Smart Mobility Management 10

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#10

Nexus Communication – Smart Mobility Management #10 - Quarterly periodic magazine May 2013

International Integrated Corporate Mobility Solutions

I FOCUS Total cost of mobility I Case Study Capgemini

I VISION

Urban mobility 3.0 & Mobility as a service

I BUSINESS SOLUTIONS Smart mobility directory

The online version of this directory is also available on www.smart-mobilitymanagement.com/directory.

Consult, register, update and network!

Plug your business into sustainable mobility.

Today, caring for the environment concerns all of us. Which is why many companies are taking positive steps to reduce pollution with sustainable energy policies for their fleets. With AlphaElectric, we offer you solutions that make your fleet more efficient and reduce CO2 emissions for greater sustainability – a complete ecosystem, from planning and electric vehicle selection to charging solutions and fleet management.

We call this business mobility: providing you with the power for more ecological fleet solutions.

Energise your company: www.alphabet.com

edito

on the

WWW

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Jonathan Green Chief Editor jgreen@nexuscommunication.be

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n this issue we are focusing in on the total cost of mobility and how, by understanding the concept of ‘cost’ in a holistic way, business performance can be optimised.

Perhaps the first question to ask when reviewing any business system or process is, “Why do we do it this way?” By stripping back a process to its bear essentials we are able to focus on outcomes without getting tied up in peripheral issues.

Employees travel to meet with customers, colleagues and suppliers for a variety of reasons. Travel in itself however, is very rarely a business outcome. Travel is simply a facilitator that enables different parties to communicate with each other. In doing so, it provides a platform for business outcomes to materialise.

With changing work spaces, new work styles and different ways of communicating the way that business outcomes are achieved is changing.

This means that the old ways of measuring performance need to be revised to reflect new conditions.

The financial costs of travel are no longer the only factor to consider.

There’s productivity, health and wellbeing and environmental performance to add into the equation, alongside the costs of enabling employees to work flexibly and remotely.

A practitioner of integrated mobility management is focused on outcomes asking, “How can fleet, travel and meetings & workspace solutions be configured to optimise business performances?” rather than “How can I manage and reduce the costs of business travel or fleets?”

This is the subtle, yet significant factor that differentiates mobility management from travel or fleet management. It means that performance indicators need to be developed in mobility programmes that alert management to changes in business productivity.

Calameo Read the latest magazine on your tablet! http://www.calameo.com/accounts/1191622

So which suppliers can help you create an effective mobility programme?

We are publishing the 2013 Smart Mobility Directory to help you identify and engage with the premier suppliers in business travel, fleet and meetings and workspace sectors. Some of these suppliers are moving towards a model of integration, helping their clients plug together the different strands of mobility to create integrated solutions.

Issuu

Mobility management is in its embryonic stages. The collective thinking of professionals and suppliers in the travel, fleet and workspace and meetings sectors will push it to the next level.

Read the digital magazine on your pc! http://issuu.com/nexuscommunication

What does integration mean for your organisation and its travellers?

Mobile Smart Mobility Management on your smart phone.! www.smart-mobilitymanagement.com/mobile

Jonathan Green Chief Editor jgreen@nexuscommunication.be

www.smart-mobilitymanagement.com.

smart mobility management - n°10 I 3

With distance function, park assistance function and role model function.

The new E-Class. Efficiency in top form.

A Daimler Brand

The new benchmark for efficiency. With a combined consumption of just 4.1 l/100 km, the E 300 BlueTEC HYBRID has CO emissions of only 107 g/km. That makes it one of the most economical models in its class and the ideal vehicle for any fleet. www.mercedes-benz.com/fleet

Fuel consumption urban/extra-urban/combined: 4.2–4.1/4.2–4.1/4.2–4.1 l/100 km; combined CO emissions: 110–107 g/km.

Figures do not relate to the specific emissions or fuel consumption of any individual vehicle, do not form part of any offer and are intended solely to aid comparison between Provider: Daimler AG, Mercedesstraße 137, 70327 Stuttgart

different types of vehicle. The vehicle shown features optional equipment.

SIMPLY CLEVER

The New ŠKODA Octavia.

Your fleet will be amazing. Every day.

Combined fuel consumption and CO2 emissions for the Octavia model: 3.8–6.1 l/100km, 99–141 g/km

Timeless design, unrivaled interior space, modern engines that are almost exclusively available in Green tec versions and high level of safety supported by advanced driver assistance systems, all that and much more is offered by the New ŠKODA Octavia. A car that will perfectly represent your company while at the same time it will delight you in terms of operational costs and residual value. The new Octavia is available in many motorizations including a two-litre diesel with an engine power of 110 kW. Contact us and we will find the best solution just for you. At the same time we will most gladly introduce you to other ŠKODA car models. www.skoda-auto.com/fleet

Content

FOCUS

VISION

8 Mobility management

75 Mobile payment

New ways to pay

Getting started

10 Fleet management

76 Urban mobility 3.0

13 Lost in fleet data

78 Mobility powers ahead

Total Cost of Ownership

caseS studIES

BUSINESS SOLUTIONS

80 Capgemini

35 Smart mobility directory

Mobility made simple

70 On demand with Lufthansa

14 Business travel

71 Moovel: The future

of urban mobility

17 Business travel

72 ALD Automotive More than just car

Power of data

leasing

19 Creating the right workspaces

73 Industry News

FORD2go, De-lycrafying

Total Cost of Ownership

cycling & hybrid meetings

24 The costs of connectivity

83 Industry News

27 Productivity puzzle Value of time

30 Sizzling smarter travel 32 Carbon accounting

ISSUE N째11 New World of World - Meetings & Conferencing - SEPTEMBER 2013

Kathleen Hubert Head of Marketing & Smart Mobility Management Leader (khubert@nexuscommunication.be)

Caroline Thonnon Head of Business Development & Global Fleet Leader (cthonnon@nexuscommunication.be)

Jonathan Green Chief Editor Smart Mobility Management (jgreen@nexuscommunication.be)

Steven Schoefs Chief Editor - Fleet Europe (sschoefs@nexuscommunication.be)

Nexus Communication SA, Parc Artisanal 11-13, 4671 Barchon (Belgium) Phone: +32 4 387 87 94 Fax: +32 4 387 90 63 URL: www.nexuscommunication.be

CONTRIBUTORS: Tim Harrup, Paul Herremans, Paul Adderley (SOS Solutions), Taylor Hunter (Your Office Agent), Ed Gillespie (Futerra) and Martyn Briggs (Frost and Sullivan)

SMART MOBILITY MANAGEMENT

MANAGING PARTNER: Thierry Degives

www.smart-mobilitymanagement.com contact@nexuscommunication.be

David Baudeweyns International Sales & Business Development (dbaudeweyns@nexuscommunication.be) Romina De Gregorio Internal Sales & Operations (rdegregorio@nexuscommunication.be)

EDITOR: Thierry Degives

Vanessa Digneffe INTERNAL SUPPORT (vdigneffe@nexuscommunication.be) Reproduction rights (texts, advertisements, pictures) reserved for all countries.

Received documents will not be returned. By submitting them, the author implicitly authorizes their publication.

smart mobility management - n째10 I 7

FOCUS

Understanding Mobility Management

Mobility Management Getting Started Perhaps the first step when reviewing a business process or system is to ask a simple question, “Why do we do it this way?� This question helps to focus the mind on how current systems and processes support the delivery of business outcomes and how, by making changes, they can be made smarter.

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n this issue of Smart Mobility Management we are focusing in on what integrated mobility management means, what information is needed to create a mobility management programme, and how the skills and dynamism of professionals in the fleet, travel and meetings & workspace sectors can be fused together to design the solutions that will support organisations improve business performance.

Time for change Employees travel to meet with customers, colleagues and suppliers for a variety of reasons. Travel in itself however, is very rarely the business outcome or a measure of success. Travel is the facilitator that enables a business outcome to materialise.

Over the last few years organisations have entered survival mode to withstand worsening economic conditions. In the quest for every possible line of savings organisations have been stripping back their operations to the core and reviewing how systems and processes support the delivery of business outcomes.

Suppliers can only be squeezed so far in the search for savings. Faced with the need for ever greater levels of financial savings it is becoming harder and harder for travel and fleet professionals to achieve results by practising the same old methodologies. There is, in turn, a growing awareness that a new way of creating value and appraising performance is needed.

It is against this backdrop that integrated mobility management is gaining traction and leading to exploration of the interrelationships that exist between travel, fleets and meetings & workspace solutions. Traditionally these disciplines have been managed in silos but new ways of working, mobile technology and connection is building bridges between these business support functions.

Today the mantra remains the same: the need to do even more with even less.

There is a growing awareness that a new way of creating value and realising savings is needed.

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«Travel in itself is very rarely a business outcome or a measure of success.»

Mobility management is grounded in the principles of understanding the reasons why travel in organisations occurs, quantifying how travel supports the achievement of business outcomes and appraising if there is a smarter way that systems and process could be configured to optimise business performance.

An opportunity for innovation A practitioner of mobility management asks, “How can fleet, travel and meetings & workspace solutions be configured to optimise business outcomes?” rather than “How can I manage and reduce the costs of business travel or fleets?”

This focus on outcomes is the subtle yet significant factor that differentiates mobility management from ‘traditional’ travel or fleet programme management.

Mobility management requires its practitioners to look at the big picture, appraise value from a strategic standpoint and collaborate with suppliers to create the conditions for change.

Suppliers are changing too. Mobility integrators, suppliers presenting solutions that plug together multiple modes of travel to offer end to end journeys are beginning to emerge as the fleet, travel and meetings and workspace markets converge.

A further factor driving change is population demographics. As digital natives enter the workforce and the average age of the working population in Western Europe increases, organisations are faced with the need to design new workspaces and create new work styles that attract younger workers whilst retaining older and more experienced ones. Mobility, with its focus on the individual and collective performance, is adaptable and responsive to these multi-faceted needs.

Creating change A mobility manager, taking a strategic approach to travel and workspace solutions, operates like a management consultant. So how can a corporation create an environment that encourages the principles of mobility management to be practiced?

If performance is measured on financial costs alone then value linked to business productivity cannot be calculated. Mobility management drives holistic thinking ensuring that the costs and benefits associated with travel and meetings solutions are intrinsically linked to business.

Step 1 – Why do we do what we do?

Step 3 – How do we change?

This is the foundation stone of mobility management. By exploring why fleet, travel and meeting solutions are utilised in the way that they are, a mobility practitioner is able to develop an in depth understanding of how they support the realisation of business outcomes.

Employees are humans. Changing human behaviour is where most projects fail. Understanding the human condition and how change happens is integral to a successful mobility management strategy.

A mobility practitioners asks, “What is the need for travel and why are we travelling in a particular way to achieve an outcome?” Secondly, “Is there a smarter way?” and thirdly, “How can I help optimise business performance by designing integrated solutions that supports the business achieve its outcomes more efficiently?”

Keep it simple Fusing together these once divergent areas appears complex, and changing business behaviour is rarely simple.

Change however happens in stages - step by step. By breaking down the mobility category into bite sized chunks – but retaining a holistic vision – an organisation is able to understand where, how and why travel, meetings and workspace solutions support business productivity and where there is scope for productivity and performance gains by implementing mobility focused solutions.

This means that mobility managers proactively engages with business units to provide tailored solutions rather than the generic, one size fits all, travel, fleet or workplace solution.

Step 2 – What iS the total cost of mobility?

The next step is to define what a “cost” is and the total “costs” of mobility. This presents a benchmark from which performance, linked to outcomes, can be measured.

According to the Harvard Business School, organisations should develop performance indicators that alert management to changes in business productivity. These indicators should be directly related to business outcomes.

The articles in this edition of smart mobility management explore how costs and value can be measured across these interlinked, yet diverse areas, and how the principles of mobility management can be applied to support better business practices.

Jonathan Green

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FOCUS

Fleet Management TCO

Understanding the Total Cost of your fleet is the key Engine size (cc), brake horse power (bhp), Euro emission standards, (green) energy labels, carbon emissions, fuel consumption, list price, discounts, maintenance costs, car brand reputation, driver’s preference. A manager who wants to effectively take decisions about a company car fleet will have to take all above criteria into account and many other factors…

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> Financial costs - account for almost 50% of the total car cost and are incurred for simply having the vehicle parked on the office forecourt.

n order to make sustainable financial decisions about a company car fleet all relevant cost elements need to be accounted for and combined into one integrated financial yardstick which is commonly referred to as the Total Cost of Ownership (TCO).

TCO is an integrated cost concept rather than a ready made figure that automatically pops up on a spread sheet or an invoice.

As with all concepts there is some discussion about on how TCO should be calculated and which metrics should be prioritised to effectively manage fleets and achieve a return on investment.

Capital depreciation is by far the most important individual car cost component – representing about a third of the total cost of the vehicle. A car does not only burn fuel and maybe occasionally burn rubber - it also burns a hefty amount of capital.

To reduce the massive impact of capital depreciation it is important when making purchasing decisions to not only consider the net car prices (the list price minus any negotiated discounts), but to pay close attention to the residual values that are forecast or guaranteed by the leasing company at the end of the contract. There are certain car brands which perform much better on residual value management than others, and this is one of the most important elements to be taken into account when designing a fleet.

Residual values are variable and depend on market conditions. If they drop further due to on-going weak customer demand for both new cars and used cars in Europe, then capital depreciation will also be affected unless guaranteed rates have been agreed with a leasing company. With interest rates currently at an all time low the interest component tends to be stable, but if interest rates change this will have an impact and needs to be monitored.

The International Fleet Managers Institute (IFMI), offers a short and simple definition of the TCO, describing it as, “The sum of direct and indirect costs related to running the company car fleet during a fixed period.” A more in depth definition, again from the IFMI, which explores the direct and indirect costs outlined in the simple definition above reads, “The life cycle cost view of a vehicle which includes finance, acquisition, delivery, support, on-going maintenance, service and all operating expenses. It focuses attention on the sum of all costs of running a vehicle as opposed to merely the initial vendor cost.”

Pulling together the costs of company cars The table, TCO components outlines the relevant cost elements that should be included in a TCO calculation. By pulling together these elements the total cost can be calculated as well as the impact of a policy change on the bottom line.

Alongside this, the pie chart, TCO Overview, based on data from over 550,000 leased cars in Europe, provides a breakdown of average car fleet costs. This provides a good overview of the weighting of each type of cost and can be used to prioritise areas for cost management and reduction efforts.

> Operational costs - are mainly driven by the cost of fuel which is typically 25% - 30% of the bill. Vehicle maintenance, repair and tyres and insurance/body repair account for a further 25% of the bill.

smart mobility management - n°10 I 10

«Car manufacturers’ have made good progress in improving vehicle fuel efficiency, but the upward trend in the price of oil has wiped out any potential savings.»

Total Cost of Ownership: Overview Insurance

Administration

The fuel economy data provided by manufacturers tends to be rather optimistic given that it is not based on real world driving conditions. It does however provide a useful reference point for comparing the fuel efficiency of different car brands and vehicle segments. Car manufacturer’s have made good progress in improving vehicle fuel efficiency, but the upward trend in the price of oil has wiped out any potential savings. The result: fleet managers are faced with increasing fuel bills.

Managing fuel consumption is an increasingly important.

There are two parts to the equation. Firstly, select cars with the best performance on fuel economy. Secondly, initiate driver training, management and motivation programmes to improve driver performance and keep the fuel bill under control.

In some markets it makes sense to have a diesel only car policy, although the fuel savings from diesel cars will partially be offset by higher capital investment. It is worth noting that taxation of diesel in many markets is increasing.

Taxes Maintenance & Tyres

Fuel Interest cost

Depreciation

Total Cost of Ownership: Components

Financial Costs

• Net vehicle price • Registration cost • Residual value • Interest costs

Operational Costs

• Fuel • Service, maintenance & uncovered damage • Road Taxes, Insurance & assistance • Relief vehicles

Administration Costs

• Over heads (In house) • Management fees, reporting costs and consultancy fees • Driver down time • Surplus vehicles (re-allocation)

Miscellaneous Costs

• Traffic fines, toll ways and parking • End of contract charges and contract re-writes • Transporting, delivery & pick up • Corporate and BIK taxes

> Administration and Miscellaneous costs - represent a smaller portion of the pie, but these elements tend to stay hidden away and can be underestimated. This is typically the case with the (operational) in-house fleet administration activities which tend to be spread over a large number of staff and are not very easy to identify and then quantify.

Taxation rules based on CO2 emissions, or other ecological criteria, tend to remain hidden or underestimated especially if they are implemented under the format of non deductable expenses (for corporate tax purposes) or differentiating benefit in kind tax charges for the driver (for personal income tax purposes). These kind of taxes are being implemented by a growing number of countries and the environmental costs associated with running not only a car fleet, but a business, are increasing.

Understanding the finer details of a fleet’s TCO breakdown, whilst keeping the big picture in mind, is vital for prioritizing fleet cost management and savings programmes.

smart mobility management - n°10 I 11

FOCUS

Fleet Management TCO

Certain car brands perform much better on residual value than others.

Getting Started The easiest and most straightforward way to start collecting the elements of TCO data is sourcing the pre-calculation data from (lease) service providers or the data that has been used in house calculations. This is fine as long as you stay aware of the fact that the actual post calculation data may differ considerably from the initial estimated cost elements and corrections for actual figures are carried out. > Residual value Capital depreciation is the dominant fleet cost factor and so residual value is the biggest risk factor in fleet management.

If the fleet operator is bearing the residual value risk on the fleet cars a post calculation on actual car resale values is necessary in order to calculate the actual TCO. Under the popular (full service) operational car leasing product in Europe the residual value risk is owned by the lessor and is reflected in the monthly lease rate. > Fuel Adding 20%-30% additional fuel consumption on top of manufacturers data is considered to be normal and an acceptable practice. It is therefore strongly recommended that the actual fuel consumption data is used in the equation to calculate the TCO. In view of the weight of the fuel bill in TCO, and evidence that driver behaviour behind the steering

smart mobility management - n°10 I 12

wheel can have a double digit impact on fuel consumption, a driver awareness, monitoring and reward program can yield healthy savings. > End of contract charges At the end of a car leasing contract a final settlement is made which takes account of lease term and/or mileage deviations from the original contract, along with the costs associated with damage to the vehicle that does not qualify as normal wear and tear. This can typically account for one or more month’s worth of the leasing instalment. It is important not to overlook these costs and include them in the final cost numbers when calculating the TCO. By gaining an in depth understanding of TCO for fleet cars, and appraising the weighting and relevance of the individual components of TCO, decision makers are able to prioritise and make informed, effective and smarter policy and management decisions reducing bottom line costs. In doing so, a fleet manager is able to demonstrate the value that they bring to an organisation.

Paul HERREMANS International Corporate Fleet Expert

FOCUS

Fleet data

Lost in fleet data In depth understanding of Total Cost of Ownership (TCO) of a company’s car fleet will enable decision makers to make better car policy decisions. So, the next question is how to source the relevant data and transform it into management information that supports fleet management decisions at all levels.

Fleet inventory data All basic fleet inventory and financial data as well as maintenance, repair, tyres and other operational cost data can easily be generated by the leasing or fleet management company.

But remember to impress on providers that transparency is required so different lease or fleet management partner’s fleet data can easily be compared. These basic fleet data sets should be updated on a regular basis and it is common practice for providers to make the data available on-line.

Fuel consumption data The best way of collecting fuel consumption data is to purchase fuel with a fuel card. All fuel card providers supply fuel management information and reporting systems and it is now possible to receive fuel purchase information in real time.

This is useful for identifying excessive or potentially erratic fuel purchases, with can be flagged by providers based on pre determined criteria. Tracking of fuel consumption data is a continuous process, with trend analysis performed on a quarterly or bi-annual basis.

Driver behaviour monitoring Sustainable and responsible driver training programmes are becoming increasingly common to manage and reduce fuel costs. As continuous follow up is a key success factor for on-going improvement as monitoring how well the driver is performing can lead to useful data sets on driver behaviours.

Real time granular data can be sourced from in built black boxes. Again an on-going process, with trend analysis performed on a quarterly or bi-annual basis.

pare suppliers and costs, indicating where opportunities for cost reduction lie. Furthermore, some of the very advanced software tools in this market are able to predict the outcome and cost savings potential associated with car and fleet management policy decisions.

Removing the administrative burden Outsourcing data monitoring and consolidated reporting to a specialized service provider reduces the administrative burden of in house data crunching. In doing so, it frees up time for management to focus on making better fleet management decisions, which is the ultimate goal of data collection and analysis.

Paul HERREMANS International Corporate Fleet Expert

«The ultimate goal of data collection and analysis is to make better fleet decisions.»

Consolidated and aggregated reporting Companies with multiple leasing companies and other fleet suppliers on their books will be faced with the challenge of aggregating data and ensuring that like for like performance of providers and drivers can be accurately measured. Rather than attempting to consolidate all this information in house specialized data consolidation solutions, offered by dedicated suppliers, can be purchased.

The most advanced solutions in this field are capable of handling data feeds from different supplier sources and consolidating information automatically. The tools improve data analysis as they are designed to deep dive into the data sets and com-

Suppliers can deep dive into data sets and identify opportunities for improvement.

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FOCUS

Business Travel

Business Travel: The Total Cost of Ownership Travel is a complex business activity with many stakeholders. How we wish it were simply the cost of the ticket or processing the mileage claim for a single traveller.

Paul Adderley of SOS Solutions explores the territory.

«Cash is different to profitability, the latter being a measure of how effectively a business manages its resources.»

Paul ADDERLEY SOS Solutions

P

utting aside the complexities of travel procurement and global travel systems, business travel is a balance between the traveller’s and the business’ needs; needs that are represented by a number of factors.

These factors are commonly considered to be Cost, Productivity, Carbon, and Wellbeing (Duty of Care), and the need for travel to be managed as a resource.

> Downtime the hidden cost of travel Downtime or lost productivity is a function of modal choice, journey duration, time of day we travel, and the number of activities per trip. Modal choice impacts our ability to work because of disruptions (e.g check-in, security, noisy carriages) and lost time due to timetable constraints.

Understanding these factors, how they interlink and impact stakeholders is the key to assessing the total cost of ownership (TCO).

Recognising the Total Cost of Travel (TCT) Lets consider the TCT for a common UK journey - Edinburgh to London. Obviously, there is the modal cost from taking the train, plane or car, and associated add-ons (e.g parking, taxi, etc), but there is a significant hidden cost arising from employee downtime, and impacts on employee wellbeing.

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The time of day travel occurs affects post-arrival productivity levels (i.e red eye syndrome, jet lag, journey fatigue).

However, if the trip is multi-purpose, then the downtime incurred diminishes. The overall financial impact of the traveller’s downtime is their overhead rate per hour for each hour of lost time. Apply this across a workforce and the impact on profitability can be substantial. From analysis I conducted for Natural England, showed that 20% of the financial benefits derived from reducing business travel by £2.1m related to productivity gains.

Downtime or lost productivity is a function of modal choice.

> Misplaced productivity challenges There are a couple of misplaced challenges that are made against productivity losses. Some claim there is no bottomline impact because additional salary or cash disbursements are not incurred due to travellers’ downtime. However, cash is different to profitability, the latter being a measure of how effectively a business manages its resources. Therefore, the lost time travelling could have been deployed, for instance, to generate additional revenue.

Another claim is that even for disrupted journeys (domestic air travel), mobile technology reduces productivity losses, as “we can still read and reply to emails”. Although the response is true, it is the comparability and quality of work that is the key. During a 4 hour train journey to London, travellers can work at a “desk” with WIFI where productivity gains can offset the cost of first class ticket.

> Connected Costs: Productivity and Wellbeing Interlinked with productivity is employee wellbeing and duty of care, and this is influenced, to some extent, by similar factors. Research shows that a small shift in one’s wellbeing index results in a significant impact on health indicators, absenteeism and presenteeism - present but not productive or engaged 1.

1 2

Clearly, the impact of business travel upon individual’s wellbeing is variable, and therefore the TCT needs to reflect an individual’s preferences. This, is turn, requires them to be engaged in the travel decision process, rather than being forced to comply with mandated rules. Including wellbeing as part of the TCT requires a flexible approach while still recognising financial and environmental boundaries.

> Direct and Indirect Business Costs of Carbon Emissions The final cost factor is carbon. The term cost may raise an eyebrow or two, but carbon has direct and indirect costs to a business. Depending on the business size and sector, carbon emissions arising from business travel can account up to 50% of a company’s total carbon impact, especially for the service sector.

Investors are increasingly using carbon data to assess business risks and operational efficiency 2. Consequently, global organisations are requesting carbon data in order to understand their supply chains – as where there is carbon there is cost. The increasing demand for carbon data that has not been previously collated and is now subject to greater levels of scrutiny is problematic for business travel given the plethora of data sources and providers.

http://businessjournal.gallup.com/content/160511/small-shifts-wellbeing-big-impact-performance.aspx Institutional Investors’ Expectations Of Corporate Climate Risk Management (2012) available at: www.iigcc.org/__data/assets/pdf_file/0013/15331/Institutional-investorsexpectations-of-corporate-climate-risk-management.pdf

smart mobility management - n°10 I 15

FOCUS

Business Travel

Commonly, travel resides with the procurement team whose objective is to deliver greater value from shrinking budgets. However, the benefits of investing in tools to measure, evaluate and report the TCT accrue in human resources - less absenteeism, operations - higher productivity, sustainability - lower emissions.

Ultimately, it is the role for finance and corporate services to remove this barrier.

Not everything that can be counted counts ….and not everything that counts can be counted” A.Einstein.

The main challenge is collating data for a multi-modal door-to-door journey.

Carbon’s indirect costs relate to the fast approaching climatic impacts. In 2012, two global companies lost $1.45billion of revenues because of flooding disrupting supply chains. Unpredictable and contradictory climatic conditions are estimated to reduce workforce productivity in the US by 10% 3.

Therefore, understanding the TCT will be of interest to numerous stakeholders: finance and corporate reporting, sustainability team, human resources, operations teams and of course 1000’s of individual travellers.

Optimising value: Stakeholder Cost: Benefit Business travel is often the pursuit of maximising ROI through enhancing traveller experience for a given budget.

However, assessing the TCT by balancing the different cost factors outlined above leads to a model that optimises value from business travel. However, there are challenges to implement this model as it requires real-time evaluation of journey options, compliance and a less transaction cost focused approach.

3

> Data Collation, Evaluation, and Empowering Compliance The main challenge is collating and evaluating data for a multi-modal door-to-door journey. Collating the data requires cooperation from finance and procurement, travel intermediaries, and contracted and non-contracted providers. Co-operation will also improve data reliability, which is essential to reasonably evaluate the TCT. Although it is not possible to reflect all impacts, it is important that the evaluation is transparent, incorporating the traveller’s views on each of the four factors in order to create trust in the results.

It is important to note that the pursuit of TCT will be a continuous journey, and will not value all costs comprehensively or accurately. However, it is critical that the methodology for evaluating the entire door-to-door journey for cost, carbon, productivity and wellbeing is consistent for every traveller and for every journey.

The methodology needs to be formulated through engagement and collaboration with different stakeholders to define and to measure the optimal value of business travel.

The key is for the traveller to have sight of the TCT for different options so they can exercise judgement of which option is fit for purpose. By treating the four main components of the TCT as resources to be managed optimal value can be delivered to the organisation and the traveller.

Paul ADDERLEY SOS Solutions

If travellers trust the system to optimise their travel decisions then travellers will be empowered to comply rather than be mandated to do so. > Total Costing rather than Transaction Costing Another key problem we have identified engaging with business is the potential barrier between the departments that bare the cost of new technology vs. those that accrue the benefits.

http://www.reuters.com/article/2013/02/24/us-climate-labor-idUSBRE91N0CN20130224?feedType=RSS&feedName=environmentNews&utm_source=feedburner&utm_ medium=feed&utm_campaign=Feed:+reuters/environment+%28News+/+US+/+Environment%29

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Business Travel

Business Travel: The Power of Data The old adage is that if you cannot measure it you cannot manage it. So, what are the key metrics in business travel management and where can I source the data to appraise performance? We sought the views of expert Chris Pouney from Sevenside Consulting to shed some light on effective performance management and getting your hands on the right data.

«Performance measures should be realistic, relevant, have clear owners and allow for actions to be placed against them.»

Chris Pouney Sevenside Consulting

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ike any expense, business leaders want to know, ‘what is the value of business travel to my organisation?’ To achieve this goal travel managers must ensure the right performance measures are in place, that they are measured regularly and the results are effectively communicated to decision makers and travellers.

Putting the right measures in place Performance measures, whether they are strategic, tactical or operational, should be developed with input from your key suppliers and stakeholders. It is these measures that will allow a travel manager to identify where the program is succeeding and why, where more attention is needed, and what the potential returns of making a change could be.

Performance measures should be realistic, relevant, have clear owners and allow for actions to be placed against them. Business travel management touches many areas of an organisation. Without clear ownership structures and effective coordination there is risk that metrics do not get measured and opportunities for smarter travel management are missed.

Business travel is a complex and emotive issue. Metrics therefore should reflect this and be both quantitative and

qualitative. It is also important to seek continual improvement by varying performance measures at regular intervals to see what effect different policy measures or changes to the travel programme are making. Be wary however of the ‘Hawthorne effect’ where processes suddenly improve when word gets round that they are being monitored.

Metrics can be broken down into three key areas: Service performance metrics, and Strategic and Operational KPI’s.

Service performance metrics Service performance measures underpin strategic and operational KPI’s. If the service offered does not meet traveler needs or expectations then the programme is compromised from the outset. Measures include: > % of upheld complaints against a % of transactions; > Call centre handling time, particularly for emergency support.

In a large organisation gathering qualitative feedback is a challenge and it provokes much debate. Keeping things simple is often the best solution. One simple solution is to build relationships with travellers. By talking on the telephone to just 5 frequent travelers a week a Travel Manager will gain a useful

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DOSSIER

Business Travel

route, which is an increasingly frequent occurrence. Card data presents more detail on different types of expenditure, but will only do so if the traveller uses the card. Expensed data is where full picture of costs can be found, but it often lacks the deep travel detail, such as pre-booked date or alternate fares offered, that is useful for appraising performance.

Unfortunately, there is no one single source of data that gives a travel manager all the answers. The opportunity and the challenge is aggregating data from different sources to build a complete picture of travel behaviours. By doing this, value can be identified, performance can be effectively managed and new opportunities identified.

Data on business travel is available from a myriad of sources.

insights allowing pinch points to be identified. Social media, where travellers post comments on an internal social media board, is an increasingly popular resource too.

Strategic Key Performance Indicators These are the high level indicators that typically reflect the travel programmes performance in supporting an organisation achieve its overall goals. Examples may include: > Increasing shareholder value through improving the ratio of travel spend to new business acquired or overall turnover; > Employee satisfaction ratings, productivity and morale of your travelling employees; > Supplier rates achieved against an agreed benchmarking based on competitor performance; and > CO2 emission from business travel are managed and reduced.

Employees are frequently referred to as a corporation’s greatest asset. If the effects of poor health and wellbeing are hitting the bottom line will CFO’s and CEO’s look for travel managers to take

smart mobility management - n°10 I 18

action to build wellbeing into a travel programme?

Operational Performance These are measures that evidence, on day-to-day basis, that the programme is performing as it is intended. Some examples include;

The key is to be able to cross check different data sources to ensure there are no gaps which travellers may be exploiting at the expense of achieving best value. So, for example, if your travel policy insists that all hotel bookings are made through your TMC spot check data sources to ensure that expenditure with hotels has not been made through other booking channels. It is important to be reasonable in this process and establish appropriate tolerance levels.

> % of eligible online bookings; > % of video conferences versus trips for internal travel; > Success in moving people from air to rail on key routes; and > Success in moving longer stay visitors to apartments rather than hotels.

Getting hold of the data to measure performance Data on business travel is available from a myriad of sources. Each one has its pros and cons in terms of timing, accuracy and the granularity of information that is presented.

Travel Management Company (TMC) data will normally present detailed information on airline tickets, but only what was ticketed, or in the place of hotels what was booked. It won’t track if the traveller changes itinerary en

Power in the hands of the buyer For strategic sourcing purposes, a good grasp of data is needed to demonstrate to suppliers that the organisation understands the category and is able to manage the supplier relationship.

Many companies have such poor data sets that their suppliers know more about their travel behaviors than they do. This gives the supplier the upper hand and is clearly not conducive to a good negotiation or relationship. Data is power to understand travel needs, manage and negotiate with suppliers. It is the bedrock from which an effective and efficient business travel programme is created.

Chris Pouney

FOCUS

Workspaces and styles

Creating the right workspaces The way we do business is changing at an ever increasing pace. Technology designed to increase productivity has become widespread in all areas of our lives and we are all part of this ever changing business dynamic. The office is no exception and has been experiencing change of its own.

Work therefore, was based on the premise that employees needed to physically meet face to face. Fast forward just a few years and our concept of the office and the workplace has been challenged. The emergence of technology that enables employees to work outside of office walls has changed our relationship with the office and where, how and when work happens.

Taylor Hunter, Your Office Agent

I

n the last 20 years we have seen many changes to the workplace - primarily focused on optimising productivity and creating an environment that enables employees to do more in less time and with fewer resources.

The notion of what constitutes a workplace has been evolving at a revolutionary pace too. Technology has been the enabler that has led to new concepts of workspace. By embracing the notion that the workplace is not static, todays employers and employees are creating new workspaces to replace the simple, rigid and confined workplace – the office - of the past.

The notion of the office has changed The old bricks and mortar concept of the office has long gone.

The necessity at that time was for employees to travel back and forth to an office block because an office was simply the only place where work could be completed. The office was a place where employees clocked in to do their work and then clocked out. The prevailing belief was that once an employee left the office they would not be able to work.

Redefining the Office Many companies are changing their stale corporate notion of the purpose that an office serves, and accepting that there are alternatives based on the new notion of designing workspaces around employees. Today’s technologies allow employees to easily engage in face to face meetings and share documents with one another in real time. This enables the employee to collaborate with their colleagues and make business decisions without the need to physically sit next to one another.

This notion focuses on designing solutions to optimise employee productivity, total office cost reduction, minimising resource usage, improving employee work/life balance and reducing carbon emissions.

For example, what is the corporate benefit of insisting employees commute an hour into the office to fulfil their work objectives? By creating an appropriate workspace to facilitate their business responsibilities closer to home, the employee gains an additional 2 hours of productive work time, reduces traffic stress and pollution. Both corporations and employees are looking for this type of Win – Win solution.

New types of workplace Corporations now have the ability to create a portfolio of different types of workspace that enable employees to deliver their work objectives. These new workspace environments, such as homeworking, mobile working, co-working, along with executive suites, can be mixed and matched to suit the needs

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FOCUS

Workspaces and styles

«Todays employers and employees are creating new workspaces to replace the simple, rigid and confined workplace - the office - of the past.»

What is the corporate benefit of insisting employees commute an hour into the office to fulfil their work objectives?

of different types of workers at different times. This presents corporations with the flexibility and agility to respond quickly to changing business conditions.

Homeworking Home working normally applies to the self employed, outworkers or teleworkers. Most people falling into the self employed category provide a product or service from home like consultants, free-lancers or data workers. Outworkers, the second group in this category, are usually skilled piece-workers and contract packers who are paid to carry out a certain amount of work at their home. Finally teleworkers, use technology, installed at home by their employers, to fulfill their role and keep in touch with other teleworkers.

Mobile Working Mobile working is a more general term which describes employees that are enabled to work anywhere. They are provided with the technology and resources that allows them to access and update information whilst on the move and communicate with their colleagues and business partners.

smart mobility management - n°10 I 20

Mobile workers are likely to have access to other types of workspace, such as a company office or business centre, to complement their mobile working style. Mobile workers are able to plug in their devices and communicate with colleagues and clients from locations anywhere and at anytime, providing them and their company with the ultimate level of flexibility.

Co-working Co-working environments consist of shared professional workspaces set in a community atmosphere. Co-working spaces are designed to meet the needs of microbusinesses, freelancers, home-office workers, entrepreneurs, start-ups, tech workers, writers, designers, and other professionals whose work doesn’t fit into a normal office template.

Co-workers receive access to a reliable office space within a unique modern community, where fast speed internet connections are provided and other business services, like meeting facilities, can be booked by the hour.

Executive Suites Executive Suites or “executive space” can be either an office or office building that is fully equipped and managed by a facility management company, which then rents individual offices or floors to other companies. Serviced offices, which are also referred to as managed offices, business centres, executive suites or executive centres, are frequently located in the business districts of large cities around the world.

Creating the right workspace for your business When a corporation is considering a change in its workspace environments there are many factors to consider. These can be broken down into two areas: firstly, space requirements and secondly, people and process management requirements.

Space Requirements Evaluating space requires corporations to quantify their existing real estate requirements, understand current utilization levels and calculate desk space and facilities costs. This provides a benchmark from which to measure needs. Technology exists to support this effort by monitoring the physical use of desks, meeting rooms and shared space which can then be used quantitatively to aid decision making.

It is from these reports that an evaluation of the current situation can be made. By implementing policies like hot desking and shared offices a corporation’s unused assets can be released or re-purposed for other needs.

Congestion costs companies opportunities and creates additional stress for employees.

support, and basic equipment such as stationary supplies, as well ensuring that their working environment adheres to relevant Health and Safety requirements.

Putting it all together Designing new workspace solutions requires a root and branch review of current provision and how new solutions could be deployed to improve the delivery of business outcomes. It requires engagement across the corporate hierarchy to ensure that employees needs are understand and the total benefits of workplace, rather than office, solution can be quantified.

Taylor HUNTER

People and Process Management From a people and process management standpoint it is important to consider the employees role, their objectives and then configure the type of workspaces to the role. The focus when designing a new workspace solution should be on how new workspace environments can support each business area, and each individual worker, optimise the delivery of their specific business outcomes.

Some corporations have a difficult time with concerns about employee productivity, especially when the manager is unable to physically watch the employee. This is understandable, however with a management process centred on business outcomes to measure performance, and the use of remote technology to appraise real time employee activities, these concerns can be eased.

Another area to consider is employees need to be able to get easy access to services such as uninterrupted IT and Telecom

Taylor Hunter is the Vice President of Provider Services for Your Office Agent. He has a unique blend of skills and experience developed while working for North American Philips, Olympus America, Inc., Karl Storz Endoscopy America, Inc. and Regus.

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globe, as Hyundai unveils the very first hydrogen powered fuel cell vehicle to be producedmoment on an assembly line.

It’s a groundbreaking for emission-free transport across the globe, as Hyundai unveils the very first hydrogen powered fuel cell vehicle to be produced on an assembly line. smart mobility management - n°10 I 22

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As the fifth largest car manufacturer in the world, Hyundai’s commitment to the environment has always matched its commitment to innovation.

As the fifth largest car manufacturer Consequently, the development of fuel in world, Hyundai’s commitment cellthe technology - and its unparalleled to theonenvironment has industry always effect both the motor matched its commitment to innovation. and the environment - has long been Consequently, development of fuel a priority. Runthe entirely on hydrogen, cell andnothing its unparalleled fuel technology cell vehicles-emit but pure effect on both environmental the motor industry water, reducing impact and the environment long been to zero and offering- has a viable, and a priority.

Run entirely on mobility. hydrogen, exciting, solution for future fuel cell vehicles emit nothing but pure water, reducing environmental Currently, almost all of the impact major to zero and offering a viable, manufacturers are in the processand of exciting, solution future mobility. researching and for developing fuel cell models. But it is Hyundai who have Currently, all of the major taken this almost remarkable technology to manufacturers in fourteen the process of the next level. are After years researching and hundredsand of developing millions of fuel euroscell in models. is Hyundai who have researchBut andit development, Hyundai, taken this aim remarkable technology to with the of making fuel cells the next to level. fourteen available the After masses and notyears just and hundreds of the millions of euros of in the few, initiated development research Hyundai, the world’sand firstdevelopment, fuel cell assembly line. with the aim making cells This pivotal stepof marked the fuel beginning available to the masses and not just of mass-production for the sustainable the few, initiated theimportant development of technology - and an turning the fuel cell pointworld’s for thefirst industry as assembly a whole. line.

This pivotal step marked the beginning of mass-production for the sustainable With the new infrastructure in place, technology and an important turning Hyundai’s first ix35 fuel cell rolled off point for the line industry a whole. the assembly at theas end of February 2013. Suddenly, the technology of the With new infrastructure place, futurethebecame a reality forin today.

Hyundai’s first ix35 fuel cell rolled off By mass-producing fuel cell vehicles, the assembly line at the enditof Hyundai is confident that willFebruary be able 2013.

Suddenly, the technology of the to reduce costs, learn from and improve future became a reality for today. upon the available technologies, and By mass-producing fuel cell powered vehicles, commercialise hydrogen Hyundai confident that will be able transportisto bring it to theit mainstream to reduce costs, learn from and improve sooner rather than later. upon the available technologies, and commercialise hydrogen powered transport to bring it to the mainstream sooner rather than later.

As Hyundai’s 3rd generation fuel cell vehicle, the emission-free ix35 offers technology, comfort, convenience and performance on a par with conventional As Hyundai’s 3rd generation fuel cell internal combustion cars. Acceleration vehicle, the emission-free ix35 offers to 100 km/h takes 12.5 seconds, and technology, convenience and the top speedcomfort, is an impressive 160 km/h. performance on a par with conventional The generous hydrogen capacity internal combustion Acceleration allows for a drivingcars. range of up to to 100 km/h takes 12.5 seconds, 594 km per single fuelling, making and the the speed isfor an impressive km/h. ix35top suitable both long 160 distance The generous hydrogen journeys and every day use. capacity allows for a driving range of up to 594 per single fuelling, making the Two km mid-mounted hydrogen storage ix35 for capacity both longof distance tankssuitable with a total 5.64 kg, journeys day cell use. stack and a 100 kWand (136every hp) fuel a state of the art 24 kW lithiumTwo mid-mounted hydrogen storage polymer battery pack co-developed tanksLGwith a totaltocapacity of 5.64 kg, with contribute added convenience, a 100 the kW (136 hp) fuel stack and while extremely lowcell consumption a statekg/100 of the art 24 kW lithiumof 0.95 km maximises efficiency. polymer battery pack co-developed All at no compromise to interior space. with LG contribute to addedMotor convenience, At the 2013 European Show while the extremely consumption in Brussels, Belgium,lowthe ix35 fuel of 0.95 kg/100 km maximises efficiency.

All at no compromise to interior space.

At the 2013 European Motor Show in Brussels, Belgium, the ix35 fuel

cell received the prestigious FuturAuto award for being the first mass-produced, hydrogen powered fuel cell vehicle to be commercially cell received the prestigious available.

FuturAuto award for being the first mass-produced, hydrogen powered Of course, all of this is just the fuel cell vehicle to years, be commercially beginning.

In recent real world available. testing of hydrogen powered vehicles, constant in-house development and Of course, all of this is and just solid the improvement of technology, beginning. recent years, real world partnershipsInwith relevant organisations testing of hydrogen and agencies has powered helped vehicles, position constant and Hyundai asin-house one of thedevelopment global leaders in improvement of technology, and solid eco-technology.

With the introduction partnerships with relevant organisations of their pioneering fuel cell production and agencies has are helped line, the possibilities even position greater.

Hyundai one of the global leaders to in Hyundai as have already committed eco-technology.

With the introduction a schedule of delivering 1,000 units of fuel cell production of their the pioneering hydrogen-powered model line, the possibilities areprivate even greater. for both public and fleets Hyundai by 2015. have already committed to a schedule of delivering 1,000 units of the aim hydrogen-powered model Hyundai to reduce the CO 2 average for both entire public and of their fleet private to 95 fleets g/km by by 2015.

2020. Contracts to lease the ix35 fuel cell to municipal fleets in Hyundai aim to reduce the and CO 2 average Copenhagen, Denmark Sk ne, of theirhave entire fleet tosigned, 95 g/km Sweden already been and by 2020.

Contracts to lease others will almost certainly follow,the as ix35 fuel cell fleets in confidence in to themunicipal market readiness Copenhagen, Denmark and Sk ne, of fuel cell vehicles grows.

In Europe, Sweden have already been signed, and the European Union has already others will almost certainly as established a hydrogen roadfollow, map and confidence in the market readiness initiated construction of hydrogen of fuel cell vehicles grows. In Europe, fueling stations to accommodate the the European Union ofhas carbon-free transport the already not too established a hydrogen road map and distant future. initiated construction of hydrogen fueling stations to accommodate the Not surprisingly, as a company, carbon-free transport of the 17th not too Hyundai recently placed in distant future.

Interbrand’s Top Global Green Brands of 2012 report. This ambassador of Not surprisingly, as a may company, zero-emission technology have Hyundai 17thhave in ambitious recently plans, but placed they also Interbrand’s Global Green Brands the kind of Top unwavering commitment of report. This ambassador of to 2012 environmentally-friendly future zero-emission may have mobility that willtechnology make it happen. ambitious plans, but they also have the kind of unwavering commitment to environmentally-friendly future mobility that will make it happen.

smart mobility management - n°10 I 23

22.04.13 15:53

FOCUS

The Cost of Connectivity

The Cost of Connectivity What is a megabyte, what does it cost and how can your business avoid bill shock? Laptops, tablets and smartphones have enabled employees to work anywhere at anytime creating another line in the budget for corporations to manage – the cost of connectivity.

I

n July 2012 the European Parliament passed legislation to cap the amount that operators could charge mobile users for voice and data downloading when travelling outside of their home country to another European Union member state. This will lead to a dramatic fall in the cost of using a mobile phone and data downloading over the next few years, but there could still be a nasty shock for budget holders when the bill arrives.

The falling cost of connectivity This July the cost of downloading a megabyte of data will fall to 45 cents, but what does a megabyte mean? A lack visibility and understanding of voice and data consumption means that many corporations are incurring costly connectivity charges, or simply disabling international roaming on devices in fear of bill shock.

The cost of downloading The legislation passed by the EU last year compels operators to send a warning text message, emails or pop up windows to let users know when €50 of data downloads

has been reached. Once this message has been received the user will have to confirm that they wish to continue roaming.

As travellers are not responsible for the costs of data and have business critical tasks to perform on their travels, warning messages could fall on deaf ears. Mark Pattman, Managing Director at RoamingExpert.com believes, “With employees working longer hours, anytime and anywhere, more devices and data are being used than ever before. Employees do not incur any costs for this and therefore connect with no regard for cost. Potentially this could have a massive impact on corporate budgets.”

Data Types: User Data and Synchronisation Jyrki Halttunen from Uros Ltd, manufacturers of a mobile hotspot device called Goodspeed that enables travellers to avoid roaming fees altogether through the use local destination SIM cards, breaks down a corporation’s data consumption needs into two areas.

Download

Maximum Costs in 2012

Maximum Costs in 2013

Maximum Costs in 2014

iTunes Song (approx. 5 MB)

€4.50

€2.25

€1

5 minutes You Tube Video (approx. 15MB)

€13.50

€6.75

€3

smart mobility management - n°10 I 24

Firstly, there is “user data”, the day to day usage of data, including downloading emails and attachments and surfing the internet. The second area Halttunen describes as “Synchronisation” or “Applications Updates” which are linked to the companies CRM systems such as software updates and security upgrades. The usage of both types of data abroad can incur substantial costs.

Roaming Expert.com cites the example of a UK company which updated 400 iPads that were located in Paris. They had an international roaming package with their provider but were shocked to find out the costs of data was £11,000. After discussing the charge with their provider it was waived as a good will gesture, yet the following month another automatic software

Being connected while away from the office is a key aspect of travelling for business.

IHG to offer free internet at all hotels InterContinental Hotels Group (IHG) has announced that it will be providing free internet to all its 71m loyalty programme members, worldwide.

The announcement comes as IHG reveals the results of a global online survey which show that nearly half of adults (43%) would choose not to stay in a hotel that charged for internet and that 23% of respondents said that free internet in rooms and throughout the hotel is the most important amenity when staying in a hotel for business.

IHG will become the first and only hotel group to offer free internet in all hotels to all loyalty programme members, globally - whether they stay the night or come in for a coffee or an impromptu meeting. Richard Solomons, Chief Executive, IHG, said, “In today’s fast-paced world, we know that travellers need to stay connected and free internet access is increasingly important.”

update was triggered which resulted in 2.5 – 3.5GB of data being used at a cost of £14,000. Pattman explains that by analysing the needs of the company and negotiating a suitable data roaming package the organisation has been able to reduce the cost of data by over 95%.

The importance of connection There have been numerous examples of so called ‘bill shock’ reported in the media linked to roaming data charges.

There will be differing needs for connection amongst the travelling populous and Halttunen believes that corporations should ask themselves whether the value of connection is greater than the cost. He advises that corporations should develop profiles of their travellers to identify their

particular connectivity needs and devise appropriate solutions around these.

The mobile phone means employees can be contacted at all times and an out of office message is no longer seen as a reason why an employee cannot be reached, irrespective of where they may be travelling to. Halttunen comments, “What do travellers gain from connection when travelling? Travellers are knowledge workers and are very data orientated. If they are not able to connect they are not aware of what is happening back at the office and are not able to serve their customers. Awareness, in an increasingly time sensitive culture, is really important to the business traveller.”

Halttunen also describes travelling as being “messy” with executives needing to be able to have access to information in real time to see if their itineraries have changed and have the ability to update their own travel and accommodation needs. He said, “If a traveller is not connected they are in effect disappearing for a few days and will not be aware of changes to their schedule.”

This lack of awareness could cost the business opportunities and mean that clients are not serviced efficiently or effectively. From a duty of care perspective, the lack of contact with travellers and the ability to convey safety and security information in the event of an emergency is another good reason for ensuring that connection is possible.

Collaborating to design an effective connectivity policy Employees that travel for business are typically the largest consumers of connectivity. With IT departments responsible for providing connectivity solutions it is important that mobility managers

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FOCUS

The Cost of Connectivity

«A lack visibility and understanding of voice and data consumption means that many corporations are incurring costly connectivity charges, or simply disabling international roaming on devices in fear of bill shock.» engage with their IT colleagues to explain the needs of travellers and why connectivity is important.

Nate Strelow, Global Project Manager, CWR Solutions Group told us, “The majority of travel managers do not currently manage connectivity or connectivity related expenses. Travel managers are uniquely positioned within any organisation to fully understand the traveller mix.

They know who their travellers are, where they go, and what they need or want to remain productive on the road.”

By taking a proactive role in understanding connectivity needs, mobility managers have an important role to play in supporting their corporations manage the cost of connection. Firstly, with the knowledge and insight of who in the organisation travels, where too and how often, mobility managers have a understanding of the potential need for connectivity which can inform the development of a connectivity strategy.

Secondly, the travel and mobility policy provides an effective way of raising awareness and engaging with travellers about the solutions that are available and the costs of connection. And thirdly, by working with suppliers such as hoteliers

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and business centres, travel and mobility managers are well placed to appraise connectivity costs and solutions as part of tender negotiations.

Jonathan Green

Three Steps to Setting Up a Connectivity Strategy Travellers are typically the largest consumers of connectivity, and travel managers have insight into their specific needs while they’re on the road. Developing an understanding of the costs related to connectivity is the key first step to bringing this area of spend under management and can be accomplished by completing the following steps.

1. Know your Travellers Travel managers are uniquely positioned within any organisation to fully understand the traveller mix. They know who their travellers are, where they go, and what they need/want to remain productive on the road.

2. Compile Data Travel managers will need access to all data: credit card, expense reports, supplier reports to compile data on the total cost of connectivity.

3. Understand Connectivity Suppliers Once the data is captured and analysed, travel managers can begin to understand who the connectivity suppliers are across all connectivity points. After the full supplier listing is established, the organisation can begin to develop policies, savings identification and ultimately supplier consolidation/negotiation.

Nate Strelow, Global Project Manager, CWT Solutions Group

FOCUS

Productivity puzzle

The Productivity Puzzle: The Value of Time In economics productivity is a measure of output gained from a unit of input. In a factory, by counting the number of goods produced, employee productivity can be easily measured. In mobility management, where there are no physical products to count, measuring productivity can be a lot more challenging.

Creating the opportunity for productivity gains This is a measure of how much potential productivity time has been created by a change to the mobility programme or policy. For example a policy change means that 10 employees travel by train rather than by car to a business meeting. This creates an opportunity for each employee to work for 1 hour on the train, so therefore a total of 10 hours potential productivity time has been created.

Realising productivity gains This is a measurement of how much of the created productivity time is actually realised by an employee. For example, in the car to train policy change outlined above, 10 hours of potential productivity time has been created but only 5 employees have the ability to work on a laptop on the train. Therefore, 5 hours of productivity time has been realised.

Time spent travelling is an opportunity cost.

A

manager seeking to measure the productivity gains that a mobility programme or policy change could create is faced with a difficult challenge. Does an increase in the number fleet kilometres travelled indicate a rise or a fall in employee productivity? If there is an increase in the number of rail tickets purchased could it be claimed productivity has increased because travellers have switched to the train from air travel?

The answer could be either yes or no. A mobility manager needs to find a way of quantifying productivity. By measuring the amount of created and realised productive time that the mobility programme has led too is one way of evidencing this.

Alongside measuring created and realised productivity gains, a mobility manager needs to appraise the “effectiveness� of the productive time that has been realised. So, in the example above does the five hours of realised productive time in a train carriage have the same value as 5 hours of realised productive time that is created, say, in business centre?

The overarching aim of a mobility programme is to identify and then create the most appropriate work space and work style solutions to enable business units and individuals to deliver business outcomes effectively. There are no hard and fast rules and each business units needs will differ.

As there is no one fits all size solution a mobility manager needs to understand the aims and objectives of the organisation and its individual business units before designing a mobility solution that can be tailored to these requirements.

Measuring Productivity: Keeping it Simple According to the Harvard Business School, organisations should develop performance indicators that alert management to changes in business productivity. These indicators

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FOCUS

Productivity puzzle

should be directly related to business outcomes. If a mobility programme’s performance is measured on financial costs alone then value linked to business productivity cannot be calculated.

The prospect of quantifying created, realised and effective productive time appears, at first glance, to be onerously complex. Engaging with employees and asking them how they measure their productivity is a good – and simple starting point. The findings from this exercise will present an insight into how efficient or inefficient current policies are, and where and how potential improvements can be made.

Mobility management is a strategy that requires multiple budget lines to be joined together so financial costs and productivity can be measured holistically. If budget lines are not joined up what may appear on the surface to be a cost effective business solution could turn out to be the opposite.

Enabling workers to utilise productive time effectively The rise of flexible and mobile working has seen the emergence of third place working. As employees are enabled to work in different workspaces organisations need to consider the costs and benefits of these “new” work environments.

The next step is designing a mechanism by which the value of the productive time created can be quantified. This could be achieved by measuring the number of additional services provided, customers serviced or problems solved. It is tangible output measures such as these, linked to the mobility management solutions that have been implemented, that enable value to be measured as a direct result of mobility interventions.

Case Study: Perverse impacts of policy decisions

Taking Action There are three distinct areas of the mobility programme that can be explored in the quest to realise productivity gains and demonstrate to stakeholders the value of managing mobility from a holistic and integrated perspective.

By travelling to the HQ, rather than hosting the meeting at a centrally located external venue, travel costs for the sales team have increased 2 fold. Furthermore, the amount of time that sales representatives spend travelling to attend the meeting has increased 3 fold.

Reduce the time spent travelling How much time does your organisation spend travelling? Most organisations will have an understanding of the financial cost of travel because this is a budget line that is monitored. The amount of time that is spent travelling can also be seen as a cost. It is an opportunity cost.

An opportunity cost in respect to mobility considers what other tasks the business unit or employee could fulfil if less time was spent travelling, and what this could lead to in terms of measurable business outputs.

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A travel manager explained to Smart Mobility Management, on the basis of remaining anonymous, that his organisation, in attempt to reduce meeting costs, had banned the use of external meeting space for internal meetings.

He explained that this policy change had a number of perverse impacts. For example, prior to the introduction of the policy the organisation’s sales team would hire external meeting space for their quarterly sales meetings, but after the ‘external meeting venue ban’ the sales team have been travelling to the company headquarters to use internal meeting facilities.

As the internal meeting space is a centrally managed cost the sales team’s meeting budget, and the organisations overall external meeting budget, is falling in line with expectations. The total cost of some meetings however has risen because, as in the example of the sales team, increased travel costs outweigh the costs of hiring an external meeting venue.

The effects of this policy are also being felt by other business areas. We were told that because pressure on HQ meeting facilities is now so great it is common practice for HQ business units to “reclassify” their internal meetings as “external” meetings so that they can hire an external venue.

As a result, the organisation is losing on three fronts. The total cost of meetings has increased, productive time has been lost because employees are spending more time travelling and the credibility of data, upon which policy and procurement decisions are based, is questionable.

A mobility strategy, by taking a holistic view of total costs to the organisation, considers the perverse impacts that policy decisions like this can lead too. It is in areas such as this that a mobility manager can demonstrate value from a productivity as well as financial standpoint.

Travelling by plane, train or car could be just the space where employees do their best thinking.

A coffee shop may incur the company no costs as a third place working environment, but how effective is this space when compared to a dedicated business centre? By understanding a business unit’s aims and objectives, how outcomes are achieved and how they are measured, the mobility manager is in a position to support the business unit by designing tailored third workspace solutions that match business needs.

Productivity gains though better workflow management A far simpler area to measure productivity is the systems and processes used to manage travel and meetings. This could range from reducing the time that travellers spend booking their travel tickets via the implementation of a self booking tool, through to an automated expense management system that improves back office workflow.

A time and motion study of the old processes, compared to the new ones, will present quantifiable time savings that can be simply demonstrated to decision makers.

The value of travel time This article started by asking a question about the value of travel time. It is a hotly debated area. Productivity savings reported by comparing one mode of travel to another is perhaps too narrow an approach to take when approaching the issue of productivity.

«Time spend travelling is an opportunity cost.»

Anywhere, any time working and 24/7 connection means that almost every space could be classed as a workspace.

The ability to work anywhere should not come at the expense of quiet time.

Quiet time, to re-charge, reflect and plan is productive time and should not be de-valued in the quest to optimise productivity. Travelling by plane, train or car could be just the space where employees do their best thinking.

Jonathan Green

By focusing on travel time attention is drawn away from why travel is being undertaken in the first place and how travel supports the achievement of business outcomes. By focusing on the reasons why travel is being undertaken and designing appropriate workspace solutions productivity gains can be measured more effectively.

smart mobility management - n°10 I 29

FOCUS

Smarter Travel

Sizzling Smarter Travel Less is more. We’re entering a new era where quality of experience needs to trump quantity. For goods and services this is going to mean dematerialisation, collaborative consumption and business transformation, from car clubs to video-conferencing.

F

or travel specifically it’s going to mean fewer, longer perhaps more localised or overland trips. In short the smart travel revolution is upon us and the vast direct and indirect social, environmental and economic costs of unnecessary travel are going to be increasingly internalised.

Changing our established and entrenched behaviours to accelerate this smart, sustainable evolution is going to be critical. People’s behaviours aren’t logical, rational or even always conscious! They are habitual, emotional and often subconscious. This is why changing them is and has to be a contact sport. It’s time for some bare-knuckle psychology.

The nature of behavioural change Psychologists talk about three key factors that regulate behaviour; the personal, social and infrastructural. If you take a phenomenon like cycling in London, which has doubled in a decade, then you can see how these play together to create dramatic shifts. As a London cyclist of some fifteen years I can personally vouch for the change from the lonely, dangerous experience of the late nineties to the veritable Tour-de-France peloton of today.

There are good reasons for this. > Firstly the infrastructure has improved. From the cycle superhighways that criss-cross the city through to the bike hire scheme, to more

smart mobility management - n°10 I 30

shower facilities at work, the hard engineered support for cycling has improved. There is also soft ‘infrastructure’ such as the online apps, cycle maps and training support that help nurture the growth of twowheeled traffic. Cycling has become ‘salient’. > Secondly the social proof is there.

We are influenced by what those around us are doing. What is perceived as normal, acceptable behaviour is heavily socialised. The ‘peloton effect’ is normalising cycling as a sensible, attractive, practical activity.

There are many distinct ‘cycing tribes’ in London, from the fixed-wheel Hoxton hipsters, via Old Maid spinsters to lycra-clad Cityboys on carbon fibre speedsters. Reinforcing cycling is for everyone and anyone. > Finally we’re changing people’s personal habits by using creative communications and different motivations and incentives to get people cycling.

London’s city bikes facilitate experimentation, and we engage people to cycle for their own multiple reasons from health, fitness and exercise, saving money on public transport and the gym, for saving-the-planet type environmental purposes to simply looking ‘cool’. Embodying the adage that people will change the world because they want to not because they have to.

Understanding why we travel London’s cycling upsurge is a good example of the way ‘how’ we travel is changing, but ‘why’ we travel is also shifting. The industry carves this up into three basic reasons; holidays (65%), visiting friends and relatives (VFR)(20%) and business (12%).

But these ratios are shifting. In the last ten years there has been a big increase in VFR (+45% since 2000), a stagnation in holidays (-0.5%) and a significant decline in business travel (-25%). The relatively modest business component I think is instructive, challenging the perceived wisdom of

Great communications will always be at the heart of making behaviour change work.

WWF’s ‘One in Five’ challenge also seeks to cut business flights by another 20% in the next five years. That’s smart.

Other businesses have offered ‘social proof’ that it’s OK not to travel. Lloyds TSB’s monthly ‘No Travel Week’, actively encouraging employees to avoid all but absolutely essential travel for one week a month, has been very impressive. With a 40% leap in use of video-conferencing, and little ‘backdraft’ (overall number of meetings made face to face and business mileage travelled dropped significantly i.e. travel wasn’t simply displaced from ‘No Travel Week’ into the rest of the month!), it sends a strong signal to the business that they don’t expect their staff to rush around like maniacs. As well as enhancing employee wellbeing it also saves money and carbon to boot! aviation and airport expansion as critical to economic development and growth.

How important really is airport expansion to commerce given the decline in business travel? There’s a clear benefit to kicking off contracts face to face, but after that video-conferencing is now cheaper, high quality and less stressful and tiring for the people involved. Organisations like WWF encourage a ‘Fourth meeting rule’ for business relationships whereby after three ‘flesh-pressing’ personal meetings, chemistry is established and for the fourth and beyond video-conferencing is both more than adequate and likely preferable!

These are just simple examples of how organisations can and are changing behaviour. It’s worth reminding ourselves that business travel is a declining (-25% in 10 years) and already minority component (12%) of the reasons why we travel.

In a carbon-constrained world of climate change and ever improving virtual meeting technology this trend is likely to continue. We’re all going to need to change our behaviour in support of this.

By addressing the personal, social and infrastructural factors and selling what we at Futerra call ‘the sizzle’, the excitement generated by inspirational and aspira-

«Psychologists talk about three key factors that regulate behaviour; the personal, social and infrastructural.»

tional visions of a positive future, we can change the way we travel. It will be better, smarter, more sustainable - because it has to be.

Great communications will always be at the heart of making behaviour change work - internal and external campaigns that bring behaviour change strategies to vivid, effective, creative life for both employees and customers.

Ed Gillespie

Ed Gillespie is Co-Founder of Futerra Sustainability Communications, Chairman of online European rail ticketing businesswww.loco2.com and a London Sustainable Development Commissioner. Follow him via @frucool

smart mobility management - n°10 I 31

FOCUS

Carbon Accounting

Carbon Accounting: Easy as Scopes One, Two and Three For mobility managers the financial costs associated with carbon emissions are becoming increasingly visible. To understand, manage and report emissions however, they first need to be accounted for in line with recognised reporting standards.

I

nvestors through to consumers are demanding greater levels of corporate transparency. From accounting and tax practices through to environmental performance, information about an organisation’s ethical principles and performance is of growing importance to stakeholders across the EU. The reporting of carbon emissions in a company’s annual accounts is now the norm rather than the exception. As awareness and engagement in corporate emissions has grown, stakeholders are demanding comprehensive and transparent information on carbon accounts to recognised reporting standards. This demand for carbon data is now expanding into the corporate fleet and travel sectors.

Due Diligence and Carbon Performance The requirement for carbon based data is a form of due diligence for stakeholders. The Carbon Disclosure Project (CDP) announced earlier this year that a record 722 investors with US$87 trillion in assets — around a third of the world’s invested capital — had asked more than 5,000 public companies to disclose their carbon emissions and climate change strategies through the CDP. Paul Simpson, chief executive officer said of CDP’s growth, that, “This is testament to the economic relevance of environmental data to investment decisions.”

Rise of carbon pricing Emissions regulation and taxation is impacting the bottom line and becoming another cost for a travel and fleet manager to manage. From macro-economic policy measures, like the EU Emissions Trading Scheme (EU ETS), through to voluntary carbon offsetting there is a financial cost to emitting or abating a tonne of carbon that hits the mobility budget.

A little over a decade ago there were no carbon costs associated with managing a fleet or travel programme. However today, car taxation, road fuel costs and flights within the EU are all subject to some form of carbon based regulation and pricing.

With the scope of carbon based regulation widening there are financial as well as ethical reasons for mobility professional’s to monitor, report and reduce emissions.

The starting point is getting the data in place before moving on to understand the financial consequences of emissions.

Calculating emissions The Greenhouse Gas Protocol, which has been adopted by Government’s worldwide to ensure consistent reporting amongst private and public sector entities, provides a framework for measuring and reporting emissions.

There are two key areas of the protocol that the mobility manager needs to get to grips with when developing an accounting mechanism. Firstly, there is allocating emissions to ‘scopes’ and secondly ensuring that reporting is in line with the core principles of carbon accounting.

Step 1

Allocating emissions to scopes Emissions are broken down into scopes so they are not double counted. Up until late 2011 organisations tended to focus on reporting Scope 1 and Scope 2 emissions, but as the carbon market matured and awareness of Scope 3 emissions grew, guidance and recommendations for including Scope 3 emissions in carbon accounts were published.

This is pertinent for mobility managers.

The majority of emissions from fleets and business travel fall under the scope 3 bracket. For the first time emissions from corporate mobility are expected in carbon accounts, rather than being seen as a useful add on. > Defining emissions scopes Scope 1 refers to direct emissions.

This includes emissions that are generated on-site or from assets that are owned or controlled by an organisation (e.g. owned vehicle fleets).

smart mobility management - n°10 I 32

«The reporting of carbon emissions in a company’s annual accounts is now the norm rather than the exception.»

Scope 2 are indirect emissions that are not generated on site but are consumed by the organisations (e.g. purchased electricity used to charge electric vehicles).

Scope 3 which are also termed as indirect are emissions from all other sources associated with a corporation’s operations. This includes business travel by air, rail or hire car emissions along with emissions generated as a result of staff commuting.

> Allocating emissions from leased vehicles Emissions from leased assets could be classed as either a Scope 1 or 3, depending on how the asset has been accounted for. If the leased asset is considered as a wholly owned asset in financial accounting terms (i.e finance and capital leases) it will be classed as a Scope 1 emission. If not, then it is accounted for as a scope 3 emission.

Step 2

Reporting the data There are five core principles outlined in the protocol that should be used to test carbon accounts for their robustness.

With almost 6 in 10 companies verifying carbon accounts in 2012 applying these five simple principles will demonstrate that the emissions methodology employed is robust.

Emissions are broken down into scopes so they are not double counted.

Relevant > The emissions reported present an accurate picture of the organisations profile and that they can be used to inform business practice and decision making; > Complete The data set is complete in respect of the organisations reporting boundary with omissions clearly justified; > Consistent The methodology used to report enables meaningful comparison and monitoring over time; > Transparent The process of reporting is auditable with a clear methodology; Accurate > The report is accurate and has sufficient assurance to aid decision making.

Step 3

Sourcing the data With this framework in place the next step is sourcing the data and applying the appropriate conversion factors to calculate emissions.

In response to corporate requirements suppliers across the mobility landscape are providing emission reporting as standard. These data sets however, can be varied in their quality.

By applying these principles, and requesting suppliers prove that they adhere to them, the in house administrative burden of compiling emissions reports can be minimised and mobility managers can focus in on looking to reduce the financial and environmental impacts of the mobility programme.

Jonathan Green

smart mobility management - n°10 I 33

ADVERTORIAL

Athlon Mobility Consultancy

The Athlon Mobility Consultancy team: Alexander Prinssen – Vice President Richard Ninaber van Eyben – Mobility Consultant NL David van den Bogaert – Mobility Consultant Belux Samia Arfaoui – Mobility Consultant FR Ingeborg van Gelderen – Mobility Analyst Johan Serrien – Director Operations Isabel de Beule – Business Consultant Amale Hajji – Business Consultant Anne Marie de Backer – Business Consultant Jean-Philippe Liégois – Business Consultant Veele Nuytemans – IT Consultant Bavo Cumps – IT Consultant

Athlon Mobility Consultancy grew out of a desire of the firm – known as a car leasing specialist – to fully take on board the new reality: the company car is no longer the only way in which companies can ensure their employees get from A to B. Total employee mobility is now required, and Athlon can help companies achieve this. Vice President Alexander Prinssen explains why this consultancy service is so important.

Mobility is a wide concept. In concrete terms, what challenges do your clients face?

Alexander Prinssen: “Cost efficiency is a leading agenda item in our discussion with customers. Other challenges we see are proper management of mobility because of increasing complexity (e.g. more suppliers, mobility fragmented in organizations) and a lack of transparency (e.g. need for benchmarking).

And of course, companies require their mobility strategy to be sustainable. This means they need an accurate appraisal of the carbon footprint of corporate mobility solutions. But along with the environmental aspect, the financial angle is important, so they need someone to help them to reduce and control their Total Cost of Mobility. In addition, the new ‘Y’ generation does not always see things the same way as in the past. So understanding mobility from their point of view is also important to become or remain an employer of choice.”

In that case, what steps do companies have to take to come to a cost efficient sustainable and attractive mobility policy?

Alexander Prinssen: “It is absolutely essential to start with a mobility audit. It is a basic fact that you cannot get where you want to be if you don’t know where you are starting from…

The audit is something Athlon Mobility Consultancy carries out with its customers, and it determines how their mobility policy could be implemented more cost efficiently, more sustainably and more attractively. Our audit provides answers to questions such as ‘what schemes does my organization run, what do they cost and do these reflect changing market conditions’.

The audit enables customers to establish their Total Costs of Mobility (TCM) and any risks the organization faces. It highlights where improvements should be made and their impact.”

smart mobility management - n°10 I 34

Do you also audit the car fleet itself?

Alexander Prinssen: “Yes: while the mobility audit both approaches mobility from a wider perspective, the fleet review concentrates purely on the company’s fleet. This consultancy service charts current car schemes and the total costs of the fleet, and shows where improvements and savings can be achieved. We make recommendations on how CO2 objectives can be met and how the customer’s fleet compares with other companies and peers in its sector. The main objective is to reduce customer’s Total Cost of Ownership. In 2012 we have run 30 projects which showed total potential savings of over €20MM.” Do you expect to launch new consultancy services or products this year?

Alexander Prinssen: “Well our flagship product Momas is already flexible and configurable by organization and/or country. So in a way the answer is that it is being constantly updated to meet different and evolving needs. In close collaboration with a strategic partner we are working on a front office which we will connect to our Momas application. Finally this would lead to a real integrated mobility solution which is able to manage mobility budgets in the broadest sense such as optimizing our customer’s travel needs and expenditure. In addition we intend to launch a sustainable mobility index as an increasing number of companies want to compare themselves to peers in the market.”

Some major achievements Athlon Mobility Consultancy has been mandated by some very prestigious companies to improve their mobility systems. These include: City of Brussels, L’Oréal, G4S, Rabobank, DHL, Bull, City of Leuven and SWDE…

Mobility directory

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2013 Smart Mobility Management Directory tec

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FLEET

Looking for a supplier to enhance your organisation’s mobility provision? The Smart Mobility Management Directory 2013 has been designed for you. It brings together suppliers from across the mobility spectrum to help you identify and engage with the suppliers of your choice.

Find a supplier that offers the services you require Welcome to the second edition of the Smart Mobility Management Directory 2013.

The Directory lists a diverse selection of suppliers from across the mobility industry. So, whether you are seeking the contact details of a car leasing provider, a travel management company, car sharing company or office solutions provider in a particular European country, the directory will point you in the right direction.

Plugging together solutions to create an integrated mobility management strategy Today there is no one supplier that offers an organisation a holistic solution that meets their total mobility needs. A corporation seeking to develop a mobility management programme needs to engage with a wide range of suppliers from the fleet, business travel and workspace & meetings sectors and then plug them together to create an integrated solution.

For each mobility sector the directory provides a short review of the market and then lists suppliers and solutions that they offer.

By highlighting the key issues and innovations, sector by sector, and listing the services offered by each supplier, it is possible to identify the opportunities for integration between suppliers and address gaps on a case by case basis.

The rise of the mobility integrators An integrator is a supplier offering a solution that cuts across different marketplaces and, in turn, is challenging the status quo.

The past year has seen a rise in suppliers offering integrated mobility solutions. The 2013 Smart Mobility Management Directory recognises these providers by highlighting them with the Smart Mobility Circle.

In the first section of the directory we explore the Mobility Integrators in more detail and explain why we consider then as the pioneers in this evolving market space.

Smart Mobility Directory Online The magazine version of the directory provides an overview of some of the suppliers providing mobility services. For a complete listing of suppliers in each of the sectors visit the online directory at http://www.smart-mobilitymanagement.com/directory/ Calling all suppliers: Have you registered your details?

If you are a supplier offering a corporate mobility solution you can register your company details at http://www.smart-mobilitymanagement.com/directory/

smart mobility management - n°10 I 35

BUSINESS SOLUTIONS

Mobility directory

Mobility integrators Mobility Integrators are a new breed of supplier pulling down the barriers that once existed between business travel, fleets and workspace & meetings sectors. Smart Mobility Management has recognised their endeavours by rewarding them with the Smart Mobility Circle.

Athlon Mobility Consultancy Athlon Mobility Consultancy was one of the early pioneers of corporate mobility supporting clients understand the big picture by base-lining total mobility expenditure and its impacts. With MOMAS, Althon’s Mobility Management System, corporations are able to administer all types of vehicles used for business (owned, lease, mileage payments) and the associated costs like parking charges, fuel costs and mobility cards. Althon offers a portfolio of services to accompany leased cars including, car sharing, e-bikes, e-scooters and access to trains and other localised forms of transport.

Air

Rail

Hotel

Car Leasing

Car Share

Car Hire

Motorcycle/ Moped

Taxi

Bus

Bicycle/ Bicycle Hire

Fuel

Meeting Space

Video Solutions

ALD Automotive ALD Automotive announced that it was no longer simply a car leasing company following its partnership with Mobispot, a business centre offering flexible office solutions in Belgium. This partnership adds to ALD’s widening portfolio of client offers with flexible office provision sitting alongside ALDO, ALD’s mobility personal mobility management toolkit. ALDO helps employees identify the best way to travelling to a destination whether it is by lease car, car share, train (railease) or other modes of localised transport. ALD provides the information and gives access to modes of travel on a trip by trip basis that meet business need.

Air

Rail

Hotel

Car Leasing

Car Share

Car Hire

Motorcycle/ Moped

Taxi

Bus

Bicycle/ Bicycle Hire

Fuel

Meeting Space

Video Solutions

KDS With the launch of KDS NEO, the Travel & Expense management systems provider is setting the benchmark for other suppliers in this sector to follow. KDS NEO asks travellers where they are starting from, where they are going, and for how long before pulling together a door to door travel itinerary that plugs together multiple modes of travel from air though to a city’s bike hire scheme.

With accommodation needs catered for too, KDS NEO calculates the total cost of the business trip and enables travellers to choose from a range of pre-determined travel options including the cheapest, quickest or greenest option in a few swipes of a smartphone or tablet.

Air

Rail

Hotel

Car Leasing

Car Share

Car Hire

Motorcycle/ Moped

Taxi

Bus

Bicycle/ Bicycle Hire

Fuel

Meeting Space

Video Solutions

routeRANK As the name suggests routeRANK ranks the most effective way of travelling between two locations internationally or domestically against a set of pre-determined criteria set by an organisation. Its patent pending technology interfaces with a TMC and other suppliers, allowing any existing negotiated fares to be included in a travel search, and offers travellers a selection of door to door trips using all modes of travel from air, rail though to a company car. routeRANK is the technology that powers BCD Travel’s End to End Trip Planner.

Air

Rail

Hotel

Car Leasing

Car Share

smart mobility management - n°10 I 36

Car Hire

Motorcycle/ Moped

Taxi

Bus

Bicycle/ Bicycle Hire

Fuel

Meeting Space

Video Solutions

MobilityMixx The Dutch mobility provider offers a business smartcard that can be used for all types of business mobility including the train, bike and taxi, through to fuel for the company car. It is an all in one payment card solution that helps companies understand the total costs of business trips and therefore implement and manage personal mobility budgets. Not only does the payment solution bring together management information from multiple modes in one place for the mobility manager, it enables and encourages employees to choose the right mode of travel for a business trip without having to think about travel payment and expense claims.

Air

Rail

Hotel

Car Leasing

Car Share

Car Hire

Motorcycle/ Moped

Taxi

Bus

Bicycle/ Bicycle Hire

Fuel

Meeting Space

Video Solutions

NS Business The Dutch Railway Operator offers the NS-Business Card in the Netherlands which is a single access and payment system for business trips, with travel costs billed post travel in a monthly invoice so there is no need for travellers to keep individual tickets for your expense declarations. Train, bus, tram and metro services have been integrated alongside taxi, car sharing, car parking and bike hire offering door to door travel solutions, and alongside this NS Business Card holders can access business centres close to stations for their business meetings.

Air

Rail

Hotel

Car Leasing

Car Share

Car Hire

Motorcycle/ Moped

Taxi

Bus

Bicycle/ Bicycle Hire

Fuel

Meeting Space

Video Solutions

MultiCity From Citreon, the car manufacturer, Multicity is a free cross modal travel platform offering car rental and car pooling, alongside international train and air travel. For local services Multicity offers bike routes too. By simply entering postcodes of the origin and destination the search engine plans optimal modes of travel depending on your travel circumstances, offering financial and carbon comparisons so the costs and ecological impact of trips can be managed and reduced. For international routes in Europe door to door travel options are offered in France, Germany, Austria, Belgium, Denmark, Great Britain, Italy, Netherlands, Portugal and Switzerland.

Air

Rail

Hotel

Car Leasing

Car Share

Car Hire

Motorcycle/ Moped

Taxi

Bus

Bicycle/ Bicycle Hire

Fuel

Meeting Space

Video Solutions

TravelHUB A tool developed by SOS Solutions, TravelHUB connects carbon sense with business benefits, and help corporation’s balance financial cost, employee productivity and carbon emissions to inform decision making at a strategic and traveller level and enable sustainable travel policies to become a reality. By pulling together the interrelated areas of cost, productivity and emissions, which are all adversely affected by travel, TravelHUB presents a simple list of door to door travel options evaluated against corporate criteria.

Air

Rail

Hotel

Car Leasing

Car Share

Car Hire

Motorcycle/ Moped

Taxi

Bus

Bicycle/ Bicycle Hire

Fuel

Meeting Space

Video Solutions

Carbox The French start up is developing its Mobilities product and moving outside of its home market of France and into Belgium in 2013.

Mobilities offers corporations a multi-modal alternative to the company car allowing users to trade in a vehicle for access a shared car and a budget for other modes of mobility using a ‘Mobility Credit’ Scheme.

Air

Rail

Hotel

Car Leasing

Car Share

Car Hire

Motorcycle/ Moped

Taxi

Bus

Bicycle/ Bicycle Hire

Fuel

Meeting Space

Video Solutions

Mu Peugeot Car, van, scooter or bike hire offered under a single package is possible with Peugeot Mu. With electric mobility offered Mu members can hire different modes of mobility as they need whilst minimising their environmental footprint. Members of Peugeot Mu use credits to rent a mobility solution with their account debited by the required value depending on the mobility solution chosen and the length of the hire.

Air

Rail

Hotel

Car Leasing

Car Share

Car Hire

Motorcycle/ Moped

Taxi

Bus

Bicycle/ Bicycle Hire

Fuel

Meeting Space

Video Solutions

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BUSINESS SOLUTIONS

Mobility directory

FLEET Ride Sharing: On the Rise As wages stagnate and travel costs increase the amount of disposal income that is available to employees is being squeezed. As the cost of commuting has come into focus many a car door across Europe has opened up for a shared journey.

Ride sharing is not new concept. Once the domain of students, ridesharing is now seen by an increasing number of corporations as an important part of their overall mobility solution. Companies like Accenture, EoN, UCB Pharmaceuticals and Virgin Atlantic Airways have implemented corporate ride sharing solutions.

The cost of travel, the trend towards collaborative consumption and the creation of smartphone tools that connect drivers and passengers means that ride is becoming increasingly visible and easier for employees to access. Carpooling.com, the largest ride sharing network in Europe, has seen ride sharing increase by 320% in France and 180% in Italy since 2010.

This type of growth, the changing mobility landscape and the opportunity to effectively integrate ride sharing alongside other mobility offers led to Daimler AG, the automotive giant, investing $10m in Carpooling.com in the summer of 2012. Wilfried Steffen, who heads up Business Innovation at Daimler AG, said, “We view ridesharing as an important element of an intelligently networked mobility.”

Company

BE

FR

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

BlaBlaCar

www.blablacar.com

Carbon Heroes

www.carbonheroes.com

Carpooling.com

www.carpooling.com

Djengo

www.Djengo.be

Liftshare

www.liftshare.com

Toogethr

www.toogethr.com

Legend: BE = Belgium FR = France DE = Germany IT = Italy NL = The Netherlands ES = Spain CH = Switzerland UK = United Kingdom

smart mobility management - n°10 I 38

FLEET OEM’s: Changing Times and Mobility as a Service The European car market has been a turbulent place for the last few years and shows no sign of recovery in 2013. Analysts predict that new car sales are set to fall by a further 3 – 5% in 2013 and that the sales of new vehicles will not return to 2007 levels until at least 2018.

Urban Mobility: A Challenging Landscape The car industry does not only face an economic challenge, but an environmental and social one. At the Geneva Motor Show in February 2013, Dr. Norbert Reithofer, Chairman of the Board of Management, BMW AG, said “In megacities, the car can only have a future if we take the right steps to lead it from low-emission to zero-emission technologies today.”

The low emission agenda is here to stay. OEMs have made good progress in reducing emissions. Average European CO2 car emissions dropped to 132.3g/km in 2012, down from 136.2g/km in 2011 and almost 40% of new cars sold are now classed as low CO2 - a label applying to cars which emit less than 120g/km.

The challenge faced by the motor industry however is not just emissions, but the wider economic conditions and social and environmental aspects of car ownership and its consequences.

Smart Cars in Smart Cities The city’s relationship with the car is perhaps at the centre of this discussion. With increasing levels of urbanisation a low emission car is not a solution to the problem of congestion – and its economic and social costs.

The promotion of sustainable modes of transport is a top agenda item for policy makers across Europe, with investment in sustainable travel policies like mass urban transportation and cycling on the rise. The car has a pivotal role to play in the modern city, but how vehicles are used, powered and owned are questions that are up for discussion like never before.

Mobility as a Service Almost all OEM’s have now engaged to some extent in car sharing solutions and their exploration of the mobility landscape can be seen in innovative integrated mobility offerings – or so called Mobility as a Service (MaaS). Daimler Mobility Services Moovel app, which is being piloted in 2 German cities, integrates public transport, carpooling, car sharing and taxis, and is one example.

How cities are designed and planned and where vehicles can be used, smarter and connected cars and new car ownership models are all part of a big discussion on what smart transportation will need to look like in a smart city. This is a emerging landscape and the discussion is on-going. Its outcomes will shape how OEM’s position themselves to create and secure revenues in the future.

COMPANY NAME BMW Lillienthalallee, 34 - D-80788 Munich Germany

www.bmw.com

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACTS Mrs Christel Reynaerts - Head of International Corporate Sales E-mail: christel.reynaerts@bmwgroup.com Phone: +49 89 382 55824

smart mobility management - n°10 I 39

BUSINESS SOLUTIONS

Mobility directory

COMPANY NAME Mercedes-Benz Cars Epplestraße 225 - 70546 Stuttgart Germany

Phone: +49 711 17-0 Web: www.mercedes-benz.com/fleet E-mail: fleetsales@daimler.com

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACTS Mr Hans-Georg Lutz - Senior Manager Corporate Sales E-mail: fleetsales@daimler.com Phone: 0049 711 17-0

COMPANY NAME Fiat Corso G. Agnelli 200 - 10135 Turin Italy

Phone: +39 011 0030980 www.fiat.com E-mail: customercaremailit@auto.fiat.it

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACT Mrs Chiara Largoni - Marketing Brand & Communication E-mail: Chiara.largoni@fiat.com Phone: +39 011 00 38703

Mr Andrea Finardi - Head of Int. Sales Long Term Rental E-mail: andrea.finardi@fiat.com Phone: +39 (331) 6821 926

COMPANY NAME Hyundai Motor Europe GmbH Kaiserleipromenade 5 - 63067 - Offenbach am Main Germany

Phone: +49 (0) 69-271-472-0 www.hyundai.com/eu/en/Main/index.html E-mail: fleet@hyundai-europe.com

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACT Mr Oliver LAJARA - General Manager European Fleet & Remarketing E-mail: olajara@hyundai-europe.com Phone: +49 69 27 14 72 321 COMPANY NAME Kia Motors Europe GmbH Theodor-Heuss-Allee 11 - 60486 - Frankfurt am Main Germany ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACTS Mr Chan Uk Jun - Fleet & Remarketing Manager E-mail: cujun@kia-europe.com Phone: +49 69 850 928 323

smart mobility management - n°10 I 40

www.kia.com/eu Phone: +49 69 850 928 100 E-mail: fleet@kia-europe.com

COMPANY NAME www.nissan-europe.com Phone: +33 1 72 67 66 000 E-mail: contact@nissan-europe.com

Nissan Europe SAS 2, Avenue du Vieil Etang 78 180 - Montigny-le-Bretonneux France ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACTS

Mr Emmanuel Buissière - International Fleet Sales Manager E-mail: ebuissiere@nissan-europe.com Phone: +33 1 72 67 51 74

Mr Jordi Vila Onses - Corporate Sales General Manager E-mail: jvilaonses@nissan-europe.com Phone: +33 1 72 67 57 81

COMPANY NAME www.opel.com Phone: +49 614 276 70 00 E-mail: edith.schiwon@opel.com

Adam Opel AG Bahnhofsplatz - 65423 Rüsselsheim Germany

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACTS Mr Juan Manuel SAGARDOY Director Pan European Corporate Sales and Leasing E-mail: juan.manuel.sagardoy@opel.com

Mr Ian HUCKER Director European Fleet and Commercial Vehicles E-mail: ian.hucker@opel.com

COMPANY NAME PSA Peugeot Citroën SA 75, Avenue de la Grande Armée 75116 Paris France

www.psa-peugeot-citroen.com Phone: +33 1 40 66 55 11 E-mail: b2b@mpsa.com

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE

ILITY MOB ATOR GR INTE

Countries Present: Worldwide MOBILITY PRODUCT - SERVICE - TOOLS Mu by Peugeot, New technologies, Mobility Audits, Multicity HQ CONTACTS Mr Stephane CHESNEL - International Fleet sales & development E-mail: stephane.chesnel@mpsa.com

smart mobility management - n°10 I 41

BUSINESS SOLUTIONS

Mobility directory

COMPANY NAME Renault sas 13 av. Paul Langevin - 92359 Le Plessis Robinson France

www.renault.com Phone: +33 1 76 84 04 04 E-mail: corporatesales@renault.com

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide MOBILITY PRODUCT - SERVICE - TOOLS Tweezy HQ CONTACTS Mr Uwe Hochgeschurtz - Corporate Sales Division Director E-mail: uwe.hochgeschurtz@renault.com

COMPANY NAME SEAT SA Edificio Corporativo, Autovia A2 Km. 585, P.O. Box 91 08760 - Martorell, Barcelona Spain

www.seat.com Phone: +34 937 08 57 45 E-mail: romain.rodier@seat.es

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACTS Mr Giuseppe TOMMASO - Fleetsales and Remarketing Director E-mail: giuseppe.tommaso@seat.es Phone: +34 93 708 5636 Mobile: +34 676 47 96 33

Mr Romain RODIER - International Fleet Sales Manager E-mail: romain.rodier@seat.es Phone: +34 937 08 57 45 Mobile: +34 659 25 75 48

COMPANY NAME Skoda Václava Klementa 869 29360 Mlàda Boleslav Czech Republic

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACTS Mr Lars-Cassio Wesner - Director of Global Fleet & Used Car Strategy E-mail: Lars.Cassio.Wesner@skoda-auto.cz Phone: +420 326 81 85 03

smart mobility management - n°10 I 42

Phone: +420 326 811 111 E-mail: Michael.Belousov@skoda-auto.cz

COMPANY NAME Toyota Motor Europe NV/SA Avenue du Bourget 60 - 1140 Brussels Belgium

Phone: +32 2 745 20 11 www.toyota-europe.com E-mail: toyotainbusiness@toyota-europe.com

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACTS Mr Johan VERBOIS - General Manager Fleet & Network E-mail: johan.verbois@toyota-europe.com Phone: +32 2 745 23 79

Miss Kirsten RAMAN - Fleet Business Development Manager E-mail: kirsten.raman@toyota-europe.com Phone: +32 2 745 34 18

COMPANY NAME Volkswagen AG 38436 Wolfsburg Germany

www.volkswagen.com Phone: +49 (0) 5361 9-0

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACTS Mrs Elena Delgado Vicente Head of International Fleet, Rent-a-Car and Used Car Sales Europe E-mail: elena.delgado.vicente@volkswagen.de

COMPANY NAME Volvo Car Corporation VAK building, Assar Gabrielssons väg 405 31 SE – Gothenburg Sweden

www.volvocars.com Phone: 46-(0)31-59 00 00

ACTIVITY Core activity: Manufacturers GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACTS Mr Javier VAZQUEZ - Global Accounts Director E-mail: jvazqu29@volvocars.com Phone: 34 915 666 157 Mobile: 34 639 120236

smart mobility management - n°10 I 43

BUSINESS SOLUTIONS

Mobility directory

FLEET Car Rental: Renting & sharing Competition in the car rental market is fierce. Price, service levels and the reliability of providers are the criteria against which performance is appraised. BCD Travel saw small fall in rental for customers in 2012 and believes that this loss of market share could be due to increased popularity of rail travel, which it says “is often proving a more attractive way to travel not only for environmental but also cost reasons, owing to high prices at the petrol pump.”

Advito’s Industry forecast for 2013 noted that car rental companies are focusing in on charging customers for vehicle damage. In the analysis it reports that “Sometimes the notification of extra charges arrives from the supplier weeks after the rental has finished, making it hard to dispute the damage claims.” Advito advises corporates to be extra vigilant and warn those renting vehicles about this practice.

Not unexpectedly the car sharing marketplace has caught the eye of rental companies with a plethora of rental firms offering different forms of car sharing. Other developments include the use of electric vehicles. With the move to electric power and innovations in urban mobility the Rent Electric shop in Barcelona offers a template of what rental firms in urban areas could offer in the future. It offers the Reanult Twizy, along with e-bikes, e-scooters and the e-gret on a shared and traditional rental model. http:// www.rent-electric.com/.

Company

BE

FR

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

Avis Europe

www.avis.com

Europcar International

www.europcar.com

Hertz Europe LTD

www.hertz.com

Sixt Rent a car GmbH & Co KG

www.sixt.com

Budget

www.budget.com

Enterprise Rent a Car

www.enterprise.com

smart mobility management - n°10 I 44

FLEET Car Sharing: The hot topic in personal mobility Over the past few of years OEM’s, leasing companies, car rental firms and transport operators have joined the ranks of dedicated car sharing providers to offer an increasing array of innovative car sharing solutions to urban dwellers.

Car sharing vehicles can now be rented by the minute rather than the hour, one way sharing is on the rise and membership arrangements are evolving as providers seek to engage with the B2B and B2C markets and establish profitable business models.

Research by analysts Frost and Sullivan found that the European market for car sharing services, which almost doubled between 2008 and 2011 to 700,000 users, is expected to reach 15 million by 2020. To support this level of growth the number of vehicles available for sharing is expected to increase to almost a quarter of a million by 2020. In a new car market that is contracting it is a segment of growth of great interest to OEM’s.

Transportation is undergoing a revolution and in a few years time we may look back at 2013 as the year that car sharing really took off and became mainstream. Scott Griffith chairman and CEO of car sharing pioneer Zipcar, which was acquired by Avis-Budget in $500million deal in late 2012, believes. “We’re living through the most important shift in transportation in generations – the creation of a new mobility society.” Car sharing sits in the centre ground of new model of urban mobility.

So, how can car sharing providers entice more members? A survey by The Futures Company– found that of the 56 per-cent of those surveyed who said they would consider car sharing, 27 per-cent would be most attracted by reduced travel costs, 26 per-cent by convenience of location and operating hours, 23 per-cent by a straightforward booking system and 22 per-cent by a reduced impact on the environment.

COMPANY NAME Daimler Mobility Solutions Epplestraße 225 - 70546 Stuttgart Germany

www.car2go.com Phone: +49 711 17 0

ACTIVITY Core activity: Car sharing GEOGRAPHICAL COVERAGE Countries Present: Austria, Germany, The Netherlands and United Kingdom MOBILITY PRODUCT - SERVICE - TOOLS Car2Go, Moovel, Gottapark and Car2Share HQ CONTACTS Mr Andreas Leo - Corporate Communications Manager E-mail: andreas.leo@daimler.com Phone: +31 6 51304390

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BUSINESS SOLUTIONS

Mobility directory

COMPANY NAME www.citeecar.com Phone: +352 264 846 1 E-mail: info@citeecar.com

CiteeCar SA 1, Rue Peternelchen - 2370 Luxembourg Luxembourg ACTIVITY Core activity: Car sharing

Other activity: Car rental

GEOGRAPHICAL COVERAGE Country Present: Germany MOBILITY PRODUCT - SERVICE - TOOLS CiteeCar - Driven By You CiteeCar is a disruptive new business offering hourly self-service car rental at an unbelievably low price point. The aim is to offer a ubiquitous solution that gives urban populations access to car mobility without having to own a typically underused car.

HQ CONTACTS Mr Bruno Ambrosi - Fleet & Operations Director E-mail: bruno@citeecars.com

COMPANY NAME www.zipcar.com Phone: +44 333 240 9000 E-mail: services@zipcar.co.uk

Zipcar Melbury House 51 Wimbledon Hill Road London SW19 7QW ACTIVITY Core activity: Car sharing GEOGRAPHICAL COVERAGE Countries Presence: UK, Spain, Austria pms 425 pms 369 pms 368 (uncoated only)

Company

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Eastern EU

ES

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URL

AlphaCity

www.alphacity.com

AutoLib

www.autolib.eu

Carbox Sas

ITY MOBILATOR INTEGR

www.carboxservices.com

CoCar

www.cocar.be

Flinkster

www.flinkster.de

DriveNow GmbH & Co. KG

www.drive-now.com

Enterprise Car Share

www.enterprisecarshare.com

eVjump

www.evjump.eu

Ford2GO Greenwheels B.V.

www.greenwheels.com

Hertz on demand

www.hertzondemand.com

Mobility Co-operative

www.mobility.ch

QuiCar

https://web.quicar.de/

StadtMobil

www.stadtmobil.de

smart mobility management - n째10 I 46

FLEET Car Leasing: More than just car leasing When is a car leasing company not a car leasing company? When a car leasing company offer clients other modes of transport under its leasing umbrella such as e-mopeds and e-bike leasing, provides drivers with the opportunity to, and offers advice on, the utilisation of public transport like trains alongside a leased vehicle, and presents drivers with a package that allows them to access business centres where they can send emails and make telephone calls.

The name car leasing company suggests that a car is the only mobility service that a leasing company provides. This may have been the case in the past but it is not the situation today. Progressive car leasing companies are offering corporations and their employees more than just a vehicle to meet their total mobility needs. By plugging together different types of mobility solutions from across the transport spectrum, and helping companies access flexible working spaces whilst on the move, car leasing companies are creating new added value solutions for corporations to explore.

The car leasing market has been one of the most progressive players in the integrated mobility marketplace. It came as no surprise to see car leasing firms quickly enter and become established in the corporate car sharing market. The fact that the shared car is becoming an increasingly popular solution to the traditional pool car system means that it was a natural extension of a car lease company offer. It was in the wider mobility landscape, namely the integration of public transport, that some eye brows were initially raised.

The number of corporations exploring the concept of mobility in the quest to achieve financial saving, reduce environmental impacts and present employees with more attractive remuneration packages supports the leasing companies shift towards integrated mobility management. The aim of creating a holistic mobility solution, using mobility budgets to provide employees with choice whilst managing costs, was challenging because no supplier existed that could pull together and administer multiple modes of travel under a single offering.

This is where car leasing companies stepped in to solve the problem and demonstrate that they were changing to meet new customer demands. With the knowledge of the marketplace and their relationships with buyers, leasing companies are well placed to offer a solution and take the lead in mobility integration. As mobility gains traction and corporations seek to explore further integration and implement mobility budgets, the leasing market is primed to take advantage and is likely to remain at the forefront of innovation.

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BUSINESS SOLUTIONS

Mobility directory

COMPANY NAME ALD AUTOMOTIVE Tours Société Générale 17 Cours Valmy 92987 - LA DEFENSE France

www.aldautomotive.com Phone: +33 1 57 29 36 90 E-mail: more.info@aldautomotive.com

ILITY MOB ATOR R G E INT

ACTIVITY Core activity: Leasing Services

Other activities: Car Sharing

GEOGRAPHICAL COVERAGE Countries Present: Austria, Belgium, Croatia/Hrvatska, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Italy, Latvia, Lithuania, Luxembourg, Netherlands, Norway, Poland, Portugal, Romania, Russia, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey, Ukraine, United Kingdom.

MOBILITY PRODUCT - SERVICE - TOOLS ALD 2WHEELS, 7 WHEEL LEASE, ALD SWITCH, ALDO and railease HQ CONTACTS Mr Tim ALBERTSEN - Deputy Chief Executive Officer E-mail: tim.albertsen@aldautomotive.com Phone: +33 1 57 29 36 65

Mr Pascal SERRES - Deputy Chief Executive Officer E-mail: pascal.serres@aldautomotive.com Phone: +33 1 57 29 36 70

COMPANY NAME Alphabet International GmbH A BMW Group Division Georg-Brauchle-Ring 50 - 80992 Munich Germany

Phone: +49 89 38 22 55 89 www.alphabet.com E-mail: international.sales@alphabet.com

ACTIVITIES Core activity: Leasing Services

Other activities: Car Sharing

GEOGRAPHICAL COVERAGE Countries Present: Australia, Austria, Belgium, Czech Republic, Denmark, France, Germany, Hungary, Italy, Luxembourg, Netherlands, Norway, Poland, Romania, Slovakia, Spain, Sweden, Switzerland, United Kingdom MOBILITY PRODUCT - SERVICE - TOOLS AlphaCity, AlphaElectric, NS Business Card HQ CONTACTS Dr. Nancy Storp - Head of Marketing and Business Development E-mail: nancy.storp@alphabet.com Phone: +49 89 38 25 58 23

Mr Eric Lelarge - Chief Commercial Officer E-mail: eric.lelarge@alphabet.com Phone: +49 89 38 21 58 55

COMPANY NAME Arval 22, Rue des Deux Gares 92500 RUEIL MALMAISON France

www.arval.com Phone: +33 1 57 69 50 00

ACTIVITY Core activity: Leasing Services GEOGRAPHICAL COVERAGE Countries Present: Austria, Belgium, Brazil, Canada, Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, India, Irland, Italy, Japan, Luxembourg, Mexico, New Zeland, Poland, Romania, Russia, Slovakia, Spain, Switzerland, Turkey, United Kingdom, United States HQ CONTACTS Mr Liam Donnelly - Director of International Business E-mail: liam.donnelly@arval.com Phone: +33 1 57 69 60 02

smart mobility management - n°10 I 48

Mrs Sylva Koubena - Marketing and Communications Manager E-mail: sylva.koubena@arval.com Phone: +33 1 57 69 52 38

COMPANY NAME Athlon Car Lease International Leuvensesteenweg 325/4 - 1932 Zaventem Belgium

www.athloncarlease.com Phone: +32 27099780 E-mail: infoisa@athloncarlease.com

ACTIVITY Core activity: Leasing Services GEOGRAPHICAL COVERAGE Countries Present: Belgium, France, Germany, Italy, Luxembourg, Netherlands, Poland, Portugal, Spain HQ CONTACTS Mrs Sarah Lomas - VP International Sales & Account Management E-mail: sarahlomas@athloncarlease.com Phone: +32 2 709 97 86

COMPANY NAME www.lpint.com Phone: +31 36 529 3409 E-mail: info@lpint.com

LeasePlan International B.V PJ Oudweg 41 - 1314 CJ - Almere Netherlands ACTIVITY Core activity: Leasing Services GEOGRAPHICAL COVERAGE

Countries Present: Austria, Belgium, Bulgaria, Czech Republic, Denmark, Finland, France, Germany, Greece, Hungary, Ireland, Eire, Italy, Luxembourg, Netherlands, New Zealand, Norway, Poland, Portugal, Romania, Russia, Spain, Sweden, Switzerland, Turkey, United Kingdom, United States.

HQ CONTACTS Mr Paul TURNER - International Clients Director E-mail: paul.turner@lpint.com

Mr Jose Luis CRIADO - Managing Director E-mail: Jose.Luis.Criado@lpint.com Phone: +31 36 529 3401

Company

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Eastern EU

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CH

Scandinavia

UK

URL

ARI

www.arifleet.com

BMW Financial Services

www.belux.bmw.be

Business Lease

www.businesslease.com

Cars4Publicity BVBA

www.ikrijslim.be / www.jeroulemalin.be

Daimler Financial Services

http://www.daimler. com/company/businessunits/daimler-financialservices

Dragintra Fleet Services

www.dragintra.com

Fleet Logistics International

www.fleetlogistics.com

HPI Fleet & Mobility GmbH

www.hpifleet.com

Volkswagen Financial Services

www.vwfsag.com

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BUSINESS SOLUTIONS

Mobility directory

FLEET Parking Solutions: Finding a smarter way to park and pay Parking is big business yet has seen little innovation in the past few decades. M2M communication, wireless networks and in car connection is changing how cities plan for parking. As urban population densities rise cities need to be smarter – and that every aspect of urban mobility needs to be integrated if gridlock is to be avoided. Parking provision is a crucial part of this jigsaw.

Research suggests that up to 40% of traffic is looking for a car parking space at any one time in many European city centres. Not only does this inefficiency lead to pressure on traffic infrastructure and congestion, but results in lost working time, increased fuel costs and unnecessary emissions that affect the economic and environmental performance of a city and a corporation.

There are now smarter ways to park and city administrators are getting on board. With sensors that identify vacant on and off street car parking spaces and convey this information to drivers, through to mobile booking and payment solutions in real time, each stage of the parking management process is being made smarter.

In a smart city, practising integrated urban mobility solutions, intelligent and integrated car parking management is more than just a place for a driver to park. It is also a place where integration between different modes of travel within a city can happen.

Company

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Eastern EU

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CH

Scandinavia

UK

URL

APCOA

www.apcoa.com

NCP

www.ncp.co.uk

Park Via

www.parkvia.com

Parkopedia

www.parkopedia.fr

Purple Parking

www.purpleparking.com

Streetline

www.streetline.com

smart mobility management - n°10 I 50

FLEET Telematics: Showing you the way and saving fuel costs The biggest issue once a fleet is on the road is driver management and trying to manage increasing fuel costs. Through route optimisation, better workflow allocation and promotion of better driving styles business performance can be optimised and fuel costs can be reduced. This sounds simple in theory and with the application of telematics solutions it can simple in practice.

From navigation devices that can take account of the real time traffic environment to advise on the most appropriate route, through to topographical analysis to encourage fuel conservation, devices are supporting businesses plan where they should be going, when and how they should get there.

Alongside this, with telematics providing real time and historical information on driver behaviour it is possible to appraise driver performance and identify fleet and fuel efficiencies from the comfort of the office. It’s not just in fuel savings and workflow management where value is being created. As usage based insurance gains traction, particularly in markets like the UK and Italy, telematics systems are being used to reduce insurance premiums and encourage safer and smarter driving practices.

Telematics is a “what if?” technology. Once it is installed it presents big data on workflows and driver behaviour. With this increased visibility comes a new layer of understanding and an opportunity to explore different and smarter ways of achieving business outcomes.

In the next few years expect to see the ‘big brother argument’ fade away as the public at large engages with the positive potential that in vehicle black boxes offer.

COMPANY NAME Sofico NV Technologiepark 1 - 9052 Zwijnaarde Belgium

www.sofico.be Phone: +32 9 210 80 40

ACTIVITY Core activity: Fleet Management Telematics Solutions GEOGRAPHICAL COVERAGE Countries Present: Belgium, France, Germany, Italy, Luxembourg, Netherlands, New Zealand, Poland, Portugal, Spain, Switzerland, Turkey, United Kingdom, United States.

HQ CONTACTS Mr Jan Bouckaert E-mail: jan.bouckaert@sofico.be Phone: +32 9 210 80 40

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BUSINESS SOLUTIONS

Company

BE

Mobility directory

FR

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

AlertDriving

www.alertdriving.com

Frotcom International Ltd

www.frotcom.com

Garmin

www.garmin.com

Inosat Global

www.inosat.com

Knowledge Master UK Ltd

www.navigationmaster.com

Market-IP sprl

www.telefleet.com

Mio

www.mio.com

MiX Telematics Ltd

www.mixtelematics.co.uk

TomTom Business Solutions

www.tomtom.com

Waze

www.waze.com

XPOfleet

www.XPOfleet.com

smart mobility management - n째10 I 52

BUSINESS TRAVEL Travel Management Company: Making the move from travel to mobility The services offered by a Travel Management Company (TMC) are an integral component of a mobility management programme.

In years gone by a TMC provided air and rail travel solutions to corporations, but todays TMC’s offer hotel accommodation, ground transportation, strategic meetings management and short term car rental as standard service offerings. The most recent arrival in a TMC’s portfolio of service offerings has been the provision of tele-presence and video-conferencing booking solutions, alongside the management of corporately owned video-conferencing rooms.

The offerings from a TMC’s to its clients are aligned with the evolution of self booking tools (SBT’s) marketplace. As SBT’s innovate and offer door to door travel solutions, incorporating localised public and shared transportation solutions, TMC’s too will be able to offer these services to their clients. That is if a remuneration model that enables a TMC to make a profit whilst adding value can be created.

A TMC offers such a wide scope of services that it is a supplier at the heart of an integrated mobility management programme. With TMC’s insight of, and access to, meetings venues they are also well positioned to offer mobility managers expertise on sourcing third place working solutions on a global basis.

Creating the conditions for mobility management The most common method of remuneration for a TMC today is the transaction fee. This means that for every transaction processed, for example the booking of an aeroplane ticket, the TMC charges a fee. The level of this fee will depend on a range of factors including service levels and how the ticket was booked – either on or offline.

A TMC however, is more than just a travel booking service. Clients are offered advice and support on programme management, have access to management information suites and data analysis, and services like traveller safety and security, passport and visas and consultancy support can also be provided.

A corporation operating a mobility management strategy will need its suppliers, who are actively engaging with travellers on a day to day basis, to support the principles of and provide data that informs mobility policy. This may require TMC’s to take a more active role in achieving strategic deliverables - one of which could be the implementation of travel demand management measures.

TMC’s are eager to assert that they support clients manage travel demand, but such an action is counter intuitive to the business model by which most TMC are remunerated. By encouraging a traveller to not travel a TMC is sabotaging its ability to earn a transaction fee, as well as investing time and resources in encouraging its client base not to use its services. By doing this it incurs a cost and loses a revenue opportunity.

Mobility management creates a discussion platform for how TMC’s are remunerated. The adoption of a more strategic partnership arrangement with TMC’s focused on mobility management presents opportunities for both buyers and suppliers, if a suitable remuneration model can be agreed. Perhaps 2013 will be the year that discussions on what this new model could look like start in earnest.

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BUSINESS SOLUTIONS

Mobility directory

COMPANY NAME American Express Europe Ltd 30-31 Haymarket, London SW1Y 4EX United Kingdom

https://businesstravel.americanexpress.com Phone: +33 1 72 03 79 19 Katrina Cliffe Vice President and General Manager, Europe

ACTIVITY Core activity: Travel Management Company GEOGRAPHICAL COVERAGE Countries Present: Austria, Belgium, Bulgaria, Croatia/Hrvatska, Czech Republic, Denmark, Estonia, Finland, France, Germany, Greece, Hungary, Ireland, Eire, Italy, Latvia, Lithuania, Macedonia, Moldova, Netherlands, Norway, Poland, Portugal, Romania, Russia, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Ukraine, United Kingdom.

COMPANY NAME BCD Holdings N.V Europalaan 400 - 3526 KS Utrecht The Netherlands

www.bcdtravel.com Phone 1: +31 20 562 1800 Phone 2: 44 20 73 09 37 25 E-mail: Tony.McGetrick@bcd.co.uk

ACTIVITY Core activity: Travel Management Company GEOGRAPHICAL COVERAGE Countries Present: Austria, Belgium, Denmark, Finland, France, Germany, Hungary, Ireland, Eire, Italy, Netherlands, Norway, Poland, Portugal, Romania, Russia, Spain, Sweden, United Kingdom, United States

COMPANY NAME Carlson Wagonlit Travel Maple House, High Street EN6 5RF - Potters Bar UK

www.carlsonwagonlit.com Phone: 020 3353 0340 E-mail: uksalessupport@carlsonwagonlit.co.uk

ACTIVITY Core activity: Travel Management Company GEOGRAPHICAL COVERAGE Countries Present: Austria, Belgium, Bosnia and Herzegovina, Bulgaria, Canada, Croatia/Hrvatska, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Georgia, Germany, Greece, Hungary, Iceland, Ireland, Eire, Israel, Italy, Latvia, Lithuania, Luxembourg, Macedonia, Moldova, Monaco, Montenegro, Netherlands, New Zealand, Norway, Poland, Portugal, Romania, Russia, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey, Ukraine, United Kingdom, United States

COMPANY NAME Hogg Robinson Group Global House, Victoria Street, Basingstoke, Hampshire RG21 3BT United Kingdom

www.hrgworldwide.com E-mail: info@hrgworldwide.com Phone: 01256 312 600

ACTIVITY Core activity: Travel Management Company GEOGRAPHICAL COVERAGE Countries Present: Austria, Belgium, Denmark, Eastern EU, Finland, France, Germany, Greece, Ireland, Italy, Luxembourg, Netherlands, Norway, Portugal, Romania, Turkey, United Kingdom.

smart mobility management - n째10 I 54

Company

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Eastern EU

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CH

Scandinavia

UK

URL

FCM Solutions

http://in.fcm.travel/eng/home.html

PORTMAN TRAVEL

www.portmantravel.com

Globalstar

www.globalstartravel.com

Radius Travel

www.radiustravel.com

Egencia

www.egencia.fr

Hillgate Travel Management

www.hillgatetravel.com

ATPI International

www.atpi.com

BSI and Capita Travel

www.capitabusinesstravel.co.u

Appointment Group

www.appointmentgroup.com

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BUSINESS SOLUTIONS

Mobility directory

BUSINESS TRAVEL Self Booking Travel and Expense Tools: Joining up the dots for the perfect trip The self booking travel and expense marketplace is one of the most exciting areas on the journey towards integrated mobility management. These corporate booking tools, implemented alongside the services provided by a Travel Management Company, enable a traveller to book, take ownership and manage a travel itinerary online. Alongside the travel planning and booking element, some of the providers in this marketplace offer automated expenses processing solutions that enable organisation’s to reconcile invoices and improve their workflow management.

The self booking tool marketplace has, in the past, offered information on a single mode of travel based on point to point journeys – for example information on airlines that offer services between two cities, alongside flight times and prices. Over the past couple of years however, incumbents and new entrants have begun to enhance the scope of services on offer.

For example, it is possible with some suppliers to compare and contrast multiple modes of travel based on pre-determined criteria along with in house and pay as go video-conferencing and tele-presence suites. Perhaps more impressively, a tool that presents door to door travel solutions, incorporating every stage of the trip and presenting travel options as diverse as air travel through to a city’s bike hire scheme is now available.

The self booking tool marketplace is the coal face of integration and is the technology interface that can make mobility management happen. This marketplace is driving increased awareness of mobility management in the era of Managed Travel 2.0 and the value that can be created. It will be an exciting space to watch over the next few years.

COMPANY NAME Amadeus C/ Salvador de Madariaga 1 E- 28027 Madrid Spain ACTIVITY Core activity: Self Booking & Expense Tools GEOGRAPHICAL COVERAGE Countries Present: Worldwide HQ CONTACTS Phone 1: +34 91 582 0100 Phone 2: +34 91 582 0188 E-mail: sales@amadeus.com

smart mobility management - n°10 I 56

www.amadeus.com E-mail: charper@uk.amadeus.com

COMPANY NAME www.kds.com Phone: 01784 450400 E-mail: eross@kds.com

KDS UK LTD 18-20 Church Street TW18 4EP - Staines United Kingdom

ILITY MOB ATOR R G E T IN

ACTIVITY Core activity: Self Booking & Expense Tools GEOGRAPHICAL COVERAGE Countries Present: Austria, Belgium, Bosnia and Herzegovina, Bulgaria, Canada, Croatia/Hrvatska, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Georgia, Germany, Greece, Hungary, Iceland, Ireland, Eire, Israel, Italy, Latvia, Liechtenstein, Lithuania, Luxembourg, Macedonia, Moldova, Monaco, Montenegro, Netherlands, Norway, Poland, Portugal, Romania, Russia, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey, Ukraine, United Kingdom, United States MOBILITY PRODUCT - SERVICE - TOOLS • KDS Neo - Door-to-Door Travel and Expense Management • KDS Flex T&E • KDS Travel & Expense Management HQ CONTACTS Mr Stanislas BERTELOOT - Vice President E-mail: sberteloot@kds.com Phone: +33 1 46 29 25 00

COMPANY NAME routeRANK Ltd Parc Scientifique EPFL, Building PSE-C 1015 Lausanne Switzerland

www.routerank.com Phone: +41 21 693 12 58 E-mail: info@routerank.com

ILITY MOB ATOR R G E T IN

ACTIVITY Core activity: Self Booking & Expense Tools GEOGRAPHICAL COVERAGE Countries Present: Austria, Belgium, Bosnia and Herzegovina, Bulgaria, Canada, Croatia/Hrvatska, Cyprus, Czech Republic, Denmark, Estonia, Finland, France, Georgia, Germany, Greece, Hungary, Iceland, Ireland, Eire, Italy, Latvia, Liechtenstein, Lithuania, Luxembourg, Macedonia, Moldova, Monaco, Montenegro, Netherlands, Norway, Poland, Portugal, Romania, Russia, Serbia, Slovakia, Slovenia, Spain, Sweden, Switzerland, Turkey, Ukraine, United Kingdom, United States.

MOBILITY PRODUCT - SERVICE - TOOLS routeRANK Ltd HQ CONTACTS Mr Jochen MUNDINGER E-mail: info@routerank.com Phone: +41 21 693 12 58

Company

BE

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DE

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Eastern EU

ES

CH

Scandinavia

UK

URL

MobileXpense SA

www.MobileXpense.com

Traveldoo

www.traveldoo.com

Waymate

www.waymate.de

Get There

http://fr.getthere.com

Concur

www.concur.com

TravelHUB

ITY MOBILATOR INTEGR

http://www.sos4business.uk.com/sostravel-hub-(1)/sos-travel-hub-.aspx

smart mobility management - n°10 I 57

BUSINESS SOLUTIONS

Mobility directory

BUSINESS TRAVEL Rail Travel: Downward trend in travel times entice the business traveller With a downward trend in travel times rail travel has become a serious competitor for the short haul air travel. A web of high speed tracks have spread out across Europe enabling efficient cross border travel with the added advantage that travellers avoid the hassle of airport security checks and check in times.

With spacious seating and internet connections the rail carriage has become a place where business travellers can work whilst they travel. As the distribution channels used by Travel Management Companys have evolved to integrate rail and allow effective comparison with air travel, the visibility and attractiveness of the train as a mode of for the business trip is increasing.

The emergence of corporate mobility budgets and the inclusion of train travel as a service offering of some car leasing companies is leading to travellers plugging together the car and the train to create the perfect end to end trip.

The challenge for travellers however, is completing the last few kilometres of the journey from the station to the business meeting.

With rail companies like Deutsche Bahn and NS Business piloting solutions like car sharing, bike hires schemes and pre-booked taxis at stations, and end to end trips being presented by corporate booking tools, it is now possible to plan a complete journey that incorporates multiple modes of travel through a single booking platform. All aspects of a trip are being made simpler for the traveller and therefore more attractive.

Pioneering operator, NS Business in the Netherlands, has partnered with Regus to integrate workspace and within its multi model NS Business Card. This is mobility integration in practice.

COMPANY NAME Deutsche Bahn Potsdamer Platz 2 - D-10785 Berlin Germany

www.bahn.de Phone: +49 30 297-61480

ACTIVITY Core activity: Rail Travel GEOGRAPHICAL COVERAGE Countries Present: Belgium, France, Germany HQ CONTACTS Mr Oliver SCHMIDT - Director Int’l Sales UK, Ireland and Northern Europe at DB Bahn Sales E-mail: oliver.schmidt@bahn.co.uk Phone: 0044 20 8339 4709

smart mobility management - n°10 I 58

COMPANY NAME www.eurostar.com E-mail: uk.sales@eurostar.com

Eurostar International Ltd Times House, Bravingtons Walk, London N1 9AW, England

ACTIVITY Core activity: Rail Travel GEOGRAPHICAL COVERAGE Countries Present: Belgium, France, United Kingdom HQ CONTACTS Mr Darren William - Head of Global Sales E-mail: darren.williams@eurostar.com

COMPANY NAME www.thalys.com Phone: +32 (0)2 548 06 00 E-mail: Camille.Portejoie@thalys.com

Thalys International SCRL/CVBA Place Stéphanie 20 - 1050 Bruxelles Belgique

ACTIVITY Core activity: Rail Travel GEOGRAPHICAL COVERAGE Countries Present: Belgium, France, Germany and The Netherlands HQ CONTACTS Mr Jean-Pierre Martin - Head of Sales at Thalys International E-mail: jpm@thalys.com https://www.thalys.com/be/fr/business

Company

BE

FR

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

DSB

www.dsb.dk

East Coast

www.eastcoast.co.uk

EC (EuroCity)

www.eurocity.be

1.5x

www.tgv-lyria.com

Lyria Hauteur THALYS =

NMBS/SNCB (Belgian) NS Business SJ

x

www.sncb.be www.ns.nl

ITY MOBILATOR INTEGR

1.5x

www.sj.se

TGV – SNCF

www.voyages-sncf.com

Trenitalia

www.trenitalia.com/

Virgin

www.virgintrains.co.uk

OuiGO

www.ouigo.com

smart mobility management - n°10 I 59

BUSINESS SOLUTIONS

Mobility directory

BUSINESS TRAVEL Air Travel: Demand Management, Ancillary Fees and Climate Change Research by KPMG into airline unit costs reveals that the difference between the cost base of low cost carriers (LCCs) and legacy airlines has narrowed dramatically over the last six years.

From a customer perspective, the distinction between the two business models for short haul flying is increasingly irrelevant as traditional flag carriers’ short haul operations now compete head to head with the LCC’s point to point services.

The 2013 Airline Disclosures Handbook, which reviews the financial reports of the world’s top 25 airlines and six of the largest low cost airlines, shows that the cost gap between legacy and low cost carriers has narrowed from 3.6 to 2.5 US cents per Available Seat Kilometre (ASK) between 2006 and 2011, a reduction of over 30 percent.

Carlson Wagonlit Travel has predicted that average airline ticket prices will increase slightly in EMEA in 2013, despite the continuing and potentially deepening economic uncertainty throughout the region. With pressure on budgets demand management techniques will continue to evolve as buyers seek out savings.

Ancillary fees, once limited to the low cost carriers segment, have become part of the everyday business model for all airlines and will be continue to be an area of focus for travel managers. Amadeus predicted revenue of $36.1 billion from ancillary fees in 2012 – an increase on 11% on the previous year.

Finally, the environmental agenda will again come to the fore in 2013 following the EU decision to postpone the planned extension of rules that required non EU airlines to pay for their carbon emissions. The so called “stop the clock” deal demands that the International Civil Aviation Authority delivers a global framework for managing aviation’s emissions by the end of 2013.

COMPANY NAME Air France KLM 2 rue Robert Esnault Pelterie - 75007 Paris France

www.airfrance.com

ACTIVITY Core activity: Airlines GEOGRAPHICAL COVERAGE Countries Present: Belgium, Eastern EU, France, Germany, Italy, Netherlands, Scandinavia, Spain, Switzerland, United Kingdom.

COMPANY NAME British Airways Waterside (HAA3), Harmondsworth London UB7 0GB United Kingdom

www.britishairways.com

ACTIVITY Core activity: Airlines GEOGRAPHICAL COVERAGE Countries Present: Belgium, Eastern EU, France, Germany, Italy, Netherlands, Scandinavia, Spain, Switzerland, United Kingdom.

smart mobility management - n°10 I 60

COMPANY NAME Lufthansa Von-Gablenz-Strasse 2-6 - 50679 Cologne Germany

www.lufthansa.com Phone: +49 69 696 0 E-mail: Gudrun.gorner@DLH.de

ACTIVITY Core activity: Airlines GEOGRAPHICAL COVERAGE Countries Present: Belgium, Eastern EU, France, Germany, Italy, Netherlands, Scandinavia, Spain, Switzerland, United Kingdom.

HQ CONTACTS E-mail: uk.sales@dlh.de Phone: 44 208 750 3400

Company

BE

FR

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

Airberlin PLC & Co (79)

www.airberlin.com

Air Italia

www.alitalia.com

Brussels Airlines

www.brusselsairlines.com

Easyjet

www.easyjet.com

Eithad

www.etihad.com

Emirates

www.emirates.com

Finn Air

www.finnair.com

Qatar

www.qatarairways.com

RyanAir

www.ryanair.com

SAS

www.flysas.com

Turkish Airlines

www.turkishairlines.com

Virgin

www.virgin.com/gateways/ virginairlines

smart mobility management - n째10 I 61

BUSINESS SOLUTIONS

Mobility directory

BUSINESS TRAVEL Payment and Expense Solution: From Payment to Mobility Cards?

The diverse and fragmented nature of the mobility supply chain means that identifying the total cost of a trip or an individual’s annual mobility costs is perennial challenge. The data obtained from payment and expenses solutions can be used to paint a picture of the total cost of mobility.

The total cost of mobility is the starting point of a mobility management strategy. There are a host of solutions available from payment providers with each designed to meet the needs of a particular market. A single card that can be used to pay for all modes of mobility and consolidates data presents a mechanism calculate the total cost of a business trip. This is where the mobility card offers a solution. By enabling employees to pay for all their mobility needs through a single card it is possible to monitor expenditure against a mobility budget.

The mobility card of today is designed for localised public transport systems. Innovation in smart usage and mobile payment has the potential to extend its reach to all aspects of corporate mobility.

Company

BE

FR

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

Airplus

https://www.airplus.com

American Express

www.americanexpress.be

Barclaycard

www.barclaycard.com

Diners

www.dinersclubinternational.com

Mastercard

www.mastercard.com

Mobility Mixx

ITY MOBIL OR RAT INTEG

smart mobility management - n°10 I 62

www.mobilitymixx.nl

BUSINESS TRAVEL Ground Transportation: Supporting the end to end journey The last few kilometres of the journey has long been an area of unmanaged expenditure. With pressure on budgets organisations have upped their interest in all areas of expenditure in an attempt to manage the total cost of mobility.

Taxis and chauffeur hire is one area that has come under scrutiny. Suppliers have responded offering booking and billing information in consolidated management information reports that present mobility managers with tools to better understand, manage and contain ground transportation costs.

Global Distribution Systems have partnered with ground transportation aggregators so air, rail, hotel and ground transportation needs for a trip are now plugged together within a single booking solution.

Not surprisingly the smartphone is getting in on the act too and a taxi can be booked with a few swipes of an screen. Combined with in car connection these solutions are enabling operators to optimise vehicle allocation and therefore reduce costs and travel times for corporations and their travellers.

Company

BE

FR

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

Cabforce

https://cabforce.com

Click a Taxi

www.clickataxi.com

Ground Scope

www.groundscope.co.uk

Kabee

www.kabbee.com

Snap Car

www.snapcar.com

smart mobility management - n째10 I 63

BUSINESS SOLUTIONS

Mobility directory

BUSINESS TRAVEL Hotel Booking Agents: Focusing in on the Total Cost of Accommodation With hotel expenditure spread across many brands in different locations corporate buyers are seeking to build a better understanding of their hotel usage in an attempt to identify opportunities for savings and improve negotiating power with suppliers.

For hoteliers the level of competition in a slowing economy has intensified the importance of retaining existing customers. This, in turn, has created a market where buyers are focusing in on ancillary costs of their hotel programmes with the aim of reducing the total costs of accommodation. As such, the inclusion of ancillary items like WiFi, breakfast and car parking within negotiated rates has become a top target for corporate buyers.

With increased levels of traveller mobility the importance of providing travellers with “on the go” hotel booking and management tools has led to an increase in mobile applications from HBAs. For a mobility manager, tasked with sourcing corporate workspace solutions for an increasingly mobile workforce, the inclusion of meeting space requirements alongside hotel accommodation needs in tender documents could present a winning strategy for buyers and lead to innovation in the HBA market.

Company

BE

FR

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

Hotel and Travel Solutions

www.hotelandtravelsolutions.co.uk

Hotelscene

www.hotelscene.co.uk

Hotelzon

www.hotelzon.com

HRS

www.hrs.com/

Laterooms.com

www.laterooms.com

Roomex.com

www.roomex.com

smart mobility management - n°10 I 64

WORKSPACE & MEETINGS Smart Office Solutions: The rise of third place working Across Europe companies and public administrators are promoting flexible working to reduce the negative impacts of car commuting - congestion, pollution and inefficient use of employee time.

Today it is possible to work in a business centre at a petrol station in Germany, a motorway service station in France and at the premises of an office and stationary retailer in the United Kingdom. These are just a few examples of ‘third place’ working environments that are springing up across Europe to cater for the growing demands of a flexible and mobile workforce.

A third place is somewhere that an employee works aside from the company office or their home. Third places can include dedicated business centres, clubs, libraries and informal areas such as coffee shops.

Business centres offering third space working solutions operate in a similar way to car sharing providers. The workspace is not owned by the employee or his or her company – the space is shared between multiple users for a specified time period. An employee simply books a space, enters, connects to the internet, works and then departs.

Third places are another example of collaborative consumption culture that is changing how products and services are used by companies and individuals.

Company

BE

FR

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

Alliance Business Center

www.abcn.com

Excellent business center

www.excellent-bc.de

Instant offices

www.instantoffices.com

Matchoffice

www.matchoffice.com

Mobispot sprl

www.mobispot.be

MWB Business Exchange

www.mwbex.com

Office Brokers.com

www.officebroker.com

Regus

www.regus.com

Your Office Agent w-work

www.w-work.nl

smart mobility management - n°10 I 65

BUSINESS SOLUTIONS

Mobility directory

WORKSPACE & MEETINGS Collaboration Software: Sharing voice and video McKinsey, the management consultancy, released research into employee productivity earlier this year finding that the average interaction worker spends an estimated 28 per-cent of the workweek managing e-mail and nearly 20 per-cent of their time looking for internal information or tracking down colleagues. The study concluded that the average worker spends just 39% of their time fulfilling role specific tasks.

To optimise employee productivity organisations are looking to create faster and more effective collaboration solutions. Web meetings, webcasting, conference calling alongside desktop and tablet based video solutions enable employs to interact with each in real time, reduce the time spent managing emails and travelling for meetings.

Email is now an older technology and the use of collaboration tools, alongside social networking solutions, is one way that businesses are seeking to improve efficiency. As one part of the mobility managers toolkit the use of collaboration software enables employees to talk with local and distant colleagues through an internet connection, and offers an alternative to travel.

McKinsey warns that the successful implementation of collaboration software requires the full participation by employees. The report concludes that achieving this “will be far more challenging than implementing the technologies themselves.”

Company

BE

FR

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

ACT Conferencing

www.actconferencing.com

Arkadin

www.arkadin.com

BT Conferencing

www.btconferencing.co.uk

Cisco Webex

www.webex.co.uk

Citrix Online

www.citrixonline.com

Intercall

www.intercall.com

Microsoft

www.microsoft.com

PGI Global

www.pgi.com

Vidyo

www.vidyo.com

smart mobility management - n°10 I 66

WORKSPACE & MEETINGS Video-conferencing and Telepresence: Video goes mobile In 2013 high end video is no longer reliant on investment in a dedicated video suite or expensive infrastructure. Wainhouse Research, in a survey of 5,000 end users, found that Desktop PCs and laptops are the most common device used for video conferencing (71% of respondents), followed by room/group video systems (65%), tablets (34%) and smartphones (33%).

Almost a quarter of users interact with video on a daily basis and the fastest growing video conferencing environment is “on the road” - which includes airports, hotels and client sites. Video is no longer simply seen as a tool that can be used to manage travel demand. Its adoption and utilisation by corporates has seen new uses materialise – it is a ‘what if’ technology.

The top benefits of video conferencing were increased efficiency/productivity (94 percent), followed by increased impact of discussions (88 percent), expedited decision making (87 percent), and reduced travel costs (87 percent).

COMPANY NAME CISCO Corporate Headquarters 170 West Tasman Dr. San Jose CA 95134 USA

www.cisco.com Phone: 1-800-553-6387 E-mail: ndaffnay@cisco.com

ACTIVITY Core activity: Video-conferencing and Telepresence GEOGRAPHICAL COVERAGE Countries Present: Belgium, Eastern EU, France, Germany, Italy, Netherlands, Scandinavia, Spain, Switzerland, United Kingdom.

HQ CONTACTS Mrs Christie Blair - Senior Vice President and Chief Marketing Officer E-mail: blcrist@cisco.com Phone: +1 408 525-4856 COMPANY NAME Polycom 270 Bath Road Slough Berkshire SL1 4DX United Kingdom

www.polycom.com Phone: +44 (0) 1753 723000

GEOGRAPHICAL COVERAGE Countries Present: Belgium, Eastern EU, France, Germany, Italy, Netherlands, Scandinavia, Spain, Switzerland, United Kingdom.

HQ CONTACTS Mr Chretien van der Aa - Vice President Sales, Benelux

COMPANY NAME Tata Communications Anwar Hasan, head 18, Grosvenor Place - London SW1X 7HSc United Kingdom

www.tatacommunications.com Phone: +44 (20) 7235 8281

GEOGRAPHICAL COVERAGE Countries Present: France, Germany, Poland, Spain, United Kingdom.

HQ CONTACTS Mr Sameer KANSE - Head Products & Commercial – Global Media and Entertainment Solution E-mail: Sameer.kanse@tatacommunications.com

smart mobility management - n°10 I 67

BUSINESS SOLUTIONS

Company

BE

FR

Mobility directory

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

AVEX België

www.avex.be

Taj Hotels

www.tajhotels.com/Luxury/Index.html

Eye Network

www.eyenetwork.com

Why go

www.whygo.net

Tpex

www.tpex.eu

Videonations

www.videonationsltd.co.uk

WORKSPACE & MEETINGS Connectivity: Enabling the workforce to work on the move According to research from the International Data Corporation (IDC) the mobile workforce in Europe, the Middle East and Africa (EMEA) will grow from 186.2 million in 2010 to 244.6 million by 2015.

As the nature of workspace evolves an ever increasing array of mobile devices are being used to optimise employee productivity. As anywhere working becomes the norm rather than the exception, the costs of connecting flexible and remote workers will become an increasingly important line in the budget for corporations to manage.

Mobile operators expect revenue from data to outstrip voice calls by 2018. As a result the proactive management of data charges particularly in respect of international roaming – is likely to rise up the corporate agenda.

Unless clear lines of ownership of connectivity are established, and on-going monitoring solutions are put in place there is a risk that the cost of connectivity could lead to an unpleasant surprise for a traveller – and the business.

Company

BE

FR

DE

IT

NL

Eastern EU

ES

CH

Scandinavia

UK

URL

Uros Ltd

www.uros.com

LycraMobile

www.lycamobile.com

Roaming Expert

www.roamingexpert.com

Truphone

www.truphone.com

smart mobility management - n°10 I 68

Consultants: Offering a fresh perspective Organisations often need a fresh set of eyes to identify opportunities and then the skillset of sector specialists to realise them. With their in depth sector specific knowledge and awareness of best practice solutions, consultants can be a valuable temporary resource when change is the order of the day.

Consultants benefit from a breath of experience gained across different industry sectors and their continuous exposure to a specific market and its nuances is where value is added. Whilst they may not fully understand the ins and outs of your business they are able to bring their expertise to a project and break the “We’ve always done it this way” mentality.

By apply lessons learnt from past projects the right consultant brings a proven step by step approach ensuring common pitfalls are avoided and projects are delivered on time and on budget.

COMPANY NAME Athlon Mobility Consultancy Leuvensesteenweg 325/4 - 1932 Zaventem Belgium

www.athlonmobilityconsultancy.com Phone: +32 2 7114500 E-mail: info@athlonmobilityconsultancy.com

ILITY MOB ATOR GR INTE

ACTIVITY Core activity: Consultancy

Other activities: Mobility Integrators

GEOGRAPHICAL COVERAGE Countries presence: The Netherlands, Belgium, Luxembourg, France and Germany.

MOBILITY PRODUCT - SERVICE - TOOLS Momas, Mobility Audit, Fleet & Car Policy Review HQ CONTACTS Mr Johan SERRIEN - Mobility Operations E-mail: jserrien@athlonmobilityconsultancy.com Phone: +32 474974921

Mr Alexander PRINSSEN - Vice President E-mail: aprinssen@athlonmobilityconsultancy.com Phone: +31 6 51304390

Company

BE

FR

DE

IT

NL

Eastern EU

ES

CH Scandinavia

UK

URL

3SIXTY Global

www.3sixty-global.com

Allo Car Concept

www.allocarconcepts.nl

ARI - Automotive Resources International

www.arifleet.com

Bynx

www.bynx.com

TCOPlus bvba

www.tcoplus.com

Dagintra Fleet Services

www.dragintra.com

Ernst & Young Core Business Services

www.ey.com/be

eVjump

www.evjum.eu

Fleet&DriverCare bvba

www.fleetanddrivercare.be

Fleet & Mobility Consultancy

Mobiliteitexpert.nl

Fleetcompetence europe GmbH

www.fleetcompetence.com

Fleet Logistics

www.fleetlogistics.com

FleetVision bvba

www.fleetvision.biz

Mobilitas

www.mobilitas.be

Mobility International Inc.

www.mobility-international.com

Traject-Mobility Management SA

www.traject.be

VIM

www.vim.be

smart mobility management - n°10 I 69

BUSINESS SOLUTIONS

Hertz on Demand with Lufthansa

On Demand with Lufthansa Lufthansa has signed a contract with Hertz Corporation that will see Hertz on Demand car sharing offered to its employees at three major airports. The prestigious contract significantly increases Hertz on Demands presence in the corporate car sharing market.

L

ufthansa, the German airline, has announced that The Hertz Corporation’s car sharing business, Hertz on Demand, has won the contract to supply shared vehicles to airlines employees. The 3 year deal will see Hertz provide more than 1000 vehicles to Deutsche Lufthansa and its partner firms at the airline’s airports in Frankfurt, Munich and Hamburg. Hertz will also be responsible for maintaining and managing the Lufthansa’s carpool booking system.

Ralf Diederichs, Head of Travel Management & Mobility Services said, “The Lufthansa Carpool is an attractive offering for our employees. With its unique car sharing technology, wide range of vehicles and 24/7 service, Hertz On Demand provides us with the right answer for the mobility needs of our personnel.”

Offering employees choice and one way car sharing The Lufthansa CarPool will offer the airlines employees a wide selection of vehicles including Fiat 500s and Ford Fiestas, station wagons and SUVs all the way though to seven-seaters or transporters. The airlines employees will also be able to take advantage of one way rentals between Lufthansa CarPool locations and all the vehicles will be available for either short or long-term rental.

The car pool has been designed to offer Lufthansa and its partners a “24/7 365” service. The vehicles are enabled with an RFID chip so they can be hired, used and returned to carpool locations at any time. After signing up for the service Lufthansa employees will be able to book a Hertz on Demand vehicle over the internet, at airport terminals or via an iPhone app.

To give confidence in the scheme and encourage participation cabin crew will be guaranteed a car in the economy class whenever it is needed. In the event of a shortage, cabin crew will receive a free upgrade. The Lufthansa car pool allows vehicles to be booked to six months in advance and they can be cancelled for free at any point up until the start of the hire period.

smart mobility management - n°10 I 70

Airports are emerging as the new battleground for car sharing.

«The agreement with Lufthansa increases Hertz on Demands presence in the corporate car sharing marketplace with its overall fleet size rising by 62.5% to 2,600 vehicles.»

Hertz significantly increases its presence The agreement with Lufthansa increases Hertz on Demands presence in the corporate car sharing marketplace with its overall fleet size rising by 62.5% to 2,600 vehicles. Hertz on Demand currently has 230,000 members at over 800 locations worldwide.

Chairman and CEO of Hertz Corporation, Mark P. Frissora, said: “Our innovative Hertz On Demand car share concept proved compelling to Lufthansa because it provides the ideal solution for the individual mobility needs of airline staff.”

Competition in car sharing growing Airports are emerging as the new battleground for car sharing.

Hertz has an agreement to service the needs of employees at Heathrow Airport, London and also offers car sharing at New York, Boston and Washington DC airports. Zipcar has started rolling out car sharing at US Airports and says that it plans to continue doing so in 2013. Europe airports are likely to be next.

Jonathan Green

BUSINESS SOLUTIONS

Urban Mobility

The Future of Urban Mobility A smartphone booking platform that holds information on multiple modes of city-wide travel, identifies the most efficient ways of travelling from A to B and enables a user to search and book different travel options with a simple swipe sounds like a solution upon which the future mobility needs of urban areas will be based.

A

modern city offers its residents an increasing array of potential travel options. From buses and trains, trams and taxis through to car and bike sharing, the mobility provision in European cities is diversifying. The challenge is joining together city wide transport solutions in a integrated and seamless way to offer efficient ways of travelling from A to B. Moovel - Integrating options Moovel, a product from Daimler Mobility Services, is a pilot smartphone application that is exploring this space in two German cities, Berlin and Stuttgart. Moovel joins together localised transport options and makes suggestions to the user on the most effective and efficient way of travelling from A to B. The name moovel, containing the terms “move”, “well” and “nouvelle”, represents “moving ahead well” in urban areas and brings together the following modes of travel: > Public Transport Real time information on bus and rail services; > Car Sharing Daimler’s car sharing solution, Car2go is integrated into the application offering moovel’s users the option of renting a smart vehicle by the minute; > Ridesharing Ridesharing options are offered by carpooling.com thereby enabling inhabitants to plan local or longer journeys trips. It offers the possibility of ride-sharing in a car sharing solution; > Taxi Taxi services are offered in collaboration with MyTaxi, a smartphone based taxi booking solution. My Taxi offers business accounts monthly billing that can be allocated to projects or account codes;

Moovel enables users to plug and play with different modes of city transport.

> Walking With maps of the city walking options, often the forgotten mode of mobility in the city, are presented.

Moovel enables users to plug and play with different modes of city transport to create the end to end trip – removing the challenges of ‘planning for the last mile’. It enables the user to compare and contrast travel modes to find the most suitable option and in this way it is a mobility integrator.

Keeping it simple Moovel makes the integration of different modes of travel seamless and simple for a user. By logging into the Moovel platform a user could, for example, plan to car pool to the train station, then jump on a train, hire a shared car at the station before completing the final leg of the journey on foot. All this functionality is delivered through a single platform.

Jonathan Green

«Moovel is demonstrating what integrated transport planning could offer for the urban traveller of the future.»

smart mobility management - n°10 I 71

BUSINESS SOLUTIONS

ALD Automotive

ALD Automotive More than just a car leasing company In an exclusive co-operation agreement with MobiSPOT, the Belgium platform providing teleworking solutions, ALD Automotive Belgium will offer workspace solutions in a single package alongside its car leasing services.

A

LD Automotive has traditionally been seen as a car leasing provider offering vehicle solutions to clients. It will no longer be limiting itself to solely the sale of leasing contracts according to Pierre-Yves Meert, Smart Mobility Consultant Benelux after ALD Automotive signed an exclusive co-operation agreement with MobiSPOT. ALD will be offering access to business centres bringing together the car and workspace solutions in a single, integrated, package.

Pierre Vreuls, CEO of Mobispot, launched the reservation platform in the spring of 2012 with the aim of creating a workplace for teleworkers fifteen minutes away from any location in Belgium. By June 2013, the company plans to have about 50 “Mobi Spots” with 500 workstations and 150 meeting rooms.

Meert said, “Anyone who thinks that this service is far from our core business is mistaken. We must continuously evolve and adapt to meet the expectations of clients.” This move from ALD is a clear example of how integration is changing the scope of supplier offerings and how new value propositions are emerging in the car leasing market.

The rise of Mobility Budgets “Businesses are thinking more and more about a mobility budget” adds Meert. For an organisation to effectively manage a mobility budgets organisations need suppliers that integrate different service offerings and allow value to be presented holistically. ALD’s collaboration with Mobispot is an example of this and supports a shift amongst corporation’s and suppliers towards innovative mobility integration.

Meeting the needs of new markets Traffic congestion, rising business costs, climate change and changing population demographics, aligned with developments in working practices, is changing the way that organisations operate. As technology changes the nature and scope of work space organisations are seeking to optimise employee productivity by enabling anywhere, anytime working.

As smart working practices and solutions grow in popularity, and companies develop mobility budgets to take advantage of new ways of working, ALD Automotive is positioning itself to support clients manage their total mobility needs. Meert explains “ALD Automotive is not just a leasing company, we also offer alternative and innovative concepts, that provide the employer and the employee with the best solution.”

ALD’s partnership with Mobispot will help companies not only work differently, but also help them to raise awareness and evidence the value that new workspaces can deliver. With time savings, higher productivity levels, improved “work / life balance” and reduced emissions the employer and the employee can benefit.

smart mobility management - n°10 I 72

With a pre-paid credit clients simply enter MobiSPOT locations, plug in and work. The workstations can be pre booked for a few minutes or as long as the user requires.

Jonathan Green

«Anyone who thinks that this service is far from our core business is mistaken.»

BUSINESS SOLUTIONS

Industry News

Ford2GO launched in Germany Ford Motor Company is launching FORD2GO, a nationwide dealership led car sharing program in Germany. FORD2GO will be rolled out with more than 500 cars expected to be made available from 50 dealerships by the end of the year.

Bernhard Mattes, chairman of Ford of Germany and vice president, Ford Customer Service Division, Ford of Europe, said. “As a company, we are committed to a collaborative and integrated approach to future mobility, and the FORD2GO service is another significant step in exploring exactly how that future could look.”

Streetline for Parker win Smart Cities award Streetline’s smart parking solution, Parker™ which aims to make the search for a parking spot a thing of the past, has won the GSMA Mobile Smart Cities award. The app features real time parking availability via Streetline’s vehicle detection sensors, as well as providing information on parking locations, hours, rates andmobile payments. The GSMA judges’ commented that “Smart parking is a good example of how new services are evolving for cities based on sensor technologies and mobile communications. This innovative application addresses a complex area and allows for interesting new business models”.

De-Lycrafy Cycling in London

Aberdeen and Zagreb win EU sustainable mobility awards The EU commission has awarded Aberdeen the top honour in the Sustainable Urban Mobility Plans Award ahead of two other finalists: Ljutomer (Slovenia) and Toulouse (France). Vice-President Siim Kallas, responsible for Transport, said: “Aberdeen and the other finalists are at the forefront of an EU-wide drive to incorporate sustainability into urban mobility planning”. Zagreb (Croatia) was described by the commission as a “rising star” in the field of sustainable urban mobility winning the 2012 European Mobility Week Award.

London will invest nearly €1 billion in cycling over the next decade. Boris Johnson, the Mayor of London said, “I want to de-lycrafy cycling. I want to make it normal, something for everyone, something you feel comfortable doing in your ordinary clothes.” Transport for London is conducting off-site trials of new, cyclist-friendly innovations, such as “Dutch-style” roundabouts, eye-level traffic lights for cyclists and new 20mph speed limits for all traffic will be introduced where cycling improvements are planned. A trial of electric bikes will be conducted, including a small self-contained public electric bike hire scheme.

Millennials more dependant on mobiles than cars Zipcar has released the findings of an independent study which examines the attitudes and behaviours of Millennials (18-34-yearolds) related to urban transportation, technology and car ownership. Nearly two in three (65 percent) of Millennials say losing their phone (30 percent) or computer (35 percent) would have a greater negative impact on their daily routine than losing their car (28 percent). Overall, the study found that the increasing availability of on-demand mobility services (such as car sharing, ride sharing and vehicle sharing) helps many Millennials drive less and makes it easier to for them to live without owning a car.

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BUSINESS SOLUTIONS

Industry News

Hybrid meetings and events on the rise

A CWT survey of 800 Global Travel Managers has found optimising Meetings and Events (M&E) expenditure will be an action for travel managers in 2013, with over half planning to increase the use of virtual technology to improve operational and environmental performance. The TMC believes that companies will increasingly integrate technology into live in person events creating hybrid meetings, where people meet face to face and other participants enter by video-conferencing.Thierry Dugent, CWT Vice President Meetings and Events, EMEA, said “A third party full service meetings and event agency can be a useful partner co-ordinating efforts between the different stakeholders not only for hybrid events but the entire strategic meetings management strategy.”

Concur acquires conTgo in search for the Perfect Trip

Concur has it acquired privately-held conTgo, a cloud-based mobile communications and messaging platform for the global travel industry. Speaking about the acquisition Michael Hilton, EVP of Product Strategy at Concur, said, “We continue to seek out game-changing technologies that enhance the business travel experience and advance our vision for the Perfect Trip.” ConTgo and concur solutions will allow travel plans to be made around colleagues so that everyone can stay in the same hotel and/or city and carpool with colleagues.

Thalys selects Amadeus

Amadeus and Thalys have announced a partnership agreement to distribute Thalys’ services through Amadeus’ global distribution system, starting in Germany. Scheherazade Zekri-Chevallet, Chief Commercial and Marketing Officer, Thalys, commented “This agreement will allow us to compete with short-haul air travel, facilitating travel agents’ access to our public and corporate fares, and schedules whilst giving Thalys access to new revenue opportunities.”

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Harman signs up to Virtual Meetings

Harman employees around the globe will be able to reserve virtual meeting rooms as easily as they book flights, hotels and cars in GetThere self booking tool. Harman expects Sabre Virtual Meetings to help them manage travel demand and increase use of the company’s existing investment in high-definition video conferencing assets. Sally Abella, director of Global Corporate Travel for Harman International said, “By using video conferencing for more internal meetings, we can strategically redirect travel spend to trips that are customer-facing and sales focused.”

Future of Work, Rest and Play

Microsoft has unveiled its re-imagined Envisioning Centre, which offers a hands-on experience with the future of business and leisure - and also serves as a laboratory for the company’s engineering teams. Visitors can work on interactive desks, talk with colleagues through digital walls, and cook in a Kinect-enabled kitchen. Microsoft expects thousands of customers to explore the new space each year.

“We want to excite customers about the direction we’re heading in and show that we are constantly thinking about new scenarios based on trends and real work in Microsoft Research and the business groups”, says Jonathan Cluts, director of Microsoft’s Strategic Prototyping team.

VISION

Future Mobility Integrators

New Ways to Pay: Mobile Payment Paying without cash is nothing new but it is only recently that by simply passing a smartphone over an electronic reader that a payment has become possible. What does the rise of the mobile wallet mean for corporate payment and how will mobility managers and corporate travellers benefit from this new way to pay?

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survey of buyer members of the Association of Corporate Travel Executives (ACTE) conducted by Airplus International for its research paper Mobile Payment - How It Will Transform Corporate Travel and Expense Management?, found that 53% of buyer respondents rated their knowledge of mobile payment as at beginner level, 41% rated their knowledge as moderate with only 6% rating themselves as experts.

Mobile payment is set to rise up the corporate agenda.

With up to 50% of smartphones in certain markets being NFC enabled and able to make mobile payments by 2015, engagement in how mobile payment could impact travel and mobility programmes is set to rise up the agenda. When ACTE buyers were asked by Airplus how mobile payment could benefit travellers 57% believed it would make payment more convenient with a further 32% citing reduced effort in compiling expenses.

A lack of knowledge amongst the buying community, combined with no case studies of mobile payment in action, could explain the mixed reaction from survey respondents on how mobile payment will impact the management of mobility programmes.

Of survey respondents, 17% think mobile will make management easier, 23% think it will be harder, 22% think it will be the same and the rest don’t know.

Airplus’ research cites six potential benefits that mobile payment could lead to for mobility managers and travellers: > L inkage to the expense management system - Traveller benefits: Mobile will improve on-the-spot compliance checking with the expense tools able to indicate at point of sale whether a transaction is in or out of policy. Additionally all payments transactions will appear in the travellers reporting tool in real time, supporting efficient expense management; > L inking to the expense management system - Travel manager benefits: Real time payment data capture will enable faster decision making and management at point of sale to improve compliance. The broadening scope of mobile payment will also improve spend visibility;

> O ther data improvements: Details such as project code or cost centre can be appended to on-trip payments and reconciliation of pre and on trip expenditure is made possible; > S marter payment choices: Including replacing cash which reduces security risks through to the use of multiple time limited-use cards which will enable travellers to use different cards for different projects; > I dentifying new areas of spend: Mobile payment will lead to greater visibility of spend with traditional out of pocket expenses and public transport expenditure being captured, and airline ancillary fees reconciled to tickets; > T raveller tracking: Real time logging of transaction data will make it easier and faster to track travellers movements; Jonathan Green The research report can be read at: http://airpluscommunity.com/mobilepayment/

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VISION

Urban Mobility 3.0

Welcome to Urban Mobility 3.0 These are interesting times to be researching the future of mobility. We are witnessing a combination of mega trends, infrastructure provision, and public policy impacting the way in which we move people and goods across the globe and in cities.

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hese forces are leading to industry convergence.

Transport operators, car companies, fleet/leasing companies and technology providers are increasingly collaborating with one another to offer seamless integrated travel solutions. In the freight and logistics sector, undergoing a revival on the back of online retailing, new technologies are being leveraged to increase efficiency.

Mega Trends & Impact on the Future of Mobility Frost & Sullivan’s Visionary Innovation Group research the mega trends that are impacting our future lives and business activities; a detailed overview of which can be found in Sarwant Singh’s recent book “New Mega Trends”. In my opinion, the most significant of these for mobility are urbanisation, social trends, connectivity and e-Retailing.

Cities with increasing population density and economic power create a marketplace for innovative mobility solutions.

London, for example, accounts for over 20% of the UK’s GDP despite housing 12% of the population, and continued improvements to public transport set against restrictions on private car usage have influenced how Londoners travel, most tellingly public transport now accounts for over 43% of trips compared

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to 34% by private transport. The “city as a customer” approach to mobility is also leading to new business models like car sharing, which complement the existing infrastructure and play a role in reducing car ownership.

Changing solutions in changing times If car use and congestion is to decline in cities – as is the wish of policy makers - significant social changes need to happen that lead to a paradigm shift in mobility behaviours. There are signs that this change is already taking place, with younger drivers in particular shunning car ownership in favour of car usage and mobility on demand. For example, driving license applications amongst 17-29 year olds has declined over the last decade in France, Germany and the UK, and total car sales in Europe have declined overall for the last 6 years.

Whilst much of this can be attributed to changing economic situation, the results are influencing the way in which transportation is considered. However, possibly the most influential factor impacting mobility is connectivity.

The continued proliferation of smartphones has empowered several on demand location based services to be leveraged in our mobility networks.

Alongside this, vehicles connected to infrastructure allow drivers to access

real time information on driving conditions or parking solutions for example, as well as considerably enhancing autonomy and safety solutions. Frost & Sullivan believe that all new cars will be connected by 2014, and we are seeing each OEM investigating the feasibility of completely autonomous vehicles.

Connectivity has also impacted the retail sector, with 11% of sales in 2012 being made online, and forecast to grow to over 20% by 2020. Whilst this has impacted the high street and led to several new urban logistics networks being formed, this has also started to affect the automotive sector; whilst less than 1% of cars were sold online in 2012, Frost & Sullivan forecast that this will increase to 4% by 2020, as car companies look to leverage the trend of omnichannel and digital marketing to sell more cars, at the same time as reducing overheads.

New Mobility Business Models The combination of these trends has led to numerous innovative new business models. Almost all car companies have announced car sharing services, such as Daimler’s car2go, or compact vehicles targeted at cities, ranging from micro solutions such as the Renault Twizy, to the i3 from BMW. We’re also seeing more integrated mobility solutions, such as the Daimler Moovel platform, a pilot in Stuttgart and Berlin with numerous

«The most influential factor impacting mobility is connectivity.»

Martyn Briggs is the Programme Manager for Mobility Research, in the Automotive and Transportation practice at Frost & Sullivan, a Global Research and Consulting company.

Contact Martyn via email (Martyn.Briggs@frost.com), Twitter (@ BriggsMartyn) or linked in (http:// www.linkedin.com/pub/martynbriggs/24/346/76b)

There are several disruptive and challenging forces impacting the future of mobility, and the opportunities are vast.

stakeholders (both private and public) that provides travel and booking information for several modes of travel advising on the quickest, cheapest, and most convenient way of travelling from point to point.

We’ve also seen a number of innovations in the B2B mobility market, with fleet/leasing companies such as ALD launching the Aldo, a smartphone app allowing employees to optimise their travel, and fleet managers to understand their employees travel needs more effectively, as well as bundling services such as mobile office rental. Leaseplan have developed the Mobility Mixx programme, which incorporates new car/ bike sharing services, but also packages together additional leased products (such as scooters) on flexible leasing terms.

Rail operator, NS in the Netherlands, is one of the first examples of a mobility integrator, with the NS Business Card.

This offers flexible door-to-door mobility, with a single card allowing the use of rail, scooters, taxis, car rental/sharing, and a host of additional services, such as parking and business centres for mobile working.

Exploring the territory: Urban Mobility 3.0 Workshop, June 19th & 20th There are several disruptive and challenging forces impacting the future of mobility, and the opportunities are vast. Our fifth annual workshop, “Urban Mobility 3.0: New Urban Mobility Business Models”, will discuss this landscape, offer debate and provide recommendations on how new urban mobility models can provide opportunities for government, public sector and corpora-

tions to align their future mobility vision, products, and services toward customers’ unmet needs.

The workshop will also debate the role of public transport, specifically bus and rail, and how low-emission vehicles can provide the sustainable transport solutions of the future, and look at “wild innovation”, such as micro mobility, personal rapid transit (PRT), autonomous driving, and the resulting commercialisation opportunities.

Martyn Briggs

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VISION

Mobility powers ahead

Barriers on electric avenue but mobility powers ahead KMPG reports that with fuel efficiency the number one priority for consumers, enthusiasm for the electric car amongst automakers is waning. In response automakers are shifting investment from electric innovation back to optimising petrol cars, whilst at the same time getting to grips with new business models such as Mobility as a Service.

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PMG International’s 14th Global Automotive Executive Survey has found that enthusiasm for electric cars is falling because consumer concerns surrounding the cost and maintenance of electric vehicles presents too great a risk in tight financial times.

invest in downsizing and optimizing petrol engine technology. “There is an increasing realization that the petrol engine has further scope for optimization,” said, John Leech, KPMG’s UK Head of Automotive. “This a quite a turnaround in direction and a sign that some of the newer technologies are taking longer than expected to emerge.”

Fuel efficiency primary concern for consumers 92% of consumers surveyed say that fuel efficiency is either extremely important or very important in their vehicle purchasing decisions, up from 76% the previous year.

Environmental concerns, such as reducing carbon emissions remains an important issue, although the environment has slipped to fourth from second place in the 2012 global auto survey. Safety innovations (78%) and ergonomics and comfort (77%) outweigh environmental friendliness (71%) when consumers are purchasing new vehicles in 2013.

Plug In Hybrids attract investment Investment in plug-in hybrid technology will be an area of focus for 24 per-cent of automakers, with only an average of 8 per-cent saying they will invest in pure battery technologies.

Optimising petrol engines KMPG surveyed 200 automotive executives from 31 countries and found that the cost of batteries and the challenges associated with re-charging vehicles were the major barriers to market penetration of electric vehicles.

Faced with these challenges twentynine per-cent of automakers and supplier executives surveyed say they will

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The report finds that this investment decision reflects perceived consumer preferences for electric vehicle technology, with 36 per-cent of respondents expecting consumer demand to be highest for plug-in hybrids over the next 5 years, followed by non plug-in hybrids 20 per-cent (which ranked first in the 2012 survey). Way back in the list, in fifth place, are pure battery-electrified vehicles at 11 per-cent.

“The changing views on pure hybrids, plug-ins, fuel cell and battery-powered vehicles reflect the uncertainty as to which will be the dominant technology,” says KPMG’s Leech. “In the short term, the individual driver is likely to prefer a hybrid, whereas urban fleets may opt for electric cars. However, it seems that

pure electric vehicles will not prevail, at least in the next decade.”

Mobility powers ahead Manufacturing and selling automobiles used to be a simple business.

The research also warns automakers that trends in globalization, rapid urbanization and changing consumer behaviour will cause a big shift in the automotive landscape over the next 5 years. The collective impact is expected to be felt across the entire automotive value chain, and “calls for sweeping changes to automakers’ - and their suppliers’ - business models.”

“Together, these forces add considerable complexity to an automaker’s business model,” said Leech. “Whereas in the past, automakers concentrated on just producing petrol engine cars, now they must cope with a range of propulsion technologies, new trends such as car sharing, internet connectivity as well as the growing significance of emerging markets. It is indeed a hugely transformative time for the global auto industry.”

Mobility as a Service 59% of respondents see the car as part of the wider mobility concept in cities and predict that the market for Mobility as a Service could be as high as 105 million people in China, 32 million in the US, 20 million in Brazil and 18m in

«For a traditional automaker, whose market is selling and leasing vehicles, engaging in Mobility as a Service is a leap into the unknown.»

Mobility as a Service: Car Sharing leads the way.

Western Europe by 2025. These figures are significant increases on the numbers reported in the same survey last year.

> 6 6% believe Mobility as a Service introduction into emerging market mega cities could yield returns;

Over two-thirds of survey respondents envision new alternative solutions to single vehicle ownership such as vehiclesharing or pay-per-use, with over half of respondents believing that on-demand vehicles will account for between 6 and 15 per-cent of market by 2025.

> 6 6% see usage of electric vehicles as an opportunity to boost e-car sales;

For a traditional automaker, whose market is selling and leasing vehicles, engaging in Mobility as a Service is a leap into the unknown. 46 per-cent of respondents believe that Mobility as a Service will be a domain led by non automakers, but that it will present big opportunities.

KPMG believes that success in Mobility as a Service will demand a value proposition that is based on convenience, functionality and ease of use.

The survey respondents rated the following four areas as either extremely important or very important sources of profitable business from Mobility as a Service for OEM’s.

These are: > 6 5% see value added services, such as apps for mobile payment and location aided devices, providing revenue opportunities;

> 6 2% believe resale of shared cars after a short time period/low mileage is an opportunity; City infrastructure will change vehicle design With increasing levels of urbanisation cities will need to find new ways for urban dwellers to move around. 83 per-cent of automakers believe that increased driving restrictions to manage traffic flow and protect cyclists and pedestrians will dramatically impact vehicle design.

that support Mobility as a Service will become increasingly commonplace.

Conditions create environment for Mobility as a Service The collision of consumer and city mobility requirements will place automakers under increasing pressure to re-design their business models around mobility as a service.

Today, we are at the start of revolution in mobility and over the next few years will see continued automotive experimentation in mobility as new business models are explored for their effectiveness and profitability.

Jonathan Green

A further forty-three per-cent expect that smaller vehicles, made from lighter materials such as carbon fibre, aluminium and plastics will be in mass production within the next 5 to 10 years. This development will also improve the overall fuel efficiency of the vehicle park in cities, reducing local air pollution which is a growing issue for policy makers in established and emerging markets.

As urban design and planning in cities drives changes to infrastructure provision, and therefore vehicle specifications and requirements, the market conditions

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caseS studIES

Capgemini

Capgemini Mobility Made Simple Capgemini is a management consulting, technology and outsourcing firm with a global footprint and 120,000 employees.

We talked to Jack Knol, responsible for facilities and accommodation, mobility management and smart working strategy in the Netherlands about the firm’s New Ways of Working programme.

Jack summarises his role in Cap Gemini as “managing the square metres and the kilometres.” His remit is to create and manage smart workplace solutions – from the office estate through to third place and home working - and design mobility solutions that will help Cap Gemini to realise its New Way of Working strategy. The aims, cost reduction, increased productivity and improving Cap Gemini’s environmental performance, requires a holistic approach and engagement with stakeholders from across the business.

We started off our discussion exploring how Cap Gemini’s fleet had evolved in the last few years before moving onto to how mobility budgets and new workspace solutions are being combined to achieve cost savings and sustainable outcomes.

Jack Knol is responsible for facilities and accommodation, mobility management and smart working strategy in the Netherlands.

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Please tell us about the Cap Gemini’s car fleet in the Netherlands and your thoughts on green fleet management?

Jack Knol: “Cap Gemini has a fleet of around 4,000 cars in the Netherlands. Over the past few years we have been reducing the size of our fleet in response to company downsizing and in pursuit of delivering our New Way of Working strategy. We have environmental performance targets for the business and these extend to how we manage all aspects of travel, including the fleet. Environmental management and sound fleet management are not mutually exclusive. We have implemented policies that have resulted in Cap Gemini having one of the greenest car fleets in the Netherlands and this has been achieved without having to make low emission vehicles compulsory. This demonstrates the link between costs, environmental value and meeting employees desires. We designed and implemented a mobility budget that encourages employees to choose low carbon vehicles. The average CO2 emissions per vehicle across the Cap Gemini vehicle park was approximately 116 grams per kilometre in 2012. Prior to the implemen-

«If your lease allowance including fuel is 800 Euros per month and you choose a car which comes out at 700 Euros, the remainder is paid to you as cash.»

The satellite office space means employees are able to travel less and use their time more productively.

tation of the mobility budget average emissions were around the 130-140 gram mark.”

Tell us more about the mobility budget Jack Knol: “The mobility budget is an amount of money that an individual employee is allocated to spend on a lease car. In Cap Gemini we calculate the lease rate including fuel, so a car that is fuel efficient will have lower lease price for the employee.

Any remaining money below the employees mobility budget is paid out in cash – subject to normal taxation rules. So, as an example, if an employee has a lease allowance including fuel is 800 euros per month and chooses a car which comes out at 700 euros, the remaining 100 euros is paid out to the employee in cash. On top of this there we have implemented what we call the bonus malus lease and mobility budget.”

Bonus malus is the system which ‘grades’ your insurance premiums. Tell us how it works in a lease and mobility budget?

Jack Knol: “This is a system which is related to the use of the car and the costs of fuel. An issue for us was that actual fuel consumption in the real world varied significantly from the manufacturers figures and we needed a solution that showed accurate fuel usage. We have calculated the actual fuel consumption of all the cars we have and compared these to the manufacturers figures - there are quite often wide variations.

Take one particular model, the manufacturer’s claimed fuel consumption is 3.6 litres per km, but the actual figure we have achieved is 6.3 – 75% more. This is one of the reasons we introduced the bonus malus lease budget. The employee has a budget, he chooses a car including fuel costs, and he is scheduled to drive 36,000 km per year of which 10,000 km are private and 26,000km are for business. If the employee goes

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caseS studIES

Co-operative

over this budget he will incur more costs, if he goes under it he receives a rebate.

For example, going back to the theoretical budget of 800 Euros where the employee chooses a car/fuel package of 700 Euros and receives a 100 Euros in cash. If he drives carefully, purchases fuel efficiency and does not use all the mileage in his budget then he will receive a cash rebate from the 700 euros. Using the car less for private travel will also be financially beneficial to the employee. A black box in the car distinguishes private from business mileage. So employees are encouraged to choose efficient cars and to drive them efficiently. The calculations and the monetary adjustments are made every four months.”

Do you also encourage employees to travel by other means such as train?

Jack Knol: “We encourage our employees to think about the best way that they can meet the needs of our clients. We have a policy to support our employees do this. We have had NS Business Card in place since 2006 for use on the Dutch railways. All budget owners, including those with lease cars have access to the NS Business cards. It is not possible for a lease car owner to use the NS Business Card if there vehicle is being used, lets say, by a relative for non work purposes. The car must be immobile, but this does not mean we do not encourage our employees to use train instead of a car. This card does not come out of the theoretical ‘spare’ hundred Euros I mentioned before. We also offer the use of the local public transport system here in Utrecht for example, which again is paid for by Cap Gemini.”

Have any of your employees given up their company cars altogether?

Jack Knol: “Yes, around 1,000 people. I personally did this a long time ago. I use a motorbike in the summer sometimes, but as I live around thirty minutes away by bike, this is my preferred method of commuting. At work I can use one of the two pool cars. An employee that releases there car is entitled company-paid train travel with business related expenditure deduct from the mobility budget.”

How does the mobility budget link into New Way of Working in Capgemini?

Jack Knol: “We introduced the New Way of Working programme about four years ago, integrating workspace and travel. As part of this we have opened seven satellite offices so far in the Netherlands. We have a lot of elements within the programme to help employees make smart choices that benefit Cap Gemini, our clients and improve their own work/ life balance. We have developed a travel portal which gives advice to an employee on how to travel in the most economic and ecologically-friendly way to a new assignment or to a Cap Gemini satellite offices. The portal provides public transport

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information and is used to reserve pool cars. The travel portal is also used to identify where colleagues are. As we work flexibly, without assigned offices, our employees have the ability to work in many different workspaces and we use the portal to locate where our colleagues are working from.”

Change is never easy – how have the employees reacted?

Jack Knol: “Flexibility is attractive to many of our employees and we found that there are certain aspects of our new working programme have been embraced more easily than others.

It takes time for change to bed down and for new ways of working to be accepted. We will take the time to guide people further in our new offices, showing them the choices they can make and how they can work more effectively in a flexible and mobile environment.”

Do you also encourage home working?

Jack Knol: “Yes, although the nature of our business means that we are frequently on clients sites. We tailor the approach we take with clients to ensure that we meet their expectations and match their working culture. We need to be flexible in how we work. Some clients would like a consultant to be on site for forty hours a week and we will deliver this. We discuss with clients on a case by case basis how to deliver projects and part of this is flexible working.”

Do any of these policies apply outside of the Netherlands as yet?

Jack Knol: “Not yet, but the group is very interested in what we have been doing in the Netherlands. The Head of my Department has been made responsible for facilities and accommodation for a large part of Europe with the intention that what we are doing here – reducing office space and introducing flexible working – will be done in other countries too.”

BUSINESS SOLUTIONS

Industry News

Workhubs launched in Berlin Regus, the provider of flexible workplaces, and Shell Deutschland Oil GmbH, have launched the first city-wide trial of work hubs in service stations. “Regus Express” work hubs are open for business in 70 Shell service stations in and around Berlin, with facilities ranging from wifi hotspots to docking stations, modern business lounges and meeting rooms. All services at the stations can be accessed with a Regus Businessworld Card.

Phil Kemp, Global Managing Director at Regus Third Place, said, “The Berlin launch of workhubs at the roadside is an exciting move for Regus and Shell, and we look forward to announcing further ‘third place’ developments soon.”

Almost half UK drivers submit false expenses claims Research conducted by TomTom Business Solutions has found 46 per cent of drivers in the UK have over-estimated their mileage when claiming expenses, with 35 per cent doing so regularly. Giles Margerison, Director UK and Ireland for TomTom Business Solutions commented, “It is worrying that such a large proportion of UK business drivers are over-estimating mileage claims because it exposes their employers to serious financial consequences.”

The research, conducted among company drivers not using an automated mileage recording system, revealed 70 per cent of drivers find recording and submitting mileage a laborious process. For half of those questioned the process takes at least two hours each month, with a further 20 per cent spending between one and two hours.

Volvo V60 hybrid proves popular 20% of cars to be App-Connected by 2017

The world’s first diesel plug-in hybrid - the Volvo V60, which achieved the highest ever Euro NCAP score for an electrified car In 2012 has seen its first batch of its 2013 cars sell out before reaching car showrooms. Doug Speck, Senior Vice President, Marketing, Sales and Customer Service at Volvo Car Group said, “Over 50 per cent of the Plug-in Hybrid buyers are conquests from competitor brands. The access to two drive trains and three driving modes makes it the perfect choice for consumers who want green motoring without compromises”

Juniper Research has predicted that advancements in entertainment head units and increasing ownership of smart phones will lead to 90 million cars in the US and Western European being app-connected in five years. Juniper also predicts growth in embedded telematics with the growth and popularity of tethering smartphones putting pressure on OEM embedded telematics services. Anthony Cox, the report’s author said, “The barriers to making the connected car a reality have all but gone.”

One minute echarge An accidental discovery in America has opened up the possibility of recharging an electric car – using a super capacitor in place of a battery – in around one minute. Scientists believe that by using graphene, a carbon-based and recyclable material, such a short charge time could be possible in the future.

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Toyota Auris.

Choose the way you drive your business forward.

With Toyota Auris you have the possibility to choose between Hybrid, Diesel and Petrol engines in two body types.

Auris Hybrid: 84g CO2/km Auris Hybrid Touring Sports: 85g CO2/km