Chapter, Information and/or Reference
Strategy and analysis
Key impacts, risks, and opportunities
Name of the organisation
Primary brands, products, and services
Location of the organisation’s headquarters
Maastricht, the Netherlands
Countries where the organisation operates
Netherlands, Germany, Belgium, United Kingdom, France, Ireland, Denmark, Sweden, Norway, and Finland
Nature of ownership and legal form
Scale of the organisation
Number of employees by employment contract
Percentage of employees covered by collective bargaining agreements
Describe the organisation’s supply chain
Significant changes during the reporting period regarding the organisation’s size, structure, ownership, or its supply chain
No significant changes in 2016
Report whether and how the precautionary approach or principle is addressed by the organisation
Externally developed economic, environmental and social charters, principles, or other initiatives to which the organisation subscribes or which it endorses
List memberships of associations and national or international advocacy organisations in which the organisation
Danish Parking Association, Norwegian Parking Association, and Parking Complaint Team, Board member at Vexpan, Stichting Maatschappelijke Projecten Maastricht, Independent chairman of the NEN. Member of Communication Partners, Member of GBN platform, Member of Vexpan and CROW, Member of the European Parking Council
Material aspects and boundaries identified
Inclusion and restrictions on the scope of the report: A. All entities included in the organisation’s consolidated financial statements or equivalent documents
Annual report: Annual accounts (note 37) and Reporting principles Q-Park NV including Q-Park Beheer BV in Maastricht, Q-Park GmbH & Co KG in Düsseldorf, Q-Park Belgium NV in Brussels, Q-Park (UK) Limited in Leeds, Q-Park France SAS in Boulogne Billancourt, Q-Park Ireland Ltd in Dublin, Q-Park Denmark A/S in Søborg, Q-Park AB in Stockholm, Q-Park Norway Holding AS in Oslo and Q-Park Finland Oy in Helsinki
Process description for defining the report content: A. The process for defining the report content and the aspect boundaries.
Material Aspect scope within the organisation
Material Aspect scope outside the organisation
Effect of any restatements of information provided in previous reports and the reasons for such restatements
Significant changes from previous reporting periods
List of stakeholder groups engaged by the organisation
Basis for identification and selection of stakeholders with whom to engage
Organisation’s approach to stakeholder engagement, frequency, type and by stakeholder group
Key topics and concerns that have been raised through stakeholder engagement, and how the organisation has responded to those key topics and concerns
Reporting period and publication date
1 January to 31 December 2016, publication: 12 April 2017
Date of most recent previous report
14 April 2016
Contact point for questions regarding the report or its contents
A. ‘Core’ option the organisation has chosen
GRI G4 Comprehensive without external assurance
A. Policy and current practice with regard to seeking external assurance for the report
Governance structure of the organisation
CSR Governance and Organisation chart. Our COO T. Thuis was appointed before our Corporate Governance Code came into force; so the term of his reappointment and retirement are undefined. Message from the Board
Process for delegating authority for economic, environmental and social topics from the highest governance body to senior executives and other employees.
Whether the organisation has appointed an executive-level position or positions with responsibility for economic, environmental, and social topics, and whether post holders report directly to the highest governance body.
Processes for consultation between stakeholders and the highest governance body on economic, environmental, and social topics. If consultation is delegated, describe to whom and explain any feedback processes to the highest governance body.
The composition of the highest governance body and its committees by:
Whether the Chair of the highest governance body is also an executive officer.
Nomination and selection processes for the highest governance body and its committees and the criteria used for nominating and selecting highest governance body members.
Supervisors are selected based on their experience in relevant areas such as finance, investment property and long-term investments; and for their insight into the governance and political environment
Processes for the highest governance body to ensure conflicts of interest are avoided and managed; Whether conflicts of interest are disclosed to stakeholders
The highest governance body’s and senior executives’ roles in the development, approval and updating of the organisation’s purpose, value or mission statements, strategies, policies and goals related to economic, environmental and social impacts.
Measures taken to develop and enhance the highest governance body’s collective knowledge of economic, environmental and social topics
A. Processes for evaluation of the highest governance body’s performance with respect to governance of economic, environmental and social topics. Report whether such evaluation is independent or not and its frequency. Report whether such evaluation is a self-assessment.
A. The highest governance body’s role in the identification and management of economic, environmental and social impacts, risks, and opportunities; The highest governance body’s role in the implementation of due-diligence processes.
The highest governance body’s role in reviewing the effectiveness of the organisation’s risk management processes for economic, environmental and social topics.
Frequency of the highest governance body’s review of economic, environmental and social impacts, risks and opportunities.
SB report: Quarterly
Highest committee or position that formally reviews and approves the organisation’s sustainability report and ensures that all material Aspects are covered.
Process for communicating critical concerns to the highest governance body.
Nature and total number of critical concerns that were communicated to the highest governance body and the mechanism(s) used to address and resolve them.
Dealing with stakeholders' concerns. The EB meets weekly to discuss key issues
A. Remuneration policies for the highest governance body and senior executives for the below types of remuneration:
Process for determining remuneration; Whether remuneration consultants are involved in determining remuneration and whether they are independent of management; Any other relationships which the remuneration consultants have with the organisation.
How stakeholders’ views are sought and taken into account regarding remuneration, including the results of votes on remuneration policies and proposals, if applicable.
Q-Park considers this indicator not relevant
Ratio of the annual total compensation for the organisation’s highest-paid individual in each country of significant operations to the median annual total compensation for all employees (excluding the highest-paid individual) in the same country.
Q-Park considers this indicator not relevant. We have an impact on local communities through the salaries we pay our employees
Ratio of percentage increase in annual total compensation for the organisation’s highest-paid individual in each country of significant operations to the median percentage increase in annual total compensation for all employees (excluding the highest-paid individual) in the same country.
Q-Park considers this indicator not relevant. We have an impact on the local communities through the salaries we pay our employees
Ethics and integrity
Organisation’s values, principles, standards and norms of behaviour
CSR Governance, Code of Ethics, OECD & UNGC Code, Business Partner Code, MarCom Code, Sponsor Code CCTV Code, Allgemeines Gleichbehandlungsgesetz, Betrugsrichtlinie, Richtlinie Geschenke und Bewirtung, Social Media, and Employee handbooks
Internal and external mechanisms for seeking advice on ethical and lawful behaviour and matters related to organisational integrity, such as helplines or advice lines.
Internal and external mechanisms for reporting concerns about unethical or unlawful behaviour and matters related to organisational integrity, such as escalation through line management, whistle-blowing mechanisms or hotlines.
General standard disclosures for sector
Construction and Real Estate Sector Supplement (CRESS)
Key sector-specific issues, including:
This sector supplement does not sufficiently reflect the nature of our real estate. Hence, we do not apply it
Q-Park aims for stable financial results and pursues a sustainable financial policy, risk and portfolio management, in which informed trade-offs are made between risk and return
Direct economic value generated and distributed
Coverage of organisation's defined benefit plan obligations
Financial assistance received from government
Ethics & integrity
Q-Park is committed to improving environmental performance of its owned PFs, fleet, and offices and to influencing environmental performance of significant partners in the value chain.
Energy consumption within the organisation
Energy consumption outside the organisation
Performance indicators (business and employee commuting)
Reduction of energy consumption
Reductions in energy requirements of products and services
Total water withdrawal by source
Water sources significantly affected by withdrawal of water
Percentage and total volume of water recycled and reused
Q-Park considers this indicator not relevant.
Direct greenhouse gas emissions (scope 1)
Indirect greenhouse gas emissions (scope 2)
Other indirect greenhouse gas emissions (scope 3)
Greenhouse gas emissions intensity
Q-Park only reports CO2 emissions, as other greenhouse gas emissions are considered not material
Reduction of greenhouse gas emissions
Q-Park only reports CO2 emissions, as other greenhouse gas emissions are considered not material
Emissions of ozone-depleting substances (ODS)
Not relevant to our organisation, because our emissions of ozone-depleting substances are minimal and not material
NOx, SOx, and other significant air emissions
Our emissions of these types of gases are minimal and not material
Fines and sanctions for non-compliance with environmental laws and regulations
Subcategory working conditions
The expertise and commitment of our 2,507 employees in four regions their cooperation and communication are decisive for the professionalism and efficiency of our organisation. Only with their commitment are we able to deliver the desired quality in products and services. We strive to create a varied workforce and we pay special attention to the welfare and safety of our employees
Training & education
Type of injury and rates of injury, occupational diseases, lost days and absenteeism, and total number of work-related fatalities
Total training hours per year per employee
Programmes for skills management and lifelong learning that support the continued employability of employees and assist them in managing career endings
Percentage of employees receiving regular performance and career development reviews
Q-Park uses its own Code of Ethics, in which we set out how employees should act in response to internal, national and international rules, regulations and guidelines. The code provides procedures to report incidents and abuses via a whistle-blower scheme. Employees follow anti-corruption training courses on a regular basis
Percentage of operations assessed for risks related to corruption
Number of communication and training on anti-corruption policies and procedures
Number of confirmed incidents of corruption
Fines and sanctions for non-compliance with laws
Customer privacy is very important to Q-Park. For security reasons, our PFs are equipped with CCTV. Some facilities use automatic number plate recognition upon entry for the ease of use. We apply strict rules to the use and storage of image data. This is recorded in our CCTV Code
Results of survey measuring customer satisfaction
Fines and sanctions for non-compliance with the provision and use of products and services
- In this review, certain aspects and related PIs are not listed because they were not considered to be material during the materiality analysis.