Smart Move °4 by Nexus Communication

APRIL 2019 Nexus Communication - SMART MOVE #4 - Deposit Office Liege X

Why scooter mobility rules

Gaining flexibility with remote working The hotspot called Barcelona The traveller in Pascal Struyve, Ingersoll Rand

Be smart, go electric! According to Reuters and Bloomberg, OEMs spent more than €250 billion on the development of electric vehicles since 2017. And yet, the uptake of EVs is still dramatically low: not even 10% in Europe, even if you include hybrids. Of course, there are sound reasons for this: EVs still have a higher TCO, the offer of EVs is still limited, and EV charging infrastructure is still lacking. But all that is changing quickly, and for the better. Which means it’s high time to reconsider your fleet and mobility programme – and integrate new powertrains, and also consider them for other mobility modes, such as e-scooters. If it’s sustainable and can be shared, Generation Z – your youngest workforce – will love them. And that’s perfect, because a car or scooter sharing programme could be the ideal way to introduce electric mobility into your company. So there’s no excuse anymore: be smart, and go electric! Steven Schoefs

Travel Deutsche Bahn, so much more than trains

The Traveller in the Travel Manager

Look up for your taxi of tomorrow

Disruption The hotspot called Barcelona

4 13

Scooters, agile last mile

Strategy 6

Business travel after Brexit Remote working, the next mobility solution

Baby, you can share my car

Drive The right fuel for the right user How to walk the EV talk

8 12

COLOPHON This magazine is realised with the expertise of

Published by Nexus Communication SA, Parc Artisanal 11-13, B-4671 Barchon (Belgium) contact@nexuscommunication.be

Contributors: Yves Helven, Frank Jacobs, Jonathan Manning, Dieter Quartier, Benjamin Uyttebroeck, Fien Van den Steen, Mark Sutcliffe, Jonathan Manning, Steven Schoefs Lay out: Cible - www.cible.be and Push-UP Communication (Cover illustration)

This publication is registered and copyrighted trademark, reproduction rights reserved for all countries. Received documents will not be returned. By submitting them, the author implicitly authorises their publication.

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TRAVEL

So much more than trains How do you rhyme public transport with new mobility? Deutsche Bahn can: it transports 12 million passengers a day – and only half of those by train.

Everybody loves to complain about trains, and Germans are no exception. But all that talk about high prices and frequent delays obscures a remarkable fact: the state-owned railway company – DB for short – provides so much more than just 40,000 passenger train journeys per day in Germany and neighbouring countries. DB runs double-decker buses in London, supplies supermarkets in Chile and manages water taxis in Copenhagen. From its HQ in Frankfurt, DB Cargo manages 5,000 goods trains across Europe per day. Each year, the company also directs 102 million deliveries by road, 1.1 tonnes of freight by air and 1.9 million tonnes by ship. Coupled with its sheer size, DB’s diversification drive has turned the company into a formidable player on the mobility scene – and nowhere more so than in its home market.

Forging ahead, DB’s Digital Ventures are exploring new technologies with partners such as mobility platform Ridecell, school carpool solution Gokid, taxi and limo booker Talixo and many more. So where is this all heading? “OEMs, public transport providers and other mobility players are rushing to serve this new ecosystem,” says Michael Poglitsch, Senior Director Global Accounts & Luxury Sales at Sixt. “However, no single player can offer a complete range of solutions – yet.” Such a comprehensive offer will require a uniquely customercentred approach, he suggests. Sixt itself is already assembling the building blocks for such a solution – in partnership with DB and others. The BahnCard is already a popular addition to Sixt’s own corporate mobility packages, for instance. As all players develop and specialise in line with their talents, more and more similar areas of synergy will come into focus.

Deutsche Bahn and Mobility • BahnCard: saves 25%, 50% or 100% on train ticket prices, depending on the formula. BahnCard 100 also includes free local public transport. • Flinkster: DB’s carsharing subsidiary, centred on 800 train stations. Customers use a contactless chip to access the cars. • Call a Bike: bike rental that is either (train) station-based or free-floating. • DB buses: every day, DB transports more than 5 million people in short- and longdistance buses.

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DISRUPTION

The hotspot called Barcelona Barcelona is not only hot when it comes to temperatures, tourism and culture, but also when it comes to smart mobility.

GENERAL GOALS

MODAL SPLIT IN % (DELOITTE, 2018)

2018

CHG Reduce GHG emissions by

WALKING

42 %

45%

CYCLING

2030

PUBLIC TRANSPORT

27 %

PRIVATE MOTOR TRAFFIC

29 %

Become carbon-neutral by

2050 SHARED TRANSPORT BIKE SHARING

SCOOTER SHARING

YES

CARSHARING

RIDEHAILING

YES

12.6% OF THE MOTORISED VEHICLES ARE MOTORBIKES [BARCELONA CITY COUNCIL]

12,6 %

SMART CITY 19,500 smart parking meters, including asphalt sensors to detect parking availability

Annual host of the Smart City Expo World Congress, to share best and most innovative practices with cities around the world.

2,5

million

journeys a day are walked

+ 2 95km 200km of cycle lanes

of low emission zones

Metro transports more than

bus lines

one million people a day

Extensive rail network

metro lines

CO2

tram lines

ELECTRIC VEHICLES

LOW EMISSION ZONES

•

Over 450 charging points, of which 125 for electric motorbikes

•

95km2

•

€0 fee for parking in blue or green zones

•

Only vehicles with DGT environmental badges are allowed

•

Shared electric mopeds and cars

•

Goals by 2024, to electrify:

Instated in 2017, from Monday to Friday, from 7am to 8pm, during NO2 pollution episodes

•

Will be permanent as from 2020

•

Affects 125,000 vehicles

•

Reduces air pollution by 15% by 2024

• Pedestrians have priority, followed by bicycles and public transit

•

Includes Barcelona and areas in municipalities near the ring roads in Sant Adrià de Besòs, L’Hospitalet de Llobregat, Esplugues de Llobregat and Cornellà de Llobregat

• Currently 60% of public space is taken by cars, even though they only represent 20% of total movement

• 80% of the municipal fleet (fleet of 1,500 vehicles) (up from 35%) • 100 e-buses -> end goal of 100% e-bus fleet by 2040 • 800 e-taxis -> as from 2024 only e-taxis will get a licence • 24,000 personal EVs by 2024 – up from 2,000 (2018)

Barcelona Superblocks • Superblocks = minineighbourhoods of about nine blocks, where no trough traffic can pass. By redirecting traffic, reducing the speed limit to 10km/h, and only giving access to local residents, these zones will become more pedestrian-friendly

• Superblocks will make 60% car free • Goals: • Reduce traffic by 21% • 300km new cycle lanes • More urban greenery and community space • More bus stops, bus stops less than 300m for every inhabitant, reduce waiting times from 14 to 5 minutes. • Add urban greenery and community space • History: 1987 - first outline 2003 - first pilot in Gràcia 2016 - first superblock in Eixample

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TRANSPORT INFRASTRUCTURE

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S T R AT E GY

Business travel after Brexit The wheels of business will continue to turn after the UK leaves the EU, but travellers may need new documentation.

Brexit negotiations may be at a standstill but British businesses will still need their employees to cross the Channel after the UK has left the European Union, and EU companies will still require their staff to head in the opposite direction. The nature of the UK’s exit will determine how easy it will be to fulfil these travel arrangements. Without a withdrawal agreement, the so called ‘no deal’ scenario, business travellers may need new documentation for travel between the UK and EU.

NO DEAL, MORE PAPER In the event of ‘no deal’ the UK Government has said driving licence holders from the European Economic Area (EU plus Iceland, Liechtenstein and Norway) and Switzerland visiting the UK can continue to drive on valid licences.

These drivers will, however, have to carry a motor insurance Green Card, or proof of their insurance. UK citizens driving their own vehicles or hiring cars in mainland Europe will need extra documentation, explained Amanpreet Kalu, legal and policy executive, BVRLA – the vehicle rental and leasing association in the UK. These new papers include: • An International Driving Licence – readily available in UK post offices for £5.50. • A GB sticker on the back of a British registered vehicle, even if the number plate has a GB sign and EU flag. • A Green Card. The UK Government has also advised that British passport holders should renew their passports if, on the date of travel, the passport has fewer than six months remaining on it. If the UK does negotiate a withdrawal agreement, neither UK citizens in the EU

nor EU citizens in the UK will require a visa until at least the end of 2020. However, a ‘no deal’ Brexit would see British travellers: • Require a return ticket at border controls. • Show enough money to pay for their stay. • Use separate lanes from EU, EEA and Swiss citizens at passport control. • Obtain a visa for stays longer than 90 days within a 180-day period. Similarly, in a no deal scenario, EEA citizens who intend to stay for longer than three months in the UK will have to apply for European Temporary Leave to Remain, which is valid for three years. Finally, if the UK leaves the EU without a deal the European Health Insurance Card (EHIC) may no longer be valid, so employees will need health insurance when they go abroad.

Who is our traveller? Job Title: Global Travel, Fleet and Meeting Services Director Company: Ingersoll Rand (Industrial Manufacturing) Based in: Belgium

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Name: Pascal Struyve

Headquarter: Dublin, Ireland Travel Management responsibility since: 2005

TRAVEL

The Traveller in the Travel Manager If there is one person within a company that should know how to travel intelligently, it’s the Travel Manager.

To travel light, leave the ‘nice to have’ behind.

We asked Pascal Struyve, Global Travel, Fleet and Meeting Services Director at Ingersoll Rand what he does before, during and after he is on the plane.

DO YOU TRAVEL LIGHT WEIGHT? It depends a lot on how many days I am travelling. Up to 5/6 days I manage with a carry-on, but when I am on the road for a longer period I do check in luggage.

WHAT DOES BEING EFFICIENT AND TRAVELLING LIGHT MEAN? In my opinion travelling light means you just take what you need. But obviously before leaving I make sure I have all documents and travel itinerary details with me. I also make sure I have my passport and the itineraries loaded correctly in my app.

WHAT IS YOUR FAVOURITE APP? I consolidate all itinerary details into the TripSource app of BCD Travel, our global agency partner. There are of course ground

Pascal Struyve, Ingersoll Rand : “I take with me what I need but certainly not more than needed.”

transportation apps as well (taxi, ride share, etc). I also use Open Table for restaurant reservations & ideas, and there is WeChat, Whatsapp or Messenger to be able to communicate depending on where I am going.

WHAT DO YOU ALWAYS DO BEFORE THE TRIP, DURING THE TRIP…? I always ensure I have a bit of entertainment loaded onto my iPad for during the flight (a good film, magazine, newspaper …) for when I’m not working.

WHAT IS YOUR FAVOURITE BUSINESS AIRPORT? None, as you follow the process. And let’s be honest, it’s never a very exciting experience.

WHAT IS THE FIRST THING YOU DO IN A HOTEL ? Check in and connect to wifi.

SMART MOVE

Which powertrain for your fleet drivers? Driver profiling should be the very first step in your roadmap towards lower emissions.

DRIVE

The right fuel for the right user Reducing your carbon footprint while keeping the TCO under control starts by switching your vehicles to the right type of energy based on the user profile. Fortunately, there are some interesting tools out there to point you in the right direction.

Most fleets have seen their ‘official’ CO2 emissions rise last year. Analysts from various automotive consultancies see three reasons. The first one is the introduction of WLTP, the new fuel efficiency measuring method, which is more realistic than the outdated NEDC and therefore inflates the official CO2 ratings. The second one is the fact that many drivers are trading in their hatchback or estate for a crossover, which is on average less fuelefficient. Finally, fleets are no longer ordering diesel cars by default and when they switch, it is usually to petrol. To counter this trend, fleets could massively resort to EVs. But they are not the fix-all solution – at least not today. The powertrain spectrum comprises many more options that could drive down a fleet’s carbon emissions and thereby taxes, killing two birds with

THEORY VERSUS PRACTISE In spite of the introduction of WLTP last year, the real-life fuel consumption and hence emissions are still higher than the official ones. That is all the more true for plug-in hybrids. Depending on the market, the low CO2 rating translates into lower taxes to offset the higher list price, but the fuel bill may come as an unpleasant surprise if the car is hardly plugged in – either because the driver has little access to a charging point, or he usually travels long distance. That is why driver profiling should be the very first step in your roadmap towards lower emissions. You could use the principle of the balanced scorecard, in which different aspects – daily commute, availability of charging infrastructure, variability of trips – are taken into account. Depending on the results, you could divide the drivers in

different categories, ranging from the ‘short commuters’ to the ‘long-distance travellers’. Attributing the right fuel type to these extremes is relatively easy. Petrol or hybrid is usually the most TCOfriendly solution for the former, diesel or CNG for the latter. From a strict cost perspective, it’s the in-between categories that generally qualify for electric or plug-in hybrid vehicles, but the possibility to charge at home or at work is an absolute must to substantiate this choice.

A MAXIMUM OF ‘E’ Some fleets and leasing companies in particular are eager to electrify their fleets. Almost all of them provide consultancy services and solutions to build the ecosystem around the EV. To get an accurate view of which drivers would qualify, they can either resort to their own reporting, but that is far from granular as the mileage registration events say little about the usage of the car. A better way is to resort to telematics. “Telematics makes things a lot easier and allows them to target specific customers and focus their electrification effort, says George de Boer, Leader of Connected Car Initiatives at TomTom. With its Connected

Car proposition, TomTom offers telematics services to fleet customers through the leasing company. “Cars that have not left the factory ‘connected’ can still be connected through our aftermarket solution, allowing both leasing companies and their customers to gain insight in the way their vehicles are used. Who drives when, how long are the trips, how much time do they stay at one place, do they have regular or irregular trip patterns? Only by analysing this can you pinpoint those drivers who are ideal candidates for EVs.” A similar story can be heard at Geotab. “Our EV Suitability Assessment answers the question whether an EV can do the job and provides cost and carbon reduction projections,” says Matt Stevens, VP of Electric Vehicles at Geotab. Last but not least, purely electric cars might make sense from a cost perspective, they cannot be enforced as a choice for company car drivers. That is why organising several test drives and a well-defined pilot is highly recommended – something your mobility partner can surely help you with.

Residual values on the rise An important element in the TCO of a car is its residual value. Contrary to the very first EVs, the current-generation models, such as the BMW i3 120Ah, Jaguar I-Pace, Nissan Leaf Mk II and VW e-Golf Mk II, can look forward to a much more appreciative market and hence higher resale prices. Forecast studies also see the residual values of plug-in hybrids gain a few percentage points over the next years.

9 SMART MOVE

one stone. Sometimes that means companies need to open up their procurement list to other brands, because not all OEMs offer every type of alternative powertrain. Natural gas (CNG), for instance, is a good alternative for those who drive medium to long distances, but the only OEM that has a wide range of CNG models is VW Group. Non-pluggable hybrids are mainly the territory of Toyota and Lexus.

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S T R AT E GY

Remote working, the next mobility solution The concept of productivity prohibitor, elements that keep us from getting our work done, is becoming popular and so is the industry that offers solutions to counter them. Commuting is one of these prohibitors, alongside physical or mental health issues, excessive meeting culture or distractions caused by colleagues.

“Allowing employees the autonomy to work how, where, and when they work best gives them the opportunities to rise to the occasion, increases their productivity, and ultimately results in higher engagement. It is extremely important for managers to be very clear about the performance objectives that they set up with their employees. Doing so allows employees to see how their objectives help the organization attain its strategic objectives...” Rose Stanley, WorldatWork in “Result-Based Management” by Telework Research Network

Employers have understood that investing in solutions equals, eventually, investing in productivity or employee efficiency. Real estate and facility managers have successfully turned away most corporate clients from cubicles and implemented open, more collaborative spaces. Similarly, flexible working hours have contributed to the employee’s wellbeing. Nevertheless, few solutions seem to fit both employer’s and employee’s need (see inserts).

TELEWORKING: THE BUSINESS CASE More people working from home or remote offices means less people commuting and wasting time in traffic jams. It also means less people in the office and therefore less need for square meters of office space. In addition, employees are less stressed (better work/life balance) and less likely to switch jobs. The quantified benefits of homework or remote work are calculated to be somewhere between USD 10,000 and 20,000 per employee per year (source: “Result-Based Management” by Telework Research Network).

Top 5 productivity prohibitors from a manager’s point of view 1. Cell phones and texting 2. Office gossip 3. Social Media and Internet 4. Snack and smoke breaks 5. Noise Source SurePayroll Survey

Top 5 productivity prohibitors from an employee’s point of view 1. Noise 2. Colleagues 3. Meeting culture 4. Face-to-face interactions 5. Open space offices Source SurePayroll Survey

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While home-working is still seen as the most flexible way of working in Europe and the US, people in Asia are more open to work from a satellite office.

But it doesn’t end here: • Companies can hire employees who are otherwise not or less available (people who live remotely, people with young children, less-able people,…) • Carbon footprint can be reduced drastically • Staff continuity and availability increases (people who are allowed to home-work are less often absent for illness) • The employees themselves save money on commuting cost, clothing, child/parent care,…

TELEWORKING AND MOBILITY Because mobility initiatives are driven by today’s fleet managers, the focus is most often on transport modes and the shift from the dedicated car (ownership) to ondemand models (usership). Nevertheless, fleet managers who are also involved in travel or real estate, are seeing more interaction between travel, real estate and mobility than previously with the car category. For instance, the Sixt Unlimited deal for travellers can be extended to all employees.

Working from outside of the office solves many real estate related issues: the employee’s demand for more flexibility, the increasing cost of office space and limited availability of parking spots are just a couple of examples. The math is simple: if well organised, flexible mobility is not only “driving differently” but also “not driving”. This is where teleworking comes in.

HOME OR WEWORK? Home-working is the oldest way of remote working and also the most flexible one for most people in Europe and the US. The Asian culture however is more inclined to work remotely: from a satellite office or even a hotel or Starbucks. The employee’s home hosts often a nuclear family (grand-parents to grand-children) and often doesn’t have a reliable internet connection (e.g. in China, mobile internet is often of much better quality than wired internet). On the other side of the remote working spectrum, are companies such as WeWork, the global flexible office provider. Its success follows the same trends as that of mobility providers: WeWork reported in Q2 2018 a 17% increase of large corporate clients

(versus Q2 2017), representing 25% of its 286,000 users; occupancy rates have increased to 84%, versus 78% in Q2 2017. The company is present in over 30 countries and operates 551 offices (dd. 17/01/2019). WeWork operates as a remote office, not only for start-ups or companies that have exceeded the capacity of their main office. The popularity of offices that are located outside of city centres and that allow commuters to save time in traffic, demonstrates its effectiveness as a mobility tool and as a complement to a mobility strategy.

THE MANAGERIAL OBSTACLE With remote working comes a different management style, much more result oriented rather than what is called the “sweatshop style”, where superiors consider physical presence of the employee as a measure of efficiency. The vestiges of the traditional workplace are difficult to change, even if benefits are easy to demonstrate, but it’s certain that today’s Fleet Managers can play a role by promoting flexibility, not only in mobility solutions, but also in workspace solutions.

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12 DRIVE

How to walk the EV talk Mass electrification was the main theme at the 2019 Geneva Motor Show as well as the sixth edition of the International Fleet Meeting. Key take-away? Convince the driver and the rest will follow.

Never before was there so much electricity in the air in Geneva as during the latest edition in March. With the arrival of the all-electric Peugeot e-208 and various plug-in hybrid models at Audi, BMW and Mercedes, OEMs are increasing the e-momentum in the run-up towards the 95g/km CO2 target imposed by Europe in 2021. Now that the products are coming en masse, what is needed for fleets to flip the switch from combustion to electricity? That was the main topic at the International Fleet Meeting, which took place in the margin of Europe’s most prestigious motor show. Remarkably, it is mainly a matter of driver conviction, if you ask Vattenfall and SAP.

VATTENFALL: JUST DO IT

SAP: 20% BY 2020

The meeting united 200 people representing international businesses, leasing companies, OEMs, service providers and specialised media. They hung on every word spoken by Tomas Björnsson, Vice-president and Head of E-mobility at Vattenfall AB, the Swedish state-owned power company. He explained the key success factors in Vattenfall’s- e-strategy, which reached an important milestone in 2017.

This is echoed by Steffen Krautwasser, Global Head of Car Fleet at SAP SE, the business software company. From 8% today, SAP SE wants its electric cars to represent 20% of the fleet by 2020, equalling 5,000 units. “You need to motivate people to experience electric mobility, because once you have tried it, you’re hooked. That is the best way to change behaviour,” Mr Krautwasser said.

In that year, the company joined the EV100 initiative, which strives to make electric vehicles the new normal. By 2022, Vattenfall will have replaced its whole 3,500-vehicle fleet in Sweden, the Netherlands and Germany by electric alternatives. “This transformation project is not a technological adventure, but mainly a matter of management.” Mr Björnsson said. “How do you go about? By just doing it. First and foremost, you have to make sure your drivers are on board.”

“Germany is not Sweden, though. German employers love their cars and this love is protected by workers’ unions and other organisations,’ he explained. “You cannot force them to take an EV. What you can do, however, is provide incentives, such as a free charging station at home, shorter lease contracts and add-on mobility solutions to build in a degree of flexibility.”

Steffen Krautwasser of SAP aims at 5,000 electric vehicles in his German fleet by the end of 2020.

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DISRUPTION

Scooters, agile last mile More agile, cheaper and greener than cars, while still faster than walking, e-scooters are taking over our cities. E-scooters are transforming city transport as they are zeroemission friendly, fast and efficient for urban mobility.

Scooters close the gap between walking and driving. For distances too short to drive, but too long to walk, they are the perfect last-mile solution. Lean and clean, they are faster than walking, more agile in avoiding congested traffic, and cheap and easy to drive. On top of that, their small size makes them convenient to store or park.

BIG SCOOTER More and more companies are releasing another one of their scooter beasts on the urban streets. The trend started in Silicon Valley and the Bay Area, now scooters are taking over the world. Although most of the scooter companies started from scratch as start-ups, over time, some big market players like ridehailing companies and OEMs gained an interest and started acquiring some of these start-ups or created their own scooter department. Leasing company ALD Automotive even added e-scooters to its leasing programme in France.

BIRD, FLYING HIGH The kick-starter on the US market and still one of the biggest e-scooter sharing companies is Bird, which operates in more than 40 US cities and targets to get its services spread over the world. They recently announced the launch of a whitelabel platform, so mobility operators can provide shared scooter services where Bird does not operate (and does not plan to operate in the future).

In total the global electric scooter market size was valued at $17.43 billion in 2018, and it is estimated to grow up to $41,98 billion by 2030, according to a study conducted by Grand View Research. Asia Pacific, led by China, was the dominant regional market in terms of production, valued at $13,14 billion in 2018, while the US market is expected to emerge as the leading economy in terms of demand.

In Germany scooters are only recently labelled as â&#x20AC;&#x153;a genuine additional alternative for carsâ&#x20AC;? in traffic-congested cities, which will make their number rise as well.

BIKES AND SCOOTERS

MAAS

Lime is another big market player, operating in 23 US cities. Lime started as a bike sharing company, LimeBike, and is now offering both. Similar is the story of Spin, born and raised in the Bay Area as a bike sharing company as well. The fourth big scooter company is Skip, homebased and operational in the same area.

Although it is easy to access the shared scooters by individual subscription via the different applications, many ridehailing and MaaS providers are including scooters in their mobility offer. That is the case with Uber, Lyft and Taxify. So, the scooter can really become a part of your total mobility package and enhance the last and first mile.

EUROPEAN SCOOTERS SCOOTERS BY NUMBERS

Berlin-Based start-ups Wind, Tier and Flash, and others like Voi (Stockholm), and Dott (Amsterdam). Since its introduction in Paris last year, it is estimated that 15,000 scooters are on the streets of the French capital. Moreover, the number is projected to rise to 40,000 by the end of this year.

Although the scooter mania started in the US, the scooters have now also landed on the Old continent. Moreover, in addition to the big American scooter companies such as Bird and Lime, several European companies have started running their own scooter project. In the city of Paris alone, there are already 9 scooter companies, with the American scooter companies Lime, Bird, Bolt and Hive alongside European players. European providers include the

Scooter Facts Most of the e-scooter companies use a basic fee of about $1 per ride, which will be topped off with an additional cost of a $0.15 per minute regardless if you are on the move or not. This scheme applies at least for Lime, Bird and Spin. Most scooter services stop at night so they can be charged overnight, which can take up to 12 hours.

S T R AT E GY

Baby, you can share my car Generation Z is here! This global cohort of up and coming consumers has a take on technology that will reshape the mobility of tomorrow. So, is the world ready?

Two letters down from the infamous Generation X, the Z stands for people born between 1993 and 2007. Not only are they the world’s biggest population cohort – 1.8 billion – they’re now also massively entering the labour market and coming into their own as consumers. No wonder every marketeer wants to know what Gen Z thinks. The yardstick is technology. The Zs are the world’s first generation of ‘digital natives’: born into a world dominated by the internet and the smart devices connected to it. As a result, they’re both more reliant on technology and more guarded on social media than older ‘digital immigrants’. Their favourite luxury brand? BMW was pushed into second place by Apple. Third: Tesla.

ASIAN FLAVOUR Gen Z is not just tech-smart, they’re also keenly aware of technology’s potential to make life simpler – and help the planet. This generation will push the sharing economy, which in essence uses digital connectivity to reduce systemic inefficiencies, for example in transport.

Generation Z is all about technology, digitisation and sharing.

That has some very poignant real-life consequences. For young Americans, the driver’s license used to be the ticket into adulthood. Back in 1983, 70% of 17-year-olds had one. A quarter century on, just half of Americans that age had a license. Manufacturers are restyling their output to appeal to this harder-to-please generation. Cars have become ‘smartphones on wheels’: sleek and stuffed with connected technology; and increasingly autonomous and interchangeable. Generation Z may no longer want to own vehicles, they will still need to drive them. But which formulas of renting, lending, leasing or sharing fit best with that new fact? That is the fertile new hunting ground fought over by OEMs, lease and rental companies and other mobility providers. Private leasing is the solution du jour, soon perhaps eclipsed by subscription model. Among mobility providers, Sixt SE is keenly aware of the new generation’s mobility needs – and is doing an excellent job at reaching out. Its recently-launched app is among the most-visited in the crucial German market. And last year, US millennials rated Sixt their favourite car rental brand. Whatever shape the mobility of the future will take, it is likely to be less European and/or North American, and more Indian and Chinese: that’s where ever third member of Generation Z lives, works – and drives.

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TRAVEL

Audi’s Pop.up Next can unhook its propellers and become a normal car.

Look up for your taxi of tomorrow In the fifties and sixties, everyone expected helicopters to become as ubiquitous as cars by the end of the century. Today, it looks like flying mobility is almost ready for take-off.

Isn’t it surprising that there are road vehicles and railway vehicles for short and long distances, but flying vehicles are still limited to (relatively) long distances? Helicopters are too expensive for mass adoption and planes aren’t practical for short distances. Today, technology is getting ready to change that, although commercial operations are probably still 5 to 10 years ahead of us. Here’s a look at a series of innovations in flying taxis.

BLADE

EHANG

You tell Blade where you want to go and they look for other passengers to share your helicopter or jet ride so you can split the costs. Already available across the United States but expansion plans are on the table.

This Chinese manufacturer of autonomous passenger drones has already made over 1,000 flights with various models. Ehang has plans to launch an autonomous flying-taxi service in Dubai and it is also being tested in Amsterdam.

POP.UP NEXT Audi, Airbus and Italdesign want your Audi car to be attached to Airbus propellers so you can fly or drive to your destination. It doesn’t look like you can store the propellers in the boot, though. At this point, testing is done with a 1:4 scale model.

BOEING Earlier this year, Boeing’s electric vertical take-off and landing aircraft took to the air for the first time. It is a project of Boeing’s Aurora division, which is one of the partner’s in Uber’s Elevate programme. The goal: having air taxis in Los Angeles, Texas and Dallas by 2023.

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