AUTHOR ARCHIVES: Sharon Clancy

UK road safety charity Brake has handed TomTom Telematics two awards to recognize the impact its fleet management platform, WEBFLEET, has had in helping businesses improve the safety of their vehicle fleets.

OptiDrive 360 – which provides real-time feedback and advice to improve driving performance – was named Best Fleet Safety Product at Brake’s annual Fleet Safety Awards, while the company’s overall contribution to road safety earned the Fleet Safety Innovation award.

“These awards recognise the efforts of everyone at TomTom Telematics in helping businesses to achieve significant benefits from telematics technology by working with their drivers to encourage a safer, more efficient driving style,” said Giles Margerison, Sales Director UK and Ireland for TomTom Telematics.

“Our technology promotes a collaborative approach, providing drivers with direct feedback but also giving management detailed reports, meaning both parties can work together to make a positive change. This ethos is also reflected in our work with initiatives such as the EU ecoDriver Project, Van Excellence and Fleet Data Insight, all of which aim to provide companies with the tools to improve road safety.”

OptiDrive 360 uses vehicle and map data to provide professional drivers with predictive, real-time driving advice. It also provides pre-trip guidance and post-trip analysis, scoring drivers on a range of key performance indicators, including speeding, harsh steering and braking, idling, and gear shifting.

WEBFLEET provides reports that highlight key performance trends in real time but also allows management to dig deeper to identify the root causes of unsafe or inefficient driving performance.

 

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Spectrum allocation, cybersecurity and the connected car at the centre of discussion at the 5G Huddle in Copenhagen this week. Security and privacy emerged as key concerns across sectors

The allocation of radio spectrum, new business models, cybersecurity and the connected car took centre stage at the 5GHuddle, organised by the Wireless World Research Forum (WWRF) in partnership with DI ITEK, the Danish technology trade association.   Over 150 delegates including leading scientists, high-level industry and government representatives from Europe, North America and Asia discussed the disruptive nature of 5G technologies, with security and privacy emerging as the key challenges in delivering a sustainable 5G ecosystem.

Stuart Revell, former Chief Technology Officer of Tech UK , the organistion that represents over 850 UK-based technology companies, led the discussions on the main challenges for the 5G community by presenting the Wireless Test & Innovation Centre (WTIC) whitepaper. Ming Lei, Huawi presented the Chinese Government-backed IMT-2020 5G promotion group and the FuTURE Forum initiative, discussing their international co-operation projects and how to rethink mobile communications of the future in their 2020+ White Paper.

Spectrum Allocation
Spectrum allocation was identified as one of the main challenges to making the leap forward in 5G deployment. The debate over what spectrum should be made available for 5G will be, as Andrew Hudson, Policy Director of the Spectrum Group at UK telecoms regulator Ofcom, said, “uncomfortable”. Leaving too many bands under consideration could make a positive outcome less likely, he said, as "lots of people might have to give a little bit", adding that it's not regulators' job to "make everyone happy" but to "debate the important questions."

Chih-Lin I, Chief Scientist of Wireless Technologies at China Mobile, added to this, saying that in the short term, C-band would be the core spectrum of 5G: "we want it to become key piece of 5G architecture.”

Anders Bohlin, Senior Economist at the European Investment Bank, warned that “If governments auction 5G spectrum to fill their treasury coffers and then operators don't invest because there's no market, that won't be good for 5G”.

Business Models

As Mischa Dohler, Head of Centre for Telecommunication Research in the Department of Informatics at Kings’ College, London, commented, business models may be the main shift in a 5G era, as the change to B2B could be attractive for the cellular industry.

For Pasi Kemppainedm, NNE Pharmaplan, this is the telecom industry's "last chance" to stretch its services to compete with big players like Google and Facebook. The disruptive part of 5G isn't the radio access part, but the services infrastructures. Facebook, Google and others will "eat your lunch" in future services if telcos don't deal with services infrastructure. Also, telecom companies shouldn't let 5G limit the start of service enablement. Services should be agnostic, and when 5G becomes ready, operators can move to better capability to provide those services.

Automotive Industry

Opening a session at the event that focused specifically on the potential of 5G in the automotive industry, Preben Mogensen, Principal Engineer at Nokia Network said: “We would like to see 5G as a framework to be optimised for the automotive industry”. Research challenges Nokia is working on for connected mobility include being able to support higher mobility, a lot of devices in a small space, ultra-reliability of networks, radio latency less than 1ms, network slicing and optimized service delivery for heterogeneous use cases. “As a telecom operator, our challenge is enabling a new generation of latency critical services. We are working on research to improve resilience to network failures,” he said.

Peter Vermaat, Principal ITS consultant at TRL, an independent research organisation, brought the road operator’s perspective to the 5G debate, agreeing that the connectivity requirements of vehicles are highly dependent on high network reliability and low latency, as well as co-operative services: “No single communication channel will be sufficient,” he said, “we don’t want the whole network to break down because a base station is running out of power.

“Without connectivity, research shows that, with the connected vehicle, safety goes down compared to a manually operated one. “Self-driving cars”, he said, “are a long, long way off.” Even Google cars, he said, are “fully autonomous, but not in all circumstances.”

Cybersecurity

Aside from the challenges faced in implementing 5G, come the concerns – in particular the risk posed by cyber crime. Focusing on these potential vulnerabilities of the IoT and 5G era, Zolten Precsenyi, Government Affairs Manager at Symantec, said explained that cybersecurity challenges arise not just from 5G in particular, but also from the connected world at large. Wearable devices, connected cars, e-health systems, smart grids are all vulnerable to attack. Current public policies for the telecoms, e-identification, network security and other areas “don't go far enough to protect against novel security issues. Self-regulation should be a credible alternative to government regulation,” he said.

Conclusions
“The business model this year has moved to the centre of the discussion and is not seen only from the telecom industry at large, but from the user’s point of view,” said Dr Nigel Jefferies, Huawei, Chair of WWRF, closing the 5G Huddle.

 

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 By 2018, half of business ethics violations will occur through improper use of Big Data Analytics, says Gartner.

Analytics projects that utilize big data or advanced analytics are increasingly popular but present a heightened risk of failure, according to Gartner, Inc. which says analytics leaders can improve the likelihood of success by following five best practices.

"Although big data and advanced analytics projects risk many of the same pitfalls as traditional projects, in most cases, these risks are accentuated due to the volume and variety of data, or the sophistication of advanced analytics capabilities," said Alexander Linden, research director at Gartner who is  presenting on advanced analytics at Gartner's  Business Intelligence & Analytics Summit 2015, this week in Munich, Germany. "Most pitfalls will not result in an obvious technical or analytic failure. Rather they will result in a failure to deliver business value."

Failure to properly understand and mitigate the risks can have a number of unintended and highly impactful consequences. Those can include loss of reputation, limitations in business operations, losing out to competitors, inefficient or wasted use of resources, and even legal sanctions.

Gartner also predicts that, by 2018, 50% of business ethics violations will occur through improper use of big data analytics. Following key best practices will help analytics leaders to improve the likelihood of success, and they include:

1. Linking Analytics to Business Outcomes through Benefits Mapping
   Analytics must enable a business decision maker to take action, and that action should have a measurable effect — whether the effect is directly or indirectly achieved. Linking analytic outputs to traceable outcomes using a formal benefits-management and mapping process can help the analytics team navigate the complexities of the business environment, and keep analytic efforts both relevant and justifiable
2. Investing in advanced analytics with caution
   Many organizations believe that Big Data automatically requires advanced analytics. However, the data-crunching power required to manage the big data characteristics of volume, velocity and variety does not inherently require any more sophisticated algorithmic processing. It is the complexity of the analytical question to be addressed that drives the need for advanced analytic tools, and in many cases desired outcomes can be achieved without resorting to more sophisticated analysis.
3. Balancing analytic insight with the ability of the organisation to make use of the analysis
   Because analytics can only be beneficial in organizations that are willing to embrace change, it makes sense to limit investment in analytics to a level that matches the organization's ability to use the resulting insights. Analytics may not be the most suitable approach if  pertinent data is absent, when there are high levels of ambiguity, or where there are entrenched opposing points of view.In these cases, scenario planning, options-based strategies, and critical thinking should also be incorporated into analytical approaches to better support the organization's ability to take action.
4. Prioritizing incremental improvements over business transformation
   Using big data and advanced analytics to improve existing analyses, or to incrementally update and extend an existing business process, is easier than using them to deliver business transformation, because there are fewer dependencies to overcome to ensure success. Care should be taken to validate the level of overall change required. In some cases, deep reform of the business strategy may still be necessary — for instance, when a new disruptive vendor enters a market, when technology innovation changes the business model, or when an organization has become dysfunctional.
5. Considering alternative approaches to reaching the same goal
   Few objectives can only be achieved in one way. Statistical modelling, data mining and machine learning algorithms all provide means of testing ideas and refining solution propositions. Big data and advanced analytics help validate proposed hypotheses and open an even wider range of potential approaches to addressing corporate priorities. Not all problems even require a fully engineered analytical solution. Investment may be better targeted on human factors, re-education or reframing the problem.

 

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Field service is one of those sectors most likely to be affected by a European Court of Justice ruling on what constitutes “working time” for mobile employees.

The ECJ has ruled that time spent travelling to and from first and last appointments by workers without a fixed office should be regarded as working time. Previously some organisations, including those engaged in field service, have not regarded this element of travelling time as work.

The court says the ruling, which has caused some controversy among European Union member states, has been enforced to protect the health and safety of mobile workers as set out in the EU's working time directive, which stipulates that they cannot work more than 48 hours in a week unless they opt out. Member states will be required to ensure national legislation on working time complies with the ruling. Workers are required to sign a waiver in order  to opt out.

Mobile workforce management software developer Auto Time is one company advising that service organisations may now find themselves in breach of EU working time regulations unless they review operations. Christian Berenger, Operations Director at Auto Time says: “The new ruling could leave contractors, already under pressure to deliver their services cost-effectively, confronted by increased labour costs and facing a tough battle to operate profitably within tight margins. To minimise compliance risk, employers need to put systems in place that will enable them to gain total transparency of their workforce, track their movements and plan staff workloads to coincide with their daily commute to minimise costs.”

The ruling by the European Court of Justice deeming time spent travelling to and from first and last appointments by workers should be regarded as work means businesses now more than ever should be carefully considering the deployment of their workforce, agrees Marina Stedman, director at ClickSoftware.

“Thousands of employers may be in breach of employment law, requiring them to implement workforce management strategies that take this ruling into account. Businesses not already doing so should be looking at software that manages all time related services with one single platform, to ensure when staff are dispatched to a task, this is being factored in. Having this in place, businesses will be able to proactively design rosters that consider the capacity of staffing shifts days and weeks in advance.”

Christian Berenger adds: “The role of technology in supporting organisations to comply with the new ECJ ruling surrounding mobile workers should not be underestimated. With HR teams under increased pressure to keep up with changing employment regulations, employers must evaluate their business practices or risk falling foul of the law. By gaining instant visibility of their remote workers and streamlining compliance tasks, workforce management systems. can not only meet their legal obligations but optimise their workforce for future bottom line growth.”

 

Real-time data access allows managers to track the whereabouts and task status of their workforce, calculate the ‘actual hours’ worked and respond to operational issues with better informed decisions as they happen, he points out and recommends empowering staff to manage their hours, via a secure web portal using their smartphone or tablet. ”

There’s likely to be an impact on schedule optimization, too, thinks Bereneger. “Scheduling functions provide managers with the ability to optimise staff shifts by allocating job tasks to dovetail with their daily commute, ensuring assignments at the start and end of the day are located near employees' homes to minimise travel time.

 

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UK gas distribution company SGN expects to save about £1million by implementing a driver performance improvement programme across its 2,000-strong fleet.

SGN,  the gas utilities company which operates across the south of England and the whole of Scotland, is using TomTom Telematics technology, including the driver behaviour improvement system OptiDrive 360, to tackle inefficient practice.

During a 100-vehicle trial, SGN reduced the volume of fuel wasted through idling by almost 68% and improved average fuel consumption by 11%.

“The finance department at SGN recognised a huge opportunity for using driver performance data to transform operational efficiency and we now stand to make major savings on both fuel and maintenance,” said Chris Stone, Head of Finance at SGN.

“Prior to implementing this programme, the company was wasting 13,000 litres a month through vehicle idling alone, but now we are able to provide drivers and managers with visibility around problem trends and the reasons why they occur.

“We understand drivers don’t intentionally drive badly so this isn’t about punishing them. Instead, we are focused on working with our employees to help them perform more efficiently and safely on the road.”

OptiDrive 360 scores drivers based on a range of key performance indicators including speeding, driving events, idling and gear shifting and constant speed. Regular performance reports are shared with managers, allowing them to work with individual drivers to tackle any specific issues.

The TomTom system also integrates with SGN’s fleet management provider Inchcape. This means Inchcape is given access to live engine fault code data, allowing them to conduct pre-emptive maintenance work when required.

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Study links high customer satisfaction with service providers who fix it on the first visit

A  study commissioned by Trimble as part of awareness for National Customer Service Week in the UK,  finds field service organisations need to become more efficient, develop better time-saving approaches and fix a problem on the first visit in order to meet customer expectations.

The study, which surveyed 2,000 adults in the UK, revealed that over half (52 per cent) considered fixing the problem on the first visit to be the leading factor in determining their satisfaction. Yet, one in four participants reported that a return visit was required. The most common reason for a return visit was that the technician lacked the appropriate tools or parts (40 per cent), while the technician lacking the appropriate skills was also revealed as a top factor (27 per cent).

"Clearly, operating a skilled and efficient mobile workforce is critical to meeting customer expectations. To achieve that, organisations need real-time access to information about the performance of workers in the field," said John Cameron, general manager of Trimble's Field Service Management Division.

"Technology is available that provides technicians with the visibility they need to get to the right place at the right time with the information they need to do their job correctly the first time," Cameron added. "Customer expectations are only going to increase, so having the infrastructure in place to meet and exceed these expectations is critical to keeping customers happy."

Respondents also are not happy with wait times. More than 50 per cent considered 1-3 hours an acceptable appointment window, yet few had experienced this, with 32 per cent reporting wait times between 4-9 hours. 40 per cent of consumers claimed their biggest frustration with using a service provider was long appointment slots.

 

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Certification by US network operator Verizon has helped push sales of Geotab's plug-and-play telematics device to 150,000 in six months.

Sales of Geotab's G07 plug-and-play telematics device are soaring, with the Canadian company reporting 150,000 sold in the six months from February to June, mainly in North America. The GO7 is a plug-and-play device that connects to the vehicle OBD port, collecting data from the engine, drivetrain, instrument cluster and other relevant subsystems to maximise productivity and minimise downtime.

Appeal has been boosted by the device being certified for use on the Verizon wireless network, says Geotab. Network operator certification is a major milestone in the US, says the company, because it enables the solution to be sold into a larger pool of potential customers, such as those that require specific geographic coverage or that prefer a particular network operator.

“Fleet owners value reliability, which is a major reason why the GO7 is their go-to solution for maximising productivity and efficiency,” said Geotab CEO Neil Cawse. “The GO7’s 99.89 percent reliability, combined with Verizon’s robust, reliable nationwide cellular network, gives them the peace of mind they simply can’t get with most other telematics solutions.”

 

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Light Commercial Vehicles (LCVs) are the lifeblood of the UK economy - it's a sentiment we hear quoted all the time, and while their professional use and maintenance is very important, it's something that many companies neglect. John Mills, Head of Mobile Workforce Telematics for Microlise, wants that to change.

The number of vans registered in the first quarter of 2015 was up 23% on the same quarter in 2014, at 98,000. According to the Department for Transport the last twenty seven months have seen sustained year-on-year growth -  exceeding that of cars. The Freight Transport Association (FTA) estimates that there are over 3.4 million van drivers on the roads.

It’s clear that LCV drivers and fleet managers have found themselves at the epicentre of a seismic shift in consumer behaviour. Many organisations are now engaging with their customers through home visits and deliveries. Historically, however, driving has been a necessary but often overlooked secondary part of the job for field service engineers and LCV drivers.

This means that significant financial savings and improvements in fuel economy, environmental impact and safety are sometimes overlooked - but they are very much there for the taking. Giving the professional the tools to do the job is an important first step in identifying and taking appropriate action to realise the potential financial and customer experience benefits.

Giving the professional the right tools

During the  2015 Open golf tournament at St Andrews, Irish amateur Paul Dunne came within a whisker of becoming the first non-professional to win in more than 80 years. The truth is, he was about as likely to win as a field service engineer with no training or telematics analysis tools is to drive in an economical, low environmental impact and safe way.

It might work but certainly wouldn’t perform in the way it should. It would be inefficient, unpredictable and downright dangerous (I have experience…). Engineers go on training courses for all types of equipment from simple tools to complex installations. But we then  hand them a key to the van and say ‘on your way’ and hope for the best. The lucky ones also get training and coaching on driving style and risk minimisation. The unlucky ones can’t hope to match their colleagues who are using the latest technologies to track and improve their driving behaviour.

 

Delivering the benefit

So, the first step for LCV fleet operators and field service operatives is to appreciate what an important element driving is of the job - too often, it is seen as secondary. Once driving skills are recognised as essential, driver performance can be given the status it deserves, and the latest tools put  in place to realise tangible benefits.

It’s been a long time since a non-professional won the St Andrews Golf Open, and though Dunne came close this year, the professionals have won every single one since 1930. Going pro can clearly provide immediate and fast improvements in the LCV fleet context too. Savings vastly greater than the million pound winnings of the St Andrews Open are up for grabs given the right solution and team motivation.

 

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Try it for yourself

This Autumn we will be hosting our Field Service Conference at the fantastic MIRA facilities near Coventry. This year's theme is Driver Engagement. The packed event will give delegates the opportunity to not only hear from industry leading speakers and practitioners, but also to get first-hand experience of driving on timed city courses and other handling tracks at the MIRA proving ground whilst interacting with our driver engagement solutions.

Join us there: Click here to claim your free place

 

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Field Nation, the US company which has developed an on-line marketplace matching independent service contractors with  project management demands, has secured a $30 million investment led by Susquehanna Growth Equity.

Field Nation has been self-funding since its launch in 2008. It has reported rapid growth of 65% a year and during the past year it has connected more than 1,000 organisations with its network of over 65,000 registered contractors.

The company's on-line marketplace connects independent service contractors and companies needing to get on-site work done. It allows service companies and distributed enterprises to directly procure, manage, pay, report and optimise labour requirements. . The broader platform extends the marketplace through Field Nation Complete, a SaaS solution that delivers a complete work management solution when organisations require the combined experience of their internal and external workforce. It also allows contractors to market their skill sets, find new projects, engage with each other, complete work and get paid quickly.

“We have experienced tremendous growth and success as a small company, and now we’re prepared to start the next chapter of the Field Nation story,” said founder and CEO Mynul Khan. “With the financial support and experience from Susquehanna Growth Equity, we will rapidly accelerate our efforts to introduce Field Nation to organizations of all sizes so they can tap the full breadth of our marketplace and get more work done.” This growth-capital investment validates the business model, strategy and disruptive technology of the Field Nation platform, says the company.

The company plans to increase product development and promotion of its SaaS-based total workforce management solution Field Nation Complete and expand its service offerings into new vertical markets.

 

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