London, the World’s Smartest City

THE WORLD’S SMARTEST CITY? LONDON

Fien van den Steen

2020 must be the year in which London will become the world’s smartest city. The UK capital won’t only turn into the most walkable city, it will also roll out 5G and a range of smart mobility features. Here’s an overview of London’s smart mobility landscape.

LONDON SMART CITY

Population: 10 million by 2030 Mayor: Sadiq Khan (Labour)

Smarter London Together = roadmap to make London the world’s smartest city by 2020 CO 2

SMART MOBILITY

• Walkable city: more walking and cycling lanes, more pedestrian crossings, new traffic signal technology • Investment of £4 billion in transportation in the Greater London Area over ten years • Heathrow pod system: zero-emission autonomous rapid transit system to reduce congestion around Heathrow airport • Air pollution monitoring: air quality sensors attached to lamp posts; two Google Street View cars record smog - Smart lamp posts with smart units equipped with air quality sensors, public wifi, cameras and EV charge points - Smart Mobility Living Lab (SMLL): world’s most advanced urban testbed for connected and autonomous vehicles; using public and private roads in London

Zone (since)

Congestion Charge Zone (2003)

Low Emission Zone (2008)

Ultra-Low Emission Zone (April 2019)

ROAD PRICING

Charge for … When Where Exemptions Charge

vehicles entering central London, greener vehicles are exempt Monday to Friday; 7am to 6pm Central Congestion Charge Zone Residents

most polluting, heavy diesel vehicles entering the larger Great London Zone

all vehicles from: • Euro 3 for motorbikes, • Euro 4 for petrol vehicles • Euro 6 for diesel vehicles and heavy vehicles At all times Greater London zone

At all times Central Congestion Charge Zone; Will expand in October 2021 Ministry of Defence vehicles and specialist equipment £11.50/day (£10.50 for drivers registered for autopay) Penalty: £130 £100 to £200/day Penalties: £250 to £2,000

£12.50 for cars to £100 for lorries in addition to the Congestion Charge and the Low Emission Zone charge

MOBILITY 2020 VISION - GOALS

• Automated trains on 75% of the Tube by 2020 • 40 trains per hour on major Tube lines • Efficient suburban rail service • Modernise highways and traffic management, including new road tunnels • 2,000 new buses for London by 2020 • New Silvertown tunnel by 2021 • Improved river crossings • Crossrail: new West-East railway line through London • Ensure at least 15% of the journeys in inner London are made by bike • Expansion of tram network

MODAL SHIFT After introduction of the first congestion charge

Private car trips 46% to 36%

Walking / cycling 27%

Public transport 29% to 37%

Total modal shift today 65%

Target modal shift 2041 80%

SHARED MOBILITY

• Car clubs: short-term car-rental services; members have access to locally parked cars and pay by the minute, hour or day • Carsharing: Zipcar, Ubeeqo, DriveNow, Getaround (Drivy), BlueCity, Co-Wheels, Enterprise, Hiyacar (peer-to-peer carsharing), Turo (peer-to-peer carsharing) • E-scooter companies are banned in London (and the UK) • Bikesharing: Santander Cycles (750+ docking stations and 11,500+ bikes), Jump (owned by Uber), Donkey Republic, Beryl Bikes, Bike & Co • Ridehailing: Taxiapp UK, Addison Lee, Gett UK, includes option to only book EV taxis, London Lady Chauffeurs, Free Now, Kabbee, Uber was banned on 25 November 2019, Bolt (formerly Taxify), Kapten (formerly Chauffeur-Privé), Ola (will be launched in January 2020) • Black cabs: - iconic London taxis, - around 20,000 diesels, - since 1899, - about 2,450 hybrid-electric cabs, - first full EV taxi launched in October 2019

• 20,000 EVs (potential of 330,000 by 2025) • 1,700 e-taxis • 2,400 public chargers spread over 1,200 locations (= 25% of UK’s chargepoints) • 183 rapid charging points (300 on the way by the end of 2020) • 1,100 lamp post charging points in residential areas (and growing) • World’s first Electric Vehicle Infrastructure Taskforce • Europe’s largest e-bus fleet

E-MOBILITY

• Future: - rollout of 175 rapid chargepoints across the city - installing next generation of ultra-rapid charging points at London petrol stations - delivering five flagship charging hubs (multiple cars to quickly be charged in one place) - one-stop-shop for Londoners to request new charging infrastructure from their local authority - expanding EV clubs and offer - online smart tools to ensure London’s energy grid continues to keep pace with demand - 50,000 EV chargepoints built over next 6 years

VAIGO’S WINNING FORMULA: SIMPLICITY

Frank Jacobs

Nothing like winning the Smart Mobility Start-up of the Year Award to boost your business: “It’s already given Vaigo more visibility and new customers,” says Roeland Vanrenterghem.

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The award, bagged at last November’s Fleet Europe Summit in Portugal, was the ultimate validation of the hunch that Roeland and a friend from university had a few years back.

Mobility management “In 2015, we were sure that the need for simplification was going to be huge in the mobility ecosystem. The corporates we spoke with told us that another MaaS app was not going to solve their fundamental need. They were looking for someone who could manage their mobility policies, and their mobility suppliers.”

And that is exactly what Vaigo, a platform designed by Eurides – the company founded by Roeland and his study friend – does. It’s a tool for HR managers to facilitate the management of their mobility policies, and their mobility suppliers. By taking the

admin off their hands, those mobility options become easier to use – and more likely to be introduced.

International clients Simple but effective, that idea took a few years to mature into a profitable business proposal. In 2018, the Belgian subsidiary of accounting multinational BDO took an interest, speeding up development. “We launched Vaigo in Belgium at the start of 2019. Most of our customers are in Belgium, but we do follow our international clients to their other markets. That’s how we’ve developed activities in Berlin, and soon also in Paris.”

Vaigo clients come in all sizes, but “our typical customer is a large corporation with at least 1,000 employees. This means their mobility policies are a bit more complex than those of smaller companies. And they tend to focus on and invest in automation more than smaller companies.”

Key test That ‘internationalisation’ of Vaigo was a key test, says Roeland: “We had built our platform to be easily adaptable to other markets, in Europe and throughout the world. Our first experience shows that we were absolutely right in this.”

Adding new markets is more than adapting the online platform. It requires establishing relevant contacts with local mobility providers, and deep knowledge of local specifics as to reporting and regulations. “As it turns out, we’re built for that – it’s in our DNA,” says Roeland.

Structural plan As Vaigo is the answer to a real need in the market, organic growth is strong. But the company also has a structural plan for expansion. “In 2020, we’ll be opening offices in two additional countries. Not surprisingly, they’ll be the two neighbouring markets where we’re developing activities as it is: Germany and France. For next year, we want to add two more countries, but we’re still considering our options.”

Receiving the Smart Mobility Start-up of the Year Award last November has given Vaigo an added boost, Roeland agrees: “We’re a young company, so it’s great to get the confirmation from the mobility industry itself that we’re offering something of genuine value to the market.” And it’s about more than recognition: “After receiving the award, our LinkedIn blew up: we got hundreds of messages. The award has given us increased visibility, but also new prospects and already new customers.”

Inspiring multimodality So, 2020 is going to be a busy, exciting year for Vaigo. “We’re a company of seven employees at the moment. When we speak again at the start of next year, I’m sure our staff will have doubled – at least,” Roeland predicts.

“We’re growing because of our skills in taking over the administrative load associated with mobility solutions. And in seamlessly connecting with the business processes of our customers.”

“But one thing we want to improve on in the months to come, is change management. We want to do more than just administer mobility solutions for our clients. We want to inspire them to do so – to become truly multimodal in their approach to mobility,” Roeland enthuses.

SECOND PLACE: NAUTA Nauta took second place at the Smart Mobility Start-up of the Year Awards at the Fleet Europe Summit 2019 in Estoril, Portugal. The company’s retrofittable device assesses how drivers interact with the vehicle and the road ahead and warns them to prevent collisions. “The device recognises eye, head and body movements that could precede a problem, such as yawning, or eating behind the wheel,” says Frank Bunte, General Manager EMEA. “It can also detect policy violations, like smoking or not wearing a seatbelt, and report this to fleet managers.”

THIRD PLACE: CHARGERY Third place at the Smart Mobility Start-up of the Year Award was for Chargery, a full-service platform for future mobility. “Current shared-mobility solutions are not profitable due to inefficiency in operations,” says CEO Christian Lang. “Our platform optimally combines downtime with the services needed – for instance eliminating hours of processing from the time needed to recharge an EV.”

Jorge Fernández, Roche Global Fleet Manager of the Year 2019

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For more information, contact Steven Schoefs (sschoefs@nexuscommunication.be)

“WINNING THE SAFETY AWARD WAS A TEAM EFFORT”

Benjamin Uyttebroeck @uytteb

John Dmochowsky isn’t one to put a feather in his cap. He credits his win of the 2019 European Safety Fleet Manager of the Year to his team at Mondelez International, where he is Global Fleet Manager.

John Dmochowsky (Mondelez International) received the 2019 European Safety Fleet Manager of the Year award from Edward Kulperger (Geotab).

Together with his global fleet team, John Dmochowsky is responsible for more than 10,000 vehicles across the globe, 4,500 of which are located in Europe.

“John has been a real innovator and he translated his safety initiatives to Europe and beyond,” commented Edward Kulperger, Executive Vice President at Geotab and sponsor of the European Safety Fleet Manager of the Year award. “We commend his track record and his vision.”

Mr Kulperger continued: “For Geotab, safety is a corner stone of technology and we feel it’s imperative to reduce accidents and fatalities on our roads. We are proud to take part in the Fleet Europe Awards on this important topic.”

Reduced global fleet spend In spite of Mr Dmochowsky success as a global fleet manager today, he wasn’t quite bought into the global strategy when he first heard of it.

“At the time,” he said, “I was in my late 50s, I was president of the AFLA (Automotive Fleet Leasing Association), I was well known in the industry, I had two great certified fleet managers working for me. So why whould I change? But I soon discovered that even when things are going great, that doesn’t mean you can’t do it in a different, even better way.”

John DMOCHOWSKY Role Global Fleet Manager Company Mondelez International Sector Food Responsible for 10,100 vehicles

He soon proved he was able to find a better way indeed, reducing the global fleet spend by 21% between 2015 and 2016. “Between 2016 and 2019, we’ve added another 7% reduction to that result,” commented Mr Dmochowsky.

Assisted by the company’s regional fleet managers, the procurement team, the safety team and all other stakeholders, Mr Dmochowsky consolidated suppliers like fleet management companies and carmakers and they drew up a series of global KPIs. “You need to have a continuous improvement mindset,” he added. “Even up to the point of questioning whether you have the right KPIs.”

“There are always headwinds, things you cannot control. Fuel prices, interest rates – those are out of your hands. Some OEMs are moving out of the compact car segments. There’s electrification, there are mobility disruptors and autonomous vehicles. Even the way we work changes as technology is changing. That’s why continuous improvement is so important.”

Safety as a requirement An aspect of fleet management that certainly deserves continuous improvemend is safety. “Working safely is a requirement at our company,” he said. “Our goal is zero accidents and incidents.”

At Mondelez International, that goal isn’t just a lofty slogan, it is in the company’s culture. “The most important thing is that our employees get home safely to their families each and every evening.”

“Our drivers use the One Score app that tracks their performance in the areas of safety, efficiency and compliance. These categories are made up of data points based on driver activity, which are then weighted and combined to create three category scores.”

Safety culture Training is a vital part of the safety culture, and it is not limited to drivers that have been involved in at-risk accidents. “We also look at the time of the year, for instance. At times when there is a lot of snowfall, we send out training modules related to driving in snow. When children go back to school after the summer holidays, we have a safety message around that.”

“I’m a big supporter of cultural change,” Mr Dmochowsky concludes. “I really believe that our workforce understands our safety message because they hear it each and every day and it is part of our culture.”

And this strategy is working, as it has helped total fleet costs go down. Importantly, the number of at-fault accidents has also decreased significantly.

MONDELEZ & KRAFT Mondelez was created in 2012, when the US giant Kraft Foods spun off into two different companies. The North American food business retained the Kraft name whereas the global food and beverage company was renamed Mondelez. This new name comes from monde, the French word for world and the made-up suffix delez which is intended to evoke the word delicious.

The Mondelez portfolio includes brands like Milka, Côte d’Or, Toblerone, LU, Douwe Egberts, Cadbury, and many more.

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THE BOXER BEHIND THE FLEET MANAGER

A native of Detroit Michigan, John Dmochowsky now lives and works in the Chicago area. He holds an MBA and he is a certified fleet manager.

“Growing up in Detroit, we lived in a very modest neighbourhood, with a lot of our neighbours working in the car industry. My father left the Navy and became a butcher and my mother cleaned homes for affluent people. My mother was the rock and the core of the family and she was my biggest personal influence.”

“At high school, I had coaches and teachers who were my role models. I came out of high school with average grades but I was very athletic, being captain of the track team and playing varsity football. I’m still active and I still exercise regularly. One of my hobbies is boxing, but no need to worry, I don’t do it competitively and I only go to boxing classes. After high school, I put myself through a state college, working on the assembly line in Detroit at the same time. Out of college, I joined A native from Detroit, John Dmochowsky still has a soft spot for domestic cars, like this Chevrolet Chevelle SS396.

NCR and on 5 December 1983 I went to work for Kraft Foods.” Kraft Foods was later split up into two other companies (see boxout), making Mondelez International essentially its successor. Of the 36 years he has been with the company, 18 have been in fleet. Today, Mr Dmochowsky drives a Chevrolet Equinox. “That’s not quite as big as my first car, a 1968 98 Oldsmobile.”