CORPORATE EXPERIENCE 3
The unlimited potential of car sharing technology to reduce CO2 emissions
It’s our Company’s objective to reduce CO2 significantly by 2025. We’ve gradually been implementing CO2 limits for the last couple of years and we’re at a pretty OK average of 102 grams across the region, which seems to be the best we can do in our current setup. But we need to ramp up, which means either keeping the fleet size ‘as is’ and go fully electric – which will blow up our budget – or start thinking outside the box. So we’ve decided to do a bit of both. First, we looked at the tool of trade cars. We didn’t change the eligibility of the Employees, but we did turn the entire fleet into pool cars, making them virtually available to anyone in the company who needed to visit clients, vendors or events. This has allowed us to reduce the number of cars organically, without even impacting the Employees: they still have access to “a car”, just not “their car” anymore. we’ve stopped ordering vehicles for a while which has reduced our fleet size by 15% with no impact on the business. The utilization rate of our vehicles has gone up by only 5%, so there’s more room for organic fleet size reduction. As all the tool of trade cars are now shared vehicles, we have started batch ordering instead of placing individual orders. We decided to go for Nissan Leaf 40 kWh as our standard tool of trade car. Each batch was tendered by procurement and we managed to get the price down to what we paid for BMW 2-Series in the past. By 2022, the entire tool of trade car fleet will be shared and electric. The benefit fleet was a different challenge: as people are contractually entitled to a car. So we’ve launched a “Shared Tesla Campaign”, whereby the benefit people can return their vehicle, receive a one-time premium and access a suite of mobility solutions that include first class train subscriptions, micro mobility solutions and access to our fleet of Tesla’s, even after hours and during weekends. When we presented the new programs to our board, some of the directors asked us: “Why aren’t we giving cash instead of cars? It’s much easier.” It is indeed, but then we’re not being honest with ourselves: Employees will just view the cash as extra salary that can be used to buy a car. Instead, we show our employees that we are a social and sustainable employer, not just as part of our Company Strategy but also as a component of a responsible and valued Total Rewards package.