The innovative mobility landscape: the case of Mobility as a Service

If Mobility as a Service (MaaS) can help transition to a more sustainable mobility, how can it be scaled up?

What is Mobility as a Service (MaaS)? An ecosystem at the crossroad of users, public and private sectors, MaaS is based on the diversity of micro and shared mobility but also digitalisation to create multimodal urban journeys. It could help transition to a low-carbon, sustainable mobility but the necessary collaboration of multiple actors to achieve MaaS will disrupt existing business models.

Watch the discussion on the future of Mobility as a Service that took place at Viva Technology in June 2021.

A quarter of the emissions to be abated by 2050 are coming from transport, and more than a half of that comes from passenger transport. Mobility is at a crossroads, especially if it is to serve the forecasted doubling of this passenger travel demand while reducing emissions. Electrification of vehicles only would not be enough. It is also about improving the efficiency of travel, and fundamentally operating a profound shift in behaviour. Achieving this will require an unprecedented collaboration between the public and private sectors.

Thomas Deloison, Director Mobility, WBCSD

Acting for energy efficiency in order to achieve carbon neutrality or reducing the impact of the industries by 2050 starts now, and technologies are here to help this leverage.

Asuka ITO, Policy Analyst – International Transport Forum, OECD

We need to invest to create a new value proposition. MaaS is about convenience and integration. This requires a very high level of collaboration between all the actors of the chain, starting from the mobility service provider to the aggregator and the payment service providers. There is a great need for co-opetition, meaning collaboration between competitors – this is absolutely paramount to scale up MaaS.

Ronan Perrier, Head of Mobility for Corporates, ARVAL

There will be deep changes for many sectors and many players, disrupting their current business models and requiring a common framework, common standards and data sharing principles. We need to build concrete partnerships to better understand what is at stake all along the value chain and implement proof of concept.

Marième ROCCHI, Head of CIB Company Engagement Projects & Partnerships at BNP Paribas
Suggested reading