Q-Park presents its CSR Report 2017
Tuesday, 24 April 2018
Q-Park’s CSR Report 2017 published today contains details of Q-Park’s non-financial results over the year 2017.
Due to the acquisition of Q-Park by Byzantium Acquisition MidCo 2 B.V. on 11 October 2017, there are no comparative figures for financial performance. However, if Q-Park had been acquired as of the beginning of the financial year, the revenue contribution would have been EUR 854.5 million, an increase of 3.6 percent on revenues reported by Q-Park in the previous financial year.
CEO Frank De Moor: “The changes to the ownership of our organisation have not affected our determination to obtain the mid-term goals we set for ourselves. Quite on the contrary. I’m delighted that we are also improving our sustainability performance and our capacity to respond to trends in society such as car sharing, car charging, e-bikes and initiatives taken by our local authority partners to make cities more liveable and sustainable.”
Highlights of how Q-Park creates non-financial value
- Clear benefits from Q-Park energy-saving programme, in financial and non-financial terms
- Average CO2 footprint per parking space 6 percent lower than in 2016
- Substantial increase in number of spaces allocated to car sharing schemes, up by 17 percent
- Substantial increase in number of car charging stations, up by 35 percent
Local authorities around Europe are constantly searching for ways to make their communities more liveable and sustainable. Measures to exclude cars from certain urban areas, taxing polluting cars more heavily, and redesigning city centres for pedestrians and cyclists all impact car usage and parking.
Q-Park has recognised this trend for many years and has adopted a CSR strategy that measures our progress on these developments. Q-Park works closely with municipalities to analyse changing mobility patterns and devise innovative responses so that regulated and paid parking become a smart and integral part of urban mobility.
By offering attractive parking facilities, we make urban amenities and vital functions (such as hospitals, airports, universities and city centres) accessible. In response to digital trends we continually develop our parking management systems and our operational processes. For example, cashless and contactless payments, online pre-booking options and real-time information in navigation systems about available parking spaces.
Our focus on the quality of our investments, higher utilisation rates by optimising commercial opportunities, and our continuing attention to operational efficiency contribute to the financial and non-financial results.
For more information, see csrreport2017.q-park.com