JANITORIAL CLEANING

WHAT AND WHERE

COMPASS GROUP

EUREST ROMANIA

CORPORATERESPONSIBILITY

QUALITY

FINANCIAL REPORTING

PROCUREMENT

HR

THE COMPASS SERVICE FRAMEWORK

COMPASS GROUP

ABOUT COMPASS

GUIDING PRINCIPLES

A world-leading foodservice and support services company

Annual revenues of over £12bn 388,000 employees

Global reach - 50 countries

Provide services in over 40,000 client locations

Portfolio of market leading sector brands

90 of the Fortune 100 companies are our clients

We are passionate about quality services

great people. great service. great results

Health, Safety and Environment First

Delivering for Clients and Consumers

Developing our People and Valuing Diversity

Profitable Growth

Constant Focus on Performance and Efficiency

EUREST ROMANIA

ABOUT EUREST ROMANIAEurest Romania is part of Compass Group the leading

provider of food and support services. A VALUABLE PARTNER: our very first client in Romania is still with us after ten years.

PIONEERING: the first company to offer clients an intranet to monitor its performance

PROFESSIONAL: we are the first Romanian support services company to be ISO 9001 and ISO 22001 certified and we are holders of ISO 14001 and OHSAS 18001 certificates.

EUREST ROMANIA

Food services

In-House Restaurants

Fine Dining

Café Outlets

‘Retail’ Convenience

Vending

Support Services

Cleaning & Housekeeping

Business & Office Services

Outdoor Services

Maintenance

Logistics & Transport

WHAT WE DO

EUREST ROMANIAFACILITY MANAGEMENT – OUR UNDERSTANDING

The provision of FM (Space – Services – Technology) is build around a deep understanding of the core business and its challenges to ensure sustainable value creation

Supply ChainServices

CorporateServices

OfficeServices

MobilityServices

Technology Support

WorkspaceServices

BestCapabilities

GreatPerformance

EUREST ROMANIADEVELOPING SUPPORT SERVICES CAPABILITIES

Measurementdelivery

Trainingenablement

Implementationintegration

One Platform - CSFconsistency and quality

Compliance profile

0%

20%

40%

60%

80%

100%Contract Management

Account Management

Request Management

Escalation Management

Change Mangement

Resource Management

Performance & Reporting Mgt

Supplier Management

OSP deployment compliance

HSE compliance (Operational and SMM check)

CompliancelevelComplianceTarget

One Team - CPEsownership

One Brandsector specific

EUREST CODE OF ETHICSAs a world leader in our field we have to set the very

highest standards for the quality of the services we provide and the professional and ethical way we run our business. Our reputation and future success depend on it.

The behaviour and actions of everyone of us, everyday, everywhere in the world we operate can impact this. Every individual employee in Eurest shares a responsibility to uphold these standards and to conduct our business in a professional, safe, ethical and responsible manner. This is without exception and without compromise.

We have a range of resources available to help people understand how these principles work in practice, access to support if they are unsure of how they apply to specific situations, and channels to raise issues where they feel they are being breached.

UN GLOBAL COMPACT

To further underline this we are a signatory to the United Nations Global Compact, a UN initiative to encourage companies to commit to make human rights, labour standards, environmental responsibility and anti-corruption part of the business agenda whilst maintaining competitive advantage.

EUREST ROMANIAVISION

The business strategy began with the development of our Vision and Values in 2002 whereby we embarked on creating a unified solution and provide one cohesive philosophy that would be adopted and understood.

Our vision is “great people, great service, great results”

Great people are at the heart of our success and our people aim to deliver great service with a commitment to quality that our customers expect.

We believe that delivering great service enables the achievement of consistently great results

GREAT PEOPLE

GREAT SERVICE

GREAT RESULTS

DELIVERING EUREST ROMANIA VISION

To ensure that the vision and values and group strategy are realised Eurest has identified five core strategic areas and key performance indicators which have been aligned under each of the elements of the Vision statement.

Our statement takes the form of a simple summary card which we call ‘Our Future’ and provides the template for communicating our business strategy to our management teams.

CAN DO PHILOSOPHY

Eurest people exhibit a ‘can do’ philosophy at every opportunity. They are self-sufficient, take the right actions at the right time and can anticipate and plan ahead. We are prepared to take initiatives based on our track record, to continually improve situations for our clients, customers, partners and employees.

At Eurest there is no passing the buck, everyone is accountable for the success of the company

WIN THROUGH TEAMWORK

Eurest recognises that people who work in teams are better at building mutual respect and trust, which generates greater success. We build teams across national, cultural and functional boundaries to enable balanced decisions to be taken and aim to foster trust through our open and straightforward, manner, seeking and giving honest feedback in a constructive and realistic way. We encourage Client and Eurest teams to bond and create a unique community spirit, which builds lasting and friendly relationships that helps sustain ours and our client’s growth.

The Vision has provided a clear direction, and the Values have crystallised the behaviours that have and will continue to make us successful in the future. By getting our people to understand, respect and want to embrace them, we continue on our journey taking us from ‘Good to Great’.

INTEGRITY, OPENNESS AND TRUST

As a world leader in our field we have to set the very highest standards for the quality of the services we provide and the professional and ethical way we run our business. Our reputation and future success depend on it.

The behaviour and actions of everyone of us, everyday, everywhere in the world we operate can impact this. Every individual employee in Eurest shares a responsibility to uphold these standards and to conduct our business in a professional, safe, ethical and responsible manner. This is without exception and without compromise

At Eurest we embrace diversity and encourage the development of sustainable opportunities for local manufacturers, suppliers, employees and customers. We make a difference by encouraging the uniqueness of all our partners and colleagues and we recognise that listening to people contributes to our greater success.

PASSION FOR QUALITY

At Eurest we have a passion for quality, and are proud of our people, capabilities and network that bring all the components together successfully. We recruit, manage and develop people who are proud to provide great customer service and go one step further to capture the benefits built upon continuous improvement.

We invest time, effort and money in order to provide individually tailored solutions and ensure on time delivery. Through the motivated and proactive provision of multi-support service solutions, we achieve world-class, long-term relationships with our clients.

SUCCESSWe share the benefits of our great

performance with all our stakeholders - governments, clients and partners, customers and suppliers, local communities and employees - and foster successful performance, whilst encouraging people to have fun.

We have created a culture where our people are thanked, recognised and rewarded for success. At Eurest we establish mutually commercial and competitive partnerships to support one another and to provide opportunities for innovation and growth for everybody concerned.

CORPORATE RESPONSIBILITY

RESPONSIBILITYEurest is committed to growing

responsibly. We believe responsible business comes from listening and learning and having in place a clear corporate responsibility vision and strategy. It also comes from having the processes and systems to follow through and an embedded commitment to living our values.

How a company lives out its values and meets its responsibilities is an increasingly important focus for all our stakeholders. The leading companies of the 21st century must rise to the challenge that this increasing focus presents, as it is no longer good enough to merely say you are making profits

The Five Pillars of Corporate Responsibility are our way of allowing us to manage the key issues which impact, or have the potential to impact, our business and our people. They demonstrate the importance of corporate responsibility within our business.

THE 5 PILLARSEach day we look to:

Support and develop our employees

Run our business to the highest ethical standards

Ensure the good health and well-being of our consumers

Reduce our impact on the world in which we live

Make a positive contribution to the communities in which we live and work

OUR HUMAN RESOURCESTRAINING

We are committed to encouraging the continuous development of our people, with the objective of maximising both their career potential and the overall performance of the business. Emphasis is placed on work-based learning, with the provision of development opportunities supported by appropriate coaching and mentoring. This is supplemented by more formal training programmes, such as workshops.

The Learning & Development team are a vital part in the process of keeping employees motivated and improving the business by giving our people enhanced skills and knowledge through development in the classroom and work based learning.

We are the only company in our sector to offer a comprehensive training program for our employees. We are also the only company to operate a regional training centre to train all our unit managers.

EQUAL OPPORTUNITIES

We have an ongoing commitment to promoting equal opportunities and expect all of our employees to be treated with respect and dignity. Our policy ensures both current and potential employees are offered the same opportunity to do a job regardless of sex, race, colour, religion, nationality, ethnic origin, age, sexual orientation, marital status or disability.

We value the diversity of our people and strongly believe that a more diverse workforce is a more creative workforce, and better able to adapt to change.

ENGAGEMENT AND CULTURE

To understand the needs of our team and offer the best level of support, we encourage everyone to take part in a regular people survey.

ENVIRONMENTEurest Romania is the only support services company in

Romania to have the ISO 14,001 certification. This is a great example of our pioneering spirit. By 2012 all our units will be ISO 14,001 certified in line with our internal guidelines.

Besides having a recycling program in our head office we also started to replace our old printers with newer printers using greener technology such as solid ink cartridges and power miser features. To further drive down paper consumption our office is using Greenprint software (www.printgreener.com) to minimize our paper consumption

In the canteens Eurest is again taking the lead by being the first and only catering company to recycle our food waste.

COMMUNITYCorporate Community Investment

(CCI) continues to evolve withing companies.

It has moved beyond philantropy and paternalism to become more integrated into a company’s strategy and its core business

CCI is no longer an add-on or narrowly defined as ‘the right thing to do’. Companies are increasingly integrating it into their business culture, strategy and decision-making processes

There are a number of different ways that companies implement CCI in their business, including:

Working in partnership with charitable organisations

Employee engagement

Payroll giving

Donating goods to charities

Cause-related marketing to raise funds and awareness about charities and good causes.

QUALITY

QUALITY MISSIONThe long-term business success of Eurest Romania

depends on our ability to continually improve the quality of our services and products we provide to our Customers, ever mindful of the need to protect people and the environment. Emphasis must be placed on ensuring health, safety, environmental protection, quality enhancement and community goodwill. This commitment is in the best interests of all our stakeholders - our customers, our employees, contractors, and the communities in which we live and work.

We are committed to:

Protect, and strive for improvement of, the health, safety and security of people at all times; we believe that all accidents can be prevent

Eliminate Quality non-conformances and HSE incidents;

Meet specified customer requirements and ensure continuous customer satisfaction;

Set QHSE performance objectives, measure results, continually assess and improve processes, services and product quality, through the use of an effective management system

Communicate openly with stakeholders and ensure an understanding of our policies, standards, programs and performance.

Recognize and reward outstanding Quality performance.

This commitment to quality is based on the principle that the effective and consistent implementation and maintenance of operational systems, HSE systems and the development of all our people will result in the continued satisfaction of both our customer needs and their expectations. We recognize the importance to our future of adopting a strategy, which bases the development of its business on the pursuit of quality throughout the organisation.

Additionally this commitment is based on the implementation of a management system that reflects the business requirements of the company. This management system is defined in our Quality Manual, which provides clear standards and guidelines in all the appropriate areas of the Company’s activities and at all levels.

It is our aim to achieve our objectives through a process of continual improvement of the Eurest’s activities by the planning, setting and implementation of specified and measurable quality objectives by the Management Team and the regular review of the effectiveness of the Quality Management System via the Management Review process.

It is the intent of the Eurest that its management system will, at a minimum, satisfy the requirements of its Staff, Customers, the ISO 9001:2008 / 14001 / 18001/ 22001 Quality Management Systems standard, and all legal and regulatory requirements.

QA/QC PLAN – WRITING WHAT YOU DO AND DOING WHAT YOU WRITEEUREST QUALITY MANAGEMENT SYSTEM

Eurest has implemented and certified with and external organization a management system designed to follow Quality principles stated in ISO 9001 standard. The Quality management system has been applied in order to easily undergo slight changes to adapt to any client’s needs. The Quality System implemented and maintain in Eurest has the great advantage of being a remarkable support to easily integrate other ISO family standards like ISO 14001, ISO 18001 and ISO 22000. This System undergoes at the moment two surveillance audits per year and recertification audits once every 3 years. All Eurest locations and staff have the Integrated HSEQ Handbook available on paper and on electronic support, with permanent access to advice and counseling from the Head Quality Department.

DESCRIPTION OF THE TQM TOTAL QUALITY MANAGEMENT SYSTEM

Eurest quality management system is described in details in our Company’s Quality-HACCP Manual. All documents supporting this Management System include a pyramid having at top the above Quality-HACCP Manual.

We have developed a number of handbooks which serve as an aid to our employees in carrying out critical activities and meeting company, customer and statutory requirements. The handbooks, which are constantly updated based on experience transfer Best Practice sharing and/or new statutory requirements, are important toolkits for our employees.

EUREST CERTIFICATESHolder of ISO / HACCP certification 22000:2005

Holder of ISO 9001:2001

Holder of ISO 14001:2005

Holder of OHSAS 18001:2008

SERVICE MONITORINGPROACTIVE: CUSTOMER SATISFACTION SURVEYS

Customer Satisfaction Survey is the number one priority of Eurest and assessing the degree of satisfaction is an fundamental to our success. Surveys of services by our consumers are conducted periodically, twice/year, as stated in our Customer Satisfaction Monitoring Procedure. The aim of the survey is to identify the actual satisfaction experienced by individual customers of services provided by Eurest. A survey highlights weak and strong points and ensures that we focus on areas for improvement. Together with other important Performance indicators, the results of Customer Satisfaction Survey is an important KPI to be compared against the agreed level of service. Service Performance Reporting during Operational Meetings with our Clients benefit from Customer Satisfaction results input.

REACTIVE: ONLINE FEEDBACK FORMS

This is another tool in our arsenal to ensure we respond to consumers input. Consumers are encouraged to provide feedback in our comments books that are present in all our delivery points or online at their convenience. It is mandatory for our units to respond within 24 hours to consumers.

SYSTEM MONITORING

Eurest emphasizes on prevention rather than inspection based audits in risk areas, by proactively implementing the necessary training in the relevant activities. Eurest has trained and authorized internal auditors who perform random inspections as well as announced full internal audits in order to assess the following main elements:

Regular planned audits and inspections are carried out to verify that our activities comply with health, safety and working environment requirements. All controls, inspections and audits are described in General Procedure Internal Audit and are always available to all our Internal auditors and clients.

As part of the total quality management system, our internal control system focuses on customer needs and the most efficient approach to our activities.

The objectives of audits are:

to determine the conformity or nonconformity of the system based on documented evidence and audit results, and to meet regulatory requirements

to determine the effectiveness of the implemented system in meeting specified measurable quality objectives

to improve the system based on customer’s needs

continuous improvement as a basic principle of Quality and Eurest objectives.

In addition, various controls and inspections such as hygiene, cleaning, HSE, Environmental etc. are done at each business unit by supervisory personnel to ensure that performance is in line with our objectives.

Degree of conformity against agreed Eurest

procedures

CONTINOUS IMPROVEMENTEurest’s quality management system has been designed

to provide adequate and effective control over the processes and activities which affect the quality of our services delivery. It is intended to be a dynamic system, capable of reaction to recognized shortcomings and responsive to identified opportunities for improvement.

All quality management systems aspects have been organized in a cycle form according to Deming cycle. The steps of processing PLAN-DO-CHECK-ACT provide the basis for continuous improvement through solving all nonconformities and applying both corrective and preventing actions.

More importantly, we are able to utilize the system as a proactive tool in planning before any activity is launched. The aim is to improve the quality of the results for our customer’s satisfaction and ensure that the results are measurable.

THE COMPASS SERVICE FRAMEWORKThe Compass Service Framework is our unique global

service platform developed to ensure consistent delivery of standards, processes, procedures and technologies.

Compass Service Framework has been designed using the expertise and experience of our Community Practice Experts (CPEs), drawing on internal and external best practices around the globe. Our specific training program, ‘Support Services Ready,’ assists our teams in rolling out the Compass Service Framework and integrating it with existing country processes.

This custom tool is accessed via the Internet and consists of three core components: The Service Management Model (SMM), the Operational Service Procedures (OSP), and the Supporting IT Systems.

THE COMPASS SERVICE FRAMEWORKINNOVATION IN SUPPORT SERVICES

The CSF provides a systematic approach to managing and measuring performance across the services Compass delivers by bringing together three key pillars which put into practice the methods that drive superior performance:

1. Service Management Model (SMM) which allows Compass to deliver services that are repeatable and consistent. The ‘Service Management Model’ (SMM) component enables us to deliver services to clients within a repeatable and consistent management framework by:

Structuring how we interact with our clients

Deploying process and models for increasing quality of delivery

Prioritizing and scheduling our day-to-day activities

Each of our SMM processes is clearly explained with supporting templates, audits and tools to implement world-class service delivery. In addition we have consistent Operational Service Procedures (OSP’s) comprising a highly descriptive ‘how to’ for each of our services – from cleaning a floor to maintaining a boiler. International consistency is further maintained by full content translation. In some cases we provide ‘pictograms’ enabling illustrated delivery descriptions.

2. Operational Service Procedures (OSP) which outline the best practice methods for performing our services (from cleaning to maintenance)

3. Supporting IT Systems which includes a Computer Aided Facility Management (CAFM) system underpinned with the processes and procedures defined in the SMM and OSPs and an Online Knowledge Management system leveraging best practice processes and procedures from around the globe.

THE COMPASS SERVICE FRAMEWORK(GLOBAL) DEPLOYMENT LAUNCH – TIER 1 & 2

Service Management Model (SMM)

Operational Service Procedures (OSP)

IT SystemsCAFM

Wha

tB

enef

its

•Integrated approach defining how to introduce, mobilize, deliver and manage services to a client

•A consistent set of operational processes for delivering individual services (manuals, process maps, checklist, forms etc.)

•Clear guidelines on how to provide services

•Enables consistent service delivery

•Leverages of best practice•Enables rapid recruitment &

training•Embedded Safety Standard

•Standardized IT Application for Support Services

•Computer Aided Facility Management System (CAFM)

•Reduction in admin. time•Improved measurement &

reporting (visibility, accuracy, contract compliance)

•Improved decision-making based on performance analysis

•Clear performance reporting to clients

How

•Implementation of service management as part of operational excellence project

•Database of existing best practice accessible via an internal web portal –Knowledge Management System (KMS)

•Pilot and roll out solution according to business plan

THE COMPASS SERVICE FRAMEWORKTHREE KEY FUNCTIONAL PILLARS

•Improved client management & increased satisfaction

•Better quality service delivery & less service failures

•Maintains balance between quality, quantity & cost

•Improved efficiency

THE COMPASS SERVICE FRAMEWORKTHE KNOWLEDGE MANAGEMENT SYSTEM (KMS)

Is a valuable, proprietary asset available Online globally

Automates the lifecycle of best practice definition and publication - from identification through to group acceptance and local customization and publication

Manage our OSP and SMM guidance

BENEFITSGlobal consistency

World-class Support Services capability

Health & Safety embedded

Innovation in service delivery

Minimising operational risks

THE COMPASS SERVICE FRAMEWORKSERVICE MANAGEMENT MODEL (SMM)

Clients Consumers

Service Control

Managing the provision of services

Customer

Com

pass

Ser

vice

Man

agem

ent

Proc

esse

s Co

mpa

ssSe

rvic

e De

liver

y

Operations Management Performance

& Reporting

RequestManagement

EscalationManagement

ProblemMgmt

ChangeManagement

ResourceManagemen

t

Quality Mgmt & Continuous Improvement

Foodservice

Business & Office Outdoor Project Management

Security

Logistics Transportation

Building Ops Maintenance Cleaning & Housekeeping

AccountManagement

Demand Management

Client ManagementContract

Management

AssetManagement

FinancialManagement

Service Planning

Business Continuity Planning

ServiceMobilization

Service Termination

Health, Safety & Environment embedded across Service Management

SupplierManagement

Risk & Compliance Management

THE COMPASS SERVICE FRAMEWORKDEPLOYMENT COMMUNITY

• Identification of best practice on sites and shared with community (master CSF)

• Support of audit in terms of deployment of CSF OSPs (implementation)

• Working with deployment lead and local sales to add additional services

• Development of CSF local ‘country’ site e.g. OSPs customized for local HSE/legislative requirements

Global Communities of Practice Experts

MasterCSF

CountryCSF

Client Site

• Global CPE Leads

• Country CPE Members• Country Deployment

Leads• Country Sales Team

• Site Manager• Leadership

Team• Sales Team

FINANCIAL REPORTING

FINANCIAL POLICIESAs a leader in our field we recognise that we have to set the very highest

standards for ethical business practice. Every individual employee shares a responsibility to uphold these standards and to conduct our business in a professional, safe, ethical and responsible manner.

To that end Eurest is striving to maximum business transparency so that our customers are satisfied of the value we offer, a service built on clearly defined principles:

pursuit of the highest standards of professionalism and morality to achieve a level of performance and meet the interests and demands of our clients;

disclose relevant information according to legal requirements and contract constraints;

cultivate respect for all business partners, using fair and ethical practices, regardless of business size, business profile, or the nature of ownership;

assure absolute confidentiality over business partner information;

respect our clients’ requests, suggestions, complaints, and formal resolutions;

share information and integrate it into our planning processes;

assure full, accurate, and timely disclosure of information;

tolerance zero towards fraud, deception and malpractice and adherence to the 1997 US Foreign Corrupt Practices Act and the 2010 UK Bribery Act.

As a leader in our field we recognise that we have to set the very highest standards for ethical business practice. Every individual employee shares a responsibility to uphold these standards and to conduct our business in a professional, safe, ethical and responsible manner.

To that end Eurest is striving to maximum business transparency so that our customers are satisfied of the value we offer, a service built on clearly defined principles:

pursuit of the highest standards of professionalism and morality to achieve a level of performance and meet the interests and demands of our clients;

disclose relevant information according to legal requirements and contract constraints;

cultivate respect for all business partners, using fair and ethical practices, regardless of business size, business profile, or the nature of ownership;

assure absolute confidentiality over business partner information;

respect our clients’ requests, suggestions, complaints, and formal resolutions;

share information and integrate it into our planning processes;

assure full, accurate, and timely disclosure of information;

tolerance zero towards fraud, deception and malpractice and adherence to the 1997 US Foreign Corrupt Practices Act and the 2010 UK Bribery Act.

FINANCIAL REPORTING

Eurest will prepare monthly reports on our activity for each type of service.

information about revenue, expenses (cleaning chemicals, consumables, personal cost, other cost: transportation, depreciation of fix asset and small tools) and profit/loose.

MONTHLY REPORT

TAXATION AND FISCAL INFORMATION

Eurest Rom SRL was established in 2001 (VAT code is RO 13904170)

REGULATORY:

calculates and pays corporate tax according to all Romanian fiscal legislation;

pays all taxes and social contributions related to the employee’s salaries;

declares to authorities all secondary offices and working points;

meets all deadlines and levels of tax obligations; we don’t have any overdue payments with State Budget and provide Tax Certificate issued by Fiscal Authorities upon request.

EUREST ACCOUNTING DEPARTMENT FOLLOWS:

Accounting Law 82/1991, with subsequent amendments.

Order 3055/2009 harmonized with the EU directive IV and VII

Fiscal Code with subsequent amendments: Law 573/2003

Accounting Policies and Procedures Manual of Compass Group

Deloitte is our auditor and produce our mandatory statutory financial reporting. They conduct a full annual audit.

PROCUREMENT

PROCUREMENT POLICIESOne of the advantages of partnering

with Eurest is our unique ability to provide an outstanding service at a reasonable price. Procurement and supply chain management has been formulated as an integral part of our strategic approach to service delivery, and is identified clearly through our high value relationships with key service alliance partners. Through smart procurement, back-to-back commercial arrangements and supply performance service level agreements, we develop and sustain real time point-to-point service.

Eurest possesses significant procurement expertise, and by focussing on the management of the supply chain, at all levels and across all disciplines, we will bring this expertise together with a key set of objectives:

Reduced number of suppliers

Complete open book throughout the supply chain

Longer term relationships with suppliers

Leveraged buying power

Alliance partners to share risk where appropriate

Reduce risk to supply chain

Commitment to developing e-commerce

Use common systems

IT based information structure

Common resource to operate ISO accreditation for quality and environmental standards

Delivery performance to specification

Continuous improvement as part of the total team

PROCUREMENT CYCLE

AUDITSSupplier Audits are one of the best

ways to ensure that supplier is following the processes and procedures agreed to during the selection processes. The supplier audit identifies non-conformances in manufacturing process, shipment process, invoicing process and quality process at the supplier.

After the audit, the supplier and Eurest jointly identify corrective actions which must be implemented by the supplier within an agreed-upon timeframe. A future audit ensures that these corrective actions have been successfully implemented.

By implementing best practices, Eurest ensure that the audit process is effective and efficient and allows them to audit their entire supplier base at least once a year while maintaining a lean staff of auditors. The following picture shows the best practices process for internal auditing.

OTHER BEST PRACTICES:

Clearly defined processes and metrics, so internal audit can discover unambigous non-conformance.

Audit process must incorporate the results of previous audits to track progress against previous non-conformities.

There is a well defined process for root cause analysis and corrective actions

Corrective and preventive actions are reported formally to stakeholders.

SUPPLIER SCORECARDSupplier Scorecards are one of the

best techniques in using facts to rank the supplier’s relative performance within the supply base and tracking improvement in supplier’s quality over time. Scorecards also provide a data point into any future business negotiations. Following are the key operational metrics that Eurest track in its supplier scorecard:

Audit Results

National Coverage

— of Non-Compliance Reports

— of Late deliveries

Time to close out non-compliance report

Delivery time in days

HR

HR STRATEGY GREAT PEOPLE, REAL OPPORTUNITIES

Our People Map provides an umbrella for the way in which Eurest supports our people, focusing on five key areas of people management.

Few employers can offer its people the same level of diversity as Eurest: working with world-renowned chefs to provide fine dining; catering in schools, and defence sites; and providing reception services and cleaning and to approximately 40 business and industry sites across the country, to name but a few of Eurest’ services.

We want to attract the very best internal and external talent at all levels by showing how exciting and varied working at Eurest can be. We recruit the right people, in the right way, and aim to reflect the wide range of sectors in which we work.

We know that our people are the best, so we aim to retain our employees by having the right rewards, benefits and work environment to encourage people to stay and grow with the company.

Eurest offers fair and competitive pay and benefit policies. We provide a safe and hygienic workplace, with HR policies and procedures that meet the highest governance standards.

When people join Eurest, we want them to continue to grow personally and professionally. We want to keep improving every employee’s diversity of skills, knowledge and abilities to ensure that they are capable of delivering fantastic service and great results. Through each of our development and talent management programmes, we ensure business continuity and smooth succession.

We aim to ensure that all of our people share the same consistent vision, values and guiding principles at Eurest. We continue to achieve enviable levels of employee engagement through encouraging open communication, developing employee relationships and by rewarding each individual’s outstanding performance.

We strive for lean and efficient organisational structures and a workplace environment that continually improves the performance of our people and our business.

OPERATIONAL CHAPTER

MAKING ‘CHANGE’ HAPPEN

The Cleaning Services are the image of your business!

Eurest always finds the answer to your needs!

Your guests will have the best impression about your company from the first visit . There is only one opportunity to “get this right“

We recruit, train and develop our staff to offer true multi-tasking services and a “can do attitude” that get things done.

We are committed to bring innovation and new technology to our service

CLEANING TO THE HIGHEST STANDARDS

WE’RE ALL ABOUT GREAT WORK. WE’RE PASSIONATE ABOUT GREAT SERVICE

Eurest is a premier facility services provider, offering leading national business and industry organizations a comprehensive range of self-performed and managed services, allowing our clients to focus on their core businesses in an optimal professional environment – an environment maintained by an exceptional, dedicated workforce.

Using our proven processes and standards as blueprints, our management team thoughtfully crafts customized cleaning service strategies to efficiently and consistently meet Continental needs, while significantly reducing your costs.

Our carefully selected employees are experts in their specialized fields, and they diligently and purposefully provide the highest caliber of service performance in the industry.

IT’S A LOT HARDER THAN IT LOOKS, THERE’S NOTHING EASY ABOUT CLEANING SERVICES

We strive to enhance the effectiveness of every person who touches our customers’ businesses. Our knowledge bank and training schedule make us the most responsive professionals in the industry. We build best practices every day through programs, which encourages every employee to go beyond customers’ expectations.

WE TRAIN FOR YOUR GAIN

RESPONSIBILITY

Our commitment to responsible practices is not an afterthought, but rather an anticipated consideration of how we work and who we affect. We strive for responsibility towards our:

clients by enabling them to focus on their core business and in turn helping them to develop their own culture

employees by guaranteeing them a safe environment and by offering them opportunities for growth.

environment to ensure sustainability

stakeholders to ensure maximum value

SERVICE BEYOND EXPECTATIONS RESOURCES BEYOND THE ORDINARY

OUR FOCUS IS ON THE CUSTOMER CONFIDENCE

We create a culture of service in every level of our organization through knowledge and skill-building programs that make us the most responsive team in the industry.

WE COMBINE GLOBAL SUPPORT WITH LOCAL

We offer more than great products and local service ingenuity. We utilize our extensive global resources to give customers better solutions and value than they would receive anywhere else.

SUCCES

The real success of our service model lies in our ability to successfully customize our delivery systems to the individual needs of each client and client location. With that as a backdrop, we took a ‘What is Important to CONTINENTAL?” approach to crafting this customized service solution

We are confident in our ability to deliver client employees and building visitors exceptional service results with competitive pricing. We appreciate that change at any level must be examined carefully; especially when the change impacts many people acrossyour multiple workplace environments. Our highly developed transition process is designed to minimize concerns that often accompany such a change (i.e. adherence to safety and security protocol, service interruption, and end-user satisfaction), and we will work tirelessly to address each and every issue.

THE GOVERNANCE APPROACH

Our commitment to success for CONTINENTALbegins With the management leadership providing superior support, leadership and

oversight for our on-site operations teams.

By selecting Eurest Services, CONTINENTAL will receive the benefit of a proven contracted services business partner.

Our plan to structure an agreement with client that reflects an extremely elastic and highly responsive relationship. A business partnership which allows Eurest Services to manage the business in a proactive and effective manner, providing your employees and visitors a clear picture of the value of service received for each dollar invested and, finally, accommodates your organization’s needs for vendor stability, cost control, safety and security.

The purpose of a governance approach is to provide guidance to management working on a Contract on how Eurest and the client have agreed to work together. This includes agreeing the roles, responsibilities and forums for regular communications and effective decision-making.

STRATEGIC

OPERATIONAL

TACTICAL

THE GOVERNANCE APPROACH

STRATEGIC MEETINGS (quarterly review meeting to review strategy, account development planning and other continuous improvement initiatives, scheduled meeting between MD and similar role for CONTINENTAL

OPERATIONAL MEETINGS (monthly service review of performance against KPIs in a meeting with Account manager and Operation director from Eurest and correspondence level of responsibility from

CONTINENTAL participating) TACTICAL MEETINGS (regular weekly service delivery meetings at Site/Unit level are organized usually on field with participants from

Eurest Unit Manager).

IMPLEMENTATION PROCESS

At the opening of the new client sites, we will enact a program to establish a baseline of service that will enable us to reflect the kinds of performance standards that can be expected going forward. We will need a transition period with you to develop a proper understanding of the facilities and the scope of work. Pending this, we will determine in consultation with you relevant items to produce a Service Level Agreement (SLA) and set reasonable KPI’s for measurement of performance.

Our open book partnering approach is a very effective way to collaborate in developing service measures that are specific to and of importance to the client. A partnership approach benefits the project, as we are able to establish agreed financial goals that emerge as part of a properly implemented SLA, and then share our success in achieving those goals. The value of the trust and respect we foster in such a partnership also cannot be overestimated.

In order for the SLAs to reflect the important factors of performance for you, we would invite you to walk the facilities with Eurest Services and document the areas where service is critical. The observations from this review will be used to develop two SLAs. The first will be an interim SLA to cover performance during the transition phase until we have fully assessed the scope of services (approximately six months). The second and final SLA will be determined and implemented when the full scope of work has been decided.

It is our intention to establish a concise SLA so the associated KPIs can be valid measures that support the outcome desired by you in an objective manner. They are prioritized so that the upper level items are the most important. KPIs stem from the highest priority areas to provide critical and objective measures. KPIs do not have to be numerous to be effective. These KPIs will then capture the essence of the service performance and indicate performance level across the SLA for that service.

THE ORGANIZATION CHART

MANAGING DIRECTOR

Miroslav Sole

DIRECTOR OPERATIONAL Evelina Nastasescu

REGIONAL MANAGER NORD Angelica Gherasim

DEVELOPEMENT MANAGER Andreea Bucerzan

REGIONAL MANAGER VEST Dana Voicu

REGIONAL MANAGER SUD

Aura Ivascu

KEY PERFORMANCE INDICATORS These KPIs will then capture the essence of the service

performance and indicate performance level across the SLA for that service. The process of KPI development can be described simply. We begin by generating a specific listing for the facility that describes the area to be assessed (i.e., room description and number), and will correlate this with the required activities to achieve the applicable SLA item. If it were the cleaning of reception area this might involve having hard floors at a high gloss, walls/doors/window ledges free of dust, maintaining counters at a high gloss. These higher order task measurements, if performed well, will imply that lower order tasks have also been done well, such as debris on the floor would have to have been moved for the floor to have been polished to a high standard. Thus, one KPI measure can capture a series of associated activities by reflecting the highest order tasks. Other SLAs might be related to HSE performance, and would have attached KPIs for performance

KEY PERFORMANCE INDICATORSEnhancement of Performance Measures

Our efforts to improve the methods by which we enhance SLA performance do not stop at a restricted view of KPIs. We respond with great interest and careful review of suggestions for process improvements. Ideas for enhancement and improvement can come from anyone - employees, staff, clients and customer interaction. These ideas, formalized in surveys and audit reports, generate areas for improvement.

If an area is found wanting, we prioritize the three lowest scores and develop specific action plans to improve performance. It may be that a low survey score does not reflect a true failure in a KPI, as they are relative to other survey scores. Nevertheless, as a part of our continuous quality improvement program, we always seek improvement, even if not prompted by a KPI under threat of substandard achievement.

Verification and Accountability

Supervisors will he held accountable for poor performance on KPIs and related SLAs because they have the resources and tasking responsibilities to implement programs for improvement before deficiencies escalate to issues.

To verify satisfactory performance, the area supervisor will complete a dedicated checklist, usually weekly and at random, to ensure the staff is matching the agreed requirements. We will also use internal quarterly audits by outside experts who, using a KPI audit form, will give an assessment of the effectiveness of our procedures. You are free to check or audit SLA items at any time and we would be happy to assist in providing report forms.

We will generally include additional information in the SLA process that allows you the choice to incorporate standards that reflect the classifications used by organizations such as BOMA and IFMA baseline and benchmarks. Naturally, the SLAs and KPIs will also reflect any pertinent Inspections for code and regulatory compliance.

CLEANING SERVICESEurest Services is committed to providing cost-

effective, environmentally sound and health-conscious cleaning solutions to every facility under its care.

From our incredible attention to detail, to our industry, our comprehensive cleaning services provide businesses with the sanitation solutions that keep their work environments healthy, professional, and efficient.

CLEANING SERVICES

INNOVATING SOLUTIONS

Eurest has partnerships with every major cleaning equipment and related products company in the world. We leverage our purchasing power as a global company to bring high-end, certified, and effective equipment to each of our client sites at an incredibly reduced market rate.

The following is a listing of our Corporate Sustainability Partners:

CLEANING AGENTS:

Diversey, Inc. SmartDoseTM

EQUIPMENT:

Tasky by Diversey

Tenant by Tenrom

SUMMARYHOW DO WE ACHIEVE SERVICE IMPROVEMENT AND COSTS SAVINGS?

Simplifying and rationalizing supply base

Eliminating ‘silo’ overhead costs

Applying global best practices and standardisation - CSF

Multi-skilled/up-skilled workforce

Continuous improvement

Reduction in operational risks

…With a significant increase in service quality

THANK YOU