Operating the company in a sustainable manner and disseminating the relevance to society present challenges: ensuring that the data is reliable and comparable, finding the correct balance between positive and negative news and maintaining an overview in a sea of data. We are convinced that in the longer term the advantages of our CSR strategy and accurate CSR reporting will amply outweigh the drawbacks. Q-Park has identified the following opportunities and threats:



Q-Park pays a great deal of attention to the manageability of the strategic, operational and financial risks involved in the CSR policy. Investments and risk assessments are addressed in the business plan, the company contingency plan and the procedures for accounting, HRM and marketing. These internal documents also contain clear guidelines, processes and protocols for preventing and dealing with operational risks. These include CSR risks regarding pollution, employee satisfaction and safety.

Q-Park divided its risks into four groups:

Per risk group, the risk matrix shows which aspects have the greatest influence on Q-Park's strategy and results. Q-Park's risk profile describes how we manage these risks. Risks with the highest priority are: investments, interest rates, portfolio, ICT and ethics. For more information on this topic please refer to our 2014 financial annual report.

Schematic overview of the key risks, where the risks with the highest priority are shown in black