(Re)Building your fleet strategy: lessons from Isabel

When WLTP (Worldwide Harmonised Light Vehicle Test Procedure is the global standard for testing and certifying new cars' fuel consumption, CO2 emissions, and electric range) hit the market back in 2018 and companies were struggling to understand all the new CO2 rules, the company Isabel was already adapting, reshaping the company’s fleet strategy. Karin Van Reepingen, Fleet Supervisor at Isabel, in this position since 1997, has experienced every wave of change that has reshaped the country’s mobility over the last two decades.

Back then we weren’t talking about charging or range yet, but the pressure was the same: new rules, confused employees, sudden policy changes, and the need to adapt faster than the market. And today, Mobility Managers face their own version of that disruption:

• Drivers afraid of losing range
• Complex charging administration
• Leasing limitations slowing down innovation
• Pressure from unions and fiscal policy
• Back-office chaos that no Excel sheet can save

But Karin also shows how a clear strategy can turn this stressful transition into a sustainable, future-proof mobility ecosystem.

The dieselgate changed everything

The starting point of the modern fleet disruption she faced and which was the same for all fleet managers back then? Dieselgate.

“For me, Dieselgate was the moment everything changed. All the CO2 calculations changed and it had a strong impact on the benefit in kind.”

Once these calculations shifted, WLTP arrived, and Benefit in Kind (BIK) formulas exploded, the whole fleet landscape changed overnight. This pushed Isabel to rethink its entire structure, long before the EV demand or tax deadlines forced anyone’s hand. For many Mobility Managers today, that sense of forced acceleration still feels familiar. New legislations rarely come with operational clarity, and implementing change internally can sometimes be harder than expected.

A hard EV turn

Isabel started integrating plug-in hybrids and full EVs in 2020. A year that marked the books for everyone across all industries, between lockdowns, uncertainty and later on new ways of working.

“2020 was really a heavy year. Everything came at once. It changed how we approached the car policy and made us rethink all the infrastructure we had put in place for PHEVs and EVs.”

Transitioning to EVs meant thinking about new cars obviously, but it also came with a lot of pressure over new topics:

• Charging infrastructure: Home charging, public charging, fast charging rules, charging cards, reimbursement issues, new tariffs…
• Driver anxiety: Even today, employees remain scared of “not having enough kilometers,” especially for holiday trips. Despite growing ranges on models (now easily exceeding 500–600 km for some) the anxiety linked to it still exists.
• Fair reimbursements: Reimbursing charging correctly (CREG tariffs, one-to-one consumption, etc.) remains one of the trickiest parts of the job.

“There are still so many issues. Getting reimbursements right for example? One of the biggest challenges we’ve ever had” says Karin.

The mobility budget remains a strong asset

“Our two biggest changes were the transition to EVs and the implementation of the federal mobility budget.”

Isabel launched the federal mobility budget in 2023 and now sees it as one of their most transformative decisions. It made a big difference through:

• Annual curated car lists: Switching from a “budget-based” to a “list-based” car selection combined with mobility budget pillars, allowed the company to better control costs and simplify their communication.
• Flexibility for employees: Offering employees to downgrade to a lower level and increase their mobility budget became attractive.
• Better alignment between HR, Fleet and Finance teams: Mobility now involves several teams working together to make better-informed decisions.

Charging should remain outside the leasing contract

With 25 years experience, Karin obviously has a few things in mind she’d do differently if she had to start all over again. Her number-one advice? Do not tie your charging infrastructure to your leasing company.

“If I could change something: I would never again put charging infrastructure inside the leasing contract. Flexibility proves more valuable over time than mere convenience.”

Why? According to her:

• Leasing companies weren’t built to manage charging installations
• Waiting times were often months
• CPOs were locked (e.g Shell Recharge at the time couldn’t be switched)
• Admin was spread out across many platforms and suppliers
• Reporting was nearly impossible
• Reimbursement issues lasted for months

The most time-consuming task after admin? Reporting

Mileage tracking, charging split between home vs. public, fast-charging monitoring, holiday charging exceptions, driver behavior…. None of that was centralised for Isabel. One of her other advice is to invest early in a unified mobility and charging platform. “The admin will catch up with you if you don’t”.

“I have to do so much manually. It takes months to solve issues with leasing companies.”

This is the reason why Mbrella caught Karin’s attention: consolidated admin, clear limits, better reporting, fewer platforms.

“I would like to see immediately how many people are using their home charging station versus the fast charger, for example. That would be life changing and would make it possible to invoice monthly instead of just once a year.”

The importance of the human touch

Despite all the digital tools and EV tech, the most effective intervention is still 100% human:

“What I still do is one-to-one conversations with each driver who switches car. [...] It’s important to make sure they understand what electric driving is and what the possibilities are.”

This helps:

• Reduce fear
• Build trust
• Explain charging behaviour
• Make myths disappear
• Guide them toward the right model and range
• Avoid unrealistic expectations blowing up later

“I go through the process with each driver. That’s really important to inform them and show where they can find information if they’re not aware.”

This is a reminder that no matter how “smart mobility” fleet management becomes, people still need guidance.

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