Necessary transformation from possession to use
Despite the fact that company cars are neither the biggest polluters nor the only cause of traffic jams, companies definitely do need a mobility transformation that encourages the use rather than ownership of means of transportation. The total cost of ownership (TCO) for employee mobility is increasing considerably. Companies have already taken measures by, for example, limiting the budgets for company cars and increasing the employee's own contribution. But with the rising prices for fuel and public transportation and who knows, before long also new measures such as pay-as-you-drive, the TCO for employers will only increase further.
Users of a company car are currently only taxed on the possession of their car, not the use. As a result, with the car to the bakery around the corner or quickly back and forth to the coast to dine in a nice bistro, no longer forms any threshold …
Multi-modal and multi flexible
In order for the mobility transformation in companies to succeed and bring about a real change in employees, a multi-modal and multi-flexible mobility policy is needed. That should stimulate more, motivate more, make more flexible and make more accountable. Employees must be encouraged to use alternative means of transportation. And that stimulus can be given by the employer, but also by the government and society.
Furthermore, legislative initiatives must allow more flexibility. If you currently make a specific choice – turning in your car for example – then you also give up a number of things. And since people are rather cautious, it means that the step to change is not often taken.
Finally, more accountability is needed. Some employees lose 10 to 15 hours a week in traffic jams, which is an extra weekend day. Companies must be aware of the impact, not the least in terms of well-being, and seek customized solutions.
Integrating multimodality and flexibility in a mobility strategy is different for every company since every company faces a different issue. In some companies, employees primarily work sedentary, in others they are more out on the road. Some sites are difficult to reach by public transportation and you therefore need very specific solutions. With the new mobility budget alone you will not make it, it must be connected to a reasoned out strategy.
EY explains to employers and employees what the options are and guides them in the change process towards new forms of mobility. Because everyone likes to jump on their bikes in the summer, but a transformation is only successful if your employees also come to work on their bikes in the winter. This requires constant dialogue and support.
EY is also making considerable efforts to guide its employees towards new forms of mobility:
- When moving to the new offices in Ghent and Antwerp, employees were encouraged to come to work in an alternative way. Alternative options were mapped out using mobility flashcards. The location of both new offices was also determined by the proximity of public transport.
- Employees with a company car are encouraged to opt for a smaller, and therefore less polluting, company car. For this they receive units that they can use in the flex reward plan to obtain other benefits.
- Employees are also encouraged to make less use of the company car for work-related trips. They can opt for a train subscription or train ticket that allows them to travel to work/the client an alternative way, a few days a week. EY covers the costs of these subscriptions/tickets.
- The above measure, in combination with our focus on flexible working, results in less congestion and stress among employees and consequently in a higher well-being.
- In the future, EY will also invest more in a greener and more sustainable fleet, with a range of less polluting cars. In addition to the CO2 emissions, this also takes into account the eco scores.
The offices in Diegem, Ghent and Antwerp have various e-cars available that employees can use free of charge.