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THE BUSINESS OFSUSTAINABILITYDRIVING FUTURES IN YOUR NEIGHBORHOOD, AROUND THE WORLD
f i s c a lY E A R 2013
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1Letter from President & CEO Pam Nicholson
2About Enterprise Holdings
6
Environmental Stewardship16
Social
22
Economics & Governance
28
About this Report
29
Global Reporting Initiative Index
- Table of -
CONTENTS
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1
PAM NICHOLSONPresident and Chief Executive Officer
Enterpr ise Holdings
To Our Stakeholders:
As Enterprise Holdings newly appointed CEO, Im pleased to introduce our companys 2013 Sustainability Report. Our third
annual report covers our performance and selected activities for the fiscal year (ended July 31, 2013).
Enterprise has grown and changed a great deal since our founding as a humble start-up nearly 60 years ago. Weve experiencedquite a transformation in the past seven years alone growing from one car-rental brand to three and expanding the reach of
our unsurpassed neighborhood and airport network. Today, we have operations in more than 50 countries and territories around
the world. But for all that might have changed, our approach to doing business remains the same: We take the long-term view
and consistently and conservatively invest in our future.
For us, sustainability is a key driver of business results, helping customers, employees and communities move forward. Here
are just a few examples:
Three years into our companywide 20/20 Vision initiative, we continued to achieve reductions in energy use and carbon
emissions across our North American facilities. This represents a commitment we plan to extend globally in the future.
Through our ongoing partnership with the Donald Danforth Plant Science Center, we advanced the case for biofuels as a
potential alternative to petroleum-based fuel.
As part of our military recruitment efforts, we hired more than 1,600 U.S. military veterans and reservists through the 100,000
Jobs Mission and Joining Forces Travel Industry Coalition.
Through our continued commitment to customer service, our brands swept the top three rankings in the J.D. Power and
Associates Rental Car Satisfaction Survey, reflective our strong, continuous commitment to best-in-class customer service.
As our global network continues to expand, we remain committed to pursuing The Enterprise Way and to a more sustainable
future. Thank you for taking the time to review the progress weve made over the past year.
Pam Nicholson
President and Chief Executive Officer
Enterprise Holdings
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VALUES-DRIVENCulture
Enterprise has grown and thrived for nearly
60 years, thanks in large part to our unique
company culture. Each of our 8,100 rental
locations around the world shares a single
approach to business set forth in our FoundingValues. Since its launch, the Founding Values
program has driven thousands of best
practices that have helped us strengthen our
sustainable management approach.
Our employees are cal led on to l ive
the Founding Values daily through their
interactions with customers, vendors and
community partners. And our operating groups
recommit to these principles each year by
setting specific goals and detailed strategies
to achieve them. These strategies address the
six key business areas that form the points of
our Cultural Compass: Operations, Diversity
and Inclusion, Work Life Quality, Business
Ethics, Public Affairs and Philanthropy, and
Environmental Conservation.
A Sustainable Business ApproachThe driving force behind Enterprises sustainability strategy is our Chairmans Task Force. This diversegroup of department heads and subject matter experts is charged with identifying risks facing our
industry as well as the opportunities that must be seized to secure our continued success.
Stakeholder EngagementThis report serves as an example of our approach to
stakeholders. We welcome input from groups and
individuals who share our interest in meeting presentand future transit needs. These stakeholders include:
Consumers Through our monthly Enterprise, National
and Alamo service quality index surveys, we constantly
keep our finger on the pulse of what matters most.
In addition, we have established online customer
communities to test brand initiatives and concerns.
Employees Our company intranet, The Hub, provides a
portal for employees to contribute ideas and observations
about processes and priorities. In addition, our specializedBranch Energy Number (BEN) database serves as a
central collection point for energy management data
contributed by employee groups and individual branches.
NGOs By taking an active role in organizations that
unite industry, government and academia, we gain and
contribute valuable knowledge and perspectives that can
help advance the concept and practice of sustainable
mobility. For more information, see page 9.
Manufacturers and Suppliers Enterprise plays a
unique role in the automotive value chain. We work
with automotive manufacturers upstream on vehicle
innovations and with suppliers and customers downstream
on the real-world adoption of sustainable solutions.
Partners Enterprise works closely with our major
accounts including large corporations, insurance
companies and travel agencies to better understand and
serve commercial needs in the global marketplace.
Personal honestyand integrity arethe foundation of
our success.
Customer serviceis our way of life.
Our company isa fun and friendlyplace whereteamwork rules.
We work hard and we rewardhard work.Great things
happen when welisten to ourcustomers andto each other.
We strengthenour communitiesone neighborhoodat a time.
Our doorsare open.
Our brands
are the mostvaluable thingwe own.
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GOALS & PROGRESS
Direct and IndirectEnergy Use
20% by 2015Reduce direct and indirect energy use and
related costs by 20 percent by 2015 from
our 2010 baseline.
Progress to date:
Global Fleet Efficiency
100% Alternative FuelShuttles Buses by 2015*Progress to date: 82%
of Enterprises airport
shuttle buses now run
on biodiesel, synthetic
diesel or compressed
natural gas.
*Revised from previous goal of 100% biodiesel-powered buses by 2015.
Carbon Footprint10% by 2015Reduce Scope 1 and Scope 2emissions by 10% by 2015
Progress to date: 32+MPG28.3%
28+
MPG57.3%19.6%R E D U C T I O N
FROM OUR 2010 BASELINE
13.4%E L E C T R I C I T Y
21.9%N A T U R A L G A S
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GOALS & PROGRESS
$150 million towardSustainable Construction by 2015
More than 5,000retrofit and new construction projects
have been completed through FY2013.
50 MillionTrees Planted by 2056
8 million trees planted in national forests and state parks throughout the U.S., Canada and
Europe through calendar year 2013.
10,000Employee HealthAssessments
by 2015Achieved and exceeded this goal
two years ahead of schedule, with
a cumulative 11,921 participants
in FY2013.
Philanthropy
In FY2013, the Enterprise Holdings
Foundation provided $22 million ingrant funding to charitable causes.87% of funds fulfill
employee requests to supportcommunity organizationsthat they actively support.
+
60%HEALTH AND HUMANSERVICES CAUSES
12%PUBLIC/SOCIAL
BENEFITS
15%EDUCATION
2%OTHER REQUESTS
6%ARTS
5%ENVIRONMENT
87%
EMPLOYEE REQUESTS
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INNOVATIONAs a critical link in the automotive value chain, were uniquely positioned to foster innovation, advance
research and test market-driven solutions. As we continue the global expansion of our neighborhood
network, were strengthening our ability to bring new automotive technologies and mobility options to
the worlds driving public.
Local MobilityWe own and operate the worlds largest fleet. And we serve customers through an unparalleled
global neighborhood network of 8,100 locations. That gives us an unequaled ability to deliver service
innovations and technologies that help foster sustainable transportation. The impact of our neighborhood
network on the future of sustainable transit is most clearly seen among booming urban populations,
where car rental whether for a week, a day or an hour plays an increasingly important role. In this
environment, our unrivaled scale, local accessibility and cost-effectiveness offer consumers, businesses
and governments unmatched flexibility in meeting their mobility needs.
Exploring the FutureShaping tomorrows mobility solutions starts with a clear understanding of the current state and direction
of urban transit. Thats why Enterprise sponsored and collaborated on a milestone research project
with the Initiative for Global Environmental Leadership (IGEL). The report, titled Next Stop, Innovation:
Whats Ahead for Urban Mobility?, provided an update on how cities are expanding their options for
cleaner transportation.
Car sharing, for example, is gaining significant traction, as an estimated 1.7 million people in27 countries worldwide participate in formalized car-sharing programs and membership continues to
increase. Ridesharing, also known as vanpooling which peaked in the United States during the 1970s
and 1980s is making a comeback, fueled by cost-savings, employer incentives and traffic congestion.
The IGEL study also concluded that, while government regulation plays a major role in shaping efficient
systems and driving the early development of new technologies, the success of environmentally friendly
transportation options ultimately hinges on satisfying consumers needs and economic goals.
Ensuring that automobiletravel remains a vital mode oftransportation far into the future
is central to the success of ourbusiness and to the millionsof people around the worldwhose livelihoods and lifestylesdepend upon it. To that end, wetake an integrated approach tosustainability. From our rental fleet
and the fuels that power it, to ouroperations and the technologieswe deploy and support, we workto drive innovation and reduceour impact on the environment.
ENVIRONMENTALStewardship
http://knowledge.wharton.upenn.edu/special-report/next-stop-innovation-whats-ahead-for-urban-mobility/http://knowledge.wharton.upenn.edu/special-report/next-stop-innovation-whats-ahead-for-urban-mobility/http://knowledge.wharton.upenn.edu/special-report/next-stop-innovation-whats-ahead-for-urban-mobility/http://knowledge.wharton.upenn.edu/special-report/next-stop-innovation-whats-ahead-for-urban-mobility/8/10/2019 EHI Sustainability Report 2013
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Enterprise ReducesMunicipal Fleet Size, Costs
Enterprise CarShare has helped companies and municipal
governments reduce their fleets, subsequently reducingcosts and improving environmental outcomes.
In the United Kingdom, the City of York Council
implemented an Enterprise CarShare program as part of a
plan to reduce reliance on employee-owned cars used for
official business. The program not only led to a 26 percent
reduction in miles traveled, it helped curtail carbon
emissions by reducing the use of employees aging
vehicles, which were on average six to seven years old.
In Loveland, Colo., Enterprise CarShare introduced
a technology-driven solution that allowed municipal
employees to reserve a vehicle as little as 15 minutes
before pickup through a secure, custom online portal.
The efficient vehicle sharing system has allowed some
departments to reduce the number of staff vehicles by half,
while maintaining the same level of availability and ease of
access. The program has reduced overhead, maintenance
and insurance expenses, and is estimated to save the city
$300,000 over three years.
Car SharingEnterprise CarShareis a natural extension of our
neighborhood network putting vehicles right where
our customers need them and making them availablearound the clock.
Enterprise offers hybrid, electric and fuel-efficient
vehicles and delivers speed, economy and flexibility
to businesses, universities and government entities
looking to enhance their fleet management operations
and sustainability initiatives. For individuals, car sharing
can replace or supplement automobile ownership and
provide as-needed access to vehicles suitable for
specific tasks.
VanpoolingEnterprise also fuels sustainable mobility through
our Rideshare vanpool program, a cost-effective and
efficient way for people to commute to and from work.
In a typical Enterprise Rideshareprogram, seven to 15
co-workers commute together and each pays a low
monthly rate. But, thanks to the backing of the local
Enterprise neighborhood network, Rideshare goes
beyond simple carpooling to offer participants guaranteed rides home should something unexpectedarise. By taking cars off the road, Enterprise Rideshare reduces traffic congestion, commuter times and
driving costs, as well as vehicle emissions and fuel consumption.
ZimrideEarlier this year, Enterprise acquired Zimride, an online ride-matching service that efficiently connects
drivers and passengers, and complements our CarShare and Rideshare programs. Zimride also partners
with colleges and universities to facilitate sustainable transportation-management solutions.
ENVIRONMENTALStewardship
The most recentcar-sharing research
underscores forurban planners, elected
officials and othervisionary leaders why transportationneeds to not only be
environmentally, but
also operationally andfinancially, sustainable
in the communitieswe all serve.
Lee BroughtonCorporate Sustainability, Enterprise Holdings
TriplePundit.com
http://www.enterprisecarshare.com/uk/about/case-studies/http://www.enterprisecarshare.com/about/case-studies/http://www.enterprisecarshare.com/https://www.enterpriserideshare.com/vanpool/en.htmlhttp://www.zimride.com/http://www.triplepundit.com/2013/07/enterprise-zimride-acquisition/http://www.triplepundit.com/2013/07/enterprise-zimride-acquisition/http://www.zimride.com/https://www.enterpriserideshare.com/vanpool/en.htmlhttp://www.enterprisecarshare.com/http://www.enterprisecarshare.com/about/case-studies/http://www.enterprisecarshare.com/uk/about/case-studies/8/10/2019 EHI Sustainability Report 2013
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Robotic laboratoryautomation systems enablescientists at the EnterpriseRent-A-Car Institute forRenewable Fuels to perform200,000 experimentsper week, revolutionizingthe biofuel researchprocess and accelerating
the pace of discovery.
Enterprises fleet is not only the worlds largest, its also one of the most fuel efficient. Approximately 57.3 percent of our
vehicles average a highway fuel efficiency rating of at least 28 mpg, and 28 percent of our vehicles average 32 mpg or better.
Were investing to provide sustainable, fuel-efficient options to our customers today, as well as to advance tomorrows market
for alternative-powered vehicles and other innovative transit solutions. Our global network of neighborhood and airport locations
plays a critical role in introducing new automotive technologies to the driving public. By promoting hybrids, electric vehicles (EVs)and other emerging technologies, Enterprise is offering customers the opportunity to experience them firsthand and advancing
the promise of sustainable mobility.
In the United States, for example, we offer the industrys largest selection of hybrids and EVs. Our network provides expanded
hybrid and EV options, making it easier for consumers to test drive new technologies before making the much larger investment
to purchase. Simultaneously, rental trends at these branches provide our automotive partners, local governments and other
stakeholders with insight into how new technologies are being received in the marketplace.
Beyond the Rental FleetOur commitment to alternative-powered vehicles extends to our fleet of more than 500 airport shuttle buses. Enterprise was
the first major car rental company to switch its shuttles to 5 percent biodiesel. Initially, we set a goal to have all our shuttles
running on 20 percent biodiesel by 2015, but weve since modified that to include other alternatives. Today, 82 percent of our
shuttles run on biodiesel, synthetic diesel or compressed natural gas.
PROMOTINGClean Technolog ies
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Leading the Way in Renewable Fuels ResearchTo ensure a sustainable future for the automotive industry, theres a critical need to develop new sources
of renewable fuels. In 2007, our owners, the Taylor family, made an investment in that future with a $35
million endowment to the Donald Danforth Plant Science Centerto establish the Enterprise Rent-A-CarInstitute for Renewable Fuels.
Groundbreaking AdvancementsLed by Dr. Thomas Brutnell, one of the worlds foremost biofuel researchers, the Institute develops
technologies to enhance the potential of oilseed crops, algae and bioenergy grasses as sources of sustainable
fuel that will ultimately be used on a large scale to power cars, trucks and aircraft.
Renewable biofuels offer an especially practical solution because the infrastructure to transport, store
and access this liquid energy is already widespread throughout the world.
The Institutes multidisciplinary team of scientists studies algal and plant organisms at the molecular level
to determine how they absorb and store light energy and convert it to oils, sugars and biomass, and to
understand which mechanisms enhance yield and quality and lower environmental impact.
In FY2013 innovationsin both plant and algal studies have both advanced the Institutes mission and
attracted additional funding, including a $12 million grant from the U.S. Department of Energy to expand
the scope of its work.
Amplifying Progress through Strategic PartnershipsCollaboration is the key to developing sustainable transportation solutions that meet societys
broad-based mobility needs. By engaging with industry, academia and government, Enterprise helps
to expand the conversation and pave the way to a more efficient transportation system thats driven by
market forces and technology, as well as by sound public policy and infrastructure decisions.
Partners
PROMOTINGClean Technolog ies
http://www.danforthcenter.org/http://www.danforthcenter.org/scientists-research/research-institutes/enterprise-rent-a-car-institute-for-renewable-fuelshttp://www.danforthcenter.org/scientists-research/research-institutes/enterprise-rent-a-car-institute-for-renewable-fuelshttp://cdn.drivingfutures.com/FNL_2013%20Danforth_ERC_brochure.pdfhttp://cdn.drivingfutures.com/FNL_2013%20Danforth_ERC_brochure.pdfhttp://www.danforthcenter.org/scientists-research/research-institutes/enterprise-rent-a-car-institute-for-renewable-fuelshttp://www.danforthcenter.org/scientists-research/research-institutes/enterprise-rent-a-car-institute-for-renewable-fuelshttp://www.danforthcenter.org/8/10/2019 EHI Sustainability Report 2013
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OPERATIONS
*The 2010 baseline excludes branches where
an external landlord is responsible for utility
bills, as well as branches added after 2010.
Energy usage at these new locations is
being tracked separately as part of our
Enterprise Sustainable Construction Protocol
(ESCP). Our goal is to establish a single
companywide energy baseline by 2015.
Enterprise has deep appreciation for the link between positive business results and corporate sustainability. Thats why we strive
to reduce the impact of our operations on the planet. We focus on cutting energy use and emissions, employing responsible
construction practices and facilitating the recycling of spent materials.
Living our 20/20 VisionEnterprise works diligently to reduce the amount of energy used to power our branches, offices and other facilities. Using 2010*
as the baseline, we established our 20/20 Vision, a companywide goal to reduce energy use and related costs 20 percent by
2015. Its another way we align the interests of our customers, employees and partners with the long-term interests of our
business. To date we have reduced direct and indirect energy consumption by 13.4 percent.
The 20/20 Vision has inspired our employees to identify and execute countless energy- and
cost-saving opportunities. Since employee compensation is tied to the economic performance of
their branches, this pursuit pays off in more ways than one. Lowering our energy use doesnt just
help protect the planet the associated cost reductions make our business stronger. Thats good
news for our company, our employees and the communities in which we operate.
South Texas operations Reduced water usage by 30 percent by adding pressure washers
and water reclamation systems.
Seattle operations Tracking energy usage data using the Branch Energy Number (BEN)
database helped to identify an underground water leak. Once repaired, water usage dropped
by more than 80 percent.
Ottawa operations Partnered with a local company to create Enterprises first LED internal
and external signage to reduce electricity use. The group also reduced natural gas consumption
by 19 percent by adding limit switches and constant thermostats to wash bays.
Atlanta operations Switched the lighting fixtures at all of their branches from the outdated T12 model to an energy-
efficient T8 model. The new systems provide more light with fewer fixtures and have reduced energy use enough to pay for
the cost of the upgrades in one year.
Wisconsin operations Executed a complete retrofit to switch all parking lot lighting to LED fixtures. The result is a warmer,
more inviting branch environment for customers and a projected energy use reduction of 59 percent.
Southeast England operations Piloted rainwater collection systems at several branches throughout the region to promote
water recycling. The new systems allow the operating group to use the naturally wet climate to its advantage, reducing
municipal water usage per vehicle wash by up to 72 percent.
20/20VisionResults
FY2010
FY2011
FY2012
FY2013(estimated)
Total directand indirect
energyconsumption
1,308,951gigajoules
1,285,595gigajoules
1,100,140gigajoules
1,066,796gigajoules
2013Reductionfrom 2010baseline*
242,155gigajoules
In fiscal years 2010-2013 Enterprise derived 100 percent ofits direct energy consumption from nonrenewable fuels.
O O S
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OPERATIONS
Implementing the Enterprise Sustainable Construction ProtocolTo ensure that all of our newly constructed and retrofitted locations are efficient and sustainable, Enterprise introduced the
Enterprise Sustainable Construction Protocol(ESCP). This set of guidelines draws upon best practices found in widely respected
green building standards, such as the U.S. Green Building Councils LEED certification program.
We launched the ESCP in 2011, and we estimate that well invest approximately $150 million in sustainable construction
practices and materials by the end of 2016. Its an investment that will pay off not only in lower energy and water utility costs,
but also in providing a healthy, comfortable and efficient workplace for our employees and reducing our overall impact on the
environment.
And we know from experience that small changes can make a big difference, especially when theyre implemented throughout
a vast network like ours. To date, we have engaged in more than 5,000 new construction and retrofit projects guided by the
ESCPs seven focus areas:
Sustainable materials Using regionally produced materials and those with at least 10 percent recycled content.
Energy efficiency Conserving energy use in both interior and exterior settings.
Sustainable construction sites Building on previously developed sites when appropriate; using materials that reduce
the heat-island effect on parking lots; capturing and repurposing storm water.
Recycling Reusing fixtures, furniture and equipment such as millwork for rental counters, operational equipment, furniture
and signs; recycling construction debris.
Water efficiencies Installing water reclamation systems in automated car wash systems or using low-flow/high-efficiency
pressure wash systems; using high-efficiency plumbing fixtures; designing efficient landscaping plans.
Air quality Using low Volatile Organic Compounds material for paint, carpet, coatings and adhesives; using Indoor Air
Quality plans for construction, when appropriate.
Process innovation Developing innovative approaches for each facility, whether its an independent structure, an airport
facility or in an existing shared building; focusing on the physical layout and design as well as the business processes required
to operate each facility; ensuring that changes positively impact employee satisfaction.
OPERATIONS
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Carbon Emissions Inventory
Scope 2
178,027 MTCO2e
Scope 1
100,849 MTCO2e
Managing our EmissionsTo help us better understand and manage the carbon footprint of our operations, we took inventory of
our greenhouse gas (GHG) emissions:
Scope 1 Direct GHG emissions from our own operations, primarily from our own operations.
Scope 2 Indirect GHG emissions from consumption of purchased electricity, heat or steam.
Scope 3 Indirect GHG emissions generated by the activities of others but related to our business, such
as the GHGs emitted from our cars as customers drive them.
Determining Scope 3 emissions which constitute approximately 97 percent of the GHG impact
associated with our business has proven challenging due to the wide range of our customers driving
habits and mobility needs.
In 2010, we set a goal to lower our Scope 1 and Scope 2 emissions by 10 percent by 2015, using our2010 carbon inventory as our baseline. Weve made excellent progress against that baseline, with a 21
and 19 percent reduction in Scope 1 and Scope 2 emissions, respectively. Were also continuing to focus
on our supply chain to help minimize emissions associated with the products we use in our operations.
OPERATIONS
The FY2012 emissions inventory was developed using the WRI/WBCSD GHG Protocol
Corporate Standard. Complete Integrated Certification Services (CICS) has completed
a third-party verification of our reported corporate greenhouse gas emissions. The
Verification Statement attests to the fact that CICS provides reasonable assurancethat reported historical greenhouse gas emissions from August 1, 2011 to July 31,
2012 are verifiable. For complete details, please refer to the full Verification Statement.
CASE STUDY
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CASE STUDY
Enterprises carbonoffset program in the
United Kingdom helps
bring safe drinking waterto families in Kenya.
Carbon Credits Fuel Good WorksIn an effort to help our customers reduce their carbon footprints and lower our business overall
environmental impact, we offer renters the opportunity to purchase carbon offsets. In the United Kingdom,
our carbon offset partner is ClimateCare, an independent profit-for-purpose organization committedto tackling climate change, poverty and development issues.
Among the causes that our European offset program supports is the LifeStraw Carbon for Water initiative
in Kenya, the first large-scale project to use carbon credits as a means to provide people with clean water.
Through this project, filters have been distributed in Kenyas Western Province, providing households
access to safe drinking water.
REPURPOSING
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REPURPOSING& Reducing Materials
Our thoroughvehicle maintenanceprogram benefits
both our businessand the environmentby lowering costs,diverting wastefrom landfills andreducing relianceon nonrecycledmaterials.
Responsible Maintenance and RepairAs part of our mission to exceed our customers expectations for service, quality and value, we follow a thorough maintenance
program and adhere to manufacturers and government recommendations.
. We refined 1.3 milliongallons of oil for reuse in
our vehicles and recycled
1 million oil filters. This
represents approximately
90 percent of the oil
and virtually all of the
filters used in our North
American service centers.
2.We partner with windshieldrepair companies to recycle
damaged glass, resulting
in approximately 357 tons
of waste diverted from
landfills per year in the
United States, Canada,
United Kingdom and Spain.
3.The majority of thebody shops we work
with use water-based
paints instead of
oil-based options.
4.Spent tires are processedand recycled through
local or regional recycling
centers, with an estimated
2,000 tons of valuable
material repurposed
each year.
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REPURPOSING
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REPURPOSING& Reducing Materials
Electronics Reuse and RecyclingWith an eye toward value recovery, data security and environmental stewardship, Enterprise works with
a third-party vendor to manage electronic assets that have been retired by the company. These include
servers, computers, monitors, printers, routers, phones and other hardware.
Paperless InnovationsEnterprise Holdings employs an array of technology and service innovations that increase our operational
efficiency while curtailing our use of paper. Enterprises Automated Rental Management System (ARMS)
is a web-based application that enables Enterprise branches, insurance companies, dealerships and
auto body shops to manage the entire rental process electronically, eliminating more than 300,000
sheets of paper per year. In addition, OnRamp Digital Concierge, a comprehensive, industry-leading QR
code-based campaign, continues to serve our customers after they leave our rental branch where those
with smartphones have access to relevant content, including specific vehicle features, local information
and resources, great deals, roadside assistance and more.
SOCIAL
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Our company began with asingle neighborhood office anda simple commitment to serve
our customers, employees andcommunities. Our business has
grown since then, but the samecommitment is alive today, aswe look to bring the same careand respect for people to thethousands of communitieswe serve around the world.
Customer Service: A Way of LifeCustomers are the lifeblood of our business. As our founder Jack Taylor once said, Take care of your
customers and employees first, and growth and profits will follow. And each day we deliver on that
promise to focus on providing the best car rental experience possible.
Our Commitment
When a customer visits any of our rental locations whether in their own neighborhood or far from
home we know they expect the same high quality service experience across the board.
At a time when the car rental industrys overall customer satisfaction ratings have reached an all-time
high, Enterprise Rent-A-Car, National Car Rental and Alamo Rent A Car brands swept the top three
rankings in the J.D. Power and Associates North American Rental Car Satisfaction Study.
Enterprise Rent-A-Car ranked first for the eighth time in the past nine years, receiving the highest score in
all six survey categories: costs and fees; pick-up process; rental car; return process; reservation process;and shuttle bus/van. National and Alamo took second and third respectively, showing an impressive
ascent in the rankings since Enterprise Holdings acquired the two brands in 2007.
Measuring Success
Our path to providing unparalleled customer service is guided by a proprietary service quality
measurement system. Each of our consumer brands has its own index: ESQi, NSQi and ASQi.
Every year, we contact more than 2 million individual customers to evaluate the quality of their vehicle
rental experience and the customer service they received.
We evaluate each branchs performance based on only two scores: the percentage of customers whowere completely satisfied and the percentage of customers who said they would visit us again. Thats
not partially satisfied; we strive for completely satisfied. We call this ranking top box, and its the
uncompromising standard we pioneered and set for the Enterprise Rent-A-Car brand almost 20 years ago.
SOCIAL
PUTTING EMPLOYEES
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PUTTING EMPLOYEESFirst
Our ability to achieve long-term success and provide
superior customer service begins and ends with our
employees. Enterprise employees are smart, driven
and customer-focused when they join our team, but we
make a further investment in their skills and professional
growth through formalized training, performance-based
compensation and advancement opportunities.
Management Training ProgramEnterprises Management Training Program provides an
opportunity for new employees to jump start their careers.
This intensive training program for entry-level employees
provides a pipeline for talent. Our senior leadership team,
including the Executive Chairman and CEO, started out in
entry level positions.
As one of the worlds largest recruiters, Enterprise hires
approximately 11,000 full-time employees, including
more than 8,500 college graduates through Enterprises
renowned Management Training Program.
From day one, trainees learn how to run a business,
manage teams and provide consistently superior
face-to-face customer service. Each trainee receives an
average of 260 hours or more than 32.5 days ofprofessional training in a year through a hybrid of
classroom and hands-on experience.
In addition, more than 1,500 undergraduate students
participated in Enterprises Management Training
Internship Program, a summer program that gives future
business leaders hands-on experience similar to the
Management Training Program.
Employees Around the WorldWe have more than 78,000 employees worldwide. Of those employees, 29% are female, 71% are male,
62% are full-time, 38% are part-time, 72% are hourly and 28% are nonhourly.
TOTALEMPLOYEES % FEMALE % MALE
CANADA 4,377 22.53% 77.47%
CORPORATE 6,248 55.25% 44.75%
INTERNATIONAL6,566 35.68% 64.32%
NORTH CENTRAL U.S. 12,480 23.05% 76.95%
NORTHEAST U.S. 13,901 24.13% 75.87%
SOUTH CENTRAL U.S. 13,435 26.65% 73.35%
SOUTHEAST U.S. 9,898 28.40% 71.60%
WESTERN U.S. 12,004 29.49% 70.51%
PUTTING EMPLOYEES
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PUTTING EMPLOYEESFirst
Badges of HonorOver the past year, we have won
widespread recognition for our
robust support for veterans and
military families, including:
Secretary of Defense Employer
Support Freedom Award
Freedom Award Nominee by the
DoDs Employer Support of the
Guard and Reserve
Recognition by the Vice Admiral,
Chief of Naval Reserve, for our
support of Sailors in the Naval
ReserveFlag of Freedom Award on
behalf of Missouri Governor
Jay Nixons office, for successes
under the Show-Me Heroes
veteran hiring program
MilitaryFriendly Employerby
Victory Media, publisher of
G.I. Jobs
Top 100 Veteran-Fr iendly
Company by U.S. VeteransMagazine
Were also a committed member
of the national 100,000 Jobs
Mission and Joining Forces Travel
Industry Coalition, which work to
place veterans in jobs once they
return from their tours of duty.
Ongoing DevelopmentAt Enterprise Holdings, training is always available. In total, full-time employees participated in more than 23,000 training hours
in FY2013 through internal professional development programs geared to their positions. For employees wishing to further
advance their education, we also offer tuition reimbursement of up to $3,000 annually for degree courses that relate to their work.
Benefits & WellnessTo help promote a healthy workplace, we proactively engage employees through monthly wellness campaigns and a centralized
employee wellness space on the company intranet that helps ensure access to healthy lifestyle resources and information.
Employees and their eligible dependents are encouraged to know their numbers, conduct online health assessments and
schedule annual routine medical visits, dental exams and cleanings and vision exams all covered at 100% under the
preventive care benefit. Tobacco-free members automatically qualify for reduced medical premiums and a free Quit For Life
tobacco cessation program is available to all enrolled tobacco-users to help them qualify for similar premium reductions.
Full-time Enterprise employees, as well as their spouses, domestic partners and children, are eligible for health and welfare
benefits including medical, prescription drug, dental, vision and life insurance. Tax-advantaged health care or dependent care
spending accounts and a health savings account are options for members enrolled in the applicable medical plan.
In addition to personal health, we offer tools to support financial wellness. Many of our full-time and part-time employees
participate in our retirement savings plans, , employee discounts and paid leaves of absence for maternity, paternity, adoption,
bereavement, jury duty and military duties. Were also able to retain top talent by offering alternate work arrangements that
help them maintain a healthy work-life balance, including flextime, part-time, reduced schedule full-time and/or telecommuting.
Veteran SupportIn FY2013, Enterprise Holdings hired more than 1,600 veterans and reservistsinto its ranks, and were on track to welcome
even more through FY2014. In total, more than 6,000 of our approximately 65,850 U.S.-based employees have military
experience. For those employees called to serve, we pay the salary differential during their active duty.
INVESTING
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INVESTINGIn Our Communit ies
SUSTAINABLERESEARCH
AT THEUNIVERSITYOF MISSOURI
The vehicle of the future will be more
sustainable than todays models,
thanks in part to innovations in
alternative fuel research. As part
of our commitment to invest in
alternative fuel technologies, theEnterprise Holdings Foundation
made a $2 million gift to support
sustainability research at the
University of Missouri Columbia
(Mizzou). The funds support the
Mizzou Advantage sustainable
energy initiatives at the University
of Missouri Columbia, helping
researchers address energy issues
and making inroads into alternative,sustainable sources of fuel.
Enterprise Holdings FoundationWith thousands of neighborhood rental locations, were keenly
in tune with the needs of the communities where our employees
live and work. Our philanthropic giving is steered by the passions
and pride of our employees. In 2013, 87 percent of the $22
million given by the Enterprise Holdings Foundation fulfilled grant
requests by employees to help community causes they support,
including organizations that provide hunger relief, access to
education and veteran services.
United WayUnited Waywas the beneficiary of our first employee-supported
community outreach campaign in 1969, and to this day it remains
the only cause we ask our employees to collectively support.
Since our relationship with United Way began, employees, the
Taylor family and the Enterprise Holdings Foundation have
invested more than $66 million in local United Way chapters.
Thanks to the generosity of our employees, Enterprise Holdings
was the 13th largest corporate campaign contributor to United
Way in FY2013. And the Enterprise Holdings Foundation
amplified the impact of payroll deduction and one-time United
Way contributions from our U.S. and Canadian employees with
a 50 percent match. In the United Kingdom, the Foundation alsomatches 50 percent of employee contributions through the Give
as You Earn program.
National Urban LeagueFor nearly three decades, Enterprise Holdings has supported
initiatives of National Urban League affiliates across the country. In
2013, National Urban Leagueinducted the company into its Million
Dollar Hall of Fame for its ongoing support of mission-driven
initiatives, such as its national conference, the Equal OpportunityDay Dinner and the Black Executive Exchange Program (BEEP).
Volunteers: Feed MichiganInvesting financially in our communities is only part of our
philanthropic efforts. Our employees also invest thousands
of hours of personal time in local community organizations.
Employees volunteered for an array of projects, including
collecting food and other items for local shelters, making repairs
to community centers, preparing school supplies for children in
need and working on community beautification projects.
Among the many emp loyee volunteer pro ject s around the
world, Detroit employees stood out thanks to their unique
Feed Michigan initiative. Local branches launched the campaign
to address a need they saw in their own community: hunger,
which drives thousands of Michigan residents to food banks
each year. Employees collected canned goods and pantry staplesduring a summer food drive, with more than 150 employees
volunteering their time at local food banks, pantries and soup
kitchens. The group also secured grants from the Enterprise
Holdings Foundation for food pantries across the state.
National Center for Civiland Human Rights
The Enterprise Holdings Foundation granted $250,000 to the
National Center for Civil and Human Rightsin Atlanta, Ga.,
to support the Centers diversity outreach initiatives. Once
construction is complete, the Center will raise awareness of
modern human rights issues and help preserve the legacy of the
Civil Rights Movement.
A LIVING LEGACY
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In 2007, Enterprise made a $50 million commitment
to plant one million trees each year for 50 years. This
commitment to work in partnership with theArbor Day
Foundationand the U.S. Forest Serviceto address the
greatest and most immediate reforestation needs has
made a significant impact in communities across thecountry and around the world. Enterprise has planted
more than 8 million trees across the U.S., Canada, U.K.
and Germany. The total Pledge is the equivalent of planting
a new Central Park every 10 days for 50 years.
The 50 Million Tree Pledgeplanting projects for
2013 include:
250,000 trees in Bastrop State Park, Texas
250,000 trees in Blackwater River State Forest, Fla.
122,500 trees in Boise National Forest, Idaho
122,500 trees in Los Padres National Forest, Calif.
100,000 trees to the Woodland Trust in the United
Kingdom, specifically in Wiltshire, Essex, North York,
Northern Ireland, Condor, Angus
50,000 trees in Cuyumaca Rancho State Park, Calif.
35,000 trees in Piney, Manitoba, Canada
30,000 trees in Shanksville, Pa., in the Flight 93
National Memorial
25,000 trees in Pike & San Isabel National Forests, Colo.
15,000 trees in Essex County, Canada
Enterprise employees joined theNational Park Foundation, several otherevent sponsors and nearly 600 volunteers at the Plant a Tree at Flight 93event in Shanksville, Pa., to help create a living legacy of trees in tribute tothe heroes of September 11, 2001. The Foundation planted 30,000 treesto help reforest 23 acres of land in the new national memorial dedicated tothe men and women who lost their lives there.
A LIVING LEGACYof Trees
WHEN DISASTER STRIKES,
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WHEN DISASTER STRIKES,Enterprise Mobilizes for Recovery
Helping to Mobilize Local ResourcesOur extensive neighborhood and airport network of more than 6,000 branch offices throughout the
United States uniquely positions us to provide reliable local transportation alternatives, particularly when
hurricanes, tornadoes, wildfires and other natural disasters strike.
Each operating group also has an Action Plan that includes a guide to identify what to do in the event of
an emergency, a contact list for key personnel and disaster recovery guidelines for daily rental branches.
In the case of Superstorm Sandy, after the storm subsided, employees were already equipped to help
first responders with the necessary cars and trucks needed to immediately begin the recovery effort. As
operator of the worlds largest fleet of passenger vehicles, Enterprise plays a crucial role in mobilizing
communities and expediting recovery work in times of disaster. When Sandy bore down on the East Coast
of the U.S., Enterprise was a leading partner in collaborating with federal and local agencies to meet
the mobility needs of relief workers.
Superstorm Sandy forced us to close more than 400 of our branches along the Eastern Seaboard anddamaged nearly 1,000 vehicles. The situation was compounded by the fact that the storm hit mere days
before one of the peak U.S. travel holidays Thanksgiving. But in the aftermath, local branches sprang
back to action and helped coordinate a massive logistical response. Thousands of vehicles from as
far away as Colorado were relocated
to meet unprecedented demand
from stranded residents, insurance
companies, government agencies,
disaster teams and local utilities. In
response, employees processed
more than 26,000 insurance-relatedcar rentals to serve residents whose
vehicles were destroyed or damaged
by the storm.
The Enterprise Holdings Foundation
also donated $1 mil l ion to the
Amer ican Red Cros s to suppor t
regional relief efforts.
DISASTER RELIEFDONATIONS
RELIEF EFFORT CONTRIBUTION
Superstorm Sandy Relief $1,000,000
Oklahoma Tornado Relief $100,000
Boston Marathon Relief $50,000
Hurricane Isaac Relief $25,000
Alberta Flood Relief C$20,000 (CAD)
Indianapolis Explosion Relief $2,500Were not just a business, but part
of the communities, and socialservices is a big part of that. Our
folks live and work in those areas, so
in times of natural disaster, we needto make friends and not profits.
Greg Stubblefield
Chief Strategy Officer and Executive Vice President
Global Sales & Marketing,
Enterprise Holdings
Government Executive Magazine
ECONOMICS
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Global Headquarters
600 Corporate Park Drive
St. Louis, Missouri 63105
Corporate-Owned
Affiliate
Licensee
Licensee
Licensee
22
With 78,000 employees and more than 8,100 locations in 50 countries and territories, Enterprise
Holdings is the worlds largest and most comprehensive car rental service provider. Today our business
might look very different from our humble beginnings in a lower-level office of a St. Louis Cadillac
dealership. But, at our core we remain the same company Jack Taylor founded in 1957: a values-driven
organization with an unwavering focus on exceptional customer service, quality and value. Today, our
Executive Chairman, Andy Taylor, and our CEO, Pam Nicholson, continue to instill these guiding principles
in everything we do.
ECONOMICS& Governance
MANAGING
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for the Long Term
Were learning that if weregoing to be a global brand,
and we need to be competitive
in the future, well have todo it a different way.
Andy Taylor
Executive Chairman, Enterprise Holdings
Bloomberg
In todays increasingly global economy, Enterprise Holdings has invested in meeting the demands of
customers as they seek international travel opportunities. Our global network now includes corporate-
owned operations in the U.K., Ireland, Germany, and most recently, France and Spain.
In addition, FY2013 saw a substantial expansion of locally owned and operated franchises throughout
Europe and parts of Latin America:
We announced a new agreement with SharingMatters BV to expand our flagship Enterprise
Rent-A-Car brand into the Netherlands. The Netherlands is one of Europes strongest economies
with a population of nearly 17 million, and this new venture is part of Enterprises ongoing European
growth strategy.
Strategic franchisee agreements, including Locauto Rentin Italy, Guerin Car Rental Solutionsin
Portugal and Czechocarin the Czech Republic, brought Enterprise Rent-A-Cars European presence
to 26 countries.
A new agreement with Olecram SAextended the National and Alamo brands to Uruguay. The
agreement also includes plans for additional locations at the Montevideo airport, as well as in the
exclusive resort destination of Punta Del Este.
As we continue to expand our global presence, were committed to sharing and promoting the principles
of sustainability that guide and govern our operations. We are actively working to incorporate the new
global operations we own into our 20/20 Vision goals and carbon inventory.
Financial Strength and StabilityEnterprise Holdings financial strength and stability are unmatched in our industry, thanks to a
conservative and disciplined approach to managing our business. We embrace new opportunities
strategically, always placing a higher value on the long-term impact than on the potential for short-termgain. For nearly 60 years, our owners, the Taylor family, have put more than 80 percent of the companys
cumulative earningsright back into the business. Our corporate governance program supports our
commitments to Enterprises customers, employees, business partners and stakeholders, and ensures
that our financial management processes are in full compliance with regulations and standards.
Enterprise Holdings is the only investment-grade car rental company in North America. We engage
quarterly with our financial stakeholders via investor conference calls and provide Generally Accepted
Accounting Principles (GAAP) numbers for maximum consistency, comparability and transparency.
ECONOMICS
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& Governance
24
The Chairmans Task ForceThe companys sustainability commitment is driven by our Chairmans Task Force a cross-functional
governing body that meets twice each year to set priorities and develop key initiatives that drive our
company to a more sustainable future.
Led by Lee Broughton, head of corporate sustainability, this group of 15 department heads and subject
matter experts assesses the impact of our operations and identifies ways to reduce costs and waste,
while leaving a positive imprint on the communities we serve.
Instilling Sustainability Throughout Our BusinessWe welcomed Peter Seligmann, co-founder, chairman and CEO of the
environmental advocacy organization Conservation International, for an
exclusive discussion with Lee Broughton. In an hour-long conversation
with more than 100 senior leaders, Seligmann highlighted theimportance of corporate initiatives that strike a balance between
business value and resource conservation. The interviewzeroed in
on the principles and applications of sustainable business and the
critical importance of practices big and small that can help secure a
sustainable future for companies and communities.
Board of DirectorsThough Enterprise Holdings is a privately held company, our growth and strategic direction are overseen
by a 14-member board of directors. Our board is composed of eight men and six women. 13 membersare Caucasian and one African-American. They meet four times a year to provide insight and advice
on critical business issues, including guidance on sustainability efforts. The Enterprise Holdings board
of directors includes nine current or former employees as well as five externally employed members.
THE CHAIRMANSTASK FORCEMarie Artim
Vice President, Talent AcquisitionSteve Bloom
President, Enterprise Holdings Fleet Management
and Senior Vice President, Car Sales
Steve Brackney
Senior Vice President, Corporate AccountingLee Broughton
Corporate Sustainability
Brad Carr
Vice President, Corporate Business Development
Mark Dennis
Director, Federal Income Tax
Pat Farrell
Chief Marketing and Communications Officer
Don Finnegan
Vice President, Corporate Operations
Craig Kennedy
Senior Vice President and Chief Information OfficerTony Moise
General Manager, St. Louis Operations
Neal Schroeder
Vice President, Internal AuditRick Short
Senior Vice President, Business Management
Peter Smith
Vice President, Global Franchising
Greg Stubblefield
Chief Strategy Officer and Executive Vice President
Global Sales & Marketing
Roger Van Horn
Vice President, Corporate Loss Control
Dan WesselVice President, Business Management
ENGAGING SUPPLIERS
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Promoting Ethics in our Supply ChainOur internal Ethics Committee is currently engaged in formalizing a Supplier Code of Conduct, which is
expected to launch in FY2014. Recognizing that there are differences in laws, customs and economic
conditions that affect business practices around the world, our policy will be grounded in a belief that
shared values must serve as a common ground between Enterprise and its suppliers.
Supporting Local and Minority-Owned BusinessesWe actively seek out opportunities to partner with minority-owned, women-owned and socially or
economically disadvantaged small businesses. In fact, more than $7 million of our annual supplier spending
goes to small businesses in the communities our branches serve, and 23 percent of our companywide
spending is with minority- and women-owned businesses.
The Enterprise Supplier Diversity Programfurther enhances our effort to foster financial sustainability
within the communities where we work. We track our supplier spending and provide our operationspersonnel with an internal database of minority- and women-owned businesses for future partnership
opportunities. Were committed to expanding and maintaining these relationships, and our operating
groups are encouraged to set annual goals for increasing our collaboration with diverse suppliers.
Business EthicsWe define business ethics as understanding and embracing the highest standards of integrity and
displaying those standards in our decisions and actions. Its one of our core values and a personal
commitment made by every employee.
As they work to ensure strict observance of our ethics policies, our business managers draw support from
ethics committees located within our global operating groups. These regional leaders oversee employee
training and awareness programs that include guidance on how to access our confidential hotline to
report any ethical concerns. We track participation through an annual review of our formal ethics policy,
which employees sign upon review. One hundred percent of our full-time employees receive a copy of
our ethics policy and participate in our ethics program.
Much of our ability to serveour customers depends on the
strong relationships we have
with our suppliers morethan 250,000 worldwide.
LOOKING AHEAD
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Even as we reflect on the progress we have made in thepast year, we remain focused on the future. Here are some ofthe efforts we look forward to reporting progress in 2014:
A heightened focus on relationships within our supplychain that promote proven sustainable practices, including
the launch of our Supplier Code of Conduct.
Continued emphasis on sustainable growthof the global neighborhood network.
A fresh review of our most material issues that willinform the development of environmental, social
and governance goals for the year 2020.
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Revenue(in billions by fiscal year)
Locations(by fiscal year)
Employees(by fiscal year)
Vehicles(by fiscal year)
1965
0
$2
$4
$6
$8
$10
$12
$14
$16
1975 1985 1995 2005 2013
1965
0
1,000
2,000
3,000
4,000
5,000
6,000
7,000
8,000
1975 1985 1995 2005 2013
1965
0
10,000
20,000
30,000
40,000
50,000
60,000
70,000
80,000
1975 1985 1995 2005 2013
1965
0
50,000
100,000
200,000
400,000
600,000
800,000
1,000,000
1,200,000
1,400,000
1975 1985 1995 2005 2013
ABOUT THIS REPORT
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This report highlights relevant company activities in Enterprises fiscal year ended July 31, 2013 (unless otherwise noted). The reports profile
disclosures represent information from our companys operations at the close of fiscal year 2013 for our 8,100 global locations. Our reporting
cycle is to issue an in-depth report every other year and briefer updates in the mid-cycle years, such as last years fiscal year 2012 update. Moving
forward, we will be working to incorporate environmental data for our fully owned branches in France and Spain into our companywide reporting.Franchise branches will not be included.
The report is divided into three primary sections (Environmental Stewardship, Social and Economics & Governance), and focuses on the issues that
are material to our business as outlined by our Chairmans Task Force and informed by dialogue with our stakeholders, along with the initiatives
were undertaking to address those issues and our targets and performance to date. Information restated from previous reports is included to provide
context for progress reported and new initiatives implemented.
The report follows the sustainability reporting guidelines set forth by the Global Reporting Initiative (GRI 3.1), and is a GRI-verified Level C report.
A guide to the location of GRI information is available at the end of this report. Carbon emissions inventory data is externally assured by CICS.
For more information, please visit ehi.com/sustainabilityand drivingfutures.com.
For questions about this report, please contact:
Lee Broughton
Corporate Sustainability
Claire Carstensen
Sustainability Specialist
Office: 314-512-4601
Cell: 314-801-4513
GLOBAL REPORTINGInitiative Content Index
http://ehi.com/sustainabilityhttp://drivingfutures.com/mailto:[email protected]:[email protected]://drivingfutures.com/http://ehi.com/sustainabilityhttp://cdn.drivingfutures.com/EHI%20-%20ALC%20statement.pdf8/10/2019 EHI Sustainability Report 2013
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Initiative Content Index
GRI Index Profile Disclosures
Disclosure Description Location
1.1 Statement from most senior member of the organization Letter from President & CEO Pam Nicholson pg. 1
2.1 Name of the organization Enterprise Holdings at-a-Glance pg. 2
2.2 Primary events, brands, products and/or services Enterprise Holdings at-a-Glance pg. 2
2.3Operational structure of the organization, including main divisions,
operating companies, subsidiaries and joint venturesEnterprise Holdings at-a-Glance pg. 2
2.4 Location of organizations headquarters Economics & Governance pg. 22
2.5Number of countries where the organization operates, and names of countries with either major
operations or that are specifically relevant to the sustainability issues covered in the reportEconomics & Governance pg. 22, 24
2.6 Nature of ownership and legal form Visit enterpriseholdings.com/financial-information
2.7 Markets served (including geographic breakdown, sectorsserved and types of customers/beneficiaries)
Enterprise Holdings at-a-Glance pg. 2Economics & Governance pg. 22
2.8 Scale of the reporting organization
Enterprise Holdings at-a-Glance pg. 2
Social pg. 17
As a privately held company, Enterprise Holdings does not disclose
additional information about the economic values generated
beyond our total annual revenues and growth of key organizational
assets, including our fleet and number of employees.
2.9 Significant changes during the reporting period regarding size, structure or ownership Economics & Governance pg. 24
2.10 Awards received in the reporting period
Enterprise Holdings at-a-Glance pg. 2
Social pg. 18
3.1 Reporting period for information provided About This Report pg. 28
3.2 Date of most recent previous report About This Report pg. 28
3.3 Reporting cycle About This Report pg. 28
3.4 Contact point for questions regarding the report or its contents About This Report pg. 28
3.5 Process for defining report content
*Economics & Governance pg. 2.
Goals & Progress pgs. 4-5
Values-Driven Culture pg. 3
Environmental Stewardship pg. 9
About this Report pg. 28
GLOBAL REPORTINGInitiative Content Index
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Disclosure Description Location
3.6 Boundary of the report About This Report pg. 28
3.7 Specific limitations on the scope or boundary of the report About This Report pg. 28
3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourcedoperations and other entities that can affect comparability
About This Report pg. 28Economics & Governance pg. 24
3.10Explanation of the effect of any restatements of information provided
in earlier reports, and the reasons for such restatementAbout This Report pg. 28
3.11Significant changes from previous reporting periods in the scope,
boundary or measurement methods applied in the report
About This Report pg. 28
Enterprise Holdings at-a-Glance pg. 2
Economics & Governance pg. 24
3.12 Table identifying the location of the Standard Disclosures in the report This table
3.13 Policy and current practice with regard to seeking external assurance for the report About This Report pg. 28
4.1Governance structure of the organization including committees under the highest governance
body responsible for specific tasks, such as setting strategy or organizational oversightEconomics & Governance pg. 23
4.2 Indicate whether the Chair of the highest governance body is also an executive officerEconomics & Governance pg. 23; for more information
visit enterpriseholdings.com/about-us/leadership/
4.3For organizations that have a unitary board structure, state the number of members of
the highest governance body that are independent and/or nonexecutive membersEconomics & Governance pg. 23
4.4Mechanisms for shareholders and associates to provide recommendations
or direction to the highest governance body
Values-Driven Culture pg. 3
Economics & Governance pg. 23
Social pg. 16
4.8Internally developed statements of mission or values, codes of conduct and principles relevant
to economic, environmental and social performance and the status of their implementation
Values-Driven Culture pg. 3
4.14 List of stakeholder groups engaged by the organizationValues-Driven Culture pg. 3
Environmental Stewardship pg. 9
4.15 Basis for identification and selection of stakeholders with whom to engage Values-Driven Culture pg. 3
* Enterprise Holdings relied on four primary sources to determine the topics that are material to our company with regard to our environmental, social and economic impacts: participation in industry sustainability groups and forums as
well as interaction with business partners and other stakeholders; the knowledge of our dedicated Sustainability team; the GRI 3.1 Guidelines; and our Chairmans Taskforcea cross-functional group of internal stakeholders who serve
as proxies for the various aspects of our business and is charged with setting long-term sustainability goals and year-to-year sustainability priorities reflective of the issues most material to our business.
The topics and cases reported on within the FY2013 report reflect the environmental, social and governance initiatives enacted or continued in FY2013 in support of the achievement of our stated long-term goals and continuance of
our industry-leading corporate culture, anchored by our values-driven culture (see page 3).
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GRI Index Indicators
Indicator Description Location
EN3 Direct energy consumption by primary energy source Environmental Stewardship pg. 10
EN4 Indirect energy consumption by primary source (electricity) Environmental Stewardship pg. 10
EN5 Energy saved due to conservation and efficiency improvements Environmental Stewardship pgs. 4,10
EN6Initiatives to provide energy-efficient or renewable energy based products and services, and
reductions in energy requirements as a result of these initiativesEnvironmental Stewardship pgs. 4,6-9
EN16 Total direct and indirect greenhouse gas emissions by weight Environmental Stewardship pg. 12
EN26 Initiatives to mitigate environmental impacts of products and services and extent of impacts Environmental Stewardship pgs. 14-15
EC1 Direct economic value generated
Enterprise Holdings at-a-Glance pg. 2
Social pg. 19-21;
As a privately held company, Enterprise Holdings is unable
to disclose additional information about the economic values
generated beyond our total annual revenues and growth of key
organizational assets, including our fleet and number of employees
EC6 Policies, practices and proportion of spending with locally based suppliers Economics & Governance pg. 25
EC8Development and impact of infrastructure investments and services provided primarily for
public benefit through commercial, in-kind, or pro bono engagementSocial pg. 19-20
LA1Total workforce by employment type, employment contract and region broken down by
gender
Enterprise Holdings at-a-Glance pg. 2
Social pg. 17
LA3Benefits provided to full-time employees that are not provided to temporary or part-time
employees, by significant locations of operationSocial pg. 18
LA10 Average hours of training per year per employee by gender, and by employee category Social pg. 18
LA11Programs for skills management and lifelong learning that support the continued
employability of associates and assist them in managing career endingsSocial pgs. 17-18
SO3 Percentage of employees trained in anti-corruption policies Economics & Governance pg. 25
PR5Practices related to customer satisfaction, including results of surveys measuring customer
satisfactionSocial pg. 16
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