SUSTAINABILITY REPORT

2018
 About the sustainability report
About the sustainability report
This sustainability report is for the 2018
business year and constitutes the formal
sustainability reporting in accordance with
the Annual Accounts Act para. §10–13. It
contains the information regarding Cabon-
line’s sustainability work that is needed
to understand the Group’s development,
position and results, as well as impacts of
the business.
The report addresses all stakeholders and
describes the responsibility that employ-
ees, transporters and drivers within Cabon-
line Group Holding AB (publ) have regarding
people, the environment and society.
Information about the financial results
and important events during the year can
be found in Cabonline Group Holding AB’s
Annual report.
If you have any questions about the report,
please contact Peter Viinapuu, President
and CEO.
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CABONLINE – SUSTAINABILITY REPORT 2018
3 brief statements
about Cabonline
1 Cabonline facilitates people’s everyday lives
by offering car transport services that are
reliable and accessible - not least for the
elderly, school children and people with phys-
ical disabilities.
2
Through digital solutions, customer-focused
service and high availability, Cabonline can
offer resource-efficient transportation with
ever lower emissions as a part of society’s
infrastructure.
3 As the largest taxi company in the Nor-
dic countries, Cabonline creates jobs and
entrepreneurial opportunities for thousands
of people that are newly established in the
labour markets of Nordic countries. People
from various countries and parts of the world
are working within Cabonline. This makes the
company an engine for integrations within
the Nordic countries.
 CABONLINE – SUSTAINABILITY REPORT 2018 Content

Content

A message from the CEO 4 Our sustainability work 13

Cabonline’s work to improve the environment and

Our role in society 6 social sustainability 14

Why our business activities are important Safety & security in focus 14
for society 7 Satisfied customers 16
Sustainable profitability 18
Operational excellence 19
Cabonline in brief 8
Engaged employees 20
Engaged transporters and drivers 22
Our business model 9
Summary of the year 26
Interaction with the world around us 11
A sustainable customer journey makes for a
Auditor statement 27
sustainable business 11
Stakeholder dialogue 12

3
 A message from the CEO CABONLINE – SUSTAINABILITY REPORT 2018

A growing business for a more

sustainable society
At Cabonline, our people share the responsibility for a substantial business, every day,
all year round. We carry out an average of 45,000 customer journeys every day, or
approximately 17 million journeys a year. Together with our transporters, we ensure
that passengers reach their destinations on time and safely, irrespective of whether
the journey is a mobility service, business trip, school transport or private journey.
As a market-leading taxi company in the Nordic countries, we are part of the Nordic
transportation infrastructure and an important societal actor.

We act responsibly countries. For many people, a job in

Our goal for the coming years is to grow on the Nordic
market. We will increase our availability by being present on
more geographical markets with more cars, transporters and
drivers. By virtue of our size, we have a great responsibility
in our industry for sustainable development of society. We
shall therefore take the lead in the areas where we can make
a difference. Primarily, we will be the leading supplier of car
transport services. We are part of the public transport system
and through efficient integration between different modes of
transport such as planes, trains, buses, taxis or electric bikes,
passengers should be able to reach their destinations in a
resource-efficient way.
For school children, the elderly, or people with disabilities
it can be difficult to use trains and buses, for them we may
provide the only alternative. Our growing ability to help these
people contributes to sustainable societal development in
cities as well as thriving rural areas.
Reduced C02 emissions
Our objective is to have a fossil-fuel-free fleet of vehicles,
managed through a dispatch system that optimises, and
minimises, distances and CO2 emissions. Further, as a growing
number of people choose not to own a car, we will contribute
to a growing sharing economy through increased availability
in more and more markets, in which resources are used more
effectively and environmental impacts are further reduced.
Employee diversity
We are proud of the diversity at Cabonline with employees,
drivers and transporters coming from a large number of
4
our business is their first real job and
an important step into the labour 17 m
market. Our goal is to be a more journeys per year
attractive employer to even more
people so that we can serve all kinds
of travellers professionally, through a great diversity of back-
grounds, gender balance and great quality. This is why Cabonline
continues to be an important engine for the integration of
immigrants into Nordic societies.
Many small steps toward our goal
We know where we are going and we have a strategy to get us
there. Our role as a growing societal actor with responsibility
for sustainable development of society is an integrated part
of our business, and therefore also essential for reaching our
financial goals.
We will continuously enhance our offering, our ways of
working and our relationships with our partners and customers
through commitment and cooperation. We must always be able
to adapt to technological progress in vehicles, fuel and infra-
structure, as well as to changes in regulatory frameworks, shift-
ing customer behaviours and new competitors and their business
models. This is why we cannot promise rapid and drastic change.
We do not make large leaps, where it’s easier to make a mistake.
Through concrete smaller steps, however, we approach our
goals, report our progress along the way and gradually build our
credibility. During 2019, we will raise our ambitions and continue
to deepen and expand our sustainability work.
Peter Viinapuu
President and CEO
CABONLINE – SUSTAINABILITY REPORT 2018 A message from the CEO

”Our objective is to have a

fossil-fuel-free fleet of vehicles,
managed through a dispatch sys-
tem that optimises, and minimis-
es, distances and CO2 emissions.”
Peter Viinapuu
President and CEO

5
 Our role in society CABONLINE – SUSTAINABILITY REPORT 2018

Our role in society

The activities of Cabonline encompass the largest fleet of taxis in the Nordic
countries and we offer journeys through some of the strongest and best-known
brands in the market. As a result, we have an important role in society that can
be described based on the global development goals for a sustainable society
and by identifying the basic societal needs that our business serves.

The world has agreed on a

common set of goals
The overarching goals for a sustainable society have been
articulated through the 17 global development goals
that the UN’s member states agreed on in Paris in 2015.
Reaching these goals by 2030 requires substantial changes
in society and the journey has therefore only just begun.

#11 – Sustainable cities and

communities
The objective that is primarily relevant
to Cabonline is goal number 11, Sus-
tainable cities and communities, and
its sub–goal 11.2, Provide sustainable
transport systems for all.
Sub-goal number 11.2
“By 2030, provide access to safe, affordable,
accessible and sustainable transport systems for
everybody. Improve road safety, notably by ex-
panding public transport, with special attention
to the needs of those in vulnerable situations,
women, children, people with physical disabilities
and older people.” *

#10 – Reduced inequalities Sub-goal number 10.2

“By 2030, empower and promote the social,
As Cabonline employs close to 10,000 economic and political inclusion of all people,
people, we also have an important role irrespective of age, sex, disability, race, ethnicity,
in offering work to people that have origin, religion or economic or other status.”*
difficulties entering the labour market.
This is why we also take guidance from
goal number 10, Reduced inequality,
and its sub-goal 10.2, Empower and promote social, economic
and political inclusion. The ability to make a living and thus
integrate into society is an important step and a prerequisite
for building sustainable societies. * Source: https://www.globalamalen.se

6
 CABONLINE – SUSTAINABILITY REPORT 2018
Why our business is important for society
Cabonline has an important societal role in contribution to meet the needs
of people and reaching the development goals, and also has its own
journey in adapting our operations to become a sustainable business. We
describe our role on the basis of four fundamental needs of society.
The need for mobility
The transport market is rapidly changing
through the development of alternative
and driver-less vehicles, and nobody can
currently predict how we will be travelling in the future. At the
same time, we know that car-based transport services as part
of public transportation will remain, and probably grow.
Cabonline serves many people´s needs for safe, secure
and efficient travel in urban and rural areas. We deliver flexible
and car-based transport services of high quality, based on
advanced technology that enables efficient matching of
customers and cars.
Optimal use of resources and
low emissions
Today a privately-owned European car is
used for about five percent of it’s life span;
the rest of the time the car is stationary. This represents a
substantial waste of resources. The large number of private
cars in cities leads to traffic queues and increased emissions.
This also means that 50 percent of surface areas in urban
environments are used for roads and parking spaces. Surface
areas that would be better used for housing, other types of
buildings or green areas. An estimated 70 per cent of the
world’s population will live in cities by 2050. Lower emissions
and efficient use of land will therefore be critical prerequisites
for future sustainable cities and societies.
In the transition to a sustainable society, in which scarce
resources are used as efficiently as possible, we can contrib-
ute to the optimal use of existing vehicle resources, and to
lower emissions. The taxi business, in which the usage rate of
every vehicle is maximised, has a natural role in the growing
sharing economy. The operations of Cabonline encompass
5,300 vehicles which means we can be a driving force in the
transition to a vehicle fleet that is free of fossil fuels.
Our role in society
Accessible mobility
Transportation can be a challenge for the
elderly, the ill and the young, and at the
same time their needs might be great. It is
also important that everybody, regardless of needs or place of
residence, can travel where they want.
By virtue of the size of our business on the Nordic market,
we can offer unique accessibility to mobility for people who
need us, whether they live in urban or rural areas. About half
of Cabonline’s journeys are carried out on behalf of the public
sector in the form of mobility services, patient transportation
and school transportation.
Work and entrepreneurship
for many
Entrepreneurship and business are prerequi-
sites for creating employment. In countries
where most employment opportunities are in the service
sector, it is a challenge to offer work to people that do not
fulfil language requirements, for example.
Driving a taxi is an entry-level job on the labour market for
many. Cabonline has the opportunity to create employment
for a great diversity of individuals, and thus be a responsible
employer and customer. This is a responsibility we want and
manage actively by offering support to transporters that run
businesses that are affiliated to our company, and training for
drivers that drive under our brands.
7
 Cabonline in brief CABONLINE – SUSTAINABILITY REPORT 2018

Cabonline in brief

Cabonline is the leading taxi company in

the Nordic countries with 2,700 affili-

50+
ated transporters and around 5,300
vehicles with some 8,300 drivers
with a number of well known brands
in Sweden, Norway and Finland. Cities in the
The group has a turnover of approx- Nordic countries
imately SEK 6.2 billion and carries out
some 45,000 journeys every day.

Within Cabonline there are a number of

well known brands, including:

The group
carries out

17 m
journeys per
year

As a leading player on the Nordic

market, we have the opportunity to

5,300
be part of and develop a new sustaina-
ble and smart society. A smart society
where we share available resources
and cater for the needs of society cars
in a value creating way.

8
 CABONLINE – SUSTAINABILITY REPORT 2018 Our business model

Our business model

Our core business is to match travellers with the right cars and drivers, in close
cooperation with our affiliated transporters. This demands good relationships with
both the customer and the transporter, well-functioning technical support, com-
mitted employees and transporters and drivers that ensure high-quality delivery.
Demand from the different customer segments varies over the day and week,
resulting in a balanced distribution of work for our transporters and drivers
allowing for an even workload and a better use of resources.

Cabonline transfers trip fares

Customers pay trip fares
net of fees to the transporter,
via Cabonline platform SOFTWARE, SERVICES AND BRANDS normally bi-monthly

END CUSTOMERS TRANSPORTERS

Total fees typically equate to (“car owner”)
~ 44% ~ 13% of the total trip fare
public contracts ~ 2,700 ~ 5,300
transporters vehicles

~ 56% on Cabonline’s platform

Corporate &
... and what we generally
Consumer customers What we own ... Transporters pay
do not own or employ
salaries to drivers

TAXI DRIVERS
Customer Software Dispatch Brands
TRANSPORTERS
Cars Drivers
relationships systems (“CAR OWNER”)
~ 8,300
drivers
in Cabonline’s network

Several channels for booking Transporter service

Our customers book their Cabonline Responsible for relationships with
journeys through different channels: transporters and for training, procure-
via apps or websites, by phone though ment support, technical support, quality
our booking centres, or through custo- assurance of brands etc.
mer systems integrated with our own
through APIs. For public and business
customers, terms and conditions are
regulated in agreements.

Efficient traffic planning Prices and agreements

Cabonline’s efficient dispatch sys-
tem ensures that customer bookings
are routed to the right car and driver
that can deliver the journey at the
right time and with high quality.
The business model is scalable
and can be expanded through
the acquisition of existing
companies in new markets or
through organic growth.
The customer pays Cabonline for their
journeys. For the use of our platform,
access to well known brands and our
services, the transporters pay a fixed
fee per car and a variable fee based on
revenues. The remainder is paid back to
the transporters.
9
 Interaction with the world around us CABONLINE – SUSTAINABILITY REPORT 2018

45,000
journeys
per day

Every journey

14
different steps

10
 CABONLINE – SUSTAINABILITY REPORT 2018 Interaction with the world around us

Interaction with the world around us

Cabonline’s business and role in society mean that we have an impact on
our surrounding communities and that they impact us. In this chapter we
describe what this interaction means for our relations with our stakeholders.
The starting point is the core of our business - the customer journey.

A sustainable customer journey makes for
a sustainable business
A taxi journey is made up of several parts that together lead
to a safe and satisfied customer. Every journey can be divided
into at least 14 different steps from “need” to the final
“experience”. On average, we carry out around 45,000 cus-
tomer journeys each day, a volume that places high demands
on our ability to serve each customer’s needs. A chain is only
as strong as its weakest link and we must therefore complete
each step of the customer’s journey with the highest possible
quality to ensure a great experience and efficient use of
resources.
Through all our customer journeys, we interact with our
various stakeholders. This interaction contributes as a whole
to meeting the needs of society, and our task is to optimise
the positive effects. The traveller reaches their destination.
People that have difficulties travelling independently receive
the help they need and a better social life. Transporters run
their own businesses which, thanks to the journeys, create
jobs for many people, not least immigrants. Jobs provide a
living and daily language training, and catalyse integration in
the Nordic countries.
At the same time, there are areas where it is important
that we minimise our impact on the world around us. Faulty
bookings, unnecessarily long journeys, unnecessary wear-and-
tear on cars, tyres and spare parts negatively impact both the
environment and profitability. Adverse working conditions,
overloaded employees or high staff turnover negatively im-
pact individuals and communities, and thereby our business.
All parts of the customer journey are supported by Cabon-
line’s different subsidiaries and functions, which in turn oper-
ate in different regions and in different markets. Conducting a
taxi operation demands substantial local adaptation as well as
an understanding of stakeholders both locally and nationally.
Fulfilling our role in society demands a continuous dialogue
with our stakeholders, as they set the frameworks for how we
work internally.
”A chain is only as strong as its
weakest link and we must there-
fore be able to complete each step
of the customer’s journey with the
highest possible quality...”
11
 Interaction with the world around us
Stakeholder dialogues
Strong and good relations with stakeholders are essential to a
company’s business. This is why we have a continuous dialogue
? with our stakeholders, helping us understand their expectations of
! us and how they want us to take responsibility for our business.
The table below presents our most important stakeholders, their
expectations and the form of dialogue that we currently use.
CABONLINE’S STAKEHOLDERS EXPECTATIONS
PASSENGERS Expect punctuality, clear information, a simple,
user-friendly and affordable service, a safe journey
and that the company acts responsibly regarding
sustainability issues.
CORPORATE CUSTOMERS Want a service-oriented, flexible and responsive
transport partner with easy-to-use digital tools at
competitive prices.
PUBLIC SECTOR CUSTOMERS Want a service-oriented transportation partner that
can offer high availability, competent personnel and
functionally adaptable services with easy-to-use
digital tools at competitive prices.
TRANSPORTERS Expect a professional partner with a strong brand,
large range, profitable customer agreements, an
efficient business system and good service.
DRIVERS Expect good working terms and conditions and a
safe and efficient work environment as well as the
opportunity for further development.
EMPLOYEES Want a safe work environment, to be well remuner-
ated, clear leadership, the opportunity for further
development and training as well as good working
terms and conditions.
OWNERS Expect high economic returns, an efficient manage-
ment and development of the companies as well as
responsible actions in sustainability issues.
MEDIA Expect transparency, information about Cabonline’s
plans and accurate and efficient information about
events and any crises.
GENERAL PUBLIC AND Expect a responsible organisation with systematic
INTEREST GROUPS sustainability work reducing negative effects on the
environment and climate, as well as social responsi-
bility and contribution to safe and secure traffic.
12
CABONLINE – SUSTAINABILITY REPORT 2018
FORM OF DIALOGUE
Customer surveys, focus groups, customer
service, ratings from our apps, our websites,
Facebook pages, as well as direct dialogue
with drivers.
Customer service and sales team that have
an ongoing dialogue with our business
customers.
Customer service and sales team have an
ongoing dialogue with our customers in the
public sector, including ANBARO’s surveys.
Ongoing communication and meetings with
transporters through our transportation ser-
vice, training and regular transporter surveys.
Dialogue through affiliated transporters and
direct dialogue through weekly information
as well as customer service and Cabonline’s
driver support.
Employee appraisals and salary discussion,
yearly employee survey and feedback
through the Intranet CabOnNet.
Board and management work, dialogues at
the annual general meeting as well as interim
reports and press releases.
Press releases, ongoing dialogue and inter-
views, a high degree of accessibility (on-call
media liaison).
Annual reporting, sustainability reporting,
membership in interest groups and industry
organisations. On-going communication
through individual contacts, own channels
and the media.
 CABONLINE – SUSTAINABILITY REPORT 2018 Our sustainability work

Our sustainability work

A sustainability report should provide information about the company’s devel-

opment, position, results and consequences of its operations, including infor-
mation on issues such as the environment, social conditions, staff, respect for
human rights and anti-corruption. That each company, organisation and citizen
assume responsibility within these areas is a prerequisite for moving towards
sustainable development.

The framework for our business

Cabonline has enjoyed years of strong growth, particularly
through a number of acquisitions that have contained differ-
ences in culture, ways of working and technical platforms.
In the past year we have therefore prioritised the formulation,
clarification and establishment of a common way of working
for the Group. In 2018 work also commenced to harmonise
the sustainability work within the Group. When successively
integrating newly acquired businesses, it is important to strike
the right balance between maintaining local initiative, allowing
regional adaptation and concurrently taking advantage of
the collective capabilities of the Group and working under a
common strategy. The Cabonline Code of Conduct is our un-
derpinning governance document. It is supplemented with ar-
ea-specific policy documents and handbooks with instruction
manuals and guidelines. These governance documents set the
framework for the business. However, the central point is that
our daily activities take us towards our goals.
Financial sustainability – a long-term
business
or zero emissions, of carbon dioxide in particular. In light of
rapid technological developments, new rules and procurement
terms, and changing patterns of behaviour of businesses and
travellers, our ability to adapt to and integrate all the social
and environmental aspects into our operations will be vital to
the financial sustainability of our business.
One clear example is the transition to a vehicle fleet that is
not dependent on fossil fuels. This involves large but neces-
sary investment decisions for our associated transporters.
However, decisions must be taken in a complex and turbulent
environment, in which the financial and political risks are far
from negligible, for the transporters and for Cabonline.
Cabonline’s financial results are available in the 2018
annual report.
FINANCIAL
SUSTAINABILITY

SOCIAL ENVIROMENTAL
Cabonline has high ambitions for continued expansion.
SUSTAINABILITY SUSTAINABILITY
This will take place in a stable market that is growing by a few
percent each year and where demand for accessible mobility
is likely to increase. At the same time, demands and expecta-
tions are growing for the efficient use of resources and low

13
 Our sustainability work
Cabonline’s environmental and social sustainability work
As Cabonline has an obvious impact on the environment and
affects many people, our sustainability work must be com-
pletely integrated with our daily work to have a long-term
optimal impact. This is why we present our sustainability
work based on the so-called Balance Board’s six perspectives,
Cabonline’s overarching governance tool.
The Balance Board guides us
Cabonline’s ambition is to develop a world-class taxi company.
Our most important tool for ensuring that we progress in the
right direction over time, and attain our goal, is our so-called
“Balance Board”. The idea is that sustainable success in a
company demands the balancing of critically important per-
Safety and security in focus
Our goal is safe customers that trust our drivers and that would gladly let their children
travel with us. This demands that drivers always have the right competences and attitude,
and that the cars are safe, correctly equipped and of a high standard.
Social aspects
Access control
One of the most important aspects in this perspective is that
our drivers have the necessary competence to drive safely
and securely. This includes ensuring the qualifications of the
drivers. As an example, we use the the service ”Professional
Drivers Control” (BKY) in Sweden, which checks driver quali-
fications every day, all year-round. BKY is a technical system
connected to the Swedish Road Traffic Registry that automat-
ically checks that the Swedish driver’s qualifications are valid.
The service BKY was developed by The Swedish Taxi Associa-
tion, The Swedish Confederation of Transport Enterprises and
The Swedish Association for Road Transport Companies.
Training and continuous follow-up
Drivers that drive under our brands are offered training
through Cabonline Academy (described more thoroughly
under “Engaged transporters”). This ensures a high level of
14
CABONLINE – SUSTAINABILITY REPORT 2018
spectives when developing the business. Safety and security
are central, these are areas we never compromise on. On top of
that there are five equally important parts to our development:
engaged employees, engaged transporters and drivers, satisfied
customers, operational excellence and sustainable profitabili-
ty. This means that we set goals and measure results from all
perspectives and that the sustainability agenda is an integrated
part. As an example, our anti-corruption work is integrated into
the ”sustainable profitability” perspective, and our efforts to
ensure compliance related to human rights is integrated into
”engaged employees” and ”engaged transporters.” In the next
section we describe the social and environmental aspects we
are currently working on within each perspective of the
Balance Board.
safety for both the drivers and the passengers. All drivers
receive training in technology, hospitality and service, as well as
knowledge of different levels of physical ability so that they can
serve and support customers with special needs. This can be a
vulnerable situation for both parties and we work to minimize
the risks through continuous follow-up and evaluations.
Environmental aspects
Vehicle inspection and service
From an environmental perspective it is of the utmost impor-
tance that all vehicles undergo regular servicing to ensure that
they are kept in a good quality condition and driven efficiently.
In addition to the legal requirements for annual vehicle inspec-
tions, two additional checks are carried out on cars in big city
areas as they are exposed to a slightly higher degree of wear,
due to denser traffic.
CABONLINE – SUSTAINABILITY REPORT 2018 Our sustainability work

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15
 Our sustainability work
Satisfied customers
Our goal is for customers and passengers to have our brands and drivers as their
first choice. They should want to come back to us because they perceive us to
be safe, accessible, modern, easy to deal with and friendly. We want to create as
much value as possible for everybody that uses our services.
Social aspects
Code of Conduct for drivers
Our drivers have a critical role in creating the best possible
experience for passengers, so that they continue to choose
us. Our drivers should be proud of their profession and of
Cabonline. Through the Group Code of Conduct we ensure
that all people working within Cabonline assume shared
responsibility for our reputation, show respect to customers
and colleagues, and contribute to a successful service busi-
ness. To make the Code of Conduct accessible to all drivers,
it has been translated to several languages, including Per-
sian, Somali and English. Follow-up on the Code of Conduct
and the drivers’ skills development currently takes place in
Sweden through a Learning Management System. Drivers
are all registered in the system along with information on
the training they have completed as well as other guidance
that they have received.
Suppliers of mobility services, wheelchair
access taxis and school transportation.
An important social aspect in this perspective is helping
people that struggle to travel alone.
16
CABONLINE – SUSTAINABILITY REPORT 2018
”Through our Code of Conduct
we ensure that all people working
within Cabonline assume shared
responsibility for our reputation,
show respect to customers and
colleagues, and contribute to a
successful service business.”
We have supplied mobility services for more than 20 years and
the needs of mobility service customers set the bar for the
service, care and quality we deliver. Through our specific mo-
bility service training, our drivers gain an understanding of the
circumstances for individuals with different levels of physical
ability, and knowledge and insights on ageing and its impact
on people’s physical ability, hearing, sight, perception and
need for security. In addition to mobility services, public sector
assignments consist of school transportation and wheelchair
access taxis. These are all examples of assignments that place
high demands on us and our drivers, and through which our
ability to meet our customers’ needs creates societal value.
Our ability to deliver was confirmed again in September when
Stockholm County Council showed continued confidence in
us and awarded us the contract for mobility services in the
Stockholm region from April 2019 to April 2022 (with an
option for a one-year extension). Further, in October we were
engaged to drive Patient Transportation (PT) journeys in the
Oslo region during 2019 and 2020 (with an option for a two-
year extension).
 CABONLINE – SUSTAINABILITY REPORT 2018 Our sustainability work

We have
supplied mobility
services for more than

20 years

Environmental aspects
Increased demand for electric and
hydrogen-fuelled taxi cars
Our customers in Sweden, Norway and Finland place high ” We aim to grow the share of elec-
demands on us to actively reduce our impact on the environ-
ment. We aim to grow the share of electric cars and electric tric cars and electric hybrids in our
hybrids in our vehicle fleet and we therefore constantly evalu-
vehicle fleet and we constantly
ate new car models and how they meet the needs of both the
environment and our customers. We encourage the demand evaluate new car models and how
for electric cars by affiliating with initiatives such as Nollzon,
a register in which the customer specifies that they prefer
they meet the needs of both the
an electric car for their taxi journeys. We added five hydro- environment and our customers.”
gen-fuelled cars to our fleet last autumn. Since these cars can
only be fuelled at Arlanda airport, we see this as a first step
in using new types of vehicles for our business, in line with
market developments.
17
 Our sustainability work CABONLINE – SUSTAINABILITY REPORT 2018

Sustainable profitability

Our goal is to develop a cost-efficient and scalable business model with high resource usage effi-
ciency, that creates high and sustainable profits for Cabonline and our transporters. We thereby
build a business that generates value for our shareholders, customers, employees, partners and the
entire society we operate in. An important prerequisite is that our business is characterised by good
ethics and high moral standards, clear leadership and a flexible organisation.

Social aspects clear and values-based leadership, Cabonline will counteract

High moral standards – Zero tolerance for
corruption
We have zero tolerance for all forms of bribery, and we work
with anti-corruption through strict guidelines for purchasing
and by ensuring compliance throughout the supply chain as
well and through supplier evaluation. Authorisation rights
are clearly defined and applicable to all purchases. We have
implemented a structured approach to these issues through
our policies and instruction manuals. Through a structured
approach to these issues, our ambition is to ensure that we
adhere to the UN declaration against corruption in all parts of
the Cabonline organisation. The declaration means that nei-
ther we, nor our suppliers or customers, directly or indirectly,
may offer or give undue payment or other compensation to
any person or organisation with the intention to obtain, main-
tain or control business or any other undue advantage within
the framework of our business. Neither we, nor our suppliers
or customers may, directly or indirectly, demand or accept any
undue payment or other compensation from a third party
that may affect objectivity in business decisions. Cabonline
adheres to The Swedish Taxi Association’s policy the “God
taxitradition”.
Clear, values-based leadership
Leaders in the Cabonline organisation have a great
responsibility in communicating our values to
all employees and partners. Through a
all behaviour that is in breach of our guidelines and applicable
regulations, as well as all forms of corruption. During 2018 we
commenced and implemented what we refer to as ”Our journey
together” – aimed at clarifying how we will bring our values and
our corporate culture to life, while minimising the risks for unde-
sired behaviours, together with the organisation’s leaders.
Environmental aspects
Flexible organisation
The transport sector is part of the transformation to sustainable
cities and communities and new regulations and requirements
can rapidly change the circumstances for our business, such as
the ban on petrol or diesel-fuelled vehicles in parts of a city. This
requires an adaptable and flexible organisation that can handle
changes. It is also an important reason for our ambition to have
a vehicle fleet that is entirely fossil-fuel-free. We therefore give
our transporters knowledge and advice regarding sustainable
options when procuring vehicles and we are working to increase
their understanding of the transformation that lies ahead.
Group-wide working methods
Having several brands in different markets means we can use
one brand as a test pilot for new approaches before we imple-
ment them across the entire Group. One such example is Sver-
igetaxi, that has worked ambitiously with environmental issues
for a long time. and that set a goal as early as 2004 that at least
80% of their passenger cars should be environmentally classified
by 2010. The initiative meant an increase in knowledge in sus-
tainability issues, the goal was achieved and Sverigetaxi’s fleet
of cars that carry up to four passengers is now 100 per cent
environmentally classified. Environmentally classified cars remain
a priority when new cars are purchased. The Group has raised its
ambitions during the year and is now targeting a fossil-fuel-free
vehicle fleet.

18
 CABONLINE – SUSTAINABILITY REPORT 2018 Our sustainability work

Operational excellence

Our goal is to run our business cost-effectively with well-established

processes, clearly defined deliverables and continuous evaluation of
quality in our service work methods. Our dispatch system will enable
optimal resource usage and minimise our environmental impact.

” An advanced, high-quality technology

platform that ensures that we can plan the
flow of traffic and routes and matches the
right car with the right customer.”

Social aspects

17 
Good relations
A prerequisite for high operational excellence is good relations
with external parties. We have an ongoing dialogue with
customers and suppliers to ensure that we live up to their
expectations and develop the company internally in ways that million
also strengthen our external relations. This is a team effort
journeys / year
that involves all employees and that contributes to the group
reaching its targets.

Environmental aspects
Efficient dispatch system
We offer car transportation services to our customers and
simultaneously work to minimise our environmental impact.
This means that each kilometre driven must create maximum
value. Our dispatch system uses an advanced, high-quality
technology platform that ensures that we can plan the flow
of traffic and routes and matches the right car with the right
customer. Several parts of our organisation work closely with
our transporters and drivers to make the dispatch system
more efficient, by testing out a combination of different search
criteria and search areas, and using smaller search areas in dif-
ferent combinations, in order to optimise quality and minimise
our environmental impact.

19
 Our sustainability work
Engaged employees
Our goal is to have engaged employees that work together to support transporters and drivers, give
good service to customers and passengers and continuously improve our services. Employees should
feel involved and want to stay and develop in the company, at the same time we need to be able to
attract new talent. Engaged employees are a prerequisite for us as an industry leader to be able to
drive sustainable development of society within our industry.
Social aspects
Employee survey, HR manager, Code of Conduct
and collective agreements
Cabonline employs a total of 1,109 people, of which 533 work
at Cabonline Sweden, 23 employees at Cabonline Norway and
448 employees in Finland and 105 employees in Latvia. The
entire business directly and indirectly employs approximately
10,000 people.
During 2018 the first employee survey was conducted to
gain knowledge on how employees view the company, the
leadership and the business. Its primary objective, though,
was to give leaders the information and tools to further
increase our employee engagement.
As a responsible employer it is natural to offer employees
reasonable and fair conditions. During the year a Group HR
Manager has been recruited, reporting to the CEO, and we
have ensured that all employees are covered by collective
agreements. We offer skills development and we make contin-
uous efforts for employees’ wellbeing in the workplace. The
work environment must be characterised by zero-tolerance
for discrimination and violations of human rights. During the
year a Group Code of Conduct was formulated and approved
20
CABONLINE – SUSTAINABILITY REPORT 2018
by the Board. Together with the Group’s employee manual, it
describes our rules and guidelines for how leaders and employ-
ees are expected to act.
Cabonline offers Swedish language training to employees
that do not have Swedish as a mother tongue. This is a way of
attracting the right competences for the many technical roles
that exist within the group.
Zero-tolerance for discrimination and violations
of human rights
Cabonline must be a place of work with equal opportunities
for employment, training, promotion and development, with
equal pay for equal work, irrespective of gender, religion, ethnic
background, sexual orientation or physical ability. It is also ob-
vious that our work environment should be free from offensive
treatment and harassment. Cabonline works according to the
principle of fairness, meaning that all employees, passengers
and everybody involved in the production of journeys shall be
treated equally.
The company’s and employees’ involvement in
society
With safety and security at the core of our business, we
want to contribute to a more open and safe society. Through
cooperation with non-profit organisations, Cabonline can make
a difference over and above the direct impact of our business
and our role in society. For example, we have cooperated with
BRIS (Children’s Rights in Society) for three years by providing
advertising space for the organisation, and we have plans for
further cooperation with them. We have also sponsored the
Pride festival in Sweden for the last four years.
 CABONLINE – SUSTAINABILITY REPORT 2018 Our sustainability work

10,000
people are employed,
directly or indirectly,
by us

Environmental aspects
Our internal environmental work
Our internal environmental activities are defined through
the environmental management system that is part of ISO
14001:2015 and 9001:2015 and there is ongoing work,
in Sweden, Norway and Finland, to certify the parts of our
operations that are not yet certified. Sverigetaxi, a subsidiary
of Cabonline, has been ISO certified since 2004, both in the
quality management system ISO 9001 and the environmental
management system ISO 14001. The Kovanen brand in Fin-
land is also ISO certified and during 2018 Taxikurir has gained
the same certification.
ISO is a tool for standardisation requiring an environmen-
tal impact assessment and a plan to reduce environmental
impacts with yearly goals. These are reviewed annually by
independent auditors from a certifying body. In addition to
transitioning to a fossil-fuel-free vehicle fleet, this includes
other work regarding areas such as the office environment,
business trips and technical equipment. Purchasing and
procurement must take place in accordance with our values
and regulations, which demands knowledge and engagement
from our employees in order to continuously improve and
develop our internal environmental work.

Working towards a fossil-fuel-free vehicle fleet

To support the transporters in their effort to convert to a
fossil-fuel-free vehicle fleet (see the chapter Engaged
Transporters below), a number of Cabonline employees are
members of the 2030 Secretariat and Nollzon. Nollzon is
a non-profit association founded by Vattenfall, IBM, Gröna
Bilister, ABB and Sustainable Innovation, aimed at increasing
the demand and supply of electric taxis in Sweden. The 2030
Secretariat is an organisation working to implement the par-
liament’s decision for a fossil-fuel-free Swedish vehicle fleet
by 2030. In Norway Cabonline encourages and supports the
initiative “Næring for klima”.
21
 Our sustainability work CABONLINE – SUSTAINABILITY REPORT 2018

Engaged transporters and drivers

Our goal is to have transporters and drivers that are engaged and proud to represent
Cabonline’s brands, who want to give customers and passengers the best experience,
who earn a good living working for us, and who share our views on sustainable devel-
opment of Cabonline and our industry. This requires us to give strong support to our
transporters in their sustainability work, for example through good and fair terms for
their employees and by gradually investing in a fossil-fuel-free vehicle fleet.

Social aspects
Fair conditions throughout the entire value chain
Our customers and passengers should be greeted and driven
by pleasant and safe drivers. An important pre requisite for
this is that every affiliated transporter offers their drivers rea-
sonable and fair working terms and manages their businesses
in a responsible way. As part of Cabonline’s responsibility to
minimise the risk of violation of human rights in the value
chain, it is also in the Group’s interest to ensure good working
terms for people who are not directly employed by the Group.
As an example, during 2018 we have worked to educate
our transporters and increase subscriptions to occupational
pension arrangements.
Work as a means to integration
For many immigrants to the Nordic countries, taxi driving is
often an opportunity for a first job, which helps them estab-
lish themselves in the community. This is a good way to enter
the labour market, learn the new language and to earn a living.
Thousands of immigrants have found work and been able to
quickly enter into society through Cabonline. We can create
even more value for immigrants, transporters and society, by
offering continuous competence development within
the framework of Cabonline Academy.
22
SFI
Collaboration
to reduce language barriers
Furthermore, we collaborate with SFI schools (Swedish for
Immigrants) to reduce the risk of language barriers becoming
an obstacle in the work of a taxi driver. This is done by SFI
integrating vocational Swedish into their courses, and in some
cases even guaranteeing work for those who manage the lan-
guage requirements. We also collaborate with certain labour
market training programmes, in which students are offered the
opportunity of a job directly after completing the course.
In Helsinki, Kovanen and Fixutaxi collaborate with both the
capital region Ohjaamo Helsinki and the Espoo Helsinki region
to reduce unemployment for people under 30.
Driver training through Cabonline Academy
Cabonline Academy is the umbrella name for our basic
training and development programme for the group’s drivers
in Sweden. Through Academy, local teachers in the regions
can access material developed centrally. During 2018 we
trained around 6,000 drivers, who all went through a full day
of training. This is about the same number as in 2016 and
2017. Methods and processes for the course are controlled
locally, but they are based on central structure that regulates
what the training should contain and how to deliver it. During
2017, the task of digitalising the material to provide e-learning
through an on-line platform was started. This work continued
 CABONLINE – SUSTAINABILITY REPORT 2018
through 2018. A digitalised basic course enables a quality
assurance of the training of our drivers in all regions.
A driver is only qualified after he or she has completed our
basic training, passed the final test and received a so-called
Driver ID. In addition to 100% attendance during class the
driver needs to study independently and complete all exercis-
es and tests in the interactive training. Basic training covers
areas such as taximeters, different methods of payment, local
knowledge, service and friendliness, mobility service and first
aid. The content is adapted to meet the local needs of each re-
gion. Academy offers a number of further training courses for
those who wish to work (or already work) for one of our taxi
companies. After completion of basic training, there is the pos-
sibility to receive further training, for example in Wheelchair
Access taxi which includes CPR training and stair climbers.
In Finland and Norway, the training is conducted differently,
based on national requirements and the differing circum-
stances in the market. In Finland, driver training is regulated
by law and examination is performed by a government body.
In Norway all drivers receive basic training through Cabonline
before they become drivers.
Environmental aspects
Creating a more environmentally friendly
vehicle fleet
Cabonline works to reduce the climate impact of our cars,
both through our work on efficient driving routines and by
testing and evaluating different types of vehicles and fuels.
We choose vehicles based on their environmental impact while
also taking into consideration financial aspects for the trans-
porters, the working environment for the drivers and demands
from customers. Currently we buy electric and diesel-fuelled
passenger cars as well as electric and gas hybrids. Our invest-
ment in environmentally classed vehicles has helped us reduce
emissions, and our next challenge will be to shift to an entirely
”We can do much to facilitate
and enable our transporters to
transform their fleet to be more
environmentally friendly.”
Our sustainability work
5
hydrogen-
fuelled cars
fossil-fuel-free vehicle fleet, which we are attempting by
increasing the number of electric and gas cars in our fleet.
Under the Taxikurir brand two Toyota Mirai were purchased
in autumn 2018. This new type of hydrogen fuel cell car is the
world’s first serial produced hydrogen-powered electric car.
The car offers completely fossil-fuel-free transportation with
first-class comfort and water as the only emission. The car
also refuels in minutes which is a great advantage compared
to the long charging times of batteries in electric cars. There
are now five hydrogen cars in total within Cabonline.
The group vehicle fleet
The vehicles in Cabonline’s service offering are primarily
owned by the affiliated transporters. Consequently, Cabonline
does not have the ultimate say in decisions on which cars to
be bought and which to be decommissioned. However, we can
do much to facilitate and enable our transporters to transform
their fleet to be more environmentally friendly. Cabonline’s
employees assist with knowledge in negotiations when new
cars are purchased. We are also engaged in promoting the
market for environmentally classified cars. Furthermore, we
measure car emissions in order to monitor the progress of our
shared journey of transformation.
Carbon dioxide emissions from our vehicle fleet
During 2017, we completed a calculation of the total emis-
sions from our vehicle fleet for the first time. In 2018, further
activities have been implemented to improve monitoring of
emissions to allow for better follow-up and comparisons going
forward. This development, combined with the fact that the
calculation value of the fleet’s CO2 equivalent was raised
during the year, in accordance with the calculation method of
the WLTP (Worldwide Harmonised Light Vehicles Test Proce-
dure), means that the total CO2 emissions are not comparable
between these years. In this year´s calculation, we have not
23
 Our sustainability work CABONLINE – SUSTAINABILITY REPORT 2018

Engine types across the fleet 2018 Tonnes of CO2 emissions 2018

Number Tonne
6,000 50,000
The diagram shows
5,000 the direct CO2 emis-
40,000
sions caused by the
4,000 fuel consumption of
30,000
the vehicle fleet.
3,000
20,000
2,000

1,000 10,000

0 0
Et en

Et n
ic
s

Hy rid

l
l

l
el

el
l

rid
no

no
e
ta

ta
tro

tro
Ga

tr

Ga
og

og
es

es
b
ec

To

To
ha

ha
b
Pe

Pe
hy
Di

Di

hy
dr

dr
El

Hy
ic

ic
tr

tr
ec

ec
El

El
Sweden Norway Finland Entire fleet Sweden Norway Finland

considered the effects caused in earlier or later stages of
the vehicle’s life cycle nor have we included environmental
impacts from the production of the fuels. The calculations pre-
sented are based on the vehicle manufacturer’s carbon dioxide
(CO₂) emissions certification for the vehicles, stated in grams
per kilometre, multiplied by the total kilometres driven in 2018,
based on data extracted from each company’s taxi system.
The level of carbon dioxide emissions from the journeys
of our fleet depends largely on the type of vehicles; electric
hybrids and hydrogen cars are those engines in the fleet which
have the lowest average levels of carbon dioxide emissions
per kilometre. Electric and hydrogen cars do not emit any
carbon dioxide when driving.
It is currently still financially challenging, however, for our
transporters to buy electric cars that have sufficiently high
standards of comfort and luggage space to be suitable as
taxis, as the offering is still relatively limited. The majority of
electric cars currently driven under Cabonline’s brands are Te-
sla. This is why the transformation to electric cars takes time
to implement. We will keep working on the issue and will keep
evaluating electric car alternatives. It is also challenging to
combine an electric car’s need for battery charging with a taxi
business as it takes time to charge a car and the number of
charging stations is limited. Global research and development
is currently underway to identify new, more environmentally
friendly types of fuel. We monitor these developments closely
to be part of the transition to an increasingly fossil-free
society.
Other impacts from the vehicle fleet
The Cabonline tyre policy describes the measures every driver
must take in order to reduce emissions when driving, for exam-
ple, the right tyre pressure to provide the best possible effect
from the engine. Existing routines for service and control of
vehicles also ensure that vehicles are run in the best possible
way.
Guidelines regarding eco-driving are another example of
how we actively work to minimise the environmental impact
of our operations. This is achieved by ensuring that drivers are
trained in eco-driving according to the Swedish Transport Ad-
ministration’s guidelines on professional skills for taxi licences
and the Swedish Transport Agency’s directions for taxi licence
tests.
Another measure we take to reduce carbon dioxide
emissions and to be more environmentally and cost efficient
is to reduce the number of journeys when the taxis do not
transport passengers, which can be achieved partly through
an efficient dispatch system and flexible digital tools for book-
ings. On the next page we present a summary of the number
of kilometres driven during 2018.The diagram shows both the
distances driven with a passenger (paid distance) and the total
distance, which mostly consists of the drive to pick up the
customer.

24
 CABONLINE – SUSTAINABILITY REPORT 2018 Our sustainability work

”It is challenging to combine an

electric car’s need for charging
with a taxi business”

Distances driven versus distances paid for in 2018 Towards a fossil-fuel-free vehicle fleet

km thousands
350

300

250

200

150

100

50

0
Sweden Finland Norway Fossil-based Fossil-free

Total km driven Total km paid for

More than a quarter of Cabonline’s vehicle fleet is currently
fossil-fuel-free. This is defined as vehicles that can be driven
without fossil-based fuels, i.e., electric, hydrogen, ethanol and
gas cars. Electric hybrids are mostly fuelled by petrol or diesel
Number of cars 2018 and are therefore classified as fossil-based. Since 1 July 2018,
there has also been a requirement for diesel to contain 19.3%
bio-fuel, which reduces the fossil-related emissions but is still
fossil-fuel-based.
There is no distinction between the CO2 emissions that
are fossil-fuel-free or fossil-fuel-based, and we instead report
the proportion of fossil-fuel-free versus fossil-fuel-based
vehicles. The diesel cars include a number of vehicles that can
be fuelled by environmental diesel, HVO-100, a type of diesel
that generates CO2 emissions from solely renewable sources
of energy. However, in this table all diesel vehicles are classi-
fied as fossil-fuel-based vehicles

Sweden Finland Norway

25
 Summary of the year CABONLINE – SUSTAINABILITY REPORT 2018

Summary of
the year

This year’s results

The greatest progress for the company has been the work car-
ried out to develop a Group-wide structure, making it possible
to control and operate the work on sustainability more ambi-
tiously going forward. Improvements have been made during
the year, of which this report is a result, and in 2019, we will
continue to work actively on all the aspects of sustainability
that are included in our operations.

The activities we carry out every day and the choices we make
may have small individual impacts but put in a bigger context,
in which our more than 17 million customer journeys per year
are summed up, then our daily work makes a great difference.

Our daily work has

a great impact.
This motivates us
to keep on working.

26
CABONLINE – SUSTAINABILITY REPORT 2018 Auditor statement

Auditor statement

The auditor’s report on the statutory

sustainability report
To the general meeting of Cabonline Group Holding AB (publ),
corporate, identity number 559002-7156.

Engagement and responsibility

The Board of Directors is responsible for that the statutory

sustainability report for 2018 has been prepared in
accordance with the Annual Accounts Act.

The scope of the audit

Our examination of the statutory sustainability report has

been conducted in accordance with FAR´s auditing standard
RevR 12 The auditor´s report on the statutory sustainability
report. This means that our examination of the statutory
sustainability report is different and substantially less in
scope than an audit conducted in accordance with Interna-
tional Standards on Auditing and generally accepted auditing
standards in Sweden. We believe that the examination has
provided us with sufficient basis for our opinions.

Opinion

A statutory sustainability report has been prepared.

Stockholm 3 April 2019

Ernst & Young AB

Alexander Hagberg
Authorised Public Accountant

27
Cabonline Group Holding AB (publ)
Box 16017
SE 103 21 Stockholm, Sweden
Visiting Address: Kungsgatan 44
www.cabonline.com