GreenMobility A/S    I    Landgreven 3, 4.sal    I    1301 Copenhagen    I    Denmark    I    CVR-nr. 35 52 15 85
ESG & 
SUSTAINABILITY 
REPORT 2022
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GreenMobility’s ESG and 
Sustainability report con­
cerns the financial year 
2022 and constitutes the 
second reporting on pro­
gress since the baseline 
was established in 2020.
This Sustainability Re-
port forms part of the 
Management Review of 
GreenMobility’s Annual 
Report 2022 and covers 
statutory reporting on 
corporate social respon­
sibility as defined by 
section 99a, 99b and 99d 
of the Danish Financial 
Statements Act.
ABOUT 
THE 
REPORT
FACTS ABOUT 
THIS REPORT
Avoided emissions in 2022 2,036 tonnes 
CO2 (2020: 745 tonnes).
Launching business in Düsseldorf 
and Cologne in Germany with 300 
new electric vehicles provide growth 
in avoided emissions in the European 
market. .
Significant optimisation of resources 
as we re-use 96% of a Zoe that cannot 
re-enter the fleet.
ESG PERFORMANCE 
HIGHLIGHTS
In 2020, GreenMobility A/S became 
a signatory to The United Nations 
Global Compact. We are pleased to 
show our continued support and 
renew our commitment to the UN 
Global Compact, its principles, and 
the Communication of Progress 2022.
SIGNATORY TO THE 
UN GLOBAL COMPACT
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Contents
ABOUT THE REPORT	
	
	
	
2
GREENMOBILITY AT A GLANCE 	
	
	
4
LETTER FROM THE EXECUTIVE MANAGEMENT	
6
CORPORATE PURPOSE, MISSION, AND VISION 	 7
HIGHLIGHTS OF THE YEAR 		
	
	
8
BUSINESS MODEL	
	
	
	
	
9
GREENMOBILITY -SUSTAINABLE COMPANY 	
11
	
     The Benefits of Shared Mobility  		
	
12
	
     Avoided emissions  	
	
	
	
12
     Our car fleet 	
	
	
	
	
13
	
	
Why we have chosen Renault as 
	
	
our current supplier of cars 	 	
	
13
	
	
Life cycle analysis of the cars  	
	
14
ESG GOVERNANCE	 	
	
	
	
15
ESG STRATEGY	
	
	
	
	
17
	
     The ties between our business 
	
     strategy and sustainability	
	
	
17
	
     Environmental Aspects	
	
	
	
18
	
     Social Aspects	
	
	
	
	
18
	
     Governance Aspects	
	
	
	
18
	
     Supplier’s Code of Conduct	
	
	
19
	
     Stakeholder engagement	
	
	
19
	
     Materiality Assessment	
	
	
	
20
	
     Material issues and how they relate to 
	
     UN’s 17 Sustainable Development Goals 		
21
	
     Our sustainability Agenda	
	
	
22
	
	
Track 1. Adapting to the green transition	
23
	
	
Track 2. Responsible business conduct	
26
	
     Our sustainable business goals	
	
	
28
	
     ESG initiatives and plans for 2022		
	
29
ESG STATEMENT- PERFORMANCE 
AND PROGRESS 	
	
	
	
	
31
	
     Notes on the ESG statement	
	
	
32
	
     UN Global Compact Principles	
	
	
36
TABLE OF
CONTENTS 
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Aarhus
Copenhagen
Antwerp
Gent
Brussels
Helsinki
Amsterdam
4
GREENMOBILITY 
AT A GLANCE 
WHO WE ARE
GreenMobility aspires to create cities 
with fewer cars, less noise, and zero 
emissions. We seek to change urban 
mobility for the benefit of current 
and future generations. We do this by 
expanding our electric carsharing ser- 
vice to European cities, with the aim 
of reducing the use of privately owned 
vehicles, contribute to cleaner urban air, 
and reduce carbon emissions from the 
transportation sector.
GreenMobility was established in 2016. 
We are headquartered in Copenhagen 
and listed on NASDAQ Main Market 
Copenhagen
.
OUR CAR FLEET
Our car fleet currently consists of 1600 
fully electric vehicles (passenger cars 
and cargo vans). All cars are owned or 
leased by us. Renault is our sole supplier 
due to their solid position with respect to 
electric vehicles and their strong com­
mitments to sustainability.
Figure 1 Green Mobility Locations 2022
2022
2021
Revenue (DKK'000) 
97,310
62,414
Operating result (DKK’000)
(70,032)
(48,922)
Customers
224,611
158,604
Trips 
1,090,755
893,053
EV Fleet
1,600
1,037
Cities
11
11
Avoided CO2 emissions 
(tonnes)
2,036.00
1,352.64
KEY FIGURES
OUR BUSINESS GOALS
  
 
Aspiration 2030
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GREENMOBILITY 
AT A GLANCE 
FACTS ABOUT 
GREENMOBILITY 2022
Avoided CO2 
emissions 
2,03 tonnes
1,600 cars
1,090,755  trips / 
11,047,991 kms.
FTE 53 / PTE 84
Employees
11 cities
BUSINESS 
HIGHLIGHTS 
2022
Finalized the acquisition of 
Fetch Mobility B.V. in the 
Netherlands and migrated 
it into its own platform in Q2
Renewing the fleet in the 
Netherlands
Launch in Düsseldorf and 
Cologne, Germany, with 300 
new electric vehicles.
The existing fleet in Helsinki, 
Finland, was replaced and 
increased to 150 new elec­
tric vehicles
The existing fleet in Sweden 
was replaced and increased 
to 200 new electric vehicles
Avoided CO2 emissions 
2,036 tonnes
.
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With green regards,
Anders Wall
Group CFO & Head of ESG
Sustainability is at the heart of what we 
do. Our greatest sustainability impact, 
and core to our purpose as a com­
pany, is the decarbonisation of global 
mobility. By offering an on-demand 
free-float carsharing service of entirely 
electric vehicles, we impact the environ­
ment favorably on a variety of pressing 
challenges that cities are facing today. 
Namely, our three pillars Urbanization, 
Sustainability and the Sharing Economy 
as we were founded upon and remains 
to this day as important as ever. Utilizing 
our electrical fleet of cars, we strive to 
improve mobility in cities through 
shared use of our resources.
During 2022, GreenMobility increased 
the fleet to approximately 1,600 electric 
vehicles for an even greater impact to 
our customers and the cities we oper­
ate in. All the trips in 2022 ensured 
avoided emissions of 2,036 tonnes of 
CO2 emission (based on substituting 
ICE transportation by EV transporta­
tion) and our goal is saving more than 
20,000 tonnes of CO2 emissions by the 
year 2030.
We stay committed to our long-term 
aspirations of being an industry leader 
in European carsharing. This will include 
the continued growth in our existing 
markets as well as expansion to new 
markets in both existing and new coun­
tries when the opportunities and market 
are right. Our aspirations remain the 
same, being a responsible organisation 
with values that reflect accountability, 
transparency and above all, a strong 
determination and dedication to pull 
our weight in the green transition of 
transportation and deliver a substantial 
footprint we can be proud of. We want 
to make a lasting change, while creat­
ing value to our shareholders. This also 
mean we respect the trust of our inves­
tors and scale the company according 
to external factors and financial market 
developments.
In 2022, we have extended the meas­
urement and reporting efforts, among 
other things, by incorporating Scope 
3 emissions. In 2023, we will further 
expand the Scope 3 calculations from 
production of the cars through to their 
end-of-life treatment. We will as well 
continue the work on the calculations to 
be reliably enough to estimate the effect 
of car-sharing and substitution of pri­
vately owned cars of avoided emissions.
We continue our commitment to UN 
Global Compact’s principles supporting 
UN’s Sustainable Development Goals 
(SDGs) and being a truly sustainable 
company in everything we do. For us, 
sustainability is about taking responsi­
bility for the world we live in and about 
being a front runner among carsharing 
companies in our sustainability commit­
ment. Our Sustainability Report covers 
statutory reporting on cor- porate social 
responsibility as defined by section 99a, 
99b and 99d of the Danish Financial 
Statement Act. We will continue to 
develop our strategy and to be fully 
transparent about our sustainability.
LETTER FROM
THE EXECUTIVE 
MANAGEMENT
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MISSION
VISION
Our mission is to make urban 
car transportation cleaner, more 
accessible, affordable, and flexible, 
while providing significant bene­
fits to cities and their inhabitants 
by way of reduced private car own­
ership and reduced air pollution. 
We aim to offer a mobility solution 
for both individuals and compa­
nies that is in accordance with 
their climate awareness and con­
scientious environmental choices. 
Also, our mobility solution serves 
as an equalizer in urban society, 
as cars and vans are made more 
attainable for those less resource­
ful in an array of ways. 
Our vision is to create more live­
able and less congested urban 
areas and to become the leading 
provider of green shared mobility 
in this endeavour. 
Our purpose is 
to provide an 
on-demand 
mobility platform 
of the highest 
quality in terms 
of our value 
proposition and 
the service we 
provide, while 
generating 
value for our 
stakeholders. 
CORPORATE 
PURPOSE, MISSION, 
AND VISION 
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December: 
All the trips in 2022 
ensured avoided emis­
sions of 2,036 tonnes of 
CO2 emission (based 
on substituting ICE 
transportation by EV 
transportation) 
HIGHLIGHTS 
OF THE YEAR 
January:
In the beginning of 
the year we finalized 
the acquisition of 
Fetch Mobility B.V. 
in the Netherlands 
April:
Fetch Mobility B.V 
was migrated into 
its own platform 
and the fleet was 
renewed.
May:
Launch in Düsseldorf 
and Cologne in Ger-
many with 300 new 
electric vehicles which 
marked the compa­
ny’s 10th and 11th 
operational city.
Here are some of the initiatives we 
want to highlight from 2022 which 
underpins our commitment to 
society and the environment:  
June: 
The existing fleet in 
Helsinki, Finland, was
replaced and increased 
to 150 new electric 
vehicles. 
The fleet in the Nether-
lands increased with 
150 new electric vehicles. 
July: 
The existing fleet in 
Sweden was replaced 
and increased to 200 
new electric vehicles.
The total fleet is now 
1600.
Electric
car sharing
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BUSINESS
MODEL
Supplier of cars
Production of cars 
and transportation to 
destination
Supplier 
of parts
Extraction of 
raw materials
Supplier of 
cloud solution
Provider of electric car-sharing 
services in European cities
Use of GreenMobility’s 
cars by private individuals 
and companies
Recharging of the cars / 
electricity consumption
Supplier of Electricity
End of
use (cars)
Assets and operational activities
Owned & leased car fleet 100% electrical
GreenMobility App (cloud-based solution) 
Crew of local technicians and mechanics to 
maintain and repair car fleet
Crew of local staff to clean and recharge cars
24/7 Customer Services 
Corporate Staff functions
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GreenMobility 
is a great 
al ternative 
to car 
ownership
GreenMobility user, 2022
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GREENMOBILITY -
A SUSTAINABLE 
COMPANY
GreenMobility was created in 2016 with 
the noble mission to make urban car 
transportation cleaner, more accessible, 
affordable, and flexible, while providing 
significant benefits to cities and their 
inhabitants by way of reduced private 
car ownership, reduced air pollution 
and positive climate impact amongst 
other benefits. The green profile of 
GreenMobility was recognised by the 
Danish Green Investment Fund who pro­
vided a loan of DKK 100 million in 2021 
to fund the company’s European growth 
plans. The Danish Green Investment Fund 
is an independent state loan fund with 
the purpose of co-financing economically 
viable projects that facilitate and support 
the sustainable development of society.
According to the European Environment 
Agency (EEA), transportation generates 
27% of EU’s total CO2 emissions, with 
cars and vans representing more than 
two thirds of these. Passenger cars alone 
account for 41% of transport related 
emissions, or 11% of the total. This makes 
transport Europe’s biggest source of 
carbon emissions. 
As populations and people’s mobility 
needs continue to grow, the automo­
tive industry’s role in greenhouse gas 
reduction has become very important 
throughout the entire life cycle of the car.
Positive Impact f rom 
our business model
Negative Impact f rom 
our business model
Reducing air pollution 
Electrical vehicle 
production
Reducing noise pollution 
Lithium extraction
Reducing the need for 
private car ownership and 
parking lots
Cobalt extraction 
Other metals extracted 
to produce the batteries
Reducing the need for 
fossil fuels 
Aluminium
Plastic
Increasing awareness 
about electric vehicles
Water usage
Sourcing from sustainable 
suppliers 
Mobility service 
 and car usage 
Promoting extension of the 
charging infrastructure
Energy usage for Cloud 
services and App use
Innovating urban mobility 
patterns
Air pollution from car tyres
Affordable driving
Use of electricity 
(only partly renewable 
depending on location)
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in society by facilitating a mid-range 
distance connection and a last-mile 
option for the public transportation 
segment. As a result, those who opt for 
sharing rather than owning increase 
their purchasing power elsewhere in 
society.
As a relatively new mode of urban trans­
portation, shared mobility provid- ers 
challenge the established players and 
thereby amplify the competition and 
efficiency in the entire trans- portation 
industry for the benefit of consumer 
satisfaction.
In order to promote the green mobil- 
ity agenda, we are in regular contact 
with policymakers, regulators and 
other relevant stakeholders. We gen- 
erally experience considerable support, 
which has materialised in reduced 
costs relating to shared mobility in 
European city centres, such as reduced 
parking fees, subsidies, and favourable 
infrastructure conditions for carshar- 
ing and EVs. It requires considerable 
efforts to secure support from local 
authorities and to getting approval to 
operating a car fleet locally.
Economy based on sharing and trust 
has become a widespread and main- 
stream trend. When people find ways 
to put societal resources to use that 
would otherwise stand idle or be 
disposed of, it makes not only good 
socio-economic sense, but also provide 
more people with access to enjoy such 
resources, like mobility among other 
things.
First, shared mobility upgrades quality 
of life in cities influenced by conges- 
tion and pollution. With cities growing 
more and more, curbing the negative 
effects of urbanization by making cities 
more liveable through shared mobil- 
ity and fewer privately owned cars has 
a real social impact. Cleaner air, less 
noise, more spaces for green areas 
and hassle-free parking are markers 
of improved city life and social benefits. 
Second, easy, accessible, and affordable 
shared mobility saves time and money 
for the individual. Households can gain 
or maintain access to vehicles without 
bearing the full costs of car ownership.
For low-income households, students, 
etc., shared mobility enhances equality
THE BENEFITS OF 
SHARED MOBILITY  
It is estimated that GreenMobility con- 
tributed to Avoided Emissions in 2022 
of 2,036 tonnes CO2 stemming from 
the substitution of ICE vehicles by elec­
trical vehicles (2020: 775 tonnes). 
The caveat to the increased use of elec- 
trical cars is that the production of the 
cars, and especially production of the 
batteries, are very energy intensive 
processes, due to the use of electricity 
from fossil fuels throughout the value 
chain, and the complicated process of 
extracting strategic raw materials such 
as cobalt and lithium. Nevertheless, 
life cycle analyses provided by our 
car supplier, Renault Group shows a 
significant net positive impact from 
electric cars compared to conventional 
cars (ICE). This is the most significant 
negative climate impact related to 
GreenMobility’s business model. Thus, 
selecting sub suppliers with high envi- 
ronmental standards and ambitious 
climate targets is very important for us. 
We describe the climate impact related 
to our car fleet on the following two 
pages.
AVOIDED EMISSIONS  
GREENMOBILITY -
A SUSTAINABLE 
COMPANY
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Why we have chosen Renault 
as our current supplier of cars 
At GreenMobility, we only have 100% 
electrical vehicles (EVs) and we have 
chosen the Renault Group as our sole 
car supplier.
Our current (2022) fleet contains 1,600 
EVs in total encompassing the models 
Renault Zoe, Megane and Polestar (reg­
ular cars) and Renault Kangoo (van).
Our main model ZOE has been 
designed as an electric car from day 
one. It means that it doesn’t have the 
design compromises that come with 
adapting conventional models. ZOE 
is designed and manufactured in 
France and has a lot of environmen­
tally friendly features. As an example, it 
is made of 90% recyclable material and 
the interior fabrics are made of 100% 
recyclable materials.
Renault is a reputable supplier with a 
strong ESG track record and the Group 
has set ambitious and Science Based 
Targets for contributions to carbon 
emission reductions, with the aim to 
achieve carbon neutrality in Europe by 
2040 and worldwide by 2050. Renault
Group was the first full-line carmaker 
to embrace the all-electric car and 
the first carmaker to integrate circu­
lar economy into its entire value chain. 
Off the road, they have developed a 
pathway to decarbonizing operations 
- both: upstream, by reducing the 
carbon footprint of production facili- 
ties and suppliers, and downstream, by 
the remanufacturing, disassembling 
and recycling of end-of-life vehicles 
and their batteries. End-of-life vehi- 
cle parts, materials and batteries can 
become new resources through recy- 
cling, re-use, and waste recovery. The 
circular economy is an essential tool in 
the fight against climate change.
The Renault Group also targets 
reduction of emissions from the trans- 
portation of parts and vehicles by 30% 
in 2030. Initiatives include deploying 
biogas, biofuel, electric and hydrogen 
powered trucks, scaling up multimodal 
transportation, reducing the number of 
kilometres travelled per cubic meter of 
freight, by using versatile new trucks 
and optimizing loads, and optimised 
packaging.
 
GREENMOBILITY -
A SUSTAINABLE 
COMPANY
OUR CAR FLEET 
DID YOU 
KNOW THAT
international studies 
show that f ree float 
car sharing reduces 
the number of cars in 
the city by about 6%
Round, notat (2022)
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Life cycle analysis of the cars  
LCA is a science-based tool used to 
quantify a vehicle’s environmen- tal 
impacts throughout its life cycle, 
encompassing raw material extraction, 
the manufacturing and assembly of 
components, and the vehicle’s trans- 
portation, use, maintenance, and 
recycling. Carmakers use this tool to 
calculate the potential contribution to 
global warming due to greenhouse gas 
emissions and to validate the environ- 
mental benefits of their technological 
innovations.
Renault estimates that over their entire 
life cycle, electric vehicles have an 
average carbon footprint that is 28% 
smaller than equivalent ICE vehicles in 
Europe, but the advantage will hugely 
vary across geographies depending 
on the share of renewable electricity 
in the grid.
For both internal combustion engine 
(ICE) vehicles and electrical vehicles 
the emissions generated during vehicle 
use and fuel production, the so-called 
“well-to-wheel” emissions are the big- 
gest contributors to CO2 emissions. For 
electric vehicles, well-to-wheel emis- 
sions are generated in connection with 
the generation of electricity.
 
Raw material extraction and parts 
manufacturing account for the second 
largest  carbon  footprint.  Renault 
is actively engaging with its 15,000 
suppliers to reduce their own envi- 
ronmental footprint. Producing the 
battery of an electric car accounts for 
a third of its carbon footprint due to the 
use of electricity from fossil fuels and 
the extraction of strategic raw materials 
such as cobalt and lithium. Starting in 
2024, the European Union will require 
battery manufacturers to measure this 
footprint over a battery’s life cycle, from 
production to recycling.
For both the Kangoo Z.E. model and 
the ZOE model the largest contrib- 
utor to CO2 emissions over the life 
cycle is well-to-tank (emissions from 
the production, processing, and deliv- 
ery of electricity). Although both are 
zero-emission vehicles during their use 
phase, construction of the drivetrain 
battery and electricity production are 
quite sensible and make its environ- 
mental benefit decrease. Production 
represents about 42% of total emis- 
sions, of which the drivetrain battery 
production account for 18%-points 
alone.
 
Source: Renault Life Cycle Analysis
GREENMOBILITY -
A SUSTAINABLE 
COMPANY
Based on life cycle data provided by 
Renault, it is estimated that production 
of a ZOE passenger car has a negative 
CO2e impact of approximately 9,000 kg 
CO2, while production of a Kangoo Z.E. 
van has a negative impact of approx- 
imately 6,500 kg CO2e emissions. 
Delivery
Operation
Manufacturing
Raw
material
End of life
Estimated kgCO2e Life cycle impact per car
(ZOE and KANGOO EVs)
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The responsibility for ESG and 
Sustainability lies with Executive 
Management, and the day-to-day 
activities are coordinated by the ESG 
and Investor Relations department. 
Sustainability activities are governed 
by corporate policies. All our policies 
are available on our website 
www.greenmobility.com/governance. 
ESG 
GOVERNANCE
Annual General Meeting
Board of Directors
Executive
Management
Organization
Audit
Committee
GreenMobility has prepared the stat- 
utory report on corporate governance, 
cf. section 107b of the Danish Financial 
Statements Act, which is available at  
www.greenmobility.com/governance. 
The report contains a review of the 
company’s work with the recommen- 
dations for good corporate governance. 
The Board of Directors is of the opinion 
that GreenMobility follows the recom- 
mendations to the extent that they are 
relevant to the company.
Diversity 
Policy
Environmental 
Policy
Human and Labor
Rights Policy
Anti-corruption
 Policy
As part of Executive Management, the 
Head of ESG ensures alignment across 
the organisation and is also responsi- 
ble for implementing the strategy and 
achieving the goals across the organ- 
isation. However, all managers and 
departments play an important role in 
reaching and supporting these targets.
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DID YOU 
KNOW THAT
To reduce the negative 
impact on the environ­
ment, the old cars that 
are replaced are sold 
and recycled elsewhere 
in the world so that 
more people can benef it 
of driving sustainably.
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ESG 
STRATEGY
Our short-term strategy is to corner the 
carsharing market through a massive roll- 
out in cities across Europe. By scaling our 
business of purely electric vehicles in rapid 
pace, we intend to outmatch competitors 
operating petrol- and diesel-powered car- 
sharing fleets. Our expansion strategy will 
have an increasingly positive impact on 
the environment, as it leads to fewer pri- 
vately owned cars and less pressure on 
traffic and parking when consumers opt 
for carsharing instead. Further, our strat- 
egy is to enhance availability of shared 
mobility for more people in society – thus 
having a positive social impact.
Over time, our market dominance will 
grant us bargaining power in the car 
and battery manufacturing industries, 
which we intend to leverage to secure 
the best possible sustainable solutions in 
the market. Meanwhile, we clearly expect 
to see a progressive use of carsharing in 
the years to come – towards it becoming 
a mainstream mode of transport.
THE TIES BETWEEN OUR 
BUSINESS STRATEGY AND 
SUSTAINABILITY
Cities overburdened by traffic and pol- 
lution shall experience improved quality
of life, as our electric carsharing option 
leads to a considerable reduction in con- 
gested cities, as well as cleaner air and 
more green urban areas1.
GreenMobility operates an efficient free 
float carsharing platform in multiple 
European cities. With thousands of trips 
per day, we help reduce traffic conges- 
tion and have a positive climate impact. 
GreenMobility is supported by important 
mega-trends including urbanization, sus- 
tainability, and sharing economy.
Today (2022), we are about 137 employ- 
ees and have 1,600 cars at our disposal. 
The cars can be accessed through our 
GreenMobility App in Copenhagen, 
Aarhus, Malmö, Gothenburg, Antwerp, 
Ghent, Brussels, Helsinki, Amsterdam, 
Dusseldorf and Cologne. With our con­
cept, we offer an attractive mobility 
service that makes transportation easy, 
convenient, and cheap for our users.
1  https://www.mckinsey.com/business-functions/sustainability/
our-insights/the-futures-of-mobility-how-cities-can-benefit
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2 Fortune (Morriz), 2016, Today’s Care Are Parked 95% of 
the Time, and RAC Foundation (Bates & Leibling), 2012, 
Spaced Out Perspectives on parking policy
ENVIRONMENTAL 
ASPECTS
By offering an on-demand free-float 
carsharing service of entirely electric 
vehicles, we impact the environment 
favourably on a variety of pressing chal- 
lenges that cities are facing today. This 
goes for reducing private car owner- 
ship as a result of the extra expense 
typically applied to personal car own- 
ership in urban areas (registration 
fees, tolls, insurance, and parking). For 
urbanities, who utilise their car 3-5% 
of the day on average2, accessible and 
affordable carsharing constitutes a 
desirable alternative to a relative costly 
option.
The essential side effect of such opti- 
misation of society’s mobility resources 
falls in two;
 
The essential side effect of such opti­
misation of society’s mobility resources 
falls in two; 
1. Decreased CO2 emissions in the 
cities, as sharing mobility become 
prevalent, to enormous benefits for 
human health, biodiversity, and the 
climate in general, and 
2. Less traffic congestion and there­
fore more space for parking and urban 
green areas. 
Apart from operating only EV cars, our 
predilection for sustainable solutions 
seeps into all aspects of our operations 
ESG
STRATEGY
and strategy as we pursue market 
dominance of environmentally friendly 
mobility. In 2020 we introduced an 
environmental policy, that ensures the 
alignment across our business regard- 
ing procurement, energy, waste, water, 
etc. which continuously have our focus.
SOCIAL ASPECTS
As a highly conscientious company, our 
social concern targets an impact on 
diversity and inclusion in our organ- 
isation. Among our current staff, we 
have 14 nationalities. When we launch 
operations in a new country or city, we 
prefer to hire locals, which naturally 
adds to the cultural and geographic 
diverseness of our total staff. Our com- 
pany language is English, and our 
external communication is primarily 
in English. However, our marketing 
channels that interact with our cus- 
tomers locally have adopted the local 
language of the city. We continue to 
introduce initiatives at the workplace 
that offer inclusion and appreciation 
of a multicultural workforce, as well as 
mobilise an even bigger attention to 
employee health and safety.
Regarding our Human and Labour 
Rights Policy, we did not experience 
any breaches concerning this issue 
area in 2022 (Breaches in 2021: 0). In 
the future, we will continue to focus 
on human rights and labour standards 
to ensure that any individual related 
to GreenMobility is treated fair, with 
dignity, and respect. We realise  there 
are risks related to human and labour 
rights that result from our business, e.g., 
suppliers not complying to our stand-
ards of not employing illegal forms of 
labour or working under uncivilised 
conditions.
To mitigate the risk in the supply chain, 
we ensure that new suppliers sign up to 
our code of conduct, which also covers 
human and labour rights
 
GOVERNANCE 
ASPECTS
We are committed to ensuring a trans- 
parent management of GreenMobility 
with an open approach to sharing the 
structures, responsibilities, and policies, 
that we govern by, with the Board of 
Directors, investors, customers, and 
other stakeholders. Governance docu- 
ments remain available on our website, 
along with a thorough Prospectus 
(December 2020) prepared in con- 
nection with our admission to Nasdaq 
Main Market.
GreenMobility’s business and other 
activities are subject to significant 
regulation, including stock exchange, 
competition, privacy, data use and 
security law, and regulations. We work 
vigilantly to stay in compliance with 
our regulatory obligations. Privacy of 
users is a priority, and data is stored, 
encrypted, and safeguarded internally 
through clearance levels.
The company has a two-tier gov- 
ernance structure consisting of the 
Board of Directors and the Executive 
Management as separate bodies with- 
out overlapping members. The board 
is comprised of six members elected by 
the general meeting, comprising the 
Chairman and board members. The 
annual general meeting in April 2022 
approved the Renumeration Policy 
applicable for the board and man- 
agement, and the compensation has 
been determined in accordance with 
the principles set out in this policy. The 
Renumeration Policy is available on 
our website.
Regarding the Anti-corruption Policy, 
we did not experience any breaches 
concerning this issue area during 2022 
(Breaches in 2021: 0). A significant 
risk we have identified relates to our 
growth plans, as the level of corruption 
is most often associated with the insti- 
tutional context of a country and the 
country-specific perception of corrup- 
tion. As we grow our business to new 
countries, the risk obviously increases. 
To mitigate the risk, we are always 
very attentive when new suppliers 
are achieved. Thus, we expect this to 
reduce the risk and avoid any potential 
vulnerabilities or discrepancies.
GreenMobility  I     To index

19
SUPPLIER’S 
CODE OF CONDUCT
Our Code of Conduct stipulates the 
terms that all our suppliers must 
declare to adhere to in a signed 
Supplier Declaration.
In the Code of Conduct, we empha- 
size our intention to be as sustainable 
as possible throughout the business. 
This means working with suppliers who 
comply with national, and where appli- 
cable, international laws on human and 
labour rights, environmental laws and 
regulations, and anti-corruption. We 
encourage all our suppliers to adopt 
the UN Global Compact principles and 
to support and actively work with the 
UN’s sustainable development goals. It 
is underlined that the inability to meet 
the requirements set out in our Code 
of Conduct does not necessarily mean 
that we will terminate the contract, but 
we reserve the right to do so if the sup- 
plier refuses to implement the changes 
needed to meet our requirements. It is 
the supplier’s responsibility to ensure 
that subcontractors and other relevant 
subjects comply with all applicable 
laws and our Code of Conduct. Finally, 
we reserve the right to request docu- 
mentation of compliance, if necessary.
Our choice of suppliers is evaluated 
through our internal supplier toolbox 
we have made before engaging in a 
supplier-buyer relationship. The sup- 
plier-buyer relationship is evaluated 
based on the following:
1. The nature of the contractual
    relationship
2. The scope of the agreement
3. The dependency 
4. The exclusivity
5. The term of the agreement
When the relationship is evaluated, the 
decision is hereafter made whether a 
Signature for the Code of Conduct is 
required. The relationship with the sup- 
plier is evaluated on an annual basis.
STAKEHOLDER 
ENGAGEMENT
Whether as entities or individuals, 
our stakeholders are expected to be 
significantly affected by our actions, 
activities, and services. Conversely, our 
stakeholders’ actions are expected to 
exert a degree of influence that may 
affect our ability to achieve our objec- 
tives and implement our strategies. 
To further improve our stakeholder 
engagement in the future, we strive 
to continuously incorporate and pri- 
oritise our main stakeholders’ views 
systematically. This is done to ensure 
that our materiality assessment goes 
beyond the company’s own operation 
and needs.
Through a materiality assessment 
(see page 20) we have identified the 
ESG issues that predominantly affect 
our business, and more specifically, 
the key material issues salient to both 
our stakeholders and business strat- 
egy. Among the issues relating to the 
green transition are car ownership, 
deduction of company transportation, 
urban mobility patterns, and reducing 
the use of non-renewable energy. The 
issues related to responsible and eth- 
ical business conduct and practices 
are employee retention and satisfac- 
tion, responsible suppliers, and board 
governance.
As a publicly listed company it is of 
utmost importance for us and our 
stakeholders that investors are able to 
access and assess our ESG goals and 
collected data to better understand – 
and appreciate – how we incorporate 
ESG in our activities and how we con- 
stitute a reliable impact investment 
case.
Our sustainability agenda is coupled 
with the selected material issues and 
the designated SDGs, as we move 
on in our report to systematically 
describe how we work with, and pos- 
itively impact, each agenda topic. We 
also specify how the material issue is 
governed through our policies and 
who holds responsibility for them at 
GreenMobility.
ESG
STRATEGY
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MATERIALITY 
ASSESSMENT
The aim of our materiality assess- 
ment has been to identify, assess, 
and prioritise issues that are mate- 
rial and salient to our stakeholders, 
and how our business strategy 
can help solving these issues. 
The materiality assessment also 
facilitates the process of inform- 
ing and keeping our stakeholders 
updated, specifically investors and 
regulators about our environ- 
mental, social, and governance 
impacts, risks, and opportunities. 
The assessment has resulted in 
the identification of a short list of 
key material issues.
The material issues are based on a 
mix of research, societal demands,
ESG
STRATEGY
internal inputs and identified 
trends in the shared mobility 
sector specifically, and the trans- 
portation sector in general. A long 
list was followed by a priori- tisa­
tion based on the importance to 
our stakeholders and our busi- 
ness strategy. The material issues 
mainly touch upon already iden- 
tified areas of opportunity and 
impact on our current business 
model, both across the company 
and along our full value chain.
We have systematically prioritised 
the material issues according to 
their importance to both our 
stakeholders and our business 
strategy.
 
Better driving 
behaviour
Responsible 
suppliers
Infrastructure  
for urban t
ransportation
Employee retention 
and satisfaction
Reduce Car 
Ownership
Board 
Governance
Safe-
keeping 
cars
Supply 
chain
World 
health
Growth 
funding
Change
readiness
Importance to Stakeholders
Importance to Business Strategy
Sustainability
Customers
& Safety
Employeers
Operations
Governace
Interest
rate
Energy 
prices
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21
ESG
STRATEGY
MATERIAL ISSUES AND 
HOW THEY RELATE TO 
UN’S 17 SUSTAINABLE 
DEVELOPMENT GOALS 
Based on our materiality assessment 
and an analysis of the United Nations 
Sustainable Development Goals, we have 
identified SDG 11 (Sustainable cities and 
communities), SDG 12 (Responsible con- 
sumption and production), and SDG 13 
(climate action) as the goals providing us 
with the best opportunities to impact the 
green transition and society the most.
This graph places all the SDGs on a ladder 
reflecting the level of our impact and 
opportunity. SDG 11, 12 and 13 are ranked 
highest due to our direct impact on these 
goals, followed by six SDGs below the 
dotted line where our ability to impact 
is deemed indirect, and then, a step fur- 
ther down the ladder, four SDGs that hold 
potential opportunities for us to explore 
impact in the future. The four SDGs placed 
below the graph are deemed outside our 
operations and influence entirely.
We have coupled the material issues 
with our sustainability agenda under two 
headlines: ‘Track 1. Adapting to the green 
transition’ and ‘Track 2. Responsible and 
ethical business conduct and practice’. On 
the following pages, we elaborate how we 
work with these two tracks.
Opportunity
Impact
Potential
Indirect
Direct
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ESG
STRATEGY
OUR SUSTAINABILITY 
AGENDA
ENVIRONMENT
GOVERNANCE
Avoiding carbon emissions
Promoting green charging
Safer driving
Private car reduction
Promote green and flexible 
company transportation
Permanently change mobility 
patterns in urban areas
Employee 
retention rate
Compensation 
(Board and Management)
Board composition
Supplier due diligence
Track 2. 
Responsible 
business 
conduct
Track 1.
Adapting to 
the green 
transition
SOCIAL
GreenMobility  I     To index

23
Material 
issue 
Sustainability 
Agenda 
Business 
strategy 
Goal and Indicators/
Impact on the SDGs
Governance, 
policies
 and references
Progress in 2022 / 
visualised goal
Reduction of 
company
transportation 
Promote 
green and 
flexible 
company 
transportation
With our GreenMobility 
Business App, we facili­
tate sustainable company 
transportation and the 
opportunity to reduce the 
number of company cars 
and increase the utility rate 
of cars at the company’s 
disposal. 
 
SDG 17 
 Goal 17.16 - Indicator 17.16.1 
 Goal 17.17 - Indicator 17.17.1 
 
 SDG 11 
 Goal 11.3 - Indicator 11.3.2 
 Goal 11.6 - Indicator 11.6.2
We contribute to SDG 11 
and SDG 17 by enabling the 
possibility of alternative 
sustainable transportation.
Responsibility lies 
with Executive 
Management.
Urban 
mobility 
patterns
(change 
readiness)
Permanently 
change 
mobility 
patterns in 
urban areas
Shared mobility is one of 
the key solutions to making 
urban transportation viable 
in the future. 
Traffic density and the 
derived health threatening 
air pollution require appeal­
ing shared mobility options, 
leading to a reduction in 
private car ownership and 
a higher usage of each car 
in urban areas, resulting 
in a better traffic flow and 
reduced parking load. 
We provide affordable, 
accessible, and flexible 
on-demand 
carsharing, 
supported by a 24-hour ser­
vice at hand and designated 
hotspots to optimize park­
ing for our customers. 
SDG 7
Goal 7.2 - Indicator 7.2.1 
 
 SDG 8 
 Goal 8.4 - Indicator 8.4.1 
 
SDG 11 
Goal 11.3 - Indicator 11.3.2  
Goal 11.6 - Indicator 11.6.2 
Goal 11.a - Indicator 11.a.1
We contribute to SDG 7, 
SDG 8, and SDG 11 by 
taking part in changing 
the current urban 
mobility patterns.
Responsibility lies 
with Executive 
Management.
Reference is 
made to descrip­
tion in Annual 
report 2022 
page 6.
Track 1. Adapting to the green transition
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24
Material 
issue 
Sustainability 
Agenda 
Business 
strategy 
Goal and Indicators/
Impact on the SDGs
Governance, 
policies
 and references
Progress in 2022 / 
visualised goal
Infrastructure
for 
urban
transportation
Promoting 
green 
charging 
For GreenMobility, it is essen­
tial for our social license to 
operate that we charge our 
electric vehicles with renew­
able energy sources, to the 
extent possible. 
By actively pursuing and 
engaging with our charging 
providers about extending the 
charging grid, we take part in 
pushing the electric vehicle 
agenda and proving the con­
venience of electric vehicles to 
all our customers.
 SDG 7 
 Goal 7.2 - Indicator 7.2.1 
 
 SDG 11 
 Goal 11.6 - Indicator 11.6.2
We contribute to SDG 11
by partaking in extending 
the demand for a better
charging grid and the 
convenience of electric 
vehicles.
Responsibility lies 
with Executive 
Management.
Reference is
made to our 
Environmental 
policy.
Reducing 
non-renewa­
ble energy   
Avoiding 
carbon 
emissions
With our fleet of electric 
vehicles, we strive to reduce 
emissions by substituting ICE 
vehicles, as well as charging 
based on renewable energy.  
 SDG 11 
 Goal 11.6 - Indicator 11.6.2
We work with SDG 7 
and SDG 11 to reduce 
the impact of urban 
transportation.
Responsibility lies 
with Executive 
Management.
Reference is made 
to our Environ­
mental policy and 
the description of 
Avoided emissions 
on page 33 in this 
report.
Track 1. Adapting to the green transition (continued)
Track 1. Adapting to the green transition (continued)
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25
Track 1. Adapting to the green transition (continued)
Track 1. Adapting to the green transition (continued)
Material 
issue 
Sustainability 
Agenda 
Business 
strategy 
Goal and Indicators/
Impact on the SDGs
Governance, 
policies
 and references
Progress in 2022 / 
visualised goal
Car 
ownership 
Private 
car
reduction
By offering an easy, accessi­
ble, and affordable carsharing 
solution, we seek to encour­
age urbanities to give up their 
own car.
With the introduction of vans, 
our fleet facilitates even more 
practical choices for urbanites, 
reducing the need for owning 
a car. Introducing hourly and 
daily packages have enabled 
users to visit more destina­
tions and solve even more 
mobility issues.
 
SDG 12 
Goal 12.2 - Indicator 12.2.1 
Goal 12.5 - Indicator 12.5.1  
 
SDG 9 
Goal: 9.4 - Indicator 9.4.1 
We work with SDG 9 and 
SDG 11 by reducing the 
incentives to buy your 
own car.
Responsibility lies 
with Executive 
Management.
Reference is made 
to “The benefits of 
shared mobility* 
on page 12 in this
report.
Safe-keeping 
cars
Safer
driving
In general, car vandalism inci­
dences have surged in recent 
years in e.g., Denmark. With 
our effort to increase aware­
ness on responsible driving, 
we strive to prevent our cars 
from being used in reckless 
manners. 
Actions include introduc­
tion of a customer clearing 
rating system and follow up 
on incidents stemming from 
damages made on the car.  In 
the event of reckless driving, 
or even repeated incidents, 
by a registered user, we may 
decide to terminate the user 
account.
SDG 3 
Goal 3.6 - Indicator 3.6.1 
By increasing awareness
and information, we strive
to reduce car vandalism
incidences and avoid 
reckless driving in our 
cars.
Responsibility lies 
with Executive 
Management.
Reference is made 
to Green Mobility’s 
customer Terms 
and Conditions 
available on our 
Website.
GreenMobility  I     To index

26
Material 
issue 
Sustainability 
Agenda 
Business strategy
Goals and Indicators / 
Impact on the SDGs
Governance and 
policies
Progress in 2022 / 
visualised goal
Employee 
retention 
and 
satisfaction  
Employee 
retention 
rate 
We aspire for satisfied and 
healthy employees with a 
high level of integrity and 
work ethics, as well as being 
open and considerate to 
both colleagues and society, 
ensuring equity among all 
genders.
 
SDG 5 
Goal 5.5 - Indicator 5.5.2 
 
SDG 8
Goal 8.8 - Indicator 8.8.2
We work with SDG 5 and
SDG 8 on an on-going 
basis to continuously 
improve our equality in 
the workforce, as well 
as the best conditions 
fordecent work and 
economic growth.
Responsibility lies 
with our Executive 
Management
Reference is made 
to our:
•  Diversity Policy
•  Human & Labour 
   Rights Policy
•  Employee 
   Handbook
GreenMobility has con-
ducted an employee satis- 
faction survey with the 
result of 86% satisfaction.
Responsible 
suppliers 
Supplier Due 
Diligence 
We have a Supplier’s Code 
of Conduct emphasizing UN 
Global Compact’s 10 princi­
ples, which must be signed 
by our main suppliers.
SDG 12 
Goal 12.2 - Indicator 12.2.1 
Goal 12.5 - Indicator 12.5.1 
Goal 12.6 - Indicator 12.6.1
SDG 13 
Goal 13.3 - Indicator 13.2.2 
By ensuring that our suppliers 
have an ethical business con­
duct reflecting our value chain, 
we actively work with SDG 12 
and SDG 13 and increasing our 
requirements to responsible 
production and any related neg­
ative impact.
Responsibility lies 
with Executive 
Management
Reference is made 
to our:
•  Supplier’s Code 
  of Conduct
•  Anti-corruption 
  Policy
We encourage all our sup­
pliers to adopt the UN 
Global Compact principles 
and to support and actively 
work with the UN’s sustain­
able development goals. 
To mitigate the risk, we are 
always very attentive when 
new suppliers are achieved.
Track 2. Responsible business conduct
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27
Material 
issue 
Sustainability 
Agenda 
Business strategy
Goals and Indicators / 
Impact on the SDGs
Governance and poli­
cies
Progress in 2022 / 
visualised goal
Board 
governance 
Board 
composition 
The board is composed 
of competent individuals 
with various business back- 
grounds. They oversee the 
governance of the company’s 
compliance with its policies 
and continuously improve 
our internal processes across 
the company.
With the introduction of 
one new board member in 
2022, we have strengthened 
the Board with international 
competences in relation to 
GreenMobility´s growth out­
side Denmark.
SDG 17 
Goal 17.14 - Indicator 17.14.1  
 
Responsibility lies with 
the Board.
Reference is made to our:
•  Remuneration Policy
•  Articles of Associations
•  Audit Committee 
   Charter
•  Corporate Governance 
   Statement
Board 
governance 
Compensation 
(Board & 
Management)
It is important to us that the 
board and management are 
compensated on fair and 
equal grounds.
The compensation is deter­
mined with a view to 
supporting both short and 
long-term strategic goals.
We have implemented a war- 
rant programme as a grant 
to employees to support the 
strategic goals and promote 
value creation to the benefit 
of shareholders.
SDG 17 
Goal 11.6 - Indicator 11.6.2
The principles set out in 
our Renumeration Policy are 
intended to be fair, transparent 
and goal oriented.
Responsibility lies with 
the Board.
The annual general meet­
ing in 2020 approved the 
renumeration policy appli­
cable for the board which 
satisfies the requirements 
for such a policy set out in 
the Danish Companies Act.
 
Reference is made to our:
•  Remuneration Policy
•  Articles of Associations
•  Audit Committee 
   Charter
•  Corporate Governance 
   Statement
Track 2. Responsible business conduct (continued)
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28
ESG
STRATEGY
OUR SUSTAINABLE 
BUSINESS GOALS
Sustainability is an inherent part of 
GreenMobility’s DNA. Since the incep- 
tion of our business, it was obvious 
that we needed to change the city 
environment, and our main contribu- 
tion is through our electrified mobility 
service. Every city needs reliable and 
sufficient mobility solutions – our focus 
is to ensure this while having as little 
impact on the environment as possible.
Setting goals for the future comes 
natural to a growth company, and our 
impact is proportional with our busi- 
ness growth. We have proved that we 
save CO2 emissions as we grow our fleet 
and trips. Consequently, we have a goal 
of saving more than 20,000 tonnes of 
CO2 emissions by the year 2030. The 
essence of our aspirations for 2030 is 
to enter 35 cities across Europe with a 
total fleet of +10,000 electric vehicles. It 
is vital that we reduce the number of 
private vehicles in the cities. By reduc- 
ing private vehicles, we reduce parking 
strains and queuing in the city. In the 
coming 7 years, our goal is to reduce 
more than 40,000 private vehicles from
the streets in our cities. With our aspi­
rations for the coming years, we strive 
to increase our social impact in society 
and contribute to improved mobility 
for all areas of the city. 
A smart, sustainable city is a city 
making use of information and com­
munication technologies with the 
aim of improving both quality of life 
for urbanites, and urban transporta­
tion efficiency, as well as increasing the 
overall competitiveness at local level of 
a particular country3. 
We contribute to a smart sustainable 
city by:
 
-  increasing access to less accessible 
   areas of the city
-  freeing up space designated 
   to parking into green areas or 
   accommodation
- enabling increased car accessibility, 
   and 
- invigorating the living conditions in 
   the cities. 
As we work across countries, lan­
guages, and cultures, diversity comes 
as a natural prerequisite to our com­
pany. Today, we employ roughly three 
times the number of nationalities than 
the countries we operate in. Equality 
on gender and pay will continue to be 
a focus point, however it will remain a 
top criterion to have the best suited for 
a given job, regardless of background. 
Ultimately, we believe strongly that we 
cannot run a business for multi-cul­
tural customers, unless we mirror that 
as a company. 
Communicating with our multiple 
stakeholders is a vital part of our busi­
ness. Therefore, we will continue to 
provide transparency in our business 
and provide clear measures in our 
ongoing operation. This will be guided 
by our governance polices (accessible 
here) and by our Board of Directors. 
3  https://unece.org/housing/sustainable-smart-cities
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ESG INITIATIVES 
AND PLANS FOR 2023
Measuring our business development 
and success beyond our financial fig- 
ures has always been an inherent part 
of GreenMobility. With the work done 
to measure our performance more 
consistently during the past years, we 
have extended the measurement and 
reporting efforts during 2022, among 
other things, by starting to incorporate 
Scope 3 emissions. By 2023, we will fur­
ther expand the Scope 3 calculations. 
As we aim at having a 100% sustaina­
ble fleet across Europe our focus is on 
powering the fleet with electricity from 
renewable sources. In 2022 we planned 
to include estimates of the effect of 
car-sharing and substitution of privately 
owned cars in the calculation of avoided 
emissions. But as we have not yet been 
able to calculate it reliably enough, we 
will in 2023 work further on the cal­
culations as it remains a goal and as 
there is undoubtedly a greater impact. 
Furthermore, safe driving has our full 
attention where further tracking in 2023 
of our cars or speed limitation hopefully 
results in safe driving.
ESG
STRATEGY
Measuring employee satisfaction helps 
us evaluate and improve our work envi- 
ronment and cultural environment, 
encourage active engagement, and 
attract and retain talent. To compare, 
measure progress and initiate new ini­
tiatives, we will continue to conduct an 
employee satisfaction survey across all 
offices.
ESG initiatives embedded in 
our daily operations
Recycling our car spare parts 
-We store all spare parts from old 
and used cars, and all spare parts can 
easily be moved across our cities and 
be re-used as it is the same car we use 
in all markets. This leads to significant 
optimisation of resources. In this way, 
we limit scrap and new purchases.
-Cars that are damaged to an extent 
that they cannot re-enter the fleet are 
disassembled. Parts from the car that 
need to be rematerialized into scrap 
metal, are recycled. 
-Our teams of technicians and mechan­
ics always stand by to repair cars with 
minor or major damages. Depending 
on the size of the damage, the different 
parts are either changed or disassem­
bled for recycling and reuse. 
-In sum, all parts of the car are either 
reused, recycled, or rematerialized and 
almost nothing is left for landfill. The 
EV batteries from cars that need to be 
completely disassembled are reused in 
other cars in the fleet or resold. 
A safe and healthy labour force 
-We are vigilant in keeping our employ­
ees safe. In relation to our street crew, 
we keep track on even minor injuries 
they may suffer and react appropri­
ately. Regarding Labour Management, 
our Employee Handbook covers a 
variety of relevant employment issues 
and is currently being updated with 
input from both management and 
employees. 
Ensuring privacy and data security. 
-We leverage cloud providers to give us 
high security and every access to data 
is logged. Data is stored encrypted at 
rest Privacy of users is a priority and 
access is restricted so that only required 
people have access to customer data.
4  The data centre industry uses PUE to measure the effi­
ciency of power consumption. A PUE of 2.0 means that for 
every watt used for the IT part itself, an additional 1 watt is 
used to cool and distribute power to the IT equipment. A 
PUE closer to 1.0 means that almost all the energy is used 
for the computing itself.
5  The average PUE rating for data centers is 1.8, according to 
a survey of more than 500 data centers conducted by The 
Uptime Institute.
Cloud sustainability. 
-Due to the nature of our business, 
we produce and process a lot of data. 
Therefore, we identified a need to select 
a cloud service which had actively taken 
an environmental stance on the energy 
consumption related to data centres, as 
datacentres consume a lot of energy. 
On that basis, we have chosen Google 
Cloud, as they disclose transparently, 
and they continuously seek to decrease 
their Power Usage Effectiveness (PUE)4. 
Google Cloud’s PUE is currently 1.105.
Waste initiatives. 
-At our offices across Denmark, Sweden, 
Finland and Belgium, waste sorting 
practices have been implemented to 
increase our recycling efforts and miti­
gate as much negative impact from our 
waste-generation as possible. 
-Besides sorting our general waste, food, 
paper, and plastic waste, we have also 
entered into an agreement with our 
electronics supplier. The agreement 
entails that all our waste stemming from 
electronic equipment like computer 
screens, keyboards, etc., are picked up 
by our supplier who then makes sure 
the items are recycled correctly.
GreenMobility  I     To index

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DID YOU 
KNOW THAT
35% of GreenMobility’s 
users have sold or 
omitted to buy a car 
because they use 
GreenMobility 
(7% increase from 2021)
Customer Survey 2022
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31
NOTE
METRIC
2022
2021
2020
ENVIRONMENTAL
GHG Emissions
1.1
Indirect on premises (scope 2) 
Indirect on fleet (scope 2) 
Other Indirect (Scope 3)
tonnes CO2e
tonnes CO2e
tonnes CO2e
12.46
436.6 1
6,092.82
11.1 5
213.50
n/a
1.86
61.85
n/a
Avoided emissions
1.2
From electric vehicle fleet 
Accumulated
tonnes CO2
tonnes CO2
2,036.0
5,645. 1
1,353.0
3,609.1
774.7
2,256.1
Energy consumption
1.3
Indirect power consumed 
MWh
3,337.0
2,875.0
904.2
SOCIAL
Employees
2.1
Total number of full-time employees
Total number of part-time employees
Nationalities 
Qty
Qty
Qty
53
84
14
39
58
14
47
54
12
Employee well-being
2.1
Satisfaction (index 1-100)
Employee injuries
Employee turnover - total
Employee turnover - voluntary
Index
Qty
Percentage
Percentage
81
0
26%
18%
n/a
1
44%
23%
82.1
0
20%
10%
Gender diversity
2.2
Overall female/male
Management female/male
BoD female/male
Ratio
Ratio
Ratio
24:76
0:100
33.67
23:77
0:100
20:80
28:72
0:100
40:60
Salary
2.3
Gender pay gap
CEO pay ratio
Reports on CEO pay ratio in regulatory filings
Percentage
Ratio
-7
4.8:1
Yes
17
2.4: 1
Yes
10
4.2: 1
Yes
Customer satisfaction
Customer satisfaction rating
2.4
Percentage
86
84.7
83.9
GOVERNANCE
Board composition
3.1
Total board members
Independent/non-independent board members 
Average age
Qty
Ratio
6
100:0
51
5
100:0
49
5
80:20
49
Nationality
3.2
Danish/non-Danish 
Ratio
83:17
100:0
100:0
Board meetings
3.1
Board meetings
Board attendance
Percentage
8
93
8
95
7
97
Data security
Total data security breaches
3.3
Percentage
0%
0%
0%
ESG STATEMENT- 
PERFORMANCE 
AND PROGRESS 
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NOTES ON THE 
ESG STATEMENT
About the statement 
The report is compiled to ensure a 
high degree of transparency between 
GreenMobility and our stakeholders on 
the issues related to the Environment, 
Social impact, and corporate Governance. 
The year 2020 was our first year of dis­
closing an ESG Performance Review and 
our focus is to systematically evaluate 
and measure our impact and provide 
a clear picture of the company and the 
journey we are on. The goal is to increase 
the understanding of GreenMobility’s 
positive and negative impact, as well as 
our current and potential impact. The 
report is based on internal data retrieved 
from our own databases, as well as data 
retrieved from our vehicle software pro­
vider. The Scope 2 emissions are aligned 
with the methodology recommended 
by GHG Protocol Scope 2 Guidance6 and 
electricity grid data is retrieved from the 
European Environment Agency’s data­
base7. The Scope 3 emissions are aligned 
with the methodology recommended by 
GHG Protocol Scope 3 Guidance.
ESG data collection and quality 
Since we reported first time in 2020, we 
now have at least 3 years performance 
for all KPIs.
The numbers submitted in 2020 are sub­
ject to correction compared to last year’s 
report due to incorrect data.
In addition, the figures for 2022 also 
includes two new cities in Germany 
and an expansion of the fleet in Finland 
and the Netherlands, and more data on 
office use.
1. Environmental Performance
It is important to measure and manage 
our environmental performance to 
reduce current risks and mitigate future 
risks stemming from our business. The 
following section describe what KPI’s we 
have chosen to measure this year, as we 
believe that by increasing the awareness 
of our own footprint, we can effectively 
plan and set a strategy for reduction 
action. Some of the risks we have iden­
tified to potentially have a negative 
impact is related to our energy con­
sumption. Our main source of energy 
consumption is charging our fleet of 
electric vehicles. To reduce the impact, 
we have implemented an environmen­
tal policy stating this fact, and we are 
in close contact with our charging sup­
pliers about the importance of shifting 
towards renewable energy sources. 
GHG emissions 
(Scope 2, location-based emissions)
Tonnes 
C02e
2022
2021
2020
Office 
12.46
11.15
1.86
Cars 
436.61
213.50
61.85
Total
449.07
224.65
63.71
6  https://ghgprotocol.org/scope_2_guidance 
7 https://www.eea.europa.eu
8 https://ghgprotocol.org/scope_2_guidance
1.1 Greenhouse gas emissions
The purpose of the KPI is to measure 
our direct and indirect greenhouse gas 
(GHG) emissions.  2020 serves as our 
baseline year and onwards progress will 
be measured in accordance with the 
GHG Protocols Scope 2 Guidance8. GHG 
emissions, whether indirectly or directly 
consumed by the company, are signif­
icant determinants of climate change 
and is therefore a critical KPI for us to 
measure. Furthermore, by measuring 
our carbon emissions, we may under­
stand where we can make a significant 
change and decrease any potential neg­
ative impacts identified in the process.
Accounting policy
Scope 1
As a service company, it is evaluated 
that the CO2e emitted from primary 
sources of production remains below 
our minimum threshold. The source of 
production considered is the fugitive 
emissions from air condition systems 
and domestic refrigerators. 
Scope 2
Our indirect consumption of CO2e emis­
sions stem from the consumption of 
electricity in our offices and from the 
electricity that our electric vehicle fleet 
consume. 
Location-based emissions reflect the 
average emissions intensity of a country’s 
grid on which the energy consumption 
occurs. The grid-average emissions factor 
data is the most recent published by EEA 
for each country that we operate in9.
Four of our sites Sweden, Finland, 
Germany and the Netherlands are not 
included in the calculation for heating 
in the offices as this is part of the rent.
The reasons for the high increase in 2022 
for the cars are the increase in the fleet 
in total and the addition of two new 
countries.
Scope 3
In addition to our Scope 2 we com­
mitted us to start reporting on Scope 
3 emis sions in 2022. Over the coming 
years we will continue to add relevant 
Scope 3 categories to our reporting and 
con tinuously strengthen our measure­
ment data collection and development 
of methodology. Scope 3 emissions are a 
consequence of the activities of the com­
pany but occur from sources not owned 
or controlled by the company. 
The categories of our Scope 3 are the 
upstream manufacturing of the number 
of new Zoe’s we bought in 2022. The pro­
duction includes the extraction of raw 
materials and their processing, the man­
ufacturing of parts and the assembly of 
9 https://www.eea.europa.eu
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33
emissions saved from the combus­
tion of ICE vehicles, as electric vehicles’ 
combus- tion is estimated to not emit 
any carbon emissions. The calculations 
of avoided emissions are based on how 
many kilo- metres our fleet has driven 
during the year and the emission factor 
applied. The emission factor is based 
on the average CO2 emissions emitted 
from new passenger (diesel and gas) 
car exhaustion in 201810. It is important 
to address what impact we have on the 
urban areas directly. As a methodology 
behind a total quantification of the posi­
tive impact of a shared mobility concept 
on society and especially urban areas is 
absent, this is the most accurate meas­
urement we have access to.
Accounting policy
The measuring of carbon emissions 
avoided by having only electric vehi­
cles in the fleet, is based on comparing 
the combustion of an ICE vehicle with 
that of an electric vehicle. This is in line 
with the reporting method used in the 
previous years. Only the combustion 
is compared, meaning that the total 
amount of avoided emissions is not fully 
displayed. Including these would have 
a positive impact on the numbers, as 
shared mobility is estimated to have a 
significant impact on private car own­
ership and urban air pollution11. 
11 https://www.mckinsey.com/business-functions/sus­
tainability/our-insights/the-futures-of-mobility-how-cit­
ies-can-benefit
Energy consumption 
MHw
2022
2021
2020
Total 
indirect 
power 
3,337
2,875
904
1.3 Energy Consumption
Measuring the energy consumption of 
the company allows us to identify and 
manage where we can optimise and 
reduce our energy consumption. This is 
an important KPI for us, as energy avail­
ability and resilience directly will impact 
the company’s ability to operate in the 
future.
 Accounting policy
The energy consumption is the total 
power indirectly consumed by the com­
pany, as the energy consumed is bought 
from our external energy suppliers. Our 
main energy source is electricity and 
since our energy suppliers have not 
been able to provide us with accurate 
data, the amount of renewable energy 
compared to non-renewable energy, we 
did not want to disclose an inaccurate 
number. However, we are internally in 
dialogue with our energy suppliers on 
an ongoing basis regarding this topic, 
as it is important for us to support the 
renewable energy transition. 
the vehicle. Production also includes logis­
tics from the supplier to the end customer. 
The downstream Scope 3 are the transpor­
tation of the fleet from one of our locations 
to another and business travels followed 
the distance-based method described 
in the GHG Protocol and outsourced 
distribution.
GHG emissions 
(Scope 3)
Tonnes 
C02e
2022
2021
2020
Upstream
6,026.40
n/a
n/a
Downstream
66.42
n/a
n/a
Total
6,092.82
0
0
Avoided carbon emissions
Tonnes
2022
2021
2020
2019
From 
electric 
vehicles
2,036
1,353
774.71
702.15
1.2 Avoided emissions 
Measuring avoided emissions illustrates 
the benefits of an electric vehicle fleet 
compared to an ICE vehicle fleet. The 
progress is measured in tonnes of CO2 
10 https://www.eea.europa.eu/publications/co2-emis­
sions-from-cars-and-vans-2018
NOTES ON THE 
ESG STATEMENT
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NOTES ON THE 
ESG STATEMENT
34
2. Social Performance
It is key for us to remain vigilant regard­
ing significant risks related to our work 
environment and the well-being of our 
employees. Risks concerning employees 
could be illness, work-related stress, or 
lack of motivation. Preventive measures 
are performed in the respective depart­
ments in the close relation between 
manager and employees. On a general 
level, risks posed to our workplace and 
environment are put into words in our 
Employee Handbook, ensuring aware­
ness and support on topics of basic 
importance to employees. Further, 
our policies on Human and Labour 
Rights, and Diversity address risks and 
prescribed action. In this section, we 
describe the KPIs we employ to measure 
our social performance. 
2.1 Employee overview 
and well-being
The GreenMobility team form the basis 
of the company’s operations and suc­
cess. An accurate overview of staff 
numbers and distribution is essential to 
measure our performance. Measuring 
employee satisfaction helps us evaluate 
and improve our work environment and 
cultural environment, encourage active 
engagement, and attract and retain 
talent. To compare, measure progress 
and initiate new initiatives, we conduct 
an employee satisfaction survey across 
all offices.
Accounting policy
 A full-time equivalent (FTE), or part-time 
equivalent (PTE), are units to measure 
employed personnel in a way that makes 
them comparable across time within 
their respective category. The number 
of employees accounted for is the total 
number of employees registered at the 
end of December 2022. 
The employee turnover rate is based on 
FTEs that left the company during 2022 
relative to the total number of FTE in the 
same period. 
Employee overview 
FTEs
2022
2021
2020
Denmark
33
23
32
Sweden
1
6
5
Belgium
11
7
7
Finland
3
2
3
Germany
1
1
0
Netherlands
4
0
0
Total
53
39
47
PTEs
2021
2020
2020
Denmark
60
47
38
Sweden
12
5
7
Belgium
2
4
7
Finland
4
2
2
Germany
6
0
0
Netherlands
0
0
0
Total
84
58
54
2.2. Gender Diversity
Gender diversity is important for us to 
create and maintain an equal and equita­
ble workplace. With both genders in our 
teams, we benefit from multiple view­
points, approaches, and experiences, 
which contribute to making our com­
pany more innovative and productive, as 
well as enhance employee satisfaction. 
We firmly believe that diversity is good 
for business. As our business continues 
to expand, we expect that the number 
of female employees in the organization 
will grow, as it is a focus point for us and 
one of the implementation measures 
is ensuring that female candidates are 
always considered in the final stage of 
the hiring process for senior manage­
ment positions. Our Diversity Policy is 
available here.
Accounting policy
The total number of employees are sep­
arated by their position and personal 
specification of their gender. Mid/entry 
level positions include positions below 
manager positions. Senior management 
positions include employees in manager 
positions or in executive management. 
The numbers in 2021 and 2022 repre­
sent totals at the end of December each 
year. One of the reasons for the evident 
gender difference is the nature of the 
company and the work that our street 
crew performs. The street crew is pre­
dominantly made up by men. We believe 
this is inevitable, as men traditionally are 
interested in working with cars than 
women. Within our office teams, the 
gender diversity is more balanced.
12 https://www.nordicstatistics.org/the-gender-pay-gap-ex­
isting-but-decreasing/
2.3. Salary
It is our goal to have gender pay equality. 
Thus, a gender pay gap is an important 
KPI for us, especially since Denmark 
is known to have a higher gender pay 
gap compared to its neighbouring 
countries.12 
Accounting policy
To account for our gender pay gap, we 
first calculate the median monthly salary 
for all FTEs hired before December 2020. 
These figures can be derived from our 
internal CRM system. The figures do 
not include pension contributions. The 
gender pay gap median percentage 
difference is calculated based on the 
median male salary and median female 
salary. The CEO pay ratio is based on the 
CEO’s monthly salary excluding bonus 
and the median paid fixed-monthly-sal­
ary employee. The company report on 
CEO pay ratio metric can be found on 
our website. 
2.4 Customer 
Satisfaction Rating
Every year, we conduct a Customer 
Satisfaction Survey. The percentage 
disclosed are the customers who are 
either “Satisfied” or “Very Satisfied” with 
GreenMobility. The rating is an impor­
tant KPI for us to measure, as it is a clear 
indicator of our customers’ experiences 
and opinions about our product and the 
service we provide. We are constantly 
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35
3. Governance Performance
3.1 Board composition 
and attendance
The Board has adopted a target of 
40-60% female representation in the 
Board. The target was achieved in 2020, 
but requirements for new competen­
cies led to a temporary drop in 2021. 
The target is expected to be met again 
within the next two years. 
The KPI exists to ensure that the board 
is composed of competent and diverse 
individuals who can ensure that the 
business is overseen properly, move for­
ward on a continuous basis, and comply 
with internal policies. Furthermore, the 
KPI also illustrates our ability to attract 
the right candidates and deliver the 
high degree of variation of competen­
cies that a young company require. 
The board is used actively as sparring 
partners, both at board meetings and 
outside the meetings. Individual board 
members sit on different committees 
where their skills are especially needed. 
The board meets on a regular and 
pre-arranged schedule, according to 
the yearly process in GreenMobility. 
Additional ad hoc meetings can be 
called for as a natural consequence of 
our growth plans and close cooperation 
with the board.
During 2022, the board held a total of 
8 meetings, with a total attendance of 
95%. 
Accounting policy
The numbers in this table are accounted 
for by the same minutes-taker at every 
board meeting in 2022. This individual 
oversees collecting data and ensures 
that the data is consistent.
3.2. Nationality
The Board currently consists of 5 Danish 
nationals and one Swedish. In 2022, 
the Board sought international board 
members in line with the international 
expansion.
on the lookout for ways to improve 
our customers’ satisfaction and have 
included daily/hourly packages extend­
ing the usability of the car, as well as 
introducing an incentive to report the 
state of the car through a cleaning 
rating system.
Accounting policy
The customer satisfaction rating is 
based on 2149 respondents from our 
customer survey carried out in all coun­
tries. In 2021 the survey was carried out 
in Denmark only.
3.3. Cyber security 
and data systems
We take data ethics very seriously and 
this is how we comply with the Danish 
Company Act, section 99d. Our Data 
Ethics Policy is available here.
GreenMobility is driven by technology 
as a key driver in the sharing econ- 
omy. Thus, it is an essential KPI for us 
to measure on, as the company’s plat- 
form has multiple interfaces, including 
an app, which the customers use for 
all interaction with our fleet of electric 
shared vehicles. On the backend side, all 
systems are cloud-based, which means 
we do not store data locally and which 
significantly reduce risk of security 
breaches. All payment data between 
GreenMobility and the customer is han- 
dled in an encrypted form, unavailable 
for our employees, thereby protecting 
our customers’ credit card information. 
Across all systems, a two-factor sign-in 
security has been implemented on 
all intern systems. The fleet of electric 
vehicles are continuously tracked for 
security purposes and cannot be acti- 
vated without our app and a verified 
customer profile, as activation of the 
vehicle requires authentication from 
GreenMobility’s system. In 2021 we 
strengthened our tech department 
with additional data experts to allow 
for more progress, knowledge, and due 
diligence in all tech and data aspects of 
our business. 
NOTES ON THE 
ESG STATEMENT
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36
Human Rights
Principle 1: Businesses should support and respect the protection of internation­
ally proclaimed human rights
Human and Labour Rights Policy, cf. page 18, 26. Link to our web: www.
greenmobility.com/investors/governance
Principle 2: Make sure that they are not complicit in 
human rights abuses
Human and Labour Rights Policy, cf. page 18, 26. .Link to our web: www.
greenmobility.com/investors/governance
Labour
Principle 3: Businesses should uphold the freedom of association and the effec­
tive recognition of the right to collective bargaining
Human and Labour Rights Policy, cf. page 18, 26.. Link to our web: www.
greenmobility.com/investors/governance
Principle 4: The elimination of all forms of forced and compulsory labour
Human and Labour Rights Policy, cf. page 18, 26.  Link to our web: www.
greenmobility.com/investors/governance
Principle 5: The effective abolition of child labour
Human and Labour Rights Policy, cf. page 18, 26. .Link to our web: www.
greenmobility.com/investors/governance
Principle 6: The elimination of discrimination in respect of employment and 
occupation
Human and Labour Rights Policy, cf. page 18, 26. .Link to our web: www.
greenmobility.com/investors/governance
Environment
Principle 7: Businesses should support a precautionary approach to environmen­
tal challenges
Business Model and Strategy, Adapting to the Green transition, cf. 
page 11, 18, 24, 28. Link to our web: www.greenmobility.com/investors/
governance
Principle 8: Undertake initiatives to promote greater environmental responsibility
Business Model and Strategy, Adapting to the Green transition, cf. 
page 16, 22, 23. Link to our web: www.greenmobility.com/investors/gov­
ernance
Principle 9: Encourage the development and diffusion of environmentally friend­
ly technologies
Business Model and Strategy, Adapting to the Green transition, cf. page 
23, 29. Link to our web: www.greenmobility.com/investors/governance
Anti Curruption
Principle 10: Businesses should work against corruption in all its forms, including 
extortion and bribery
Anti-corruption policy and initiatives, cf. page 18, 26. Link to our web: 
www.greenmobility.com/investors/governance
UN GLOBAL COMPACT 
PRINCIPLES
We support the UN Global Compact and this report is our 
Communication on Progress in implementing its ten princi­
ples. Here is where to find information on our approach and 
actions in relation to each principle.
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37
GreenMobility A/S    I    Landgreven 3, 4.sal    I    1301 Copenhagen    I    Denmark    I    CVR-nr. 35 52 15 85
Copenhagen, March 16, 2023
GreenMobility  I     To index