THE BUSINESS OFSUSTAINABILITYDRIVING FUTURES – IN YOUR NEIGHBORHOOD, AROUND THE WORLD

f i s c a l Y E A R 2013

1 Letter from President & CEO Pam Nicholson

2 About Enterprise Holdings

6 Environmental Stewardship

16 Social

22

Economics & Governance

28

About this Report

29

Global Reporting Initiative Index

- Table of - CONTENTS

1

PAM NICHOLSON President and Chief Executive Officer

Enterprise Holdings

To Our Stakeholders:

As Enterprise Holdings’ newly appointed CEO, I’m pleased to introduce our company’s 2013 Sustainability Report. Our third annual report covers our performance and selected activities for the fiscal year (ended July 31, 2013).

Enterprise has grown and changed a great deal since our founding as a humble start-up nearly 60 years ago. We’ve experienced quite a transformation in the past seven years alone — growing from one car-rental brand to three and expanding the reach of our unsurpassed neighborhood and airport network. Today, we have operations in more than 50 countries and territories around the world. But for all that might have changed, our approach to doing business remains the same: We take the long-term view and consistently and conservatively invest in our future.

For us, sustainability is a key driver of business results, helping customers, employees and communities move forward. Here are just a few examples:

Three years into our companywide 20/20 Vision initiative, we continued to achieve reductions in energy use and carbon emissions across our North American facilities. This represents a commitment we plan to extend globally in the future.

Through our ongoing partnership with the Donald Danforth Plant Science Center, we advanced the case for biofuels as a potential alternative to petroleum-based fuel.

As part of our military recruitment efforts, we hired more than 1,600 U.S. military veterans and reservists through the 100,000 Jobs Mission and Joining Forces Travel Industry Coalition.

Through our continued commitment to customer service, our brands swept the top three rankings in the J.D. Power and Associates’ Rental Car Satisfaction Survey, reflective our strong, continuous commitment to best-in-class customer service.

As our global network continues to expand, we remain committed to pursuing “The Enterprise Way” and to a more sustainable future. Thank you for taking the time to review the progress we’ve made over the past year.

Pam Nicholson President and Chief Executive Officer Enterprise Holdings

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ENTERPRISE HOLDINGS At-A-Glance

Annual Revenue: $16.4 BILLION* Workforce:

78,000 EMPLOYEES*

Fleet:

1.4 MILLION*

Global Network:

8,100 LOCATIONS(airport and neighborhood)

*includes Enterprise Fleet Management

NOTABLE AWARDS:Sustainability Outstanding Achievement Award from Global Business Travel Association

Project ICARUS Gold Medal from Global Business Travel Association Foundation

Top Three Rankings on J.D. Power and Associates Rental Car Satisfaction Survey

Top Veteran-Friendly Companies from U.S. Veterans Magazine

Military Friendly Employer from Victoria Media, publisher of G.I. Jobs

Top Recruiter of U.S. College Graduates from Diversity Employers Magazine

Top 10 List of Diverse Companies (UK) from Business in the Community

Enterprise Holdings ranks near the top of the travel industry as the largest car rental company in the world as measured by revenue, fleet and employees. The company with its affiliate Enterprise Fleet Management, offers a total transportation solution for consumers and businesses alike. Through its regional subsidiaries, franchises and agreements, Enterprise Holdings operates the Alamo Rent A Car, Enterprise Rent-A-Car and National Car Rental brands in neighborhood and airport locations in more than 50 countries and territories. This includes the U.S., Canada, Mexico, the Caribbean, Latin America, China and Europe.

Enterprise Rent-A-Car offers exceptionally low rates, neighborhood convenience and outstanding service. Enterprise specializes in renting vehicles to customers who need a temporary replacement while their own vehicle is repaired. The brand also caters to customers who want to take a short business or leisure trip. Other transportation services marketed under the Enterprise brand name include Enterprise CarShare, Enterprise Rideshare, Enterprise Car Sales and Enterprise Commercial Trucks.

Alamo Rent A Car provides value-oriented vehicle rental for leisure travelers and is the largest car rental provider to international travelers visiting North America. Alamo serves thousands of travelers each year as the official rental car of Walt Disney World Resort® and Disneyland Resort®.

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

WORLD HEADQUARTERSEnterprise Holdings, Inc. 600 Corporate Park Drive St. Louis, Missouri 63105 (314) 512-2880 www.enterpriseholdings.com

©2013 Enterprise Holdings, Inc. 06/13

Enterprise Holdings and its affiliate Enterprise Fleet Management together offer a total transportation solution. Combined, these businesses – which include extensive car rental and car sharing services, commercial truck rental, corporate fleet management, and retail car sales – accounted for $15.4 billion in revenue and operated 1.3 million vehicles throughout the world in fiscal year 2012. Enterprise Holdings, through its regional subsidiaries, operates the largest fleet of vehicles in the world through a global network of more than 8,200 airport and neighborhood locations under the Enterprise Rent-A-Car, National Car Rental, and Alamo Rent A Car brands. Its affiliate, Enterprise Fleet Management, provides full-service fleet management to companies and organizations with small- to medium-sized fleets. Other transportation services marketed under the Enterprise brand name include Enterprise CarShare, Enterprise Rideshare, Enterprise Car Sales, and Enterprise Commercial Trucks.

Enterprise Holdings is the largest car rental company in the world as measured by revenue, fleet, and employees. Enterprise Holdings’ annual revenues also place it near the top of the travel industry, exceeding all other rental car companies, and most airlines, cruise lines, hotels, tour operators and online travel agencies.

ANNUAL REVENUE

WORLDWIDE

FY 2012 $15.4 billion*

FY 2011 $14.1 billion

FY 2010 $12.6 billion

FY 2009 $12.1 billion

FY 2008 $13.1 billion

FY 2007 $9.5 billion

FY 2006 $8.9 billion

FY 2005 $8.2 billion

FY 2004 $7.4 billion

FY 2003 $6.9 billion

FY 2002 $6.5 billion

*FY 2012 revenue includes revenue from Enterprise Fleet Management, which was spun out from

Enterprise Holdings on August 1, 2011.

For more information about Enterprise Holdings’ Corporate Sustainability Report or

the company’s environmental stewardship and long-term commitment to the sustainability

of its business, visit www.DrivingFutures.com.

Alamo Rent A Car www.alamo.com

Enterprise Rent-A-Car www.enterprise.com

National Car Rental www.nationalcar.com

Enterprise Car Sales

www.enterprisecarsales.com

Enterprise Commercial Trucks www.enterprisetrucks.com

Enterprise CarShare www.enterprisecarshare.com

Enterprise RideShare www.enterpriserideshare.com

Enterprise Fleet Management www.efleets.com

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VALUES-DRIVEN Culture

Enterprise has grown and thrived for nearly 60 years, thanks in large part to our unique company culture. Each of our 8,100 rental locations around the world shares a single approach to business set forth in our Founding Values. Since its launch, the Founding Values program has driven thousands of best practices that have helped us strengthen our sustainable management approach.

Our employees are ca l led on to l i ve the Founding Values daily through their interactions with customers, vendors and community partners. And our operating groups recommit to these principles each year by setting specific goals and detailed strategies to achieve them. These strategies address the six key business areas that form the points of our Cultural Compass: Operations, Diversity and Inclusion, Work Life Quality, Business Ethics, Public Affairs and Philanthropy, and Environmental Conservation.

A Sustainable Business ApproachThe driving force behind Enterprise’s sustainability strategy is our Chairman’s Task Force. This diverse group of department heads and subject matter experts is charged with identifying risks facing our industry as well as the opportunities that must be seized to secure our continued success.

Stakeholder Engagement This report serves as an example of our approach to stakeholders. We welcome input from groups and individuals who share our interest in meeting present and future transit needs. These stakeholders include:

Consumers – Through our monthly Enterprise, National and Alamo service quality index surveys, we constantly keep our finger on the pulse of what matters most. In addition, we have established online customer communities to test brand initiatives and concerns.

Employees – Our company intranet, The Hub, provides a portal for employees to contribute ideas and observations about processes and priorities. In addition, our specialized Branch Energy Number (BEN) database serves as a central collection point for energy management data contributed by employee groups and individual branches.

NGOs – By taking an active role in organizations that unite industry, government and academia, we gain and contribute valuable knowledge and perspectives that can help advance the concept and practice of sustainable mobility. For more information, see page 9.

Manufacturers and Suppliers – Enterprise plays a unique role in the automotive value chain. We work with automotive manufacturers upstream on vehicle innovations and with suppliers and customers downstream on the real-world adoption of sustainable solutions.

Partners – Enterprise works closely with our major accounts including large corporations, insurance companies and travel agencies to better understand and serve commercial needs in the global marketplace.

Personal honestyand integrity arethe foundation ofour success.

Customer service is our way of life.

Our company is a fun and friendly place where teamwork rules.

We work hard — and we reward hard work.Great things

happen when we listen — to our customers and to each other.

We strengthenour communities one neighborhood at a time.

Our doors are open.

Our brands are the most valuable thing we own.

4

GOALS & PROGRESS

Direct and Indirect Energy Use ¡20% by 2015Reduce direct and indirect energy use and related costs by 20 percent by 2015 from our 2010 baseline.

Progress to date:

Global Fleet Efficiency

100% Alternative Fuel Shuttles Buses by 2015*

Progress to date: 82% of Enterprise’s airport shuttle buses now run on biodiesel, synthetic diesel or compressed natural gas.

*Revised from previous goal of 100% biodiesel-powered buses by 2015.

Carbon Footprint ¡10% by 2015Reduce Scope 1 and Scope 2 emissions by 10% by 2015

Progress to date:

32+ MPG

28.3%

28+ MPG

57.3%

19.6%R E D U C T I O N FROM OUR 2010 BASELINE 13.4%

E L E C T R I C I T Y

21.9%N A T U R A L G A S

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GOALS & PROGRESS

$150 million toward Sustainable Construction by 2015

More than 5,000 retrofit and new construction projects have been completed through FY2013.

50 Million Trees Planted by 2056

8 million trees planted in national forests and state parks throughout the U.S., Canada and Europe through calendar year 2013.

10,000 Employee Health

Assessments by 2015

Achieved and exceeded this goal two years ahead of schedule, with a cumulative 11,921 participants in FY2013.

Philanthropy

In FY2013, the Enterprise Holdings Foundation provided $22 million in

grant funding to charitable causes. 87% of funds fulfill

employee requests to support community organizations that they actively support.

+

60% HEALTH AND HUMAN SERVICES CAUSES

12% PUBLIC/SOCIAL

BENEFITS

15% EDUCATION

2% OTHER REQUESTS

6% ARTS

5% ENVIRONMENT

87%EMPLOYEE REQUESTS

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INNOVATION As a critical link in the automotive value chain, we’re uniquely positioned to foster innovation, advance research and test market-driven solutions. As we continue the global expansion of our neighborhood network, we’re strengthening our ability to bring new automotive technologies and mobility options to the world’s driving public.

Local MobilityWe own and operate the world’s largest fleet. And we serve customers through an unparalleled global neighborhood network of 8,100 locations. That gives us an unequaled ability to deliver service innovations and technologies that help foster sustainable transportation. The impact of our neighborhood network on the future of sustainable transit is most clearly seen among booming urban populations, where car rental – whether for a week, a day or an hour – plays an increasingly important role. In this environment, our unrivaled scale, local accessibility and cost-effectiveness offer consumers, businesses and governments unmatched flexibility in meeting their mobility needs.

Exploring the FutureShaping tomorrow’s mobility solutions starts with a clear understanding of the current state and direction of urban transit. That’s why Enterprise sponsored and collaborated on a milestone research project with the Initiative for Global Environmental Leadership (IGEL). The report, titled Next Stop, Innovation: What’s Ahead for Urban Mobility?, provided an update on how cities are expanding their options for cleaner transportation.

Car sharing, for example, is gaining significant traction, as an estimated 1.7 million people in 27 countries worldwide participate in formalized car-sharing programs and membership continues to increase. Ridesharing, also known as vanpooling — which peaked in the United States during the 1970s and 1980s — is making a comeback, fueled by cost-savings, employer incentives and traffic congestion.

The IGEL study also concluded that, while government regulation plays a major role in shaping efficient systems and driving the early development of new technologies, the success of environmentally friendly transportation options ultimately hinges on satisfying consumers’ needs and economic goals.

Ensuring that automobile travel remains a vital mode of transportation far into the future is central to the success of our business — and to the millions of people around the world whose livelihoods and lifestyles depend upon it. To that end, we take an integrated approach to sustainability. From our rental fleet and the fuels that power it, to our operations and the technologies we deploy and support, we work to drive innovation and reduce our impact on the environment.

ENVIRONMENTAL Stewardship

7

Enterprise Reduces Municipal Fleet Size, Costs

Enterprise CarShare has helped companies and municipal governments reduce their fleets, subsequently reducing costs and improving environmental outcomes.

In the United Kingdom, the City of York Council implemented an Enterprise CarShare program as part of a plan to reduce reliance on employee-owned cars used for official business. The program not only led to a 26 percent reduction in miles traveled, it helped curtail carbon emissions by reducing the use of employees’ aging vehicles, which were on average six to seven years old.

In Loveland, Colo., Enterprise CarShare introduced a technology-driven solution that allowed municipal employees to reserve a vehicle as little as 15 minutes before pickup through a secure, custom online portal. The efficient vehicle sharing system has allowed some departments to reduce the number of staff vehicles by half, while maintaining the same level of availability and ease of access. The program has reduced overhead, maintenance and insurance expenses, and is estimated to save the city $300,000 over three years.

Car SharingEnterprise CarShare is a natural extension of our neighborhood network putting vehicles right where our customers need them and making them available around the clock.

Enterprise offers hybrid, electric and fuel-efficient vehicles and delivers speed, economy and flexibility to businesses, universities and government entities looking to enhance their fleet management operations and sustainability initiatives. For individuals, car sharing can replace or supplement automobile ownership and provide as-needed access to vehicles suitable for specific tasks.

VanpoolingEnterprise also fuels sustainable mobility through our Rideshare vanpool program, a cost-effective and efficient way for people to commute to and from work. In a typical Enterprise Rideshare program, seven to 15 co-workers commute together and each pays a low monthly rate. But, thanks to the backing of the local Enterprise neighborhood network, Rideshare goes

beyond simple carpooling to offer participants guaranteed rides home should something unexpected arise. By taking cars off the road, Enterprise Rideshare reduces traffic congestion, commuter times and driving costs, as well as vehicle emissions and fuel consumption.

ZimrideEarlier this year, Enterprise acquired Zimride, an online ride-matching service that efficiently connects drivers and passengers, and complements our CarShare and Rideshare programs. Zimride also partners with colleges and universities to facilitate sustainable transportation-management solutions.

ENVIRONMENTAL Stewardship

“The most recent car-sharing research

underscores — for urban planners, elected

officials and other visionary leaders — why transportation needs to not only be

environmentally, but also operationally and financially, sustainable

in the communities we all serve.”

– Lee Broughton Corporate Sustainability, Enterprise Holdings

TriplePundit.com

8

Robotic laboratory automation systems enable scientists at the Enterprise Rent-A-Car Institute for Renewable Fuels to perform 200,000 experiments per week, revolutionizing the biofuel research process and accelerating the pace of discovery.

Enterprise’s fleet is not only the world’s largest, it’s also one of the most fuel efficient. Approximately 57.3 percent of our vehicles average a highway fuel efficiency rating of at least 28 mpg, and 28 percent of our vehicles average 32 mpg or better.

We’re investing to provide sustainable, fuel-efficient options to our customers today, as well as to advance tomorrow’s market for alternative-powered vehicles and other innovative transit solutions. Our global network of neighborhood and airport locations plays a critical role in introducing new automotive technologies to the driving public. By promoting hybrids, electric vehicles (EVs) and other emerging technologies, Enterprise is offering customers the opportunity to experience them firsthand and advancing the promise of sustainable mobility.

In the United States, for example, we offer the industry’s largest selection of hybrids and EVs. Our network provides expanded hybrid and EV options, making it easier for consumers to test drive new technologies before making the much larger investment to purchase. Simultaneously, rental trends at these branches provide our automotive partners, local governments and other stakeholders with insight into how new technologies are being received in the marketplace.

Beyond the Rental FleetOur commitment to alternative-powered vehicles extends to our fleet of more than 500 airport shuttle buses. Enterprise was the first major car rental company to switch its shuttles to 5 percent biodiesel. Initially, we set a goal to have all our shuttles running on 20 percent biodiesel by 2015, but we’ve since modified that to include other alternatives. Today, 82 percent of our shuttles run on biodiesel, synthetic diesel or compressed natural gas.

PROMOTING Clean Technologies

9

Leading the Way in Renewable Fuels ResearchTo ensure a sustainable future for the automotive industry, there’s a critical need to develop new sources of renewable fuels. In 2007, our owners, the Taylor family, made an investment in that future with a $35 million endowment to the Donald Danforth Plant Science Center to establish the Enterprise Rent-A-Car Institute for Renewable Fuels.

Groundbreaking AdvancementsLed by Dr. Thomas Brutnell, one of the world’s foremost biofuel researchers, the Institute develops technologies to enhance the potential of oilseed crops, algae and bioenergy grasses as sources of sustainable fuel that will ultimately be used on a large scale to power cars, trucks and aircraft.

Renewable biofuels offer an especially practical solution because the infrastructure to transport, store and access this liquid energy is already widespread throughout the world.

The Institute’s multidisciplinary team of scientists studies algal and plant organisms at the molecular level to determine how they absorb and store light energy and convert it to oils, sugars and biomass, and to understand which mechanisms enhance yield and quality and lower environmental impact.

In FY2013 innovations in both plant and algal studies have both advanced the Institute’s mission and attracted additional funding, including a $12 million grant from the U.S. Department of Energy to expand the scope of its work.

Amplifying Progress through Strategic PartnershipsCollaboration is the key to developing sustainable transportation solutions that meet society’s broad-based mobility needs. By engaging with industry, academia and government, Enterprise helps to expand the conversation and pave the way to a more efficient transportation system that’s driven by market forces and technology, as well as by sound public policy and infrastructure decisions.

Partners

PROMOTING Clean Technologies

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OPERATIONS

*The 2010 baseline excludes branches where an external landlord is responsible for utility bills, as well as branches added after 2010. Energy usage at these new locations is being tracked separately as part of our Enterprise Sustainable Construction Protocol (ESCP). Our goal is to establish a single companywide energy baseline by 2015.

Enterprise has deep appreciation for the link between positive business results and corporate sustainability. That’s why we strive to reduce the impact of our operations on the planet. We focus on cutting energy use and emissions, employing responsible construction practices and facilitating the recycling of spent materials.

Living our 20/20 Vision Enterprise works diligently to reduce the amount of energy used to power our branches, offices and other facilities. Using 2010* as the baseline, we established our 20/20 Vision, a companywide goal to reduce energy use and related costs 20 percent by 2015. It’s another way we align the interests of our customers, employees and partners with the long-term interests of our business. To date we have reduced direct and indirect energy consumption by 13.4 percent.

The 20/20 Vision has inspired our employees to identify and execute countless energy- and cost-saving opportunities. Since employee compensation is tied to the economic performance of their branches, this pursuit pays off in more ways than one. Lowering our energy use doesn’t just help protect the planet — the associated cost reductions make our business stronger. That’s good news for our company, our employees and the communities in which we operate.

South Texas operations – Reduced water usage by 30 percent by adding pressure washers and water reclamation systems.

Seattle operations – Tracking energy usage data using the Branch Energy Number (BEN) database helped to identify an underground water leak. Once repaired, water usage dropped by more than 80 percent.

Ottawa operations – Partnered with a local company to create Enterprise’s first LED internal and external signage to reduce electricity use. The group also reduced natural gas consumption by 19 percent by adding limit switches and constant thermostats to wash bays.

Atlanta operations – Switched the lighting fixtures at all of their branches from the outdated T12 model to an energy-efficient T8 model. The new systems provide more light with fewer fixtures and have reduced energy use enough to pay for the cost of the upgrades in one year.

Wisconsin operations – Executed a complete retrofit to switch all parking lot lighting to LED fixtures. The result is a warmer, more inviting branch environment for customers and a projected energy use reduction of 59 percent.

Southeast England operations – Piloted rainwater collection systems at several branches throughout the region to promote water recycling. The new systems allow the operating group to use the naturally wet climate to its advantage, reducing municipal water usage per vehicle wash by up to 72 percent.

20/20 Vision Results

FY 2010

FY 2011

FY 2012

FY 2013 (estimated)

Total direct and indirect

energy consumption

1,308,951 gigajoules

1,285,595 gigajoules

1,100,140 gigajoules

1,066,796 gigajoules

2013 Reduction from 2010 baseline*

242,155 gigajoules

In fiscal years 2010-2013 Enterprise derived 100 percent of its direct energy consumption from nonrenewable fuels.

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OPERATIONS

Implementing the Enterprise Sustainable Construction Protocol To ensure that all of our newly constructed and retrofitted locations are efficient and sustainable, Enterprise introduced the Enterprise Sustainable Construction Protocol (ESCP). This set of guidelines draws upon best practices found in widely respected green building standards, such as the U.S. Green Building Council’s LEED certification program.

We launched the ESCP in 2011, and we estimate that we’ll invest approximately $150 million in sustainable construction practices and materials by the end of 2016. It’s an investment that will pay off not only in lower energy and water utility costs, but also in providing a healthy, comfortable and efficient workplace for our employees and reducing our overall impact on the environment.

And we know from experience that small changes can make a big difference, especially when they’re implemented throughout a vast network like ours. To date, we have engaged in more than 5,000 new construction and retrofit projects guided by the ESCP’s seven focus areas:

Sustainable materials – Using regionally produced materials and those with at least 10 percent recycled content.

Energy efficiency – Conserving energy use in both interior and exterior settings.

Sustainable construction sites – Building on previously developed sites when appropriate; using materials that reduce the heat-island effect on parking lots; capturing and repurposing storm water.

Recycling – Reusing fixtures, furniture and equipment such as millwork for rental counters, operational equipment, furniture and signs; recycling construction debris.

Water efficiencies – Installing water reclamation systems in automated car wash systems or using low-flow/high-efficiency pressure wash systems; using high-efficiency plumbing fixtures; designing efficient landscaping plans.

Air quality – Using low Volatile Organic Compounds material for paint, carpet, coatings and adhesives; using Indoor Air Quality plans for construction, when appropriate.

Process innovation – Developing innovative approaches for each facility, whether it’s an independent structure, an airport facility or in an existing shared building; focusing on the physical layout and design as well as the business processes required to operate each facility; ensuring that changes positively impact employee satisfaction.

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Carbon Emissions Inventory

Scope 2 178,027 MTCO

2e

Scope 1 100,849 MTCO

2e

Managing our EmissionsTo help us better understand and manage the carbon footprint of our operations, we took inventory of our greenhouse gas (GHG) emissions:

Scope 1 – Direct GHG emissions from our own operations, primarily from our own operations.

Scope 2 – Indirect GHG emissions from consumption of purchased electricity, heat or steam.

Scope 3 – Indirect GHG emissions generated by the activities of others but related to our business, such as the GHGs emitted from our cars as customers drive them.

Determining Scope 3 emissions — which constitute approximately 97 percent of the GHG impact associated with our business — has proven challenging due to the wide range of our customers’ driving habits and mobility needs.

In 2010, we set a goal to lower our Scope 1 and Scope 2 emissions by 10 percent by 2015, using our 2010 carbon inventory as our baseline. We’ve made excellent progress against that baseline, with a 21 and 19 percent reduction in Scope 1 and Scope 2 emissions, respectively. We’re also continuing to focus on our supply chain to help minimize emissions associated with the products we use in our operations.

OPERATIONS

The FY2012 emissions inventory was developed using the WRI/WBCSD GHG Protocol Corporate Standard. Complete Integrated Certification Services (CICS) has completed a third-party verification of our reported corporate greenhouse gas emissions. The Verification Statement “attests to the fact that CICS provides reasonable assurance that reported historical greenhouse gas emissions from August 1, 2011 to July 31, 2012 are verifiable.” For complete details, please refer to the full Verification Statement.

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CASE STUDY

Enterprise’s carbon offset program in the

United Kingdom helps bring safe drinking water

to families in Kenya.

Carbon Credits Fuel Good WorksIn an effort to help our customers reduce their carbon footprints and lower our business’ overall environmental impact, we offer renters the opportunity to purchase carbon offsets. In the United Kingdom, our carbon offset partner is ClimateCare, an independent “profit-for-purpose” organization committed to tackling climate change, poverty and development issues.

Among the causes that our European offset program supports is the LifeStraw Carbon for Water initiative in Kenya, the first large-scale project to use carbon credits as a means to provide people with clean water. Through this project, filters have been distributed in Kenya’s Western Province, providing households access to safe drinking water.

14

REPURPOSING & Reducing Materials

Our thorough vehicle maintenance program benefits both our business and the environment by lowering costs, diverting waste from landfills and reducing reliance on nonrecycled materials.

Responsible Maintenance and Repair As part of our mission to exceed our customers’ expectations for service, quality and value, we follow a thorough maintenance program and adhere to manufacturers’ and government recommendations.

. We refined 1.3 million gallons of oil for reuse in our vehicles and recycled 1 million oil filters. This represents approximately 90 percent of the oil and virtually all of the filters used in our North American service centers.

2. We partner with windshield repair companies to recycle damaged glass, resulting in approximately 357 tons of waste diverted from landfills per year in the United States, Canada, United Kingdom and Spain.

3. The majority of the body shops we work with use water-based paints instead of oil-based options.

4. Spent tires are processed and recycled through local or regional recycling centers, with an estimated 2,000 tons of valuable material repurposed each year.

3

4

2

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REPURPOSING & Reducing Materials

Electronics Reuse and Recycling With an eye toward value recovery, data security and environmental stewardship, Enterprise works with a third-party vendor to manage electronic assets that have been retired by the company. These include servers, computers, monitors, printers, routers, phones and other hardware.

Paperless InnovationsEnterprise Holdings employs an array of technology and service innovations that increase our operational efficiency while curtailing our use of paper. Enterprise’s Automated Rental Management System (ARMS®) is a web-based application that enables Enterprise branches, insurance companies, dealerships and auto body shops to manage the entire rental process electronically, eliminating more than 300,000 sheets of paper per year. In addition, OnRamp Digital Concierge, a comprehensive, industry-leading QR code-based campaign, continues to serve our customers after they leave our rental branch where those with smartphones have access to relevant content, including specific vehicle features, local information and resources, great deals, roadside assistance and more.

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Our company began with a single neighborhood office and a simple commitment to serve our customers, employees and communities. Our business has grown since then, but the same commitment is alive today, as we look to bring the same care and respect for people to the thousands of communities we serve around the world.

Customer Service: A Way of Life Customers are the lifeblood of our business. As our founder Jack Taylor once said, “Take care of your customers and employees first, and growth and profits will follow.” And each day we deliver on that promise to focus on providing the best car rental experience possible.

Our CommitmentWhen a customer visits any of our rental locations — whether in their own neighborhood or far from home — we know they expect the same high quality service experience across the board.

At a time when the car rental industry’s overall customer satisfaction ratings have reached an all-time high, Enterprise Rent-A-Car, National Car Rental and Alamo Rent A Car brands swept the top three rankings in the J.D. Power and Associates North American Rental Car Satisfaction Study™.

Enterprise Rent-A-Car ranked first for the eighth time in the past nine years, receiving the highest score in all six survey categories: costs and fees; pick-up process; rental car; return process; reservation process; and shuttle bus/van. National and Alamo took second and third respectively, showing an impressive ascent in the rankings since Enterprise Holdings acquired the two brands in 2007.

Measuring SuccessOur path to providing unparalleled customer service is guided by a proprietary service quality measurement system. Each of our consumer brands has its own index: ESQi, NSQi and ASQi.

Every year, we contact more than 2 million individual customers to evaluate the quality of their vehicle rental experience and the customer service they received.

We evaluate each branch’s performance based on only two scores: the percentage of customers who were completely satisfied and the percentage of customers who said they would visit us again. That’s not partially satisfied; we strive for completely satisfied. We call this ranking “top box,” and it’s the uncompromising standard we pioneered and set for the Enterprise Rent-A-Car brand almost 20 years ago.

SOCIAL

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PUTTING EMPLOYEES First

Our ability to achieve long-term success and provide superior customer service begins and ends with our employees. Enterprise employees are smart, driven and customer-focused when they join our team, but we make a further investment in their skills and professional growth through formalized training, performance-based compensation and advancement opportunities.

Management Training ProgramEnterprise’s Management Training Program provides an opportunity for new employees to jump start their careers. This intensive training program for entry-level employees provides a pipeline for talent. Our senior leadership team, including the Executive Chairman and CEO, started out in entry level positions.

As one of the world’s largest recruiters, Enterprise hires approximately 11,000 full-time employees, including more than 8,500 college graduates through Enterprise’s renowned Management Training Program.

From day one, trainees learn how to run a business, manage teams and provide consistently superior face-to-face customer service. Each trainee receives an average of 260 hours — or more than 32.5 days — of professional training in a year through a hybrid of classroom and hands-on experience.

In addition, more than 1,500 undergraduate students participated in Enterprise’s Management Training Internship Program, a summer program that gives future business leaders hands-on experience similar to the Management Training Program.

Employees Around the World We have more than 78,000 employees worldwide. Of those employees, 29% are female, 71% are male, 62% are full-time, 38% are part-time, 72% are hourly and 28% are nonhourly.

TOTAL EMPLOYEES % FEMALE % MALE

CANADA 4,377 22.53% 77.47%

CORPORATE 6,248 55.25% 44.75%

INTERNATIONAL 6,566 35.68% 64.32%

NORTH CENTRAL U.S. 12,480 23.05% 76.95%

NORTHEAST U.S. 13,901 24.13% 75.87%

SOUTH CENTRAL U.S. 13,435 26.65% 73.35%

SOUTHEAST U.S. 9,898 28.40% 71.60%

WESTERN U.S. 12,004 29.49% 70.51%

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PUTTING EMPLOYEES First

Badges of HonorOver the past year, we have won widespread recognition for our robust support for veterans and military families, including:

Secretary of Defense Employer Support Freedom Award

Freedom Award Nominee by the DoD’s Employer Support of the Guard and Reserve

Recognition by the Vice Admiral, Chief of Naval Reserve, for our support of Sailors in the Naval Reserve

Flag of Freedom Award on behalf of Missouri Governor Jay Nixon’s office, for successes under the Show-Me Heroes veteran hiring program

MilitaryFriendly Employer® by Victory Media, publisher of G.I. Jobs

Top 100 Veteran-Fr iendly Company by U.S. Veterans Magazine

We’re also a committed member of the national 100,000 Jobs Mission and Joining Forces Travel Industry Coalition, which work to place veterans in jobs once they return from their tours of duty.

Ongoing DevelopmentAt Enterprise Holdings, training is always available. In total, full-time employees participated in more than 23,000 training hours in FY2013 through internal professional development programs geared to their positions. For employees wishing to further advance their education, we also offer tuition reimbursement of up to $3,000 annually for degree courses that relate to their work.

Benefits & WellnessTo help promote a healthy workplace, we proactively engage employees through monthly wellness campaigns and a centralized employee wellness space on the company intranet that helps ensure access to healthy lifestyle resources and information.

Employees and their eligible dependents are encouraged to know their numbers, conduct online health assessments and schedule annual routine medical visits, dental exams and cleanings and vision exams — all covered at 100% under the preventive care benefit. Tobacco-free members automatically qualify for reduced medical premiums and a free Quit For Life tobacco cessation program is available to all enrolled tobacco-users to help them qualify for similar premium reductions.

Full-time Enterprise employees, as well as their spouses, domestic partners and children, are eligible for health and welfare benefits including medical, prescription drug, dental, vision and life insurance. Tax-advantaged health care or dependent care spending accounts and a health savings account are options for members enrolled in the applicable medical plan.

In addition to personal health, we offer tools to support financial wellness. Many of our full-time and part-time employees participate in our retirement savings plans, , employee discounts and paid leaves of absence for maternity, paternity, adoption, bereavement, jury duty and military duties. We’re also able to retain top talent by offering alternate work arrangements that help them maintain a healthy work-life balance, including flextime, part-time, reduced schedule full-time and/or telecommuting.

Veteran SupportIn FY2013, Enterprise Holdings hired more than 1,600 veterans and reservists into its ranks, and we’re on track to welcome even more through FY2014. In total, more than 6,000 of our approximately 65,850 U.S.-based employees have military experience. For those employees called to serve, we pay the salary differential during their active duty.

19

INVESTING In Our Communities

SUSTAINABLE RESEARCH

AT THE UNIVERSITY

OF MISSOURI The vehicle of the future will be more sustainable than today’s models, thanks in part to innovations in alternative fuel research. As part of our commitment to invest in alternative fuel technologies, the Enterprise Holdings Foundation made a $2 million gift to support sustainability research at the University of Missouri – Columbia (Mizzou). The funds support the Mizzou Advantage sustainable energy initiatives at the University of Missouri – Columbia, helping researchers address energy issues and making inroads into alternative, sustainable sources of fuel.

Enterprise Holdings FoundationWith thousands of neighborhood rental locations, we’re keenly in tune with the needs of the communities where our employees live and work. Our philanthropic giving is steered by the passions and pride of our employees. In 2013, 87 percent of the $22 million given by the Enterprise Holdings Foundation fulfilled grant requests by employees to help community causes they support, including organizations that provide hunger relief, access to education and veteran services.

United WayUnited Way was the beneficiary of our first employee-supported community outreach campaign in 1969, and to this day it remains the only cause we ask our employees to collectively support. Since our relationship with United Way began, employees, the Taylor family and the Enterprise Holdings Foundation have invested more than $66 million in local United Way chapters.

Thanks to the generosity of our employees, Enterprise Holdings was the 13th largest corporate campaign contributor to United Way in FY2013. And the Enterprise Holdings Foundation amplified the impact of payroll deduction and one-time United Way contributions from our U.S. and Canadian employees with a 50 percent match. In the United Kingdom, the Foundation also matches 50 percent of employee contributions through the “Give as You Earn” program.

National Urban LeagueFor nearly three decades, Enterprise Holdings has supported initiatives of National Urban League affiliates across the country. In 2013, National Urban League inducted the company into its “Million Dollar Hall of Fame” for its ongoing support of mission-driven initiatives, such as its national conference, the Equal Opportunity Day Dinner and the Black Executive Exchange Program (BEEP).

Volunteers: Feed MichiganInvesting financially in our communities is only part of our philanthropic efforts. Our employees also invest thousands of hours of personal time in local community organizations. Employees volunteered for an array of projects, including collecting food and other items for local shelters, making repairs to community centers, preparing school supplies for children in need and working on community beautification projects.

Among the many employee volunteer projects around the world, Detroit employees stood out thanks to their unique

“Feed Michigan” initiative. Local branches launched the campaign to address a need they saw in their own community: hunger, which drives thousands of Michigan residents to food banks each year. Employees collected canned goods and pantry staples during a summer food drive, with more than 150 employees volunteering their time at local food banks, pantries and soup kitchens. The group also secured grants from the Enterprise Holdings Foundation for food pantries across the state.

National Center for Civil and Human Rights

The Enterprise Holdings Foundation granted $250,000 to the National Center for Civil and Human Rights in Atlanta, Ga., to support the Center’s diversity outreach initiatives. Once construction is complete, the Center will raise awareness of modern human rights issues and help preserve the legacy of the Civil Rights Movement.

20

In 2007, Enterprise made a $50 million commitment to plant one million trees each year for 50 years. This commitment to work in partnership with the Arbor Day Foundation and the U.S. Forest Service to address the greatest and most immediate reforestation needs has made a significant impact in communities across the country and around the world. Enterprise has planted more than 8 million trees across the U.S., Canada, U.K. and Germany. The total Pledge is the equivalent of planting a new Central Park every 10 days for 50 years.

The 50 Million Tree Pledge planting projects for 2013 include:

250,000 trees in Bastrop State Park, Texas

250,000 trees in Blackwater River State Forest, Fla.

122,500 trees in Boise National Forest, Idaho

122,500 trees in Los Padres National Forest, Calif.

100,000 trees to the Woodland Trust in the United Kingdom, specifically in Wiltshire, Essex, North York, Northern Ireland, Condor, Angus

50,000 trees in Cuyumaca Rancho State Park, Calif.

35,000 trees in Piney, Manitoba, Canada

30,000 trees in Shanksville, Pa., in the Flight 93 National Memorial

25,000 trees in Pike & San Isabel National Forests, Colo.

15,000 trees in Essex County, Canada

Enterprise employees joined the National Park Foundation, several other event sponsors and nearly 600 volunteers at the “Plant a Tree at Flight 93” event in Shanksville, Pa., to help create a living legacy of trees in tribute to the heroes of September 11, 2001. The Foundation planted 30,000 trees to help reforest 23 acres of land in the new national memorial dedicated to the men and women who lost their lives there.

A LIVING LEGACY of Trees

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WHEN DISASTER STRIKES, Enterprise Mobilizes for Recovery

Helping to Mobilize Local ResourcesOur extensive neighborhood and airport network of more than 6,000 branch offices throughout the United States uniquely positions us to provide reliable local transportation alternatives, particularly when hurricanes, tornadoes, wildfires and other natural disasters strike.

Each operating group also has an Action Plan that includes a guide to identify what to do in the event of an emergency, a contact list for key personnel and disaster recovery guidelines for daily rental branches. In the case of Superstorm Sandy, after the storm subsided, employees were already equipped to help first responders with the necessary cars and trucks needed to immediately begin the recovery effort. As operator of the world’s largest fleet of passenger vehicles, Enterprise plays a crucial role in mobilizing communities and expediting recovery work in times of disaster. When Sandy bore down on the East Coast of the U.S., Enterprise was a leading partner in collaborating with federal and local agencies to meet the mobility needs of relief workers.

Superstorm Sandy forced us to close more than 400 of our branches along the Eastern Seaboard and damaged nearly 1,000 vehicles. The situation was compounded by the fact that the storm hit mere days before one of the peak U.S. travel holidays — Thanksgiving. But in the aftermath, local branches sprang back to action and helped coordinate a massive logistical response. Thousands of vehicles from as

far away as Colorado were relocated to meet unprecedented demand from stranded residents, insurance companies, government agencies, disaster teams and local utilities. In response, employees processed more than 26,000 insurance-related car rentals to serve residents whose vehicles were destroyed or damaged by the storm.

The Enterprise Holdings Foundation also donated $1 mil l ion to the American Red Cross to support regional relief efforts.

DISASTER RELIEF DONATIONS

RELIEF EFFORT CONTRIBUTION

Superstorm Sandy Relief $1,000,000

Oklahoma Tornado Relief $100,000

Boston Marathon Relief $50,000

Hurricane Isaac Relief $25,000

Alberta Flood Relief C$20,000 (CAD)

Indianapolis Explosion Relief $2,500“We’re not just a business, but part of the communities, and social

services is a big part of that. Our folks live and work in those areas, so in times of natural disaster, we need

to make friends and not profits.”– Greg Stubblefield

Chief Strategy Officer and Executive Vice President – Global Sales & Marketing,

Enterprise Holdings

Government Executive Magazine

Global Headquarters600 Corporate Park DriveSt. Louis, Missouri 63105

Corporate-Owned

Affiliate

Licensee

Licensee

Licensee

22

With 78,000 employees and more than 8,100 locations in 50 countries and territories, Enterprise Holdings is the world’s largest and most comprehensive car rental service provider. Today our business might look very different from our humble beginnings in a lower-level office of a St. Louis Cadillac dealership. But, at our core we remain the same company Jack Taylor founded in 1957: a values-driven organization with an unwavering focus on exceptional customer service, quality and value. Today, our Executive Chairman, Andy Taylor, and our CEO, Pam Nicholson, continue to instill these guiding principles in everything we do.

ECONOMICS & Governance

23

MANAGING for the Long Term

“We’re learning that if we’re going to be a global brand,

and we need to be competitive in the future, we’ll have to

do it a different way.”– Andy Taylor

Executive Chairman, Enterprise Holdings

Bloomberg

In today’s increasingly global economy, Enterprise Holdings has invested in meeting the demands of customers as they seek international travel opportunities. Our global network now includes corporate-owned operations in the U.K., Ireland, Germany, and most recently, France and Spain.

In addition, FY2013 saw a substantial expansion of locally owned and operated franchises throughout Europe and parts of Latin America:

We announced a new agreement with SharingMatters BV to expand our flagship Enterprise Rent-A-Car brand into the Netherlands. The Netherlands is one of Europe’s strongest economies with a population of nearly 17 million, and this new venture is part of Enterprise’s ongoing European growth strategy.

Strategic franchisee agreements, including Locauto Rent in Italy, Guerin Car Rental Solutions in Portugal and Czechocar in the Czech Republic, brought Enterprise Rent-A-Car’s European presence to 26 countries.

A new agreement with Olecram SA extended the National and Alamo brands to Uruguay. The agreement also includes plans for additional locations at the Montevideo airport, as well as in the exclusive resort destination of Punta Del Este.

As we continue to expand our global presence, we’re committed to sharing and promoting the principles of sustainability that guide and govern our operations. We are actively working to incorporate the new global operations we own into our 20/20 Vision goals and carbon inventory.

Financial Strength and StabilityEnterprise Holdings’ financial strength and stability are unmatched in our industry, thanks to a conservative and disciplined approach to managing our business. We embrace new opportunities strategically, always placing a higher value on the long-term impact than on the potential for short-term gain. For nearly 60 years, our owners, the Taylor family, have put more than 80 percent of the company’s cumulative earnings right back into the business. Our corporate governance program supports our commitments to Enterprise’s customers, employees, business partners and stakeholders, and ensures that our financial management processes are in full compliance with regulations and standards. Enterprise Holdings is the only investment-grade car rental company in North America. We engage quarterly with our financial stakeholders via investor conference calls and provide Generally Accepted Accounting Principles (GAAP) numbers for maximum consistency, comparability and transparency.

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ECONOMICS & Governance

24

The Chairman’s Task ForceThe company’s sustainability commitment is driven by our Chairman’s Task Force — a cross-functional governing body that meets twice each year to set priorities and develop key initiatives that drive our company to a more sustainable future.

Led by Lee Broughton, head of corporate sustainability, this group of 15 department heads and subject matter experts assesses the impact of our operations and identifies ways to reduce costs and waste, while leaving a positive imprint on the communities we serve.

Instilling Sustainability Throughout Our BusinessWe welcomed Peter Seligmann, co-founder, chairman and CEO of the environmental advocacy organization Conservation International, for an exclusive discussion with Lee Broughton. In an hour-long conversation with more than 100 senior leaders, Seligmann highlighted the importance of corporate initiatives that strike a balance between business value and resource conservation. The interview zeroed in on the principles and applications of sustainable business and the critical importance of practices big and small that can help secure a sustainable future for companies and communities.

Board of DirectorsThough Enterprise Holdings is a privately held company, our growth and strategic direction are overseen by a 14-member board of directors. Our board is composed of eight men and six women. 13 members are Caucasian and one African-American. They meet four times a year to provide insight and advice on critical business issues, including guidance on sustainability efforts. The Enterprise Holdings board of directors includes nine current or former employees as well as five externally employed members.

THE CHAIRMAN’S TASK FORCEMarie Artim Vice President, Talent AcquisitionSteve Bloom President, Enterprise Holdings Fleet Management and Senior Vice President, Car SalesSteve Brackney Senior Vice President, Corporate AccountingLee Broughton Corporate SustainabilityBrad Carr Vice President, Corporate Business DevelopmentMark Dennis Director, Federal Income TaxPat Farrell Chief Marketing and Communications OfficerDon Finnegan Vice President, Corporate OperationsCraig Kennedy Senior Vice President and Chief Information OfficerTony Moise General Manager, St. Louis OperationsNeal Schroeder Vice President, Internal AuditRick Short Senior Vice President, Business ManagementPeter Smith Vice President, Global FranchisingGreg Stubblefield Chief Strategy Officer and Executive Vice President – Global Sales & MarketingRoger Van Horn Vice President, Corporate Loss ControlDan Wessel Vice President, Business Management

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Promoting Ethics in our Supply ChainOur internal Ethics Committee is currently engaged in formalizing a Supplier Code of Conduct, which is expected to launch in FY2014. Recognizing that there are differences in laws, customs and economic conditions that affect business practices around the world, our policy will be grounded in a belief that shared values must serve as a common ground between Enterprise and its suppliers.

Supporting Local and Minority-Owned BusinessesWe actively seek out opportunities to partner with minority-owned, women-owned and socially or economically disadvantaged small businesses. In fact, more than $7 million of our annual supplier spending goes to small businesses in the communities our branches serve, and 23 percent of our companywide spending is with minority- and women-owned businesses.

The Enterprise Supplier Diversity Program further enhances our effort to foster financial sustainability within the communities where we work. We track our supplier spending and provide our operations personnel with an internal database of minority- and women-owned businesses for future partnership opportunities. We’re committed to expanding and maintaining these relationships, and our operating groups are encouraged to set annual goals for increasing our collaboration with diverse suppliers.

Business EthicsWe define business ethics as understanding and embracing the highest standards of integrity and displaying those standards in our decisions and actions. It’s one of our core values and a personal commitment made by every employee.

As they work to ensure strict observance of our ethics policies, our business managers draw support from ethics committees located within our global operating groups. These regional leaders oversee employee training and awareness programs that include guidance on how to access our confidential hotline to report any ethical concerns. We track participation through an annual review of our formal ethics policy, which employees sign upon review. One hundred percent of our full-time employees receive a copy of our ethics policy and participate in our ethics program.

Much of our ability to serve our customers depends on the

strong relationships we have with our suppliers — more than 250,000 worldwide.

ENGAGING SUPPLIERS

26

Even as we reflect on the progress we have made in the past year, we remain focused on the future. Here are some of the efforts we look forward to reporting progress in 2014:

A heightened focus on relationships within our supply chain that promote proven sustainable practices, including

the launch of our Supplier Code of Conduct.

Continued emphasis on sustainable growth of the global neighborhood network.

A fresh review of our most material issues that will inform the development of environmental, social

and governance goals for the year 2020.

LOOKING AHEAD

27

Revenue (in billions by fiscal year)

Locations (by fiscal year)

Employees (by fiscal year)

Vehicles (by fiscal year)

1965

0

$2

$4

$6

$8

$10

$12

$14

$16

1975 1985 1995 2005 2013

1965

0

1,000

2,000

3,000

4,000

5,000

6,000

7,000

8,000

1975 1985 1995 2005 2013

1965

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

80,000

1975 1985 1995 2005 2013

1965

0

50,000

100,000

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1975 1985 1995 2005 2013

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ABOUT THIS REPORT

This report highlights relevant company activities in Enterprise’s fiscal year ended July 31, 2013 (unless otherwise noted). The report’s profile disclosures represent information from our company’s operations at the close of fiscal year 2013 for our 8,100 global locations. Our reporting cycle is to issue an in-depth report every other year and briefer updates in the mid-cycle years, such as last year’s fiscal year 2012 update. Moving forward, we will be working to incorporate environmental data for our fully owned branches in France and Spain into our companywide reporting. Franchise branches will not be included.

The report is divided into three primary sections (Environmental Stewardship, Social and Economics & Governance), and focuses on the issues that are material to our business as outlined by our Chairman’s Task Force and informed by dialogue with our stakeholders, along with the initiatives we’re undertaking to address those issues and our targets and performance to date. Information restated from previous reports is included to provide context for progress reported and new initiatives implemented.

The report follows the sustainability reporting guidelines set forth by the Global Reporting Initiative (GRI 3.1), and is a GRI-verified Level C report. A guide to the location of GRI information is available at the end of this report. Carbon emissions inventory data is externally assured by CICS.

For more information, please visit ehi.com/sustainability and drivingfutures.com.

For questions about this report, please contact:

Lee Broughton Corporate Sustainability

Claire Carstensen Sustainability Specialist Office: 314-512-4601 Cell: 314-801-4513 claire.s.carstensen@ehi.com

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GLOBAL REPORTING Initiative Content Index

GRI Index Profile DisclosuresDisclosure Description Location

1.1 Statement from most senior member of the organization Letter from President & CEO Pam Nicholson – pg. 1

2.1 Name of the organization Enterprise Holdings at-a-Glance – pg. 2

2.2 Primary events, brands, products and/or services Enterprise Holdings at-a-Glance – pg. 2

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

Enterprise Holdings at-a-Glance – pg. 2

2.4 Location of organization’s headquarters Economics & Governance – pg. 22

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

Economics & Governance – pg. 22, 24

2.6 Nature of ownership and legal form Visit enterpriseholdings.com/financial-information

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

Enterprise Holdings at-a-Glance – pg. 2Economics & Governance – pg. 22

2.8 Scale of the reporting organization

Enterprise Holdings at-a-Glance – pg. 2Social – pg. 17As a privately held company, Enterprise Holdings does not disclose additional information about the economic values generated beyond our total annual revenues and growth of key organizational assets, including our fleet and number of employees.

2.9 Significant changes during the reporting period regarding size, structure or ownership Economics & Governance – pg. 24

2.10 Awards received in the reporting periodEnterprise Holdings at-a-Glance – pg. 2Social – pg. 18

3.1 Reporting period for information provided About This Report – pg. 28

3.2 Date of most recent previous report About This Report – pg. 28

3.3 Reporting cycle About This Report – pg. 28

3.4 Contact point for questions regarding the report or its contents About This Report – pg. 28

3.5 Process for defining report content

*Economics & Governance pg. 2.Goals & Progress pgs. 4-5Values-Driven Culture pg. 3 Environmental Stewardship pg. 9About this Report pg. 28

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GLOBAL REPORTING Initiative Content Index

Disclosure Description Location

3.6 Boundary of the report About This Report – pg. 28

3.7 Specific limitations on the scope or boundary of the report About This Report – pg. 28

3.8 Basis for reporting on joint ventures, subsidiaries, leased facilities, outsourced operations and other entities that can affect comparability

About This Report – pg. 28Economics & Governance – pg. 24

3.10 Explanation of the effect of any restatements of information provided in earlier reports, and the reasons for such restatement

About This Report – pg. 28

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

About This Report – pg. 28Enterprise Holdings at-a-Glance – pg. 2Economics & Governance – pg. 24

3.12 Table identifying the location of the Standard Disclosures in the report This table

3.13 Policy and current practice with regard to seeking external assurance for the report About This Report – pg. 28

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

Economics & Governance – pg. 23

4.2 Indicate whether the Chair of the highest governance body is also an executive officerEconomics & Governance – pg. 23; for more information visit enterpriseholdings.com/about-us/leadership/

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 nonexecutive members

Economics & Governance – pg. 23

4.4 Mechanisms for shareholders and associates to provide recommendations or direction to the highest governance body

Values-Driven Culture – pg. 3Economics & Governance – pg. 23Social – pg. 16

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

Values-Driven Culture – pg. 3

4.14 List of stakeholder groups engaged by the organizationValues-Driven Culture – pg. 3Environmental Stewardship – pg. 9

4.15 Basis for identification and selection of stakeholders with whom to engage Values-Driven Culture – pg. 3

* Enterprise Holdings relied on four primary sources to determine the topics that are material to our company with regard to our environmental, social and economic impacts: participation in industry sustainability groups and forums as well as interaction with business partners and other stakeholders; the knowledge of our dedicated Sustainability team; the GRI 3.1 Guidelines; and our Chairman’s Taskforce—a cross-functional group of internal stakeholders who serve as proxies for the various aspects of our business and is charged with setting long-term sustainability goals and year-to-year sustainability priorities reflective of the issues most material to our business.

The topics and cases reported on within the FY2013 report reflect the environmental, social and governance initiatives enacted or continued in FY2013 in support of the achievement of our stated long-term goals and continuance of our industry-leading corporate culture, anchored by our values-driven culture (see page 3).

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GLOBAL REPORTING Initiative Content Index

GRI Index IndicatorsIndicator Description Location

EN3 Direct energy consumption by primary energy source Environmental Stewardship – pg. 10

EN4 Indirect energy consumption by primary source (electricity) Environmental Stewardship – pg. 10

EN5 Energy saved due to conservation and efficiency improvements Environmental Stewardship – pgs. 4, 10

EN6Initiatives to provide energy-efficient or renewable energy based products and services, and reductions in energy requirements as a result of these initiatives

Environmental Stewardship – pgs. 4, 6-9

EN16 Total direct and indirect greenhouse gas emissions by weight Environmental Stewardship – pg. 12

EN26 Initiatives to mitigate environmental impacts of products and services and extent of impacts Environmental Stewardship – pgs. 14-15

EC1 Direct economic value generated

Enterprise Holdings at-a-Glance – pg. 2Social – pg. 19-21; As a privately held company, Enterprise Holdings is unable to disclose additional information about the economic values generated beyond our total annual revenues and growth of key organizational assets, including our fleet and number of employees

EC6 Policies, practices and proportion of spending with locally based suppliers Economics & Governance – pg. 25

EC8Development and impact of infrastructure investments and services provided primarily for public benefit through commercial, in-kind, or pro bono engagement

Social – pg. 19-20

LA1 Total workforce by employment type, employment contract and region broken down by gender

Enterprise Holdings at-a-Glance – pg. 2Social – pg. 17

LA3Benefits provided to full-time employees that are not provided to temporary or part-time employees, by significant locations of operation

Social – pg. 18

LA10 Average hours of training per year per employee by gender, and by employee category Social – pg. 18

LA11Programs for skills management and lifelong learning that support the continued employability of associates and assist them in managing career endings

Social – pgs. 17-18

SO3 Percentage of employees trained in anti-corruption policies Economics & Governance – pg. 25

PR5Practices related to customer satisfaction, including results of surveys measuring customer satisfaction

Social – pg. 16