WHEN EARTH MEETS SKY TCR wishes you a sustainable trip

CSR Report 2012/2015 TCR unveils its TABLE OF social responsibility CONTENTS Marc Delvaux – CEO

TCR is a professional, niche Belgian based We believe in the concept of sharing, doing more company, serving numerous high profile players with less, and together. This strategy and core TCR unveils its social responsibility 3 within the International (global) Aviation industry, belief fits with the current needs of a sustainable particularly focused on ground handling operations use of resources in a world of crisis. 1. TCR IN A NUTSHELL 4 with approx. 20.000 ground support equipment A few figures 5 (GSE) under lease or maintenance agreement with As such, the very nature of our core business brings Airports, Airlines and Ground Handlers. considerable added-value not only to our customers 2. OUR CSR JOURNEY 8 and shareholders, but also to the protection of our We have a sound reputation for providing services environment. In 31 years of activities, we have 1. The ISO 26000 diagnostic 9 in a fast and effective manner to support our seen the evolution of the Global Aviation market 10 working groups 11 customers and their changing market envi- trend like any other. Resource scarcity demands 2. The materiality and reporting challenges 12 ronment. Our 750 people go above and beyond continuous efforts in the way TCR select how we 3. Our stakeholders and how we engage with them 14 their remit in order to provide first class services to procure and maintain our fleet. Ethics and transpa- Specific issues, tailor-made response 15 all of their B-to-B partners both existing and new. rency require due diligence in regards to how and This approach and culture has demonstrated the from whom we source finance and equipment and 3. OUR CSR CORE 16 “can do” attitude which TCR’s reputation is built in addition the decisions we make when deciding 1. Service quality 17 upon. This ethos has promoted our unique selling who we work with and who we sell to. Zoom on the availability dashboard 19 point as a reliable and respected full solution 2. Health and safety: within and outside TCR 20 service provider and member of the wider Aviation The requests from stakeholders for information 3. Governance: transparency, ethics & values 23 community. TCR’s business and people have an which can clearly document and report about how The Code of Conduct: cornerstone of our governance 24 established and firm foundation built on creating our way of working impacts performance, detailing Zoom on our due diligence tool 25 solutions and innovation for our customers. what affects our corporate decisions have not only 4. Green GSE: the fleet of tomorrow 26 financially but also socially and environmentally have The lifecycle of a GSE 27 Our business model was conceived to offer GSE increased and rightly so. Our partners expect precise bundled with clear fleet management data which data and want to be certain that we manage our opera- Zoom on our CO2 footprint tool for GSE 28 promotes smart usage of assets by way of KPI tools tions in the most responsible and careful way. Pooling GSE, the new sharing trend 29 and reporting delivered through our bespoke IT Introducing the TCU - total cost of usage 31 package. This approach allows our highly profes- To figure out how to respond to these expectations, 5. Environmental management 32 sional team to work alongside our key accounts to we started a CSR journey in 2012. We realised that 6. Training: improving our skillset and retaining talent 34 optimise fleet numbers and extend the lifetime of a in depth diagnostic of our biggest operations A few figures 34 our GSE. across Europe along the ISO 26000 standard was WHEN Zoom on the competence matrix tool 34 required. After the mapping of our environmental 7. Responsible finance: money has a colour 36 Our professionals strive to demonstrate the value and social core issues, we set up working groups to A few figures 37 of monitored fleet activities to support smart leased address our direction and shortfalls with concrete EARTH 8. Multiculturalism: the richness of a diverse team 38 usage rather than ownership with programmed actions. This work changed the way we see our A few figures 38 and accepted obsolescence. Our ethos encourages business today. Zoom on internal mobility 39 and rewards our customers to make improvements MEETS 9. Support to communities: here and further 40 of existing resources instead of creating new costs This first CSR report discloses our specific issues Zoom on solidarity 41 through further purchases and additional support and efforts in terms of sustainability over the years infrastructure. Sharing fixed costs and gain sharing 2012- 2015, with a special focus on 9 fundamental SKY 4. GRI CONTENT INDEX 42 in synergies is at the heart of what we do every day. aspects.

CSR REPORT 2012/2015 2 CSR REPORT 2012/2015 3 1 TCR IN This is what TCR does: making sure that all the running equipment on the apron operates smoothly, on time, A NUTSHELL enabling other players to fulfil their mission. The result of these activities means that every day, TCR helps ensure that about 5.000 flights and 750.000 passengers reach their destination successfully. Tow Ground Power Unit Vehicle What’s the added-value for Society? Service Truck Service Truck A full service leasing of ground support equipment (GSE), when provided by a specialist, is a very efficient and cost effective alternative to ownership. The customers can focus on their core business activity, reduce their capital expenditure and rely on Air-conditioning safe equipment and external expertise. Socio-econo- mically speaking, this means economy of time and a scale-up of technical skills; long-term partnerships are created, increasing trust and stable employment. Wide Loader at forward From an environmental perspective, caring for a Passengers and goods travelling Hydrant Fuel Loader Cargo Door longer lifetime and sharing the use of GSE and Truck by air need to pass by the airside workshops is saving natural resources upstream, Cart Dolly and reducing end-of-life waste. of airports: planes, luggage, meals, fuel, people and cargo all Baggage How does it work? need some kind of machine on the Tracktor After a deal is made, TCR proposes existing GSE in ground to reach their destination its fleet or buys GSE, and leases them to the aviation safely. Some planes require almost sector (ground handlers, airlines and airports) 50 GSE (about 15 different types) Service Truck through a series of turnkey solutions. Today, TCR owns and monitors for its customers a fleet of to be ready to fly! 22.000 assets (GSE + accessories) dispatched in 100 airports across the world.

Cart Dolly Ground Power Unit (GPU)  SIZING CONTRACT PROCUREMENT FINANCING LOGISTICS Baggage FLEET Tractor

Baggage

Tractor

Belt Catering Wide Loader at Loader Truck aft Lower Cargo Door Cabin Cleaning REPAIR & FLEET SPARE PARTS REFURBISH DISPOSAL Truck MAINTENANCE FOLLOW-UP Waste Servicing Truck

CSR REPORT 2012/2015 4 CSR REPORT 2012/2015 5 2012

TCR WHEN TCR offers 4 types of services: CAP VEST S.A. 1. Rental and operating lease of GSE: TCR proposes EARTH the right assemblage of GSE in the fleet, depending on the type of ground operations of the customer. There is a possibility of sale & rent- 2006 MEETS back. Examples of GSE are pushback tractors for planes, baggage belt loaders, fuel-trucks, TCR motorised stairs for passengers, air-starters, SKY INVEST de-icing trucks, loaders for cargo… S.A. Structure of the Group 2. Fleet management: TCR takes care of sizing the fleet, choosing the most appropriate GSE for each type of need, knowing when to buy new or re-use. TCR follows a close monitoring of the total cost of use. 1996 2015 2015 2010 3. Maintenance and ramp assistance: TCR ensures the servicing of all the rented equipment, in 65 TCR TCR TCR TCR AUSTRALIA MALAYSIA INT’L maintenance and repair hubs airside. Key in PTY LTD SDN.BHD. USA, INC this activity is the preventive maintenance and INTERNATIONAL on-time fixing so that the GSE is fit and available SA where and when it is needed.

4. Supply of used GSE: when a GSE has reached its first period of rental according to our standards or the customers’ specifications, TCR refurbishes and sells it to interested airports or private actors 1996 2007 2008 worldwide. They mostly leave for other places in Europe, North Africa and the Middle East. TCR TCR TCR NETHERLANDS IBERICA DENMARK B.V S.A.U. A.P.S.

A FEW FIGURES

ESTABLISHING 1990 2000 2001 2007 1984 – start of the existing business TCR concept: 1996 TCR TCR TCR METSSA S.A.U BELGIUM FRANCE UK (JOINT VENTURE HEADQUARTERS NV S.A. LTD WITH GLOBALIA Brussels, Belgium HANDLING)

STAFF 750 employees, spread across 13 countries.

TURNOVER END OF 2015 €140 million 2009 2012 2012 2015 2015

GROSS BOOK VALUE OF GSE >€300 million TCR TCR TCR TCR TCR IRELAND NORWAY GERMANY SWEDEN ITALY LTD AS GMBH AB S.R.L

CSR REPORT 2012/2015 6 CSR REPORT 2012/2015 7 2 Organisational Governance

Community Involvement and Human OUR CSR The ISO 26000 diagnostic Development Rights The CSR journey started in 2012 with a diagnostic JOURNEY of our activities along the guidelines of ISO 26000. The results were challenging: we were not as good Consumer Labour as expected, once benchmarked with the highest Issues Practices standard on the 7 core issues of the standard.

In reaction to this diagnostic, TCR set up 10 working groups to address the main issues behind the quota- Fair operating The tions. Most of them related to the need of organising practices Environment Each of our activities, with our customers, and formalising governance, communicating and employees, suppliers or other stakehol- harmonising good practices in a rapidly expanding ders generates impact, risks and opportu- group. If CSR was to be tackled professionally in nities, not only for them and us, but also a fast-growing company, it needed more than an ¾ External Diagnostic for Society and the Environment at large. informal style of management. ¾ Internal Perception TCR has decided to take a closer look to these impacts and integrate them in its business decisions.

We are convinced it is not only important for Society, but also for the resilience of our business: CSR helps us to reduce commercial risks, respond to and anti- cipate customers’ needs, be compliant to regulatory It all started by a speech on CSR requirements, and to identify innovative solutions at a yearly management meeting. that prove our unique selling proposition. Sustaina- We reflected about how relevant bility forces creativity and the aviation sector needs it to reinvent itself and keep all its legitimacy. the 7 core issues of ISO 26000 were for our business. We were This necessitates identifying relevant issues, prio- ritising them and optimising our activities in order enthusiastic to benchmark TCR to generate the biggest added-value of economic, with sustainability best practices, environmental and social nature. and we started directly on concrete projects to increase our performance! Mercedes Dieguez, Marketing and Communication Manager

CSR REPORT 2012/2015 8 CSR REPORT 2012/2015 9 10 WORKING GROUPS CODE OF CONDUCT

The results of these groups became reality in 2 years, as explained further in this report. Some groups have accomplished their mission, while other long-term objec- Give a strong vision tives remain of actuality. This led TCR to a second phase and instructions for in its CSR journey: materiality and reporting. ethical behaviour.

REMARKETING & DUE DILIGENCE NEWSLETTER GROUP POLICIES

Develop a due diligence Increase the Formalise policies tool to avoid risks communication and standardise and complicity when between the corporate best practices across selling used GSE to low and national offices. the Group. governance zones.

NON-FINANCIAL REPORTING GREEN GSE ENVIRONMENT

Start monitoring Monitor impacts, Set up and propose extra-financial identify good a catalogue of GSE with dimensions like social, practices, and consider high environmental environmental and certification where performance. H&S data. accurate. TCR is the European Leader for aviation Ground BEST EMPLOYER TCR ACADEMY CHARITY POLICY Support Equipment

Structure the HR Map the training needs (GSE) Services Identify local practices practices and KPIs and attract talents and develop a corporate to ensure integration in a time of shortage (leasing, full call for projects. and wellbeing at work. of technical skills. service rental, fleet management)

CSR REPORT 2012/2015 10 CSR REPORT 2012/2015 11 The materiality and reporting challenges REPORTED TO OUR CORE BUSINESS, THESE 9 KEY TOPICS MATTER PARTICULARLY IN THE FOLLOWING OF OUR ACTIVITIES: In 2014, a first internal exercise considered 22 potential topics of relevance for the next CSR strategy of TCR. During the yearly strategic meeting with the 60 top managers worldwide, MAINTENANCE CORPORATE GSE RENTAL FLEET SUPPLY 2 analyses were made: AND RAMP & SUPPORT TOPICS & OPERATING LEASE MANAGEMENT OF USED GSE ASSISTANCE DEPARTMENTS • Materiality: How relevant and important are these topics Service for TCR and for the stakeholders (as perceived internally)? Quality Health • Maturity: How performant is TCR on these topics, consi- & Safety dering their level of materiality? Governance In 2015, a second phase of materiality analysis was carried out by the top management and external experts from CAP Green GSE conseil, in order to shorten the list and prioritise the topics. This amounted in a list of 9 key topics. The result of this double Environmental evaluation produced the following materiality matrix: Management

Training

Responsible Importance for Finance Stakeholders Multi- 10 culturality Health Support to 9 & Safety Communities

Green GSE 8 not relevant medium relevant most relevant Environmental 7 Management Service Quality 6

5 Responsible Governance Reinforce TCR position of Finance European market leader. 4 Multiculturality

3 Training Build strong position in

2 Support to Asia-Pacific and Communities 1 the USA. Importance for TCR While integrating CSR in 0 1 2 3 4 5 6 7 8 9 10 our business.

CSR REPORT 2012/2015 12 CSR REPORT 2012/2015 13 SPECIFIC ISSUES, TAILOR-MADE RESPONSE

The table below details the perceived expectations our different types of stakeholders and how we strive to address them.

KEY IMPORTANT INFLUENTIAL

CATEGORIES SPECIFIC TOPICS OF ATTENTION AND EXPECTATIONS HOW WE RESPOND TO THEM

Performant, fit for purpose GSE with high avai- Tight monitoring of workshops and availability, Our stakeholders and how Airlines lability, modern fleet, comfort, competitive and tailored fleet, quality GSE, pooling of GSE and we engage with them innovative services, permanent dialogue workshops

TCR business lies at the crossroads of many actors in Performant, fit for purpose GSE with high avai- Tight monitoring of workshops and availability, air transport and the finance sectors. When looking Handlers lability, modern fleet, comfort, competitive and pooling of GSE and workshops for the expectations of our stakeholders in these innovative services, permanent dialogue different spheres, their opinions or perception of Safe and interesting job, good working condi- Flexible working conditions, good compensation, TCR’s business and CSR impacts, we base ourselves tions (overtime, facilities), training & career team building, safe equipment in workshops, Employees on our daily contacts with each category of them. management, fluid and transparent communi- office expansion, newsletters, code of conduct, cation, corporate values and ethical culture solidarity All categories of stakeholders don’t have the same level of proximity for TCR. The mutual impact we Return on investment; ethical asset mana- Due diligence in procurement and resale have on each other can be summarised as such: Shareholders gement; resilience and stability in new territories practices – Delivery of positive return to guarantee future investment.

Safe and clean workshops, non-polluting GSEs, Green GSE, environmental management of

Airports

I

N

F L L Stakeholders Mapping U A E compliance with local regulation workshops I N Our employees, customers and financers occupy the T 2 first circles of our daily attention. Our sector is also Banks Healthy – non risky investment Transparent financial and commercial practices influenced by the natural observers of our activities: passengers, regulators of the air traffic and associa- Volume in orders, long-term partnerships, Pilot testing of their GSE, return of experience, Passen- tions who benefit from our CSR donations. Suppliers cash-flow privileged orders gers

We are in constant dialogue with the 2 first levels Safety on the apron, efficient follow-up and swift Performant and punctual GSE for the transport Passengers of stakeholders. From our exchanges, we can delivery of luggage, punctuality of people and luggage summarise their expectations as follows: Respect of Human rights, environment and Due diligence in resale to low-governance AIRLINES transparency; Generosity and long-term countries - Green GSE policy - Recurrent charity Airpo- EMPLOYEES NGO partnerships support to campaigns and transparent call for rts HANDLERS projects SHARE- A healthy managed HOLDERS company beneficial Compliance with local regulation (noise, air Electric GSE, well maintained, expansion in new to its employees and Regulator contamination), transparent transactions and countries and involvement of local teams tax payments, job creation Suppliers Regula- Banks shareholders, which tor provides a highly

NGOs qualitative service Communication is increasing on all stakeholders’ agendas: Investors and customers expect information on our CSR due diligence and activities, customers are interested in our CSR issues and performance, while employees and candidates want KEY compatible with tomorrow’s challenges in to be sure that CSR and ethics are truly living inside the company. There is an increasing need for transparency and for a IMPORTANT reflection on the next challenges ahead of us. terms of sustainability. INFLUENTIAL This report is a first step in this direction. Although TCR has not proceeded to an external stakeholder consultation yet, direct stakeholder dialogue about CSR and strategic issues is on the agenda.

CSR REPORT 2012/2015 14 CSR REPORT 2012/2015 15 3 1 Service quality

To be economically profitable, planes should be flying as much as possible and the time they spend on the apron reduced to a minimum – within the limits OUR CSR of environmental and social laws and stakeholder acceptance obviously. TCR knows that, and all its services are aimed at helping our customers to CORE service air transport in the most efficient way.

This is why the quality of our services is probably Type of customers’ CHALLENGES the first attention point for TCR and its stakeholders. share in TCR’s revenue These features are determining for the longevity and the legitimacy of our company, so we combine various sources of information related to the customers, the equipment and the maintenance To keep this report short and to the point, services to measure our performance. As a result, we have presented our actions and achie- we have an overall 95% customers retention rate. 3% 2% vements for those 9 most important topics of the materiality matrix. If you identify other issues of interest, we will be delighted to inform you about what we do about them. As an operational leaser, our role consists of ensuring that 28% all handling operations take place as quickly and smoothly as possible. Beyond those day-to-day operations, this 67% means also offering a fast reaction to changing realities

of our customers, like reduction Handlers solutions or equipment pooling Airlines Tom Bellekens, Chief Operating Officer Airports Catering, Courier & Others

CSR REPORT 2012/2015 16 CSR REPORT 2012/2015 17 “With the availability tool, both TCR and the customer have a permanent access to the fleet and to the origin of each intervention. The

ZOOM ON THE AVAILABILITY DASHBOARD status of all the work The fleet is monitored through several indicators for orders is visible, which each GSE in a tool called “EIS”: Equipment Infor- Each customer has a SLA- Service Level Agreement makes the contractual mation Services. It compiles the state of the GSE at with TCR, specifying the types and amount of GSE all times, its maintenance backlog, its availability, its it needs at each moment of the day. The availability relationship very age, the planned replacement, and its utilisation. of this fleet is monitored in real time in a very visual transparent.” tool that we share with our customers: the availa- We operate up to 182.000 interventions per year bility dashboard, set up in 2015. Dries Bertier, Information and directly on the apron. Our workshops offer a mecha- Communications Technology nical permanence 24/7, including night duty. Our The availability rate of our GSE is very high: >90%. Director teams work in shifts, so that our customers have This means that we almost always have the right always a person of contact and that the GSE are GSE ready for the right task for each customer. ready for use at the time of the flight. We contrac- tualise a lapse of 15 to 30 minutes to fix any problem.

The quality of TCR evolves around the combination Quality also means monitoring, double check, and of three factors: the best GSE for purpose, cared rigour. Our biggest entities are ISO 9001 certified for by a highly qualitative service, available right on (TCR France, TCR UK) and more locations are on time. their way to certification. TCR International performs around 15 audits each year in the different entities, There is not one type of GSE that we don’t service on where the focus is mainly on safety and conformity the apron. We are capable of covering all the needs to the TCR maintenance plans. In addition TCR of a plane and an airport airside, like a one-stop entities, customers and airlines perform numerous shop. Fit for purpose, new or not, the variety of audits as well. options within each category is big, to accommodate stringent emissions, noise, power, safety, or other We have as good as daily contact with our requirements. Our experts know how to advise the customers. Any issue or complaint is being handled customers to compose the best fleet. directly onsite, with the local point of contact of the customers. Only if the case is sensitive will the The equipment we lease is 7 years old in average: corporate level in Brussels be involved. We register so we lease relatively young equipment, but our all incidents and anomalies systematically in a maintenance aims at keeping them on duty as long centralised system called “ACAPA1 ”. as possible, because it is sustainable by all accounts. We always use original spare parts to safeguard the (1) “Anomalies Corrective Action Preventive Action” - This tool is safety and the value of each asset. described further in this report, under the section “Health & Safety”.

CSR REPORT 2012/2015 18 CSR REPORT 2012/2015 19 Vigilance Index (Rolling 12 months) 2 Health and safety: within and outside TCR Nb Preventive actions / 1000 worked hours

TCR rates safety a priority over all other aspects of our business activities. 1.6 MINIMUM TARGET Of course, our first concern is our employees, especially our technicians exposed to risk in our workshops and on the apron: for instance accidents with mechanical tools, heavy weights, contacts with solvents and painting chemicals, noise. But beyond 1 our own safety, we care about the safety of our GSE equipment for our customers, for their employees and the final customers. Since May 2012, we have implemented a continuous improvement tool used by all TCR entities in all CUSTOMERS countries called the “ACAPA” management system (short for “Anomalies, Corrective Actions and More Preventive Actions”). It registers and manages all Prevention anomalies and incidents. All incidents are systema- TCR tically investigated and appropriate corrective and preventive actions are followed up until completion. 2012 2013 2014 2015 Operators This system has proven to be very effective to improve safety, both for TCR and for our customers. An additional benefit of this system is that the entire TCR network can learn lessons and improve safety based on one accident or near-miss incident in one Lost Time Injuries Frequency Rate airport. (Rolling 12 months)

Beyond learning from accidents or incidents, we Nb Accidents / Mio worked hours encourage preventive action by means of a KPI Passengers called “Vigilance Index”, which measures the number of preventive actions per 1000 exposure hours. The target is to reach at least 1,6 preventive TCR People, actions / 1.000h work. Workshops, Tools GSE Aircraft Actions that effectively improve safety or safety awareness are for instance trainings, toolbox meetings, safety inspections, audits. Performance is measured and reported every month against 20 MAXIMUM TARGET a target. The graphs below show that the syste- matic increase of the TCR “Vigilance Index” since July 2012 has paid off by a clear reduction of the Safety of our employees: accident rate, measured as LTIFR (Lost Time Injury Less TCR ensures that its employees are appropria- Safety of GSE equipment: Frequency Rate). Of course, the ultimate goal is to tely trained and equipped with the tools, tech- Accidents niques and equipment that they need to carry All preventive maintenance undertaken by our technicians achieve “zero harm”, and TCR will keep on working out their duties in a safe and effective way. This is performed by means of a quality and safety checklist, ap- hard to reduce the number of accidents. stretches from identifying and immobilising proved by GSE manufacturers and double checked by our unsafe equipment to organising the safe dispo- supervisors. All the works done and parts used for each 2012 2013 2014 2015 sal of all waste products GSE are registered in a centralised system.

CSR REPORT 2012/2015 20 CSR REPORT 2012/2015 21 Everybody agrees about the importance of safety at work. The real challenge is to keep every technician and operator aware of the safety risks of their work every moment they are working. At TCR, we give 3 Governance: particular attention to preventive action, transparency, ethics & values many of which are aiming at increasing the Good governance is a key success factor of a safety awareness of the employees at risk. company and the first duty of a top management. It creates confidence from employees, customers, Dominique Brochier, Occupational Health, business partners, shareholders, authorities and the Safety and Environment Coordinator general public. As a consequence TCR assets are protected in the long term. In our growing company, sharing the same working culture needs a “TCR way”, expressing the principles, values and ethics we defend and promote everywhere we operate.

For us, governance includes the following dimen- sions:

A few health and safety certifications in different countries : • Being openly committed to assume fully our responsibilities towards Society and the envi- ronment. After being “ISO 9001” quality certified in • Setting the internal guidelines for a responsible 2014, TCR France achieved a successful business conduct. “OHSAS 18001” certification in 2015. • Being transparent about our structure, “OHSAS 18001” is the international certifi- ownership and practices. cation reference for health and safety.

TCR UK is “SafeContractor” approved since 2012. “SafeContractor” is a leading health and safety pre-qualification assessment scheme in the United Kingdom. TCR’s mission is to offer sustainable services that add TCR Netherlands is “VCA” certified value to the aviation industry since 2009. ”VCA” stands for “Veiligheid Checklist Aannemers” or “Safety Checklist and Society as a whole. for Contractors”. ”VCA” is a leading health and safety certification system in the Marc Delvaux, Chief Executive Officer. Netherlands and Belgium.

CSR REPORT 2012/2015 22 CSR REPORT 2012/2015 23 THE CODE OF CONDUCT: CORNERSTONE OF OUR GOVERNANCE ZOOM ON OUR DUE DILIGENCE TOOL

Selling good second hand material is sustainable: it One of our guidelines is to operate fairly. To avoid increases the lifetime of our equipment while being complicity to illegal or unethical activities of any type, useful in other airports of the world. Yet, we sell second we decided in 2014 to build a due diligence tool. This hand GSE everywhere in the world, without knowing tool highlights 4 types of risks on a coloured world The “HOW”: 6 Guidelines The “WHAT”: 4 Core values what would be done with them afterwards or even where map, to attract attention on risky countries. TCR guidelines summarise in 6 ways The 4 TCR’s values are expected to be lived at work. they would end their life. During our CSR diagnostic, we how TCR intends to spread its values and They should guide everybody’s conduct and are a realised that this was an area of activity that was poten- The risks we take into consideration are: corruption, implement its CSR strategy to respond base of evaluation of each person in the company. tially exposed to human rights, corruption and low gover- human rights violations, economic instability and to the key issues it faces in its business. nance risks. We target especially the remarketing activity conflict risks. The ranking of the countries is sourced Any breach of these guidelines can lead outside Europe, which amounts for 40 to 70% of the from authoritative sources: Human Rights Watch, to dismissal. 1 2 sales of second hand equipment. Amnesty International, Transparency International, Global peace Index, OECD. RESPECT EXCELLENCE When a sale is forecast in a risky zone, an increased 1 scrutiny happens depending on the level of risk and the amount of the transaction. For any high risk tran- OPERATING FAIRLY TCR has a passion All efforts will be made to avoid TCR treats saction, a due project paper, including a CSR focus for on-going excellence its customers with on the buyer and the country has to be presented to and believes in people selling second hand equipment the highest respect. the Board of Directors. 2 and teamwork to deliver to dictatorships’ airports, or to its services. people that would use them for Considering the current expansion of our activities OFFERING EXCELLENT outside Europe and our bargaining power on the WORKING CONDITIONS illegal activities. market, it might be opportune to extend the appli- 3 4 Bruno Motté, Manager cation of this due diligence tool to our upstream of the Remarketing Department operations: searching finance from ethical funds, 3 TRUST INTEGRITY procurement from responsible suppliers, and servicing responsible customers. This reflection is underway. ENSURING HEALTH & SAFETY TCR acts with integrity TCR wants to keep by complying with and develop a sound laws, regulations 4 and trustworthy & good practices relationship with all and by respecting CARING FOR THE its business partners. the community ENVIRONMENT and preserving the environment. 5

PROTECTING CONFIDENTIAL Under this umbrella, we have developed 4 specific INFORMATION internal policies: environment, due diligence, use of IT and charity. They frame and harmonise our 6 practices in these fields. Approved in 2014, the Code of Conduct is widely disseminated across the INVOLVING TCR Group. The English version is at your disposal on IN THE COMMUNITY www.tcr-group.com.

We “export” our Code of Conduct in our daily contacts with the sector, for instance as partners of IATA (International Air Transport Association) and ASA (Airport Services Association).

CSR REPORT 2012/2015 24 CSR REPORT 2012/2015 25 THE LIFECYCLE OF A GSE

This is an overview of the GSE steps under control (in blue) or influence (in grey) of TCR and the main related sustainability aspects. We strive to optimise the aspects on which we have a direct control, and try to sensitise other actors to take their own responsibility at their level, through a careful procu- rement analysis. DISPOSAL OF DANGEROUS SECOND LIFE WASTE, RECYCLING & END OF LIFE

4 Green GSE: the fleet of tomorrow OPTIMISE LONGER LIFETIME RESALE As the air transportation sector is increasingly challenged to reduce its emissions and air pollution, Evolution of TCR’s fleet all the actors from the sector face stricter require- ments in their environmental policies. Among other actions, handlers, airlines and airports are all keen MAINTENANCE CONSUMABLES, SOLID WASTE, Assets WATER CONTAMINATION, PARTS 000 Units to measure the environmental footprint of GSE. By finding out which GSE emits the most greenhouse gases and which life stage has the biggest footprint, 20 informed decisions can be made by TCR and its customers, like: USE ENERGY CONSUMPTION, PRODUCTION OF DIESEL OR ELECTRICITY 15 • How to identify the best functional unit for usual tasks? • When to promote a “green GSE”? 10 • How to reduce the environmental impact of a GSE? ACQUISITION & LEASING CHOOSING THE GREENEST OPTIONS

5 The growth of our fleet happens linearly with a ratio of 1 motorised for 2 non-motorised GSE. By Being the biggest buyer of GSE in Europe. An definition, non-motorised GSE do not generate air example of how we use our influence for greener MANUFAC- ENERGY CONSUMPTION, 0 pollution. In the motorised fraction, 37% of the GSE TURING AIR POLLUTION, equipment lies in our relationship with the suppliers are electric. Those, such as belt loaders, stairs and WORKING CONDITIONS and manufacturers. With our knowledge of the baggage tractors, are essentially used for less heavy supply and demand markets, we can ask specific

2005 2007 2009 2011 2013 2015 tasks. This percentage is quite similar in all countries types of motorisation or batteries. We are very often in Europe. invited to test new devices. With our feedback from RAW EXTRACTION OF IRON, the field, we sort of contribute to theirR&D efforts. Accessories MATERIAL RARE EARTH METALS We dare think that half of the GSE today in circu- Motorised lation in Europe have been co-designed with the technical input of TCR. Non-motorised

CSR REPORT 2012/2015 26 CSR REPORT 2012/2015 27 POOLING GSE, THE NEW SHARING TREND EQUIPMENT FLEXIBILITY ZOOM ON OUR CO2 FOOTPRINT TOOL It can be appropriate to share the usage FOR GSE of some GSE, especially non-motorised CAPACITY GSE like baggage carts. Airports like CONGESTION OF AIRPORT TCR developed a dynamic tool analysing the green- Heathrow (UK), Dusseldorf (DE) or Oslo house gas emissions of GSE during their various life (NO) have already confided the mana- EQUIPMENT cycle stages. It draws on our GSE experience, histo- gement and maintenance of all GSE to AVAILABILITY rical GSE data collection to cover the full life cycle of one single company. They do so because the equipment. of inefficiencies in GSE utilisation on the ramp like traffic congestion at peak hours, It starts with quantifying the emissions during equip- lack of standardisation in parts and costs, FUEL ment’s manufacturing, including extraction and trans- health and safety risks and their overall EQUIPMENT COSTS MAINTENANCE formation of raw materials through to GSE assembling reputation resulting from the coordination TURNAROUND OPERATING DAMAGES processes, use of the GSE and its end of life. of the various actors in presence. COSTS

Key learning points from the tool:

• The vehicle use is the most impacting phase: as REDUCING we don’t drive the GSE ourselves, we can only THE NUMBER OF Repartition of CO2 emissions advise how best to choose it for the purpose GSE ON APRON TURNAROUND between lifecycle stages  intended, and ensure the finest maintenance. THROUGH AIRPORT ON TIME QUALITY PUNCTUALITY of a Diesel Tractor POOLING OF APRON OPERATIONS PERFORMANCE • Electric GSE are less interesting in countries using EQUIPMENT “dirty” (coal) electricity production. BETWEEN HANDLERS

• The maintenance holds a big part for some very INJURIES specific or technologic GSE because of frequent PER replacements of environmentally harmful compo- OPERATION 18% nents like batteries or hydraulic components. PERSONAL SAFETY ACCIDENTS, • Some GSE that could be considered as “green” AC DAMAGES 12% because of their very low working hours, like INC/ACC pushbacks, turn out to have an important PER footprint because of their specific composition OPERATION 70% and very powerful engines. To further help its customers, a green GSE catalogue is ready since January 2015 and allows our managers ENVIRONMENT EMISSION WASTE to advise our customers on electric, CNG and hybrid AIR QUALITY GSE for instance. It provides a full overview ready with all alternative GSE that exist on the market. TCR Vehicle Use can add a financial factor to the above mentioned Production tool, taking into account a cost per ton of CO2. This Maintenance catalogue has proven to be useful when answering POSITIVE OR FEATURE IMPACT AREA NEGATIVE IMPACTS INDICATORS KPI/KPA and Repairs tenders from attentive customers.

Chain reaction of pooling GSE in an airport - Paper published by the European Commission in 2014 with the participation of Karel Bekaert (leader of TCR’s Academy Group)

CSR REPORT 2012/2015 28 CSR REPORT 2012/2015 29 What impact can it have on TCR’s business model?

We consider pooling of fleet and services as a good evolution from environmental and economic pers- pective. At first sight it might mean less equipment leased - the fleet on an airport can be reduced by up to 40% - and heavier working hours to absorb the burden of an intensive use of the GSE.

But it also brings positive news: pooling eliminates the price and service competitions when the winner of the tender centralises the management of a common, tailor-sized fleet. Generally, this type of operation is also a long-term move, which increases business stability for TCR.

INTRODUCING THE TCU - TOTAL COST OF USAGE

As our business model is based on use instead of ownership, we think it is important for our customers to be able to compare the economic and environ- What is a green GSE? It is not easy mental advantages of leasing instead of buying, to answer. It depends if you take into during the total leasing period. We call it the TCU – Total cost of Usage, as opposed to the TCO – Total account only CO2 emissions, or also Cost of Ownership. It comprises not only to cost of other pollutants such as NOx and PM10. renting, but also to fuel it and maintain it during their lease until disposal. We are currently challenging And if you consider only the moment of ourselves to compute this TCU country per country. usage on the apron, or a more holistic The aviation industry is cradle to cradle view, including all committed to reduce 50% of their environmental impacts along the value CO2 emissions by 2050. Carbon chain (nuclear waste, deforestation, footprint must be neutral by 2020. mining,…). We help our customers to TCR has created a unique make sound decisions. tool which makes possible the comparison per type of equipment Gerd Van Damme, Asset Director based on their CO2 emissions.

CSR REPORT 2012/2015 30 CSR REPORT 2012/2015 31

General waste % ( x1 Biffa bin)

5 Environmental management 08.2015

TCR focuses on skills and talent but we find that These guidelines are built around the following further training compliments our selection process seven focus areas: for our freshly hired technicians so they are able to

offer a high quality service. 1. Waste sorting / collection / reduction 06.2015 2. Spillage response and prevention The main environmental impacts of TCR activities 3. Dangerous products storage and labelling can be classified in four categories: waste, water, 4. Parts cleaning /degreasing : water and soap to energy and soil. replace solvants 5. Oil/water separators : avoid pollution of waste water by regular inspection and cleaning 6. Energy consumption reduction : lighting, heating, computers, compressors, high pressure water cleaning 01.2015 1 2 7. Water consumption reduction where feasible

WASTE ENERGY In terms of Environmental management system, TCR has opted for the ISO 14001 standard. So far, 12.2014 TCR Netherlands (2008), TCR Iberica (2014) and Maintenance and Gas and electricity are TCR France (2015) are certified. Other TCR countries % 0 10 20 30 40 50 60 70 80 90 100 repair of GSE generates the main sources of will follow. many different types of energy, consumed for waste, including used heating and lighting, materials computers, workshop like oils, GSE parts equipment and tooling, Used Oil Filters (kg) and tyres, used rags, e.g. GSE cleaning scrap metal parts, etc. equipment. 08.2015

In a Group with activities in In order to encourage the exchange of best practices, many different countries, it is 06.2015 3 4 TCR has performed an internal assessment of all a challenge to harmonise the environmental best practices in all TCR countries. WATER SOIL The results, even if partial at this stage, indicate environmental practices. These a good and mostly spontaneous attention for all are mainly determined by relevant environmental aspects of our core activities. High pressure cleaning of GSE uses significant However, the disparities across the Group justify a local legislation and customer GSE, oil and amount of water, more homogeneous and systematic approach to the fuel tanks are a requirements. In a few years, with consuming (potable) environment. potential source of water, and generating the tools we are developing, the soil and ground water 01.2015 waste water. This water That is why TCR has developed an Environmental contamination TCR way will ensure an optimal must be evacuated Policy, which has been published early 2015. In in case of accidental using separators to level of environmental care. spillage. operational terms, Group environmental guidelines avoid oil and fuel being are being developed and will soon be communicated evacuated with the Dominique Brochier, Occupational Health, 12.2014 to all TCR workshops along with an auditing tool, to Safety and Environment Coordinator waste water. verify compliance with these guidelines. Filters 0 1 2 3 4 5 6 7 8 9 10

Example of monitoring in Manchester City Airport

CSR REPORT 2012/2015 32 CSR REPORT 2012/2015 33 6 Training: improving our A FEW FIGURES skillset and retaining talent • The average age in the company is 40 years old There is a lack of skilled people in mechanics and • The seniority is almost 6 years electronics in Europe. TCR fights for talents and • About 9 to 10% of the staff will be replaced in a TCR focuses on skills and talent The work on this project has reached the following often needs to improve the skills of its freshly hired few years results: tools and best practices are progressively technicians so they are able to offer a high quality • In Belgium only, 20% of the staff has been hired but we find that further training identified, and partnerships are developed, like: service. This is of crucial importance considering the in 2015 just to replace retiring workers… compliments our selection growth of the Group, and the aging working popu- process for our freshly hired • E-learning set: Trial Videos are being recorded lation inside TCR. We recruit new staff before the elders leave, so there for sharing technical knowledge and learning is an overlap and time for mentoring to pass on the technicians so they are able to how to manipulate the online GSE fleet moni- Investing in training for students and employees expertise from the field. Each new person is assessed offer a high quality service. toring system. They are organised around a mix is also beneficial to Society as a whole: it raises as regards its training needs, and TCR is open to of animation, screenshots and live presentations. employability of current or future TCR employees, consider the specific demands of the workers. Henri Sliepen, Company Secretary and provides qualifications to a target group often • Netherlands partners with the technical school less considered or marginalised in Society. To identify the needs, 2 inventories were under- ROVC and offers internships; a first in-house taken in 2014: a skills gaps mapping and a portfolio training was given in 2014 on Hydraulics and of existing training courses. This intensive work of Electrics for 18 Technicians. matching needs and offer is still underway. • France provides material to technical schools to learn on real equipment and partners with ZOOM ON THE COMPETENCE MATRIX TOOL CAMAS, a training agency.

In parallel, a standard Competence Matrix tool was • In Belgium, a training location was built in the developed in 2014 for the entire TCR-group (Techni- premises of TCR International in 2015. cians & Support). It defines 3 different competence levels and combines the fields of necessary training, in responses to specific needs and tasks:

• For technical knowledge and skills (like elec- tronics, hydraulics..): most of the training is given internally, through a system of mentoring of each SKILLS OVERVIEW EVALUATION newcomer, on the field sessions, YouTube-like TECHNICAL COMPETENCES KNOWLEDGE OF MACHINES instruction video’s, class-room sessions on specific needs, supplier trainings. A library with

filed information is progressively developed. Name PB Function L/T NM First Name First Diesel Electric Place of work Place A/A/DI Training C/G/ET Altround Handling Hydraulic body work Pneumatic / Software Equipment Equipment On the Job Mechanics Electronic / Electronic Multi Skilled Tr/Tt/Wt/Ct PLC / Canbus PLC

• For training on Group tools (like ELC – Equipment Refurbishment Life Cycle, EIS - Equipment Information Services): Interactive computer trainings (with examples and examination) Technician

• For general trainings (like languages, safety): Most of these are or can be subcontracted. Senior Technicien In response to this ascertainment, TCR started to set up an internal TCR Academy, with its own “digital location” in the Library. Foreman Supervisor

CSR REPORT 2012/2015 34 CSR REPORT 2012/2015 35 7 Responsible finance: Although this is not the first topic Today, TCR benefits to a trio of private investors, money has a colour providing good returns on investment year after of discussion between TCR and year. TCR CapVest, the mother company of the TCR The GSE leasing activity is very capital-intensive: in its financers, it is important for companies, is owned by 3 entities, with different 2015 only, TCR mobilised €50 million to buy 2/3 of the team to be sure that the money voting rights: new and 1/3 used equipment for its customers. So behind the first image of a TCR offering GSE services invested in the company comes lies a second facet of TCR: a capital intensive from trustworthy sources. Shares business. Benoît Biebuyck, Chief Financial Officer Independent company founded in 1972 in Paris, Chequers buys and From a CSR perspective, responsible finance is develops companies of all sizes in partnership with their board of important two-ways: directors, to give them the means to realise their strategic and patri- monial ambitions. With €1.500 million funds to invest, Chequers takes 64 % • For investors, the CSR activities of TCR conso- part in enterprises worth between €50 million and €500 million in all lidate their trust in the company and mitigate sectors of industry, retail and services in France and Europe. extra-financial risks because they anticipate and respond to the expectations of critical Funding for TCR activities comes from 2 classical stakeholders by managing the assets in a main sources: banks and private equity. The CSR Florac is a French holding company founded in 2009 and chaired by responsible, proactive manner. profile of these investors is different. Marie-Jeanne Meyer, the historical shareholder of the Louis Dreyfus Group. With its entrepreneurial and family culture, Florac accompanies 28 % • For TCR, having ethical investors is important Most banks have developed internal ethical filters companies with a strong growth profile and a potential to become to safeguard its good reputation and avoid any and CSR requirements to be compliant with the leading players in their markets. risk of undue pressure or bad influence in the obligations of Basle III. Following the Equator Prin- course of their business. It is always pleasant ciples, most of them apply blacklists for some to know that your activities reward responsible sectors of activities or countries for business. For The TCR management is composed of the 6 persons shareholders. TCR, this means increased scrutiny when we sell of the executive committee. 8 % second-hand GSE outside Europe for instance. They pay extra-attention to anti-money laundering, and apply the “KYC” policy: Know Your Customer. This implies that TCR has to divulge the structure of ownership and who in the company owns more than This is the situation end of 2015. In 2016, Chequers 25% voting rights. and Florac are likely to sell their shares after a long and constructive participation in TCR’s capital. It Private investors provide equity. In this situation, it is not known yet who will buy these parts of the is important to know who the shareholder is, espe- capital. But what is known, is the policy inside TCR cially if it is an investment fund: who lies behind it? to favour investors with a similar sense of ethics, as For TCR, this type of investigation happens mainly announced in the Code of Conduct of the Company to avoid potential conflicts of interest, to prevent (see chapter on Governance). intrusion or protect its position on the market. If equity comes from a specific company, it is relevant A FEW FIGURES to know which type of company, what its core business or product is, to be able to position itself. In 2014-2015: TCR holds a margin of manoeuver to refuse for instance vulture funds or disreputable investors. • Turnover: € 126 million

CSR REPORT 2012/2015 36 CSR REPORT 2012/2015 37 As TCR expansion happens mainly Managing diversity also means equal opportunities after acquisition, it is important to and non-discrimination: between male and female, between old and young, between nationalities, to rise create a common company culture, 8 Multiculturalism: in the hierarchy inside TCR, to access training and while respecting and understanding the richness of a diverse team benefit from internal mobility across the company. But up to which point should TCR organise a positive the local habits, customs and TCR is a fast growing company which started in discrimination? The debate remains open. reality. Managing diversity is a Belgium and now expands until Asia! Since the last 10 years, we open offices in almostone new country After a long period of ad hoc and intuitive mana- new challenge for both the corporate per year. gement of its human resources, TCR International management and the local entities. launched a thorough process of professionalisation TCR’s objective is to improve intercultural awareness of its HR policy: profile descriptions, training plans, Martine Michielsen, and promote respect between the different cultures, evaluation guidelines, career management, welcome Human Resources Director languages, religions present in the TCR staff across pack, harmonisation of tools, translation of the rules the world. in all languages… to harmonise the treatment across the Group and offer the same chances to each person in the company.

A FEW FIGURES For instance, the criteria for promotion have been clarified in 2015: all the positions are advertised on Gender split per level • TCR teams assemble more than 18 nationalities the intranet and the existing staff members have from the 5 continents. We count Norwegian, priority to apply. There is a succession planning for Polish, Swedish, German, Spanish, Chilean, career management, reviewed yearly during the Type of Danish, Dutch, Malay, Australian, Myanmar, evaluation of each worker using uniform guidelines Mobility of TCR employees function Romanian, Belgian, Ukrainian, Moroccan, Turkish, to lead the interviews. This is the right time to assess between the entities 2014-2015 French, Italian people in our offices! In UK only, 16 the skills and qualities and consider promotion to a Général nationalities cooperate. higher level.

• TCR employees speak over 16 languages. Since After a certain age, older staff - especially working English was adopted as the common working in the maintenance workshops, is being offered less language across the Group, English lessons are hard work: they can stop working on shifts or being Homeland Host country N° staff Support given whenever a function makes it necessary. on night duty. Belgium UK 1 • TCR gender mix is : 89% male, 11% female ZOOM ON INTERNAL MOBILITY Belgium Denmark 2 A classical indicator of diversity is the gender ratio. As we grow by acquisition, it is not unusual to see Belgium Norway Direct 1 Not surprisingly, our core business is very “male”, like employees moving from one country to the other, many sectors in the automobile or electro-mecha- in support or to start a new service already existing Netherlands Norway 2 nical fields. This is specially the case for the “Direct” in the home country and train a new site into the Netherlands Belgium 0 100 200 300 400 500 600 level, where the vast population of the workers are corporate culture. Technicians, directors, mechanics, 1 directly in the workshops in charge of the mainte- we use our best elements to spread the TCR way of Number of employees France Belgium nance of the GSE. The General (managing) and the working. This practice generates a Group spirit and 1 Category Level Support (administrative) levels are well-balanced. encourages dialogue between TCR entities. It will UK Malaysia No woman seats yet on our Board of Directors probably intensify in the coming years. 2

Female Male

CSR REPORT 2012/2015 38 CSR REPORT 2012/2015 39 9.9 Support to communities: here and further ZOOM ON SOLIDARITY

After realising that almost all national entities were Life doesn’t always go as planned. An accident or involved in charity and sponsorship activities on a setback, an unexpected loss or misfortune, an event case by case basis, and that many employees were that you think will never happen to you (fire, flooding, involved in societal associations, TCR decided to MAF Angola has started up a project in 2015, where pilot medical expenses...). To support colleagues and develop a Charity policy at corporate level. Martijn Goud flies around Angola with an eye doctor. employees in difficult times, TCR is setting up the Within a 2 week mission the doctor can consult about Family First Foundation as of December 2015. The The objectives of this initiative were: 600 people and train local doctors. TCR appreciated the purpose of this emergency fund is to support and connection with the aviation field. help colleagues who find themselves in a financially • to exchange on best practices and employee difficult situation, totally beyond their own control involvement. and actions. • to increase the coherence within TCR societal engagement In order to inject financial resources into the foun- • to reinforce the link between TCR philan- dation, everyone can join on a voluntary basis, thropy and the daily core business, by selecting according to their own means. In addition to a fixed meaningful projects, most in line with the aviation With the intermediation of Greenamity, TCR has planted amount, TCR contributes a certain amount, on top issues 1000 trees – 1 per person in the Group!- in Mada- of each euro donated by the employees. Applica- • to monitor the global and local donation amounts gascar, covering 1 hectare near Ambalavao and the tions for assistance from the emergency fund are and give TCR the capacity to evaluate its philan- National Park of Andringintra. This reforestation project, evaluated by a neutral and discrete Commission. thropic actions called Vohimarina, is done with a local company called Alamanga who optimises both the social and environ- Employee involvement happens also outdoors and Today, the Charity policy is a reality and a selection mental components of the forest management. The project can be close to teambuilding: this year, 10 employees committee manages the candidates. The core distributes locally plants, wood, honey and wild silk worms. ran the 20 km of Brussels in favour of the NGO for themes are youth educational development and development 11.11.11 – “Courir pour le sud”. community and humanitarian support, piloted by NGOs or non-for-profit organisations. Criteria for Their participation was sponsored by TCR. selection of a project include:

Quality of project:

• youth = core beneficiary ACDA – Sillar Project is a Belgian organisation that bought • vulnerable population a stone cutter machine for a group of workers in Peru. • support includes volunteering activity by TCR These people extract big blocks of sillar (volcanic stone) We are always open to good • spirit of social responsibility to carve out objects to sell in order to provide for their • in line with Sustainable development families. moments between colleagues, but running the 20km of Brussels Return for TCR: together adds a special dimension • project promotes TCR business goals to this collective event: solidarity • project creates positive visibility • project does not present potential risks for TCR with those in need! employees, assets or image Regenbogenland is a German hospice that cares for children with life-threatening illnesses and their families. François Peeters, General Manager Projects. In 2015, the 2-Gather Donations reached an amount of 21.500€. Here is a selection of the 14 projects we supported in 2015:

CSR REPORT 2012/2015 40 CSR REPORT 2012/2015 41 G4-30 Reporting cycle To be defined No This report contains following disclosures from the GRI-G4 guidelines: GRI CONTENT INDEX G4-31 Contact point Page 44 No Location of disclosure External G4-32 GRI Content index Page 42 No Profile Disclosure Title in report Assurance G4-33 External assurance No external assurance No GENERAL STANDARD DISCLOSURES GOVERNANCE STRATEGY AND ANALYSIS G4-34 Governance structure Page 7 + pages 18-19 of press file No G4-1 CEO statement Page 3 No ETHICS AND INTEGRITY ORGANISATIONAL PROFILE G4-56 Code of conduct Page 24 No G4-3 Company name Page 1 No G4-4 Principal brands, products Pages 5-6 No SPECIFIC STANDARD DISCLOSURES and services SERVICE QUALITY G4-5 Location of headquarter Page 6 No Customer retention rate Page 17 No G4-6 Countries where the company Page 7 + pages 20-21 No Average year of the equipment Page 18 No is established of press file Additional non-GRI Disclosure Number of interventions per year Page 18 No G4-7 Nature of ownership and legal form Page 7 No Number of audits per year Page 18 No G4-8 Markets served Pages 11 & 20 of press file No Availability rate Page 19 No G4-9 Scale of the organisation Pages 6 & 38 No HEALTH AND SAFETY : within and outside TCR G4-10 Employment by contract type, Page 38 No G4-DMA Number of accidents Page 21 No worktime and gender G4-LA6 G4-11 Percentage of employees covered 100% No GOVERNANCE : transparency, ethics & values by collective bargaining agreements (but no in-house trade union) Additional non-GRI Disclosure Number of internal policies Page 24 No G4-12 Organisation’s supply chain Page 5 No GREEN GSE : the fleet of tomorrow G4-13 Significant changes in the reporting No previous report No Additional non-GRI Disclosure % electric GSE’s Page 26 No period ENVIRONMENTAL MANAGEMENT G4-14 Precautionary principle Page 25 No Additional non-GRI Disclosure Number of ISO 14001 No G4-15 Charters, principles or initiatives Page 22 No Page 33 certified countries G4-16 Memberships Page 24 No TRAINING : let the talents be TCR’s IDENTIFIED MATERIAL ASPECTS AND BOUNDARIES G4-DMA G4-17 Entities Pages 20-21 of press file No % hired staff in 2015 Page 34 No G4-LA1 G4-18 Define report content Pages 11-12 No Average age Page 34 No G4-19 Material aspects Page 12 No Additional non-GRI Disclosure Seniority Page 34 No G4-20 Aspect boundaries within Page 13 No % of staff which will be replaced Page 34 No the organization RESPONSIBLE FINANCE : money has a colour G4-21 Aspect boundaries outside Page 13 No the organization G4-DMA Net profit in 2014-2015 Page 37 No G4-22 Restatements No previous report No G4-EC1 G4-23 Changes in the scope and No previous report No Turnover in 2014-2015 Page 37 No aspect boundaries MULTICULTURALITY : the richness of a diverse team STAKEHOLDER ENGAGEMENT G4-DMA Gender split per level Page 38 No G4-24 Stakeholders list Page 14 No G4-LA12 G4-25 Stakeholders identification Page 14 No Number of nationalities Page 38 No G4-26 Stakeholders engagement Page 15 No Additional non-GRI Disclosure Number of languages Page 38 No G4-27 Stakeholders’ concerns Page 15 No Internal mobility Page 39 No REPORTING PROFILE SUPPORT TO COMMUNITIES : here and further G4-28 Reporting period 2012-2015 No Amount of donations Page 40 No Additional non-GRI Disclosure G4-29 Date of most previous report No previous report No Number of supported projects in 2015 Page 40 No

CSR REPORT 2012/2015 42 CSR REPORT 2012/2015 43 WHEN EARTH MEETS SKY

TCR wishes you a sustainable trip

CSR Report 2012/2015

Contact Person Mercedes Dieguez Marketing and Communication Manager

TEL +32 2 752 86 26 [email protected]

TCR International

Haachtsesteenweg 201 1820 Steenokkerzeel / Belgium [email protected] www.tcr-group.com