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Resources and RelationshipsBBA Aviation is a values-led organisation. Our Vision, Mission and Values are deeply embedded within our businesses and culture and support our goal of being a responsible company. Our Values guide each of us every day and describe the approach we take to managing our key resources and our relationships with stakeholders.

Good business behaviour drives our reputation with employees and external stakeholders and underpins the sustainability of our business and our financial performance. This means taking a responsible approach to the operation of our companies and the conduct of our personnel; supporting our people; and building strong relationships with our customers, partners, suppliers, and the communities in which we operate. The Board takes overall responsibility for our company culture, setting direction and determining key policies. Day-to-day management is then delegated, via the Executive Management Committee, to our businesses and to the functions that support them.

External benchmarksSince 2006, as BBA Aviation plc, we have been a member of the FTSE4Good index and we participate in the carbon disclosure project. It is BBA Aviation’s objective, over time, to maintain and improve its ranking within the FTSE4Good index and to seek further corporate responsibility benchmarking to guide our efforts and drive continuous improvement in performance.

PerformanceWe focus on delivery of long-term and sustainable value, continuous improvement and reliability.

SafetyWe are dedicated to safety and security, the elimination of hazards and protecting people, property and our environment.

PeopleWe are committed to investing in and empowering our people through training and education and to providing them with opportunities for rewarding careers.

IntegrityWe earn the trust and respect of our stakeholders with honesty, fairness, openness and by honouring our commitments.

ResponsibilityWe are committed to managing our impact on, and contributing positively to society and the environment.

ServiceWe strive continually to anticipate customer needs, exceeding their expectations.

A responsible business

Our Values

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Safety and securityThe safety and security of our teams, our sites, our customers, and all those that come into contact with us, is our number one concern. Safety underpins our licence to operate and it is our view that our employees should expect to leave their place of work safe and unharmed at the end of every day.Our goal is zero preventable incidents (ZIPP) and our Health and Safety strategy seeks to promote and instil a proactive safety culture at all sites to make ZIPP achievable. We are three years into the implementation of a formal Safety Management System (SMS) and are currently operating at Level 3 Proactive Processes (which is the fourth of five levels). Each of our businesses formulates an annual Safety Business Plan which is available electronically so that sites can monitor progress against targets. Performance is monitored at site level through our SHEBBA reporting and management tool. The SHEBBA tool provides critical information on a range of metrics including near misses, hazards and security incidents.Our operational management teams are primarily responsible for health and safety and are supported by a dedicated team of health and safety professionals which reports through a formal health and safety organisation to a senior HSSE (Health, Safety, Security, Environment) lead at each of our businesses. Our critical HSSE training programmes are developed and implemented by this group.

Safety performanceRecordable Incident Rate (RIR)RIR is our primary health and safety performance metric. RIR is measured as the total number of injuries and illnesses multiplied by 200,000, divided by the number of actual hours worked by all employees.

2018 2.192017 2.362016 1.812015 2.162014 2.41

Data includes Engine Repair and Overhaul and EPIC. Data excludes Firstmark which will be included from 2019.

Number of locations achieving zero RIR132 of 208 or 63% of BBA Aviation reporting locations achieved zero RIR during 2018.

2018 1322017 1312016 1382015 932014 86

Data includes Engine Repair and Overhaul and EPIC. Data excludes Firstmark which will be included from 2019.

The Signature Safety Observation programme uses direct observation of service functions to identify non-compliant behaviour and address safety risk. The checklist programme went digital in 2018.

32 Strategic Report BBA Aviation Annual Report 2018

During 2018 we introduced a number of significant new initiatives to support continuous improvement in our safety culture and performance. These include going mobile with the SHEBBA tool at Signature, enabling our teams to have access to data and record safety-related events in real-time, as well as launching a new Signature safety communications site to connect to key safety related resources, including videos, alerts and Signature’s weekly HSE newsletter. We also put greater focus on safety training compliance through the HSE audit process and increased communication with our FBO General Managers. A number of safety training modules were rolled out to our recently acquired EPIC business during the year.Our third annual ZIPP Global Safety Day was held in March with the theme ‘back to basics’, encouraging our teams to take a fresh look at safety and individually commit to making every day a Safety Day. Our Health and Safety Approach is available to download from the Corporate Responsibility section of the BBA Aviation website.

Key HSE performance data is displayed and updated in real time on an interactive screen in a busy communal area at Ontic Cheltenham.

IS-BAH accreditationIS-BAH (International Standard for Business Aircraft Handling) is the only recognised global safety standard for business aviation. Accreditation demonstrates a location’s compliance with a wide range of safety protocols and is a positive tool for strengthening relationships with our customers and airport partners. Over the last two years, Signature has been pursuing a programme of accreditation and, to date, is accredited at 11 locations (9 EMEA, 1 North America and Panama). We are closely monitoring the benefits of accreditation and expect to continue to grow the number of accredited sites over the next few years.

Safety Observation ProgrammeSignature’s Safety Observation Programme was launched in 2015 and is designed to identify at risk activity and behaviour through direct observation of our employees, with the goal of addressing safety risk before it materialises as a near miss or incident. The programme uses checklists that are activity oriented and organised by service function (e.g. fuelling, towing, de-icing), with outcomes used to inform our training, mentoring and coaching activities. In 2018, the programme went digital, with sophisticated dashboards and reports that enable our teams to work quickly and actively monitor trends in real time.

Everbridge emergency communicationOur new Everbridge emergency communication tool enables us to quickly connect with, and account for, employees in emergency situations such as hurricanes, tornadoes, wildfires and security incidents. The cloud-based resource is tied to our HR system and contacts our people automatically via various means (email, phone, app), enabling our field teams to focus on dealing with the situation at hand.

Security incident exercisesIn August and September, our Business Continuity Management team and PwC directed two table top security incident exercises to test and refine the actions and processes outlined in Signature’s Emergency Preparedness and Response Plan. At Signature Teterboro (TEB), working with the local police, we considered an incident in which a suspicious package was found in the FBO lounge, a jet was boarded illicitly, and the pilot taken hostage, and the airport shut down and evacuated. In the second scenario, working with the airport team at Luton (LTN), two suspicious packages were found and identified as explosive material, and an individual with no credentials was arrested having been seen tampering with an aircraft – also leading to evacuation. Both exercises provided key learnings that have now been incorporated into the relevant plans.

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Our peopleWe are committed to providing a safe, secure and inclusive environment for all our people and to helping them achieve rewarding and fulfilling careers.Our people are the foundation of our success. Their service skills and their functional, operational and engineering expertise are the core of our business. Ensuring that we attract, develop and retain the best people is vital to our future success.Our Human Resources strategy aims to create a workplace that supports our employees to reach their own goals, offering a competitive salary in a meritocratic environment, recognition for achievement and contribution, appropriate training and development, and a culture that is inclusive and embraces diversity. We aim to engage all of our employees in these efforts, and in the strategic goals of the Group and our businesses, by empowering individuals and pushing accountability and ownership to the most local level so that everyone benefits.Leadership and learningWe provide every member of our team with specific and relevant job-related training and with opportunities to expand their knowledge and capabilities and give them the tools to reach their potential. Our recent focus has been on developing the skills of our leaders, so that they may better support the needs of the business and of their teams.Recognition and communicationRecognition is an important part of our culture. Exceptional performance is highly valued and is recognised and rewarded through programmes such as Tow It Like You Own It at Signature, our Group-wide Above and Beyond cards, and our Vision, Mission and Values Awards. With locations all over the world, we have developed a range of methods to formally communicate with employees – these include a regular newsletter, digital updates, shift-briefs at Signature, All Hands meetings at Ontic, and multi-media programmes to support specific initiatives such as our recent Employee Engagement Survey and the launch of our Cyber-Security Toolkit.Inclusion and diversityWe recognise that inclusion and diversity are an important factor underpinning our future success. Building on work we have done in the past, in 2018 we partnered with an external specialist to agree our definition of inclusion and diversity and set out a vision and a strategy to achieve tangible and measurable results over the next three years. This work was informed by findings from our 2018 Employee Engagement Survey, which contained specific questions on this area and will be supplemented by data from focus groups undertaken in February 2019.Our BBA Celebrates! initiative continued in 2018. This aims to involve our employees in a variety of local and global cultural events and holidays, thus seeking to celebrate the diversity of our team at a grass roots level.Our Equal Opportunities and Anti-Harassment Guidelines set out our expectations of employees in this area and our approach to dealing with issues should they arise.

Recognising that gender is only one form of diversity to which we are committed, we are pleased that women make up 25.5% of our employee population. At the date of this report we have four female non-executive directors on our Board and one female member on our Executive Management Committee.In 2018 we published our first Gender Pay Gap report for H+S Aviation in the UK and, in 2019, will publish reports for both H+S Aviation and Ontic UK. The table below shows the percentage of women employed in various roles at 31 December 2018:

Population1 Total population No. of women % of women

Board 9 3 33.3%Executive Management Committee 9 1 11.1%Senior management 86 16 18.6%Directors of subsidiaries included in consolidation2 31 4 12.9%All employees of the Group 7,181 1,833 25.5%

1 Data includes Engine Repair and Overhaul.2 This disclosure includes dormant companies and multiple directorships, and we do not believe it is an

accurate indicator of diversity.

Ontic has a range of development programmes to support the ongoing needs of its team and the continuing growth of the business.

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Listening to employeesIn October/November 2018, working with Gallup, we undertook a formal Employee Engagement Survey, our first since 2014, to gather quantitative feedback from our team on a range of issues from safety and customer service to leadership and recognition. This work followed a separate, more informal process to gather qualitative feedback from the Signature and BBA Aviation Group teams. 71% of our employees participated in the Gallup survey, and the results from both surveys are being used to develop action plans for improvement at a local level during the first quarter of 2019. Local managers are being given access to anonymised data from their areas so that they are empowered to drive this process and so that our employees see the results of their feedback.

During the year we made significant progress with the roll out of our new global HR information system, which will streamline our performance management process, deliver better reporting and analytics, and give employees better access to key personal data. We have developed the next stage of our Signature Manager in Training programme which is designed to build a ‘ready now’ pipeline of talent for the critical FBO General Manager role.Our leaders are being supported by our new LEADS (Leadership, Education, Action, Development, Success) initiative, which offers monthly leadership resources, online access to hundreds of courses, and quarterly virtual roundtable discussions that all of our leaders can join. Ontic is also pioneering new bitesize peer training events where leaders come together to work through a specific management theme, e.g. performance review, and then share their individual experiences.For the second year in succession, we sent a delegation of young leaders to the One Young World global summit. The group will make regular presentations to the Executive Management Committee on ideas arising from their experience.Human rightsWe respect the principles of the Universal Declaration of Human Rights and the International Labour Organization’s core conventions. We are committed to treating people according to merit and contribution, refraining from coercion and never deliberately causing harm to anyone. BBA Aviation has not adopted a formal human rights policy as we believe that our existing adopted policies and our Vision, Mission and Values recognise the importance of how we conduct our business and its impact on a wide range of stakeholders, and therefore our responsibilities in relation to human rights. The requirement for a specific human rights policy will continue to be monitored.

We are committed to listening to our employees. Data from our 2018 Employee Engagement Survey has been provided to managers to empower them to work with their teams to create and deliver local action plans so that they can see the results of their feedback.

Signature Managers in TrainingSignature’s North America Manager in Training programme takes participants through a rigorous 18-month curriculum in which they are trained in all aspects of operating an FBO. Upon successful completion, trainees are assigned a General Manager position within the North American network. Applications to the programme are encouraged from FBO employees working in a range of service activities.

Ontic Growth NetworkThe Ontic Growth Network is a development forum for employees to learn from the experience of others and debate issues online and through special events such as senior leadership team Q&As. The forum is currently operational at Ontic Cheltenham and will be rolled out to the wider BBA Aviation group as the BBA Aviation Growth Network during 2019.

Integration of Firstmark The acquisition of Firstmark brought more than 70 new employees into the Ontic team. Prior to the completion of the acquisition, a detailed plan was put together to welcome the new team and integrate them into the Ontic and BBA Aviation family. An All Hands meeting with the Ontic Senior Leadership Team was held at each site in the two days following the acquisition and a dedicated website portal and email address provided for information and questions. Reciprocal manager visits have taken place between the Ontic Chatsworth and Firstmark sites and Firstmark employees took part in the Employee Engagement Survey at the beginning of 2019. During the first half of 2019, Ontic expects to roll out to Firstmark its safety and training programmes and other BBA Aviation resources.

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Customers, partners and suppliersWe aim to deliver a customer experience and service that goes beyond expectations and develop long-term, mutually beneficial relationships with our airport and OEM partners and our suppliers.Our customers and partners expect high quality, reliability and excellent service from our businesses and from our people. Service and relationships are at the heart of what we do, whether we are dealing with an arriving VIP and his or her aircraft, negotiating with an airport authority, or planning a product transition with an OEM and its customers. We are focused on driving incremental improvements every day through the quality of our people, through investment in our sites and our infrastructure, through new and efficient ways of working, and by leveraging technology and data to anticipate customer needs and support the customer journey.Ethical conductBBA Aviation’s suite of ethical conduct policies embodies our commitment to ensuring that our business relationships and our supply chains are managed in line with our Values and the national and international legal frameworks in which we operate.Our Code of Business Ethics is the cornerstone of our compliance mindset and corporate programmes. Flowing from the code, our other policies, procedures and internal controls are designed to address specific issues, conduct or risks in a more comprehensive manner, including bribery and corruption, for which we have a standalone policy. The code requires all BBA Aviation employees to conduct themselves according to the language and spirit of the code and to avoid even the appearance of improper behaviour.Our Third Party Vetting Policy sets out guidelines and procedures for assessing BBA Aviation’s business partners through due diligence processes. Depending on the relative risk associated with a third party (determined using criteria such as country, proposed relationship, etc.), we undertake standard or enhanced due diligence on third parties with whom we do business, including suppliers, contractors and service providers. In addition, our Code of Ethics for Suppliers, Contractors and Consultants clearly sets out our expectations for our business partners concerning compliance with all applicable laws; conduct of business in a fair and ethical manner; respect for human rights;

conservation of the environment; and provision of high-quality, safe products and services. Our compliance programmes are subject to continuous improvement, including evaluation against best practices and external benchmarking, and we periodically undertake audits and/or request confirmation of compliance from suppliers and other parties deemed to be high risk. Internal compliance with our policies is monitored and reported through our Internal Audit process.Disclosure of unethical conductWe are committed to fostering a transparent, open working environment where concerns can be readily raised and grievances can be properly addressed in a timely and confidential manner. Our Disclosure of Unethical Conduct Policy describes our open reporting culture and processes. Our employees are required to report any actual or suspected unlawful or unethical business practices. The policy enables anyone working in or for a BBA Aviation company who suspects that any unlawful or unethical business practice is being carried out (or is likely to be carried out), by any BBA Aviation employee or by any supplier, or other person providing services to or acting on behalf of BBA Aviation, to raise the matter immediately. Retaliation for reporting concerns is strictly prohibited as a matter of company policy. A bi-annual summary of any reports is prepared for the Audit and Risk Committee.Our Ethics policies are available to download from the Corporate Responsibility section of the BBA Aviation website. Our policies are reviewed on a regular basis and our legal team provides mandatory training on an annual basis to all managers and to employees working in roles that require it.Modern Slavery StatementBBA Aviation’s Modern Slavery Statement is available to download from the Corporate Responsibility section of the BBA Aviation website. It details the work done by the BBA Aviation Procurement Council in 2017 and 2018 to analyse the entirety of our supply chain spend and identify any areas that might be at risk of modern slavery practices. We experienced full co-operation from our business partners in this process and believe that the systems of control and compliance we have in place enable us to effectively safeguard against these practices.

Service with a Leading EdgeSignature’s Service with a Leading Edge cultural orientation workshop is mandatory for all new Signature employees within 90 days of joining. It aims to engage every team member with the Signature Service Promise and give them the knowledge and the tools to delight the customer, whatever their area of work or level of seniority. The four-hour programme uses a mix of presentation and discussion to guide participants to understand the value of great service and being a positive brand ambassador and drive individual accountability for delivering it. The workshop is facilitated by Signature employees who are able to draw on their own experience to enhance the session.

Ontic value streamsAt Ontic, it is recognised that different market segments and different customer groups expect different service standards and have different requirements for specialist skill sets. Ontic therefore organises its business by discrete value streams, with each identified value stream – for example Military MRO services and Civil OEM parts supply – supported by multi-disciplinary teams dedicated to meeting the needs of that particular market or customer group and their platforms, thus optimising the relationship with Ontic.

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EnvironmentWe are committed to working in ways that limit the impact of our business activities on the environment and to proactively managing environmental resources.We aim for continuous improvement in environmental performance every year, including the elimination of environmental incidents such as fuel spills. We monitor external developments to ensure that we remain compliant with all environmental legislation (local and national) and watch developing technology – for example solar, alternative fuel vehicles, and sustainable aviation fuel – to understand if they might have practical application at BBA Aviation. Our real estate investment activities have regard to environmental issues and we aim for best practicable environmental performance through design, materials and the inclusion of environmentally friendly systems.Our SHEBBA reporting system collects and records each location’s use of resources such as electricity, natural gas and water. Dashboards within the tool show targets and analyse current performance at each site to drive awareness and engagement amongst our employees who can make a difference on a daily basis.Our Environmental Policy and Approach is available to download from the Corporate Responsibility section of the BBA Aviation website.Environmental performanceBBA Aviation has voluntarily reported on environmental metrics for a number of years and KPIs are normalised for comparison purposes to dollars of revenue. We use the services of an external consultant to review and provide third party verification of the process for collecting and consolidating this data.

A Lektro aircraft tug is inspected prior to a tow. Signature’s fleet of ground support equipment includes a variety of electric vehicles from electric tugs to belt loaders. Signature also uses hybrid electric crew cars at a number of locations.

Ground support equipmentSignature operates a large fleet of ground support equipment (GSE), from fuel trucks to smaller items such as tugs and lavatory and water carts. Availability and viability of alternative technology options for lighter equipment has improved significantly and we have many electric items in our fleet such as tugs, towbarless tractors and belt loaders, which also have a low cost to operate and maintain. At multiple airports in the USA, we are working with the airport authorities and other agencies on strategic plans to convert fully to electric, utilising new state funding. We have an active fuel

truck renewal programme which, in the absence of in-production alternative technology models, is focused on vehicles with low emission, efficient diesel engines.

Alternative fuelsSignature is currently working with a coalition of airlines, aircraft operators and fuel companies on a sustainable aviation fuel initiative at San Francisco International Airport. A commercial supply of sustainable fuel has been identified and tested and it is hoped that Signature will be able to offer the alternative to customers in the future.

The table below shows the disclosures in a format that is consistent with previous disclosures:Units 20181 20172 2016 2015 2014

Electricity consumption KWh/$m revenue 37,255 46,308 49,241 50,676 49,206

GHG emissions CO2e tonnes/$m revenue 29.04 37.46 38.29 53.41 53.42

Water consumption 1,000 litres/$m revenue 121 180 159 203 169

Revenue $m 2,880.9 2,370.6 2,149.1 2,129.8 2,289.81 Data includes Engine Repair and Overhaul. During 2018 we acquired EPIC Aviation and Firstmark Corp.

2018 energy data was not readily available for reporting and is therefore excluded from the 2018 data. Both companies’ data will be incorporated in 2019.

2 2017 recalculated for latest available data.

Greenhouse gas emissions reporting dataWe have reported on all of the emission sources required under the Companies Act 2006 (Strategic Report and Directors’ Report) Regulations 2013. All of these sources fall within our consolidated financial statements. We have used the World Business Council for Sustainable Development/World Resources Institute Greenhouse Gas Reporting Protocol Corporate Accounting and Reporting Standard (revised edition), and emission factors from the UK Government’s GHG Conversion Factors for Company Reporting 2018, EPA Emission Factors for Greenhouse Gas Inventories 2018 and EPA Emissions & Generation Resource Integrated Database eGRID2016.Units 20181 20172

Combustion of fuel and operation of facilities 37,021 36,409 tCO2eElectricity, heat, steam and cooling purchased for own use 46,645 52,395 tCO2eTotal GHG emissions 83,666 88,804 tCO2eGHG emissions per $m of revenue 29.04 37.46 tCO2e

1 See footnote 1 above.2 See footnote 2 above.

Recorded total greenhouse gas emissions have decreased relative to 2017. The main contributor to this reduction is the use of updated greenhouse gas emission conversion factors for electricity consumption in the United States and the United Kingdom, where there is a decrease in the greenhouse gas emissions per kilowatt hour of electricity. Electricity consumed by BBA Aviation decreased 2.2% from 2017 to 2018, however greenhouse gas emissions from electricity consumption decreased 11%. 2017 greenhouse gas emissions have been restated based on updated data now available.

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CommunitiesWe aim to have a positive impact on our local communities by creating employment, demand for local services, and by encouraging and supporting our teams to contribute to causes they care about.We recognise the benefits of working in partnership with the communities in which we operate, and our sites play an active role in local projects and local and national organisations by supporting educational initiatives, volunteering, fundraising and taking part in events.Our teams are encouraged to focus their efforts on activities and organisations in the fields of aviation, education and STEM (Science, Technology, Engineering and Mathematics) and those that benefit their immediate local areas or that have a specific connection with a site or employee. It is recognised that participating in these efforts engages employees and builds strong teams as well as helping others.Our local efforts are complemented by the BBA Aviation parent company charitable giving programme which, since its launch in 2010, has donated more than $1.8 million to charities and organisations around the world. Twice a year, employees are invited to make recommendations for donations, with applications considered by a committee of peers. Members of the Ontic Cheltenham team clear debris from a local

cycle route as part of a work day with the Sustrans organisation.

In conjunction with the Women in Aviation Palmetto Pride chapter, Signature Charleston (CHS) hosted its second Girls in Aviation Day in 2018. More than 80 girls took part in a range of activities and talks designed to introduce them to the many opportunities available in the aviation sector.

California wildfiresBoth Signature Van Nuys (VNY) and Signature Santa Barbara (SBA) were on hand to support rescue and relief efforts during wildfires this year. In the aftermath of January’s Thomas wildfire and subsequent mudflow event in Montecito, SBA’s main terminal became a triage centre for air-rescued residents of the mudflow area and the location supported around 50 helicopter rescue operations. In the weeks following, with the freeway closed, local pilots volunteered their time to transport emergency responders from other airports to SBA. Signature donated approximately $25k of aviation fuel to support these efforts. During wildfire season VNY becomes the base of operations and fuelling post for Southern California Cal-Fire and its amphibious and tactical firefighting aircraft, including the ‘Super Scooper’, which has been supported by VNY for many years.

Girls in Aviation DayEnsuring that the aviation sector is attractive to women is an important part of creating a diverse, inclusive and successful company. BBA Aviation has strong local links to the Women in Aviation International (WAI) organisation. Signature is a sponsor of its annual conference and provides a scholarship to support a woman pursuing an aviation-related undergraduate or graduate degree. Girls in Aviation Day, held in October, was supported by many of our sites, which set up and participated in special activities for girls in their local communities aged 8–17.

A Canadair CL-215 ‘Super Scooper’ amphibious firefighting aircraft returns to Signature VNY. Signature supported a range of aircraft operating for Cal-Fire during the demanding 2018 California fire season.