smart mobility management 7 - dossier car sharing

I DOSSIER Car Sharing in Europe

I Case Studies Euler Hermes

Arcadis Delhaize

I Strategy From Travel Management to

Mobility Management

International Integrated Corporate Mobility Solutions

#7

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smart mobility management - n°7 I 3

Steven SChoeFS

[email protected]

THE SHArinG prinCiplE

In Europe, a new movement called the ‘sharing economy’ is

embedded in the philosophy that sharing is as efficient as own-

ing. The idea of using a vehicle only when needed and pay-

ing only when being driven is becoming increasingly attrac-

tive. This is particularly true in the P2P environment where

the recent successes of car sharing initiatives across Europe, such

as Autolib’, DB Flinkster, Greenwheels, Cambio or CityCarClub, are

quite remarkable.

But what is happening in the B2B-segment? Suppliers are certainly

willing and starting to propose interesting corporate mobility ser-

vices. But the current offerings do not yet seem attractive enough

to convince business clients to throw away ‘old habits’ and make a

‘strong move’ to corporate car sharing.

To make the change happen, more is needed from suppliers and

customers than just change management. Corporate car sharing can

only be successful if:

1. Corporate users feel a similar degree of comfort as when driving

their company car. Technology performance in terms of informa-

tion and payment systems will be decisive.

2. Suppliers do not consider the expansion of alternative mobility

modes as a threat to their classic core business activities, but

consider car sharing as a unique new opportunity.

3. Users think beyond the nominal price element and corporate

clients think beyond the pure cost cutting goal.

4. Governments propose real incentives favoring the wider integra-

tion of new smart mobility modes such as bike sharing, public

transportation, car pooling and car sharing.

With this issue of Smart Mobility Mana-

gement we hope to stimulate the fur-

ther development of B2B car sharing

and invite you to keep abreast of the

latest car sharing and mobility news on

www.smart-mobilitymanagement.com.

Athlon Mobility Consultancy is part of De Lage Landen International B.V.

The mobility of your business drivers is often a major cost item. And on top of that, there is all the time wasted queuing in traffi c. A smarter implementation of your mobility policy can be of particular advantage in situations like this where you are looking for tangible cost-cutting measures. For example, you will see immediate economic benefi ts if your employees share a vehicle for journeys slightly more often. But it might be even more cost-effi cient to let them work together occasionally at a fl exible workspace close to home. Here at Athlon Mobility Consultancy, our approach is to take a critical look at your entire mobility policy. Based on that, we advise you on a sustainable, cost-saving and practical comprehensive solution. Interested to see how objective advice can help your organisation get ahead? Then go to www.athlonmobilityconsultancy.com.

Athlon Mobility Consultancy, Re-think your connection

Travelling together moreoften saves more.


COntEnt

StRatEgy

24

CaSE StuDIES

30 Arcadis Mobility theory put to

practice

32 Delhaize Three-pronged mobility

attack

34 Euler Hermes Root and branch

change

30

InDuStRy

37 Two-wheeled mobility

The Segway is taking Lille city by storm

38 Rail Productive Mobility

The train takes you there

40 Air travel Not just green, but

greener

42 Air travel Making air travel

greener while keeping it safe

40

6 Market European Car Sharing

Boom Continues

12 Offer Only with enough time,

money and resources

18 Technology Will car sharing make us go electric?

19 Taxation Taxes are no car sharing

stimulator

20 News The latest news on the world of car sharing

DOSSIER CaRE SHaRIng

6

ISSUE N°8 SMART MOBILITY MANAGEMENT:The development of Telematics and other new mobility supports

Reproduction rights (texts, advertisements, pictures) reserved for all countries. Received documents will not be returned. By submitting them, the author implicitly authorizes their publication.

Thao Vandepoel INTERNAL SUPPORT ([email protected])

Filip Van Mullem MARKETING & DEvELOPMENT ([email protected])

CONTRIBUTERS: Tim harrup, Frank Jacobs, Dirk Steyvers, Philippe Martin, Jonathan Green (3SIXTY), Bart Vanham, Martyn Briggs (Frost & Sullivan)

MANAGING PARTNER: Thierry Degives

Caroline Thonnon CONTENT & BUSINESS DEvELOPMENT ([email protected])

Steven Schoefs ChIEF EDITOR ([email protected])

David Baudeweyns SALES & BUSINESS DEvELOPMENT ([email protected])

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EDITOR:

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SMART MOBILITY MANAGEMENT

www.smart-mobilitymanagement.com [email protected]

22 European Commission

SUMP or Sustainable Urban Mobilty Plans

24 Mobility Management

The exercise of measuring value

26 Mobility Management From a travel programme to mobility

management

28 B50 Platform Working and travelling smart in the Netherlands

29 News The discover the latest market and industry news


DOSSIER Car Sharing

The European market for Car Sharing services continues to grow at an unprec-edented rate; between 2008 and 2011 saw almost a 60 per cent increase in sub-scribers from 500,000 to more than 800,000 members of either a “Traditional” or “Peer to Peer (P2P)” Car Sharing service.

According to Frost & Sullivan analysis,

this trend is set to continue, with a fore-

cast 15 million traditional Car Sharing

members and another 750,000 P2P Car

Sharing members by 2020, representing

a 40% compound annual growth rate

(CAGR) for traditional and 20% CAGR

for P2P Car Sharing. This is a trend that

hasn’t gone unnoticed by vehicle manu-

facturers (OEMs) and indeed several

other organisations, and is leading to

convergence of the market and business

models, posing several opportunities

and challenges to businesses ahead.

Mega Trends Influencing the Market for

Car Sharing

Whilst Car Sharing as a concept has

existed in the market for many years,

there are several mega trends that

are combining to change the market

dynamics, and foster such a vast growth

environment, as represented in figure 1.

Continued urbanisation and creation

of Mega Cities provides the necessary

population density for Car Sharing

to become sustainable. More recent

advances in technology that allow users

to locate, book, and access the vehicles,

increasingly on smart phones, is one of

the key facilitators of recent Car Sharing

growth.

Of course, government policy and leg-

islation has also played a key role in the

development of Car Sharing as a con-

cept, in the provision of subsidised/free

on street parking in some London Bor-

oughs, or direct subsidies in countries

like France. Also, continued investment

and promotion of sustainable and inte-

grated/multi modal transport fits well

with the Car Sharing business model,

firstly because each Car Sharing vehicle

results in on average 12-14 private vehi-

cles being removed from the congested

roads (Source: Frost & Sullivan analysis),

European Car Sharing Boom Continues

fig.1: MEGA TRENDS IMPACTING ThE GROWTh OF CAR ShARING IN EUROPE

URBANISATION& MEGA CITIES

INCREASEDCOST OFVEHICLE

OWNERSHIP

TECHNOLOGYDEVELOPMENTS

GOVERNMENTPOLICY &

INCENTIVES

“VALUE FOR MANY”

SOCIAL PREFERENCES

INTEGRATEDMOBILITY

Source: Frost and Sullivan analysis.


and secondly because Car Sharing as an economical option

can act as a source of first and last mile connectivity in areas

where setting up of expensive public transport infrastructure is

not feasible.

The cost of owning a private vehicle has increased significantly

in recent years; for example in the UK, all motoring costs dou-

bled between 1997 and 2010, outstripping inflation consider-

ably – the retail prices index increase over the same period was

40%. Coupled with challenging economic conditions in Europe,

this is undoubtedly making people consider whether vehicle

ownership is necessary, particularly in the face of improving

alternatives such as Car Sharing.

Collaborative consumption

Another interesting trend that is influencing the demand for

Car Sharing is that of collaborative consumption, also referred

to as “value for many”, or “the shared economy”, where gener-

ally there is a trend towards maximising assets, from shopping

services like Groupon, accommodation services like AirBnB, or

specifically in transportation the temporary rental of vehicles

or parking spaces. All of which involve the sweating of assets

and pooling of consumers to create new business models.

however, what we find most interesting in much of the

ongoing mega trends research that we’re undertaking, is the

changing social preferences in relation to mobility. There is an

argument that younger drivers no longer consider owning a

car a necessity in terms of status, individualism and freedom.

Some people attribute this back to the cost of ownership issue,

but others realise that the connected era and changing social

interaction, via social media and online gaming for example,

in many cases replaces the need to travel at all. One challenge

related to this, which is equally a challenge for Car Shar-

ing organisations also, is the changing rate of driving license

uptake altogether in these younger drivers; the rate of 17-20

year olds obtaining full driving licenses in the UK decreased

from 41% in 2000 to 35% by 2010, and more alarmingly from

75% to 63% of 21-29 year olds over the same period.

The most prominent of these factors affecting the growth of

Car Sharing services specifically is up for debate, but these

changing preferences amongst younger drivers that are lead-

ing to a new age of mobility services. The more that people

begin to almost consider cars as “white goods”, expecting

mobility on demand irrespective of brand, and become dis-

enchanted with the traditional view of the car as a reflection

of status, could be the main catalyst for such forecast rapid

growth of Car Sharing in Europe.

Emerging Business Models and Convergence

Although many consider Car Sharing as a commercial concept

to still be in its relative infancy, these changing and in some

cases conflicting trends have led to a number of alternative

business models and convergence with other parts of the

automotive industry. Figure 2 shows the current breadth of the

Car Sharing business models.

What started with “traditional personal Car Sharing opera-

tors”, or a situation where a third party rents out their vehicles

to a group of paying members (and covering insurance and

fuel costs), has rapidly diverged to also include traditional

corporate Car Sharing and an entirely new paradigm of P2P

Car Sharing. Traditional corporate Car Sharing is seen by many

operators as a lucrative opportunity to reduce costs to busi-

nesses whilst providing high quality vehicles to employees,

and can be used as part of a “mobility budget” or “mobility

allowances”; an increasing trend whereby employees can rent

a series of vehicles at differing rates to an agreed monthly/

term limit. The benefits to the employer are the reduced costs

enjoyed by pooling vehicles (rather than providing a vehicle

for each employee); the employee can enjoy a higher stand-

ard of vehicle and often a number of models to choose from,

and the vehicle provider reduces their financial risk by in most

cases receiving a set leasing value per vehicle irrespective

of the vehicles utilisation, and receives a higher value for the

vehicle to pay for the pre installed Car Sharing technology.

Whilst traditional corporate Car Sharing currently accounts for

25% of total traditional Car Sharing members, Frost & Sullivan

Car Sharing

Traditional

For-Profit Non-Profit Co-operative

P2P

For-Profit Non-Profit

Personal Corporate EV Non-EV One-way Round-Trip

fig.2: ExPANDING CAR ShARING BUSINESS MODELS


DOSSIER Car Sharing

forecasts that this is expected to grow

to 37% of total traditional Car Sharing

members by 2020.

Secondly, the emergence of P2P Car

Sharing services has further diversi-

fied the Car Sharing concept, with P2P

operators finding customers willing to

rent vehicles, and leveraging the same

location/access technologies and insur-

ance services as traditional Car Sharing

operators, but using privately owned

vehicles. In this case, anyone that owns

a car can advertise their vehicle for

rent as part of the P2P service, with the

revenues from rentals split between the

vehicle owners and P2P operators. This

has a separate element of challenges

to the mass adoption, with the main

being acceptance of the owners to third

parties using their vehicles. however,

the growth of this concept has been

considerable, with a fourfold increase in

members from 2010-2011, and a forecast

21% CAGR in members (from 130k to

750k) between 2011-2020 (Source:

Frost & Sullivan analysis), with particular

adoption in France.

The aforementioned mega trends and

growth rates in the Car Sharing industry

have not gone unnoticed by other seg-

ments of the automotive industry. As

figure 3 shows, in fact, already there are

a number of points of convergence in

the Car Sharing industry, in particular

between the Car Sharing organisations

themselves and vehicle manufactur-

ers (OEMs), leasing companies, and

transportation providers. This provides

a unique level of convergence, and

allows many operators to potentially

be considered as “mobility integrators”

by leveraging both private and public

transportation as a complementary

offering, rather than competing. What I

also find particularly interesting are the

competing interests within this converg-

ing landscape.

OEMs and lessors

The OEMs reportedly see Car Sharing

as an opportunity to penetrate new

markets and brand loyalty, especially

amongst younger drivers. Traditionally

younger drivers would start their driv-

ing days with older and lower quality

vehicles, set against very high insurance

premiums. Premium manufacturers like

Daimler (through Car2Go) and BMW

(through DriveNow) understand that

providing younger drivers with their

entry level models could in fact lock in

brand loyalty from a young age, so that

when these drivers are in the position to

buy a vehicle outright, there is a higher

chance that it will be with the brand/

vehicle they use for Car Sharing.

Similarly, on the corporate side, pre-

mium manufacturers enjoy a higher level

of customer retention (83% compared

to 75% in a recent Frost & Sullivan

survey), and sales of optional extras, in

their corporate leasing markets com-

pared to private outright purchase mar-

kets. All of these conditions is leading

to more OEMs and leasing companies

entering the car sharing (traditional and

corporate) market.

Transport operators

Lastly are the transport operators/

authorities themselves. An interesting

trend, particularly in France and Ger-

many (with veolia and Deutsche Bahn

respectively), has been the emergence

of Car Sharing schemes integrated as

part of a cities multi modal transport

offering. This is undoubtedly the future

(in my opinion) of a sustainable urban

transport network, with companies

offering both private and personal

mobility that gives the consumer a

choice depending on their preferences,

but most importantly, integrated as part

of a structured fare system that can be

benchmarked against other city zonal

fare schemes.

MobilityGreenwheelsStadtmobil

CambioAutolbZipcar

Avencar

ALDLeasePlanING Lease

Arval

VEHICLEMANUFACTURERS

(OEMs)

TRANSPORTOPERATORS

Cologne public TransportHelsinki public TransportSwiss National Railway

Amsterdam City PTBrussels STIB

BMWDaimler

VWRenault

LEASINGCOMPANIES DEDICATED

CSOs

Point of convergence

fig.3: CONvERGENCE WITh OThER MARKET SEGMENTS



As well as cross industry convergence, there is also a number

of partnerships and M&A activity changing the Car Sharing

industry. In particular, Zipcar’s continued European expansion

(integrating Austria’s Denzeldrive, Spain’s Avancar, and the

UK’s Streetcar in the last 3 years) has allowed an increased

market share and reach. Similarly, OEM partnerships, such as

Daimler’s Car2Go with Europcar, and BMW with Sixt, have

allowed instant access to the market; indeed Car2Go, Drive-

Now and vW’s Quicar account for over 30% of members in

Germany despite relatively recent incorporation of DriveNow

and Quicar.

In future, it is anticipated that continued growth and short

term returns in the case of P2P Car Sharing, will attract further

players/industry segments to the market, in particular private

equity and investment funds; good early examples of this are

easyCar and Buy2letcars in the UK.

European Market Comparisons

Currently, the largest markets for car sharing services in

Europe are the UK, Germany, and Switzerland, with almost

77% of the 2011 members. By 2020, the market will be domi-

nated by the UK, Germany, and France, although with a lower

60% of the total European market. Figure 4 identifies the key

market sizes and growth trends to 2020.

Future Outlook, Limitations, and Conclusions

Whilst it is clear the growth opportunities for Car Sharing

services in Europe are unprecedented and attracting numerous

investments, there are a number of challenges to be consid-

ered that could preclude such forecast growth in the industry.

In the short term at least, this could be a generational aspect;

many of the “generation x” and older drivers still consider car

ownership to be a right, with no willingness to share, especially

amongst more affluent cities. A separate issue is the popula-

tion density within cities; any car sharing service is dependent

on a vehicle’s utilisation rate to define profitability, and a more

concentrated location and higher rates of members is required

to make the solution viable, potentially excluding most rural

areas from such services.

In addition, government support, either through direct grants/

subsidies, or indirect policy leverage such as free parking or

waiving of city fees (congestion charging, electric vehicle

charging, etc) can influence the margins of viability within

a Car Sharing scheme, and if removed or altered could see

reduced offering. It is however noted how most city govern-

ments appreciate the benefits of Car Sharing, and have inde-

pendent organisations such as Carplus in the UK, or the pan

European Momo initiative continue to highlight this and lobby

for additional policy intervention in relation to Car Sharing.

To conclude, Frost & Sullivan’s recent research study highlights

a significant growth opportunity for Car Sharing services in

Europe, influenced by considerable mega trends and market/

economic headwinds, facilitated by changing technology and

consumer preferences. This will see a growth from 0.7 million

to 15 million members in Europe from 2011-20, and from 0.02

million to 0.2 million vehicles over the same period (both

traditional).

80%

70%

60%

50%

40%

30%

20%

10%

0%

0 1.000 2.000 3.000 4.000 5.000 6.000 7.000 8.000

SpainFrance

UK

GermanyNetherlands

Switzerland

Austria

VEHICLES 2011

Sweden

Italy

Belgium

fig.4: CURRENT EUROPEAN CAR ShARING vOLUMES & GROWTh FORECASTS



Converging market trends, expanding business models and “the shared economy” result in growing Car Sharing

UKIn the UK, Zipcar are the clear market leader with nearly 45-50% of total traditional Car Sharing members. At present, London is the single core market for Car Sharing, with more than 83% of members being based there. Whilst this demon-strates the current appeal of Car Sharing in Lon-don, there is significant growth forecast in other major cities like Birmingham, Bristol, and Man-chester. With over 210,000 Car Sharing members, the UK represents 30% of the total European Car Sharing market in 2011. Whilst this is set to grow to nearly 2.4 million members by 2020, the pro-portion to the total European market will reduce to 16 per cent as other countries start Car Sharing adoption.

REST OF EUROPEWith continued growth in other countries like Italy, Austria, Bel-gium, holland and Spain, the CAGR for traditional and corpo-rate Car Sharing membership to 2020 is forecast to be 40%, and 21% for P2P Car Sharing services over the same period.

DOSSIER Car Sharing

GERMANYIn Germany, there are over 130 Car Sharing operators at pre-sent, although the major provid-ers include BMW, Daimler, vW, DB Flinkster, and Cambio. Nearly 33 per cent of the European market (members), Germany is the largest car sharing market with 240,000 members, set to increase to 3.4 mil-lion by 2020.

FRANCEWhilst France has just 50,000 members in 2011, significant growth led by new operators and increased government incentives/subsidies will see the market grow to a forecast 2.9 million members by 2020, with investment from large scale operators like Avis, hertz and Autolib influencing demand but particular growth estimated in P2P schemes such as Buzzcar, voiturelib and alike.

ABouT The AuThoRMartyn Briggs is the Programme Manager for Mobility Research, in the Automotive and Transportation practice at Frost & Sullivan, a Global Research and Consulting company. Martyn is currently managing strategic mobility assignments, helping clients to identify growth potential through leveraging technology and new business models. Contact [email protected] or linked in

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Only with enough time, money and resources

DOSSIER Car Sharing

As mobility management has morphed from theoretical concept to accepted reality across the fleet industry, it has created some interesting side-effects. One of which is the blurring between the industry’s supply segments. And nowhere more so than in the relatively new business of car sharing.

There used to be a time when a manufacturer (OEM)

would sell a car to a leasing company; that leasing

company would then lease that car to a rental

company; and this rental company would then,

finally, rent the car to the actual end user - some-

one who used the car for a relatively short term. But today,

each of these supply segments is talking directly to the end

user - as well as carrying on their original business. The picture

is complicated further by the emergence of new companies

specialising in the relatively new business of car sharing.

What are the visions and strategies of the companies dealing

with this brave new world? That depends on who you talk

to: the lease and rent companies, the manufacturers, and the

specialists.

Cities are asking the million-dollar question: How do we keep everybody moving?


1. Lease and rental companies

Looking at mobility comprehensively, Alphabet finds its

business is no longer just about leasing cars or managing

fleets - it’s about providing the corporate sector with mobility

solutions that are both economically and ecologically sound -

like corporate car sharing.

AlphaCity, a solution that’s both innovative and flexible, is

therefore seen as crucial to Alphabet’s identity as a business

mobility provider. The company keeps building new mobility

solutions, aiming to be the market trendsetter. As the company

itself likes to repeat, integrating different modes of transport

via innovative mobility solutions is ‘self-evident at Alphabet’.

For ALD Automotive, it’s the shifting marketplace itself that

requires a re-statement of emphasis: “We aim to add to our

product range the innovative solutions that may become the

core business in a few years’ time, while building a different

relationship with our corporate clients”. On the supplier

side, ALD prefers companies (‘pure’ car-sharers and others)

with state-of-the-art technology so it can minimise time to

market and maximise the product’s offering. As for customers,

ALD Automotive places great emphasis on the number of

registered users, and even more so on the cars’ rotation rate.

Considering the low volumes at present (not to mention the

large upfront investment), ALD clearly is in it for the long haul.

Optimisation & Simplicity

Athlon Car Lease has a shocking statistic: 90% of business

cars in its Dutch home market spend their time in office

parking lots instead of on the road. That is a lot of untapped

potential, and a great opportunity to increase the efficiency of

the corporate fleet. Car sharing is the solution to the problem,

providing added value also in corporate mobility’s social and

environmental dimensions. Everybody wins: the employer, the

employee, and the environment. The bigger picture, according

to Athlon, is that car use is gaining importance over car

ownership. Responding to and reinforcing the trend, Athlon

matches vehicle overcapacity with the demand for cheaper,

more flexible rental solutions. The business model includes a

one-off fee for a license that provides access to a car sharing

platform (white-label, so it can be customised to any brand), as

well as a commission for any car share transactioned through

the platform. “Setting up a full-blown, professional and highly

scalable car sharing platform, and managing it, require vast

reserves of time, money and other resources”, Athlon Car Lease

warns. “We expect our car sharing venture to become profitable

in 2013, when it has reached a certain scale.”

As one of the world’s largest and best-known short term rental

companies in the world, hertz’s business has always been close

to ‘car sharing’ anyway. hertz On Demand, its global car sharing

club, consists of over 800 vehicles, 180.000 members and

500 locations worldwide - including universities and corporate

offices. Such a big network is managed best by keeping it as

simple as possible - from application through reservation to

actual driving and returning. But is the approach also profitable?

hertz provides this cryptic answer: “Profitability is a large

concept, and there will be some business segments that are

more profitable than others.”


DOSSIER Car Sharing

2. Car manufacturers

With its car2go service operating in North America and Europe,

Daimler is one of the manufacturers most active in car sharing.

The company confirms that car sharing and bike-sharing have

risen remarkably in the world’s cities. With car2go, Daimler aims

to refine these concepts, making individual mobility easier and

more flexible.

New business opportunities

The idea for car2go came from Daimler’s Business Innovation

Department, a unit hunting for future business opportunities. It

concluded that as urban agglomerations will continue to grow

in population and traffic density, the million-dollar questions are:

how do we keep everybody moving? What about sustainability?

And how to save space for urban quality of life? Car2go could

become the large-scale, profitable answer to those questions,

as the preliminary results seem to confirm Daimler’s projections.

But again, success - or more precisely, future success - does not

come cheap: “Car2go needs upfront investments to develop

business and validate concepts. But because Daimler sees huge

potential in car2go, which it sees leading the race towards sus-

tainable mobility, it remains strongly committed to the invest-

ment.”

Peugeot too has studied the changing market closely, and

it sees opportunities developing over the next 5 years for

carpools: “There is real demand from our customers, and the

formula is consistent with our brand and strategy.” This autumn,

Peugeot will conduct internal trials for different parts of its

programme, including a mobility audit for all its sites, self-

service 2-wheel mobility and an electric vehicle pool, along

with a sharing programme for existing company cars. The trials

are meant to identify opportunities for cost reduction and fleet

down-sizing, to observe staff reactions in order to provide

accurate services and improve well-being, among other goals.

“We’ll test our solutions on ourselves before we try them out

on our customers. While the experiments cost money, we still

expect the systems to be profitable within 3 years.”

Behavioural changes

volkswagen has been keeping a close eye on new mobility

concepts for some time, and has distilled its observations into

its own car sharing scheme, Quicar. vW has noticed important

changes in vehicle usage, especially with the younger, more

urban crowd. Some people don’t want their own car in the city

- others simply can’t afford one. But neither group wants to

give up its individual mobility. This is exactly the kind of market

Quicar is designed to tap - and to study: volkswagen has been

surprised to learn that not just young people and students use

Quicar, but also pensioners. But Quicar’s business model is

not just to attract new target groups, eventually it intends to

operate as a self-standing profitable business.

Eco-friendly

Renault operates a scheme built around its two-seater, all-elec-

tric city car, the Twizy. The manufacturer is preparing a full-scale

test of ‘Twizy Way by Renault’ , its innovative sustainable mobil-

ity service accessible to all. The service is intended to reinforce

Renault’s status as an innovative, eco-friendly manufacturer, and

more to the point, that Twizy is a particularly well-suited tool for

car sharing…

In recent years, there’s been a remarkable change in vehicle usage across Europe

Setting up a professional and highly scalable car sharing platform, and managing it, require vast reserves of time, money and other resources.


IN ThEIR OWN WORDS FROM LINKEDINBernard Dehaye (Belfius)“Belfius Bank has been using Cambio cars as pool cars since 2010. We installed car sharing stations with 9 vehicles at our buildings in Brussels. We halved our fleet of owned ser-vice vehicles from 40 to 20. The big advantage is that when we do not use car sharing vehicles, off-peak, for example, they cost us nothing...It is excellent for the company image, as it reduces the influence on parking.”

Jon West (HRS Hotel Reservation Service) “I think it’s a great idea. however London is just not set up with office parking and NCP or local parking is so expen-sive for full day parking, the car share would need to be full each day to make it worthwhile.”

Manish Garg (Frost & Sullivan)“Yes, corporate car sharing is an interesting mobility solu-tion. It avoids an employee from using his/her vehicle for company related works….it helps the company to cut down on the cost incurred in hiring a cab. The company car also helps the employees to use the same vehicle, at a cost, after office hours and also over weekends. This cost helps the company to repay any such cost to the leasing company.”

Emmanuelle Katz (Carbox)“Yes, at Carbox we are keen to use our own car sharing system for the needs of our 15 employees. Cars are mainly used for professional purposes but all of us also enjoy the possibility to get a car for personal uses when it is needed…. good for employees’ motivation and costless compared to a traditional corporate fleet.”

Ireneusz Tyminski (Aon) “Interesting subject, but I have a few questions. how about cost efficiency? Some use terms like ‘costless’ but to what do you compare? Is it cheaper (…) than a taxi or a regular rent a car?...And do you only use it for occasional trips, as I cannot imagine that the benefit cars for key employees are replaced by a ‘shared one’.”

3. The specialists

What about the specialists, those companies that are all about

car sharing?

Taxistop has been ‘promoting and facilitating collaborative con-

sumption since 1975’, and was the force driving the profession-

alisation of car sharing, launching schemes in Brussels, Liège,

Namur, Ghent, Antwerp and other cities.

Taxistop does more than offer professional car sharing. It also

takes part in a private initiative, Autopia. Its mission is to help

private individuals develop their own peer-to-peer car-shares,

offering insurance and web support, among other things. There

are no fixed fees or agreements. All depends on the car’s owner

and those who want to use it. Autopia merely helps negotiate

the initial agreements, in line with each group’s specific needs.

With highly visible stations in Brussels, Cambio is another car-

share company. It operates on a per-kilometre and per-hour

basis, with insurance and fuel included. The service is available

24/7, and no direct is needed to pick up a car. The service now

also operates in Ireland and Germany. While Cambio is a for-

profit (and even profitable) company, both Taxistop and Autopia

are not-for-profit organisations, with Autopia receiving subsidies

for its services.

Spirit of collaboration

Meanwhile in Switzerland, Mobility International claims that its

success is founded on its spirit of collaboration - by and for the

collective: “It was set up as a cooperative, serving the transport

needs of individuals while preserving the environment of the

wider collective”. Mobility International is owned and supervised

by its 46,000 members, and has a total of 102,000 customers,

and is still expanding its clientele. The long-term success of the

company is linked to the economic, social and ecological value

its adds to the community.

The cooperative business model allows for sustainable growth,

as revenue has to be reinvested into the business itself.

Member shares and private loans form the basis for Mobility

International’s continued growth, which gets by without external

investments.

Tim harrup

IS CAR ShARING AN INTERESTING MOBILITY SOLUTION FOR CORPORATES?

Results of the Smart Mobility Management Poll – August 2012

50%

6%12%

31%

No, car sharing is not cost-efficient enough

No, car sharing is to complex to organize

Yes, my company is thinking about

installing a car sharing scheme

Yes, my company is already using car sharing

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*Fuel consumption urban/extra-urban/combined: 4.3–4.2/4.3–4.2/4.3–4.2 l/100 km, combined CO emissions: 112–109 g/km.Figures do not relate to the specific emissions or fuel consumption of any individual vehicle, do not form part of any offer and are intended solely to aid comparison between different types of vehicle.

From 109 g/km CO²* – the most

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At 4.2 litres of diesel per 100 kilometres, the new hybrid offensive from Mercedes-Benz – the E 300 BlueTEC HYBRID – is setting the benchmark when it comes to fuel consumption in the luxury business class vehicle segment. The modular hybrid concept with lithium-ion battery sets new record values in terms of efficiency with economical and comfort-enhancing innovations like the ECO start/stop function. Furthermore, it wins people over with its impressive driving experience and exemplary fuel consumption figures. The new efficiency record holder is also available as an estate. Find out more at www.mercedes-benz.com/fleet

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Will car sharing make us go electric?

Who can blame fleet managers from doubting the potential of electric vehicles? But their short range and high TCO are less of a problem in a formula that may help popularise EVs: car sharing.

Alot of major players seem

to think so, at least. In

one form or another, they

are experimenting with

schemes that turn Evs’

perceived weaknesses on its head.

True, with a range limited to 150 km and

a recharge lasting several hours, Evs are

not the ideal tool for an active company

fleet. But then there’s car sharing, a

formula with generally much shorter

trips.

‘Soft benefits’

For ALD Automotive, integrating

Evs makes economic sense: “In the

corporate environment, Evs are

generally considered to have two major

weaknesses - a range that is too short,

and a Total Cost of Ownership that is too

high. But car sharing, which uses vehicles

for relatively short journeys before

returning them to a designated parking

area with a charging station, overcomes

the range issue. And a high rotation at

least alleviates the higher upfront cost.”

But there are also ‘soft benefits’ to

using Evs: “We educate people in a new

technology, and project a positive image,

both inside and outside the company.”

Alphabet is also juggling Evs’ ‘hard’

and ‘soft’ benefits, aiming to reconcile

economic benefits with a (more) positive

image for the technology: “We consider

Evs to be the ideal solution for urban

mobility needs, and we will integrate

them into our AlphaCity scheme - at

some point…” Urban mobility indeed is

key to the future of Evs, as is recognised

by manufacturers such as Renault, which

promotes its electric Twizy as “a vehicle

particularly suited to the new urban

mobility, with easy handling and minimum

dimensions.”

Intermodal transport

For few are bold enough to think that

electric vehicles are the future of mobility.

Rather, Evs are but one of many tech-

nologies that will enable mobility in the

future. The trick is finding out what elec-

tric mobility’s part will be in that future.

Taxistop is trying to find out, among other

ways via its Olympus project: this will see

the introduction of 8 Evs in 3 or 4 Belgian

cities, where Taxistop runs its Cambio car

sharing service. “The idea is to get a clear

perspective on the potential of Evs within

the car sharing concept and as part of an

intermodal transport chain, in combina-

tion with public transport.” The experi-

ment seeks answers to some very practi-

cal questions, especially regarding battery

management, reservation management,

and how to train car-sharers in using

Evs. And Taxistop is confident that those

answers will be positive: “At the end of the

project, we want to introduce more Evs

into our car sharing fleet, maybe up to

one in five cars. This will reduce CO2 emis-

sions, and enable more offers combining

public transport and Ev-sharing.”

Convenient and simple

Some might consider that a policy led by

devout wishes rather than by cold, hard

facts. Not in the least the Swiss operator

Mobility International, which has a 25-year

track record and 22 Evs in its fleet. “We

brought in Evs not because we think

that car sharing schemes are an ideal

platform to test new technologies. As

the provider of car sharing formulas, we

believe that the choice of vehicles should

follow from the principle that they must

be as convenient and simple as possible.

On top of that, we are also committed to

using low-emission vehicles. But the lack

of an appropriate infrastructure - quick

and plentiful charging points - prevents

us from introducing Evs on a large scale.”

volkswagen, on the other hand, does

believe car sharing is an ideal platform to

introduce new technologies - and puts

this belief into practice with its own car

sharing scheme, Quicar. “Electric versions

of the Golf, and our new small Ev called

up! will be launched in 2013. We think they

will be very suitable for our car sharing

fleet. So. as soon as we will offer these as

standard models, we’ll integrate them step

by step into Quicar.” For hertz, it’s not just

Evs, but car sharing itself that is a ‘new

technology’: “In some countries, car shar-

ing is still an ‘emerging market’; this fact

will certainly help us introduce new car

categories.” The people at Peugeot agree:

“Car sharing certainly provides good lev-

erage to sell more Evs, but also to intro-

duce new technology, based on on-board

telematics and electronic devices.”

Longer term

So what’s the long-term prognosis for

electric mobility, and indeed for

car sharing itself? At Athlon Mobility

Consultancy, they’re convinced their car

sharing business platform is future-proof

- both in terms of meeting future require-

ments of customers and introducing

vehicles with new technology. As a sign

of times to come, the platform will be

completely Ev-compatible. Whatever their

take on electric mobility, the major players

seem to agree that car sharing will play a

substantial part in bringing the technology

to a wider fleet audience. Even though it’s

well known that the vast majority of car

journeys is shorter than 40 km, it may take

a scheme like car sharing to convince most

drivers that the so-called ‘limited range’ of

Evs is not a problem!

Tim harrup

DOSSIER Car Sharing

Renault sees urban mobility as key to the future of EVs

like its own Twizy.


Taxes do influence consumer behaviour, as witnessed

by the success of CO2-friendly cars due to tax incen-

tives. however, when it comes to car sharing or pool

cars, taxes are still complex, not transparent and

hence no stimulator for car sharing initiatives.

Car sharing of the ‘private car’

When participating in a car sharing program to book, pay and

use cars for private purposes, no tax deductions are involved.

When we use the privately paid, shared car for commuting,

a lump sum deduction, e.g. 0.15 Euros in Belgium, is usually

allowed from personal taxable income, in most cases when not

opting for a forfeit as a tax deductible cost.

When using the car for professional purposes, e.g. to visit

clients, the actual cost is (partly) tax deductible. Proving

and administering this is facilitated by the car sharing bills or

invoices received.

Needless to say that in practice, car sharing will be most popu-

lar with those people who do not use the car on a regular basis.

Therefore, the above tax deductions may not be more benefi-

cial than the forfeit tax deduction systems most countries have

in place.

Car sharing of the ‘company car’

Clearly, car sharing is still in its early days but becoming

increasingly an agenda item for many fleet managers. Pool cars

are taxed as any other company car. The private use of a pool

car will give rise to a benefit in kind, unless it is very occasional

private use (e.g. 500 kilometers in The Netherlands, exceptional

use in Belgium). Since most countries apply a percentage of

the purchase price as the basis for the benefit in kind regard-

less of the kilometers driven with the car, using a pool car for

(some) private purposes does not seem favourable compared

to a ‘normal’ individual company car. Using the pool car only

for professional purposes, which in most countries does not

include commuter traffic between home and office, will not

result in a benefit in kind. But the proving this might be burden-

some.

Taxes will in general not be a stimulator for employees who

have company cars to change to a shared pool car system. Cer-

tainly when the pool car is combined with other mobility means

where the taxation of the private use of these other mobility

means may result in additional benefit in kind taxes.

Lessons to learn are that existing taxation regulations are not

capable (yet) of neutrally taxing the use of multiple means of

mobility for private purposes nor stimulating employees or

employers to move into these systems. When other motivators

suffice to implement such a car pooling/sharing system, it is

advisable to understand the current boundaries of the current

tax regulations in order to prevent unpleasant surprises in any

tax bills. hopefully to be continued with adapted regulations.

Bart Vanham

Car Taxation Expert

taxes are no car sharing stimulator

The challenging economic environ-ment, an increased need for flexible mobility solutions and the decrease of the car as ‘status symbol’ are no doubt positive influences for the increasing popularity of car sharing. Private initiatives have shown their success, and the pooling of company cars is on the up.

The existing taxation schemes are not capable yet of neutrally taxing the use of multiple means of mobility nor stimulating employees or employers to move into new mobility systems.


DOSSIER Car Sharing

Car2go comes to Miami The car sharing scheme car2go has arrived in Miami. As in other cities, the scheme features smartfortwo cars, 240 of which will be available for public use in Florida’s largest city. One of the features of car2go is that cars can be used for as long or short a time as necessary, and that cars can be left at any legal parking spot. Use is charged by the minute. Art Noriega, CEO of the Miami parking Authority, commented: “Car2go will provide our customers with the flexibility to use another form of transport on an as-needed basis, thus expanding personal mobility options”. Cars can be located by smartphone, booked by phone or simply ‘found’ in the street.

Multi-mobility in Hamburg In hamburg, Europcar, the car sharing scheme car2go, and the local rail/metro company hamburg hochbahn will undertake a 24-month trial of a new multimodal mobility concept. The goal is to link comprehensively the transport offerings of the three providers, and appeal to both private and corporate users. In the concept, selected local rail stops will serve as a mobility ser-vice point, enabling passengers to switch between train, metro, bus, rental car, car-share, and even bikes. The slogan for the concept will be: “The right offer at the right moment in the right place, all in the same place.”

Daimler takes stake in carpooling.com Car- and ride-sharing pioneers Daimler and carpooling.com are

joining forces to develop and expand carpooling.com’s Europe-

wide service. Daimler takes a minority stake in its partner,

leaving the bulk of company in the hands of its founders and

venture capitalists Earlybird. Carpooling.com currently has

4 million registered users in Europe, with 1 million using the

system to get rides. Daimler’s involvement will enable both

companies to integrate their mobility solutions. Daimler, which

is behind car2go, this year also invested in MyTaxi and trialled a

system called car2gether in two German cities.

Mobility suppliers building an innovative multi-modal mobility concept.

Miami pushing personal mobility with car2go scheme.

For Daimler, ridesharing is intelligent networked mobility.

D’Ieteren launches ‘Keyzee’ car-pooling systemD’Ieteren’s new mobility initiative Keyzee is centred on the concept of ‘collaborative consumption’: cars will be used by more than one person, one family, or one group of employ-ees. This implies obvious logistical challenges, that Keyzee resolves via smartphones. Booking, unlocking and starting the car can all be done over the phone. Potential users who opt for Keyzee as their car-pool management system can have the entire virtual kit installed in 15 min-utes. Keyzee is one example of a shift in fleet management from TCO (Total Cost of Ownership) to TCM (Total Cost of Mobility).

Keyzee, a virtual key on your smart phone is also a tool to help manage the fleet.


Drivenow partners Berlin public transport company DriveNow partners Berlin public transport company Ber-lin public transport company BvG has partnered with car sharing scheme DriveNow (a BMW subsidiary) to offer car sharing to Berlin residents with subscriptions to BvG, thus providing a further alternative to the use of private cars in the city. The free subscription was made available to all of the 250,000 registered BvG users, with the first 500 receiving 90 free car sharing minutes and the remainder 60 minutes. The system is easy to use by smartphone app or from a home computer, and BvG Director henrik Falk refers to ‘one-stop shopping’ for various types of mobility.

Karlsruhe tops German car sharing listThe German car-sharing association ‘Bundesverband CarShar-ing’ (BCS) has taken the opportunity of the European Mobility Week to release the list of the top ten German cities in terms of adoption of the concept. BCS analysed cities with over 200,000 inhabitants on the basis of ‘car sharing cars per 1,000 head of population’, and found the following: Karlsruhe is the German car sharing capital, followed by Düsseldorf, Munich and Stuttgart. German capital Berlin only manages fifth place, even though it has the highest number of users in absolute numerical terms. The association believes that the ‘time when a car acted as a status symbol is definitely over’. It also points out that each car sharing car removes between four and eight private cars from the roads, and helps alleviate parking problems in cit-ies. The first German car sharing scheme began in 1988, a year after the inauguration of the concept in Switzerland (Mobility International). Some 109 of the 140 known German car-sharing schemes are members of BCS.

Car sharing for car makers?

Every car shared means 10 to 14 cars are taken off the road. The US Department of Energy recorded a drop in car ownership by 4 million in 2009, the first significant decline since records began in 1960. “We hope that if you know you have access to a car, you will round down the number of cars you own”, says Shelby Clark, founder of RelayRides, the most extensive peer-to-peer car sharing network in the US. That may seem at odds with what car manufacturers want, but General Motors is team-ing up with RelayRides to allow GM drivers to rent out their cars via the network. GM is not alone: Daimler, Ford, BMW, Toyota and Renault all have or are developing their own relationships with car sharing services.

Urban car sharing fully in line with electric vehicle development.

Zipcar acquires CarSharing.at in Austria By acquiring Denzel Mobility CarSharing, Austria’s leading car sharing service operating under the name CarSharing.at, Zip-car continues expanding its global car sharing network deeper into Europe. Last February, it acquired Catalunya Carsharing SA (operating as Avancar). More recently, it integrated Streetcar’s UK operations into Zipcar. Says recently appointed president of Zipcar Europe, Frerk-Male Feller: “Our technology, expertise and network can help scale CarSharing.at in Austria, and thus help our plan to grow into a leading car sharing network across Europe.”

Zipcar has global appetite.


StRatEgy European Commission

SuMP or Sustainable urban Mobility Plans

Promoting Sustainable Urban Mobility Plans in New Member

States is also very much a priority. Our task is to develop a

guidance document for urban transport planners, detailing

how to develop Sustainable Urban Mobility Plans and including

minimum criteria to be fulfilled. We have also developed a

state of the art report together with other partners, and we

are carrying out awareness raising events and technical

training.”

Where do you operate?

Bührmann & Wefeing: “We operate all over Europe, around 29

countries are covered in the project. We have therefore been

able to ensure that people all over Europe have been trained in

how to set up plans. Training and awareness raising activities

are still being carried out.”

What is the potential impact of SUMP on business?

Bührmann & Wefeing: “Sustainable Urban Mobility Planning is

not the same as mobility management in the way companies

look at this subject now. We are not at a level of individual

companies, but an over-arching integrated urban approach.

This will usually be drawn up by a public authority and includes

participatory elements, a pledge to sustainability, integration

of different policy areas for an entire conurbation, clear vision,

objectives and measurable targets as well as a review of trans-

port costs and benefits.

The SUMP (Sustainable Urban Mobil-ity Plans) project of the European Commission is set to define how Euro-pean cities will move forward within this domain. Part way through its course, two of its authors – Sebas-tian Bührmann and Frank Wefering of Rupprecht Consult, mandated with the project, explain the thinking behind SUMP and gave us some details.

Sebastian Bührmann: “We have been able to ensure that people all over Europe have been trained in how to set up plans.”

Frank Wefering: “We are not at a level of individual companies, but an over-arching integrated urban approach.”S

ustainable Urban Mobility Plans as strategies for

better urban mobility and quality of life are cur-

rently promoted as an idea and concept at Euro-

pean Union level. SUMP is not like a conventional

European project where you deliver the final result

at the end of the project. It is much more an on-going process

within the European Policy framework. It promotes the con-

cept of Sustainable Urban Mobility Plans for the Commission

and is funded by the Intelligent Energy Europe programme.

What did the Commission ask you to do and what are the first

objectives?

Bührmann & Wefeing: “The European Commission sees

Sustainable Urban Mobility Plans as playing a major role in

solving mobility problems in European cities. The Commission

could go down the route of making such plans mandatory,

via a directive, but at the moment they are just looking at

this possibility. In various countries – France and the UK

for example, these kind of plans are mandatory by law. We

have found that where these exist within some sort of legal

framework, it really helps and fosters a culture of Sustainable

Urban Mobility Planning. The Commission is also considering

linking regional development and cohesion funds to cities

and regions that have submitted a current independently

validated Urban Mobility Performance and Sustainability Audit

certificate.

Our project is scheduled to run from 2010 to 2013 and is part

of the Eltisplus project, which also deals with the largest

European information portal of urban mobility (www.eltis.org).


SUMP is very important for businesses

because they need an environment and

a quality of life in which they can oper-

ate efficiently and prosper. Compa-

nies which have good plans as part of

sustainable mobility policies also benefit

in terms of the health of their person-

nel. Furthermore, we also see that cities

which have SUMPs in operation are

quite successful in attracting service

industries in particular.”

Can you give some examples?

Bührmann & Wefeing: “In Cologne, we

see companies becoming very involved

in planning urban mobility. There is a

new section of tram-line which was built

to go directly to a new business area.

Ikea was one of the main sponsors in

making this happen. Everyone benefits –

the clients, the city, Ikea itself…

The proliferation of public bike sharing

systems in so many cities, sponsored

by private companies, is another obvi-

ous example of this. These examples

contribute to the positive image of the

businesses involved. Investment often

comes from a mixture of public and

private sources, therefore.

We spoke about the possibility of this

domain becoming mandatory, but many

cities are working on a voluntary basis

and having success. Ghent in Belgium

is a good example. They are working

hard on sustainable mobility which has

transformed the image of Ghent as a

high quality of life city in which to live.

The German city of Freiburg is now

quoted as an eco-city. Budapest has

transformed its inner city into a more

attractive place for living, working and

for business. Our own belief is that

incentives to establish SUMPs may be

able to achieve a lot, including in places

without mandatory regulations. It will

of course take time for all this to hap-

pen.”

Is there any impact on European

funding?

Bührmann & Wefeing: “Some fund-

ing could be conditional on certified

SUMP plans. Cohesion and structural

funds involve large sums of money, and

the Commission White Paper suggests

considering linking these funds to the

existence of Sustainable Urban Mobility

Plans.

This would be a big driver of course,

although it is only at discussion stage at

the moment. What has to be borne in

mind though, is that not all cities have

Sustainable Urban Mobility Plans in place,

and some of them would need support

to develop their first plan. Cities need

equal conditions to access funds that are

linked to the existence of a SUMP.”

Tim harrup & Filip Van Mullem

SUMP – PLANNING FOR PEOPLE

The report drawn up by Rupprecht Consult is currently 120 pages long, and impos-sible to summarise here. But a few key phrases can help to illustrate what this far reaching document – entitled ‘Developing and Implementing a Sustainable Urban Mobility Plan’ and sub-titled ‘Planning for People’ – is trying to achieve.

A DEFINITION

A Sustainable Urban Mobility Plan is a strategic plan designed to satisfy the mobil-ity needs of people and businesses in cities and their surroundings for a better quality of life. It builds on existing planning practices and takes due consideration of integration, participation, and evaluation principles.

DEFINITION OF A SUSTAINABLE TRANSPORT SYSTEM

A sustainable transport system meets society’s economic, social and environmen-tal needs whilst minimising its undesirable impacts on the economy, society and the environment.

DEvELOPING AND IMPLEMENTING A SUSTAINABLE URBAN MOBILITY PLAN

The SUMP method comprises the following tasks:1. Status analysis and baseline scenario;2. Definition of a vision, objectives and targets;3. Selection of policies and measures;4. Assignment of responsibilities and resources;5. Arrangements for monitoring and evaluation.

“Businesses need an environment and a quality of life in which they can operate efficiently and prosper.”

Bührmann & Wefeing, SUmP

ThE SUMP GUIDELINES DRAFT, WhICh IS vERY ADvANCED AND AvAILABLE AS WORKING DOCUMENT, WILL BE FINALISED IN MAY 2013.

Details of this can be found on www.mobilityplans.eu.


StRatEgy Mobility Management

Measuring Value

In this article Jonathan Green examines the differences

between mobility and travel management, and explores

whether Travel Managers need to broaden their horizons,

start thinking strategically about how value is created

and re-invent themselves as the Mobility Managers of the

future.

Understanding mobility management

A mobility management strategy is strategic approach to

value creation. Mobility Managers operate like management

consultants and collaborate with colleagues to understand the

outcomes that the business is seeking to achieve. They then

advise how travel, technology and workplace solutions can

then be configured to deliver these outcomes and improve

performance.

Is it time to say bon voyage to travel management?

There is a split emerging amongst professionals in the travel

sector. On one side are the traditionalists who believe that

value is created through the management of travel products

and services. This group measure value by; negotiating with

suppliers to secure the best price; implementing travel policies

to achieve compliance; and optimising processes to improve

user experience.

On the other side, fewer in number but becoming increasingly

vocal, are Mobility Managers. These pioneers believe that travel

management is in urgent need of an injection of creativity.

Mobility Managers believe that travel, technology and work-

space solutions are inter-connected and that value is compro-

mised if they are not managed together.

Understanding, creating and measuring value

A Travel Manager operates in a confined space that limits their

ability to create of value. The opportunity to create value only

arises once a decision has been made to travel. Up until this

point the Travel Manager has no influence.

Mobility Managers in contrast are engaged in the design of

workplace solutions from the perspective of improving busi-

ness performance. This creates a space for value creation that

is significantly larger.

Creating the environment for change

The creation of a model that evidences the value of mobil-

ity management does not need to be complex. The first step

in any change management project is to create a space for a

discussion.

To facilitate a discussion the model of value creation used by

travel management professionals can be compared against

the principles of mobility management. This approach will

highlight the differences between the two and, in turn, enable

decision makers to appraise the potential for value that each

approach creates.

As the capability, availability and acceptance of technology in the workplace gathers pace pioneering corporations are exploring how mobility management can be used to improve business performance.

Mobility Managers believe that travel, technology and workspace solutions are inter-connected and that value is compromised if they are not managed together.


Mobility Managers focus on outcomes

By reviewing processes from the perspective of outcomes and

collaborating with stakeholders Mobility Managers are able to

advise how travel, technology and workspace solutions can be

configured to improve business performance.

Travel Managers do not focus on outcomes. By demonstrating

the strategic approach of mobility management and contrast-

ing this with the operational focus of travel management, deci-

sion makers are presented with a high level overview of the

opportunities that exist for value creation.

Mobility Managers are innovators

Technology is changing how corporations operate. Innovation

is disrupting business models and creating new opportunities

for value creation. A Mobility Manager recognises that travel,

technology and workplace solutions are inter-connected and

have the potential to change how businesses and consumers

operate in the future.

A Travel Manager’s vision is blinkered and only extends to

innovation in the travel sector. In addition, Travel Managers

are unsighted of how change outside of the travel arena could

influence business systems and processes in the future.

Mobility managers take a holistic approach to value creation

Mobility Managers focuses on the costs incurred of delivering

an outcome from the beginning to the end. A Travel Manger

focuses solely on the impacts associated with travel, without

consideration for costs incurred pre or post travel.

Mobility managers compare and contrast the financial costs

associated with different modes of travel and technology,

along with the opportunities for designing new workspace

solutions and re-engineering business systems and processes

to improve business performance.

A Travel Manager concentrates on travel costs, the savings that

can be achieved by changing the mode of travel or supplier,

and how administrative costs associated with travel can be

optimised. By operating in this narrow sphere of influence a

Travel Managers ability to appraise the value of alternatives to

travel at a strategic and operational level is severely compro-

mised.

This narrow scope of measuring value by Travel Managers

operate is compounded when opportunity costs are con-

sidered. Mobility managers take a holistic view to the costs

incurred in delivering a business strategy and improving per-

formance. They appreciate that there are non-financial costs,

like employee productivity and health and wellbeing, which

need to be accounted for along with social and environmental

factors that could impact the success and reputation of the

corporation.

Travel Managers with their narrow remit are frequently

unsighted of strategic considerations. Even if they are aware

they have little ability to influence.

Mobility Managers have a remit to implement strategic

change

The space that Mobility Managers occupy is one of strategic

business improvement. As technology evolves, travel and tech-

nology converges and corporations see increasingly levels of

value in a mobility strategy, the value that travel management

presents becomes increasingly questionable.

If today’s Travel Managers are to add value in an increasingly

tech savvy world where mobile communications are re-

inventing the workplace, they will need to start the process of

re-inventing themselves as the Mobility Managers of the future.

Jonathan Green, Partner 3SIXTY

By reviewing processes from the perspective of outcomes and collaborating with stakeholders Mobility Managers are able to advise how travel, technology and workspace solutions can be configured to improve business performance.


StRatEgy Mobility Management

Moving from a travel Programme to Mobility Management

Pioneering corporations are

beginning to manage busi-

ness travel and video solu-

tions under a single strategy

to improve business perfor-

mance. In this article Jonathan Green

explores why travel and video solutions

are coming together and discusses how

the barriers to integration are being

pulled down.

Has the time come to talk as well as

travel?

In business effective communication

is the centre stone of successful

relationships. For Mobility Managers the

integration of video alongside travel

is essential if a mobility management

strategy is to be successful.

Mobility Managers understand that

travel and video solutions are simply

enablers that allow people to talk.

Given this understanding Mobility

Managers are able to delve deeper

than their business travel counterparts

and ask; (a) how can video solutions

be designed to complement travel

programmes? (b) how can video based

solutions replace travel? And critically;

(b) how can video solutions be used to

re-engineer systems and process and

improve business performance?

Breaking down the barriers

Meeting in person is essential and video

solutions will not make business travel

programmes redundant. The compli-

mentary nature of the two solutions is

the space that Mobility Managers are

seeking to exploit.

There are three headline reasons why

the integration of video and travel solu-

tions has proved challenging. Firstly,

ownership of travel and video solutions

has been fragmented. Secondly, the

supply chain has been unable to present

video and travel content holistically and

thirdly, a cultural shift in attitudes is

needed if the capability of video is to be

fully explored.

Ownership

A Travel Managers approach to creating

value is very narrow. This is because a

travel programme focuses on the con-

sequence of a decision to travel and not

the reasons for travel. Similarly teams

responsible for video solutions measure

value by providing video technology

and maintaining it.

A Mobility Manager operates in a differ-

ent realm. They explore, in collaboration

with business partners, how travel and

video solutions can improve business

performance. This approach means that

a Mobility Manager is able to create and

appraise value from the perspective of

achieving outcomes.

Showing the way

Participants in the 1 in 5 Challenge, a

WWF-UK scheme to reduce business

flights, are providing an early evidence

base of the value of video solutions.

The challenge members’, including Cap

Gemini, BSKYB and Balfour Beatty, have

decreased flights by 19% and expendi-

ture by 17% over a 2 year period by

promoting video solutions.

The integration of travel and video based solutions

Pioneering corporations are beginning to manage business travel and video solutions under a single strategy to improve business performance. In this article Jonathan Green explores why travel and video solutions are coming together and discusses how the barriers to integration are being pulled down.

Following the launch of the world’s first global reservation systems for video the landscape is slowly changing.


David Nassbaum, Chief Executive of

WWF-UK, wrote in the 2nd One in Five

report, “In our vision for the future,

companies can make the most of expert

project teams based around the world

but they won’t have to board a plane to

do so. The 1 in 5 Challenge is all about

helping business and government to

make this transition.”

Mobility Managers are spearheading

this transition. By focusing on outcomes

they are challenging the status quo,

questioning the role of business travel

in organisations and designing a new

approach to value creation.

Innovation in the supply chain

Until recently it has not been possible

to use the same technology to access

travel and video content together. As

a consequence it has not been possi-

ble for users to access, review or book

travel and video content seamlessly via

integrated online booking solutions.

Identifying video solutions, compar-

ing costs and booking video has been

frustrating experience for proponents of

mobility management.

Following the launch of the world’s first

global reservation systems for video

the landscape is slowly changing. Sabre

Travel Network has recently announced

the launch of its virtual meeting platform

and claims its solution will be avail-

able to millions of business travellers

and more than 220,000 travel agents

worldwide. Greg Webb of Sabre said,

“One of the biggest challenges […] faced

is the inability to search, book and con-

nect video conferencing systems. Sabre

virtual Meetings solves that and makes it

easy to set up internal video conferenc-

ing meetings and connect private-to-

public or public-to-public rooms.”

As video and travel content comes

together booking a video will soon be

as easy as booking an airline ticket. This

will allow users to make comparisons

between travel and video and, as a

result, videos value will become increas-

ingly visible.

Travel Management Company’s (TMCs)

and hoteliers have been forging part-

nerships with video providers, though

uptake – to date - has been slow. video

presents a complex challenge for TMCs

as it cannibalises their core offering of

travel products and services. Therefore,

if a TMC’s is to actively promote video

alongside travel solutions a new reward

model is required.

Culture for change

For video based solutions to be main-

streamed a cultural shift is required.

Business people will need to be edu-

cated on the appropriateness of travel

over video and vice versa, the capability

of video will need to be demonstrated

and the value it creates evidenced.

As digital natives enter the workforce

video solutions will become increas-

ingly accepted and its value will, in turn,

become easier to evidence.

The Value of Change

Companies are already making the shift.

Business Travel News named Ikea’s

Meeting and Travel Manager Torbjörn

Erling as the 2011 Multinational Travel

Manager of the Year for a transforma-

tion project called “Meet the IKEA way”.

With a slogan of “Meet more, travel less”

the project brought together travel,

meetings and technology to change the

way managers and employees thought

about achieving business outcomes.

The approach employed by IKEA will

be familiar to Mobility Managers. The

results - financial saving, productivity

benefits and reduced environmental

impacts – will also come as no surprise.

As the experiences of pioneers like IKEA

become increasingly visible other cor-

porations will follow and we will begin

to see the integration of video and

travel solutions materialising at pace.

Jonathan Green, Partner 3SIXTY

Scan this QR code to watch WWF’s David Nussbaum and Capgemini’s Christine hodgson introduce the One in Five Challenge.


StRatEgy B50 platform

Working & travelling smart in the netherlands

Fifty CEOs are currently involved in the “Smart Work Smart Travel”(*) platform in The Netherlands. The main objective of what is called the B50 Group is to create a mass interest of employers and employees for the innovative smart work and travel approach.

The concept proposes employers and employees to

first choose not to travel to work one or more days

per week. Or if traveling to work is mandatory, that

they will not opt for the car in first instance. And

if the car is the only solution left, then it should be

used outside of rush hours. The employers forming the B50

Group consider that a smarter way of working and traveling

not only contributes to a reduction of travel distances and a

better accessibility at local and regional level, but also ulti-

mately creates superior country competitiveness as a knowl-

edge economy, improving the investment climate and leading

to increased employment.

Focus

This approach works, says Annelies hermens, B50-Chair-

man and hR, CSR & Sustainability Lead at consulting giant

Capgemini. “The dynamics should really come from the

employers and are not only a fight against traffic jams. Mind

you, she says brightly, the initiative involves much more than

just mobility as it concerns sustainability, an attractive work-

place and a way to deal with the new generations.” To achieve

the planned mass movement acceleration, the focus of the

B50 Group is put on four topics:

> ICT-Workplace: technology and housing allow to flexibly

work wherever the employee wants;

> hR-Culture: the “work and travel smart” initiative is an inte-

gral part of the labor conditions;

> Mobility: a flexible range of mobility related services is

available, motivating the employees to change their travel

behavior and make smarter choices;

> Communication: only professional mass communication will

convince people to adopt the “work and travel smart” initia-

tive (portal, ambassadors, media campaigns…)

Status

A large number of employers, currently involving 800,000

employees, are already linked to “work and travel smart” initia-

tives. These initiatives include the use of mobility budgets, an

increased use of the bicycle to go to work (currently 37,500

people go to work by bike at least 1 day per week), or working

on the go, aimed at encouraging the use of workplaces other

than those available at the office or at home by sharing for

example the workplaces between B50 members. The target of

the B50 Group is to reach a million employees embracing the

“work and travel smart” approach by end 2012 whereas the

greater ambition is to initiate a mass acceleration of the move-

ment, making it irreversible and leading to 2 million converted

employees by the end of 2015.

Public-private partnership

The Dutch government is an important pillar of the platform. In

close cooperation, the stakeholders (employers, regions, gov-

ernment, and labor organizations) now work closely together

in order to achieve the structural changes. The Ministry of

Infrastructure and Environment supports the B50 objective by

injecting € 10 million in the platform for the 2011-2012 period

and linking the investment to the public program called “Better

Utilization”(**) as a mutual reinforcement. Involving 8 regions,

the Minister will further inject over € 1.1 billion in order to

optimize the existing infrastructure, reduce the major conges-

tion bottlenecks and encourage people to travel outside peak

hours. The package of measures is intended to ultimately

reduce the traffic congestion by 20%.

Filip Van Mullem

B50 GROUP COMPANIES: ABN Amro, Accenture, Achmea, Alliander, Alstom, ANWB, Arcadis, Berenschot, BMC Groep, Boer & Croon, Capgemini, Cofely, Conclusion, Connexxion, Dhv, E-office, Europ Assistance, IBM, Imtech/ Peek Traffic, ING, KLM, KPN, Microsoft, Ministerie van Binnenlandse Zaken, NS, Nuon, NxP, PostNL, Rabobank, RDW, Siemens, SNS Reaal, Sogeti, Strukton Civiel, Strukton Rail, T-Mobile, TNO, Twynstra Gudde, UMC Utrecht, Universiteit Utrecht, Univé-UvIT, UWv, veolia Transport Nederland, vodafone.

(*) Slim Werken Slim Reizen(**) Beter Benutten

In the Netherlands a large number of employers, currently involving 800,000 employees, are already linked to “work

and travel smart” initiatives.


Bike sharing scheme in lille gets online app Since it was launched in Lille (France) a year ago, the public bicycle sharing scheme has proved to be very successful: more than 4,000 bikes are now in use on the city’s roads. Available for short (by the hour) or long (a year) rental, the inhabitants of the northern French town have quickly adapted to this ecological and urban mode of transport. By 2014 there will be more than 10,000 bicycles available to the public. But what was missing was the possibility of renting by smartphone. Transpole, the public transport and v’Lille operator in the Lille metropolitan, area, has thus set up an application for mobile telephones, which has been in operation since April. With a practical drop-down menu, this app enables the situation concerning the bicycle fleet to be seen in real time. Currently developed for the Apple iPhone, the app has also been embedded into the Android store. And it clearly responds to a need, having been down-loaded 11,000 times during the May-June start-up period.

Carlson Wagonlit travel calls for better ancilliary cost monitoringCarlson Wagonlit Travel has published a report (Mastering the Maze) in which it points out two domains for potential cost sav-ings by corporate travel buyers with respect to air travel. These are in the areas of airline fuel surcharges – which are not gener-ally questioned – and of the ‘out of pocket expenses’ run up by executives when flying on company business, such as extra bag-gage costs and in-flight meals (where these have to be paid for). The problem appears to be that companies do not closely moni-tor these costs, having placed most of the emphasis on ensuring the best deal on the cost of tickets themselves. Negotiating on fuel surcharges and changing traveller behaviour could lead to cost savings, the report believes.

Fuel costs and out of pocket expenses can be optimized according to a report form Carlson Wagonlit Travels.

new york bike hire scheme on the way

The New York bicycle hire scheme Citi Bike is now scheduled to be launched in March 2013, the initial date having been set at July 2012. There will be around 10,000 bikes available for rent from some six hundred of stations located around the city. Users can pick up the bikes at one station and return them to another. The New York scheme is to some degree modelled on the successful velib’ and Barclays Cycle hire schemes already in operation in Paris and London respectively.

Waymate simplifies travel comparisonsAn on-line travel platform under the name of ‘Waymate’ is proposing a simpler service for travellers and travel man-agers. Based in Berlin, Waymate was founded two years ago. It emphasises the fact that by using its platform, it is no longer necessary to continually move from one web-site to another in order to compare flight availability and prices, or trains, or find the best route by car. Waymate brings the entire process together into what it describes as ‘one easy, convenient and transparent experience’. Booking flights and other transport journeys is also integrated into the platform, once again enabling the user to remain on the same site. Waymate was the winner of the first Smart Mobility Challenge 2012 held by the European Commission.

StRatEgy news

More news onwww.smart-mobilitymanagement.com

Citi Bike, the New York bicycle hire scheme will be launched in March 2013.


Mobility theory put to practice

CaSE StuDIES Arcadis

When you read the 54 do’s and don’ts of

Arcadis on the new way of working, you

realise that these people have sustainabil-

ity in their soul. After all, the eventual pur-

pose of this list is to find a new and more

efficient way of balancing time, mobility and means resulting

in a economically en ecologically more acceptable footprint of

both the company and the individual employees.

The ultimate goal of this new way of working as Arcadis

promotes it, is a result-driven management that is based on

mutual understanding and tangible results. Of course this

often requires a complete turnaround of the way of thinking

throughout the complete organisation, from management to

every employee involved, but the resulting benefits are not to

be neglected. Their new way of working therefore focuses on

people, processes and organisation. Changing is not a goal

in itself and not everybody is supposed to agree, but Arcadis

is convinced that the necessary changes can be reasonably

understood and accepted by all parties involved. Listing all

of these 54 do’s and don’ts plus their potential would lead us

to far, better have a look at how Arcadis puts the theory into

practice.

A step by step approach

First of all Arcadis introduced an evaluation system based

on results whereby not the presence of an employee is to be

taken into account but the output of each one of them. This

change is as much a challenge for managers who have to

understand how vital it is that their employees need to know

exactly what is expected of them, as it is for the employees

themselves who are responsible for the organisation of their

proper part of the job. They are basically free to work where

and when they want just as long as their part of the job gets

done the way it should be.

Even though Arcadis is a widespread multinational with branches in 13 countries, it is not unthinkable you will never have heard of them. But their ideas and daily realisations are familiar to all of us since their field of experience stretches from environment over water to buildings and… mobility. And they put their money where their mouth is.

Adapting the lay-out of the offices in function of the tasks that need to be performed can generate savings up to 30% in workfloor surface.


Secondly Arcadis invested considerably in a powerful IT-

section able so support working from different sources and

in different places. The desired mobility inevitably requires

that every employee can be reached when needed (no more

fix phones, only mobiles) and that he or she is fully equipped

to work on the agreed results from the office as well as from

home. home-working and teleconferencing are indeed as

much a part of the new working process as the next meeting

in the office.

Concerning those offices… the fact that not all employees turn

up at the office every single day at the same time means that

the offices themselves need to be reorganised as to offer a

maximum of flexibility all of the time. The pay-off of such a

reorganisation is that less office surface is needed. Arranging

the lay-out of a building and its offices in function of the tasks

that need to be performed generally translate into a saving of

20 to 30 percent in surface!

Down-down

Last but not least, Arcadis demanded from its managers to

act as ambassadors of the new working concept. Arcadis

very much believes in a top-down approach meaning that the

willingness to convert and the change itself has to come from

the management team. Their belief in the reorganisation is not

just essential, it is the very start of such a long-term project. In

practice this meant the managers had to give up their proper

office space, had to start focusing on a different way of evalu-

ating, be result-driven and make sure the whole process would

be accepted throughout their team. This meant all manag-

ers needed to be enthusiastic about the concept and know it

inside out in order to be able to explain and counsel their part

of the organisation during the implementation and in order to

be able to evaluate that same part after implementing the new

way of working. On top of that they had to guarantee that all

employees found an acceptable balance between private and

professional time, and that a close follow-up of all new agree-

ments was observed.

Of course Arcadis didn’t introduce all these changes at once.

Some of their proper list of do’s and don’ts simply do not

apply to their own company and that is exactly how this new

way of working guideline should be interpreted. It is not a holy

grail kind of bible you need to follow meticulously, but merely

a foretaste of how our modern times can lead to a progressive

way of working.

Dirk Steyvers

ESSENT CASE STUDY IN FIGURESSince the introduction of the new way of working by Arcadis energy-supplier Essent realised:

> 15% increase in productivity

> 20% decrease in sick leave

> 9% increase in employee satisfaction (balance private-professional)

> 30% decrease in driven miles and emitted CO2

> 30% decrease in office volume (share rate of 0,6 fte/workplace)

>Arcadis introduced an efficient evaluation system based on results whereby not the

presence of the employee is taken into account but the output of each one of them.


CaSE StuDIES Delhaize

Delhaize Three-pronged mobility attack

Supermarket chains, of which Delhaize is one of the

largest in its home country of Belgium, are differ-

ent from most other types of business, inasmuch

as they have millions of customers who actually

visit their premises – which is not the case for other

mass market suppliers such as telephone operators… So how

does Delhaize make its mobility plan work in these conditions?

What are the main elements of your mobility policy?

Davy Decock: We have a mobility strategy and a mobility

action plan 2012-2015 with different focus areas. We focus on

customers, on staff, and on freight transport. These are three

domains and we have initiatives in all of them. Sustainability is

a pillar of Delhaize’s strategy.

Let’s start with freight, as you obviously have substantial

deliveries to make to the stores.

Davy Decock: We are investing in the PIEK project, which

means we are investing in silent deliveries. We have a greater

spread of our goods and lower emissions, quieter vehicles

and better traffic safety. We are especially focusing on noise

emissions, to generate less nuisance for local inhabitants. We

are therefore investing in our local store infrastructure and in

our transport vehicles and transpallets. We are working with

compressed natural gas (CNG)-trailers and we are putting a lot

of effort into driver behaviour . Another factor we are taking

into account and trying to solve is traffic congestion. So we are

spreading our deliveries in terms of timing, not just hitting the

morning rush hour for example. By definition a lot of our stores

are in densely populated areas with a lot of traffic. Avoiding

having two goods vehicles arriving at the same time is a prior-

ity because it generates nuisance for our neighbours. We are

using the new type of double-deck trailer for more efficient

deliveries. Another very important aspect is safety in our store

car parks, especially when trucks need to manoeuvre in these.

Whenever I go to a store I observe the behaviour of everyone

using the car park to see if any modifications need to be made.

The priority actions therefore involve infrastructure, transport

vehicles, transpallets and driver behaviour.

Are your warehouses and suppliers involved in this?

Davy Decock: Yes, we have two main warehousing centres

for Belgium, in Zellik and Ninove, and we have, for example, a

project to diminish the number of empty trips by trucks. So

when a truck has delivered to a store, it can then go to a sup-

plier’s premises, pick up more goods, and deliver these to the

warehouse. We believe that over the past two years we have

avoided around 5 million kilometres of travel through better

logistics and backhauling, with all the benefits in terms of fuel

costs and emissions.

Electric cars are making an appearance in the company fleet.

As a major supermarket chain, Delhaize has three distinct areas on which to concentrate its mobility plan. Davy Decock, Mobility Coordinator for Delhaize, explains how this works, and how even the company’s customers are part of the plan.


Davy Decock with a Delhaize bike – offered to any employee who wishes to come to work on two wheels.

Let’s talk about your staff.

Davy Decock: We have a lot of measures in place to reduce

the environmental impact of staff travel, and one of the main

elements is free public transport. Everyone who works for Del-

haize in Belgium is able to benefit from free public transport.

We have a national policy for this. Where company cars are

concerned, more polluting vehicles are being phased out and

we have started to introduce 4 electric vehicles to use as pool

cars – amongst others. There are 2 Opel Ampera’s in the car

park. If someone comes by public transport and then needs to

go somewhere for work, he can use one of these.

Do you have satellite offices?

Davy Decock: Yes, and we have a very good policy on local

recruitment. The best way to avoid traffic is to have the place

of work and the home close together. This is also why we

introduced a bike project. Any member of staff who wants to

decrease their environmental footprint and who can respect

the conditions of the bike charter and move around sustain-

ably can have a free Delhaize bike. We are also improving

cyclists’ facilities with more bike parking for example. The take-

up has been very good – we tested the scheme in the Ninove

centre and from an original 5% of people coming to work by

bike, we now have 13%. Because of this success we have now

launched the project nationally

Can company cars and free public transport be taken

together?

Davy Decock: We started by offering the free transport just to

people without a company car, but now those with a company

car can also take advantage, by opting for a less expensive

car. It is also possible to downgrade the car and take a salary

increase.

This is a move towards a mobility budget then.

Davy Decock: Yes, in fact, it is. We are moving in this direction,

and expect to announce some more initiatives in this domain

soon. There are certain test projects going on. Further inves-

tigation into the combining of company cars and free public

transport and how this can work, is part of it. We will see how

we can best apply any sort of mobility budget, and as always

we test it first and get people’s reactions before applying it –

not the other way around!

You obviously have more customers than staff, and you said

they are being involved too. How?

Davy Decock: Well for example we are working with some

NGO’s such as Fietsersbond & GRACQ. We are undertaking

some studies with them, and the first concrete result will be

in September, when we launch a bike bag for shoppers. This

will be distributed in store and be a bag which shoppers can

use on their own bikes – alongside the rear wheels in tradi-

tional manner – to take their shopping home. It is designed to

be very quick and easy to fit onto and take off the bike. This

will make it easier for shoppers to do their shopping by bike.

There will also be more bicycle parking in stores. Our surveys

and trials in three stores show that this scheme is very well

received by the public and so we are going to roll it out into

other stores.

Tim harrup

“Over the past two years we have avoided around 5 million kilometres of travel.”

Davy Decock, Delhaize BelgiUm

ABOUT DELhAIZEA familiar sight in Belgium, where Delhaize was founded in 1883, the country now only provides around a quarter of the companies revenues. The majority (68%) of the twenty billion Euros or so revenues come from the United States, and Delhaize obtains the rest of its turnover in nine other countries. Worldwide employment is around 138,000. The sustainable development policy of the company extends to its food ranges, with ‘bio’ products to be found in every type of food on sale. Since 2007, all of the electricity used by Delhaize comes from renewable sources.


CaSE StuDIES Euler Hermes

Euler Hermes root and branch change

Euler hermes recently moved

three hundred metres from

its previous offices in the

Brussels European district,

to begin an entirely new

chapter in its existence. The workspace

is quite unlike anything seen before

– open, bright spaces with innovative

seating concepts, no visible cupboards,

no closed in offices… Each of the seven

departments works around a ‘hub’, there

are informal meeting spaces, a network

café. Subtle, changing colours enhance

the principally white décor. To prepare

its personnel for what is a root and

branch change in company working cul-

ture – especially for an eighty-year-old

organisation – Euler hermes undertook

a period of ‘psychological training’

during the works. The personnel were

invited to come and see the work in

progress, a large screen in the existing

offices showed the work being carried

out, and a copy of one of the new hubs

was built in the old offices to familiarise

staff with what they were moving into.

Total investment

A clean desk policy now operates, with

each employee having a small ‘toolbox’

to store their personal effects at the end

of the day. The ‘New Way of Working’

has now convinced the personnel, who

were naturally wary at he outset. And

the company invested itself totally in

this radical and fundamental change

in thinking. This even began with the

selection of a partner to design and

build the new offices. having first

looked at some of the traditional interior

designers, Euler hermes decided that

radical ends require radical means. And

so the commission was awarded to a

very small Brussels bureau ‘RoseStudio’.

“They fully understood what we were

looking for and invested themselves

100% in the project – night and day

sometimes”, explained Facility Manager

Stéphane vanbever.

There is an elevated wave design in

the central areas, with people sitting

below. Flex-desk use has been insti-

gated where appropriate the personnel

just logs in to the fixed phone wherever

Euler Hermes, a credit insurer with offices across the world, has become the latest company to embrace the ‘New Way of Work’ in its Belgian office. When opting for a radical change in culture, Euler Hermes set itself (and its architects) a number of criteria: transparency, synergy, flexibility were three key words.

Stéphane Vanbever, Facility Manager at Euler Hermes, says that the New Way of Working is related to a better state of mind within the company.

© M

arie

Bo

urg

on

jon

The wave effect in the Belgian office of Euler Hermes is clean to see and gives a dynamic touch to the workfloor.


they happen to sit. Computers are not

individually assigned and there will be a

move towards laptops. Pictogrammes,

rather than traditional signs, are used

to show the various different office

and relaxation areas. There is more use

made of video-conferencing and confer-

ence calls. And for meetings requiring

a large number of people all in one

room together, there is an astonishing,

custom-made, eight metre long white

table in the (glass partitioned of course)

‘board room’.

Mobility move is crucial

Mobility was indeed a major criterion:

there is a metro station right outside

the front door, and around 50% of the

personnel come to work by public trans-

port. There is a move towards a mobility

budget rather than simply a company car.

The ‘New Way of Working’ has been

entirely embraced by Euler hermes,

and includes ecological concepts. For

example, there is a shift towards paper-

less working, with a radical reduction in

the number of printers to be found in

the offices. The figures here are excep-

tional. Within six weeks of moving in to

the new offices, the number of sheets

printed each day had reduced from

around 2,000 to 700.

Stéphane vanbever sums up the effect

of the ‘New Way of Working’ six months

into the project:

How has mobility evolved since the

beginning ?

Stéphane Vanbever: “Well on top of

what we have done here in Brussels we

have established eight hubs in Ghent,

which will enable several company

employees to work out of Ghent. This

means that some of our employees who

live in the Ghent area can now work

from there rather than having to travel

to Brussels as they do now. So in terms

of mobility, this quite simply means that

there will be less travel taking place.

This move also benefits our custom-

ers, as the majority of them are in fact

located in the Flemish region. For the

employees concerned, there is also an

advantage in terms of the work-life bal-

ance.”

How has this ‘New Way of Working’

impacted on your clients?

“I have spoken to many of our employ-

ees who have direct contact with clients

– sales and underwriting staff for exam-

ple. They feel that communication takes

place more quickly than it did before,

and this is related to a better state of

mind within the company, more focused

on the customer.”

How has your own daily working life

changed?

“It is very interesting because when you

decide to make a move and a change

like ours, you set out a lot of things on

paper which are basically concepts.

One of the concepts is that there will

be more flexible cooperation between

all the people. We were able to see that

really did happen, from the first day, and

we already saw a lot of informal meet-

ings taking place. The level of communi-

cation between colleagues has definitely

increased. We certainly make use of the

network coffee facility. We use these

new facilities all the time. This has been

like fresh air going through the organi-

sation. Our previous building somehow

formed part of the DNA of our organi-

sation as it had been our headquarters

for so long. So there was some degree

of sadness at leaving it, but the bubble

of oxygen the new building brought

was felt immediately. It has increased

the energy in our organisation and our

contact with customers. I think that

in six months in the new building we

have seen more customers than in two

years in the old one! We are proud to

invite customers into our new building.

Openness, communication, these are

corporate words, but you can really feel

them here in the building.”

Tim harrup

“A copy of one of the new hubs was built in the old offices.”StéPhane vanBever, eUler hermeS

ABOUT EULER hERMESEuler hermes a credit insurer with 54 branches across the world. Part of the Allianz group, its prime task is therefore to assist in the com-mercial development of companies by ensuring that these companies select solvent clients with the ability to pay. It also helps in debt collec-tion where necessary. The company turns over around 2 billion Euros and employs 6,000 persons worldwide.

A WORD FROM ROSESTUDIOStéphane Vanbever, euler hermes: “For a space to communicate, there has to be a strong idea running through all levels of that space. In this way, it expresses the values of the company. We therefore created a dynamic motive which is used in the partitioning, on the floor, in the furnishing and in the signposting. Apart from the large meeting rooms, the space is open and transparent with meeting areas called ‘hubs’. These were designed in the form of a wave on which everyone can surf, meet and inter-relate or withdraw. Conviviality between colleagues therefore reappears. The graphic chart was also used to bring vitality to the various depart-ments: red, blue, green and orange.”

business travel & meetingsleading buyer-led

Europe’s

network

St Mary’s Court The Broadway Amersham Buckinghamshire HP7 0UT United Kingdom [email protected] +44(0)1494 618497

GBTA is your premier destination for every resource you need to succeed in today’s ever-changing business travel environment

What can you expect as a GBTA Europe member?

Access to the comprehensive online resource library, containing industry research and resources

Free registration to GBTA webinars

Member rates for education programmes and events and opportunities to apply for GBTA Academy scholarships

Information and resources from GBTA’s ICARUS project, the respected Corporate Sustainability/Corporate Social Responsibility programme

Locally powered events and membership, alongside access to global resources and connections

Enhanced online collaboration and information sharing

Introduction to a vast global network of industry professionals

For more information visit www.gbta.org/europe

Whether you’re just beginning your professional journey or are well-established in the industry, the GBTA Academy offers education programmes to advance your personal and

professional growth. There are classes offered for all levels so you can choose courses based on your current level of experience and knowledge.

GBTA Academy: business travel management education for every experience level

For more information visit www.gbta.org/academy

GBTA Europe Partners:


business travel & meetingsleading buyer-led

Europe’s

network

St Mary’s Court The Broadway Amersham Buckinghamshire HP7 0UT United Kingdom [email protected] +44(0)1494 618497

GBTA is your premier destination for every resource you need to succeed in today’s ever-changing business travel environment

What can you expect as a GBTA Europe member?

Access to the comprehensive online resource library, containing industry research and resources

Free registration to GBTA webinars

Member rates for education programmes and events and opportunities to apply for GBTA Academy scholarships

Information and resources from GBTA’s ICARUS project, the respected Corporate Sustainability/Corporate Social Responsibility programme

Locally powered events and membership, alongside access to global resources and connections

Enhanced online collaboration and information sharing

Introduction to a vast global network of industry professionals

For more information visit www.gbta.org/europe

Whether you’re just beginning your professional journey or are well-established in the industry, the GBTA Academy offers education programmes to advance your personal and

professional growth. There are classes offered for all levels so you can choose courses based on your current level of experience and knowledge.

GBTA Academy: business travel management education for every experience level

For more information visit www.gbta.org/academy

GBTA Europe Partners:

InDuStRy Two-wheeled mobility

It’s now been 10 years since the

Segway corporation in New hamp-

shire produced the revolutionary

two-wheeler that took the streets

of the great American cities by

storm. Today, via franchise holder Mobil-

board, the Segway is present in 15 Euro-

pean countries. In France alone, there

are 40 branches. An earlier attempt at

introducing the Segway in Lille via the

public transport system Transpole failed.

But a Mobilboard branch, established

in the city in 2011, has proved more

successful. “We started out with 12

Segways, and we’ve recently upped the

number to 20, as we couldn’t keep up

with demand”, says Michel Krysiecki,

the local Mobilboard manager. The

Lille branch is developing three activi-

ties: leisure, corporate incentives, and

event communication. “For leisure, we

primarily work with groups for whom

we develop package deals, especially

for our Belgian customers: we rent out

Segways to groups from 10 to 15 people,

for a duration of 3 to 4 hours, with an

instructor of ours to supervise, and a

pub meal in the middle of the excur-

sion.” The initiation is easy: 15 minutes’

instruction suffices to teach novices

how to drive, stop and turn. Even if the

Segway is considered an extension of

‘pedestrian’ traffic, it can still reach up

to 20 km/h, and helmets are manda-

tory. “For groups on urban excursion, we

limit the speed to 6 km/h. This allows us

to welcome any type of customer. Last

week we had an 81-year-old man take

his first Segway ride!”

Business seminars and banners

To attract customers from the UK,

Belgium, the Netherlands - and of

course France itself - Mobilboard has

developed game rallies, including a

‘road book’, to allow them to discover

Lille. “This formula is taking off very fast,

thanks to our website (www.mobilboard.

com) and our presence on Facebook”,

says Michel Krysiecki.

Corporate incentives are another

concept under development. Staff

meetings and business seminars could

benefit from a two-hour group excur-

sion by Segway. “This formula already

represents 40% of our turnover”, says

Krysiecki. And the event business is also

booming: “We can arrive at an event

with 15 Segways, carrying banners - that

makes for a very spectacular, modern

and trendy entrance. If so desired, we

can also customise the Segway’s body

and the wheels.” Obviously this novel

mode of urban transport is not free. It

will set you back €45 for two hours,

and €55 per person for a group, which

includes a guide, a road book, etc.

So why is the Segway proving to be

such a success?

“Well, because it’s an eco-friendly, com-

pletely silent mode of transport (which

recharges just like any laptop); because

it’s very pedestrian-friendly, in training

and in practice; because it represents

smart travel, allowing to target distant

urban destinations without getting

tired; and let’s not forget it’s great fun.

After a few minutes of trepidation, our

customers love their Segway, the feeling

of riding on a magic carpet to their des-

tinations. Once you’ve tried the Segway,

you’ll love it.”

Philippe Martin

the Segway is taking lille city by storm

It started in the US, of course, but the Segway phenomenon has now reached Europe, spreading through France, Belgium, the Netherlands and other countries. The Segway is more than simply a means of urban transport; it’s a clever, playful and eco-friendly tool recreation and com-munications tool. Its debut in the northern French city of Lille is show-ing a lot of promise.

A common scene in Lille today: tourist groups are crisscrossing the city on Segway.


InDuStRy rail

Productive Mobility The train takes you there The growth of high-speed rail networks like Euro-star and Thalys, and the increasingly cumbersome security checks at air-ports, are drawing more and more passengers from plane to train. A compre-hensive study by EPSA confirms rail’s competitive advantage for trips inside Europe.

EPSA is an independent research company special-

ising in ‘non-production’ purchases and expenses

- notably business trips. Its study was commis-

sioned by Thalys International. But the Brussels-

based rail company wasn’t really taking a great

risk: its network smoothly and swiftly connects Paris, Brussels,

Amsterdam and Cologne. No, the study’s real value lies in the

fact that it moves beyond merely accounting for travel cost

and travel time. It quantifies a more fluid concept: the produc-

tivity of the business traveller.

First, let’s talk money. The results are clear: Thalys wins, hands

down. Between economy class on airplanes and 2nd class via

Thalys, EPSA calculates a cost differential of about 68%. This

is taking into account the fact that people will sooner take a

taxi to the airport and public transport to the train station, as it

is usually located in the centre of a city. But more surprisingly,

the difference still represents an average cost reduction of 53%

for rail if we compare with Thalys Comfort 1, a formula that

includes meals, free wifi and the option to reserve a private rail

car.

The opportunity to work on board, with access to free wifi, is one of the major arguments for Thalys’ productive mobility.


Travel time advantage

And the airplane option doesn’t even have a travel time

advantage. It’s true that on routes between Paris and Amster-

dam and Paris and Cologne, the airplane remains faster (even

including travel to and from airports, and pre and post board-

ing time) - but not by much. In other Thalys routes, it’s a draw

between train and plane. On the Brussels-Paris route, the train

even is faster.

The study gets very interesting where it goes into the details

of so-called ‘productive mobility’. For a business traveller, the

trip between, say, Paris and Amsterdam represents a total

investment of €476, compared to €710 by plane. Taking into

account the aspects ‘cost’ and ‘time’, as specified above, the

trip by Thalys is a third cheaper than the same one via plane.

But the study also attempts to quantify the potential for pro-

ductivity offered by the different types of transport. On this

point, the travel managers surveyed for this study are virtually

unanimous: 90% consider productivity on rail to be excellent,

but only 6% would say the same for productivity on planes.

Even better: 68% of the managers surveyed believe that a

businessperson can do professional work on the train for more

than half the travel time. Only 4% thought the same about

airplanes. Plenty of objective criteria support this discrepancy

- for starters: the ease of access to a power outlet.

Better productivity on short trips

If we then factor in that, with respect to CO2 emissions, the

train crushes the competition of plane and car, it doesn’t take

a genius to realise rail’s enormous lead over the competition.

This is confirmed by Paul Tilstone, European Managing Director

of the Global Business Travel Association (GBTA): “Obviously,

companies find it very important to calculate the ‘total cost

of trip’, factoring in the ticket price, the ecological footprint,

and the total travel time when picking the type of travel. The

choice may depend on the distance to airport terminals or

train stations, the time of year, and the type of traveller. At

present, we don’t yet have a system to quantify these costs

reliably for each and every trip. But at GBTA, we do support

complete intermodality, and gladly acknowledge that the

train provides an excellent option for productivity on short

trips.”

OUTLETS AND ADDED-vALUE TASKS> The survey’s most original aspect is its evaluation of

business traveller productivity. Not only 72 companies, but also hundreds of travellers were surveyed. As mentioned, 90% of managers consider rail’s productivity potential to be very good, versus only 6% for air travel.

> In order of importance, managers and travellers alike rate as their top travel criteria: proximity of power outlets, internet connection, silence, the ability to make phone calls. Following these: proximity to point of departure (whether airport or train station), presence of work stations, quality of waiting area.

> The study goes further, quantitatively and qualitatively. Almost all business travellers work at least some of the time on Thalys, one out of two works at least half of the travel time: current tasks, making calls, sending and receiving emails, and most of all, ‘value-added tasks’ (49% ‘often’, 36% ‘occasionally’) and preparing meetings (87% in total)!

> This degree of productive mobility is revolutionary - and obviously linked to new technology: 40% use smartphones on the train, 45% do paperwork, and 88% use their computer or tablet.

> In conclusion, even if cost remains the number one criterium for managers to choose the mode of transport (53%), productivity already represents 13%. There’s no doubt that for travel managers, this percentage - and the appeal of the train - is set to increase.

Bart vanham, a specialist in mobility taxation, concurs: “It’s

clear that on routes inside Europe, trains provide better pro-

ductivity than planes.”

Does this mean Thalys can rest on its laurels? No, says Franck

Gervais, Thalys International’s CEO: “We will continue to opti-

mise our lead, and improve travellers’ preference for Thalys

because it is faster, more efficient, better value for money,

and more productive. But this study should also motivate us

to work more on intermodality, to re-think our habits in order

to construct a European-wide transportation ecosystem that

business and individuals need.”

Philippe Martin

The ThAlYS/ePSA STuDYis available in full on www.thalys.com


Can air travel ever be green? New evidence from the major players in the airplane industry indicates that it can continue to reduce CO

2 emissions, thus

becoming if not green, then at least greener than before.

not just green, but greener

©A

irbu

s

Two mechanisms are at work

here: the airline industry’s

technological side, repre-

sented by the manufactur-

ers of airplanes and their

engines, and its operational side, i.e. the

airlines and the organisations that con-

trol their movements - for Europe, this

is Eurocontrol in Brussels (see separate

article). Manufacturing builds equip-

ment that produces as little emissions

as is technologically possible; opera-

tions works to keep actual emissions as

close to that technological minimum as

possible.

Airbus

Manufacturing’s two giants, Airbus and

Boeing, both work hard to produce

‘greener’ airplanes. Airbus wants to

improve fuel efficiency by 1,5% every

year to 2020; cap net carbon emissions

from 2020 onwards; and reduce them

by 2050 to 25% of 2005 levels. Over

90% of Airbus Research & Technol-

ogy’s budget goes towards eco-friendly

measures, such as developing new

aircraft technologies, improving modern

Air Traffic Management (coupling the

increase in traffic with a decrease of

its ecological impact), and implement-

ing alternative-fuel value chains. The

European consortium is also committed

to Flightpath 2050, which targets a 75%

reduction in emissions of CO2, 90% of

nitrogen oxide (NOx) and 65% of noise

by 2050.

The culmination of all that research is

the Airbus A350xWB, an airplane that

consumes 25% less fuel than current

aircraft. Designed to be eco-efficient

from gate to gate, it will be the leading

environmental performer in the long-

range market. It operates with a com-

fortable margin from the norms set by

current CAEP6 regulations: 99% below

its hydrocarbons (hC) limit, 86% below

its carbon monoxyde (CO) limit, 60%

below its smoke limit, and 35% below

its nitrogen oxide (NOx) limit. And it’s

quiet too!

AIRBUS WANTS FIRST ChOICE OF BIOFUELS For Airbus, alternative fuels have been shown to work, and the air travel industry should get first choice, as it has no other viable options beyond fossil fuels. But the company does not approve of ‘first-generation’ biofuels, from materials like palm oil, which can be used as food. Airbus now wants to speed up commercial use of jet-grade biofuels to meet its carbon targets (see above).

InDuStRy Air Travel


Boeing

On the American side of the Atlantic,

Boeing is also keen on ‘green’, using

advanced materials, more fuel-effi-

cient engines, new wing designs and

improved aerodynamics for an eco-

friendlier performance. For its part, the

Boeing 747-8 reduces noise by 30%, and

provides double-digit improvements in

fuel economy and carbon emissions as

compared to previous 747s. The Inter-

PUTTING IT INTO PRACTICEIn October, Airbus and Air France completed what has been dubbed “the world’s greenest commercial flight ever”. The Airbus A321 flight from Toulouse to Paris put into practice elements in the Airbus road map, such as alternative fuel, optimised air traffic management, and ‘green navigation’. The result: a 50% drop in CO

2 emissions.

Lufthansa carried out a biofuel experiment with an A321 on the hamburg to Frankfurt route. For six months, one of the plane’s two engines was fuelled by the maximum allowed proportion (50%) of biosynthetic kerosene. A Frankfurt to Washington flight with 40 tonnes of biokerosene was also completed successfully. These experiments avoided the emission of 38 tonnes of CO

2 .

BOEING’S ShRINKING CARBON FOOTPRINT Boeing’s carbon footprint increased in 2011, but only due to increased aircraft production - the overall footprint has been decreasing since 2007. Since then, Boeing’s absolute CO

2 emissions have decreased

by 3% (7% on a revenue-adjusted basis). Also, the company’s energy use has gone down by 1% (4%), hazardous-waste generation has decreased by 17% (19%), and water intake by 9% (12%).

continental version carries more people

further, on less fuel, noise and pollu-

tion. The Freighter version brings those

improvements to the cargo industry.

Thanks to its composite fuselage and

wings, the 787 Dreamliner achieves

a 20% increase in fuel efficiency over

airplanes of similar size. It is also much

more environmentally progressive

throughout its product life-cycle, as

fewer hazardous materials are used to

produce it. The Dreamliner is a lso qui-

eter than any previous plane of its size.

The 737 MAx was officially launched in

2011, promising airlines a 13% reduction

in fuel consumption (and a comparable

reduction in CO2 emissions) over today’s

most fuel-efficient single-aisle airplane,

the Next-Generation 737. The improve-

ment is down to design updates, which

also include the latest noise-reduction

technology.

Engines

Both the Boeing 787 Dreamliner and

the Airbus A350xWB are fitted with

Rolls-Royce engines. So, what are they

doing to make air travel greener? For

the Airbus plane, Rolls-Royce devel-

oped the Trent xWB engine, using 3D

aerodynamics, low-emissions combus-

tion and weight-saving technology to

reduce fuel consumption. The result

is the most efficient large civil aero-

space engine ever produced, with a 16%

improvement in fuel efficiency over the

first Trent engine. For the Dreamliner,

Rolls-Royce also used 3D aerodynamics,

making the fan blades, compressor and

turbine aerofoils more efficient and less

noisy. The resulting Trent 1000 engine is

12% more efficient than the Trent 800,

first used in 1996. All these percentages

really add up, says Ric Parker, Research

& Technology Director at Rolls-Royce: “If

we could replace a previous generation

of planes overnight, for example the 767

with the 787, we could save over $1,5

billion in fuel costs and 5 million tonnes

of CO2 every year.”

Tim harrup & Filip Van Mullem

“If we could replace a previous generation of planes overnight, for example the 767 with the 787, we could save over $1,5 billion in fuel costs and 5 million tonnes of CO

2 every year.”

ric Parker, rollS-royce

An Airbus A350XWB under construction in the company’s Toulouse plant.


InDuStRy Air Travel

Eurocontrol tis the

European network

manager for air traffic

control. We work with

national governments,

airports and navigation service provid-

ers to plan flights within this Europe-

wide network. In doing so, we’re already

implementing ‘green’ measures”, says

mister Watt.

Continuous descent

“Another successful measure is

continuous descent: the idea is for a

plane to come out of cruise flight at a

point called ‘top of descent’, and then

simply glide down to land, with its

engines throttled back to 30% power.

This isn’t as easy as it sounds.

With a majority of the 28.000 daily

flights in Europe centred on the

core cities of London, Frankfurt,

Paris, Amsterdam, Milan and Zurich,

descending planes often have to go

into level flight for safety reasons. This

involves firing the engines, causing

more noise and costing more fuel.

Still, we have over 80 airports offering

continuous descent at least some of the

day. This has proved so successful that

our target of 100 airports offering the

option by 2013 has been upgraded to

200 by 2014”.

Safety remains air traffic control’s number one job, but it can also help cut CO2 emissions, thus making air travel greener.

Andrew Watt, Head of Environment at Eurocontrol, explains how it’s done.

Eurocontrol making air travel greener while keeping it safe

Emissions trading

Eurocontrol also fulfils a crucial role for

the coming cap-and-trade emissions

trading scheme for the aviation

industry: “A similar system, with the

auctioning and trading of emissions

rights, is already in place for heavy

industry. In 2013, cap-and-trade for

airlines will kick off, based on this year’s

data, as provided by Eurocontrol. We

monitor and calculate the emissions

of the airlines operating in Europe

and provide this information to the

European governments. Our cross-

border approach is essential: an airline

may be registered in one particular

state, but operate a large part of its flig-

hts between other states. Without our

input, it would be very difficult for the

host state to establish its exact level of

CO2 emissions.”

Filip Van Mullem

“We transfer delays to the ground - where the engines remain switched off, as opposed to delays in the air, where the engines are on full blast!”

anDre Watt, eUrocontrol

Andrew Watt underlines the ‘greening’ effect of Eurocontrol’s measures.

AlphaCityGet ahead with intelligence – due to innovative company CarSharing.

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AZ_AlphaCity_210x297_120516_RZ.indd 1 16.05.12 17:46

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