The sustainable mobility package: a catalyst for MaaS in business?

The sustainable mobility package: a catalyst for MaaS in business?

MaaS (Mobility as a Service) platforms encounter difficulties in deploying on a large scale, whether in large cities, regions, or a country. They are faced with the complexity of the deep technical integration of the offer – from passenger information to payment – and the aggregation of mobility operators with very heterogeneous maturity, some of which are reluctant to see their customer relationship completely disintermediated.

However, the creation of a MaaS platform could materialize on a smaller territorial scope, serving travelers who share a homogeneous need for home-work mobility. This private MaaS dedicated to company employees could be offered by the employer as part of its CSR policy.

Historically funders of public transport in their region of origin via the “transport payment”, companies have the opportunity to become players in sustainable multimodal mobility for their employees and at the same time strengthen their employer brand. They could facilitate travel related to professional activity (including home-work), which is the main reason for travel (17% of total trips) and represent 50% of companies’ CO2 emissions. Above all, 75% of these trips are made by means of an individual car.she, overwhelmingly equipped with a heat engine.

The implementation of these private local MaaS can be based on a regulatory framework favorable to multimodality – alternatively to the private or company car – and the arrival of new players in the distribution of mobility tickets.

A regulatory context favorable to the implementation of a local MaaS

The Mobility Plan: an obligation for some companies

Previously called the company travel plan (PDE), the mobility plan (PDM) is a set of measures aimed at facilitating and optimizing travel related to professional activities, including in the front line the commuting of employees, in particular in order to limit the use of private cars, in favor of the use of alternative solutions. Among these, we can cite for example:

  • Cycling promotion
  • The proposal of other modes of public transport consumption in addition to the flat-rate subscription (e.g. pay-as-you-go)
  • The incentive to carpooling
  • The organization of working hours (in particular the use of telework)
  • The establishment of a car-sharing service.

In addition, whereas it was optional before, the development of a mobility plan (PDM) has become a legal obligation for some companies. Article 51 of the Energy Transition Law for Green Growth (2015) requires all companies with more than 100 workers on the same site to develop a mobility plan (PDM) within the perimeter of an urban travel plan (PDU) since 1is january 2018.

The Sustainable Mobility Package and Mobility Credit: a fiscal lever for companies

The implementation of these local MaaS can also rely on new tax tools available to companies to financially support their employees : the Sustainable Mobility Package and Mobility Credit emerged from the recent Mobility Orientation Law (LOM).

The sustainable mobility package allows employers to pay up to € 400 / year (and soon up to € 500), without charges and without taxation, to their employees coming to work by bicycle or electrically assisted bicycle (staff), by carpooling (driver and / or passenger), by public transport excluding subscription fees, or using other shared mobility services. This is a much simpler device than the bicycle kilometer allowance, and which will not require proof of distance to pay the aid.

As for Mobility Credit, it essentially makes it possible to offer employees an alternative to their company car, by granting them a credit equivalent to this benefit in kind to finance the use of alternative mobility to the private car.

The arrival of new players in the MaaS ecosystem

The “mobility pass”, a new method of paying financial aid for home-work mobility

For simplicity, companies can decide to pour the sustainable mobility package, the mobility credit, but also the participation in fuel costs in the form of “mobility vouchers”, as there are “restaurant vouchers”. It is thus a question of making available a method of payment which is already widespread, simple for companies and employees.

The emergence of new management and distribution services for mobility offers

Historical players like Edenred, or new entrants like Betterway, Worklife or soon Swile are positioning themselves in the management of these new offers. They offer companies a digital management and distribution service of these mobility titles, with a dedicated payment card (real and virtual), applicable on a bouquet of mobility providers (VTC, bicycle rental, Car-sharing, etc.). For businesses, these solutions also make it possible to check expenses in real time and aggregate the supporting documents for payroll and accounting. Integrated procedures that ensure compliance with administrative obligations such as URSSAF and taxes.

This mobility title is adapted to the type of support chosen in the company : it makes it possible, for example, to cover the costs of fuel, electric recharging, carpooling (platform), cycling (maintenance, equipment). It can be used at all approved sellers: gas station, carpooling platform, bike shop, etc.

Several companies are already using these new services, including Allianz, Décathlon, EDF, Vinci Construction, Back Market, Evaneos, etc.

In conclusion

This dual regulatory and market context gives pride of place to MaaS in the context of home-work mobility, where we could even players in the distribution of mobility vouchers moving up the MaaS value chain and position themselves in the long term as real platforms integrated into the ecosystem of their client companies and their partner mobility operators.

The probable persistence of teleworking at the end of the pandemic crisis (from 1 to 2 days a week depending on the workstation and the company) should result in needs for more flexible home-work mobility for many employees.

An article written by Kevin Leman and Minh NGuyen-Dac

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