PDF Compressor Pro Thomas Cook Group plc A Sustainability Report 2012 1 Our approach 4 Our people 2 Our marketplace 5 Our communities 3 Our environment 6 Our performance Thomas Cook Group plc Sustainability Report 2012 Discover… our journey towards a sustainable future www.thomascookgroup.com PDF Compressor Pro Thomas Cook Group plc 2 Sustainability Report 2012 Contents 1 Our approach 3 Group CEO statement 4 About us 6 Our sustainability strategy 8 Key issues and risks 9 Stakeholder engagement 12 Memberships and partnerships 15 Ethics 18 Welcome to the Thomas Managing sustainability 19 Cook Group Sustainability Awards and recognition 21 Report 2012. 2 Our marketplace 23 Customer satisfaction 24 Protecting our customers 25 Read about the Customer health and safety 26 Engaging with customers on sustainability 28 sustainable transformation Supply chain management and Travelife 30 of our business – Our marketplace – data 32 to deliver for our 3 Our environment 33 Environmental management 34 customers, increase Climate change and carbon emissions 36 Aircraft emissions 37 trust, create value Energy and business travel 41 Resource use 43 and reduce risk. Waste 45 Conservation and animal welfare 48 Our environment – data 52 % 4 Our people 57 71 Our people strategy 58 increase in hotels with a Travelife award Employee engagement 59 Engaging for sustainability 61 Talent, assessment and development 63 Learning and development 66 Diversity, equality and inclusion 67 % Health and safety 68 90 Our people – data 71 renewable energy purchased across UK & Ireland 5 Our communities 77 Supporting our communities 78 Measuring our involvement 79 Charitable giving and volunteering 80 Home communities 84 Destination communities 85 3.78 Child protection 87 employee engagement score Our communities – data 89 6 Our performance 91 Our performance 91 About our reporting 92 £3m+ Targets and performance 93 Group-wide community contribution Contact us 99 www.thomascookgroup.com PDF Compressor Pro Thomas Cook Group plc 3 Sustainability Report 2012 1 Our approach 4 Our people 2 Our marketplace 5 Our communities 3 Our environment 6 Our performance At Thomas Cook, we want to be part of a sustainable future for our business and to contribute to sustaining the futures of the 1 communities in which we operate and Our the destinations we serve. approach To achieve that, we have embarked on the sustainable transformation of our business. It means changing for the better in everything we do – from developing compelling new products for today’s and tomorrow’s customers right through to operating efficiently so that we save energy and cut waste. Sustainability is just as important in our destinations, so we must use the influence and reach of the Group to help bring about sustainable transformations in the places our customers love to visit. Key highlights Launching Destinations of Excellence and engaging employees overseas Being a successful business goes hand in hand with being a responsible Rollout of database leading to improved data collection and reporting business; sustainability is our goal.” Harriet Green, Group Chief Executive Officer Leaving a lasting legacy (Olympics) by supporting Sport England, which focuses on helping people and communities across the country create a sporting habit for life, with many of the projects supported this year developed for deprived communities Reduction of brochure paper and implementation of new waste reduction and recycling measures Increased interest and uptake among hoteliers for Travelife awards In-kind donations significantly higher from UK & Ireland for Flight of Dreams www.thomascookgroup.com PDF Compressor Pro Thomas Cook Group plc 4 Sustainability Report 2012 1 Our approach 4 Our people 2 Our marketplace 5 Our communities 3 Our environment 6 Our performance Group Transforming Thomas Cook for the future CEO statement As the Thomas Cook Group emerges from the most challenging year in its 171-year history, we are now focusing on transforming and energising our business to ensure that we exceed our customers’ expectations in every way. Since I joined the Group in July 2012, we’ve moved at pace to build firm foundations on which to Energise, Focus and Rebuild the Group for long-term sustainable growth. We’re developing a strategy to create profitable growth for the future. Our important first steps are to build an effective organisation, to address costs and to leverage our brands to build on our core products so that we attract new customers and retain existing relationships. In our financial year ended October 2012, our Group’s gross profit margin was in line with the previous year at 22%, with an operating profit margin of 1.6% (for our Annual Report and Accounts 2012 visit www.thomascookgroup.com). Clearly, our greatest opportunity to sustain our business for the next 171 years-plus is to reduce our costs and improve profitability as we deliver even more to our existing, loyal customer groups while attracting new ones. We will respond to the increasingly diverse and individual needs of today’s leisure traveller by becoming the high tech, high touch ‘Voyager Android’ of leisure travel – we will be there for our customers however, whenever and wherever they are in the world with an omni-channel offering to meet their needs. I truly believe that through innovation we will strengthen further the great Thomas Cook brand and business. Since I joined the Group in July 2012, we’ve moved at pace to build firm As part of our major initiative to build a more effective organisation and be a trusted business partner, we brought together our new and evolved values in a new Group Code of Conduct. foundations on which to Energise, Our Code enshrines our Trust Commitments and shared culture, reflecting Thomas Cook’s proud Focus and Rebuild the Group for heritage as the world’s best-known leisure travel company. As we go forward, we want our people long-term sustainable growth.” to live and breathe these values and commitments in every interaction, so that our stakeholders know what to expect from us, wherever we are in the world. Harriet Green, Group Chief Executive Officer Economic, environmental and social sustainability I have always believed that the three pillars of sustainability – economic, environmental and social – are equally essential for long-term business success. The world is changing and alongside economic imperatives, our overall sustainability strategy is designed to ensure we encompass environmental and social topics that create value and strengthen trust in our brands. Our 2020 sustainability targets were developed after consulting with stakeholder groups in 2011; they are ambitious, reflecting key issues and risks, across the Group and business segments, affecting our markets, people, environment and communities. For example, our drive to embrace the Travelife Sustainability System in our own hotels and in our wider supply chain is a long-term programme with benefits for our customers and for our suppliers’ businesses. This builds trust, increases efficiency and reduces costs and waste – adding value to the customer experience. We will increasingly seek to work with those business partners whose values and ways of working mirror our own. Through our participation in this scheme, we continue to encourage best practice worldwide and now have 228 contracted hotels holding a Travelife award, an impressive increase of 71% from the previous year. Although 98% of our carbon emissions come from the aircraft fleet across the Group, our airlines are among the world’s most efficient due to high-load factors and continual investment in fuel efficiencies, including pilot training and improved data management. The efforts we have made across all our operations that impact on our carbon footprint have ensured that the Group is in the top quarter of the Carbon Disclosure Project for FTSE companies reporting in 2012. www.thomascookgroup.com PDF Compressor Pro Thomas Cook Group plc 5 Sustainability Report 2012 1 Our approach 4 Our people 2 Our marketplace 5 Our communities 3 Our environment 6 Our performance In the home communities in which we operate, each of our markets has a responsibility for Group developing charitable activities. Thanks to the generosity of our customers and our people’s fundraising efforts, it’s fantastic to see that the Thomas Cook Children’s Charity has raised CEO statement over £3.7 million (to October 2012), including £1 million raised in 2012, to help sick and disadvantaged children in the UK and overseas. Our teams in our destinations also play a significant role in children’s welfare, and further to the Group-wide child protection policy we launched in 2011, the Group has committed to ‘The Code’, the international code of conduct on child protection driven by the travel industry. Looking ahead As we transform our Group there is inevitably an impact on our people, and we appreciate how unsettling change can be and will work to minimise both the uncertainty and the negative impact for those adversely affected. The challenge for the Group is integrating sustainability into our thinking, culture and processes in such a way that we can measure the value added to the business. There is a real sense of energy, urgency and pace of change sweeping across the Group as people engage and connect with the business initiatives that will ultimately shape our future direction and sustain our business. Being a successful business goes hand in hand with being a responsible business; sustainability is our goal. We welcome any feedback you may have on this report or our approach to sustainability more generally. Please get in touch at [email protected] Harriet Green, Group Chief Executive Officer www.thomascookgroup.com PDF Compressor Pro Thomas Cook Group plc 6 Sustainability Report 2012 1 Our approach 4 Our people 2 Our marketplace 5 Our communities 3 Our environment 6 Our performance About us Thomas Cook Group is the oldest and best- known name in leisure travel, with sales of £9.5 billion, 31,000 employees and 23 million customers who travelled with us in 2012.