Corporate Mobility White Paper: The Complete 2026 Guide

Before discussing strategy, let's put the market in context. As of 1 January 2025, France had 39.7 million passenger vehicles and 6.5 million light commercial vehicles^[1]. A growing share of this fleet is corporate-owned: business fleets account for a significant portion of new registrations, though 2025 saw a notable pullback: 723,640 fleet registrations, down 8.6% year-on-year, driven by fiscal instability and rising prices^[2].

Two trends cut across these figures. First, electrification: the market share of electric vehicles among new corporate passenger cars reached approximately 12% in 2024^[3], and regulations now require large fleets to include a minimum share of clean vehicles at each renewal. Second, the infrastructure is following: France's charging network exceeded 2.5 million charge points (public and private combined) in 2025^[4]. Corporate mobility is therefore both massive and in transition, and increasingly constrained by environmental reporting requirements.

1. The multi-network fuel card. The top mobility cost item, and the original silo. A card accepted across multiple fuel networks eliminates unnecessary detours and standardises fill-up data: drivers refuel where they happen to be, not where a single brand's network allows. In 2026, the real issue is no longer just network coverage: it's variable fees. A card that's "free" to issue will often charge 1–2% per fill-up plus a per-litre margin, making it more expensive than a fixed-fee subscription for a fleet that logs significant mileage. Beyond the price, what matters is integration with the rest of company spending: a timestamped, categorised fill-up becomes actionable data, not just an accounting line. Full detail in our multi-network fuel card comparison.

2. EV charging. Electrification transforms a cost line (liquid fuel) into site infrastructure. Between an AC wallbox at 7–22 kW and a DC fast charger, the cost of a corporate charging point ranges from a few thousand to several tens of thousands of euros per point, installation included. The French Mobility Law (LOM) also requires electrical pre-wiring of certain corporate car parks. The classic trap is treating charging as a separate topic, opening an EV silo alongside the fuel silo. Managing charging on the same platform as fuel (tracking kWh, setting limits, handling recharging) avoids that fragmentation from the very first electric vehicle. See the corporate EV charger comparison.

3. Electronic tolls. On long-distance routes, tolls are a separate cost stream, often handled by a dedicated provider. The electronic toll transponder (and now free-flow tolling, which eliminates toll booth stops and is rolling out across the network) tracks journeys and generates valuable data for both fleet management and carbon footprinting. This is also an area where integration pays off: a transponder bundled with fuel and charging completes the mobility picture without adding management overhead, whereas a separate transponder adds yet another interface and another monthly statement. See the professional electronic toll comparison.

4. Fleet management. This is the conductor of corporate mobility: the software that consolidates fuel, charging, tolls and maintenance, assigns vehicles to drivers, tracks cost per kilometre, and feeds reporting. Without it, the other four pillars remain islands that no one connects. With it, dispersed data becomes manageable. The right tool is judged not by the length of its feature list, but by its ability to aggregate all mobility flows into a single reference system and return the real cost. See the fleet management software comparison.

5. Sustainable mobility. The Sustainable Mobility Package (FMD), decarbonisation, modal shift to cycling or rail: mobility is no longer just about cars^[5]. The FMD also allows companies to cover home-to-work commuting costs for soft-mobility travel, exempt from social contributions up to an annual ceiling. On the regulatory side, all these journeys fall under scope 3 of the GHG balance sheet and feed into CSRD reporting^[6]. See the Sustainable Mobility Package guide.

Electrification is the dynamic reshaping all the other pillars. With approximately 12% of new corporate passenger vehicles electrified in 2024^[3] and a regulatory obligation for clean vehicle quotas at renewal, the moment when you must decide "combustion or electric" arrives for every vehicle leaving the fleet. The question is no longer whether you electrify, but when and how you manage the coexistence of both powertrains.

Three traps lie in wait during this transition. The first is infrastructure: waiting until the vehicles have arrived before thinking about charging is a guaranteed way to end up with immobile vehicles. The second is total cost of use: on-site kWh remains two to three times cheaper than on the public network, but only if you have installed the charger. The third is management: without a single back-office, EV charging becomes yet another silo alongside fossil fuel, exactly the fragmentation the transition was supposed to eliminate. Hence the rule: set up the management platform and the charging infrastructure before the vehicles arrive, not the other way round.

The cost of corporate mobility cannot be read from a fuel invoice. It must be read from a total cost of ownership (TCO) expressed per kilometre. A vehicle's TCO includes purchase or lease, fuel or electricity, insurance, maintenance, tolls and, increasingly, residual value, which is highly sensitive to powertrain type: an electric vehicle depreciates differently from a combustion one. Across this total, fuel often accounts for only a third. The rest disappears into accounting lines spread across multiple suppliers.

The trap is that a poorly consolidated TCO masks the real levers. A company that does not know its cost per kilometre cannot arbitrate between on-site charging and the public network, between an electronic toll transponder and manual toll payments, or between a company fleet and mileage reimbursement. Fleet management software is precisely the tool that reconstructs this cost per kilometre by aggregating all flows, provided they are all connected to the same reference system. In other words: no integration, no real TCO; no real TCO, no informed decision.

The consolidated TCO also has a temporal effect that is often underestimated. The longer a fleet operates and renews itself, the wider the gap grows between a managed mobility, where every incoming vehicle is immediately connected to the reference system, and a fragmented mobility, where each new vendor adds its own interface. Over three years, the difference in management time and reporting accuracy becomes structural. This is why TCO is not calculated once at the point of purchase: it is shaped by the architecture you choose, integrated or dispersed, and reveals itself year after year in the cost per kilometre and the quality of the GHG balance sheet.

The priority of each pillar changes radically depending on the profile. Three archetypes are enough to illustrate why there is no single recipe, but there is one common target architecture.

The long-distance fleet (transport, field sales, regional delivery). Fuel and tolls dominate costs. A multi-network fuel card is non-negotiable to avoid detours, free-flow tolling saves time, and fleet management tracks cost per kilometre across vehicles that cover high mileage. Electrification comes later (range, en-route charging), but the management platform is needed immediately.

The urban fleet going electric (last mile, services, site-based fleets). Charging structures everything: on-site infrastructure, kWh pricing, energy management to avoid peak-demand surcharges. Fuel consumption declines, soft mobility (cargo bikes, two-wheelers) grows. The risk is stacking charging operators, dedicated cards, and separate tools, which is precisely why a single platform must be put in place from the outset.

Service firms and occasional-travel professionals (consulting, audit, B2B sales). Few company vehicles, but a high volume of expense reports: rail, air, taxis, meals, accommodation. Here, modal shift and travel policy take precedence, and structured expense data feeds directly into scope 3. A corporate card and an integrated expense management tool replace a stack of receipts.

Each pillar, taken in isolation, has its own market, its own cards, and its own back-office. That is precisely the problem. A typical fleet stacks: one fuel supplier, one charging operator, one toll transponder provider, one expense management tool, one spreadsheet for the fleet: five interfaces, five customer support contacts, five exports to reconcile at month end. Fragmentation is not a minor organisational detail: it is a hidden cost (management time) and a data loss (you cannot manage what you cannot consolidate).

That is the thesis of this white paper, and the angle Greenway takes: a single mobility card connected to a unified fleet management back-office, covering fuel and charging, tolls and expense reports. Every transaction feeds the same reference system, and 1% of each is donated to the Greenway Foundation through the 1%ForAll® programme. Impact becomes measurable, not just claimed.

Three steps summarise the approach. 1) Map your existing flows: how many vendors, how many interfaces, what hidden management cost. This is often the most revealing step: companies systematically underestimate the time spent reconciling disparate statements. 2) Consolidate: replace redundant tools with a single platform covering as many pillars as possible (fuel + charging + tolls + expenses at a minimum). 3) Measure: exploit the consolidated data to manage cost per kilometre and feed the GHG balance sheet and CSRD reporting without an annual project.

Pillar priorities depend on your profile. A long-distance fleet will focus first on fuel and tolls. An urban fleet going electric turns to charging and energy management. A consulting firm prioritises expense reports and modal shift. But the target architecture remains the same: unified management above all five branches, not five local optimisations that never talk to each other.

In practice, companies often start with a quick win (consolidating fuel and tolls onto a single card, for example) before extending integration to charging and then to expense reports. The classic mistake is waiting until the entire fleet is electrified before setting up the management platform: you end up with a fleet of electric vehicles and no tool to measure their real cost per kilometre. Better to put the fleet management back-office in place first, then connect each pillar as you go. That inversion is what changes everything in corporate mobility: instead of choosing one tool per cost line, you choose a single reference system to which all cost lines connect.

To move from theory to action, six concrete checks are enough to avoid the most costly pitfalls:

Corporate mobility sits within an increasingly demanding three-part regulatory framework. The French Mobility Law (LOM) requires electrical pre-wiring of certain car parks and sets clean vehicle quotas for large fleet renewals. The Sustainable Mobility Package (FMD) structures the reimbursement of home-to-work commuting costs for soft-mobility travel. And the CSRD directive makes reporting of value-chain emissions (scope 3) mandatory, including business travel^[6].

Three texts, one consequence: mobility produces regulatory data, not just expenditure. This is where the choice of architecture becomes strategic. Managed mobility, where every transaction is structured and traceable, turns the reporting burden into an advantage: the data already exists in the back-office and does not need to be reconstructed each year in a mass of spreadsheets. Conversely, fragmented mobility turns every regulatory deadline into an annual project.