FRAGILE

FRAGILECROWN WORLDWIDEANNUAL SUSTAINABILITY REPORT

CONTENTSSustainability starts at home. Crown’s worldwide HQ,on Hong Kong’s densely populated, increasingly smogcoveredisland, is a good place to grasp the importanceof environmental and community programs.

THE WORLD WE KNOWBEING ACCOUNTABLEOUR VISIONTARGETSENVIRONMENTCOMMUNITY OUTREACHVOLUNTEERINGTRANSFEREES AND COMMUNITIESHEALTH & SAFETY

THE WORLDWE KNOWEcoVadis Silver ratedfor environmental andsocial practicesUK fundedplanting and careof 10,000 trees,Crown Thailandassisted plantingAll sites accreditedfor OHAS 18001Collected 40tons of food forredistributionRecycling watersaves 50,000 litersper year

EVERY CROWN OFFICE ISHELPING TO MAKE US ASUSTAINABLE BUSINESSProvidingtransport ofvitamins toremote locations600 volunteerdays for 44 causesIntroduced ECO-Crates – recyclableand re-usablematerialsFunded fourschool buildings12 employees raisedUS$30,000 forchildren’s charityby climbing MtKilimanjaro25% hybridvehicles giving a70% improvementin effi ciency

BEINGACCOUNTABLEFor the fi rst time, our managers aroundthe world are being measured against acommon goal.

A year of accountability2013 marked a big fi rst step for Crown in that weset our fi rst global targets. For the fi rst time, ourmanagers around the world are being measuredagainst a common worldwide goal for improvement.Having such a goal pulls us closer together in ourCSR mission – to share successes with the worldaround us.We’re all fundamentally good.It’s so easy to celebrate this whole subject andoverlook how we can improve our behavior. Thatmay also describe Crown before 2008, when we fi rstgot serious about Corporate Social Responsibility(CSR). We probably started the same way as manycompanies, doing good things because it felt right.But it did not crystallize and become a corporatefocus – where society, environment, safety and ethicsare inseparable from business goals – until we beganto be asked more questions by our clients. Thosequeries were eye-openers for Crown. We realizedthat much of what we had been doing was ad hoc; itwas not coordinated, not adequately measured nordocumented, and not central to how we did business.Putting passion into processDeveloping our CSR efforts from a passionate – ifrandom – cause to a more coherent program hasbeen a big task. We want to keep our employeespersonally engaged, but also want to know exactlywhat is being done by our teams around the world.To acquire that intelligence, we created shareddatabases that track activities then providecentralized reports. Those also help our effortsto improve environmental performance – a keycomponent of sustainability. Our drive towardglobal ISO14001 accreditation – an internationallyrecognized standard – has been a valuableplatform for that.Safe and soundWe are now driving a united approach to healthand safety and corporate ethics. It helps keepstakeholders – our valued employees and customers– safe and fairly treated. Sharing and implementingsuch best practices across 60 countries has itschallenges, for sure. But they are challenges worthconfronting in our journey to best support ourpeople and customers, today and every day.Jennifer HarveyDirector of CSR,Crown Worldwide Group

OUR VISIONOur vision for a common futureWe relocate affl uent assignees to impoverishedmarkets, and protect valuable corporate informationin cities experiencing turmoil. As a global business,we see fi rsthand how economic upheaval and naturaldisasters create dramatic contrasts in the healthof communities. Such experiences make us gratefulfor Crown’s successes, and we want to help othersachieve the same.But we don’t live in a vacuum – we work in a worldthat is interconnected. To thrive, our marketplacemust also be healthy – environmentally, socially andfi nancially. So it makes sense to recognize our impacton the world and fi nd ways to mitigate it to thebenefi t of the communities in which we operate.Our aims are to understand our business processes,to conserve energy, reduce pollution and run moreeffi cient and safer vehicles and facilities. We alsoreach out to customers, suppliers and partners tofi nd opportunities to work together in support ofcommunities. We seek to educate and positivelyinfl uence all our stakeholders, because if we share avision, we can achieve more.We are not perfect, but we work hard to be betterevery year. And the positive things we do earn ustrust from the market and our own employees.The response to our CSR efforts has been positivein unexpected ways. We have stronger clientrelationships, closer partners, and – best of all –proud employees, empowered to make a difference.We reach out to customers,suppliers and partners tofind opportunities to worktogether in support ofcommunities.

What are corporate ethics?In the many countries where we do business,local laws and expectations vary – some are morestringent than others. So, in addition to adhering tolegal requirements, we look further, to what is bestfor Crown and each community at large.When it comes to ethical issues, we expect ouremployees to work in the interest of and withfairness to our customers. We make our expectationsclear through Crown’s written code of conduct.The code sets out global policies on confl ict ofinterest, confi dential client information, antitrust laws,employment policies and more. Our people agree toour code and are held accountable for adhering to it.Every multinational business encounters complexethical dilemmas, and Crown’s code of conductprovides the framework to make good decisions insuch situations. The code also encourages employeesto ask questions and seek guidance whenevernecessary.Our behavior is our reputation – the good namethat Crown has built up over the decades, across theglobe. We work to uphold it, and to keep the trust ofeach community.

TARGETS

Our targets are set to achievelocal and global ambitions.Each year, Crown managers around the worldset CSR goals against which the performance oftheir operations are measured. These goals areunique to each market and address local areas forimprovement.In addition to local targets, we now set global targets.These include objective measures on environmentalperformance, community outreach and employeevolunteering.In previous years, obtaining global measures ofsome aspects had proved challenging. Followingimprovements to our reporting processes, we nowhave a much better understanding of this information,and can more easily set targets and measureachievements.In addition to localtargets, we now setglobal targets.

TARGETSTARGETS FORENVIRONMENTWe aim to achieve 2% improvements inenvironmental efficiency (electricity, waterand vehicle fuel) across all our operationsin 2013 and 2014.Now that we have established global environmentalreporting and monitoring, we are working towardour fi rst company-wide goals for improvement. 2013was the fi rst year to compare actual monthly resultsto a global goal.A year of accountabilityIn 2013, we continued to increase thenumber of Crown branches that achievedthe externally audited ISO 14001environmental standard.This accreditation process ensures that each businesscarefully reviews its environmental impacts and fi ndsways to manage, monitor and continuously improveperformance. In 2013, Crown achieved accreditationat nine additional businesses, with more planned for2014.ISO-accredited offices20112% improvement in effi ciencyTARGETS FORHEALTH AND SAFETY20122013We will give all of Crown’sworldwide teams access to thecompany’s Health and Safetyguidelines, upholding the standardsof OHSAS 18001. By the end of2014, every Crown employee willbe able to access the guidelines viathe company’s intranet.

DO NOTDROPTARGETS FORVOLUNTEERISMAnother global goal is to ensureimplementation of the corporatevolunteering policy in every one of ourcountries.This global policy allows every employee time tovolunteer in the community. We aim to see thisactively implemented everywhere by 2014.Causes supportedsince January 201255% health13% environment12% education10% children10% otherFIND YOUR FEAT:It’s important to understand thatvolunteering is not one-size-fi ts-all.You have to pick activities based on localneeds – but there is always something youcan do to help in any community.

ENVIRONMENTADVANCING WITHTECHNOLOGYEvery company has to make choicesin new vehicle investment. Newtechnologies make it possible to makethe best choice for the environment.

We are keenly aware that Crown producesgreenhouse gas emissions through vehicle fuelconsumption and also through electricity use at itsoffi ces and facilities.A secondary but signifi cant impact is found insourcing, composition and waste management relatedto packing materials.The company collects data on all of the above areasin a natural resources consumption database. Thedatabase offers a consistent global view of businessenergy use and emissions with comparisons betweenlocations, regions and seasons. This last aspect is themore meaningful because of the seasonality of someof Crown’s businesses.OUR REDTRUCKS AREGOING GREENAlthough we have long operated low-emissionsvehicles, our investment in a new, energy-effi cient,hybrid fl eet of trucks will bring further improvementsin fuel use and reduced vehicle emissions.The quality of the data held in the system hasimproved steadily, attributable to improvements inthe system and training on correct reporting.In the third quarter of 2012, information from fullyreporting businesses show an improved effi ciencyfrom 8% to 20% compared to the previous 12months in the following areas:• Electricity use per square meter of facility space• Vehicle fuel effi ciency• Offi ce paper use per employee• Water use per employeelowerfuelconsumptionfeweremissions

ENVIRONMENTTRACKINGPERFORMANCEA live, online tracking system reveals the truth aboutour progress toward group effi ciency targets.On the facing page are screenshots of the NaturalResources Consumption (NRC) dashboard.This shows the data we record to monitor ourenvironmental performance.Branch and country managers can select their branchor region to see a summary of their performance forany period of time.Managers can also drill down to see details about anyof Crown’s specifi c areas of measurement: electricity,water, paper and vehicle fuel.

Summary view: the colored diagonal stripes in the background of each chart show the desired trend.Detailed picture: fuel efficiency for Auckland fl eet of cars.

ENVIRONMENTISO 14001 helps embedenvironmental processes, trackperformance and continuouslyimprove.INTERNATIONAL CARBON COOPERATIONThrough a partnership with Plant a Tree Today, Crown in the UK and Ireland maintains carbonneutrality. The Crown Switzerland team offset almost 5,000 metric tons of carbon by planting over10,800 trees in Thailand.Employees of Crown Thailand played their part in the conservation effort by planting trees in Khao YaiNational Park, a UNESCO World Heritage site filled with diverse and endangered plant and animallife. As an additional benefit, maintaining the trees creates jobs for an underserved rural community.

ISO 14001 Environmental AccreditationAccredited operations:• Bahrain• Canada• France• Ireland• Netherlands• Qatar• UAE• UK• USACrown’s global environment management system isthe basis for the group’s aim to achieve ISO 14001accreditation throughout its operations.Achieving this required detailed research into localoperational practices, suppliers and environmentallegislation.Each of our accredited operations has anenvironmental committee. Implementing ISO 14001helps them to embed environmental awareness intoprocesses, to make plans and track performance.To align with Crown’s global ISO 14001 environmentmanagement system, these businesses have todocument regular internal audits, comply withcurrent environmental legislation and conduct regularmanagement reviews.10,800trees plantedin ThailandAll of these steps help ensure that Crown willcontinuously improve its environmental performance.Additional offi ces are preparing for accreditationin 2014.

COMMUNITYOUTREACHName: Ronan Kelly, Regional Managing Director for Malaysia and the Philippines(Managing director North America)Project: Lighthouse Children’s Home, Kuala LumpurAbout the projectLighthouse Children’s Welfare Home is a safehome for vulnerable children. Some of thechildren are from families with alcohol or drugproblems, or may have suffered abuse, andothers come from poverty-stricken or singleparenthomes. The Home has adopted a familyconcept rather than being institutional, likeother children’s homes.How is Crown involved?Our office supports the Home with servicesand with time. We’ve donated moving servicesbetween homes, and collected and delivereddonated furniture. We also sponsored a bookpublicizing the Home, which we distribute toincoming transferees and clients – and that’sresulted in an uplift in financial support frommore donors. Finally, and more personally, ourteam organizes visits to the Home to help thechildren learn or simply to play.How would you describethe effects of the project?The effort had a massive impact for the cause.Volunteerism helps you realize how muchdifference you can make as an individual. It hasa shared benefit for Crown as staff attitudesare affected and you can see the effect it hason a team. You see staff who have perhaps notdone so really embrace a goal and see itthrough – hugely rewarding for all concerned.

A healthy, sustainable local community boosts thelocal economy and might therefore be regarded as aninvestment from Crown’s point of view.We aim to do business in a way that benefi ts ourcorporate performance and the local community.This concept is known as “shared value.”The community benefi ts of a shared value approachto business in local markets are self-evident. Lessobviously, it results in a “healthier” marketplace,more trusting customers and loyalty among localemployees.We track our community activities around theworld in an attempt to quantify the value of suchapproaches and set goals for improvement.Our CSR database records details about eachactivity and its estimated fi nancial equivalent valueto the community. We also track whenever Crownpartners with an external stakeholder.The information, which is accessible to all employees,is a source of continuing inspiration and idea-sharingbetween worldwide business locations. It also helpsCrown teams to create local community activity targets.Great ways to support local communities are alsoshared on Crown’s internal news network. This newsregularly features Crown’s CSR activities, whichencourages teams everywhere.Volunteerism helpsyou realize how muchdifference you can makeas an individual.

VOLUNTEERINGName: Simy Matthews, Middle East Quality & CSR ManagerProject: Delivering Aid to Needy Foreign WorkersAbout the projectAngel Appeal and Helping Hands provide relieffor neglected foreign workers. One groupthey help are those on abandoned vessels,left without adequate food, water or meansof communication. They also help foreignconstruction workers and other laborers.How is Crown involved?In Dubai, Crown was the first company to helpabandoned seafarers, quickly gathering cartonsof supplies for the workers. In Bahrain, theteam gathered and also helped distribute food,supplies and a few rare treats to constructionworkers living in cramped, dirty accommodationand earning below minimum wage.Through a partnership with Take My Junk,Crown is encouraging customers to donatefurniture and household items they no longerwant to these very needy foreign workers.What did you achieve?We have helped improve lives in tangibleways through our efforts, and by raising aboutUS$40,000, so that the workers can have eventhe most basic comforts, like taking a showeror speaking to their families back in their homecountry. Finding new homes for unwanted goodsalso helps the environment by reducing waste.We continue to support this group by donating apercentage of proceeds to the aid organizations.

Employee engagementVolunteering is a positive way to encourage teambuildingand a genuine source of personal pride forour employees – they really put their heart andmuscle into their volunteering work.The types of activities and causes are as diverse asthe employees. Crown supports this variety becauseindividual communities have different needs andindividual employees have unique passions. Both arecritical to engaging employees to positively impactlocal communities.We currently track all volunteering activities inour CSR activities database. As an example ofthe breadth of activities, the dataset shows 249employee-led, community support and volunteeringactivities from May 2012 - April 2013. That’s roughlyone for every offi ce across our global business – nota bad starting point.Teams report activities, involvement and impact. Theycan even upload photos from an event, helping inspireother employees around the world.During 2012, Crown employees engaged in over200 charitable projects around the world to supportlocal communities.We’ve helped improvelives in tangible ways.200+Charitableprojects aroundthe world

TRANSFEREES ANDCOMMUNITIESJim Thompson, Crown Chairman, with one of the orphansfor whom Crown helped fund school facilities in Cambodia.

As employees of a global business, Crown’s peoplesee how some communities have much less thanothers. We have learned that by working with localcommunity groups and organizations we can helpthem to achieve more – by donating time, moneyor other resources. We also recognize that helpingunderserved groups to sustain themselves makes theentire community stronger.Transferring expatriatesThrough our global mobility management andrelocations businesses, Crown brings together peopleof every culture and socio-economic background.Not surprisingly, many client assignments entaileconomically and socially privileged transfereesmoving to developing markets. These transferees mayhave nice homes, schools and health care in a citywhere many people do not.This disparity need not be a bad thing, especially ifsome transferees become involved in helping thecommunity. It is Crown’s goal to encourage andprovide tools that enable client employers andtransferees to do this.Stakeholder engagementWorking with partners offers an important, indirectcontribution to our CSR goals. Although activitiesvary between countries, the basic principles are thesame: to extend our infl uence to stakeholders outsideour business, encouraging others to share our aims ofimproving the communities we operate in, howeverlong we’re there.The initiative has two strands: fi rstly, informationprovision to relocating employees, and secondly,charity donations from departing families.cultural awareness and adaptability training througha program of intercultural services. In similar fashionto our cultural training, we provide a guide to being agood member of the local community as a transferee.That guidance covers local practices, environmentalawareness, and recycling practicalities and even adviceon shopping: for example, where to buy local ororganic produce.The second half of our stakeholder engagement effortis tied to transferees’ departures. However wellplannedyour stay, it is highly likely that you’ll get tothe end of an assignment having accumulated thingsyou don’t intend on taking home when you leave.Transferees normally leave behind unused food andunwanted clothing. Occasionally they leave furnitureor decorative objects acquired while on assignment.In most cases, these items can be collected andredistributed or recycled within the local community.In both the above ways Crown is infl uencing itsstakeholders in line with its sustainability program.Although it’s common for companies to use theirposition of strength in a supply chain to infl uencesuppliers, it is less common to fi nd that infl uencespreading in the other direction, toward clients.Since beginning to encourage stakeholders, we havesteadily grown the number of clients who wish totake part. In the last year, we have worked increasinglywith clients, inviting them to join Crown’s efforts orworking together to support their own CSR goals.One client has now formally integrated Crown’s CSRprograms into transferee counseling at the start andend of an assignment.Transferees arriving in new countries often suffera culture shock if ill-prepared for the transition. Toaid transferees in their integration, Crown provides

HEALTH & SAFETYSTANDARDS PRACTICENations vary widely in their attitudes to health and safety at work. As a global employer, we believeit is important to promote a consistently high standard of safe working practices throughout ourbusiness divisions and across the many different nations and cultures that make up Crown.

SAFECONDUCTInvesting in the welfare of our employeesis an essential element in creating asustainable business.Promoting health and safety at work helps boostthe physical and mental well-being of Crown’speople. Employees who are healthy are good for thebusiness, and have better home lives, too. Like otherelements of CSR, in health and safety, “good” is goodfor everyone.We take steps to provide services in a way thatprotects our employees and won’t harm peoplein the communities where we operate. We aim toeliminate work-related accidents and absenteeismdue to work-related poor health. Equally, we activelyseek to prevent any harm to customers duringthe course of our business with them, and to thecommunity at large.Achieving a standard for the safety of our businessmeans being aware of all the risks in what we do. Wemitigate those risks to minimize harm throughoutthe business, at the offi ce, in the warehouse, incustomers’ premises, or on the road.As we are a global employer, we have to complywith local health and safety legislation around theworld. Crown has achieved and aims to exceed therequirements of the OHSAS 18001 health and safetystandard. Today, more than 30 Crown teams aroundthe world hold this or similar health and safetyaccreditations.Our achievements in safety around the worldinspired a company-wide initiative to improve theways we communicate health and safety guidelinesto all Crown employees. It ensures our peopleeverywhere clearly understand how best to protectcustomers and work safely themselves.