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Contents

i Company Profile

About this Report

1 CSR Highlights 2007

Performance at a Glance

2 CEO’s Introduction

3 Our Corporate SocialResponsibility Vision

4 CSR Timeline

6 Managing and MonitoringOur Progress

11 Looking After Our People

14 Health and Safety

17 Caring for the Environment

22 Working with Communities

24 Leading in Our Marketplace

25 Verification

Company Profile

Key Financial Highlights 2007

Total Revenue: £979.4 million (up 3% on 2006)

UnderlyingOperating Profit: £105.7 million (up 3% on 2006)

BBA Aviation plc is a leading provider of aviation servicesand systems, employing approximately 10,700 peoplein 11 countries on five continents. Our Company’s majorgeographic markets include the USA, Asia, the UK, andEurope, with our Company headquarters located inLondon, UK.

BBA Aviation focuses on serving two primary markets—Flight Support and Aftermarket Services and Systems.

Our Flight Support services (Signature Flight Support (SFS)and Aircraft Service International Group (ASIG)) includeground handling, cargo handling, passenger services,refuelling, de-icing, and other services to both the businessand commercial aviation markets. SFS is the world’s largestfixed base operation (FBO) and distribution network forbusiness aviation services. ASIG is a leading fueller ofcommercial aircraft in the USA and UK.

BBA Aviation’s Aftermarket Services and Systemsactivities, Engine Repair and Overhaul (ERO), APPH,and Legacy Support include the supply of aircraft parts,overhaul of jet engines, and legacy product support.Our services also include the design, manufacture, andoverhaul of aircraft hydraulics, landing gear, and otheraircraft equipment.

BBA Aviation plc was created in November 2006through the demerger of Fiberweb from BBA Groupplc. For more information on our Company, please visit:www.bbaaviation.com.

About this Report

This Corporate Social Responsibility (CSR) Report aims tohelp our customers, shareholders, suppliers, and otherexternal parties to understand how we approach CSR andmanage our performance on various environmental, social,and ethical issues. This annual Report will be communicatedseparately to our employees through an informationpamphlet that will be distributed to all employees at everyBBA Aviation facility.

This CSR Report covers all of BBA Aviation’s operations from1st January 2007 to 31st December 2007. It is our secondCSR Report as BBA Aviation plc. Our Company’s CSRperformance from 2001 through 2005 was reported as partof the BBA Group plc, from which we were created in 2006.

For additional information on our Company’s CSRactivities, including copies of our previous CSR Reports,we invite you to visit our website: www.bbaaviation.com.

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CSR Highlights 2007

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• CSR Management System—We have identified business-specific measures in the four key areas of health and safety,environment, community, and people, and are workingwith the individual business units to set improvementtargets and monitor performance through quarterlybusiness reviews.

• Safety Improvement—Our Recordable Incident Rate(RIR) improved, dropping from 6.6 to 6.3 during the year.

• CSR Policy—BBA Aviation senior managers developedand are implementing an updated CSR Policy to guideour efforts.

• Improved HS&E Reporting Systems—During 2007, anew electronic HS&E reporting, recording, and root causeprocess was implemented within ASIG and SFS Americas.We are rolling out this programme across the Company,and are instituting a more detailed senior managementreview of all recordable incidents and root cause analysis.

• Apprenticeships—Support of apprenticeship programmesand other continuing education schemes throughout thebusiness units has continued and expanded.

• Leadership Development—We introduced a newperformance management process and leadershipdevelopment programmes, which include leaders andpotential leaders from across BBA Aviation.

• Wellness—Employee wellness programmes have been setup at many of the business units to improve the overallquality of life of our employees.

• Alternative Fuels—ASIG was involved in an industryworking group evaluating the use of environmentallyprogressive alternative fuels within the aviation industry.

• Green Building—SFS’s facility at the San FranciscoInternational Airport began a renovation projectincorporating green building design and use of alternativeenergy. SFS’s new FBO facility at Boston LoganInternational Airport also incorporated sustainabledesign features to achieve Leadership in Energy andEnvironmental Design (LEED) certification in 2008.

• Supply Chain—APPH conducted a conference on supplychain issues, including breakout sessions on CSR-relatedtopics.

CEO’s Introduction

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BBA Aviation cantrace its roots backto 1879, when WilliamFenton returned toDundee, Scotlandfrom Sweden to starttrading as a wovenbelt and pipe maker.Since then we haveendured andprospered byresponding rapidly tothe radical and globalsocial, political, andeconomic changes thathave taken place overthe last 129 years.During this time, we

have continually evolved and reinvented ourselves to addressthese challenges and to take advantage of the opportunitiesthey have created.

Completion of the demerger of Fiberweb in November 2006marked the beginning of the next exciting stage in ourevolution. During 2007, our first year as a focused aviationand systems support group, we have made good progressin defining our management model and embedding thecultural change necessary to support our vision as a dynamic,world-class supplier to the global aviation industry,continuously delivering exceptional performance.

Our management model is based on independent businessunits, run by capable, empowered, and entrepreneurialmanagement under wider strategic sponsorship with centralcoordination and oversight. An overarching vision, mission,and set of values and associated behaviors defines all of ourbusiness units and builds on BBA Aviation’s performance-driven culture, which is being enhanced by closer cross-business information, process, and technology sharing.

Our people are key in driving this change and deliveringthe vision. They are our most valuable resource. Just as weinvest in our businesses, we will increasingly invest in ourpeople, developing, supporting, and providing them withthe training, challenges, and experiences to realise theirpotential and to position BBA Aviation to take maximumadvantage of its many exciting opportunities in this nextphase of the Group’s development.

Sustainability is core to our overarching vision, and BBAAviation businesses have focused on CSR in its various guisesfor some time, measuring, taking actions, and improvingthe impact they have on their environment. Although wehave a relatively small environmental and social footprint,we are conscious that we service an industry thatcontinues to attract adverse comment regarding its impacton the environment and its contribution to climate change.The industry continues to work diligently to drive

improvement in its environmental efficiency, and we continueto support the effort to further improve the sustainability ofaviation into the future. We take great pride, for example, inASIG’s participation in a number of industry bodies evaluatingthe potential for alternative fuels in commercial aviation, suchas the Commercial Aviation Alternative Fuels Initiative (CAAFI),and the International Air Transportation Association’s TechnicalFuel Group (TFG) and Fuel Suppliers Advisory Panel (FSAP).We will continue to support such initiatives in the future.

Within BBA Aviation, in 2007 we restructured our CSR SteeringCommittee to include a greater number of operationalexecutives to provide improved direction to our CSR initiatives.At its recommendation, we have adopted a revised CSR Policythat was ratified by our Company’s Executive Committee andBoard in 2008. The revisions to this Policy will result in acontinuing focus on and commitment to CSR, particularly inthe areas of energy use and carbon emissions.

We have made significant progress in integrating the issuesof CSR into the way we run our businesses and monitor theirperformance. The development of key CSR performanceindicators that are measureable and meaningful continues, asdoes the standardisation of these measures across the Groupwhere it makes sense. Developing strategies and actionplans to drive continuous improvements in CSR are beingincorporated into our strategic and operational planning andperformance review process.

Health and safety, in particular, continues to receive a highlevel of management attention. We acknowledge thatrampside is a dangerous place in which to operate. Health andsafety is now part of the key performance objectives of oursenior management, and we have recently appointed aGroup Director of Health, Safety, and Environment to sharecross-business learning and best practice, and drivecontinuous improvement in these key areas. As a result, theCompany has seen positive improvements in our healthand safety performance, and this will continue to be anarea of fundamental focus for us in 2008 and beyond.

In summary, BBA Aviation has a rich heritage, capablemanagement, and strong individual businesses. We are inthe process of undergoing a significant change in supportof our vision and mission, where sustainability and corporatesocial responsibility are core. We have made good furtherprogress in 2007 in a number of areas, and continuingchanges in organisational design, resource allocation,management processes, and reward systems will ensure thatwe continue to drive and deliver continuous improvement inthese core areas of our business in the future.

Simon PryceAugust 2008

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Integrity

We earn the trust and respect of our shareholders,employees, customers and business partners by beinghonest, fair and open and by honouring our commitments.

Responsibility

We are committed to living by the principles and practicesestablished by our Group corporate and social responsibilityand business ethics policies, which enable us to manageeffectively our impact on society and the environment.

Safety

We are fundamentally and proactively committed to safetyand security—the identification, evaluation and eliminationof hazards that could cause harm to people, property andour environment.

Service

We strive continually to enhance the value of our serviceto customers by anticipating their needs, finding effectiveand innovative solutions to their problems, and investing innew systems, products and technology.

People

We are committed to investing in our people, to theirdevelopment through training and to providing them withopportunities for rewarding careers that support ourleadership position in the aviation markets.

Performance

We focus continually on business performance. Reliablydelivering the results we promise is essential to success inBBA Aviation and to continued confidence in the future ofour business amongst our stakeholders.

Our Corporate Social Responsibility Vision

VISION S TAT E M E N T

BBA Aviation’s vision is to create long-term sustainable stakeholder value. We aim to impact positively on society andthe environment through the operation of our companies and the conduct of our personnel. This responsibility includesopen and frequent communications with stakeholders, employees, and customers, as well as with the communities whereour companies operate, on matters of health, safety, and environmental protection and preservation, and fair andequitable competition and employment practices. It is the individual responsibility of all BBA Aviation managers toensure that these critical corporate values are reflected in daily business operations.

Throughout 2007, BBA Aviation facilities have made concerted efforts to uphold our Corporate Social ResponsibilityVision and to work in a manner that supports the six key values that underpin the way we do business—Integrity,Responsibility, Safety, Service, People, Performance.

CSR Timeline

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1996 1997 1999 2000Group HS&EManager roleestablished

ImplementedGroup HS&Emanagementprogramme

BBA GroupHS&E Missionand PolicyStatementsdeveloped

Initiated BBAGroup HS&Eforums

Initiated BBAGroup HS&Ebaselineassessments

Developmentand adoption ofGroup standardsand GuidanceNotes

2001 2002Developmentof Group HS&Ewebsite

Participation inthe first annualBusiness in theEnvironment(BiE) Survey

Developmentof theEnvironmentalIndex reportingsystem

First annual CSRReport published

Focus on accidentinvestigation;development ofGuidance Note205

Participation inthe first annualBusiness in theCommunity(BitC) Survey

2003 2004Development ofthe BBA GroupHS&Eself-assessmentprogramme

Implementationof thebehavioural-based safety(BBS) process

Formation of theCSR SteeringCommittee

Appointment ofNon-ExecutiveBoard Memberfor CSROversight

Introduction ofthe SeverityIndex (SI) keyperformanceindicator forinjuries

Addition ofCorporate SocialResponsibilityand Code ofBusiness Ethicspolicies to BBAGroup’s PolicyManual

2005 2006Confidential callline installed forBBA Groupemployees toanonymouslyreport anyethical concerns

Several UKfacilities workwith the CarbonTrust to conductenergy audits

Established aGroup-wideHumanResourcesDirector post

Reduced theRecordableIncident Rate(RIR) from 6.8to 6.6

SI rates reach anall-time low of44.5

Received a ten-year successioncontract with SanFrancisco Int’l.Airport, in partbecause of ourcommitment toCSR

2007 2008UpdatedCSR Policy

Continued RIRreduction from6.6 to 6.3

LEED certificationof SFS’s newterminal buildingat Boston’s LoganInternationalAirport

Over the past several years, BBA Aviation has made significant strides in our mission to create long-term sustainablestakeholder value. As our performance has improved in this arena, we have shifted our focus from a reactive one ofbasic regulatory compliance and prevention of serious injuries, to one that seeks to incorporate a wide range ofenvironmental and social considerations into all aspects of our business for the betterment of our Company andsociety as a whole. BBA Aviation’s CSR Vision is an ideal, and getting there is a constantly evolving process. Thetimeline below highlights some of the key milestones on BBA Aviation’s CSR journey so far.

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1 Business Ethics

• We will endeavour to run our business with integrityand transparency.

• We are committed to conducting our operations incompliance with national legislation in the countrieswhere they are located.

• We will benchmark ourselves against best practicestandards and seek to pursue a best practice approachwherever practical.

2 Engagement and Transparency

• We will engage regularly with our stakeholders tounderstand their priorities, and discuss opportunitiesand challenges in order to make better businessdecisions.

• We will report transparently in line with best practicestandards of accountability, supported by independentverification.

3 Employees• We aim to provide equality of opportunity and diversity

through our employment policies in line with locallabour laws.

• We will encourage our employees to reach their fullpotential, and support them through training anddevelopment.

• We will strive to provide a workplace that is fair,motivational, employee-friendly and a good workingenvironment.

4 Health and Safety• We are committed to achieving a working environment

which is safe and secure, and supports healthy lifestyles.

• We will aim to achieve and promote best practices onH&S specific to the aviation industry.

5 Human Rights• We respect the principles of the Universal Declaration of

Human Rights and the International Labour Organisationcore conventions and are guided by their provisions inthe conduct of our business.

6 Environment• We will manage and strive to reduce our environmental

impact, particularly our contribution to climate change.

• We will support innovative developments in technologiesthat support our business objectives and can offerenvironmental and social benefits.

7 Suppliers• We will seek to promote the application of our CSR

Policy by our suppliers.

8 Customers• We will work with our customers as business partners in

striving to deliver CSR objectives and sustainability inthe aviation sector.

9 Community• We will seek to benefit local communities where we

operate through community investment and charitablegiving.

• We will work with the objective that local communitiesbenefit from the employment and career developmentopportunities that exist within our operations.

• We will provide fair opportunities to local suppliers tomaximise our positive economic impacts at a local level.

COMPLIANCECompliance with this Policy will be treated in the samemanner as other BBA Aviation policies. All ManagingDirectors will be required to sign a disclosure statementtwice each year acknowledging their receipt of a copy ofthis Policy; their dissemination of the Policy to their directreports; and their disclosure of any known violations ofthe Policy, to the extent not previously reported asrequired under the Policy.

This Policy and compliance with it will be the subject ofreview as part of the BBA Aviation Internal AuditProgramme.

CSR P O L I C Y(introduced in April 2008)We believe that healthy competition in the marketplace, pursued responsibly, is the best way of delivering value to allour stakeholders. This means that we will aim to provide sustainable growth in our business performance for ourshareholders, and strive to maintain both short and long-term success. At the same time, we will assess and manage ourkey CSR risks, setting annual targets and long-term objectives at a local and corporate level, focusing on priority issues.

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Message from the Director forCSR Oversight

I am pleased to report that during2007 BBA Aviation and ourindividual business units continuedto take great strides to incorporateCSR philosophy into our corebusiness processes and practices.As BBA Aviation’s Director for CSROversight, it is my role to see to itthat CSR is truly a major part of the

way we conduct business. I work closely with our Board ofDirectors and Executive Committee to meet our CSR goals.

Both the Board and the Executive Committee are pleasedwith the progress being made in incorporating all aspectsof CSR into BBA Aviation. The Board is highly supportiveof the evolution our Company is going through, and ofSimon Pryce’s leadership in guiding us through that evolutionto become a more focused aviation services and systems

support group. We anticipate that additional CSR-relatedimprovements will be made in the future as CSR continuesto bring our Company financial and other business-relatedbenefits.

As indicated in our Company’s 2006 CSR Report, we wereall saddened to report that a fatal accident occurred inApril 2007 within our operation at the Detroit MetropolitanAirport. In keeping with our commitment to safety, we haveapplied appropriate remedial measures to help preventfuture accidents, including strengthening skill sets andtraining with respect to safety.

I look forward to continuing to work with our Board,Executive Committee, and the rest of BBA Aviationmanagement to further incorporate CSR into ourCompany in the future.

Mark Harper

Managing and Monitoring Our Progress

Promoting Industry SafetyBBA Aviation participates in a numberof aviation industry groups that work topromote sound management principlesand best safety practices. One suchgroup is the National Safety CouncilInternational Air Transport Section(ARTEX). Kimberly Tuyn, Director GroupHS&E, has been a member of ARTEX forthe last two years. The purpose ofARTEX is to:

• Foster safety services in airtransportation and related activitieson a national and international scale.

• Develop and share information andbest practices.

• Analyse personal injuries/illnessesand property damage statistics todetermine trends and areas thatneed further attention.

• Provide education and trainingprogrammes in the interest ofaviation-related occupational safetyand health.

Since 1997, Dennis Duncan, RegionalHS&E Manager for ASIG, hasparticipated in another programmededicated to enhancing aviation safety:Delta Airlines’ Underwing Partners SafetyLeadership Team (UPSLT). UPSLT is madeup of companies that work with andsupport Delta Airlines. Meetings to sharebest practices are held quarterly, withmembers taking turns hosting and givingpresentations. BBA Aviation hosted oneof these meetings during the summer of2007, during which Kimberly Tuynpresented how BBA Aviation’s safetyteam is organised. Dennis Duncan alsogave a presentation on how to helpfrontline supervisors become observersand followers of safety practices andtransform themselves into safetychampions who can coach fellowemployees in the field.

Managing and Monitoring Our Progress

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We realise that it is critical to regularly monitor, measure, andanalyse our CSR performance in order to continue to improve inthe future. BBA Aviation’s managers routinely analyse CSRperformance trends and integrate best practices into ourCompany’s future planning processes. We also regularly monitorand measure the CSR progress we are making across ourbusinesses. This detailed plan for managing and monitoring CSRperformance enables us to identify areas where our efforts aresucceeding. It also allows us to focus on areas that will requireadditional attention in the future.

The following are the specific ways our Company monitors andanalyses our CSR performance, both internally and externally, inorder to continually improve.

Internal GovernanceDuring 2007, BBA Aviation’s CSR Steering Committee continuedto meet at least quarterly to provide leadership and guidance onmatters of social responsibility. A significant focus of the Committeein recent years has been to review and refresh our Company’sapproach to CSR, and to develop stronger linkages to our strategicobjectives and vision.

Specifically, the CSR Steering Committee is charged with:

• Identifying CSR priorities and risks, and helping to affect changein the operations of our business.

• Supporting our CSR initiatives as advocates within BBA Aviation.

• Reviewing our CSR programmes and performance, andidentifying strengths and weaknesses in the implementationof CSR strategy.

• Recommending, where necessary, new CSR policies and changesto existing CSR governance structures.

BBA Aviation’s CSR Steering Committee adopted a new CSR Policy(see page 5) that was ratified by our Company’s ExecutiveCommittee and Board in early 2008. The CSR Steering Committeeis now working on improved measurement methods that will beintegrated throughout all business units to ensure that meaningfulprogress is being made.

Providing CSR leadership within BBA Aviation continues to be partof the duties of all our managers. We believe that giving CSR thishigh level of attention will result in increased CSR activity throughoutour Company and our individual business units in the future.

One of the ways BBA Aviation’s commitment to CSR is made clearto our customers and employees is through our Company policies.Managers of our various businesses and our HS&E managers areexpected to ensure that employees are aware of the high prioritywe place on CSR. In fact, the performance of these managers ismeasured, in part, by how well they comply with our CSR policiesat their individual operations.

During 2007, several of our Company’s policies related to CSRwere modified and reissued in 2008. Our policies cover:Corporate Social Responsibility; Code of Business Ethics;

Managing and Monitoring Our Progress

Disclosure of Unethical Conduct; Competition LawCompliance; Data Protection and Privacy; Gifts andEntertainment; Bribery and Corruption; and EqualOpportunity and Anti-Harassment.

Our Company’s CSR policies are included in the BBAAviation Legal Policies Manual, which is distributed toall senior managers. Managers are regularly required toconfirm that they understand these policies and areimplementing them within their operations.

Having CSR as a core part of our business also meansassessing and monitoring any new companies that weacquire. We conduct baseline assessments when we initiallyacquire a business to determine how well that business isperforming relative to CSR and to identify areas where webelieve there is room for improvement. We then work withthat new company to help ensure its success in promotingthe highest CSR standards.

Internal Control MeasuresIn 2007, BBA Aviation performed an internal controlassessment, and findings suggested that the business unitswould benefit from additional input at the Company level. Asa result, the quarterly business reviews now include CSR as astandard agenda item for each business unit to report on tosenior management. In addition, BBA Aviation’s Internal Auditteam is responsible for conducting annual reviews andverifying compliance of our individual businesses with ourCompany’s CSR policies. We are confident that our recentlyissued CSR Policy and the accompanying measurementpractices being developed by the CSR Steering Committeewill provide our business units with the additional directionand support needed for the future.

Our Company has other internal control measures. Forexample, HS&E management practices and regulatorycompliance are assessed at BBA Aviation facilities on anannual basis. Within the ASIG and SFS businesses in theAmericas, all locations undergo an annual audit conductedby corporate HS&E auditors. Within the other businessunits, facilities undergo an annual HS&E self-assessment,with several facilities also receiving an external verificationaudit. Both the HS&E audit and self-assessment programmesinclude a number of CSR-related questions.

External BenchmarkingBusiness in the Community (BitC) CorporateResponsibility IndexBBA Aviation believes that external benchmarking is aneffective means of assisting our Company in identifyingareas of CSR that require additional attention in the future.For the last five years, we have participated in the UK-based Business in the Community (BitC) indices.

Over the previous four BitC indices, there was some modestvariability in our Company’s score from year to year (81% -

85%). In 2007, we maintained our position as a top 100company; however, we were disappointed to find our scorefell to 72.5%. We believe that this resulted from substantialimprovement of other companies and tightening of thescoring system, not as a result of any regression on the partof BBA Aviation. We are using this new information as anopportunity to further strengthen the specific areas in whichwe did very well, and to focus greater attention and resourceson those areas where improvements can be made.

Specifically, our 2007 BitC score showed that we madesubstantial improvements over 2006 in the following areas:Board Reporting, Board Remuneration and Bonuses,Performance Management, Integration of CSR, andStakeholder Engagement. Areas that provide our greatestopportunities for improvement in the future includeEnvironment, Community, Product/Process Stewardship,Supply Chain Management, Influence over Rules, WorkplaceManagement, Employee Development, and Wellness. Our2007 BitC assessment report can be found on the BBAAviation website: www.bbaaviation.com.

Stakeholder DialogueInvestor EngagementBBA Aviation continues to activelyparticipate in FTSE4Good, the SociallyResponsible Investment (SRI) index thatassesses a company’s CSR strategy andperformance. Our Company has also

continued to respond to the Carbon Disclosure Project(CDP) questionnaire. Our response can be found atwww.cdproject.net. In addition, we remain engaged withTrucost Plc, an environmental research organisation thatwas established to help companies and investors understandthe environmental impacts of business activities.

In 2007, BBA Aviation also participated in two CSR-related surveys. We once again completed a survey forthe Ethical Investment Research Services (EIRIS), a UK-based organisation that provides independent researchinto the social, environmental, and ethical performanceof companies. Our Company also completed theInvestec Assessment Management Climate ChangeSurvey. This online survey collects information on how

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Managing and Monitoring Our Progress

FTSE 350 companies view climate change, and whatsteps they are taking to manage it.

Customer and Employee Engagement BBA Aviation’s businesses have a number of mechanismsin place to solicit information from customers and otherstakeholders on a variety of topics, including CSR-relatedissues. These mechanisms include the following:

• ASIG conducts monthly review meetings with keycustomers. Online customer satisfaction surveys will beintroduced in 2008, and will have standard questions onsuch topics as environmental and safety performance.ASIG also includes in its standard sales material basicinformation concerning its CSR efforts, and shares BBAAviation’s CSR publications with various stakeholders.

• SFS is using People Metrics, a research firm, to carry outsurveys to develop and enhance customer servicestandards training. SFS management personnel reviewcustomer satisfaction goals on a regular basis.

• Executive Beechcraft has a website that allows customersto provide feedback or ask questions about systems orconcerns. Customers have provided positive feedbackon Executive Beechcraft’s recycling initiative.

• During 2007, L.E.K. Consulting initiated a customer surveyon behalf of the APPH Group. This survey covered allaspects of performance, including response times,schedule adherence, and innovation.

• ERO uses electronic, telephone, and direct mail customersurveys to solicit feedback, as well as mandatory weeklycalls by customer service representatives. ERO alsohosted a breakfast for its suppliers and customersregarding cooperative interaction with the Red Cross.

Local Community Achievements—AwardsBBA Aviation facilities and employees take pride inknowing that they have made positive contributions totheir surrounding communities. Many of these activitieshave garnered the attention of outside groups, such asindustry associations, government agencies, and

community organisations. This recognition reinforces ourcommitment to CSR principles—from safety excellenceand environmental stewardship, to charitable giving andcommunity involvement. The following achievements areamong the highlights of 2007.

Best Airport Fuel OperatorAwarded to ASIGASIG has been named Best Airport

Fuel Operator for the fourth straight year in an independentsurvey conducted by the Armbrust Aviation Group Jet FuelReport. ASIG ranked number one against competitors inservice categories for safety standards, quality of staff,data management, price, and innovation.

ASIG Is Four-Time Recipient ofDelta Air Lines’ Safety AwardThe Triple Crown is Delta Air Lines’

highest operational safety award, recognising localoperations and supplier partners for critical elements ofteamwork, time management, and operational excellencein achieving a safe, on-time operation. In November 2007,ASIG’s Salt Lake City fueling operation received the TripleCrown Award for the fourth time.

Premier Turbines DemonstratesExcellence in Energy EfficiencyCrowder College’s Alternative

Energy Department in Neosho, Missouri, awarded BBAAviation’s Premier Turbines the Energy ExcellenceConservation Award at the 2nd Annual Energy, Environment,and Efficiencies (E3) Conference in November 2007. Theaward recognises Premier Turbines for demonstratingoutstanding efforts in instituting, utilising, and providingenergy-efficient products and services.

ASIG Receives British SafetyCouncil Recognition The British Safety Council is one ofthe world’s leading occupationalhealth, safety, and environmental

“Once again, we are humbled and honoured to be recognised by ourcustomers in this way... This award only encourages us to redouble ourefforts in safety, quality, reliability, and offering the best value possibleto our customers.”

Keith P. Ryan, ASIG President,on ASIG’s Best Airport Fuel Operator recognition

Managing and Monitoring Our Progress

organisations. In 2007, ASIG was accredited with theBritish Safety Council’s Five Star Health and SafetyManagement System Audit rating.

Dallas Airmotive International (DAI) Named Top PartnerMark Berg, DAI Customer Service Manager, was honouredto accept the Top Partner Award from Southwestern IllinoisCollege (SWIC). This award serves to recognise individualsand companies for their contribution to strengtheningSWIC’s Airframe and Powerplant (A&P) programme withinthe college and community.

Sharing and Promoting Best Practice in the AviationSectorAn important part of a strong CSR programme is sharingbest practices with others in the aviation industry. BBAAviation is proud of our Company’s participation in manyvoluntary business associations and initiatives throughoutthe industry. This participation across our Company notonly allows us to share best CSR practices, but also givesus an opportunity to learn from the experiences of otherorganisations. Sharing best practices also helps to promotegreater HS&E and social awareness throughout the aviationindustry as a whole.

Among the organisations in which we play an active roleare the following:

• Aeronautical Repair Station Association (ARSA) -www.arsa.org

• Aero Club of Washington - www.aeroclub.org

• Aircraft Maintenance Technology (AMT) -www.amtonline.com

• Air Transport Association of America (ATA) -www.airlines.org

• American Association of Airport Executives (AAAE) -www.aaae.org

• Army Aviation Association of America (AAAA) -www.quad-a.org

• Aviation Ground Safety Council (AGSC) -www.agsc.org.uk

• British Business and General Aviation Association(BBGA) - www.bbga.aero/

• East Newton Co. R-VI School District Board -www.enr6.k12.mo.us

• Florida Aviation Trade Association (FATA) -www.fata.aero

• Flight Safety Foundation (FSF) - www.flightsafety.org

• Fuel Suppliers Advisory Panel (FSAP) -www.iata.org/workgroups/cfg

• Greater Ozarks APICS Chapter - www.goapics.org

• Greater Washington Business Aviation Association(GWBAA) - www.gwbaa.com

• International Air Transport Association (IATA) -www.iata.org

• Kansas City Area Development Council (KCADC) -www.thinkonekc.com

• Midway Special Road District (Missouri) -www.auditor.mo.gov

• National Air Transportation Association (NATA) -www.nata.aero/

• National Aeronautic Association (NAA) - www.naa.aero/

• National Business Aviation Association (NBAA) -www.nbaa.org

• National Contract Management Association (NCMA) -www.ncmahq.org

• National Safety Council (NSC) - www.nsc.org

• National Examination Board in Occupational Safety andHealth (NEBOSH) - www.nebosh.org.uk

• Neosho (Missouri) Area Chamber of Commerce -www.neoshocc.com

• North West Aerospace Alliance (NWAA) -www.aerospace.co.uk

• Professional Aviation Maintenance Association (PAMA) -www.pama.org

• Society of British Aerospace Companies (SBAC) -www.sbac.co.uk

• Southwest Illinois College Advisory Board for A&PProgramme - www.swic.edu

• Technical Fuel Group (TFG) -www.iata.org/workgroups/tfg

• University of Texas-Dallas: History of Aviation -www.utdallas.edu/library

• Women in Aviation International (WAI) - www.wai.org

People are a top priority at BBA Aviation. As stated in oneof our six core values, we are committed to investing in ouremployees and their development, and to providing themwith rewarding careers.

Protecting our employees’ health and safety is a key part ofinvesting in our people. BBA Aviation employs approximately10,700 people in 11 countries on five continents. In order forour employees to reach their full potential, we believe thatwe must provide them with a safe and secure workenvironment. By doing this, and by giving them the trainingthey need to advance in their careers, it is our aim toeffectively counter the history of high employee turnoverprevalent within the aviation services market.

Investing in our people means not solely investing in them atwork, but also providing them with the resources they needto grow as individuals outside of the work environment. BBAAviation takes pride in addressing our employees’ entirewellbeing, including both physical and emotional, as partof our commitment to their health and safety.

Fair Treatment, Diversity, and Business EthicsBBA Aviation is committed to operating in a non-discriminatory manner and to creating greater diversityin our workforce wherever possible. These goals are ahigh priority of senior management, and are regularlycommunicated to individual business managers and toall of our employees. We believe that greater diversityin our own workforce will assist our Company in betterrelating to the increasingly diverse populations of thecommunities in which we operate.

Our Company is aware that it is important to have strongwritten policies on non-discrimination and the fair treatmentof all employees. Two different Company policies on EqualOpportunity and Anti-Harassment promote the fairtreatment of all employees regardless of age, race, religion,nationality, sex, marital status, or disability. They also dealwith harassment against employees based on their age,race, religion, nationality, sex, marital status, or disability.BBA Aviation’s Corporate Social Responsibility and Code ofBusiness Ethics Policies require employees to treat eachother fairly and to operate in a highly ethical manner. Thisincludes not discriminating against job applicants andemployees based on their race, religion, creed, colour,gender, disability, national origin, age, military status, veteranstatus, sexual orientation, or marital status. Whereappropriate, individual sites have also established affirmativeaction goals to further improve our workforce diversity.

BBA Aviation believes it is critical to give our employeesan opportunity to anonymously report any complaintsabout not being treated in a fair or ethical manner. In2004, the Company installed a confidential call line,which continues to be in operation today. We take allcomments and complaints received on this call line veryseriously, and prohibit retaliation against concernedemployees. Call line use is regularly monitored by theAudit Committee of BBA Aviation’s Board of Directors,and all complaints are promptly and thoroughlyinvestigated by Company management.

Employee Relations Our Company promotes open and ongoing dialogue withour employees. We believe that our employees are in thebest position to make suggestions as to how we can improveas a Company, including how we can enhance our CSR and

Looking After Our People

Looking After Our People

BBA Aviation Code of Business Ethics(excerpt)The Company’s commitment to the highest level of ethicalconduct should be reflected in the business activities of allBBA Aviation companies including, but not limited to,relationships with employees, customers, suppliers,competitors, the government, and the public, including ourshareholders. All of our employees, officers, and directorsmust conduct themselves according to the language andspirit of this Code and seek to avoid even the appearance ofimproper behaviour.

HS&E programmes. This open dialogue is encouraged bymanagement at all of our businesses.

Approximately 35% of our employees are members ofunions or are covered by collective bargaining agreements.It is important for managers at these facilities to have openand ongoing conversations with both their union employeesand the employees’ labour representatives.

Human Rights The United Nation’s Universal Declaration of Human Rightsclearly recognises that dignity and equality are inherentrights of all persons. At BBA Aviation, we recognise theprinciples of the Universal Declaration of Human Rightsand the International Labour Organisation core conventions,and believe that we must treat all persons in accordancewith these highly important principles.

Our human rights policies extend to all our employeesacross the globe. Our standards in this area include suchemployment-related issues as child labour, forced labour,and general working conditions. Treating all persons withfairness and dignity is a core part of our overall CSRphilosophy. Employees are encouraged to learn moreabout our commitment to human rights and how it tiesinto our CSR policies by reviewing our Company’s LegalPolicies Manual.

Training and Development One of BBA Aviation’s ongoing goals is to assist ouremployees in reaching their full potential. Our Company iswell aware of the fact that our overall business success isdependent on the success of our individual employeeswithin the careers they have chosen. Correspondingly, BBAAviation’s employees are given opportunities not only tosucceed in their current jobs, but to also receive training,career progression planning, and additional assistance sothey can successfully transition into other desired careerswithin our Company.

Career progression planning is an important part of careerdevelopment at all of our facilities. Such planning includes

helping employees define both personal and professionalgoals, then working with them to create specific plansaimed at meeting those goals. We offer our people theresources and opportunities to learn new skills that willenable them to grow personally and professionally. Careerprofiling, annual performance reviews, and continuing opendiscussions with managers are key parts of this process.

BBA Aviation provides employees with many differentinternal training opportunities. Among these are HS&E andCSR topics, computer applications, driver awareness, andfirst aid. We also provide our people with other forms ofskills development, continuing education, and personalassistance. These include the following:

• Several BBA Aviation facilities have institutedapprenticeship programmes to train potential newemployees, particularly in areas where staff recruitmentis difficult.

• Facilities across the business units have programmesthat reimburse employees for expenses related toapproved courses taken in relation to Company needs,such as conferences, seminars, memberships, continuingeducation courses, and/or professional exams. Similarprogrammes are designed to assist employees withcompleting their formal education, thereby improvingtheir job skills and increasing opportunities for promotion.For example, APPH pays all reasonable tuition fees forthose employees wishing to further their education andallows some flex time to enable them to pursue theirgoals.

• APPH prepares an annual business plan from which alloperations produce key performance indicators (KPIs).These KPIs are then incorporated into the annualperformance appraisal process. Annual appraisalspinpoint the employee training and developmentneeds that are required to meet the business plan.

• ASIG and SFS use a management developmentprogramme knows as Pathways, which provides targetedtraining for existing managers and those interested inmanagement or professional development

13

opportunities. Pathways is comprised of a series of internallyand externally offered management and personal developmentcourses focusing on eight critical success factors: leadership,management, communication, personal effectiveness, customerservice, technical knowledge, finance administration, andstrategic thinking.

Management Team TrainingIn November 2007, more than 80 members of BBA Aviation’ssenior management team participated in a managementconference, which included several discussions on various CSR-related topics. The conference also included a presentation onBBA Aviation’s overall dedication to CSR and our Company’s CSRperformance. This conference is part of the commitment ourCompany has made to ensure that all of our senior managershave a good understanding of CSR and that they promote BBAAviation’s CSR programmes and policies within their individualbusiness units. Our intent is to make this an annual event.

BBA Aviation has also introduced a new performance managementprocess and leadership development programmes, which includeleaders and potential leaders from all divisions across the Company.

Continuing Education ProgrammesDeveloping and retaining skilled workersremains a key challenge for BBA Aviation.Therefore, in addition to our employeeeducation efforts, we also support anumber of apprenticeship and ongoingeducation programmes designed tocreate skilled workers.

APPH and H+S Aviation continue to runapprenticeship programmes aimed attraining a new generation of skilledemployees in the areas of craft,technician, commercial, and engineering.APPH is partnered with the North WestTraining Council (NWTC), which providesapprenticeship candidates. In 2007,APPH had nearly 20 apprentices. Theseindividuals complete a four-yearprogramme, splitting their time betweenthe classroom at the NWTC and workingat APPH.

BBA Aviation also supports localuniversity programmes:

• In 2007, Premier Turbines beganworking with Crowder College and theFederal Aviation Administration (FAA)to develop an aircraft maintenancetechnician training programmeexpected to begin in the autumn of2008. Premier will support this effortby providing aerospace materials forthe hands-on portions of the classesand by serving as a teaching resource.

• APPH Wichita supported four studentsfrom a Wichita State Universitymaster’s degree class on business andmanufacturing processes. The studentstoured the APPH Wichita facility andused it as a case study for their class.

• The General Manager from SFS atDenver Centennial Airport (APA) sitson the steering committee for theAviation Department of theMetropolitan State College of Denver,speaks in management classes, andhelps students with careerdevelopment.

Health and Safety

Identifying, then assessing and eliminating hazards, is akey part of our Company’s health and safety programme.BBA Aviation’s commitment to our people includesensuring a safe and secure working environment.

We are aware that the success of any health and safetyprogramme is greatly dependent on leadership from topmanagement. At BBA Aviation, three senior-level HS&Emanagers and a number of other divisional and site-basedmanagers regularly evaluate health and safety-related siteperformance. These senior-level managers are part of alarger team of HS&E professionals operating throughoutour organisation, who regularly assess any health and safetyrisks to our employees, our property, or our environment.

During 2007, we agreed that continued improvement inHS&E performance throughout our Company would benefitfrom the establishment of a Director of HS&E position at thehighest Company level. Following an exhaustive internal andexternal recruiting and evaluation process, BBA Aviation waspleased to be able to promote from within our ownorganisation. Kimberly Tuyn was appointed Director GroupHealth, Safety, and Environment, reporting directly to theCEO. She has also joined the CSR Steering Committee.

HS&E Audit ProcessBBA Aviation’s HS&E self-assessment tools and internalaudits continue to be valuable resources that enable ourfacilities to demonstrate ongoing HS&E compliance,adherence to our Company’s CSR policies and procedures,and continuous improvement based on industry standards.

Each year, BBA Aviation facilities are required to completean online self-assessment of their own facilities. Aside fromASIG and SFS in the Americas, all of the BBA Aviationfacilities use the self-assessment tool that is housed on theBBA Aviation HS&E website.

Our Company contacts a representative number of facilitiesannually to assess and verify their data, and to make sure

that questions are appropriately understood andresponses reflect the facility’s performance. Externalverification of data is currently taking place within theEurope/Asia facilities, while internal verification is takingplace at facilities within the Americas. A team of HS&Eauditing professionals at the Company level will continueto carry out the internal audits. Among the many topicsincluded in these verifications are environmental matrices,waste reduction, solid and hazardous waste, confinedspaces, ventilation, electrical safety, machine guarding,legal compliance, air quality management, communication,and safety and environmental awareness training.

We completed this verification process again in 2007, andcontinue to find that it improves our facilities’ understandingof the benefits of ownership gained by completing the self-assessment. It also helps our facilities to further integrate theself-assessment programme into their management systems.

These tools assess compliance and best managementpractices associated with HS&E management, standardoperating procedures, and aviation topics. BBA Aviationplans to continue using these tools in 2008 to ensure thatour facilities develop and implement systems that meetregulatory requirements and achieve best practice standards.

Health & Safety PerformanceBBA Aviation continuously monitors and documents ourCompany’s health and safety performance. Theseperformance records are used to assist us in developingfuture improvement plans. Among the data we track andcompile are workers’ compensation claims, lost workdays,accident severity, and other recordable incident data. Thisinformation is reported to our Board, Executive Committee,and senior management. Our Company also sets annualperformance targets for all of our businesses based on ourfuture health and safety improvement plans.

BBA Aviation maintained our record of minimal penaltiesfor non-compliance with applicable health and safety

Kimberly Tuyn: New DirectorGroup HS&EKimberly Tuyn, who stepped intoher new position of Director GroupHealth, Safety, and Environment on1 March 2008, is no stranger toBBA Aviation or to our Company’sHS&E and CSR policies. Tuyn, whohas served as ASIG’s Director ofSafety for the past three years, willfocus her attention in her newposition on the following goals:

• Developing and implementing a robust HS&E strategylinked to BBA Aviation’s business goals and values.

• Driving “best-in-class” practices and processdevelopments.

• Overseeing HS&E coordination and compliance.

• Standardising HS&E measurement, reporting, audit, androot cause analysis across all BBA Aviation businesses.

BBA Aviation’s Executive Committee believes that creatingthis new role at the Group level will help to accelerateimprovements in many areas related to HS&E, includingproviding strategic direction. Tuyn reports directly to CEOSimon Pryce.

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Health and Safety

regulations from our operations in 2007. BBA Aviationpaid $13,375 to health and safety regulatory agencies forhealth and safety non-compliances occurring in 2007. In allcases when BBA Aviation receives or becomes aware of aviolation, we take the situation very seriously andimplement corrective actions to prevent recurrence.

Recordable Incident RatesTo create Company-wide consistency, each facility usesRecordable Incident Rates (RIRs) as the primary health andsafety performance metric. RIRs measure the number ofrecordable injuries for every 200,000 hours worked. BBAAviation employs even broader global criteria for defininga recordable incident than the US Occupational Safety andHealth Administration (OSHA) and the UK Health and SafetyExecutive (HSE), including injuries where more than oneday is lost and incidents that require medical treatmenteven if no workdays are lost.

Every facility is required to establish annual RIR improvementtargets based on previous health and safety performance,taking into account any fundamental changes in the business,applicable industry standards, and local factors. In alignment

with our Company’s goal to become an industry leader inhealth and safety performance, we challenge our individualfacilities to set their targets at “better than” industrystandards.

Although not all facilities were able to achieve the ambitioustargets that were set for 2007, we are pleased to reportthat BBA Aviation’s Company-wide performance improvedover 2006. BBA Aviation recorded a Company-wide RIR of6.3, which was slightly higher than the 2007 target of 6.2,but was below the 2007 industry average of 7.1 and our2006 RIR of 6.6. This performance was aided by significantadvances in 2007 at APPH, Legacy Support, and SFSAmericas over their 2006 performance. Legacy Supportexceeded its worldwide RIR target of 1.8 by registering arate of 1.0.

Severity IndexIntroduced in 2004, BBA Aviation’s Severity Index (SI) ratingprovides an additional measure of overall health and safetyperformance. The SI monitors severity of injuries andreturn-to-work schemes in place at each facility by trackinglost workdays that result from workplace injuries.

The SI rating guides BBA Aviation in our efforts to targetand assist those facilities experiencing significant lostworkdays. In 2006, we achieved an all-time SI low of 44.5

through a combination of improved facility management ofabsences and the engagement of return-to-work (light duty)programmes. In 2007, Company-wide SI rates increased to61.9, with the largest increases coming from ASIG Americasand SFS Americas. SFS Europe was able to reduce its SIrate from 12.9 to 9.4.

While the SI metric has assisted in driving attention to theimportance of return-to-work programmes, our performancethroughout 2007 has returned to the same level as we

“Thanks to the quality of our people and training, we have a safety

record that our customers rely on. It’s as simple as that.”

Dennis Duncan, ASIG Regional HS&E Manager

Health and Safety

achieved in 2005. The increase resulted primarily from acouple of incidents that caused extended absences of theaffected employees, as well as a general loss of focus onthe importance of re-engaging employees in their work ina timely manner. During 2008, we will be establishing newmetrics for measuring and assessing our safety performance,including metrics that are intended to be leading indicatorsof our performance. It is our intent that these new metricswill allow more real-time tracking of our safety performanceand will identify areas of concern before the incidents occur.

Our 2007 safety performance unfortunately included a fatalvehicle accident that occurred at the Detroit MetropolitanAirport. Our entire organisation was shocked and saddenedby this loss. Since that accident, we have implementedappropriate remedial measures to help ensure that such anaccident does not occur again.

Our Company’s goal remains to become a safety and healthleader in our industry by continuing to develop and enhancethe safety improvement programmes we now have in place.BBA Aviation’s 2007 RIR performance indicates progress inthis area; however, we recognise that our efforts are notyet complete. We will continue to work on both our RIRand SI performance to improve the safety of all of ouremployees in the future.

Health & Safety InitiativesDuring 2007, a number of health and safety initiatives werecarried out across our Company. Implementation of abehavioural-based safety (BBS) programme continued at theDAI Forest Park and H+S Aviation facilities. Implementation isnow 100% complete at Forest Park. The introduction of LeanManufacturing processes at APPH facilities has resulted inimproved ergonomic shop layouts, which have reduced theamount of manual handling required of employees. ASIGinstituted a new Personal Protection Equipment (PPE)programme for eyes, hands, and feet, which has reducedinjuries by 16%. With a number of locations achievingOHSAS accreditation, systems have also been put intoplace to continually improve health and safety performance.

HS&E TrainingBBA Aviation continues to invest in HS&E training toimprove our overall focus on health, safety, andenvironmental issues. Carried out primarily at the facilitylevel, our businesses undertake training exercises thataddress facility-specific HS&E concerns.

For example, in 2007, ASIG’s UK operations trained andcertified staff in manual handling techniques. Employeeswho attended this initial training have not only improvedtheir own understanding, but will also be able to coachfellow employees, thereby reducing areas of manualhandling and associated injuries. A two-day safetytraining seminar was held for HS&E coordinators fromBBA Aviation’s ERO, Legacy Support, and APPH facilities

across the US. The seminar included discussionsregarding injury prevention, risk management, and thedevelopment of a new Safety Programme LeadershipManual and HS&E templates. These discussions allowedthe facilities to have open discussions regarding HS&Econcerns and solutions. In addition, BBA Aviation inEurope and Asia held four of its Tips and Tricksseminars throughout the year. Open to all employees,these seminars provide an opportunity for middlemanagement to share knowledge and best practices,and to further improve health and safety management.

WellnessIn 2007, a number of BBA Aviation’s facilities across thebusiness units began developing wellness programmesthat are designed to increase wellness and productivity,and to contribute to the overall health of BBA Aviation,our employees, and their families. For example, manylocations are implementing initiatives to help employeesquit smoking; offering reduced or free gym memberships;providing free or discounted health assessments; andsponsoring blood drive and flu shot clinics. In the UK, SFSemployees are also encouraged to increase their physicalactivity through the Cyclescheme, which provides taxincentives for employees to purchase bicycles forcommuting to work.

Communicating the importance of wellness toemployees—through seminars, employee newsletters,and bulletin board postings—has also increased at manyof our individual business units. Through these efforts,we hope to promote greater awareness of health-relatedissues and encourage healthy activities and lifestylesamongst all BBA Aviation employees. We have foundthat in addition to helping create healthy employees,our wellness programmes often also result in increasedproductivity and job satisfaction, and an economicbenefit in terms of employee health care coverage.

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Caring for the Environment

BBA Aviation takes our responsibility in caring for theenvironment very seriously. Our Company continues totake steps to reduce energy consumption, water usage,and the creation of waste. These and other actions willhelp ensure a safe and healthy environment both for ourown employees and for other members of the broadercommunities in which we operate.

Environmental management is a key responsibility ofsenior-level managers at our Company. Among these

managers’ duties are identifying, evaluating, andmanaging any risks to the environment associated withthe operation of our businesses. Senior management atBBA Aviation is committed to reducing greenhouse gas(GHG) emissions at our individual facilities, and to usingless water, generating less waste, and reducing energyconsumption Company-wide, while continuing toconform to all applicable environmental regulations. In2007, BBA Aviation did not receive any fines for non-compliance with environmental regulations.

“It’s just good business to do everything we can to use technology,materials, and processes that have minimal impact on the environment.Everyone benefits. We’ve made great strides in the past few years in thisarea. We have dedicated efforts to identify opportunities forimprovement and continue to encourage our factories to be activeparticipants in a safer, cleaner environment.”

Hugh McElroy, President of BBA Aviation Engine Repair and Overhaul company DAI

Caring for the Environment

Our Environmental IndexBBA Aviation requires our individual facilities toregularly monitor and report all environmental impacts.Our personnel conduct annual self-assessments and siteaudits, and then develop site improvements plans todrive environmental performance. We also formallycollect key performance information related to BBAAviation’s global business environmental impactsthrough an Environmental Index of all our facilities.

During 2007, the ASIG and SFS Americas business unitsinitiated a new process for gathering environmentalperformance data—SHEBBA (Safety, Health, EnvironmentBBA)—that is more comprehensive and detailed than thepreviously used system. When comparing the 2007 datagathered through SHEBBA against previous years’ data,however, some potential inconsistencies were identified in themanner in which sites were reporting. Despite efforts toresolve these apparent inconsistencies, several differences stillremain, particularly in the areas of waste recycling and wastereduction. As a result, we have not included waste data inthe 2007 CSR Report.

As part of this new reporting process, we made a numberof changes aimed at increasing the accuracy of thecollected data:

• The reporting frequency for the new system wasincreased from semiannually to monthly.

• Implementation of the new process provided anopportunity for additional training for individual facilitieson how to collect, manage, and report their data.

• Our internal audit process was updated in 2007 toinclude verification of these environmental metrics.

The additional focus placed on these metrics through theSHEBBA process and associated training has led to thecollection of more comprehensive data. As a result, webelieve that the increases being reporting in our 2007 metricsare less of a reflection on our actual performance and more aresult of the improvements that we have undertaken toimprove our measurement and reporting procedures.

During 2008, the use of the SHEBBA reporting tool will beexpanded to include all BBA facilities globally. As we expandthe use of this new reporting tool, we are continuing to refinethe new reporting process and evaluate our performance inthese areas to establish an accurate representation of theenvironmental progress BBA Aviation has made as anorganisation. This evaluation may result in modifications toour reported past performance in subsequent CSR Reports.During 2008, BBA Aviation will not only undertake aggressiveefforts to investigate our 2007 data, we will also beincorporating additional quality control measures into theongoing reporting process to improve the accuracy andreliability of the data gathered.

Alternative Aviation FuelsAs part of its strong commitment to theenvironment, ASIG participates in a number ofindustry organisations that evaluate the potentialfor using alternative fuels for commercial aviation.Among these groups are the Commercial AviationAlternative Fuels Initiative (CAAFI), and theInternational Air Transportation Association’sTechnical Fuel Group (TFG) and Fuel SuppliersAdvisory Panel (FSAP).

CAAFI is an international coalition of airlines, aircraftand equipment manufacturers, fuel suppliers,universities, government agencies, andnongovernmental organisations. CAAFI’s missionis to enhance aviation security and environmentalsustainability through the development ofenvironmentally progressive alternative fuels.The TFG works with industry suppliers and serviceproviders on such issues as investigating thepotential offered by alternative fuels. The FSAPensures good coordination between the airlinesand the fuel supplier community.

In November 2007, ASIG participated in a CAAFIconference on how to take alternative fuels tomarket. With input from ASIG and others, morethan 40 recommendations were made to further thedevelopment and deployment of alternative fuelswithin the aviation industry. Among these were:

• Seeking a generic specification for all 50/50blends of isoparaffinic (IPK) fuels, includingrenewable/non-renewable blends with thepotential to reduce carbon emissions and serveas a single fuel for both commercial and militaryaviation needs.

• Compiling and analysing emission data fromflight, ground, and combustor tests foralternative fuels.

• Identifying opportunities created by alternativefuels’ characteristics to reduce weight, fuel burn,and particulate matter emissions.

• Identifying solutions to overcome the constraintsalternative fuels place on water supplies due tothe role water plays in their production.

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Caring for the Environment

EnergyEnergy consumption continues to be a key issue for BBAAviation and every one of our individual businesses. Althoughtotal energy consumption increased slightly from 2006 to2007, many facilities did incorporate a number of energysaving initiatives throughout the year in addition to thegreen building initiatives at the Boston and San FranciscoAirports (see page 21).

For example, H+S Aviation decreased natural gas usage byapproximately 50% in 2007 through the use of an energymanagement system that was installed on the gas heatingsystem. Other BBA Aviation facilities have also reducedenergy consumption by installing and utilising moreefficient light bulbs; motion or light sensitive sensors tocontrol lighting; insulated metal walls; high efficiencyheating, ventilation, and air conditioning (HVAC) systems;and programmable thermostats. In addition, some facilitieswith hangar buildings have installed switches to shut downthe hangar heating plants when the doors are opened inorder to reduce heating needs. Turning off all non-essentiallighting, heating, fans, or other equipment during secondand third shifts has further minimised energy usage.

Reducing our energy consumption will remain anenvironmental priority for BBA Aviation as globaldemands and prices for energy increase. With supportand commitment from senior management, we anticipatecontinued reductions across our individual facilities overthe coming years as we take the lessons learned fromthe initiatives in place at individual facilities and applythem across the business units.

Greenhouse Gas (GHG) Emissions As new regulations and demands from stakeholderssurrounding climate change continue to grow, BBA Aviationhas responded by investing more resources in identifyingrisks and opportunities related to our GHG emissions. Wetrack GHG emissions that are the result of electricity, fueloil, and natural gas usage at our facilities. Given ourincrease in energy consumption, it follows that we alsoexperienced an increase in GHG emissions in 2007.

In conjunction with energy consumption, managing ourGHG emissions and identifying ways to reduce BBA

Aviation’s impact on the environment are areas in whichwe will continue to invest resources.

Many of our facilities are already implementing initiativesto address the GHG emissions challenge. The APPHBolton facility has installed a new rotary screwcompressor in its Filter Division, which will reduce carbonemissions by an estimated five tonnes per year, at a savingsof approximately £3,000 per year. Several facilities havealso taken measures to optimise transportation, a largesource of GHG emissions. For example, Premier Turbinesand H+S Aviation consolidate low priority shipments anduse Less-Than-Truckload (LTL) carriers when possible. Otherfacilities are encouraging employees to carpool to and fromwork or to commute via bicycle. Compressed natural gas(CNG) or battery-operated vehicles and electric baggageconveyors are also being used at more facilities. Theinitiatives to reduce energy consumption described abovewill also result in decreased GHG emissions for those facilities.

WaterBBA Aviation’s total water consumption decreased from 2006to 2007, primarily as a result of utility audits and reductionefforts at individual facilities throughout the Company. Manyfacilities continued their efforts to reduce water consumption

2007

Caring for the Environment

through the use of drought-resistant vegetation and moreefficient automatic watering systems.

Several facilities set individual targets for water consumptionin 2007, and achieved reductions of 10% or more over 2006.

Environmental Management SystemsImplementing an environmental management system(EMS) helps companies meet compliance and performancegoals, as well as increase operational efficiency and reduceenergy usage. As part of BBA Aviation’s efforts to reduceour environmental impacts, several of our sites achievedISO 14001 certification in 2007, with many more facilitiesplanning to achieve certification in the next few years. Forexample, ERO began an ISO 14001 certification initiativein 2007, with a gap analysis planned for 2008. Several ofAPPH’s facilities have already been certified, and the goalis to achieve ISO 14001 certification for all APPH facilitiesby 2010. In preparation for ISO 14001 certification, H+SAviation has established a “Green Team” comprisingrepresentatives from all areas of the business to look atfurther initiatives related to waste reduction.

Facilities that do not have an externally certified EMS haveindividuals who are responsible for implementing an internalEMS that covers significant environmental impacts. Thesesites follow BBA Aviation’s environmental standards andmanagement practices, and participate in the HS&E auditand self-assessment programmes.

Due DiligenceOur due diligence policy remains unchanged: beforebuying or selling any business interests, we conduct pre-acquisition and pre-divestiture due diligence assessmentsto determine whether these businesses have any potentialhealth, safety, or environmental risks. These due diligenceassessments not only protect our Company, but alsoprotect the communities in which we operate.

Achieving Environmental Improvement and SettingTargetsOne of our Company’s environmental goals is to setCompany-wide external environmental targets. We areworking on this goal, while at the same time continuing torequire our individual facilities and local operations to settheir own targets, based on the Environmental Indexresults. We believe that looking closely at the performanceof both our individual facilities and our Company as awhole is the best way to ensure that we achieve all ourenvironmental goals.

21

“SFS’s new Boston terminal makes full use of sustainable materials and low voltage

lighting. Natural light floods the building, reduces the need for electric lights, and

improves the working environment. The design also works hard to promote the use

of bicycles and public transport; there are showers, bike racks, and parking spaces

set aside for pooled cars.”

Craig Hanson, Architect for Schenkel Shultz

The Boston Airport project wasLeadership in Energy andEnvironmental Design (LEED)certified in early 2008. Among themany environmental aspects of theproject include the following:

• Reduced water consumption from using a high efficiencyirrigation system and planting native vegetation.

• Installation of high efficiency heating, ventilation, and airconditioning (HVAC) systems and lighting.

• Purchase of alternative energy vehicles for groundservice equipment.

• Implementation of waste management and recyclingprogrammes.

• Increased use of materials that contain recycled content,including concrete, asphalt, steel, aluminum, andcarpeting.

• Installation of wood-based building materials certified inaccordance with the Forest Stewardship Council’scriteria for sustainable forestry practices.

• Maximised indoor air quality through the use of lowVOC content materials and the installation of a filtrationsystem with greater capture efficiency.

• Utilisation of natural lighting to limit the need forelectrical lighting.

• The use of incentive programmes for employees to takepublic transportation.

• Installation of bicycle storage racks and showers toencourage employees to commute to work on bicycle.

• Recharging stations and dedicated parking spots forelectric vehicles.

• Reserved parking spaces for carpool vehicles toencourage employees to ride to work together.

SFS’s San Francisco Airport project,scheduled for completion in late2008, incorporates the use of variousdesign principles aimed at increasingenergy efficiency and making use ofalternative energy sources. The first

phase of this project, which began in 2007, includesreplacing all light fixtures with more efficient types, using lowVOC paint, installing low emission carpeting, increasing useof building materials containing recycled content, utilisinglow water usage urinals, adding insulation, installingoccupancy sensor controlled lighting, and lightharvesting to maximise the use of natural lighting. Allhangars will also be equipped with sensors to shut off theheaters when the hangar doors are open. The increasedefficiency lighting alone is expected to cut energy usageby 50% in the hangars.

The second phase of the project includes expansion of theFBO; installation of new high efficiency HVAC systems;and installation of alternative energy sources, includingroof-mounted photovoltaic cells and wind turbines.

The final phase of this project includes the construction ofa new hangar, which will incorporate the same features asthe renovated hangars. SFS anticipates that this will be thefirst ever LEED new construction certified hangar.

The project will be used as a guide by SFS in planningother environmentally conscious projects around the US.

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Caring for the Environment - Green Buildings

Leading the Way in Sustainable DesignBBA Aviation and our individual businesses are committed to being leaders in the industry in preserving and protectingthe environment. In 2007, SFS opened a new general aviation facility at Boston Logan International Airport (BOS), whichincorporates sustainable design features. SFS also began work on renovating and expanding its facility at the SanFrancisco International Airport (SFO), which will include the use of “green design” principles.

Working with Communities

Giving back to the communities in which we operate is animportant philosophy at BBA Aviation. During 2007, weprovided cash contributions of £110,000 to charities andorganisations in our communities. This philosophy permeatesour organisation, both at the management level and at thelevel of individual employees. Due to the diverse nature andgeographic locations of our individual businesses, we havefound that it works best to allow local facilities to identifycharities and community projects within their owncommunities. This identification takes place in the broadercontext of our Company’s strategic planning process.

BBA Aviation’s CSR Steering Committee assists individualfacilities in selecting community schemes that will benefitboth the local community and our Company. Participation insuch schemes takes many forms. Sometimes it involves directfinancial contributions from employees or from the individualfacility. Other times it involves apprenticeship programmes,one-on-one mentoring from employees, or volunteered timeto assist young people in improving the quality of their livesoutside of work and school. Among the many individuals whohave benefited from these community schemes are at-riskteenagers, children with terminal illnesses, and special needschildren with physical or cognitive disabilities.

It is not only the recipients of such schemes who benefit,however. We have found that the greater our Company’sparticipation in the wider community, the better the relationsbetween that community and our Company. BBA Aviationbelieves it is important to not only provide employmentwithin the communities where we operate, but to also giveback in other ways.

The following examples highlight just a few of the charitablecauses that our Company has supported during 2007.

American Red CrossIn 2007, Hugh McElroy, President of BBA Aviation EngineRepair and Overhaul company DAI, accepted the AmericanRed Cross Dallas Area Chapter’s Humanitarian Award for DAI’scommitment to serving those in need through various Red

Cross initiatives.DAI wasrecognised forcreating acorporateenvironment thatfosters employeeparticipation andsupport, such astheir ongoing

involvement in the “Ready When the Time Comes” programme.Cheryl Sutterfield-Jones, American Red Cross Dallas AreaChapter CEO, commented on DAI’s service, “Volunteers arethe heart of the American Red Cross. Without them, it wouldbe impossible for the Red Cross to answer the calls forassistance and training from the community every time,whenever and wherever we are needed.”

Give Kids The WorldFor children with life-threatening illnesses, a chance toreceive a special wish cannot be underestimated. Give

Kids The World(GKTW) Village isa 70-acre, non-profit resort inCentral Floridathat createsmagical memoriesfor children withlife-threateningillnesses and theirfamilies. GKTW

provides accommodations at its whimsical resort, donatedattractions tickets, meals, and more for a week-long, cost-free fantasy vacation.

SFS has been a strong supporter of GKTW since 2001.Throughout that time, SFS employees, business partners,customers, and friends have raised nearly $1 million forGKTW through a variety of fundraising campaigns andcommunity events.

“There simply are no words to express our heartfelt gratitude for the overwhelming

support and generosity that the entire SFS family has showered upon Give Kids The

World over the years. They have shared their time, talents, and hearts through

countless volunteer hours, creative fundraisers, and awareness building... Our

gratitude to SFS is truly boundless.”

Pamela Landwirth, Give Kids The World President

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Working with Communities

On 11 May 2007, SFS partnered with another BBAAviation business, DAI, to host the 20th Annual Love FieldGolf Classic. The event attracted 96 golfers and raisedclose to $60,000 for three worthy causes, including GKTW.During 2007, the total amount raised by SFS for GKTWwas $226,000. The monies raised in 2007 are being usedtoward the SFS “Hub of Hope” project, which consists ofthe construction of 10 new villas for families that will belocated in the Fairy Tale Forest section of the GKTWVillage.

Starlight Children’s FoundationGranting wishes and providing hospital entertainment forseriously and terminally ill children is a major goal of theStarlight Children’s Foundation. Thanks to strong supportfrom SFS’s Europe, Middle East, and Africa (EMEA)operations, many of these children’s lives will be a littlebrighter.

In addition to BBA Aviation’s £1,000 donation, SFS’s EMEAoperations provide financial support through the “Give asYou Earn” scheme, which allows employees to makedonations through payroll deductions. The Luton facilityheld a Golf Day to raise money. David Best, ManagingDirector, EMEA, and Steve Gulvin, Regional Manager,EMEA, raised £8,000 by participating in a charity cycleride from London to Paris. Money raised from the charitycycle ride was used to purchase 10 brightly coloured“distraction boxes” containing toys to entertain childrenduring treatment and examinations at hospitals.

Leading in Our Marketplace

BBA Aviation is a leader in our industry. In order tomaintain that leadership position, it is important that weshare our strong CSR philosophy with others, including ourcustomers and our suppliers. Our Company works hard toachieve success by being ethical and reliable and a modelfor others in the areas of HS&E and CSR. We believe thatcontinuing to focus on these issues will help ensure us aleadership position in the marketplace in the future.

Working with Our Supply ChainBBA Aviation believes that our CSR responsibilities includenot only promoting CSR throughout our own Company,but also encouraging our customers and suppliers toadopt strong CSR principles. Our Company’s individualfacilities are poised to offer assistance to suppliers toensure that any new products being developed are goodfor the environment and the health and safety of thepublic. Such assistance by our facilities is required underour Company’s Product and Process Stewardship GuidanceNote. Our Supply Chain Management Guidance Notefurther helps individual facilities ensure that all supplydecisions are made in accordance with ethical andenvironmental principles.

BBA Aviation continues to promote the importance of ourCSR philosophy to both our suppliers and our customers. AtSFS Cape Town, for example, our Company’s CSRbrochures are clearly displayed in brochure racks in theflight lounge and reception area. ASIG includes informationregarding ongoing CSR efforts in all of its standard salesmaterial.

In March 2007, APPH hosted a supply chain conference forover 60 members of key suppliers and client companies.Attendees broke into smaller groups and took turns rotatingthrough sessions covering environmental issues, CSR,communication, and lean manufacturing. The conferencealso provided an opportunity for the companies to sharewhat they are doing in relation to these topics and toidentify areas for improvement.

APPH also conducted surveys to assess the performanceof their suppliers in the categories of health and safety,quality, target setting, processes, and people. Questionsranged from whether a facility has an environmental policyto whether it is establishing and tracking key performanceindicators. APPH assigned scores for each category, andalso established performance benchmarks for how thecompanies should be performing. APPH plans to conductadditional audits in 2008.

We believe that this active promotion of CSR principleswill result in suppliers and customers reviewing their ownCSR policies to ensure that they meet our high standards.In this way, we will be able to achieve the highest level ofCSR performance throughout every area in which we dobusiness.

CompetitionBBA Aviation is proud of the fact that our CSR programmesand performance have helped us win new contracts fromcustomers (e.g., SFS San Francisco). We believe that thisshows the increasing importance of including CSR as amajor component of our Company’s overall operatingphilosophy.

While BBA Aviation is already considered a leader in theindustry, we are aware that many competitors do exist.Because of this, it is to our Company’s business advantageto find ways to differentiate ourselves from our competitors.One very successful way we have done this is by showingpotential customers our proven track record in the areas ofCSR and HS&E. More and more potential customers are, infact, asking for this information in their proposals. Webelieve that continuing our strong CSR-related efforts willenable us to win even more contracts in the future fromentities that hold similar CSR philosophies.

Our Company also continues to take steps to ensure thatwe are in compliance with fair competition laws. Weaccomplish this, in part, by assisting our employees throughthe compliance process via our Competition Law CompliancePolicy, a written document that has been in effect for manyyears. Training on this Policy is provided to all seniormanagement throughout the businesses. Employees whohave concerns about this Policy or who may believe theyhave conflicts with the Policy are strongly urged to let usknow so we can take any necessary actions. Employeeswho wish to raise concerns but do not want to beidentified are able to use the confidential call line.

Policy on GiftsBBA Aviation has a dedicated corporate policy on Giftsand Entertainment, which outlines the ethical behaviourexpected of our employees. We will act against anyemployee who contravenes this Policy. BBA Aviation doesnot give political donations.

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Verification Statement

RMT, Inc. has been requested by BBA Aviation to reviewand verify its 2007 CSR Report. Ultimately, collection ofdata and presentation of information in the Report remainsthe responsibility of BBA Aviation Directors. RMT has beentasked with providing an opinion of the Report basedupon our verification. Our responsibility in performing thiswork is to the management of BBA Aviation only and inaccordance with the terms of reference agreed with them.Therefore, we do not accept or assume any responsibilityfor any other purposes or organisation. Any reliance that athird party places on the Report is entirely at its own risk.A separate department of RMT is an external advisor toBBA Aviation, providing ongoing assistance on matters ofhealth, safety, and environmental compliance.

Scope and Objectives

The verification was conducted by RMT as a desk studywith the following objectives:

• Provide an opinion on whether the Report accuratelypresents BBA Aviation’s policies and systems.

• Confirm that the data presented in the Report is anaccurate and complete representation of the datacontained in data management systems at theCompany level.

Activities Conducted

In order to achieve our stated objectives, the followingactivities were conducted to test the scope and balance ofinformation provided in the Report:

• Reviewed relevant documentation available at theCompany level.

• Conducted random checks of the contents of the Reportagainst documentation and information available at theCompany level.

• Checked the data presented in the Report againstmanagement systems at the Company level.

• Checked evidence to test claims made in the Reportregarding BBA Aviation CSR performance.

Relevant documentation constituted informationavailable on BBA Aviation’s Internet site, its IntranetHS&E management system, working documents thatsupport the Report statistics, and select BBA Aviationbusiness policies.

Findings

As a result of the verification activities conducted, we canconfirm the following:

• The Company has continued to enhance and develop asound and comprehensive system of electronic datacollection. This system, along with other mechanisms, isused by BBA Aviation facilities to report performance onCSR topics.

• The Report accurately presents BBA Aviation policiesand systems for the identification, enhancement, andmanagement of environmental, health, safety, andsocial issues.

• BBA Aviation has responded to feedback fromexternal stakeholders and has presented this Reportin a format that facilitates communication bothinternally and externally.

The data contained in the Report is consistent with theunderlying data available at the Company level.

Paul RessmeyerRMT, Inc.August 2008

We encourage dialogue with allstakeholder groups who have aninterest in our business activities,and invite you to share yourthoughts on this Report and ourCSR activities.

Please fill out the enclosed postcard,e-mail csr@bbaaviation.com, orwrite to Corporate SocialResponsibility, BBA Aviation plc,20 Balderton Street, London, W1K6TL, UK.

The hard copy of this CSR Reportwas printed on PhoeniXmotionXenon paper, which carries the FSC(Forest Stewardship Council)certification. It is made with ECFpulp (Elemental Chlorine-free), isacid-free, has a natural pH and isfully recyclable.

BBA Aviation plc

Registered Office20 Balderton Street, LondonW1K 6TLTel. +44 (0)20 7514 3999FAX +44 (0)20 7408 2318

Registered in EnglandCompany Number: 53688www.bbaaviation.com