(En) BlaBlaCar - Declaration of Extra-Financial Performance 2022

Declaration of
Extra-Financial
Performance 2022
Chapter
Table of Contents
1
Chapter 1. BlaBlaCar: at the forefront of people-powered, sustainable mobility 3

1.1. Letter from Nicolas Brusson, Co-Founder & CEO 4
1.2. Our business: from carpooling to multimodality 5
1.3. Our strategy 6
1.4. Our business model 10
Chapter 2. Corporate responsibility at the heart of the strategy 13

2.1. BlaBlaCar's impact journey 14
2.2. Managing our extra-financial performance 15
2.3. Challenges, risks and CSR contributions 16
2.4. Green Taxonomy 19
Chapter 3. Our environmental impact 20

3.1. Promoting shared mobility as a sustainable solution 21
3.2. Improving the environmental performance of our service 23
3.3. Sustainability at the heart of our internal operations 25
Chapter 4. Our societal impact 27

4.1. A network built on trust and mutual support 28
4.2. Access to sustainable mobility 30
4.3. Preserving purchasing power 32
Chapter 5. Our commitment to our talent 33

5.1. An entrepreneurial and engaged culture 34
5.2. Well-being and flexibility 35
5.3. Diversity, inclusion and employee engagement 38
Chapter 6. Committed to a strong ethical approach 41

6.1. Ensuring the safety of our members 42
6.2. A vigilant technological player 43
Chapter 7. Monitoring our extra-financial performance 46

7.1. Our methodology 47
7.2. Greenhouse gas emissions generated and avoided by BlaBlaCar 47
7.3. Summary table of our extra-financial performance 51
7.4. CSR auditor report 52
Declaration of Extra-Financial Performance 2022

2
Chapter 12
Intro page
chapitre 1
BlaBlaCar: at
the forefront of
people-powered,
sustainable
mobility

3
Chapter 1
1.1. LETTER FROM NICOLAS

BRUSSON, CO-FOUNDER & CEO
Since 2006, BlaBlaCar has been at the forefront of the sharing Today, this community also includes 75 partner bus companies for
economy, leveraging technology to develop mobility solutions for the bus activity operated in Western Europe (BlaBlaCar Bus brand),
people and the environment. but also 188 in Brazil and 1,500 in Ukraine for its ticket distribution
activity (buses not operated by BlaBlaCar).
By allowing users to share empty seats in their cars on already-
planned trips, we make a large inventory of previously untapped BlaBlaCar also offers the unique ability to organically adapt to
journeys available for carpooling. As a result, millions of travelers strong variations in supply or demand, whatever their nature or
can move around by making better use of existing infrastructure scale. Whether it’s a transport strike, a global pandemic or the war in
and flows, while avoiding CO2 emissions and building human Ukraine, BlaBlaCar and its engaged community have demonstrated
connections. their ability to adapt to exceptional and fundamentally disruptive
events, by providing mutual aid and solidarity on a large scale.
The shared car being a universal connector accessing every place
where there is a road, BlaBlaCar has created a unique mobility A solution to the dual challenge of energy sobriety
network with more than 2 million meeting points, improving
worldwide access to mobility and territorial inclusion.1 and purchasing power
Initially built around carpooling, BlaBlaCar became multimodal in If for the past 15 years BlaBlaCar has offered a solution that saves
2019 with the integration of buses and soon trains. In the longer costs and reduces the carbon footprint of travel, never has the
term, the aim is to become intermodal, connecting these different context been so aligned with BlaBlaCar’s value proposition as it
modes of transport together and creating a unique door-to-door is today.
solution that is accessible to as many people as possible.
Inflation at its highest level in 30 years, the war in Ukraine and
Today, BlaBlaCar is the global digital marketplace for shared its consequences for our energy choices, rising climate awareness…
mobility in 21 countries, built around social connections and These phenomena are generating a sense of urgency to find
resource-optimization. In 2022, 50 million empty seats in cars were solutions to the dual challenge of energy sobriety and preserving
filled thanks to BlaBlaCar, generating 450 million euros in savings purchasing power.
for drivers and enabling 90 million human connections.2
In December 2022, while the French government announced a
major national carpooling plan allocating 150 million euros to
accelerate the adoption of carpooling for daily commutes, Spain
Between carpooling and buses, the network introduced carpooling for the first time in a bill on sustainable
connected by BlaBlaCar contributed to mobility to better support its adoption.
avoiding over 1.55 million tonnes of CO2. 3
With these measures, governments are recognizing that carpooling
is an effective, targeted and immediate solution to our current
In a world without BlaBlaCar, the total emissions of that mobility and future challenges.
would have amounted to 7.9 million tonnes of CO2. Thanks to
BlaBlaCar's optimization and matching technology, this figure is It is clearer than ever that, in order to reduce spending, our
reduced to 6.3 million tonnes of CO2 in 2022. dependence on fossil fuels as well as carbon emissions, our travel
habits must change. Shared mobility is part of the solution:
To achieve this, BlaBlaCar has created a state-of-the-art BlaBlaCar has and will continue to bring this vision to everyone,
technological infrastructure, the visible face of which is the mobile individuals, companies, governments, and other stakeholders in
application and the website that connect a community of 26 the transition towards more sustainable and inclusive mobility.
million unique active members.4
Nicolas Brusson
Co-Founder & CEO of BlaBlaCar
______________________________________
1
Each meeting point corresponds to an area of 150m x 150m from which at least one or more carpool journeys started or ended over the course of the year.
2
The sum of human connections created during carpooling trips: between the driver and his passengers, as well as between passengers on the same trip.
3
Carbon footprint methodology, see section 7.2.
4
Number of members who have posted or booked at least one bus or carpool ride in 2022.

4
Chapter 1
1.2. OUR BUSINESS: FROM

CARPOOLING TO MULTIMODAL
1.2.1. LONG-DISTANCE CARPOOLING Building trust

BlaBlaCar has been developing a global community around long- Today, BlaBlaCar has a unique and major asset: a trusted
distance carpooling since 2006, with the creation of digital tools community of 26 million active members who share rides over
to connect people and build trust at scale. distances of 240 kilometers on average.
Matching members This trust, accumulated over several years of experience and
generated as members rate each other after every ride, is difficult
For carpooling to work, a driver and passengers must want to go to replicate without long-term investment. Its value was highlighted
in the same direction at a certain time, be put in touch, and choose in 2016 through a study carried out with the researcher Arun
to share a trip together. This matching process is only possible on Sundararajan from New York University, presented in the report
a large scale when a large community of members and a large Entering the Trust Age, as well as in Harvard Business Review.5
volume of usage is reached. For over 15 years, our efforts have been
aimed at fostering the growth of this community in order to improve The sense of community is strong: 88% of BlaBlaCar members
the chances of matching between individuals and develop the report having a "high level of trust" in another BlaBlaCar member
granularity of the network as a result. with a complete profile (compared to 42% in a neighbor or 58%
in a colleague). The trust generated on the platform is therefore
We are constantly working to optimize our matching algorithms in essential for people who never would have met otherwise to share
order to fill more empty seats, improve the selection of meeting a ride. This level of trust also creates a space for social connection:
points and enable drivers to maximize their savings on travel 84% of our members declare having enriching conversations in
costs. Our technology automatically suggests additional meeting carpooling, and 76% of them say they feel useful to others thanks
points along a driver’s original route, making sub-trips possible to exchanges in the car.6
and increasing the chances of finding multiple passengers along
the way. We are also working more generally to enhance the 1.2.2. CARPOOLING FOR DAILY COMMUTES
experience for our members, whether through improved payment
systems or continued investment in our customer service. In 2018, BlaBlaCar launched BlaBlaCar Daily, a carpooling app
dedicated to daily commutes or short-distance travel (trips
shorter than 80km). The application is currently active in France
only, with up to 160,000 trips a month.
In 2022, BlaBlaCar reached over 2 million
meeting points worldwide.
Passenger’s home
Driver’s home
Meeting points for BlaBlaCar journeys around the world in one day.
Pick-up
Driver’s work
Drop-off
Europe
Passenger’s work
Member needs and requirements on regular commutes are

fundamentally different to those on long-distance and one-
off journeys, which is why we developed a dedicated app with
different user-experience for each use case. For example, the
BlaBlaCar Daily application was designed to offer a standard
calendar that allows users to specify their weekly routine and
Mexico Brazil India automatically identify their favorite carpoolers in order to organize
all their weekly trips in a few simple steps.
______________________________________
5
Sundararajan, Arun. “How Digital Trust Powers the Sharing Economy: The Digitization of Trust” - Harvard Business Review, 2016
6
BlaBlaCar “Bringing People Closer” 2018 study conducted by Le Bipe based on surveys of 4,733 BlaBlaCar members in 9 countries.

5
Chapter 1
1.2.3. LONG-DISTANCE BUSES

1.3. OUR STRATEGY
Carpooling allows people to travel on a more granular level,
sometimes between remote places with little to no access to other
modes of transport. Buses, however, can transport a large number 1.3.1. BLABLACAR’S AMBITION: BE THE GO-TO
of people at low cost to more popular destinations, making it DIGITAL MARKETPLACE FOR SHARED TRAVEL
highly complementary to carpooling.
In the first few years of the BlaBlaCar story, we focused on
Since 2019, bus operators can offer available seats to passengers improving the viability of carpooling as a mode of transport
in our community. For the majority of countries in which we operate, available for everyone, and on the business model that would allow
most notably in Brazil and Ukraine, BlaBlaCar acts as a marketplace, its development at scale.
connecting bus operators and passengers, and facilitating the
selling of bus tickets online, which previously were predominantly Between 2012 and 2016, we deployed the service internationally in
sold in physical ticket selling points. In France, BlaBlaCar acts as over 20 countries, and transitioned from a website to a mobile app.
a bus operator for intercity and cross-border trips. Our partners’
buses run under the BlaBlaCar brand on a network that we design. Since 2018, we have been investing in the development of our
matching algorithms to multiply the chances of sharing a ride, by
By providing inventory management and distribution tools, we making sub-segments on longer journeys available to book by
help these companies take their offering online and improve their passengers. In 2022, 15% of our passengers were able to travel on
financial gains, since many of the operators are small businesses. By such routes proposed by our algorithms, optimizing the use of cars
applying our technological knowhow to the bus sector, we can help that would otherwise have run empty.8
fill empty seats and contribute to a better load factor. In France, for
example, a bus at 60% capacity emits barely a third of the CO2 In that period, we have also diversified our mobility offering by
emissions per passenger kilometer than a car.7 adding short-distance carpooling, as well as long-distance bus
travel, both highly complementary to long-distance carpooling:
Buses should also become more environmentally efficient in the
years to come thanks to more efficient engines (biofuels, hydrogen, • Launch in 2018 of BlaBlaCar Daily, a new short-distance
electric), which should bring them closer to the performance of carpooling offer for daily commutes, with the support of
trains (especially regional and intercity trains) at a lower operating France’s Environmental and Energy Management Agency
cost with less reliance on infrastructure. (ADEME).
• Acquisition in 2019 of Ouibus, a former SNCF subsidiary
and one of the leading players in long-distance bus travel
in Western Europe.
• Acquisition in 2019 of Busfor, the leading bus ticketing
BlaBlaCar Bus (France)
platform in Eastern Europe.
• Acquisition in 2021 of Octobus for its bus digitization
technology, to better support countries outside Europe in
digitizing ticket reservation.
BlaBlaCar has therefore built the building blocks of an offering

that has become multimodal (several modes of transport) over the
years. This is a step towards a greater ambition: to create, via a
single application, an intermodal network connecting different
modes of transport, with an infinite number of meeting points
made possible by carpooling, in order to offer an unprecedented
door-to-door solution for all.
Marketplace for bus operators outside Europe
(Brazil and Central & Eastern Europe).
Development phases
2006 to 2011 2012 to 2017 2018 to today Tomorrow

Prove the scalability of International and Multimodal Intermodal and
carpooling and its business Mobile Door-to-Door
model
______________________________________
7
Sources: ADEME, “2018 carbon database”; SDES for households’ car access; ARAFER 2019 for the occupancy rates of long-distance buses.
8
The percentage varies from country to country and ranges from 12% in Brazil, 16% in Spain, 25% in France to 29% in Germany.

6
Chapter 1
A multimodal platform
As our platform became more international, it has also seen a diversification in modes of transport across countries.
The proportion of passengers traveling by bus represents 21% of all passengers worldwide, and up to 35% in France.
2018 2022
All countries All countries France Ukraine
21% 23%
35%
100%
79% 65% 77%
1.3.2. MULTIMODALITY: CAPITALIZING ON THE

COMPLEMENTARITY OF OUR MOBILITY OFFER
By offering bus trips, the BlaBlaCar platform attracts a new client
base: passengers who, in turn, can attract carpool drivers or bus
operators who know that they will easily find passengers on
BlaBlaCar.
The platform’s network effect creates a virtuous circle that

benefits both sides of the marketplace. This boosts both activities,
since passengers who come for carpooling are also exposed to bus
offerings and vice versa. They are therefore more likely to consider
these modal alternatives when making their choice.
Complementarity between the bus and carpool networks in France
165 stations 340,000 meeting points

serviced by BlaBlaCar Bus connected by carpooling
2022 Data

7
Chapter 1
Network effects between buses and carpooling
Share of carpoolers who had already used bus Share of bus users who had already used carpool
France Ukraine Poland Brazil France Ukraine Poland Brazil
60 % 60 %
40 % 40 %
20 % 20 %
0% 0%
2017 2018 2019 2020 2021 2022 2017 2018 2019 2020 2021 2022
1.3.3. FURTHER DEVELOPING OUR 1.3.4. OUR VISION FOR LONG-DISTANCE BUSES
TECHNOLOGICAL SOLUTIONS
The international bus sector is still in development, which presents
To roll out its strategy, BlaBlaCar must continue to be a pioneering, a major opportunity for three reasons:
technology-first player. The proportion of our team working in
Research & Development (R&D) continues to grow. Between 2019 • Unlike other industries like aviation, ground transportation
and 2022, the R&D team rose from 31% to 50% of our total does not currently use a unified database, such as a Global
workforce. Distribution System (GDS).
• The transition to online distribution is only just beginning
Among other things, the technical teams focus on: outside of Western Europe; over 80% of tickets are still sold
in person across our geographic areas (Brazil, India, Mexico,
• Making multiple modes of transport available on a single Eastern Europe, etc.).
mobile app with unified payment;
• Supply in these countries is particularly fragmented: there is
• Improving the intelligence of our algorithms to make a place and a need for a global aggregator. Unlike Western
connecting with others easier and developing an even more Europe, which has seen a large concentration of players in
granular network; the bus market, the market in these countries is fundamentally
different and remains highly fragmented.
• Providing price recommendations to carpool drivers to boost
their chances of finding passengers, while preserving the To seize these opportunities, BlaBlaCar has enhanced its
fundamental concept of collaboration and cost-sharing, as technological infrastructure with Inventory Management System
well as low prices for passengers; (IMS) and Global Distribution System (GDS) tools.
• Developing tools for bus operators to manage their fleet, The integration of buses on our platform, with already millions
pricing and distribution, in particular via digital channels; of passengers, will help accelerate the digitization of the sector.
• ptimizing the bus network we operate in France to serve a
O BlaBlaCar distributes bus tickets for more than 188 bus operators in
maximum of demand and encourage a modal shift to shared Brazil, where the activity is still very new, and over 1,500 in Ukraine.
transport;
• Building trust and developing artificial intelligence

algorithms to detect fraudulent behavior on our platforms;
• Powering our Customer Relations team, which handles more

than 6 million tasks per year.

8
Chapter 1
1.3.5. DAILY: A SOLUTION FOR MANY Municipalities connected

STAKEHOLDERS by BlaBlaCar Daily in 2022
BlaBlaCar launched BlaBlaCar Daily in France, an app for short-
distance carpooling, as a way to turn the millions of solo commutes
that are done by car every day, into shared trips.9
Over short distances, carpooling can make use of cars as a form

of public transportation, and even fill gaps in public transport
networks in areas where infrastructure is lacking. It provides a
solution to congestion in towns and city centers, and to the lack of
public transport in rural areas.
For those reasons, carpooling has become a lever for governments

and local authorities, who have chosen to subsidize carpooling so
it can be made available without additional costs for passengers.
BlaBlaCar Daily has set up partnerships with 7 local authorities to

offer a very attractive price to passengers while ensuring a payment
to drivers of €1.5 to €5 per passenger.
BlaBlaCar Daily also offers a platform for companies that want

to encourage their employees to carpool to work. Since 2021,
BlaBlaCar Daily has signed partnerships with 90 large companies
such as Randstad, Manpower, Auchan and L’Oréal.
BlaBlaCar Daily creates a comprehensive network that, when

coupled with the rest of BlaBlaCar’s offering, is potentially able to
meet the full variety of members' needs, and in particular cover CARPOOLING: A VIRTUOUS
the last mile of long-distance journeys, with the aim to offer full
MODEL WITH GROWING SUPPORT
door-to-door intermodal transportation.
FROM PUBLIC AUTHORITIES
Public authorities, aware of the positive environmental and

social impact of carpooling and faced with the challenges
of energy sobriety and rising inflation, have deployed an
arsenal of tools to support the development of carpooling.
This support first materialized in France as part of the Loi

d’Orientation des Mobilités (French Mobility Orientation
Law) in 2019. This was a turning point for commuter
carpooling, as it opened up the possibility for transport
authorities to subsidize short-distance carpooling trips and
create sustainable transport schemes, where companies
can reimburse employees up to €500 per year for
carpooling, and up to €800 per year on public transport.
These public policies were reinforced by the Climate and

Resilience Law, which has also reaffirmed France’s desire
to provide a network of carpool lanes in and around major
cities and employment hubs across France.
Finally, this policy has been given considerable additional

resources in 2023, with the launch of a €150 million
carpooling plan which introduces:
• a double carpooling bonus of €100 for each new

driver;
• €50 million in funding for transport authorities to
subsidize short-distance carpooling;
• €50 million in funding to accelerate the implemen-
tation of dedicated carpool lanes in France
In Spain, the government has also introduced the concept

of carpooling into a sustainable mobility law for the first
time in order to accelerate its adoption.
______________________________________
9
Plan national covoiturage du quotidien (National Plan for Daily carpooling)

9
OUR RESOURCES Our business model OUR SHARED VALUE
COMMUNITY & PARTNERS COMMUNITY & PARTNERS

#ZeroEmptySeats
25.7 million unique active members €450 million in savings generated by
in 21 countries, including 6.5 million carpooling drivers
drivers and 19.2 million passengers
90 million human connections (carpool)
4600+ company partners
39 - Member Net Promoter Score
TALENT
TALENT
We are building the go-to digital
714 employees in 6 countries marketplace for shared mobility 43 - Employee Net Promoter Score
45% of workforce in R&D & 2 tech hubs
400+ employees having received at least
50+ nationalities and 43% women one training
100% permanent employees are
TECHNOLOGICAL Long-distance buses shareholders
Matching technology for 1 million

SHAREHOLDERS
bookings per week
Carpooling
Inventory management system and Sustainable performance
bus ticket distribution technology
Eligibility to support schemes (Energy
Customer relations tools managing Saving Certificates, research tax credit,
6+ million requests per year subsidies from regions)
BUILD A
DIGITIZE FOSTER
SUSTAINABLE
ACCESS TO A COMMUNITY
FINANCIAL MOBILITY LOCAL COMMUNITIES
MOBILITY OF SHARING
NETWORK
Shareholder stability 2 million meeting points
Investment from International Finance Collaboration between peers daily and
Corporation (World Bank) in exceptional circumstances
37 startups created by former employees
ENVIRONMENTAL including 26% that are impact-driven
OUR ASSETS
Climate ecosystem to preserve
PLANET
Limited fossil fuel resources Pioneer of the sharing economy & global leader of carpooling
Servers powered by renewable energy Asset-light, agile network that is infinitely scalable & granular Energy savings
Strong brand (95% of organic traffic) 1.55 million tonnes of CO2 avoided
Declaration of Extra-Financial Performance 2022 "Fun & Serious" & entrepreneurial company culture
10
Chapter 1
1.4.2. SHARED ENVIRONMENTAL VALUE

1.4. OUR BUSINESS MODEL
Carpooling is not only a cost-sharing activity, but a solution that
optimizes the occupancy rate of cars and buses on the road,
The diagram above provides a synthetic representation of the thus enabling travelers to lower CO2 emissions related to their
company, how it created and shared economic value with its mobility.
different stakeholders in 2022, and its contributions to society.
In 2022, between carpooling and buses, the entire network
1.4.1. A TWO-PRONGED BUSINESS MODEL connected by BlaBlaCar contributed to avoiding 1.55 million
tonnes of CO2. In a world without BlaBlaCar, the total emissions
UNIQUE TO BLABLACAR of that mobility would have amounted to 7.9 million tonnes of CO2.
Thanks to BlaBlaCar's optimization and matching technology, this
BlaBlaCar’s business model is original in the sense that it leverages
figure is reduced to 6.3 million tonnes of CO2 in 2022.
two large-scale business models, complementary to each other: a
sharing economy model for carpoolers and a distribution service
BlaBlaCar optimizes energy and CO2 emission savings by continuing
for bus operators.
to develop carpooling, in particular by attractring new drivers,
increasing matching success between drivers and passengers, and
The sharing economy is a business model of which BlaBlaCar
making the service safer. This is why carpooling is eligible in France
was one of the pioneers. In enabling individuals to optimize the
for the Energy Saving Certificate scheme set up by the European
usage of their vehicles by sharing their trips and associated costs,
Union to reduce dependence on fossil fuel imports, fight against
BlaBlaCar created a cost-effective, ecological and user-friendly
climate change and promote growth and employment.
mode of transport based on the sharing of existing resources.
By making large-scale carpooling possible, BlaBlaCar is original
Most of the money flows linked to carpooling are related to the
in more ways than one: it brings together individuals looking for a
members themselves. Carpooling enables members to lower the
mobility solution around a collaborative economy model creating
cost of transport and preserve purchasing power, particularly
social ties, while helping its users avoid CO2 emissions related to
in times of rising fuel prices or high inflation (see graph below).
their travel. In this context, the calculation of avoided CO2 emissions
BlaBlaCar caps the price offered by drivers to ensure that they
is key to a good understanding of how BlaBlaCar delivers value.
share their costs with their passengers and do not make a profit, in
accordance with the legal definition of carpooling.10
BlaBlaCar has worked with strategic consulting firm Le BIPE since
2019 to develop a methodology for measuring avoided emissions,
In order to scale carpooling worldwide and develop the technology
detailed in BlaBlaCar’s Zero Empty Seats study.11 The methodology
around it, BlaBlaCar has been supported by various investors, such
was then updated in 2022 with the support of Carbone 4 as part
as the International Finance Corporation (IFC), member of the
of the development of a model for calculating our overall carbon
World Bank Group. IFC invested in BlaBlaCar in June 2022 to
footprint (Section 7.2.).
support the expansion of carpooling and bus transport in Brazil,
and increase access to affordable and environmentally-friendly
transport in the region.
To fund its activity, BlaBlaCar introduced a payment system based

on commission on the amount paid by the passenger to the driver.
This model has the advantage of simplifying and securing the
sharing of costs between drivers and passengers. The roll out of
this is in progress across all of our geographic locations. By the end
of 2022, 54% of BlaBlaCar’s carpooling business was monetized.
Fuel prices and rising interest in carpooling
Seats offered on BlaBlaCar in France BlaBlaCar Daily trips in France

Average cost of fuel Average cost of fuel
______________________________________
10
Source: Article L3132-1 transport code (LOM)
11
BlaBlaCar Zero Empty Seats study (2019) on the environmental impact of carpooling.

11
Chapter 1
1 .4.3. BUSES: CONTINUING TO PROVIDE ACCESS

TO SHARED MOBILITY A STRONG AND
ENTREPRENEURIAL CULTURE
In its bus activity, BlaBlaCar predominantly operates as a distributor
of technological services to bus operators. The business model is Our culture revolves around 6 principles – called
therefore more traditional: BlaBlaCar promotes the activity of its BlaBlaPrinciples – that act as a compass to guide and
partners and shares a portion of economic value generated with focus our teams on the behaviors expected of them.
them.
In the longer term, when BlaBlaCar is a more established player

Be the Member
and has more influence on these activities, BlaBlaCar hopes to To better understand our members and understand their
promote greener bus mobility throughout the world. For the time needs, we travel by their side. All of our employees are
being, access to mobility at reasonable costs is what BlaBlaCar encouraged to use the platform (for free and without any
is best placed to provide in the countries outside Europe where it limits for their own personal usage), so they become active
operates, in line with the United Nations Sustainable Development users of our service and members of our community.
Goal 11 ("Sustainable Cities & Communities").
Share more. Learn more.
1.4.4. 2022, A MILESTONE IN FINANCIAL We learn and grow collectively as a team. We build up our
internal knowledge, share learnings between teams and
PERFORMANCE
with the rest of the ecosystem.
As the monetization of carpooling progressed throughout the year,
and the operated bus activity in Western Europe was restructured, Fail. Learn. Succeed.
BlaBlaCar reached break-even in spring 2022. This milestone was Innovation consists of taking risks and accepting that
not a given in a world experiencing major instability; key to the failure is part of the journey. Everyone is encouraged to
sustainability of the business, it demonstrates the strong counter- communicate openly about their failures, to share the
cyclical potential of the BlaBlaCar business model. learnings that will allow everyone to grow from them.
1.4.5. A KEY RESOURCE: OUR TEAM Dream. Decide. Deliver.

We dared to dream of a travel solution that didn’t exist.
Behind our multimodal network is a team of over 700 talented With dreams come bold decisions and the diligence to
and driven individuals. Together, they work to offer a reliable, deliver on them. These three steps are how we structure
intuitive and secure user experience for the millions of individuals our interactions.
that share buses and cars each year.
Be lean. Go far.
The team is driven by a strong culture of performance and
benevolence. Our culture, based on trust, empowerment and As a company, we manage our resources efficiently to
accountability, is one of our key performance drivers and is sustain our long-term growth. With our product, we strive
embodied by the founders, the management, and the employees for simplicity in order to offer our members a seamless user
on a daily basis (see blue box). and travel experience.
Fun & Serious.

When we take what we do to heart and work seriously,
there’s room for everyone to have fun together. We take fun
The BlaBlaCar Team very seriously!
MARKETING & RESEARCH &

COMMUNICATIONS DEVELOPMENT
STRATEGY
& BUSINESS
10%
13%
GENERAL &
ADMINISTRATION
14% 45%
18%
CUSTOMER RELATIONS
TRUST & SAFETY

12
Chapter 2
Corporate
responsibility
at the heart of
the strategy

13
Chapter 2
2.1. BLABLACAR’S IMPACT JOURNEY
BlaBlaCar’s social and

environmental milestones
over the years
2006 2020 2021

• Creation of BlaBlaCar • Signature of the #ParentalAct. • Launch of the Diversity,
Equity and Inclusion program
• Creation of BlaBlaCar’s Code
and the BlaBlaNomad remote
of Ethics & Conduct.
work policy.
• First carbon footprint
• Launch of BlaBlaCar’s CSR
calculation of BlaBlaCar
2013 Steering Committee.
offices.
• Formalization of the • Equity for all: all permanent
D.R.E.A.M. model on building employees become
trust in a digital community. shareholders.
• Launch of Ladies Only, a 2019

feature for women to carpool
with other women. • Publication of the Zero
Empty Seats study on the 2022
• Creation of the environmental impact of
BlaBlaPrinciples. carpooling. • Unveiling of BlaBlaCar’s
sustainable HQ.
• Launch of Impact Day, an
annual day for BlaBlaCar • lnvestment from IFC (private
teams dedicated to arm of the World Bank).
2014
volunteer work. • Launch of France’s national
• Launch of BlaBlaHelp: a Carpool Plan.
community of BlaBlaCar
ambassadors that help • Signature of the French Tech
other users book their first Pacte Parité (Parity Pact).
carpool on the website. 2018 • Calculation of BlaBlaCar’s
• Publication of the Getting complete carbon footprint
People Closer study on (scope 1, 2, 3).
the social ties created by
carpooling.
2016
• Launch of BlaBlaCar Daily,
• Publication of the a carpooling app for daily
Entering the Trust Age commutes.
study on online trust in
the sharing economy. • Toward multimodality: first
long-distance bus operated in
France.

14
Chapter 2
Since its creation, BlaBlaCar has leveraged technology to Whether it comes to saving costs on a daily basis, or solidarity in
develop sustainable, human-friendly mobility, accessible to the times of crisis, the societal contribution of carpooling continues to
greatest number. Back in 2006, its founders and first employees be demonstrated (see Section 4). But can more be done? A strategic
wanted to build a company whose values are embodied both in reflection began in the autumn of 2022 to outline the ambition that
the services offered and within the teams. The group’s Corporate the company could give itself in 5-10 years. This will result in the
Social Responsibility (CSR) journey, detailed above, is characterized formalization of a medium-term CSR strategy with quantified
by an inherent and ongoing commitment to social, societal and environmental and societal targets and action plans.
environmental issues.
Even though impact has been at the heart of the BlaBlaCar model
and ethos since day one, CSR requires a structured, ambitious and 2.2. MANAGING OUR
assertive commitment. BlaBlaCar started structuring its data to EXTRA-FINANCIAL PERFORMANCE
monitor its progress and has been developing methodologies
with independent experts to measure its impact since 2016.
The company’s activities in terms of extra-financial performance are
In the last 15 years, the company passed several strategic milestones:
jointly carried out between the Board of Directors, the Executive
the large-scale development of carpooling, internationalization
Committee and the CSR Steering Committee set up in 2021.
across 21 countries and 3 continents, and multimodality with the
integration of buses and soon trains.
BlaBlaCar’s activities are intrinsically linked to CSR objectives,
as sharing rides avoids CO2 and creates social ties. However the
In more recent years, numerous crises such as the pandemic, the
company wishes to go further and have a proactive approach of
war in Ukraine and the energy crisis have confirmed the resilience
continuous improvement around these environmental and societal
and adaptability of the BlaBlaCar model: one of the solutions to
issues.
today’s societal challenges, whether they are related to mobility,
purchasing power, social ties or the environment.
• The Executive Committee defines the strategy, policies,
objectives and drives the performance of the organization’s
As it was the case for many companies, the Covid-19 crisis called
activities.
into question the company’s internal set-up, ways of working and
rituals: BlaBlaCar’s company culture evolved in 2021 and 2022 in
• The Board of Directors validates the strategy established by
order to better respond to the needs of employees in a changing
the Executive Committee and assesses its implementation.
world (see Section 5).
Within the Board, the Audit and Compliance Committee makes
recommendations on the organization’s risk management
In a context of post-Covid recovery, the European Union and its
process. In particular, the Committee and the Board review
Member States are focusing on the low-carbon transition and
the company’s extra-financial performance disclosures.
calling for actors at every level to comply with the Paris Agreement.
To that end, the company is continuously investing to optimize
• The CSR Steering Committee, composed of 4 of the 6
usage of vehicles on the road and promote shared mobility (see
members of the Executive Committee and the CSR Manager,
Section 3), and is committed to formalizing a medium-term carbon
meets every two months to ensure decision-making and to
trajectory in 2023.
oversee the implementation and operational monitoring of
the strategy.
Board of Directors
Validates the strategy
and assesses its implementation
Executive Committee
Defines the strategy, the policies, and the objectives,
and drives the performance across the group
CSR Manager CSR task forces

CSR Steering Committee
Is in charge of the operational Transversal group of internal experts
Defines the CSR strategy and
execution of the CSR and helping measure CSR impacts.
assesses its implementation
DEI strategies
BlaBlaCar team
Impact ambassadors

15
Chapter 2
2.3. CHALLENGES, RISKS AND CSR

CONTRIBUTIONS OF BLABLACAR
As the CSR objectives are intrinsically linked to the company's

activities, the preparation of this first Extra-Financial Performance
Statement was based on structured internal analyses of the
business, mainly the organization’s risk mapping.
The approach was completed by an analysis of the United Nations

Sustainable Development Goals (SDGs) and the selection of the
SDGs whereby a direct link with the services offered by BlaBlaCar
in its various countries can be established.
An integrated and prioritized approach to the main extra-financial

risks and opportunities will be put in place in 2023 after formalizing
the medium-term CSR strategy. This will result in the selection of
performance indicators, targets and action plans.
2.3.1. THE RISK APPROACH

For this first edition of its extra-financial report, BlaBlaCar used the Among these risks, those that may give rise more specifically to
organization’s existing risk map to identify the main extra-financial environmental damage or involve BlaBlaCar’s social and societal
risks to be reported to the company’s stakeholders. responsibility have been identified as CSR risks. They are presented
in the table below, together with the policies and action plans put
Business risks are identified and assessed with the Executive in place.
Committee and the heads of the organization’s departments. These
risks are then prioritized according to their criticality, vulnerability The CSR risk approach highlights BlaBlaCar’s focal points to
and speed of onset. The approach highlights the main risks likely generate financial and extra-financial value shared with its
to affect BlaBlaCar’s business, financial situation, reputation and stakeholders. They are inherent to BlaBlaCar’s digital marketplace
results. This analysis is updated annually; the results are presented and purpose: to facilitate shared mobility, with trust as a core
to the Executive Committee, the Audit and Compliance Committee value, and to provide universal access to mobility.
and the Board of Directors.
Goals SDG Challenges Risks Description Policies and action plans Section
Change in regulations on support Unfavorable change in carpooling incentive schemes Promoting shared mobility as a sustainable solution 3.1.
measures for energy transition at local level (subsidies, for example) or nationally
17, 13 Climate change Collaborating with public authorities on public policies relating 3.1.3.
(local subsidies, Energy Saving (Energy Saving Certificates, French carpooling bonus,
Certificates, etc.) for example). to sustainable mobility
In the event of a pandemic, travel restrictions, lock- Compliance 6.2.3.

Occurrence of Covid-19 or other
8, 9 down in one or more countries could have a lasting Crisis management procedure 6.1.4.
Create a Access to mobility global pandemic
effect on the company’s activities. Remote policy (BlaBlaNomad) 5.2.2.
sustainable
mobility Health and
network security at work Geopolitical or internal conflicts in one or more 4.1.5.
Major conflicts within/between
17, 8 countries - in which BlaBlaCar operates - are likely to Continuity plan, securing local teams, crisis management procedure
countries 6.1.4.
have a lasting effect on the company’s activities.
One or more major bus accidents or carpooling Creation of a climate of trust 6.1.1.
Road Safety safety incidents could break the trust of members
9, 11 Major bus or carpooling incidents Road safety policy 6.1.3.
User trust in BlaBlaCar. The company’s reputation could be
damaged. Crisis management procedure 6.1.4.
A massive attack on the systems could lead to the 1.3.3.

9 Systems attack shutdown or partial suspension of the company's High level of platform quality and security
Cybersecurity 6.2.1.
activities.
Protection of
personal data
Digitize
BlaBlaCar could be involved in a hack or leak of 9-pillar personal data protection compliance program 6.2.2.
access to 11, 10 Protection of personal data
personal or sensitive data contained in its systems. Crisis management procedure 6.1.4.
mobility
The company could suffer from fraud and scams on

User trust and
11, 10 Fraud of member accounts user accounts, depriving members of their income and Task force of experts and enforcement program 6.1.2.
protection
undermining their trust in the platform.
The company could encounter challenges in deploying

Difficulties in developing carpooling carpooling solutions to new users who may not be 3.1.2.
Innovation and improvement of the user experience
on a global scale receptive to sharing or could experience user attrition
Acceptance Strengthening the intelligence of matching algorithms 3.
due to lack of renewal.
toward Development of carpooling for daily commutes 3.1.4.
9, 11
collaborative Trust-enhancing Super Driver Program 4.1.1.
practices The company could encounter difficulties in attracting
Foster a Continuous strengthening of trust, platform security and customer 6.1.1.
Lack of driver and passenger and/or renewing carpooling drivers and passengers
sharing service tools 6.2.1.
attraction who may not want to share or who have a negative
community perception of the platform's trust and security.
BlaBlaCar could experience difficulties in the A culture committed to the development of all talents 5.1.
Diversity, Failure to respect principles of
implementation of its non-discrimination policies, “All shareholders” program 5.1.2.
non-discrimination diversity and equity and failure
5, 10 for example in terms of gender diversity, equal pay
and anti- to combat discrimination and Code of Ethics and Conduct 5.3.1.
for women and men, seniority, or the employment of
harassment harassment Diversity and Inclusion Strategy 6.2.3.
people with disabilities.

16
Chapter 2
2.3.2. OUR CONTRIBUTION TO THE UNITED

NATIONS SUSTAINABLE DEVELOPMENT GOALS
In addition to and consistent with the CSR risk approach, it was Only the goals to which BlaBlaCar contributes most directly have
decided for this first Extra-financial Performance Declaration been selected. They are presented in relation to the policies and
to report on BlaBlaCar’s environmental, social and societal actions voluntarily put in place by BlaBlaCar.
contributions using the United Nations Sustainable Development
Goals (SDG) framework.
SDG SDG Description & Relevance Contributions & Actions Section
Build resilient infrastructure, BlaBlaCar is developing a digital marketplace 3.1, 3.2, 4.

promote inclusive and sustainable for shared mobility solutions, optimizing vehicles
industrialization and foster innovation. through continuous innovation, helping avoid CO2
emissions and creating social ties.
- For universal access to mobility, at an
affordable cost and under fair conditions. By optimizing cars already on the road, the 4.2., 4.2.2.
network built by BlaBlaCar is flexible, resilient
and highly granular without new physical and
costly infrastructures. The digitization of the bus
offer makes it possible to strengthen access to
mobility by supporting local players.
Make cities and human settlements BlaBlaCar’s mobility network, with 2 million 4.2.
inclusive, safe, resilient and sustainable. meeting points in 2022, connects territories and
enables travelers to reach areas that are poorly
- For safe, accessible and viable transport; served by public transport.
- Implementation of action plans for
the rational use of resources and the BlaBlaCar continues to explore the
mitigation of the effects of climate complementarities between the means of ground 3.1, 3.2
change. transport in order to achieve an interconnected
network and develop door-to-door travel.
Take urgent action to combat climate #ZeroEmptySeats engagement of filling empty 3.1,
change and its impacts. seats in vehicles. In 2022, BlaBlaCar contributed 3.2.1.
to avoiding 1.55 million tonnes of CO2 thanks 3.2.2.
to the relative efficiency of filled cars and buses
compared to other modes of transport.
Exploring solutions to decarbonize bus travel and 3.3.

setting high standards for internal operations. 7.2.
Promote sustained, inclusive and By adding online bus ticket sales to its offering, 3.1,
sustainable economic growth, full and BlaBlaCar brings new customers to bus operators, 3.2.1.
productive employment and decent work allowing better optimization of their vehicles and 3.2.2.
for all. a source of income. The partnership with BlaBlaCar
also gives them increased visibility thanks to the
- Achieve a high level of economic marketing campaigns carried out by BlaBlaCar.
productivity through diversification,
technological modernization and In our carpooling service, cost-sharing and access to 3.3.
innovation; mobility at low prices allow travelers to save money 7.2.
- Efficient use of resources; and preserve their purchasing power.
- Offer everyone a decent and quality job,
training and employment opportunities for Internally, BlaBlaCar is committed to offering its 5.
new generations. talents a dynamic career with autonomy and
flexibility, in a supportive and inclusive environment
(BlaBlaPrinciples, Learning strategy).

17
Chapter 2
Strategy, policies
SDG Description of the SDG Section
and action programs
Reducing inequalities within and among BlaBlaCar increases access to sustainable 4.

countries. mobility solutions for all while protecting
purchasing power. Sharing a journey allows for
- Empowering all people and fostering the creation of social ties and promotes cultural,
their social, economic and political intergenerational and social diversity.
integration, regardless of age, gender,
disabilities, affiliation or economic status. In 2022, the International Finance Corporation 4.2.4.
(IFC), member of the World Bank Group, invested
in BlaBlaCar to continue to develop access to
sustainable mobility in emerging countries.
BlaBlaCar implemented the Parental Act (French 5.2.3.

initiative offering one month leave for second
parent) beyond France, across all offices.
Achieve gender equality and empower all The BlaBlaCar service is intended for everyone, 6.1.
women and girls. and includes features that allow secure exchanges
between members. For women, the feature Ladies
- Participation and access to management Only allows female drivers to choose to travel
positions; only with other women.
- Use of key technologies, in particular
computers and communications, to Internally, compliance with the principles of 5.3.
promote the empowerment of women. Diversity, Equity and Inclusion (DEI) is ensured
by the Code of Ethics and Conduct as well as
BlaBlaCar’s DEI strategy.
- Signature of the Parity Pact by the French Tech 5.3.1.

- RISE mentorship program to accelerate the
development of women across the company
Partnerships for achieving the goals. BlaBlaCar, the world leader in carpooling, acts 3.1, 4.2.
as a catalyst for sustainable mobility through
- Mobilize and share knowledge, expertise, its various collaborations with local (regions),
technologies and financial resources to national (Carpooling Plan) and international
help all countries, especially developing players (IFC, member of the World Bank Group).
countries.

18
Chapter 2
2.4. GREEN TAXONOMY
The European Regulation of 18 June 2020 or "Taxonomy Regulation'' Declaration under French law. In 2023, BlaBlaCar will begin
is an important provision of the Sustainable Finance Action Plan identifying the scope of its activities eligible for Green Taxonomy.
launched by the European Union to design a new reporting
framework and redirect financial flows towards a more By optimizing the use of cars already on the road, carpooling makes
sustainable economy. The common objective is to achieve carbon it possible to avoid greenhouse gas (GHG) emissions on a large
neutrality at the European level by 2050. scale and to provide access to sustainable mobility, via a digital
solution. It allows individuals to contribute to the mitigation of
European Taxonomy is a strategic issue for companies in terms climate change and the limitation of pollution linked to their
of access to capital, compliance and investment strategies. It mobility without contravening the four other environmental
establishes classification rules to provide a common understanding objectives set by the European Union.
around which activities should be considered "sustainable"
based on whether they contribute substantially to one of the six It will therefore be necessary in the coming months to assess
environmental objectives of European Taxonomy. BlaBlaCar's eligibility as an "enabling" activity.12
In 2022, only companies falling within the European scope of the

non-financial performance reporting obligation must adopt this
new regulatory framework. BlaBlaCar does not fall under this
obligation, as it has written its first Extra-financial Performance
______________________________________
12
ctivity that enables activities other than itself to contribute to the achievement of one of the six environmental objectives" EU regulation 2020/852 of 18 June 2020 on the establishment of a
A
framework to promote sustainable investment.

19
Chapter 3
Intro page
chapitre 1
Our
environmental
impact

20
Chapter 3
3.1.2. BLABLACAR: CATALYSER OF

3.1. PROMOTING SHARED MOBILITY SUSTAINABLE MOBILITY
AS A SUSTAINABLE SOLUTION
Since its creation, BlaBlaCar has put technology at the service of
more accessible, social and sustainable mobility. Carpooling makes
3.1.1. THE CLIMATE CRISIS AND THE ROLE it possible to optimize the occupancy rate of cars already on the
road, thus reducing the number of them and their environmental
OF MOBILITY impact. With the granularity of carpooling and the city-to-
city network on long-distance buses, users can travel virtually
2022 was a year shaken by many crises and extreme climatic
anywhere and reach even the most remote areas for an optimized
events around the world. These crises, whether economic, social,
carbon cost.
ecological or geopolitical, are structural and call for profound
changes in society. They are a reminder of the urgent need to
In 2022, as Covid-19 receded, BlaBlaCar experienced a significant
reduce our dependence on fossil fuels and the pressure we exert
rebound in an inflationary context, with 26 million unique active
on our ecosystems.
members worldwide.14 If carpooling and long-distance buses are
gaining traction, it is because they meet a triple requirement of
If today the link between the use of fossil fuels and climate change
travelers: they are affordable, eco-efficient and can be deployed
has become clear, the war in Ukraine has also highlighted the risks
easily throughout a territory, including in places with little or no
of this dependence for global economic and financial stability.
public or rail transport.
The year 2022 was marked by significant volatility in fossil fuel
prices, highlighting the vulnerability of countries dependent on
Even if an increasing number of people are turning to shared
hydrocarbons and of people dependent on their cars on a daily
mobility, we are still far from an optimized use of cars. For the
basis.
most part, long-distance travel and commutes to work still heavily
rely on cars that run mostly empty. According to the Vinci Autoroutes
Transportation plays a key role in these crises due to its significant
Autosolism Barometer published in 2022, the rate of solo driving
contribution to greenhouse gas (GHG) emissions and air pollution.
increased across France in 2022. Out of a million vehicles analyzed,
Of all sectors, it is the most reliant on fossil fuels. According to the
only 14,8% contained more than one person.15
International Energy Agency, transportation accounted for 37% of
global CO2 emissions in 2021. Although it was one of the sectors
most affected by Covid-19, its emissions rebounded in 2021 (+8% vs
2020) returning to their upward trend (+1.7% on average since 1990). Out of a million vehicles analyzed in France in
This growth is particularly significant in emerging and developing 2022, only 14,8% contained more than one person.
economies.
In 2021, 76% of global transport emissions came from road

The potential of carpooling, and its interconnectedness with other
transportation, private cars being the main source of those
modes of transport, is still largely under-exploited to this day.
emissions.13 Solo driving contributes significantly to air pollution
and traffic congestion, especially in urban areas. It represents an
As the world leading carpooling app and connector of sustainable
inefficient use of public space, but also of a car itself, as moving
mobility solutions, we acknowledge the role that BlaBlaCar plays
a 1.5 tonne vehicle for just one person on average requires a
in shaping the future of mobility. We will pursue our efforts in
disproportionate amount of energy. Solo driving leads to traffic jams
collaborating with public actors at all levels as well as with the
which, in turn, increases travel time, road accidents and stress levels
transport ecosystem, to fight together against solo driving and
on the road, with negative effects on physical and mental health.
accelerate the transition toward greener, more inclusive mobility.
For these reasons, it is essential to rethink our transport habits
and put the sector on an emissions reduction trajectory, on track
with the 1.5°C scenario defined by the Paris Climate Agreement. ______________________________________
For BlaBlaCar, the transition towards sustainable mobility cannot 13

International Energy Agency. “Transport – Analysis.”, Sept. 2022.
occur without carpooling, and without better interconnectivity
14
Active unique members: sum of drivers and passengers (carpool or bus) who have used the
service at least once in the past year.
between different modes of shared transport. 15
Autosolism barometer, VINCI Autoroutes, September 2022.
There is the same number of people in both lanes, but not the same number of cars.

21
Chapter 3
3.1.3. OFFERING MOBILITY SOLUTIONS FOR Thanks to the development of the Sustainable Mobility Package
in France, companies can also pay up to €500 per year for the
PUBLIC AND LOCAL ACTORS commuting costs of their employees who go to work using soft and
shared mobility, such as cycling or carpooling.
The transition to sustainable mobility requires significant
collaboration between governments, businesses, civil society
BlaBlaCar Daily has already signed partnerships with 90 large
and citizens. In particular, it requires the appropriate investments,
companies such as Randstad, Manpower, Auchan and L’Oreal to
policies and technologies to enable the equitable and efficient
help them increase the share of carpoolers among their employees.
deployment of the right mobility solutions.
For local or regional authorities,
BlaBlaCar’s contributions to sustainable mobility come down to its
investing in carpooling is cost-effective
various innovations in the way of matching technology and the
– on average 6 times less expensive
digital transformation of the bus industry. Those innovations are
per passenger-kilometer than a French
meant to support the many initiatives taken by public authorities, at
generic regional train line17 – and without
local and national levels, aimed at preserving energy and fighting
risk since the subsidy is conditional on the
pollution and congestion.
success of the carpooling.
In France, many mechanisms have emerged in recent years to
After the launch in Occitania in November
accelerate the massive adoption of soft and shared mobility, such
2022, the number of carpoolers has
as the 2019 Mobility Orientation Law (LOM) and the National
increased twice as fast in the region
Carpooling Plan of end-2022, which aims to triple the number of
than in the rest of France.18
daily carpool trips in France from 900,000 today to 3 million, by
offering a double carpooling bonus of €100 for each new driver.16
BlaBlaCar is highly receptive to these institutional measures, and

mobilizes its teams and adapts its product in order to ensure
their success and contribute to the widespread adoption of more
sustainable transportation behaviors.
The future of carpooling relies on
3.1.4. BLABLACAR DAILY: SUPPORTING FRENCH
everyday trips. We see a strong desire
REGIONS AND COMPANIES
from companies and communities to
To accelerate the adoption of carpooling for daily commutes, commit to more sustainable mobility
BlaBlaCar Daily offers its services and tools to companies and local
authorities, within the framework of the French Mobility Orientation and the French Mobility Orientation
Law. With this scheme, local authorities can subsidize carpooling
trips, which incentivizes drivers to share their vehicle, and in turn,
Law provides them with real tools
accelerates the development of a local carpooling network. to do so. We are ready to accelerate
So far, BlaBlaCar Daily has set up partnerships with regions like
the deployment of BlaBlaCar Daily in
Île-de-France, Pays-de-la-Loire and Genevois français so that all cities, regions or companies that
very attractive prices are offered to passengers while ensuring
compensation of €2 to €5 per trip to drivers.
request it.
Adrien Tahon
Vice President Business Development
______________________________________
16
Press kit (French), launch of the National Carpooling Plan by the French government.
17
“La Cour Des Comptes Relance Le Grand Débat Sur Les Petites Lignes Ferroviaires.” Les Echos, 23 Oct. 2019.
18
Number of passengers transported between October 2022 and November 2022.

22
Chapter 3
3.2. IMPROVING THE ENVIRONMENTAL

PERFORMANCE OF OUR SERVICE
3.2.1. OUR #ZEROEMPTYSEATS VISION

The BlaBlaCar team carries a simple and unifying vision:
BlaBlaCar has worked with strategic consulting firm Le BIPE since
#ZeroEmptySeats. At the heart of it is resource-optimization and
2019 in order to develop a methodology for measuring avoided
the fight against solo driving. This vision is not in opposition with
emissions, detailed in the Zero Empty Seats study. The approach
cars themselves, but with how they are used: it attempts to give the
was then updated in 2022 with the support of Carbone 4 with
shared car its place in a sustainable mobility network, as a universal
the development of a model for calculating our entire carbon
connector between different modes of shared transport.
footprint. The methodology can be found in section 7.2.
#ZeroEmptySeats is at the heart of BlaBlaCar’s matching-
technology, aimed at optimizing vehicles on the road, whether
between individuals or between bus operators and travelers.
Among BlaBlaCar’s car optimization efforts, its Boost technology
By carpooling, travelers contribute to reducing greenhouse gasses allows drivers to find additional passengers for sub-trips along their
and the degradation of air quality. They have more control over route and not only between the points of departure and of arrival.
their purchasing power and can move more freely. For a territory, This allows for more advanced matching between members
carpooling contributes to reducing congestion and atmospheric of the community, and for the transportation of more people in
pollution, and can free up more public space.19 Moreover, a bus fewer cars.
makes it possible to avoid trips that some passengers would have
made by car, and when full, can transport more people with a lower
individual footprint.
In 2022, BlaBlaCar contributed to avoiding 1.55

million tonnes of CO2 by optimizing cars and buses.20
In a world without BlaBlaCar, the total emissions of that mobility

would have amounted to 7.9 million tonnes of CO2. Thanks to
BlaBlaCar’s optimization and matching technology, this figure is
reduced to 6.3 million tonnes of CO2 in 2022.
1.55 million tonnes of

CO2 avoided in 2022 BlaBlaCar recognizes its role in reducing road pollution, solo
driving and congestion, and continues year after year to innovate
and develop even smarter matching algorithms to better fill
vehicles on the road, better connect places, and improve the
environmental performance of its mobility solutions.
3.2.2. THE BUS, A COLLECTIVE

AND SUSTAINABLE MODE OF TRANSPORT
The integration of buses in 2019 has made it possible to reinforce
network effects: travelers looking to book a bus are also exposed
to carpooling options and can consider a more granular mode of
transportation. Similarly, carpoolers can also find a bus trip that
better suits their needs.
Carpooling represents 87% of emissions avoided in 2022, with an
average occupancy rate of 3.7 people for long-distance travel. When a bus reaches an occupancy rate of 60%, a bus passenger
Carpooling thus provides a reliable and sustainable alternative to emits on average 25 grams of CO2 per km, which is comparable
solo driving. to the average consumption per kilometer per passenger for a
generic regional train in France, and is 3 times less than a solo
driver in their car.21 This form of shared mobility, which generally
does not require additional infrastructure, is highly complementary
with carpooling and enhances BlaBlaCar’s low-carbon network.
______________________________________
19
“Le Covoiturage En France, Ses Avantages et La Réglementation En Vigueur.” French Minister of Ecological Transition.
20
Carbon footprint methodology: see section 7.2.
21
SNCF TER Grand Est Comparator (French). 8.9g CO2/km/passenger for electric regional trains (TER) and 78.9g CO2/km/passenger for diesel regional trains (TER).
23
Chapter 3
Increasing the flexibility of the BlaBlaCar Bus Exploring alternative energy sources to power
network to increase occupancy BlaBlaCar Buses
In 2022, we continued to optimize the bus network by In 2022, we started exploring the decarbonization of the BlaBlaCar
adapting the size of the fleet and lines served according to Bus fleet, another important way to improve the environmental
demand and seasonality. performance of our mobility solutions.
The objective is to maximize occupancy rates at all times, by Several technologies exist as alternatives to fuel for short-distance
lowering capacity in the low season, and expanding in the high buses, such as electric or natural gas. For the time being, however,
season in order to better meet customer needs. This variability is these technologies are not yet compatible with the operational
also done on a more granular level between days of the week, requirements of long-distance buses (due to low autonomy).
when demand is higher on a Friday or lower on a Tuesday for
example. From the research conducted by the teams, it was concluded that
biodiesel was the only deployable alternative today to start the
The optimization of the network is made possible thanks to the decarbonation process of the BlaBlaCar Bus fleet. Biofuel is all the
implementation of a dedicated IT tool developed internally, as well more interesting as it comes from rapeseed waste, thus recovering
as the collaboration of our bus partners. organic matter that is already available and not diverting cultivable
land to produce it.
In 2022, we extended this optimization process to our entire
network, which made it possible to reduce overcapacity by 10% To that end, we have signed an agreement with 2 bus partners to
in low season (vs 2019), and increase the occupancy rate of convert 12 vehicles, as in 3% of the fleet to biodiesel during 2023.
BlaBlaCar buses by 20% compared to the previous year.
Once on the road, this fleet will represent the largest biofuel bus
network in France. Its energy efficiency should match the emissions
of the French rail network, around 12 to 16 grams of CO2 per km
per passenger, a 60% decrease from current performance figures.
In 2022, the occupancy rate on BlaBlaCar Bus
increased by 20% compared to the previous year. Beyond biofuel, we will continue to monitor technological advances
for other energy sources that might become more readily available
in the future. Many promising initiatives are already underway to
decarbonize the sector, such as electrification or hydrogen-based
technologies.

24
Chapter 3
The garden and the green roof were designed with the support of an
3.3. SUSTAINABILITY AT THE HEART OF ecologist, to promote the development of biodiversity and enhance
OUR INTERNAL OPERATIONS air quality. They also help reinforce the insulation and thermal
inertia of the building’s top floors. The choice was made not to build
a car park and to rather encourage soft or shared mobility, as the
building is in close proximity to public transport and includes an
3.3.1. BLABLACAR HEADQUARTERS, A MODEL 80-bicycle garage. With the aim of encouraging sports and physical
OF SUSTAINABLE ARCHITECTURE activity among its employees, BlaBlaCar also included a gym and
yoga room with a dedicated fitness program
The various systems in the HQ were imagined from the start, at

the request of BlaBlaCar, to be efficient and respectful of the
environment: calibration of lighting by zones according to natural
light, rainwater catchment, no use of detergents thanks to an
osmosis water station…
For the Facilities team, CSR is a key selection criterion for various
suppliers, 90% of them having a certification or an environmental
or social mission (cleaning service certified Ecovadis, meeting room
technology certified Solar Impulse Foundation, most food and
drinks certified organic, local, fair trade…). To continue promoting
responsible, fair and sustainable food, BlaBlaCar introduced Smart
Refrigerators that serve local food, precisely calculate consumption
in order to calibrate the number of meals they offer, and have
dedicated containers for recycling and reuse.
In March 2022, BlaBlaCar moved into its new Paris headquarters.22

Built by the developer 6e Sens Immobilier and designed by Studio
Vincent Eschalier, the building offers a contemporary vision of
office architecture, respecting high environmental standards,
the needs of its users and its local neighborhood life. It is made
to be a social hub, in which BlaBlaCar teams work together and
strengthen social bonds, fundamental to their cohesion and
performance. As part of BlaBlaCar’s environmental commitment,
the building aspires to be a model office building with
responsible operations.
The construction, in which 75% of waste was recycled, complied

with the most demanding energy and environmental criteria
and obtained the environmental performance labels BREEAM
International “Very Good” and Wiresdscore Silver. The materials
were chosen for their durability: wood, metal, stone, and very
little plastic. The technique used for laying certain materials or
equipment, such as carpeting, anticipated their future reuse for With the aim of contributing to the transition to a circular economy,
a second life. BlaBlaCar headquarters has a low-plastic policy and recycling
program that sorts 95% of its waste (recyclables and compost).
Instead of going through city services, BlaBlaCar choses to work
directly with a specialized firm called Le Petit Plus (in the Paprec
group), as they have extensive recycling capabilities and employ
people with disabilities. For cigarette butts, BlaBlaCar specifically
works with Cyclops to collect them in electric vehicles and transform
them into combustible powder to power ovens.
©Davide Leggio
______________________________________
22
The move was carried out almost exclusively by bicycle and recycled cardboard with Carton Plein, a company that employs people in professional reintegration.

25
Chapter 3
3.3.2. INTRODUCING GREEN IT SOLUTIONS Digital Sobriety Challenge 2022
Towards a more energy-efficient platform Last March, a group of employees covering different R&D teams
within BlaBlaCar joined the Digital Sobriety Challenge 2022
In 2022, the BlaBlaCar Engineering team closed its last data center alongside other French companies. The objective of this 4-month
and finalized the migration of the infrastructure to Google Cloud challenge was to raise awareness on sustainable IT and product
Platform, a hosting service powered entirely by renewable energy. design and to improve their digital and cloud management
This migration was an opportunity to take a step back, evaluate practices. A jury made up of experts and influencers from the Green
our technological needs, and determine the best way to meet those IT space in France evaluated the projects and handed the Bronze
needs in a more cost- and carbon-efficient manner. Award to the BlaBlaCar team.
BlaBlaCar’s activity is periodic: our members travel more during The BlaBlaCar team’s project consisted of analyzing a user journey
weekends or holiday periods than on Tuesday mornings, for and identifying the carbon impact at each stage according to the
example. The challenge for BlaBlaCar’s IT Infrastructure team during amount of data exchanged. The team identified that when a user
this migration was to design a platform that took into account searches for a ride, that user performs an average of 8 searches
and adapted to these variations in member activity. In a logic of (each displaying several pages of results) and repeats the same
resource-optimization, the aim was to effectively manage drops search approximately 3 times (back and forth between different
and peaks in traffic and save time and energy while preserving search results). The team identified solutions that consisted of, for
the user experience. example, optimizing the size of the data exchanged, or finding ways
not to send any data at all.
The IT infrastructure team therefore launched the Right Sizing
project with developers to determine the right amount of power Although these solutions could not be developed within
needed for their applications, and to ensure that the sizing the framework of the project, the Challenge paved the
requested (central processing unit, CPU) was consistent with their way for the creation of a cross-functional working group
usage. that regularly exchanges on how to make BlaBlaCar’s tech more
energy efficient.
This optimization effort, which lasted several months, improved
the efficiency of the dimensioning of the CPU from 25 to 53%
and enabled the team, thanks to dedicated monitoring tables,
to find the right setup to ensure the better use of our technology
infrastructure.

26
Chapter 4
Mobility
Our
societal
impact

27
Chapter 4
Super Driver, a new tool

4.1. A NETWORK BUILT ON TRUST AND to generate trust in drivers
MUTUAL SUPPORT
4.1.1. TRUST: THE CORNERSTONE OF

CARPOOLING
Shared mobility at scale provides an opportunity to build a
more trusting, collaborative and inclusive society. For 15 years,
BlaBlaCar has developed the tools and frameworks that allow To reward the most experienced and reliable drivers on our
its 26 million unique active members to trust each other, make app, BlaBlaCar launched in 2022 the Super Driver status
informed decisions about who they wish to travel with, and share a in France.
ride with peace of mind.
To obtain it, members must meet a series of criteria including
In 2013, BlaBlaCar formalized the D.R.E.A.M. framework as a way having checked their identity document, publishing trips
to generate trust in the sharing economy (see below). This model, regularly, having a very low cancellation rate and excellent
and the digital tools built around it, result in a unique level of trust. reviews.
Worldwide, 48% of drivers choose auto-accept, automatically
approving any trip reservation from a passenger instead of doing In the app, trips published by a Super Driver are highlighted
it manually. in the search results. Drivers who obtain this status therefore
gain visibility on BlaBlaCar, allowing them to better fill their
car and share more of their travel costs.
THE D.R.E.A.M. FRAMEWORK By the end of 2022, 114,000 drivers had obtained the Super
Driver status in France, increasing their chances of receiving
To generate trust, member profiles must be:
passenger reservations by 6 percentage points compared to
a driver without this status.
Declared
Members declare their name, age, ride preferences, and a The Super Driver status helps strengthen trust between
short bio as the basis of a reliable online profile. members, promote drivers who actively participate in the
trust system and encourage others to improve their profiles
and their reliability.
Rated
BlaBlaCar requests peer-to-peer ratings after each ride for
members to build an online reputation. A specific score on
driving skills is also requested from passengers.
Engaged
4.1.2. BE THE MEMBER: LISTENING TO OUR
Members commit financially to a transaction before the trip
MEMBERS TO BETTER MEET THEIR NEEDS
to ensure they honor their commitment.
BlaBlaCar features arise from constant interactions with members.
For our teams, it is an ongoing process that consists of getting
Active to know the BlaBlaCar service and spending time within the
Information about a member's prior experience is provided community. This is the rationale behind our internal principle, Be
so members can make informed decisions. The Member. Among others, employees can choose from several
activities to interact with the community:
Moderated
BlaBlaCar offers the verification of identity documents via Unlimited free buses and carpooling on BlaBlaCar, even for
a third party, and moderates profile photos and messages personal journeys, in order to test the product, survey members and
exchanged between members using key words. share feedback with the team.
Be The Member Days: employees choose between several

activities to interact with the community, such as a day trip to
another city by bus or carpool, half a day to help the Customer
Relations team manage tickets, making calls to our members
with the User Research team, or guiding passengers at a bus
station. This day is part of our Onboarding Week and organized
at least once a year for all teams (up to once a month for the
Product team).

28
Chapter 4
BlaBlaHelp: unique 4.1.3. A CARING AND EFFICIENT COMMUNITY

peer-to-peer support RELATIONS DEPARTMENT
The Community Relations team assists members 7 days a week. It
includes over 100 employees speaking a total of 20 languages
and located in 3 countries (France, Poland, Brazil). In 2022, the
team handled more than 6 million tasks, including responses to
members on social networks, contact forms, phone calls, etc.
Everything is done to provide dedicated human support in cases that

require it. The team benefits from powerful artificial intelligence
tools that respond to 90% of the most repetitive tasks. It is also
supported by outsourcing partners in Ukraine, Poland, Morocco,
Malta and Brazil in order to absorb the strong seasonal increase
in activity.
Another way to gather feedback from our members? With these tools, the Community Relations team is thus able
Give our most loyal member ambassadors, the to focus on cases requiring more support, as well as on the
BlaBlaHelpers, the opportunity to test our features continuous improvement of the service.
before they are deployed.
This community, created in 2014, brings together 4.1.4. BUILDING SOCIAL CONNECTIONS
our most committed carpoolers who are in direct
contact with the BlaBlaCar teams. Once a framework of trust has been established, carpooling can
give rise to positive and enriching social relations between people
Their engagement is so strong that they voluntarily from all walks of life.
answer live questions from members who carpool or
travel by bus via a dedicated chat on our website.23 Carpooling is a balanced relationship between equal
peers who, regardless of their background, age or status,
share a journey and its costs equitably. In a 2018 study,
Since 2014, more than...
50% of members said carpooling exposed them to more diversity
than their everyday lives.24
2,800 BlaBlaHelpers
In France, Spain and the United Kingdom
1.5 million conversations In 2022, the BlaBlaCar community generated

between a BlaBlaHelper and a first-time user 90 million human connections.25
240 conversations on average

per Helper in November 2022 The intergenerational, social, cultural and geographical diversity
that is encountered on BlaBlaCar brings a new dimension to
Over 100,000 conversations mobility. More than a transitory place, it is a space for enriching
for some of our top Helpers! exchanges that break down social barriers, and even create
relationships that can last beyond a trip.
Stories from the community
Théophile (28 yo), France Patricia (39 yo), Spain Monika (50 yo), Poland Cesar (35 yo), Brazil Cédric (18 yo), France
“I carpooled with “My best BlaBlaCar memory “My husband and I will “On one trip, I made a bet “In July, while boarding a
3 awesome passengers, is when we opened account always remember the trip we with my passengers that bus at Bercy station, we
one of whom was a highly on a dating app for another made with a wonderful driver, whoever guessed the name learned that one of the
talented jazzman who 60-year-old passenger who Oleg, who was singing all of the toll employee would passengers was celebrating
immediately invited me thought she would never find the way. He has an excellent not pay for the trip! We all his birthday and the whole
to his concert. I took my love again. We spent the trip ear and voice. He offered said a name, and one of the bus started singing "Happy
parents there that evening, laughing all together to choose the songs. Time passengers got it right!” Birthday" to him, led by the
on Christmas Eve. as she was browsing through passed quickly on the way.” driver on the mic.”
A wonderful memory!” profiles and making her
first matches.”
______________________________________
23
More info on BlaBlaHelp (French)
24
The sum of human connections created during carpooling trips: between the driver and his passengers, as well as between passengers on the same trip.
25

29
Chapter 4
4.1.5. THE WAR IN UKRAINE AND SOLIDARITY exclusion with the development of Low Emission Zones in cities.
Unlike other modes of transport, which require strong passenger
WITHIN THE BLABLACAR COMMUNITY flows to justify the deployment of infrastructure and transport
services, carpooling can be deployed everywhere and offer
If traveling on BlaBlaCar builds social connections at a societal
a lasting solution to people who rely on their car, especially in
level, it is also a large-scale digital tool for mutual aid.
sparsely populated areas.
After two years of global pandemic and an Omicron variant that
continued to hinder the recovery of the transport sector, the world
was abruptly shaken in February 2022 with the start of the war in The BlaBlaCar community generated over
Ukraine. This war affected millions of people, including our team
of 86 employees based in Kyiv, and our community of nearly
2 million meeting points in 2022.
2 million active members in the country.
In the early hours of the war, we focused on providing financial

and logistical support to our employees, including those wishing
to move to Western Ukraine or Poland. We then ensured that our
service helped refugees in Ukraine get to safer places. In less than a
week, we took several steps:
• We allowed drivers to offer free trips in Ukraine as well as Poland,

Romania and Hungary, and we've encouraged volunteers driving
refugees to add 'Volunteer' to their profile.
• We built and displayed a search engine on the homepage for

passengers looking to leave their city, allowing them to see all
trips from their home, regardless of the city of arrival.
• We removed the cap on the number of seats available per car to

allow people who had a minibus to offer their places.
Meeting points for BlaBlaCar journeys around the world in one day.
The following week, the team organized an internal hackathon to
leverage the expertise of all employees globally who wanted to help,
BlaBlaCar’s dense carpooling network allows for an infinite
which resulted in 5 projects being deployed to continue to increase our
multiplication of meeting points.
impact on the ground.
Our Boost matching technology allows us to take the granularity
The community has once again shown its unique ability to adapt
of carpooling to the next level and reach even the most remote
to the most unforeseen situations and to enable mutual aid on a
locations, by enabling drivers to find additional passengers on sub-
large scale.
trips along their journey and no longer just between the point of
departure and the point of arrival.
In 2022 in France, 86% of carpool seats were offered outside the

Over 4.5 million passengers in Ukraine were 500 busiest routes in the country, and 25% of total trips were
able to travel to safer places by bus and made possible thanks to Boost recommendations.
carpooling since the beginning of the war.
It should be noted that due to the war, BlaBlaCar has decided to

cease investments in Russia, to cancel development projects related
to this region and to isolate its local activity from the rest of the
company.
4.2. ACCESS TO SUSTAINABLE MOBILITY

Multimodality and intermodality are the keys to access to sustainable
mobility. BlaBlaCar continues each year to pursue its innovation
4.2.1. A MOBILITY SOLUTION WITH EXTENSIVE efforts to make even smarter connections between people, places
and modes of transport, allowing travelers to find a journey to and
COVERAGE
from virtually anywhere.
The BlaBlaCar network – granular, asset-light and infinitely
If carpooling connects smaller cities, buses on the other hand
scalable – is a targeted solution for providing people and places
make it possible to connect major cities at low cost in a denser
with access to mobility. It covers many regions and rural areas,
network than that of the train, as they are not constrained by rail
making it easier for people who live in areas with little access to
infrastructure. This makes it easier for travelers to make connections
public transport to get around.
that cannot be made by train, such as transnational trips in France
without going through Paris (Bordeaux - Lyon, Bordeaux - Grenoble,
Access to public or rail transportation is generally concentrated in
Brest - Lyon, etc).
large cities. This draws a territorial divide excluding a large part of
populations in rural and peri-urban areas, susceptible to further

30
Chapter 4
4.2.2. SPAIN, AN EXAMPLE OF TERRITORIAL BlaBlaCar is ideally positioned to play a key role in the digital
transformation of the bus sector in these regions, and is
COHESION currently driving the digital transition in Ukraine and Brazil. Since
the acquisition of Busfor and Octobus, BlaBlaCar has made a
In Spain, BlaBlaCar closed the year with an 83% increase in activity
technological leap to digitize the operations of bus operators
compared to 2021 thanks to the connection of small towns and
by providing them with online inventory management and
agglomerations.
distribution systems.
Improved connectivity of small towns for passenger users and rising
fuel prices for driver users have been two of the most important
factors in this growth. The platform connected 85% of over 8,100 Today, over 4,600 bus carriers benefit from
Spanish municipalities, 10% more than in 2021. Specifically, the the digitization of their offer via BlaBlaCar’s
regions that have seen the greatest increase in these connections turnkey solution.
are Castilla y León (15%), La Rioja (14%), Navarra (13%) and Aragon
(12%).
For passengers, who until now were used to booking in-person
Thanks to our Boost technology, 16% of journeys have their at a ticket counter, the centralization of bus tickets on the same
origin or destination at an intermediate stop on the routes platform allows more choice and flexibility, as well as better price
initially published. This technology makes it possible to connect comparison and a combination of different offers. For carriers, this
municipalities for which it is not necessary to deviate from the brings a diversification of customers and sources of income, as
main route, which makes it possible to pick up passengers at the well as benefits in terms of visibility from marketing campaigns
recommended points. directly carried out by BlaBlaCar.
In 2022, BlaBlaCar connected 646 Spanish cities with less than 100
inhabitants, an 160% increase compared to 2021. 4.2.4. INVESTMENT FROM THE INTERNATIONAL
FINANCE CORPORATION TO DEVELOP SHARED
MOBILITY IN BRAZIL
In 2022, BlaBlaCar connected 85% of over In June 2022, the International Finance Corporation (IFC), member
8,100 Spanish municipalities. of the World Bank Group, invested in BlaBlaCar in order to
support its growth in Brazil and develop access to affordable,
practical and sustainable transport in the region. The $15 million
Some of the least populated cities connected by BlaBlaCar last year investment supports the expansion of the platform in Brazil, where
include Valtablado del Río and Pinilla de Molina, in Guadalajara, BlaBlaCar has already registered 9 million bookings in 2022.
with 8 and 10 inhabitants respectively.26
Leading private sector development institution in emerging countries,
IFC has experience investing in innovative mobility companies
4.2.3. THE DIGITIZATION OF INTERNATIONAL and helping accelerate the growth of their businesses through its
MOBILITY capital, strategic advice and local knowledge and networks. As the
company's only investor exclusively focused on emerging countries,
Within our multimodality strategy, we have the ambition to go IFC aims to help BlaBlaCar expand its network in Brazil, India,
beyond Europe, especially in promising regions for carpooling and Mexico, Turkey and Ukraine.
long-distance buses, where the digitization of transportation is
only just beginning (Brazil, Turkey, Mexico, etc.). In these countries, Passenger demand for long-distance road transport is high in an
the long-distance bus sector is massive and fragmented, the area as vast as Brazil, but the infrastructure is often lacking. With the
transition to online sales in its infancy, and carpooling has the help of the private sector, the country can modernize its transport
potential to bring great traction. infrastructure and address challenges such as price opacity and
security. Currently, online ticket sales represent less than 15% of
bus ticket sales compared to physical tickets.
We will be able to draw on IFC's extensive experience in

developing countries to continue to grow our long-distance
travel offering in Brazil and other emerging markets
where we operate. We have the opportunity to improve
access to convenient, safe and affordable mobility in these
markets, by further developing our carpooling offer and
accelerating the digitization of buses.
Nicolas Brusson
______________________________________
“BlaBlaCar Cierra El Año Con Un Incremento de Actividad Del 83% Frente a 2021 Gracias a La Conexión de Pequeñas Localidades.” BlaBlaCar Blog.
26

31
Chapter 4
4.3. PRESERVING PURCHASING POWER
With long-distance buses and carpooling, BlaBlaCar offers two low-

cost transport offers compared to trains, planes and solo driving. In
2018, 86% of BlaBlaCar members claimed they now have access to
a more affordable mobility solution thanks to carpooling.27
4.3.1. CARPOOLING TO SAVE ON TRAVEL COSTS

Carpooling enables travelers to significantly save on travel costs
(tolls, gas, insurance, maintenance, etc.). A driver who carpools
regularly can, for example, save more than 1000€ in a year.28
In 2022, nearly 500,000 drivers in France
BlaBlaCar caps the price offered by drivers to ensure that they published a carpool ride for the first time.
share their costs with their passengers and do not make a profit, in
accordance with the legal definition of carpooling.29
The energy crisis and inflation are deepening inequalities in society
and above all affecting low-income and rural households: those
The BlaBlaCar community generated 450 who depend the most on their car for their travel. For workers who
million euros in savings in 2022.30 live outside urban areas and who have no other choice than the car
for their daily trips, carpooling is an accessible and cost-effective
solution that allows one to make significant savings.
Beyond an environmental and social solution, carpooling is a cost-
effective solution that makes it possible to preserve purchasing As part of our Price Right strategy, BlaBlaCar launched new
power, especially in times of high inflation. In 2022, inflation rates hit features in 2022 to help drivers maximize their savings. A savings
40-year highs in some countries.31 In France, where the price of gas calculator was introduced in France, as well as a price comparator
exceeded €2 per liter at times in 2022, many drivers have turned to that displays the prices of similar journeys when a driver publishes
carpooling to save on costs. a journey. Thus, drivers have the assurance of setting the fairest
amount to find passengers while saving on their travel costs.
08:00
14:30
08:00
14:30
______________________________________
27
28
On BlaBlaCar Daily, a driver who carpools 4 days a week for 48 weeks a year on a 30 km journey (average distance on the app) saves €1128.
29
Article L3132-1 Transportation Code (French Mobility Orientation Law).
30
Total amount of transactions recorded between drivers and passengers in 2022.
31
Hurst, Luke. “Record Inflation in Europe: How Does Each Country Compare?” Euronews, 30 Sept. 2022.

32
Chapter 5
Intro page
chapitre 1
Our commitment
to our talent

33
Chapter 5
the rest of the company. This allows employees to understand

5.1. AN ENTREPRENEURIAL AND topics beyond their own scopes and stay up to date with what is
happening across the company.
ENGAGED CULTURE
The FLS process (Fail, Learn, Succeed): when a project has not
gone as planned, FLS is a way of structuring these “failures” in a
constructive and actionable way. The Product team, for example,
5.1.1. TALENT DEVELOPMENT keeps an FLS repertoire so as not to reproduce the same mistakes.32
This sharing of positive and/or challenging experiences develops
BlaBlaCar is committed to providing a dynamic and empowering
collective knowledge and new ideas, to the benefit of everyone.
experience for its talent, where each can make an impact and
grow within a diverse and inclusive environment.
In 2022, the People team launched the implementation of Workday,
a talent management tool with the objective of consolidating all
At the core of this experience is BlaBlaCar's culture. Articulated around
HR practices on a single platform. With this tool, we can better
6 internal principles (BlaBlaPrincipes, section 1.4.5.), the company
monitor the career path of our talent and meet their needs in
culture fosters accountability, transparency and trust,key ingredients
terms of training, skills, mentoring, and other aspects of the
for a high performing and entrepreneurial work environment.
employee experience.
5.1.2. EQUITY FOR ALL & THE BLABLACAR

ALUMNI-FOUNDER NETWORK
BlaBlaCar introduced in 2021 an equity program to distribute free
shares to 100% of employees on permanent contracts.33 This
shareholder culture is an inclusive way to promote an entrepreneurial
mindset and share the value created with all the team members
contributing to the success of the company.
This entrepreneurial culture built over time has resulted in the

creation of a network of alumni founders who have gone on to
create their own startups: the BlaBlaMafia. Considered one of the
first “mafias” in France, it counts 36 startups for a total amount
raised of over 115 million euros, compared to 30 startups for 29
million euros raised in 2020.
The BlaBlaMafia in numbers

35+ entrepreneurs
When it comes to talent development, BlaBlaCar’s Learning strategy

is about ensuring that BlaBlaCar talent stays at the forefront of
professional expertise and operational excellence. The People
team (Human Resources) is in direct contact with employees and
their managers to identify the training opportunities that help
employees achieve their business and personal objectives.
Training opportunities range from professional coaching, mentoring, €

€
languages, technical or soft skills, all managed by a dedicated
Learning Management System. A 12-month training program is
also offered for all new managers, covering topics such as career
development, performance management, team cohesion, alignment Over 115 million
with company strategy, leadership and well-being at work. In 2022, euros raised
55 managers followed this management program.
In 2022, over 400 employees were able to

benefit from at least one training course of
their choice. 37% women 26% with an
founders impact-driven mission
As a learning organization, our aim is to make our talent adaptable

to new ideas and changes through a shared vision, and put in
place rituals to promote regular exchanges between between and Almost a third of the startups in the BlaBlaMafia have an impact-
among teams, such as: driven mission, and more than a third are founded by women.
Mobility, fintech, zero waste, health… 20 different sectors are
The Friday Tech Demo or the Wednesday BlaBlaTalk, where each represented. Here are three of the founders from different sectors,
week a team shares its mission, projects, results and learnings with each with a social and/or environmental mission.
______________________________________
32
Beytout, Nicolas. “How We Leverage Failure at BlaBlaCar.” BlaBlaCar, 19 Nov. 2021.
33
Brusson, Nicolas. “One Team. All Shareholders.” BlaBlaCar, 15 June 2021.

34
Chapter 5
BlaBlaMafia startups with an impact-driven mission
Colette Club Kanop Les Alchimistes

Justine Renaudet Romain Fau Cyrielle Callot
Worked at BlaBlaCar from 2011 to 2017 Worked at BlaBlaCar from 2012 to 2017 Worked at BlaBlaCar from 2012 to 2018
Founded in 2020, Colette pairs young Founded in 2021, Kanop makes Founded in 2016, Les Alchimistes
people looking for housing with seniors it possible to measure the collects and composts food waste from
who have an extra room to rent. environmental benefits provided by professionals and city residents locally,
As BlaBlaCar does with cars, Colette restoration and conservation projects and sells the produced compost to
optimizes unoccupied and underused of natural ecosystems around the world, farmers and market gardeners.
rooms in the city, while building thanks to artificial intelligence and
intergenerational ties. satellite images. +10,000 tonnes of food waste collected
per year
1,200 pairings +500,000 hectars analyzed 60% collectors & composters previously
+80% hosts feel less lonely 1 million euros raised in 2022 marginalized from the workforce
+2.5 million euros in rent for hosts 200,000 people now sort their waste
4 million euros raised as of 2022 10 million euros raised in 2023
5.2. WELL-BEING AND FLEXIBILITY
5.2.1. EMPLOYEE SATISFACTION: A KEY Employees who respond with a score of 9 or 10 are considered
PERFORMANCE INDICATOR "promoters" of the company, those who respond with a score of
7 or 8 are considered "neutral,” and those who respond with a
Employee satisfaction is one of the five main Key Performance rating of 6 or less are considered "detractors." To calculate the NPS,
Indicators (KPI) that define the success of BlaBlaCar. These the percentage of detractors is subtracted from the percentage
indicators are monitored throughout the year and presented by of promoters: the result can vary from -100 (if all respondents are
the CEO to the entire team at least 3 times a year. Management detractors) to 100 (if all respondents are promoters).
bonuses are also indexed to the achievement of objectives for
these 5 indicators.
BlaBlaCar's employee NPS was 43 in 2022,
The logic is simple: happy employees give the best of themselves,
which creates satisfied BlaBlaCar members, which generates 5 points more than 2021, and 13 points above
usage and therefore passengers, which in turn supports financial the average for a European tech company.34
performance (gross margin and EBITDA).
Talent satisfaction is measured by the Net Promoter Score (NPS),

a customer satisfaction measurement tool also used to measure In addition to the eNPS, surveys are scheduled throughout the year
satisfaction with an employer. This method is based on a simple to take the pulse on a number of topics: management, diversity
question: "On a scale of 0 to 10, how likely are you to recommend and inclusion, and the engagement of employees (belonging to the
our company as an employer to a friend or colleague?" mission, feeling of recognition, access to development, etc).
______________________________________
Average provided by Peakon's True Benchmark tool, which has standardized data
34
across all industries.

35
Chapter 5
BlaBlaCar’s 5 performance indicators
3. Level of activity
PAX
2. Member satifaction
4. Gross margin
NPS
SUCCESS
1. Employee happiness
5. EBITDA
NPS
5.2.2. BLABLANOMAD: A REMOTE POLICY Key figures on BlaBlaNomad

WITH UNPRECEDENTED FLEXIBILITY
Since 2019, BlaBlaCar has been experimenting with remote work
with the R&D and Community Relations teams. Following the health
crisis, during which all teams had to work remotely for several
months, remote work was generalized in 2022 and offered as part
of an “à la carte” policy open to all employees.
30%
of employees
worldwide have the
Called BlaBlaNomad, this policy is based flexibility, trust and Full Remote status
accountability. It strives to take into account the individual needs
of all employees, while maintaining collective performance and
the feeling of belonging to a cohesive team.
Between 2021 and 2022, the rate
Everyone has the freedom to choose the way of working and the of Full Remote engineers went from
place of residence that suits them best, with approval from HR
and their manager. Employees can either have the “hybrid” status 28% to 39%
and come to the office one or more days a week, or the Full Remote
status and live anywhere in their country of employment with a
monthly visit to the office.
All employees benefit from a

dedicated budget to install a
workstation corresponding to their
needs at home (ergonomic chair, lamp,
desk, etc.). For Full remote employees,
a budget is devoted to transport
and accommodation to come to the
office once a month, and access to a
coworking space near their home.
Over 140 employees in France have moved across 96 municipalities 50% of recruited engineers
covering all regions of France. In order to maintain closeness joined BlaBlaCar as remote employees in 2022
between colleagues even far from Paris, some have come together
to work in coworking spaces in several large cities, thus creating
“BlaBlaCar hubs” in Nantes, Lyon or Bordeaux, etc.

36
Chapter 5
SURF. BLABLA. REPEAT.

"I joined BlaBlaCar as a "full remote" employee directly from
Nantes. Working remotely allows me to organize my time more
efficiently and continue to do what I love most: surfing!
So when the conditions are right, I get up early and head for the
Vendée. On the agenda: sunrise and surfing from 7am to 9am
at the magnificent spot of La Sauzaie.
For the rest of my day, I head to Saint-Gilles Croix de Vie, where

I join my coworking space: a great place to meet people, where
I also discovered some great BlaBlaCar users! A great way to
balance your work and your passion.”
Antoine Sauray
Software Engineer
Distribution of BlaBlaCar
employees per region in France 5.2.3. PARENTAL LEAVE
At the beginning of 2020, BlaBlaCar was one of 200 companies
Regional Hub that signed the #ParentalAct to extend second parent leave to
6 one month in France (introduced into law 18 months later). At the
time, we chose to extend this commitment to all countries where
2 BlaBlaCar has offices, where local regulations are more restrictive.
346 6
8 With an average company age of 32, many BlaBlaCar employees
15 3 are or will soon be young parents, and have expressed the desire to
Nantes
4 balance their professional and family life and to lead an involved
family life.
Lyon
In June 2022, BlaBlaCar extended maternity leave and second
21 28 parent leave across all offices by an additional 4 weeks. By
offering both parents longer paid leave, regardless of their gender,
BlaBlaCar aims to keep promoting equality, work-life balance and
8 16 equal opportunity.
RETHINKING TEAM BUILDING

AT BLABLACAR
Covid-19 was an opportunity to rethink our benefits and
align them with our CSR commitment. Prior to the crisis,
BlaBlaCar's culture was known for its annual BlaBlaBreak
or BlaBlaSwap retreats, a perk allowing employees to work
from another international office for a week. To reduce our
carbon footprint, we made the decision to stop non-essential
travel and to favor local or regional gatherings instead.

37
Chapter 5
5.2.4. MOKA.CARE AND MENTAL HEALTH BlaBlaCar Rainbow ERG

In 2022, BlaBlaCar launched a partnership with moka.care to
BlaBlaCar Rainbow is the company's
offer psychological support to all employees who need it. Moka.
first Employee Resource Group.
care collaborates with psychologists, coaches and therapists to
offer varied support adapted to the needs of our employees, in
Founded in 2022 by employees
complete confidentiality.
across the organization, its mission
is to help foster a safe, inclusive,
The French platform, available in all the countries in which BlaBlaCar
and equitable environment for the
has offices, allows employees to follow sessions with practitioners
LGBTQ+ community at BlaBlaCar,
online or virtually, but also to discover specialized content around
with Secretary General Frédéric
mental health and well-being. Since the launch, almost a quarter of
Altenbourger as executive sponsor.
employees have been supported via the platform, either through
a call with a specialist or by searching for content.
PILLAR 2: INCLUSIVE RECRUITMENT

5.3. DIVERSITY, INCLUSION AND As the entry-point for talent in an organization, we reviewed
our recruitment process in order to make it more inclusive,
EMPLOYEE ENGAGEMENT standardized, and conducive to diversity within the teams.
• We trained our recruiters and hiring managers on

unconscious bias and set up standardized interviews with
With over 50 nationalities and nearly 60 different professions,
scorecards so that all our candidates are evaluated in the
the BlaBlaCar team brings together a diversity of profiles and
same way.
backgrounds.
• We reviewed all candidate-facing communication (emails,
In 2021, a strategy to improve diversity and inclusion was introduced social media, career page, job descriptions, etc.) in order to
with training and awareness-building initiatives, recruitment guarantee inclusive language and signal our commitment to
practices aimed at reducing bias, and employee-led groups to DEI.
make the BlaBlaCar culture and product as inclusive as possible.
• We diversified our recruitment channels and identified
dedicated partners to put us in touch with underrepresented
5.3.1. OUR DIVERSITY, EQUITY AND INCLUSION
candidates (Ada Tech School, Le Wagon, 50inTech, Noé).
STRATEGY
BlaBlaCar's Diversity, Equity and Inclusion (DEI) vision is to build
and maintain a diverse and inclusive workplace, where individual
differences lead to innovation, to better meet the needs of our
global community.
This vision is supported by the strategy described below. Its aim

is to create a work environment where everyone feels valued, is
treated with respect, and where all are responsible for creating a
culture of respect and open mindedness.
PILLAR 1: INCLUSIVE CULTURE

Any effort to increase diversity within an organization cannot last
without inclusion, making it a fundamental pillar of the strategy.
At BlaBlaCar, we are committed to fostering an environment that

encourages the expression of diversity in all its forms, in which
everyone feels valued and is accepted for who they are. We are
committed to developing an inclusive culture through:
PILLAR 3: ACCELERATING THE PROFESSIONAL DEVELOP-
Raising awareness: educating employees at all levels on the
MENT OF WOMEN
principles and challenges of DEI, or offering specialized training
for various stakeholders (HR staff, hiring managers, upper BlaBlaCar has implemented various initiatives to support the
management). Every new joiner also participates in a dedicated professional development of women within the company. Most
DEI training during their onboarding week. In 2022, we launched notably, mentoring was identified as a powerful tool to contribute
a #BreakTheBias campaign during the month of March around to the progression of women towards positions of higher
unconscious biases in the workplace. responsibility and to accelerate their advancement in certain
professions such as Engineering.
Employees leadership: employee participation in the strategy is
essential for its success. This is why we have created an Employee In 2022, BlaBlaCar created and launched RISE,
Resource Group program (ERG) allowing employees to form an an internal mentorship program dedicated to
employee-led group to support a common cause with a dedicated
budget and executive sponsor. The BlaBlaCar Rainbow for the accelerating the development of women across
inclusion of LGBTQ+ talent and BlaBlaCarWomen & Supporters the organization.
for gender equality are two of the ERGs that were created in 2022.

38
Chapter 5
SE
For this first edition of the RISE program, 13 mentors and 17 mentees
were selected – covering different teams, nationalities, seniority
levels – with an overall satisfaction rate of 4.85 out of 5.
In the Spring, BlaBlaCar was a founding signatory of the Parity

Pact alongside other French tech companies, an initiative carried
by La French Tech to promote gender equality in the startup
RI
ecosystem.35 Through this initiative, BlaBlaCar has committed
to 5 actions described below (see table).
A mentorship program for women leaders
# Parity Pact Commitment BlaBlaCar progress
Reach a minimum threshold of 20% of women on the company's Board Reflection in progress on the possibilities of changing the composition of our
1
of Directors by 2025 and then 40% by 2028.36 board of directors.
90% of the top 25 managers have completed an inclusive leadership training

Train 100% of managers on the topics of diversity, discrimination and
2 program in 2022, and 60% of hiring managers have been trained on un-
harassment by the end of 2022.
conscious bias.
Ensure that 100% of the job descriptions published by the company are All our job descriptions are assessed to ensure a neutral tone and inclusive
3
aimed at both female and male profiles. language thanks to an internal inclusive communication guide.
In 2022, we mainly offered media training to women in order to make our

Establish a balanced team of company spokespersons, internally and
4 group of spokespersons more equal: today, this group is made up of 12 women
externally by the end of 2022.
(44%) and 15 men (56%).
Although we could not set up a specific support program in 2022, we extended

parental leave by an additional 4 weeks, and strengthened the role of Human
Set up specific support for each employee upon return from parental
5 Resources Business Partner (HRBP) in our HR team. Each department has an
leave, by the end of 2022.
associated HRBP, who provides employees with more personalized HR support
with particular attention to employees returning from leave.
PILLAR 4: INCREASING THE REPRESENTATION OF WOMEN To measure the impact of the DEI strategy, BlaBlaCar sends out
IN ENGINEERING an annual DEI to all its employees, who rate 10 statements on a
As a tech company, BlaBlaCar must play its part in making the scale of 0 to 10 covering a range of subjects, from the feeling of
tech industry more diverse and inclusive. Since 2021 we have belonging, recognition, to the perception around BlaBlaCar’s
implemented a number of actions to promote gender parity in actions and commitment.
engineering within the company and at the industry-level:
In 2022, the overall survey score was 8.5/10 with a participation
• An objective for the recruitment team to ensure that 20% rate of 75%. The most highly rated statements: “At BlaBlaCar, people
of hires in the Engineering team are women, with dedicated of all origins are accepted as they are” (9 out of 10) and “opportunities
sourcing sessions as well as an employer branding & events are the same for everyone, regardless of their background” (8.9 out of
strategy for women in engineering; 10). The lowest score was related to the level of diversity at BlaBlaCar:
“I think BlaBlaCar is a diverse workplace” (8.2 out of 10).
• BlaBlaCar’s participation in the Tech Changer Club by
50inTech, a network of tech startups sharing best practices for This annual survey is an important reminder of the expectations
a more inclusive tech ecosystem; of our employees and the work that remains to be done to improve
DEI in the workplace. It also provides important insight in order to
• Our historic partnership with Ada Tech School, an inclusive adjust the strategy on an ongoing basis.
engineering school connecting us with apprentices to join our
engineering teams. Through this partnership, engineers actively
participate in the education of Ada students by offering
masterclasses and mock interviews several times a year.
Thanks to all these actions, the share of women in

Engineering at BlaBlaCar has increased from 13% in
2020 to 15% in 2021 and to 17.5% by the end of 2022. ______________________________________
Pacte Parité French Tech – La French Tech.

35
36
This commitment was formulated by the working group organized by French Tech, while
Law No. 2011-103 of January 27, 2011 on the balanced representation of women and men on
boards of directors and professional equality was already in effect.
39
Chapter 5
5.3.2. ENGAGED AND MISSION-DRIVEN

EMPLOYEES
Our mission is ecological but Empowering employees to make an impact is a crucial part of the
also about people: BlaBlaCar employee experience at BlaBlaCar. The company has put many
initiatives in place throughout the years to leverage on the initiative
promotes social links by taken by our talent, determined to make an impact in and outside
of their roles. Among these initiatives:
bringing people together • Impact Day: Once a year, all BlaBlaCar employees spend a day
from all walks of life in the outside of the office to support local social and environmental
non-profits. Forest cleaning, harvesting, CV-proofreading
same car. Having a proactive for kids or people in reintegrating the workforce, renovating
playgrounds… Many different activities are offered each year.
diversity and inclusion strategy • Disability Awareness Week: a week dedicated to raising
is essential for the well-being awareness on disability in and out of the workplace. Among
other activities, teams were invited to take part in the StreetCo
and development of our Challenge, a week-long challenge for employees to identify
obstacles on the street and report them in a GPS application
employees, but above all it is for people with reduced mobility.
• Coding Night: At least once a year, employees take part in

a responsibility towards our an internal hackathon: 24 hours to code and create tools,
applications or functionalities of any kind. Among the prizes to
community, which is itself rich receive, Doing Good Doing Great rewards teams with a socially
in diversity. or environmentally driven project. In 2022, our hackathon was

entirely dedicated to projects to help the community in Ukraine
(Section 4.1.5.)
Nicolas Brusson
• Climate Collages: BlaBlaCar organizes several Climate
Collage games a year, facilitated by employee ambassadors,
where participants use their collective intelligence to build a
collage with 42 cards to link the causes and consequences of
climate change.

40
Chapter 6
Intro page
chapitre 1
Committed to
a strong ethical
approach

41
Chapter 6
6.1.2. FIGHTING AGAINST FRAUD ON THE

6.1. ENSURING THE SAFETY OF OUR PLATFORM
MEMBERS
Faced with fraud attempts that have
become more frequent since 2020,
Our members’ safety is a top priority for BlaBlaCar, both in BlaBlaCar has mobilized its teams
terms of physical safety, and in terms of fraud and personal data to fight against these behaviors and
protection. Many technological tools and procedures are in place guarantee a secure experience for our
so that our members can enjoy their travel experience with members.
peace of mind.
We have set up a dedicated task force
made up of various experts from data
6.1.1. CREATING A CLIMATE OF TRUST analysts, product managers, engineers, to
experts in fraud detection and customer
To generate trust and reliability, BlaBlaCar relations, in order to develop a 360°
verifies the identity of its members response ranging from educating our
by validating phone numbers, email users to the creation of technical barriers
addresses and ID and awards a “Verified to fraudsters.
Profile” badge to members who have
verified all three, allowing them to stand Many measurement and detection tools have been implemented
out in search results. since 2020 to carefully monitor fraud activity and act accordingly.
We have built databases to analyze fraud patterns and monitor the
The app asks for peer-to-peer reviews impact of our actions, and created algorithms to automatically
after every ride, on the overall experience block fraudsters. We are continuously investing in the integration
as well as on the driving skills specifically. of external anti-fraud tools and improving their performance, and
Mutual ratings, developed in the early have built a proprietary fraud assessment system complemented
days of BlaBlaCar, have been key for by large-scale manual checks.
members to build a reputation based on
their past rides, and to scale trust across In addition to detection systems and technical barriers, user
our community. awareness is one of the most important measures in the fight
against fraud. Typically, fraudsters try to steal or obtain payment
information by creating fake profiles or websites that look like
BlaBlaCar, where users are asked for money or payment details.
Worldwide, 27% of active members have It is important to train members to know how to recognize and
obtained the Verified Profile badge, and up circumvent this type of fraudulent behavior.
to 49% have obtained it in France. We invest in awareness campaigns, and update educational
content regularly so that it reflects new scam patterns and
remains as visible as necessary throughout the user journey.37
In the event of an incident, an alert system is in place to detect The anti-fraud steering committee includes 3 members of the
keywords in exchanges with and between members (reports, Executive Committee in addition to technical experts. The team also
messaging, comments), allowing the team to prioritize and process regularly reports to the Executive Committee on its results.
safety reports. BlaBlaCar teams are trained to make calls with
members in the event of incidents; and depending on the severity,
we offer rapid and personalized support, including the possibility 6.1.3. ROAD SAFETY
of receiving professional psychological support from a third-party
paid for by BlaBlaCar. An alert system is also in place to prevent I Carpooling
members who were previously blocked from coming back to use
the platform. When a member accepts BlaBlaCar's General Terms and
Conditions of Use, they agree to hold a valid driver's license
A “Women Only” feature is available for women drivers who wish and a valid insurance, and confirm that their vehicle is
to specifically travel with other women in the car. In 2022, the feature in good condition.38
was activated for 1% of trips published by women worldwide,
and for 2.3% in Brazil. In 2023, a project was launched to raise In the event of misconduct, a member can file a report with
awareness around this feature and analyze how to make it more BlaBlaCar: the Trust & Safety team analyzes each report made by
visible on the BlaBlaCar app. passengers about driving, and a dedicated procedure is applied
(detailed in section 6.1.1.).
Regarding the operated bus activity in France (BlaBlaCar Bus),
BlaBlaCar works with carriers who own the buses and employ Depending on the severity of the report, BlaBlaCar may issue a
the drivers. The carriers are responsible for the driver selection warning or take more serious action such as account suspension.
process (recruitment and training) and buses (management and After each ride, passengers rate a driver's driving skills from 1 to
maintenance). However, BlaBlaCar carries out security and quality 3. If a member's driving score is below 2.5, BlaBlaCar has the option
audits before signing with a partner to verify their compliance. to suspend their account.
Starting in 2023, this audit will be renewed on an annual basis in
order to ensure that our partners follow best practices in terms of
security and fully comply with regulations.
______________________________________
37
blablacar.co.uk/scam
38
General Conditions of Use, 4.1. Publication of Carpool Ads

42
Chapter 6
I BlaBlaCar Bus road safety policy 4. RESPONSIBLE PASSENGERS
BlaBlacar's executive committee launched an ambitious program Finally, safety is a shared value that relies on a well-informed
in 2021 to develop and implement a Road Safety Management community of road users. While it is our responsibility to ensure
System (RSMS) for its BlaBlaCar Bus operated bus activity. This that the drivers, vehicles and our organization operate safely, we
RSMS focuses on building a well-resourced organization with clear also rely on our passengers to be responsible actors in the journeys
roles and responsibilities and operating effective mechanisms for we take together.
proactive security management.
Passengers share responsibility for their own safety and that of
BlaBlaCar launched a Road Safety Policy in 2022 to ensure that others. This shared responsibility requires passengers to behave
road safety is taken into account at all times, by all internal and well, to carry the required documents with them, to wear seatbelts
external stakeholders. Since summer 2022, buses operating with and to respect the common safety rules aboard our buses and at
BlaBlaCar have been equipped with geolocation boxes that allow our stations.
the entire fleet to be located in real time. The boxes are equipped
with an accelerometer which allows sudden braking to be detected 6.1.4. CRISIS MANAGEMENT
remotely. When very sudden braking is identified, an “accident”
alert is sent to the on-call teams in order to react as soon as the Since 2015, BlaBlaCar has developed incident management
incident is detected, 24 hours a day. In addition, abnormal events procedures, and in the event of escalation, crisis management
detected such as sudden braking or sudden turns can be monitored procedures aimed at equipping employees with the right reflexes to
and shared with carriers in order to carry out preventive and enable effective cross-team coordination under pressure. This takes
educational actions with drivers. the form of a manual and management tools, training in these
tools, and 3 crisis simulation exercises per year.
BlaBlaCar wishes to go beyond the existing regulations and
apply the requirements of the ISO 39001 standard in order to The exercises, carried out with the help of consultants, consist of
guarantee that passengers and all other road users can travel full-scale crisis simulations for half a day. Each exercise trains on
safely. average 15-20 employees from different teams, including a member
of the management team, a local manager, a division manager, and
BlaBlaCar's road safety policy ensures that drivers, passengers, members of the Marketing, Communications, Community Relations,
company employees and any other road users encountered by Security, Legal, and Public Affairs teams.
company buses suffer no harm, with the aim of making a BlaBlaCar
journey as safe as possible. It applies to all bus routes that BlaBlaCar These simulations mainly cover scenarios of large-scale crises
operates in the European Union, and is based on four pillars: related to the safety of our members. They allow us to gain agility
in managing crises that could result from other exceptional events
1. COMPETENT DRIVERS too, such as the occurrence of a pandemic (Risk 2) or a conflict in a
country in which we operate (Risk 3). From the first hours of the war
BlaBlaCar is committed to implementing a robust initial assessment in Ukraine, our crisis management procedures helped us organize
of driving skills, including mandatory initial training, and an the company's response to an unprecedented situation, to organize
onboarding program to share BlaBlaCar’s procedures, tools and support for our local team, ensure the continuity of operations, and
passenger experience with drivers. We offer our partners’ drivers help our members on the ground.
regular training to improve their skills and behaviors, and frequently
assess whether they are satisfied with our latest procedures. Each simulation trains different team members to extend this
knowledge to as many people as possible, and presents the
he drivers’ primary responsibility is the safety of our passengers.
T opportunity to test the procedures and make recommendations
The experience of our passengers depends on their abilities. We in order to feed a process of continuous improvement.
know that when we have safe, well supported drivers, they can
proudly be trusted captains, and our passengers can travel with
peace of mind.
6.2. A VIGILANT
2. SAFE VEHICLES
TECHNOLOGICAL PLAYER
laBlaCar has implemented industry-leading bus specifications
B
and standards. Each bus requires ongoing preventive maintenance
managed by our partners that we monitor, and we carry out regular 6.2.1. PROTECTING THE PLATFORM
inspections to ensure that the partners meet our safety standards.
The security of the BlaBlaCar platform is a chief concern for the
3. A RELIABLE ORGANIZATION company. In order to guarantee a high level of quality and security
on the platform, the security team deploys an approach based on
eing reliable means operating a robust road safety management
B three axes:
system with:
• Visibility, in order to detect and assess the risks and incidents
• Robust processes for planning and conducting bus operations; to which the platform is susceptible;
• Clear procedures and instructions for handling crises or
• Sensitization, by informing and educating employees to
emergencies;
enable teams to proactively detect, alert and respond to
• Smart tools to measure performance; security incidents;
• The agility needed to adjust operations based on feedback
from the field and customers. • Protection, through the implementation of technical policies,
human protocols, including an Incident Response Framework
which allows teams to be aligned on how to collaborate and
The Executive Committee has committed to allocate all human, communicate in the event of an incident, monitoring tools
financial, technological and materialresources necessary to achieve
these road safety objectives.

43
Chapter 6
ensuring the ability to analyze and detect and encrypt data. to adapt to changes (legal, internal, risks, etc.). In addition, data
protection policies are available on the BlaBlaCar platforms in
The deployment of this approach is based on industry standard order to inform in the most complete, clear and intelligible way, the
strategies: individuals concerned by the collection and processing of their data,
including with regard to cookies and other tracers.
• A “Shift to the left” strategy, involving all technical teams “as
soon as possible” in order to be able to detect and correct risks 3. RIGHTS OF DATA SUBJECTS
before they materialize;
• A "Zero trust" strategy to limit an attacker's rebound capacities An email address is made available to the persons concerned so
as much as possible in the event of a security breach on part that they can exercise their rights in accordance with the General
of the system. Data Protection Regulations (GDPR) or other applicable local
legislation (information, access, rectification, opposition and deletion
This mode of operation has the dual ambition of minimizing the of data). This email is handled by the Community Relations Team,
technical exposure of BlaBlaCar while maximizing its response in accordance with the procedures and directives deployed by the
capacity. In addition to this strategy, the BlaBlaCar teams pay Privacy Legal team, which intervenes in case of escalation.
great attention to the availability of applications. The company
has implemented: 4. ACCOUNTABILITY
• A consistent and systematic measurement of the availability In accordance with legal requirements, data processing registers
of the key functions of the BlaBlaCar application through the as data controllers and/or subcontractors are kept and regularly
implementation of Service Layer Objectives (SLO) updated. When necessary, impact analyses of the processing
implemented are carried out.
• An alert system in the event of a drop in service level;
5. THIRD PARTY MANAGEMENT
• 24/7 incident response protocols to react quickly and
efficiently.
A security and data protection maturity assessment questionnaire
Every month, a Platform Health Report is published to all R&D is sent to all of our sensitive service providers in order to verify
teams to ensure good visibility of the platform's quality metrics and their level of maturity, in particular whether they have security
to trigger action and any necessary remediation. certifications and/or a governance in this regard. This questionnaire
is now part of the selection phase for new service providers, so that
6.2.2. PROTECTING PERSONAL DATA each contract and/or agreement for the processing of personal
data is reviewed and negotiated by the Privacy Legal team, which
BlaBlaCar manages the personal data of hundreds of employees ensures the compliance of the processing, in particular in the event
and millions of travelers on a daily basis, and attaches great of international data transfers.
importance to the protection of personal data, whether in its
carpooling or bus activities. 6. AWARENESS & TRAINING
The company, whose services are available in over 20 countries, The Privacy team sets up continuous monitoring in order to follow
complies with the applicable regulations on personal data such as and train in the main developments in terms of data protection.
the EU General Data Protection Regulation (2016/679) and other It adjusts, or anticipates, the standards and practices within the
applicable local laws, and has set up a data protection and security Group accordingly. Specific business trainings (for example, at the
organization to that end. Community Relations Team) are carried out, as well as mandatory
initial trainings for all new talents to introduce them to the
BlaBlaCar’s compliance program is based on 9 pillars described importance of data protection in all functions within BlaBlaCar,
below. The aim of this program is to define and maintain within introduce them to the organization of data confidentiality, and make
the company’s entities the rules and procedures necessary for all them aware of these issues. A mandatory annual quiz is also sent
activities in order to comply with the applicable regulations and out to all employees to refresh knowledge on personal data security
thus reduce the risk of breaches of personal data processed within and measure the level of collective awareness on an annual basis.
the company.
7. DATA BREACH MANAGEMENT
1. GOVERNANCE
Documented and regularly updated procedures are in place to react
A regular committee dedicated to Data, Compliance & Security effectively in the event of an incident in order to close the incident
topics brings together Security, Legal and Product/Engineering and assess its impact (if any) on the persons concerned.
expertise and covers all of BlaBlaCar’s activities, at the European
and international level. The company has Data Protection Officers, 8. DATA RETENTION PERIOD
appointed in accordance with applicable regulatory requirements, in
Europe, Brazil and Russia, and specialized lawyers. The Privacy team Retention periods are defined and adapted to each product, taking
is within the Legal Department and reports directly to the Secretary into account operational needs, legal requirements and member
General. Specific rituals are in place (by team, by type of business expectations. The implementation of retention periods is subject to
activity, etc.) to ensure coordination, information sharing and specific monitoring, given the complexity of IT environments and
project monitoring. Communication channels (general or business) legal requirements.
dedicated to these subjects allow anyone to contact the Privacy or
Security teams. 9. P
RIVACY BY DESIGN
2. POLICIES Specific business procedures are determined in order to ensure that

legal and regulatory requirements are taken into account throughout
The policies make it possible to lay down the fundamental rules the lifecycle, at the time of its design and for the maintenance of rules
of data protection within the group, including in terms of security. over time, for example with regard to marketing communications to
In particular, the group has internal policies such as the Umbrella our customers or the placement of cookies.
Privacy Policy, an IT Charter, an Information Security Policy and a
Data Breach Management procedure. They are regularly updated In addition, data security is at the heart of BlaBlaCar's approach to

44
Chapter 6
ensure effective data protection, and the Privacy team works with The Code affirms BlaBlaCar's compliance with antitrust and
the Security team on a daily basis to that end. free competition laws as well as anti-corruption laws. BlaBlaCar
conducts its business in an honest and fair manner, and asks
6.2.3. ETHICS, COMPLIANCE AND ANTI- its employees to remain attentive and follow the procedures in
place relating to conflicts of interest, bribes, external gifts and/or
CORRUPTION invitations of any kind.
BlaBlaCar is committed to maintaining the highest ethical The Code is available on the BlaBlaCar intranet, signed by all
standards and to complying with all laws and regulations specific employees and presented in a “Compliance and Privacy” training
to the countries in which the BlaBlaCar group and its subsidiaries offered to all new recruits. A whistle blowing procedure is in
operate. place to report any information or behavior that could reasonably
be considered to involve a violation of the Code
BlaBlaCar conducts its business in an honest and fair manner, in (anonymously or otherwise).
compliance with the anti-corruption laws in effect, such as the Sapin
II Law "Law n°2016-1691 of December 9, 2016 relating to transparency, All corruption-related risks are listed as part of our risk mapping, in
the fight against corruption and the modernization of economic life." which we list the risks and assess them in order to be able to take
the appropriate anti-corruption measures.
BlaBlaCar's success depends on the trust that its members,
partners and employees place in it. Due to the innovative and varied BlaBlaCar’s commitment to respecting fundamental rights are also
nature of its services and its business model, as well as its presence outlined in this Code. BlaBlaCar does not tolerate any infringement
in more than 20 countries, BlaBlaCar operates in environments that of human rights, including the use of forced, compulsory or
can often be complex. For this reason, a comprehensive ethics and trafficked labor, or anyone held in slavery or servitude (whether
compliance approach has been established to guide its actions and adults or children) in any part of our business or supply chain. We
behaviors. care about maintaining acceptable working conditions and the fair
treatment of all of our employees. We also endeavor to only use
The BlaBlaCar Code of Conduct and Ethics defines these rules suppliers that adhere to these principles and provide a safe and
of conduct, according to the international standards to which we healthy environment for their employees.
adhere, and our commitments to our stakeholders. This code is an
essential element of BlaBlaCar’s corporate culture. It defines our
General Principles, ethical and compliance concepts that BlaBlaCar
employees apply in their interactions with all stakeholders:
• Appropriate treatment of any employee, candidate, business

partner, member;
• Fair treatment, and always acting in the long-term interest of

the company;
• Compliance with legislation and all local or specific regulations;
• Fighting against corruption, active or passive.

45
Chapter 7
Intro page
chapitre 1
Monitoring our
extra-financial
performance

46
Chapter 7
The business risk mapping was updated in October-November 2022.

7.1. OUR METHODOLOGY The analysis of extra-financial risks that followed was carried out
with the support of a specialized firm AI Risk Services, allowing the
transposition and adaptation of business risks in an extra-financial
perspective. Major risks are the subject of specific attention and
7.1.1. REPORTING OUR EXTRA-FINANCIAL monitoring with the departments concerned.
PERFORMANCE
7.1.3. BLABLACAR’S BUSINESS MODEL
I Scope
The representation of BlaBlaCar's business model is the result
The scope of BlaBlaCar’s extra-financial reporting is identical to the of interactions over several months within BlaBlaCar's CSR
scope used for the consolidated financial reporting of the company, Steering Committee (including 4 members of the Executive
and covers the calendar 2022 year from the period of January 1 Committee) with the support of the consulting firm Randea,
to December 31, 2022. CSR reporting covers the activity and the specializing in strategy, extra-financial structuring and support for
deployment of policies of the company in all 21 countries where it sectoral ecological transitions. The model was created with the
has a presence or where it operates. following steps:
I Principles and commitment 1. Identifying the ambition, objectives and main activities of
BlaBlaCar, as well as its unique value proposition;
The reporting of CSR information and performance was developed 2. Identifying its main stakeholders: its community of travelers and
according to the following principles: transport partners, its talents, shareholders, local communities
and regions, and the environment;
• Clarity: BlaBlaCar strives to present information that can be
understood by as many people as possible with an appropriate 3. Identifying the resources that enable the company to carry out
level of detail; its activities and achieve its objectives;
• Accuracy: BlaBlaCar ensures that the data published is 4. L isting the key impact figures summarizing its value creation for
accurate, by mobilizing teams of experts in various subjects; each of its stakeholders;
• Completeness: BlaBlaCar strives to be as exhaustive as 5. S chematizing the different elements with the creative team of
possible, being aware of the limited availability of some pieces BlaBlaCar;
of information.
6. T
esting and validating the relevance and logic of the value
As this is BlaBlaCar’s first Extra-Financial Performance creation model with the Executive Committee and various
Declaration, the company established its extra-financial reporting BlaBlaCar teams (Communication, Legal).
capabilities for this first year. It will continue this work in 2023 to
be able to propose in the next edition a vision of the key extra-
financial performance indicators corresponding to its strategic
priorities in terms of CSR, and their associated targets and
action plans.
7.2. GREENHOUSE GAS EMISSIONS
GENERATED AND AVOIDED BY
I Methodological specificities: details and limits BLABLACAR
Key performance indicators, in particular for evaluating the carbon
footprint and avoided CO2 emissions, are subject to estimates. In
general, societal, social and environmental indicators may have
methodological limitations due to the lack of harmonization of 7.2.1. BLABLACAR’S CARBON FOOTPRINT
national and international definitions and legislation and/or the MODELS
qualitative nature of certain data.
BlaBlaCar commissioned Carbone 4, an independent consulting
The methodologies used were built by independent third-party firm specialized in low-carbon strategies, to develop models for
advisers, leaders in their fields, with the required qualifications and calculating its carbon footprint (scopes 1 to 3) and its avoided
experience. The assumptions used have been shared and justified emissions. Renowned expert and pioneer in its field, Carbone 4 was
in methodological notes dedicated to each topic. selected for its commitment to climate issues, scientific excellence,
institutional network, sectoral experience and rigor.
I Organization
BlaBlaCar has 2 carbon footprint models, one of them including a
The CSR Steering Committee coordinates the gathering and model for calculating avoided emissions.
reporting of all indicators and produces some of them directly.
It relies on the contribution of the various relevant departments 1. The “Operations” model measures the carbon footprint of daily
(Human Resources, Legal, Engineering and Product, Trust & Safety, activities related to offices and BlaBlaCar operations, such as
Finance) and country representatives. team travel, energy use in buildings and data centers (used for
BlaBlaCar teams and users), purchases, waste and emissions
related to BlaBlaCar business activities.
7.1.2. IDENTIFICATION OF THE MAIN
2. The “Services” model consists of measuring the carbon
EXTRA-FINANCIAL RISKS
footprint of bus and carpooling journeys on BlaBlaCar. The
model takes into account and distinguishes the emissions of
BlaBlaCar has a global risk management policy aimed at
journeys reserved via the BlaBlaCar platform, as well as the
identifying, evaluating and prioritizing major negative events
journeys conducted by crews outside of the platform but made
that could affect its activities. Depending on the company’s risk
possible thanks to BlaBlaCar. 39
appetite, the potentially threatening events are managed, in order
of importance, to reduce them to an acceptable level.

47
Chapter 7
The results of these two models in terms of CO2 emissions can It is important to note that any information on CO2 equivalent
be summed up to give a complete picture of BlaBlaCar’s scope emissions may be subject to uncertainty inherent to the state of
1-3 GHG emissions across its offices, activities, and the mobility scientific or economic knowledge and the quality of the external
facilitated by BlaBlaCar. data used.
The “Services” carbon footprint is based on activity data and 7.2.2. EMISSIONS RELATED TO BLABLACAR
emission factors of the vehicles used; the model calculates the
emissions generated by the vehicles whose seats are offered on OPERATIONS AND OFFICES
BlaBlaCar. This model also calculates the emissions avoided
thanks to BlaBlaCar’s matching and optimization technology. The To measure emissions related to operations, BlaBlaCar set up a
model is based on real activity data as well as surveys on the modal working group of experts in facilities and building management,
alternative in a scenario where BlaBlaCar is not used (determined IT infrastructure, finance and HR with representatives from all the
via a survey of more than 30,000 of our members, to be renewed countries where BlaBlaCar offices are located. Since 2020, the
every 3 years). group, led by the CSR Manager, has been collecting activity data
on an annual basis from various sources, such as electricity bills,
Each model is designed with Carbone 4 to develop the expertise commuting, waste, purchases of goods and services, or the energy
and autonomy of BlaBlaCar in carrying out its carbon footprint. consumption of our data centers.40
The models are based on formulas, sources, emission factors and
assumptions identified by Carbone 4 presented in a methodological In 2022, the carbon footprint linked to BlaBlaCar's offices
note, listing or pointing in the model to the different input data and operations amounted to 8,149 tonnes of CO2, 99% of it
used to perform the calculations. BlaBlaCar owns the models and corresponding to scope 3 and almost 90% being linked to the
imports its real activity data into them each year. Every three years, purchase of services (marketing costs, telecommunications services,
the emission factors are to be updated. technological software, R&D, etc.).
Emissions breakdown of BlaBlaCar

offices and operations in 2022
BUILDINGS 1.4%
WASTE 0.1%
PURCHASES 88.8%
DATACENTERS &
IT EQUIPMENT 2.6%
BUSINESS TRAVEL &

COMMUTING 7.1%
Scope tonnes of CO2 Share of total footprint of offices and operations
Scope 1 22 0.3%
Scope 2 43 0.7%
Scope 3 8,084 99%
______________________________________
Crews are teams of carpoolers regularly sharing rides (for example a work commute, one or more days of the week or month). The rides of these crews now take place outside the platform, but
39
the members declare that their teams were initially formed thanks to BlaBlaCar. Emissions generated by members who have declared by survey that they were formed thanks to BlaBlaCar are
considered 100%, those of members inspired by BlaBlaCar are only considered up to 10%, both in generated emissions and in avoided emissions.
Each activity data is then associated with an emissions factor (mainly sourced from the ADEME carbon database).
40

48
Chapter 7
7.2.3. EMISSIONS RELATED TO MOBILITY I Emissions related to ‘additional’ mobility

OPTIMIZED WITH BLABLACAR on BlaBlaCar: 576,000 tonnes of CO2
Emissions related to mobility optimized or achieved thanks to For a minority of travelers, BlaBlaCar's matching technology allows
BlaBlaCar are separated into two categories: them to make a journey that they would not have made otherwise.
These journeys are therefore due to the use of the BlaBlaCar service
• Emissions directly attributable to BlaBlaCar, namely its platform, and are thus counted in BlaBlaCar’s scope 3 related
operated buses (BlaBlaCar Bus) and the additional mobility to its users.
created by the BlaBlaCar service offering;
• Emissions related to vehicles that BlaBlaCar optimizes and I Emissions from existing mobility: 6.35 million
that in most cases would have already been on the road, with tonnes of CO2
or without BlaBlaCar. These are therefore not strictly emissions
created by the “use of the goods and services produced” by BlaBlaCar optimizes the usage of vehicles, most of which would
BlaBlaCar.41 However, it is important to quantify emissions on have been on the road irrespective of BlaBlaCar. In fine, this mobility
a more “systemic” level, as those emissions are needed for releases 6.35 million tonnes of CO2 into the atmosphere by the very
evaluating BlaBlaCar's contribution to the avoidance of GHG fact that these vehicles are on the road. As explained in section
emissions. 7.2.4, without the optimization of these vehicles with BlaBlaCar,
emissions would have been as high as 7.9 million tonnes of CO2.
I Emissions related to operated buses (BlaBlaCar
BlaBlaCar’s intermediation and resource sharing model is atypical
Bus): 45,000 tonnes of CO2 in the sense that it provides for the most part a digital service to
optimize the occupancy rate of these vehicles; these GHG emissions
100% of emissions from BlaBlaCar Bus trips in Western Europe therefore do not result from the use of BlaBlaCar’s services.
operated by BlaBlaCar are taken into account under scope 3
considering the shared responsibility of BlaBlaCar with its transport It is, however, relevant to quantify these emissions on a more
partners in putting these buses on the road. systemic level in order to understand the ecosystem that BlaBlaCar
operates in, and to be able to estimate its contribution in avoiding
the GHG emissions of mobility.
Emissions related to BlaBlaCar offices

& operations (scopes 1-3) 0.008 million tCO2
Offices and data centers, purchases of goods including:

and services, waste, business trips, commuting, Scope 1: 0.000022 M tCO2
Scope 2: 0.000043 M tCO2
energy consumption, etc.
Scope 3: 0.008 M tCO2
+ +
Emissions
generated
Emissions related to mobility
by BlaBlaCar's 0.63 million tCO2
provided by BlaBlaCar
activity (scope 3 downstream)
including:
BlaBlaCar Bus: 0.045 M tCO2
BlaBlaCar Bus trips operated by BlaBlaCar, Additional mobility: 0.58 M tCO2
as well as trips that would not have taken place
if BlaBlaCar did not exist (carpooling or bus tickets
sold via BlaBlaCar’s marketplace in Eastern Europe =
and LATAM).
0.63 million tCO2
Emissions from Emissions related to existing mobility

6.35 million tCO2
existing mobility that has been optimized by BlaBlaCar
______________________________________
Method for the calculation of greenhouse gas emissions in accordance with article L. 229-25 of the environment code, French Agency for Ecological Transition (ADEME).
41

49
Chapter 7
It is worth stressing that numerous exchanges with experts in car- Avoided emissions result mainly from the optimisation of cars (hi-
bon accounting in the context of this first extra-financial report have gher fill-up rates) thanks to carpooling, as well as to the modal mix
revealed that there are still open questions around the possible of the alternative scenario, which is often more carbon-intensive,
applications of carbon footprint methodologies for a sharing particularly when the modal shift would have been to the private
economy model such as BlaBlaCar’s. car. The model takes into account all emissions, including minority
cases where the emissions balance is not favorable.
Divergences emerged in particular around how to qualify the CO2
emissions of vehicles that would have been on the road regardless The calculation of avoided emissions is based on 3 sources
of BlaBlaCar, and the usage of which BlaBlaCar is optimizing of information:
thanks to its matching technology.
• Actual usage data (number of passengers, kilometers trave-
We are committed to continuing the collaboration with experts led, etc.) from January 1 to December 31, 2022 across BlaBla-
and international initiatives working towards building reliable Car’s 21 countries.
carbon accounting standards, in order to apply a methodology
that best reflects the complex reality of real emissions linked to • External benchmark data for each country, including energy
our activity. mix, energy sources and emissions factors of the different mo-
des of transport gathered in a methodological note and in the
model input data libraries.
7.2.4. BLABLACAR'S CONTRIBUTION TO • A survey of 30,690 BlaBlaCar users in our 6 main countries
AVOIDED CO2 EMISSIONS (covering most of our activities and representative of global
usage) in order to understand user behavior and their main
BlaBlaCar is a digital platform that optimizes vehicles on the road modal alternatives if BlaBlaCar did not exist.42
and provides access to shared mobility. The platform promotes
sustainable modes of transportation (carpool and long-distance The total emissions avoided in 2022 thanks to BlaBlaCar’s
buses) and also enables individuals to come together and form matching technology amount to 1.55 million tonnes of CO2.
groups (also known as crews) with other carpoolers for regular trips
that may occur outside of the platform. In doing so, it allows indivi- In a world without BlaBlaCar, the total emissions released into the
duals to reduce the CO2 emissions associated with their mobility. atmosphere would have been 7.9 million tonnes of CO2, instead,
with BlaBlaCar’s contribution, they go down to 6.3 million
tonnes of CO2. 43
I Methodology
Looking at the Carbon Impact Ratio, BlaBlaCar contributed to
A module of the “Services” model is devoted to the calculation
avoiding the equivalent of 22% of total CO2 emissions generated
of avoided CO2 emissions. They are estimated by comparing the
by its operations, its service, and the mobility it optimized in 2022.
difference between a world with BlaBlaCar and a world without
BlaBlaCar.
Performance of the BlaBlaCar service
CO2 emissions avoided 1.55 million tCO2
Carbon Impact Ratio

Emissions avoided / total emissions (scope 1-3 and
mobility optimized by BlaBlaCar) 22 %
1.55/(0.63 + 6.35) = 22%
______________________________________
42
France (6,900 respondents), Brazil (3,700), Germany (2,600), Russia (8,000), Spain (3,000) and Ukraine (6,500).
43
6.35M tCO2 + 1.55M tCO2 = 7.89M tCO2.

50
Chapter 7
7.3. SUMMARY TABLE OF OUR EXTRA-FINANCIAL PERFORMANCE
Theme Objective Key Performance Indicator 2022
Scope 1 GHG emissions (tCO2) 22
Scope 2 GHG emissions (tCO2) 43
Scope 3 GHG emissions (tCO2) 630,149

Environmental
efficiency of
Environment Emissions from cars & buses optimized by BlaBlaCar (tCO2) 6,349,523
BlaBlaCar
mobility
Emissions that BlaBlaCar helps avoid (tCO2) 1,548,000
The carbon impact ratio of shared mobility 22%
Average occupancy rate of cars on BlaBlaCar 3.5
Member Net Promoter Score 39
Number of human connections 90,199,000
Building trust Share of active members with a "Verified Profile" badge 27%
Share of passengers having travelled with a Super Driver in

14%
France
Share of trips booked with automatic acceptance 48%
Number of carpooling meeting points 1,995,000
Society Share of passengers who booked a sub-trip proposed by

15%
Boost
Savings generated by carpoolers (euros) 447,232,000
Cities covered by the BlaBlaCar Bus network (Western

Access to mobility 214
Europe)
Bus partners for BlaBlaCar Bus (Western Europe) 52
Bus partners benefiting from BlaBlaCar's marketplace

4,615
technologies (LATAM, Central & Eastern Europe)
BlaBlaCar Daily company and regional partners 97
Total headcount 714
Share of women in the company 43%

Diverse and
inclusive culture Shared of women in upper management 29%
and team
Share of women in R&D 20%
Company Diversity and Inclusion Score (out of 10) 8.5

Talent
Employee Net Promoter Score 43
Share of employees having received at least 1 training 58%

Entrepreneurial,
performing and Share of permanent employees with equity 100%
flexible culture
Share of "Full Remote" employees 30%
Number of startups created by our alumni community 37
The following mandatory themes outlined in Article L225-102-1 of the French Commercial Code were considered not relevant to the business of
BlaBlaCar and are therefore not included in the declaration: respect of animal welfare and the fight against food insecurity.

51
Chapter 7
• and implementing internal control procedures deemed

7.4. CSR AUDITOR'S REPORT necessary to the preparation of information, free from material
misstatements, whether due to fraud or error.
Year ending December 31, 2022 RESPONSIBILITY OF THE INDEPENDENT THIRD

PARTY
This is a free translation into English of the CRS Auditor’s report
issued in French and is provided solely for the convenience of Based on our work, our responsibility is to provide a report
English-speaking readers. This report should be read in conjunction expressing a limited assurance conclusion on:
with, and construed in accordance with, French law and professional
standards applicable in France. • the compliance of the Statement with the requirements of
article R. 225-105 of the French Commercial Code;
To the Shareholders,
• the fairness of Information provided in accordance with article
In our capacity as independent third party, CSR auditor of Comuto R. 225 105 I, 3 and II of the French Commercial Code, i.e.,
SA - BlaBlaCar (hereinafter the ”Entity”), and accredited by the outcomes, including key performance indicators, and the
COFRAC Inspection under number 3-2013 (scope of accreditation measures implemented considering the principal risks.
available on www.cofrac.fr), we have performed work to provide
a reasoned opinion that expresses a limited level of assurance on As it is our responsibility to express an independent conclusion on
the historical information (observed and extrapolated, hereinafter the Information prepared by management, we are not authorized
the “Information”) of the consolidated non-financial statement to be involved in the preparation of such Information, as this could
(hereinafter the “Statement”), prepared in accordance with the compromise our independence.
Entity’s procedures (hereinafter the “Guidelines”), for the financial
year ended December 31st, 2022, presented in the management This is not our responsibility to express an opinion on:
report of the Entity, in application of the provisions of Articles L.
225-102-1, R. 225-105 and R. 225-105-1 of the Commercial Code. • the Entity’s compliance with other applicable legal and
regulatory requirements (in particular with regard to the
CONCLUSION information required by Article 8 of Regulation (EU) 2020/852,
the French duty of care law and anti-corruption and tax
Based on the procedures we performed, as described in the “Nature evasion legislation);
and scope of our work” and the evidence we collected, nothing has • the fairness of the information required by Article 8 of
come to our attention that causes us to believe that the Statement Regulation (EU) 2020/852;
is not presented in accordance with the applicable regulatory
requirements and that the Information, taken as a whole, is not • the compliance of products and services with applicable
presented fairly in accordance with the Guidelines. regulations.
PREPARATION OF THE STATEMENT REGULATORY PROVISIONS AND APPLICABLE

PROFESSIONAL STANDARDS
The lack of a commonly used framework or established practice on
which to base the assessment and evaluation of information allows The work described below was performed with reference to the
for the use of alternative accepted methodologies that may affect provisions of articles A. 225-1 et seq. of the French Commercial Code,
comparability between entities and over time. as well as with the professional guidance of the French Institute of
Statutory Auditors (“CNCC”) applicable to such engagements and
The Information has been prepared in accordance with the with ISAE 3000 (revised).
Guidelines, the main elements of which are presented in the
Statement.
INDEPENDENCE AND QUALITY CONTROL
RESTRICTIONS DUE TO THE PREPARATION OF Our independence is defined by the requirements of article L.
THE INFORMATION 822-11-3 of the French Commercial Code and the French Code of
Ethics (Code de déontologie) of our profession. In addition, we have
The Information may contain inherent uncertainty about the state of implemented a system of quality control including documented
scientific or economic knowledge and the quality of external data policies and procedures regarding compliance with applicable
used. Some of the information is dependent on the methodological legal and regulatory requirements, the ethical requirements and the
choices, assumptions and/or estimates made in preparing the professional doctrine of the French National Association of Auditors.
Information and presented in the Statement.
MEANS AND RESOURCES
THE ENTITY’S RESPONSIBILITY
Our work was carried out by a team of 2 people between January
The Board of Directors is responsible for: 16, 2023 and April 28, 2023 and took a total of two weeks.
• selecting or setting appropriate criteria for the preparation of We were assisted in our work by our specialists in sustainable
the Information; development and corporate social responsibility. We conducted
16 interviews with people responsible for preparing the Statement,
• preparing the Statement with reference to legal and regulatory representing among general management, administration and
requirements, including a presentation of the business model, a finance, risk management, compliance, human resources, health
description of the principal non-financial risks, a presentation and safety, environment and purchasing.
of the policies implemented considering those risks and the
outcomes of said policies, including key performance indicators MEANS AND RESOURCES
where applicable: and also, the Information required by Article
8 of Regulation (EU) 2020/852 (EU Taxonomy); We planned and performed our work considering the risk of
material misstatement of the Information.

52
Chapter 7
We estimate that the procedures we have carried out in the The procedures performed in a limited assurance engagement
exercise of our professional judgment enable us to provide a limited are less extensive than those required for a reasonable assurance
assurance conclusion: engagement performed in accordance with the professional
guidance of the French Institute of Statutory Auditors (“CNCC”); a
• we obtained an understanding of all the consolidated entities’ higher level of assurance would have required us to carry out more
activities, the description of the social and environmental risks extensive procedures.
associated with their activities;
• we assessed the suitability of the Guidelines with respect Lyon, May 02, 2023
to their relevance, completeness, reliability, objectivity and
understandability, with due consideration of industry best French original signed by: Independent Verifier
practices, when appropriate;
• we verified that the Statement includes each category of social

and environmental information set out in article L. 225-102-1
III, as well as information regarding compliance with human
rights and anti-corruption;
• we verified that the Statement presents the information FINEXFI

required by II of Article R. 225-105 when relevant to the Isabelle Lhoste
principal risks and includes, where appropriate, an explanation Associate
of the reasons for the absence of the information required by
the second paragraph of III of Article L. 225-102-1;
• we verified that the Statement presents the business model

and the principal risks associated with all the consolidated
entities’ activities, including where relevant and proportionate,
the risks associated with their business relationships and
products or services, as well as their policies, measures and
the outcomes, including key performance indicators related to
the principal risks;
• we referred to documentary sources and conducted interviews

to:
• assess the process used to identify and confirm the

principal risks and the consistency of the outcomes and
the key performance indicators used with respect to the
principal risks and the policies presented, and
• corroborate the qualitative information (measures and

outcomes) that we considered to be the most important
presented in the appendix 2. Our work was performed at
the consolidation entity level. Our work was carried out
at the level of the consolidating entity and in a selection
of entities;44
• we asked what internal control and risk management

procedures the entity has put in place and assessed the data
collection process implemented by the entity to ensure the
completeness and fairness of the Information;
• for the key performance indicators and other quantitative

outcomes that we considered to be the most important
presented in appendix 2, we implemented:
• analytical procedures to verify the proper consolidation

of the data collected and the consistency of any changes
in those data;
• tests of details based on sampling or other selection

methods, consisting of verifying the correct application
of definitions and procedures and reconciling the data
with supporting documents. This work was carried out on
a selection of contributing entities and covered between
50% and 100% of the consolidated data selected for these
tests;
• we assessed the overall consistency of the Statement based on

our knowledge of all the consolidated entities.
______________________________________
44
Societal data: Group perimeter / Environmental data: Scope: Comuto SA / Social data: Group perimeter

53
Appendix

54
Appendix 1
Indicators explained
Theme Key Performance Indicator Description
Emissions related to offices & operations from

Scope 1 GHG emissions (tCO2)
sources that BlaBlaCar owns or controls directly.
Emissions related to offices & operations that

Scope 2 GHG emissions (tCO2)
BlaBlaCar causes indirectly, ie. purchased energy.
Emissions from operations and additional

mobility, i.e. bus trips operated and trips that
Scope 3 GHG emissions (tCO2) would not have taken place if BlaBlaCar did
not exist (carpooling or bus tickets sold via
the marketplace).
Emissions related to vehicles that BlaBlaCar

Environment
optimizes and that in most cases would have
Emissions from cars and buses optimized by BlaBlaCar
already been on the road, with or without
BlaBlaCar.
Emissions avoided thanks to the optimization of

Emissions that BlaBlaCar helps avoid
cars and buses.
Avoided emissions divided by total emissions

The carbon impact ratio of shared mobility
(scope 1-3 and mobility optimized by BlaBlaCar).
The average number of people in carpooling

Average occupancy rate of cars on BlaBlaCar rides on BlaBlaCar (drivers, passengers and
friends/family of the driver).
Member NPS Calculated with the Net Promoter Score.
Sum of human connections created during

carpooling trips: between the driver and his
Number of human connections
passengers, as well as between passengers on
the same trip.
A badge given to members when their email

Share of active members with a "Verified Profile" badge
address, phone number and ID are verified.
A status given to a driver when they have

Share of passengers having travelled with a Super Driver in France verified their ID, post rides regularly, have a very
low cancellation rate and excellent reviews.
Society
When a driver automatically accepts a
Share of trips booked with automatic acceptance
passenger’s reservation request.
Each meeting point corresponds to a perimeter

Number of carpooling meeting points of 150 m x 150 m from which a carpool trip has
started or arrived at least once in the year.
Instead of only picking passengers up at the

Share of passengers who booked a sub-trip proposed by BlaBlaCar points of departure and arrival, drivers can
algorithms also pick passengers along the way at points
suggested by BlaBlaCar’s algorithm.
Total amount of transactions recorded between

Savings generated by carpoolers (euros)
drivers and passengers in 2022.
Included in this calculation are Engineering,

Share of women in R&D
Product and Data teams.
Talent Company Diversity and Inclusion Score (out of 10) BlaBlaCar uses Peakon’s Diversity & Inclusion scoring.
Share of full-remote employees Share of employees working 100% remotely.

55
Appendix 2
Appendix attached to CSR Auditor's Report QUALITATIVE INFORMATION

Key performance indicators and other quantitative outcomes that
were considered to be most important. • Telecommuting policy
• BlaBlaCar's DEI vision
QUANTITATIVE INFORMATION • Diversity, Inclusion and Equal Opportunity Strategy
• Anti-discrimination and harassment policy

Social indicators
• Compliance and privacy training
• Number of employees
• Business Alert Procedure
• Percentage of women
• Code of Conduct and Ethics
• Number of employees who have received at least 1 training
course • Data Protection and Security Organization
• Employee Net Promoter Score • Platform Safety Report
• Diversity score • BlaBlaCar Bus safety policy
Environmental indicators
• Incident alert system
• Crisis management training

• Carbon assessment: validation of the process for preparing
the scope 1, 2 and 3 carbon assessment
Economic theme
• Percentage of employees with permanent contracts

associated with the capital

56
BlaBlaCar would like to thank everyone involved in the creation of this first Extra-Financial
Performance Declaration: Emilie Baliozian (Sustainability Manager), Verena Butt d’Espous
(Chief Customer Officer), Candice François (Strategy Analytics Lead), Youri Zaragoza
(Global Creative Lead), the Executive Committee and all BlaBlaCar teams involved in the
collection and analysis of the data and the copywriting around it. To the external expertise
that allowed us to measure our impact, deepen our analysis, and identify opportunities
for improvement: Marie-Laetitia des Robert (Randea), Bénédicte Hulot de Luze (AI Risk
Services), and Carbone 4. To our independent third party auditor Isabelle Lhoste (FinexFi)
for their diligent and rigorous review of our data and methods, which ensured the accuracy
and reliability of our findings.
Together, their efforts have resulted in a comprehensive and informative report that
reflects our commitment to transparency, accountability, and impact.
This document was designed to be digital only.

Please refrain from printing it for ecological reasons.

(En) BlaBlaCar - Declaration of Extra-Financial Performance 2022

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(En) BlaBlaCar - Declaration of Extra-Financial Performance 2022

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Declaration of

Chapter 1. BlaBlaCar: at the forefront of people-powered, sustainable mobility 3

Chapter 2. Corporate responsibility at the heart of the strategy 13

Chapter 3. Our environmental impact 20

Chapter 4. Our societal impact 27

Chapter 5. Our commitment to our talent 33

Chapter 6. Committed to a strong ethical approach 41

Chapter 7. Monitoring our extra-financial performance 46

Declaration of Extra-Financial Performance 2022

Declaration of Extra-Financial Performance 2022

1.1. LETTER FROM NICOLAS

Declaration of Extra-Financial Performance 2022

1.2. OUR BUSINESS: FROM

1.2.1. LONG-DISTANCE CARPOOLING Building trust

Member needs and requirements on regular commutes are

Declaration of Extra-Financial Performance 2022

1.2.3. LONG-DISTANCE BUSES

BlaBlaCar has therefore built the building blocks of an offering

2006 to 2011 2012 to 2017 2018 to today Tomorrow

Declaration of Extra-Financial Performance 2022

All countries All countries France Ukraine

1.3.2. MULTIMODALITY: CAPITALIZING ON THE

The platform’s network effect creates a virtuous circle that

Complementarity between the bus and carpool networks in France

165 stations 340,000 meeting points

Declaration of Extra-Financial Performance 2022

Network effects between buses and carpooling

France Ukraine Poland Brazil France Ukraine Poland Brazil

• Building trust and developing artificial intelligence

• Powering our Customer Relations team, which handles more

Declaration of Extra-Financial Performance 2022

1.3.5. DAILY: A SOLUTION FOR MANY Municipalities connected

Over short distances, carpooling can make use of cars as a form

For those reasons, carpooling has become a lever for governments

BlaBlaCar Daily has set up partnerships with 7 local authorities to

BlaBlaCar Daily also offers a platform for companies that want

BlaBlaCar Daily creates a comprehensive network that, when

Public authorities, aware of the positive environmental and

This support first materialized in France as part of the Loi

These public policies were reinforced by the Climate and

Finally, this policy has been given considerable additional

• a double carpooling bonus of €100 for each new

In Spain, the government has also introduced the concept

Declaration of Extra-Financial Performance 2022

COMMUNITY & PARTNERS COMMUNITY & PARTNERS

Matching technology for 1 million

1.4.2. SHARED ENVIRONMENTAL VALUE

To fund its activity, BlaBlaCar introduced a payment system based

Fuel prices and rising interest in carpooling

Seats offered on BlaBlaCar in France BlaBlaCar Daily trips in France

Declaration of Extra-Financial Performance 2022

1 .4.3. BUSES: CONTINUING TO PROVIDE ACCESS

In the longer term, when BlaBlaCar is a more established player

1.4.5. A KEY RESOURCE: OUR TEAM Dream. Decide. Deliver.

Fun & Serious.

MARKETING & RESEARCH &

Declaration of Extra-Financial Performance 2022

Declaration of Extra-Financial Performance 2022

2.1. BLABLACAR’S IMPACT JOURNEY

BlaBlaCar’s social and

2006 2020 2021

• Launch of Ladies Only, a 2019

Declaration of Extra-Financial Performance 2022

1 .4.3. BUSES: CONTINUING TO PROVIDE ACCESS

• Launch of Ladies Only, a 2019