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Our aim is to increase our employees' engagement as well as contribute to their health and safety.

Q-Park has 2,507 employees (2,152 FTEs). The great majority of these people work in or near our parking facilities as Parking Hosts. Our social relevance for operational employees is considerable. Together with the retail and cleaning sectors, we are committed to helping people who like to take a practical approach but find it difficult to get a job elsewhere. We are a binding factor; we offer varied work and a certain status, so all colleagues feel appreciated.

Q-Park promotes the health and safety of customers and employees. We achieve this mainly by training our employees and equipping them for their work, and by creating a safe and healthy working environment. We also offer our employees the opportunity to learn life-saving skills so that they can help someone both at home and at work.

Every year, we receive millions of visitors in our parking facilities at all hours of the day. Unfortunately, it is inevitable that our employees will encounter aggressive or inappropriate behaviour. We offer Parking Hosts a training course so they can learn to deal with such situations.

We offer our commercial employees a training course about parking tariffs to help them understand this complicated issue. Our policies are designed to establish a differentiated pricing policy which will influence motorists' behaviour and to ensure that parking facilities are always accessible (matching supply and demand through the parking tariff).

What we have achieved

The number of employees who attended a parking tariffs training and conflict management course was significantly lower than in 2015.

For parking tariffs, it was the lowest number of attendees since we started measuring. We will revisit this PI in 2017 to try to understand this result and take appropriate action.

Employees trained in parking tariff strategy

The number of employees we trained in resilience to aggression and violence decreased to 558. The decrease comes from lower numbers trained in most countries besides Finland. The reason for the reduction is mainly because we no longer have Parking Hosts in every parking facility, as our hosts work increasingly in mobile teams and with the QCR.

Employees trained in conflict management

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In 2016, the number of employees who attended a first aid training course decreased to 449 (2015: 557). This is mainly because many courses were delayed until 2017, but also because some countries choose to only give this training course to employees who have been with the company for more than a year. However, there was a slight increase in heart resuscitation training due to courses given in France and Finland. Our target is that one third of our employees will have followed this training course by 2020.

Employees trained in heart resuscitation

In our 2016 materiality analysis, we found that anti-corruption was seen as material by our stakeholders. We have therefore included it in our data gathering and had our operations assessed for risks related to corruption. This year, there were no confirmed incidents of corruption. However, we will keep measuring this and will also try to include an anti-corruption training in the general training package for employees.

Anti corruption
Medewerkers reanimatie

Employees follow heart resuscitation training

International employee satisfaction survey

This year an international employee satisfaction survey, conducted in all Q-Park countries, was initiated by the Executive Board to obtain a clear idea of how employees view the company and to identify areas for improvement. With an average weighted score of 72, Q-Park scored above average on ICMA Group’s People Performance international benchmark. 

Confidence in long-term future

In general, employees at Q-Park are committed to achieving the company’s goals at all levels, for themselves, for their team and for the company as a whole. They have confidence in the long-term vision of senior management and are optimistic about the future of the group. Employees feel connected with their team members and the company, but would like more information about the company strategy and the results that are expected from them and their team.

Identifying priorities

Besides strategic information, the survey also identified major priorities related to the day-to-day operations and segments to focus on. Operational issues such as physical working environment and safety, kept the overall motivation scores low particularly in the Netherlands, Germany and Ireland. The UK and Denmark scored best on operational aspects. Communication, the physical working environment and tools to do the job scored low in most countries. Some people felt that they were stagnating in their job due to lack of personal development and training opportunities.

Action plan 

This kind of results from an employee motivation survey give the employer very specific information on how to better motivate and engage their employees across the board. Q-Park is acting on these results by increasing the training opportunities available in 2017. The shift towards increased digitisation, and particularly cashless payment, will help to improve safety and the general working environment of all employees.

Q-Park is now rolling out an action plan with specific improvement goals per country. The Executive Board is confident about improving employee motivation further and is committed to the success of the plan, with five priorities.

Q-Park priorities PPI

Q-Park priorities: communication, well-being, action-oriented senior management, working means and safety.

  • Communication: Improve clarity of information, make sure information is passed on in time, and communicate about the company strategy and about decisions.
  • Well-being: Be more approachable, communicate in a personal, direct and transparent way, and listen to employees’ concerns in order to show that Q-Park cares about their well-being.
  • Senior management: Employees ask management to be more action-oriented and to take concrete measures to implement the strategy in the daily working environment.
  • Working means: Take employees concerns on inefficient working tools seriously.
  • Safety: Take employees concerns on safety issues seriously.

Source: PPI, ICMA GROUP sprl, owner P. Daels, 2016