Beyond EVs: How Tusker is helping organizations build sustainable benefits at scale

Electric vehicle salary sacrifice programs have become one of the fastest-growing employee benefits in the UK. But they’re no longer just about giving employees access to EVs.

Increasingly, organizations are using sustainable mobility benefits to support financial wellbeing, advance ESG goals and strengthen their overall reward strategy. By removing many of the financial and practical barriers associated with electric vehicles, these programs can deliver meaningful value for employees while supporting broader business objectives.

EDF is one organization that has seen those benefits first-hand.

When the energy company introduced an electric vehicle salary sacrifice program in 2020, its goal wasn’t simply to add another benefit to its portfolio. It wanted to offer something that reflected the organization’s wider purpose while creating genuine value for employees.

“We weren’t looking to deliver just an additional benefit. We wanted something that sat really well with our ethos as a company.”

As Britain’s largest generator of low-carbon electricity, encouraging employees to transition towards lower-emission vehicles aligned naturally with EDF’s sustainability ambitions. At the same time, it strengthened the company’s employee value proposition by introducing a benefit employees were increasingly asking for.

Sustainable mobility is about removing barriers

For many employees, switching to an electric vehicle isn’t simply a financial decision.

Questions around affordability, charging infrastructure, running costs and vehicle suitability can all make the transition feel daunting.

Tusker’s approach recognizes that helping employees make sustainable choices means reducing both cost and complexity. Rather than focusing purely on vehicle selection, the emphasis is on giving employees the information, flexibility and confidence they need to decide whether an EV is right for them.

As employee needs have evolved, so has the proposition.

Alongside brand-new vehicles, employers can now offer stock vehicles with shorter delivery times, pre-loved vehicles to improve affordability and multi-car options for households making the transition to electric driving.

The result is a benefit that reaches a much broader workforce than many organizations initially expect.

Partnership is as important as the product

Launching a benefit at enterprise scale requires more than selecting the right solution.

Before introducing the program, EDF evaluated several providers, looking for a partner with the experience to support a complex organization, minimize administration and deliver a seamless employee experience.

One of the deciding factors was Tusker’s lifestyle protection model, which helps protect both employers and employees if circumstances change during a lease. For HR and reward teams, that reduces one of the biggest perceived risks associated with long-term salary sacrifice arrangements.

Implementation also highlighted the value of close collaboration.

Working alongside Tusker and Benifex, EDF launched the program through the Benifex platform, creating a connected employee journey that simplified administration while providing a seamless experience from benefit selection through to approval.

Even when the pandemic disrupted global vehicle manufacturing and dramatically extended delivery times, the partnership proved its value. Rather than allowing uncertainty to undermine employee confidence, the focus shifted to transparent communication and managing expectations throughout the process.

The best benefits continue to evolve

One of the strongest lessons from EDF’s experience is that successful benefits don’t stand still.

Over the past six years, the organization has continuously refined the program in response to employee feedback and changing market conditions.

Pre-loved vehicles have improved affordability. Stock vehicles have reduced waiting times. Eligibility has expanded, allowing new employees to access the benefit from their first day with the organization.

Rather than treating launch as the finish line, EDF has continued to develop the program as employee expectations have changed.

Think beyond participation

The impact extends well beyond adoption rates.

Employer National Insurance savings generated through the scheme have been reinvested into broader reward initiatives, including online Total Reward Statements and enhanced reward and recognition programs.

For employees, the program supports more affordable access to lower-emission vehicles.

For the organization, it contributes to sustainability objectives while strengthening the overall reward offering.

It’s an example of how a well-designed employee benefit can deliver value across multiple business priorities—not just one.

Three lessons for reward leaders

Organizations considering sustainable mobility benefits can take three key lessons from EDF’s experience.

1. Align benefits with business strategy. The strongest programs support wider organizational goals, from financial wellbeing to ESG and talent attraction.
2. Reduce complexity for employees. Flexibility, education and clear communication are just as important as the benefit itself.
3. Choose partners that evolve with you. Employee expectations, technology and markets continue to change. The most successful reward programs are built with partners who continue developing the proposition over time.

As Jo Gibbs puts it: “Do your research… find someone that’s willing to work with you and develop that offering so you can continue to grow it.”

Six years after launch, EDF’s experience demonstrates that sustainable mobility is no longer simply an employee benefit. Done well, it becomes a strategic investment—supporting employees, strengthening reward strategy and helping organizations make meaningful progress toward their sustainability goals.

Watch the full session on demand

Watch the full session to hear how EDF, Tusker and Benifex worked together to build a salary sacrifice scheme that supports employees, aligns with business strategy and continues to evolve six years after launch.