EHI Sustainability Report 2013

8/10/2019 EHI Sustainability Report 2013

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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/


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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/


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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
http://www.enterprise.com/car_rental/hybridOfferedCities.dohttp://www.enterprise.com/car_rental/hybridOfferedCities.do


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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/


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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
http://www.enterpriseholdings.com/press-room/enterprise-holdings-commits-to-reduce-energy-use-and-energy-costs-by-20-percent-over-next-five-years.htmlhttp://www.enterpriseholdings.com/press-room/enterprise-holdings-commits-to-reduce-energy-use-and-energy-costs-by-20-percent-over-next-five-years.html


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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
http://www.enterpriseholdings.com/press-room/enterprise-rent-a-car-leads-car-rental-industry-in-sustainable-construction-150-million-investment-over-five-years.htmlhttp://www.enterpriseholdings.com/press-room/enterprise-rent-a-car-leads-car-rental-industry-in-sustainable-construction-150-million-investment-over-five-years.htmlhttp://www.enterpriseholdings.com/press-room/enterprise-rent-a-car-leads-car-rental-industry-in-sustainable-construction-150-million-investment-over-five-years.html


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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
http://cdn.drivingfutures.com/Enterprise_VOS_Statement_Scope_1_2_2013-06-25.pdfhttp://cdn.drivingfutures.com/Enterprise_VOS_Statement_Scope_1_2_2013-06-25.pdf


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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
http://climatecare.org/http://climatecare.org/


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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.

34

2

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
http://armsautosuite.com/http://armsautosuite.com/http://www.autorentalnews.com/channel/rental-operations/news/story/2012/10/enterprise-launches-qr-codes-and-onramp-concierge-mobile-site.aspxhttp://www.autorentalnews.com/channel/rental-operations/news/story/2012/10/enterprise-launches-qr-codes-and-onramp-concierge-mobile-site.aspxhttp://armsautosuite.com/


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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
http://www.enterpriseholdings.com/press-room/enterprise-rent-a-car-national-car-rental-and-alamo-rent-a-car-receive-top-three-spots-in-jd-power-and-associates-2012-rental-car-satisfaction-study.htmlhttp://hbr.org/2002/07/driving-customer-satisfaction/ar/1http://hbr.org/2002/07/driving-customer-satisfaction/ar/1http://www.enterpriseholdings.com/press-room/enterprise-rent-a-car-national-car-rental-and-alamo-rent-a-car-receive-top-three-spots-in-jd-power-and-associates-2012-rental-car-satisfaction-study.html


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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
http://www.enterpriseholdings.com/press-room/us-veterans-magazine-recognizes-enterprise-holdings-commitment-to-veterans-and-reservists.htmlhttp://www.enterpriseholdings.com/press-room/us-veterans-magazine-recognizes-enterprise-holdings-commitment-to-veterans-and-reservists.html


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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
http://mizzouadvantage.missouri.edu/http://www.enterpriseholdings.com/about-us/corporate-citizenship/http://www.unitedway.org/http://nul.iamempowered.com/http://www.feedingamericawestmichigan.org/http://www.cchrpartnership.org/index.htmlhttp://www.cchrpartnership.org/index.htmlhttp://www.feedingamericawestmichigan.org/http://nul.iamempowered.com/http://www.unitedway.org/http://www.enterpriseholdings.com/about-us/corporate-citizenship/http://mizzouadvantage.missouri.edu/


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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,
http://www2.arborday.org/index.cfmhttp://www2.arborday.org/index.cfmhttp://www.fs.fed.us/http://www.drivingfutures.com/programs-initiatives/50-million-tree-pledge/http://www.nationalparks.org/http://www.nationalparks.org/http://www.drivingfutures.com/programs-initiatives/50-million-tree-pledge/http://www.fs.fed.us/http://www2.arborday.org/index.cfmhttp://www2.arborday.org/index.cfm


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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
http://cdn.drivingfutures.com/2012_The_Hub.pdfhttp://cdn.drivingfutures.com/2013Jan-Feb_Gov_Exec_mag.pdfhttp://cdn.drivingfutures.com/2013Jan-Feb_Gov_Exec_mag.pdfhttp://cdn.drivingfutures.com/2012_The_Hub.pdf


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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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23

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
http://www.bloomberg.com/news/2013-03-12/billionaire-s-son-eases-grip-to-take-enterprise-global.htmlhttp://www.enterpriseholdings.com/press-room/enterprise-expands-into-the-netherlands-in-european-expansion-drive.htmlhttp://www.enterpriseholdings.com/press-room/enterprise-rent-a-car-appoints-locauto-rent-as-partner-in-italy.htmlhttp://www.enterpriseholdings.com/press-room/enterprise-holdings-appoints-guerin-car-rental-solutions-as-franchisee-in-portugal.htmlhttp://www.enterpriseholdings.com/press-room/enterprise-heads-further-into-europe-with-franchisee-agreements-in-poland-and-czech-republic.htmlhttp://www.enterpriseholdings.com/press-room/alamo-rent-a-car-and-national-car-rental-brands-enter-uruguay-market.htmlhttp://www.enterpriseholdings.com/financial-information/financial-stability/http://www.enterpriseholdings.com/financial-information/financial-stability/http://www.enterpriseholdings.com/financial-information/financial-stability/http://www.enterpriseholdings.com/financial-information/financial-stability/http://www.enterpriseholdings.com/press-room/alamo-rent-a-car-and-national-car-rental-brands-enter-uruguay-market.htmlhttp://www.enterpriseholdings.com/press-room/enterprise-heads-further-into-europe-with-franchisee-agreements-in-poland-and-czech-republic.htmlhttp://www.enterpriseholdings.com/press-room/enterprise-holdings-appoints-guerin-car-rental-solutions-as-franchisee-in-portugal.htmlhttp://www.enterpriseholdings.com/press-room/enterprise-rent-a-car-appoints-locauto-rent-as-partner-in-italy.htmlhttp://www.enterpriseholdings.com/press-room/enterprise-expands-into-the-netherlands-in-european-expansion-drive.htmlhttp://www.bloomberg.com/news/2013-03-12/billionaire-s-son-eases-grip-to-take-enterprise-global.html


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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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27

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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28

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

[email protected]

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.pdf


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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


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

http://localhost/var/www/apps/conversion/tmp/scratch_1/2013-06-25.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_1/2013-06-25.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_1/2013-06-25.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_1/2013-06-25.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_1/2013-06-25.pdfhttp://localhost/var/www/apps/conversion/tmp/scratch_1/2013-06-25.pdfhttp://cdn.drivingfutures.com/EHI%20-%20ALC%20statement.pdf


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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


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


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


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).

http://www.enterpriseholdings.com/about-us/leadership/http://www.enterpriseholdings.com/about-us/leadership/


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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


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


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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Documents

EHI Sustainability Report 2013