Workshops. #mobicongres

#mobicongres

Workshops

#mobicongres

Optimaliseer uw bedrijfsvloot Thibault Alleyn #mobicongres

Unique Partnership From Fleet to Mobility Management “Simplify the fleet industry”

1 December 2015

TÜV SÜD: Adding the Value of Safety since 1866 ...through quality, safety and sustainability solutions across the 3 Strategic Business Segments

MOBILITY

INDUSTRY

CERTIFICATION

Ensure safe mobility:

Maximise reliability, safety & efficiency for:

Achieve market access for:

 Periodical Technical Inspections  Car business services  Fleet management  Automotive

Not for distribution or modification.

 Chemical, oil & gas  Power & energy  Manufacturing & industrial machinery  Rail  Real estate and infrastructure

 Manufacturing & industrial machinery  Consumer products & retails  Healthcare & medical devices  Telecommunications & IT  Transportation (Automotive, Aerospace and Marine Component)

FleetVision & TCOPlus: Who we are... TÜV SÜD BUSINESS UNIT FLEET

CONSULTATIVE TOOLS

GLOBAL CONSULTING

FLEET & VENDOR MANAGEMENT

Global reporting & forecasts

Strategic programme design and implementation

Operational efficiency and expertise


FleetVision: Value Areas


TCOPlus: Consultative Solutions (1/2) Transition from a global CSR or Environmental Program to local policy parameters. A framework enabling monitoring and control of fleet spend.

Obtain insight in consolidated international fleet data and digested information in a few mouse clicks. Immediate key figures and performance indicators in dashboard format.

Evaluate feasibility of centralisation of fleet management processes and define a blueprint of such centralised structure. Includes mapping of risks, barriers, (dis)advantages.


TCOPlus: Consultative Solutions (2/2) Translate automotive company USP’s into a robust TCO model. Demonstrating savings potential and taxation benefits. Highly visualised sales tools capturing their specific business demands.

Developed to help evaluate the feasibility of alternative powertrains into the company vehicle fleet. Includes a tailored TCO calculation including tax effects based on the company fleet policy.


Market Trends: heavily influencing Fleet & Mobility Strategy  Drivers become responsible for repaying cost incurred by their actions / behaviours  Increasing direct and recurring communication with drivers  Homogenizing of vehicle choice, and broader, of choice of mobility means

 Move to the “four wheels and a steering wheel” ideal, i.e. driver chooses colour and trim combination only  Break link between driver and “his” car, increasing sharing or alternative transportation  Ultimately, choice for most effective means of transportation: with use of mobility wizards (tools)

 Cost pressure in indirect materials [incl. travel and fleet] drives consolidation of responsibility

Responsibility

Choice

Cost Pressure

Discount Transfer

 EMEA/global experts support local (Fleet) Managers. For large national organisations: move from business unit to HQ responsibility

Organisation

Broader Context: Urbanization, Gen Y, New Way of Working, Technology/Apps, ...

 Need for transparency and consolidated reporting to manage the commodity

 Purchasing and leverage gains transferred to the bottom line of company instead of driver/employee

 Highly increasing trend for hard cash returns: e.g. bonus versus discount

Mobility Solutions: Introduction Many large fleet operators are starting to develop a holistic mobility management approach, which covers both operations and strategy... However integrators are still scarce. Service providers

Mobility mgmt across all travel means

Cost efficiency

Travel advice result

Road

Time efficiency

Rail

Green efficiency

Air

Labour efficiency

All transportation types utilised to use the most efficient way to travel, based on client/employee requirements

Sea

Strategy base: where are we now?  Create transparency regarding employee travel patterns and mobility requirements  Create transparency on cost  Create transparency on sustainability performance Not for distribution or modification.

Step 1: Company Reflection to define Management Vision Due to the nature of mobility as a transversal need, each stakeholder (HR, Comp&Ben, CSR, Finance, Business Leaders) needs to be involved

How relevant is it for retaining/ recruiting?

Which is our financial / risk standpoint?

Which are our CSR objectives?

How does it impact our business activity?


Which image do we want to have?

Step 2: Approach to Define the Setup Define the ideal mobility solution for each type of employee, based on who they are, what they need and their position

Job Level (package) Company Car? (daily need)

Function (usage)

Employee (characteristics)

Importance for the setup:

• Same car/segment/engine? • Electric car/hybrid? • Smaller car + (motor)bike? • ...

Car Sharing? (periodical use)

• Pool of company cars? • Externally supplied? • ...

Steered mobility? (set boundaries)

• Mobility budget? • Corporate subscriptions? • ...

Free choice? (up to the employee)


• Is the change occurring within the same type of mobility? If so, which are optimization potentials? • Is the change occurring between the types? If so what is the anticipated reaction - and ways to overcome / convince? • For both of the above: prepare business case with estimated cost/benefit impact and test potential driver satisfaction/requirements (!)

Step 2: Three Elements of the Mobility Study


Step 2.a: Are your drivers ready for Mobility? • Sources Driver survey* Data loggers (smartphone, OBD2)

• Purpose Identification of individual car usage patterns Basis for comparison to mobility requirements and technological constraints

• Key Topics Driver profile and private use Business & mileage patterns (locations? distance? frequency?) General interest in mobility solutions General knowledge of mobility solutions


* Taking into account any privacy law regulations

Step 2.b: Do you have the full picture for comparing alternatives? Scenarios comparing car TCO versus TCO of alternative mobility solutions: increasing maturity and correctness Tip: driver may be willing to share BIK benefits to subsidize alternative setup Baseline I

Baseline II

Baseline III

Baseline IV

Op Lease rate + energy +/- tax + total cost of management/facilities Op Lease rate + energy cost + or - tax benefit (CO2 tax/VAT deductibility)

Op Lease rate + energy cost (fuel/elec) Operational Lease rate (full service) Not for distribution or modification.

Step 2.c: Do you have the right supplier (selection process)? Market Analysis • Market analysis (Supplier Landscape) • Learn clients requirements and focus • Analysis market status • available products • first profiles • market shares • market coverage • Identify multinationals

• Identify local heroes • Set-up tender scheme • Pre-selection matrix • Facilitate pre-selection based on client criteria


Pre-Selection • Build contact to most favorable players • See first profiles and USPs • Check basic contract acceptance

Tender Process • Send tender to best in class players and set network • Set up of Standard Framework Service Agreements

• Review fit with current model

• Set up Standard Statements of Work per country

• Identify best practice components

• SLAs detailed on local/ international level

• Create tender and Standard Framework Agreements

• KPIs per market for all relevant suppliers • Decision matrix

Supplier Selection • Identify long list • Presentation and deal affinity • Detailed discussion with TOP 3 on price and quality • Final acceptance of MSA, SOW, SLA and KPIs (process, e- interface etc.) • Improvement guidelines to cost and quality cycle • Compliance measurement • Contract at least two providers per item per market

Step 3: Project roll-out Preparation of an action plan, which answers precisely the questions below, implications for the company as well as interdependencies

Who?

• Targeted audience • All types of mobility users

When?

Through?

• Sequential approach • All at once

• Process mapping incl. roles & responsibilities • Formal policies and tools (!)

How? • Supplier selection • In vs outsourced management

Success? • Early KPI measurement • Recurring feedback

Signed-off: validated by all stakeholders, and checked against company expectations Exhaustive: covering all of above dimensions Action Plan: executed by project manager, headed by senior steer co, regular comm. of success (!) Not for distribution or modification.

Mobility Management: Lessons Learned

1.

Get a holistic view, integrate different functional perspectives

2.

Start with a vision, not a particular product

3.

Create transparency in mobility usage and how your employees think about mobility

4.

Ensure proper cost baseline right from the start: seek financial benefits to get buy-in

5.

The carrot works better than the stick; make it fun & attractive

6.

Build for the future, in sequences - walking before running

7.

Create a success story, and spread the word internally

8.

Measure adoption as of the start, ask for feedback of early adopters

9.

Get a grip of internal communication, coffee machine talks

10. Do not give up…


Thank You! From Fleet to Mobility Management “Simplify the fleet industry”

More info? Mailto: [email protected]

#mobicongres

Is fiets-lease iets voor u? Michel Lagasse #mobicongres

Mobiliteitscongres Is fietslease voor u weggelegd? 1 december 2015

Inhoud • de bedrijfsfiets • leasing vs. aankoop

• welke bijkomende diensten ? • de productofferte

De bedrijfsfiets • Flexplan • Mobiliteitsbudget • Fleet on site • Woon-werk verkeer

• « Fiets in the city »

Leasing vs. aankoop Voordelen Financieel – 12 à 48 maanden Boekhoudkundig – alleen een fin. kost Gemakkelijker voor sommige diensten – bvb.: verzekering Maandelijkse facturatie fiets + diensten + accessoires

Nadelen Eigendom

Tax & RSZ: dezelfde voordelen in beide gevallen

Welke bijkomende diensten ? •

Maintenance on site

•

Assistentie

•

Verzekering

•

Accessoires

•

Mobility consultance

 Outsourcing van 100% van het beheer van de 2W vloot

De productofferte en de verschillen

Bedankt voor uw aandacht, en laat ons samen genieten van de toekomst

Michel Lagasse 0478 320 647 [email protected]

#mobicongres

GEZONDHEIDSVOORDELEN VAN EEN MODAL SHIFT

Kirsten De Mulder - VSV Stafmedewerker Vorming Professionals Hét Mobiliteitscongres – 1/12/2015

WERKEN = ONGEZOND?

RISICO’S VAN SEDENTAIR GEDRAG

Bron: VIGEZ

VEEL RISICO’S BIJ ACTIEVE BEVOLKING

ACTIEF VAN EN NAAR (EN OP) HET WERK = GEZOND!

BELANG VAN ACTIEVE VERPLAATSINGEN

ANGST VOOR DE MODAL SHIFT? GEZONDHEIDSVOORDELEN VAN ACTIEVE MOBILITEIT WEGEN OP TEGEN RISICO’S VERKEERSONVEILIGHEID!

WAT DOET U VOOR DE GEZONDHEID VAN UW WERKNEMERS EN WELKE ROL HEBBEN ACTIEVE VERPLAATSINGEN DAAR IN?

U STIMULEERT ACTIEVE VERPLAATSINGEN? DENKT U OOK AAN DE VERKEERSVEILIGHEID VAN UW WERKNEMERS?

HULP BIJ EEN ACTIEVE LEVENSSTIJL IN UW BEDRIJF?

• https://youtu.be/_nJCIaTlL5E

HULP BIJ EEN ACTIEVE LEVENSSTIJL IN UW BEDRIJF?

TOM, HR MEDEWERKER GETUIGT OVER FITBEES BIJ ATHLON

BEDANKT VOOR UW AANDACHT!

STELLINGEN •

Bedrijven/organisaties hebben een specifieke impact op de maatschappij via de mobiliteit die ze genereren. Wat kunnen ze doen om die impact te verminderen?

•

Voor bedrijven/organisaties is het niet eenvoudig om aandacht te besteden aan duurzame verplaatsingen (administratieve last, extra investeringen, praktische aspecten...)

•

Wie moet volgens u het voortouw nemen om bedrijven/organisaties te helpen aandacht te besteden aan duurzame mobiliteit? Welke actoren kunnen daarbij helpen?

•

Staat duurzame mobiliteit op de agenda bij de bedrijven/organisaties? Bestaat er op dat vlak een verschil tussen kleine en grote ondernemingen

•

Wat kan werkgevers tegenhouden (knelpunten) om aandacht te besteden aan duurzame mobiliteit en wat kan hen toch over de streep trekken?

•

‘Duurzame mobiliteit is een gedeelde verantwoordelijkheid, maar de eindverantwoordelijkheid ligt bij de werknemer’. Gaat u hiermee akkoord?

•

•

Duurzame mobiliteit moet sowieso ook veilige mobiliteit zijn. Waar zit voor u de link?

Als er één maatregel is die voor u het aantal duurzame verplaatsingen kan doen stijgen, welke zou dat dan zijn?

#mobicongres

Workshops. #mobicongres

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