2015 fleet barometer - arval fi2015 fleet barometer international report perimeter of the study...

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2015 FLEET BAROMETER

International report

Perimeter of the study

Europe & BRT

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• 2002: creation in France

• 2005: Germany, Italy, Portugal, Switzerland

• 2006: Poland

• 2007: Belgium, Czech Republic

• 2008: Spain, India

• 2009: UK, Greece

• 2010: Turkey, Brazil

• 2011: Russia

• 2012: The Netherlands

• 2013: Luxembourg, Greece out of the study

• 2014: India out of the study

Perimeter of the study

Focus Europe

3

Methodology

4

Sample • 4 569 interviews including 3 653 through Europe and 916 out of Europe

• Fleet managers in companies of all industries using corporate vehicles Target

• Q1 2015 Fieldwork

period

Data

collection

method

• CATI system (Computer Assisted Telephone Interviewing)

• 10 minutes in average

Duration

of the

interview

Quotas • Companies size and sector

Methodology

5

Companies with less than 10 employees

1237 interviews

Companies with 10 to 99 employees

818 interviews

Companies with 100 to 999 employees

928 interviews

Companies with 1 000 employees and more

670 interviews

Less than

100

employees

2055

interviews

More than

100

employees

1598

interviews

Sample

6

EU BE CH CZ DE ES FR IT LU NL PL PT UK

Total

interviews 3653 300 318 300 301 315 302 300 300 308 309 300 300

1237 100 96 100 101 111 100 100 100 101 101 100 127

818 60 71 60 60 64 61 60 140 61 62 60 59

928 80 97 80 80 80 82 80 43 82 82 80 62

670 60 54 60 60 60 59 60 17 64 64 60 52

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Context and

main results

Context

8

Compared evolution of personal car sales in the 12 European countries that were part of this observatory on the scale to

the left versus GDP growth rate on the scale to the right

-5

-4

-3

-2

-1

0

1

2

3

4

10 000 000

10 500 000

11 000 000

11 500 000

12 000 000

12 500 000

13 000 000

13 500 000

14 000 000

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

Total sales europe Real GPD Growth rate, EU28 @Eurostat

Context

9

2008: onset of the crisis, simultaneous personal car (PC) sales and GDP drop.

2009: slight sales recovery thanks to the support of scrappage schemes.

2010: market collapse following the cessation of the scrappage schemes measures despite an uptick of GDP growth rates.

2011 – 2012: fall of PC sales volumes in line and at the same time the GDP declined.

2013: sales decline limited to -1.68%, it seems that the market has bottomed out in 2013.

2014: market turnaround -> GDP growth ( + 1.3 %, admittedly limited but following a year at -0.5 % and another at 0) and significant increase in sales with a growth rate of + 5.13 % on the 12 European countries who participated in the study.

Experts predict a market in 2015 in line with 2014, with reasonable growth both in terms of GDP (expected + 1.1 % and + 1.7 % from Eurostat for 2015 and 2016) and PC Market ( CECRA -European Council for Motor Trades and Repairs- forecasts growth of PC market + 1.03 % across the 12 countries of the study). The first trends recorded in the first quarter 2015 are very encouraging.

Context

10

The light commercial vehicle market (LCV), which is nearly exclusively bought by companies, is much more strongly correlated to the evolution of the GDP growth rate. LCV market in 2014 recorded an increase of 6.25 % (i.e. a growth rate slightly higher than that PCs).

Compared evolution of LCV sales in the 12 European countries that were part of this observatory on the scale to the left

versus GDP growth rate on the scale to the right

-5

-4

-3

-2

-1

0

1

2

3

4

1 000 000

1 500 000

2 000 000

2007 2008 2009 2010 2011 2012 2013 2014

total sales europe Real GPD Growth rate, EU28 @Eurostat

Context

11

Sales of personal vehicles evolution, base 100 in 2004, on the scale to the right compared with the GDP growth

evolution on the scale to the left

-5

-4

-3

-2

-1

0

1

2

3

4

50

60

70

80

90

100

110

120

130

2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014

FR/DE ES/PT/IT CH CZ/PL/UK LU/BE/NL Real GPD Growth rate, EU28 @Eurostat

Context

12

France and Germany supported the personal vehicles sales as of the start of the crisis in 2009 by putting into place a scrappage scheme or incentives for clean, energy efficient vehicles. The suspension of these measures explains, in part, the declines we saw in these countries between 2010 and 2013. Over the period, sales went from a 100 index in 2004 to an index of 90 in 2013. 2014 seems to be the year of the turnaround with a growth of 1.9 %

Spain, Portugal and Italy are the 3 countries that have been hit the hardest by this economic crisis. Since 2007, personal vehicle sales haven’t stopped sliding every year going from an index of 109 in 2007 to 54 in 2013. These countries have a significant reversal in 2014 with growth of 10.6 % of PC sales.

On the opposite spectrum, Switzerland has always seen their personal vehicles sales volume grow from 2009 to 2013 but recorded a significant decline in 2013 and 2014.

The UK, CZ and Poland group records a significant increase in volume of PC sales over the last 3 years. Over the period, sales went from a 79 index in 2011 to an index of 99 in 2014.

Benelux: Sales down in 2009 at the time of the crisis, in 2011 the losses were largely met, overall decline in sales in the next period ( 2011-2014 / only Luxembourg recorded growth over the last period , but the small size of its market does not influence the group of countries).

Context

13

Sales evolution of light commercial vehicles, base 100 in 2007, on the scale to the right compared to the

European GDP growth rate on the scale to the left

-8

-6

-4

-2

0

2

4

30

50

70

90

110

130

2007 2008 2009 2010 2011 2012 2013 2014

FR/BE/UK/NL/DE/PL ES/PT/IT CH/LU Real GPD Growth rate, EU28 @Eurostat

Context

14

The light commercial vehicle market, less subject to government grants, is much more strongly correlated with the GDP growth rate.

Spain, Portugal and Italy saw their volumes divided by 2,6 between 2007 and 2012. It would appear that the low point was hit in 2013, as the market showed a significant growth in 2014 (+26%). Despite this, it still remains very far from pre-crisis levels with 259,000 units in 2014 versus 561,000 in 2007 ( down 54 %).

The other countries record a strong correlation between sales evolutions and GDP growth. Sharp decline of LCV sales in 2009 following the decline of the GDP growth rate, then rise through 2011. Very slight growth of the market over the 2012-2014 period.

Context

15

Special case of the Czech Republic where the collapse in the number of recorded LCV is explained by a change in the law. A law was enforced (87/2009 Sb) which extended to all vehicles the possibility of getting a tax rebate. Previously, this benefit was reserved to LCVs. We therefore observed a transfer of demand from LCVs to PCs. Sales volumes were thus divided by 4 in 2 years (2008 – 2010).

Sales evolution of light commercial vehicles in the Czech Republic, base 100 in 2007 on the scale to the right compared to

the European GDP growth rate evolution on the scale to the left

-5

-4

-3

-2

-1

0

1

2

3

4

-

20

40

60

80

100

120

2007 2008 2009 2010 2011 2012 2013

CZ Real GPD Growth rate, EU28 @Eurostat

Main results of the study

16

In Europe, large and very large companies are the most optimistic concerning their

fleet growth potential and very large companies tend to be more optimistic year after

year since 2012. This optimism in large and very large companies is strongly linked

with the global economic situation of the countries.

An increase of vehicle detention period is perceived by fleet managers in almost every

countries, especially in large and very large companies.

At a global European level, main financing method remains stable over years with a

predominance of self purchase in small and medium companies and a predominance

of leasing (operating and financial) in large and very large companies.

Mobility is a subject mainly handled in large and very large companies across Europe :

More than a third of large and very large companies have a dedicated organisation in charge

of travel and mobility.

Services like ‘internal audit of mobility’ and ‘car pooling’ are mostly implemented or

considered in large and very large companies.

Main results of the study

17

We notice pretty good feedbacks concerning mobile apps made to support fleet

management (Services locator, company car policy app, services booking, drivers

behaviour report, remote access to car data and consolidated dashboard app),

even if the results are very heterogeneous depending on the country. The interest

for those apps increases with the company’s size but is quite similar for all the

apps tested in the questionnaire.

For new energies as for other innovative subjects, large and very large companies

are ahead of their time. Hybrid and Electric vehicles are the two most implemented

or considered new energies in Europe.

18

1. Characteristics of the market 19

2. Characteristics of the fleet 26

3. Financing 35

4. Mobility 69

5. Environment 82

Index

19

Characteristics of

the market

Increase Decrease Balance

2014

Balance

2012

Balance = Fleet growth will increase – Fleet growth will decrease

Base: companies with corporate vehicles = 100%

% which think that the total number of vehicles of their company fleet will…

Fleet growth potential in next three years

Balance

2013

Balance

2015

20

+4% +6% +3% +3%

+7% +8% +11% +7%

+10% +11% +10% +7%

+19% +15% +10% +8%

• Fleet managers are more optimistic in large and very large companies.

• In very large companies we notice a positive evolution year after year since 2012.

Increase Decrease


Fleet growth potential

in next three years

Balance

2014

Balance

2012

Balance

2013 Balance

2015

21



+5% +6% +4% + 4%

+11% + 12% + 10% + 7%

• Fleet managers are more optimistic in large companies.



in next three years

22

• European fleet managers of small and medium companies are divided about the fleet

growth potential. At a global level, we find a little bit more fleet managers expecting an

increase than a decrease in the next 3 years but only 3 countries are really optimistic

about their fleet growth for these companies’ sizes : UK, Spain and Poland.

Balance 2015

+ 5%

- 1%

+ 6%

+ 6%

+ 1%

+ 11%

Balance 2015

+ 5%

0%

+ 2%

- 5%

+ 10%

+ 1%

+ 19%



in next three years

23

• For large and very large companies fleet managers are much more optimistic, only 4

countries show mixed results : Italy, The Netherlands, France and Portugal.

Balance 2015

+ 11%

+ 19%

+ 10%

+ 15%

+ 17%

+ 11%

Balance 2015

+ 4%

- 3%

+ 26%

+ 3%

+ 26%

+ 5%

+ 13%

Europe

BE

CH CZ

DE

ES

FR

IT

LU

NL

PL

PT

UK

-5%

0%

5%

10%

15%

20%

25%

30%

35%

-1,0% 0,0% 1,0% 2,0% 3,0% 4,0%


compared with GDP growth rate

24

• We do not observe a clear connection between global economic situation and fleet growth

potential in small and medium companies.

• Most optimistic country : UK.

2014 Real GDP growth rate (OECD)

Fle

et

gro

wth

po

ten

tia

l (B

ala

nc

e)

Ba

lan

ce

= F

lee

t g

row

th w

ill in

cre

as

e –

Fle

et

gro

wth

will d

ec

rea

se


compared with GDP growth rate

25

• Optimism of fleet managers is much more linked to global economic situation in large and

very larges companies.

2014 Real GDP growth rate (OECD)

Fle

et

gro

wth

po

ten

tia

l (B

ala

nc

e)

Ba

lan

ce

= F

lee

t g

row

th w

ill in

cre

as

e –

Fle

et

gro

wth

will d

ec

rea

se

Europe

BE

CH

CZ

DE

ES

FR

IT

LU

NL

PL

PT

UK

-5%

0%

5%

10%

15%

20%

25%

30%

35%

-1,0% 0,0% 1,0% 2,0% 3,0% 4,0%

26

Characteristics

of the fleet

98%

1%1%

1 to 10 vehicles

11 to 100 vehicles

101 to 500 vehicles

More than 500 vehicles

39%

50%

10%1%

81%

19%

10%

42%34%

14%

1 to 10 vehicles

11 to 100 vehicles

101 to 500 vehicles

501 vehicles and more

Number of vehicles in fleet

27


• The fleet’s size is logically linked to the company’s size.


1 to 10 vehicles 96% 97% 95% 99% 95% 99% 95% 99% 97% 96% 100% 98% 83%

11 to 100 vehicles 3% 3% 5% 1% 5% 1% 3% 1% 3% 3% - 2% 10%

101 to 500

vehicles 1% - - - - - 2% - - 1% - - 6%

More than 500

vehicles 0% - - - - - - - - - - - 1%


28


• In every countries, the fleet’s size is logically linked to the company’s size.


29



1 to 10 vehicles 36% 25% 37% 32% 32% 34% 20% 55% 23% 31% 65% 43% 41%

11 to 100 vehicles 49% 51% 55% 65% 45% 51% 55% 38% 64% 59% 32% 48% 39%

101 to 500

vehicles 13% 19% 8% 3% 18% 13% 20% 6% 10% 8% 2% 8% 17%

More than 500

vehicles 2% 5% - - 5% 2% 5% 1% 3% 2% 1% 1% 3%

• In every countries, the fleet’s size is logically linked to the company’s size.

Increased

Decreased

Perceived evolution of average duration

since last year

Passenger Cars

Light Commercial

Vehicles

% which think that duration of usage in the company has…

‘Don’t know’ and ‘Remained the same’ not displayed

30

Base: companies Light Commercial Vehicles or

Passenger Cars / Excluding second-hand vehicles

• Whatsoever the company’s size or the type of vehicles used (PC or LCV), the fleet

managers perceived an increasing trend in terms of detention duration during the last 12

months.

10% 17% 18% 17%

8% 6% 6% 9%

Decreased

Increased

11% 16% 15% 16%

8% 8% 6% 7%

Decreased

Increased


Increased

Decreased


since last year

Passenger Cars

Light Commercial

Vehicles


31


Base: companies Light Commercial Vehicles or Passenger Cars / Excluding second-hand vehicles

• In small and medium companies, only a few countries perceived a decrease in terms of

detention duration : Spain, Italy, Poland and Portugal.


since last year


32


Base: companies Light Commercial Vehicles or Passenger Cars / Excluding second-hand vehicles

• In large and very large companies, an increase of detention duration is perceived in all

countries for PCs and LCVs (one exception for LCVs in Italy).


Increased

Decreased

Passenger Cars

Light Commercial

Vehicles

Increased

Decreased


since last year

Passenger Cars

Light Commercial

Vehicles


2014 2015 2014 2015 2014 2015 2014 2015

33




• No major evolution in perception of detention duration since last year, we only notice a

shortening of detention duration in very large companies for PCs.

12% 10% 13% 17% 17% 18% 23% 17%

11% 8% 6% 6% 6% 6% 7% 9%

Decreased

Increased

11% 11% 14% 16% 16% 15% 16% 16%

13% 8% 8% 8% 8% 6% 6% 7%

Série2

Série1

Increased

Decreased


since last year

Passenger Cars

Light Commercial

Vehicles


2014 2015 2014 2015

34




12% 11%18% 18%

11% 8% 6% 6%

Decreased

Increased

11% 12% 16% 15%

12% 8% 8% 6%

Decreased

Increased

• No major evolution in perception of detention duration since last year.

35

Financing

Operating leasing

Finance leasing

Car credit

Self purchase*

Main financing method


*Self-purchase = outright purchase + credit (other than car credit) ‘Don’t know’ and ‘others’ excluded

36

• In Europe, 40% of companies use leasing (finance or operating) as their main financing method.

Operating leasing Finance leasing Car credit Self purchase*


*Self-purchase = outright purchase + credit (other than car credit)

Data have been consolidated: 3 years average

37


‘Don’t know’ and ‘others’ excluded

• The larger the companies are, the more they are to use operating leasing as their main financing

method, one very large company out of two uses operating leasing as its main financing method.

• On the opposite, proportion of companies using self purchase or car credit as their main

financing method decreases when the company size increases.



38





• The larger the companies are, the more they are to use operating leasing as their main financing

method.

• On the opposite, proportion of companies using self purchase or car credit as their main

financing method decreases when the company size increases.



39





• In small companies in Europe less than one company out of two uses a leasing solution as its

main financing method. To be noted : high penetration of operating leasing in Germany and in

Luxembourg, high penetration of finance leasing in Portugal and in Luxembourg.






40


• In medium companies in Europe, one company out of two uses a leasing solution as its main

financing method. To be noted : high penetration of operating leasing in Germany and in

Luxembourg, high penetration of finance leasing in Portugal, Poland and Luxembourg.







• Share of leasing is still increasing with company size except for Switzerland and Poland which

have a strong penetration of self purchase.

41







• Operating leasing is the main financing method for one company out of two in very large

companies at a global level, but results vary a lot from a country to another : 79% in France vs

16% in Switzerland.

42







• In small and medium companies in Europe less than one company out of two uses a leasing

solution as its main financing method. To be noted : high penetration of operating leasing in

Germany and in Luxembourg, high penetration of finance leasing in Portugal and in Luxembourg.

43






44


• Share of leasing is above 50% in large and very large companies in Europe except for

Switzerland and Poland which have a strong penetration of self purchase.

Operating leasing

Finance leasing

Car credit

Self purchase*

Evolution of the main financing method





45

• Large predominance of self purchase in small European companies.

• No major evolution of financing methods over the past years. Slight upwards trend for operating

leasing.

Operating leasing

Finance leasing

Car credit

Self purchase*






46

• A downwards trend of finance leasing in Europe since 2009 in favour of self purchase.

Operating leasing

Finance leasing

Car credit

Self purchase*






47

• In large companies in Europe, the two main financing methods are self purchase and operating

leasing at a similar level. No major changes to be noted over the past years.

Operating leasing

Finance leasing

Car credit

Self purchase*






48

• Operating leasing remains the main financing method for very large companies in Europe.

• Slow decreasing trend of self purchase since 2008 in favour of finance leasing.

Operating leasing

Finance leasing

Car credit

Self purchase*






49

• Large predominance of self purchase in small and medium European companies.

• No major evolution of financing methods over the past years.

Operating leasing

Finance leasing

Car credit

Self purchase*






50

• In large and very large companies in Europe, the two main financing methods remain self

purchase and operating leasing at a similar level. No major changes to be noted over the past

years.

Global fleet growth potential in the next 3 years

according to main financing method



Base: companies with corporate vehicles = 100% – Unweighted data

Operating

leasing

Finance

leasing


2015

Car credit

Self purchase*

51

Balance

2014

+ 7%

+ 4%

+ 5%

+ 9%

• When we look at a specific segment of companies size, we do not detect any relation between

the chosen financing method and the fleet growth potential.

Operating

leasing

Finance

leasing

Car credit

Self purchase*

Global fleet growth potential

in the next 3 years according to

main financing method



Base: companies with corporate vehicles = 100% – Unweighted data


2015

52

Balance

2014

+ 14%

+ 24%

+ 6%

+ 13%

Very small base

Very small base

• When we look at a specific segment of companies size, we do not detect any relation between

the chosen financing method and the fleet growth potential.

Operating

leasing

Finance

leasing Car credit Self purchase*

Intention to develop financing methods

% of companies that intend to develop each financing method **

/ 2013

/ 2012

/ 2014

53



33% 37% 34% 24%

37% 36% 34% 26%

35% 37% 28% 26%

11% 8% 2% 4%

15% 7% 3% 3%

10% 5% 2% 2%

26% 28% 21% 25%

27% 31% 31% 28%

21% 25% 20% 18%

10% 20% 33% 50%

10% 19% 33% 48%

7% 15% 34% 44%

• The financing method that small and medium companies intend to develop the most is self purchase.

• For large companies we notice a split between self purchase, operating leasing and finance leasing.

• The main financing method that very large companies intend to develop is operating leasing.



54




Self purchase* 35% 42% 49% 44% 30% 29% 26% 21% 18% 55% 26% 32% 49%

Car credit 12% 25% 10% 16% 6% 11% 31% 6% 8% 2% 9% 9% 7%

Finance leasing 27% 10% 24% 29% 20% 25% 34% 27% 42% 7% 39% 43% 22%

Operating

leasing 11% 6% 6% - 33% 10% 15% 4% 12% 6% 5% 11% 23%

• Operating should continue to develop in small and medium companies in Germany and UK.



55




Self purchase* 29% 17% 46% 54% 22% 19% 22% 14% 22% 29% 31% 34% 25%

Car credit 4% 3% 9% 10% 4% 2% 2% - 3% - 6% 4% -

Finance leasing 25% 18% 25% 29% 30% 14% 26% 28% 27% 13% 35% 38% 27%

Operating

leasing 34% 47% 14% 20% 39% 50% 70% 33% 31% 31% 11% 31% 39%

• Very strong intention to develop operating leasing in large and very large companies in France.

56

Mobility

Dedicated organisation in charge

of travel and mobility

% with a dedicated organisation in charge of all the

possible means of travel available to all the employees

57


7% 15%32%

51%

1

2

3

4

5

6

7

• Dedicated organisation in charge of travel and mobility are mainly implemented in large and very

large companies.



58




8% 35%

1

2

3

• Dedicated organisation in charge of travel and mobility are mainly implemented in large and very

large companies.





59



• Low penetration of dedicated organisation in charge of travel and mobility in small and medium

companies in European countries.





60



• About one third of large and very large companies have a dedicated organisation in charge of travel

and mobility in Europe.

• In three countries we can find such organisation in half or more of companies : Czech Republic, Italy

and Germany. In the opposite, three countries are under a quarter : The Netherlands, Portugal and

UK.

Departments in charge of mobility

61

Base: companies without department

dedicated to travel and mobility

69%

7%

8%

4%

4%

3%

0%

1%

The owner / Director

The human resources

The fleet department

The purchase department

Administrative

The finance department

The travel department

Everyone is in charge

42%

12%

12%

6%

7%

7%

3%

3%

19%

19%

20%

12%

7%

6%

4%

5%

10%

31%

38%

18%

7%

4%

3%

3%

Very small base

• When no dedicated organisation is set up, the owner or director is responsible for mobility in small

and medium companies. In large and very large companies the task is also handled by HR, fleet

department or purchase department.


62

66%

7%

8%

4%

4%

3%

1%

1%

The owner / Director

The human resources

The fleet department

The purchase department

Administrative

The finance department

The travel department

Everyone is in charge

19%

20%

21%

12%

7%

6%

4%

5%







63




The owner / the

director 66% 84% 71% 68% - 27% 92% 70% 88% 98% 63% 84% 31%

The human resources 7% 9% 7% 28% 4% 4% 3% 8% 7% 1% 3% 6% 8%

The fleet manager 8% 2% 3% 0% 14% 51% 6% 0% 3% 0% 1% 8% 12%

The purchase

department 4% 1% 1% 1% 7% 8% 5% 16% 1% - 2% 5% 7%

Administrative

department 4% 1% 2% 1% 33% 3% 1% 3% 0% - 5% 3% 6%

The finance

department 3% 1% 0% 0% 26% - 1% - 0% 1% 6% 2% 2%

The travel department 1% - - 1% 1% 2% 2% 0% - - 1% 0% 1%

Everyone is in charge 1% - - 1% 3% 1% 1% 0% - - 2% 1% 5%





64




The owner / the

director 19% 19% 17% 10% - 14% 30% 28% 28% 42% 15% 53% 6%

The human resources 20% 45% 16% 14% 8% 20% 27% 13% 35% 26% 38% 7% 19%

The fleet manager 21% 18% 19% 25% 39% 34% 32% 11% 23% 12% 7% 39% 12%

The purchase

department 12% 5% 5% 26% 16% 13% 25% 37% 5% 13% 13% 7% 11%

Administrative

department 7% 1% 10% 5% 14% 0% 5% 12% 5% 1% 10% 4% 8%

The finance

department 6% 7% 5% 1% 12% 2% 4% - 5% 3% 15% 4% 6%

The travel department 4% - 0% 24% 4% 11% 10% 1% 7% - 4% 0% 3%

Everyone is in charge 5% - - - 5% - 3% - - 3% 9% 3% 14%




2%

3%

3%

3%

4%

7%

4%

5%

9%

19%

11%

8%

22%

36%

14%

10%

Interest for mobility services

% which are interested in these mobility services

65


Internal audit of mobility

Car pooling

Already implemented

Considered

• Mobility services such as ‘Internal audit’ and ‘car pooling’ are mostly implemented in large and very

large companies. Interest for those services is limited but is also mostly present in large and very

large companies. Car pooling penetration is currently more important than Internal audit of mobility.


Car pooling



Already implemented

Considered

66


2%

4%

3%

3%

11%

21%

11%

8%

• Mobility services such as ‘Internal audit’ and ‘car pooling’ are mostly implemented in large and very

large companies. Interest for those services is limited but is also mostly present in large and very

large companies. Car pooling penetration is currently more important than Internal audit of mobility.




Car pooling

67



Already implemented

Considered

• Low penetration of ‘Internal audit of mobility’ and ‘car pooling’ in small and medium companies except

for car pooling in UK where 16% of companies already have implemented it.




Car pooling

68



Already implemented

Considered

• Car pooling is already well implemented in most of the large and very large European companies,

especially in UK, France and Czech Republic. Internal audit of mobility is less implemented but some

countries such Belgium, Germany and Switzerland show interest for it.

69

Mobile

applications

Mobile apps to support fleet

management

70


% which consider mobile apps to support fleet management as useful

27%34% 40%

49%

1

2

3

4

5

6

7

• Interest for mobile apps to support fleet management increases with the company’s size, in very large

companies, one out of two considers it as useful.


management

71



28%41%

1

2

3

• Interest for mobile apps to support fleet management increases with the company’s size.


management

72




• Interest of small and medium companies for Mobile apps to support fleet management in Europe is

very heterogeneous, ranging from 3% for Italy to 57% for Spain.


management

73




• Stronger interest for mobile apps to support fleet management in large and very large companies. To

be noted : very low interest in Italy and Czech Republic and very high interest in Spain and Portugal.

Apps made for drivers

considered as useful

74


14%

18%

15%

The company car policy

Services locator App

Services booking App

15%

22%

19%

22%

21%

22%

31%

36%

31%

• Similar level of interest for these three kinds of apps.



75


14%

18%

16%

The company car policy

Services locator App

Services booking App

23%

23%

23%




76



The company car

policy 14% 3% 17% 5% 7% 36% 11% 2% 12% 11% 21% 26% 17%

Services locator app 18% 9% 23% 6% 16% 44% 17% 3% 18% 15% 34% 17% 17%

Services booking app 16% 5% 21% 3% 13% 43% 11% 2% 12% 13% 31% 20% 14%



77



The company car

policy 23% 30% 22% 12% 14% 48% 19% 6% 22% 17% 29% 43% 27%

Services locator app 23% 29% 20% 10% 20% 48% 30% 4% 22% 18% 32% 36% 23%

Services booking app 23% 26% 24% 11% 18% 41% 28% 4% 18% 11% 30% 36% 27%

Apps made for fleet managers


78


15%

15%

13%

Drivers behaviour report App

Remote access to car data App

Consolidated dash board App

18%

17%

14%

24%

23%

19%

31%

29%

28%




79


15%

15%

13%

Drivers behaviour report App

Remote access to car data App

Consolidated dash board App

24%

24%

20%




80



Drivers behaviour

report app 15% 7% 18% 4% 8% 32% 13% 2% 17% 13% 30% 26% 16%

Remote access to car

data app 15% 7% 23% 3% 8% 32% 13% 2% 16% 13% 25% 23% 15%

Consolidated dash

board app 13% 7% 15% 5% 6% 27% 15% 0% 14% 8% 28% 20% 8%



81



Drivers behaviour

report app 24% 30% 24% 12% 15% 51% 21% 3% 27% 33% 34% 43% 24%

Remote access to car

data app 24% 21% 26% 10% 14% 46% 32% 3% 22% 25% 31% 41% 23%

Consolidated dash

board app 20% 28% 14% 8% 11% 41% 34% 2% 24% 23% 33% 39% 20%

82

Environment

New energies in the fleet

83


Considered in

the next 3 years

Already in place

9%

3%

1%

1%

3%

1%

1%

16%

11%

7%

3%

3%

7%

3%

At least one technology

Hybrid

Plug-in Hybrid

CNG (Compressed Natural Gas)

LPG (Liquefied Petroleum Gas)

Electric Vehicle

Fuel Cell Electric / Hydrogen

13%

4%

3%

2%

3%

4%

1%

22%

13%

9%

4%

4%

9%

5%

24%

14%

8%

4%

4%

9%

1%

25%

14%

10%

3%

4%

13%

5%

41%

26%

12%

5%

5%

22%

1%

32%

17%

13%

6%

5%

15%

7%

• Implementation and interest for new energies increases with the company‘s size. The two new

energies that are the most implemented or that are the most considered in the near future are Hybrid

(plug-in or not) and Electric.


84


9%

3%

1%

1%

3%

2%

1%

17%

11%

7%

3%

3%

7%

3%

At least one technology

Hybrid

Plug-in Hybrid

CNG (Compressed Natural Gas)

LPG (Liquefied Petroleum Gas)

Electric Vehicle

Fuel Cell Electric / Hydrogen

26%

16%

8%

4%

4%

10%

1%

26%

15%

11%

3%

4%

13%

5%

Considered in

the next 3 years

Already in place

• Implementation and interest for new energies increases with the company‘s size. The two new

energies that are the most implemented or that are the most considered in the near future are Hybrid

(plug-in or not) and Electric.

85



Hybrid

Plug-in Hybrid


Already implemented

Considered in the next 3 years

• Hybrid is not very common in small and medium companies across Europe, but in Switzerland,

Belgium, Luxembourg and UK, fleet managers show a strong interest for it.

86



Hybrid

Plug-in Hybrid


Already implemented


• In large and very large companies, Hybrid energy is much more common, especially in The

Netherlands, in UK and in France. We also notice a strong potential for it in Belgium and Switzerland.

87



CNG

LPG


Already implemented


• A very low penetration of LPG and CNG in small and medium companies across Europe, except in

Poland and Italy which are two of the most important LPG markets.

88



CNG

LPG


Already implemented


• A low penetration of LPG and CNG in large and very large companies across Europe, except in

Poland and Italy which are two of the most important LPG markets.

89



Electric vehicle

Hydrogen


Already implemented


• EV and Hydrogen penetration rate are very low in small and medium companies across Europe but

fleet managers in countries such as UK, Switzerland, Belgium, France, Luxembourg Spain and The

Netherlands show interest for EV.

90



Electric vehicle

Hydrogen


Already implemented


• Electric vehicle is much more implemented in large and very large companies in Europe, only Czech

Republic, Italy, Poland and Portugal have little interest for it.

• Still very low interest for Hydrogen.

2015 fleet barometer - arval fi2015 fleet barometer international report perimeter of the study...

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