Baeten, XavierVan Steerthem, AngieVan Hove, Marthe2025-02-112025-02-112021https://repository.vlerick.com/handle/20.500.12127/7611With this “Mobility from a Rewards and Sustainability Perspective” whitepaper, the Centre for Excellence in Strategic Rewards wishes to focus on the importance of sustainable mobility. Mobility remains an important element in the total remuneration package, with key dimensions such as the company car, the offer of choice in mobility, and the shift towards more sustainable mobility solutions. Thanks to the collaboration with the Association of Belgian Enterprises, Voka, Hudson and Claeys & Engels, no fewer than 320 companies have provided their input on the mobility theme. This included surveying current practices as well as opinions and challenges, and also asking employers to share their experiences with regard to employee attitudes. Thanks to the good spread in terms of size, these 320 companies offer a good representation of the business landscape in Belgium. 26% of the companies in the sample employ more than 1,000 employees, while 27% employ fewer than 100 employees. The aim of the study was to identify the extent to which companies are committed to a sustainable mobility policy and how they manage this. In addition, the companies were asked about their perception of the attitude of their employees and the priorities they identify for the future. A first remarkable finding has to do with the satisfaction of the companies with their mobility policy. Almost half (45%) of the companies indicated that they are not satisfied with their own mobility approach, another 29% are somewhat satisfied, and only 26% are satisfied. It is notable that companies that offer more options in terms of mobility are also more satisfied with their policy. Zooming in on the mobility options that companies offer their employees, the company car is by far the most common option (73%). This is followed by the bicycle (38% for the electric bicycle, and 34% for the non-electric bicycle). It is clear that the bicycle has become much more established in large companies. While 75% of the larger companies (more than 1,000 employees) in the sample offer a bicycle, the percentage is a lot lower – 42% – for the relatively smaller companies. There are still steps to be taken. For example, fully electric vehicles are currently included in the fleet in only 37% of the companies in our sample. Therefore, it is not surprising that only 15% of the companies provide a charging card, and only 13% provide a charging point at home. In addition, short-term use of public transport (e.g., semi-annual subscription, day tickets) is not really established. The research also paid attention to the way in which companies manage their mobility approach. A growing number of companies offer multiple mobility options as part of the reward package, but it is noticeable that digital tools are rarely used to facilitate this. For example, it was found that only 13% of the participating companies offer their employees an application to manage their mobility options. An important step towards sustainable mobility is to set concrete targets. Here too, it appears that there is still work to be done: only 28% of the companies set targets. These can consist of a restriction on the fuel card, reducing the number of kilometres driven, reducing the CO2 emissions of the fleet, etc. Finally, opinions and priorities were also surveyed. This showed that the car remains an important part of the remuneration package. However, it turned out that the employees themselves are not the driving force in the transition to sustainable mobility. The companies look to the government for this: they indicate that the tax regime has a major impact on their decision-making regarding mobility, and they expect the government to be (more) decisive. Therefore, taking the employees’ opinion into account, it will come as no surprise that reducing the fleet is not an immediate priority for the companies. The main priorities are: increasing the number of fully electric cars, offering more flexibility with regard to transport modes, and changing the employees’ behaviour in terms of mobility.enStrategic Rewards and Reward StrategyRemunerationHuman Resource Management35832283019