcome of this first meeting was anagreement and adoption of internal rules and policies of the SNB by its members.Reaching travel counselorsThe company’s networks of communicators continually work withmanagers and leaders to address the specific communication needsof travel counselors who account for over 60 percent of the total <strong>CWT</strong>workforce. By cascading information throughout the organization,<strong>CWT</strong> ensures travel counselors remain up-to-date and engagedduring such events as team meetings and via printed or posted notices and email.Copyright © 2013 <strong>CWT</strong>33
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityProviding a consistentframework for communication<strong>CWT</strong>’s approach to communication is based on consistentcommunication practices throughout the company via a networkof communicators and direct communication to employee groups,to ensure all employees have an appropriate level of knowledgeof <strong>CWT</strong>, its business and industry.The framework provides multiple information channels for employees whileproviding managers with content and tools for meaningful dialogues withemployees. The company’s annual employee engagement survey and itsevolving array of internet tools and actions further contribute toward creatingcoherent, consistent communication.Communication trainingThe company is launching classroom or online training sessionsand best practice sharing for people managers to ensure that theyhave a minimum of training on how to be effective communicatorsin a global environment, often with geographically dispersedteams.Communication training focuses on such topics as communication principles,gap analysis, building a communication plan, communicating in a global andgeographically dispersed environment and practical guidelines for effectivecommunication. Managers are expected to create and execute an annualcommunication plan for members of their teams.Talent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceKey <strong>2012</strong> achievementsGlobal Leadership Conference to ensuring cascade of key strategicmessagesLaunch of New Heights 2015 strategic plan with widespreadcommunication reaching all levels of the organizationQuarterly Leadership Calls for top 400 <strong>CWT</strong> leadersMonthly manager-specific outreach – NEXUS - launchedManager-specific social media platform (NEXUS group in Yammer)Ongoing education and best practice sharing through YammerEmployee voicethrough social mediaIn a global, highly matrix organization such as <strong>CWT</strong>, it is important tofoster ‘the personal connection’ with the company’s goals. The moreemployees feel connected to strategic goals, the more likely they areto actively participate and prioritize those goals. Face-to-face meetingsare the best way to establish relationships and we encourage thoseat <strong>CWT</strong>; however, it is not always possible to gather employees in one place.<strong>CWT</strong>’s internal social media platform, Yammer, has had much success; today,<strong>CWT</strong> has over 10,000 employees using Yammer in over 800 groups.Copyright © 2013 <strong>CWT</strong>34
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceEmployee engagementEmployee engagement is an integral part of <strong>CWT</strong>’s strategic priority around developing its people. Italso supports the creation of an engaging environment and prompts people to “go the extra mile”to better serve customers.In the service industry, a highlyengaged workforce will leadto highly satisfied customers,cutting-edge innovation,and enhanced productivity.Therefore, employee engagementis a strategic priority for <strong>CWT</strong> and anopportunity to differentiate <strong>CWT</strong> ina highly competitive market place.<strong>CWT</strong> strives to become the bestworkplace in our industry, enablingus to attract the right talent, retainand develop our people, and drivea culture of high performance. Wedefine three drivers for Engagement,namely:1.Relevance: feeling ofbelongingness and having asense of purposeDefining and communicating acompelling strategic directionwhile creating a culture of respect,team work and high energy2. Realization: striving forbusiness results and personaldevelopmentEncouraging people to go forbest tangible results and topro-actively deliver opportunitiesfor development3. Work environment: enablingwork processes and supportiveleadershipCreating an easy-to-experiencework environment with motivatingleadership to enable success<strong>CWT</strong> aspires to build a workforce that:Consistently speaks positivelyabout the organization toco-workers, potential employees,and customersHas an intense desire to be part ofour organizationExerts extra effort and engagesin behavior that contributes tobusiness successSince 2009, <strong>CWT</strong> has installeda robust employee engagementprocess :1. Engagement survey2. Rigorous reporting3. Analyses of results4. Deep dives with focus teams5. Action planning6. Tracking & recognitionCopyright © 2013 <strong>CWT</strong>35
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safety<strong>CWT</strong> has been measuringand analyzing thelevel of engagementof all its employeesworldwide every year.The company takes the survey veryseriously; the overall objective isto raise employee engagementto high-performance level in allregions and functions. To ensurethe accuracy and objectivity of thesurvey results, the confidentialityof individual answers is strictlyguaranteed.More than 90% of employeesresponded to the <strong>2012</strong> <strong>CWT</strong>Employee Engagement Survey,conducted in June. The results showvery significant progress, as we arenow closing the gap with globalcompanies that have the highestlevels of employee engagement.Overall, employee engagementimproved by three percentagepoints in <strong>2012</strong> compared to theprevious year.The ultimate goal of the survey isto identify actions and initiativesthat help make <strong>CWT</strong> a better placeto work for all. Each year, actionitems are executed to addressthe results of the engagementsurvey. As of December <strong>2012</strong>,1,651 actions have beenimplemented throughout thecompany around the world. Progressof these action plans is monitoredon a regular basis.As of December <strong>2012</strong>, 1,651 action items worldwide have been enteredin the employee engagement action planning website2246693171CommunicationCompany ImageCustomer FocusDevelopmentDiversityEmpathy & RespectEmpowermentEngagement10074103110148677973432037621Immediate ManagementJob SatisfactionLeadershipPerformance ManagementRecognition & RewardStrategy & DirectionWork OrganizationWorking RelationshipsWork-life balanceCopyright © 2013 <strong>CWT</strong>36
ContentsChapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Diversity and equal opportunityPromoting diversity & inclusionIn today’s global environment, it is crucial to understand the diverse cultures, customs and needsof employees, customers and regional markets. As a global enterprise, <strong>CWT</strong> seeks to ensure that itsemployee body reflects the diversity of its business environment.Diversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceWith 20,000employeesrepresentingabout 100nationalities,<strong>CWT</strong> benefits from employees ofall ages, all walks of life and diversebackgrounds. This rich tapestryenables each member of the <strong>CWT</strong>team to develop new ways of lookingat issues and contribute innovativeideas and creativity.<strong>CWT</strong>’s Code of <strong>Business</strong> Ethicsand Conduct clearly confirms ourengagement to recognize and respectthe diversity of people and ideas, and toensure inclusion and equal opportunity.As one of <strong>CWT</strong>’s global six core valuesfor all employees, diversity - and byextension, inclusiveness - are central tohow <strong>CWT</strong> and our employees conductbusiness every day. This guiding principleincludes fostering respect and a teamspirit in the workplace; embracing andleveraging the multicultural essenceof the company, and providing equalopportunities to talented individuals.This is also reflected in our recruitmentprocesses, which help to ensure thehighest quality choices and adhereto all local regulations. They alsorespect company policy regardingnon-discrimination, equal opportunityand recruitment by competency.<strong>CWT</strong> actively promotes diversity,inclusion and equal opportunity for all.The company aims to offer equal accessto job opportunities and job training.On Yammer, we have a Diversity &Inclusion group which is open foranyone to join.<strong>CWT</strong>’s cultural diversity is anchored inone of the things that our employeesdo best: respecting each other. Thisstrong sense of mutual respect isa key characteristic of <strong>CWT</strong>. Weembrace all nationalities, cultures andstyles and more. Our strong senseof mutual respect combined with theinternational nature of <strong>CWT</strong> makes cultural diversity atrue asset.Jean-Luc Duchemin, Executive Vice President,Global Human ResourcesCopyright © 2013 <strong>CWT</strong>37
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionExamples of initiativesTo connect, <strong>CWT</strong>’s workforce must mirror its customers. <strong>CWT</strong> recognizes the right of everyone to work inan environment where individual dignity is respected, and will not condone any form of discriminationor harassment. It is <strong>CWT</strong> policy to take disciplinary action against the offending party. Everyone in <strong>CWT</strong>is responsible for putting the diversity policy into practice and everyone is required to act responsibly toensure a pleasant and inclusive working environment free of discrimination or harassment.Asia-PacificThe company’s diversity policy is available to all employees in Asia-Pacific throughthe <strong>CWT</strong> intranet. The policy’s key message is strongly underlined: “<strong>CWT</strong>’s strengthis the diversity of our people. Each employee is recognized as an important memberof our worldwide team. We respect the rights and dignity of all employees.” This isalso the region where 33% of the senior leadership team is female.In addition, Asia-Pacific started its own Diversity and Inclusion Council in August<strong>2012</strong> with 20 members representing all countries across the region. Three areaswere identified as key areas for the Council to address, namely: CommunityService, Education, and Diversity & Inclusion. Some of the activities scheduled in2013 at country level include:LaborHuman RightsEurope, Middle East, AfricaFor example, the <strong>CWT</strong> Equal Opportunities policies in the UK and Ireland,available on the intranet, support the <strong>CWT</strong> core value of Cultural Diversity.As stated in the policy: “procedures for recruitment, selection, trainingand development and promotion are designed to ensure that no personreceives less favorable treatment on the grounds of age, disability, genderreassignment, marriage and civil partnership, pregnancy and maternity, race,religion or belief, sex (gender) and sexual orientation.”Human capitaldevelopmentHealth and safetyWork-life balance“Cultural Ambassador” featuring ateam member to share their cultureand background.Partnering with clients to speak toemployees about diversity.“Best I Can” event where teammembers share their skills onphotography, tour writing, and music.Organizing forums and supportgroups for first-time and/or singleparents.“54 minorities”, to introduceminority nationalities within <strong>CWT</strong>China, including traditional dress,typical food, customs and habits.The Australia / New Zealandoffice is organizing “Diversity &Inclusion Day” on May 21st tocoincide with the “World Day forCultural Diversity for Dialogue andDevelopment”. This will includefoods from different countries aswell as team members wearingtheir national dress.At <strong>CWT</strong>, employees are recruited,selected, developed and advanced basedon merit irrespective of race, color,religion, gender, age, national origin,sexual orientation, identity, maritalstatus or disability. It is important forus to have employees that reflect thedifferent cultures and clients we serve tocreate that point of difference in the marketplace.Kai Chan, APAC Diversity & Inclusion Council Executive Sponsor;General Manager, Southeast AsiaCopyright © 2013 <strong>CWT</strong>38
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityThe AmericasIn the U.S. <strong>CWT</strong> established itsDiversity and Inclusion (D&I)Council in 2007 to ensure diversityand inclusion as a foundationalpart of <strong>CWT</strong>’s culture. To show itscommitment to this program, theD&I Council formalized its goal intothe following Vision and Missionstatements:Vision - Enable <strong>CWT</strong> to be aglobal leader in the travel industryby leveraging diversity as a meansof maximizing business potential forour employees and businesspartnersWith more than 20 volunteersrepresenting many levelsand functions throughout theorganization, the Council isorganized into several sub-teamsfocused on specific priorities andinitiatives. Examples of theseinclude:• L.U.N.A (Latinos Unidos NetworkAssociation)• G.E.T (Generational ExcellenceTeam)• GLBT (Gay, Lesbian, Bisexual andTransgender)Supplier diversity<strong>CWT</strong> recognizes the importance of establishing a more formalsupplier diversity program as a critical component for assistingour clients with the fulfillment of their diversity goals, and as animportant way we can impact the success of diversity outsideour own walls. To accomplish this, the Diversity and InclusionCouncil is partnering with <strong>CWT</strong>’s procurement department todrive progress on this front.Talent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceMission - Increase visibility andawareness of our diversity strategywithin <strong>CWT</strong> to our employees,clients, and vendors through ourcommunication, programs, andactionsSmart companies understand that a focus on diversity and inclusionproduces tangible business results, whether it relates to attractingand retaining top talent or bringing different perspectives to businesschallenges. We want our employees to feel comfortable that theywork in a multi-cultural environment and their skills and talentscan be joined together to make our company a better place to work,ultimately making everyone more effective in this fast-paced companyand industry. That’s why I’m proud to lead the team of individuals at<strong>CWT</strong> focused on making diversity and inclusion more central to everything we do as anorganization. Their efforts have a direct impact on <strong>CWT</strong>’s overall success.Sara Lissick, Diversity and Inclusion Executive Sponsor & Chief Financial Officer, <strong>CWT</strong> AmericasCopyright © 2013 <strong>CWT</strong>39
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceWomen@WorkThe <strong>CWT</strong> Women@Work initiative was initiated in 2010 to furtherdrive <strong>CWT</strong>’s growth and market differentiation by creating aculture that leverages the unique strengths of both women andmen in key leadership roles.<strong>CWT</strong> and industry demographics drive a greater mix of women at entrylevel management, but the trajectory mirrors that of other companies asemployees advance. In fact, as of end of <strong>2012</strong>, women accounted for 44%of senior management (582 FTE), but 36% of N-2 (i.e. direct reports toExecutive Team).The effort to establish equal leadership opportunities for women within <strong>CWT</strong>is designed to support the company’s business goals by taking into accountthe growing proportion of women among the company’s client base. Womenare key buyers or influencers in travel purchasing. In fact, 70 percent of <strong>CWT</strong>’skey client contacts are women. While women account for only 30 percent ofbusiness travelers worldwide, the percentage of women travelers has beenincreasing steadily among younger generations. For example, women aged24-to-34 account for more than 35 percent of business travelers worldwide.Ensuring an accessibleworkplace in FranceIn France, <strong>CWT</strong> takes a veryproactive approach to theintegration of disabledpersonnel. The companyhas been a member ofthe Hangagés corporate networksupporting the disabled since 2009.And it also established in 2009La Mission Handicap, an internalentity dedicated to promoting theemployment of disabled people.La Mission HandicapLa Mission Handicap was set upby <strong>CWT</strong> France to formally committo reinforce recruitment, trainingand support for the disabled byensuring that disabled employeesbenefit from easier workplaceaccessibility, workstationadjustments, telecommuting,and dedicated equipment andaccommodation facilities.As part of its commitment,<strong>CWT</strong> France has assigned 12representatives to promote LaMission Handicap internally and hasrecruited 36 disabled employeesbetween 2009 and <strong>2012</strong>. Disabledmembers of the <strong>CWT</strong> workforcebenefit from appropriate chairs,large computer screens, softwarefor those with impaired vision andequipment for the hard-of-hearing.The company has also workedtogether with various non-profitorganizations and participatedin many forums focusing on thedisabled. Moreover, <strong>CWT</strong> Francehas signed an agreement withsocial partners, which furtherformalized its commitment in thisarea for three years (2011-2013).In addition, <strong>CWT</strong> France iscommitted to favor outside supplierswhose workforce consists of atleast 80 percent disabled people,for such services as printing ofcommunications materials, cateringand paper/cardboard recycling.Copyright © 2013 <strong>CWT</strong>40
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesTalent acquisitionMy Journey. My <strong>CWT</strong>.Communication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceTo succeed in our New Heights 2015 global ambition,which includes attracting, developing, and retainingthe right talent, we must ensure our recruitmentefforts successfully identify candidates who will alignwith and strengthen our unique culture. These talentednew employees will help us achieve our vision to be theemployer of choice in our industry.<strong>CWT</strong> aims to beperceived as a greatcompany to work for,and as an employerof choice, if not theemployer of choice, within theindustry. To advance that goal, thecompany’s human resources functionhas focused in particular overthe past 18 months on clarifying thecompany’s identity, to ensure thatnew employees have a clear definitionof what to expect when they join.Thanks to this effort, managementJean-Luc Duchemin, Executive Vice President,Global Human Resourceshas identified the key attributes thatcontribute to <strong>CWT</strong>’s unique cultureand values and how they can supportrecruitment.Building on the work achieved todate, human resources specialistsare now defining ways to ensure thatnew hires not only align with <strong>CWT</strong>’sculture and values but have the capabilityto strengthen them. This effortinvolves all HR professionals withinthe company, but especially <strong>CWT</strong>’sroughly 2,000 hiring managers.At <strong>CWT</strong>, we have aunique and compellingculture as an employer.One that is defined byour people, supportedby our core values, and one that isimportant to build upon to becomethe employer of choice in our industry.Also, an effective employee experienceimproves employees’ “discretionary”effort. Committed employees staylonger, perform better, and refer thecompany to prospective employees.We all agree that our people are ourcompetitive advantage. Attractingthe right people to the business is acornerstone of great recruitment. The<strong>CWT</strong> employer brand is as much aboutthe employee experience as it is aboutsimply attracting the right talent.The My Journey. My <strong>CWT</strong> initiative,launched in <strong>2012</strong>, then aims to driveemployee attraction and retention andstrengthen <strong>CWT</strong> competitiveness. Theidea is to make the company’s uniqueidentity clear, especially to externalaudiences, by highlighting <strong>CWT</strong>’s keyattributes:Global Market Leadership- #1 in its industry- Global- Strong reputationStrong Moral Compass- Mutual respect- Openness, integrity- Employees treated asindividualsAchievement throughCollaboration- Winning through collaboration- Trust- High quality co-workersRobust DevelopmentOpportunities- Learn and grow- Personal developmentYou Drive Results- Make a difference- Involvement- Voice your opinionCopyright © 2013 <strong>CWT</strong>41
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceMy journey. My <strong>CWT</strong>. will help makethese cultural attributes clearer andmore visible to people who arethinking about joining <strong>CWT</strong>.Our message is based on anoverriding approach: at <strong>CWT</strong>,employees feel a genuinerespect for one another, act withuncompromising integrity andfeel proud of our global marketleadership. Employees value workingtogether, embrace opportunities forcontinuous learning and have anintense desire to serve customers.The way that we will attract the righttalent as part of our New Heights2015 global ambition will revolvearound how our recruitment processis designed to identify not only theright skills and experience, but alsothe right “fit” culturally. This willenable us to identify people morelikely to stay with the organizationand deliver higher levels ofperformance.A global recruitment processTo ensure that <strong>CWT</strong>’s recruitment process identifies the right skills andexperience, along with the right fit culturally, the company has launched anew global recruitment process.The global recruitmentp rocess aims atobtaining a level ofrecruitment quality thatis the same across allcountries we operate in. It is mainlybased on our set of corporatevalues and has been recentlyorganized and structured in a waythat will enable all recruiters toalign recruitment with our strategicrequirements. A specific tool kithas been created to ensure thatrecruitment fits within the five <strong>CWT</strong>Attributes that characterize ouremployer brand.This global process focuses on threekey stakeholders: the manager whorecruits, the Human Resourcesdepartment point of contact, andthe HR recruiter responsible formanaging the recruitment process.Under the new process, which callsfor more transparency and fasterhiring, hiring managers will be moreinvolved in recruitment.The new process ensures thateach stakeholder involved in theprocess brings their specific addedvalue. It requires all three mainstakeholders to work together,bringing their unique skillsand expertise to contribute tothe success of the recruitment.Respect, communication andagreement are the foundations ofa good partnership between allparties.Copyright © 2013 <strong>CWT</strong>42
ContentsChapter 4<strong>CWT</strong> core valuesChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Human capital developmentCommunication,employee dialogue andemployee engagementTo ensure that <strong>CWT</strong>’s growth remains sustainable over time, the company assesses skills andperformance against constantly changing customer and market requirements. As the world’s leadingtravel management services company, <strong>CWT</strong> aims to reinforce its leadership role in every aspect ofits business. Talent and performance development, as well as employee recognition, are critical tothis goal.Diversity andequal opportunityTalent acquisitionThe current emphasis on talent management within <strong>CWT</strong> aimsat enabling the company to thrive in a more complex, morecompetitive environment while meeting growing employeeexpectations for a satisfactory work-life balance and meaningfuljobs. The structured talent management approach will ensure that<strong>CWT</strong> has the leadership talent necessary to deliver against today’s strategiesas well as the leaders needed for tomorrow’s business challenges.Human capitaldevelopmentHealth and safetyWork-life balanceTalent Development is about how tobring the best out of people.With our talent management approach,we aim to make <strong>CWT</strong> more successfulin business performance and to makeemployees more successful in theirjob by enabling them to unleash theirpotential.Mark Karelse, Vice President, Global Talent Management & LearningCopyright © 2013 <strong>CWT</strong>43
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementTalent managementTalent review processOne of <strong>CWT</strong>’s ambitions is to be a company that attracts, develops, and retainsthe right talent. As such, the company has integrated a talent review processinto its talent management approach. As an example, below is the high-levelprocess for N-4 to N-2:Regional/Functional talent reviews in countries and departmentsTalent assessmentSystematically, <strong>CWT</strong> also follows a philosophy for assessing potential usinga 360-degree assessment. <strong>CWT</strong> believes that a proven track record andsustainable strong performance is a sine qua non to be considered aspotential. In assessing potential, the company looks at three elements: abilityto learn; result capability; and, ambition.Diversity andequal opportunityRegional/Functional management team calibration meetingET members present talent review to CEOTalent acquisitionET calibration meetingOne-on-one feedback to individuals by direct managerHuman capitaldevelopmentIndividual development plans created in partnershipwith individual, manager and HRHealth and safetyWork-life balanceN = CEON-1 = Executive Team (ET)N-2 = direct reports of ETetc.360° Assessment360 is a mandatory activity once or every 2 years for everyonein the talent pool. It provides a basic input for performanceappraisal.Copyright © 2013 <strong>CWT</strong>44
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCareer development andsuccession planningCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionSolid succession planning is a pre-requisite forbuilding sustainable leadership bench strength.We are passionate about identifying and developingour own future leaders! Our global talent reviewprocess is an important enabler to give our people theopportunity to join the talent program, if they have theaspiration and the abilities.Mark Karelse, Vice President, Global Talent Management & LearningLearning & leadershipdevelopment<strong>Carlson</strong> <strong>Wagonlit</strong> <strong>Travel</strong> is committed toproviding learning solutions that enableemployees to improve performance, adapt tochange and achieve business results.Our collective success rests with our ability to grow leaders within ourorganization. “Critical leadership skills as with all learning needs continue toevolve and adapt in order to meet the constantly changing conditions andchallenges of a global marketplace.“Human capitaldevelopmentHealth and safetyWork-life balanceWe want to create really global leaders and to act as aglobal organization. So, all our learning and leadershipdevelopment efforts are aimed at developing peopleto become truly global leaders by helping them learnhow to manage diversity – what it means to do businessin different organizations, in different countries withdifferent regulations.Mark Karelse, Vice President, Global Talent Management & LearningCopyright © 2013 <strong>CWT</strong>45
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunity<strong>CWT</strong> University<strong>CWT</strong> University is the newly globalized online Learning ManagementSystem (LMS) that puts all training content into one, easy-to-find place. Itis the company’s principal vehicle for training deployment, learning-relatedregistration, tracking, and reporting. <strong>CWT</strong> University offers individualizedlearning tracks, enabling supervisors to create, monitor and manage thesetracks to support individual career and development goals.Through its varied portfolio of learning opportunities focused on <strong>CWT</strong> products,services and deliverables, <strong>CWT</strong> University helps field teams increase revenueand profitability, achieve team goals, diagnose clients’ needs and position<strong>CWT</strong> in the best light, and more effectively sell to clients using value-basedselling (VBS) to achieve sales/up-sell goals.Leadership CompassThe Leadership Compass is designed to help us “navigate” whatis most important to successful leadership at <strong>CWT</strong> worldwide.It is a guide to stronger results as an organization, as managersand as individuals. In line with this, five leadership success factorshave been identified :Do What’s RightDeliver TodayBuild for TomorrowInspire and Develop Our PeoplePassion to SucceedOur learning offerings are designed to develop the <strong>CWT</strong> leadershipcompetencies described in our <strong>CWT</strong> Leadership Compass.Talent acquisitionKey <strong>CWT</strong> University featuresOne centralized site for training content.Human capitaldevelopmentHealth and safetyWork-life balanceThe ability to push or assign specific curriculum to an audience.Catalog search capabilities, which makes course informationeasier to locate.Increased flexibility in timing and method of learning.Budget and schedule management to optimize use of limitedtraining budgets and time.<strong>Report</strong>ing and tracking of learning history and progress.Copyright © 2013 <strong>CWT</strong>46
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core values<strong>Travel</strong>er and Transaction ServicesCore CurriculumCommunication,employee dialogue andemployee engagementAs the largest population within <strong>CWT</strong>, travel counselors play a key role in the company’s overallperformance. Launched in early <strong>2012</strong>, the <strong>Travel</strong>er and Transaction Services (TTS) Core Curriculumis the company’s first global training initiative covering all TTS employees worldwide. It provides acommon foundation for employees, regardless of location, line of business, or service configuration.Diversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceThe TTS Core Curriculumis designed to advancethree goals: professionaldevelopment, personalgrowth and competitiveadvantage.The TTS Core Curriculum contentconsists of 50+ courses, rolled outin quarterly waves over <strong>2012</strong> and2013. The first four waves, consistingof 31 courses, were launched in<strong>2012</strong>. These included, for example,<strong>CWT</strong> at a Glance, OrganizationalStructure,, Operational ExcellenceOverview, Fast Track Overview and<strong>Carlson</strong> Hotels.To ensure that travel counselors arecontinuously informed, updatesand other details can be found andaccessed through :<strong>CWT</strong> Online – a repository for allupdates on the program, includinga current list of available courses<strong>CWT</strong> University – where all thecourses are hostedYammer – a “TTS Core Curriculum”group has been formed in Yammerto serve as a forum for questionsand discussion on the programThe ultimate target is to haveevery TTS employee become a <strong>CWT</strong>Certified <strong>Travel</strong> Counselor with a‘Global Booking License.’The license reflects the counselor’senhanced capability to provide thebest booking experience to <strong>CWT</strong>customers anywhere in the world.Berthold Trenkel, Executive Vice President,<strong>Travel</strong>er & Transaction ServicesIn <strong>2012</strong>, <strong>CWT</strong> University and TTS Core Curriculum generated 19,000users and 2,100 learning items listed in eight different languages, ofwhich 475 e-learning modules are available.Copyright © 2013 <strong>CWT</strong>47
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceOperational ExcellenceAs a company, we are determined to meet travelers’ expectations fora high-quality booking experience no matter where they call. The <strong>CWT</strong>Operational Excellence initiative focuses on driving the behaviors,processes and leadership that will ensure we have a sustainable future asthe world’s best.Operational Excellenceis a formal programthat analyzesprocesses, tools andpeople to ensurewe deliver the most effective,consistent, pleasant experienceto each traveler serviced. It is builtaround the idea of a Model <strong>Business</strong><strong>Travel</strong> Center, an “ideal site“ thatserves as a benchmark for <strong>CWT</strong>global standards.This end-to-end process analyzeseverything from a site’s staffing andleadership to its processes, training,performance management andmeasurement of client satisfaction.This underpins our ongoing pursuitof lower operating costs andincreased customer satisfaction.123The Operational Excellence program helps drive our high service quality.In <strong>2012</strong>, 69 sites in the EMEA region participated. A phenomenal amountof work sits behind this; 3,000 members of the EMEA team are involved.This is about focusing on world-class delivery and establishing a consistentstandard baseline of performance across all sites and all networks.Operational Excellence program goals:Building a world-class service delivery processBuilding the baseline & sharing leading practicesGrowing a culture of continuous improvementOur customers demand to be served by the bestReinforcing “working together“ as<strong>CWT</strong>’s way of lifeProviding assistanceAndrew Waller, President, EMEA and Global Partners NetworkOperationalExcellence benefits“Simply the Best BookingExperience“ for ourtravelers<strong>Business</strong> growthReduction of errors andpayoutsEfficient and effectiveprocessesHeightened employeeengagementCopyright © 2013 <strong>CWT</strong>48
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityLeadership development<strong>CWT</strong>’s leadership development programs guide leaders to theright development at the right time. The company’s talentdevelopment system includes a strong leadership developmentcurriculum, early talent identification and international mobility.Establishing clear leadership expectations, these programsensure that individuals have the information they need to support theirdevelopment, fuel sustained success and prepare for the future.Leading Leaders ProgramHarvard ManageMentorTo gain further insight in state-of-the-art leadership techniques andtools, <strong>CWT</strong> and <strong>Carlson</strong> launched a new generation of e-learningsolutions for employees of both companies in late <strong>2012</strong>. These newe-learning solutions consist of ten modules that enable participantsto draw on experts from Harvard <strong>Business</strong> Publishing. An outgrowthof the recently launched partnership between <strong>Carlson</strong> and HarvardUniversity, the initiative encourages peer-to-peer knowledgetransfer across the <strong>Carlson</strong> group and interaction within the HarvardManageMentor leadership development community.Talent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceThe robust, six-month Leading Leaders Program, launched inmid-<strong>2012</strong>, focuses on mid-level leaders – those that lead managersor senior professional staff – who demonstrate exceptionalpotential for growth within <strong>CWT</strong>. The goal is to develop leaderswho are able to bring out the best in our people and ensure weare building an engaging, inspiring, high-performance work environment.The program includes a 360-degree assessment, an in-person classroomsession, and course electives based on individual needs. When fully deployed,Leading Leaders will be launched in every region and will ultimately impact350-500 leaders.At <strong>CWT</strong> we are committed to strengthening ourleadership competencies to drive high performanceand employee engagement. During the last few years,we made several inspirational leadership developmentprograms available to managers in our organization sothey would acquire contemporary leadership skills andcompetencies.Jean-Luc Duchemin, Executive Vice President,Global Human ResourcesCopyright © 2013 <strong>CWT</strong>49
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionThe Global Leadership JourneyThe Global Leadership Journey has been designed to build <strong>CWT</strong>’skey talent through formal development, assessment, coachingand an action learning project. The program is designed to modelMBA programs. <strong>CWT</strong> has partnered with five top business schoolsto deliver exceptional content. In addition, a leadership commontheme is woven throughout the program.The Global Leadership Journey is more than just a classroom program.Participants benefit from a 360-degree feedback process at the beginning ofthe program and support from a professional individual coach to help focus onpersonal development. They also participate in a group action learning projectto apply their knowledge and skills to a real business problem.The program consists of six sessions spread across Asia Pacific, EMEA, LatinAmerica, and North America. The educational content includes businessknowledge, leadership development and coaching, stretch assignments andglobal awareness.Human capitaldevelopmentKey figures <strong>2012</strong>: LeadershipDevelopment Program participantsby the numbersGlobal Leadership Journey (GLJ): 19 <strong>CWT</strong> participantsHealth and safetyWork-life balanceLeading Leaders: 130 participantsLeading Service Center Excellence (LSCE): 50 participantsLeadership Foundation: 640 participantsCopyright © 2013 <strong>CWT</strong>50
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesPerformance developmentCommunication,employee dialogue andemployee engagementAt <strong>CWT</strong> we aspire to become a high performance organization. We are drivingsuperior performance by aligning the way we set targets and expectations, fosteringa culture of development and feedback and assessing individual contribution toreward high performance and to address low performance.Mark Karelse, Vice President, Global Talent Management & LearningDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balancePerformance Management Process<strong>CWT</strong>’s PerformanceManagement Process(PMP) maps the routeto success for eachemployee. The PMPultimately increases employeeretention, promotes teamwork, andimproves employee satisfaction.The core of <strong>CWT</strong>’s PMP is qualitydialogue between the supervisorand employee. Ongoing, timelydiscussions regarding performanceand development are critical foreach employee’s success.• Set <strong>Business</strong> Goals• Review Success Factors• Set Development Goals• Continued ongoinginformal feedback• Review progress against<strong>Business</strong> Goals, successFactors, and Development GoalsQuarter1Quarter3Quarter2Quarter4• Continued ongoing informal feedback• Review progress against<strong>Business</strong> Goals, SuccessFactors, and DevelopmentGoals• Managers preparethe annual reviewMid-yearreviewsDuring mid-yearreviews, managersmeet with membersof their teams todiscuss progressagainst their business and individualgoals (what) and the way theyexecute those goals (how), as wellas their personal developmentareas. These reviews also providean opportunity to identify changesto objectives agreed earlier in theyear and adjust agreements asappropriate.Copyright © 2013 <strong>CWT</strong>51
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4Employee recognition<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balance<strong>CWT</strong> knows thatits people are itscompetitive advantage- they are at the coreof everything that wedo. And recognizing our employees’commitment and effort to contributein making <strong>CWT</strong> successful is takenvery seriously by the company.Various specific programs have beenimplemented at local and corporatelevels across <strong>CWT</strong>’s operations. Tohighlight a few examples, below aresome initiatives from regional andcountry level, as well as functionaland management level:North America: bravo!Employees in North America canshow their appreciation of theircolleagues for a job well done orfor help extended through thebravo! Program. All employees areencouraged to submit their bravo!recognition of a colleague online. Thebest bravo! entry for the month maythen be featured in the dedicatedbravo! section on the intranet.Winners are selected according totheir achievements in supporting key<strong>CWT</strong> values, including customer care,commitment to excellence, culturaldiversity, reliability, entrepreneurialspirit and integrity.APAC: GEM AwardsThe GEM Awards (Goingthe Extra Mile), which spans theentire Asia-Pacific region, recognizestruly outstanding performance andbehavior that are aligned with <strong>CWT</strong>’sglobal core values. While employeescan recognize their colleagues fordemonstrating core values on an adhoc basis, more formal individual/team awards are presented on aquarterly and yearly basis.Theseawards recognize outstandingbehaviors of individuals or teamsin four categories: Voice of theCustomer, People and Culture,Quality and Productivity, andInnovation. Winners are decided bythe <strong>CWT</strong> Leadership Team in eachcountry. All the yearly award winnerswithin each country are also eligiblefor an overall Regional Award percategory and/or a “President’sAward” as nominated by thepresident of the region.UK & Ireland: <strong>CWT</strong> Heroes<strong>CWT</strong> UK & Ireland initiated in <strong>2012</strong>its <strong>CWT</strong> Heroes award to recognizeemployees and/or teams “for goingabove and beyond in their role(s).“Due to the success of the initiative,it will be relaunched in 2013.Employees are called out tonominate a colleague and/or teamwho they think best exemplify theawards criteria. A shortlist fromthe nominations will be derivedquarterly. At the end of the year, 12winners will be declared.Denmark: General Managerfor a DayThe initiative was launched to giveemployees an opportunity to stretchthemselves by filling in the challengingrole of Denmark’s Managing Directorfor a day. Employees who feel up to thechallenge are encouraged to submittheir application.Those selectedengage in such activities as chairingan executive meeting, participating inother internal and external meetings,cooperating with colleagues fromother <strong>CWT</strong> companies and other taskson an ad hoc basis.Copyright © 2013 <strong>CWT</strong>52
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceTTS Awards<strong>CWT</strong> recognizes from across the globe TTS employees who have deliveredoutstandingly on their roles and responsibilities, based on client feedbackand testimonials, and/or process improvements and successful changemanagement implemented in their respective teams. Recognitions arecelebrated during TTS People Appreciation Week and throughout the yearat <strong>CWT</strong> Town Hall meetings and in <strong>CWT</strong> communications. TTS employeeshave the opportunity to receive a plaque or certificate of appreciation from<strong>CWT</strong> for their achievements. In 2013, we will be introducing a Global <strong>Travel</strong>Counselor of the Future Award.Service AwardsIn most wholly owned companies across the different regions, <strong>CWT</strong> givesrecognition to employees who have reached and rendered a certain numberof years with the company in the form of long service awards. Depending onthe country and number of years, the award could be premium for seniority,medal of service, additional vacation days, etc.<strong>CWT</strong> Global Finance AwardsThe Global Finance Awards program, initiated in 2011, provides recognitionfor finance team members worldwide for their contributions during the prioryear. Finance team members are nominated by their peers, managers andinternal customers. Nominees are judged based on their achievements inimproving efficiency and/or timeliness, accuracy, customer service, drivingenhanced profitability and reducing risk. In 2011 and <strong>2012</strong>, several nomineeswere recognized with Honorable Mentions for their significant contributionsto <strong>CWT</strong>’s finance organization.<strong>Carlson</strong> Fellows AwardThe <strong>Carlson</strong> Fellows Award is designed to recognize employees who exemplifythe values and credo of <strong>Carlson</strong> in everything they do. Candidates forthe <strong>Carlson</strong> Fellows Award must have worked for the company for at leastfive years.Recognized <strong>Carlson</strong> Fellows exemplify leadership attributes, such as settingdirection, building high performance winning teams, doing what is right andproducing quality results.<strong>CWT</strong> CEO AwardsThe annual <strong>CWT</strong> CEO Award represents one of the ways in which the companyrecognizes employee achievements that fully support <strong>CWT</strong>’s mission, valuesand strategic priorities.The CEO Awards provide recognition to individuals or teams that deliveroutstanding results in line with the Global Strategic Priorities – Growth,Innovation, Efficiency, Supplier Value, Talent – or deliver exceptional businessperformance in the areas of customer service, performance, quality, employeeengagement and global collaboration. For 2011, the winners were recognizedat the <strong>2012</strong> Global Leadership Conference held in Stockholm in February<strong>2012</strong>; while for <strong>2012</strong>, the winners were awarded at the 2013 GlobalLeadership Conference held in Miami in February 2013.Copyright © 2013 <strong>CWT</strong>53
ContentsChapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Health and safety<strong>Carlson</strong> <strong>Wagonlit</strong> <strong>Travel</strong> is committed to providing a safe and healthy work environment for all itsemployees, including contractors and visitors to <strong>CWT</strong> premises. <strong>CWT</strong> ensures that all employees cancarry out their work in a manner that is in accordance with health and safety regulations.Diversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceEvery reasonable effortis made to promote asafe and healthy workingenvironment by makingavailable appropriateresources to ensure that <strong>CWT</strong>complies with all relevant health andsafety legislations in the countries inwhich it operates.In Australia and New Zealand, forexample, specific Occupational Healthand Safety Policies & Requirementsare available to all employees. <strong>CWT</strong>subsidiaries in Belgium, Poland andthe Netherlands have health andsafety contingency plan policies. TheNetherlands and Switzerland havealso made their policies available viatheir respective intranets. <strong>CWT</strong> UnitedKingdom and Ireland is aiming forOHSAS 18001 accreditation in 2013(OHSAS 18001 is an internationalstandard that helps organizationsmanage and control their occupationalhealth and safety risks and improveOH&S performance). Here are a fewmore examples of health and safetyinitiatives:PolandEmployees at <strong>CWT</strong> Poland receiveinitial health and safety briefings as wellas periodic training. The initial briefing,which covers the country’s labor code,<strong>CWT</strong> work regulations and first aid,is required for all new employees.Ongoing training, provided everyfive or six years, focuses on updatedcontent and includes fire preventionand new techniques. Overseen by amember of the Human Resourcesstaff, the training is provided by anoutside vendor.SwitzerlandThe health and safety programat <strong>CWT</strong> Switzerland coversa wide range of issues, fromworkplace organization andburnout prevention to sexualharassment. The program includesan external hotline available toall employees and their familieswhich covers not only professionalissues but also personal issuessuch as family problems, legal,conflicts and substance abuse.United Kingdom & Ireland<strong>CWT</strong> UK & Ireland has welldeveloped policies covering awide range of topics, with riskassessments encompassing fire,first aid, Display Screen Equipment(DSE), maternity, young persons,lone and night workers, stress andwellbeing, driving on business andmanual handling. Also, routineworkplace inspections take placeand there are procedures in placefor accident/incident reporting.Through our membership withthe British Safety Council (BSC),we are able to deliver recognisedtraining to our network of branchHealth and Safety Coordinators.These volunteers are trained onthe introductory level of NationalVocational Qualification, aworkplace learning qualification.Furthermore, as part of the benefitsof our membership, a 24-houradvice helpline through the BSCis available and accessible to ourHealth and Safety Coordinators. TheFacilities & Environmental Manager,a qualified Technician member ofthe Institution of OccupationalSafety & Health (IOSH), also servesas the point of contact for all UK &Ireland health and safety concerns.Copyright © 2013 <strong>CWT</strong>54
ContentsChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementDiversity andequal opportunityTalent acquisitionDenmarkAt <strong>CWT</strong> Denmark, employeesbenefit from natural ventilation,which helps ensure an excellentindoor climate. In the canteen, foodand beverages are 50 - 70% organic.And a fitness room is available toemployees all day.GermanyA Safety Officer is named at each<strong>CWT</strong> Germany site, with coordinationprovided by the company’sheadquarters in Eschborn. <strong>CWT</strong>Germany maintains employer’sliability insurance coverage,occupational health and safetymeasures, and initiatives coveringhealth promotion. Health and safetytraining is provided annually andexternal audits of the employer’sliability insurance coverage areconducted by TÜV Rheinland.Netherlands<strong>CWT</strong> Netherlands has installedCompany Emergency Response(CER) teams to ensure the healthand safety of everyone at its sites.The teams consist of 21 <strong>CWT</strong>employees – CER officers – whoare trained to provide first aid andemergency care in the event of anemergency.CER officers, who are certifiedduring a two-day basic trainingcourse, are responsible forpreventing and fighting fires,reducing the impact of accidents,providing support by alertingand evacuating employees andothers in emergency situations, andcarrying out fire evacuation drillsat least once a year.Singapore<strong>CWT</strong> Singapore won the SingaporeHEALTH Bronze Award in <strong>2012</strong>,which was conferred by theSingapore Health Promotion Boardfor companies that demonstrateexcellence and commitment toemployee health and wellbeing.<strong>CWT</strong> Singapore was recognized foroutstanding efforts, and impressedthe panel with regular organizedphysical activities and sports, healthand wellness talks, sponsoredhealth screenings, and even annualinfluenza vaccinations. The team iscommitted to strive for a Silver orGold Award in 2014.Human capitaldevelopmentEach <strong>CWT</strong> location in theNetherlands is equipped withfirst-aid kits, fire extinguishers,evacuation floor plans and anemergency and evacuation plan.Health and safetyWork-life balance<strong>CWT</strong> Denmark office facilitiesCopyright © 2013 <strong>CWT</strong>55
ContentsChapter 4<strong>CWT</strong> core valuesCommunication,employee dialogue andemployee engagementChapter 4 - Human Resources <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Work-life balanceA sense of well being directly correlates to employee engagement. As partof a broad effort to heighten engagement among all generations, <strong>CWT</strong> isexamining the various ingredients that contribute to employees’ sense of wellbeing on the job. A satisfactory work-life balance ranks high on the list.Here are a few examples of how <strong>CWT</strong> is providing flexibility that contributes to employees’ work-life balance:Diversity andequal opportunityTalent acquisitionHuman capitaldevelopmentHealth and safetyWork-life balanceNorth AmericaThe <strong>CWT</strong> Telecommuting Programin North America makes it possiblefor employees to work at home,on the road, and/or in a satellitelocation. Eligible employees mustwork full time, obtain approval fromtheir manager, be able to workwith little supervision and have ademonstrated track record of strongperformance. In addition to a safe,quiet and suitable home workplace,telecommuting employees areexpected to have appropriateinternet and network capability.Netherlands: Work@HomeWins Dutch Telework Award<strong>CWT</strong>Netherlands won theTelewerkJaarprijs 2010 teleworkaward for its Work@Home program.The program gives employees theopportunity to work from home froma half day to several days a week. Theaward was presented by the DutchE-work Foundation (a telework forum)to recognize the organization thathas implemented “The New Way ofWorking” in an exemplary manner. Theforum cited <strong>Carlson</strong> <strong>Wagonlit</strong> <strong>Travel</strong>’scommitment to its employees andto employee retention as the mainreason for presenting the award tothe company.Several other <strong>CWT</strong> units inEurope also offer work at homeopportunities, including Belgium,Denmark, Germany, Poland, Sweden,Switzerland and the UK & Ireland.<strong>CWT</strong> India Dayand Family WeekThe Employee Engagement Teamat <strong>CWT</strong> India organized a specialset of events during Spring <strong>2012</strong>to help employees manage ahealthy work-life balance and taketime to appreciate and thank familymembers who provide support on anongoing basis. Celebrations startedon May 28 with <strong>CWT</strong> India Day,followed by Family Week. The eventsculminated with Taare ZameenPar – a Gift for Children Program.<strong>CWT</strong> India Day, Family Week andTaare Zameen Par included funactivities to engage employeesand their family members. Games,activities, lunches and tours of theoffices were organized throughoutthe week with the main focus oncelebrating relationships.<strong>CWT</strong> IndonesiaCompany OutingIn <strong>2012</strong>, <strong>CWT</strong> Indonesia organizedits annual company outing by invitingits staff from all over Indonesia tospend the weekend together, andtake the time to get to know anotherby meeting face-to-face those withwhom they normally only keep intouch by email. During the event,<strong>CWT</strong> Indonesia also gave recognitionto outstanding employees, as wellas held parlor games and gave awaydoor prizes.Copyright © 2013 <strong>CWT</strong>56
ContentsChapter 5Environment<strong>CWT</strong>’s environmental approach<strong>CWT</strong>’s carbon management projectReducing <strong>CWT</strong>’s greenhouse gas emissions and managing energy consumptionMore environmental best practices in <strong>CWT</strong> geographiesEnabling customers to be more environmentally friendly
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5<strong>CWT</strong>’s environmental approach<strong>CWT</strong>’s environmentalapproach<strong>CWT</strong>’s carbonmanagement projectAs <strong>CWT</strong> fulfills its environmental responsibilities, the company focusesboth on internal initiatives and on ways to help customers lower theirenvironmental footprint. The former aims to reduce the environmentalimpact of <strong>CWT</strong>’s own activities. The latter is designed to enable customersto better evaluate, manage and reduce the impact of their business travel.ENVIRONMENTPrinciples 7, 8, 9Reducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionMore environmentalbest practicesin <strong>CWT</strong> geographiesManagement of environmental topics<strong>CWT</strong>’s Global <strong>Responsible</strong> <strong>Business</strong> team’s main environmentalmission is to implement a corporate strategy in order toreduce the company’s carbon footprint and thus minimizethe environmental impact of its activities. This global strategywill also result in lower operational costs. Carbon emissionswill progressively become one of the indicators of the company’s globaloperational performance.Enabling customersto be moreenvironmentally friendlyCopyright © 2013 <strong>CWT</strong>58
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5<strong>CWT</strong>’s environmentalapproach<strong>CWT</strong>’s carbonmanagement projectReducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionMore environmentalbest practicesin <strong>CWT</strong> geographiesEnabling customersto be moreenvironmentally friendly<strong>CWT</strong>’s carbon management projectGlobal greenhouse gas managementThe <strong>CWT</strong> Carbon Management Project lays the foundation for asystematic, company-wide approach to managing the company’scarbon emissions. The project will produce an overview of <strong>CWT</strong>’scarbon footprint and provide a benchmark for future carbonreduction efforts at the corporate level.A broad program, coordinated at the corporate level and designed to supportthe company’s climate change goals, was launched in <strong>2012</strong>.Global carbon management project objectiveThe approach introduced in <strong>2012</strong> is designed tobroadly structure and deploy the company’s goalsfor reducing its own greenhouse gas emissions.It will enable the company to respond more completely andconsistently to:Regulatory reporting requestsRequests from customers, who integrate the reduction of CO 2from businesstravel into their environmental strategiesEmployee expectations regarding our societal and environmentalresponsibilitiesExternal requests from investors or rating agencies, in particular the CarbonDisclosure Project (see box).It consists of two main phases.Phase One in <strong>2012</strong>: Introduction of a global approach for measuringgreenhouse gas emissions.Phase Two in 2013 and 2014: Formulation and broad execution of actionprograms. These programs will be partly defined by capitalizing on theexemplary experience and initiatives of countries, such as the Netherlandsand the UK (see pages 64-66)The Carbon Disclosure Project is a not-for-profit organization of 500institutional investors holding US$ 64,000 billion in assets throughoutthe world. Its mission is to enlighten the investment decisions of itsmembers by assessing the carbon performances of the world’s 3,000largest companies.Copyright © 2013 <strong>CWT</strong>59
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5Project scope<strong>CWT</strong>’s environmentalapproach<strong>CWT</strong>’s carbonmanagement projectAn accounting and carbon pilot was carried out in the UK,France, Germany, and the Netherlands to measurethe precise carbon impact of their internal activities in 2011.The program will be expanded during its second phasein 2013 and 2014. Based on experience gained during the pilot phase,the greenhouse gas inventory will be enlarged in order to cover countriesrepresenting a majority of the company’s revenues.In <strong>2012</strong>, <strong>CWT</strong> carried out a pilot carbon accounting and reporting projectin four countries (France, Germany, the Netherlands and the UK) basedon their 2011 activities and relying on existing best initiatives in thosecountries.To learn more: www.carlsonwagonlit.com/en/global/our_company/corporate_social_responsibilityReducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionPilot project methodologyMore environmentalbest practicesin <strong>CWT</strong> geographiesEnabling customersto be moreenvironmentally friendlyGreenhouse gas emissions sources<strong>CWT</strong> has drawn up an inventory of its activities according to the GreenhouseGas Protocol methodology. The inventory includes the following direct andindirect emissions:Energy used by buildingsFuel consumption of vehicle fleetsEmployee business travelEmployee commutingEmission factorsThe emission factors used, compatible with GHG Protocol methodology, arethose of the UK Department for Environment, Food and Affairs (Defra) andthe French agency for energy and the environment (ADEME). They includenot only CO 2but all greenhouse gases responsible for global warming.<strong>CWT</strong> has integrated all its direct emissions and some indirect emissionsinto its <strong>2012</strong> pilot project inventory.Copyright © 2013 <strong>CWT</strong>60
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5<strong>2012</strong> Pilot project results<strong>CWT</strong>’s environmentalapproachThe GHG Protocol, the methodology most often used throughout the world to measure and manage greenhouse gas emissions, defines three categoriesof emission sources (scopes 1, 2 and 3)<strong>CWT</strong>’s carbonmanagement projectReducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionMore environmentalbest practicesin <strong>CWT</strong> geographiesEnabling customersto be moreenvironmentally friendlyThe following were factored into the methodology for <strong>CWT</strong>’s pilot project:Scope 1: direct emissions arising from the combustion of fossil fuels inbuildings (heating oil and gas), and a portion of professional travel (fuel forthe <strong>CWT</strong> vehicle fleet)Scope 2: indirect energy emissions of buildings (electricity and urban heating)Scope 3: indirect emissions including professional travel (excluding the <strong>CWT</strong>vehicle fleet) and commutingResults of the <strong>CWT</strong> <strong>2012</strong> pilot project: an annual total of 13,300 metric tons of CO 2equivalent for the four pilot countries (France, Germany, theNetherlands and UK) in 2011.Breakdown ofgreenhouse gasemissions in the <strong>2012</strong>pilot project accordingto emission sourcesCommuting43%Outlook for 2013 - 2014Buildings22%<strong>Business</strong> travel35%Scope 371%Scope 118%Scope 211%Breakdown ofgreenhouse gasemissions in the <strong>2012</strong>pilot project accordingto the GHG Protocolmethodology (see box)The pilot inventory results show that, as is typical with service companies,most emissions come from business travel (consisting of scope 1 and scope3) and employee commuting (from scope 3), which together represent 78%of total emissions. Building-related emissions (from scopes 1 and 2) representless than a quarter of total emissions.Following the pilot inventory, <strong>CWT</strong> will carry out a more extensive inventory of its greenhouse gas emissions in 2013 - 2014. It will progressively includethe countries which represent a majority of <strong>CWT</strong>’s revenues. At the same time, the company will further improve the monitoring of energy consumption ofbuildings and commuting.Copyright © 2013 <strong>CWT</strong>61
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5<strong>CWT</strong>’s environmentalapproachEnergy consumption of buildingsNearly 70% of the energy consumed by buildings consistsof electricity. The rest consists of gas and a negligible amountof heating oil (3%). This data only covers the four pilot countries, and is notrepresentative of the whole company.Gas28%KWhHeating oil3%Gas35%tCO 2eHeating oil3%<strong>CWT</strong>’s carbonmanagement projectReducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumption<strong>Business</strong> tripsEmployees in the four pilot countries traveled more than 28 million kilometersduring 2011.Plane53%Breakdown of energyconsumption in 2011- four pilot countriesKMElectricity69%Electricity62%Breakdown of greenhouse gasemissions from buildings2011 - four pilot countriesTrain8% PlaneTrain68%2%tCO 2eMore environmentalbest practicesin <strong>CWT</strong> geographiesAir travel accounted for more than half, while car travel represented more thana third. Rail travel accounted for nearly 10% of the total distance.Nearly two-thirds of greenhouse gas emissions came from air travel in 2011,and the remaining third is attributed to cars.Car39%Breakdown of kilometres travelledin 2011 - four pilot countriesCar30%Breakdown of greenhouse gasemissions from business trips in2011 - four pilot countriesEnabling customersto be moreenvironmentally friendlyIn addition to the pilot project, <strong>CWT</strong> has conducted a separate carbon inventory in France to assess greenhouse gas emissions, reduce environmentalimpact and respond to new regulatory obligations arising from article 75 of the Grenelle 2 Act.(see next page: “Focus on the 2011 carbon footprint of <strong>CWT</strong>’s 3 entities in France: <strong>CWT</strong> France, <strong>CWT</strong> Distribution, and <strong>CWT</strong> Meetings & Events”).Copyright © 2013 <strong>CWT</strong>62
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5<strong>CWT</strong>’s environmentalapproach<strong>CWT</strong>’s carbonmanagement projectFocus on the 2011 carbon footprint of <strong>CWT</strong>’s 3 entities in France:<strong>CWT</strong> France, <strong>CWT</strong> Distribution, and <strong>CWT</strong> Meetings & EventsMethodology: Calculation of greenhouse gas emissions according to the GHG Protocol methodology. Emission factors taken into account were those of the“Base Carbone” (ADEME V 7.1).Buildings: Energy consumption was estimated from energy expenditure per supplier. Service charges were not included.<strong>Business</strong> travel: <strong>Business</strong> travel included the fuel consumption of leased cars and service vehicles. Fuel consumption of private vehicles for business purposeswas estimated from reimbursements per kilometer. <strong>Travel</strong> by plane and train was extracted from the PMC carbon management system in km and tCO 2e.Commuting: Commuting trips were estimated from the number of public transport cards reimbursed by <strong>CWT</strong>, with additional input from French NationalInstitute of Statistics (INSEE) studies.Reducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionMore environmentalbest practicesin <strong>CWT</strong> geographies<strong>CWT</strong> France<strong>CWT</strong> Distribution<strong>CWT</strong>M&ETOTAL *Scope 1: Direct emissions 455 655 20 1 128 tCO 2eEnergy consumption of buildings (gas and heating oil) 155 620 0 776 tCO 2eEnergy consumption of company cars andservice vehicles300 35 20 352 tCO 2eScope 2: Indirect emissions 80 120 5 207 tCO 2eElectricity consumption of buildings 80 120 5 207 tCO 2eScope 3: Other indirect emissions 2 550 1 225 115 3 886 tCO 2eOther emissions due to energy (excluding scopes 1 and 2)(upstream emissions and online losses)85 75 5 163 tCO 2e<strong>Business</strong> trips (train, plane and private cars) 165 50 10 221 tCO 2eCommuting trips 2 300 1 100 100 3 501 tCO 2eTOTAL 3 085 2 000 140 5 220 tCO 2e*Note: Numbers may not add due to roundingScope: The study was based onthe three legal entities controlledby <strong>CWT</strong> in France: <strong>CWT</strong> Distribution,<strong>CWT</strong> France and <strong>CWT</strong> M&E. Theseentities have in total about 2,000full-time-equivalent employees.<strong>CWT</strong> France represented the majorityof greenhouse gas emissions( 59%). <strong>CWT</strong> Distribution accountedfor 38% and the remaining 3% <strong>CWT</strong>M&E. Commuting was the mainsource of emissions for all threeentities (67%), followed by theenergy consumption of buildings(21%) and business travel (12%).Enabling customersto be moreenvironmentally friendlyIn 2011, greenhouse gas emissions from activities in France represented 5,220 metric tons of CO 2equivalent ( tCO 2e), i.e. 39% of greenhouse gasemissions from the four countries included in the company’s pilot project.Copyright © 2013 <strong>CWT</strong>63
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5<strong>CWT</strong>’s environmentalapproach<strong>CWT</strong>’s carbonmanagement projectReducing <strong>CWT</strong>’s greenhouse gasemissions and managing energyconsumptionEnergy efficiency in buildingsReducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionMore environmentalbest practicesin <strong>CWT</strong> geographiesEnabling customersto be moreenvironmentally friendly<strong>CWT</strong> actively seeks to reduce the environmental impact of its offices. Here are examples of energy consumption management inthe UK and Netherlands.<strong>CWT</strong> NetherlandsWhenever new premises are selected, they must be energy efficient andenvironmentally friendly, such as the new <strong>CWT</strong> offices in Arnhem, Eindhovenand The Hague. <strong>CWT</strong> Netherlands is also actively reducing the environmentalimpact of existing buildings, notably at the unit’s head office in Diemen.Efforts aim to reduce the company’s carbon footprint while optimizingexpenditure linked to energy consumption in a context of rising prices.<strong>CWT</strong> United KingdomIn the UK over the past three years, <strong>CWT</strong> has introduced a company-wideEnvironmental Management System and achieved ISO 14001 accreditation.The company has been recognized by a number of organizations, includingthe UK Government’s Department of Environment, Food and Rural Affairs(Defra), for its sustainability performance.In addition, as part of the implementation of the ISO 14001 environmentalstandard, motion detectors have been installed in a number of offices to controllighting. Awareness campaigns have also been conducted to encourage staffto economize electricity. <strong>CWT</strong> UK has undertaken to open a dialogue with theowners of its offices to explore various way of reducing energy costs.In <strong>2012</strong>, <strong>CWT</strong> UK retained its category A rating with AchillesVerify, an accreditation which evaluates and monitorssustainable procurement in the energy industry. Thecompany improved its accreditation score to an averagevalue of 96% across all categories. <strong>CWT</strong> UK has woncertification – which involves rigorous evaluation of candidates’ quality,environmental and health & safety management systems, including training,operations, and equipment – every year since 2010. The <strong>2012</strong> scores were12% higher than the industry average score for health and safety assessmentand 14% higher for environment.<strong>CWT</strong> Germany, which obtained ISO 14001 certification in <strong>2012</strong>, is alsointroducing measures to improve the energy efficiency of its buildings.Copyright © 2013 <strong>CWT</strong>64
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5Controlling CO 2emissions linked to employee travel<strong>CWT</strong>’s environmentalapproach<strong>CWT</strong>’s carbonmanagement projectReducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionFew examples:In the Netherlands, the‘‘Our Work@Home’’ program has made it possibleto set up remote working procedureswhile respecting all legal health andsafety requirements. Employees usethe latest technologies to maintainclose links with their colleaguesfrom home. In 2011, more than75 employees (about ¼ of thepopulation in NL) work this way forat least half of their weekly workinghours.Several countries select their vehiclefleets according to environmentalcriteria and energy efficiency. Thanksto the use of cleaner vehicles, <strong>CWT</strong>UK reduced its greenhouse gasemissions significantly between2008 and 2011 - from 480 to 162metric tons of CO 2.The company also sometimesencourages the use of publictransport, car sharing and bicycles.For example, when an employeeevent was held in <strong>2012</strong>, <strong>CWT</strong> UKcalculated the environmental impactof employee travel to the event,and encouraged the use of moresustainable modes of transport, suchas trains and shared cars providedat rail stations and airports. In thisway, 35% of participants helpedreduce the environmental impactof the event.More environmentalbest practicesin <strong>CWT</strong> geographiesEnabling customersto be moreenvironmentally friendlyControlling IT energy consumptionIn IT, as in other domains, the company aims to reduce electricityconsumption and its carbon footprint. In France, a program to reducethe number of servers, facilitate maintenance and replace printersproduced significant results, reducing the company’s environmentalimpact.Copyright © 2013 <strong>CWT</strong>65
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5<strong>CWT</strong>’s environmentalapproachMore environmental best practicesin <strong>CWT</strong> geographies<strong>CWT</strong>’s carbonmanagement projectReducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionMore environmentalbest practicesin <strong>CWT</strong> geographiesEnabling customersto be moreenvironmentally friendlyEncouraging responsible purchasing<strong>CWT</strong> recognizes the importance of responsible purchasing. For examplesince January <strong>2012</strong>, <strong>CWT</strong> Netherlands has been using a program thatclosely monitors the validity of its suppliers’ certification. This means that theproportion of purchases from certified suppliers is measured and tracked inrelation to total purchases. In <strong>2012</strong>, 67% of purchase contracts were signedwith certified suppliers, guaranteeing the origin, quality and compliance ofproducts.Preserving natural resourcesThe company progressively encourages employees to limit the use of paperand use electronic documents as much as possible. For example, <strong>CWT</strong>Germany uses only environmentally friendly paper (supplied by DeutschePapier VertriebsGmbH) and participates in the “Carbon Neutral Paper”project organized by Climate PartnerGmbH. As a further step to support thebattle against climate change, the company also supports the VER (verifiedemission reduction units) hydro-electric power project in Pueblo Nuevo Viñas,Guatemala.Reducing and recycling waste<strong>Carlson</strong> <strong>Wagonlit</strong> <strong>Travel</strong> sorts and recycles its waste in a number of countries.In 2010/2011, <strong>CWT</strong> Netherlands rolled out a new method to collect spentprinter cartridges, combined with a reduction in the number of multifunctionalprinters in use. With new software to monitor cartridge usage, <strong>CWT</strong> Netherlandsbegan tracking printer cartridge recycling in 2011. Now, printer cartridges aresystematically recycled.Meanwhile, in the UK, collection points for various materials have been introducedfor paper, plastic, metal, mobile phones, batteries and printer cartridges as partof a Waste Resources Action Plans reduction program. Similar office wastereduction and recycling efforts are underway in the U.S. and Canada.<strong>CWT</strong> Hong Kong was also recognized under the Caring Company Logoaward for their “Caring for the Environment” achievements. Highlightedinitiatives included their implementation of mechanisms to minimize energyconsumption throughout their office premises; recycling of used paper;reducing paper wastage; choosing a shark’s-fin-free menu for their employeeannual party; and CO 2emissions tracking for travelers through our travelprogram management tool. <strong>CWT</strong> Hong Kong also donated second-handcomputers and equipment to Caritas HK Computer Workshop, who, in turn,refurbished these computer sets and provided at low price or for free to theneedy, public schools and other Welfare Service Organizations.Copyright © 2013 <strong>CWT</strong>66
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5<strong>CWT</strong>’s environmentalapproach<strong>CWT</strong>’s carbonmanagement projectReducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionMore environmentalbest practicesin <strong>CWT</strong> geographiesEnabling customersto be moreenvironmentally friendlyReducing and recycling waste (Continued)In the Americas, efforts to reduce the environmental impact of the company’sown activities are piloted by a <strong>CWT</strong> Americas Environmental Committee,which focuses on:Green printing – encourages reduced levels of printing by allemployees by raising awareness and teaching people how to savepaper.Green kitchen – strives to make kitchen and break room spaces at<strong>CWT</strong> offices more green by converting to reusable and washable dishesand utensils, using environmentally friendly cleaning products, etc.Green supplier – encourages preferred suppliers to respect ourcommitment to the environment by requesting that they avoid printingpresentations or other documents, avoid using disposable productswhen bringing in food, etc.Recycling initiative – works with <strong>CWT</strong> offices across the U.S. andCanada to ensure they are equipped to facilitate on-site recycling. <strong>CWT</strong>arranges third-party pick-up service in leased buildings where suchrecycling services are not already provided.Green power group – advocates for reduced use of gas and electricitythrough employee communication and education. The group conductsan annual assessment of <strong>CWT</strong> Americas’ Carbon Dioxide Equivalent,or carbon footprint, helping to drive continual reductions in emissions.Eco-friendly paper purchasing – currently exploring the potentialfor <strong>CWT</strong> to increasingly purchase eco-friendly paper products.Copyright © 2013 <strong>CWT</strong>67
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5<strong>CWT</strong>’s environmentalapproach<strong>CWT</strong>’s carbonmanagement projectEnabling customers to be moreenvironmentally friendlyOne of the most significant opportunities for <strong>CWT</strong> to contribute to the protection of the environmentis by helping clients reduce the environmental impact of their travel. We achieve this by providinginformation that can influence their travel decisions and enable them to reduce their carbonfootprint.Reducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionAt each stage of its service chain, <strong>CWT</strong> proposes services and tools to help customers make their sustainable developmentpolicies more effective.1 Pre-travel reservations2Ticketing & billing3Management& optimizationMore environmentalbest practicesin <strong>CWT</strong> geographiesCalculate projected CO 2emissions with <strong>CWT</strong> CarbonCalculatorEvaluate potential alternativeswith <strong>CWT</strong> TelepresenceBenefit from e-ticketsfor air & rail travelReduce paper consumptionelectronic fiscal documentsMeasure CO 2emissionswith <strong>CWT</strong> ProgramManagement CenterInform business travelerswith <strong>CWT</strong> Policy MessengerEnabling customersto be moreenvironmentally friendlyCopyright © 2013 <strong>CWT</strong>68
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5<strong>CWT</strong>’s environmentalapproachContributing to the sustainabilityof our clients’ travels<strong>CWT</strong> ‘s approach is to ensure that travelers have the tools and information to incorporate environmental considerations into business decisions:<strong>CWT</strong>’s carbonmanagement projectCalculating CO 2emissionsThe <strong>CWT</strong> Carbon Calculator is a tool available to travelers as they research and book travel. It enables them to comparecarbon emissions generated by various options, including various airlines and air vs. rail decisions onroutes where both modes are available.Reducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionMore environmentalbest practicesin <strong>CWT</strong> geographiesThis tool assesses the CO 2impact of the trip depending on the itinerary, type of transport and flight class (if air travelis involved).The simulator uses Defra methodology.Some countries, such as the Netherlands, systematically provide CO 2emissions as part of trip data, helping to sensitizetravelers to environmental issues.Reducing paper consumption<strong>CWT</strong> also helps reduce paper consumption through e-documents. Invoices are no longer printed; they are created,hosted and archived on an online portal. This solution also makes it possible to save up to 70% on the cost ofprocessing an invoice, and to preserve natural resources. 98% of <strong>CWT</strong> customers have adopted this procedure.<strong>CWT</strong> also proposes e-tickets to customers. (see box)ENVIRONMENTPrinciples 7, 8, 9Enabling customersto be moreenvironmentally friendlyThe increasing use of virtual, e-tickets is significantly reducing the quantity of paper consumed by customers. <strong>CWT</strong> has been systematically distributingplane e-tickets for a number of years. Since early 2010, <strong>CWT</strong> has also actively participated in the development of e-tickets for the French nationalrailway (SNCF).Copyright © 2013 <strong>CWT</strong>69
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5Greenhouse gas emissions dashboard<strong>CWT</strong>’s environmentalapproach<strong>CWT</strong>’s carbonmanagement projectReducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionMore environmentalbest practicesin <strong>CWT</strong> geographiesEnabling customersto be moreenvironmentally friendlyAll clients have access to the <strong>CWT</strong> Program ManagementCenter, a tool that provides carbon emissions reporting andgives clients a comprehensive view of their travel program’senvironmental impact. The tool’s dashboard can provide arange of information, such as carbon emission per period, pertraveler, etc. What is more, projected carbon emissions for any given trip canbe compared to actual, post-trip calculations.Emissions managementBased on the reporting, travel managers can benchmark environmentalimpact, creating a baseline enabling them to actively reduce the carbonfootprint of their business travelers.Offsetting greenhousegas emissionsSome customers want to go one step further and offset the residual emissionsof their travel. This is why <strong>CWT</strong> offers a carbon offset service to all of its clients.Carbon offsets can be arranged through the London based Carbon NeutralCompany, the Climate Neutral Group in Utrecht, the Netherlands, or anyother preferred party.Proposing travel alternatives<strong>CWT</strong> Telepresence customer tool provides an alternative to physical travelthrough teleconferencing.Homepage of the personalized <strong>CWT</strong> Program Management Center,showing a graph for a company’s CO 2emissionsCopyright © 2013 <strong>CWT</strong>70
ContentsChapter 5 - Environment <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 5<strong>CWT</strong>’s environmentalapproach<strong>CWT</strong>’s carbonmanagement projectReducing <strong>CWT</strong>’sgreenhouse gasemissions andmanaging energyconsumptionMore environmentalbest practicesin <strong>CWT</strong> geographiesEnabling customersto be moreenvironmentally friendlyBest practices in the UK:Estimating the overall cost of travel<strong>CWT</strong> UK’s Total Impact <strong>Report</strong> provides clients with a consolidated view ofthe cost of business travel, including environmental impact. It focuses onthree critical areas of cost and emissions impact: ticket cost, productivity ofthe individual while travelling and carbon offset cost. By awarding a value toeach of these elements, especially when reviewing domestic UK mainlandtravel, it is possible to see that, while some routes are cheaper at face valuewhen only ticket price is considered, the consolidation of the total impactmay show, for example, that rail travel can be the more cost-effective option.Defra<strong>CWT</strong> UK was recognized by Department for Environment, Food and RuralAffairs (Defra) for helping the department achieve its sustainability objectives.One example included <strong>CWT</strong> encouraging a modal shift in transport choicefrom air to rail to reduce emissions. This helped Defra achieve its SustainableOperations on the Government Estate (SOGE) targets for business travel.Entries were judged by Defra’s Procurement and Contracts Division, seniormanagers and a sustainability advisor.GBTA Project ICARUS<strong>CWT</strong> is proud to be an Advisory Committee Member of GBTA Project ICARUS– Europe. Project ICARUS is an initiative of the GBTA thatconducts research, provides education and promotessustainability in the business travel and meetings sectors.<strong>CWT</strong> is the only travel management company engagedin Project ICARUS, sharing experiences with others tofacilitate an industry-wide shift to sustainable solutions.Best practices inthe Netherlands:Integrated Compensation togovernment customersIntegrated Compensation involves integrating the direct costs oftravel with the cost of carbon offsets for a particular trip. It enablestravel managers to avoid unwieldy, annual or semi-annual lump-sumcompensation payments by allocating compensation costs to specificcost centers or travelers. The Integrated Compensation program has beenimplemented in close cooperation with the Climate Neutral Group.Green Feather 2010<strong>CWT</strong> Netherlands has been awarded the ‘Greenest Initiative 2010 Feather’for initiatives in the field of sustainability. The Dutch travel trade journalTravMagazine presents Feather awards annually. They go to travel agentsthat offer the best range in a specific category. The sector views the Feathersas a leading professional award.Copyright © 2013 <strong>CWT</strong>71
ContentsChapter 6<strong>Responsible</strong> Products and Services<strong>Business</strong> continuity<strong>CWT</strong> <strong>Travel</strong> Stress Index<strong>CWT</strong> Meeting Optimizer
ContentsChapter 6 - <strong>Responsible</strong> Products and Services<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 6<strong>Business</strong> continuity<strong>Business</strong> continuity<strong>Business</strong> continuity: Essential for sustainabilityA sustainable business is one where critical functions continue to beperformed even under the most challenging conditions. <strong>CWT</strong>’s <strong>Business</strong>Continuity Plan is designed to ensure ongoing service, consistency andrecoverability in the event of a disruption and/or incident affecting any ofthe company’s wholly owned offices.<strong>CWT</strong> <strong>Travel</strong>Stress Index<strong>CWT</strong> Meeting OptimizerThe <strong>CWT</strong> <strong>Business</strong>Continuity Plan (BCP)aims to ensure that, inthe event of a disruption,critical functions remainavailable for customers, suppliers,regulators and other entities. TheBCP is based on a formal <strong>Business</strong>Continuity Policy and is managedaccording to three key performanceindicators. As part of its mission,the <strong>CWT</strong> <strong>Business</strong> ContinuityManagement team is responsiblefor tracking implementation as wellas crisis management.With 24/7 worldwide operations,the travel industry is vulnerable tonumerous risks and threats. <strong>CWT</strong>recognizes that preparedness fora crisis is critical to the long termresilience of its business. In the eventof a crisis situation, a swift response isessential to the organization’s abilityto meet its operational objectivesand priorities. Therefore <strong>CWT</strong> hasestablished a Corporate Crisis Teamto take over global coordination inthe event of a crisis.<strong>Business</strong> Continuity is not somethingimplemented at the time of adisaster. It refers to those activitiesperformed daily to maintain service,consistency and recoverability. <strong>Business</strong>Continuity Planning is a methodologythat is followed by everyone in theorganization on a daily basis to ensurenormal operations.Isabelle Bousquet, Senior Director,<strong>Business</strong> Continuity and Crisis ManagementCopyright © 2013 <strong>CWT</strong>73
ContentsChapter 6 - <strong>Responsible</strong> Products and Services<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 6<strong>Business</strong> continuity<strong>CWT</strong> <strong>Travel</strong>Stress Index<strong>CWT</strong> Meeting Optimizer<strong>Business</strong> Continuity Plan:Robust business continuityplanning and validationTThe company’s BCPcovers a wide varietyof potential incidents,from local to regionaldisruptions. Potentialactivity disruptions include eventssuch as those resulting from thefailure of a <strong>CWT</strong> infrastructurecomponent or a major eventaffecting the travel industry. Inmany cases, the impact on <strong>CWT</strong> isa surge in demand as a result of, forexample, a strike action affecting acarrier or flight controllers, weatherconditions impacting one airport, orthe grounding of a specific aircrafttype by an airline or manufacturercausing flight cancellations in aregion.<strong>CWT</strong> requires all of its whollyowned entities to have a detailed<strong>Business</strong> Continuity Plan, builtupon a template developed bythe company’s Corporate <strong>Business</strong>Continuity/Crisis department.It provides guidelines and aframework for <strong>CWT</strong> managers toensure appropriate managementof disruptions and/or incidentsaffecting <strong>CWT</strong> as an organization.In addition to wholly ownedcountries, the requirement appliesto <strong>CWT</strong>’s joint venture companies inChina, Indonesia and Japan. It alsoapplies to all support locations, suchas HQ offices, dedicated <strong>Business</strong><strong>Travel</strong> Centers, U.S. military andgovernment services, dedicatedMeeting and Events locationsworldwide, and dedicated Energyand Services offices.The <strong>Business</strong> Continuity Plantakes into account six scenarios:fire, pandemic, natural disaster,power outage, workplace violenceand IT and telecom failure. Plansto manage IT and/or telecomdisruption are defined by IT andtelecom organization and managers.The <strong>Business</strong> Continuity Plan foreach company site is built aroundthree phases: preparation, activationand recovery. The plan includeschecklists for each phase. Forexample, the Preparation phasechecklist describes actions to beundertaken before any event occurswhile the Recovery phase checklistdescribes action to be undertaken toreturn to normal operations.Every <strong>CWT</strong> office must test its BCPand conduct at least two drillsevery year. Corporate policy alsorequires that all managers andBCP owners attend an initial BCPcorporate training session and thatall staff attend <strong>Business</strong> Continuityawareness training through <strong>CWT</strong>University.Company policy stipulates that a“BCP owner” must be identified ineach <strong>CWT</strong> office. The BCP owneris responsible for completing,updating and maintaining theoffice’s <strong>Business</strong> Continuity Plan,for ensuring training and trainingrecords for all employees, and forensuring that an audit is performed.Audits must be performed once ayear, via the company’s OperationalExcellence program.Copyright © 2013 <strong>CWT</strong>74
ContentsChapter 6 - <strong>Responsible</strong> Products and Services<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 6Dashboard page: Watching and warning system to trackand manage disruptions and responses<strong>Business</strong> continuity<strong>CWT</strong> <strong>Travel</strong>Stress Index<strong>CWT</strong> Meeting OptimizerThe <strong>CWT</strong> crisis monitoring system ensures timely activation of theCorporate Crisis Team, with the company’s London EmergencyService Center (ESC) serving as the "watchtower" of <strong>CWT</strong>’s globalnetwork.In the event of a disruption/incident, the London Emergency Service Centeris notified as soon as a local <strong>Business</strong> Continuity Plan (BCP) is activated. Inaddition to initial notification, every company site is required to update theLondon ESC regularly as conditions evolve.The London ESC uses an analysis chart to evaluate the level of severity of thesituation from 1 to 3 (see figure for traffic light). In the event of circumstancesthat cannot be adequately managed through activation of the local BCP,and/or country/regional teams, the London ESC is responsible for activatingthe Corporate Crisis Team (CCT) and the Crisis Communication Group (CCG).The Center collects all relevant available information and organizes initialbriefings for the Corporate Crisis Team.Level 3: Escalate to global leadership withactivation of the Corporate Crisis Team (CCT)Level 2: Monitor with country/regional supportLevel 1: Not critical; but monitorLevels of severity for emergency situation assessmentCopyright © 2013 <strong>CWT</strong>75
ContentsChapter 6 - <strong>Responsible</strong> Products and Services<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 6Disruption reportand database<strong>Business</strong> continuity<strong>CWT</strong> <strong>Travel</strong>Stress Index<strong>CWT</strong> Meeting OptimizerCompany sites send notifications and updates to the LondonESC using a downloadable disruption report form. The Centermanages a database to record and describe all disruptionsreported per site. This data is used to provide semi-annualstatistics to countries, regions and program management teamson the number and types of disruptions per site.Crisis managementBy their very nature, crisis events are unpredictable. The successof <strong>CWT</strong>’s response depends upon the capacity to act quicklyand decisively with limited information and unknown variablesas well as the ability to articulate the way forward for all staff.A crisis is a major disruption (such as fire, pandemic, natural disaster, poweroutage, workplace violence to an employee, IT and telecom failure, etc.)directly affecting the <strong>CWT</strong> organization and not solved only by activation ofthe <strong>Business</strong> Continuity Plan.A crisis can also be a situation of major disruption/incident potentially affectingthe safety and security of travelers.A situation is also considered a crisis when the reputation and/or the brandof the company are exposed and/or when a <strong>CWT</strong> employee is physicallyinjured during the course of his/her work.All disruptions/incidents shall be reported to regional and/or headquartersmanagement in order to ensure the timely activation of the relevant crisisorganization.The relevant crisis team (regional or corporate) will coordinate managementof the situation with all locations involved.In the event of a crisis, <strong>CWT</strong>’s Corporate Crisis Team aims to:Secure the immediate safetyand well being of <strong>CWT</strong>employees and customersInform all stakeholdersManage financial and legalconsequencesEnsure appropriate action toavoid re-occurrenceProtect our assets and maintainnormal operations or, if normaloperations cannot bemaintained, resume the highestpossible level of operationswithin the shortest possible time<strong>Business</strong> Continuity Management KPIsBy the end of 20131. All <strong>CWT</strong> wholly owned offices (50 countries) have a<strong>Business</strong> Continuity Plan (BCP) in place, which isdocumented and tested, with two drills completed.2. A dashboard will be in place to monitor the total numberand types of incidents in all wholly owned <strong>CWT</strong> countries(excluding IT & telecom incidents)3. All executive members of the Corporate Crisis Team will betrained and will have participated in a full activation drill.Copyright © 2013 <strong>CWT</strong>76
ContentsChapter 6 - <strong>Responsible</strong> Products and Services<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 6<strong>Business</strong> continuity<strong>CWT</strong> <strong>Travel</strong>Stress Index<strong>CWT</strong> Meeting Optimizer<strong>CWT</strong> <strong>Travel</strong> Stress Index<strong>CWT</strong>’s innovative <strong>Travel</strong> Stress Index helps clients improvetraveler well being and increase corporate productivityCompanies are responsiblefor the well being of theiremployees and <strong>CWT</strong> islooking to help clientsaddress the stress thatcan be associated with regularbusiness travel. As part of <strong>CWT</strong>’scontinued focus on business travelers,<strong>CWT</strong> Solutions Group, togetherwith the Global Product Innovationteam, launched the <strong>CWT</strong> <strong>Travel</strong>Stress Index in Q2 2013. The <strong>CWT</strong><strong>Travel</strong> Stress Index seeks to quantifythe cost to the organization of thestress that employees can incur fromtraveling, and use that informationto help buyers make better travelpolicy decisions. Without thisinformation, many organizationsfocus on small savings gained ona short-term basis when they canactually achieve significant ones througha longer-term approach.As of the publication of this report,<strong>CWT</strong> Solutions Group has releasedtwo whitepapers: Stress Triggers for<strong>Business</strong> <strong>Travel</strong>ers (October <strong>2012</strong>) andThe Hidden Costs of <strong>Business</strong> <strong>Travel</strong>(April 2013). In the first study, basedon the responses of 6,000 businesstravelers, <strong>CWT</strong> found three maincategories of stress: lost time, surprisesand routine-breakers.In the second study, leveragingnine data sources (including 15.3 millionair transactions), <strong>CWT</strong> developed analgorithm to quantifiably measure travelstress and its corresponding impact onan organization. The results show thatthe actual lost time (caused by travelrelatedstress) is on average 6.9 hoursper trip. The largest contributions to thislost time arise from flying economyclass on medium and long-haul flights(2.1 hours) and getting to the airport/train station (1.1 hours). The financialequivalent of this 6.9 hours is US$ 662.This type of examination enablesorganizations to understand that beyondthe purely transactional aspect of thetrip, they should recognize businesstravel as a strategic means to grow andcompete effectively in the marketplace.More importantly, business travel has animpact on a company’s most importantasset: its employees. For these reasons,other areas of the organization, such asHuman Resources and <strong>Responsible</strong><strong>Business</strong>, may be involved in makingtravel policy decisions. The <strong>CWT</strong> <strong>Travel</strong>Stress Index, as a decision-making tool,will help our clients assess and adjusttheir travel policies, and move from“travel policy” to “traveler policy.”To learn more,visit the <strong>CWT</strong> SolutionsGroup website atwww.cwt-solutionsgroup.comWith the <strong>Travel</strong> Stress Index, <strong>CWT</strong> offersa different way to look at duty of care,introducing the dimension of people todecisions on travel programs and policywhich today are organized accordingto spend, safety and security and CO 2emissions.Vincent Lebunetel, Senior Director,<strong>CWT</strong> Solutions Group, Europe, Middle East & AfricaCopyright © 2013 <strong>CWT</strong>77
ContentsChapter 6 - <strong>Responsible</strong> Products and Services<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 6<strong>Business</strong> continuityInfographie<strong>CWT</strong> <strong>Travel</strong>Stress Index<strong>CWT</strong> Meeting Optimizer<strong>CWT</strong> <strong>Travel</strong> Stress Index—allows you to assess the impact of travel-related stress on an organization’s productivity levels. By quantifying that stress and its cost,<strong>CWT</strong> aims to help companies make smarter travel policy decisions.Copyright © 2013 <strong>CWT</strong>78
ContentsChapter 6 - <strong>Responsible</strong> Products and Services<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 6<strong>Business</strong> continuity<strong>CWT</strong> Meeting OptimizerHelping clients include environmentalimpact in meetings & events decisionsENVIRONMENTPrinciples 7, 8, 9<strong>CWT</strong> <strong>Travel</strong>Stress Index<strong>CWT</strong> Meeting OptimizerAs part of its effort to help clients reduce their environmentalimpact, <strong>CWT</strong> has developed a unique on-line tool enablingclients to make environmentally optimal meeting and eventdecisions. The <strong>CWT</strong> Meeting Optimizer uses a <strong>CWT</strong>-developed,patent-pending algorithm to take into account all <strong>CWT</strong> air, hoteland virtual meeting data, evaluating hundreds of thousands of combinationpossibilities. The results enable companies to select meeting destinationsbased on the amount of carbon emissions expended to transport attendeesto various locations.To use the <strong>CWT</strong> Meeting Optimizer, meeting organizers simply enter basicmeeting information (name, dates, and departing locations for all participants).The online tool then generates a list of potential worldwide destinations,including telepresence rooms, creating a prioritized list of potential venues.Destinations are ranked by overall cost, CO 2emissions, or total mileageaccording to the particular input details, search criteria and user profile settings.In addition to the <strong>CWT</strong> Meeting Optimizer, the <strong>CWT</strong> Green MeetingsCalculator enables clients to measure the environmental impact of variousoptions for destinations, transportation, lodging, communications and signage,venue selection, and food/beverage choices.<strong>Travel</strong> alternativesOne way to reduce the environmental impact of a travel programis by reducing travel altogether, by directing some types of travelto alternatives, such as web-conferencing or telepresence.The <strong>CWT</strong> Telepresence offering helps clients redirect travelerbehavior by handling the booking of telepresence rooms, withreporting that helps clients understand their total volumes for travel and travelalternatives and identifying areas for further improvement.Copyright © 2013 <strong>CWT</strong>79
ContentsChapter 7Community InvolvementOur community involvementPrograms
ContentsChapter 7 - Community Involvement <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 7Our communityinvolvementOur community involvementPlaying an active role in local communitiesAs part of our commitment to act as a responsible corporate citizen worldwide, <strong>CWT</strong> is activelyinvolved in supporting the local communities where we do business. Our commitment comes to lifethrough a variety of local initiatives to encourage and empower our people to support meaningfullocal community programs.ProgramsIn 2011 and <strong>2012</strong>, <strong>CWT</strong>supported dozens ofbenevolent activitiesworldwide, through acombination of directcompany backing and companysupport for employees engagedin goodwill activities. In addition tofinancial contributions to worthyorganizations, <strong>CWT</strong> support forphilanthropic initiatives involvedemployee volunteering, employeedonations and other forms. While theycovered a wide range of social andcommunity development programs,these initiatives largely focusedon three areas: health, youth andhomelessness. Selected examplesare described in the next few pages.Copyright © 2013 <strong>CWT</strong>81
ContentsChapter 7 - Community Involvement <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 7Our communityinvolvementProgramsLocal involvementLive examples: healthProgramsEach year, <strong>CWT</strong> teams in theUK and Ireland targeta particularcharitableinitiative. In January2011, the company’semployeesvoted to support Great OrmondStreet Hospital Children’s Charity.This charity exists to support GreatOrmond Street Hospital (GOSH),a world-leading children’s hospitalcreated inLondon in1852. During thecourse of our partnership employeeswere able to raise a total of £24,000for the charity. In <strong>2012</strong>, the company’semployees chose MacmillanCancer Support as charity partner,for which they raised more than£20,000. <strong>CWT</strong> is working with“Charity Champions” at each locationin the UK and Ireland to set upfundraising tools.In 2011, two volunteer initiativesby the employees of <strong>CWT</strong> Denmarkcombined a focus on health with aconcern for children. With companysupport, employees donated to thecountry’s Child Cancer Foundationas well as the World ChildhoodFoundation.Employees at <strong>CWT</strong> Italy likewisesupported children’s health during2011 through monthly contributionsof clothing, toys, furniture and otheritems to the charitable association ofthe Bambino Gesù Children’s Hospitalin Rome.Multiple <strong>CWT</strong> teams in Franceprovided a rangeof support forLa Mission Handicap,an entity within <strong>CWT</strong>France focused oncreating more opportunities for thedisabled. Initiatives ranged fromrecruiting more disabled personsand improving their work conditionsto internal training and awarenessprograms.At <strong>CWT</strong> France headquarters,employees were encouraged tosupport Handicap International byparticipating in the organization’s 10km foot race and 5 km walk in May<strong>2012</strong>. The company paid the eventregistration fee for all participatingemployees. Specialized in the fieldof disability, Handicap Internationalis a non-governmental, non-religious,non-political and non-profitorganization that works alongsidepeople with disabilities, offering themassistance and supporting them intheir efforts to become self-reliant.In 2011, the Black Dog Institute wasone of several charitable organizationssupported with donations from <strong>CWT</strong>Australia/New Zealand. TheBlack Dog Institute is a not-for-profiteducational, research, clinical andcommunity-oriented facility offeringspecialist expertise in depression andbipolar disorder.<strong>CWT</strong> North America providedsupport for a range of health-relatedorganizations and initiatives, includingthe American Heart Association HeartWalk, Bottle Caps for Cancer and theNational Multiple Sclerosis SocietyMS Walk.<strong>CWT</strong> North America leadersparticipate in the <strong>Carlson</strong> ExecutiveMatching Grant Program, whichenables executives to double theimpact of their charitable donationsto eligible nonprofit organizations.Copyright © 2013 <strong>CWT</strong>82
ContentsChapter 7 - Community Involvement <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 7Our communityinvolvementDoctors Without Borders<strong>Carlson</strong> <strong>Wagonlit</strong> <strong>Travel</strong> Germany has been supporting Doctorswithout Borders since 2006. The organization works in nearly 70countries, providing medical aid to those most in need regardlessof their race, religion or political affiliation. As part of its “GivingInstead of Gifting” campaign, <strong>Carlson</strong> <strong>Wagonlit</strong> <strong>Travel</strong> Germanysends E-cards instead of paper cards and donates a fixed amountto Doctors without Borders rather than giving out Christmaspresents.ProgramsLocal supportLive examples: homelessness and affordable housingAs a corporatesponsor, <strong>CWT</strong>North Americasupported Habitatfor Humanityin multiple ways in 2011. Thenon-profit organization has helpedto build more than 500,000 decent,affordable houses and served 2.5million people worldwide sinceits foundation in 1976. In NorthAmerica, <strong>CWT</strong> provided financialsupport and volunteer labor fromemployees, clients, and partners tobuild a home in the Denver area.<strong>CWT</strong> further supported Habitat bymaking the partnership a centraltheme of its client event at theGlobal <strong>Business</strong> <strong>Travel</strong> Association’sannual conference in Denver. Theso-called “Impact on the Gridiron”event was recognized by PR News’CSR Awards in the ‘Event: CSR/Green Focus’ category. In addition,various <strong>CWT</strong> teams and individualemployees have long volunteeredwith local Habitat affiliates aroundNorth America.Habitat is getting support from other<strong>CWT</strong> units as well. In <strong>2012</strong>, <strong>CWT</strong>Egypt donated funds to cover thecost of building a new house for ahomeless family.Leading up to the holiday seasonin December 2011, <strong>CWT</strong> in Lille,France provided support for Restosdu Coeur, a non-profit organizationthat provides aid to the needy andhomeless. Employees donatedfood, health products, clothing, bedlinens and toys.Copyright © 2013 <strong>CWT</strong>83
ContentsChapter 7 - Community Involvement <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 7Local solidarityLive examples: childhoodOur communityinvolvementProgramsEmployees at <strong>CWT</strong>Chile provided goods,food, clothing, schoolmaterials, Christmasgifts and more to theManos y Naturaleza child supportcenter in 2011. The center supportsdisadvantaged children in twoneighborhoods in Santiago deChile. Employees also contributedto the Centro de Retos MúltiplesLuz y Esperanza, a home for childrenwith mental retardation.In 2011, <strong>CWT</strong> becamethe first global travelmanagement companyto educate travelersabout child sex tourism and providea means for reporting suspiciousactivity. Advisories are included onelectronic itineraries issued in theUnited States to destinationsknown for the sexual exploitation ofchildren. The advisories are intendedto raise awareness of this illegalpractice and provide travelers with thephone number for the U.S. HumanTrafficking Hotline. In addition, <strong>CWT</strong>’smajority shareholder, <strong>Carlson</strong>, wasthe first U.S.-based global travel andhospitality company to sign the Codeof <strong>Business</strong> Ethics and Conduct forthe Protection of Children from SexualExploitation in <strong>Travel</strong> and Tourism.The Code is a voluntary initiativedeveloped by End Child Prostitution,Child Pornography and Trafficking ofChildren for Sexual Purposes (ECPAT)in collaboration with the UnitedNations Children’s Fund (UNICEF)and the World Tourism Organization.As a <strong>Carlson</strong> company, <strong>CWT</strong> joins thiscombat by supporting this initiative.In <strong>2012</strong>, <strong>CWT</strong>’s GBTA event washeld at Boston’s Symphony Halland showcased the studentswho participate in Project STEP, acharitable organization that providesunderprivileged children classicalmusical instruction and othermentorship to which they wouldnot otherwise have access. Thanksto Project STEP’s role in thesestudents’ lives, every graduate ofthe program has gone on to pursuehigher education, and in some casesa professional musical career, whenmost otherwise would not have.<strong>CWT</strong> Americas wrapsup each calendar yearwith two weeks oforganized communitygiving surrounding the holidayseason, including donations toarea food shelves, holiday toycollections, and group volunteeractivities. The activities are partof a broader employee initiativefocused on responsible business(Help your community), teamrecognition (Enjoy your teamand A pplaud great work),employee wellness (Rewardyourself), and communication(Tell us about it online). Thisinitiative has been known asthe 10 Days of H.E.A.R.T.In Australia/New Zealand,a weekly, company-sponsoredlottery provided funding in 2011 forthe Starlight Children’s Foundation,which helps improve the quality oflife for children around the worldsuffering from chronic and lifethreateningillnesses and life-alteringinjuries.<strong>CWT</strong> teams in Italy provided supportin both 2011 and <strong>2012</strong> to Occhi sulTerzo Mondo Onlus (Eyes on theThird World), a non-profit groupfocused on education, vocationaltraining, employment, health careand hospitality. Since its foundingin 2003, Occhi sul Terzo MondoOnlus has helped create nurseryschools and secondary schools inMadagascar, Brazil, Swaziland, Kenya,Congo Brazzaville, India and Uganda.Copyright © 2013 <strong>CWT</strong>84
ContentsChapter 7 - Community Involvement <strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -Chapter 7Our communityinvolvementProgramsMore actionsOpportunities for giving are virtually limitless. While <strong>CWT</strong> focusedon initiatives linked to health, childhood and homelessness in2011, other community involvement actions were prompted bynatural disasters or threats. For example, <strong>CWT</strong> Australia/NewZealand contributed funds to the 2011 Queensland Appealfrom Floods as well as the Christchurch Earthquake appeal. When the H1N1 fluvirus threatened to strike France in 2009, <strong>CWT</strong> people in Lyon donated fundsto the Red Cross to purchase surgical masks.In <strong>2012</strong>, <strong>CWT</strong> Netherlands supported NL DOET, the country’s largest volunteerinitiative, organized by the Oranje Fonds. The Oranje Fonds, which focuses onsocial welfare in the Netherlands, helps promote participation in society bybringing people together, or enabling them to find a new place in society. <strong>CWT</strong>Netherlands operates an annual charitable donation program. Organizations thathave received support over the last few years include the Liliane Foundation,which helps ensure that children with disabilities in developing countries takea full and active part in everyday life, Unicef, the Ronald McDonald Children’sFund, Stichting Doe een Wens (Make-a-Wish Netherlands) and Stichting KappenNou!, which combats senseless violence in society. All charitable institutions arecarefully selected by <strong>CWT</strong>’s management team. As of January <strong>2012</strong>, <strong>CWT</strong> offersits employees in the Netherlands the possibility of spending one working dayper year volunteering to serve the community. Employees are free to choose afoundation, organization or charity that they would like to support.In Italy, <strong>CWT</strong> is a corporate Golden Donor to Fonda Ambiente Italiano (FAI),the national trust of Italy. A private, non-profit group, FAI supports protectionand restoration of artistic heritage, owning properties including castles, gardens,monastic buildings and other cultural assets in Italy. A competition was held foremployees with winners receiving free admission to an FAI exhibition.In February 2013, <strong>CWT</strong> Hong Kong was awarded the Caring CompanyLogo by The Hong Kong Council of Social Service (HKCSS) for their variousresponsible business achievements. One of the domains covered bythe award is “Caring for the Community.” <strong>CWT</strong> Hong Kong’s communityinvolvement activities included conducting two visits to the elderly in KwaiChung Estate, participating in Hong Kong’s Flag Day (a day dedicated togovernment-approved charitable fundraising), providing volunteer servicesto run a game booth for children in a shopping mall, and other generalcommunity services.<strong>Carlson</strong> Community Giving Campaign inthe United StatesIn the U.S., <strong>CWT</strong> employees provide annual financialsupport to a mix of opportunities that make animpact in the community locally, nationally andinternationally through the <strong>Carlson</strong> CommunityGiving Campaign. <strong>CWT</strong> participates in the campaign alongside oneof its parent companies, <strong>Carlson</strong>, and other <strong>Carlson</strong> business units.Current campaign partners include the Greater Twin Cities UnitedWay, American Diabetes Association, American Heart Association,American Cancer Society, Global Impact, and the MinnesotaEnvironmental Fund.Copyright © 2013 <strong>CWT</strong>85
ContentsChapter 8Glossary
ContentsChapter 8 - Glossary<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -CHAPTER 8CGlossaryDGIKNORSUCarbon Footprint1] A carbon footprint, orcorporate greenhouse gas(GHG) inventory, is an accounting ofa company’s operational emissions.The most common GHG is carbondioxide (CO 2), which is whygreenhouse gases are often referredto as “carbon”, however there aresix different GHGs that make up anorganization’s carbon footprint;2] A Carbon Footprint is a measureof the impact human activities (e.g.,individuals, organizations or regions)have on the environment in termsof the amount of greenhousegases produced, measured in unitsof carbon dioxide (CO 2) or carbondioxide equivalent (to account forthe global warming potential).Carbon Neutral“Carbon Neutral” and “Climate Neutral”.Companies can compensate for CO 2emissions by offsetting. By compensating100 percent of their emissions,they can claim to be “carbon neutral”.By offsetting not only CO 2emissionsbut also the climate impactof other greenhouse gases, an organizationcan make itself “climate neutral.”Carbon OffsettingA carbon offset is a reduction inor sequestration of emissions ofcarbon dioxide or other greenhousegases, made in order to compensatefor or to offset an emission madeelsewhere. Carbon offsets are usuallymeasured in tonnes of carbon dioxideequivalent (tCO 2e), a measure usedto compare the impact of greenhousegases based on their global warmingpotential (GWP). Carbon offsets arederived from projects such as treeplantingor renewable energy, etc.Corporate Greenhouse Gas(GHG) InventorySee Carbon Footprint.Corporate Social ResponsibilityCorporate Social Responsibility(CSR) is often used as a synonymfor sustainability programs oforganizations. Companies committhemselves to be good citizens withprinciples around environmental,social, ethical and other dimensionsof sustainability.Corporate SustainabilityA company’s delivery of longtermvalue in financial, social,environmental and ethical terms.In UN Global Compact definition, itcovers all principles and issue areasof the Global Compact. The terms“corporate sustainability”, “corporateresponsibility” and “sustainability” areused interchangeably.DefraSee United Kingdom Departmentfor Environment, Foodand Rural Affairs (Defra).Due DiligenceComprehensive, proactive processto identify the actual and potentialnegative social, environmentaland economic impacts of anorganization’s decisions andactivities over the entire life cycle of aproject or organizational activity, withthe aim of avoiding and mitigatingnegative impacts.Duty of CareA requirement that a person acttoward others and the public withwatchfulness, attention, cautionand prudence that a reasonableperson in the circumstances would.If a person’s actions do not meetthis standard of care, then the actsare considered negligent, and anydamages resulting may be claimedin a lawsuit for negligence.Greenhouse Gas (GHG)ProtocolThe Greenhouse GasProtocol (GHG Protocol), a decadelongpartnership between theWorld Resources Institute (WRI)and the World <strong>Business</strong> Councilfor Sustainable Development(WBCSD), is the most widely usedinternational accounting tool forgovernment and business leaders tounderstand, quantify, and managegreenhouse gas emissions. Officialwebsite: www.ghgprotocol.orgGreenhouse GasesGases that cause climate change.The gases covered under the KyotoProtocol are carbon dioxide (CO 2),methane (CH4), nitrous oxide(N20), hydro fluorocarbon (HFCs),per fluorocarbons (PFCs) and sulfurhexafluoride (SF6). See CarbonFootprint.Global CompactSee United Nations Global Compact(UNGC).Copyright © 2013 <strong>CWT</strong>87
ContentsChapter 8 - Glossary<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -CHAPTER 8CDGIKNORSUGlobal <strong>Report</strong>ing Initiative (GRI)The Global <strong>Report</strong>ing Initiative (GRI)is a non-profit organization thatworks towards a sustainable globaleconomy by providing sustainabilityreporting guidance. For more onGRI, see www.globalreporting.org/Pages/default.aspxISO 14000Also ISO 14001:2004. ISO 14001is a management standard forenvironmental managementsystems (EMS). The InternationalOrganization for Standardization(ISO) has many other standardsdealing with specific environmentalissues. ISO 14001:2004 providesa framework for a holistic, strategicapproach to the organization’senvironmental policy, plans andactions. A related standard (ISO14064) specifies principles andrequirements at the organizationlevel for quantification and reportingof greenhouse gas emissions andremovals. Official website: www.iso.orgISO 26000Also ISO 26000:2010. ISO26000:2010 provides guidanceto all types of organizations,regardless of their size orlocation, on: concepts, termsand definitions related to socialresponsibility; the background,trends and characteristics ofsocial responsibility; principlesand practices relating to socialresponsibility; the core subjectsand issues of social responsibility;integrating, implementing andpromoting socially responsiblebehaviour throughout theorganization and, through itspolicies and practices, within itssphere of influence; identifyingand engaging with stakeholders;and communicating commitments,performance and other informationrelated to social responsibility. ISO26000:2010 is intended to assistorganizations in contributing tosustainable development. Officialwebsite: www.iso.org.Kyoto ProtocolThe Kyoto Protocol is aninternational agreementlinked to the United NationsFramework Convention on ClimateChange (UNFCC). The majorfeature of the Kyoto Protocol isthat it sets binding targets for 37industrialized countries and theEuropean community for reducinggreenhouse gas (GHG) emissions.More official information: unfccc.int/kyoto_protocol/items/2830.phpNo n-GovernmentOrganization (NGO)A Non-GovernmentOrganization (NGO) is a legalentity created by private persons ororganizations with no participation orrepresentation of any government.OffsettingOffsetting is the practiceof companies financingprojects that avoid, reduce orcapture greenhouse gas emissions.The alternative is to purchase andretire “pollution rights” from carboncap-and-trade markets.<strong>Responsible</strong> <strong>Business</strong>A responsible companyshould have in place amanagerial system to integrateethical, human rights, social andenvironmental concerns into its corestrategy and business operations.<strong>Responsible</strong> <strong>Travel</strong> ManagementAn integrated approach that allowsorganizations to enable corporatemobility in a cost-effective mannerwhile providing for the environment,staff and the broader community.Social ResponsibilityResponsibility of an organizationfor the impacts of itsdecisions and activities on societyand the environment.Sphere of InfluenceRange/extent of political, contractual,economic or other relationshipsthrough which an organization hasthe ability to affect the decisionsor activities of individuals ororganizations.StakeholderIndividual or group that has aninterest in any decision or activity ofan organization.Stakeholder EngagementActivity undertaken to createopportunities for dialogue betweenan organization and one or moreof its stakeholders, with the aim ofproviding an informed basis for theorganization’s decisions.Sustainable Development1] For a company, initiating asustainable development effortmeans reconciling businessdevelopment and financialperformance with social andenvironmental responsibilities.That’s what’s called CorporateSocial Responsibility or <strong>Responsible</strong><strong>Business</strong>. It involves integratinghuman resources, environmental,Copyright © 2013 <strong>CWT</strong>88
ContentsChapter 8 - Glossary<strong>2012</strong> <strong>Responsible</strong> <strong>Business</strong> <strong>Report</strong> -CHAPTER 8CDGIKNORSethical and corporate citizenshipconcerns into the company’sbusiness and its relations with itsstakeholders. See also CorporateSustainability and <strong>Responsible</strong><strong>Business</strong>.2] Development that meets theneeds of the present withoutcompromising the ability of futuregenerations to meet their ownneeds.United Nations GlobalCompact (UNGC)The UN Global Compactis a strategic policy initiative forbusinesses that are committed toaligning their operations and strategieswith ten universally acceptedprinciples in the areas of humanrights, labour, environment and anticorruption.By doing so, business,as a primary driver of globalization,can help ensure that markets,commerce, technology and financeadvance in ways that benefit economiesand societies everywhere. Formore on the UN Global Compact,visit the website www.unglobalcompact.org.United Kingdom Departmentfor Environment, Food andRural Affairs (Defra)Defra has published goodintroductory information on climatechange and greenhouse gasemissions on their website. The UKhas its own code of best practicesfor carbon offsetting and providesa method for carbon footprintanalysis. Climate related overview:https://www.gov.uk/government/organisations/department-forenvironment-food-rural-affairsUCopyright © 2013 <strong>CWT</strong>89
AcknowledgmentsContent:The Global <strong>Responsible</strong> <strong>Business</strong> team would like to thank all of our <strong>CWT</strong> contributors from across the globe, whose contributions and unwavering supporthave been instrumental in the completion of this report.Extracts have been taken from the following country responsible business reports: Netherlands, United Kingdom, and United States.Design: www.yohannjacob.frPhotos: P76 - © Thinkstocks
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