There are challenges associated with running comprehensive business operations and promoting the relevance to society of our core business. Our vision on the role of paid parking and our ambition to add sustainable value for all stakeholders offers opportunities. Through integral management on both the financial and societal aspects of entrepreneurship, we endeavour to capitalise on as many opportunities as possible while minimising the risks involved.


By integrating the financial and non-financial aspects and communicating about this, we confirm our reputation for quality and our involvement in society. This gives us a competitive advantage when bidding for tenders and when finding and binding employees and partners.

We contribute to the prosperity and well-being of stakeholders and save on aspects such as financing costs, energy consumption and absence due to illness. A sound and visible integral policy supports our commitment to sustainable operating income with focus on value creation for all involved.


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 risks regarding pollution, employee satisfaction, and safety.

Risk categories

Q-Park has divided its risks into four groups:

The risk matrix shows which aspects have the greatest influence on Q-Park's strategy and results. To find out more about how we manage these risks please refer to the risk management section in our financial report. Risks with the highest priority (in black) are: investments, interest rates, portfolio, ICT, and ethics.