Fleet Logistics Sees Rising Levels of Mobility Engagement

More and more com­pa­nies, espe­cial­ly those where fleet man­age­ment and trav­el func­tions coin­cide, are con­sid­er­ing their total mobil­i­ty needs and look­ing for exter­nal guid­ance and sup­port, but many are unsure how to approach the sub­ject.

That’s the view from fleet man­age­ment provider, Fleet Logis­tics, which has over 130,000 cars under con­tract with major cor­po­rate cus­tomers across 24 coun­tries in Europe.

Fleet Logis­tics is expe­ri­enc­ing ris­ing lev­els of engage­ment with inter­na­tion­al fleet oper­a­tors want­i­ng to assess and opti­mize their cor­po­rate mobil­i­ty but, although inter­est has risen sharply in the fleet com­mu­ni­ty, many are unsure about how to approach the sub­ject.

Thibault Alleyn, Direc­tor of Fleet and Mobil­i­ty Con­sult­ing at Fleet Logis­tics, con­firmed that the com­pa­ny is increas­ing­ly being asked to pro­vide guid­ance and sup­port about broad­er cor­po­rate mobil­i­ty. “We are def­i­nite­ly see­ing a surge of inter­est towards a more holis­tic view on mobil­i­ty which clear­ly goes beyond the pro­vi­sion of com­pa­ny cars. But many cor­po­ra­tions are still shy­ing away from the top­ic as it requires a good under­stand­ing of mobil­i­ty needs and avail­able solu­tions on the mar­ket. It is our role to facil­i­tate this and exe­cute the project steps,” he said.

Accord­ing to Fleet Logis­tics, there are a num­ber of key steps in the con­sid­er­a­tion and imple­men­ta­tion of a total mobil­i­ty approach. This goes beyond the cur­rent pop­u­la­tion of com­pa­ny car dri­vers to include each type of employ­ee.

A rec­om­mend­ed start­ing point to a total mobil­i­ty approach is to gauge the total mobil­i­ty spend across the busi­ness as a whole. This can be done by access­ing the com­pa­ny account­ing sys­tem and com­bin­ing the out­put with fleet report­ing to com­pile the total spend on mobil­i­ty by the orga­ni­za­tion. This can include com­pa­ny cars, reim­burse­ment for employ­ees who use their own cars on com­pa­ny busi­ness and oth­er forms of cash allowances, as well as oth­er mobil­i­ty costs, such as rental cars, taxis, trains and planes, plus pub­lic trans­port costs which the com­pa­ny pays for direct­ly or indi­rect­ly.

Pat­terns can then be iden­ti­fied to see where the largest pro­por­tion of spend is going, in which areas of the busi­ness and with what fre­quen­cy and sea­son­al­i­ty.

The next step to con­sid­er is the map­ping of com­pa­ny expec­ta­tions and, as mobil­i­ty is a trans­ver­sal need across the busi­ness, each stake­hold­er depart­ment, includ­ing HR, com­pen­sa­tion and ben­e­fits, cor­po­rate social respon­si­bil­i­ty (CSR), finance and oth­er busi­ness lead­ers, need to be involved.

Key ques­tions for the busi­ness to con­sid­er at this stage include: “How rel­e­vant is mobil­i­ty for retaining/recruiting?”, “What is our finan­cial / risk stand­point?” — ”How does it impact on our busi­ness activ­i­ty?” and “What image do we want to have?“.

Once the com­pa­ny expec­ta­tions have been estab­lished, the next step is to con­sid­er how to con­sol­i­date the require­ments into one vision on mobil­i­ty that every­one can sign up to. This includes a devel­op­ment path and high lev­el time­line for the vision to be imple­ment­ed.

This step should also con­sid­er any inter­nal fac­tors which might affect a mobil­i­ty man­age­ment pol­i­cy, such as work­ing time flex­i­bil­i­ty, the out­sourc­ing posi­tion, office loca­tion, busi­ness needs, CSR, brand­ing, and health and safe­ty. It should also take into account exter­nal fac­tors such as the avail­abil­i­ty of sup­pli­ers, the bound­aries of the cur­rent ser­vice offer­ing and any cur­rent or expect­ed changes to tax and leg­is­la­tion.

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