思略特：2023年保险公司车队转型报告-险企如何应对纯电动化汽车转型挑战（英文版）（25页）.pdf

1、Fleet transformation for insurersStrategy&Financial ServicesOctober 2023Strategy&October 2023ContentInsurers starting pointBEV market perspectiveSpecific requirements and challenges for insurersHow to tackle fleet transformationStrategy&approach and experience 12345October 20232Fleet transformation

2、for insurersStrategy&22 July 2020Insurers starting pointStrategy&October 2023Fleet transformation for insurers34Strategy&October 20231)Environmental scope of ESG.Scope 1 emissions cover emissions that the company directly makes,e.g.with its vehicles.Scope 2 emissions are made indirectly and include

3、the emissions that are emitted during the generation of energy requested by the company.2)Source:KBA;if only cars are usedFleet transformation:Insurers have no time to loseInsurers have set themselves ambitious CO2reduction targets fleet and mobility are decisive levers in reducing Scope 1 and 2 emi

4、ssions1Sustainability Fleets are ideally suited for the transition to battery electric vehicles(BEVs)and offer huge potential for decarbonization and value creation.Business mobility in the insurance industry is responsible for 40,000 tons of CO2emissions a year.2Market BEVs have achieved functional

5、 parity with the internal combustion engine and are the more economical and socially acceptable choice.Responsibility Insurers have committed to become carbon neutral in Scope 1 and 21emissions by 2025.In addition,they have a social responsibility to act as role models.Charging infrastructure A mix

6、of charging options tailored to fleet needs minimizes costs and charging times,while maximizing range and driving experience.Timing This is a good moment to push fleet transformation delivery times have improved,new models are coming to market and prices have moderated.Strategy&Fleet transformation

7、for insurers4Strategy&October 20231)Source:PwC Strategy&analysis 2)Source:EVBox Mobility MonitorsInsurers have a social responsibility and should act as drivers of change instead of waiting.They must choose intelligent transformation strategies to meet their commitments on sustainability.In addition

8、,they must take into account the“war for talent”:more than 50%of potential German e-vehicle drivers say that offering electric cars makes future employers more attractive2.Battery EV“gap”in the German market(millions of vehicles1)20102015202020252030203501020300.73.327.015 mnPwC forecastTotal requir

9、ed to reach German governments climate targets12.1 mnDemand for battery EVs is insufficient to meet Germanys climate targetsOctober 2023Shortfall to reach close to 3 million by 20305Fleet transformation for insurersStrategy&22 July 2020BEV market perspectiveStrategy&October 2023Fleet transformation

10、for insurers67Strategy&October 2023Selected manufacturer and brand EVs3-4 monthsdelivery time for BEVs from car manufacturersManufacturer/Model1Gross list priceRange2Charging time3Delivery time Audi Q8 e-tronfrom 74,400 EURfrom 420 km 27 min.6 monthsBMW i4from 56,500 EURfrom 430 km31 min.4 monthsMer

11、cedes EQEfrom 67,187 EURfrom 515 km33 min.4 monthsVW ID.3from 39,995 EURfrom 350 km32 min.4 monthsTesla Model Yfrom 47,567 EURfrom 350 km25 min.3 monthsVolvo EX30from 36,590 EURfrom 280 km27 min.1 monthHyundai IONIQ 6from 43,900 EURfrom 365 km17 min.10 monthsMG MG4from 34,990 EURfrom 300 km37 min.3

12、monthsBYD HANfrom 70,805 EURfrom 475 km44 min.3 monthsIts a good time to push fleet transformation delivery times have recoveredStrategy&Source:EV-Database;Carwow 1)All vehicles are shown with basic equipment and the smallest battery2)Indication of real-world range in several situations(worst-case t

13、o best-case)3)Fast-charging(DC)time from 10%to 80%capacity7Fleet transformation for insurersStrategy&October 2023981832009819948098115710025050075020212022168202533940020302035Expansion rate of public charging points in the medium term will not keep up with rising BEV numbers further efforts are req

14、uiredForecast:Demand for and supply of public charging points to 2035 000sSupply for AC&DC charge points at last years speed kSupply for AC&DC charge points at current speed kDemand for public charge points kMarket overview:Charging infrastructure today is generally sufficient however,there is a hig

15、h proportion of ACcharging points The current increased rate of expansion still leads to a gap of 230,000 charging points by 2035 Wider access to high-performance charging is required to close the demand gap.This will also improve convenience.But further measures to make charging more convenient are

16、 also neededSources:PwC analysis,“Nationale Leitstelle Ladeinfrastruktur”Increased expansion rate:From 330(2022)to 540(2023)charge points per week8Fleet transformation for insurersStrategy&22 July 2020Specific requirements and challenges for insurersOctober 2023910Strategy&Fleet transformation for i

17、nsurersStrategy&October 2023A successful transition to CO2 neutral fleets will require insurers to find solutions to multiple challengesKey challengesAvailability of vehicles current delivery times vary depending on manufacturer and modelVolatile energy markets limited certainty in cost outlook(fuel

18、s and electricity)Market dynamics technological progress in both BEVs and charging infrastructure necessitates a flexible approach OEM portfolio in fleet management German vs.global OEMsStandardization heterogeneous model range leads to increased complexity in procurement and fleet managementUncerta

19、in benefits lack of transparency on projected annual costs and potential savingsCharging infrastructure lack of standardization in charging infrastructure inhibits acceptance of electrificationIndividual mind shift prejudice against electrification and BEVs,especially in sales organizationsOperation

20、alization integration of new OEMs and service providers,delivery of vehicle and charging infrastructureCharging behavior sales staff that spend little time at headquarters require remote charging solutionsAge profile and attitude older employees tend to prefer to wait and see with regard to e-mobili

21、tyChoice of vehicles vehicle itself and brand perception are a high priorityDriving behavior differing range profiles,partly long distances and destinations outside urban areasDiffering requirements executives vs.employees(e.g.sales,claims)Particularly addressed in the followingMacroeconomicCompany

22、specificInsurance specific10Fleet transformation for insurersStrategy&22 July 2020How to tackle fleet transformationStrategy&October 2023Fleet transformation for insurers1112Strategy&October 2023Total cost of ownership analyses offer a basis for recommendations to transform the company fleetTCO1comp

23、onents and vehicle profiles as a basis for decision-makingincluding acquisition premiums,environmental bonus,manufacturer premiums,sales from GHG quotas and tax incentivesAcquisition costs/lease paymentsOperatingcosts incl.fuel and chargingFixed costsWorkshopand tire costsSubsidiesand fundingSetup o

24、f necessary infrastructureTCO Comprehensive overview of vehicles and TCO based on individual acquisition costs Consideration of various parameters in the decision-making process to take into account important factors in the insurance context(e.g.brand preferences and perception)Progress to concrete

25、transformation scenario based on further fleet analyses(e.g.vehicle change,predicted mileage)1)“Total Cost of Ownership”12Fleet transformation for insurersStrategy&October 2023Key facts:Average TCO for electric vehicles(51,022)25%lower than vehicles with internal combustion engines(ICE)(67,802)Incre

26、ased resale value due to stronger residual values for BEVs Despite previous increases in energy prices,fuel costs for BEVs3 are less than half those of ICE vehicles Financial incentives for vehicle purchase4 Even without subsidies,BEVs retain a 15%TCO-advantage end of incentives will not stop the co

27、st-benefits of BEVDespite increased electricity costs,BEVs retain a 25%cost advantage thanks to subsidies and high residual valuesAnalysis:Average TCO per drive type over ten model pairs,5 years and 150,000 km1 7,955 671 2,760 1,635 2,474 1,436 20,964 6,177 6,141 4,684Electric(BEV)with subsidy 16,43

28、1 2,105 4,360 5,508Petrol(ICE)25,591 5,904 5,452 4,880 7,955 671 2,760 1,635 2,829 5,452Electric(BEV)without subsidy 19,291 5,904 67,807 57,677 51,022 4,880-15%-25%Net price incl.subsidyFinancing costPurchase taxesInsuranceFuelMaintenanceWear and tearTiresUse taxes1)BEV=BMW iX3,Citron e-C4,Cupra Bor

29、n,Mercedes-Benz EQA,Mercedes-Benz EQB,Opel e-Mokka,Peugeot e-2008,Renault Mgane E-Tech,VW ID.3,VW ID.4;ICE=BMW X3,Citron C4,Mercedes-Benz GLA,Mercedes-Benz GLB,Opel Mokka,Peugeot 2008,Renault Mgane,VW Golf,VW Tiguan|Source:Autovista(as of 12/2022)2)Based on expected CO2price of 100 by 2025(DIW calcu

30、lation)and WLTP CO2emissions of BMW320i 3)PwC forecast on charging prices:Future price decreases due to expansion of renewable energy generation(in real prices)4)End of financial incentives for corporate customers by October 2023Furthermore,a saving of 1,600 can be achieved for BEVs by 2025213Fleet

31、transformation for insurersStrategy&October 2023A detailed user consultation helps to understand the requirements,pain points and levers.Evaluation of user requirements01020304Assessment of general willingness(potential demand)Survey of employees on how they feel about using an electric vehicle Subd

32、ivision of employees into different reference groups(e.g.by function profile)Fields of action from users perspective Gather information on main action points and preferences regarding BEVs Gather information on main action points and preferences regarding infrastructureEvaluation days of stay and du

33、ration Analysis of reference groups frequency at officelocations to identify“peak days”Analysis of reference groups in terms of their duration at office locationsReview charging infrastructure Deep dive analysis of home charging infrastructure within the reference groupsDevelopment of driving journe

34、yStrategic ambition for transformation05Data and input validation Match self-assessmentwith“neutral”(fleet-)data for a realistic view14Fleet transformation for insurersStrategy&October 2023In the insurance industry,there are two different types of driver and company car user,with major differencesDi

35、fferent user typesChristineChiefInformation Officer FabianClaimsexpertDuring the week,my journeys are usually about 50 kilometers.I drive to the office,stay there most of the day and go to the gym after work.From time to time I drive longer distances.I will charge my car mainly at work.I spend a sig

36、nificant share of my day in the car,as I drive to the various major claims to assess them.I visit different customers sometimes with stops at home.I would appreciate a wallbox at home so I could start the day with a fully charged car.DrivingprofileAs a board member,I also have representative duties

37、that should be reflected in my car.I am open-minded to international brands with a good reputationMy biggest concerns are range and charging.My schedule is tight,I cant spend an hour at a charging station.I need a practical solution to get my daily business done.MainconcernsI think electric mobility

38、 is the future,its a great technology and a step forward.I hope my new electric company car will come soon.Basically,I think battery EVs will become established,partly for climate reasons.At the same time,I still see some challenges to make them a workable choice for me.GeneralapproachExecutiveStaff

39、 member15Fleet transformation for insurersStrategy&October 2023Insurers urgently needed fleet transformationStrategy&September 2023The assessment of board members and office managers shows high compatibility for BEVs as company cars1)Billing rules to be defined for home chargingSource:Strategy&surve

40、y,750 participants(insurance employees)I think its greatI find it rather goodI am neutralI dont think its goodI do not like it at all42%37%10%8%3%There are no major differences in the willingness to use an electric car generally high willingness of 80%Significant differences exist in attendance at t

41、he office Board members and internal managers are at the office regularly and for longer periods and can take advantage of charging infrastructure The“outdoor staff”(sales and claims)drives longer distances and are dependent on range,are rarely at the location and do not use the charging infrastruct

42、ure provided by the insurer 0-1 hours1-2 hours2-4 hours4-8 hours8-12 hoursn.a.0 days2%0%0%0%0%0%1-2 days0%0%0%1%8%0%3-4 days1%0%3%7%63%1%More than 4 days1%0%2%0%11%0%n.a.0%0%0%0%0%0%Length of stay at the locationNumber of daysat the locationThere is a parking space(also garage/carport)with installed

43、 wallboxThere is a parking space(also garage/carport)with high power connectionThere is a parking space(also garage/carport)with a socketThere is a parking space(also garage/carport)without a socketThere is no fixed parking space for the car8%12%27%36%17%85%neutral or in favor of E-mobility rather n

44、egative opinion on Chinese manufacturers Most important requirements regarding range,charging time,trunk volume,and comfort Frequent travel,but rarely long distances(350+km a day)High presence in the office,therefore use of local charging infrastructure possible with sufficient charging points onsit

45、e Charging at home partially possible,but less critical to success due to short(50 km)routes to office1)Public charging infrastructure requires billing rules(esp.relevant for longer,private journeys)CommentsAssessment of general willingness(potential)Fields of action from users perspectiveEvaluation

46、 days of stay and durationReview charging infrastructureExemplary assessment Board members and managers internal services26A user survey provides information on individual preferences and behavior data validation confirms compatibility with BEV rangesA sample assessment Survey about general willingn

47、ess,driving and charging behavior,need for charging infrastructure at home and individual preferences Data validation is essential:kilometersdriven are compatible withBEV ranges in the majority of cases subjective assessment of daily mileage often differs significantly from actual data Taking employ

48、ee concerns seriouslyis key for acceptance of the transition to fleet electrification(especially when talking with works councils)Results show:generally highwillingness to use BEVs,however,those required to drive for their role have particular concerns about range and non-European manufacturersComme

49、nts16Fleet transformation for insurersStrategy&October 2023Need for a holistic and user-centered approach to charging infrastructureThe user group-specific customer journey illustrates the need for holistic charging infrastructure due to different daily routinesIllustrative driving journeyHome w/och

50、arging(till 07:30 am)Kinder-garten(short stop)Officeincl.charging(08:15 am 06:00 pm)Groceries(06:10 pm 06:40 pm)Sports(06:45 pm 07:45 pm)Homew/o charging(from 08:00 pm)Home incl.charging(till 07:30 am)Client visits(08:30 am 03:00 pm)Client visits(05:00 pm 06:30 pm)Sports(06:15 pm 07:00 pm)Homeincl.c

51、harging(from 07:15 pm)Home officeincl.charging(03:20 pm 04:40 pm)Examples of users driving patternsFabian with a lot of time at customer sites and in his home officeChristine with a lot of time on site in the officeCharging at work is importantCharging at home is importantNeed for a holistic and use

52、r-centered approach to charging infrastructureFor both,supplementary public charging is essential(AC and DC)17ConsequenceStrategy&October 2023Insurers urgently needed fleet transformationStrategy&September 2023The individual offer for charging infrastructure needs to be thought holistic and address

53、the different user needsHolistic offer for charging infrastructure use cases public,work,home20homepublicworkIndividual living situation and suiting charging solutionWallbox UpdateWallbox Installationpublic charging cardOn site chargingWallbox available1.1 Wallbox meets requirements 1.2 wallbox does

54、nt meet requirements 1.3 Shared parking space(no individual wallbox)1.4 No wallbox available,installation possible2.1 own parking space with electricity connection 2.2 own parking space without electricity connection 2.3 Shared parking space with electricity connection 2.4 Shared parking space witho

55、ut electricity connection 2.5-No wallbox installation possible3.1 no own charging possibility(e.g.street parking)3.2 installation after check not possible Charging infrastructure concept and offer for employeesDBCAUpdate WallboxUsage of exiting infrastructure integration of the Wallbox into the exis

56、ting or newly created networkInstallation WallboxNew installation of the wallbox with definition of a model and decision on assumption of installation costs and ownership structureCharge publicAccess to public charging infrastructure and selection of a service provider with nationwide availability a

57、nd under consideration of further aspects(e.g.charging and blocking fees)Charge workDetermination of the authorization concept for use of the on site charging infrastructure planning and expansion of the infrastructure according to demandABCDA holistic approach to charging infrastructure is essentia

58、l for fleet electrification and helps ensure employee productivityHolistic offer on charging infrastructure Comprehensive charging offer for different userneeds decentralized charging infrastructure of particular importance for those whose role requires them to drive regularly Enabling consumption-b

59、ased billing with availability of ESG data for charge at home(instead of paying a flat rate)Clarification of ownership issues regarding the wallbox and determination of legal and taximplications,including implications of maintenance and service of the wallbox Selection of a service provider accordin

60、g to individual requirements(e.g.nationwide access to public infrastructure,no blocking fees for overnight parking,holistic offer including at work and at home)Establishment of a simple,lean and user-centered process from provision of the charging solution to billing for electricity across all use c

61、asesImportant steps for the right infrastructure model18Fleet transformation for insurersStrategy&22 July 2020Approach for a successful fleet transformationOctober 20231920Strategy&Fleet transformation for insurersStrategy&October 2023We make the world a better place by reducing our emissions Concre

62、te milestone planto reduce carbon footprintconsidering individual requirements Recommendation of vehicle models,using a total cost of ownership approach Holistic approach that selects the right charging infrastructureInsurers can benefit from a proven approach to supporting fleet electrification and

63、 achieving climate goalsRecommended approachGoalAnalysisSolution development5.Define prioritization criteria(cost,emissions,user needs,risk,)6.Decide financial options(e.g.buy vs.lease)7.Assess funding,taxes and regulation1.Review preliminary work2.Analyze current fleet portfolio(mileage,age)3.Condu

64、ct survey of user needs(driving behavior,charging behavior)4.Analyze market(OEMs,models,technical data)8.Set up a model for demand-oriented selection of BEV portfolio,considering individual criteria(e.g.user needs)9.Select vehicle models for each target group suiting individual requirements(e.g.rang

65、e,charging time,brand perception,ergonomics)10.Develop a simulation of fleet electrificationwith implications for costs and emissions11.Develop roadmap for implementationIn parallel:Analysis and solution development for charging infrastructure20Fleet transformation for insurersStrategy&October 2023A

66、 dedicated simulation for fleet electrification offers guidance on CO2neutrality and transparency of future demandsModelling supports development of a transformation roadmap Development of a dedicated simulationof fleet electrification with implicationsfor costs and emissions Development of measures

67、 and a timeline for successful transition Requirements at the start ofconversion:BEVs must be available in sufficientnumbers Plan for charging infrastructure must be developed(public,at work,at home)Processes for providing the solution must be available Background processes such as billing for new c

68、harging solutions must be defined and working Ensure success by piloting the solution through a volunteer programComments21Fleet transformation for insurersStrategy&October 2023Fleet transformation should be understood as a company-wide mission involving many parts of the organization1)General offer

69、 for technical implementation,further aspects to be considered for private infrastructure,e.g.,housing for rentTop ManagementTop management is not only affected by the transformation itself,but also acts as a pioneer and exemplar.At the same time,they must be involved in decisions regarding further

70、changes and progressBusiness units Involvement of business units(especially sales and claims)to strengthen willingness and assess employee requirementsChange Management and Communication Many employees feel an emotional connection to the car they drive.So the fundamental change must be accompanied b

71、y targeted change management and communication to show benefits and give certaintyHuman ResourcesUse of company cars is a major contractual part of employment.With the transformation,company-wide agreements,as well as accounting,contracts and data in HR systems must be adjusted(e.g.for taxation,chan

72、ges in users)Facilities ManagementThe transformation to EVs brings new requirements for facilities management especially with regard to parking and charging infrastructure at office sites.In addition,support can be provided for charging infrastructure at home1Finance and TaxThe fleet transformation

73、will result in significant changes in taxation and financial compensation.Contractual/financial solutions for the switch from petrol station cards to home charging must be developed together with HR,fleet management and employee representationProcurementProcurement is key to the vehicle purchasing p

74、rocess,which is a major transformation challenge.Long-term supply contracts must be agreed and modified,new partners and suppliers may be addedFleet ManagementFleet management is crucial in the implementation of the transformation from ICE to an EV fleet.It has an overview of current usage,driver pr

75、eferences,etc.It serves as a central point in the transformationHolistic transformation approach22Strategy&October 2023Piloting/volunteer programImplement a volunteer program to recruit e-mobility promotersPilot operational processes to identify pitfalls early in a rapidly changing technologyBenefit

76、sProviding benefits for car conversion(e.g.,provision of wallbox for charging at home)Active involvement of the target groupsActive involvement of target groups to gain a better understanding of their concerns and fearsThis enables early action to address specific issues for teams,for example salesp

77、eople,who are the public face of the brand with customersFleet transformations are disruptive programswith four key success factorsSuccess factors for the conversion to an electric fleetChange story and transparency Creating transparency about the contribution to sustainability(e.g.CO2dashboard)Ongo

78、ing communication and support with a positive change story making e-mobility a tangible experience at an early stage(e.g.“e-mobility day”)Actively countering prejudices(e.g.myth busting,information guide on charging options)September 202323Strategy&Your Strategy&and PwC contactsTim BraaschPartner+49

79、-171-Heiko SeitzDirector+971-50-961-Franziska HhnSenior Manager+49-151-Fabian MllerManager+49-151-Jonas MeereisSenior Associate+49-162-Vincent PursianAssociate+49-151-Kai MllerSenior Associate+49-172-24Fleet transformation for insurersOctober 2023 PwC.All rights reserved.PwC refers to the PwC network and/or one or more of its member firms,each of which is a separate legal entity.Please see for further details.Disclaimer:This content is general information purposes only,and should not be used as a substitute for consultation with professional advisors.Thank you