2017 FLEET BAROMETER. Switzerland. Malte Lindberg Head of Consulting & CVO

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1 FLEET BAROMETER Switzerland Malte Lindberg Head of Consulting & CVO

2 2 Sample Perimeter of the survey: companies owning at least 1 vehicle Companies with less than 10 employees 74 interviews Companies with 10 to 99 employees 78 interviews Companies with 100 to 499 employees 84 interviews Companies with 500 employees and more 61 interviews 1 to 99 employees 152 interviews More than 100 employees 145 interviews

3 CONTEXT AND MAIN RESULTS 3

4 4 MAIN RESULTS #1 An economic gloom on the market In the context of decreasing vehicles sales in the country, Swiss fleet managers are logically less optimistic than European ones regarding fleet growth potential in the next three years (balance = +4 vs +11 in Europe). This trend seems on its way to be confirmed for the coming two years, according to the OECD expectations. Compared to the whole Europe area, Swiss Fleet managers of very large companies are less confident in terms of fleet growth potential: 21% of them expect a decrease of the number of vehicles in fleet for coming years (balance = +5 vs. +15 for Europe). Swiss companies appear to keep their vehicles 7,1 years in average (before reselling them) when the European mean is around 5.9 years. The largest gap is observed for very large companies: + 2 years in Swiss companies compared with their European counterparts. #2 Operating leasing, a low penetration rate in Switzerland With only 10% of companies of our sample using Operating Leasing as main financing method to finance their fleet, Switzerland reaches a very low penetration rate compared with other European countries (28%). This share tends to be not really different whatever the company size. Self purchase (outright purchase + credit other than car credit) is clearly the main financing method used in the country by companies whatever the fleet size (59% on average versus 39% in Europe). Furthermore, the use of this financing method increased since 2015 especially in very large companies (+9 points) when the operating leasing remains quite steady. The intention to develop Operating Leasing remains lower in Switzerland than in other European countries: only 1 of Swiss companies intend to develop operating leasing in the next three years compared with 24% on the European level. Higher levels are reached in Switzerland for very large companies and large fleet size segments (2).

5 5 MAIN RESULTS #3 Electric vehicles: Swiss companies leading the European market Globally, Swiss fleet managers are more interested in clean energies / new technologies than their European counterparts (48% versus 40%). Among new or alternative energies, Electric vehicles represent the major technologies already implemented in fleet (1) and particularly in large fleet (43%). A high level compared to the whole Europe area (24%) on this segment. As Electric technologies continue to be implemented or consider to be used, Swiss fleet managers intention to implement hybrid vehicles in the future decrease since #4 Telematics less developed in Switzerland than in Europe With only 10% of Swiss companies that has implemented telematics in their fleet (without including data transmission by the mean of users Smartphone), Switzerland appears to be late compared with their European counterparts (20%), regardless the company or the fleet size. Purposes for implementing telematics are related to locating vehicles first (49%), then improve drivers safety (38%) and optimizing journey (3). Amongst those companies, a quarter of Swiss fleet managers have mainly bought vehicles already equipped by the car manufacturer when they are only 16% in Europe. They asked too a telecom company to supply their fleet (24% vs 2 in Europe) or a car part supplier (21% versus 1 for Europe). To be related to the low penetration of Operating Leasing, they rarely ask their leaser or lessor to provide their vehicles with such equipment.

6 6 MAIN RESULTS #5 Attractiveness for Mobility alternatives More than half of Swiss companies are already using or considering to use in the next 3 years mobility alternatives like car sharing, ride sharing and mobility budget (versus 4 in Europe). Car sharing and Ride sharing are the two most developed alternatives in the country, especially in companies with medium and large fleet. We note that 43% of largest companies are already using car sharing (vs 33% in Europe). Globally, large and very large companies (more than 100 employees) are more enthusiastic than small and medium ones. Mobility budget or card appear to be a less attractive solution according to Swiss fleet managers. Finally, compared with other European countries, Switzerland appears to be one of most motivated country to give up company cars for such alternatives with 20% of fleet managers declaring it (versus only 13% in the whole Europe area). Car sharing appears to be the most efficient solution in this case for largest companies. #6 Company cars are considered as important in order to recruit or keep new talents More than half of the fleet managers stated that car company is effective for senior executives (59% for quite + very and 2 very effective). It appears to be more important for larger companies (+10 points) but slightly less efficient for young talents (-11 points compared with senior executives and -8 points compared with executives in general). #7 Larger companies involved in Corporate Social Responsibility programs Respectively 23% and 3 of the large and very large companies declare having already in place or considering to implement a Corporate Social Responsibility program. For more than half of the companies (5) having already a CSR in place, the fleet CO2 footprint management is part of this strategy.

7 7 I CHARACTERISTICS OF THE FLEET

8 A FLEET ASPECT 8

9 9 Number of vehicles in fleet A5. Can you please tell me the total number of vehicles of less than 3.5 tons in your fleet? 20% 26% 3 54% 62% 66% 73% 52% 100% 99% 64% 61% 34% 32% 34% 23% 2 9% 10% 1% 3% 1% 2% 9% 4 29% 1 1 to 9 vehicles 10 to 99 vehicles 100 to 499 vehicles 500 vehicles and more

10 Fleet growth potential by company size 10 % which think that the total number of vehicles of their company fleet will A8. In the next three years, do you think that the total number of vehicles in your company fleet will? Decrease Increase Balance 2017 Balance 2015 Balance 2014 Balance % 14% 18% % 13% 13% % 8% 14% % 11% 21% % 11% 26% 26% Balance = Fleet growth will increase Fleet growth will decrease

11 Fleet growth potential by fleet size 11 % which think that the total number of vehicles of their company fleet will A8. In the next three years, do you think that the total number of vehicles in your company fleet will? Decrease Increase Balance 2017 Balance 2015 Balance 2014 Balance % 14% 18% % +3 +7, % % % 21% % 29% Balance = Fleet growth will increase Fleet growth will decrease

12 How long the company keeps its vehicles before reselling them (in years) 12 A25. On average, how long do you keep your vehicles before being sold? NEW 2017 Average in years

13 Volkswagen s Dieselgate consequences A26. Did Volkswagen s Dieselgate have consequences for your car policy regarding models or CO2 limits? NEW % 9% 4% 8% 3% 9 92% 3% 3% 88% 91% 11% 1% 8% 1% 82% 88% 16% 2% 10% 2% 74% 84% 1 13% 11% 3% No consequence Yes, few consequences Yes, many consequences 13

14 B ENERGY 14

15 Development potential of new energies or technologies 15 % present and future use E28. Amongst the following technologies, which one do you consider to use? Already implemented Considered in the next 3 years Already implemented + considered At least one technology 23% 21% 48% 40% 11% 11% 39% 30% 3 26% 58% 43% % 63% Hybrid 11% 12% 26% 26% 4% 22% 18% 1 14% 32% 28% 28% 31% 3 46% Plug-in Hybrid 8% 20% 20% 2% 3% 16% 13% 10% 10% 22% 21% 20% 22% 33% 3 CNG (Compressed Natural Gas) 4% 3% 1% 6% 2% 6% 3% 1 18% 8% 14% LPG (Liquefied Petroleum Gas) 2% 6% 4% 8% 2% 3% 8% 4% 3% 0% 12% Electric Vehicle 1 9% 33% 21% 6% 3% 24% 14% 23% 10% 22% 44% 43% 24% 56% 41% Fuel Cell Electric / Hydrogen - 1% 6% - - 8% - 4% 1% 4% 3% 10% 2% 11%

16 Development potential of new energies or technologies At least one technology % present and future use E28. Amongst the following technologies, which one do you consider to use? % Already implemented + considered 62% 56% 52% 50% 48% 43% 39% 3 31% 31% 26% 2 1 NL UK IT BE CH LU FR TR PL ES DE PT CZ 16

17 % present and future use E28. Amongst the following technologies, which one do you consider to use? Development potential of new energies or technologies Hybrid / Plug-in Hybrid Hybrid % Already implemented + considered 4 46% 3 30% 30% 30% 26% 21% 16% 1 14% 13% 4% UK NL BE FR LU IT CH ES TR DE PT PL CZ Plug-in Hybrid 46% % 20% 19% % 10% 8% 8% <1% NL UK BE LU CH IT FR TR PT DE ES PL CZ 17

18 % present and future use E28. Amongst the following technologies, which one do you consider to use? Development potential of new energies or technologies Electric / Fuel Cell Electric - Hydrogen Electric % Already implemented + considered 3 33% 32% 29% 2 21% 20% 18% 16% 1 13% 4% 2% NL CH UK BE LU IT FR DE ES PT TR PL CZ FCE Hydrogen 20% 10% 9% 6% 6% 6% 4% 4% 3% 3% 2% 1% UK IT TR CH BE ES LU PT NL FR PL DE CZ 18

19 19 II FINANCING

20 Main financing method % of the main financing method used to finance company vehicles B2. What is the main financing method used to finance your company vehicles today? Self purchase* Car credit Finance leasing Operating leasing 39% 59% 26% 6% 24% 28% 11% 58% 8% 26% 8% 46% 11% 29% 14% 60% 4% 20% 16% 34% 4% 26% 36% 64% 2% 24% 10% 24% 1% 19% 56% *Self-purchase = outright purchase + credit (other than car credit) Data have been consolidated: 3 years average for large and very large companies 20

21 21 Intention to develop Operating leasing % of intention to develop Operating leasing in the next three years B8bis. In the next three years, do you intend to develop Operating Leasing in order to finance your corporate fleet? NEW 2017 Yes certainly Yes probably ST YES 6% 1 3% 12% 9% 16% 18% 2 9% 24% 20% 11% 28% 18% 33%

22 22 Intention to develop Operating leasing % of intention to develop Operating leasing in the next three years B8bis. In the next three years, do you intend to develop Operating Leasing in order to finance your corporate fleet? NEW 2017 Yes certainly Yes probably ST YES 6% 1 4% 1 2% 4% 12% 16% 2 9% 24% 6% 21% 22% 10% 26% 1 31%

23 23 Global fleet growth potential in the next 3 years according to main financing method % which think that the total number of vehicles of their company fleet will A8. In the next three years, do you think that the total number of vehicles in your company fleet will B2. What is the main financing method used to finance your company vehicles today? Decrease Increase Balance 2017 Balance 2015 Balance 2014 Balance 2013 Self purchase* 11% 6% 1 14% Car credit 11% 16% Small basis 14% Finance leasing 9% 6% 1 20% Operating leasing 8% 9% 8% 23% *Self-purchase = outright purchase + credit (other than car credit) Balance = Fleet growth will increase Fleet growth will decrease

24 24 III TELEMATICS

25 25 Use of Telematics % which has implemented telematics in their fleet E23. Have you implemented Telematics in part of your fleet? Telematics enables data transmission to monitor fuel consumption, driver behaviour, vehicle location... from vehicles on the move. New precision added for the 2017 questionnaire: Data are transmitted by the mean of an original or an after sales equipment or box installed in the vehicle. Telematics do not include data transmission by the mean of the users smartphones. 20% 10% 12% 13% 2 2 3

26 26 Purposes for using Telematics Reasons for using Telematics E25. For which reasons do you use Telematics in your company? NEW 2017 Basis : companies which has implemented telematics Improve drivers safety 38% 52% CH: Small basis CH: Small basis CH: Small basis (na) (na) (na) 49% 53% 5 Improve drivers behaviours 28% 50% (na) (na) (na) 4 49% 5 Locate vehicles 49% 68% (na) (na) (na) 68% 74% 64% Optimize journeys 3 54% (na) (na) (na) 5 53% 52% Reduce fleet costs 2 5 (na) (na) (na) % Other 33% 14% (na) (na) (na) 14% 9% 19% (na) Results Not Available for Switzerland not enough respondents

27 27 IV PERSPECTIVE IN TERMS OF MOBILITY

28 28 Company cars CH4. Do you consider that company car is very, somewhat, not very or not at all important... Very important Somewhat important % Very + somewhat important To hire new talents in your company 21% % 19% 38% 24% 51% 26% 49% To hold employees in your company % 29% 51% 40% 61% 33% 56%

29 29 Development potential of alternatives % present and future use MM9. In the next three years, would you consider using the following alternatives? NEW 2017 Already using Considered in the next 3 years ST At least one alternative (Already using or considered) 52% 4 Already using + considered 41% 68% 7 34% 54% 66% Car sharing 22% 18% 29% 23% 11% 18% 10% 14% 39% 23% 2 48% 40% 32% 43% 42% Ride sharing 23% 23% 33% 28% % 21% 3 29% 33% 42% 38% 3 43% 5 Mobility budget or card 13% 16% 19% 23% 12% 12% 18% % 21% 2 18% 23% 23% 33%

30 30 Part of companies ready to give up all or part of their company cars for alternative mobility solutions % of ready to give up all or part of company cars for alternatives MM10. And would you give up all or part of your company cars for such alternatives? NEW 2017 Yes certainly Yes probably ST At least one alternative (Yes certainly or probably) 20% 13% 16% 2 28% 9% 1 22% ST YES Car sharing 2% 6% 12% 3% 1% 4% 9% 3% 1 8% 4% 13% 18% Ride sharing 3% 11% 4% 2% 9% 2% 8% 8% 8% 14% 23% Mobility budget or card 4% 2% 2% 4% 2% 8% 4% 12%

31 31 Corporate Social Responsibility program CH7. Could you tell me if you have already implemented a CSR or Corporate Social Responsability program in your company? % Already + Considered 1 12% 5 22% 4% 11% 10% 1% 68% 20% 1% 2% 6 23% 4% 23% 1 54% 18% 6% 30% 16% 13% 33% 30% 8% Already in place Considered Not considered Don t know what it is Don t know

32 32 CO2 footprint CH8. And does fleet CO2 footprint part of this strategy? Basis : companies with CSR program implemented Yes 5 Results Not Available not enough respondents Don t know: 8%

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