1. CEVA’s 2014 Environment, Social Responsibility and
Governance report
Sustainable Excellence
 2014 CEVA Logistics
Issued in April 2015

2. 2
CEVA at a glance 3
Quick Facts 4
CEO Letter 5
CEVA’s sustainability approach 6
2014 and 2015 sustainability goals 7
Sustainability : Trade , Innovation & Risk Management 8
Sustainability is everyone’s job 11
Our environment 12
How we are organized 12
CEVA’s sustainability management structure 13
What we have achieved 14
Customer supply chain carbon emission reduction programs 14
Eco sustainable warehouses 15
CEVA Supply chain optimizations and sustainable redesigns 16
Sustainability in fleet and driver performance 17
Better use of resources by means of automation and recycling 19
Certifications 20
Our people 21
Diversity 21
Recognition from external parties 23
Child and forced labor 23
Employee empowerment and ownership 24
Behavioral Safety : the road to ZERO HARM ZERO BLAME 24
Corporate citizenship 26
Code of Business Conduct 26
Anticorruption 26
Antitrust 26
Supplier relationship management 27
Security 28
Community engagements 29
Governance 30
Corporate governance 30
Enterprise Risk Management 30
Process governance and performance 31
Table of Contents

3. 3
CEVA, one of the world’s leading non-asset-based supply chain
management companies, designs and implements industry-leading
solutions for large and medium-size national and multinational
companies.
Over
950
locations
worldwide
Present in over
170
countries
CEVA at a glance
24%
23%
20%
20%
6%
4% 3%
Our sectors
Automotive Consumer and Retail
Technology Industrial
Energy Healthcare
Other
7,864
US$ millions
Over
42,000
people
around the world

4. Quick facts
Some highlights of our 2014 environmental
program results around the world
4
• less than one injury per
200,000 hours worked
Best company to
work for
CEVA was named as one
of the Best Companies
to Work for in Asia at
the 2014 HR Asia
Awards in Singapore
Winner of the Best
Green Logistics Operator
award
at the Asian Freight
and Supply Chain
Awards 2014 (AFSCA)
for incorporating
environment
requirements in
strategic planning and
operations
Winner of three gold awards
at the 2014 RoSPA (Royal
Society for the Prevention of
Accidents) Occupational
Health and Safety Awards in
the United Kingdom
Global HSE
performance:
• reduction of injuries
by 32%
• lost time due to
injuries reduced by
37%
More than 3,487,000 kg of
packaging materials recycled
worldwide
Our CO2 initiatives resulted in more
than 52,700 tons of emission
reductions
In Latin America alone, more than
6,400 employees were actively
involved in CEVA’s diversity and
inclusion program
Winner of the Environmental Improvement Award
at the Chartered Institute of Logistics and Transports
(CILT) Annual Awards for Excellence

5. 5
CEO Letter
We have also been able to put our operational capability
to good use, delivering more than 70 tons of supplies to
Monrovia for the U.S. Agency for International
Development in support of the Ebola-related relief efforts.
We are very much aware that our commitment to
sustainability not only helps us to serve our customers
better, but is also the foundation of good citizenship and
reduces the impact of environmental, social and
governance risks to our company.
Through our advancements in this area we are able to
share the benefits with our customers and create
sustainable value through top line growth opportunities,
bottom line improvements and risk mitigation.
You will notice a common theme across all our
sustainability activities – People, Environment and
Performance.
People:
• Foster the well-being of co-workers and communities
Environment:
• Uphold respectful business behavior with regards to
earth’s natural resources
Performance:
• Driving customer satisfaction with strong financial
results
I hope you find this report useful and informative. If you
have any comments, please email them to
sustainability@cevalogistics.com.
Xavier Urbain
Chief Executive Officer
2014 was the year we went through our first cycle of
sustainability management. In this report you can read that
we improved our capability to deliver sustainability results
that have an impact on environmental, social and
governance aspects with initiatives that made good
business sense too.
At CEVA we believe that sustainability is everyone’s job and
that a sound corporate sustainability governance
framework promotes strong leadership by all our
management. Sustainability is the foundation of good
management practices, contributing to the long-term
success of companies and better risk-adjusted returns for
our customers.
In this report we have selected some of the best practices
we have successfully implemented. Examples include
establishing warehouses to manage organic goods in the
United Kingdom, supporting the consumer trend to
purchase healthier food and the development of
sustainable trade in the Lombardy province in Italy with an
efficient logistics infrastructure, providing employment to
many people. For sustainability we work on many cases
with customers and other stakeholders to improve supply
chains that deliver better sustainable and economical
results. By doing so, and through our philosophy of
continuous improvement, CEVA is constantly developing
new supply chain management methods that better
benefit both our customers and our workforce.
In 2014 we had to manage the knock-on impact of events
such as weather-related floods (Italy), hurricanes
(Philippines) and political or economic instabilities. These
events needed our continued attention and required
effective responses to ensure business continuity and to
safeguard people in the communities we operate in.
Welcome to CEVA’s 2014 Environment, Social Responsibility and
Governance report. I am pleased to share our latest initiatives
and progress with you since we issued our first report last year.

6. The sustainable strategic focus of CEVA is delivering
long-term value for all our stakeholders: customers,
employees, suppliers, investors and the communities in
which we operate on an ongoing, pragmatic basis.
Within this sustainability approach, CEVA takes broader
economic, governance and social aspects such as labor
practices, human rights, societal responsibility into
account. This approach guarantees that our services
and solutions are provided to our customers in a
manner that is respectful to people, the environment
and is economically smart, every time.
A sustainability approach can only be successful if
activities planned and results booked continuously
support advancement of the three core values of the
program: People, Environment and Performance.
We create sustainable value through top line growth
opportunities, bottom line improvements and risk
mitigation while continuously engaging with our
customers and other stakeholders.
Our commitment to sustainability helps us to reduce
waste and share the benefits with our customers. It
permeates the way we do business, driving us to
innovate and be creative in everything from
warehousing operations to transportation, from
solution design to procurement policy.
Sustainability results benefits our customers, our
communities, our people and our planet. It is ethically
right and commercially smart.
6
CEVA’s Sustainability Approach
From CEVA’s perspective, sustainability makes good business
sense and ensures that the company is a responsible corporate
citizen.

7. Our objectives
We have met our sustainability objectives for 2014.
In 2015, we continue to pursue these objectives and to further
advance our efforts.
7
Protect safety and health
We consider safety and health in our operations a core
value. We believe that all injuries can be prevented,
meaning we can achieve our vision of ZERO HARM, ZERO
BLAME by having a visible leadership commitment to
safety so we know how to work safe and why.
Goal: less than one OSHA- (Occupational Safety and
Health Administration) recordable lost-time injury per
200,000 hours worked, with an aim to achieve zero.
Reduce environmental impact
CEVA is dedicated to reducing the environmental impact
of its logistics operations. We believe that the protection
of tomorrow’s environment starts today.
Goal: develop and implement economically smart and
fact-based carbon emission reduction initiatives for
warehousing and transportation.
Ensure industry-leading governance
CEVA is a responsible corporate citizen and committed to
meeting all of its legal, ethical and economic
responsibilities.
Goal: improve the quality of life in the communities in
which we operate, while preserving profitability for
stakeholders.
Promote economic development
We focus on economic and social development at the
local level by supporting local businesses, communities
and organizations with employment and development
opportunities
Goal: develop and extend economic development
activities with sustainable impact.
Manage climate risk
The consequences of climate change (such as floods and
hurricanes) for our operations require effective action
and business continuity management.
Goal: respond to pandemics and climate change events
effectively in close consultation with customers and
(local) stakeholders .
Respect human rights and security
At CEVA we believe that our presence can and should
have a positive influence on the treatment and security
of people in the communities in which we operate.
Goal: Have no human right violations in CEVA’s business
operations worldwide.

8. Sustainability:
Trade, Innovation and Risk Management
Sustainable trade
As part of the global community, CEVA continuously seeks innovative solutions to
the sustainability needs of the communities and customers we work with.
CEVA’s core competence is an enabler for sustainable trade, bringing sustainable
employment and new, environment-friendly work practices, technologies and
processes innovations to life that have the potential to become the standard
operating practice of tomorrow.
In 2014, CEVA Logistic won the Lombardy Hub International
award at the Invest in Lombardy Award event in Milan. Invest
in Lombardy is a regional network that works closely with
business communities and helps to address their needs.
CEVA received for its investments made to support economic
development in the region, in particular Stradella, from which
CEVA is able to reach approximately 13,000 pharmacies, 500
hospitals and 400 wholesalers in Italy.
Management of Organic Goods
During 2014 and the start of 2015, four of our United
Kingdom operating sites received registration from the Soil
Association. This registration addresses the emerging
sustainability consumer trend for increasing organic food
consumption with as consequence the need that our
customers can store our their finished organic goods in our
warehouses, assured that the organic status of their products
will not be compromised.
Each site was registered after an assessment by the Soil
Association, which involved the sites demonstrating robust
stock control, organic compatible pest control, excellent
hygiene standards and packaging reduction.
Even though sustainability is a priority for most of the
governments, customers, suppliers and stakeholders
CEVA works with, economical benefits and cost
reduction remain to be at least at the same priority
level.
From CEVA’s sustainability perspective, this is the
economical reality of today. Political uncertainties
and tensions can lead to trade embargos and stricter
governmental regulations, impacting profitability on
an ongoing basis, positive or negative.
As a result, companies need to simultaneously
manage their finance positions, respond effectively
to emerging sustainability needs and prevent
operations disruptions due to climate change.
CEVA’s sustainability approach looks at the broader
economical situation measured against the three
sustainability aspects: environment, people and
performance. We use our logistics expertise and
sector knowledge to help customers and
stakeholders to meet emerging sustainability needs
with challenging cost pressures at the same time.
8

9. Working with our customers
Since 2012, sustainability has been part of our annual
Customer Satisfaction Survey. Here is what our customers
told us during the latest survey1:
• 91% indicated that their company is focused on reducing
their impact on the environment
• 93% are satisfied with the level of CEVA’s sustainability
efforts
• 78% indicated that environmental sustainability is a key
decision making factor when selecting a logistics provider
• 89% see sustainability as an initiative that generates
financial return on investment.
These results reinforce our belief that sustainability in all
areas of a business is essential.
As an integrated global organization, we believe that by
facilitating dialogue, we empower our people to make
change happen, which in turn makes our customers’
businesses flow and more sustainable.
This philosophy is behind our logistics services and Centers of
Logistics Excellence in Singapore and Jacksonville, Florida,
USA, both of which were opened in 2013 and Ashby (UK) in
2014. They are centers of gravity for innovation,
sustainability, technology and real life logistics, bringing our
collective knowledge and experience together.
At CEVA, we all manage sustainability through an innovative
integrated approach that delivers results-- a cross-functional,
committed and passionate group engaging with customers
and stakeholders to ensure better logistics and sustainable
results that matter to everyone involved.
9
Warehouse management operations for BP Zhuhai
“CEVA strictly followed the EHS rules and quality
norms of the state, the industry and BP and
completed the work successfully and safely, with
high efficiency and good quality. This proves that
CEVA is a first-class logistics provider in China.
With the great support of CEVA, we achieved the
safety goal of zero Lost Time Injuries in 2014. That is
highly appreciated by BP p.l.c.”
Graeme Stewart, GM of BP Zhuhai, January 2015
1 Sample was 911 respondents across various sectors from around the world
CEVA in Brazil: A comprehensive planning process
with more than 20 customers was implemented in
2014 in order to ensure an effective emissions
reduction of 10% carbon dioxide in the atmosphere
by the operations involved.
The approach of CEVA on CO² emissions reduction
included the identification of business processes
where the program could be applied and the
establishment of a consumption control plan of
natural resources. We calculated the CO² emissions in
each operation to deliver reduction targets impacting
a total workforce of 4,000 people, who were trained
and actively engaged as they delivered the
improvement concepts. Many of these concepts
were the result of open dialogue between our people
and stakeholders.
The best innovation results are achieved
• through customers and NGO’s stakeholder dialogues
• with fresh perspectives that bring us new insights

10. 10
As a globally operating company, CEVA recognizes that all
over the world our operations and our people may be
exposed to extreme weather conditions, natural disasters
or pandemics.
To minimize risk and maximize safety, CEVA continues to
develop and expand its global Pandemic Response
Management (PRM) and Business Continuity Planning
(BCP) competency in close cooperation with its customers
and stakeholders.
CEVA conducted several Business Continuity Planning
efforts with customers and responded and anticipated to
climate events, such as typhoon Hagupit (Ruby) in
Philippines, floods in Italy and extreme winter conditions in
the US.
In 2014 we implemented our Global Pandemic Response
plan that will help us to respond swiftly and adequately to
possible outbreaks of – for example – tuberculosis and
Ebola and provided advice or services to customers and
third parties when requested.
CEVA airlifts supplies to West Africa in
support of Ebola response
CEVA airlifted more than 70 tons of urgent supplies
to Monrovia, Liberia on 10 October to assist in
ongoing efforts to combat the West Africa Ebola
outbreak. The airlift was chartered by the U.S.
Agency for International Development—the lead
government agency coordinating U.S. Ebola
response efforts—which has been working to
expand the pipeline of medical equipment and
supplies to the region. Included in the shipment
were infrared thermometers, disinfectant
backpack sprayers, tents and plastic fencing to be
used in the construction of Ebola treatment units.
The supplies were sourced by USAID from multiple
locations around the world and delivered to CEVA
Charter Services in Belgium where CEVA loaded
the cargo onto a Global Africa Cargo aircraft for a
direct flight to the Liberian capital of Monrovia.
Response to Events
Storms, floods and droughts can disrupt almost any planned economic activity. To
prevent or limit impact of such events we have put in place effective response
management to deal with pandemics and climate change events.

11. Empowerment
At CEVA everyone, from shop floor to top-tier
management, is included in its sustainability
programs and is empowered and encouraged to
propose and introduce sustainability-related
initiatives.
All are responsible for the provision of HSE (Health,
Safety and Environment) performance, facilitated by
the professional and comprehensive HSE staff of the
company in close consultation with our customers,
stakeholders, CEVA management and employees.
Those efforts have a positive impact on the intrinsic
motivation of people involved and our HSE
performance improvement, which leads to the
results in this report.
In 2014, CEVA won several awards for its HSE
approach.
Global Health, Safety and Environment
Council
The HSE Council is comprised of senior HSE leaders
from across CEVA and is supported by the Executive
Board and cluster managing directors. The council
guides our sustainability agenda and safeguards
consistency with Executive Board priorities and the
strategic direction of the company per functional
area.
Winner of three internationally recognized ROSPA
Gold awards.
RoSPA (Royal society for the prevention of accidents)
Gold Award winners have achieved a very high level of
performance, demonstrating well developed
occupational health and safety management systems
and culture, outstanding control of risk and very low
levels of error, harm and loss.
Sustainability is everyone's job and
everyone’s responsibility at CEVA.
As a result of joined sustainability
efforts, we booked significant and
tangible environmental and
social results.
Winner of the Best Green Logistics Operator Award
by Cargonews Asia, at the 28th Asia Freight and Supply
Chain Awards AFSCA event held in Shanghai, China. The
award recognizes CEVA’s ability to incorporate
environmental requirements in our strategic planning
and operations.
Winner of the Environmental Improvement Award
at the Chartered Institute of Logistics and
Transport’s (CILT) Annual Awards for Excellence
CEVA got awarded for its well thought holistic approach
to all aspects of distribution management including
waste, carbon emissions, generation of renewable
energy, waste minimization, and induced travel and trip
demand.
The company’s approach lends itself to wider
applicability for Companies in the distribution and
warehousing sectors
We are proud of being recognized by the industry
through numerous awards, including:
In 2014 we achieved:
• reduction of injuries with 32%
• lost time reduction due to injuries with 37%
• more than 3,487,000 kg of packaging materials recycled worldwide
• more than 52,700 tons of CO2 emission reductions
11

12. Environment
How we are organized
Sustainability governance begins with senior
management oversight and commitment and follows
through into management systems and processes
that integrate sustainability into day-to-day decision
making.
The global Health, Safety and Environment (HSE)
Council together with the cluster management teams
and members of the global Executive Board of the
company are responsible for the provision of
professional and comprehensive sustainability
services to the company, including the development,
implementation, monitoring and review of CEVA’s
sustainability policy statements, manuals and
management system.
12
Included in the sustainability arrangements are
assessments to identify the appropriate measures
necessary to comply with relevant statutory
provisions and to ensure the sustainability of
processes, assets and other persons affected by our
activities to protect the environment in which we
operate. The measures identified are incorporated in
procedural arrangements as part of CEVA’s global
and regional sustainability policy manuals.
All our clusters have signed up to our global
sustainability policy. It is a binding document for how
we manage sustainability across the business.
In 2013, CEVA already put its sustainability governance
structure in place, which allowed us in 2014 to improve
sustainability and operational efficiencies at the same time.
In 2014, CEVA continued to improve environmental
sustainability by reducing carbon emissions from business
travel and commuting, reducing energy consumption by
reducing use of offices and meeting rooms and lowering the
use of printers, paper and toner.
CEVA deployed Microsoft Lync as a single interface that unites
voice, audio and web conferencing and aims to get all sites
connected in 2015. It enables CEVA to minimize business and
commuter travel and allows employees to work more
efficiently and sustainably.
Our commitment to sustainability helps us to reduce waste
across the entire supply chain and share the benefits with our
customers.
It permeates the way we do business, driving us to innovate and be creative in
everything from warehousing operations and transportation, from solution design
to procurement policy. It benefits our customers, our communities, our people
and our planet. It is ethically right and commercially smart.

13. CEVA’s global sustainability governance
management
To drive sustainability performance and added
value within the strategic context of CEVA, the
global HSE council reviews, develops, deploys and
manages:
• standards of regulations and law
• contracts of customers and suppliers
• policies of the company
• sustainability performance
• the sharing of best practices
The CEVA Executive Board and Cluster
Management develop their strategy in compliance
with global and local sustainability policies and
regulations as well as the corporate policy manuals
for health, safety and environment.
Local ownership
CEVA’s site managers are required to have
continuous improvement management in place
with the aim of having zero incidents negatively
impacting health, safety and environment, such as
injuries, lost time or environmental damage.
13
There are many areas where we achieve progress and success in
sustainability. The key focus areas are:
• customer supply chain carbon emissions reduction programs
• eco-sustainable warehouse facilities
• CEVA supply chain optimization and sustainable redesign
• fleet and driver efficiency (equipment and behavior)
• better use of resources (like recycling)
• certifications and carbon footprint reporting.
CEVA’s site managers are required to have continuous improvement
management in place to with the aim of having zero incidents negatively
impacting health, safety and environment.

14. 14
Customer carbon footprint dashboard
In 2014 CEVA further developed its customers CO2
reporting capability to provide CO2 measurement for
the customers’ supply chains across a range of
transport modes.
Carbon emissions are recorded for each air and
ocean transaction and calculated automatically in the
different types of standards, including GHG, DEFRA
and EN16258 .
Customers have access to emission data related to
their logistics operations and can request CEVA to
work with them on additional calculations for
transparency purposes.
We provide our customers with:
• dashboards with monthly and quarterly results;
• standardized reports with agreed-upon measured
results.
If needed, they can request CEVA to work with them
on additional calculations for transparency purposes.
Carbon Dioxide (CO2):
Carbon dioxide is the primary greenhouse gas emitted through
human activities. The CO2 accounted for is for more than 80%
greenhouse gas emissions from human activities. The main
human activity that emits CO2 is the combustion of fossil fuels
(coal, natural gas and oil) for energy and transportation,
although certain industrial processes and land-use changes also
emit CO2. The main sources of CO2 emissions are described
below.
• Electricity
Electricity is a significant source of energy and is used to
power homes, businesses and industry. More than 33% of
the global amount of man-made emissions, the combustion
of fossil fuels to generate electricity is the largest single
source of CO2.
• Transportation
The combustion of fossil fuels such as gasoline and diesel to
transport people and goods is the second largest source of
CO2 emissions of the CO2 emissions with about 30%. This
category includes transportation sources such as highway
vehicles, air travel, marine transportation and rail.
• Industry
Many industrial processes emit CO2 through fossil fuel
combustion. Fossil fuel combustion in various industrial
processes accounted for about 10% of the total CO2
emissions worldwide. Note that many industrial processes
also use electricity and therefore indirectly cause the
emissions from the electricity production.
Ongoing results of independent environmental research and publications provide
the basis for CEVA’s carbon emission reductions activities.

15. Eco-sustainable logistics hubs in Italy
CEVA Italy is aggressively reducing its ecological footprint
through new measure and adjustments in its 121 warehouses.
Some of the results are:
• recycled materials: 85% of total waste produced
• source of electricity: 100% hydroelectric
• electricity saved: ≈-30%
• high-frequency battery chargers: €200/300 yearly saving per
unit
Italian operations have built and modified 10 warehouses with
state-of-the-art solar panels generating in total 18,980 MWh
per annum, reducing CO2 emissions by 10,000 tons per year
and producing enough power for more than 6,700 households.
CEVA Dubai: LEED Gold Certification
CEVA maintained the LEED Gold certification of its
CEVA facility in Dubai (ref. CEVA 4 Unit-1) in 2014,
amongst others by managing:
• a 6% reduction in electricity consumption in
comparison to 2013
• a 11.3% reduction in water consumption in
comparison to 2013.
The warehouse is fitted with an efficient lighting
system which uses a combination of motion sensors
to optimize the lighting inside the warehouse. The
exterior lighting is powered by solar panels.
Many of our sites around the world have been designed as eco-sustainable
facilities. These warehouses have been built and/or refurbished according to
our eco-sustainable logistics principles:
• Always support actions with a strong business case.
• Focus on impact-sensitive areas where a difference can be made.
• Work closely with the customer and other involved parties.
• Take ownership at a local level.
Environment: what we have achieved
CEVA’s Eco-sustainable facilities
15

16. In October, 2014, CEVA won the Environmental Improvement Award at the Chartered Institute of Logistics and
Transport’s (CILT) Annual Awards for Excellence.
The Awards promote and encourage best practice within the logistics and transport sectors and are supported by
organizations and individuals throughout the industry. The CILT Organization noted that:
“A notably well-thought approach from CEVA included a holistic approach to all aspects of distribution management
including waste, carbon emissions, generation of renewable energy, waste minimization and induced travel and trip
demand.
CEVA went beyond mere compliance in a number of areas, including self-generated power and the creation of an in-house
facility to treat Waste Electrical Equipment known as WEEE. CEVA also has an outstanding approach to monitoring and
evaluation, including the control of energy use both on and off site.
The company’s approach lends itself to wider application by companies in the distribution and warehousing sectors.”
16
Environment: what we have achieved
CEVA Supply chain optimization and
sustainable redesign
CEVA Italy implemented a flexible rail solution to offer
customers an alternative transport system, a wide
flexibility and the opportunity to reduce their carbon
footprint.
Transport by rail is a low carbon transport mode. Since
its implementation, CEVA’s railway solution has
significantly contributed to reduce its carbon footprint
in Italy:
• number of truck shipments replaced: 11,000
• CO2 saved: 16,000 tons per year
• fine particles saved: 4 tons per year.

17. In 2014, CEVA rolled out a major fleet
investment program within the UK.
The investment - worth US$ 20 million -
added 120 tractor units, 40 rigid vehicles
and 180 new trailers to CEVA’s UK
ground transport fleet. All of the vehicles
have telematics and the rigid vehicles
will have a load restraint system to
enable use across multiple CEVA
operations.
CEVA and its customers will also benefit
from some weight-saving enhancements
to the trailers which increase their
carrying capacity to 29.2 tons.
The telematics will measure, monitor
and continually improve the behavior of
our drivers in terms of safety and
efficiency. The innovations in
sustainability, efficiency and
environmental credentials are calculated
to reduce carbon dioxide emissions by
6,000 tons in 2014.
In the United States, CEVA
continued its commitment to
the Environmental Protection
Agency’s SmartWay Excellence
program in 2014.
CEVA was a recipient of the
EPA’s SmartWay Excellence
award in 2013, given to the top
one percent of supply chain
environmental achievers. The
award is the EPA’s highest
recognition for demonstrated
leadership in the movement of
goods via freight transport.
In 2014 The CEVA fleet
performed about 4% better on
average than the competition,
saving more than 5,100 tons in
CO2 emissions.
Cleaner, more fuel efficient engines and equipment are central to
the company’s sustainability strategy and operations.
At CEVA, we have made great strides to improve the fuel efficiency of vehicles and
equipment. Additional specifications for engines and equipment and in-cab software
modifications to better monitor idle times and top line speeds have contributed to a
decrease in overall fuel consumption and helped CEVA reduce its carbon footprint.
17
Environment: what we have achieved
Sustainability in fleet performance

18. In Italy, CEVA organized a training course
developed specifically for truck drivers. Through
the training, CEVA achieved two main goals:
1. Improve the safety and prevent accidents and
risks
2. Improve awareness with regards to fuel
consumption and the environment.
The training combines theory and practical lessons
focused on fuel consumption and greenhouse gas
reduction. The lessons learned can dramatically
reduce the impact of transport on environment.
CEVA estimates the following savings to be
realized:
• drive at optimal speed: 10-15% fuel consumption
• minimize the use of air conditioning: 10/15% fuel
consumption
• remove unnecessary weight: 5-8% fuel
consumption
• check the tire pressure: 3-4% fuel consumption.
18
Environment: what we have achieved
Sustainability in driver behavior
UK: Truck driver training for top performance
In the UK, every CEVA truck driver is trained in road
safety and has a handbook to consult to operate
their truck in compliance with CEVA’s health, safety
and environmental standards.
The training includes information about personal
protective equipment, personal accident reporting
procedures, environmental impact, safe manual
handling, truck driver delivery guidelines, quality,
driver duties and responsibilities, environmental
and awareness training, safe and fuel efficient
driving, spillage training and waste management
training.
The results of the course are impressive with
savings of 2,234 tons in CO2 emissions, a reduction
in vehicle wear and tear and a rise in driver
retention.
The safe and fuel efficient driving course aims to improve the driving
techniques of our employees and is designed to both safe fuel, and
therefore reduce the associated carbon emissions, and reduce
blameworthy road incidents.

19. 19
Environment: What we have achieved
Better use of resources by means of
automation and recycling
USA:
• 1,975 tons of packaging materials recycled
Australia:
• 3,909 tons of waste reduced
• 15.6 kilotons reduces in the emissions of greenhouse
gases emissions (CO2)
• 57.7 terajoules in energy savings
• 124.2 million reduction in water consumption
United Emirates:
• 50 tons of packaging materials recycled
Malaysia:
• 226 kg of waste collected. Note that waste collection in
Malaysia started in 2014.
UK Waste Management
The UK improved waste management at all CEVA sites through Dry
Mixed Recycling (DMR) facilities which allow the sites to segregate
and recycle paper, cardboard, plastic bottles, vending cups and
drinking cans. The results of these and other efforts:
• 1,612 tons of plastic, cardboard and paper recycled
• 84.2% reduction in environmental incidents compared to 2013
• 5.9% reduction in carbon footprint
• 33.7% reduction in packaging materials used
• 16.5% reduction of paper used.
Customer supply chain innovations
in Benelux
For a telecom customer CEVA in
Benelux developed an innovative
packing alternative replacing boxes
with re-usable crates. The design
incorporates a nesting system to
optimize use of space (thus reducing
carbon emissions for transport) and
reduces paper waste with 100%.
In the summer of 2013, CEVA signed the
IATA multilateral agreement for the use of
electronic Air Waybills (e-AWB).
This agreement laid the legal groundwork to
replace the printed terms and conditions
with electronic alternatives . In 2014 CEVA
reached 20.4% e-AWB penetration across its
global business, placing itself firmly among
the leaders in e-AWB implementation. In
September 2014, CEVA achieved the fastest
growth of e-AWB use of any logistics
company.

20. CEVA has ISO 9001 (Quality), 14001
(Environment), and/or 18001 (Health and
Safety) certifications in:
• Australia
• Belgium
• China
• Czech Republic
• Germany
• Hungary
• Luxemburg
• Malaysia
• Netherlands
• New Zealand
• Poland
• Romania
• Singapore
• Spain
• Italy
• United Kingdom
• USA
And more….
20
Certification highlights 2014:
• CEVA in the UK added two new sites (1,167
employees) to its ISO14001 certificate
• CEVA in Benelux became Corporate Social
Responsibility performance ladder level 3 certified
(MVO)
• CEVA improved its ability to support customers to
comply with WEEE, REACH and CFR Hazardous goods
regulations required for customer supply chains in
2014 and beyond.
Environment: What we have achieved
Certifications

21. Our employees are passionate, committed and live and breathe supply
chain excellence. In return, we recognize their efforts, empower them to
be supply chain masters and encourage a culture of collaboration.
The core of our business,
the core of our success:
Our people
As outlined in our Code of Business Conduct, CEVA
strives to maintain a working environment that
allows our employees to achieve their full potential
and encourages creativity and productivity. All of
our employees have the right to be treated with
consideration and respect. We do not allow any
form of workplace violence, intimidation or
harassment. Our employees and the relationships
they build with our customers and other
stakeholders are key elements of CEVA’s continued
and sustainable growth.
Diversity – what are we doing?
We focus on three specific company-wide
programs, each of which is actively sponsored by a
member of the Executive Board:
1. Gender: To promote fair recruitment and
development opportunities for all, we hold
regular listening events, have internal women’s
networks that span the globe, have established
gender-specific mentoring programs and
invested heavily in leadership training. Our
Gender Working Group continuously identifies
areas for further progress to ensure we keep
moving forward.
2. Disability: We value the unique skills of every
individual. We want to increase the number of
employees with disabilities by removing the
barriers – physical or social – to work for CEVA.
21
CEVA in Brazil and Latin America undertook a highly
successful Diversity & Inclusion (D&I) Initiative in early
2014. The overall goal was to increase awareness of
diversity topics and change behavior in terms of dealing
with differences. Events included 250 lectures given in
every Latin America country, attended by 6,462 employees.
Engagement campaigns for the D&I initiative included
“Wear Green Day” on the Friday of D&I Week, organized
book donations (almost 700 books were contributed to
public libraries), book exchanges, photo contests and
distribution of CEVA’s D&I policy to all employees.
In South Africa, CEVA’s initiatives to support the
community included supporting the Alma School for the
blind and hosting the Casual Day celebration in the form of
a lunch to mark the national day of people with disabilities.
The funds raised are used to provide material relief to
persons with disabilities and promote their right to
accessibility, education, housing, employment and full
inclusion into society.

22. 22
Our Disability Working Group promotes and
supports this effort with initiatives such as: a
disability E-Community for mutual support,
disability awareness campaigns, awareness training
on inclusive recruitment and reasonable
adjustments/accommodations and partnerships
with disability groups, including Employers Forum
on Disability (Europe), BizLink and SPD (both Asia-
Pacific region).
3. Lesbian, Gay, Bisexual, Transgender, Transsexual
and Questioning (LGBTQ): We ensure that all
employees, regardless of their sexual orientation,
can be fully engaged with the company and bring
their ‘whole selves’ to work. Our LGBTQ network,
established in 2010, works to create a workplace
where sexual orientation equality is a familiar
concept and where LGBTQ staff feel able to
contribute and participate fully.
To drive progress and monitor our performance we
have established a global LGBTQ network of active
management and employee working groups and
incorporated global diversity in our HR policies and
processes.
During the 2014 World Cup, CEVA promoted
diversity by encouraging celebrations through
employee competitions and incentive campaigns.
The Word Cup 2014 may be over, but the spirit and
celebration of diversity remains.

23. Recognition from external parties
Over the years, we have won several employment
awards and are pleased that our efforts have been
recognized:
• One of the best companies to work for in Asia,
2014, HR Asia Awards, Singapore
• Reliable employer of the year, 2013, Poland
• 2010 Select 50 Diversity Employers, Best Jobs,
USA
• Best Employer 2008/2009/2010/2011/2012,
Large Companies category in Turkey
• Company most sensitive to equal opportunities,
Spain.
Child and forced labor
We are committed to ethical employment
practices throughout the world and to the
International Labor Organization (ILO) conventions
and principles protecting children and vulnerable
adults from exploitation in the labor market.
We aim to comply with all applicable local and
international labor regulations, treaties,
conventions and principles relating to protection,
welfare, health and safety.
This approach is reinforced and underpinned by
our Code of Business Conduct; our global policy
that sets out one consistent approach to fair
conditions and responsible business conduct in all
CEVA locations.
In June 2014, CEVA in Turkey organized the CEVA Junior
Event.
Children of CEVA employees had a chance to see their parents’
workplace while entertainers taught them handicrafts. After
eating a delicious Smurfs cake, the kids took a tour around the
CEVA office, singing to let their parents know they were there.
The kids had a lot of fun visiting their moms and dads at work!
CEVA in Singapore has been recognized as one of the Best
Companies to Work for in Asia, at the HR Asia Awards, 2014.
This award is presented to a select number of Singapore
companies with leading best practices in three key areas -
employee engagement, workplace cultures and development
opportunities.
23

24. Organizing Customer & Stakeholders HSE Events
CEVA organized HSE events in 2014 with customers, NGO’s
and other stakeholders in Asia, Middle East/Africa, Europe
and the US. Workshops were done to develop and improve
safe driving/ riding, lifting safety, Safety Timeout and MHE
safety. For some events more than 300 people attended.
Benelux: New safety Induction programs
The buddy program is specifically designed for new
employees to get a personal warehouse tour and a safety
introduction training. This ensures safety awareness from
the start and allows the new employee to be acquainted
with the surrounding and rules faster and better.
Employee empowerment and ownership
Our people are our most valuable assets, which
makes safety as one of the core priorities of the
company embedded in our company culture and
supported through values and rules. All
management, employees and sub-contractors are
expected to live these values and rules in their daily
work routines.
This Behavioral Safety program is called: The road to
ZERO HARM, ZERO BLAME.
This program has three focus areas:
• leadership by example
• expected safety behavior
• understanding WHY things happen in the way
they do and KNOW what to do to improve.
Leadership by example
Hazardous situations and HSE incident reviews are
monitored on a frequent basis with the VP and Senior
Managers to understand trends and root causes and
assess if improvement actions do work effectively.
Sign off of all lost-time accident investigations at
senior management level, to assure (personal)
commitment to new improvements.
24
Rules
• I know the safety rules for the site I work at and have completed the
site safety introduction, before I enter the site.
• Before I do my work, I check if my environment is safe, my
equipment is safe to work with and I wear my Personal Protection
Equipment
• For any unsafe working conditions, risks or doubt, I contact my
supervisor or the local HSE contact persons timely for follow-up.
• When I do my work, I am FIT for work (no alcohol, drugs or fatigue)
• When I do my work, I make sure my work is done safely at all times
Values
• I am responsible for my own safety at all times
• I actively approach others to work safely
• I take action in case of unsafe operations. If I am
unsure I will stop and ask how to work safe
• I accept feedback about my safety behavior regardless
of rank and position
• I report all incidents, including near misses, to the local
HSE responsible person, to inform others and build on
lessons learned
Behavioral Safety Management
Zero Harm – Zero Blame

25. Behavior
We ensure everyone ‘gets’ HSE. We do this with simple
communications, interactive HSE dialogues and a full
implementation of safe manual handling with ongoing on-the-
floor behavioral HSE training.
Understand WHY and KNOW what to do
Robust accident investigations using cause analysis are done to
continuously improve HSE performance in our daily work
processes. We ensure that the importance to do so are fully
understood, that safety measures are assured by the relevant
stakeholders and that personal protection equipment is up to
standards.
What results did behavioral safety program the “road
to ZERO HARM, ZERO BLAME” bring?
At the start of 2014, the global HSE council found that more
than 80% of the lost time incidents were caused by strains and
sprains injuries on the sites. In 2014 CEVA reduced its lost-time
injuries rate with 37% globally.
To reduce lost time due to these injuries the global HSE
members developed local culturally accepted HSE initiatives to
prevent these lost time incidents by taking local risks out (like for
example removing potholes) and physically train employees in
areas of lifting or stretching by athletes or specialized trainers.
These improvement actions reduced injuries lost times to zero
hours at the sites where these programs were done and made
daily work more fun to do, as less people go home and family
with strain and sprains pains after work time.
This program will continue and expand within CEVA.
UK: “Keep the Jam in Your Doughnut”
The UK delivered in 2014 First Line Management and
employee training at sites were injuries due to strains
were high (more than 60 work days lost time). During 7
months, ‘Olympic games’ weightlifters trained the CEVA
staff in various lifting techniques ( 400 staff)
These training sessions also included the management
perspective and guidance on hands-on monitoring and
coaching of their teams and brought the lost time due
to this injury to zero.
Keep the “Jam in your Doughnut” was the theme
explaining the cause of injuries in simple hands-on
training (see pictures).
25
CEVA in Turkey:
Reduction of blind spot incidents by installing blue lights at the top
of the forklift, so others are able to spot a forklift truck coming
from a blind spot.

26. CEVA is a responsible global corporate citizen meeting all legal, ethical and
economic responsibilities we have. The aim is to create improve the quality of
life in the communities in which we operate, while still preserving profitability
for stakeholders.
We promote sustainability by investing in and
supporting a robust Compliance and Ethics program,
which makes CEVA a better place to work, enables
our business to be successful and helps protect our
company, our employees, our customers and all our
stakeholders.
Code of Business Conduct
Our Code of Business Conduct1 is our governing
ethics document. It embodies our high standards of
integrity and provides guidelines for legal, regulatory
and ethical compliance. The entire document is
focused around respect: for each other; our
shareholders; our customers, suppliers and other
business partners and our communities. Four key
themes underline the Code’s requirements:
appearances matter; independence and quality; no
conflicts; and fairness, honesty and transparency.
In 2013 we re-launched our Code, following a
benchmarking exercise and study of best practices. It
is now written in much plainer language, is simpler to
understand and easier to apply, and is available in 26
languages from our global website. Why don’t you
take a look? 2
Anticorruption
Corruption is one of the key legal and compliance
risks that CEVA faces. We are subject to the United
States Foreign Corrupt Practices Act, the UK Bribery
Act and various other corruption laws and
requirements, all of which have strict prohibitions on
bribery and corruption. Our Code clearly sets out our
expectations when it comes to anticorruption, as
does our Anticorruption Policy. Put simply, we
prohibit bribery in all forms, including facilitation
payments, and we require accurate books and records.
Additionally, we aggressively manage risks posed by
third parties working on our behalf, such as customs
brokers. We have implemented a comprehensive third
party due diligence process to thoroughly vet our
customs clearance agents and subcontractors. We use
compliance covenants to mitigate risks presented by
other third parties. Finally, we provide clear guidance in
other areas that implicate corruption concerns, such as
gifts and entertainment.
Antitrust
Another of our core compliance risks is antitrust and
competition law. As with anticorruption, our Code
clearly sets out our rules and requirements on antitrust
and fair competition. In 2013, we overhauled our
Antitrust and Competition Law Policies and Procedures
(also available on our internal and external websites) to
make them more understandable and easy to use. On a
more tactical level, we require internal senior
management approval for participating in trade
associations, which can present risks of anticompetitive
behavior, and for certain surcharges, to ensure they are
set compliantly and properly documented.
On each of these and other key areas (such as Global
Trade Compliance) we train and communicate widely.
We have web-based training that we deploy to key
audiences, require annual compliance webinars for
management and use our own internal channel –
Connecting CEVA (boss-led, two-way communications
modules) – to cascade key messages through the
organization. Our Compliance and Ethics team visits
various CEVA sites around the world each year for
dedicated compliance interviewing, auditing and
training and works closely with our Internal Audit team.
26
How we deliver performance:
Corporate citizenship
1 Available at www.cevalogistics.com

27. We also issue a quarterly compliance newsletter
called Compass Points which uses simple language
and real-life examples to bring compliance to life.
Supplier relationship management
We operate a centrally led procurement function: a
global team at the center which provides guidance
and strategic direction to a network of country
procurement specialists. In addition, we have an
innovative, all-encompassing approach to
procurement called One Logic. One Logic’s mission
is to maximize value creation by reducing supply
chain costs, improving transactional processes and
enhancing efficiency, while providing sustainable fit
for purpose solutions that responsibly consider
CEVA’s environmental and social impacts. This
approach is embodied throughout the procurement
function, which has a common vision to deliver
excellence in procurement practice through the
development of world class people, operational
effectiveness, cross-functional collaboration and
savings transparency.
In addition to the overarching Procurement policy
which applies to all CEVA locations, we specifically
have green procurement guidelines, which
recognize our responsibility and commitment to
continuously improve our environmental
credentials through responsible supplier sourcing,
waste management, pollution prevention, use of
renewable energy, energy efficiency and supply
chain efficiency.
.
Combining the best economic solution with environmental
criteria, CEVA Italy adopted a green procurement policy in
2007.
The policy promotes purchasing of goods and services which
have the most beneficial environmental, social and economic
impact, considering not only the source of materials, but also
their longevity in the work place and ultimate disposal.
Through a questionnaire, CEVA evaluates the green side of its
potential suppliers asking details on:
• quality and environmental certifications
• management of the separate collection of waste
• use of recyclable packaging
• training courses on environmental issues
Thanks to this CEVA policy adopted in 2011, about 60% of
total CEVA Italy’s suppliers are considered green in 2014.
27
We have green procurement guidelines,
which recognize our responsibility and
commitment to continuously improve
our environmental credentials.

28. Prevention
We are committed to a clear, proactive approach to
security in close consultation with our customers and
stakeholders and have invested substantially in secure
facilities, vehicles and freight handling policies.
CEVA’s global security organization can meet any security-
related request or issue through the employ of
professional security experts. CEVA security advises CEVA
customers on specific security issues, develops custom-
made security solutions, delivers awareness training and
carries out investigations.
Compliance
CEVA complies to industrial security standards such as
TAPA (Transported Assets Protection Association) and local
government security certifications like C-TPAT, AEO and
STP.
Innovation
CEVA is committed to innovation in logistics security. CEVA
has been a TAPA member since 2002 and has active board
membership within the board of directors for TAPA EMEA
membership.
Examples of CEVA ‘s security solutions proven to
be successful in 2014:
For trucks operating in a high-risk country, we
implemented a system that will automatically
shut-down the engine at the first stop location
when the GPS signal is lost or jammed. The system
blocked all subsequent hijacking attempts and
discouraged hijackers, resulting in a drop in
attempts.
Mobile GPS systems hidden in the freight resulted
in a number of arrests.
28
Security:
The FBI estimates at least $40 billion is stolen per year within the global supply chains. CEVA
Logistics is committed to manage security as an integral part of our business by the principles:
Prevention, Compliance and Innovation

29. With the logistics arranged by CEVA, Goodman
Fielder donated 1,272 liters of fresh low fat milk to
2,300 students in Philippines in October 2014.
In May 2014, a number of CEVA employees in the US
participated in the Walk for Babies organized by the
March of Dimes Foundation, US.
In December 2014, CEVA in Thailand and its customer SCG
organized a series of safety awareness and anti-drug
campaigns for local communities.
CEVA employees in Malaysia donated money, food
grains and other relief materials to people in the
flood-hit areas of Malaysia in December 2013.
In 2014, CEVA’s Roparun team 2015 in Europe raised
€6,400 to support people who suffer from cancer.
July 2014, employees at CEVA Singapore
helped to distribute 150 boxes of provisions for
the underprivileged in the MacPherson area.
Since 2011, in the village of Dan Dabo 100 goats
have been vaccinated and delivered to 50 families,
as part of a CSR program supported by CEVA.
Community engagement
With a presence in over 170 countries, CEVA recognizes the importance and
value of being engaged in the local communities it operates in.
29
A few examples for all

30. 30
These present both risks and opportunities for
environmental, social and economic performance
and have made corporate governance to manage
these risks and promote sustainability a priority for
our Executive Board.
Corporate governance
CEVA is governed by a Board of Managers and
managed on a daily basis by our Executive Board.
Our CEVA Business Rules set forth authority limits,
approval requirements and procedures related to
making investments and capital expenditures, rules
on entering into commercial contracts and other
business transactions, as well as a host of other
activities.
Our Committee on Corporate Conduct reviews and
monitors compliance reports and problems. We
actively encourage employees to report compliance
concerns in whatever way they feel most
comfortable with (including anonymously) and
provide a compliance hotline and web-based
reporting tools to do so. The Committee on
Corporate Conduct consists of representatives from
Legal, Human Resources and other departments,
and is chaired by the head of Internal Audit, who
reports periodically to the Audit Committee. Our
Internal Audit group routinely audits various aspects
of the business as part of our ordinary course audit
program and also looks into particular problems as
they arise.
CEVA’s Chief Legal Officer and Chief Compliance
Officer oversee our global Legal/Compliance and
Ethics team, which consists of lawyers and
paraprofessionals around the world, dedicated
compliance managers in each of our regions, Global
Trade Compliance personnel and others. Finally, CEVA
has an Insurance Risk Management group that oversees
our insurance program and handles insured claims and
losses.
Enterprise Risk Management (ERM)
At CEVA, we categorize Enterprise risks into five key
areas:
External risks: These are the climate change and macro
economical risks, i.e. Hurricanes, heavy winters, rainfall,
as well as energy price changes, social evolutions (like
the rise of “superfoods”) or political, economical and
social instabilities impacting business continuity.
Strategic risks: These are the risks related to the
markets en customers in which CEVA operates,
impacting CEVA’s revenues.
Operational risks: These are the risks that could impact
continuity of operational execution, quality of delivery
of goods and services to customers.
Compliance risks: These are the regulatory changes
which impose risks to operations which could result in
claims when they are not managed well.
Financial risks: These are the risks related to financial
management like tax, cash and liquidity-related
exposures to the company
How we manage risk
We guide the development and ensure the
implementation of our sustainability strategy and
programs globally, addressing the strategic, operational,
compliance, reporting and materiality
How we ensure performance:
Governance
No organization can operate as it did a decade ago. All our stakeholders are facing the
challenges and effects that the climate can have on our operations, with increasing
environmental regulation and taxation and declining natural resources. Increased
visibility into corporate business practices and a better understanding of the
interconnectedness of the work we carry out are called for.

31. 31
risks outlined before. We place high importance on
providing guidance and leadership on management of
Enterprise risk to all CEVA employees and our stakeholders
worldwide, to ensure that the strategy and programs are
accepted, understood, bought into and being complied
with.
We achieve this through a number of different
approaches:
• We lead the organization in the development,
implementation and maintenance of sustainability, risk
governance and management systems.
• We define and implement the global sustainability risk
management process together with CEVA’s ERM &
Executive Board, including sustainability risk
identification, analysis, objectives and appropriate
response and control.
• We have global and regional operations management
working proactively to drive improvements in key areas
as identified through enterprise risk management
analysis. We evolve and assure that global
sustainability policies are adhered to in the
development of regional and local sustainability
policies and work procedures for all locations.
• CEVA’s global HSE Council together with involvement
of CEVA management prepares, maintains and
updates the sustainability policy manuals as required
and develops, implements and maintains the
operational sustainability audits of CEVA worldwide.
• We lead sustainability crisis and incidents
management and report performance status on
appropriate and frequent basis to the Executive Board
and regional presidents.
• Our leadership behavior is in accordance with good
sustainability standards and our Code of Conduct.
Process governance and performance
CEVA works closely with its customers get the best
solutions in place in terms of performance, commercial
results and from sustainability perspectives. Our
experience with extended supply chains allows us to
handle the challenges of working with multiple suppliers
and service providers across the world. We provide the
visibility customers need to monitor and control their
flows and operate in compliance with relevant industry,
sustainability standards or generic standards like ISO.
Our commitment: People, Environment and Performance
Throughout the organization, from our leadership to every single employee,
we are committed to deliver sustainable value to our customers , stakeholders
and we are doing so through respectful behavior to the earth’s natural resources.

32. Global Head Office
CEVA Logistics
Siriusdreef 20
2132 WT Hoofddorp
The Netherlands
Tel: +31 23 799 8000
+31 23 568 3300
sustainability@cevalogistics.com
www.cevalogistics.com
 2015 CEVA Logistics