SUPREME GROUP ETHICS PEOPLE HEALTH & SAFETY … · 2014-08-14 · AbOuT SupREmE GROup ETHICAL buSINESS pRACTICES INvESTING IN OuR pEOpLE HEALTH & SAFETY SuppORTING LOCAL COmmuNITIES

Supreme Group Ethics PeoPle HealtH & Safety Community EnvironmEnt

Respecting the enviRonmentsuppoRting LocaL communitiesheaLth & safetyinvesting in ouR peopLeethicaL Business pRacticesaBout supReme gRoup

Co

nte

nts

4 message from ceo

6 about supreme group

6 our services

8 corporate governance and compliance

9 our global offices and operational Locations

10 code of ethics and Business conduct

12 ethics hotline

12 Building ethics awareness

15 understanding our workforce

18 hiring Locals first

18 ethical Recruitment practices

19 training & Development

20 compensation and Benefits: creating a performance culture

21 employee engagement

23 Life saving Rules

23 incident Reporting

24 training

24 health & safety awareness campaigns

27 Local sourcing

29 the supreme foundation

31 supporting the troops

33 site surveying

34 carbon footprint measurement

36 office Recycling

2 | Supreme Group

Corporate Social Responsibility Report 2013 | 3

aBout this RepoRt

39 Reporting Boundaries and methodologies

39 stakeholders

39 contacting us

40 global Reporting initiative g3.1 content index

CONTENTS

Ethical BusinEss PracticEs invEsting in our PEoPlE hEalth & safEty suPPorting local communitiEs rEsPEcting thE EnvironmEntAbOuT SupREmE GROup

Message froM the Ceo

2013 was a transformational year for Supreme.

The changing external environment necessitated a re-evaluation of our organizational structure to ensure that we remained fit for purpose.

Our mandate was clear - to reshape the company in order to effectively create and manage opportunities, maximize our competitiveness and succeed in the business environment in which we operate. It was also clear that we would need to change how we function internally; not just the structure but our business as a whole - from the clients and markets in which we operate, to the processes and systems we use, to the way we work together - the whole fabric of our organization.

During the last decade, the majority of our operations were focused on delivering services to our clients operating in Afghanistan. With the evolving regional geopolitical framework it was time for us to re-think our

business structure. While it served us well in the past, we needed to become more agile and efficient to capitalize on new opportunities and markets.

In early 2013, we implemented one of the most significant restructuring processes in our history with the creation of three new functional divisions – Commercial, Operations and Corporate Services. Supreme simplified our organizational structure and moved away from self-contained business units to a more centralized model where business functions were supported by, and accountable to, centralized corporate functions.

At the same time as we worked through our restructuring, our operations started to feel the impact of drawdown activities in Afghanistan. Our business environment was undergoing structural changes, so we spent a significant portion of the year developing a new business strategy and


INTRODuCTION

preparing Supreme to put us on a track that will ensure our continued growth in the future.

The external environment also remains variable, as Supreme operates in challenging markets, and we often find ourselves working in hostile and war-torn areas, where the rule of law and ethical behavior is sometimes forgotten. Nevertheless, we are guided by decades of experience and a commitment to remain compliant with international regulations and our own company values.

Yet despite these challenges, we did not lose our focus on operational excellence or stray from our commitment to continuously integrate sustainable business practices throughout our organization. Guided by a firm focus on our company values, corporate sustainability initiatives remain integral to our business strategy and in 2013 we made significant strides in improving our performance.

A few highlights during the year include: § We launched our Africa First

program, an initiative to hire local employees, source local products and invest in local communities, wherever possible

§ We held our first annual Ethics

Awareness Week in order to build understanding of our ethics programs amongst our employees

§ We introduced a new structure to improve corporate governance in 2013

§ We became signatories of the uN Global Compact, affirming our commitment to its Ten principles

§ We released our first annual employee survey to get a pulse on our employee engagement levels

§ We invested heavily in a new people management system to effectively manage our human resources

§ We improved our health and safety reporting capabilities

§ We increased our overall training hours per employee

§ We expanded our charitable works in Cote d’Ivoire through our support of the missionaries of Charity Sisters Abidjan, an orphanage and healthcare facility that cares for homeless and sick patients.

You can read more about these and other initiatives in this, our second annual CSR report.

With the uncertainties of 2013 now behind us, and a renewed business strategy that is focused on diversification and growth in new markets such as Africa, during 2014 we are reviewing

the company’s sustainability practices, challenges, opportunities and overall social responsibility strategy to ensure that it aligns with our business objectives. We look forward to sharing this and other new developments with you in our next report.

Sincerely,

Theo Reichertceo, supreme groupJuly 2014

OurValues

customers We are committed to delivering quality solutions to our customers.

people We recognize and reward the passion and achievements of our people.

success We drive success through operational excellence and innovative thinking.

integrity We insist that integrity and ethics define our decisions and our actions.

sustainability We are dedicated to protecting the environment and creating a sustainable future for communities where we operate.

Ethical BusinEss PracticEs invEsting in our PEoPlE hEalth & safEty suPPorting local communitiEs rEsPEcting thE EnvironmEntaBout suPrEmE grouPaBout suPrEmE grouP

Our goal is to foster and enhance sustainable business practices throughout our organization.

CEO, Supreme Group

Founded in 1957, Supreme Group is a global leader in the provision of end to end supply chain solutions to defense, government, and commercial sector clients around the world.

about supreMe group


For more than fifty years, we have provided critical, life-sustaining services that empower clients to accomplish missions in challenging and austere environments. We deliver logistics support in some of the world’s most remote and hostile locations: safely, reliably and efficiently.

We have operations in 24 countries across five continents; establishing a legacy of proven and trusted performance, backed by a highly trained and experienced workforce. The sheer size and scope of our operations means that we can tackle even the most complex supply chain challenge with complete confidence.

We are 100 percent privately owned, making us extremely flexible and responsive. We are proud to serve many of the world’s largest military operations, uN missions, commercial food supply organizations and mining camps. Our proven expertise means that we consistently deliver above and beyond the call of duty.

our serviCes

procurementWe locate, source and deliver supplies rapidly and reliably at the best value to clients. Our experienced procurement team sources materials and services to clients around the globe, utilizing a network of suppliers that are committed to the highest standards of quality and compliance. Our transparent and competitive tender process ensures clients receive the best ‘total cost of ownership’ solution.

TransportationWe manage complex transportation challenges with confidence, ensuring goods and services arrive at a given destination efficiently and on time. Our comprehensive service portfolio includes cross-docking operations, customs clearance, multi-modal transportation and fleet management. We develop customized solutions over road, sea and air that meet even the most specific and complex needs. Our expertise spans both aviation and ground transportation services.

StorageWe maintain strategically located storage facilities throughout Europe, Africa, South America and the middle East,

enabling us to rapidly deliver supplies for our clients at all times. Our state-of-the-art fuel repositories and warehouses for ambient, chilled and frozen foods are operated by highly qualified and experienced specialists.

TechnologyWe use proprietary technologies to ensure quality, efficiency and compliance across our operations. We utilize a sophisticated Warehouse management System with a high level of process automation, providing

About Supreme Group

8 | Supreme Group

Corporate governanCe and CoMplianCeSupreme is committed to developing high standards in corporate governance practices by establishing sound internal controls, transparency and accountability in its senior management team.

The Executive CommitteeAs part of Supreme’s restructuring, in early 2013 the company established an Executive Committee (ExCom), reporting directly to the shareholders of the company and comprised of the company’s Chief Operating Officer, Chief Commercial Officer and Chief Financial Officer. The ExCom is responsible for the day-to-day operations of the company and reports to the shareholders.

Top-level organizational structure from January 2013 restructuring

The Group Compliance CommitteeThe Group Compliance Committee (GCC) was established in 2010 primarily to support and oversee the establishment of Supreme’s Ethics & Compliance program. However, the GCC has evolved and also provides advice and guidance to the shareholders and the Executive Committee, helping to ensure that Supreme’s business is managed in accordance with ethical, legal and regulatory requirements and alongside company values.

In fulfilling its oversight duties, the GCC is empowered without seeking approval from the ExCom to investigate any matters brought to its attention with full access to all books, records, facilities and personnel of the company.

The GCC reports directly to the shareholders of the company. members of the committee are the Chief Financial Officer, Group Director of Legal and Corporate Affairs and a non-executive committee Chairperson. Apart from a short break over the summer, GCC meetings take place each month and are a valuable part of Supreme’s corporate governance framework.

group compliance committee

chief commercial officer chief operations officer chief financial officer

executive committee

shareholders

complete traceability by batch, pallet and location. Our vehicle and shipment tracking system is designed to meet the operational requirements of distribution in remote regions by offering real time information on the status of the shipment and vehicle movements; as well as alert reporting and diversion management.

Site ServicesWe can construct, equip and maintain facilities in the most challenging environment quickly and efficiently. We provide the infrastructure and life-sustaining support services that allow our clients to focus on their core missions. Our portfolio of Site Services includes: § Catering § Construction § Facilities management § Engineering & maintenance § Hotel and Retail solutions.

AbOuT SupREmE GROup


our global offiCes and operational loCations

During 2013, we operated in 24 countries, across five continents, with offices in Dubai, Reston, London, Singapore, Rheine and Amsterdam.

About Supreme Group

previous countries of operation

Current countries of operation

Worldwide offices: LondonReston Dubaiamsterdam Rheine singapore

InvestIng In our PeoPle HealtH & safety suPPortIng local communItIes resPectIng tHe envIronmentabout suPreme grouP etHIcal busIness PractIces

How we do business is as important as what we do, which is why our actions are guided by a commitment to act with integrity in everything we do. GroupEthics&ComplianceOfficer

As an organization we have made a decision that integrity is one of our core values because we want Supreme to be respected and trusted for the way in which we do business.

fostering ethiCal business praCtiCes


Chapter example one:

protection of supreme

group assets

Chapter example two:

respect for others

Chapter example three:

fairness and honesty in

business

Document No: LEG-EC-G-001 | Version No: 4 | Version Date: 2013.03.19 | Authorized by: Director of Ethics and Compliance | Page 18

Protection of Supreme Group Assets

protection of supreme Group assets

1. Monitoring PropertySupreme Group’s property is vital to its business, helping you carry out your duties

and meet the needs of our customers. As such, it is important that you use Supreme

Group property in a responsible manner. This includes securing company property

from theft or abuse. You must take proper care of any company property in your

possession, in particular: § Mobile phones; § Computer hardware and accessories;

§ Software and computer files.

Personal use of company property such as telephones

and internet access is not prohibited by Supreme

Group, but should be kept to a minimum and utilized

outside of business hours. Transmission or receipt of any material in violation

of any Supreme Group policy or applicable laws is

prohibited. Supreme Group reserves the right to monitor,

access, disclose and use the content of communications

composed, sent or received through company systems for

any legitimate business purpose.Intellectual property and confidential information

belonging to Supreme Group is also company property.

Any ideas, inventions, computer programs, technical

innovations, system designs, or technical enhancements

that you design or conceive while at Supreme Group are

the sole property of the Supreme Group and must be

protected like any other form of confidential information.

2. Protecting Supreme Group Information

Information about our work processes, procedures, clientele, suppliers, and employees

is highly confidential and must be protected at all times. No employee may release non-

public company information such as trade secrets, confidential operations, processes

or dealings, or any information concerning the organization, business, finances,

transactions or affairs of Supreme Group to the public without the approval of the Group

Legal Department. Employees are required to keep all confidential information entrusted

to them during the performance of their duties in complete secrecy and not use or

attempt to use any such information in a manner that may injure or cause loss either

directly or indirectly to Supreme Group. Employees must not share such information

with anyone, even a co-worker, who does not need to know about it. If you have family

or other close personal ties to a competitor, customer, supplier, subcontractor or other

organization involved with our business, you must be especially careful not to disclose

confidential information to them. Employees must also ensure that all confidential

information entrusted to them is stored in line with Supreme Group policy.

3. Preserving Supreme Group Records

Supreme Group applies specific document retention controls which include hardcopy,

electronic, and magnetic documents and records, as well as invoices, agreements, and

contracts. Before destroying any records, employees must check with their supervisors


Respect for others

respect for others1. Equal Employment Opportunity

Our employees are our most valuable resource and at Supreme Group we believe

that all employees should be treated fairly and with respect. To ensure this we

have established global standards that are followed at all Supreme Group sites

around the world. Supreme Group has zero tolerance for discrimination and is an

equal opportunities employer. Employment decisions such as hiring, promotion,

remuneration, benefits, termination, training opportunities and job assignments

are based on qualifications, experience, competence and performance, and are not

based on gender, race, national origin or

other characteristics.All managers, supervisors, and employees

otherwise in positions of authority have an

additional responsibility to maintain and

support a healthy work environment.

2. Safe and Harassment-free Work

EnvironmentSupreme Group is committed to providing a

safe and healthy work environment for all

employees. As an employee it is important

that you help to maintain this environment

by complying with all health and safety

regulations and reporting any safety

hazards, accidents or injuries immediately

to your manager. Supreme Group strives to

create a work environment that is free from

harassment by co-workers, supervisors,

providers of goods and services, contractors,

and clients. The Employee Handbook sets

out the following principles for behavior required in the workplace:

§ All employees should be treated with respect. This includes using appropriate

workplace language when dealing with colleagues and internal and external

customers. Swearing in particular is unacceptable; and

§ All employees should be aware of the impact of their behavior on others.

Supreme Group has zero tolerance for bullying and harassment and considers it a

fundamental obligation of all employees to behave appropriately in the workplace.

3. Use of Drugs and Alcohol

The use of drugs and alcohol in the workplace puts you, your fellow employees

and the reputation of Supreme Group at risk. Employees may not attend work

under the influence of controlled substances or alcohol, or bring illicit drugs

or alcohol onto any of Supreme Group’s premises. Similarly, use of controlled

substances, the misuse or abuse of alcohol or medication away from company

premises in any manner that may impair your ability to perform assigned duties,

threatens the safety of others, or otherwise adversely impacts Supreme Group’s

business is not in the best interest of Supreme Group and is a violation of the

Code of Conduct. If you are taking prescribed medication that could impair your

ability to do your job or cause danger to yourself or others, you should discuss


Fairness and honesty in business

fairness and honesty in Business

1. Gifts, Entertainment

As gifts and entertainment can be regarded as bribes, employees must only accept

gifts or entertainment that would not be so regarded. Different companies offer a wide

variety of gifts from conference souvenirs to material goods, services, promotional

premiums and discounts.

Common business courtesies that are usually

acceptable include occasional meals with outside

business associates, or the acceptance of reasonable

and customary gifts, and promotional items of

nominal value such as hats, shirts, pens, notepads

or coffee mugs. When other gifts are received from

third parties, the item must be returned with a clear

explanation that the gift violates Supreme Group’s

Gifts, Entertainment and Anti-Bribery Policy. You

must also notify the Director of Ethics & Compliance

of any gift which is being received and/or returned.

As previously stated, this Code of Conduct regulates

business conduct; it is not intended to regulate or

control private and personal affairs. It is not intended

to apply to situations where a company offers you

something of substantial value for personal reasons

that have absolutely nothing to do with Supreme

Group. It may be hard to tell whether you are being

offered something in your personal capacity or as a Supreme Group employee. If you

have the slightest doubt, you should review the proposed gift with your manager or

Director of Ethics & Compliance before accepting it.

2. Gifts to and from Government or Public Employees

Special laws and rules apply to the giving or receiving of gifts and entertainment to

or from Government or public officials anywhere in the world. Therefore, you may

never offer or give money, credit, gifts, gratuities, or any other compensation, whether

directly or indirectly, to a government employee or public official as this could be

perceived as an inducement or bribe.

Furthermore, Supreme employees should not offer any government employees involved in

the procurement process anything except beverages or light snacks at a business meeting.

As a rule, you may never accept a gift from a government official in any country. In very

exceptional cases, it may be appropriate to accept a low-value gift from a government

department (for example, a modest box of chocolates sent to a team at Supreme Group

on the occasion of an official public holiday and for which it is customary to give business

courtesies of this nature). However, the receipt of all such gifts must be notified to, and

approved by, Supreme Group’s Director of Ethics & Compliance.

Violation of these rules may have severe consequences for Supreme Group and its

employees, including imprisonment for a criminal offence and substantial penalties

and fines. Supreme Group might also be debarred or suspended from government

contracting and be ineligible for export licenses. As a result, each employee

must ask for advice when in doubt of what to do in a particular situation. Any

In practice, this means that integrity and ethical decisions define our behavior and our actions as an organization.

Doing what is right is not always easy and as our business has grown, we have faced the challenges of corrupt environments. Corruption and bribery are the norm in many countries where we operate and people often ask if it is truly possible to do the right thing in business and still create a growing, prosperous company. but the answer is simple – being ethical is the only way.

As we grow and enter new markets our clients demand that we demonstrate ethical conduct, not just deliver good performance. So, to build a sustainable and profitable business we need to act ethically all the time, otherwise we risk our reputation and our long-term success.

Supreme’s Ethics & Compliance program has been successfully promoting a culture of business integrity within the company for over three years and the results are noticeable. Since the program was formalized, employee exit interviews indicate that over 90 percent of respondents now feel that Supreme has a more ethical culture than when they joined the company.

Code of business ethiCs and ConduCt

Supreme Group conducts business in many different parts of the world, each governed by a different set of laws, regulations, and business practices. because of this, we have established global standards to help ensure that our values are upheld wherever we do business, and that we conduct business fairly and honestly in all areas of operation. The Code of business Ethics and Conduct (the “Code”) confirms Supreme Group’s commitment to conducting our business legally and to the highest ethical standards.

All employees of Supreme Group must adhere to the standards set out in this Code. In addition, the company only selects subcontractors, workers, consultants, agents, suppliers and other third-party providers who act in a manner consistent with the standards contained in the Code. Every newly hired employee receives mandatory ethics induction training and all employees are required to sign, when joining the company, an acknowledgement that they have read and understood the Code and have neither breached nor are aware of any breach of the Code. The Code has been translated into 12 languages, is reviewed on a regular basis, and was last updated in 2013.

Code of BusinessethiCs and ConduCt.2013.03.19 | Edition 04

556-

005-

CO

LA

Ethical BusinEss PracticEs

12 | Supreme Group

Problèmes d’intégrité.

PARLEZDES INJUSTICESTÉMOIGNEZ

CONTRE LES INJUSTICES

ARRÊTEZ LES INJUSTICES

AFFIRMEZ-VOUS.ASSISTANCE INTERNET

www.supremegroupethics.ethicspoint.com

N’AYEZ PAS PEUR DE DIRE LA VERITE!

Contactez notre site web Supreme’s Ethics pour signaler tout comportement frauduleux constaté

au sein de notre entreprise. Notre site web est ouvert aux employés, fournisseurs, clients et

partenaires, et est administré par une société indépendante.

इमानदारी महत्वपूर्ण है।

बुरा मत बोलो बुरा मत सुनो

बुरा मत देखो

साहस से बोललये।नतैतकता हॉटलाइन


डर कर चुप मत बठैिए!आचार सठंिता के सठंिग्ध उल्घंन या वयापार के ल्ए सभंावित जोखिमों को गोपनीयता के साथ िज्ज करने के ल्ए,

सुप्ीम की नतैतकता िॉट्ाइन से सपंक्ज कररए, जो ठिन के चौबीसों घटें उप्ब्ध िै। यि िॉट्ाइन कम्जचाररयों, सप्ायरों,

ग्ािकों तथा उप-िेकेिारों के ल्ए उप्ब्ध िै तथा इसका प्ब्ंध एक बािरी प्िाता दिारा ककया जाता िै।

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5/28/2013 3:42:43 PM

مطالب جامعیت.

زشت نگو

نشنوزشت

نبینزشت

بلند صحبت کنید.تماس عاجل اخالقی


از ترس خاموش نباشید!

به ارتباط عاجل اخالقی سوپریم تماس بگیرید، 24 ساعت در روز، برای گزارش دهی محرمانۀ تخلفات مظنون به برنامۀ اداره یا

یک بخش خارجی اداره می گردد.خطر تجارتی. ارتباط عاجل اخالقی برای کارمندان، متصدیان، مشتریان و قرارداد کنندگان فرعی در دسترس می باشد و توسط

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5/28/2013 3:40:53 PM

building ethiCs awareness

To build greater awareness of our ethics programs, in 2013 the company launched a 12-month internal communications plan designed to ensure employees were provided with numerous opportunities to discuss and learn about ethical issues facing Supreme.

During the year, the Ethics & Compliance team published regular articles in the quarterly company magazine, the weekly e-newsletter, and the internal employee social media platform. To further spread the message, discrete poster campaigns were introduced around topics such as corruption and examples of successful investigations were communicated to explain to employees the types of issues faced by the business and how they were handled.

To further advance the company’s ethics initiatives, Supreme organized its first Ethics Awareness Week in June 2013. promoting the theme ‘Integrity matters’, the week was an opportunity to build awareness of the company’s Ethics & Compliance program, to participate in information sessions and to meet the team. Several activities took place throughout the week including opportunities to win prizes and get involved. The week also coincided with the release of a special ethics themed issue of Supreme World, the company’s quarterly employee magazine.

ethiCs hotline

The company trusts employees to do the right thing by encouraging them to speak up, ask questions and report anything that doesn’t seem right. To support employees, Supreme has selected Ethics point to provide a confidential hotline by which employees can register their suggestions and concerns.

Employees have the ability to file a confidential, anonymous report to the external service provider via either the telephone or the Internet, 24-hours a day, seven days a week. Toll free calling is available in over 24 countries and languages. Employees can also work directly with their local human resources or ethics contact if they do not wish to utilize this service. The hotline is also available to external stakeholders who wish to file a report and is promoted on the company’s website.

In 2013, we received 250 reported cases of which 55 came through the hotline facility. All reported cases are reviewed by the Head of Investigations and if evidence of unethical conduct is revealed, disciplinary action is taken which ranges from a formal reprimand to termination of employment.

Integrity Matters.

SPEAKNO EVIL

HEARNO EVIL

SEENO EVIL

SPEAK UP.ETHICS HOTLINE


DON’T BE SILENCED BY FEAR!Contact Supreme’s Ethics Hotline, 24 hours a day, to confidentially report suspected violations to the code of conduct or risks to the business. The Hotline is available for employees, suppliers, clients and subcontractors and is managed by an external provider.

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Hotline posters translated into French, Hindi and Dari to address a diverse audience

reported cases were received in 2013, 55 of which came through the independent hotline facility!250

ETHICAL buSINESS pRACTICES


Company-wide events and activities held during Ethics

Awareness Week 2013

In addition to building awareness with our internal stakeholders, Supreme is committed to establishing an ethical reputation with external stakeholder groups. During 2013 Supreme sponsored the European business Ethics Forum, which took place in January in Amsterdam. both our Director of Ethics & Compliance and our managing Director u.K. attended and presented on the commercial necessity of doing business the right way. This, plus a few additional speaking engagements during the year, raised Supreme’s profile in the marketplace as a company seeking to champion ethical business practices and be part of the development of best practice in this field.

of employee exit interviews show that respondents feel Supreme now has a more ethical culture then when they joined the company

Over 90% Ethical BusinEss PracticEs

Ethical BusinEss PracticEs hEalth & safEty suPPorting local communitiEs rEsPEcting thE EnvironmEntaBout suPrEmE grouP invEsting in our PEoPlE

Our people are a key asset in driving the company forward and enable us to achieve our long-term potential.

investing in our people

Investing in our people is integral to our business, because they are the foundation of our success and growth. Group Organizational Development Manager


understanding our workforCe

Grand total: employees5209

At Supreme, we have a diverse and multicultural workforce, representing over 73 nationalities, working in 24 locations around the world.

We are committed to providing employment and career development opportunities in all the communities where we operate. The opportunities we provide enable employees to learn new skills, earn a fair wage, and provide for their families. As an equal opportunity employer, we have zero tolerance for discrimination and have established global standards and policies to ensure that all our employees are treated with respect, dignity and fairness.

balkans8

bosnia8

kosovo13

gerMany212

liberia79

falklands4

latvia23

Cyprus24

Cote d’ivoire

106

soMalia75

sudan9

uganda18

Mali25

switzerland3

united kingdoM

29

united states of aMeriCa

13

afghanistan3996

united arab eMirates

533

pakistan6 Mongolia

13

israel11

uzbekistan1

panaMa3

singapore2

guaM8

total workforce by Country in 2013

Workforce as of December 31, 2013

InvestIng In our PeoPle

Unspecified[1272]

Over 50 [205]

Aged 30-50[2178]

Under 30[1167]

Male

Not Graded[169]

Executive Management

[11]

Grade 10+[136]

Grade 6-9[574]

Grade 1-5[3932]

Male

Unspecified[78]

Over 50[12]

Aged 30-50[228]

Under 30[69]

Female

Not Graded[40]

ExecutiveManagement

[1]

Grade 10+[41]

Grade 6-9[156]

Grade 1-5[149]

Grade 1-5[149]

Female

Fixed Term Contract [580]

Unlimited Contract [4629]

16 | Supreme Group

total workforce by gender and age

total workforce by gender and grade

total workforce by employment type/Contract

total workforce by gender

Male93% 7%

Female

INvESTING IN OuR pEOpLE

employee grade salary Ratio (f:m)

grade 1-5 32:100

grade 6-9 144:100

grade 10+ 107:100

0 50 100 150 200 250

Under 30

Aged 30-50

Over 50

Unspecified

202 / 36%

239 / 43%

25 / 5%

91 / 16%

0 100 200 300 400 500

Uzbekistan

United Kingdom

United Arab Emirates

Somalia

Liberia

Latvia

Germany

Afghanistan 476 / 85%

7 / 1%

18 / 3%

3 / 0.5%

3 / 0.5%

48 / 9%

1 / 0.5%

1 / 0.5%


ratio of basic salary of Men to women by employee grade

total workforce turnover by age* (total number / total percent)workforce turnover by region* (total number / total percent)

0 100 200 300 400 500 600

Male

Female 33 / 6%

524 / 94%

total workforce turnover by gender* (total number / total percent)

*WorkforceTurnoverfiguresreflectthetotalnumberofemployeesthatleft Supreme in 2013 (557), categorized by Region, Age and Gender


18 | Supreme Group

hiring loCals first

We recognize that diversity is good for business and so we strive to improve the indigenous country balance within our workforce. This commitment dates back to 2010, when the company launched its Local First program in Afghanistan as part of a commitment to recruit National employees. This local first approach has since been formalized into a global program that was extended to the company’s African operations in 2013.

The program was initiated in Cote d’Ivoire in may 2013, and is designed to enhance community development through the hiring and training of local nationals for management positions within the company. The number of African Nationals in Supreme’s workforce currently stands at 75 percent across five countries in Africa. The first group of managers from Cote d’Ivoire completed management training at Supreme’s international head office during the year.

Our intent is to expand these “local first” programs to other operational locations worldwide. These programs generally entail three pillars – the recruitment of locals, training and up-skilling of locals, and the procurement of goods and services locally.

Following the commencement of new operations in Guam and Cyprus during 2013, we intend to formalize country first programs in these locations during 2014. We will also be conducting further management training in order to enhance the skills and develop the career succession plans of local employees in other locations.

As we extended localization more broadly, where permitted contractually, we will continue to invest in training and up-skilling of the local workforce, to continuously develop these employees.

ethiCal reCruitMent praCtiCes

Recruitment of the right people is essential in creating a workforce that

will achieve the company’s objectives. As such, our goal is to employ highly skilled, experienced, qualified and motivated people into the business. Our recruitment and selection process incorporates the principles of equal opportunity employment to ensure the most capable person is selected for a position on the basis of merit.

Supreme is also committed to providing a balance between external recruitment and providing internal development opportunities for existing employees. All candidates are treated fairly, equitably and efficiently, and with respect, in order to ensure the

ThefirsttworecruitsinCoted’Ivoire, Africa First Program

Following the successful launch of the Africa First program, Supreme’s Learning &

Development team visited Liberia and Cote d’Ivoire over the hot summer months to help

develop and train newly hired local employees



candidate’s recruitment experience is positive regardless of the outcome.

All of Supreme’s recruitment policies and practices are in-line with global best practices. We have a zero tolerance approach for any exploitation of our employees and we have many checks in place to make sure this is controlled.

Thorough due diligence is conducted on our recruitment partners to ensure that only fully legal and compliant recruitment processes are adopted. Supreme has zero tolerance for any form of forced labor and/or human trafficking and has in place both an Exploitation policy and a Zero Tolerance policy to actively mitigate any risk of child labor or forced labor across all countries of operation. The company has centralized its recruitment and administration processes in order to ensure local practice is aligned to global policies, and also to standardize the application of our policies and practices.

Due to the countries in which Supreme operates we fully appreciate the risk to our employees being involved with forced labor when recruited from their home country. Candidates identified as most at risk are those from Asian and African countries. As such, we

have developed stringent checking procedures for all recruitment agencies sourcing candidates from these locations and have also moved towards more direct recruitment without the use of intermediaries. In 2013, less than one percent of total recruitment was outsourced to recruitment agencies.

training and developMent

We are committed to improving our employees’ skills and to providing them with opportunities to grow and develop in their areas of expertise and interest. We offer a robust list of courses that support the continued development, skill upgrade and employability of our workforce.

Amongst our many courses, some are mandatory for employees in order to meet contractual requirements, health and safety legislation and international standards for which the company is accredited. Others, typically internal training courses and non-technical external courses, are provided for employees to enhance their skills in areas such as IT, specialist subjects related to their roles, leadership and management training.

We employ a variety of methods for the delivery of internal and external training including classroom, online, toolbox training and distance learning options for our more remote and difficult-to-access locations. During 2013, the average number of training hours per employee was 14.48, a significant increase from the previous year, which was 13.95 training hours per employee.

To further enhance our training programs, in 2014 we will be introducing Learning bites, short interactive training sessions covering a range of topics relevant to our business. We will also be introducing a series of Leadership Development Days, which are workshops delivered by external facilitators to our senior management team on contemporary leadership issues.

Supreme also supports employees who want to invest in self-development through our tertiary education program. With this program, Supreme makes a financial contribution towards tuition fees associated with diploma, graduate and post-graduate level courses offered through internationally recognized universities or industry-accredited institutions. Similar support is provided to employees wishing to participate in executive development programs. During

Number of African Nationals in our workforce stands at acrossfivecountriesofoperationinAfrica(aspartofthe Africa Local First program) 75%


20 | Supreme Group

people. We offer competitive pay and benefits to attract and retain a highly qualified workforce. We provide robust compensation packages, which for many employees include medical, dental, vision and disability coverage; and, for some employees we also offer a broad selection of benefits geared toward life events, including housing and child tuition aid.

It is also important for the company to reward employees who not only fulfill

2013, the company funded two employees to attend external residential Executive Leadership Development programs.

CoMpensation and benefits: Creating a perforManCe CultureAt Supreme, we recognize and reward the passion and achievement of our

§ building Effective Teams § Time-management/

prioritization Techniques § building Habits § Change management § Communication and Assertiveness § Competency based Recruitment § Corporate Induction § Supreme’s Code of business Ethics

and Conduct

§ Overview of Ethics & Compliance Department

§ Effective Writing (Intermediate) § Essential Time-management and

prioritization § Introduction to Customer Service § Introduction to Team Leading § Introduction to Training Skills (TTT)

§ meeting Skills § Train the Trainer § Advanced Certificate in business and

Financial Reporting § Advanced powerpoint (mAC) § Advanced Supply Chain management § basic Compliance & Ethics Academy § business/Legal Writing Skills

§ CIpp (Certified International procurement professional)

§ COmpEX - Electrical Equipment in Hazardous Areas and Explosive Atmospheres

§ Dangerous Goods Course § Dangerous Goods

Regulations – Refresher § Emergency Dispatch & Control

Center Operations

§ HvAC Carrier Training § Investigative interview techniques § ISO 22000 Lead Auditor Course § ISO 22000:2005 Lead Auditor § ISO 9001 Internal Auditor Course § ISO 9001 Lead Auditor Course § ISO9001:2008 / 19011:2011 Internal

Quality management Auditor

§ IT Risk management & Leadership § Lean Six Sigma black belt – Online § Level 4 Food Safety in

Catering training § Loler training (Crane, Folk lift

and flight line recovery truck) Certification – CERTEX

§ management Skills and Techniques for Engineers

§ managing Successful programs § microbiology for non microbiologists § mS Office 2007 - Excel Level 1 § mS Office 2007 - Excel Level 2 § mS Office 2007 - Outlook Level 1 § mS project 2010 - Level 1 § mS project 2010 - Level 2

§ Negotiation Skills § pASmA § pipeline Training § Third party Audit § vector Control.

training Courses delivered during 2013 inClude:


Corporate Social Responsibility Report 2013 | 21 21

employees with online access to HR information that is personalized to each employee’s role, experience, and operational requirements.

The new system enables employees and managers alike to proactively manage their core HR transactions and operations, and provides the necessary tools to support business initiatives. The system continues to be developed to enable a range of functionality from recruiting and managing people to forecasting future workforce needs.

Employees are empowered to action certain processes themselves, removing the reliance on HR to provide this information. The results are streamlined processes, the removal of bottlenecks, a significant reduction in delays and visibility on transaction status.

eMployee engageMent

Having engaged employees that share our company values is vital to our long-term success. To help measure our employees’ engagement levels, during 2013 we instigated our first major employee satisfaction survey. The survey covered such topics as: leadership and planning, culture and communications, cooperation and teamwork, learning and development, compensation and overall satisfaction. Findings of the survey will be used as a benchmark as it is our intention to track employee satisfaction with our progress on an annual basis.

Effective employee communications are key to an engaged workforce. In 2013, we worked to improve our internal communication channels and increase our strategic communications. In addition to existing channels, including an employee Intranet and quarterly magazine, the company introduced a new weekly e-newsletter, regular Town Hall meetings and a social media channel where employees can engage directly to share information.

The company also made a significant investment in new “people management” technology that provides

their work responsibilities, but who also deliver superior results. In 2013, Supreme launched a new bonus program that more effectively encourages and supports professional excellence and rewards outstanding performance.

At the cornerstone of this program is a shift towards a performance culture that is designed to recognize both company and individual performance and ensures greater linkages between performance and reward. Our senior managers (Grade 10 and above employees) are required to complete a performance Scorecard on an annual basis and undergo regular performance reviews. The Scorecard is a performance tool to capture Objectives, KpIs, and learning and development requirements, and is underpinned by a set of behavioral competencies that are aligned to the company’s values. For the rest of our workforce, annual performance reviews are focused on the demonstration of core behavioral competencies in the performance of an employee’s job.

As the company shifts into a mature stage of growth, this change will ensure that every employee is appropriately recognized for their individual contribution in addition to the overall success of the business.

In 2013, average number of training hours per employee was

14.48 InvestIng In our PeoPle

Ethical BusinEss PracticEs invEsting in our PEoPlE suPPorting local communitiEs rEsPEcting thE EnvironmEntaBout suPrEmE grouP hEalth and safEty

At Supreme, we place an extremely high value on the health and safety of every member of our team, from employees, to contractors, to customers and facilities visitors.

health and safety

Preventing workplace accidents and injuries is a top priority for our business. Health & Safety Operations Manager


Region manpower mtc RWc DafWc fatality LtifR aifR LtiiR aiiR

afghanistan 3996 65 8 21 0 0.38 1.69 5.26 23.52

Bosnia 8 0 0 0 0 0.00 0.00 0.00 0.00

cyprus 24 1 0 1 0 2.99 5.99 41.67 83.33

falklands 4 0 0 0 0 0.00 0.00 0.00 0.00

germany 212 0 0 0 0 0.00 0.00 0.00 0.00

guam 8 0 0 0 0 0.00 0.00 0.00 0.00

israel 6 0 0 1 0 11.97 11.97 166.67 166.67

cote d’ivoire 106 2 0 0 0 0.00 1.36 0.00 18.87

Kosovo 13 0 0 0 0 0.00 0.00 0.00 0.00

Latvia 23 0 0 0 0 0.00 0.00 0.00 0.00

Liberia 79 0 0 0 0 0.00 0.00 0.00 0.00

mali 25 0 0 2 0 5.75 5.75 80.00 80.00

mongolia 13 0 0 0 0 0.00 0.00 0.00 0.00

pakistan 6 0 0 0 0 0.00 0.00 0.00 0.00

panama 3 0 0 0 0 0.00 0.00 0.00 0.00

singapore 2 0 0 0 0 0.00 0.00 0.00 0.00

somalia 75 1 0 0 0 0.00 0.96 0.00 13.33

sudan 9 0 0 2 0 15.96 15.96 222.22 222.22

switzerland 3 0 0 0 0 0.00 0.00 0.00 0.00

uae 533 2 0 0 0 0.00 0.27 0.00 3.75

uganda 18 1 0 0 0 0.00 3.99 0.00 55.56

uK 29 0 0 0 0 0.00 0.00 0.00 0.00

usa 13 0 0 0 0 0.00 0.00 0.00 0.00

uzbekistan 1 0 0 0 0 0.00 0.00 0.00 0.00

group 5209 72 8 27 0 0.29 1.01 4.05 16.04

We enforce the most stringent health and safety standards in order to mitigate accidents, incidents, injuries and ill health in all of our operations, around the world. To ensure the safety of our operations we subscribe to a number of international safety standards and codes. Our food safety processes are also compliant to the highest Eu and u.S. standards.

Our current certifications include: § ISO9001:2008 Quality management § ISO22000:2005 Food

Safety management § ISO14001:2004

Environmental management § OHSAS18001:2007 Health &

Safety management.

2013 marked the fourth consecutive year that Supreme’s Fuels business has been recognized by the british Safety Council with an International Safety Award. The award is given to companies who are recognized for demonstrating a strong commitment to good health and safety management.

The company’s Dubai operations were also recognized by the british Safety Council for the first time in 2013. This recognition shows that safety is paramount for us and is about a relentless drive for continual improvement. As a

company we are all committed to safety and improving the work environment for each and every one of us.

life saving rules

At Supreme, it is important we conduct our business in a manner that protects the safety of employees, contractors and others involved in our operations. This is why Supreme launched the 12 Lifesaving Rules program in September 2013 to reinforce what employees and contractors must know and do to prevent serious injury or fatality at work.

The program is the next step in meeting the company’s Zero Harm / Zero Accident goal and forms part of Supreme’s continued commitment to create a safe work environment for employees. The 12 rules apply to all employees at every location across the world and set out clear and simple “dos” and “don’ts” that need to be followed.

To support this program, employees are made responsible and authorized to stop any work that does not comply with these rules and other safety procedures. by focusing on compliance and tackling the issues that can lead to unsafe behavior, we can improve the safety culture of employees and contractors.

inCident reporting

Reporting and recording of incidents and near misses at work helps Supreme identify where and how risks arise and how they can be prevented in future. The online incident reporting system was a new addition to Supreme’s Health & Safety toolkit in 2013 that allows any Supreme employee to login and report an incident or near-miss.

Legend:

lti fr aifr: Lost Time (Day) Injury Frequency Rate All Injury Frequency Rate

lti ir aiir: Lost Time (Day) Injury Incidence Rate All Injury Incident Rate

MtC: medical Treatment Case

rwC: Restricted Work Case

dafwC: Day Away From Work Case

2013 reported incidents and rates by locations

In 2013, the data showed an increase in our reported Lost Time Injury Frequency Rate (LTI). On further analysis of this data, we were not experiencing more injuries; but rather the reporting of injuries was much improved. 2013 has now provided the required benchmark measurement data we need to monitor as we move forward to ensure our LTI frequency rate and other indicators continue to decrease.

HealtH and Safety

24 | Supreme Group

0 100 200 300 400 500 600 700 800 900 1000

Fire Extinguisher

Environmental Awareness

Fire Warden

British Safety Council Level 1 Introduction to International Workplace Health and Safety

Emergency First Aid

Counterbalance Forklift

Pallet Truck

Driver Assessment

Banksmen

Risk Assessment

HSE Coordinator

Spill Prevention

ATCO

Rough Terrain Telescopic

Very Narrow Aisle

MHE Workshop

Pivot Steer Truck

Industrial Reach

Confined Space Awareness

Scissor Lift

Rough Terrain Masted

Industrial Telescopic

Slinger Banksmen

Portable Appliance Testing

Rough Terrain

Basic HSE Inspector 3

4

4

6

6

13

19

20

29

32

36

49

67

72

80

116

131

149

157

163

173

309

354

463

771

957

training

To support a strong health and safety culture, we have developed a number of mandatory training programs targeted at both our operational managers and health and safety professionals.

health & safety awareness CaMpaignsStatistics and inspection results have shown that where we have fully engaged and educated the workforce there has been a marked improvement in safety and compliance. Effective communication is critical to our overall goal of creating an effective safety culture, where employees know and understand their safety responsibilities and where working safely is the norm.

During 2013 Supreme launched a program of monthly safety campaigns targeted to employees and contractors. The campaigns focus on key issues to raise awareness of Health, Safety and Environmental concerns which have been identified during audits and inspections as weak, in order to improve compliance with our standards and reduce accidents and incidents. Topics covered during the year included Incident Reporting, Fire prevention, Hazards in the Workplace, Road Safety, Site Orientation, and Environmental Spill prevention.

Number of health and safety courses completed in 2013

Training Courses

Num

ber of employees trained

4183totaL tRaining

sessions

HEALTH AND SAFETY


Incident ReportingMinor accidents or a near miss today, could

become a serious incident tomorrow.

All workplace accidents and near misses must

be reported to prevent fellow workers

becoming a safety statistic.

n Inform your line manager or the

Facilities safety team

n Line Manager/facilities safety team completes the

(GRP-HSE-F-015 Incident Report Form which can be

found on the HSE SharePoint

n Incident reports are sent to the Facilities Manager

on the 8th Floor for further action.

Safety information

DO YOU KNOW YOUR OFFICE ENVIRONMENT?

Every member of staff is responsible for identifying and reporting basic

safety hazards in the workplace.

IF YOU IDENTIFY A HAZARD:

n Fill in a Hazard Observation Sheet (found near the doors to

each floor office area)

n Hand the completed Hazard Observation Sheet in to the

Reception (8th floor)

n Observation forms will be addressed by Facility management

and HSE professionals to address identified hazards.

Hazard Observations

If you hear the fire alarm immediately evacuate

the building in a controlled manner and make

your way to your floor assembly area –

do not use the lifts!

n Each floor has Fire Marshals and Fire Wardens. They

help identify fire hazards and control evacuations –

do you know who they are? WHO?

n Do you know the fire evacuation plan (on all exit doors)?

Each floor has first aid kits and

trained first aiders.

FIRST AID EQUIPMENT:

If you need to use the first aid equipment for minor

injuries, fill in the registration which is located

next to all first aid boxes.

FIRST AIDERS:

Don’t wait until an accident happens, find out who

your local first aider is now.

First AidFire Safety

EnvironmentalFamiliarize yourself with the Supreme

Environmental awareness guide and

the Policy displayed on the notice

boards in the reception and canteen

area. Simple measures will minimize

our environmental footprint i.e.:

n Last person leaving the office should

switch off the lights

n Minimize printing where possible

n Set air conditioning to a comfortable level

n The Group HSE Team is located on 13th floor (Ext 615)

n Your Safety Coordinator is the Facilities Manager located

on the 8th floor (Ext 331)

n Each floor has Safety Supervisors – do you know yours?

n HSE Policy statements are located in the

Supreme reception and in each canteen

area. Please read them.

HSE GREEN INITIATIVE

Safety Representatives have been trained and are responsible

for maintaining a safe working environment as well as

providing advice and guidance to all employees.

Brought to you by the QHSE department.Environmental enquiries: ext. 608.

2013 Health and safety awareness campaigns

HealtH and Safety

Ethical BusinEss PracticEs invEsting in our PEoPlE hEalth & safEty rEsPEcting thE EnvironmEntaBout suPrEmE grouP suPPorting local communitiEs

At Supreme, we aim to make a positive contribution to the communities in which we operate through direct investment initiatives, local hiring practices and by working with locally based suppliers.

supporting loCal CoMMunities

Empowering local communities through investment cancreatelastingbenefits. Foundation Manager


loCal sourCing

Supreme is committed to buying local products and services first across our areas of operations where possible. We strive to work with local vendors and growers to provide our customers with local and regional products that meet our exacting quality standards.

We evaluate our vendors continuously and enforce the highest compliance and quality standards in order to ensure that the products and services we provide meet and exceed client requirements. While our network of vendors includes both international and local partners, our strategy is to see more development of primary producers in the agricultural and manufacturing sectors in the future, by assisting them in understanding the requirements of our markets from the roots up.

Local companies often face obstacles in their efforts to meet the strict and exacting standards required by international companies for the provision of food and catering products. This is a challenge Supreme Group has encountered in many remote and under-developed economies worldwide. To overcome this challenge, we have recognized the need to work proactively

with local suppliers through a vendor management and support process to help them achieve the relevant certifications necessary to be able sell their products to the international market.

During 2013 we implemented a number of local supplier development programs in order to build a capable local supply base; and we are willing and able to support and develop new vendors to meet changing client requirements.

In uganda, we worked with a non-governmental organization (NGO) to assist local farmers enrolled with the Hoima District Farmers Association (HODFA) understand the requirements and standards to sell their products to Supreme. As a result we developed a new stakeholder approach in this community where information is shared between the client, the NGO, the farmers and ourselves so that they can market their products effectively.

Additional activity in uganda saw the company collaborate with a local butchery and fish plant to implement food safety processes and standards required to ensure meat and fish products met stringent contractual requirements from our clients. In addition to this, we engaged the

local government to secure official government veterinary inspection and approval of products being supplied to our catering operations from these local suppliers.

During 2013 we continued to support local producers in Afghanistan; in particular, we worked with a local flour mill in Kabul to improve their internal processes and -by doing so - effectively develop a partnership with Supreme.

members of Supreme’s procurement and QA department worked with the flour mill for 12 months to help them achieve uS vETCOm (uS military veterinarian Command) status. Key elements of the program include: § Initial inspections to

establish baseline performance and quality standards;

§ Scheduled inspections and audits to track corrective actions and improvements;

§ provision of guidance with respect to standards; and

§ Training and development for employees to provide knowledge transfer.

by introducing international food safety standards to this local supplier, they are now better suited to supply

Supporting LocaL communitieS

28 | Supreme Group

certain proportion of the capital we give them (that they can sustain) back into developing their business, in order to provide lasting socio-economic benefits and support the growth of agriculture.

Finally, we also have an on-going project to implement a complete vendor vetting system to ensure all suppliers continuously meet our standards. We are in the process of reviewing all existing suppliers in our database against the new standards that have been set. Implementation has not been fully realized because we have a large base of suppliers, but we hope to have this project completed in 2014.

implementation of food safety and quality management systems, 15 local vendors supply these products. We worked with them to establish robust technical training and audit programs, as well as packaging and labeling processes, which ensure these vendors can meet our rigorous contractual standards.

These programs have been a win-win for both the company and local communities and we will continue to develop these partnerships in order to achieve direct sourcing from primary producers in the agricultural and manufacturing sector.

In future, we would also like to encourage suppliers to reinvest a

are generally shorter, leading to greater certainty and predictability of delivery times.

In mali, we identified local suppliers of fresh fruit and vegetables for the operation to replace produce that was being sourced out of country. by using the local employees experiences in purchasing and category management and the local purchasing managers knowledge of the market conditions and suppliers, we were able to source regular weekly inventory from three to four local fresh produce suppliers.

In Liberia, we were able to identify a local supplier of fresh produce operating close to monrovia. The supplier was subjected to Supreme’s vendor vetting program; eventually becoming an approved supplier, and now they supply ten categories of fresh produce on a weekly basis, which is grown locally. This has resulted in a decrease in airfreight of goods each week from neighboring Cote d’Ivoire and provides a livelihood directly for approximately 20 employees, as well as economic benefit to farmers who produce the goods.

In Cote d’Ivoire, working in conjunction with our uN customers, we identified a range of 46 food products that we could source locally. Following the

products to the client and are also better positioned for growth and new business opportunities.

We believe that local sourcing is the way forward and we have been actively increasing our percentage of local procurement. Closer relationships with suppliers mean we get better quality products, more responsive suppliers and faster time to market. Supply chains

donated in 2013 to various charitable initiatives

USD 160,000SuppORTING LOCAL COmmuNITIES


care, accommodation and support to around 110 children and adults, many of whom are suffering from serious illness and disease.

Supreme Foundation provides meals to the patients and supports the organization by providing funding for the purchase of essential equipment such as gas water heaters and cookers, kitchen equipment, furniture, a medical disposal furnace, and a fridge-freezer. Supreme’s local employees in Cote d’Ivoire have also made a tremendous effort by supporting the facility with any repair or maintenance works that are required, as the Sisters do not actively fundraise but predominantly rely on donations from local people.

A service contract is included in the sponsorship program, which means that all equipment is serviced weekly. Quarterly reviews are also held at the school to test the children on their IT skills progress. The students are taught about basic computer hardware, Windows operating systems, mS Office, typing skills, various software programs, how to use email and the Internet, and how to pursue further studies in Information Technology.

The Foundation worked closely with the ministry of borders and Tribal Affairs to understand what was required in schools and discovered that not only is IT education very poor, but qualified teachers are also rare and there is almost no access to computers. We are therefore assured that by investing in this school’s computer lab, we are guaranteeing the education of thousands of students.

missionaries of Charity Sisters, Cote d’IvoireAlso in 2013, the Foundation expanded its charitable work in Cote d’Ivoire by supporting the missionaries of Charity Sisters Abidjan, an orphanage and healthcare facility that cares for homeless and sick patients. The missionaries of Charity Sisters provides

During 2013, over uSD 160,000 was donated to various charities.

building IT SkillsDuring 2013, the Supreme Foundation opened a computer lab to support the education of 2,000 disadvantaged students attending Khushal Khan #1 High School in Kabul, Afghanistan. The project involved the procurement and installation of 31 computer workstations, projectors and printers, as well as the refurbishment of the classroom’s electrics, cables, doors and security system. In addition, the Foundation sponsored the appointment of a full-time IT teacher to teach computer studies to the students. It is the first time that computers will be available at the school. prior to this investment, the students have been learning computer studies theoretically, without any practical experience.

the supreMe foundation

The company established the Supreme Foundation in 2009 with the aim of investing in community projects that make a real difference in people’s lives. The Foundation aims to alleviate hardship and improve the health, education and living conditions of disadvantaged children in conflict areas and remote regions around the world where Supreme Group operates.

The Foundation helps children to develop the skills, knowledge and experience to lead successful, sustainable lives and contribute to their families, communities and countries. Since its inception, the Foundation has made substantial investments in schools, healthcare facilities, and housing developments in bosnia, Cote d’Ivoire and Afghanistan.


30 | Supreme Group

The Foundation also organized its largest ever winter supplies campaign, helping more than 500 orphans and refugees in Kabul to survive the severe Afghan winter. As part of the two month operation, Supreme Group’s employees as well as friends, partners and sponsors of the Foundation around the world collected the items; which were then flown into Afghanistan and distributed to two charities and a refugee camp. The items included warm clothing, blankets, toys, shoes, school supplies and toiletries. Supreme Group also contributed fuel to be used for the heating, electrical and transportation needs of the charities.

The items were delivered to the ‘Tomorrows Hope Foundation’, an orphanage in Kabul; and ‘Afghan Action’, a specialized school and training program that helps disadvantaged youth learn how to weave and sell handmade Afghan carpets. packages were also provided to a refugee camp, located in Kabul’s fifth district, which is home to around 250 people from 45 families living in total deprivation.

In addition to the work of the Foundation, Supreme employees around the world donated generously to the philippines Red Cross in support of

Supreme Employees show their supportIn April 2013, the Foundation organized a donation drive to support disadvantaged children in Afghanistan. Thanks to the generosity of Supreme employees, family and friends, the Today’s Learners, Tomorrows Leaders initiative was a big success with enough funds and materials donated to complete a total of 550 school kits! These kits were distributed to three organizations in Afghanistan: Tomorrows Hope Foundation, Karwan Elm Educational Centre and Afghan Action, reaching disadvantaged children from 5 to 18 years of age.

relief efforts for victims of the Super Typhoon Haiyan. A total of uSD 17,045 was raised, in addition to 360 kilograms of food, clothing and other items. This impressive result reflects the generosity of Supreme employees.

‘Sponsor a Quilt’ campaign with Afghan Action provided many families with extra warmth for the harsh Afghan winters

SuppORTING LOCAL COmmuNITIES


Combat Stress is the uK’s leading veterans’ mental health charity, offering residential and community treatment to former members of the british Armed Forces suffering from a range of mental health conditions including post Traumatic Stress Disorder (pTSD).

Also in 2013, Supreme Group sponsored the sixth annual paralyzed veterans Golf Open (pvGO) event, held in Washington D.C. Sponsors, veterans and leaders from business, government and the armed services took to the fairways to raise funds for paralyzed veterans of America’s vocational rehabilitation services program, Operation pAvE (paving Access for veterans Employment), which aims to end high unemployment for veterans with disabilities.

supporting the troops

Aside from the work of the Foundation, the company also supports military personnel, veterans and their families. In 2013, Supreme Group made a donation totaling £12,500 to its charity partners SSAFA and Combat Stress.

This donation went towards funding essential services that are important lifelines for people with physical, emotional or psychological wounds.

SSAFA provides practical, emotional and financial support to serving british forces, veterans and their families; supporting more than 50,000 people each year through their network of 7,500 specially trained volunteers across 92 branches.

of goods donated to victims of the Super Typhoon Haiyan, Philippines

USD 17,045pLus 360 KGs

Supreme donates £12,500 to Combat Stress and SSAFA

Supreme supports Paralyzed Veterans

Golf Open


Ethical BusinEss PracticEs invEsting in our PEoPlE hEalth & safEty suPPorting local communitiEsaBout suPrEmE grouP rEsPEcting thE EnvironmEnt

Supreme has made a commitment to minimize the environmental impact of its operations to local communities everywhere in the world.

respeCting the environMent

We have a responsibility to ensure that we do no harm to the natural environment where we operate. EnvironmentalProjectOfficer


To accomplish this goal, it is important that effective safeguards are incorporated into the company’s operations and supply chain to support the natural ecosystem. Challenges can arise because Supreme is often asked to operate in conflict zones, which pose a number of environmental problems. This can include the absence of regulation, poor awareness of environmental management issues, and a severe lack of public infrastructure to manage hazardous waste, sanitation and water concerns.

site surveying

Despite these issues, Supreme has made a commitment to leave the natural environment unharmed in all its operations and to improve it in areas where it is possible to do so. As part of this commitment, during 2013 Supreme started conducting environmental site surveys aiming to identify, measure and reduce our environmental footprint across operations.

Three categories of surveys are conducted to ensure Supreme has an accurate record of the environmental conditions at our sites, and helps us to reduce our impact on the environment.

The surveys also encourage remediation plans to be created and actioned appropriately.

Environmental baseline Survey (EbS)This is the most important of the three surveys. It is completed at the start of an operation and determines the condition of the environment; which is the minimal condition that should be maintained at the end of the operation. An EbS was recently conducted at Supreme’s fuel farm in Guam, where company representatives took soil samples to measure existing site contamination and pollution and also identified potential future contamination threats.

Environmental Condition Survey (ECS)This survey is a way to monitor Supreme’s environmental impact and is conducted several times over the lifespan of a site. These surveys address any new or existing environmental concerns and help us make rectification plans if required. In 2013, an ECS was carried out across all of our sites in Somalia.

Environmental Site Closure Survey (ESCS)The purpose of an ESCS is to identify any environmental issues that need to be addressed and remedied before

a site closes. Although the minimum requirement is to clean the site and remediate to at least local legislative standards, Supreme will often go further and remove contaminated material to improve the quality of the site. Once all remedial actions have been completed, evidence is presented to the site owner to ensure that they are satisfied with the environmental condition on the site.

Taking soil samples during site surveys

Respecting the enviRonment

34 | Supreme Group

type of emission activity unit tons of co2e % of total

Direct (scope 1)

Emissions that come directly from our operations, such as driving a vehicle, running a generator,etc.

Company Owned vehicles (Dubai Only) (liters)

35,517 82.06

3.335%

Operational Employees Energy Consumption (kWh)

16,736,355 4,177.10

HRDC Warehouse Lighting (kWh) 1,752,000 437.3

Refrigerant – 410a (kg) 198

subtotal 4,894.40

indirect (scope 2)

Emissions resulting from the production of electricity, purchased by Supreme.

Dubai Office and Accommodation (kWh) 1,155,191 900.2

0.9221%

Rheine Warehouse (kWh) 983,082 453.1

subtotal 1,353.30

other indirect (scope 3)

These are emissions that are not owned or controlled by us, but are related to our business activities. This includes the annual leave, business and freight flights. The cost for annual leave flights taken in business class are incurred by the employee as company policy provides solely for economy class travel. Other activities include Water Supply and Treatment, Waste Disposal and Dubai Office printing.

Air Freight (SHJ – KDH) (ton.km) 42,227.40 132,522

95.81%

business Flights

Economy Class (km) 19,883,418.80

4,325business

Class (km) 1,708,070.60

Annual Leave Flight

Economy Class (km) 30,946,327

5,590business

Class (km) 427,093

Other Activities 514.55

subtotal 142,951.50

total emissions (tco2e) 149,197

These site surveys were further enhanced with the procurement of petro FLAG kits which allow us to test for hydrocarbon contamination in the soil. To date, we have conducted 41 Environmental Site Reports, across eight countries.

Carbon footprint MeasureMent

After the success of a benchmark Carbon Footprint Report that was conducted in the last quarter of 2012, the company has now started the regular collection of emission data. Our current figures include data from the period beginning April 2013 to the end of march 2014, covering our operations in Dubai and

facilities in Helmand, Afghanistan (HRDC) and Rheine, Germany.

The total Carbon Footprint calculation for this period is 149,197 tCO2e. The majority (88.82%) of this total is produced from air freighting products from the united Arab Emirates to Afghanistan. However the overall footprint is much smaller than the figure produced in the previous report, which was 561,599.31 tCO2e. Further, our local first approach has helped reduce our carbon footprint as we try to source and procure locally which means we transport less into the country by air.

direct (3.335%)

indirect (0.9221%)

other indirect (95.81%)

percentage of total output

Greenhouse Gas Emissions (April 2013 - march 2014)

a graph to show the reduction in air freight (tons)

0

2000

4000

6000

8000

Air

Fre

ight

(Ton

s)

5368 5649 53706044

5474

4816

3698

2095

1027 921 694 1067

total greenhouse gas emissions by type

RESpECTING THE ENvIRONmENT


Office utilitiesThere has been a reduction in CO2 emissions from the last reported period in our Dubai office. From April 2012 to march 2013, there was electricity consumption of 959,825kWh, producing 747.98 tCO2e. In this reporting period, we consumed 904,808kWh, which produced 705.11 tCO2e. This results

Reduction in Air FreightDuring the reporting period April 2013 to march 2014, our airfreight was reduced to approximately 42,227 tons, a reduction of approximately 58 percent from the previous reporting period. This is primarily attributable to the reduction in operations in Afghanistan.

The table below shows data for personal Annual Leave flights.

number Distance (km) co2 (tons)

business 71 427,093 194

Economy 10,733 30,946,327 5,397

Grand Total 10,804 31,373,420 5,591

The table below shows data for business-Related flights.

number Distance (km) co2 (tons)

business 281 1,708,071 829

Economy 9,470 19,883,419 3,496

Grand Total 9,751 21,591,490 4,325

80

70

60

50

DSO

Offi

ce U

tiliti

es (t

CO

2e)

MarFebJanDecNovOctSepAugJulJunMayAprMarFebJanDecNovOctSepAugJulJunMayApr2012 2013 2014

in a reduction of almost six percent, which is attributable to a reduction in staff numbers, as well as increased employee awareness regarding energy conservation. The graph below shows the amount CO2 emissions produced from electricity consumption, as well as water consumption and treatment and waste disposal.

business and Annual Leave FlightsThe next biggest contributors to CO2 emissions were personal annual leave and business-related flights. business class flights are calculated separately from Economy class flights, as they have a much higher carbon footprint associated with them.


36 | Supreme Group

We also recycle aluminum drinks cans, plastics, toner cartridges and light bulbs in our Dubai office. As this collection and disposal is currently managed internally, recycling volumes have not been measured or recorded to date. During 2013, we also changed 23 manual hand tissue dispensers to electronic dispensers, which helps control the flow of paper and has resulted in a reduction in paper waste throughout the Dubai office.

offiCe reCyCling

In our Dubai headquarters we currently recycle paper waste using a third party collection company. During 2013, over 4,850 kilograms of paper waste was recycled.

monthly paper waste recycling

month Weight (kg)

January 2013 590

February 2013 395

march 2013 480

April 2013 380

may 2013 970

June 2013 490

July 2013 395

August 2013 230

September 2013 350

October 2013 180

November 2013 210

December 2013 180

Officeanddiningfacility recycling

is encouraged by employees and

clients alike

RESpECTING THE ENvIRONmENT


Small acts can make a big difference. To honor Earth Day on April 22nd, pledge to take a small yet significant action towards being more sustainable. There’s a wide variety of changes that you can make for that day – go vegetarian, carpool to work, plant a tree, recycle your waste and many more.

Join Supreme Group and make ...

your Earth Day plEDgE!

this Earth Day, pledge an

act of grEEnThe goal this year is to reduce food waste! Over one billion tons of food are lost or wasted each year. This is not only a waste of food but also a waste of the natural resources used along the production and supply chain process. It also leads to the release of greenhouse gas emissions in the atmosphere for no significant purpose.

Join Supreme’s World Environment Day group at www.Yammer.com and ...

Become conscious of the simple decisions you make. Think. EaT. SavE.

World EnvironmEnT daY rEdUCE YoUr FoodPrinT

05.06.2013Employee environmental awareness poster campaigns

Airfreight reduced from approximately 100,000 to 42,227 tons ... a reduction of58%


Ethical BusinEss PracticEs invEsting in our PEoPlE hEalth & safEty suPPorting local communitiEs rEsPEcting thE EnvironmEntaBout suPrEmE grouP

This is Supreme’s second annual CSR report. Once again, we have utilized Global Reporting Initiative (GRI) G3.1 Guidelines to help inform our reporting scope and content.

about this report


AbOuT THIS REpORT

Our report is undeclared and is not externally assured.

reporting boundaries and MethodologiesThis report covers Supreme’s operations and its subsidiaries worldwide and their material economic, environmental and social impacts for the calendar year 2013, unless otherwise stated. We have made every effort to ensure accuracy of information, and are continuously working to improve the quality of our data – in particular our data management systems – in order to capture and report on non-financial information. Where possible, our reporting boundary is global; however most environmental metrics focus on our middle East and South-Central Asian operations, where the majority of our operations are currently based. The limitations of the data, measurement techniques, and bases of calculation are described throughout the report as is relevant to each topic.

stakeholders how we engage

Customers We regularly seek customer feedback through account management, operational reviews and customer surveys. This helps us to identify issues that are of concern to our customers and improve our services. We also organize an Annual Conference with our largest customers where we can openly interact and discuss ongoing activities and address any open issues they have. Our customers also have access to our Ethics & Compliance Hotline to report any concerns.

Employees We have a number of channels in place for employees to provide feedback. This includes an anonymous ethics hotline, a systematic performance review process, an annual employee engagement survey and an internal feedback program, Solutions@Supreme, which includes a dedicated e-mail address for employees to make suggestions for business improvements.

Suppliers We work closely with suppliers to make improvements in our services and processes. We hold annual supplier meetings with our key supply partners to review previous year business as well as discuss current and upcoming opportunities. These interactions in turn help develop a two-way mutually beneficial relationship with key suppliers and improved business results. Our suppliers also have access to our Ethics & Compliance Hotline to report any concerns.

Governments and regulatory bodies

We are actively engaged with government and regulatory bodies in the countries where we have significant operations. Feedback is derived from official meetings and briefings with government representatives.

ContaCting usWe welcome your feedback on our 2013 CSR Report and our CSR activities. For further information about Supreme’s CSR report, contact [email protected]

stakeholders

Supreme strives to work with all stakeholder groups. Specific stakeholders are identified in a number of ways including: self-identification, staff identified, or third-party based. We engage with our stakeholders using both formal and informal mechanisms.

Ethical BusinEss PracticEs invEsting in our PEoPlE hEalth & safEty suPPorting local communitiEs rEsPEcting thE EnvironmEntaBout suPrEmE grouPGLObAL REpORTING INITIATIvE G3.1 CONTENT INDEX

Full disclosureKey:

Not applicablePartial disclosure

No disclosure

THE FOLLOWING TAbLE OuTLINES SupREmE GROup’S pERFORmANCE AGAINST GRI 3.1 GuIDELINES.

global reporting initiative


indicator Reporting Detailed Response

1.1 statement from the most senior decision-maker of the organization.

see “message from the ceo”

1.2 Description of key impacts, risks, and opportunities.

See “message from the CEO”

2.1 name of the organization. supreme group

2.2 primary brands, products, and/or services.

See “About Supreme Group” section of the report for further details.

2.3 operational structure of the organization, including main divisions, operating companies, subsidiaries, and joint ventures.

supreme is a privately held group of companies doing business under the supreme group B.v. corporate umbrella. see “about supreme group” section of the report for further details.

2.4 Location of organization's headquarters. The company’s operational headquarters are based in Dubai, with additional offices in the u.S., u.K., Singapore, Germany, Switzerland, and the Netherlands.

2.5 number of countries where the organization operates, and names of countries with either major operations or that are specifically relevant to the sustainability issues covered in the report.

During 2013, supreme was operating in 24 countries: afghanistan, Bosnia and herzegovina, cote d’ivoire, cyprus, falkland islands, germany, guam, israel, Kosovo, Latvia, Liberia, mali, mongolia, netherlands, pakistan, panama, singapore, somalia, sudan, switzerland, uganda, united arab emirates, united Kingdom, united states of america. major countries of operation were: afghanistan, germany, mali, cote d'ivoire, Liberia, sudan, somalia, uganda, uae, and guam.

2.6 Nature of ownership and legal form. The Supreme Group is a private limited liability company owned by two shareholders.

2.7 markets served (including geographic breakdown, sectors served, and types of customers/beneficiaries).

see “about supreme group” section of the report for further details.

2.8 Scale of the reporting organization. As at December 31, 2013, the total number of employees across the Supreme Group was 5,209. This represents a 36% decrease in comparison to employee numbers at the beginning of the reporting year. As a privately held company, we do not disclose financial information related to our sales figures or other related data.

2.9 significant changes during the reporting period regarding size, structure, or ownership.

see “about supreme group” and “message from the ceo”. During 2013, supreme set up new legal entities in uganda, cyprus, israel, mali and Kyrgyzstan. supreme closed an entity in federation of st Kitts and nevis. there was no change in ownership during the period.

GRI Content Index

42 | Supreme Group

GRI Content Index Full disclosure Not applicableNo disclosureGRI CONTENT INDEX Partial disclosure

2.10 Awards received in the reporting period. § british Safety Council International Safety Award for Supreme Fuels Trading FZE and Supreme Group

§ Quality management System ISO 9001:2008 for Supreme Transport operating in uAE, Rheine, berlin, unna, Remseck and Hamburg

§ Quality management System ISO 9001:2008 for Supreme Fuels Trading FZE

§ Quality management System ISO 9001:2008 for Supreme Foodservice Catering (Kandahar)

§ Quality management System ISO 9001:2008 for Supreme Foodservice Water bottling plant (Kandahar)

§ Quality management System ISO 9001:2008 for Supreme Group - Non Food Technical

§ ISO 14001:2004 Environmental management System accreditation for Supreme Group

§ OHSAS 18001:2007 Health and Safety management System for Supreme Group

§ ISO 22000:2005 Food Safety management Systems for operations in Liberia, mali, Cote d’Ivoire, Water bottling plant (Kandahar), Catering (Kandahar)

§ Food Safety management Systems HACCp Codex Alimentarius for operations in bosnia and Sharjah, uAE

§ Global Standard for Storage and Distribution (Issue 2) for Supreme Foodservice uK Ltd

§ Renewal of City & Guilds approved center status for Supreme Group.

3.1 Reporting period (e.g., fiscal/calendar year) for information provided.

calender year (January to December).

3.2 Date of most recent previous report Supreme’s first CSR report was published in the Summer 2013.

3.3 Reporting cycle (annual, biennial, etc.) annual. “see about the Report”.

3.4 Contact point for questions. [email protected]

3.5 process for defining report content. During 2012, we established a CSR committee that includes representation from senior management in the areas of Ethics, QHSE, procurement, Legal, HR and Finance. The CSR committee is responsible for collaboratively preparing the CSR report for publication. Each responsible area of the business is tasked with reviewing their current practices, gathering relevant information to complete the report and goal setting for the coming year.

3.6 Boundary of the report (e.g., countries, divisions, subsidiaries, leased facilities, joint ventures, suppliers). see gRi Boundary protocol for further guidance.

the reporting scope is global unless otherwise noted for situations and circumstances where reporting data are collected and available only for certain business areas or operational sites of the company.

3.7 State any specific limitations on the scope or boundary of the report (see completeness principle for explanation of scope).

The report content covers worldwide operations where possible. However, for some indicators, in particular the environmental ones, data collection limitations have allowed us to report on only a limited percentage of our operations.


3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations, and other entities that can significantly affect comparability from period to period and/or between organizations.

We have reported on all activities and operations where we have the authority to exercise control over facilities, operations and legal entities.

3.9 Data measurement techniques and the bases of calculations, including assumptions and techniques underlying estimations applied to the compilation of the Indicators and other information in the report.

Where appropriate, we identified the basis for our data and calculations. Divergence from reporting has occurred in some areas where such reporting is considered to be proprietary and/or competitive in nature.

3.10 explanation of the effect of any re-statements of information provided in earlier reports, and the reasons for such re-statement (e.g., mergers/acquisitions, change of base years/periods, nature of business, measurement methods).

there are no re-statements of information provided from earlier reports.

3.11 Significant changes from previous reporting periods in the scope, boundary, or measurement methods applied in the report.

There are no major changes from the previous year.

3.12 table identifying the location of the standard Disclosures in the report.

see “gRi content index”.

3.13 policy and current practice with regard to seeking external assurance for the report.

See “About the Report”.

4.1 governance structure of the organization, including committees under the highest governance body responsible for specific tasks, such as setting strategy or organizational oversight.

supreme implemented a new governance structure in 2013. see “about supreme group” section of the report for further details.

4.2 Indicate whether the Chair of the highest governance body is also an executive officer.

During 2013, the highest governance body did not contain a chairmanship position.

GRI Content Index

44 | Supreme Group


4.3 for organizations that have a unitary board structure, state the number of members of the highest governance body that are independent and/or non-executive members.

not applicable.

4.4 mechanisms for shareholders and employees to provide recommendations or direction to the highest governance body.

The Group Compliance Committee (GCC) reports to the shareholders and the shareholders are able to provide recommendations directly as well as to the Executive Committee during monthly business review meetings. The primary mechanism for employees to communicate with Supreme's Executive Committee and shareholders is through the Supreme Solutions program or through quarterly open forum Town Hall meetings.

4.5 Linkage between compensation for members of the highest governance body, senior managers, and executives (including departure arrangements) and the organization’s performance (including social & environmental performance).

this information is considered confidential and proprietary in nature.

4.6 processes in place for the highest governance body to ensure conflicts of interest are avoided.

Supreme has a Conflict of Interest policy in place requiring that any conflicts be immediately disclosed. The Executive Committee and GCC are subject to this policy and act in accordance with the policy.

4.7 process for determining the qualifications and expertise of the members of the highest governance body for guiding the organization's strategy on economic, environmental, and social topics.

the members of the executive committee, senior management and gcc are selected based on either an internal selection process or through a recruitment process with the support of international recruitment firms.

4.8 Internally developed statements of mission or values, codes of conduct, and principles relevant to economic, environmental, and social performance and the status of their implementation.

Supreme has an entrenched Code of Ethics & business Conduct and clear mission, vision, values statements that guide the actions of employees. See “message from the CEO”, “About Supreme Group“, and “Fostering Ethical business practices” sections of the report for further details.

4.9 procedures of the highest governance body for overseeing the organization’s identification and management of economic, environmental, and social performance, including relevant risks and opportunities, and adherence or compliance with internationally agreed standards, codes of conduct, and principles.

see “about supreme group” section for further details.


4.10 processes for evaluating the highest governance body's own performance, particularly with respect to economic, environmental, and social performance.

Currently there is no process in place.

4.11 explanation of whether and how the precautionary approach or principle is addressed by the organization.

supreme aims to avoid where possible, or otherwise minimize the impact of its operations to the environment. the company applies the precautionary principle when there is a risk that a project may cause significant and irreversible damage to the environment. in such cases, measures are taken to avoid the risk where possible, or if a feasible alternative is not available, to reduce it to an acceptable degree. see “Respecting the environment” of the report for further details.

4.12 Externally developed economic, environmental, and social charters, principles, or other initiatives to which the organization subscribes or endorses.

In 2013, the company became a signatory to the uN Global Compact, the international standard that promotes socially responsible business behavior in the areas of human rights, labor, environment and anti-corruption.

4.13 memberships in associations (such as industry associations) and/or national/international advocacy organizations.

supreme is a sponsoring partner of the ethics and compliance officers association (ecoa). supreme is also member of the Defense industry initiative (Dii), which is a body of us-based defense companies who seek to lead the industry in respect of ethical conduct. additional strategic industry memberships include: § campden BRi § marine corps association § national Defense transportation association (nDta) § association of the united states army (ausa) § national Defense industrial association (nDia) § the chartered institute of Logistics and transport (ciLt). § aDs is a trade organization advancing the u.K. aerospace, Defense, security and space industries.

4.14 List of stakeholder groups engaged by the organization.

See “About the Report”.

4.15 Basis for identification and selection of stakeholders with whom to engage.

see “about the Report”.

4.16 Approaches to stakeholder engagement, including frequency of engagement by type and by stakeholder group.

The company’s stakeholder engagement process varies by stakeholder group. See “About this Report” for further information.

4.17 Key topics and concerns that have been raised through stakeholder engagement, and how the organization has responded to those key topics and concerns, including through its reporting.

Did not report. this information is deemed confidential.

GRI Content Index

46 | Supreme Group


EC1 Direct economic value generated and distributed, including revenues, operating costs, employee compensation, donations and other community investments, retained earnings, and payments to capital providers and governments.

Did not report. This information is deemed confidential.

ec2 financial implications and other risks and opportunities for the organization's activities due to climate change.

no formal risk assessment has been completed to date regarding this issue.

EC3 Coverage of the organization's defined benefit plan obligations.

Supreme Group has established and maintained three defined contribution retirement plans for our employees based within the u.K. and u.S.A. These fall under Governance scheme (401K), Stakeholder savings (u.K.) and Contributory (u.K.). All pension plans are flexible and offer the additional advantage of being transferable for employees departing from our organization and for their long-term economic wellbeing.

Supreme Group defined benefit plans obligations and liabilities are met through a fund held and maintained separately from the organization. The scheme’s liabilities are estimated and covered annually through our organizations general resources.

The u.K. pension plan is not a defined benefit scheme and so does not guarantee any level of payout at retirement. All employees enrolling into the plan are made aware of the terms and conditions, liabilities and risk on investment.

Each retirement plan provides an annual estimate based upon the individual enrollment date, which is effective from the eligible employee’s commencement date with the option for employee adjustment (based upon eligibility). In addition all employees enrolled into the program receive quarterly statements on their funds held. The Supreme Group does not currently cover any liability as the funds are held and maintained separately from the general resources of the organization.

Subject to local legislation, Supreme matches employee contributions with an employer contribution to pensions. These agreements are subject to maximum limits and in some cases are capped to monetary amounts where dictated by local laws.

ec4 significant financial assistance received from government.

supreme group does not receive any investment assistance, Research & Development grants or other subsidies from any government or other agencies.

EC5 Range of ratios of standard entry-level wage compared to local minimum wage at significant locations of operation.

While our standard entry-level wage meets or exceeds local minimum wage requirements at all our locations, this information is deemed proprietary and/or competitive in nature so has not been reported.


ec6 policy, practices, and proportion of spending on locally based suppliers at significant locations of operation.

our definition of “local” is the country of operations. although no formal policy exists for preferring locally based suppliers, there are other elements that influence the decision to use local vendors. this includes the contractual requirements that have been set by our clients, and the quality, availability, reliability and cost of local suppliers. in practice, the company is actively working with local suppliers to encourage the development of local procurement. see “supporting Local communities” section of the report for further details on these programs. financial figures remain confidential in nature so we do not report on percentage of local spending.

EC7 procedures for local hiring and proportion of senior management hired from the local community at significant locations of operation.

Within Supreme’s global Recruitment and Selection policy, our commitment is to employ local residents where possible into as many positions as possible. However when needed, due to client requirements or requirements for technically qualified personnel which may not be available in the local talent pool, Supreme will employ expatriates.

At this stage, Supreme does not have locals in senior management positions in significant locations. However in the future, as part of our Africa First program our aim is to develop local residents so that they can move into senior management positions. See “Investing in our people” section of the report for further details.

ec8 Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement.

see “supporting Local communities” section of the report for further details.

EC9 understanding and describing significant indirect economic impacts, including the extent of impacts.

See “Supporting Local Communities” section of the report for further details.

en1 materials used by weight or volume. supreme group does not currently measure materials used within our operations.

EN2 percentage of materials used that are recycled input materials.

Supreme Group does not currently measure materials used within our operations.

en3 Direct energy consumption by primary energy source.

our data collection is limited in this area.

Dubai company vehicle use = 375,549kWh or 38716.4 liters of petrol.

operational sites use = 19,490,220kWh or 1,821,516 liters of diesel (this figure was calculated by multiplying operational employees by an estimated electricity consumption).

EN4 Indirect energy consumption by primary source.

Our data collection is limited in this area. For our Dubai office and company accommodations (3 apartments and 4 villas) approximately 1,168,945kWh of electricity was used. The primary energy consumed will have been oil for the generation of electricity in power stations, as well as natural gas.

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48 | Supreme Group


en5 energy saved due to conservation and efficiency improvements.

Dubai is the only location where this data is calculated, as it is the only place to have environmental awareness programs delivered. over the next 12 months, we hope to extend the program to further locations.

§ 2011: 957,910kWh § 2012: 965,683kWh § 2013: 917,760kWh.

therefore a total of 47923kWh was saved in 2013 from the previous year.

EN6 Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives.

To date our initiatives focus on providing all our employees with environmental awareness training and encourage them to identify areas for energy savings in their daily work routines. In future our aim is to install wind turbines, geothermal wells and hydro power systems wherever conditions favor these technologies over the conventional methods of providing power. We also aim to install energy efficient appliances in all new accommodation, offices, dining facilities and warehouses.

en7 initiatives to reduce indirect energy consumption and reductions achieved.

While data on energy reductions is not collected, we provide all our employees with environmental awareness training and encourage them to identify areas for energy savings in their daily work routines. During 2014, we will introduce a new training scheme which covers Water, energy and trash (Wet) which will be rolled out across the whole company and will be supported by our new volunteer ecos (environmental cascade officers). We will also be developing a iso 50001 energy management system, which will be implemented in a similar manner to the existing iso 14001 and ohsas 18001 systems.

EN8 Total water withdrawal by source. Our data collection is limited in this area. Figures for Dubai water consumption are based on utility bills while our operational sites are calculated based on an assumed average employee consumption rate. § Dubai office = 4,876m3 § Dubai company accommodations = 1,251m3 § Operational sites = 194,902m3 § Total = 201,029m3.

There was no rainwater collected and reused at any of our sites, nor was there any wastewater collected and reused. Approximately 11m3 an hour were drawn from an underground aquifer in Kandahar, Afghanistan by the water bottling plant (Wbp) for the production of bottled water to be distributed across southern Afghanistan. The plant has been running since march 2012, and so over an approximate average of 8 hours a day, would have drawn 32,120m3 from the aquifer in the 12 months of 2013.

For our Dubai office consumption was approximately; § 2011=5,309m3 § 2012=5,186m3 § 2013=4,876m3.

en9 Water sources significantly affected by withdrawal of water.

the aquifer in Kandahar, afghanistan, from where the Water Bottling plant sources its water, is the only affected water source. at the time of construction, the consultants concluded that the water used from the aquifer (which is nearly 480 meters below ground) and the rate of consumption will not impact on the water source.


EN10 percentage and total volume of water recycled and reused.

This data is not currently collected.

en11 Location and size of land or waters owned, leased, managed in, or adjacent to, protected areas and areas of high biodiversity value outside protected areas.

supreme does not operate any sites in protected areas or those with high biodiversity value.

EN12 Description of significant impacts of activities, products, and services on biodiversity in protected areas and areas of high biodiversity value outside protected areas.

Supreme operations do not take place in any protected areas.

en13 habitats protected or restored. supreme operations do not take place in any protected areas.

EN14 Strategies, current actions, and future plans for managing impacts on biodiversity.

Risk assessments are carried out for each facility on a site to establish the risk posed by a number of factors, including the risk of our operations have an effect on the local biodiversity. These assessments are always done at the start of operations and whenever a situation has occurred where the assessments needs to be reviewed.

Supreme takes its environmental responsibility very seriously, so we manage our potential sources of pollution. preventative maintenance stops fuel storage tanks from becoming unfit for duty, and ensures vehicles are unlikely to be producing harmful emissions, as they will run more efficiently.

At fuel download and upload points, infrastructure is installed that will allow for any spilt fuel to be retained, centralized and easy to download into waste drums for processing or reuse. This greatly reduces the possibility of pollution and contamination of soil and groundwater sources.

Supreme recognizes that we have a responsibility to conduct our operations in an environmentally sustainable and responsible manner to safeguard the local environments. We identify and eliminate aspects of our operations that either pollute or degrade the surrounding environment, where feasible.

en15 number of iucn Red List species and national conservation list species with habitats in areas affected by operations, by level of extinction risk.

supreme operations do not take place in any protected areas.

EN16 Total direct and indirect greenhouse gas emissions by weight.

See “Respecting the Environment” section of the report. Some data may have been estimated based on previous findings and best estimates, such as personnel numbers. All calculations have been completed in accordance with figures provided by DEFRA in the u.K.

Direct GHG Emissions = 4894.4tCO2e

Indirect GHG Emissions = 1353.3tCO2e

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50 | Supreme Group


en17 other relevant indirect greenhouse gas emissions by weight.

see “Respecting the environment” section of the report. measurements are limited, as “other activities” in this calculation include Water supply and treatment, Waste Disposal and Dubai office printing.

EN18 Initiatives to reduce greenhouse gas emissions and reductions achieved.

No initiatives are currently in place.

en19 emissions of ozone-depleting substances by weight.

see “Respecting the environment” section of the report. During the reporting period, 198.38 tons of co2e were produced from our warehouse facilities.

EN20 NOx, SOx, and other significant air emissions by type and weight.

We do not calculate NOx or SOx emissions. All emissions are calculated as CO2 equivalent. See “Respecting the Environment” section of the report.

en21 total water discharge by quality and destination.

this data is not currently collected. each location where we operate has its own method for water treatment/disposal. in our office locations, all sites will have municipal managed sewerage systems to dispose of their wastewater. in some sites we have facilities that have sewerage systems maintained by a separate contractor, other sites will have all waste water removed and disposed of in a pre-approved area, agreed by the local government/authority.

EN22 Total weight of waste by type and disposal method.


en23 total number and volume of significant spills.

During 2013, 50 accidental fuel spills were reported: § 22 spills were between 1 and 65 liters. these are classed as Level 1/operational spills § 21 spills were between 100 and 800 liters, these are also classed as Level 1/operational spill § 3 spills were between 1,188 and 2,000 liters § 4 spills were above 5,000 liters; of these, one was 6,600 liters, one was 10,500 liters, one was 20,000

liters, and one was 45,937 liters. a total of 93,824 liters were released, predominantly in afghanistan, but also in somalia, and a small spill in the u.K. spills are categorized in the following severity levels:

Class Scale (Liters) Example

Level 3(Strategic)

+5000 Severe incident that requires major external assistance.

National/International impact. Client, public and governmental concern likely major nonconformance from client, possible legal/criminal action

Level 2(Tactical)

1000 - 5000 The clean up requires assistance from another service unit, or from an external agency.

Site/ regional impact – public/ client concern, may lead to nonconformance from client

Level 1(Operational)

5-1000 The cleanup is entirely within Operational unit capability.

Localized facility impact, large spill or release of chemicals – will be a requirement to inform client/ public


EN24 Weight of transported, imported, exported, or treated waste deemed hazardous under the terms of the basel Convention Annex I, II, III, and vIII, and percentage of transported waste shipped internationally.


en25 identity, size, protected status, and biodiversity value of water bodies and related habitats significantly affected by the reporting organization's discharges of water and runoff.

this data is not currently collected.

EN26 Initiatives to mitigate environmental impacts of products and services, and extent of impact mitigation.

On most of our fuel sites, we have spill kits and personnel who are trained to deal with spills of all magnitudes. When a spill is reported it is cleaned up as soon as possible and the land is remediated to its previous state. Within our various dining facilities, we segregate the waste into food/wet waste, plastic waste and drink can waste. Where we are in control of the waste disposal we try to recycle the waste or dispose of it in as environmentally friendly a way as possible. In particular, where we utilize transport for movement of goods and supplies, we try and utilize the empty space on the return journeys to dispose of waste products properly through recycling, or for reuse.

en27 percentage of products sold and their packaging materials that are reclaimed by category.

this data is not currently collected.

EN28 monetary value of significant fines and total number of non-monetary sanctions for non-compliance with environmental laws and regulations.

No litigation has been brought against Supreme Group for environmental failings and we have a robust system to ensure all legislation is checked and updated whenever it needs to be. Supreme’s Environmental management System includes a register of legal requirements that is constantly monitored and updated whenever necessary. This register is created specifically for every area in which we operate and is therefore specific to that country and region, depending on our operational requirements. We utilize a number of resources to ensure that we remain current with any changes to environmental legislation that could affect our operational efficiency.

en29 significant environmental impacts of transporting products and other goods and materials used for the organization's operations, and transporting members of the workforce.

airfreight during 2013 produced approximately 182,530tco2e. see “Respecting the environment” section of the report.

EN30 Total environmental protection expenditures and investments by type.


La1 total workforce by employment type, employment contract, and region.

supreme classifies our workforce by contract-type. the workforce is primarily full-time, either on permanent, temporary or fixed-term contracts. see “investing in our people” section of the report for further details

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LA2 Total number and rate of employee turnover by age group, gender, and region.

See “Investing in our people” section of the report for further details.

La3 Benefits provided to full-time employees that are not provided to temporary or part-time employees, by major operations.

supreme does not differentiate the benefits provided to employees based on their employment type. part-time and temporary employees are entitled to the same benefit provisions as full time permanent employees. for part-time employees the benefits are provided pro-rata. temporary employees are not entitled to ancillary benefits such as annual flights, annual bonus programs, etc. as they are not employed by the company for the required period of time to be entitled to these annual benefits.

LA4 percentage of employees covered by collective bargaining agreements.

There are no collective bargaining agreements in place at Supreme.

La5 minimum notice period(s) regarding significant operational changes, including whether it is specified in collective agreements.

We remain committed to ensuring that our employees are kept informed when there are significant operational changes. minimum periods of notification are adhered to pursuant to jurisdictional legislative requirements. furthermore, employment contracts state that the company will provide a minimum one-month notice when significant changes are required in an employee’s terms and conditions of employment.

Fp3 percentage of working time lost due to industrial disputes, strikes and/or lockouts, by country.

There have been very few industrial disputes across our global operations. The disputes have had a minor impact on operations with disputes being discussed and quickly resolved. Data relating to working time lost due to industrial action is not available as it has been insignificant. On the very few occasions of industrial action, the reasons for the action were related to salary increases and change in taxation laws in the jurisdiction where we operated, which was out of Supreme's control. All disputes were quickly and amicably resolved in conjunction with the local labor council/authorities.

La6 percentage of total workforce represented in formal joint management-worker health and safety committees that help monitor and advise on occupational health and safety programs.

our entire workforce is represented in health and safety committees, which meet regularly to discuss and address issues and concerns that have been raised. senior subject matter experts from fire, environment, health & safety, and Risk management are present in the meetings to discuss issues and opportunities for further improvements within the operations.

LA7 Rates of injury, occupational diseases, lost days, and absenteeism, and number of work-related fatalities by region.

See “Health & Safety ” section of the report for full details. First aid cases are recorded in two different ways. The first is at a local level using systems outlined in the HSE management System Element 7. The data is collated monthly via the HSE manager for the area of operation. Lost days are calculated as calendar days from the first full day after the incident. Injury rates and absenteeism for contractors are currently not available. Occupational Disease is not managed.

In 2013, Supreme introduced a new Human Resources management System (HRmS), Oracle platform, which enables us to report on the absenteeism rate for the period 1 July - 31 December 2013 for our employees. based on the number of employees in the HRmS (not all employees during 2013), the absentee rate, exclusive of annual leave, maternity leave, bereavement leave and in lieu days, was 1851 days (out of 57,850 working days during this period) an absentee rate of 3.2%. Sadly, one of our Supreme colleagues lost their lives in 2013. This fatality occurred in Afghanistan and was due to natural causes.


La8 education, training, counseling, prevention, and risk-control programs in place to assist workforce members, their families, or community members regarding serious diseases.

countries are assessed for disease risks prior to travel of employees. employees are given briefings and/or factsheets on health protection and prevention of diseases such as: yellow fever, malaria, ebola virus Disease, etc. international epidemiologic reports are monitored for changes in health assessments and new factsheets are prepared as needed.supreme has engaged an external counseling company to be available at short notice to provide counseling services to employees, as and when required. the counseling service is provided through a variety of methods, ranging from face to face meetings, skype and telephone discussions. the provider will travel to all countries and sites at which supreme operates (based on security assessments at the time) and can provide translation services to ensure all nationalities can be provided with the service, if required.supreme also owns several health clinics, which are managed and operated by a medical vendor. these clinics operate in afghanistan and somalia. supreme employs a medical services manager who oversees the medical services contracts, company medical policies, and daily medical operations throughout all of supreme’s operations. additionally, the medical services manager monitors the periodic epidemiology reports from the cDc, Who, and other international bodies for early identification of disease risks that may be faced by supreme employees. in the instance where a supreme employee becomes ill, procedures are in place to ensure rapid isolation and quarantine to limit disease spread. in cases of severe illness or injury, procedures exist for the rapid evacuation of the ill or injured party to a tertiary care facility for definitive treatment. all supreme operational employees are given regular medical fitness exams to ensure their safety while working in a remote, medically austere environment.supreme recognizes a duty of care towards all employees to provide, at minimum, a reasonable level of medical provisions in order to ensure all employees’ well-being and good health. as such, supreme provides comprehensive international medical insurance (including dental and optical options) for employees of a certain grade and/or location. furthermore, supreme’s global medical policy provides a commitment to all employees; expat or local, who are not covered under the international medical insurance scheme of the provision of medical services and the treatment for any illness and/or disease contracted due to an accident at work or due to the working environment. supreme bears the cost of any such associated medical treatment. additionally, for certain positions (grade and location specific) supreme carries Workers compensation when it is compulsory under the customer contract or in the county of operation. at the end of 2013, supreme had 1,078 employees enrolled in our global medical insurance scheme, representing 21% of our employees. additionally, 283 family dependents were also covered of which 52% were covered by the company and 48% were voluntary dependents.supreme has identified risks associated with the various roles likely to have high incidence of specific diseases and measures in place to mitigate occurrences. these occupational groups include:

§ Baker Workers: tend to have a high incidence of occupational asthma and rhinitis from dust inhalation § mechanics & fuel operators: tend to have a high incidence of dermatitis from working with

oils and lubricants § Warehouse operatives: tend to have high incidence of musculoskeletal Disorder (back injury) due to lifting § cooks: tend to have high incidence of musculoskeletal Disorder (back injury) due to lifting as well as

Dermatitis (many are latex intolerance induced) § flight Line operatives: tend to have a high incidence of noise induced hearing loss.

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LA9 Health and safety topics covered in formal agreements with trade unions.

There are no formal agreements with trade unions. The company complies with local legislation in relation to health and safety.

La10 average hours of training per year per employee-by-employee category.

the average number of training hours per employee is 14.48. this is higher than last year, even though our headcount has reduced during this reporting period. training hours are not recorded by employee category.

LA11 programs for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings.


La12 percentage of employees receiving regular performance and career development reviews.

of the total percentage of employees eligible for a performance review at the time of annual performance reviews, 99% of employees received a formal performance appraisal for the year 2013.

LA13 Composition of governance bodies and breakdown of employees per category according to gender, age group, minority group membership, and other indicators of diversity.


La14 Ratio of basic salary of men to women by employee category.

our equal opportunity policies ensure we attract and retain qualified people. We do not discriminate on the basis of gender and nor is this a factor in the determination of salaries. see “investing in our people” section of the report for further details.

HR1 percentage and total number of significant investment agreements that include human rights clauses or that have undergone human rights screening.


hR2 percentage of significant suppliers and contractors that have undergone screening on human rights and actions taken.

this data is not currently collected. supreme has a vendor vetting and monitoring policy and carries out due diligence before engaging suppliers or contractors.

HR3 Total hours of employee training on policies and procedures concerning aspects of human rights that are relevant to operations, including the percentage of employees trained.

The topic of human rights is broadly covered by our Ethics & Compliance department who run continuous education and awareness program and is reflected in the statistics in ethics related training. Given the incorporation into our ethics related training, we are unable to specifically differentiate for this reporting requirement.


hR4 total number of incidents of discrimination and actions taken.

this information has been deemed confidential and is not reported.

HR5 Operations identified in which the right to exercise freedom of association and collective bargaining may be at significant risk, and actions taken to support these rights.

Supreme supports the rights of employees to exercise their freedom of association.

In support of this right of association, in regard to our African operations, the company engages with local labor authorities in regard to employee relations. Local labor authorities at times conduct site visits and we engage with these authorities in an open and transparent manner.

hR6 operations identified as having significant risk for incidents of child labor, and measures taken to contribute to the elimination of child labor.

supreme has zero tolerance for any form of child labor and has in place an exploitation policy and also Zero tolerance policy, which communicates and makes clear to all employees supreme's stance on this matter. supreme refuses to engage in any activity related to such acts, and upholds this standard globally; across all countries of operations, and without exception. supreme ensures not to employ any worker younger than 16 years of age or the applicable required minimum age specific to laws and regulations in all countries of operation (whichever is higher).

HR7 Operations identified as having significant risk for incidents of forced or compulsory labor, and measures to contribute to the elimination of forced or compulsory labor.

Due to the countries in which Supreme operates and the wide variety of nationalities employed by the company, Supreme fully appreciates the risk to our employees being involved with forced labor when recruited from their home country. Candidates identified as most at risk are those from Asian and African countries. See “Investing in our people” section for further details.

hR8 percentage of security personnel trained in the organization's policies or procedures concerning aspects of human rights that are relevant to operations.

supreme ensures that 100% of our security personnel are fully briefed regarding supreme’s policies and procedures. external training providers used for the provision of security services are also briefed regarding applicable company policies. security related training is conducted by the third party organizations in accordance with industry standards and supreme’s preference towards best practice.

HR9 Total number of incidents of violations involving rights of indigenous people and actions taken.

There were no cases of reported incidents whereby indigenous employees' rights were violated in the reporting period.

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so1 nature, scope, and effectiveness of any programs and practices that assess and manage the impacts of operations on communities, including entering, operating, and exiting.

Before commencing operations, the local community and relevant government bodies are approached to inform them of our intentions to start working in the area. at this point, officials inform us of any issues or concerns that they may have and notify us of any procedures or restrictions that may be imposed on our activities. We also conduct environmental surveys that check for soil pollution and water pollution (where applicable), so that we can set a baseline for the state of the environment before we start work.

throughout all our operations we are always fully open to dialogue with local communities and routinely engage with them to ensure that they can voice any concerns they have with our operations.

Drawdown plans are always a consideration and are carefully planned before commencement. these include, but are not limited to, asset removal, deconstruction of buildings, removal of waste, and environmental exit surveys to assess the state of the environment and compare it to the baseline set at the start of operations. trained personnel perform all tests completed to assess the state of the environment.

supreme operates with a “local first” mentality, meaning that in the regions where we support our clients, we also strive to support the wellbeing of individuals in local communities. We hire and train local workers wherever possible, we source product from local farms and suppliers, and we make considerable investments in infrastructure projects that benefit communities long after our work is done.

it’s our philosophy that growing stronger communities can bring stability to troubled areas. the employment opportunities we provide enable peaceful citizens to learn new skills, earn a decent wage, and provide for their families. By purchasing local products, we contribute to local economies. By building roads and utilities, we improve access to goods and services that increase the quality of life for all. see “supporting Local communities” section of the report for further details.

SO2 percentage and total number of business units analyzed for risks related to corruption.

While data is not currently collected, our Ethics & Compliance teams continuously assess business units for risks related to corruption.

so3 percentage of employees trained in organization's anti-corruption policies and procedures.

During 2013, between 97-100% of management employees were trained in the organization’s anti-corruption policies and between 95-100% of non-management employees.

SO4 Actions taken in response to incidents of corruption.

All reported incidents are investigated and appropriate follow-up steps are taken. To the extent that there is anything to report, the information is deemed confidential.

so5 public policy positions and participation in public policy development and lobbying.

Did not report. to the extent that there is anything to report, the information is deemed confidential.

SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country.

Did not report. To the extent that there is anything to report, the information is deemed confidential.


so7 total number of legal actions for anti-competitive behavior, anti-trust, and monopoly practices and their outcomes.

We do not have any legal actions of this nature to report.

SO8 monetary value of significant fines and total number of non-monetary sanctions for non-compliance with laws and regulations.

Did not report. To the extent that there is anything to report, the information is deemed confidential

pR1 Life cycle stages in which health and safety impacts of products and services are assessed for improvement, and percentage of significant products and services categories subject to such procedures.

the only products that supreme group directly manufactures are bottled water and bakery goods. all other products are produced and supplied to us from external vendors. as all the products we provide have to conform to a strict set of requirements, as stipulated by the customer, we purchase all the products to automatically conform to these quality regulations. We have strict internal quality checks in place that ensure any sub-standard product is captured, recorded and reported to the supplier and is immediately raised as a non-conformance with the concerned supplier. for other products and services, we have regular quality inspections and quality audits to capture any deficiencies that might be present and to prevent these from developing into bigger problems that may result in fines or warnings of varying types and severities. through our various quality checks and inspections we ensure a high level of competency and a high quality delivery of service.

pR2 Total number of incidents of non-compliance with regulations and voluntary codes concerning health and safety impacts of products and services during their life cycle, by type of outcomes.

There have been no incidents of non-compliance reported resulting in fines, warning or penalty. Where there have been issues raised due to non-compliance of voluntary codes, these have been documented and corrective action has been taken.

pR3 type of product and service information required by procedures and percentage of significant products and services subject to such information requirements.

all our products and services are assessed to make sure that they comply with the standards that have been set by the customers and that the quality standards set by our own operations have been fully satisfied before any purchasing agreement is signed with the supplier and regular inspections ensure that we consistently deliver quality products and services to all our clients.

to comply with our predominantly military customers’ requirements, we must be able to provide quality information on all the products we purchase and supply to them.

this information includes but is not limited to:

§ production information for prepared food: who made it, where, when and the origin of all ingredients § cleaning products and other chemicals: these must be accompanied by the correct msDs and again must

have information to show when they were made, where and when they will expire. the msDs must have information on the products effect on the environment as we strive to source products with less of an impact, where practicable

§ tools, machinery and equipment: all these items must have printed instruction manuals, in english and any other language spoken by our employees. We ensure that the products comply with certain codes and standards such as the ce (european) or uL (american) standards. if the equipment is technical, then we ensure employees are professionally trained to use it.

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pR4 Total number of incidents of non-compliance with regulations and voluntary codes concerning product and service information and labeling, by type of outcomes.

We have no reported incidence of non-compliance with regulations or voluntary codes.

pR5 practices related to customer satisfaction, including results of surveys measuring customer satisfaction.

in our Kandahar dining facilities and convenience stores we have customer satisfaction surveys and drop boxes where customers are able to provide feedback, make suggestions or complaints. catering customer feedback results for key locations were:

1. Kandahar – 5 dining facilities which served approximately 12.8 million meals in 2013 89% excellent/good, 10% average, and 1% poor/very poor

2. hQ isaf (afghanistan) – served approximately 1.2 million meals in 2013 89% excellent/good, 8% average and 3% poor/very poor

We also hold customer focus groups in various locations to assess opinions on our services. in 2013, we also utilized online survey methods to collect feedback from internal customers about the level of satisfaction with our services and areas for improvement.

pR6 programs for adherence to laws, standards, and voluntary codes related to marketing communications, including advertising, promotion, and sponsorship.

Our advertising and promotion activities are primarily limited to industry publications and trade show participation. We strive to ensure that all our marketing, promotion and sponsorship materials are accurate and complete and comply with all international and local laws in the markets where we operate. Any material that profiles clients undergoes a thorough client approval process prior to publication. We also adhere to voluntary marketing and communications codes of practice such as the IAbC Code of Ethics. Our voluntary memberships are reviewed on an annual basis.

pR7 total number of incidents of non-compliance with regulations and voluntary codes concerning marketing communications, including advertising, promotion, and sponsorship by type of outcomes.

supreme group was not involved with any incidences of non-compliance regarding regulations concerning marketing in the reporting year.

pR8 Total number of substantiated complaints regarding breaches of customer privacy and losses of customer data.

We do not have any complaints to report.

pR9 monetary value of significant fines for non-compliance with laws and regulations concerning the provision and use of products and services.

Did not report. to the extent that there is anything to report, the information is deemed confidential.


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Supreme Group Ethics PeoPle HealtH & Safety Community EnvironmEnt

Documents

SUPREME GROUP ETHICS PEOPLE HEALTH & SAFETY … · 2014-08-14 · AbOuT SupREmE GROup ETHICAL buSINESS pRACTICES INvESTING IN OuR pEOpLE HEALTH & SAFETY SuppORTING LOCAL COmmuNITIES