Ecomm 2008Ecomm 2008

Rewards as Rewards as an incentive an incentive to travel to travel outside the outside the rush hourrush hour

London, 5th June, 2008London, 5th June, 2008

Frans Glazener, Spitsmijden/Rabobank Nederland Frans Glazener, Spitsmijden/Rabobank Nederland

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Topics

• Rabobank – mobile banking or banking on mobility?

• Learnings copied to mobility

• Spitsmijden

• Top down Bottom up

• Social Responsibility & Sound Business

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Achmea – InterpolisAchmea – InterpolisInsuranceInsurance

De Lage LandenLeasing/Factoring

188 local banks1.400 branch offices

9 mln Customers9 mln Customersof which 1,5 mln of which 1,5 mln

membersmembers

RabobankRabobank NederlandNederland

Robeco

Rabo Mobiel Schretlen & Co

Athlon /Translease

Rabo VastgoedBouwfonds

FGH

Rabobank GroupCustomer ValueCustomer Value

Guiding PrincipleGuiding Principle

Rabobank InternationalRabo Securities

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0

50

100

150

200

250

300

350

400

450

500

1980 1985 1990 1995 2000 2005 2010

* 1

milj

oe

n Total bankcontacts

Bank Branch

Use of Direct Channels

Massive Behavioural ChangeChannel shift

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Summary behavioral changelearnings

• 98% decline of branch office traffic in 25 years• Doubling of contact moments to > 500 mln/annum• 80% of bank customers internet banking

NO COST INCENTIVENO COST INCENTIVE

• Post modern client is autonomy seeker;– Selfservice– In Control– Convenience– Responsible

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How did Rabobank get involved?

• 21st Century Bank Client is the same behind the wheel;– PC = Wheel– Wheel = PC

• Wants to be responsible and “In Control”– Hates fines, charges and penalties– Loves positive stimulus

• Testing roadpricing A12 (1998)• Development of “Sustainable Mobility”

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Economic damage € 1,5 bln/yrlost productive hours

Daily traffic Daily traffic congestions congestions up to 700 kmup to 700 km’s’s per dayper day

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Sustainable Mobility21st versus 20th Century

Traditional Top Down

• Government monopoly• Supply driven• Cars versus Public

Transport• Fiscal measures• Highly unpopular

• And failed

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Predictions 2020

Daily traffic Daily traffic congestions up congestions up to 700 kmto 700 km’s’s per per dayday

i.e. ZERO effecti.e. ZERO effect

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Flooding risks HollandWestern part - 2040

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Sustainable Mobility21st versus 20th Century

Traditional Top Down

• Government monopoly• Supply driven• Cars versus Public

Transport• Fiscal measures• Highly unpopular

• And failed

Now Bottom Up

• Private Public Partnership• Demand driven• Multi Modal + eWork• Positive Incentives• Car driver responsible• Voluntarily

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Traditional

Short term

Innovations

Long term

Volume reduction

reward required behaviour

labour conditions

voluntarily - tempting

Multi Modal chain Mobility

Working from Home

Alternatives

• ICT – travel information

• DTI - DTM

• FCD

• More roads

• Rewarding schemes

Car efficiency

• Bio Fuel / Natural Gas

• Better engines

• H2 Economy

• Road pricing

Behaviour Change Sustainable Mobility

* Combination of Bonus Malus

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Private EmployersRegional initiatives

• The Hague

• Rotterdam

• Utrecht

• Den Bosch & Eindhoven

• Gelderland – KAN (knooppunt Arnhem-Nijmegen)

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Pilot rush hour avoidance

“Spitsmijden”, a pilot to test whether positive incentives may seduce car drivers to avoid rush hours

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Spitsmijden

• Goal is to:– Prove that positive incentives work better than

punitive measures – Attempt to achieve a sustainable change in

working habits– Promote the use of other forms of transport– Change employee target settings – from input

to output driven work– Mindset!

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Spitsmijden 1

• A12 between Zoetermeer and The Hague• 350 participants• 2 months - monitoring to benchmark and identify

participants• 3 months - rush hour (7:30 – 9:30 a.m.) avoidance

premium of €3• Involvement of drivers and employers to allow

changed work habits

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SpitsmijdenThe Hague region

Sept 15th, 2006Sept 15th, 2006 Oct 2nd, 2006Oct 2nd, 2006

Sustainable behavioural change Sustainable behavioural change through positive incentivesthrough positive incentives

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Private Public Partnership “Spitsmijden”

Enabled through collaboration;Enabled through collaboration;

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Spitsmijden Phase 2

• Longer stretch of road – 40km• Longer period – september 2008 to june 2009• More participants – 600+ and probably expanding

to 6000 late 2008• Test to see if behavioural change is long term• Test existing and new technologies• Test peoples reaction to new payment systems• Promote sustained move to public transport

alternatives

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Incentives

• €4 per sector per day• Smartphone at very reduced cost to test GPS

based systems• NS (Dutch railways) Business card – train should be

a hassle free option• Minitix mobile payment account – testing future

payment scenarios• Easy to use traffic information service

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What is needed?

• Creative thinking– Lets get away from taxes, taxes, taxes

• Take the initiative away from the government

– Companies, road infrastructures, local bodies

• New ways of living, working and moving– From input to output driven– Personal mobility budget– Remote working– Less distinction between private and work life + win/win

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Rabobank Sustainable mobility

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Practice what you preachRabobank internal – “learning by doing”Test July 1st – December 31st, 2006

• Time based -> Performance based management• Lease cars A–B–C CO2 labels only• Public Transport Card• Parking policy• Tele- / Flexworking (from home)

• Rabobank “Unplugged”

• Tactics– Volunteers– Tempting– Seducting

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Lease Cars Rabobank

• 64% ABC cat. by end 2006

• 100% ABC in 2008

• 1.2 mln kg CO2 reduction (-/- 3,8%)

• Average CO2/car in kg -/- 9,3%

• Reduction total number of cars 5722 -> 5674

Aantal leaseauto's 15-03-2005 31-12-2005 31-12-2006

Rabobank Nederland 1.381 1.380 1.516

Lokale banken 3.392 3.308 3.466

Subtotaal via DLL/Translease 4.773 4.688 4.982

Eigen beheer lokale banken 949 792 692 Totaal 5.722 5.480 5674

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Public Transport Card (trains) leasecar drivers Rabobank – juni 2006

• Total Target audience 5549 leasecar drivers;– Actively used Public Transport 1114 (20%)– 40% Headoffices en 11% Bank branches

• Test of 6 months - 1,3 mln trainkilometers– Reduction car mileage -/- 7,9%– Car Mileage of non-participants +/+ 5,9%

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Other measuresRabobank internal

• No mileage compensation between head offices Utrecht – Eindhoven

• Parking policy headoffice Utrecht – 38% 21% end 2006 11% in 2009– No Parking < 10 km from the office

• Stimulate bicycles

• 7000 Tele- / Flexworkers (working from home)

• Nett Personal Mobility Budget

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Sustainable Mobility

Re-desiging the way we think about work and mobility

People – Planet - Profit

• Road pricing

• Bonus Malus

• Public Transport is complementary

• Teleworking