Carlson Wagonlit Travel (CWT) is a global leader specializing in business travel management. Find out Corporate key facts & figures about CWT.

1. Copyright © 2009 CWT Corporate Facts & Figures – 2009

6. Effective Travel Management > Eight Key Levers Copyright © 2009 CWT For more information on the 8 key levers, consult the documents posted on CWT I-Win. Provide the right services and assistance to travelers and optimize transaction processing. Online booking tools for simple transactions, coupled with expert travel counselors at the point of sale for complex itineraries and special services, drive savings and increase traveler satisfaction and productivity. Tackle hotel spend. Representing 30-40 percent of a total travel budget, hotel spend is often less carefully managed than air spend. Establishing and closely monitoring a preferred hotel program that travelers adhere to provides greater leverage for negotiations. Security is also enhanced when travelers comply with a welldesigned program that meets their business needs. Continue to drive air and ground transportation savings. Optimized sourcing and changes in traveler behavior can lead to greater savings. Negotiating with a limited number of preferred airlines and requiring travelers to book restricted fares at least two weeks in advance are just two examples. Integrating rail into a travel program can also bring tangible results in terms of savings, traveler comfort and convenience, and reduced carbon dioxide emissions. A well thought-out ground transportation program takes car rental, limousine, chauffer-driven “black car” and taxi services into account too.

7. Effective Travel Management > Eight Key Levers Copyright © 2009 CWT For more information on the 8 key levers, consult the documents posted on CWT I-Win. Increase policy compliance and optimize demand management. Together, a well-designed travel policy and strict compliance can generate savings of on average 20 percent of total travel spend 1 . Mandates must be clear and compliance strictly enforced in five main areas: advance air booking, restricted airfares, preferred suppliers, traveler comfort (authorized air class/hotel category) and preferred booking channels. Demand management offers another way to control costs by aligning travel with business needs. To that end, some trips may be replaced with alternatives such as teleconferencing to reach the same objectives. Adjusting the travel policy, increasing compliance and monitoring performance indicators also help optimize the quantity, frequency and specifications of travel for better demand management. 1 Playing by the Rules: Optimizing Travel Policy and Compliance , CWT Travel Management Institute, 2008. Further consolidate travel programs. By bringing the components of a travel program together on a local, regional or global level, companies can save up to 20 percent of total travel spend and enhance service and security. A standardized travel policy, consistent booking and fulfillment processes, and consolidated sourcing that includes just one travel management company are keys to success.

8. Effective Travel Management > Eight Key Levers Copyright © 2009 CWT For more information on the 8 key levers, consult the documents posted on CWT I-Win. Address security and corporate social responsibility. A company’s duty of care applies to employees, as well as the environment in which they operate. For starters, this means successfully managing the risks associated with business travel, practicing responsible procurement and reducing their carbon footprint. Integrate meetings and events into the travel program. Meetings and events can represent 25-40 percent of a total travel and entertainment budget. By integrating them into the travel program and applying the principles of effective travel management, companies can better control and optimize their spend. Develop actionable dashboards and performance measures. Without relevant performance indicators and consolidated data delivered in a timely, accurate, easy-to-use fashion, it is impossible to evaluate a travel program and implement corrective measures where needed.

9. CWT Products and Services Copyright © 2009 CWT CWT products and services are grouped to meet your needs

16. Core Values Guiding CWT Copyright © 2009 CWT Six core values underlie the collective spirit and code of conduct at CWT

19. The CWT Executive Team Copyright © 2009 CWT Marc Karako EVP & CFO Philippe Vinay EVP Human Resources Isabelle Koch SVP Corporate & Marketing Communications Cathy Voss EVP Global Program Solutions Loren Brown CIO and EVP Technology & Product Management Håkan Ericsson President Europe, Middle East & Africa and Latin America Jack O’Neill President North America Berthold Trenkel President Asia Pacific Mike Koetting EVP Global Supplier Management Douglas Anderson President & CEO Martin Warner COO Asia Pacific Berthold Trenkel EVP Traveler & Transaction Services

20. CWT is present in more than 150 countries and territories Copyright © 2009 CWT