AUTHOR ARCHIVES: Mark Glover

Programme uses a multi-stage approach to enable vehicle manufacturers to connect with the TomTom Telematics Service Platform. 

After joining OEM.connect, manufacturers’ vehicles with line fitted connectivity will roll off the production line WEBFLEET and NEXTFLEET ready. The owners of these vehicles can then access the standard TomTom Telematics’ applications, which help boost the efficiency, productivity and safety of their fleet operations.

If a fleet is made up of cars, light commercial vehicles or trucks from different manufacturers, the data from each vehicle will be presented to the user in the same standardised way on the same interface. This makes comparison and analysis simple.Car manufacturers get the full advantage of TomTom Telematics’ experience in the connected car space and wide geographical scope.

“With more than 20 years’ experience in telematics and fleet management,” said Thomas Becher, VP Business Development, TomTom Telematics. “We have demonstrated through our work with leading car makers like Groupe PSA and Renault and the use of BMW CarData, that our expertise is the key to unlocking the considerable financial and end-user value of vehicle connectivity.”

Benoît Joly, Head of Services Business, Renault, added: “Because business users' requirements differ widely depending on their trade, because there are so many different industries and country-specific needs, Renault partners with TomTom Telematics as one of the best-known telematics service providers to meet each company's requirements. As part of the Renault EASY CONNECT for Fleet ecosystem of connected services, business users can simplify fleet management and reduce costs, with secure and affordable connectivity.”

The confidentiality, integrity and availability of connected car data processed on the TomTom Telematics Services Platform has been certified to ISO/IEC 27001 standards.

In recent years, the sector has moved from a service operation that is a cost-centre, to one that can impact customer service.
Service outfits, recognising this shift, are now building in Key Performance Indicators (KPIs) to keep pace with a change that
can ultimately bring profit. Mark Glover tracks the evolving nature of KPIs in field service affirms their importance to a firm’s strategy...

Employers stifle groans and share knowing looks when a project manager starts listing KPIs. Touted in boardrooms and meeting rooms, they do however drive a business forward. They serve as signposts along a journey, ensuring that important milestones are met, completed and contribute to the end goal.

It’s a complex process to streamline but one that can bear much fruit. But is there a magic formula?

Type in ‘field Service KPIs’ to Google and your browser gets filled with an array of subjective suggestions. This is not surprising, as KPIs can be as far-reaching as a business requires. Efficiency, for example, incorporates time, such as the time it takes to complete a task, what billable time was used-up and what overtime was given to a job.

However, drilling down too much into one KPI can create issues. Martin Summerhayes, Fujitsu’s Head of Delivery Strategy and Service thinks defining a KPI is essential, something that comes from taking a long view of your service strategy. Failure to do so, he offers, could risk negative outcomes. “If you don’t look at the end-to-end,” he says, if you don’t look at the value chain that you want to achieve, if you’re not looking at the outcomes that you want to achieve and if you’re not looking at the total cost to serve then inefficiency is what you’re going to get.”

To illustrate his point, Summerhayes gives an example of the engineer told by his Manager to attend four jobs per-day.

The first he attends but without the correct parts and after explaining the situation to the customer, he leaves. He fits the parts at site two but the fault remains so raises another ticket, unable to do more, he makes a swift exit. He needs to call his branch manager (who isn’t there) after inspecting the issue at the third job, so the fault can’t be dealt with, he again explains this to the customer and departs. Finally, at job number four he fixes the part and completes the job. “

You get what you measure,” Summerhayes says, explaining the issue. “Four jobs have been done, but they haven’t been completed. The engineer hasn’t been told what to do with those four jobs. As the engineer is not being asked to completer the job, a whole load of waste is created. Of those four jobs, only one has been completed. The others will be swept back, picked up by a different engineer. You start to build complete inefficiency into the process, just purely by one measure and not being clear.”

And here lies the danger of loose KPIs. It may be tempting to create them to the nth degree but unless you create the right ones in line with the outcomes you want to achieve then you could end up pushing the wrong behaviour completely. “You need to be aware of the consequences,” Summerhayes warns. “You might measure the metric you think is right, but it will actually drive the wrong behaviour and it could even drive the wrong culture.”

Other broad KPIs, as well as time, include service delivery and the aforementiond efficiency; yet customer service – a key focus in modern field service - feeds into all the above: processes, service delivery and efficiency. In fact, one could argue it sits over the top of all KPIs being fed by those beneath it. Field service management requires a balance between time and cost savings while creating better customer service.

But how can you measure this ambiguous metric? Summerhayes says it consists of many elements. “The right people, with the right training and the right skills and the right motivation will drive employee satisfaction, employee engagement, employee loyalty and employee motivation,” he conveys. 

But within that, there needs to be a further question. How does an organisation create a positive employee culture? Does it come down simply to managing your team correctly and should you differentiate KPIs between your team and management?

In a podcast recording for Field Service News, Co- Founder and Managing Partner at Si2 Partners, Nick Frank identified that separate KPIs were extremely useful, particularly when relaying an employees’ worth to the company back to that employee. “It’s important to find the measure that motivates your staff and they can actually do something about,” he said. “If they’ve taken action, they can actually see how they’re impacting how the business is working. You should see that Managers and engineers, for example, are two different sets of stakeholders, so you should separate out the management metrics from the team metrics.”

I think Nick hits on an important point here, one that relates on human level and the impact we have in the world we operate in; which in this instance is the world of work. If you’re an engineer who is part of a large organisation, who checks-in once a month for the firm’s monthly meeting and reliant on mobile connectivity to keep in touch with colleagues, then it can be difficult to feel part of the company’s bigger picture. Having someone explain to you – through KPIs – that your excellent fix-rates are positively impacting the firm’s bottom line can only be motivating.

Service KPIs, therefore, should drive profits through loyal employees and satisfied customers. The latter achieved by acknowledging three aspects that customers expect today: access to support; overall solution time and being kept informed throughout the service experience.

Satisfied customers in turn creates customer loyalty which in turn creates revenue. Acquiring a new client is three times more expensive than retaining a current one. The focus should be on customer retention not customer acquisition. Keeping clients satisfied means adhering to KPIs that put them at the core. It means being creative with your data and having the courage to look at results a different way. If your measurements are showing positive numbers - for example, an 85% first-time fix rate - then turning the metric upside can really disrupt how you look at your services. Once flipped, analysing the 15% of jobs that didn’t meet customer expectation can lead to more insightful analysis of your service performance. It’s easy to remain in a KPI comfort zone.

Measuring what you don’t want to measure can sometimes return results that you didn’t expect but once acted on, can make all the difference in an era where the customer has, and will always come first.

Serve announce the integration of its fingerprint recognition technology with its blockchain-based platform. 

Bringing forth a new paradigm in securing deliveries in sectors such as pharmaceuticals and other sensitive consumer goods where chain of custody and proof of delivery are paramount, this seemingly ubiquitous technology offers users an extra layer of security throughout the order fulfillment process without sacrificing efficiency. 

 

“Being involved in the logistics space for over 20 years, the current faults in last-mile logistics have become increasingly apparent,” says Serve’s CEO Shahan Ohanessian. “With the integration of fingerprint recognition technology, Serve increases the security of order fulfillment while also increasing positive business-to-consumer relationships.”

 

Combining fingerprint recognition technology with Serve’s innovative blockchain-based platform, which now includes facial recognition technology, every participant within the Serve ecosystem will experience more secure and positive transactions, from mom-and-pop shops to large businesses. Creating a solid foundation for a decentralized last-mile logistics, Serve promotes efficiency, transparency, and trust.

BullGuard VPN for Windows, Mac, Android and iOS makes it simple for consumers to create military-grade encrypted connections.

Cybersecurity company, BullGuard, today announced the expansion of its cybersecurity product line with the launch of BullGuard VPN. Designed to be easily used across multiple devices, BullGuard VPN features a simplified user interface and quick connect functionality, enabling consumers to fly under the radar and surf the internet in stealth mode while retaining complete anonymity via military-grade encryption. Available for Windowsâ, Macâ, Androidâ and iOSâ operating systems, BullGuard VPN is available for download and purchase on the Apple App Store, Google Play and the BullGuard website.

 

“Cybersecurity to date has been primarily focused on keeping consumers and their devices safe from online threats, but cybercriminals also pose a threat to consumer privacy,” said BullGuard CEO, Paul Lipman. “In today’s cyberthreat landscape, security and privacy must be equally addressed in order to adequately protect consumers. BullGuard VPN enables consumers to safeguard their online privacy in a fast, easy and seamless way – from their desktop, laptop, tablet or smartphone – wherever they go.”

 

BullGuard VPN secures and protects up to six devices simultaneously – desktop computer, smartphone, laptop or tablet – and consumers can easily switch between 16 different country locations, including the U.S., Canada, U.K., Germany, Austria, The Netherlands, Belgium, France, Spain, Switzerland, Denmark, Norway, Sweden, Ireland, Singapore and Australia. BullGuard VPN hides a consumer’s origin IP address, preventing others – including ISPs (Internet Service Providers) and government organizations – from monitoring their online browsing activity, including what websites they visit, what they download or what services and applications they use. BullGuard VPN customers have access to 24/7 customer support.

 

Online consumer privacy is under siege on a near daily basis – from huge breaches where personal data is stolen and cybercriminals absconding with personal information and identities to Facebook and Internet Service Providers caught selling consumer data without consent. BullGuard VPN puts privacy control in consumers’ hands and is the perfect choice for consumers when using an unprotected Wi-Fi hotspot when away from home in airports, hotels or cafes. BullGuard VPN users receive secure connections in to hotspots, which protect them against data theft, privacy breaches, malware and cyber attacks via Wi-Fi. 

Report highlights that threat actors are advanced and persistent, but companies are using outdated systems and technology to save money. Poor security posture, prioritization, and awareness are also gifts to attackers. 

Malicious actors are targeting critical infrastructure (CNI) sites and energy distribution facilities exponentially. Interconnected systems in the energy industry increase vulnerabilities, and cyber attacks often go undetected for some time.

As energy companies save costs against the backdrop of lower oil prices, consolidating operations can weaken business resilience and redundancy levels. This gives rise to new, single critical points of failure, with any disruption across the supply chain potentially having increased consequences.

“Espionage and sabotage attacks against CNI organizations have increased over the years and I don’t think we have seen it all yet,” says Sami Ruohonen, Labs Threat Researcher at Finnish cyber security company F-Secure.

Connecting Industrial Control Systems (ICS) to the Internet is increasing, and a considerable number of CNI systems in use today were installed and built before 24/7/365 internet connections were the norm and the advent of Stuxnet. Many Operational Technology (OT) components have built-in remote operation capabilities, but are either partly or entirely lacking in security protocols such as authentication.

Moreover, cyber security was not a realistic threat when these systems were manufactured, and legacy protocols and systems never had the built-in security controls that we take for granted today. Transitioning these systems to the Internet has opened them up to attacks from a myriad of angles.

“Critical Infrastructure due to its nature is an interesting target for a foreign nation-state, even during peacetime,” Ruohonen explains.

F-Secure’s report shows that:

• A variety of different adversaries, each with their own motivations and tradecraft, constantly strive to compromise organizations that operate critical infrastructure
• Attackers have more time than their targets and will take months to plan their attack
• People are the weakest link in production, with company employees seemingly being criminals’ go-to target
• Attackers continue to succeed mainly due to organizations’ lack of mature cyber security practices
• Nation-state sponsored Advanced Persistent Threat (APT) groups are relentless, and continue to seek network foothold positions on CNIs and espionage opportunities in the interests of exercising political leverage
• Nine different attackers/malwares/techniques targeting the energy industry stand out, with spear phishing being the most common initial supply chain attack technique
• Keeping a small attack surface in the energy industry – while often pitched as the best way to mitigate the risk of a cyber attack – is simply not possible

While breaches are a certainty, Ruohonen advises organizations review their cyber security posture to implement latest technologies such as an endpoint detection and response (EDR) solution.

“EDR is a quick way to tremendously increase capabilities to detect and respond to advanced threats and targeted attacks which might bypass traditional endpoint solutions,” he explains. “Managed EDR solutions can provide monitoring, alerting, and response to cover the needs 24/7. This means organizations’ IT teams can operate during business hours to review the detections while a specialized cybersecurity team takes care of the rest,” says Ruohonen.

The complete report is available here.

The barriers between industry verticals are coming crashing down as we no longer compete with those companies within our competitive sphere, but against the best service our customers have experienced. Dr. Wolfgang Ulaga and Dr. Christian Kowalkowski outline how you can adapt to the new frontier we find ourselves in as we embrace digitalisation...


The growing digital transformation is blurring industry boundaries and altering established positions of firms. While manufacturers are investing strategically in data collection, analytics capabilities, and in cloud-based platforms, many firms remain concerned about how to best address digital disruption and enable digitalization.

Last year, General Electric cut expenses by more than 25% at its digital unit responsible for Predix, its software platform for data collection and analysis, which previously has been hailed as a revolutionary driver for Industry 4.0. This move highlights the difficulties involved in adopting digital technology in an industrial business.

Having worked with B2B firms in diverse industries on designing and implementing service-growth p84 strategies, we have seen both highly successful and unsuccessful cases of what we call ‘digital servitization.’ Why do firms with a proven track record of running successful field service organizations struggle with implementing digitallyenabled services?

Before looking at some key challenges, let us first define what we mean by digital servitization. As a start, we need to distinguish between digitization, which means turning analog data into digital data, and digitalization, which refers to the use of digital technology to change the business model. A tech-savvy firm with a product-centric mindset may have little difficulty in implementing digitization, as when record companies moved from selling LPs to CDs. However, rather than embracing the new digital opportunities that changed the way we interact with music, most record companies then clung on to a product-centric business logic of selling CDs. Instead of developing business models based on Internet distribution they promoted new physical media like the Super Audio CD.

Ironically, their defensive stance—manifested in such things as copy protected CDs—forced many people to illegal downloading in order to conveniently access MP3 music, thereby undermining their product-centric model even further. Digital servitization, then, refers to the utilization of digital technologies for shifting altogether from a product-centric to a service-centric business model. Of course, digitally-enabled services are not new; for example, Rolls- Royce’s archetypal solution TotalCare began in 1997 and BT Industries (since 2000 part of Toyota Material Handling) created its software system BT Compass in 1993, to help its customers improve their performance.

Likewise, leading bearings manufacturer SKF started early on remote monitoring bearings usage data flowing 24/7 from industrial customer’s equipment installed around the globe. Digital technology, however, can be a double-edged sword. For example, many manufacturers have been carried away by the technical possibilities of telematics without having a clear service business model in mind. Rather than crafting a compelling value proposition based on enhanced customer performance, it was tempting to give the service away for free with the hope that customers eventually would discover the value of data access and be willing to pay for it.

There are however at least three problems with such a technologycentric approach. First, as the connected installed base grows and the costs of collecting and managing data increase year over year, it becomes more and more difficult to defend the model unless service sales start to materialize. Second, giving services away for free always reduce the perceived value of the offering in the eyes of the customer. Why should they pay for something that was previously free of charge and that competitors may still be treating as
a commodity and giving away?

"The growing digital transformation is blurring industry boundaries and altering established positions of firms..."

Third, customers typically do not have the time nor the skills to thoroughly analyze data collected and take appropriate corrective actions. The real value of data and analytics lies in a company’s ability to identify and implement adequate changes. By collecting and analyzing data across multiple customers, a supplier may know more about the customers’ equipment and operations then they know themselves.

Benchmarking performance across industry applications and customers thus provides attractive opportunities for new advanced advisory services. The digital dimension of service growth requires purposeful and coordinated effort. As we know, while manufacturing and conventional R&D activities can be centrally managed to achieve efficiency and standardization, services require increased local responsiveness and closer customer relationships. During digital servitization, however, the central organization must take a more proactive leading role to ensure platform consistency and data quality, to provide the requisite data science skills, to support local units, and to address cyber security issues.

The 2017 large-scale cyberattack (NotPetya) on Danish shipping giant Møller-Maersk, which shut down offices worldwide, illustrates the dangers of inadequately managing the latter issue. Viewing data as “the new oil” is a frequent claim these days. Like oil, data is a source of power. It is a resource used to fuel transformative technologies such as automation, artificial intelligence, and predictive analytics. However, unlike oil, data also has other properties.

We are currently seeing a shift from scarcity of information (data) to abundance of it. Data can be replicated and distributed as marginal cost, and competitive advantage can be achieved by bringing together new datasets, enabling new services. But this also creates new tensions between companies regarding the issues of generation, collection, and utilization of data. If a customer is generating massive amounts of data collected by a supplier, then once processed, it can be used for better serving also the customer’s competitors. In other cases, we are seeing completely new entrants emerging and collecting data on behalf of their clients.

Digitalization is beginning to have a profound impact on even the most stable businesses. Customers increasingly expect a single provider to integrate individual components and products into a system, and that they will do so through one digital interface.

Whether the platform provider is one of the established OEMs, or a new software entrant, often does not matter to customers. Competition may come from unexpected sources, as for example when one of the leading international standards organizations in the marine industry recently moved into platform-based services. Oftentimes, the most formidable threat comes from disruptive innovators outside the traditional industry boundaries.

An executive in a leading incumbent firm stressed that her main concern was not the competition from any established player. Instead, what kept her awake at night was the prospect of Amazon entering—and reshaping—the market. While many share the concerns of being overrun by new competitors, the threat is most imminent to those firms that lack service leadership and a clear roadmap for service growth. To conclude, no firm can afford avoid strategically investing in digitalization.

However, as firms compete in the digital arena, there is a risk that focus shifts too much away from service and customer centricity to new digital initiatives and units. Ten years ago, many executives sang the praises of servitization. Today, digitalization is the poster child for business transformation. Given the rapid pace of innovation, it may be tempting to launch new concepts as soon as the technology is available, rather than waiting until the they have been properly piloted and customer insights gained.

To reap the benefits, firms also need to understand back-end and front-end interactions, investing in both back-end development for enhanced efficiency and better-informed decision-making, and front-end initiatives to enable new services and closer customer integration. Correctly designed and implemented, digital servitization provides benefits for companies, networks, and society at large. Successfully seizing digital opportunities, however, requires more, not less, service and customer centricity than before.

Dr. Christian Kowalkowski is Professor of Industrial Marketing at Linköping University, Sweden, and the author of Service Strategy in Action: A Practical Guide for Growing Your B2B Service and Solution Business. Find out more on www.ServiceStrategyInAction.com.

Dr. h.c. Wolfgang Ulaga is Senior Affiliate Professor of Marketing at INSEAD, Fontainebleau, France. He is the author of Service Strategy in Action: A Practical Guide for Growing Your B2B Service and Solution Business. He also authored Data Monetization: A Practical Roadmap for Framing, Pricing, and Selling Your B2B Digital Offers.

Global Revenue to Expand at 7.7% CAGR over 2018-2028.

The enterprise asset management systems market is expected to be valued at US$ 4,863.1 Mn in 2028, and is expected to register a CAGR of 7.7% from 2018 to 2028, a new report shows.
Improved ROI with the aid of EAM solutions, widespread penetration of IoT and gradual increase in investment on software by organisations are expected to remain the major factors driving growth of the global enterprise asset management systems market, a report shows.

Enterprise asset management software is primarily used by the enterprises across different industry verticals which are heavily dependent on the complex and expensive physical assets, such as plants, heavy equipment, and vehicles. End users of the EAM primarily include industries such as oil & gas, manufacturing, energy & utility, mining, and others. Enterprise asset management software is offered with the deployment options such as on-premise and cloud based.

Enterprise asset management systems market is categorized on the basis of component, deployment, vertical and region. On the basis of component, the market is segmented as solution and services. The services segment is further bifurcated into consulting services and professional services. The services segment is expected to register a CAGR of 7.8% during the forecast period.

On the basis of deployment, the enterprise asset management systems market is segmented into on-premise and cloud. The revenue contribution from the clouds segment is expected to expand at a CAGR of 9.0% during the forecast period.

On the basis of vertical, enterprise asset management systems market is segmented as public sector, manufacturing, oil and gas, healthcare and pharmaceutical industry, energy and utility, transportation, wholesale and distribution, food and beverages, paper and packaging, chemical and process industry (including steel industry), mining and service industry. The revenue contribution from the manufacturing segment is expected to expand at a CAGR of 9.4% during the forecast period.

Among the regions, North America is projected to exhibit relatively high growth in the global market, registering a CAGR of 9.3% over the forecast period. The revenue from the markets in North America and Western Europe are expected to represent a combined share of 45.3% of the total market revenue by the end of forecast period. Some of the top companies identified across the Enterprise Asset Management Systems value chain are IBM Corporation, SAP SE, Oracle Corporation, ABB Ltd, IFS Ltd, Infor Inc., Ultimate Software Solutions BV, Carl International SA, Mainsaver Inc., Mex Pty Ltd and others.

Ericsson and Swisscom, the largest telecommunications service provider in Switzerland, have switched on the first large-scale commercial 5G network in Europe to support commercially available smartphones. 

The long-term strategic partners went live with the network in the first minute of April 17, following Swisscom’s securing of a commercial 5G license. As all the other component parts were already in place, securing the license meant the partners simply had to switch the network on.

Swisscom had already flagged the impending launch of the network, and introduced smartphone and mobile router ecosystem partners, at an April 10 ceremony in Zurich.

The commercial 5G network, and related 5G services, are now available in 54 cities and communities in Switzerland, including the major population areas: Zürich, Bern, Geneva, Basel, Lausanne and Lucerne.

Swisscom subscribers with commercial 5G smartphones and routers in covered areas will immediately benefit from the high speed, low latency and enhanced mobile broadband features of 5G services across infotainment, gaming, virtual reality, and immersive media experiences.

The 5G network switch-on also opens the door to exploring new opportunities in the Internet of Things (IoT) and Industry 4.0.

Urs Schaeppi, CEO, Swisscom says: “With the launch of the first commercial 5G network in Switzerland, we are laying the foundation for diverse, new applications and business models. This will not only be great for Switzerland but also inspiring for the people who will now be part of the digital world whether they are living in the city, countryside, or in the mountains.”

Arun Bansal, President and Head of Europe and Latin America, Ericsson, says: “This is a momentous occasion for Swisscom and Europe – 5G is now commercially live. As we continue our close ties with Swisscom, we are also strengthening the 5G ecosystem by reducing the time-to-market for chipset and device makers. We ensure multivendor operability with 5G devices and networks, enabling more 5G devices to come to the market so consumers can enjoy the benefits of 5G services.”

A new, independent survey of the highways industry has revealed that two-thirds of tech-enabled businesses reported a reduction in accidents or no accidents at all in the last 12 months – 50 per cent more than industry standard. 

The report highlights the influence that technology can have on the preventability of accidents, with over two-thirds (67 per cent) of businesses using paper-based processes reporting preventable accidents, compared to only 53 per cent of businesses using digital technology – a reduction of 26 per cent.

 

It also found that not a single business that uses software to enforce process, track job progress and analyse job performance reported an increase in accidents in the past year, compared to 11 per cent of other businesses.

 

Better safety training for workers, more detailed vehicle inspections and improved road quality were listed as the top measures to prevent accidents in future.

 

Graham Whistance, Managing Director of MyMobileWorkers, commissioners of the report, explained:

 

“With 39 million vehicles on the road in Great Britain, our network is being put under more strain than ever before, as are the businesses and workers that make up the sector. However, while maintaining our highways infrastructure is crucial, workforce safety must always be front of mind.

 

“There is no doubt a role for government legislation and regulation here, but what our research tells us that investment in digital technologies is giving businesses an opportunity to take extra control. By making the switch from paper-based to digital, highways companies are improving the safety of some 300,000 workers on the roads today, while also improving compliance, job performance and productivity.”

 

The new research also reveals that using digital software improves business results and productivity. Businesses in the highways sector that track the progress of their jobs using digital technology complete jobs in an average of 4.4 hours while vastly improving quality of work, over 50 per cent faster than those that use paper-based approaches.  

 

What’s more, over a fifth (21 per cent) of those using digital technology to track job progress are able to provide customer updates in real-time, almost double the number of those that don’t (11 per cent).

 

Herts Traffic Management has seen a 40 per cent increase in business efficiencies since switching from paper-based to digital. Richard Soanes, Managing Director, said: “The insights from the Driving Change report are telling. There is a big gap in the highways sector for more efficient and safer ways of working, so having this data to raise awareness and provide a clear solution is invaluable.

 

“Having switched from paper-based to digital ways of working, I have seen the significant business benefits first hand. Compliance and safety performance feel robust and we have seen a 40 per cent increase in business efficiencies through gathering data, accumulated in the office and out in the field.”

 

When it came to compliance, the majority (98 per cent) of those surveyed said they are fully compliant however, some standout challenges still remain. Most notably safeguarding all equipment, which was reported by 45 per cent of businesses. Ensuring all safety procedures are followed and staying up-to-date with new laws, regulation and policies were also cited as leading barriers to compliance in the sector.

 

“While most companies surveyed state they are fully compliant, this report tells us there is still a long list of issues to address,” Graham added. “Compliance is much more than simply filling out a tick-box form, it’s about making sure all areas of the business, from equipment, to employees and ways of working are all as robust as possible.”