Smart Mobility 004 UK

I Route & Journey Optmisation: - By road, rail and air - Integrated Solutions

I Case Studies: - 3M Europe - Cisco - GSK Biologicals

International Integrated Corporate Mobility Solutions

privileged partners :

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smart mobility management - n°3 I 3

ROUTE OPTIMISATION Planning, Navigating, Managing

The main topic of this publication is “Route optimisation” for which we identified

three areas: Planning, Navigating and Managing, each facing different challenges.

PLANNINGIntegrated multimodal journey planners help inform comprehensively about travel

options, save time and money in travelling, promote sustainable modes of transport and

contribute to co-modal integration. The current main concern is very well summarized in

the challenging question raised by Siim Kallas, Vice-President of the European Commis-

sion, in charge of transport: “Why can’t I yet plan or book my journey through Europe

— switching from air to rail or sea, to urban or road transport — in one single go and

online?”. EU-wide multimodal travel information services have become a key element of

the European Transport Policy and among the priorities of the ITS Directive (2010/40/

EU), with specifications to be developed by 2014.

NAVIGATINGThe introduction of Portable Navigation Devices (PND) back in 2004 has changed the

way we drive. In 2008, the results from leading research institutions* confirmed the

positive influence of satellite navigation devices on driving and traffic safety. Indeed

they reduce the stress levels of the driver, improve his/her behaviour and reduce the

number of kilometers driven and travel time when driving through an unknown area or

to an unknown destination. The rise in worldwide usage of GPS-equipped smart phones

now become a threat to the days of supremacy of the Portable Navigation Device (PND)

in the global navigation market. A new challenging and promising race has started...

MANAGINGAn efficient corporate mobility policy and management should consider a Mobility

Budget, a Mobility Card providing employees great flexibility to identify and select the

various travel options matching their specific needs and an integrated Mobility Expense Management module to monitor travel requests (pre-approval to online check with

policy) combined with an automated expense and reimbursement control module to

save up to 65% versus manual methods. Are we dreaming? No. These new services are

available and some described further in this publication.

Filip VAN MULLEM & Caroline THONNON

Caroline THONNON

[email protected]

Filip VAN MULLEM

[email protected]

SMART MOBILITY MANAGEMENT DIRECTORYTo serve our 37,000+ readers across the World in the best way possible, our Smart Mobility Management website will soon propose a premium, powerful web directory organized by sector and presenting the leaders from the respective industries: fleet, travel, conferencing and IT & communication.

This directory is a unique opportunity to highlight the distinctive features of your business and attract new clients.

Register and submit information on your company, coverage, services and tools in the directory today to uphold the leading position you deserve!

www.smart-mobilitymanagement.com

EDITO


s e a t . c o m

THE NEW SEAT EXEO AND EXEO ST.‘FLEET CAR OF THE YEAR’ TWICE IN GERMANY*. NOW IMPROVED.It has a lot to live up to, so we knew we had to make the new SEAT good. That’s why it comes with the latest technology including the latest range of effi cient TSI and TDI engines for extremely low running costs and CO2 emissions, something that should maintain the Exeo’s High Residual Value. Inside you’ll fi nd it equally impressive, with enough features to please any driver. But don’t take our word for it. We’ll just let the facts do the talking.

M E M B E R O F T H E V O L K S W A G E N G R O U P

Average consumption: 4.9 - 7.9 l/km. Average CO2 mass emissions: 129 - 179 g/km.Please note that the Exeo models are for visual reference. Some of the features are optional and offers may vary per country and trim level.*Award given to the previous Exeo ST model in 2009 and 2010. Source: DEKRA (www.dekra.com) and FIRMENAUTO.

IF YOU TRY IT, YOU’LL BUY IT.

· AUTOMATIC MULTITRONIC GEARBOX· TOP-QUALITY INTERIOR FINISHES

· MORE EFFICIENT ENGINES WITH LOWER CO2 EMISSIONS· NEW FRONT LED HEADLIGHTS

SEAT Fleet

Smart Mobility 210x297 EXEO Fleet 25-11.indd 1 25/11/11 13:48


CONTENT

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

STRATEGY

27 StarCite Making the process

of meeting simple

7-49 Privileged partners 07 Alphabet 16 Thalys 22 Athlon Car Lease 37 Europcar 49 Peugeot

28 Car Leasing New Alphabet opts for

new mobility

28

BEST PRACTICES

30 3M Europe Christiane Decleyre

Winner of the International Fleet Mobility Award 2011

32 Cisco Michael Schwarz

Networking & communication

34 GSK Biologicals Antoine Minot

Mobility Management as motivator

30

INDUSTRY

38 News News from the industry

suppliers

42 Air Travel Can Air Travel be

green?

46 Automotive Industry “Car-makers to

embrace mobility concepts”

48 Travel Industry “Travel costs will rise”

50 Europcar’s mobility strategy

Interview with Pascal Klein

48

8 Introduction Navigation and location

based services is the next big trend

12 Carlson Wagonlit Travel

More efficiency through communication

14 Driving aids Interlinked solutions

17 TomTom From maps to fleet

services provider

18 BMW Mobility Services

“Clients become smart users”

20 The mobility card A weapon in the war

on talent

21 MobilXpense The added value

of outsourcing travel management

23 Eurostar Meeting the business

challenge

26 Go-Mobile Integrated software

support for improved mobility

DOSSIER ROUTE OPTIMISATION

8

ISSUE N°5 SMART MOBILITY MANAGEMENT The fifth issue of Smart Mobility Management will be published in February 2012. The main dossier will be on the subject of ‘how to implement a mobility budget’. In addition to this, we will inform you about some best practices in mobility management from companies worldwide.

EDITORIAL TEAMEditorial Director: Caroline Thonnon ([email protected]) Final editor: Stijn PhlixTeam: Frédéric De Backer, Tim Harrup, Steven Schoefs

SALES & MARKETING TEAMSales Director: Marleen NeukermansSales Manager: David Baudeweyns Assistants: 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

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

PRODUCTIONHead: Sonia Counet

EDITORManaging Director: Thierry Degives

Publication Director: Jean-Marie

Becker



STRATEGY Our project

Smart Mobility Management International Integrated Corporate Mobility Solutions

Smart Mobility Management

is an innovative media

platform helping fleet,

travel, conferencing and

IT-communication decision

makers in national and international

corporations build future sustainable

mobility policies in line with the new

emerging economy, ecosystem, society

and work environment.

The year 2000 brought the first

broadband innovations changing the

way people now connect and commu-

nicate. As from 2006, the planet, fuel,

traffic and pollution problems started

pressing for more environmental

engagement. Since 2008 the impact

of the financial crisis accelerated

the general quest for a better work-

life balance leading to a new global

mobility strategy.

Integration is underway

The combination of these three

important developments form the

foundation of Smart Mobility Man-

agement where the fleet, travel and

conferencing activities, linked in one

way or another to mobility but man-

aged in an isolated way until now are

ready to integrate with the help of

sophisticated technology developing

at crazy pace.

Smart Mobility Management is a long

term, holistic and integrated approach

linking inter-related activities to fulfil

business requirements and objectives

through sustainable means.

In our approach, we aspire to help

international decision makers (Board

Members, Purchasing, Finance, HR

and Fleet, Travel and

Meeting managers)

develop and imple-

ment the best

possible Integrated

mobility strategies

and policies in line

with their respec-

tive company cul-

tures and constraints

to meet identical

objectives: optimise

costs, increase employee

efficiency and take care of

the carbon footprint.

When to move or not?

Smart Mobility Management starts

with the first elementary question:

should I travel or not to meet my

client, colleague, supplier?

> If the answer is “yes”, how can

overall mobility costs be minimized

for the company whilst efficiency for

the employees is maximized? How

efficient are the alternative and multi-

modal solutions? Who proposes what

and where?

> If the answer is “no”, can business

people who want to use telepresence

or video conferencing connectivity

related services in their professional

life really optimise their valuable time

and create a better work-life balance

while impressively reducing travel

time and cost?

International platform

To move to the next level, integrat-

ing connectivity and mobility, Smart

Mobility Management’s international

platform aggregates up-to-date infor-

mation on the market environment,

trends, best practices and case stud-

ies, industry news and comprehensive

articles on international policies and

processes.

It allows experts, privileged partners,

opinion leaders and trendsetters to

exchange expertise and share knowl-

edge.

It finally proposes the first directory

of innovative mobility tools proposed

by the leaders of the respective indus-

tries.

By aggregating information and

connecting the respective industry

leaders, Smart Mobility Management

is determined to accelerate mobility

integration in order to swiftly achieve

social, economic and environmental

sustainability for a better quality of

life, more efficient companies and a

greener society.

Filip VAN MULLEM

STRATEGY Our project

PRI

VILEGED

P

A R T N E R

P

RIVILEGED

PARTNER

P

RIVILEGED

PARTNER

P

RIVILEGED

PARTNER


AlphaCity: Corporate CarSharing 2.0Corporate mobility is about to take a sharp turn onto a brand new road thanks to an innovative Corporate CarSharing solution designed by fleet management specialist Alphabet International. The prizewinning AlphaCity, as the solution is called, will be rolled out in its Version 2.0 interna-tionally in 2012 following a test period in three pilot markets, the UK, France and Germany.

The solution was elaborated in response to a number of corporate demands, notably fleet optimisation, lower total cost of ownership and lower total cost of mobility. “Companies want to continue offering innovative mobility solutions as a business necessity and a new fringe benefit for their employees at the same time,” says Christian Steiner, Head of Mobility Services at Alphabet International, “so naturally they are on the lookout for mobility solutions designed to create a true win-win situation and using state-of-the-art technology.”

AlphaCity is based on a powerful IT and telecommunications platform that delivers real-time communication between the car, the driver and the back-end. The key to the system is keyless access and operation of the vehicle: an RFID chip embedded on the user’s driving permit avoids complicated key management, and it allows drivers a great deal more flexibility. They can now use any web-enabled device, like the company intranet or a smartphone, to reserve a car quickly and conveniently. “The system then recognizes who is sitting in the car and the purpose of the trip, so it can be automatically charged to the right cost unit,” says Steiner. “It also informs the back-end when the car is due for a cleaning, or where repairs are needed!”

This simplification of the administrative processes is an impor-tant step towards cost reductions. But there is more. Thanks to automated booking processes, companies will be able to cash in on a growing social trend towards using cars spontaneously “on demand”, rather than owning. Instead of having a fleet idle outside business hours, for instance, a company adopting the AlphaCity solution can now let employees use its cars for private trips, too. The fee for private use is directly charged to the user’s own credit card and will go towards defraying the cost of the leased vehicles. “It’s a win-win for all,” Steiner points out, “because the companies will have complete transparency over how, by who and when the cars are used and employees can pick up the cars for private purposes whenever needed as a fringe benefit.”

Alphabet is working on the international roll-out, following the successful launch of AlphaCity in its Version 1.0 in Paris in 2010. A number of blue-chip customers have already expressed interest in signing on. “It’s bound to be a success, because it is already anticipating the trends in driving and meets exactly the demands of our customers,” says Steiner enthusiastically. “AlphaCity will also effectively facilitate the integration of electric cars in company fleets, because new automotive concepts must come with new services if they are to earn acceptance.”

Christian Steiner

Head of Mobility Services

«AlphaCity is bound to be a success, because it is already anticipating the trends in driving and meets exactly the demands of our customers.»

Thanks to AlphaCity, companies will be able to cash in on a growing social trend towards using cars spontaneously “on demand”, rather than owning.

smart_mobility_04_PARTNERS 05.indd 7 22/11/11 14:29Smart_Mobility_04.indd 6 24/11/11 15:10


PRI

VILEGED

P

A R T N E R

P

RIVILEGED

PARTNER

P

RIVILEGED

PARTNER

P

RIVILEGED

PARTNER


AlphaCity: Corporate CarSharing 2.0Corporate mobility is about to take a sharp turn onto a brand new road thanks to an innovative Corporate CarSharing solution designed by fleet management specialist Alphabet International. The prizewinning AlphaCity, as the solution is called, will be rolled out in its Version 2.0 interna-tionally in 2012 following a test period in three pilot markets, the UK, France and Germany.

The solution was elaborated in response to a number of corporate demands, notably fleet optimisation, lower total cost of ownership and lower total cost of mobility. “Companies want to continue offering innovative mobility solutions as a business necessity and a new fringe benefit for their employees at the same time,” says Christian Steiner, Head of Mobility Services at Alphabet International, “so naturally they are on the lookout for mobility solutions designed to create a true win-win situation and using state-of-the-art technology.”

AlphaCity is based on a powerful IT and telecommunications platform that delivers real-time communication between the car, the driver and the back-end. The key to the system is keyless access and operation of the vehicle: an RFID chip embedded on the user’s driving permit avoids complicated key management, and it allows drivers a great deal more flexibility. They can now use any web-enabled device, like the company intranet or a smartphone, to reserve a car quickly and conveniently. “The system then recognizes who is sitting in the car and the purpose of the trip, so it can be automatically charged to the right cost unit,” says Steiner. “It also informs the back-end when the car is due for a cleaning, or where repairs are needed!”

This simplification of the administrative processes is an impor-tant step towards cost reductions. But there is more. Thanks to automated booking processes, companies will be able to cash in on a growing social trend towards using cars spontaneously “on demand”, rather than owning. Instead of having a fleet idle outside business hours, for instance, a company adopting the AlphaCity solution can now let employees use its cars for private trips, too. The fee for private use is directly charged to the user’s own credit card and will go towards defraying the cost of the leased vehicles. “It’s a win-win for all,” Steiner points out, “because the companies will have complete transparency over how, by who and when the cars are used and employees can pick up the cars for private purposes whenever needed as a fringe benefit.”

Alphabet is working on the international roll-out, following the successful launch of AlphaCity in its Version 1.0 in Paris in 2010. A number of blue-chip customers have already expressed interest in signing on. “It’s bound to be a success, because it is already anticipating the trends in driving and meets exactly the demands of our customers,” says Steiner enthusiastically. “AlphaCity will also effectively facilitate the integration of electric cars in company fleets, because new automotive concepts must come with new services if they are to earn acceptance.”

Christian Steiner

Head of Mobility Services

«AlphaCity is bound to be a success, because it is already anticipating the trends in driving and meets exactly the demands of our customers.»

Thanks to AlphaCity, companies will be able to cash in on a growing social trend towards using cars spontaneously “on demand”, rather than owning.



DOSSIER Route optimisation

Navigation and location based servicesNavigation systems and telemat-ics devices in trucks are becoming mainstream and crucial for control-ling costs and optimising productive utilisation. We take a look at road transport trends regarding naviga-tion tools and integrated solutions. Although navigation systems for pas-senger cars are also developing fast, this article paints a picture of how applications from the road transport sector could find their way into the fleet sector as well.

Increasing fuel prices have been

hurting fleets for years and with

additional demands on companies

to reduce their carbon emissions

whilst gearing-up for the 20%

growth of road transport by 2020,

it means that the demands on fleet

managers to control costs and opti-

mise productive utilisation has never

been greater. Fleet Telematics, a system

which allows the information exchange

between the vehicle and its central

control helps to reduce a company’s

CO2 footprint, streamline processes to

reduce total cost of ownership and pro-

mote an organisation’s socially responsi-

ble effort. These benefits are giving fleet

owners a distinct advantage over their

competitors, however, a pure Telemat-

ics or black box solution alone, cannot

achieve this.

As little as five years ago the naviga-

tion system in the vehicle was the only

link the drivers had with their exter-

nal environment. This non-connected

personal navigation device (PND)

was stand-alone with map data that

was often out of date. Nowadays, the

modern, connected system is dynamic

and requires inputs from a number of

diverse and often disparate information

sources enabled through connectivity.

In a short space of time, the modern

navigation system has evolved into an

integrated, intelligent system that inter-

rogates data taking several parameters

and characteristics into account to

provide much more than an approximate

ETA (Estimated Time of Arrival). Data

inputs to these systems include: vehicle

characteristics (weight, height, width),

driver characteristics (work time, rest),

environmental characteristics (up/down

Fleet operators are starting to use Navigation based Telematics systems as a fleet utilisation tool which can provide revenue opportunities as well as drive increased efficiency



hill routes, toll), driver behaviour char-

acteristics (risky driving) and engine

characteristics (harsh braking).

Navigation integrated with vehicle

interface a value-addition

Eco-routing is an advanced navigation

feature which helps fleet managers

and drivers to reduce fuel consumption

while further reducing CO2 emissions

and vehicles’ wear & tear. The addition

of eco-routing allows the map system

to be aware of various environmental

factors. For example, a smart navigation

system knows about the entire route,

including when the vehicle takes a bend,

drives up or down hill. As the condi-

tions change, the map system instructs

the powertrain ECU to change driving

set-up to optimise performance for fuel

efficiency or performance depending on

the situation.

For improved safety, especially with

Heavy Good Vehicles (HGVs), the real-

time map information will also help

operators to warn drivers of potential

hazardous situations, such as rollover

e.g. when a driver negotiates a sharp

bend, the system synchronises the

information about the location and the

vehicle. It then senses if the vehicle is

moving too fast for a turn, based on

cargo weight, and warns the driver of

the situation. Using the vehicle’s centre

of gravity in relation to the metrics

associated with the corner, it warns

drivers of potential rollover situations.

It also tracks the data over time and

identifies potential ‘black spots’ as well

as individual drivers who are frequently

warned to suggest areas of re-training.

It also helps to identify good drivers in

order to highlight best practice.

Building on the increased European reg-

ulations for Tire Pressure Management

Systems (TPMS), Tyre manufacturers

have also integrated sensors to identify

the grip and condition of the road sur-

face which are important parameters for

an integrated Telematics system when

analysing safety and speed recommen-

dations for the driver.

Demand for toll information

As governments and local authorities

look for additional revenue opportuni-

ties by implementing toll or charging

schemes, there is an increased demand

for highway toll information across

Europe. With this information, Fleet

operators can calculate actual route

costs, by vehicle, by trip. Vendors are

determining the cheapest route, not just

by distance travelled, time and fuel, but

the additional costs associated with the

journey such as toll cost and others. For

example, the shortest route between

Italy from Germany could include Swit-

zerland, however, with tolls and addi-

tional expenses, some fleets are choos-

ing to divert through Austria instead.

Security management

As insurance costs increase there is a

growing importance of vehicle security

management and the role played by

insurance companies. Location based

vehicle tracking technology is not only

a theft deterrent but companies can

ensure that fleet vehicles are kept within

specific roads and road types (avoiding

dangerous routes), choosing for high-

ways as much as possible irrespective

of congestion and traffic jams. Often,

navigation systems route traffic away

from congested roads and on to more

dangerous side roads when there is a

traffic jam. An external eco-chain part-

ner such as an insurance company, can

influence the routing system parameters

e.g. time, cities travelling-to, and goods

carried would be considered, while

offering premiums.

Real-time parking and fuel price

information

Another growing trend is the demand

for real-time information for parking and

fuel as navigation becomes an integral

part of the telematics system. This can

also be optimised for a particular organi-

sation or brand, or for a particular price

point. An example is when the Telemat-

ics unit recognises that it is time for the

driver to take rest based on tachograph

information, the system will automati-

cally identify the nearest, or cheapest,

“Navigation systems are moving from being a stand-alone device to an integrated system”



parking space available and provides the route guidance to

reach the destination. The two-way communication on board

the Telematics capabilities also allow push advertising (or

discount vouchers) to be forwarded directly into the driver’s

seat based upon location, or during particular times of the day

i.e. lunch-time.

Demand for charging points and eco-routes

Though electric vehicles are niche today, but as they gain

momentum, the need for identifying the location of vehicle

charging points will be in high demand, especially for commer-

cial vehicles. With the charging station location and availability

information being mapped, new eco-routes will evolve which

will connect operational, practical and CO2 efficiency together.

These routes not only optimise fuel efficiency, but also help to

minimize vehicle wear and tear.

Revenue opportunities for operators

Fleet operators are starting to use Navigation based Telemat-

ics systems as a fleet utilisation tool which can provide

revenue opportunities as well as drive increased efficiency

and improved customer service. The system helps to man-

age reverse logistics and backhauls effectively by correlating

location information with HOS (Hours on Service) and vehicle

information. For example, when a client requests an urgent

pick-up, the system automatically identifies drivers with avail-

able time and space capacity. It then identifies the vehicle best

positioned to make the collection instead of allocating a new

vehicle from a central location. Location based tracker informa-

tion optimises the vehicles utilisation on the outbound and

return journeys.

The other opportunity to enjoy additional revenue is by using

real-time and predictive traffic data. For example, if there is a

request for a pickup on a busy afternoon, the system uses the

data of major happenings such as sporting events and road

construction that might cause traffic congestion during that

time in that location.


EXPERTISE CENTERWritten by Edward Gibbs and Sathyanarayana Kabirdas

For information regarding navigation and location based services, please contact the author, Edward Gibbs, Growth Consulting Director EMEA, Automotive & Transportation, Frost & Sullivan: [email protected].

Modern systems help to provide added value customer service

by allowing accurate delivery or collection timing information.

These elements are starting to be considered as commercial

differentiators in a competitive market. The map and routing

system can capture very specific data such as exact bay loca-

tion for the delivery or particular stacking / queuing protocols

for advanced logistics systems.

Conclusion

The growing challenge of retaining experienced, long haul and

HGV drivers is a global problem and not just limited to Europe.

Low cost workers from Eastern Europe are relocating to allevi-

ate the short term demand, but the longer term shortage may

become a key success factor for hauliers in the future. If this

trend continues, fewer drivers are being required to cover new

routes rather than regular, established ones. This will add to

the increased demand on navigation systems to keep inexperi-

enced drivers safe and on established or approved routes.

Telematics vendors should take the opportunity to further

integrate navigation with the on-board unit, allowing all

stakeholders of the new supply chain to realize and share in

the benefits – driver (roll-over; safety); vehicle (wear & tear);

operator (revenue opportunity) and environment (CO2 emis-

sion). Thus Navigation is more than a tool to direct the vehicle

route, but also more effectively, efficiently and environmentally

to its destination.

The modern, connected system is dynamic and requires inputs from a number of diverse and often disparate information sources enabled through connectivity.

Navigation systems provide new opportunities for value chain participants.




More efficiency through communicationA company with a very old name and a very modern approach to travel. To find out how Carlson Wagonlit Travel approaches the complex field of 21st century travel management, we asked Geneviève Pradoura, Product Manager for the ‘CWT Program Messenger’ management tool, to explain how the tool can support route optimisa-tion.

For the middle part of the 20th century, using a

‘wagon lit’ or sleeper train, was one of the earliest

forms of smart travel management. Why waste

good daytime hours going from A to B if you can

go there at night and sleep on the way…? Now, the

company which still bears this famous name is still providing

optimal travel solutions.

What is the objective of CWT Program Messenger?

Geneviève Pradoura: CWT Program Messenger represents just

one of the ways in which CWT supports route optimisation. It

is a broad communication tool which we globalised in 2008

in order to help travel managers communicate efficiently with

travellers, their arrangers and supervisors as well as other key

recipients within their organisations. CWT Program Messen-

ger helps them to drive compliance with the policy, and also

to communicate on all areas of their travel programme. The

way the tool achieves this is that the travel manager sets a

policy based on specific transaction criteria and then the tool

automatically communicates the details to the traveller or

other recipients based on specific parameters. CWT Program

Messenger can “push” information when appropriate, and CWT

Portal our customisable travel portal allows travellers to “pull”

information as needed.

Does this also work in terms of route optimisation?

G. Pradoura: Route optimisation means different things to

different stakeholders in the travel process. For the company it

typically means savings if the policy is followed, for the travel

manager it can mean time saved via the automated targeting

of communication, and finally for the traveller it means that

they are receiving contextual and relevant information that

improves their travel experience. An example of how these

needs could be reconciled could be for example a targeted

message from the travel manager to the traveller advising

them to use hotels in the preferred hotel program, while also

providing them useful information on the amenities negotiated

in the rate. Everyone can benefit in this scenario: hotel leakage

is reduced, volumes are captured and deals are therefore bet-

ter negotiated leading to better savings and better rates for

the traveller. The traveller is benefiting from all the amenities

negotiated in the corporate rate.

Does the message come from CWT or from the company

travel manager?

G. Pradoura: The message comes from whoever the travel

manager decides but ideally someone the traveller knows

within the organisation to create an impactful message, such

as the travel manager, the security or the HR team, so the

process is very user-friendly in this respect. What the travel

manager wants to communicate is triggered by Program

Messenger as soon as a transaction meets the criteria set

in the policy, but the message appears to be coming from

whomever they choose or from them (the travel manager)

personally. It is a truly automated system but it mimics an

e-mail from a particular person. The travel manager sim-

ply goes into the tool and says ‘I want an e-mail message

to come from me and target anyone who is using air on a

“We optimise the traveller’s well-being and experience when

he is undertaking his journey.”



particular route when rail is available’. The message may be

that anyone using the plane for their travel should possibly

consider switching to the train for cost or CO2 reduction

reasons. This therefore delivers route optimisation along with

two other key benefits. We see travel managers using the

tool to manage the actual travel process in this way, but we

also see them using it as a way of optimising resources and

potentially avoiding travel if necessary, substituting travel by

video-conference or tele-presence, for example. If the travel

manager sees that the traveller is proposing to go for inter-

nal business meetings, and that both buildings have video-

conferencing or tele-presence facilities, the message can be

triggered to consider this option instead.

Isn’t ‘avoiding travel’ going against your own interests?

G. Pradoura: Typically customers consider travel alternatives

to target internal meetings where the participants know each

other well and may be able to interact via other means than

face to face meetings. This is again an illustration of how travel

managers are optimising travel and overall interactions within

budgets constraints.

Going back to some of the considerations a travel manager has

to take into account when thinking about route optimisation,

along with the major one which is cost, we still see interest in

reduction of CO2 emissions even in tougher economic times.

Our tool provides solutions in this area. Nowadays, the bal-

ance between cost and the environment swings backwards

and forwards, but what we are finding is that travel manag-

ers want the best way of providing useful information to the

traveller. This can include a calculation of the impact of using

a particular mode of transport on the company’s environ-

mental footprint. The information given by the travel man-

ager also involves duty of care, and touches almost on health

information – vaccination requirements for example. Traveller

well-being is certainly something we are asked about more

frequently now.

How much ‘destination’ information does Program Manager

give?

G. Pradoura: As much as compliance is an important focus for

a lot of customers, we see that the tool is also used a lot to

provide convenient and relevant destination-based information

to the traveller to address needs around health & safety and

generally improve the travellers experience during their trip

etc. To illustrate by an example, messaging can include practi-

cal information – if the travel manager knows the traveller will

be landing at La Guardia airport in New York, for instance, a

message be programmed providing visa and entry informa-

tion, giving details of airport shuttle services, or taxis… The

toolkit within Program Messenger can also look at the specific

destination – maybe a hotel – and remind the traveller that he

should be using a preferred supplier, or that certain terms and

conditions have been negotiated with the destination supplier

in question. One thing to remember that although the tool pro-

vides countless messaging opportunities we also find that the

most efficient way for travel managers to communicate to their

travellers is not to bombard them with hundreds of different

messages, but to concentrate on a handful of key, important

topics.

Tim HARRUP

CWT Program Messenger delivers personalized messages on policy compliance and other travel-related topics to travelers and other key stakeholders in a company’s organization.

ENHANCEMENTS ON ROUTE OPTIMISATIONCWT has just released CWT To Go, a free mobile app, which aims at helping the traveller to remain in real-time contact with essential travel information: flight status, check-in, destination weather information or even restaurant options in the locality of their destination hotel. “As for CWT Program Messenger, it will be integrating new data sources and finding new ways to deliver messages in the upcoming months. “Route optimisation is, and will remain, a key area of focus for us”, says Geneviève Pradoura.




Interlinked solutionsMoving from one place to another efficiently does not mean just optimising the journey time or the number of kilometres driven, but also using the vehicle in the most energy-effi-cient manner. The equation has a number of variables and requires careful consideration.

For several years, the driving aids developed by

vehicle manufacturers have not been aimed only

at improving safety, but are closely involved in

connecting two points while losing as little time

as possible and burning a minimum of fuel. To

do this, two principal factors have to be taken into account:

traffic conditions and the way in which the driver uses his

vehicle. Driver and mobility management have a consider-

able impact on journey costs which, in practice, can vary by

up to 15%.

Intelligent GPS

The most obvious example of on-board equipment involves

navigation systems. They are no longer confined to mak-

ing sure we arrive at the right place and don’t get lost on

the way. Nowadays, many GPS systems, as well as calculat-

ing the quickest or shortest route, also calculate the least

energy-consuming option. The route selected thus avoids

those roads with the most stops and starts, favouring

fluidity, provided that the distance to be covered remains

reasonable. But the technical characteristics are not enough.

Traffic congestion also has to be identified and effectively

avoided. Two systems are currently in competition. The

first uses information supplied by the road infrastructures

(vehicle counting points) and is therefore dependent on

the quality of this. This TMC (Traffic Message Channel) can

thus prove to be very effective in certain countries such as

Germany, while it is virtually non-existent in others such as

Belgium. The second system uses a completely different

source of information: the drivers’ portable telephones. This

anonymous data enables the position, direction and speed

of telephone users on the road to be accurately known.

On-board eco-driving

Once on the ideal itinerary, it is the driver’s turn to play

a role in efficiency. Here too, vehicle manufacturers are

developing more and more devices. The time when the fuel

consumption at a given moment was the only information

available, is long gone. Today, some models offer veritable

on-board eco-driving assistance. This is in particular the

case at Fiat, where you simply have to plug a USB stick into

the Blue&Me system to instigate an eco:index which takes

acceleration and deceleration into account, along with the

ability to maintain a constant speed, and gear changes.

What’s next?

In the future, the role of the driver in his journeys will be

considerably reduced. This evolution will be made possible

by car-to-car communications systems. This genuinely cre-

ates a network of vehicles able to see, reflect and commu-

nicate with the other vehicles and also with road infrastruc-

tures (tolls, traffic lights etc.).

Frédéric DE BACKER



Simple to use, the Fiat eco:Drive system enables driving parameters to be recorded on a USB stick, and then to be analysed on a computer using downloadable software.

Whether on-board or not, the most recent GPS systems indicate the most economic itinerary and warn the driver of traffic jams on his route thanks to two types of traffic density analyses.

The Volkswagen ‘temporary automatic pilot’ uses active cruise control and lane assist to drive the car on the motorway on its own, under the surveillance of the driver.

Under the auspices of the European Union, the SARTRE project (Safe Road Trains for the Environment) initiated in 2009 aims to increase journey safety and reduce fuel consumption on motorways by 20%.

EXCHANGE OF INFORMATIONLast October the sim TD large scale test began, involving the major German manufacturers Audi, BMW and Mercedes along with public, technological and university players. Ford took the opportunity to present its latest inter-vehicle communication initiative: Electronic Brake Light enables information about braking to be transmitted to the vehicle behind. By working together with car-to-car systems it will be able to indicate the presence, position and type of potentially dangerous objects on the road. Vehicles will thus be able to warn each other of the presence of these objects when they are overtaking, giving time for them to react.

PERFECT SYNCHRONISATIONWho has never moaned about badly synchronised traffic lights? This is a real problem because not only does it upset traffic fluidity, causing drivers to lose precious time, but it also leads to increased fuel consumption due to constantly stopping and starting. Wouldn’t it therefore be the best solution to synchronise the vehicle with the lights? This is just what BMW is developing at the moment: a system which will advise the driver of the speed which will enable him to reach the next junction when the light is on green. The only problem is that this will require the active cooperation of the public authorities to make it work…



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Staying a stepahead of the industryOperating at the centre of an economic hub encompassing France, Belgium, the Netherlands and Germany, Thalys has a unique overview of the issue of route optimization. We pose a few questions to Scheherazade Zekri-Chevallet, the new CCO of Thalys.

Thalys offers rapid, flexible travel, well thought-out from beginning to end, but you also talk about value. What do you mean by that?

All our business customers tell us this matter is doubly important between Paris, Cologne, Amsterdam and Brussels. It’s about minimising their travel time, making their trips smoother, and maximising the utility of these trips. Aboard our trains, our clients work, eat breakfast, check email, book their hotels...they can make efficient use of 100% of their time if they wish. We make this possible for them with electrical outlets, on-board WiFi, the international press available, meals served at their seats in Comfort 1, and four-seat private Salons.

Thalys has invested heavily in developing intermodal solutions for efficient travel. What have you learned from this experience?

Public transport, bus, local train, rental cars, high-speed train: we are at the centre of a very efficient transport chain. The public really appreciates the programmes we’ve created. For example, the All Belgian Stations ticket is a tremendous offer: our passengers can take any Belgian train during the day without having to worry about buying another ticket. It’s the same in the Aix-la-Chapelle region with all regional transport. And there’s more: taxis booked on-board that are waiting for you when you arrive, books of underground tickets sold in the ThalysBar, combination offers with Europcar...

You recently announced a very innovative partnership with Brussels Airport, Brussels Airlines and Jet Airways. Does this mean air and rail are no longer competitors?

This is truly a project with its eye on the future. Direct competition is becoming less meaning-ful; complementarity and partnerships are gaining tremendous ground. For trips to destinations fewer than four hours away, high-speed train is a must. Our customers are changing their travel habits in the face of air and road travel options. By turning the problem around with a partnership approach, we expanded our transportation coverage to include Brussels Airport, making it easier for Paris region travellers to take our partners’ long-haul flights. And we achieved a minor revolution: to give our customers the simplicity of a single travel ticket, we managed to make our railway data compatible with the air travel distribution system.

What role might these innovations play in “route optimisation”?

A crucial, structuring role. Since July, our MobileTickets on smartphones free our customers from all paper ticket limitations. The service is a favourite with business travellers. But innovation isn’t only technological. Last year, we launched new membership fares: ThePass Premium and Business. They provide flexibility that’s strategic in “route optimisation.”

Thalys is internationally renowned for its range of services. What future objectives might you have?

In a competitive environment, our objectives are guided by our staying a step ahead of the indus-try, our innovative energy, our flair for service. We are always challenging ourselves, so we remain our customers’ favourite train over the long-term. More specifically, we’re working on our services, designing spaces exclusively for business travellers, acting on flexibility issues, on the package of advantages tied-in with our TheCard loyalty programme…

Scheherazade Zekri-Chevallet,

New CCO of Thalys




TomTom Business Solutions

has been identified by inde-

pendent analyst Berg Insight

as the fastest organically

growing telematics and fleet

management company in Europe over

the past two years.

Can you tell us about new products in

terms of route optimisation?

Jeremy Gould: What we offer to busi-

nesses is a tool to help them increase

productivity and reduce costs. And of

course one element of any business

which has a mobile workforce is opti-

mising how their fleet is run, and how

their mobile workforce actually gets to

its destination. So we offer an off-the-

shelf telematics solution that enables

anyone in the office to have full visibility

of where their vehicles are located, and

to be able to allocate jobs according

to the location and availability of the

resource.

How has the navigation element

evolved?

J. Gould: Firstly through our 40 million

customer database, we have a vast

knowledge of how people travel and

where they travel to. This has enabled

us to build up smart algorithms which

calculate the smartest possible route to

a destination. For example, going from

a given A to B between eight and nine

o’clock in the morning or between three

and four in the afternoon, you may be

given a completely different route. This

is based on historical information. Sec-

ondly you add a layer which is specific

Jeremy Gould: “It is very important to report the information in a way which actually means something to the company.”

TomTom: from maps to fleet services provider

Jeremy Gould, Vice President (Sales) Europe for TomTom Business Solutions, explains to us how TomTom, whose sys-tems are fitted to 150,000 vehicles, has become a major player in the fleet management sector. Going beyond the straightforward navigation systems TomTom is best known for, the company now impacts on a range of KPI’s.

to TomTom, which is real time traffic

information. This real dynamic situation

on the road clearly has a major impact

on the routing.

Can you tell us something about cost

savings you have been able to record

for your clients?

J. Gould: I’ll give you the example of the

French company Boulanger. They have

300 light commercial vehicles equipped

with our Link 310 system and Pro-Navi-

gation device. These vehicles deliver to

end customers and also provide after-

sales services. What they saw after they

fitted our systems was a reduction in

their fuel costs of 10%, from 6,000 litres

to 5,300 litres per year in total. This was

due to a number of factors. One was

reduced kilometres, the second was the

reduced amount of time spent in traffic

jams, and the third was an optimisation

in the way they organised their mobile

workforce, also leading to reduced dis-

tances travelled.

Moving forwards, what might be

coming next?

J. Gould: There is a big focus now in

larger companies on how to improve

their carbon footprint. At TomTom

Business Solutions, we have already

developed smart and easy to use tools

for businesses to actually measure their

carbon footprint. Using the TomTom

ecoPLUS module, we are able to get fuel

consumption information in real time

from the vehicle, which is then com-

bined with other information to provide

a carbon footprint for the vehicle and

the company.

Tim HARRUP

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Staying a stepahead of the industryOperating at the centre of an economic hub encompassing France, Belgium, the Netherlands and Germany, Thalys has a unique overview of the issue of route optimization. We pose a few questions to Scheherazade Zekri-Chevallet, the new CCO of Thalys.

Thalys offers rapid, flexible travel, well thought-out from beginning to end, but you also talk about value. What do you mean by that?

All our business customers tell us this matter is doubly important between Paris, Cologne, Amsterdam and Brussels. It’s about minimising their travel time, making their trips smoother, and maximising the utility of these trips. Aboard our trains, our clients work, eat breakfast, check email, book their hotels...they can make efficient use of 100% of their time if they wish. We make this possible for them with electrical outlets, on-board WiFi, the international press available, meals served at their seats in Comfort 1, and four-seat private Salons.

Thalys has invested heavily in developing intermodal solutions for efficient travel. What have you learned from this experience?

Public transport, bus, local train, rental cars, high-speed train: we are at the centre of a very efficient transport chain. The public really appreciates the programmes we’ve created. For example, the All Belgian Stations ticket is a tremendous offer: our passengers can take any Belgian train during the day without having to worry about buying another ticket. It’s the same in the Aix-la-Chapelle region with all regional transport. And there’s more: taxis booked on-board that are waiting for you when you arrive, books of underground tickets sold in the ThalysBar, combination offers with Europcar...

You recently announced a very innovative partnership with Brussels Airport, Brussels Airlines and Jet Airways. Does this mean air and rail are no longer competitors?

This is truly a project with its eye on the future. Direct competition is becoming less meaning-ful; complementarity and partnerships are gaining tremendous ground. For trips to destinations fewer than four hours away, high-speed train is a must. Our customers are changing their travel habits in the face of air and road travel options. By turning the problem around with a partnership approach, we expanded our transportation coverage to include Brussels Airport, making it easier for Paris region travellers to take our partners’ long-haul flights. And we achieved a minor revolution: to give our customers the simplicity of a single travel ticket, we managed to make our railway data compatible with the air travel distribution system.

What role might these innovations play in “route optimisation”?

A crucial, structuring role. Since July, our MobileTickets on smartphones free our customers from all paper ticket limitations. The service is a favourite with business travellers. But innovation isn’t only technological. Last year, we launched new membership fares: ThePass Premium and Business. They provide flexibility that’s strategic in “route optimisation.”

Thalys is internationally renowned for its range of services. What future objectives might you have?

In a competitive environment, our objectives are guided by our staying a step ahead of the indus-try, our innovative energy, our flair for service. We are always challenging ourselves, so we remain our customers’ favourite train over the long-term. More specifically, we’re working on our services, designing spaces exclusively for business travellers, acting on flexibility issues, on the package of advantages tied-in with our TheCard loyalty programme…

Scheherazade Zekri-Chevallet,

New CCO of Thalys

smart_mobility_04_PARTNERS 05.indd 45 22/11/11 14:29 Smart_Mobility_04.indd 17 24/11/11 15:10



BMW Mobility Services: “Clients become smart users”

“Seven to eight years ago, we had already

noticed signs of a growing urbanisation”

said Joachim Kolling, Project Leader Pri-

vate Car Sharing at BMW Group Mobility

Services. “The result is that more than half

of the world population now live in densely populated areas.

The arrival of the internet and the use of smartphones mean

that people now have greater mobility possibilities. With the

consequence that a lot of our clients have become ‘smart users’

with a strong need for ad-hoc solutions. Therefore the BMW

Group defined a strategy with a dual objective: to be the leading

premium car and motorbike manufacturer and also the leading

provider of premium mobility services.”

DriveNow

The BMW Group has now launched a number of different mobil-

ity services under the name of BMW i. The first to appear is

DriveNow. “This is a car sharing project that has been running in

Munich since June and in Berlin since September. DriveNow is a

joint development project with the rental company Sixt and is

targeted mainly at private clients. Anyone needing a car can use

one of the MINIs or BMW1s parked around the inner cities bear-

ing the DriveNow logo. They can be located by using a smart-

phone application or online or by hotline. DriveNow is supported

technically by BMW ConnectedDrive among others, a series

of applications that ensure more connectivity and telematics

between the driver, the car and IT-Backends. “You will also find

BMW I VENTURESIn order to respond to the increasing needs for mobility, BMW has set up a venture capital company in New York called BMW i Ventures. The objective of the company is to invest in partnerships with high-potential mobility projects. Two of the projects have already been finalised. One of them is MyCityWay, a mobile application that provides users with information about public transport and car parking possibilities in more than 40 major towns in the US. BMW i has also invested in Park@MyHouse. This application allows home owners in London to rent out their car parking space to drivers. Park&MyHouse has already been used by more than 100,000 drivers in England. BMW i is already planning an international rollout.

Joachim Kolling: “In 2013 and 2014 BMW will be launching the electric i3 and i8 who will be telematically equipped so that they can be used for different BMW mobility services.”

With global urbanisation on the increase, mobility is in high demand. A development that has not escaped the atten-tion of car manufacturers. Including the BMW Group. To respond to this trend, this German car manufacturer has launched a series of mobility services, both for private as well as corporate clients.

Stijn PHLIX

the same applications at AlphaCity, the car sharing project for

companies”, added Joachim Kolling. “Barely 12 weeks after the

launch, DriveNow had signed up 8,000 members. A totally posi-

tive success.” DriveNow has different types of users. “They use

DriveNow for getting around town on a daily, flexible basis and

like to drive a premium MINI or a BMW1. This makes us different

from other car sharing projects where the client often has to

sacrifice comfort”. BMW´s telematics is unique in terms of flex-

ible access, remote capabilities and backend connection.

BMW i also focuses on anything and everything associated with

electro-mobility. “In 2013 and 2014 we will be launching i3 and

i8.” These cars will be telematically equipped so that they can

be used for different BMW mobility services.



With the Radiuz Total Mobility card, users can choose whatever form of transport they want to use.


The mobility card is a powerful weapon in the War on Talent

Efficient, cost-saving and environment-friendly mobility for employees. This is what companies are increasingly looking for. And a mobility card is the answer. This is why the Dutch company Wantogo launched the Radiuz Total Mobility card that offers corporate users a wide range of transport possibilities.

“The demand for a mobility card in the

corporate world is growing by the day, ”

Ralph Hooglandt of Wantogo explained his

decision to launch this type of card. “The

interest is particularly noticeable among

young employees who are less interested in owning a car and

more interested in mobility services so that they can avoid

parking and traffic problems. The Radiuz Total Mobility card

also reduces companies’ mobility budgets. Mobility cards also

enhance the image of companies as attractive employers .”

The mobility card is an excellent weapon therefore in the War

on Talent that is currently taking place in the labour market.

“We have also noticed that companies want to focus more on

their core business. A mobility card, and by extension mobil-

ity budgets, are a great advantage in terms of the amount of

paperwork they have to process and users no longer have to

worry about saving their receipts or tickets. Each month the

Radiuz card lists all the services used on one single invoice.”

Wide choice of transport options

Two and a half years ago, Wantogo decided to launch the

Radiuz card in the Netherlands. And one has to admit they did

their homework extremely well. Ralph Hooglandt: “Our main

strategy was to target clients who had to travel from door

to door. In 80 to 85% of cases, travelling by car was the best

option. But in the other 15 to 20% of cases, users were not

offered convincing alternatives. This is why we contacted a

TELE-CONFERENCING BY CARDWantogo’s objective is to have between 10,000 and 20,000 mobility cards in the market by next year. “We are not just targeting large companies with them. We also offer specially designed services for the growing number of self-employed people in the Netherlands. Ralph Hooglandt wants to expand the number of options offered by the Radiuz card even further. “Depending on demand, we will include meeting locations or tele- and web-conferencing in the card system, as well as the possibility of booking and paying for international travel, hotels and restaurants.”

Stijn PHLIX

large number of transport providers. A particularly wide range

of transport options are now available and not only on public

transport (train, tram, bus, tube), bikes or taxis. The Radiuz

card can be also be used for electric bikes, scooters, car shar-

ing or even on ferries, etc. and also for petrol allowances, car

parks and on-street parking.” The Radiuz card allows employ-

ers to check how much time the employee has saved… and

consult the carbon footprint of the journeys made.



MobilXpense operates

in 35 countries and has

hundreds of customers.

The company’s philoso-

phy is based on stream-

lining the travel management function.

What are the developments relating

to travel expenses and mobility

management?

Patrick Billiet: There are three major

areas for companies to consider: pro-

ductivity, cost and environment. Taking

productivity first, companies are looking

to increase this. There is clearly a need

for people to travel, but what companies

today assess is the necessity to travel. If

people travel for the wrong reason, it is

not just a matter of the cost related to

that travel, but a loss of productivity.

The second point is of course cost, and

this is on two levels – the costs of the

actual trip, and then the processing

costs when people come back – they

have to fill in expense reports, these

have to be approved, and then they

have to be reimbursed. The third ele-

ment is the environment.

MobilXpense: three key domains within travel management

Managing a corporate travel policy and budget has become a critical part of any company’s operations. Expert suppli-ers have an offering able to take over much of the work. One such company is MobileXpense, and we asked Managing Partner Patrick Billiet to explain the added value of outsourcing travel management.

How does Mobilexpense start this

process?

P. Billiet: We can play an important

role in all three elements. If we start

with productivity, this means both the

travel request module and the expenses

module. Beginning with the travel

module, we begin with a template for

pre-approval which people have to fill

in. The criteria for this are determined

by the company itself. If pre-approval is

required, the manager decides whether

there is a need to travel or not. If the

travel is approved, the following step is

‘how’ to travel based on the company’s

travel policy and environmental require-

ments.

The second element allows customers

to regulate the expense reimburse-

ment process, and our system is directly

linked to the company’s own accounting

system. Savings on processing costs can

be as high as 65%. Another factor here

is that because the company policy is

integrated into the system, and each

transaction is online checked with the

policy (green or red flagged), people

are encouraged to think twice before

engaging travel & entertainment costs.

So we are able to provide savings of up

to 10% in this area.

If we now look at the environment, our

system is able to look at the proposed

travel and ask the right questions. We

are integrated with BingMaps, with the

start point and destination, the distance

is automatically calculated.

What is coming next in terms of the

services and products?

P. Billiet: Firstly there is the concept

Patrick Billiet believes that a type of mobility card may come about which will respond to a company’s travel budget and take environmental considerations into account.

Patrick Billiet, Managing Partner, MobilXpense

known as end to end, which means that

today we can integrate with e-tools

available in the travel buying business

such as travel booking. We are fully inte-

grated but open, so our customers can

choose which booking system or hotel

reservation system they want to work

with, and we will seamlessly link this into

our process.

We are also developing systems which

will enable expense claims to be submit-

ted and approved using mobile devices

and a system which calculates the dis-

tance travelled on a mobile device.

Tim HARRUP



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Ready for the future …Being ready for the future means being ahead of change. At Athlon Car Lease, we are taking pride in our innovative approaches towards new trends and opportunities. One concrete example: e-mobility.

With over 300 electric vehicles on the road and 350 more in backorder, Athlon Car Lease is the leading leasing provider of electric cars in Europe. But just providing leasing for electric cars was not enough in our opinion. As a major player in the car leasing industry, we also acknowledge our responsibility to push new technologies forward.

Working closely together with our customers, we have realized that there are still several hurdles that prevent our customers from adopting the electric mobility as available today and fully include it into their fleet.

For this reason, Athlon Car Lease has taken on a more central role in the developments around e-mobility. The goal? Create and bind together a whole new value chain. And why? To help simplify the adoption of electric cars for our customers.

“Being aware of the changing mobility needs of our customers, we are constantly trying to extend our CSR and innovation networks throughout the industry”, explains Hans Blink, president of Athlon Car Lease. “This is why we have spent the last years creating partnerships with important players in the e-mobility domain and worked on creating the new value chain needed to support the adoption of electric vehicles.”

Today, we are proud to have one of the most extensive networks on e-mobility available in the industry.

In addition to several strategic alliances with MOEs such as Renault, Nissan and Tesla, we have also extended our strategic network with

energy providers through partnerships with E.On, Essent and e+, and continuously participate in initiatives to bring e-mobility forward

such as sponsoring the EV Centre in the Netherlands, participating in a EV car-sharing pilot in Germany and even becoming the stakeholder in a project called ‘Streetscooter’, a consortium of companies that has come together to develop, produce and market an electric vehicle targeted for mass production and marketing.

Are you ready to take the next step in mobility? At Athlon Car Lease, we are ready to take it with you.

For more information go to www.athloncarlease.com or contact an Athlon Representative.

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President Athlon Car Lease

Athlon Car Lease has taken on a more central role in

the developments around e-mobility.



Eurostar is currently spend-

ing over 800 million Euros

in upgrading and renewing

the fleet, and as part of this,

the new and refurbished

trains – set to come into service in 2013

and 2014 – will offer access to high

speed broadband internet. This access

will be available throughout the whole

of the Paris /Brussels to London journey,

including when the train is in the tunnel

(around twenty minutes). Alongside the

internet access, passengers can pre-load

or download entertainment and infotain-

ment to their own mobile devices.

Booking…

A new Eurostar mobile app has also just

been launched, enabling passengers

to book tickets on the move. In addi-

tion, Business Premier passengers are

guaranteed access to the train of their

choice, even if it is not the one they

originally reserved. The mobile booking

system also extends to simpler, electronic

check-in. Commenting on this, Eurostar

Commercial Director Nick Mercer said:

“Mobile technology has become central

to our business passengers’ everyday

lives. We are committed to taking advan-

tage of the growth in this technology to

ensure that our customers can book and

manage their tickets quickly and easily

use the very latest channels”. A further

new benefit for Business Premier pas-

sengers is that they can now book taxi

transfers in Paris, Brussels or London

from all Business Premier lounges, prior

to boarding the train. This smoother

service, which enables passengers to

avoid taxi queues, replaces the previ-

ous chauffeur service. On top of all this,

Eurostar is also to refurbish its busi-

ness lounge at Brussels South station,

doubling the capacity amongst other

improvements.

Dining…

A train journey is not only about work-

ing, of course, even for business travel-

lers. This is why Eurostar has worked

with world renowned chef Alain Roux

of the Waterside Inn (Bray, Berkshire)

to produce a range of exclusive dishes

for Business Premier passengers. These

menus have been developed by the

Michelin three-star chef using ingredi-

ents sourced locally in France, Belgium

and the UK.

Business Premier passengers are guaranteed access to the train of their choice, even if it is not the one they originally reserved.

Choices

No business travel company can take its

success or its passengers for granted,

something which Eurostar has clearly

taken on board – Nick Mercer once again:

“Our Business Premier class of service is

a key priority for us and we will continu-

ally invest in it to ensure it remains the

benchmark for short haul business travel.

Last year, we saw a revival in the business

markets in the UK, France and Belgium

and this translated into an increase in our

Business Premier passenger numbers.

However, in the current climate many of

our business clients have tough decisions

to make about their choice of travel class,

so the aim of these latest improvements

is to highlight that Eurostar continues

to invest in offering its Business Premier

customers exceptional levels of flexibility,

service and value.”

Tim HARRUP

Eurostar - meeting the business challenge

Since the opening of the Channel Tunnel in 1994, Eurostar has been the only passenger train operator to use it. Although this situation is set to change over the next couple of years, Eurostar has been investing heavily in making sure that its business trav-ellers receive an optimal travel expe-rience.


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Ready for the future …Being ready for the future means being ahead of change. At Athlon Car Lease, we are taking pride in our innovative approaches towards new trends and opportunities. One concrete example: e-mobility.

With over 300 electric vehicles on the road and 350 more in backorder, Athlon Car Lease is the leading leasing provider of electric cars in Europe. But just providing leasing for electric cars was not enough in our opinion. As a major player in the car leasing industry, we also acknowledge our responsibility to push new technologies forward.

Working closely together with our customers, we have realized that there are still several hurdles that prevent our customers from adopting the electric mobility as available today and fully include it into their fleet.

For this reason, Athlon Car Lease has taken on a more central role in the developments around e-mobility. The goal? Create and bind together a whole new value chain. And why? To help simplify the adoption of electric cars for our customers.

“Being aware of the changing mobility needs of our customers, we are constantly trying to extend our CSR and innovation networks throughout the industry”, explains Hans Blink, president of Athlon Car Lease. “This is why we have spent the last years creating partnerships with important players in the e-mobility domain and worked on creating the new value chain needed to support the adoption of electric vehicles.”

Today, we are proud to have one of the most extensive networks on e-mobility available in the industry.

In addition to several strategic alliances with MOEs such as Renault, Nissan and Tesla, we have also extended our strategic network with

energy providers through partnerships with E.On, Essent and e+, and continuously participate in initiatives to bring e-mobility forward

such as sponsoring the EV Centre in the Netherlands, participating in a EV car-sharing pilot in Germany and even becoming the stakeholder in a project called ‘Streetscooter’, a consortium of companies that has come together to develop, produce and market an electric vehicle targeted for mass production and marketing.

Are you ready to take the next step in mobility? At Athlon Car Lease, we are ready to take it with you.

For more information go to www.athloncarlease.com or contact an Athlon Representative.

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Athlon Car Lease has taken on a more central role in

the developments around e-mobility.

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Integrated software support for improved mobility

Offering an integrated platform for mobility solutions - that is what Go-Mobile is now doing in Belgium. In the future the business aims to expand its geographical reach to other countries and to steadily develop its product range. “Go-Mobile’s mission is to stimulate networked mobility”, says CEO Jim Van den Rijse, “so that employees know ‘where’ they can be ‘when’ and how to put together their trips in the best possible way.”

Go-Mobile offers online applications that enable

companies and employees to organise mobility in

the best possible way. “We have divided our prod-

uct range into product bundles. With these prod-

uct bundles we aim to be the leading provider of

connected applications throughout the whole mobility chain.

That chain goes from getting information to helping with reser-

vations, analysis and reporting” according to Jim Van den Rijse.

“We develop applications for one or more steps in the entire

process. This means that you as a mobility user want to know in

real time whether there are queues, or whether there are delays

in public transport and you can also use this information to plan

the best route, not just by car but also by train or using a com-

bination of transport methods. You have the aspect of ‘guiding’

where you are in the navigation market and where we have an

excellent partner in Be-Mobile. Finally, there is the ‘reservation’

section, where we plan to offer a module next year that can be

used within this process and that will be called Go-book.”

Automatic & personalised

For businesses, there are two reasons for choosing a platform

of this sort. First of all, it is interesting from a company policy

standpoint with the central question being how we as a busi-

ness can implement Mobility Management. The other perspec-

tive is that of the employee of that company who is looking for

a personal mobility solution. “Indeed”, says Mr Van den Rijse.

“Moving from Fleet to Mobility Management can be achieved

by visualising all alternative solutions for the car next to each

other. If I have to prepare a business transport plan, it requires

a lot of manual input from the HR service. Our applications can

make this easier and automatically generated. We can design

a personalised mobility offering for the employee with various

options but leaving the final choice to the employee.”

Go-Mobile will offer these online mobility services in the form of

a licence. The intention is also to make the applications acces-

sible from a smartphone. The rate will depend on the number of

applications, their scope, the size of the business, the number

of users within the business, etc. Today it is not yet exactly clear

what time-saving and added value these services will generate

for employer and employee, but towards the end of 2011 Go-

Mobile will have completed this exercise.

Need for total solution

Jim Van den Rijse believes in the future of Mobility Manage-

ment: “The demand for mobility is growing and will continue to

do so. There is therefore a need for an overview of everything

that exists in terms of mobility offering and which combinations

between the different mobility modes are possible, but unfor-

tunately the information about the possible combined solutions

is insufficiently clear, as a result of which the choice for the user

is restricted to a single method of transport. Secondly, the cost

aspect is not clear. I have a company car and I know how much

it costs, how much fuel I use and what the tax charges are, but

I don’t know what my mobility costs me every day. It would be

handy if you could be sent your mobility cost each day on your

mobile phone based on the number of kilometres travelled, time

of travel, etc., along with a proposal of attractive alternatives.

That is important for both the employee and employer. And that

is exactly what we want to map out for companies through our

web portal, which has been live since the end of November.”

Steven SCHOEFS

Route optimisation, according to Jim Van den Rijse of Go-Mobile, is a story that can only succeed if it operates on a multi-modal basis and is easy to consult, for example using online and smartphone applications.



STRATEGY Starcite

How would you describe the overall

objectives of StarCite?

Kevin Iwamoto: StarCite is a global

meetings technology company, the first

in the market which was able to help

corporations put together consolidated

meetings programmes. Our system auto-

mates what have traditionally been very

decentralised manual processes when it

comes to meetings management. What

we basically do is consolidate meetings

spend and provide some very robust

intelligence to corporations so that they

can better manage programmes and

negotiate better with their suppliers.

How do you see developments in the

near future in this new smart, mobile,

connected world?

K. Iwamoto: It is a natural progression

of technology that things are moving

towards mobile solutions – there are a

lot of people who don’t even go into an

office any more, and a lot of people on

the road who need to manage their busi-

ness. So a lot of business is being trans-

acted in a mobile and virtual manner.

And for the young people now entering

the workforce, this is their primary way

of conducting their personal lives as well

as their business. So I think we’re at a

sort of crossroads right now – suppliers

have to go where the end-users are, and

where the end users are is on mobile

devices! On-line resources have moved

on from being an optional resource to

a day-to-day requirement. We seem

to be about half way along the road to

this new mobile-enabled world at the

moment.

Making process of meeting simple

StarCite Vice President Enterprise Strategy Kevin Iwamoto has over twenty years experience in managing corporate travel and meetings programmes. He is also a former president and CEO of the Global Business Travel Association (GBTA), and he took the time to explain to us his philosophy and the advantages StarCite can offer.

What will StarCite be offering in the

future?

K. Iwamoto: Instead of a buyer or plan-

ner physically going to the supplier’s

premises to examine the facilities on

offer, he will do this virtually, with 360°

visualisation of the venue and the site.

It gives a great deal more freedom and

flexibility. And in terms of offering a

green solution, we have partnered with

an organisation called Green Hotels

Global which provides environmen-

tal ratings. The meeting planners can

therefore access this. In terms of our

specific solution we have also launched

a mobile attendee system. All of this

happens from our technology platform.

But alongside our corporate solutions

we also have a public product called

M-Point which enables people to get

on and transact their business directly

rather than using a designated company

location.

What about security?

K. Iwamoto: Our corporate solution

is obviously very heavily secured and

access to it is limited to authorised

users. The open public platform enables

anybody to jump on and look for the

solution they want.

What would your key messages be to

travel buyers and planners?

K. Iwamoto: I would say that our whole

mission is to make everybody’s life

easier. If you step back and look at our

theory, our platform and our technology,

you see that you can enter your meet-

ings information just once, and this infor-

“Suppliers have to go where the end-users are.”

mation is stored in the database, and you

never have to enter it again. The platform

documents the entire process right from

sourcing to selection to execution, fol-

lowed by supplier payment and reconcili-

ation and reporting. We therefore think

that process efficiency along with cost

savings are two key factors in a meetings

buyer’s world. Automating all of these

processes, tracking and managing the

information, this is what it is all about. I

should also add that there is a duty of

care element – Europe has been affected

by some very adverse weather, and then

there was the ash cloud… Companies

have a duty to care for their employees

when they are travelling, and this type of

information can be of great help espe-

cially when time is of the essence.

Tim HARRUP

Kevin Iwamoto sees the business world becoming ever more mobile.



STRATEGY Car Leasing

New Alphabet opts for new mobilitySince the 30th of September the takeover of ING Car Lease by Alphabet is a fact. The new Alphabet now has more than 460,000 cars in management, is operational in 18 countries and has expanded to become one of the five largest leasing companies of the European market. The provision of flexible mobility solutions will be one of the key assignments. That is what the co-CEOs of the new Alphabet, Norbert van den Eijnden and Ed Frederiks, say.

Ed Frederiks: Our ambition is to be a

high-performance player among the top

5 in Europe within 2 years, by providing

excellent coverage and service. We will

be a market-leading leasing company,

the activities of which are clearly notice-

able by customers, employees and

partners, and we wish to grow and be a

benchmark for the industry. After those

first two years, our objective is to reach

at least a top-3 position.

Norbert van den Eijnden: Custom-

ers and competitors who are afraid

or hope that we will fall asleep during

the upcoming two years are wrong.

We want to maintain all of our existing

customers, as well as our employees.

The merger will take approximately 1.5

years in a number of countries, but we

also expect an autonomous growth

during this period because we will

remain active, while some competitors

may have to slow down a bit due to the

unstable financial situation.

How will the integration proceed?

Norbert van den Eijnden: The integra-

tion will proceed at different speeds. In

the Netherlands it concerns one large

and one small player, so we believe that

the local integration here can proceed

quickly from a technical point of view,

while the situation in the UK, with two

companies and more than 40,000

vehicles, is somewhat more complex.

In the first case it may take 9 months,

while it can take up to 18 months in the

other case. We will, however, push for

a high pace in order to achieve a good

integration.

Ed Frederiks: Just as in the past, and

despite the integration process, our cus-

tomers will continue to be our first con-

cern. We have taken the decision not to

change any of the Account Management

teams. Every customer will continue to

receive the same service from the same

contact person. ‘Keep your hands on the

wheel and your eyes on the road’ is the

slogan, which is of prime importance for

the new Alphabet.

The new Alphabet wants to play a

pioneering role in the area of mobility.

Can you be more specific on this?

Ed Frederiks: The identification of a

person with the possession of a car

erodes in the long term. This means that

you evolve to a different model of car

use, whereby car sharing, carpooling

and a combination of various transport

modes become more interesting. In line

with the plans of our shareholders, we

believe that we can play an important

role in providing adapted mobility. And

then we are not only talking about

e-mobility, but also about the corre-

sponding financing and service.

Norbert van den Eijnden: We want to

make possible a flexible use of cars

and mobility concepts/We want tot

make a flexible use of possible cars and

mobility concepts. Certainly with the

introduction of electrical vehicles, such

flexibility becomes a must. We are busy

developing software and other IT as well

as telecom applications, with the objec-

tive of a flexibilisation of our entire fleet.

Do you believe that the full-service

leasing product will become more

expensive in the future?

Ed Frederiks: It should not be put that

way. The total cost of ownership is

important. The price fluctuations of cer-

tain cost components are subject to the

offer of homogenous and flexible pack-

ages. Currently you have, for instance,

the phenomenon of ‘mobility budgets’,

which is a somewhat harder way of fix-

ing costs. But if you as a customer will

be talking to the new Alphabet in the

near future, then I believe that we will

be capable of proposing flexible mobil-

ity solutions that integrate new vehicle

technologies, which may even be more

advantageous with regard to costs.

Steven SCHOEFS

Ed Frederiks and Norbert van den Eijnden aim for a top 3 spot among the players in the European auto leasing market, by offering flexible mobility solutions through Alphabet.



Sustainable mobility leads the way3M which is active in the chemical industry, has made the environment and sustainability its priority. A great deal of effort is invested in this aspect throughout all the different levels of the company: from production, logistics all the way through to distribution. Even the travel and fleet policy has turned a serious shade of green and these efforts have been duly rewarded: 3M Europe won the International Fleet Green Award and the International Fleet Mobility Award 2011.

CASE STUDIES Christiane Decleyre, 3M Europe

“3M is rightly described as ‘global sus-

tainability leader for many years to

come’. We ranked 11th on the Dow

Jones Sustainability Index,” said

Christiane Decleyre, European Sourcing Coordinator-Travel &

Fleet Services at 3M Europe. “Our mobility strategy focuses on

Travel & Fleet as well as on the Electronic Tools Policy. As part

of our Travel Policy we will start circulating an EMEA Travel

Policy Guideline from 2012 in which we encourage our employ-

ees to travel as efficiently and ecologically as possible. It is now

possible to calculate the carbon footprint of a journey to be

undertaken on our EMEA online booking tool via a CO2 Calcu-

lator and compare the difference for instance between taking

the train or travelling by plane. And in France 3M in partnership

with SNCF, the French railway company, has listed train routes

that take under three hours. We noticed that this list encour-

ages our staff to switch to the train. We point out that they can

work on the train, which is not the case when travelling by car.

A brief survey among train users also showed that productiv-

ity increases considerably when using this means of transport,”

added Christiane Decleyre. 3M Europe now encourages its

employees to take the Thalys/TGV wherever possible. “You

can now check on the Thalys website how much CO2 you save

depending on your choice of route.

Another option is carpooling.” 3M also offers its employees in

the Benelux carpooling possibilities. Working at home moreo-

ver is also becoming increasingly popular. “To encourage this,

a whole range of tools are made available (laptops, mobile

phones with separate data lines paid by 3M...etc.). Web-confer-

encing is used intensively and most branches have rooms that

are specially designed for video-conferencing.

Following the existing US-headquarter policy on Meeting &

Events, we plan to roll out an European Meeting & Events

policy after a successfull pilot. Christiane Decleyre: “How to

get to a meeting or an event is a question that does not come

up often and we intend to include this in our pilot project on

Meeting & Events.”

A greener fleet

3M’s dedication to sustainable mobility is manifested in a Fleet

Policy that has resulted in different concrete measures being

taken recently. “3M Germany replaced this year their existing

poolcar portfolio, ie. 46 cars that produced an average C02

emission of 137 g/km by 45 vehicules that produces an aver-

age of 107 g/km plus four electric Citroën C-Zeros , which are

mainly used for traffic between 3 branches in Germany located

at a distance of 20 to 25 kms away.

Each office has a battery charging point for these. If the e-fleet



is successful, we will consider roll-out in other countries.”

Between 2010 and 2013, 3M aims to continue the greening of

its fleet. The goal is to reach a CO2 emission of 130 g/km. “As

part of this objective we have sent out guidelines to the dif-

ferent countries,” said Christiane Decleyre. “But it’s easier said

than done because not all countries offer tax advantages to

encourage an ecologically-friendly fleet. The commitment and

support of 3M Europe executive management was helpful and

needed to produce the desired results.”

3M Europe’s goal next year is to focus on influencing driving

behaviour . “This is one of our absolute priorities. Eco-driving

and safety courses are already being held in Germany and

some local initiatives have been taken in other countries, but

a more streamlined approach will be considered next year “,

added Christiane Decleyre.

AWARD WINNEROn 27 October 2011, during the annual Fleet Europe Awards, organised by its sister publication Fleet Europe, 3M Europe walked away with three prizes, the International Fleet Green Award as well as the International Fleet Mobility Award and silver in the International Fleet of the Year category. Participating in the awards is also an opportunity to share best practices with other candidates.

Holger Wiegand of 3M Europe receives the International Fleet Green Award and the International Mobility Award.

3M uses electric cars for transporting employees between three branches in Germany.

3M EUROPE IN BRIEF > Founded in 1902 as a mining company in the US, 3M has

now developed into a diversified technology company with worldwide operations in the chemical industry.

> Headquarters 3M Europe, Middle East and Africa: Brussels

> Number of employees: 18,120> Fleet (EMEA): +- 5,000 vehicles

Stijn PHLIX

“Our mobility policy is based on sharing best practices.

Local initiatives such as eco-driving courses in Germany for

instance will be rolled out to other countries if they prove

successful,” said Christiane Decleyre.



CASE STUDIES Michael Schwarz, Cisco

Networking & communicationCisco is an American origin company specialising in hard- and software systems for busi-ness. Michael Schwarz, Director, Cisco Internet Services Group, tells us how a company so heavily involved in new technology is changing its own working methods.

Employing over 60,000 people across the world,

and with a turnover in the region of 30 billion

Euros, the stakes are very high for Cisco when it

comes to optimising working and travel arrange-

ments. A clear change has been identified.

What changes in working arrangements have you seen at

Cisco in recent times?

Michael Schwarz: Given its origin, Cisco has always been very

oriented towards networking and communications. Home-

working, for example, was not just accepted, but encouraged.

In my particular case a typical week would normally include

working one or two days from home. What has further

developed over the last couple of years is the amount of next

generation video-working. Cisco now has more than one

thousand video points in its premises globally. And this is HD

video, so you really have the impression that the person talk-

ing to you from the screen is sitting alongside you. We call it

TelePresence. We have enormously increased our utilisation

factor with this new equipment. When we had the original

type of video equipment, the usage factor – the amount of

time per day the equipment was in use – was well below 10%.

Now, with the TelePresence system, it is running at between

60 and 70% usage. So this is a tenfold increase in utilisation.

TelePresence provides an experience which is as close as you

can get to a physical meeting.

And what is the next step?

M. Schwarz: We are starting to see that more and more of

this type of equipment is being installed at executive’s home.

This enables the personnel who have this to link up to any

of the one thousand Cisco video rooms from home. I expect

to see this further increase, making home working even

more productive, more inclusive. Also, we are starting to see

more Business-to-Business video communication – let’s say

between a Cisco supply chain manager and a supply chain

partner – taking place.

Do you rent temporary offices?

M. Schwarz: Not particularly, although in certain areas we are

able to use the facilities we help to set up for some of our

clients, such as the smart work centres in Amsterdam.

Is there a shift in mindset in the way people think about this

type of working and this equipment?

M. Schwarz: I would go as far as to say that what I call ‘digital

natives’ rank having the latest smartphone or other device

even more highly than they rate their cars. This means that

when asked which piece of equipment they consider as most

important or useful in their working lives, the smartphone

tops the list. What Cisco is doing is introducing a “bring your

own device-policy” to its workforce. As a Cisco employee I

am empowered to decide on which device I want to work –

Cisco IT is providing the interfaces, support mechanisms and

policies to make all of this secure, efficient and effective.

“Digital natives rank having the latest smartphone or other device even more highly than they rate their cars.”



You still have company cars of course. Do you have any policy

in terms of alternative drive-trains?

M. Schwarz: We have always had a car policy which enabled

people to choose from a certain budget level. What we have

done recently is to remove cars which have too high emis-

sions of CO2. We are therefore going cleaner and greener.

Then we introduced a further category of even cleaner cars,

and employees opting for these would get a certain incentive.

This includes both hybrids such as the Prius, and also tradi-

tional internal combustion engines with low emissions. We are

looking at the feasibility of bringing in all-electric vehicles, but

we do not believe the market is yet ready to provide us with

electric cars for regular use. We may trial some cars as a first

step, but not yet introduce them as normal fleet cars. On top

of all this, I think that when you consider some of the apps that

are available for car use – such as parking locations, naviga-

tion, car rental/sharing – OEM’s are going to have to go further

down the technology route themselves. They are going to have

to ‘digitally enhance’ the car by equipping it with seamless

docking of devices via Bluetooth, WLAN. The user interface is

crucial for ensuring compliance with the law while driving…

What about alternative forms of transport?

M. Schwarz: We have a travel policy which makes all bookings

on line. You go to a particular portal and enter the destination

A Cisco Campus

Michael Schwarz: “Cisco is making home working even more productive, more inclusive.”

you are looking to go to. But it is up to the individual employee

to decide which mode of transport to use, train, plane or car.

However, you do receive an alert which tells you the implica-

tions in terms of cost and CO2 emissions, of the transport

mode you have selected. There are some parameters within

the system which produce this information. We want to make

people aware that there are alternatives which may be greener.

We do recognise that there may be a particular reason why

people choose to travel by a particular mode, so we are not

forcing them to change, just increasing awareness levels.

What effect has all of this, especially the increase in home

working, had on the Cisco travel budget?

M. Schwarz: It has decreased spectacularly. During the crisis

of 2008 and 2009, our CEO John Chambers cut the travel

budget in half. He has also said that it is never going to return

to pre-crisis levels, it is going to stay at the new low level. But

at the same time he approved the policy for deploying all of

the TelePresence video points I mentioned earlier. For a while

we had a mandatory policy which essentially did not allow

travel for internal meetings. This has eased somewhat now,

and the travel budget has increased slightly, partially of course

because we are growing.

Tim HARRUP



GSK BIOLOGICALS GSK Biologicals forms part of GlaxoSmithKline. This multinational employs about 100,000 employees and makes medicines and vaccines available worldwide. The number of employees of GSK Biologicals in Belgium is 7,000.The establishments in Belgium are in Waver, Gembloux, and Rixensart.

MOBILITY MANAGER At GSK Biologicals a Mobility Manager is employed full time. “Charlotte Dallemagne of the traffic and mobility consultancy agency Traject first of all outlines our mobility strategy,” says Antoine Minot. “She furthermore manages our carpooling and company bus system and checks if the company and road infrastructure are adjusted to the mobility needs of our personnel. Examples of that are optimising the parking capacity at our company sites or more efficient management of the traffic streams from and to work. Upon expansion of the company buildings, the Mobility Manager also checks what the impact is on the mobility of the employees. Then the necessary measures are taken there.”

“In order to commute on the vast company site of Waver bicycles are made available to the personnel,” says Antoine Minot.



CASE STUDIES Antoine Minot, GSK Biologicals

Mobility Management as motivatorThe Belgian establishment of the vaccine company GSK Biologicals annually invests one million Euros in its mobility policy. This is a sizeable amount which demonstrates that GSK means business. “Guaranteeing efficient mobility is among other things an essential agent to make us known as an attractive employer,” according to Antoine Minot, Manager Security & Mobility at GSK Biologicals.

Which mobility measures did GSK Biologicals design for its

employees?

Antoine Minot: In 2008-2009 with the help of the consul-

tancy agency ‘Traject’ we implemented a company transport

plan. The purpose of such a plan is to streamline the mobility

of the employees as well as improve the accessibility of our

company sites. However, for that purpose we had already

implemented different mobility measures. The company

transport plan allowed us to optimise the previously taken

measures. Thus 8 company bus lines are operating which

ensure the movement of our employees from the station to

our different offices in Waver, Gembloux and Rixensart. The

idea behind this is that more specifically the branch establish-

ment in Waver is located rather isolated and quite inacces-

sible with public bus transport. Moreover we dispose of a

bus we share with other companies at our site in Gembloux.

Employees can also move from one to another company site

by taking a company bus. Just as with our busses which drive

from the station to our company establishments, we appeal

to Eurobussing for this.

The durable domicile and labour transport is furthermore

stimulated by giving discounts for rail passes of the national

railway company NMBS. GSK Biologicals fully reimburses these

passes. The principle operates as follows. The employer pays

80% while the Belgian government contributes the remaining

20%.

Carpooling has already strongly been established with us. For

this we created a database which helps interested people car-

pool with others. Car-poolers also receive privileged parking

spaces.

Other measures in force are bicycle reimbursement (in Belgium

0.15 Euro cents per km). Moreover in order to commute on

the vast company site of Waver bicycles are made available to

the personnel and electric carts for employees with a specific

function (maintenance, safety etc). There are already 30 bikes

available but due to the success we would like to double the

number next year.

Can you already present actual results?

A. Minot: Our company busses, which drive from the station

to our company sites, have average seat occupancy of 30%.

This is an average because at rush hour these small busses are

virtually occupied.

We are also satisfied with the carpooling. About 15 to 20%

of our employees participate in this. This is a positive result,

knowing that the average in Belgium is between 5 and 8%.

One of the reasons of this success is due to the lack of public

transportation. With the increasing petrol prices, the person

who carpools has an added financial advantage as well. At the

moment we are looking into how we can make carpooling fis-

cally attractive for the users.

Antoine Minot: “The revision of the car policy, with possibly the introduction of a multi modal mobility budget, is one of our greatest priorities next year.”



A better company mobility also requires a contribution from

the government. What about that?

A. Minot: We already have an excellent collaboration with

the different local and regional governments and we still

want to expand this. An example: the number of employees

at our establishment in Waver has doubled the past 5 years

from 2000 to 4000. Needless to say this leads to new chal-

lenges when it comes to maintaining our site easily accessible.

Together with the Service Public Régional Wallon, which is the

authority regarding the traffic infrastructure, we study how we

can simplify accessibility towards the company site.

Were specific measures taken to reduce the number of

business trips?

A. Minot: GSK Biologicals has a large number of business

travellers. For them it is recommended to keep the ecological

footprint of their trips as small as possible. Video conferencing

is thus promoted a lot. For this purpose we make an appeal to

two Microsoft systems, namely Office Communicator and Live

Meeting which enable teleconferencing meetings with several

teams. The fact that we have developed an online tool which

allows our business travellers to share a taxi for the distance to

be travelled from the company to the airport or from the air-

port to a hotel is also worth mentioning. . The tool is not only

already active at GSK in the United Kingdom and the United

States, but for some Belgian departments as well. Upon posi-

tive evaluation a complete roll out is to follow.

Have initiatives already been taken in the area

of tele-working?

A. Minot: Since 1 July 2010 an official policy is prevalent in

the area of tele-work at GSK. Two options are offered to our

employees. If so desired, a person can work from home one

day. The supervisor has to give permission for that. Besides

that a tele-work arrangement can be worked out long term

whereby for example the employee performs home working

one day a week. Our Facility Management department is also

CASE STUDIES Antoine Minot, GSK Biologicals

ATTRACTIVE EMPLOYER “One of the important motives for far reaching mobility management is the fact that GSK is involved in a strong increase in the number of its employees,” says Antoine Minot. “The result is that it is difficult for GSK to find qualified personnel. That is why GSK has to make itself known as an attractive employer. In this, guaranteeing an efficient mobility of the employee plays an essential role.”

“We work closely with the different governments.”

looking into whether employees can work on shift basis in so

called smart work centres. This initiative is still under evalua-

tion at the moment.

What about fleet management? Is the accent here also on

mobility?

A. Minot: We are already working according to a budget

related fleet policy. In other words, those who select a CO2

favourable car model shall see their budget grow. With this his

or her car can be outfitted with additional options. However,

we are still in the starting block. At the moment we are revising

our car policy with regard to a durable mobility of our com-

pany car drivers. This new car policy is immediately becoming

one of the mobility department’s greatest priorities next year

because there is a lot of profit to be made in this area, for the

company and its employees as well as for the environment.

One of the possible tracks is introducing a multi modal mobil-

ity budget an employee can spend freely on different trans-

port modes, such as train, bus, bicycle, etc., in addition to a

company car or not. On the other hand we are thinking about

asking our employees to get to work in a smaller car, such as

for example a smart car while a larger car can be used during

the weekend. With this measure we would need to lease fewer

parking spaces.

Stijn PHLIX

Together with the authorities, GSK Biologicals is studying how to simplify accessibility towards the company site.


Providing innovative urban mobility solutionsFollowing the successful launch of the car2go mobility service in the German city of Hamburg, car2go GmbH, a wholly-owned subsidiary of Daimler AG, and Europcar, Lyon will become the first French city to enjoy the benefits of the unique car2go mobility programme.

Starting in 2012, car2go will provide Lyon residents with a fleet of 200 low emission, self-service smart fortwo cars which will be available for “on-demand” rentals throughout the city. Members can easily locate the closest available vehicle within a defined operating area of 44 square kilometres via the internet at www.car2go.com or with the help of a smartphone application. They can rent a vehicle spontaneously without the need to reserve it in advance. car2go allows its members to use the vehicle for as long as they like, without committing to a specific return time or location. Members pay only for the time they use the vehicle, with rental periods as short as one minute. More than 45,000 people in Germany and NorthAmerica have already become members of car2go, the world’s first one-way carsharing service.

“Innovative urban mobility solutions like car2go offer a way to help meet the challenges of urban congestion, reducing carbon emissions and improving quality of life,” said Gérard Collomb, Mayor of Lyon and President of ”‘Grand Lyon”. “Following the actions we initiated in 2005 with Velo’v, the first self-service bike sharing system, Lyon is innovating again with car2go, a new approach to car sharing which is complementary to other initiatives enabling our residents to move around town. Choos-ing Lyon, Europcar and Daimler strengthen the role of our city being one of the European leaders in terms of sustainable mobility.”“This roll-out marks an important step of car2go into the European market and we are proud to name Lyon the first home of car2go in France,” said Robert Henrich, CEO of car2go GmbH. “The overwhelming success in Germany and North America shows that car2go offers what people are searching for a very convenient and flexible mobility solution for short and spontaneous one-way trips.” car2go complements the existing transportation infrastructure in dense urban areas and aims to reduce the burden on city-center traffic, parking and the environment by using the smart fortwo “car2go edition”. The vehicle has been specially developed for the purpose of carsharing and is manufactured at the smart plant in Hambach, France.

Unlimited mobility

The idea of car2go was born at the Business Innovation Department of Daimler AG. Today, with a total of more than 45,000 members and 1,100 vehicles worldwide, car2go has proven success in four cities: Ulm and Hamburg in Germany, the Texan capital Austin in the US and Vancouver in Canada. Since the first launch in the southern German city of Ulm in March 2009, more than 900,000 trips have been made and approximately 9 million kilometres have been covered.Experience shows that customers highly value the possibility to do one-way trips.Nine out of ten car2go rentals end at a different location than where they began, further showcas-ing that customers value the car2go model of point-to-point mobility.After successfully launching car2go in Hamburg, car2go and Europcar will continue their strong partnership in Lyon.“Together with car2go, we are providing innovative mobility solutions to serve urban communities and reach new categories of customers,” said Phillipe Guillemot, CEO of Europcar International. “For more than 80 years, Europcar has been building the expertise the undisputed European leader in car rental services. Through this partnership with Daimler, we are exploring new ways to combine urban mobility services with short term car rental services, to provide comprehensive mobility solutions to urban customers.

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«With Daimler’s car2go, Europcar is exploring new ways to combine urban mobility services with short term car rental services.»


smart mobility management - n°4 I 37smart mobility management - n°4 I 19

Providing innovative urban mobility solutionsFollowing the successful launch of the car2go mobility service in the German city of Hamburg, car2go GmbH, a wholly-owned subsidiary of Daimler AG, and Europcar, Lyon will become the first French city to enjoy the benefits of the unique car2go mobility programme.

Starting in 2012, car2go will provide Lyon residents with a fleet of 200 low emission, self-service smart fortwo cars which will be available for “on-demand” rentals throughout the city. Members can easily locate the closest available vehicle within a defined operating area of 44 square kilometres via the internet at www.car2go.com or with the help of a smartphone application. They can rent a vehicle spontaneously without the need to reserve it in advance. car2go allows its members to use the vehicle for as long as they like, without committing to a specific return time or location. Members pay only for the time they use the vehicle, with rental periods as short as one minute. More than 45,000 people in Germany and NorthAmerica have already become members of car2go, the world’s first one-way carsharing service.

“Innovative urban mobility solutions like car2go offer a way to help meet the challenges of urban congestion, reducing carbon emissions and improving quality of life,” said Gérard Collomb, Mayor of Lyon and President of ”‘Grand Lyon”. “Following the actions we initiated in 2005 with Velo’v, the first self-service bike sharing system, Lyon is innovating again with car2go, a new approach to car sharing which is complementary to other initiatives enabling our residents to move around town. Choos-ing Lyon, Europcar and Daimler strengthen the role of our city being one of the European leaders in terms of sustainable mobility.”“This roll-out marks an important step of car2go into the European market and we are proud to name Lyon the first home of car2go in France,” said Robert Henrich, CEO of car2go GmbH. “The overwhelming success in Germany and North America shows that car2go offers what people are searching for a very convenient and flexible mobility solution for short and spontaneous one-way trips.” car2go complements the existing transportation infrastructure in dense urban areas and aims to reduce the burden on city-center traffic, parking and the environment by using the smart fortwo “car2go edition”. The vehicle has been specially developed for the purpose of carsharing and is manufactured at the smart plant in Hambach, France.

Unlimited mobility

The idea of car2go was born at the Business Innovation Department of Daimler AG. Today, with a total of more than 45,000 members and 1,100 vehicles worldwide, car2go has proven success in four cities: Ulm and Hamburg in Germany, the Texan capital Austin in the US and Vancouver in Canada. Since the first launch in the southern German city of Ulm in March 2009, more than 900,000 trips have been made and approximately 9 million kilometres have been covered.Experience shows that customers highly value the possibility to do one-way trips.Nine out of ten car2go rentals end at a different location than where they began, further showcas-ing that customers value the car2go model of point-to-point mobility.After successfully launching car2go in Hamburg, car2go and Europcar will continue their strong partnership in Lyon.“Together with car2go, we are providing innovative mobility solutions to serve urban communities and reach new categories of customers,” said Phillipe Guillemot, CEO of Europcar International. “For more than 80 years, Europcar has been building the expertise the undisputed European leader in car rental services. Through this partnership with Daimler, we are exploring new ways to combine urban mobility services with short term car rental services, to provide comprehensive mobility solutions to urban customers.

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«With Daimler’s car2go, Europcar is exploring new ways to combine urban mobility services with short term car rental services.»



INDUSTRY News

Orange launches geo-location tool

Orange Business Services has announced a new tool designed to assist fleet managers. This ‘geo-location’ service enables the current position of vehicles to be seen by the manager in real time, along with the exact time at which vehicles arrived at their appointment destinations. With the benefit of assisted navigation, it is also possible for fleet managers to increase the number of calls a vehicle can make in a day. Orange Business Services also points out the ability to react to emergency situa-tions more quickly, and the fact that through route optimisation, both fuel consumption and CO2 emissions can be reduced. The ability to see where vehicles are is also a way of protecting them against theft.

Thalys: More flexibility for travellers

In 2011, Thalys became one of the first railway services to de-materialize tickets completely. 20% of Thalys’ customers travel with Ticketless. A few months ago, there were two possible means of identification: showing a loyalty card Thalys TheCard or showing a printed confirmation email.In June, MobileTicketing became the 3rd means of identifica-tion with the Train Manager. A true revolution in railway habits, through the use of a mobile phone. The traveller can be identi-fied with a 2D-barcode which appears on the screen of his/her mobile phone and which contains all travel information. The Train Manager has simply to scan the bar code. Reservation of a Ticketless ticket with MobileTicketing is free and can be done via websites www.thalys.com and www.thalysthecard.com.

Thalys’ customers won’t need a ticket anymore.

Europcar: “Drivers less attached to owning their cars”

The fourth edition of the Transport and Mobility Observatory published by Europcar has revealed a new era in European mobility. Pushed by the crisis and the development of new mobility options, drivers are begin-ning to change their habits. In particular, there is a trend for being less attached to a driver’s own car than previ-ously. Some 46% of those surveyed at European level (over 6,000 in 7 countries) are beginning to see the

renting of cars when required as an attractive alternative. In terms of modified driving behaviour, 91% of respondents said that they had changed over the past year.

Pushed by the developments of new mobility options, there is a trend for being less attached to a driver’s own car.

Peugeot launches mobility audits for its B2B customersFollowing Mu by Peugeot, in October the French brand launched a new service for its professional customers in the shape of mobility audits. The aim is to provide solutions tailored to the mobility needs of each B2B customer following an in-depth analysis. The mobility audits offered by Peugeot in 9 countries (Germany, Spain, France, Italy, United Kingdom, Bel-gium, Luxembourg, Switzerland and the Netherlands) enable a company to obtain an in-depth analysis of its employees’ mobil-ity, activities and journeys. The audit is performed for Peugeot and its customers by LeasePlan Consulting Services and based around a day examining both daily and occasional journeys: means of transport used for the home-office commute, busi-ness trips, expenditure related to this mobility, infrastructures currently in place, etc. On the basis of the audit’s findings, Peu-geot is then ideally placed to offer a package of professional solutions which dovetail with the customer’s expectations and objectives thanks to the most extensive range of products and services on the market.



GBTA launches KPI’s

The GBTA (Global Business Travel Association) has developed and launched a programme of KPI’s for professionals to use in order to measure business travel. It takes the form of a toolkit which will be made available to GBTA members in November, containing a list of core questions and metrics, with guidance on linking the metrics to company programme goals. This enables company travel managers to establish a scorecard, with guidance on how to treat abstract elements such as risk management. GBTA Europe’s MD Paul Tilstone spoke of the input of members representing an ‘example of true industry col-laboration at work’.

“GBTA’s new toolkit enables company travel managers to measure busi-ness travel“, says Paul Tilstone (GBTA).

Peugeot’s multi-purpose HX1 concept carAt the IAA in Frankfurt, Peugeot presented the HX1concept car. The specification for the HX1 produce a vehicle for up to six people, while offering strong styling, that is sporty and efficient, giving unique driving sensations. To achieve this, the HX1 transcends the notions of adaptability in all areas, with its

extreme aerody-namics (“flaps” are deployed to optimise aero ef-ficiency according to vehicle speed), its tapered, low MPV architecture and its Hybrid4 powerplant inte-grating “plug-in” technology.

Peugeot’s Hybrid4 “plug-in” technology will be integrated into its HX1 concept car.

Ivor Johnson (Pfizer) is the International Fleet Manager 2011On October 27th, a record attendance of 550 international fleet business professionals gathered together for the cere-mony of the Fleet Europe Awards 2011 in Madrid. Ivor John-son, EMEA Regional Fleet Director at pharmaceutical com-pany Pfizer, was elected as the International Fleet Manager of the Year 2011.

The International Fleet Manager of the Year Award rewards the person or the team having most successfully developed an international fleet management strategy and imple-mented an efficient car policy, leading to an optimized TCO and taking into account local differences and actual fleet trends.

Ivor Johnson came in ahead of Holger Wiegand, Sourc-ing Operations Manager of 3M Europe, who took the sec-ond place. Ralph Ruckgaber, Manager EMEA Lead Cars & Car Lease at IBM, was given the third prize in the category International Fleet Manager of the Year Award by Bruce MacLaren, Category Manager at Microsoft and International Fleet Manager of the Year 2010.

The company 3M Europe not only ended second prize in the category International Fleet Manager of the Year. It also won the International Fleet Green Award as well as the Interna-tional Fleet Mobility Award 2011. On page 30 of this maga-zine you’ll find out how 3M Europe could convince the juryand take home these two awards.

Hans-Georg Lutz, Senior Manager international Corporate Sales at Mercedes-Benz Cars, handed over the first prize to Ivor Johnson (Pfizer).



INDUSTRY News

Cash incentives not the answer to EV sales

Research by Jato appears to indicate that price is not an overriding factor in the decision to purchase electric vehicles. Despite some hefty subsidiaries currently on offer, sales across Europe during the first half of 2011 amounted to just over 5,000 vehicles. Germany heads the list, with around 1,000 of these, despite having one of the lowest subsidies, an almost negligible € 380. This compares, for example, to a potential saving of up to € 20,000 in Denmark, which only managed to register 283 vehicles. Subsidies in Spain and the UK amount to around € 6,500, but registrations varied wildly – 599 in the UK against 122 in Spain. The findings would appear to point to the fact that other considerations, especially recharging and driving range, are still uppermost in buyers’ minds.

Despite some hefty subsidiaries currently on offer, sales of electric vehicles across Europe during the first half of 2011 amounted to just over 5,000 vehicles.

3 Questions to… Francesco Muzio, (M. Kyburz)

The Kyburz DXP has been meeting with a great deal of success in the postal indus-try. The combination of pay-load, ease of operation and parking, and electric power is proving to be a winning formula. We asked Franc-esco Muzio, Head of Inter-national Sales, Ing.Bureau M.Kyburz AG, Switzerland, to explain.

1. Tell us about the electric vehicles your company pro-duces.“The Kyburz DXP with trailer

is a sturdy tandem for postal delivery. This three-wheeled towing vehicle remains steady on the road thanks to a low centre of gravity, while the spring-mounted and braked trailers transport loads of up to 270 kg speedily, flexibly and safely. It has been designed especially for postal deliv-ery and has undergone rigorous testing. The Kyburz DXP combines the easy manoeuvrability and efficiency of a two-wheel vehicle with the safety and stability of a multi-wheeler. The automatic parking brake removes the need to put the vehicle on a stand – a tiring, time-consuming proc-ess. The postman therefore saves time and is able to focus on his/her actual work: delivering post. The Kyburz DXP is driven by a reliable three-phase current asynchronous motor – quiet, high-performance and environmentally-friendly.”

2. Can you explain some more of the advantages of this vehicle?“Firstly, because it is electric it is very quiet. It is also par-ticularly safe as one of its features is that the brakes operate on all three wheels, reducing the risk of accidents. In addi-tion, compared to other small delivery vehicles, the Kyburz DXP is extremely efficient, its 270 kg payload is at least 5 times more than bicyles or scooters. And its extended range means that longer delivery trips can be undertaken.

3. Are there any other benefits in terms of TCO?“The Kyburz DXP offers very low maintenance costs. Our own calculations point to a compounded cost saving of 30% to 50% compared to the traditional mail delivery serv-ice systems (bicycle, scooter, car). We also calculate an overall productivity improvement of approximately 30% for public postal operators currently operating mainly with mopeds and scooters. The greatest cost savings come in reduced non-productive time due to the automated brakes etc., and longer tours.

Francesco Muzio: “The Kyburz DXP offers very low maintenance costs. Our own calculations point to a cost saving to 50% compared to the traditional mail delivery service systems.”

Digest More air travellers using smartphone services

The use of smartphones as part of the flying process is very much on the increase, according to a survey by SITA entitled Air Transport World Passenger Self Service. The survey ques-tioned passengers in seven major airports across the globe. Just over half of all passengers possess a smartphone, with the number moving up to three quarters for business, first class and frequent travellers.

AirPlus Meeting Card

AirPlus, the supplier of solutions for business trip management, is offering its customers a new service for settling the costs of meeting and event management. With the AirPlus Meeting Card, companies can pay the costs of congresses, meetings or events and subsequently analyse these. “Companies can ben-efit from savings possibilities that have not been fully used up to date, because expenditures on meetings and business trips had not been sufficiently coordinated”, states AirPlus.



INDUSTRY Air Travel

Can air travel ever be green ?Looking out of an aircraft window and seeing the size of the engines, or seeing the aircraft hurtling down the runway… is not a very promising start to answering this question. And a fully laden Jumbo jet weighs around 400 tonnes, a quarter of which is fuel.

Despite the generally accepted idea that air

travel must be environmentally-unfriendly,

the industry is also playing its part in trying

to reduce emissions. Here, we look at some

industry association thoughts, and at what

three airlines from different parts of Europe are actually doing.

Firstly, the Association of European Airlines puts the problem

into perspective. It says: “AEA recognises that the airline indus-

try must take responsibility for its environmental impact and

drive a balance between these and the social and economic

benefits it provides. In this context, the airlines’ contributions

to man-made greenhouse gas emissions have been widely

misrepresented. Globally, airlines emit just 2% of global CO2…

If all aircraft of European airlines were to be grounded, the

reduction of global CO2 would be 0.5%. Nevertheless, reducing

airlines’ environmental impact has become a key priority of this

sector. Airlines across the world have contributed to reducing

CO2 emissions by measures including: promoting the develop-

ment of, and investing in, state of the art aircraft and engines

with significantly less fuel consumption per passenger; deploy-

ing operational measures to reduce fuel consumption in flight.”

Bio-fuels

Speaking at a recent sustainable development conference in

Copenhagen, Paul Steel, Air Transport Action Group execu-

tive director, made another comment which puts air travel

into perspective. He pointed out that aviation bio-fuels could

be a ‘quick win’ solution. This is particularly true as there are

only 1,700 airports to re-fit, which compares to hundreds of

thousands of vehicle fuelling stations… And bio-fuel can be put

straight into existing aircraft engines. To answer the problem

of diverting agricultural production from much-needed food

across the globe to aircraft fuel, LanzaTech, a supplier of clean

fuels with offices in China, New Zealand and the USA, has

calculated that there is enough carbon monoxide generated by

steel mills across the world to create some 7 billion gallons of

aviation bio-fuel. And USA based clean energy company the

Solena Group, which works with British Airways, Qantas and

SAS, has said it could locate plants in every major airport in the

world to convert municipal waste into aircraft bio-fuel. Taking

these and other initiatives into account, the calculations are

that producing aviation bio-fuel need not take up one single

field of agricultural production.



Putting the objectives into practice

If we were speaking about any other area of activity in the

world, we would doubtless say ‘what is actually happening on

the ground?’ But in this case ‘in the air’ is more logical… The

airlines themselves are taking concrete steps. To start with,

one of Europe’s most northerly airlines, Finnair. It has set the

objective of reducing emissions by 24% per seat between 2009

and 2017. Finnair starts by pointing out the simple truth that

flying the shortest possible route (taking the wind into account)

automatically saves fuel. Having newer aircraft means more

efficient operating, although there is clearly a hefty financial

implication here. More frequent engine washing leads to a saving

of 1-2% in fuel burn, and optimising the amount of fuel actually

taken on board can reduce the overall weight of the aircraft.

The ‘green landing’ or continuous descent operated by Finnair

whenever possible (and in 60-80% of cases at its home airport

of Helsinki) means the aircraft stays higher for longer, before

continuously descending and therefore requiring less engine

thrust to maintain lower heights. Avoiding circling around

airports is also a way of reducing fuel consumption. Back down

on the ground, Finnair recycles 46% of cabin waste and has

energy and water saving programmes in its offices.

Turbo-props and eco-labels

British-based Flybe, the largest regional airline in Europe, has

put a great deal of environmental effort into operating the most

ecologically-friendly aircraft. It has thus invested over two billion

Euros in this type of aeroplane, in its case the Bombardier Q400

and the Embraer 195. Flybe points out that its decision to oper-

ate the Bombardier aircraft is based on the philosophy of ‘right-

sizing’, and that this decision makes it one of the largest opera-

tor of turbo-prop aircraft in the world, this at a time when other

airlines are moving to small jets. The jet it has chosen for its own

fleet – the Embraer – also achieves very good CO2 ratings.

The Flybe philosophy written on the side of one of their planes.

If all aircrafts of European airlines were to be grounded, the reduction of global CO

2 would be 0.5%.



INDUSTRY Air Travel

Flybe has also become the first airline in the world to introduce

an eco-labelling system for its aircraft, of the same type as

those found on new fridges and freezers. This system assesses

the aircraft’s noise rating, and CO2 emissions. The certifica-

tion also takes into account passenger comfort including

leg-room and the number of seats on the aircraft. This last

point is an interesting approach, and reflects the criteria in,

for example, the much used BREEAM certification system for

new buildings, where ‘user comfort’ takes its place alongside

energy efficiency and other elements more obviously linked to

environmental performance. Commenting on all of this, Flybe

Chief Executive and Chairman Jim French said: “Our eco-label

initiative is designed to help consumers identify which type

of aircraft or which type of route is the most sensitive choice

to the environment. We believe that through the provision of

information to consumers they will exercise choice.”

Offset

Located at the heart of the European Union’s administrative

bodies, Brussels Airlines also has an ecological programme

named b.green. This includes operating smaller (50 to 70 seat)

aircraft on some routes, and avoiding using fuel to fly empty

seats wherever possible. Where possible, aircraft parked at the

gate use alternative energy-saving methods of air condition-

ing and electricity rather than the aircraft’s own system. Food

trolleys have become lighter, and less drinking water is carried,

again reducing weight. On top of this, the gradual replacement

of seats by lighter models is set to reduce the overall weight

of an Airbus 319/320 by 700 kg, which equates to a reduction

in CO2 emissions of 238 tonnes per aircraft per year. A further

reduction in weight of 176 kg has been achieved by removing

the air stairs from Boeing aircraft. In operational terms, Brus-

sels Airlines pilots take off at reduced power, the airline flies

as short a route as possible, and optimises the amount of fuel

carried. Engines on almost all of the A319 fleet use a Double

Annular Combustor technique which reduces NOx and CO2

emissions. Further CO2 emission reductions are obtained by

engine-washing, wing flap adjustment and winglets.

Tim HARRUP

BRUSSELS AIRLINES OFFSET In conjunction with CO

2Logic, Brussels Airlines is running

a carbon offset programme. This enables passengers, for a small fee, the possibility of offsetting their CO

2

emissions by contributing to the development of green projects at African destinations. These include a project for efficient woodstoves in Uganda, which use 50% less wood and therefore also contribute to reducing global CO

2

emissions.

The first aircraft eco-label from Flybe (Flybe eco-label)

A Brussels Airlines short haul jet.Finnair cabin crew – here in their new uniforms – recycle cabin waste.



INDUSTRY Automotive

Car-makers to embrace mobility conceptsUnder the influence of societal and technological changes, the automo-tive industry will undergo a true met-amorphosis over the next 15 years. That is the conclusion of consultancy bureau Roland Berger Strategic Con-sultants following a study involving more than 60 automotive experts around the world.

One of the first trends

that Roland Berger has

identified is ‘demo-

torization’. According

to the study bureau car

ownership worldwide is losing its appeal

as a status symbol, especially among

younger people. Alternative mobility

concepts such as “going by bike”, “using

a car pool” or “going by public transpor-

tation” are strengthening their competi-

tive positions.

The implications of this small but

growing trend are manifold. “To make

the most of the trend, the automotive

industry has to embrace integrated

mobility concepts.” According to Berger,

car sharing in the developed world

will soon be providing first and last

mile connectivity for congested urban

areas. That will lead to car sharing

evolving to become a proper business

model. Modern technology supports

this development and makes it possible

for car sharing to operate flexibly and

conveniently for the customer. Serious

players such as independent providers,

rental companies and OEMs will soon be

adding these services to their portfolio.

Other solutions such as micro-mobility

– e-bikes, electric two- and three-wheel-

ers, and so on – may also gain mass

acceptance.”

The future will be hybrid

Roland Berger also looked at the elec-

trification of the propulsion system.

“Globally, the share of pure electric-drive

vehicles will increase to a maximum 10%

of global new vehicles sales in 2025 in

our best-case scenario, provided no

breakthrough in post li-ion battery tech-

nologies occurs before that timeframe,

which is not very likely”, according to

sources at Roland Berger, which is a

greater believer in hybrid vehicles. “With

their driving autonomy, which is still

greater than electric-only vehicles, they

will be much more popular, achieving a

40% share.” Roland Berger believes that

the growing overall share of electric drive

trains will reshape the current mobility

value chain in all segments. The pure

electric power train itself is much simpler

to design, manufacture and service –

apart from the challenge of high voltage.

Established suppliers will expand into

the parts and components needed for

vehicle electrification. Many third parties

will also want to turn the growing share

of electrified cars to their benefit. These

players will offer a variety of mobil-

ity services such as car sharing or even

entire cars.

The intelligent vehicle

A third trend that will present the auto-

motive industry with great challenges

is the arrival of the ‘intelligent car’. By

2025, many vehicles will always be online,

sending and receiving information via

the Internet. “Vehicles will communicate

with one another and their environment

– although we do not know exactly how”,

Roland Berger sources say. In line with

this development, OEMs are increasingly

introducing “open” infotainment systems

in their vehicles. This is true for both pre-

mium and volume players. In most cases,

drivers will be able to order additional

services such as location-based informa-

tion, navigation on demand and SOS

calls. Most often a device such as a smart

phone or a TomTom will be docked in the

car. The systems will usually be controlled

by voice, touch screen or from the steer-

ing wheel.

Stijn PHLIX

By 2025, many vehicles will always be online, sending and receiving information via the Internet.



INDUSTRY Travel

“Travel costs will rise”Trips to emerging markets helped push corporate travel to prerecession levels this year, and travel to those same markets is expected to buoy the industry in 2012, despite economic malaise in Europe and North America, according to the 2012 Industry Forecast released in September 2011 by BCD Travel consulting unit Advito.

Advito interviewed indus-

try experts and analyzed

aggregated transactional

data, as well as figures

from the International

Monetary Fund and other economic

and travel industry organizations. The

result is a roadmap for the year ahead,

complete with strategic directions for

travel buyers.

Steep increases in oil prices in the

first half of 2011 led to equally steep

increases in the price of travel this

year. “The price of oil has moderated in

recent months, but travel buyers will still

need to budget for moderate airfare and

hotel rate increases”, says Bob Brindley

(Advito). “A barrel price of 100 dol-

lars is the ‘new normal,’” he said. “But

there will be additional factors at play

in 2012, including the growing power of

consolidated airline entities and higher

distribution fees in some markets.”

Emerging markets

Based on the provisional assumption

that economic growth will continue in

2012, bolstered by strong demand for

travel to Brazil, Russia, China and India,

Advito expects business travel demand

to increase by medium to high single-

digit percentages in growth markets and

by low single-digit percentages in North

America and Europe. Across all regions,

Advito predicts the price of travel to

grow by 4 percent to 6 percent.

Stijn PHLIX

RISE OF RATES

The Industry Forecast predicts a rise of rates in different domains:

• Airfares will rise 3 percent to 5 percent worldwide, pushed by rising demand, carrier consolidation and capacity control. In general, airlines have been slow to restore capacity since the depths of the last recession, but the transatlantic market is a noteworthy pocket of oversupply. The price of air travel also could be driven up by fees for payment by card, as other carriers follow the lead of British Airways and the Lufthansa Group, and new carbon emissions regulations in Europe.

• Hotels are bullish about their ability to raise rates in 2012, with finalized increases likely to be from 2 percent to 6 percent, depending on location. But in gateway cities such as New York, another year of double-digit increases is probable.

• Meetings demand rebounded in 2011 and is expected to be strong again in 2012, assuming continued economic growth. Consequently, rates will rise in 2012 and accelerate in 2013 based on strong forward bookings. Rate rises will be greatest in gateway cities.

• Negotiated car rental rates in the United States — by far the largest car rental market worldwide — have not moved upwards for two years because of intense competition. Something will have to give, so Advito expects rates to rise by 4 percent to 6 percent in 2012.

• Rail travel prices in Europe are likely to increase around 5 percent, similar to 2011.Deregulation of the cross-border market will bring about some new services and routes, but pricing is unlikely to be affected.

According to BCD Travel, oil prices, airline consolidation and emerging market demand will push up trip costs.

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Dirk Marco Adams,

Director of Peugeot Professional Europe

Peugeot Telematic Offers designed for B2B needs. In an interview with Dirk Marco Adams, Director of Peugeot Professional Europe, we get into the real detail of Peugeots telematics offering for B2B customers.

First of all, to cover off the product element, can you outline which B2B specific vehicles are available from PEUGEOT

Peugeot have a special B2B version for cars including 308, 3008, 508, 5008 named Business Line (although different names exist in certain countries e.g. SR for UK), with low CO

2 engines, and

Park distance control to reduce TCO. There is also Navigation, Bluetooth, and for telematics, PEUGEOT CONNECT SOS / ASSISTANCE – a real breakthrough product.

So exactly what is the PEUGEOT CONNECT SOS service?

This is Peugeots embedded Telematic service with a direct connection to an SOS or ASSISTANCE Platform. Simply, a direct and automatic call to the Emergancy Services if needed e.g. in the case of an accident. A transfer of information takes place (e.g. location of the vehicle), which is performed by Peugeot. The Euro NCAP organisation (the reference in terms of security), has given Peugeot the ‘Euro NCAP advanced’ award recognising innovation and enhanced security of the occupants.

What Telematic Equipment is involved?

There is a black box, Peugeot Connect Equipment with: GPS module, SIM Card (valid for 27 countries), Microphone and Loudspeaker, Separate battery (for e-calls if the car battery is out of order).

What is the value for the customer?

There are many benefits…First, its easy to use and free of extra chargePeugeot Connect SOS system is designed to connect the vehicle automatically with an emergency call centre immediately following an accident. Crash sensors detect when a car has been in an accident, based on vehicle safety devices such as airbags. If an accident is detected, Peugeot Connect SOS first sends an SMS message to a Peugeot Connect SOS call centre, giving the precise location at the time of impact and the last ten known positions of the vehicle, in order to help emergency service for interven-tion. Peugeot Connect SOS can also be activated by pressing SOS button for 2 seconds. Once Peugeot Connect SOS is acquired, the service is free and remains operational 10 years guaranteed.

Secondly, there is European coverage… in 10 countries (France, Germany, Spain, Italy, Switzerland, Austria, Luxembourg, Belgium, Netherlands, and United Kingdom). For other EU countries, calling 112 is activated upon a crash or by pressing on SOS for 2 seconds,the car owners native language.

Thirdly, there is a Voice connection… between the car and the call centre. The operator qualifies the need of notifying emergency services. If this communication fails or if neither the driver nor the passenger can answer the call, the call centre immediately notifies the emergency services for action.

What are the results?

In Europe between 25-40 % (% depends on the country) of Peugeots B2B sales are BusinessLine models. In Europe PEUGEOT has delivered more than 550,000 cars with PEUGEOT CONNECT and we have already received more than 4000 emergency calls since 2003.

What are the next steps?

With this equipment, PEUGEOT CONNECT FLEET is able to send automatically twice a week all necessary infor-mation to assist with Fleet Management. Also, PEUGEOT France have launched a new offer ‘PEUGEOT GREEN CONNECT’ which is a Leasing product with Peugeot FINANCE including PEUGEOT CONNECT SOS, ASSISTANCE and CONNECT FLEET plus a ECO – DRIVE TRAINING for each Driver with an external Agency Mobigreen.



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RIVILEGED

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RIVILEGED

PARTNER

Dirk Marco Adams,

Director of Peugeot Professional Europe

Peugeot Telematic Offers designed for B2B needs. In an interview with Dirk Marco Adams, Director of Peugeot Professional Europe, we get into the real detail of Peugeots telematics offering for B2B customers.

First of all, to cover off the product element, can you outline which B2B specific vehicles are available from PEUGEOT

Peugeot have a special B2B version for cars including 308, 3008, 508, 5008 named Business Line (although different names exist in certain countries e.g. SR for UK), with low CO

2 engines, and

Park distance control to reduce TCO. There is also Navigation, Bluetooth, and for telematics, PEUGEOT CONNECT SOS / ASSISTANCE – a real breakthrough product.

So exactly what is the PEUGEOT CONNECT SOS service?

This is Peugeots embedded Telematic service with a direct connection to an SOS or ASSISTANCE Platform. Simply, a direct and automatic call to the Emergancy Services if needed e.g. in the case of an accident. A transfer of information takes place (e.g. location of the vehicle), which is performed by Peugeot. The Euro NCAP organisation (the reference in terms of security), has given Peugeot the ‘Euro NCAP advanced’ award recognising innovation and enhanced security of the occupants.

What Telematic Equipment is involved?

There is a black box, Peugeot Connect Equipment with: GPS module, SIM Card (valid for 27 countries), Microphone and Loudspeaker, Separate battery (for e-calls if the car battery is out of order).

What is the value for the customer?

There are many benefits…First, its easy to use and free of extra chargePeugeot Connect SOS system is designed to connect the vehicle automatically with an emergency call centre immediately following an accident. Crash sensors detect when a car has been in an accident, based on vehicle safety devices such as airbags. If an accident is detected, Peugeot Connect SOS first sends an SMS message to a Peugeot Connect SOS call centre, giving the precise location at the time of impact and the last ten known positions of the vehicle, in order to help emergency service for interven-tion. Peugeot Connect SOS can also be activated by pressing SOS button for 2 seconds. Once Peugeot Connect SOS is acquired, the service is free and remains operational 10 years guaranteed.

Secondly, there is European coverage… in 10 countries (France, Germany, Spain, Italy, Switzerland, Austria, Luxembourg, Belgium, Netherlands, and United Kingdom). For other EU countries, calling 112 is activated upon a crash or by pressing on SOS for 2 seconds,the car owners native language.

Thirdly, there is a Voice connection… between the car and the call centre. The operator qualifies the need of notifying emergency services. If this communication fails or if neither the driver nor the passenger can answer the call, the call centre immediately notifies the emergency services for action.

What are the results?

In Europe between 25-40 % (% depends on the country) of Peugeots B2B sales are BusinessLine models. In Europe PEUGEOT has delivered more than 550,000 cars with PEUGEOT CONNECT and we have already received more than 4000 emergency calls since 2003.

What are the next steps?

With this equipment, PEUGEOT CONNECT FLEET is able to send automatically twice a week all necessary infor-mation to assist with Fleet Management. Also, PEUGEOT France have launched a new offer ‘PEUGEOT GREEN CONNECT’ which is a Leasing product with Peugeot FINANCE including PEUGEOT CONNECT SOS, ASSISTANCE and CONNECT FLEET plus a ECO – DRIVE TRAINING for each Driver with an external Agency Mobigreen.



Europcar - meeting changing needsAs the concept of mobility becomes a reality, car rental companies are finding themselves taking on even more importance. In the case of Europcar, this translates into new thinking and a new range of services. In charge if group marketing, partnerships, innovation and new serv-ices at Europcar is Pascal Klein. He explained to us some of the changes now taking place in the brand.

INDUSTRY Europcar

Everybody accepts the move towards mobility

solutions, and Pascal Klein also sees enormous

potential here, including financially. Mobility and

connectivity will go hand in hand, with the New

World of Work becoming a reality for the workers

of tomorrow. For this reason, Europcar sees itself as being part

of a larger whole, open to the exterior and providing services

for people who need to both move about and remain con-

nected. There will be a gradual shift away from an emphasis on

car ownership towards car use. The use of a car will become

one of the many services workers and consumers demand.

And with an increase in remote working and tele-conferencing

etc., the use of the car is likely to become focused on leisure

pursuits. But Pascal Klein is realistic, and sees car rental as a

complementary service to car ownership, not as something

which will replace it completely.

Value for money, value for time

“We are in an ever more instantaneous world”, Pascal Klein

explains. “People are more likely to talk about their recent holi-

day than about their new car… desire has become as important

as need”. To illustrate the changing mindset, certain figures

from the mobility observatory undertaken each year are useful.

These show that 47% of European city-dwellers are really think-

ing about giving up car ownership, a figure which is growing

(as is the percentage of the world’s population which lives in

cities). Almost the same number believe that car rental is a

service which can replace car ownership, and 35% believe it is

cheaper to rent a car than to own one. And some 61% of those

surveyed think that having a car available on a ‘self-service’

basis is an extremely interesting mobility option.

Moving your way

This is a phrase Europcar uses to demonstrate its move from a

pure car rental operation to a supplier of services designed to

stay in line with the changing lifestyle of its clients. From the

moment someone is first able to drive, through all of the life-

stages of getting a job, getting married, having children, mov-

ing house, seeing the children grow up, retiring, mobility needs

constantly change. And it is Europcar’s objective to accompany

all of these phases. This objective applies both to B2B and to

B2C business. Having a suitable fleet of vehicles and services

available across Europe to meet these varying needs, and both

understanding and responding to changing needs, form part of

the Europcar strategy.

Complementary services

The Car2go scheme in a number of cities is another mobility

initiative, where the use of the car is complementary to public

transport services. And as the car used (smartfortwo) is the

smallest on the roads, and under the scheme can be parked and

left anywhere in the city limits, the service really is ultra-flexible

and convenient. In terms of connectivity and technology, no key

is required, and Car2go locates the point where it has been left.

Other initiatives will follow, including a partnership with Renault

involving electric cars. Quite clearly, mobility is at a turning

point, and so is Europcar with all of its new services.

Caroline THONNON

Car2go and Europcar extend their partnership Europe-wide”: the 2 CEO’s of the Joint-Venture partners Philippe Guillemot (Europcar) and Robert Henrich (car2go).

’Moving your way’, the new baseline of Europcar translates the company’s strategy to accompany the mobility needs of individuals during their whole life”, says Pascal Klein.


Smart Mobility 004 UK

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