Sustainability Fundamentals

2012

the business of FISCAL YEAR Sustainability Driving People and Communities Forward Contents

2 To Our Stakeholders:

Thank you for taking the time to review this update on Enterprise Holdings’ sustainability efforts, which shares highlights from our fiscal year, ended July 31, 2012 (FY 2012).

For more than 55 years, our success has been built on meeting people’s mobility needs in the neighborhoods and communities where we operate, and that principle still guides us today as we continue our company’s steady, strategic growth. As part of our conservative, responsible management approach, we have always invested a large portion of our profit back into our business. Among other things, this approach has enabled us to expand our global presence in Brazil, China, France and Spain through car rental company acquisitions, and to increase our car-sharing presence in the United States with two significant acquisitions, in the past year.

As our business expands, so too does our opportunity to help provide solutions to the world’s growing mobility issues. Throughout FY 2012, we continued to play an active role in addressing such major transportation-related issues as alternative fuels, emerging automotive technologies, fuel efficiency and emissions standards. And we continued to use Andrew C. Taylor our unique position as owner and operator of the world’s largest fleet of passenger vehicles Chairman and Chief Executive Officer to help identify mobility solutions that meet the needs of drivers and the marketplace. Enterprise Holdings

But our sustainable mobility strategy isn’t focused solely on using automobiles to physically move people from one place to another. We operate our business in ways that take sustainable mobility further, driving environmental improvements and technology, and helping people and communities move forward.

Driven by our cross-functional Chairman’s Task Force, sustainability cuts across every aspect of our company, from our companywide efforts to reduce energy use; to our conservation effort to plant 50 million trees in our forests; to our commitment to hire U.S. military members and veterans; to our philanthropic support for thousands of organizations across the communities we serve.

We hope you – our stakeholders – enjoy reading about how we’ve advanced these efforts “We operate our business in over the past year. ways that take sustainable mobility further, driving environmental improvements and helping people and communities move forward.” - 3 - EHI-Owned Licensee Global Headquarters 600 Corporate Park Drive Licensee Affiliate St. Louis, Missouri 63105

Global Brands $15.4 billion Enterprise Holdings is the largest and most comprehensive service provider in the car rental industry, annual revenue* operating – through its regional subsidiaries – the Alamo Rent A Car, Enterprise Rent-A-Car, and National Car Rental brands in neighborhood and airport locations in 11 regions/countries: the U.S., Canada, Mexico, the Caribbean, Latin America, the U.K., Ireland, Spain, France, Germany, and Asia. 1.3 million Alamo Rent A Car provides value-oriented vehicle rental for U.S. leisure travelers and is the largest car rental provider to international travelers visiting North America. Alamo serves thousands of vehicles in fleet travelers each year as the official rental car ofWalt Disney World Resort® and Disneyland Resort®.

Enterprise Rent-A-Car is known for exceptionally low rates, neighborhood convenience and outstanding service. Enterprise specializes in renting vehicles to customers who need a car because 8,200 of an accident, mechanical repair or theft. Enterprise also provides vehicles for customers who want global locations (airport & neighborhood) to take a short business or leisure trip, who need a car for a special occasion or business purpose.

National Car Rental serves the daily rental needs of the frequent airport traveler seeking choice, convenience and time savings for their personal and business trips. National helped pioneer the car rental industry’s first frequent renter program, Emerald Club, and provides 74,000 business travelers with expedited service at all of the top 50 airports for business travel. employees

- 4 - *FY 2012 revenue includes revenue from Enterprise Fleet Management, which was spun out from Enterprise Holdings on August 1, 2011. “Our team is always on the lookout for new Environmental Stewardship ways to reduce our energy use. It has become

Enterprise was founded more than 55 years ago on the principle of a natural part of our decision-making process managing our business for the long term – taking a thoughtful, conservative and how we operate, and we’re seeing the approach to our operations, making responsible use of our resources, benefits of sustainability in our bottom line.” treating our customers, our employees and our communities with the respect they deserve. So, it comes naturally for us to embrace, promote – Gavin Ramrattan, Enterprise Branch Manager and implement sustainable practices across all areas of our company, Jamaica, New York including a commitment to reduce our impact on the environment we all share. We know this approach leads to positive results for our business, our employees, our customers and the communities we serve. 20/20 Profile: Metro New York Beyond our fleet, we recognize that our company’s facilities have the Our efforts are guided by our Chairman’s Task Force. The following pages next greatest impact on the communities where we operate. In 2010, we highlight key 2012 activities that are helping us advance the state of committed to reduce both energy use and costs by 20 percent companywide sustainable mobility. over five years through our 20/20 Vision initiative. Through local operational efficiency programs, we’re working to make a global impact throughout our 20/20 Vision Update network of locations. We’re beginning to realize that impact in places such as metro New York. We 2011 Total direct and indirect energy consumption 1,284,913 operate more than 45 rental facilities across the five boroughs of New York (August 2010-August 2011) gigajoules City, where we’ve reduced local energy use by 10 percent since 2010. Metro 2011 Direct energy consumption from New York Enterprise, National and Alamo branches have taken a variety of 100 percent non renewable sources steps to reduce their energy use and costs, from installing energy-efficient lighting to adding motion sensors on thermostats and controlling parking lot Estimated 2012 total direct and indirect energy consumption 1,087,694 lighting with astronomic timers. And that’s just the beginning – the group is on (August 2011-August 2012) gigajoules track to achieve a cumulative reduction in energy use by 25 percent by 2015. 2012 Direct energy consumption from 100 percent non renewable sources The metro New York group represents just a small fraction of our network. Consider the overall impact that the 20/20 Vision initiative will have as all of 2012 Reduction from 2010 baseline* 221,257 our operating groups continue to implement changes to reduce their energy gigajoules use and costs. What’s more, our well-recognized Management Training Program introduces employees to corporate sustainability fundamentals. That *The 2010 baseline excludes branches where an external landlord is responsible for utility bills, and it means up-and-coming managers in many locations now include such things does not include 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 as energy efficiency as part of their responsibilities – helping them see how a single companywide energy baseline by 2015. sustainable practices drive profitability at the grassroots level and reinforcing the importance of business planning for the long term.

- 5 - Leadership Forum on the “As the largest owner of vehicles in the world, Future of the Automobile we have to be playing in this arena, trying these vehicles out and helping manufacturers to A crowd packed the Donald Danforth Plant Science Center in St. Louis in June to hear the perspectives of three prominent thought leaders on the understand if they are resonating with customers. future of automotive transportation. Our Chairman and CEO Andrew C. Taylor They are part of our sustainability program.” and President of General Motors North America Mark Reuss were joined by business sustainability expert and journalist Marc Gunther who moderated – Andrew C. Taylor their discussion of the challenges involved in keeping passenger vehicles economically viable and socially relevant.

The conversation offered a unique view from both ends of the automotive value chain: GM advances technology upstream by developing and deploying such sustainable innovations as improved combustion engines and electric vehicles, while Enterprise’s position downstream as the world’s largest car rental company helps introduce drivers to new technologies and gives them a chance to prove their viability in the marketplace.

Enterprise and GM share a belief that biofuels are the most significant near- term solution to reduce dependence on petroleum and the carbon footprint of driving, while electric vehicles may offer the best long-term solution. And since 2006, Enterprise’s owners, the Taylor family, have given $35 million to the Danforth Center and its Enterprise Rent-A-Car Institute for Renewable Fuels where scientists are researching and developing new and sustainable methods of creating next-generation biofuels from such nonfood crops as camelina, switchgrass and algae – fuels that someday could be used to power cars, trucks and aircraft, reducing both environmental impact and the nation’s dependence on foreign sources.

One of the keys to the future success and sustainability of our business and the broader automotive industry is building partnerships and sharing best practices. This event is just one example of how we seek to build sustainable partnerships with automotive manufacturers and others throughout the automotive value chain to develop and deliver clean fuel technologies that help us continue to expand and support mobility needs in communities around the world.

Conversations From The Donald Danforth Plant Science Center: Corporate Sustainability in New Technology, Biofuels, & Public Policy Issues

- 6 - Urban Mobility Transportation options are expanding to meet the urban mobility needs of growing cities. At the same time, Enterprise Holdings operates the world’s largest fleet of passenger vehicles: more than 1 million, available through 8,200 neighborhood and airport locations around the world. And with 6,200 rental locations located within 15 miles of 90 percent of the U.S. population, we’re a significant link in the automotive value chain – uniquely positioned to quickly and efficiently introduce millions of drivers to new fuel and vehicle technology. Car Sharing: To continue to meet the growing need for cars as part of lower-impact urban mobility systems, Enterprise has made several significant enhancements to our car-sharing services over the past year. During fiscal 2012, we acquired PhillyCarShare in Philadelphia as well as Mint Cars On-Demand in New York City and Boston. Each of the acquired fleets were quickly integrated into our local car rental operations and upgraded with newer vehicles – increasing the size of the fleets and expanding service to new neighborhoods to better serve customers. We also expanded car-sharing services to almost 100 communities, including corporate campuses, university locations, military facilities and downtown hubs.

Car sharing is a natural extension of the local car rental service that Enterprise Rent-A-Car pioneered. Even before the 2007 launch of our car-sharing program with automated vehicle access, we provided hourly rentals to customers in large urban markets, where many consumers rely on mass transit rather than owning a vehicle and need a supplemental mobility option. We now operate car-sharing programs in 36 states, plus Canada and the U.K. “The Enterprise network is unique in its coast-to-coast All of these programs are being consolidated under the Enterprise CarShare neighborhood coverage as well as its ability to support name to support the evolution and expansion of car-sharing services, and to local citizens, businesses and government leaders as they provide members worldwide with access to a larger, newer and more fuel- efficient fleet of vehicles. Under the Enterprise brand, we can offer customers develop long-term transportation plans and advocate a reliability through flexibility, thanks to the support of the world’s largest fleet of more sustainable future for their hometowns.” vehicles and the largest neighborhood network. – Lee Broughton, Corporate Sustainability

- 7 - New Technologies Drive Operational Efficiency Enterprise Holdings is an ideal channel for testing and socializing innovative mobility solutions. We partner with manufacturers to introduce new vehicles and technologies to the driving public. We also work with our stakeholders and partners to assist in carbon reduction efforts as well as bring new technologies into the consumer mindset.

For example, we are the first to create a comprehensive, industry-leading QR code-based campaign – called “OnRampSM Concierge” – for car rental customers. It is a new, technologically advanced way to keep serving our customers even after they leave our rental branch. Customers with smartphones have access to relevant content, including specific vehicle features, local information and resources, great deals, roadside assistance and more. Driving Futures Network: Enterprise also has helped redefine the insurance replacement business with innovation and visionary technology. In 1994, we set out to help our insurance To help drive the future of sustainable transportation and urban mobility, partners simplify the cumbersome process of managing replacement rental we announced the Driving Futures Network. These branches certainly cars for policyholders. Before then, insurance adjusters could spend hours on will not be our only car rental or car sharing locations offering innovative, the phone arranging rentals, coordinating with auto-body shops and preparing fuel-efficient vehicles. But we believe this new Network has the potential of invoices. In response, Enterprise created the Automated Rental Management raising awareness of forward-looking alternatives by appealing to what we System (ARMS®), a web-based application that enables Enterprise branches, call the “urban eco-curious” – early adopters who take pride in embracing insurance companies and auto-body shops to manage the entire rental process new, clean technology and its benefits. The Network will give consumers electronically. Earlier this year, we enhanced the ARMS suite of products by a convenient and affordable opportunity to try out technology before they introducing a repair-status-notification feature, which uses text and email make the much larger investment to purchase a vehicle. messages to instantly update customers.

In addition, the Driving Futures Network will be an attractive channel to Other examples of industry-leading innovation include emailed communications help our automotive manufacturing partners understand how their new that include arrival-and-return alerts as well as drop-off service with convenient vehicles are being received. Local governments and municipalities also electronic receipts. Car-sharing technology also helps lead the way by making are increasingly demanding these types of vehicles to reduce their overall local car rental even more accessible in urban areas throughout North America. carbon footprints and meet their sustainability goals. By simultaneously working with our automotive and government partners, we will be expanding By embracing and investing in innovation – from QR codes and the alternative fuels conversation and building support for charging stations e-receipts to electronic notifications and car-sharing technology – we are and other infrastructure, while also further promoting acceptance of these making the car rental and car sharing businesses even more operationally technologies as they evolve. and financially sustainable.

- 8 - Total Scope 1 112,075 MTCO Environmental Goals & Progress 2

Total Scope 2

184,702 MTCO2

Biodiesel (B20) Alternative Fuel Carbon Emissions Inventory Converted all shuttle buses to biodiesel at airport locations within five miles of a biodiesel The FY2011 emissions inventory was developed using the WRI/WBCSD GHG Protocol Corporate fueling station. Overall, more than 70 percent of our shuttle buses now run on biodiesel, with Standard. CICS has completed a third-party verification of our reported corporate greenhouse approximately 50 percent using five percent biodiesel (B5), and more than 20 percent using gas emissions. The Verification Statement “attests to the fact that CICS provides reasonable B20. By the end of 2012, the older buses will be replaced with new B20-compatible models assurance that reported historical greenhouse gas emissions from 01-Aug-2010 through and more than 80 percent of the total shuttle bus fleet will run on biodiesel. 31-July-2011 are verifiable.” For complete details, please refer to the full Verification Statement.

Electricity Consumption 1,300 Reduce electricity consumption and related costs retrofit and new % construction by 20 percent over five years from 2010 baseline. 11.7 projects

Natural Gas Consumption Reduce natural gas consumption and related costs % by 20 percent over five years from 2010 baseline. 23 Sustainable Construction Update The 2010 baseline includes branches where an external landlord is Conservation responsible for utility bills, and it does not include branches added after 2010. $150 million investment over 5 years to Performance results are affected by several factors, including improvements improve efficiencies at Enterprise Holdings Plant 50 million trees in national forests throughout the in energy efficiency, weather conditions and modifications to the 2010 branches with more than 1,300 retrofit and U.S., Canada and Europe between 2006 and 2056. baseline reflecting ongoing enhancements to data management processes. new construction projects completed in 2012. Planted 7 million trees to date.

- 9 - Social

At Enterprise Holdings, we recognize that our long-term success is inherently tied to the success and well-being of our employees and the communities we serve. With operations in cities and towns across the country and around the world, we are in a unique position to promote community growth and prosperity, and our Chairman’s Task Force places a high priority on supporting programs that positively impact those around us. 50 Million Tree Pledge Update Since 2006, Enterprise has teamed with the Arbor Day Foundation and the U.S. Forest Service to plant one million trees each year for 50 years throughout the United States, Canada, the United Kingdom and Germany as part of the Enterprise 50 Million Tree Pledge. Supported by a $50 million commitment from Enterprise, the private/public/nonprofit partnership has already resulted in 7 million trees being planted in areas suffering damage from wildfires and other natural disasters.

The million trees planted each year are an important contribution to ensuring Track our efforts to replenish Earth’s precious forests. the health of the nation’s forests today and for generations to come. This year also marks the first time the Tree Pledge resulted in newly planted trees in state forests. Shelter in the Storm: Enterprise Fleet Emerges as Essential Disaster Relief Resource The 50 Million Tree Pledge planting projects for 2012 include: In late 2011, Hurricane Irene pummeled the Eastern Seaboard, causing »» Black Hills National Forest, Wyoming and South Dakota power outages that affected more than 7 million homes and businesses and »» Blackwater River State Forest, Florida leaving behind more than $15 billion in damages. But before the storm blew »» Crown Forests, Manitoba, Canada ashore, Enterprise was working closely with the Department of Homeland »» Cuyamaca Rancho State Park, California Security and the Federal Emergency Management Agency’s (FEMA) Urban »» Dixie National Forest, Utah Search and Rescue team on a plan to use the local Enterprise fleet to speed post-storm relief efforts. Once the storm passed, clean-up and repair »» Lolo National Forest, Montana crews deployed to the Atlantic coast in Enterprise trucks and minivans. Our »» Manchester State Forest, South Carolina fleet was also an essential resource for the local utility providers, as Public »» Sequoia National Forest, California Service Electric and Gas Company (PSE&G) in Newark worked around the »» The Woodland Trust, United Kingdom clock to restore power in the aftermath.

- 10 - Serving Those Who Serve Enterprise has long been recognized as one of the top employers for college graduates. Our Management Training Program is well-recognized for providing employees the opportunity to learn the skills they need to run a business and prepare for long-term success. But it’s not just recent college graduates who are attracted to Enterprise careers. We’re also a leader in hiring our military heroes; approximately 10 percent of our U.S. employees are military veterans and active/inactive reservists.

Now, as a growing number of Iraq and Afghanistan war veterans return home, Enterprise has formalized our commitment to hire and support military members and veterans. We’ve joined the JP Morgan Chase 100,000 Jobs Mobile Emergency Response Vehicle (MERV) operates as a portable and Mission and the Joining Forces Travel Industry Coalition, which work to place state-of-the-art branch office in the event of an emergency in the U.S. or Canada. veterans in jobs once they return home from their tours of duty. Support for U.S. veterans is deeply ingrained in our company culture. In fact, Enterprise’s response to Hurricane Irene wasn’t an isolated incident. With our founder, Jack Taylor, is a World War II Navy veteran and decorated pilot thousands of neighborhood and airport locations, our company is an integral who flew missions over the Pacific from the aircraft carrier that gave our part of the local transportation network throughout the country. Guided company its name – the U.S.S. Enterprise. Over the years, the entrepreneurial by our Emergency Action Plan, Enterprise branch managers and senior spirit, leadership, commitment and drive so often found among veterans has leadership stand ready to collaborate with emergency personnel and disaster made this group a high priority target for our leadership recruitment. The U.S. relief planners in a variety of situations. Department of Defense recently honored Enterprise as an Employer Support of the Guard and Reserve Freedom (ESGR) Award nominee for our leadership In the past year alone, we’ve dedicated our fleet, employees and countless in military recruitment and retention. donations of supplies to come to the aid of communities across the country in times of crisis. Notably, the Enterprise Emergency Action Plan has played a role in recovery efforts in Colerain, North Carolina, following a tornado that Jaime A. Castillo Liceaga, virtually wiped out the town, as well as in the neighborhoods devastated by Enterprise Employee & the wildfires that burned in Colorado in the summer of 2012. Air National Guard Guardsman

“When disastrous events take place, our ability to work together from the corporate level all the way to each individual branch allows us to act quickly and support the people and various services required to help restore and rebuild devastated communities.” – Greg Stubblefield, Executive Vice President – Global Sales, Marketing and Strategy

- 11 - Social Overview

About Our Employees Philanthropy We have more than 74,000 employees worldwide. Of those employees, 29% In 2012, the Enterprise Holdings Foundation provided more than $16.4 million in are female, 71% are male, 63% are full-time, 37% are part-time, 76% are grant funding to charitable causes. Approximately 80 percent of foundation giving hourly and 24% are non-hourly. went to fulfill employee requests to support local, community organizations.

Employees % Female % Male Canada 4,165 22% 78% Corporate 5,902 56% 44% International 4,779 32% 67% $ North Central U.S. 11,370 24% 76% 16.4 million Northeast U.S. 13,353 24% 76% South Central U.S. 12,155 27% 73% 2% Southeast U.S. 9,677 28% 72% other requests Western U.S. 11,654 30% 70% 4% environment 6% Health & Wellness arts Our goal is to increase participation in the annual Enterprise Holdings Health % Assessment to 10,000 employees companywide by 2015. 60 health and human 12% % services causes 10,000 9,200 public/social benefits employee80 requests

7,500

% 0 16 2010 2011 2012 2013 2014 2015 education

- 12 - Governance

The core values established by our founder, Jack Taylor, continue to guide the decisions of our Chairman’s Task Force as they develop programs that Strategic Growth fulfill our sustainability mission. These values also provide the foundation We are committed to managing our business for the long term. The of our commitment to ethical business practices and strong, disciplined cornerstone of that commitment is our rigorous corporate governance corporate governance. program. Enterprise is continually working to align the interests of our customers, employees and business partners with our long-term success, Chairman’s Task Force and we strive to grow our business through responsible investments and clear accountability. The Chairman’s Task Force led by Lee Broughton, head of corporate sustainability, is an essential driver of Enterprise’s sustainability efforts. This focus on governance only grows in importance as we do business in This cross-functional governing body includes 14 other department heads an increasingly global economy. As the needs of our customers change, we and subject-matter experts who collectively assess the impact of our are growing outside the United States to meet their demand for international operations and identify ways to reduce our costs and leave a positive imprint travel options. As we expand internationally, we also recognize our on our communities. A complete list of Chairman’s Task Force members responsibility to export our brand of sustainable operations to these markets. appears in our 2011 report. In the past fiscal year, we have invested in new acquisitions and partnerships to further this goal: As our business evolves, the Task Force plays a key role in guiding our strategic and sustainable growth. And we are looking for opportunities to »» We expanded our presence in France and Spain with the acquisition of widen the circle and include additional members over the next year. The PSA Peugeot Citroën’s car rental subsidiary, Citer SA and its Spanish priorities of the Task Force remain the same – capitalize on opportunities subsidiary, Atesa. After entering the European market in 1994, we have that stem from our desire to be a more sustainable company – but we hope since expanded to more than 800 branches across Europe. that by expanding it to include additional business unit representation we will be better equipped, not only to address the core issues that impact »» Enterprise announced a strategic investment and global affiliation our business, but also to drive sustainability even more deeply into our agreement with China-based eHi Auto Services. This agreement marked companywide operations. Enterprise Holdings’ entry into China’s car rental market and provided Enterprise with a 15-percent stake in eHi and representation on eHi’s “We intend to use the same careful and disciplined board of directors. approach to ensure that local and airport car »» Enterprise marked its entry into the Brazilian market with an agreement rental customers in France and Spain likewise with São Paulo-based Unidas, a leading Brazilian car rental operator, to benefit from a well-integrated, thoughtful and franchise the use of our Alamo Rent A Car and National Car Rental brands. This relationship will bring the Alamo and National brands to more than disciplined long-term strategy.” 100 airport and city locations throughout Brazil. – Pam Nicholson, President and Chief Operating Officer

- 13 - As we grow, we will continue to spread and share our culture of responsible and long-term focused management. We’re working to ensure that, guided Our Partners by our Founding Values, our fully owned and operated branches abroad In 2012, Enterprise partnered with a number of third party organizations to advance will embrace the Enterprise brand of sustainable management that our our goals around moving people and communities forward. For a full listing of our customers have come to know and trust around the world. partners in pursuing a more sustainable future, visit www.drivingfutures.com. Ethics Our founding values set an expectation for all our employees to embrace the highest standards of ethics and integrity, and we work hard to ensure that our people consistently live our values in all their interactions with our customers, with our business partners and with one another. In the past year, we refreshed our employee business ethics guide to keep it aligned with the business issues employees face and make it easier to access through our online employee portal.

Ethics compliance is overseen by a business ethics committee within each of Enterprise’s operating groups. The committee is responsible for notifying employees of relevant policy changes and updates as well as ensuring that each employee confirms his or her understanding and participation in the ethics program annually. We’re proud to report that 100 percent of our employees at every level confirmed their participation in our ethics Awards & Recognition program. Moving forward, it’s our goal to use this ethics guide to promote awareness and training for our employees to ensure that we continue to »» “Most Iconic Brand” in the Car Rental category, 2012 Harris Poll EquiTrend Study build upon the firm foundation our values provide. »» Ranked No. 1 on Diversity Employers magazine’s “Top 100 Largest Employers” for 2012 »» Included on The Times’ “Top 50 Employers for Women in the UK” list for 2012 »» Named to J.D. Power and Associates’ 2012 Customer Service Champions list »» Ranked #15 on Forbes’ list of America’s Largest Private Companies »» Recipient of the 2012 AkzoNobel FIT Sustainability Award »» Honored by the Department of Defense as a 2012 Employer Support of the Guard and Reserve Freedom Award nominee »» Winner of the Global Business Travel Association Foundation Project ICARUS Sustainability Gold Medal

- 14 - About this Report

This report provides a mid-cycle update to Enterprise Holdings’ 2011 sustainability report, highlighting relevant company activities in our fiscal year ended July 31, 2012 (unless otherwise noted). Enterprise intends to issue a more comprehensive report every other year.

The report’s profile disclosures represent information from our company’s operations at the close of fiscal year 2012 for our 8,200 fully owned branches and our various corporate offices. This report does not include data on companies and branches acquired within the last calendar year. Moving forward, we will be working to incorporate statistics for our fully owned branches in France and Spain into our companywide reporting. Franchise branches currently operating in South America and Asia will not be included. The report is divided into three primary sections (Environmental Stewardship, Social, and Governance), reflecting the issues that are material to our business as outlined by our Chairman’s Task Force, the initiatives we’re undertaking to address them, and our targets and performance to date.

The report follows the sustainability reporting guidelines set forth by the Andrew C. Taylor addresses attendees at the Corporate Eco Forum Global Reporting Initiative (GRI 3.1), and is a self-declared Level C report. A guide to the location of GRI information is available at the end of this report.

For more information, please visit www.ehi.com/sustainability and www.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] enterpriseholdings.com

- 15 - GRI INDEX Profile Disclosures Ref. Description Location 1.1 Statement from most senior member of the organization Letter from Chairman & CEO – pg. 3 2.1 Name of the organization About Enterprise Holdings – pg. 4 2.2 Primary events, brands, products and/or services About Enterprise Holdings – pg. 4 2.3 Operational structure of the organization, including main divisions, operating companies, subsidiaries and joint ventures About Enterprise Holdings – pg. 4 2.4 Location of organization’s headquarters About Enterprise Holdings – pg. 4 Number of countries where the organization operates, and names of countries with either major operations or that are specifically About Enterprise Holdings – pg. 4 2.5 relevant to the sustainability issues covered in the report 2.6 Nature of ownership and legal form Visit enterpriseholdings.com/financial-information 2.7 Markets served (including geographic breakdown, sectors served and types of customers/beneficiaries) About Enterprise Holdings – pg. 4 2.8 Scale of the reporting organization See partially reported indicators section – pg. 17 2.9 Significant changes during the reporting period regarding size, structure or ownership Governance – pg. 13 2.10 Awards received in the reporting period Awards & Recognition – pg. 14 3.1 Reporting period for information provided About This Report – pg. 15 3.2 Date of most recent previous report About This Report – pg. 15 3.3 Reporting cycle About This Report – pg. 15 3.4 Contact point for questions regarding the report or its contents About This Report – pg. 15 3.5 Process for defining report content See partially reported indicators section – pg. 17 3.6 Boundary of the report About This Report – pg. 15 3.7 Specific limitations on the scope or boundary of the report About This Report – pg. 15 3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and other entities that can affect comparability About This Report – pg. 15 3.10 Explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement About This Report – pg. 15 3.11 Significant changes from previous reporting periods in the scope, boundary or measurement methods applied in the report About This Report – pg. 15 3.12 Table identifying the location of the Standard Disclosures in the report This table. Governance structure of the organization including committees under the highest governance body responsible for specific tasks, such Governance section of 2011 Report – pg. 32-34 4.1 as setting strategy or organizational oversight 4.2 Indicate whether the Chair of the highest governance body is also an executive office Governance section of 2011 Report – pg. 32-34 For organizations that have a unitary board structure, state the number of members of the highest governance body that are Governance section of 2011 Report – pg. 32-34 4.3 independent and/or nonexecutive members Governance section of 2011 Report, pg. 32 – 34; Customer 4.4 Mechanisms for shareholders and associates to provide recommendations or direction to the highest governance body Service/ESQI section of 2011 Report, pg. 25 Our Partners, pg. 14; Founding Values, Customer Service and 4.14 List of stakeholder groups engaged by the organization Report Parameters sections of 2011 Report – pg. 8-9, 26, 38 Founding Values and Report Parameters sections of 2011 Report 4.15 Basis for identification and selection of stakeholders with whom to engage – pg. 8-9,38

- 16 - GRI INDEX Indicators Ref. Description Location

EN3 Direct energy consumption by primary energy source Environmental Stewardship – pg. 5, 9

EN4 Indirect energy consumption by primary source (electricity) Environmental Stewardship – pg. 5, 9

EN5 Energy saved due to conservation and efficiency improvements Environmental Goals & Progress – pg. 9 Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a Environmental Stewardship – pg. 5-9; Environment EN6 result of these initiatives section of 2011 Report – pg. 12-22 Environmental Stewardship – pg. 5, 7-9 EN26 Initiatives to mitigate environmental impacts of products and services and extent of impacts Environment section of 2011 Report – pg. 12-22 About Enterprise Holdings – pg. 4 ; As a privately held company, Enterprise Holdings is unable to disclose additional information about the economic EC1 Direct economic value generated 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 Social section of 2011 Report – pg. 25

LA1 Total workforce by employment type, employment contract and region Social Overview – pg. 12

LA3 Benefits provided to full-time employees Social section of 2011 Report – pg. 27

Programs for skills management and lifelong learning that support the continued employability of associates and assist them in Social section of 2011 Report – LA11 managing career endings pg. 27

SO3 Percentage of employees trained in anti-corruption policies Governance – pg. 14 Additional background on partially-reported indicators This indicator has been partially reported. Data on economic values can be found on page 4. As a privately held company, Enterprise Holdings is unable to disclose additional information about the economic values generated beyond 2.8 our total annual revenues and growth of key organizational assets, including our fleet and number of employees.

This indicator has been partially reported. 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 Chairman’s Taskforce – a 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.

3.5 The topics and cases reported on within the 2012 report update reflect the environmental, social and governance initiatives enacted or continued in FY2012 in support of the achievement of our stated long-term goals and continuance of our industry-leading corporate culture, anchored by The Founding Values (see page 8 of our 2011 report and www.enterpriseholdings.com/sustainability/sustainability-our-founding-values). »» For more information on the Chairman’s Taskforce, see pages 8 and 33 of our 2011 report »» For prioritized goals and progress against them, see pages 6-7, 8, 12, 21 and 38 of our 2011 report and pages 3, 9-10 and 12 of our 2012 report update. »» For examples of participation in industry sustainability groups and forums, see page 22 of our 2011 report and pages 6 and 12 of our 2012 report update. »» For more information about the parameters of our reporting, see page 15 of our 2012 report.