The company car has long played a special role in Germany.

It stood for position, responsibility and professional success. But this image is changing: today it is viewed much more pragmatically in many companies.

It should make employees mobile, make everyday work easier and function reliably. Less symbol, more tool. Less prestige, more productivity.

Our latest survey by the Omniquest Institute clearly shows this change: for 79% of respondents from companies with company cars, the focus is on the need for mobility – for example for field service, technology, service or sales. Only 21 percent see the company car primarily as a benefit for motivating and retaining employees.

Costs and effort count

When choosing a company car, the focus is on economic and practical criteria. 45 percent of respondents cite low costs as one of the most important factors. 42 percent attach particular importance to minimizing maintenance, service and insurance costs.

This shows that companies want mobility that remains calculable and causes little work internally. It’s not just about the monthly rate, but about the entire effort involved in the vehicle, service, tires, insurance and replacement.

It is also striking that always driving the latest model hardly plays a role. Less than nine percent cite this as an important factor. The decisive factor is whether the vehicle can be used reliably, economically and in line with requirements.

Electric cars have arrived

There is also movement in terms of drive systems. Electric cars were named by 46% of respondents as the preferred future drive type in the company fleet, putting them on a par with gasoline-powered vehicles. Hybrid vehicles come in at 31 percent and diesel at 29 percent.

The vehicle fleet of the future will therefore become more diverse. Classic drive systems will remain relevant, while the importance of electric and partially electrified models is growing. 59% of respondents from companies with company vehicles prefer at least one electrified form of drive.

For companies, this means that they need to take a closer look at which vehicle and which drive is suitable for which application. Flexibility is becoming more important, especially when switching to new drive systems – for example, to test vehicles in everyday use and make adjustments if necessary.

Company cars are allocated as required

The allocation of company cars is also predominantly decided on a functional basis. 56 percent of those surveyed stated that vehicles are allocated according to area of responsibility or necessity. 35 percent cite position or remuneration level as a criterion. Only nine percent report individual agreements in the employment contract.

This brings the actual task of the vehicle more into focus: Which vehicle best supports which activity? What is the right running time? Which cost structure is sustainable?

The more diverse the requirements become, the less suitable rigid standard solutions are. Service, sales, project business and electrification each require different vehicles, runtimes and services.

Our conclusion

Corporate mobility is therefore not becoming less important. It is becoming more demanding.

Companies need vehicles that fit the task, remain economical and cause as little administrative effort as possible. At the same time, requirements are increasing due to different budgets, new drive systems and more diverse usage scenarios.

For mobility providers, this means that it is no longer enough to provide vehicles. The key is to make mobility easier to manage – with reliability, cost transparency, advice and services that are geared towards actual needs.

The company car is not disappearing. It is changing its role: from a status symbol to a pragmatic tool for companies that need to remain agile. To stay in the picture: We at MHC Mobility always offer the right toolbox for this.

The registration statistics speak for themselves:

The car market will continue to move towards electrification in 2026 – but not in a linear “everything will now be electric” development. The latest ACEA data for the EU for 2025 shows that purely electric cars have a 17.4 percent market share, hybrid vehicles are the strongest drive type at 34.5 percent, while petrol and diesel together still account for 35.5 percent. It is precisely this mixed reality that is also crucial for companies, fleet managers and company car owners.

In the B2B context, it’s not just about personal preferences, but about reliable mobility decisions in the area of conflict between costs, usage profiles, charging infrastructure, employee acceptance and residual value risks. For many fleets, the drive transition is therefore not an either-or question, but a management task: which vehicles already fit into the daily routine of field service, management or pool vehicle use – and where does a flexible transition make more sense than a long-term commitment?

The Global Automotive Consumer Study 2026 by Deloitte shows that people are increasingly value-oriented when it comes to vehicles and mobility decisions and, in addition to quality and innovation, pay particular attention to trust, fairness and transparency. At the same time, electrification remains a market with regional and practical differences – especially where economy, charging options and suitability for everyday use are weighed against each other. Even though the study primarily looks at consumers, the findings are highly relevant for the company car market: This is because company car drivers and fleet decision-makers also ultimately evaluate new drive systems according to usability, reliability and economic predictability.

This is precisely why flexibility is becoming a strategic advantage in the B2B sector. When companies have to weigh up between hybrid, plug-in hybrid and fully electric, but at the same time costs are under pressure and technological conditions are changing rapidly, the car subscription becomes a particularly useful model. It lowers the barrier to entry because it makes the decision reversible: companies can test electrified drives in real-life application scenarios – in everyday sales, on long journeys, in urban commuter traffic or in mixed operation – without making an immediate long-term commitment.

This is particularly important for the company car sector. This is because new mobility solutions not only have to be individually convincing, but also fit into processes, car policies and budget logic. A car subscription can help to reduce uncertainties during the transition phase: when it comes to the question of the right type of drive, fluctuating needs in the fleet or even the temporary replacement of classic leasing models. This makes mobility more predictable for companies without losing adaptability.

Trust and transparency become the decisive fleet factor

Deloitte also shows that service quality, trust and transparency play a particularly important role in the selection and evaluation of vehicle and mobility providers. This is key for the B2B market, as a company car or fleet vehicle is not just a product, but part of a long-term service relationship. Companies expect clear conditions, reliable processes, comprehensible costs and fast support in day-to-day operations. This is precisely where it is decided whether a mobility model really works in a business context.

Then there is the issue of connectivity. Deloitte points out that consumers value networked functions above all when they offer security or concrete added value – but at the same time react sensitively to issues of data usage. This is particularly relevant for company cars: As soon as vehicles become more digital and data-based, the requirements for transparency and trust also increase. For providers of company car and fleet solutions, this means that connectivity must not be sold as a buzzword. It is crucial to explain clearly what data is used for what purpose, what benefits arise from this and where clear boundaries are drawn.

Conclusion

In a market in which electric drives are growing but hybrids continue to dominate and in which trust, cost sensitivity and transparency are becoming noticeably more important, the car subscription is also becoming a rational way through the transition in the company car sector. Companies need mobility that remains economically calculable and at the same time can adapt to changing requirements. This is precisely the strength of the model: flexible, transparent and without the risk of committing oneself too early in a dynamic market environment.

Click here for the cited study!

When trade businesses talk about mobility, they rarely do so in “would have, ifs and buts…”.

A vehicle must work. Period. And it must be suitable for everyday work: calculable, quickly available and flexible to use. This is exactly what our representative survey of 700 German trade businesses confirms.

For us at MHC Mobility, these results are more than just “exciting figures” – they are like a confirmation of our daily work and a pretty clear mission for the future.

Predictable costs: our lever is transparency

54% of companies cite favorable conditions and predictable total costs as decisive. Good for us: our prices and services are already so clear that they can be calculated immediately in the company – without a maze of footnotes.

Fast availability and simple processing: speed is part of the service

46% want fast availability and simple processing.
This is not a “nice to have”, it is an operational reality. When a major order comes in or a vehicle breaks down, speed determines productivity. To keep things running smoothly, we keep our processes particularly simple and ensure vehicle replacement or fleet replenishment at the speed of light.

Flexible terms and car subscription: mobility without stomach ache

38 % of the skilled trade companies surveyed want flexible contract terms, such as monthly termination. This is a direct fit with what we stand for: Mobility that doesn’t get stuck when the order situation, personnel or projects change.

What does that mean for us in concrete terms? Continue to think of car subscriptions and flexible models as a toolbox: ramp up in the short term, ramp down when needed – without drama.

Service and personal contact: Relief is a product

39 % expect the following for their fleet Complete services incl. maintenance, insurance, tire service etc. One third would like a personal contact person.

This is a clear signal: many companies don’t want to “co-manage” mobility, they want to hand it over – to someone who can do it and has their back.
Our full-service approach is therefore not a “nice to have”, but a genuine core benefit. Personal support remains a central element – because good solutions are rarely standard in the trade.

Looking ahead: profitability and change go hand in hand

34%, or around a third of the companies surveyed, mentioned a switch to electric/alternative drives. Although this is not yet priority 1, it is a solid basis and a clear sign that undogmatic advice is also required here. For most companies, decarbonizing the fleet is less about “image” and more about reliability (e.g. range in winter, charging times, monthly costs).

We will therefore continue to integrate solutions in such a way that companies can sustain them on a day-to-day basis, not just on paper. The survey clearly shows that flexibility remains an obligation, but it is increasingly becoming part of a system of reliability, transparency and cost certainty – especially for larger companies.
Or to put it in technical terms: mobility has to work – not run. And that is exactly what we will continue to be there for in the future.

Our apprentice Tour Électrique through Germany

There are many ways to explain the advantages of electromobility. We have experienced them. Or rather, our trainees did.
For a week. With six electric models and nine stops in between. Our main characters: 13 apprentices from the second and third year of their apprenticeship. Plus CEO Rainer Thies and our COO Patrick Knubbe. A tour that shows how electromobility works in everyday life – and how much team spirit we have.

Why we set off

The idea was simple. Our trainees should understand electromobility even better. Charge planning, route selection, daily stages. How well does this work in the real world? Where are the strengths? Where do small challenges lurk? And how does it all work when you drive to several locations over several days?

The teams changed regularly in each car. This made for variety, getting to know each other and plenty to talk about.

Our route: once across MHC Mobility Land

The tour started at our headquarters in Bockel. From there, the route continued via Hamburg, Berlin Großbeeren, Leipzig Kabelsketal, Nuremberg Altdorf and Stuttgart Wendlingen to Rodgau, Dortmund, Hanover and back to Bockel. Nine MHC Mobility Centers. 1,932 kilometers. Lots of charging stops – and very few problems.

The only exception: the van. It occasionally lagged a little behind and quickly became the running gag of the week.

How well does electric mobility work over long distances?

In short: much better than many thought. The teams made consistently good progress. The charging times could be sensibly incorporated into breaks. The technology and range management worked reliably. And there wasn’t a single “difficult” charging station.
The bottom line: e-mobility works – especially with a whole group of trainees behind you.

Our highlights

– Evenings together with a full battery – with cars and people
– Surprisingly relaxed highway sections
– Stops with a “class trip” feeling
– The moment when the van was actually the first to reach its destination
– Trainees who continuously swapped their teams and learned something new every day

What we have learned

– Load planning is not rocket science
– A well-coordinated team makes the best of every situation
– E-cars provide a different, quieter driving experience
– And: when you are on the road together, electromobility becomes a real experience – not just a theory

Our conclusion

The Tour Électrique was much more than just a road trip. It was an experience that brought trainees, locations and management together. And it showed that electromobility works – even if you haven’t had much contact with it before.Thanks to everyone who took part. And to the van that bravely held out.

At MHC Mobility, safety comes first. And that applies equally to our customers and our employees. This is precisely why we regularly practise for emergencies – most recently a few days ago, at the beginning of November 2025. We want to make sure that every move is right in an emergency – from the internal alert to the handover to the fire department. So that everyone involved knows what counts in an emergency: Calm, clear processes and safe access for the emergency services.

The scenario was a simulated accident in the workshop area of MHC Mobility GmbH in Bockel: a vehicle had slipped off a lifting platform, a person was trapped underneath and there was a second injured person in the immediate area. Our first responders were alerted, provided first aid and prepared the situation so that the fire department could quickly take over.

Our conclusion is positive: the internal processes worked well, our first aiders were on site quickly and cooperation with the Gyhum/Elsdorf fire department ran smoothly. At the same time, we have learned important lessons – for example, that access routes must be kept consistently clear and regular briefings on workshop equipment are crucial to prevent accidents from happening in the first place.

The exercise also gave the fire department the opportunity to familiarize themselves with the conditions on site. This pays off later – because everyone knows the routes, processes and special features of the workshop.

One thing is certain for us: we will continue to carry out such exercises every year. After all, safety does not come about by chance – but through practice, preparation and a team that sticks together in an emergency.

Representative MHC survey: 42% of trade businesses use electric vehicles, a further 28% are planning to switch – but structural hurdles are still slowing down electrification

A recent representative survey of German trade businesses by MHC Mobility shows that 42% already use e-vehicles for their mobility, while a further 28% are planning to make the switch or are looking into it intensively. However, despite this impressive rate of 70% e-mobility affinity, the study reveals considerable structural obstacles that are delaying the widespread electrification of the industry.

Tension between readiness and implementation

The detailed analysis initially reveals an interesting finding: just under a quarter of respondents (24%) do not see any obstacles and are open to electric vehicles. At the same time, however, clear barriers are also apparent: 40 percent cite charging and parking problems in first place, followed by the high purchase costs (38 percent). 22% criticize the lack of suitable vehicle models, 17% criticize inflexible contract models.

Charging infrastructure as a critical bottleneck

It is particularly revealing that loading and parking problems are the biggest obstacle. One possible reason for this is that many trade businesses are under increasing pressure from their clients to be sustainable. Public tenders as well as private clients are increasingly asking for environmentally friendly transportation to the construction site. At the same time, companies are calculating very carefully – an e-transporter that cannot be reliably charged is simply not practical.

This tension also explains why many companies are hesitant to purchase e-vehicles despite a high general willingness to do so. Although the skilled trades sector is much more open to e-mobility than is generally assumed, specific structural hurdles are blocking rapid implementation. Tradespeople in particular need reliable, affordable solutions quickly – not compromises. Sustainability is increasingly becoming a business factor.

Advice gap as an underestimated factor

Our survey also reveals a gap in advice: 11 percent of companies feel unsure about selecting suitable vehicles and planning the necessary infrastructure. Here, people often underestimate how complex the changeover actually is. After all, it’s not just about the vehicle itself, but also about charging planning, route optimization and backup strategies for emergencies.

Smaller companies in particular are often overwhelmed by the variety of options and the long-term commitments of classic leasing contracts. A two-person business cannot afford to make the wrong decision over 36 months. If the e-vehicle doesn’t work, it threatens the company’s existence.Uncertainty leads to the switch being delayed despite a fundamental willingness to do so. Many companies would be quite prepared to act immediately – if they had the necessary certainty.

Flexibility as the key to the market success of e-vehicles

These findings reflect a fundamental change in mobility requirements: away from standardized solutions and towards individually adaptable concepts that are geared towards the reality of the respective company.
17 percent of respondents cite a lack of flexible contract models as an obstacle. Many companies would like to try things out before committing themselves. This is understandable – after all, they are often investing in their livelihood. That’s why we at MHC Mobility have specifically expanded our range to include flexible terms and trial options to meet this need.

Outlook: Evolution instead of revolution

Despite the hurdles, we are convinced that the electrification of trade fleets will continue – albeit in an evolutionary way. The change will take place gradually, driven by improved technology, falling costs and increasing customer pressure. Those who set the right course today and offer realistic, flexible solutions will guide an entire industry through this transformation process. We at MHC Mobility have accepted this challenge.