Smart Mobility 002 UK

International Integrated Corporate Mobility Solutions

privileged partners :

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I Car sharing : a mobility solution for corporations

I Case Studies : Ernst & Young, Kodak, Siemens and UCB

smart mobility management - n°2 I 3

DESign YOUR ROaD BOOK tO mOBilitY managEmEnt

Since the recent launch of our new platform Smart Mobility Management a few months ago, it is clear that new mobility projects have been multiplying. Most of the time, locally. Most of the time, at a small scale. But what is important, is that

the initiatives are coming from all sources, all industries and different sectors. Can we now already speak of real ‘Smart – Integrated – Mobility Management’? No. But most of the opinion leaders our team have met, have told us that it is just a matter of time.

Smart integration will be the next step. The question is the timing. And who will take

the real lead.

Mobility today also almost automatically goes hand in hand with e-mobility. Meaning

using electric vehicles. There is unquestionably an enormous appetite for information,

and probably an even bigger menu of information from the manufacturers to inform

us about new technology and new powertrains to reduce CO2 emissions, and thus fuel

consumptions and TCO.

Electric vehicles today may be perfect for urban use in the so called ‘smart cities’ and in

‘smart companies’. But what exactly are ‘smart companies’? Companies which test new

mobility solutions - car sharing for example? Is car sharing a real solution for corpora-

tions? In this issue, we try to give you the answer.

International buyers or fleet and travel managers within companies also acknowledge

that they should collaborate transversally looking at fleet, travel, meetings and integra-

ting ICT. But what they really need now is top sponsorship. Top management supporting

their initiatives. And making mobility management a top priority in their company.

Spread the word! Tell them to read Smart Mobility Management! Send them a digital

edition!

Attend the Smart Mobility Meeting in September to design your road book to mobility

management.

Caroline THONNON

Business Development Director

Caroline THONNON

[email protected]

SMART MOBILITY MEETING

Smart Mobility Management is proud to announce its first international conference to be held on September 21st and 22nd in Noordwijk aan Zee (The Netherlands).

> ForumGet access to quality information, acquire new original ideas and share «best practices» with key achievers from the respective industries.

> Networking dinnerLink personally to leaders achieving excellence in their field and generate new professional relationships in a warm atmosphere.

> Think tank & workshopUse peers as sounding boards, emerge as a pioneer and leader familiarising the community with your name and get recognition for your achievements and innovations.

> RegisterJoin our Smart Mobility Meeting and register on www.smart-mobilitymanagement.com.

> GBTA EuropeWe are proud to team up with GBTA Europe, European leader in the travel & meeting industry and bringing you one of the most valuable and innovative Smart Mobility Events of 2011.

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Content

EDITORIAL TEAMEditorial Director: Caroline Thonnon ([email protected]) Final editor: Stijn Phlix - Team: Tim Harrup

SALES & MARkETING TEAMSales Director: Marleen Neukermans - Sales Manager: David BaudeweynsAssistant: Romina De Gregorio and Patricia LavergneMarketing Manager: Kathleen Hubert

BuSINESS DEvELOpMENTDirector: Caroline Thonnon - Project Manager: Annick Nemetz and Consultants: Filip Van Mullem and Melchior Wathelet

pRODuCTIONHead: Sonia Counet

EDITORManaging Director: Thierry Degives

Publication Director: Jean-Marie Becker

Reproduction rights (texts, advertisements, pictures) reserved for all countries. Received documents will not be returned. By submitting them, the author implicitly authorizes their publication.

Strategy

9 Our partners Experts in fleet, travel

and meetings join forces in a unique project

13-50 privileged partners 13 Athlon Car Lease 14 Peugeot 19 Europcar 21 Alphabet 50 Thalys

22 Air traffic Number of flights

to double by 2030

24 policy & processes From Business Travel

to Business Mobility

22

beSt praCtiCeS

26 uCB Geert Behets The mobility knowledge

exists… integrate it!

30 Ernst & Young GhislainVanfraechem

Green fleet, green building and hot-desking

35 Siemens Roland De Coninck The infrastructure needs

to be expanded

38 kodak Pascale Pitou Selling the idea of

mobility internally

41 Atos Origin François Gruau Company without

e-mail

26

induStry

42 News News from the industry

suppliers

46 Talk & vision Video to support

business strategies

48 video-conferencing Not all video-

conferencing is the same

46

6 Introduction Car sharing as a rising

trend

10 Car sharing A mobility solution

in B2B

12 Mobility Carsharing Switzerland

The leading European provider of car sharing solutions

15 The MOMO project Working on sustainable

mobility patterns

16 Car sharing Experiences

Accenture (France), Arcadis (Netherlands), Dexia (Belgium) and Société Générale (France)

doSSier Car SHaring

10

ISSuE N°3The third issue of Smart Mobility Management will be published in September 2011.

MMM BUSINESS MEDIA SA/Nv

Complexe Arrobas Parc Artisanal 11-13 4671 BLEGNY-Barchon (Belgium)

Phone: 00 32 (0)4 387 87 87 Fax: 00 32 (0)4 387 90 87 [email protected] www.mmm-businessmedia.com


doSSier Car sharing

Collaborative Commuting

‘We’ iS thE nEw iStandard of living in ever expanding cities is arguably getting better at the cost of standards of livability. From earlier metrics of cars per 100 households, a woefully realistic metric today is the number of cars per household. There are more cars on road today than our cities can handle seamlessly. Governments, self-serving communities, car-rental operators, mobility providers and vehicle manufacturers (VMs) have begun to react to this situation. Welcome to the era of car sharing!

Car sharing can potentially

free up roads off 2 million

vehicles, globally, in the

next five years, when 71

members could be using

one car. In Europe alone, car sharing can

possibly replace a million cars by 2016,

with 5.5 million members sharing 77,000

vehicles. This massive cleanup is driven

by three key factors: transparency in

per-mile transport expenditure, better

utilization rate of vehicles and sharing of

overhead expenses by numerous users.

As the driving costs are transparent, Car

Sharing Operators (CSOs) subscribers

drive lesser miles per year. The higher

utilization rate of CSO vehicles eases

the congestion on city roads, frees up

parking spaces and reduces vehicular

emissions; thanks to collaborative com-

muting.

The higher utilization rate of Car Sharing Operators vehicles eases the congestion on city roads, frees up parking spaces and reduces vehicular emissions; thanks to collaborative commuting. Each shared car removes up to 10 vehicles from the road.

Revolutionizing a world of established

commuting modalities by smart mobility

Globally, each shared car removes up

to 10 vehicles from the road. As this

directly impacts on vehicle sales, VMs

are capitalizing on car sharing mar-

ket potential as service providers. car

sharing transcends beyond the small

car segments as even premium brands

such as BMW and Daimler have started

rendering these services.

Fleet strength, financial robustness and

diversified presence across global tier-1

cities strengthen car-rental companies

to provide stiff competition to CSOs.

This warrants headstrong strategies with

continued federal support, to patron-

ize the CSOs in reducing emissions and

ensuring adoption. For car sharing to

penetrate beyond the cities, CSOs need

to target newer groups and provide a

plethora of services, besides leveraging

information & communication technolo-

gies (ICT) to its fullest.

Besides reducing emissions, car sharing

serves a channel for Electric Vehicle

(EV) adoption through public pro-

grams such as Autolib’ in Paris. EVs are

expected to be increasingly leveraged

to an extent that 1 in 5 new shared

vehicles and 1 in 10 total shared vehicles

is expected to be an EV by 2016 in

North America. The purchase cost of


EV, consumer inexperience and lack of

related infrastructure such as charging

network, however, undermines the EV

adoption. With market leader Zipcar

having suffered wide losses in 2010, car

sharing needs to be in every national

transportation framework to bring it to

wider audiences.

The Global Scenario

Germany, the United Kingdom, Swit-

zerland and France are expected to

hold around 80% of members by 2016.

France and the United Kingdom are

markets that possess tremendous

growth potential over the next five

years, backed by federal support. More

than 2 million members are expected

to share their vehicles in the UK by

2016, as against 1 million in Germany.

This is in spite of Germany having the

maximum penetration of car sharing in

Europe, with 168,000 members sharing

almost 5000 vehicles. Clearly, further

growth is possible only if the govern-

ment extends support to CSOs. Chart

1 illustrates federal support in various

countries that serve as great markets

for car sharing.

Car sharing is more of an urban phe-

nomenon in the US owing to the vast

urban population and the presence of

car sharing programs in cities. Once

car sharing programs tap the potential

in 7 cities, including Detroit, almost

70,000 cars could be shared in the

United States by 2016. With vehicle

population growing twice as fast as

birth rate in Lower Mainland, Canada

needs car sharing for better livability.

Canadian car sharing membership base

comprises two complimentary groups:

residents using their cars on weekday

evenings and during weekends, whereas

business users driving more week-

days daytime hours. If strategies reap

synergies in Canada, 300,000 members

could be sharing 8000 cars in the next

five years. This can generate sustainable

revenues streams for medium and long

terms. With over half a million members

sharing 10,000 vehicles currently, North

America is poised for tenfold growth by

2016.

Japan has more than 30 car sharing pro-

grams, half of which began operations

in 2009, with over 3,000 vehicles. Since

Market for car sharing: Federal support and Mobility management Matrix (World) 2010

then, the membership base has grown

by 150%. Consumer reluctance to adopt

can seriously undermine the growth

of car sharing programs. Hence, CSOs

have gone a step further in increasing

the adoption rates, by accepting public

transit cards such as Suica and PASMO,

used by millions of Japanese people.

Moreover, parking space providers have

also entered the car sharing scene, as

this helps improve vehicle utilization

rate. Backed by such proactive meas-

ures, by 2016, over a million Japanese

members are expected to share over

23,000 vehicles with a revenue potential

of around half a billion dollars. Chart 2

highlights the country forecasts for car

sharing across major car sharing econo-

mies in the world. More than 24,000

battery-operated electric vehicles (BEV)

are expected in car sharing operations

worldwide by 2016.

This focus shift from privately owned

vehicles to a shared environment

paves way for collaborative commut-

ing. The next step in this direction is

the already-evolving peer-to-peer car

sharing introduced in the United States.


Members

45

23

-

1,500

The UnitedStates

Mem

bers

('00

0s) Vehicles ('000s)

~10 MillionMembers

~1 MillionMembers

The UnitedKingdom

Japan

Others include Austria, The Netherlands, Switzerland, Belgium, Sweden, Spain, Denmark, Finland, Greece, Ireland and Portugal

Note: All figures are rounded; the base year is 2009. Source: Frost & Sullivan

Germany France Canada Others

20162009

3,000

-

Vehicles

2014 Members and Vehicles

The United States The United Kingdom Japan Germany France Canada Others

42%

11%

17%

21%

6% 1%

2%

3%

22%

40%

14%

11%

7%3%

Supportive regional policies andstandards to drive carsharing inthe United Kingdom, Japan andFrance

Public programs like Autolib' areexpected to revolutionise the EVcarsharing market with more than3,000 EVs for public operation

CSOs rent privately owned cars to car

sharing members in a neighborhood,

ensuring prompt receipts and delivery

of both cars and cash. This could lead to

a leaner business model in which CSOs

are asset-light, with cars being owned

by a few members, shared across the

entire neighborhood.

The verdict

Car sharing enables carbon emission

reduction in multiple ways besides free-

ing up roads by eliminating low occu-

pancy cars. Moreover, people are more

likely to use cars only when they need to

and this reduces Vehicle Miles Travelled

(VMT) per user. As convenient commu-

tation modalities for first and last mile

connectivity emerge, car sharing mem-

bership base is likely to grow even more.

EVs are expected to witness increased

adoption as necessary infrastructure

and consumer willingness towards car

sharing gains momentum in the medium

term. Governmental incentives favoring

smart mobility modes by levy of green

taxes on private vehicles, will help wider

adoption of car sharing programs.

In operator-fragmented markets such as

Germany and parts of North America,

CSOs could form strategic alliances

to achieve greater economies of scale

while still protecting one’s territory and

market share. In operator-consolidated

markets such as the UK, where a handful

of players dominate the market, tariff

wars may begin, competing towards

making car sharing eco-friendly and

wallet-friendly. Thus, CSOs will compete

through service offerings than price. The

integration of smart modalities such as

bikesharing, car sharing, carpooling and

public transportation on a large scale

shall help sustain the growth momen-

tum of car sharing in the long term.

Market for car sharing: Country Forecasts for car sharing Members (North America, Europe, and Japan), 2009, 2014, and 2016

ExPERTISE CENTERBy Prana Tharthiharan Natarajan, Senior Research Analyst, andAswin Kumar, Industry AnalystAutomotive & TransportationFrost & Sullivan

doSSier Car sharing


Expertise Center

With the collaboration of

I CIEMThe Inter-University Mobility Study Cen-tre is a platform which brings together teachers and researchers in Belgium, in order to benefit from the high level transversal knowledge necessary for tackling the problem of personal mobil-ity, from an integrated, prospective and innovative angle.

I FROST & SUllIvANFrost & Sullivan is a global growth con-sulting company that has leveraged its market expertise to offer industry

research and market strategies, provide growth consulting and corporate train-ing, and support clients to help grow their businesses.

I SIMACONSimacon is an international company providing Consultancy, Interim Manage-ment and Recruitment services. The company specializes on business travel management and non-product related procurement.

I TAXISTOPTaxistop is a non-profit organization in Flanders (Belgium) that realizes projects

that will improve the use of existing

goods and means. In the meaning a lot

of services have been established (Car-

pool, Eurostop, Home Exchange...)

I TRAJECT

Traject is a Belgian consulting office

specialized in mobility management.

The company offers services in various

areas of mobility management: mobil-

ity plans for specific destinations and

target groups, change management in

transport and mobility, development of

tailor made transport solutions...

Fleet Europe is the first European Fleet Magazine for top

decision-makers and enables European and international

fleet managers to take decisions in order to optimise

their vehicle fleets.Fleet Europe has grown to the lead-

ing international fleet platform where international fleet

decision makers can exchange best practices and be

informed.

www.fleeteurope.com

GBTA Europe is the first buyer-led, pan-European

network of business travel professionals with over two

thousand five hundred members and six thousand

subscribers comprising of buyers (60%) and suppliers

(40%) of travel and meetings services. The organisa-

tion’s goal is to provide the first pan-european, buyer-led

centre for knowledge and networks in the business travel

and meetings sector.

www.gbtaeurope.org

Join tHe CoMMunity> Get access to quality information> Share « best practices » with key achievers from the respective industries> link personally to leaders achieving excellence in their field> Get recognition for your achievements and innovations

FIRST CONFERENCE 21 SEPTEMBER 2011

Smart Mobility Management is the first international one stop communication platform aggregating information and innovations on four industries: Fleet, Travel, Conferencing and related Technologies


Car sharing for corporations a real mobility solutionCar sharing is a bit like car rental, but targeted mainly at short trips and rela-tively regular use. Most car sharing organisations have corporate members as well as private ones, and the number of such car share companies certainly is on the rise in Europe. But how interesting is car sharing - suffering from nega-tive connotations from uncool to impracticable - really for the corporate world?

For starters, there are diffe-

rent tariff schemes for cor-

porate members to choose

between. For example,

depending on the number of

people using the system, the company

can choose between a shared subscrip-

tion for all its staff members, and indi-

vidual memberships for each employee.

The latter option allows a distinction

between purely private use, and profes-

sional use, invoiced to the company.

part of smart mobility

And then there are different types of

transport, for some of which car sharing

is unsuitable. Take the daily commute

between home and work: this would

effectively link one driver to one car,

which would spend too much time

parked idly in the driveway at home,

or in the company parking lot. But car

sharing can in fact help influence modal

choice in home-work trips, by becom-

ing an element of a smart, sustainable

mobility policy for business-related

trips. For example, when staff are no

longer required to use their personal

cars for business trips, they can come

into work by other means. This benefits

the employee, who no longer has to

spend time in traffic to bring his car

to work. It also benefits the employer,

who can reduce cost of commuting by

reducing company car use and free-

ing up corporate parking space. It also

reduces the cost of business trips, which

can be performed with alternative,

cheaper modes of travel.

Business related trips

Business trips are very diverse: desti-

nations and time frames differ widely.

Companies that want to optimise their

transport choices and costs in this

area, will therefore need a multimodal

approach. In this mix, car sharing can

play its part, complimenting a range of

options including use of the company

fleet, public transport, walking and

cycling.

> Car sharing can support - or even

substitute - a car pool system. Pool

cars are used for business-related

trips, but returned to the corporate

pool, and not used for commuting.

But should the nature and timing

of business trips make a company

car pool scheme too difficult or too

costly to manage, flexible options

like car sharing can bridge the gaps.

Most car sharing companies (e.g.

Cambio in Germany and Belgium)

MULTIPLE SAVINGS POTENTIAL> Less reimbursement for business

use of private car; > Less company car use for both

business and commuting trips; > Less cost and time for commute; > Less unnecessary mileage all over

(including highly polluting con-gestion traffic).

will assist companies in selecting the

best way to combine car pooling and

car sharing.

> Car sharing can be combined with

public transport for business trips,

especially to areas in or beyond

suburbia where the latter is lacking.

For instance, you could take a train to

a city near your business destination,

and use a shared car for the last few

miles to the outskirts. This is a very

efficient solution, especially when

passing through heavily congested

areas - especially since you can work

during the train trip.

doSSier Car sharing


> Business destinations that are easily

accessible on foot or by bike will also

benefit from the option of car shar-

ing when heavy goods need to be

transported - depending, of course,

on whether car sharing actually is

available in that area.

The downsides

Of course, there’s no car sharing with-

out cars. This entails the risk that this

greener, leaner mode of transport is

basically encouraging the use of motor-

ised transport instead of optimising it.

ExPERTISE CENTERBart Desmedt - TRAJECTwww.traject.be

1. Car sharing requires a fixed members’ fee, which allows car hire by the hour, subject to reservation online or over the phone.

2. Cars are usually available at publicly accessible locations, whence they also need to be returned. Assigned cars can be opened and started using membership card or cellphone.

4. Ease of invoicing as well as reservation is possible thanks to new technology

3. The rental fee is per hour and per km.

Car sharing could - but shouldn’t - be

used to replace public transport, which

would reduce the financial and environ-

mental savings to zero. A few existing

systems in Germany and Switzerland

allow for shared cars to be dropped off

at different railway stations than where

the trip started. This increases the temp-

tation to replace a train voyage with a

car trip, which is not a smart alternative.

Car sharing systems in inner cities also

tend to replace rather than complement

public transport - or even walking and

cycling.

As a conclusion

Intelligent use in a multimodal scheme

for business trips is the best way for car

sharing to contribute to smart corporate

mobility policy. It will reduce the use of

company cars, and of the employees’

private cars for business purposes.


Switzerland leading europeWith 2,350 vehicles in 1,275 locations and more than 93,700 clients, Mobility is the leading provider of car shar-ing solutions, not only in Switzerland but also in Europe. Viviana Buchmann, CEO of Mobility Carsharing, explains that there are many reasons for this success.

Switzerland is the ideal location for car sharing

thanks to its well-developed and dense network of

public transportation and its small scale. Further-

more, our strategic cooperation with large public

transportation providers such as Swiss Federal

Railways (SBB) has been helpful. Finally, in our 25 year history

we have always emphasized the importance of developing and

adapting our systems which is definitely another cornerstone

of our success.

Is car sharing a mobility solution for corporations?

The business car sharing segment is an important component

which helps us to better use our capacities. Private users and

corporate users complement each other. While private users

tend to use our cars in the evenings and on the weekends, busi-

ness users usually concentrate on weekdays and daytime hours.

For companies, car sharing is an excellent solution as it frees

them of the burdens of a company-owned car pool and the

accompanying costs. Our clients can thus focus on their core

business and save costs.

What are the pro’s?

We tailor our solutions to our clients’ needs, so that we can

cover practically any request. The pricing is very transparent;

the bill is split up into two components, a rate per hour and a

rate per kilometer. In this price, everything is included, such as

maintenance, annual service and checkups, even the insurance

and fuel.

We offer a selection of 10 different car categories. The business

car sharing model is not only beneficial financially but, when

combined with public transportation, it is also environmentally

friendly.

How do companies combine company cars and car sharing

schemes?

Most companies have both „management cars“ as well as car

pools. Car sharing is mainly interesting in the case of car pools,

when each car can be used by many people. The Paul Scherrer

Institute, has reduced their use of vehicles by 23%, correspon-

ding to more than 250’000 kilometers. At the same time they

managed to reduce their fleet from 50 to 19 vehicles, thereby

saving about 340,000 Swiss Francs. The institute sold its

previous cars and is now using Mobility exclusively. A combina-

tion of pre-existing vehicles along with car sharing solutions is

often a transitional solution.

Has car sharing schemes replaced other transport modes or

is it complementary?

Car sharing hasn’t pushed aside any other form of mobility; it

has rather created a new kind, a “combined mobility”.

How much is the success of car sharing in Switzerland a result

of legislation, taxation, culture…?

Car sharing enjoys neither fiscal nor legal privileges in Swit-

zerland. The Swiss culture however does favour car sharing,

because the idea of sharing isn’t exactly new in Switzerland.

For example, most households don’t have their own washing

machine but share it with other tenants of the same apartment

complex.

What are the keys to success of car sharing in other

countries?

Aside from a very well developed system of public transpor-

tation, the culture is definitely another key factor, as previ-

ously mentioned. Car sharing requires rethinking though not

relinquishment – one may not have one’s own car anymore, but

still enjoys all the benefits of it without the burdens! Nowadays

of course the larger cities are drowning in traffic so that car

sharing has been recognized, even on an international level, as

a correct and working solution.

Can you explain the role of technology in car sharing

schemes?

Mobility Carsharing works entirely automatically. From the

moment you make your reservation online to the moment the

bill is sent, every single step is computerised. Of course this

means that we need a sophisticated and well-working system.

The platform is at the core of Mobility Carsharing.

Caroline THONNON

Viviana Buchmann, CEO of Mobility: “So far, more than 3’000 compa-nies make use of our services for their mobility.”

doSSier Car sharing

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Athlon Mobility Solutions5 steps to reduce costs and C02Smart companies are looking for smart ways to reduce the two capital C’s: Costs and CO

2. Car

sharing, as presented on the following pages, is one way to do so. Experience has shown, however, that an integrated, holistic approach towards mobility is needed to achieve a long lasting, material impact. Athlon Car Lease has approached this issue and has developed a mobility plan to help companies and fleet managers to make their fleets sustainable in 5 easy steps.

Sustainability in 5 steps

The 5 step Sustainable Mobility Plan offers 5 easy questions that companies, fleet managers and even drivers should ask themselves when choosing a means of transportation – and as a true mobility provider, Athlon Car Lease of course offers all services for its customers to reduce the impact of travelling to a minimum.

> Step 1: Is travelling really necessary? Do your employees have to travel everyday, or is there a smarter solution? Flexible meeting and office space as offered by us, can help you reduce travel time and distance to a minimum.

> Step 2: What means of transportation to use? Are there any other more efficient means of transportation to get to your appointments? Through a whole range of smart and cost-efficient services and alternatives, such as a train cards, car pool-ing etc., we help you to find the smartest and most efficient way to get from A to B.

> Step 3: What car to choose?If you do decide to use a car, choose an environmentally friendly one. Our customized incentive packages help motivate your lease drivers to choose a more cost efficient and green model.

> Step 4: Ride environmentally consciouslyDriving environmentally consciously can have a large impact on your fleet costs. By educating your drivers on how to safe fuel while driving and rewards them for embracing the new style of driving, we help you achieve an enduring reduction of your fuel costs.

> Step 5: CompensateSwitching to sustainable mobility can save you a lot of money. At Athlon Car Lease, we offer you our experience and advice on how to use your savings to make your fleet even more sustainable.

Athlon Car Lease on sustainable mobility

“It’s not just about climate and environment, it is also about helping our customers save money. Cost savings and reducing their environmental footprint have become major targets for compa-nies, and we’re constantly looking for ways to help them achieve their objectives. Our 5-step sus-tainable mobility plan is aiming at exactly those two things: Saving money and working towards sustainable mobility.” (Hans Blink, President of Athlon Car Lease)

The proof is in the pudding

The rewards for companies implementing a holistic, integrated and sustainable approach on mobility are vast. Experience has shown that by educating drivers on a new style of driving and rewarding them for reducing their fuel consumption and fuel costs and the choice of a low emis-sion vehicles, our customers were able to reduce their fuel related costs by 5 - 10 %.

Mr Hans Blink

President of Athlon Car Lease

“Our 5-step sustainable mobility plan is aiming at exactly those two things: Saving money and wor-king towards sustainable mobility.”

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Mr Pierre Garnier

Director International Corporate and Business Sales

MU Pro to facilitate the movement of peoplePeugeot is pleased to confirm that, in line with the strategy of providing solutions for all B2B mobility, MU Pro is in the process of being developed and launched to B2B customers.

In concrete terms, how does Mu pro actually operate?

MU Pro will allow companies to have cars, scooters and bikes retained on site at that company, for employees of that company to use as and when required. The needs of each B2B client would be established, and would be specific to each site. Negotiations, setting up the programme and follow-up are taken care of by the nearest MU site.

What is the advantage for a partner in joining Mu pro?

In our current world, moving around within an urban environment is often difficult. MU Pro is a solution whose objective is to make it easier for people to move around in these circumstances.

Is the peugeot brand the first to offer this sort of service?

Yes, in fact Peugeot is currently the only brand to offer this service to companies.

When will the service be operational?

The service is currently undergoing testing in Italy. It is our intention to have it up and running in France from the second half of 2011.

By launching Mu pro, what strong message is peugeot sending to professionals?

By launching MU Pro, we wish to demonstrate to our professional clients that Peugeot is much more than just a ‘car supplier’. Establishing new mobility solutions is at the centre of the philoso-phy of Peugeot Professional, and with MU Pro the Brand is intending to start a new relationship with its large account clients.

By launching MU Pro, Peugeot demonstrates to its professional clients that Peugeot is much more than just a ‘car supplier’.


more Options for energy-efficient Mobility through car sharing

momo car sharing is a European project supported by IEE - Intelligent Energy Europe.

The key objective of momo is to contribute significantly to sustainable mobility patterns by establishing a mobility culture which is based on using various transport options instead of car ownership. The project runs over 3 years and will end in October 2011.

Car sharing has a great,

but mostly unexploited,

potential in Europe. Being

a kind of decentralised

car-rental service, car

sharing complements the sustainable

transport modes of walking, cycling

and Public Transport – thus giving an

alternative to car-ownership without any

restriction on individual mobility. With

car sharing as a market-based service,

transport can be organised more ration-

ally and more resource-efficiently.

20.000 new car-sharers

The European momo project wants

to increase awareness, to improve the

service of car sharing and to increase

the energy-efficiency within the existing

car sharing operations. Eight European

countries are directly represented by

the momo partners, but momo wishes

to gain interest and awareness all over

Europe.

momo has the ambitious target of

20,000 new car sharing customers –

with significant impacts on transport

patterns, energy consumption and CO2

emissions. Over its lifetime momo wants

to replace 3.500 private cars and regain

urban space through parking spaces

that are not needed anymore.

Car sharing at new locations

Furthermore, momo wants to pave

the way for car sharing in areas where

no such service is offered at present.

Special focus is on Ireland, where car

sharing has already started by Go-Car,

and on the Czech republic and Greece.

There will also be an approach to estab-

lish car sharing in Luxembourg.

momo will disseminate its experiences

and will make recommendations on how

to establish, develop and integrate eco-

efficient car sharing into urban develop-

ment and with Public Transport services.

Awareness campaign for companies

As part of the awareness campaign,

companies are defined as special target

ExPERTISE CENTERAngelo MeulemanTaxistop vzw

project Co-ordinator: Free Hanseatic City of Bremen : The Senator for Environment, Construction, Transport and European Affairs.

Belgium: Bond Beter Leefmilieu : Flemish umbrella for nature and environment

Taxistop: Promoter of shared mobility : car sharing/ride-sharing

Czech Republic: Institute for Environmental Policy

Finland: Motiva – Specialist in energy and material efficiency

Germany: Cambio car sharing - Operator

BCS – BundesverbandCarSharinge.V. – German car sharing Umbrella

Greece: CRES –Centre for Renewable Energy Sources

Ireland: Mendes GoCar – GoCar car sharing : Operator

Italy: IME – Italian Ministry of Environment, Land and Sea

ENEA – Italian Board for New Technologies Energy and Environment

Spain: FMSS : Sustainable and Save Mobility Foundation

UITP : Internation Association for Public Transport

The momo consortium

group. Therefore training materials,

local e-newsletters and advertising

movies are developed. There are three

key reasons why a company should

integrate car sharing in its mobility

policy :

> To reduce direct costs

> To reduce the ecological footprint by

developing more sustainable mobility

patterns

> To reduce administration and mainte-

nance of own fleet

doSSier Car sharing


will you share a car?

France : Société Générale First results positive

The Société Générale set up the ‘AlD Sharing’ pilot project in

September 2010 at la Défense in Paris. Five vehicles (inclu

ding a hybrid and an electric car) have been made available

for the personnel to move about on business during the day.

ALD Sharing is an initiative of ALD Automotive, the Société

Générale Group operational leasing and fleet management

business line, to offer its customers a ‘self-service vehicle’

solution in partnership with Carbox, French pioneer in the car

sharing market for corporates.

Damien Feld, Buyer at the Société Générale: “This pilot project

is a joint initiative by the purchasing management, the real

estate management department of the Société Générale, ALD

Automotive and Carbox. The desire of the Société Générale

is to find innovative and flexible mobility solutions for our

employees. After the first six months of test, the returns are

very good…. both at company level and for the users. Up to

now we have had around 250 usages.”

“The Société Générale sees car sharing as a substitute for pool

cars, or even for using taxis or public transport, which are

often expensive and/or time-consuming. Employees appreciate

the ease of use. Reservations are made in four stages. Follo-

wing registration on an intranet site, you can reserve a vehicle,

Belgium: DEXIAEducation is key

Towards the end of last year, Dexia held a highprofile

launch of a car sharing scheme, which involved several

cars operated by ‘Cambio’ being parked outside their

central Brussels headquarters. Mobility and Sustainable

Development Coordinator Bernard Dehaye told us how the

scheme was progressing.

“There has been some reluctance on the part of our

personnel, it has been somewhat mixed. There have been

around forty occasions when Cambio has been used,

whereas we might have expected to achieve this figure

each month. Several phenomena explain this. We find

a certain number of people who refuse the Cambio car,

particularly when it’s the first time, because the system

is new, the instructions have to be read, a card has to be

presented in front of the windscreen, a code has to be

entered… Then when leaving the car park the anti-parking

device has to be in place. So some people find it compli-

cated and constraining.

But to overcome this ‘learning’ problem we have produced

a film which explains everything, which shows the various

parking stations. In many ways, it’s a question of a classical

fear of the unknown. A second phenomenon is that we

Car sharing using ecological vehicles is an ideal way of reducing the costs of the pool fleet while also reducing CO

2 emissions.

Is car sharing more than just a good idea? Can it be a real mobility solution for corpora-tions? We asked several companies in Europe who have experienced car sharing within their companies. An overview.

select the cost centre for the invoice and then go and fetch the

vehicle from the car park beneath the towers of our building.

Invoicing for use is made automatically to the staff member’s

department”.

The Société Générale will make a full evaluation after a year

of the project, but it already sees channels for developing the

concept. “With more than 20,000 employees on the site at La

Défense, there is clear potential for developing a new busi-

ness”, explains Damien Feld. “And we are also going to look at

the possibility of enabling private use. (CaT)

doSSier Car sharing


Netherlands: Arcadis Part of a global mobility solution for employees

Arcadis, a consulting and engineering firm, is one of the first

companies in the Netherlands to implement a car sharing

scheme. Car sharing is part of the company’s corporate stra

tegy to ensure smarter employee mobility.

“For this project, Arcadis is working with a Business Card

provided by NS, the Dutch Railways,” says Frank Boom, Traffic

Advisor at the company. “This card enables Arcadis employ-

ees to travel by train, take a taxi, rent a bike or scooter, park

in designated parking spaces, and, now also, participate in car

sharing.”

“We are working with a company called Greenwheels. They

provide us with a Peugeot 107 at our office in Den Bosch.

With the NS Business Card, the 250 employees at Den Bosch,

who may or may not have a lease vehicle, can use the car - by

appointment - for business trips, during working hours.”

Frank Boom is experiencing the benefits of car sharing first-

hand. “As our Den Bosch office is not easily accessible by

public transport, I often save significant amounts of time by

relying on the Greenwheels car,” says Boom, adding that the

car sharing project also dovetails with the limited parking

space available at the Arcadis office building. (SP)

Arcadis is implementing a car sharing scheme, partly because its office is not easily accessible by public transport.

Dexia launched a car sharing scheme in partnership with the Belgian organisation Cambio.

started a little later than we had originally planned, so we

found ourselves in the middle of winter! And these cars

are outside, whereas the other cars are inside… So with all

the snow we had, we stopped proposing these cars for a

while. I expect things to improve now, as people learn and

the weather gets better. Where there is still resis tance, if

someone refuses a Cambio car which is proposed, and

takes his or her personal car instead, we are planning

to not pay any expenses for the use of the personal car.

Overall, I think we will be in a better position to evaluate

success after a year or so of operation.” (TH)


OUR COMMUNITY ABOUT CAR SHARING“Car sharing can be good solution for corporations… but with some adaptations for insurance, security, tracking and only sharing between employees/travelers of the same company and for specific distances or needs,” François Dodane, Thalys on LinkedIn.

“In an ideal world, car sharing would be an excellent solu-tion. But, in many cases, the will be ‘do the fleet owners have the power to enforce the concept?’ We have seen many example where significant costs can be removed and substantial positive environmental saving measures taken, only to hear… ‘the driver would never that proposal’. Suc-cess depends of the real implementation.” Tony Elliott, ARI Consulting on Linkedin.

“Car sharing is one of the mobility solutions. For a specific need with a certain volume it is a cost and environmental saving solutions for corporations. It can be well combined with lease, rent and/or a public transport solutions.” Frank Segers, Athlon Car Lease on LinkedIn.

“We’ve just launched a not for profit initiative to sup-port the local communities here in Australia affected by the recent flooding... We believe it should work particu-larly well in business communities given there is often a joint purpose for the shared journey - to get to and from your place of work or to a work related meeting.” Adam Trevaskus, Fleetpartners on LinkedIn.

“We need a little clarification in terms of definitions. Here in the UK, “car sharing” is currently used to describe shar-ing a car with a friend or colleague for the commute to work. We need to invent a different term or change that definition to cover using cars provided by a company on a shared basis for business mobility.” Nigel Trotman, Alphabet on linkedIn.

France: AccentureCreating a users community

Management consultancy firm Accenture set up a car shar

ing project around a year ago, and has recently added a

Mini E to the pool. Alexandra Melville, Car Fleet Sourcing

lead for France and Benelux, told us more of the thinking

behind this.

The Accenture car sharing project was set up in Paris in May

2010, and it involves 4 cars with 90 actual users. The initial

objectives were to both increase employee mobility and

decrease CO2 emissions. The scheme also leads to less use

of taxis for journeys within Paris. The scheme is being run

with the assistance of leasing services supplier Alphabet.

The car sharing solution works as follows : company users

have available for them an ‘Alphacity’ vehicle during the

period 06.00 to 23.00 Monday to Friday. Members register

in advance via the intranet site of their company. The car can

then be reserved 24 hours a day, up to 5 minutes before the

required pick-up time, according to availability, for a maxi-

mum of 5 hours a day, and in tranches of 15 minutes. Once

the reservation is made, the Alphacity car is opened using a

company-specific badge.

Results so far from Accenture’s point of view confirm

improved mobility for its personnel, and a positive impact on

CO2 emissions, as the Mini cars used only emit 104 grams of

CO2 per km (and the new Mini E emits none at all). Alexan-

dra Melville also talks of the establishment of a ‘users com-

munity’ within Accenture. From the users’ perspective, the

scheme has led to a new way of thinking about mobility, and

the satisfaction of being part of this ‘users community’. The

programme is simple to use in terms of reserving the cars,

and Accenture now intends to increase the number of its

personnel taking part in this project. (TH)

From the users’ perspective, the scheme has led to a new way of thinking about mobility, and the satisfaction of being part of this ‘users community’.

Is car sharing a good mobility solution for corporations?

Yes: 77%

No: 15%

Don’t know: 8%

Result from the LinkedIn Poll ended on March, 22 2011.

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Jehan de THÉ

Europcar InternationalGlobal Marketing Director

“For Europcar, smart mobility is also sustainable mobility.”

Europcar combines smart with sustainable mobilityEuropcar takes its mission of “facilitating the mobile lives of its customers around the world” very seriously. The car rental leader in Europe focuses on offering highly customized and innovative services while taking an environmentally friendly approach to its business. For Europcar, smart mobility is also sustainable mobility.

The company has been pioneering in this area since opening its first “environmental station” for electric vehicles in Paris in 1999. The first to offer hybrid vehicles in Europe, in 2000, Europcar was also the first company in Europe to have its “Green Charter” of environmental commitments certified by Bureau Veritas, in 2008. The Charter’s four “pillars” -- of having the “greenest” pos-sible fleet, obtaining stringent ISO 14001 certification of its internal processes, promoting recycling in vehicle maintenance, and raising awareness among customers and employees -- serve as the company’s roadmap in managing its business.

Europcar’Green Fleet

The proportion of green vehicles, emitting low CO2 emissions, in the Europcar fleet is increasing,

year on year. As a matter of fact, the company has focused in the recent years, on purchasing low-emission cars based on alternative hybrid or electric engines, including models that run on biofuels, super ethanol or natural gas. Europcar has partnerships with Nissan, Renault, Mercedes and PSA in “zero-emission” mobility and electric vehicles from these partners are planed to be delivered and first electric cars are already available in Portugal and France.

To highlight its green fleet and encourage consumers to choose low CO2 emission vehicles, Europ-

car offers its customers the possibility to choose their vehicle based on their CO2 emissions, as

well as category and price. The rental’s level of CO2 emissions is visible on each invoice since 2009,

to raise customers’ awareness of their environmental impact. Since 2010, Europcar even imple-mented a carbon offset facility function within the on-line reservation process, available thanks to the partnership with ClimateCare.

Smart mobility applications

Europcar has developed several mobile applications which allow customers to make or modify res-ervation, locate a check-out station: Iphone, Samsung Wave and Nokia apps, aiming at simplifying the reservation process, were designed with customers’ mobile lives and the environment in mind.

And lastly, as a result of Europcar placing customers’ mobility at the center of its strategy, Europ-car launched in April a smart & innovative service for urban mobility in partnership with Daimler-Benz in Hamburg, Germany. Known as car2go, the service lets drivers pick up and drop off a vehicle anywhere in the city’s 25-square-mile central area without a prior reservation. This new life-style service, complementary to car rental already started with 300 smart fortwoVehicles and will be further expand in other major cities.

Europcar’s efforts in smart and sustainable mobility are paying off: the company was elected “The World’s Leading Green Transport Solution Company” and “The World’s Leading Car Hire Com-pany” at the World Travel Awards in 2010.


lease companies all aboard for car sharingOne item has risen to the top of the To Do-list of mana-gers and directors everywhere: Smarter staff mobility. In an attempt to cash in on this trend, car lease companies are offering mobility solutions that are as sustainable as they are innovative.

By far the most popular solution: so-called mobility

budgets, which provide the lease driver with the

option of choosing alternative means of transport,

by train, tram or bicycle. Car sharing is another

solution, but it is steadily gaining ground. As is

shown by the solutions offered by the following lease compa-

nies:

ALD SharingALD Automotive launched ALD Sharing, its car sharing project,

in September of last year. The service, provided in cooperation

with Carbox, a French car-share organisation, is developed

by an internal team of consultants, that analyse the mobility

requirements of interested companies. ALD Sharing then puts

cars at the disposal of these companies. Subject to online res-

ervation and return after use, staff can utilise these vehicles to

travel around. Duration and mileage is confirmed by email after

having returned the vehicle. A trial project is currently under

way at Société Générale, based in the Paris business district

of La Défense. Company staff are provided the use of four

energy-saving cars: a Toyota Prius, a Fiat 500, a Citroën DS3

and a Citroën C3 (see also p. 16).

Alphacity Since the end of last year, Alphabet International now also

offers companies the car sharing programme Alphacity. As

with ALD Sharing, this programme also allows customers

to use cars for set periods (limited to 5 hours). Alphacity is

designed for both lease drivers and employees without com-

pany cars. First and foremost, it is a solution for short distances

in and around the city, Alphabet International states. Alphacity

enjoys the support of car-share company Mobizen, and has

already been tested successfully by Accenture in Paris.) see

also p. 18).

ArvalStill in France, Arval recently kicked off AutoPartage par Arval,

a car sharing project at elevator manufacturer KONE.

BThe product launch came only after Arval thoroughly tried out

the product on its own fleet. The cars provided to KONE have

been equipped with on-board electronics by partner company

Masternaut. This will allow drivers to book their reservation

quickly and easily - and to report any damage when returning

the vehicle.

ING Car Sharing ING Car Lease is also offering car sharing to corporations, with

its brand new product called ING Car Sharing. A trial project

consisting of around 30 vehicles has started in France this

April. ING Car Lease emphasises the savings this scheme may

provide to companies: car sharing reduces the need for taxis

or replacement vehicles. Since ING Car Lease operates under a

common IT platform, the roll-out to other countries could hap-

pen sooner rather than later.

Athlon Carpool Online Athlon Car Lease is joining the lease companies offering

car-share solutions, opting for the context of its Sustainable

Mobility Plan to do it in. The company is already offering Dutch

companies the option of carpooling. Employers and employ-

ees alike can consult www.athloncarpoolonline.nl to check for

co-workers sharing the same routes to and from work, allowing

for arrangements to be made to carpool. Companies can also

ask the lease company for their own Carpool Online program,

including CO2 emission reduction reports.

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Car sharing is steadily gaining ground as a viable mobility option.

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Full-view mobility thanks to the NS-Business CardWhen devising solutions for fleets, several criteria must be taken into account. One of them is user comfort, of course. The others include environmental concerns on the part of government and society as a whole and corporate demands for clear and controllable pricing. Taking a step back and looking at the whole picture, Alphabet Netherlands came up with a creative answer to these needs by integrating various other means of transport. We spoke to Anne Brons, CEO of Alphabet Netherlands.

What is the essence of the NS-Business Card solution?

Let me begin by explaining that NS stands for the Dutch Railways. The card gives fleet car users a wide range of alternative transport options, such as trains, taxis, scooters and bicycles. The rate of the card itself is very low too, at merely e2 per month. It can be used to book transport by phone or online, so it is very convenient. You might ask “What about parking the car?” We thought of that as well. For a monthly fee of e2.50 and a one-time registration, Alphabet also offers the Park-line service. Parking fees can be paid quickly and easily by mobile phone, and only for the exact time parked. Our drivers save up to 25% compared to cash payment.

How did Alphabet Netherlands come up with the idea?

You can’t speak of fleet management these days without speaking of mobility management. So we took a big-picture look at how to help people move about, given problems like crowded roads and high CO

2 taxes, to name but a few. We also took into consideration what mode of transport

might be used for what type of trip. Finally, we explored the potential in new technologies, like telematics, and realised that they are now powerful and reliable enough to really add value to transportation systems. This was not possible in the past.

What is the benefit for the user?

In a word: convenience. Plus, there are advantages at several levels. To begin with, thanks to real-time information, you can decide last minute whether you are going to travel all the way by car or avoid a traffic jam by taking a train. Or you may decide that a combination of train and taxi is the best solution, for example when visiting a trade fair. Secondly, thanks to the IT system in the back-ground, users no longer have to use cash and collect receipts. Alphabet handles all the adminis-tration through the Multi Tank Card (MTC) used by many Alphabet lease drivers. All services are itemised at the end of the month for complete transparency and sent to the customers.

How do you see this system evolving?

Technology is just one of the keys. Flexibility, imagination and keeping a finger on the pulse of developments are the other. We know that sustainability is not merely a question of reducing carbon footprint and fuel consumption; it’s about driver behaviour and mobility habits. Companies nowadays realise that improving their environmental profile can also reduce expenses. As such, a car in a traffic jam is of no use to anyone. In a train, for instance, you can work, prepare for a meeting, or just rest before an energy-consuming event. So at Alphabet, we are scanning the future for solutions that might even seem like science fiction today.

Mr Anne Brons

CEO of Alphabet Netherlands

“With the NS-Business Card, fleet drivers can use a wide range of alterna-tive transport options, such as trains, taxis, scooters and bicycles.”

At Alphabet, we are constantly scanning the future to provide the fleet customer the most efficient mobility solutions.


Strategy air traffic

number of flights to double by 2030

In its long-term prediction of

the number of IFR (Instrumental

Flight Rules) aircraft movements

in Europe until 2030, EUROCON-

TROL has outlines four different

scenarios, all stressing the evolution

after 2016. The four scenarios are: (A)

Global Growth, (C) Regulated Growth

- the most likely one, (D) Fragmenting

World, and (E) Resource Limits. They all

approach the expected increase while

factoring in economic growth, the evolu-

tion of oil prices, increasing environmen-

tal costs and the aviation infrastructure

that needs to be provided. The various

extrapolations help decision makers to

properly assess future impact.

EUROCONTROL is clear on the number

of aircraft movements - they will con-

tinue to rise. Scenario C has it at 2.8% a

year. The result will be an annual level of

16.9 million aircraft movements by 2030,

almost the double of the 2009 figure.

Growth will be quicker in the first few

Because not only does overcapacity

constitute a threat to flights demanded

by the market, it also may adversely

affect overcrowded airports by caus-

ing delays and compromising security.

This risk is not to be underestimated,

EUROCONTROL warns, especially since

measures such as adjusting flight sched-

ules, using larger aircraft and expand-

ing high-speed rail networks will only

have a limited impact. EUROCONTROL

expects greater benefits from alterna-

tive airports and from government

action, through the European SESAR

project.

That said, there will be more and bigger

airports in 2030 anyway. Where today

only 7 European airports handle more

than 150,000 departures, by 2030 these

will number - worst-case - 34. Euro-

pean hubs will be confronted with hubs

outside Europe, especially in the Middle

East.

Stijn pHLIX

years, especially in Eastern Europe, as

those countries are still playing catch-up

to the countries of Western Europe.

Air traffic to and from destinations out-

side of Europe will increase more than

flights within Europe. This is particularly

the case for Turkey. Germany, adding

5000 flights by 2030, will experience

the largest increase in of all national

airspaces.

Airport capacity

It’s quite obvious that the increase

in number of flights will confront the

aviation industry, and by extension its

passengers, with a number of problems.

Airport capacity will be severely tested,

for one. Scenario C, the most likely

development, threatens two million

flights (10% of the total). No wonder

that EUROCONTROL sees the expan-

sion of airport capacity as one of the

greatest challenges facing the aviation

industry.

By 2030, Europe most likely will experience up to 16.9 million aircraft move-ments, or 1.8 times more than in 2009. This is according to figures in a new report released by EUROCONTROL, the European organisation tasked with developing a pan-European air traffic control system. EUROCONTROL warns against the consequences of the increase on airports and business travellers.


<By 2030, air passengers will travel farther than they do now, for a number of reasons - one of them: more business opportunities outside Europe.

IMPACT ON BUSINESS TRAVELLERSOf course, the airline industry will be faced with an increase of fuel prices and associ-ated costs to reduce CO

2 emissions (edi-

tor’s note: from January 1, 2012 onwards, CO

2 emissions from flights departing from

or landing in the EU will fall under the Euro-pean CO2 emission trading system). Accord-ing to EUROCONTROL, the airlines will pass on these costs to passengers by putting up their prices. Consequently, the demand for air travel will decrease by 2030 with up to 22.9%, due to rising fuel prices, combined with a further 1.3% due to rising CO

2 costs.

Effects of increasing fuel and CO2 costs

on passenger demand

Reduction in ‘unconstrained’ demand fordepartures (%)

Fuel costs Fuel costs Emission (CO

2) costs

2020 2025 2030 2020 2025 2030

A: Global Growth -1.4% -3.1% -4.1% -1.0% -1.0% -1.1%

C: Regulated Growth -3.1% -5.0% -6.8% -2.1% -2.3% -2.5%

D: Fragmenting World -3.7% -8.1% -12.2% -1.3% -1.3% -1.3%

E: Resource Limits -3.1% -26.4% -22.9% -1.3% -1.3% -1.3%

Source: EUROCONTROL

INCREASING DEMAND FOR LONG-HAULFor a number of reasons (business oppor-tunities in emerging markets, saturation of European markets, green thinking and alter-native modes of travel, etc.) passengers will travel farther in 2030 than they do now, the average distance per journey will increase by around 5%-10% from 2016 to 2030. The average distance per flight will not change at the same rate. The fleet will evolve and the increasing demand for long-haul will be served by larger aircraft offering bigger seating capacity.

Passengers travel to more distant destinations

Source: EUROCONTROL

MORE HIGH-SPEED TRAINS REDUCE PRESSURE ON AIRPORTSHigh-speed rail will compete successfully with short-haul passenger air travel. About 40 city-pairs will be connected by new or improved links between 2016 and 2030. Passengers opting for rail will reduce the demand for flights by somewhat over 0.5% in 2030, often easing the pressure at con-gested airports rather than actually reduc-ing the number of operated flights. The High Speed Train network initially will not develop with the same speed and penetration in all parts of Europe.

Improved high-speed train connectivity reduces demand for flights

Reduction in ‘unconstrained’ demandfor departures (%)

LTF10 network Theoreticalnetwork

2020 2025 2030 2030

A: Global Growth -0.4% -0.6% -0.7% -4.9%

C: Regulated Growth -0.3% -0.5% -0.7% -4.6%

D: Fragmenting World -0.1% -0.4% -0.6% -4.6%

E: Resource Limits -0.3% -0.4% -0.5% -4.2%

Source: EUROCONTROL


Strategy From Business travel to Business mobility

Smart is yet to comeA car, the road infrastructure, a train schedule, the train, parking, an airport, an airline, an airplane, a hotel, a transfer, a meeting room, e-meetings, connectivity, reduced CO

2 or other green efforts, smart phones and

other technology… They are all ingredients of mobility management. Companies and mobility managers will have to learn how to manage them all together in order to create a wonderful “dish”.

Did you ever google the

word ‘mobility’? It gives

you 70K hits in less than a

second. Many of the hits

are companies who offer,

in their point of view, a (partial) solu-

tion towards mobility. When we refer

to mobility management, we mean the

optimum combination of means of trans-

port, (no) travel (in the broadest sense),

connectivity and technology in order to

deliver maximum value to the business

traveler and its company who is funding

the trip.

Although the landscape is slowly chang-

ing, one of the main missing links is

related to the fact that the travel and

fleet sector, with the corporate clients,

the suppliers and the associations are not

yet lined up to demand or to offer fully

flex integrated mobility.

But why is that? Most of the companies

still handle fleet and travel manage-

ment by two different managers and/

or departments with different reporting

lines (e.g. Finance, Procurement and

or Human Resources or even Facility

Management) and separate budgets.

Therefore they are even hardly (or not)

taking advantage of leverage opportuni-

ties and/or synergies.

Also on the supplier side you see multiple

initiatives from e.g. rail, air, lease car com-

panies, car manufacturers and others,

but overall westill view these as a kind of

standalone ones and not as ones which

are really benefiting the entire chain.

D3 steps towards integration

There should be three main things

which needs to happening and this is a

responsibility of the entire industry (both

corporates and suppliers) who focuses

on improved mobility or beyond. The

first thing is called awareness, the second

technology and the third one full integra-

tion.

Step 1. Smart mobility management or

total cost of mobility are still buzz words

for many corporations but also sup pliers.

As long as the word is not spreading it

will take time to take this discussion (I’m

not talking anything else yet!) to the next

levels and therefore quite some time

to change. As mentioned before, it’s a

common responsibility of the industry to

make this happen.

Step 2. Technology will also be chal-

lenging… who needs to take the lead?

Old versus new technology? TMC?

GDS? Online providers such as Expe-

dia or Travelocity? Multiple industry

associations? Which providers should

be part of integrated mobility? Pay-

ment solutions? And this is also where

the aforementioned ‘not one size fits all’

comes in as all of the needs for integra-

tion may be different per user, corporate

and region.

Step 3. Travel managers sometimes say

that integration could soon be a reality.

But is this really true at this moment…

It is for example close to impossible to

book a trip including elements such as

parking, air, hotel and transfers through

the online tool of your company, or on

your mobile device. Retail is far ahead

and travel, fleet and related industries

still needs to follow.

The loop will probably be closed rather

sooner than later, but again we are tal-

king about full integration and not just

about one of the many topics/providers

which need to integrated in a full flex

Smart Mobility Management suite.

Challenges

Before elaborating on what companies

could start to do in order to move to

Mobility Management, we would like

touch on some of the challenges ahead.

The current mobility of employees is still

heavily influenced by the road as well as

public transport infrastructure. How will

they ever be able to rapidly response on

“Success is not final, failure is not fatal: it is the courage to continue that counts.” Winston Churchill


the change in demand as well as technol-

ogy?

Let’s also have a look at the suppliers. At

the moment the TMC (Travel Management

Companies) are probably (or not …) in

the best ‘seat’ to focus on Smart Mobility

Management, since they touch on various

elements such as air, rental car, train, hotel

of a business trip …. butdo they have the

technology? At the Technology Forum of

the Business Travel & Meetings Show (8-9

February 2011, London) it was mentioned

quite often that multiple TMC’s are still

dependent on their current legacy sys-

tem. Therefore it might well be possible

that companies like Google, Orbitz (or

others) will be leading the dance towards

SMM ….. or will there be a consortium,

with representation from all main stake

holders, taking the lead … time will tell.

Another challenge will be geared around

complexity and the maturity of the travel

management program in comparison

with the fleet management program, the

geographical scope (national, regional,

pan-European scope)…

How to get there

The most challenging question to answer

is “How to get there”. Especially because

we believe that most of the short term

upcoming mobility improvements will be

related to specific building blocks and

not to the entire cycle. The first point to

get Mobility Management moving into the

right direction is to ‘put in on the agenda’.

Start to create internal awareness (both

senior management and users) and

review your internal (infra)structure.

Get yourself a sponsor! Define who the

stakeholders are in your company. Start

with the obvious fleet and travel manag-

ers, and try to integrate HR, ICT, purchas-

ing and finance. Start exchange meeting

between e.g. fleet- and travel managers

and focus on synergies, differences and

obviously mobility. Review policies such

as travel (including meetings), fleet- and

procurement. Short-term you only may

want to focus on exchange, but gradu-

ally you must focus on integration. The

integration should not only focus on the

policies, but also on the creation of a

position for Mobility Manager, who would

be responsible for all corporate travel and

fleet related aspects.

Although it mostly is a partial improve-

ment of the overall chain, you may also

want to participate in testing specific

mobility innovations of related suppli-

ers. Maybe there is a fit with the green

initiative from your leasing company, or a

new smart phone development, or virtual

travel innovations etc.

Exchange with your peers. Look what

other companies are trying. Learn from

their successes. Meet your colleagues.

Network with them !

Global industry related associations such

as ACTE or GBTA, but also more regional

and local associations in both the travel

and the fleet business have a role to play

in getting attention to the topic.

ExPERTISE CENTERHuub Smeets is an independent Consultant, Interim Manager and owner of Simacon and Partnership Travel Consulting International. His companies offer npr-procurement,

fleet- and travel management services.www.simacon.biz


beSt praCtiCeS geert Behets, UCB

the mobility knowledge exists... integrate it !

Geert Behets is Global Travel Management Director for pharmaceuticals company UCB. With installations in Atlanta (USA), Switzerland and Germany and the UK, as well as the company’s vast plant on the Brussels periphery and headquarters within Brussels, travel is clearly a part of working life. Geert Behets explains the thinking behind the UCB phi-losophy.

From his background in the travel industry,

Geert Behets is well placed to know what the

industry can do, and what might be possible. He

tells us how he is using his experience for UCB.

How does uCB define mobility management?

At the moment there is no official definition of mobility mana-

gement within UCB. We do have all the individual components

of mobility management of course; travel management, fleet

management and meetings and events management. We

haven’t yet really made the transition to the word ‘mobility’ but

it is something we are working on. To ensure that the concept

is clear to everybody requires a lot of internal communication,

along with clear definitions.

Do you know what it is that you are looking for in mobility

management?

Yes, we’re looking for different things to come together. On

the one hand of course, there has to be cost efficiency but as

soon as you say the word efficiency you think about improved

processes, and in the end by ‘processes’ we mean ease of use

for the end user, because the third important element of all this

is of course the end user. If the end user – UCB employees –

cannot see a benefit in putting all this together, they will not be

happy. Putting new things into travel or in any of the other ele-

ments of this ‘mobility’ concept will only receive internal buy-in

if the people can see the benefits.

Do you define any rules for your personnel concerning when

they should travel and when they should not?

The rules are not defined up front, but what we do ask is that

the people reflect for themselves and ask their manager for

permission, so there is a pre-trip approval in place. If I need to

go to another country for instance, I make a business case. In

this way my boss can see why I need to travel, and putting this

in our policy at least means people will reflect on this question

for themselves instead of just blindly travelling.

Staying on the theme of travel what are your thoughts on

trains, planes…?

UCB has a new global travel policy since September 2008.

We have just carried out the latest update which has made

some adjustments. We will now travel standard class on rail, for

example, rather than the first class which used to be the case.

This also extends to air. When you are travelling relatively short

distances on a plane it is economy travel using a non-refund-

able fare. For long haul we still use business class but only at

the lowest negotiated rates. We believe this is important as

our employees go abroad in order to work, so they need to be

fresh and relaxed when they arrive.


Geert Behets, Global Travel Management Director at UCB. “I cannot help but think that all my suppliers could work together better.”


beSt praCtiCeS geert Behets, UCB

Within the shorter distances around Europe, do you

encourage people to travel by train rather than plane?

Not as such at the moment. The fact is that when we travel to

London, for example, our offices are extremely close to the

airport which means that it would not be a whole lot better to

travel to St. Pancras station by train and then have to use a taxi

or something, because this would simply mean emitting CO2

over there. So we do not have this in our policy at the moment.

Companies like ours in the pharmaceutical and other similar

industries such as chemicals, tend to have installations which,

for obvious reasons, are not in city centres…

What about cost? You have talked about travelling standard

class etc., but is there anything else you do to reduce costs?

Yes, one of the key words in our company at the moment is

‘smart’, so we try to look at things in smarter ways. But the

objective behind what we are doing is not simply to cut costs

or reduce budgets, even if these can be a part of what we’re

doing. What we want to do is make people aware that if you

go about things in a smarter way you can also save money.

You can even increase your comfort levels by doing this. One

of the things is making sure that we all stay at the same type

of hotels, so that we can negotiate good deals. And in fleet the

same thing is true, bringing down the number of brands you

work with and making sure you have optimal leasing condi-

tions. All of this can result in people ending up in better fleet

cars than they would have had if we hadn’t done anything. And

this is important – we want to make sure our people realise

that the effort made is not going to take away their comfort.

Staying with cars, are there any moves on hybrids or electric

cars?

We have integrated hybrids in certain markets, particularly

Belgium where there is a very good tax incentive for this.

People see this in their own pockets, therefore. We launched a

global fleet policy very recently, and this requires that we look

at total estimated cost over four years rather than just looking

at the monthly up front leasing cost, which people used to do

in the past. When setting up this policy, it is still an estimated

TCO – we won’t know the actual TCO until afterwards, espe-

cially as consumption can vary from one driver to another. It is

still a little too early in our specific case to be thinking about

electric cars. In a small country like Belgium we could probably

get around for business purposes in an electric car, but our

people can also use their cars for going on holiday, and for this

electric cars are not yet a viable alternative. We have to think

a little more deeply about how we are going to ask people to

use an electric car and yet still have the mobility they need. We

are reflecting on this, but we haven’t yet got a final solution.

One of the first steps will probably be that depending on the

time and resources we have available, we may set up charging

points for electric cars later this year, here in our two sites in

Belgium – Brussels and Braine l’Alleud. We would then make a

number of cars available for use, principally for use when trav-

elling between these two sites, which are around 30 km apart.

Travel between these sites happens by employees who do not

have company cars, and who therefore use their own and then

claim back petrol etc. having these electric cars available will

give them a good alternative. This will also help with the image

of our company, show that we are thinking about the environ-

ment.

Moving back to mobility management, is there more that

your suppliers, could do for you?

It’s all very compartmentalised at the moment – there’s travel,

then there’s fleet, then meetings and events… I cannot help

but think that all my suppliers could work together better.

There is maybe a little bit of collaboration between meetings

and events, and travel, but if they could go a step further and

look outside of just their own back yards… I have an idea that

I have been thinking about, although I don’t yet know how

to make it happen. We work a lot with taxis to take people

from the airport to the hotel or the hotel to the office. What

if the taxi companies could work better together with the

hotels? Then we could have one single bill, for example, from

the hotel, which includes your transport from the airport, you

transport to the office. Right now people have to book their

hotel, then find a way of getting from the airport to the hotel…

I am sure this can be changed. This requires a lot of process

work which could probably be integrated if the systems can

be created.

Do you think this type of integration could be carried out

through traditional travel agencies or will it need a new type

of supplier?

Well there is already a great deal of know-how in each of the

individual areas, the taxi companies know a lot about our

travellers, the travel agency does, and so do the hotels. They

just haven’t had the idea to get their heads together, combine

all of their collective knowledge about our travellers and create

a new product, a new service. If there are to be new suppli-

ers, I think it will be suppliers who connect the old suppliers

together. Travel agencies are beginning to think about this – I

am to be presented with a possibility of integrating video-con-

ferencing facilities as an option, for example. At the moment

UCBUCB (www.ucb.com) is a global biopharmaceutical com-pany focused on the discovery and development of innova-tive medicines and solutions to transform the lives of peo-ple living with severe diseases of the immune system or of the central nervous system. With more than 8,000 people in about 40 countries, the company generated revenue of EUR 3.1 billion in 2009. UCB is listed on Euronext Brussels.


when we ask people if they really need to travel, or could use a

video-conference, they probably answer that they have no idea

how to organise this. People are flooded with information…

but if the travel company could tell them that the third floor

video-conference room was available and could be booked

for them, even in our own building, maybe the need to travel

would disappear.

What about other technological items – smartphones etc.?

The thing you have to be careful about with smartphones in

general is that this has to be managed very carefully, otherwise

costs go very high very quickly. We are already seeing that in

some of our countries with certain types of dialling arrange-

ments, an hour long video-conference can end up being

much more expensive than if we had thought it through first.

Smartphones will have many new solutions, including being

able to connect directly to video facilities. We will have a sys-

tem whereby people can interconnect for a conference from a

number of different locations.

3 elements are vital in UCB’s mobility concept: cost efficiency, improved processes and efficiency for end user.

“‘Smart’ is key word in our company. We try to look at things in smarter ways.”

Do you see best practices in other companies?

It’s a bit early – I see a lot of good ideas and I say to myself ‘I

wish I’d thought of that’, and hopefully some of my peers say

the same about some of my ideas! I see a lot of good ideas,

especially as I am on the board of the Belgian Association for

Travel Management. But we are still at the phase where every-

thing is waiting to break through. Lots of buzz – ‘I’ve tried this,

I’ve tried that…’

Tim HARRup

Total vehicles Europe: 2000

Number of manufacturers: Now 5 (still have some legacy)

Number of leasing com-panies:

Will be 2 worldwide (still have legacy)

Total annual spend on fleet:

No disclosure on figures

The car fleet

“What if the taxi companies could work better together with the hotels? Then we could have one single bill, for example, from the hotel.”


beSt praCtiCeS ghislain Vanfraechem, Ernst & Young

green fleet, green building and hot-desking

One of the ‘big four’ accounting firms worldwide, Ernst & Young is a global leader in assur-ance, tax, transaction and advisory services. This means doing much of the work in other companies’ premises. Mobility is an everyday requirement, therefore. Ghislain Vanfrae-chem, Facility Department Director in Belgium, told us how this affects their thinking on mobility.

“The areas in which we produce CO2 are our

transport, our buildings, and the consum-

able goods we purchase. We are working

on all three and we have made quite a lot

of headway.”

“Ernst & Young Belgium moved a few years ago to a new build-

ing on the Brussels periphery, and can now claim to be within

walking distance of the motorway network, a railway station

and the country’s major international airport. Quite an advan-

tage when thinking of mobility solutions…”

How do you define mobility management ?

Ernst & Young mobility management has to be seen both in

terms of home to work, and work to the customer, because

50% of our people are working in customers’ premises. This

travel is carried out in the company cars we provide. The new

objective for us is not only to reduce the CO2 emissions but

also to reduce the number of kilometres driven. So what we

do is firstly to try to avoid car transport altogether. In our new

headquarters in Diegem, we have a railway station virtually

outside the door, which means people can come to work by

train, which they couldn’t do when we were in our particular

district of Brussels before. This is part of our international sus-

tainability approach even if it cannot be called an international

strategy.

Does avoiding transport also involve video-conferencing and

other technical solutions?

This is a sort of triangle. Firstly, we have installed video-con-

ferencing rooms in our various buildings, and we even have

a mobile video-conferencing unit so that we can carry out a

video-conference between a building and a vehicle. On top

of this we try to avoid travelling by aeroplane or car and use

other forms of public transport when this is appropriate.

The second step is to provide our people with the possibility

of purchasing train subscriptions – in first class so that there is

also a perceived advantage. We also have an agreement with

the tax authorities that we could do this, because this is also a

benefit in kind. One stipulation is that the company car must

be immobile when they are using the train – it cannot be used

by somebody else at the same time. We have a control system

for this to check on mileage and on fuel consumption, and we

can see these decreasing. Another stipulation, for which we

have an agreement with the Belgian rail company, is that they

must use the train 60 days a year.

Thirdly, we are actively encouraging car sharing, by which I

mean that instead of everybody using his own car to go the

customer, they share one car. With some customers we can

have up to 15 people going to the same place, so we ask them

to drive to a central location and then go on to the customer

with four or five people in one car.

What about choice of car?

On top of all the above, we are trying to reduce our CO2 by

adjusting our car list towards more environmentally friendly

vehicles. The previous system whereby employees could select

a car within a given budget is now finished, and we have four

new lists, depending on grade. Only the highest grade still has

a relatively free choice, and all the others are obliged to opt for

environmentally friendly models. Our CO2 report today shows

that average emissions from our car fleet is 122 grams per km,


“We are trying to reduce our CO2

by adjusting our car list towards more environmentally friendly vehicles. Our target is to achieve an average emissions level of 100 grams by 2015.”

ERNST & YOUNGErnst & Young operates in four main areas: Assurance, Tax, Transactions and Advisory. These are designed to enhance investor confidence, manage risk, strengthen controls and help companies achieve their potential. Worldwide, the firm employs some 1415,000. In Belgium alone there are twelve locations.


beSt praCtiCeS ghislain Vanfraechem, Ernst & Young

and this includes the top level too, so it is very good. Even our

top level only averages 148 grams on its own. Our target is to

achieve an average emissions level of 100 grams by 2015.

You recently had a high profile launch of electric cars. What

is the philosophy here?

We will introduce ten cars into the fleet in 2011 and these will

be used as pool cars. They are available for employees to use,

and they do this by making a reservation for two hours in the

same way that you make a reservation for a meeting room. If

you are going to a customer who is not too far away, you make

this reservation then leave your normal car in the car park,

and go to the customer in the electric car. Obviously at the

moment the range offered by the batteries of electric cars is

not great, so we calculate the distances and battery charge for

such trips. We have also installed 7 charging points for these

cars here in our car park.

You have already mentioned video-conferencing. What about

other technologies such as smartphones?

We have not provided smartphones but 50% of our people are

in possession of a Blackberry and all our people have internet

connections at home which is paid for by Ernst & Young. This

means that they can work from home, and we go as far as say-

ing to them that if there are traffic or other problems on the

roads, stay at home and work at home. And if you have to go to

a customer, go directly from home without passing by the office.

On the same subject, what about the concept of having less

desks than people?

We have hot-desking. In our previous building we had

23,000 me, whereas in this building we only have 17,000 me

but 100 more workstations than before. In our departments

such as audit, where 60 or 70% of the people are working at

customers’ premises, they share their desks and there are four

people using one workstation. The policy is for open space

layout, and clean desk every night. This means that the first to

arrive in the morning can choose where he wants to work. In

fact nobody has a fixed workplace except for internal services,

accounting and HR for example.

Are other international offices of Ernst & Young working in

the same way?

Yes, we don’t have an internationally managed central facilities

organisation, but we work together. We do have an interna-

tional director who is collecting best practices from the various

countries though, so we are taking steps towards formalising

this.

What do you think might be the next big thing in business

mobility?

We believe that at Ernst & Young that we need to work on

sustainability in order to survive. When you look at demands

for energy coming from emerging countries such as China, it is

clear that we will have to use these resources more efficiently.

This means that there will inevitably be a lot of changes in

the way we live, work and think. It is difficult for the existing

high level management within companies – which of course

tends to be of an older generation – to accept the concept

of mobile working, or working at home. But I am convinced

that in time most people will work at home. One of the issues

to be overcome is that we still have to communicate and see

each other in order to maintain the company and its culture, its

objectives. Then there will be the new tools and the new ways

of using them. The average age of people in our company is

very young, just 29, and they are very concerned about the

future. When we organise events or meetings on the topic of

sustainability, we immediately see a great deal of interest from

these people.

Tim HARRup

Number of cars (Europe): not available

Number of cars (Belgium): 1150

Hybrids: 6

Electric: 10 by end of 2011

The vehicle fleet

“We have hot-desking. In our departments such as audit, where 60 or 70% of the people are working at customers’ premises, they share their desks and there are four people using one workstation.”


Prepare your future adequately and don't miss the first edition of the annual Fleet EuropeTechnology & New Powertrains Event.To help you build your path in the jungle of new energy vehicles, this International Congressprovides clear answers through a highly skilled Forum with Workshops presenting:

n The current offer of e-Mobility and news powertrains on the market

n The taxation and legislation situation

n The TCO approach of new energy vehicles

n The Business Model of hybrid and electric vehicles

n The challenges to overcome in terms of engines, batteries and infrastructure

FORUMFor Fleet Managers & Suppliers

Technology &New Powertrains 2011

More information on www.fleeteurope.com/newpowertrain

You are a Fleet Manager:Register also for the IFMI Expert Session on the new car policy & benefit from

our powerful combined offer (www.fleeteurope.com/ifmi)

Acquire a solid knowledge on the fundamentals of New Powertrains

7 Brussels

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A4_New Power 2011_02_Mise en page 1 7/04/11 22:10 Page1


beSt praCtiCeS Roland De Coninck, Siemens

less time in trafficSiemens is a global company active in many domains, including mobility. Corporate Mobil-ity Manager Roland De Coninck took initiatives to reduce the time spent in traffic and to reduce the stress of our employees that goes with being in the traffic.

Despite the notion of mobility management

being relatively new, Siemens took the decision

some years ago to handle the topic at the high-

est level of the enterprise.

Do you have a smart mobility strategy at

Siemens ?

A few years ago Siemens created the function of Corporate

Mobility Manager, which is my position. The objective was to

find alternatives or solutions to the problems of traffic, and to

the stress that this creates within our personnel. Our first

As a provider of integrated mobility solutions, Siemens Mobility networks various systems – to enable customers to transport people and goods more efficiently.

SIEMENSOperating in the domains of industrial automation, build-ings technologies, IT solutions, lighting… Siemens is active across the globe, with its headquarters in Munich, Germany. Siemens employs around 400,000 persons and has annual turnover in the region of 76 billion Euros.

motivation was to enable our people to spend less time in

traffic. We carried out an internal survey, a satisfaction study,

which revealed that stress was a major problem and so we

decided to try and find alternatives.

Does the environmental question - CO2 emissions – figure in

your thinking?

Absolutely. When we first started, we were conscious that

it was necessary to reduce traffic congestion and in doing

this reduce CO2 emissions. The first consideration was to find

ways to enable our personnel to make more use of the various

modes of public transport, use bikes, and also work remotely.

Obviously, if there is more tele-working, there is less travel-

ling and less pollution. Even if there is also a debate about just

how much CO2 is saved by tele-working, because people have

to heat their homes to work from there too, it is worth finding

alternatives to the traditional way of working and commuting.

Do you have any policies regarding electric technologies?

We have been looking at electric cars, and we are going to

do two things. Firstly, we will have a project to install 8.500m2

of solar panels, and secondly we will install charging stations

for electric cars. We will create our own ‘smart micro grid’ in

order to use renewable energy in a efficiently way both for the

production and the consumption. We are introducing around

ten electric cars into the Belgian fleet, which will be used to

make the link between the other types of public and urban

transport. So I think this demonstrates that Siemens is thinking

very seriously about the electric and energy question, and

taking concrete steps to find solutions.

Do you define for your employees when they should travel

and when they shouldn’t?

We have internal regulations which require that trips have to

be approved before international transport can be used. And

to avoid travel as much as possible, we encourage video-con-

ferencing, virtual meetings, as much as possible. I would also

say that we have quite a strict process for approving travel,

which also encourages people to try and find virtual solutions

instead. It is our objective to drastically reduce the amount of

travelling done by our personnel.

Prepare your future adequately and don't miss the first edition of the annual Fleet EuropeTechnology & New Powertrains Event.To help you build your path in the jungle of new energy vehicles, this International Congressprovides clear answers through a highly skilled Forum with Workshops presenting:

n The current offer of e-Mobility and news powertrains on the market

n The taxation and legislation situation

n The TCO approach of new energy vehicles

n The Business Model of hybrid and electric vehicles

n The challenges to overcome in terms of engines, batteries and infrastructure

FORUMFor Fleet Managers & Suppliers

Technology &New Powertrains 2011

More information on www.fleeteurope.com/newpowertrain

You are a Fleet Manager:Register also for the IFMI Expert Session on the new car policy & benefit from

our powerful combined offer (www.fleeteurope.com/ifmi)

Acquire a solid knowledge on the fundamentals of New Powertrains

7 Brussels

June

presents

Places are limited; early registrations are essential!

A4_New Power 2011_02_Mise en page 1 7/04/11 22:10 Page1


beSt praCtiCeS Roland De Coninck, Siemens

Are you expecting travel suppliers – travel agencies and the

others – to provide you with more solutions in the domain of

overall mobility?

I would start by considering that the public transport opera-

tors are mobility suppliers. And here, at the moment, there is a

problem. The networks are not sufficient. From the train to the

tram, to the bus… So I think that there remains an enormous

amount of work to be done in this area.

Companies themselves can also play a role in this area, how-

ever. It might be a good idea to make mobility budgets availa-

ble, so that the personnel can use this budget to find the most

suitable form of public transport for the trip in question. There

is also a fiscal question to be answered here, but my overall

idea is to have what I call a ‘mobi-pack’, a package of mobility

solutions. This would also enable people to decide that they

don’t need their usual large car, but can opt for a smaller car

and use other means of transport as well. This means that the

mobility package would also need to available for the employ-

ee’s family to use, so the various legal or fiscal questions

surrounding this will also have to be answered. To return to

the question, things are beginning to evolve, but rather slowly.

If we are really serious about reducing the amount of travel

carried out by car, there will have to be a much wider range of

alternative offerings available.

Number of cars (Europe): 9,000

Number of electric cars in Belgium :

starting with 10

Annual fleet spend (Europe): Approx. 50 million euros

The vehicle fleet

What about car sharing?

Well we have been negotiating with one of the car sharing

companies for around two years, to have a station located

close to one of our installations, but it takes a very long time.

There are economic considerations to be taken into account by

all transport operators, whether car sharing or anything else.

But it doesn’t help in our objectives. For example, one of the

regional bus companies has stopped operating a service which

was very useful to our personnel, because it was not profitable

enough. In this particular case, instead of being able to go by

bus, our staff now have to go on foot as far as the metro sta-

tion, and this is really not ideal.

Is cost reduction a primary objective in all these moves,

or merely a happy by-product of your efforts for the

environment?

What I am trying to achieve is a win-win situation. Siemens is

after all a company working in the economic world, and we

have to make profits. So the ideal solution for me is to find

alternatives which make our employees happy, and the com-

pany happy as well. One of the ways in which our approach

helps to save money is that the more tele-working that takes

place, whether from home or elsewhere, the less office space

we need to rent or own. In Belgium, we are currently leading

the way in the decreased amount of work-space required for

our employees to operate. In fact here, we have an average of 1

work station for 1.5 members of staff. Four years ago it was 1.3,

so we have made substantial progress. More than 90% of our

employees no longer have a fixed work station, they work from

anywhere. The notion of desk sharing, and this also involves

‘clean desk’ every night, is therefore highly developed with us.

We do of course provide other types of work area which our

people need to use, cocoons, rooms for think-tanking, phone

booths… a whole series of work solutions which correspond to

the needs of our employees. It is very much the idea that the

office building is in fact a working tool, and that what is impor-

tant is the work that comes out of it. ‘Work is not a place, work

is an activity’, this is the way we look at it. The infrastructure

is merely there to support this activity. This has enabled us to

reduce our surface area by 30%.

Tim HARRup

Roland De Coninck is Corporate Mobility Manager at Siemens.

“If we are really serious about reducing the amount of travel carried out by car, there will have to be a much wider range of alternative offerings available.”


beSt praCtiCeS Pascale Pitou, KODaK

Selling the idea of mobility internallyKodak’s reach increasingly involves the use of technology to combine images and information – creating the poten-tial to profoundly change how people and business com-municate. The link with Pascale Pitou, EAMER travel & fleet management leader for Europe, is easy to find: both fleet and travel are enables to move, to communicate.

Kodak ranks as a premier multinational corpora-

tion, with a brand recognized in virtually every

country around the world. It is not only known

for photography, but also for images used in a

variety of leisure, commercial, entertainment

and scientific applications.

Have you embraced the concept of mobility management

yet?

No, not yet. The project is not really on our agenda. Not yet

anyway! My definition of mobility management would be to

make all methods of moving and of communications between

people available. With cost savings and a benefit to the work

of our employees.

Nowadays, I can see the link between fleet and travel. This

is clear. The concept is very new, really innovative. And it is

therefore something of an unknown. In the case of Kodak,

80% of travellers have a company vehicle. There is already

this strong link. Where suppliers are concerned, I am look-

ing to see whether synergies exist. In the area of short term

renting for example. I try to motivate employees with a leased

vehicle who need a replacement car to use our contract with

the short term rental company. It’s a small thing but…

Do you see mobility management becoming a priority?

Companies such as Kodak are mature enough now to con-

sider the environment and reduce emissions, and thus take

steps to act on this. And on top of this, every company is

always trying to achieve cost savings. This means that the

framework is in place. What is now necessary is that this new

way of operating, in order to implement a genuine mobility

management strategy, is adopted and supported by manage-

ment.

As the concept is so new, and there are not yet enough press

articles or any general consensus, it is still difficult to sell the

idea internally at the moment.

Are you seeking for new ideas?

Indeed, my function, which combines fleet and travel, enables

me to think about new ideas, such as for example putting a

small fleet of electric vehicles at the disposal of our employ-

ees. In certain countries, this is already possible. In others not

yet, due to a lack of infrastructure and charging points.

The company’s priorities are on the one hand to increase

turnover and on the other to reduce costs. And even if today

we do not have an implemented mobility management

>“My definition of mobility management would be tomake all methods of moving and of communications

between people available”, says Pascale Pitou.


strategy, any move which could help the primary objectives

of our company is welcome. Mobility management could be

the next step.

Do you see other companies implement concepts?

I talk to my peers in France, and everybody is still a little in

this waiting period, not knowing exactly what to do.

What’s the next step?

Well there’s fleet, there’s travel, and in the middle informa-

tion technology with tele-conferencing, smartphones… IT and

telephone communications are decided in other departments,

which does not always make communications between our-

selves or an integrated approach easy.

Video-conferencing rooms are great, but we don’t yet have

them in all countries. So we have to invest. And we are not sure

to remain in the same buildings, so the investments have to

wait. I try to follow the major evolutions in video-conferencing

and smartphones.

What do you want suppliers to give you?

I think that for the most part suppliers are also waiting, just like

us. They are looking to se what the others are doing, trying pilot

projects in one or two countries, but I don’t have the impression

that they have real strategies. There’s a bit of car sharing, some

journey planning via smartphones, lots of little things.

Do you see any difference in terms of innovation between

fleet suppliers and travel suppliers?

It is quite clearly fleet suppliers who are taking the lead today. I

don’t think that travel suppliers can yet really identify their role.

Travel management companies could be innovative, but I think

they’re frightened of cannibalising their products. Video-con-

ferencing solutions lead to a decrease in travel in the true sense.

When is travelling or moving business essential ?

At first contact and contract finalisation. Here, it’s a must. After

that, it depends on the client, on the progress or difficulty of the

dossier in question. The right balance has to be found.

For years we’ve been talking about paying attention to how

much we travel, so there’s already some knowledge in this area.

It is very clear in people’s minds. But we have to be able to offer

viable alternatives. In certain countries, however, cars are still

used for 100% of travel, even if there are alternatives. We have

to continually inform, educate and communicate. Employees

decide for themselves, and it is their managers who are respon-

sible for adhering to the travel policy.

KODAK1,300 vehicles in Europe12 million Euros of fleet expenditure80% are business vehicles10 million Euros of annual travel spend1000 travellers in Europe

“Car sharing? I don’t know how to integrate it. But it’s a concept I would really like to set up”.

Kodak is not only known for photography, but also for images

used in a variety of leisure, commercial, entertainment and

scientific applications.


beSt praCtiCeS Pascale Pitou, KODaK

Is a legal and fiscal framework necessary in order to make

progress?

This may be important, but I don’t think it’s crucial. Mobility

management is a question of the will of each company. And if

the law and the tax regimes give us a push in the same direc-

tion, that would be great!

Which initiatives are to be included in the near future?

I am very much in favour of making a pool of small vehicles

available for people who do not need their cars for long jour-

neys, and of enabling them to take a larger vehicle when they

need one. For me, this is also mobility. Just like a combination

of two and four wheels. But the idea has to be sold internally,

and HR has to be convinced.

My idea would be to bring together suppliers (rental com-

panies, manufacturers, travel management companies, short

term rental, travel) and clients looking for solutions, in a major

“My idea would be to bring together suppliers (rental companies, manufacturers, travel management companies, short term rental, travel) and clients looking for solutions, in a major brain-storming session.”

brain-storming session. Really going for it and finding the solu-

tions we need! Sometimes, really good ideas are born from this

mass of uncontrolled ideas! Give rein to your imagination. And

include companies such as Microsoft, which already have the

technology.

How do you see the role of Smart Mobility Management in all

this?

What is needed is a leader, a path to follow. By the very fact of

its existence, Smart Mobility Management is already a long way

in the lead. And especially when you consider the fact that you

are distributed in the large European companies, and you have

experience as a community builder through Fleet Europe.

Caroline THONNON


beSt praCtiCeS atos Origin

Company without email IT services provider Atos Origin wants to banish all internal email traffic from the company over the next three years. Atos Origin thinks email is an ‘archaic’ means of communication, and too time-consuming. The digital inbox will have to yield to social media and common digital platforms, both of which will aim to facilitate com-munication and the exchange of data in the workplace.

Atos Origin’s scheduled ban on email is part of a

programme called ‘Wellbeing at Work’, launched

in 2009 and aimed at creating the most favora-

ble working conditions possible, and reducing

business trips to an absolute minimum. “To get

this process started, we asked around in all the countries where

Atos is present, enquiring all our employees under the age of

30 for their ideas on the way forward,” said François Gruau,

Senior Vice President for Business Development & Innovation

at Atos Origin. “One of our main conclusions was that younger

employees are already using less email. They consider email

a rather archaic means of communication, collaboration and

data exchange. Younger employees will more often use other

channels, like social media, which is something the company

typically does not cater for”, said Gruau.

Social Media

Following the worldwide, in-house poll, Atos Origin CEO Thi-

erry Breton decided to limit email use and provide alternatives.

The condition is that the new way of doing things will have the

same ease of use as ‘old-fashioned’ email traffic.

The new solutions Atos seeks to explore are chat, internal

social media, and discussion forums. François Gruau: «We’re

already using Office Communications Server, a Microsoft appli-

cation, allowing us to chat, phone or video-conference at work,

and share documents in real time. Our own internal social

media, operating via existing platforms such as Facebook, will

result in our staff being able to collaboratively process informa-

tion with more focus, speed and precision.» The first results are

already in. The mere announcement of the measure itself was

responsible for a drop in email volume of between 10 to 20%

Stijn pHLIX

“Our actions provide the best evidence of our commitment.”

Thierry Breton, CEO of Atos Origin.

ATOS ORIGIN > Atos Origin is a leading inter-

national IT services provider offering integrated design, build and operate solutions to large multinational clients. Thierry Breton is the compa-ny’s CEO.

> The company was formed in 2000 following the merger between Atos (France) and Origin (Netherlands).

> Atos Origin employs 49,000 people globally, working out of 31 locations.

“EMAIL IS THE ENEMY OF GOOD TIME MANAGEMENT.”

Why should email be banned? François Gruau motivates the decision: “We at Atos Origin found that e-mail is often used for the wrong reasons, to store documents, for example. This is time-consuming and creates uncertainty, because the retrieved documents may no longer be up to date. Also, as it is their favour-ite tool, the inbox is always open.

Consequently, staff will immediately open any incoming mail. But consider this: a daily average of business emails is between 200 and 300. Typically, an employee will devote 3 minutes to each email. As you’ll agree: email is the enemy of good time management.”


induStry news

bMW on Demand

BMW on Demand”, a new mobility project being implemented in Munich, offers individuals all the benefits of driving the car they desire in a particular situation without the need for a long-term financial commitment. The basic idea of this innovative concept is to let people rent a quality BMW vehicle by the hour for any occasion. To make a BMW on Demand booking, drivers visit the BMW Welt website (www.bmw-welt.com), go directly to www.BMW-on-Demand.de, call the hotline or go to the designated “BMW on Demand” counter at the BMW Welt in Munich.

Mu by Peugeot in milan bank

Peugeot is making its Mu by Peugeot mobility offering available

within the headquarters of Milan bank IntesaSanpaolo. At the

same time, the 100% electric Peugeot iOn car will be making its

entrance into the bank’s fleet.The objective of this move is to

improve the mobility of the bank’s personnel within Milan city.

Peugeot cars, scooters and bikes are available 24 hours and can

be reserved for periods of a few hours to a few days. Reser-

vations are made by the bank’s own intranet program, and are

picked up in the company garage. Where cars are concerned,

GPS, ski-racks, snow tyres and other accessories can also be

ordered.The offer of a sustainable mobility service designed to

cope with staff travel requirements is yet a further step in the

development of a sector to which the IntesaSanpaolo group has

been greatly committed for some time now.Peugeot is the first

company to propose an urban mobility service ranging from

bicycles to luxury cars.By the end of the year, the new Peugeot

iOn, an all-electric car and therefore with zero emission will also

be available, perfect for travel around town as it is compact, eco-

logical and quiet.

Carbon heroes encourages filling empty car seatsCarbon heroes is a company assisting people to fill empty seats

in their cars for specific journeys. The company aims to reduce

the carbon footprint of car use by making it possible to carry

passengers. It points out that 91%of trips to work are made by

one person in a car, when there is a likelihood that other col-

leagues live nearby and could share the home-work journey. To

help in its goals, the company has made a new appointment.

Professor Colin Tourick (photo), who has 30 years’ experience

in the vehicle leasing sector – and in particular with LeasePlan

UK and Commercial Union – has been named as non-executive

director.

BMW launches a service to let people rent a vehicle by the hour for any occasion.

With Mu by Peugeot, Intesa’s objective is to improve the mobility of the bank’s personnel within Milan city.

digest New car sharing application

A new application dedicated to car sharing has been launched by Envoiture.fr, giving free access to the car sharing site. The company has said that its App Store application is also avail-able at a European level, in the UK, Germany, Austria, Spain Greece, Poland, Switzerland and Italy. The service currently has over 1.5 million subscribers, with some 400,000 offers of car sharing where places are available for a specific trip.

Hertz in ultra-short rental move

Hertz has introduced a service enabling subscribers to book cars for very short periods. ‘Connect By Hertz’ is type of car sharing scheme in the company’s own words. Currently avail-able in various locations across the United States and Europe, members can book on-line or by phone, 24 hours, and can book cars for periods as short as one hour. Rates are hourly, and subscribers pay as they use. Fuel efficient vehicles such as the Toyota Prius hybrid are available.

France to Italy by train

A joint venture between Trenitalia and Veolia aims to open up high speed rail links between France and Italy. Paris to Florence and Rome, Paris to Milan and Venice, have been cited as tar-gets. These connections are currently only served by air, with low cost carriers reaping the benefits. Tickets would be sold on-line for the new services, with a physical presence in the stations also a possibility.


3 Questions to… david Chapple (Centaur),Event Director Business travel & meetings Show

1. The travel and meeting market, as many others, has struggled over the last few years with cost reduction objectives. Have you seen travel and meeting mana-gers looking for more inte-grated mobility manage-ment solutions?

The meetings, business travel and fleet markets have been distant cousins for many years. Meeting planners viewed their disci-pline with more creativity in mind, focusing on the out-come of the event within a defined budget; Business

Travel buyers looked to purchase air and accommodation as a commodity and manage the expense process, whilst the fleet manager primary focuses were driving costs down, optimisation and rationalisation.However over the last 3 years I have seen a blurring of the edges especially between the meetings and business travel markets as travel purchas-ing professionals have begun to use their purchasing skills to drive down and consolidate meeting expenditure.

2. Do you see signs of travel and meeting suppliers moving towards integrated mobility solutions?

Travel Management Companies (TMCs) have widened their client offering to encompass the management of meet-ing spend and Meetings whilst event management agen-cies and meeting venue finders have moved in the oppo-site direction and are offering their clients a travel option. Travel & Meetings suppliers are helping customers manage demand and are pushing travel and meeting alternatives. Technological Innovation is enabling greater integration and cost savings.

3. What is the next big thing in the sector?

I’m not sure there is an overriding factor that is going to be the next big thing. More that combination of cost, demand and the state of the global economy on the client side will drive how quickly suppliers consolidate, evolve and inno-vate to embrace an integrated solution.

David Chapple: “Travel & Meetings suppliers are helping customers manage demand and are pushing travel and meeting alternatives.”

Car sharing growing in germanyThe economic crisis did not affect car sharing in Germany in 2010. Current surveys show that around 190,000 people are now taking part in this type of scheme in Germany, and service pro-viders are working hard to increase this figure even more. The increase compared to 2009 stands at just over 20%, with 32,000 joining the trend, the first time the increase has broken through the 30,000 barrier. Large car sharing schemes with over 20 cars saw growth of over 20%, with the smaller projects putting on 15%. There are now 2,400 car sharing stations in the country, 200 up on 2009.

more travellers for thalys

Thalys carried 6.45 million travellers in 2010, up by 6.25% compared to 2009.

Citroën multi-modal offeringThe new web-based Citroën service offering ‘Citroën Multicity’

enables users, via the site, to navigate to various of the brand’s

services: car rental, travel purchase, and the calculation of trips

using various modes of transport. This includes the SNCF, Euros-

tar and Thalys, along with air tickets to worldwide destinations.

Along with the travel portion of the journey, there is also the

option of booking hotels. Users can even go as far as booking

their holidays via the site. Where Citroën cars are concerned, the

site additionally provides the possibility of purchasing service

contracts and GPS cards amongst others. The service has been

designed and put into operation by the sqli agency, which is also

is also supplying the ‘Call Car’ iPhone application for Citroën.

This includes a delivery and pick-up service for rental cars, with-

out the user needing to visit an agency.

Thalys has reported a turnover of 432 million euros in 2010, an increase of 13% over the previous year. That increase is in large part due to the Amsterdam-Brussels-Paris line, which is operat-ing almost an hour faster than before, generating more travellers. Another explanation is the economic recovery, leading to more business travellers. In total, Thalys carried 6.45 million travellers in 2010, up by 6.25% compared to 2009.


daimler’s car sharing scheme car2go in amsterdamDaimler announced to bring its mobility program car2go to

Amsterdam before end of 2011 and decided to run one of the

world’s first large scale car sharing fleets of pure electric vehicles

there with 300 smart fortwo cars. The car2go program is already

very successful in Ulm (Germany) and Austin (Texas) with a total

of more than 35.000 members.

Roadmap towards Sustainable mobility : 10 Ways to goOn March 23rd, the European Commission published its latest White Book dedicated to transport and mobility. Although it is a setting out of intentions, it already contains concrete measures. There is a dual objective: maintaining mobility while reducing CO

2 emissions by 70%.

• “Smart inter-modal ticketing, with common EU standards is vital.”

• “High-speed rail will absorb much medium distance traf-fic.”

• “Halve the use of conventional cars in urban transport by 2030, phase them out by 2050.”

• “Apply user charges to all vehicles and on the whole net-work to at least reflect the maintenance cost of infrastruc-ture, congestion, air and noise pollution.”

• “Include eco-driving requirements in the future revisions of the driving licence directive.”

• “Promote the use of intelligent systems for interoperable and multimodal scheduling, information, reservation sys-tems and smart ticketing.”

• “Public resources for transport infrastructures are increas-ingly constrained, and a new approach to funding is needed.”

• “Airport capacity needs to be increased to face growing demand for travel.”

• “Mobility Continuity Plans may be required to preserve the mobility of passengers in a crisis situation.”

• “Some arrangements (tax treatment of company cars f.ex.)can provide conflicting incentives with respect to the efforts to improve the efficiency of the transport system and reduce its external costs.”

By Claude Yvens

Jose Manuel Barroso’s EC White Paper estimates the cost of EU infrastructure development to match the demand for transport at 1.8 trillion EUR for 2010-2030, or 90 billion EUR per year.

Athlon Car Lease has announced that it is to become involved in the Streetscooter development consortium. The leasing com-pany is taking a shareholding in this German enterprise, and will be actively involved in research. The consortium intends to design and build an electric car, rather than merely replacing the combustion engine with an electric motor. It was founded in 2009 by RWTH Aachen University, and is working on the domains of battery technology, electric drives and energy effi-ciency amongst others. The vehicle it is developing has a top speed of 120 km/h and a range of 60 to 130 km, making it suit-able for most short journey uses. Athlon is the first leasing com-pany to become directly involved in developing an electric car.

< Athlon Car Lease is the first leasing company to be involved in developing an electric car.

Amsterdam and car2go go electric.

athlon joins Streetscooter consortium

induStry news


iBm employees are testing new mobility concept

D’Ieteren and IBM to deliver a new smart mobility solution.

top European Buyers recognised at 2011 European travel Buyer awards

The finest business travel buyers in Europe were hailed on February 7th at the third annual European Travel Buyer Awards (ETBAs) hosted on the eve of the Business Travel & Meetings Show in London.

These Awards recognise and reward those corporate Travel Managers from across Europe who are pioneers in their field and who have devised and managed progressive and innova-tive travel and meeting policies for their company’s travellers.

Here’s a list of the laureates in each category:

BEST CSR INITIATIvE IN A TRAvEl PROGRAMMEElaine Winterbottom, Head of Strategy, Property and Facili-ties, Eversheds UK

BEST INNOvATION IN A TRAvEl PROGRAMMETuijaSnellman, Travel Manager, Finnish Broadcasting Co Fin-land

BEST TRAvEl POlICy COMPlIANCE PROGRAMMEChris Banks, Business Travel Category Manager, Department for Work & Pensions UK

BEST USE OF TECHNOlOGy IN A TRAvEl PROGRAMMESiriPersson, Travel Manager, Logica Sweden

OUTSTANDING NATIONAl TRAvEl COORDINATOR/BOOkER OF THE yEAR Julia Goodridge, Personal Assistant, PwC UK

NATIONAl TRAvEl BUyER OF THE yEAR Ville Svens, Group Travel Manager, MetsoOyj Finland

EUROPEAN TRAvEl BUyER OF THE yEAR Mette Christensen, Global Travel Manager, A.P. Moller – Mae-rsk Denmark

EUROPEAN TRAvEl TEAM/DEPARTMENT OF THE yEAR Eversheds Travel Team UK

Eversheds’ UK Travel Team was one of the laureates of the Euro-pean Travel Buyer Awards 2011.

D’Ieteren – which is one of Belgium’s largest car retailers and

an ‘autoholding’, has introduced a new mobility concept. The

programme is called ‘My Move’ and is intended to analyse the

transport needs of particular use groups, and provide them with

the right solutions, including electric bicycles and cars, along

with very low emissions cars. This analysis will enable particu-

lar groups to become a kind of ‘mobility social network’. The

software enables on-line reservation via a PC or a smartphone,

and has been developed by IBM. The system was first tested by

D’Ieteren internally, and is now available to all IBM employees in

Brussels. Cofinimmo, one of Belgium’s largest building owners,

has adopted this programme for tenants in its ‘Omega Court’

building in Brussels. It thus joins Home Invest, Trevi and the City

of Brussels.

peugeot ion comes to Riviera

More than 40 Peugeot iOn cars have been made available within a car sharing scheme in Nice. The 100% electric car is now avail-able for the inhabitants of the French Riviera’s capital, with the inauguration ceremony having taken place on the Place Masséna.

With Mu by Peugeot, Intesa’s objective is to improve the mobility of the bank’s personnel within Milan city.


induStry talk & Vision

Video to support business strategies

Video conferencing was originally seen as a cost saver, especially as a substitute for travel. Today, working and communicating more efficiently are the decisive fac-tors in opting for video conferencing. More importantly: service companies like Talk & Vision are helping organi-sations to implement visual communication with the goal of generating genuine return on investment (ROI).

Has the recent economic crisis sparked an interest in visual

communication?

Sven Schrevens, key Account Manager: The crisis has

prompted many companies to look for ways not only to save

costs, but especially to work more efficiently. So you could say

that the crisis played a role. But there is more than that. The IT

sector has gone through huge changes, and is being deployed

to support corporate strategies.

Green fleet, green travel and even green IT are popular

expressions. Is ‘green’ a trigger for the growth of video

conferencing?

S. Schrevens: Companies find that their current IT infrastruc-

ture is not sufficient to enable the so-called New Way of Work.

Virtualisation of servers, video conferencing, Unified Com-

munications: these are the solutions for the future. TNT, one

of our biggest customers, is saving on a lot CO2 emissions

by video conferencing. They’ve set up a concerted internal

campaign to motivate their employees to use the systems, and

to highlight their environmental and financial benefits. CSR is

very important for large corporations because they want to

demonstrate to the outside world that they are investing in a

better world.

The cost of video systems and the Return On Investment

(ROI) still scare a lot of companies off?

S. Schrevens: Many companies consider videoconferencing a

single investment, with the systems available to the employees

when they want to use them. Too often still, the focus is not

enough on the ROI, and the organisation still hasn’t adapted

its way of working. Which is where Talk & Vision comes in.

We started off with major international customers, but have

noticed growing interest from smaller companies in need of

streamlining their communications. If efficiently implemented

and organised, the ROI can be achieved in between 1 to 3

years. We provide all services related to videoconferenc-

ing: the management, monitoring, and implementation of the

project, up to and including setting up the calls themselves.

USAGE & ADOPTION The Usage & Adoption programme has been developed based on best practices to ensure maximisation of the return on investment. This approach is based on six key steps: alignment, measurement, com-munication, training, support and rein-forcement. Usage and Adoption will align visual communication to the business strategy of a company. It contributes to better use of the visual communications environment.

Alignment Training SupportMeasurement ReinforcementCommunication

The end user is the key to the success of a videoconferencing strategy.


Communication is necessary, but travel and time make it a

costly proposition. How can we do better?

S. Schrevens: One should really look at the overall costs of

communication within the organisation, factoring in customers,

suppliers and partners. Many meetings require people to move,

by car, by plane. These meetings take a lot of money and a lot

of time. But they are efficient, because people literally “see”

each other and can judge each other more efficiently. Commu-

nications DNA

Talk & vision is a research organisation with extensive

experience in unified Communication. How do you translate

that to customers?

S. Schrevens: Workplace management is the key concept:

using time more efficiently, working more efficiently, and thus

increasing productivity. We expose the communications DNA

of a company, and propose solutions to build in shortcuts or

use video communication. The first question is: How does the

customer see video conferencing within his organisation? What

is its core business? How do its people communicate? Are there

different locations? What about branches? Is the company

located at home as well as abroad? Then we factor in location,

duration and frequency of company meetings, and how much

they cost. This helps us formulate a profitable business model.

One sees many companies that invest in systems, install some

machinery and then consider themselves to be video confer-

ence ready. The system is used once in a while. But there’s

no way of ROI. This is why Talk & Vision has founded “Usage

and Adaptation”, as a guarantee of ROI. We inform, train and

instruct the users to apply the systems correctly. We con-

tinue this campaign via the company newsletter, posters, the

intranet, rewarding programmes ... We basically continue to

encourage a culture of videoconferencing.

video is the future

The evolution of smart phones and the iPad will encourage fur-

ther breakthroughs in video conferencing. Going forward, we will

be able to conclude partnerships with hotel chains, airlines, etc.

to equip meeting rooms in such a way that ensures that video

calling will become more and more available everywhere. In big

cities, we’re witnessing the founding of companies that manage,

equip and rent out meeting rooms to businesses nearby. That’s

one way to get a quick ROI. True mobile video conferencing

today is still limited by GPRS bandwidth and its cost.

Caroline THONNON

IN TOUCH We’re noticing a shift of technology towards the end user. With InTouch, Talk & Vision analyses how the organisation communicates. “Via workshops and interviews, we identify the bottlenecks in client organisations. We work with an organisational psychologist who’ll analyse the client from A to Z. Some essential questions: Which are the communica-tion dilemmas? What are the available tools? Which are the barriers? This is done pretty much from an organisational point of view. All communication flows are analysed, both formal and non-formal. This analysis is then used to correctly identify the right collaboration tools, for example video con-ferencing, web conferencing, audio additions to advisory reports, etc. We are now setting up two pilot projects, aiming to bring InTouch to market at the end of the year.”

TALK & VISION Talk & Vision is one of Europe’s leading providers of world-wide visual communication services. With offices in the UK, Germany and Belgium, it generates an annual growth of between 10 and 30%. Today, it is among the top five play-ers in Europe. Since 2009, it is part of the KPN group (via Getronics).

“We create a videoconferencing culture within the company, to ensure that it truly is a good investment,”, says Martijn Blokland, Sales Director.

STEP 1

Number of video enabled sitesNumber of employees per siteNumber of people with access to videoNumber of meeting travels per employee per yearActual Video usage ratePotential number of travels avoidedActual number of travels avoidedExpenses per travelSavings from less travel expenses

4102

12100%

2424

400 € 9 600,00

STEP 2

Actual number of travels avoidedTime spent travelling per meeting (hours)Number of manhours not spent travellingCost per manhourSavings from less time spent travelling

245

12080

€ 9 600,00

TOTAL TRAvEL RELATED SAvINGS pER YEAR

€ 19 200,00

vC INvESTMENT € 35 000,00

ROI CALCuLATOR


1. Telepresence rooms

This is what most suppliers mean when they talk about

telepresence, but it’s also the ‘first class’ of video conferenc-

ing. High-end systems like these are installed in a room, one

entire wall of which is typically taken up by one or more large

screens, portraying your correspondents life-size. The goal is

to give the impression that you’re in the same room with the

people on screen.

Surround sound is there to ensure that the voice of someone

sitting to your right also reaches you from the right. Depend-

ing on the system, the picture will appear on one or more 65

or 70 inch screens, which have a diagonal of about 1.5 metres

(a good-sized kitchen table, say), up to a video wall nearly

five metres wide. Such a set-up requires custom furniture to

provide the meeting with as real-life an experience as pos-

sible.

Prices range from 25,000 to 300,000 dollars, depending

on the type of installation. To transmit that mass of data

between conference rooms, you need to add bandwidth of 1,5

to 40Mbit/s. Most telepresence rooms have space for 6 to 10

persons, although some admit up to 28 attendees.

induStry Videoconferincing

not allvideoconferencing is equal

It’s been announced for ages, but now it seems like it’s finally happening: the breakthrough of videocon-ferencing. There are a number of factors contribut-ing to this long-anticipated event: ‘green’ mindsets, smaller travel allowances, Icelandic volcanoes, improved communications and – last, but not least – the ever wider geographical spread of markets. But we should watch out, literally even, because not all videoconferencing is equal.

Examples: Cisco TelePresence System 3200 and 3000, Sony 3D Telepresence Integrated Room System, HP Halo Collaboration Meeting Room, Tandberg Telepresence T3 (Tandberg is now part of Cisco), Polycom Real Presence Experience (RPx) series and HD300, life-size Conference Series.

IT consultancy firm Gartner predicts that by 2012, video

telepresence will replace around 2.1 million airline trips. Which

is bad news for the airline industry, but good news for the

video communications industry. The good news doesn’t stop

there: this market will continue to grow, by supply-side innova-

tion and improvement in the quality of sound and pictures.

Transmissions in high-definition will become more common-

place. For many business applications, the days of choppy,

pixellated images are already over.

Video conferencing is a concept all too often associated with

large, expensive systems that consume lots of bandwidth.

However, suppliers these days have a much more varied range

of options at their disposal. An overview:


2. Team systems

These meeting room systems are designed to be of assistance

in a conference room and to facilitate team meetings between

different sites. They usually involve one oversized screen with a

camera, possibly with a microphone integrated into the table.

These systems are more affordable than Telepresence systems,

nor do they need to take up too much bandwidth. Screens

measure 50 to 65 inch, some suppliers (Sony among them)

even offer a screen on wheels, which can be rolled from one

meeting room to the next.

4. The videophone

Phone-like devices with video screens and cameras have

been a main ingredient of science fiction films for decades,

but they’ve never really broken through. A number of produc-

ers continues to try, however. These videophones are usually

aimed at receptionists and personal

assistants, but can also be operated

by other members of staff.

3. personal systems

Technologically advanced personal video systems are primarily

designed for the offices of CEOs and other senior managers.

They consist of an LCD screen the size of an ordinary com-

puter screen (17 to 20 inch), with a built-in high-def camera

and microphone. Interesting detail: they often have a ‘privacy

shutter’, so the manager doesn’t always need to look equally

presentable…

Examples: 1000 or Cisco Telepresence 1300, TANDBERG Telepresence T1 or Tandberg Profile Series, Sony TPT conferencing systems, Polycom HDx series, LifeSize Room series.

Examples: Cisco and Polycom are approaching this market from their range of IP phones. These devices look very much like a regular phone, with a small screen. Some phones, such as the Tandberg range, have a bigger screen, but the concept remains the same.

Examples: Polycom HDx 4000, V700 and V500, TANDBERG Personal Telepresence 1700, Cisco Telepresence 500.

5. The webcam

Most people don’t consider webcams to be on a par with vide-

oconferencing, but it does seem that they have found a new

drive. This is all thanks to the new trend towards home work-

ing. If you’re working from home, a regular webcam will get

you far. A number of systems are compatible with these regular

webcams, and others are also selling their software for desktop

application, ensuring that it is compatible with continued audio

use of the phone lines. Companies like Alcatel-Lucent even

offer, via its Omnitouch series, standalone software that works

on virtually all platforms. Avaya also has a unified communi-

cations offer: software that connects different systems, and

permits video communication. Webcams these days also come

in high-definition versions. The Tandberg PrecisionHD USB

Camera conveys a better picture than the cheaper versions

available at your traditional electronics chain store.

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Welcome to our world !Thalys is launching a new brand positioning, strengthening its specific characteristics by adopting a new signature which places the attention paid to clients at the heart of its concerns: “Welcome to our world”.

“Welcome to our world, this is the expression of an approach entirely focused on the client, a simple and universal message of welcome, a promise which lies behind everything we do”, declares Olivier Poitrenaud, CEO of Thalys International.

Welcome on board: “caring” the Thalys way

With this new brand platform, Thalys has decided to put the traveller on centre stage. It is the pas-senger who is at the heart of the brand’s concerns, a brand which uses its attributes (high speed, on-board service) to demonstrate its exceptional performance levels. Thalys is thus putting the spotlight on its personnel, whose friendliness and availability the clients have praised from the very beginning, in one satisfaction survey after another.

“Taking care is a spirit specific to Thalys: it is something which is highly appreciated and recog-nised in each of the four countries we pass through, and all of our strategic thinking concentrates on this same reality: human warmth, conviviality and generosity of nature are the Thalys personal-ity traits, those of its personnel and of our destinations, and we have to capitalise on this”, states Jérémie Zeguerman, Thalys Communications Director.

“With this new signature and this wide and popular campaign, Thalys sets out its ambitions; gain-ing client loyalty by emphasising service and satisfaction, becoming the champions in terms of welcome and relations… We state it directly and without ambiguity: taking Thalys is choosing for a unique, rich experience, different from that which may be offered by potential competitors in the future”, explains Charlotte David, Director General of new Thalys agency Havas City.

To find out more and see the film: http://www.thalys.com/bienvenuecheznous - Welcome to our world

Mr Olivier Poitrenaud

CEO of Thalys International

Smart Mobility 002 UK

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Transcript of Smart Mobility 002 UK