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Fleet Operations, the UK's leading independent provider of outsourced fleet management services, warns that many businesses within the fleet industry remain underprepared for the introduction of the General Data Protection Regulation (GDPR).

The GDPR comes into force on 25th May 2018 and requires businesses to comply with a new set of rules designed to safeguard personal data.

One of the most significant changes means that organisations will now take responsibility for data protection breaches at any point within the supply chain. This puts fleet suppliers and operators at particularly high risk due to the large amount of personal data transactions that occur within the fleet supply chain.

And Brian Hardwick, Head of Operations at Fleet Operations, believes too few companies have got to grips with the full extent of their new responsibilities under the GDPR.

 

He said: “From our experience, it appears many organisations still have not assessed the full impact of the GDPR and taken the requisite action to ensure they will be compliant. There exists a perception that this is a minor adjustment when, in fact, businesses need to assess their entire supply chain to ensure each link is secure.

 

“As a starting point, it is vital for organisations to map all data flows across the business, which means documenting all data coming in and going out, as well as the various organisations or individuals that process information at each point in the supply chain. Contracts must now be in place between the data controller and data processor in each of these data transactions covering all the requisite details outlined by the GDPR.”

The consequences for failing to comply with the GDPR are high, with the maximum fine for infringements set at 20 million Euros or 4% of turnover, whichever is greater.

In this context, Hardwick insists it is the responsibility of everyone within an organisation to minimise the potential for breaches.

He added: “It is not sufficient for an organisation to simply hand all responsibility for the GDPR to a designated data controller – everyone should bear some of the burden. There are obvious data streams, such as payroll, but there are less obvious ones that include everyday emails. In this context, a breach could occur due to something as simple as copying someone into an email thread that contains data they do not have consent to view.

“That’s why it is important to communicate the new regulation – and the steps you are taking to address it – very clearly to all staff and put data protection at the centre of your organisational culture.”

 

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When compared to traditional combustion engine vehicles, Electric Vehicles (EVs) can go a long way to reducing the overall costs for any fleet. Mark McKenna, National Sales Manager at Bluedrop Services Motor Fleet Insurance Brokers, suggests that once considering the whole life costs of an EV, investing in such a fleet makes sense.

However, there is always the initial hurdle of the upfront cost to a business. If you have the capital to hand you can make the numbers work, but for most companies it is hard to justify the initial outlay.

Perceptions of EVs running out of charge

One of the other issues around the adoption of EVs is the perceived idea that the vehicles won’t have enough stored power to last for a full day of business driving requirements. Many businesses also perceive that they require more mileage out of the vehicle than they would use in a day.

With the range of use on Electric Vehicles constantly increasing, unfortunately the anxiety around not having enough charge is not seeming to shift. The fact is that mileage range of an EV often fits nicely into the journeys actually being travelled by a fleet, but the mentality surrounding this issue is not changing.

Over time charging time will decrease

Soon however, charging will be so quick that this perception will no longer be a problem. It is all about changing mindsets and educating as well as allowing businesses to test the use of EVs so they can offset their fears. Those medium sized fleets that on the majority conduct shorter journeys would find EVs hugely beneficial, experiencing significant savings.

Additional savings surrounding EVs

Taxes, grants and congestion charges also offer a good sound argument for investing in EVs. The Government have introduced several incentives, making both electric and plug-in vehicles more attractive to both consumers and fleets.

These include low or zero road tax and the exemption from the London Congestion Charge, as well as the suggestion of a national scrappage scheme. Other countries, such as Norway are also offering strong subsidies for EVs, no VAT, free parking and allowing drivers to utilise bus lanes.

London has also recently introduced the Air Quality Business Fund to help companies adopt EVs. This is where businesses can apply for a share of £1 million to help deploy electric cars and charging points to reduce pollution in the capital. The fund itself aims to create five business low emission neighbourhoods. The winners of the fund will be able to use £200,000 to encourage inhabitant to walk, cycle or use public transport, as well as installing EV charging points.

Forward thinking firms as a result are giving careful consideration to the opportunities offered by EVs and are starting to weigh up the pros and cons of their investment. The savings in terms of tax breaks and grants, in addition to fuel cost savings are making a compelling business case.

Electrical charging infrastructure set to grow

The electrical charging infrastructure has long been something of concern in consideration to adopting EVs, however the Queen’s speech which followed the State Opening of Parliament set out the priorities of Government to include improving the national charging and hydrogen refuelling infrastructure.

The legislation will allow the government to require the installation of charge points for electric vehicles at motorway services and petrol stations. Such legislation is essential for making charging faster, cheaper and easier for businesses, helping to accelerate the adoption of EVs and discourage negative concerns.

But will electricity supply cause future issues?

It has also been considered that the rising uptake of Electric Vehicles itself may even start to form one of the challenges against them.

When you consider the fact that more and more requirements on the grid for electricity may cause significant shortages of supply, one solution could be the installation of off-grid power solutions such as PV or wind turbines to deal with the increasing demand on the energy infrastructure.

As the demand for Electric Vehicles continues to grow the impact on energy supplies and the transport infrastructure to meet future needs will be tested.

Whilst there are many challenges surrounding the uptake of EVs the opportunities continue to outweigh them with significant savings to business as well as going a long way towards meeting air quality requirements.

 

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Abbey Logistics Group, one of the UK’s largest bulk liquid and powder transport providers, is deploying a Microlise fleet management telematics solution to 350 tractors and 300 trailers in its fleet.

Microlise Fleet Performance will provide Abbey Logistics with real-time visibility of its fleet and help it to improve driver performance and safety; while reducing fuel costs and environmental impact.  It will replace three different tracking systems currently being used in the business as a result of contract wins and an acquisition.

Driver performance metrics, including A-G grades on a range of criteria, will be available via the Microlise Driver Performance Management (DPM) app. DPM is designed to empower drivers to improve with easy access to insights about their own performance.

The DPM app also gives drivers a view of their performance compared to others in their team, providing the option to motivate drivers through league tables and incentives. Abbey Logistics’ management will also be able to identify poor performance and manage by exception, delivering targeted driver debriefs and training.

 

The full suite of Fleet Performance reports will also be available via the Microlise web portal, giving detailed information about the fleet operation to enable the Abbey Logistics team to understand where improvements can be made.

In addition, Abbey Logistics will also be implementing Microlise Remote Digital Tachograph Download, which automates the collection of drivers’ hours on a regular basis, no matter where the vehicle is.

“The deployment of Microlise Fleet Performance will give us the visibility we need to make effective improvements quickly,” said Steve Granite, Abbey Logistics Group CEO. “We are also hoping to free up management time by removing many manual processes and focusing our resources where they are needed. All of this is aimed at delivering the best service for our customers.”

Abbey Logistics Group was bought in August 2016 by management with funding from a Manchester-based private equity firm. It has announced a string of award wins and nominations in 2017, as well as several large contract wins.

“There is great energy and enthusiasm at Abbey Logistics, along with an excellent company culture. The success it is seeing as a business is no accident. We’re pleased to be supporting the operations team with a telematics product to help identify and enact efficiency improvements,” said Nadeem Raza, Microlise Chief Executive Officer.

DPM runs on both Android and iOS devices, delivering increased driver engagement with telematics, whilst at the same time reducing management resource requirements.

For further information about Microlise Fleet Performance and DPM, visit www.microlise.com/products.

 

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Since 1995, all heavy goods vehicles (HGV) and Public Service Vehicles (PSV) require a daily walk around check prior to service in the UK. Fleetmatics, a Verizon Company, has partnered with Lancashire based company CheckedSafe, to offer its digital fleet compliance app to current and future customers.

CheckedSafe’s Driver and Vehicle Standards Agency (DVSA) Vehicle compliance app digitises the vehicle defect card by allowing commercial vehicle drivers to complete a driver daily walk around check from their smart phone. The data is recorded into a central database immediately, enabling the compliance manager to verify that the walkaround check has been done. Historically, all previous checks were paper-based, which is time consuming, costly and unreliable.

 

“With pressures mounting on fleet managers, it’s vital to create ways that make it easier for drivers to play their role in the safety and compliance process. By partnering with CheckedSafe, our customers will now be able to monitor all daily checks at the click of a button, and will have added insights into where the checks were carried out, how long they took, and what if any defects were identified,” said Guy Fletcher, product manager of Fleetmatics.

 

Fleetmatics’ partnership with CheckedSafe offers its current and future customers an efficient, practical and virtually foolproof solution that helps customer be fully compliant to all current regulations. The solution works on smartphones or tablets and can be integrated into other Internet-enabled devices.

"With complementary technology solutions and customers, partnering with Fleetmatics is a natural fit for us. We are pleased to have the opportunity to offer Fleetmatics customers our simple and effective solution to help eradicate the issue of either non-compliance or partial compliance with the legislation,” said Darran Harris, director at CheckedSafe.

 

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With many major automotive manufacturers promising autonomous vehicles to hit the roads within the next couple of years the reality of the autonomous fleet for field service organisations is no longer a futuristic fantasy but a genuine reality - so what exactly could the autonomous vehicle mean for field service?

The hype around autonomous vehicles is getting ever stronger, but what role if any could they play in changing how field service delivery is managed?

“Autonomous vehicles undoubtedly represent an exciting development for fleets, particularly from a productivity perspective,” comments Paul Miller, Product Manager, Fleetmatics.

“They have the potential to disrupt the traditional fleet model of assigning one vehicle to one driver, as in future they will be able to support the workload of multiple field service agents at the same time. Imagine a future, for example, where an autonomous vehicle knows the average job time of each agent, and is therefore able to schedule drop offs and pick-ups to complement their work.”

“By performing the same role for several field agents in a specific area, this could create significant productivity savings across a fleet, particularly in relation to fuel efficiency and workload management, through a reduction in unnecessary time spent on the road or idling.”

David Rodriguez, Chief Marketing Officer for GreenRoad also agree that productivity could be significantly increased if we were to see autonomous fleets emerge.

“Autonomous vehicles should positively affect productivity, safety and costs for field service organisations,” he explains.

“First, they’ll enable field service technicians to recapture productive hours during the day. Rather than focusing on driving, workers will be able to concentrate on customer service, reporting, and other elements of their job while on the road.”

“Autonomous vehicles will also enable companies whose field tasks don’t require specialised equipment to move to a model in which the company owns fewer vehicles (or simply contracts with a car-sharing provider), and employees are picked up and dropped off at their worksite, freeing up the vehicle for the next employee. Most importantly, autonomous vehicles will improve safety.”

“Today, according to the NHTSA 1 in 5 fleet vehicles are involved in accidents each year. Eliminating human error from the driving experience will lead to lower accident rates, repair costs and absenteeism, and overall cost reductions ranging from $16,000 - $500,000.”

It all sounds to good to be true doesn’t it? But exactly how much of the talk around autonomous vehicles is hyperbole and how much is reality – realistically how far away are we from a fleet of autonomous vehicles being put in place by a field service organisation?

 

“We are still some time away from autonomous vehicles becoming commonplace in field service delivery,” says Miller

“The means testing programmes being carried out by their developers still have many years to run – and even then, these programmes haven’t focused on the vehicles’ suitability for field service delivery models. As a result, they are still relatively unproven in the professional space, so until they become the norm, telematics provides the best technology solution for safer, more responsible driving. Many of the benefits ascribed to driverless vehicles – such as increased fuel efficiency, improved safety and greater productivity - are actually already possible by leveraging telematics software against a fleet, so in many ways, the benefits of driverless vehicles are already available.”

Rodriguez however, thinks the future may not be quite so far away.

“The Society of Automotive Engineers is classifying self-driving technology in 6 categories, ranging from no automation (Level 0) to full automation (Level 5). Some manufacturers hope to achieve Level 4 autonomy in the coming years, with Tesla promising “full self-driving capabilities” (presumably Level 3 or 4) this year and Ford setting a date of 2021 to achieve Level 4 autonomy.”

“Level 5 vehicles that require no human intervention under any circumstances (extreme weather conditions, uncharted roads, etc.) may still be decades away. But even with level 4 technology, we can expect to see a shift in the preferences of field service companies, as fleets stand to gain a great deal of benefit from the safety, efficiency and operational improvements autonomous vehicles offer.”

“Amazon, Fed Ex and others are already testing out automated deliveries. It’s not unreasonable to think we could see fully autonomous fleets (with human workers on board when extreme conditions are expected) within the next 4-5 years.

Of course the biggest area of concern is the safety aspect. There are always going to be concerns around the safety of autonomous vehicles until they become the norm. But are such fears founded? Is there a danger that the technology could be held back by red tape and regulation or is it necessary to ensure any such transformative technology is highly regulated from day one?

 

“Autonomous vehicle fears are mostly unfounded for a simple reason – multiple studies have shown that human error is the cause of 90 percent of vehicle accidents", explains Rodriguez.

“While technology is certainly prone to human error in the development stage (bugs and programming gaps), automakers are taking the responsibility for releasing well-vetted autonomous technology very seriously, understanding that early mistakes could set autonomous adoption back by years."

"When they’re ready, autonomous vehicles will be like professional drivers with extra-sensory perception and zero risk of developing highway hypnosis or road rage. Not only will they consistently execute proper technique when climbing a hill, taking a blind corner, driving on wet roads, etc., they will also have advanced sensors and access to moment-by-moment road condition data. So many of the fears you hear discussed, such as the fear that the vehicle will sacrifice its passenger if it means avoiding a collision with a school bus, rely on scenarios that will become virtually non-existent once self-driving cars are widely adopted.”

 

“Just as automakers are highly motivated to ensure their vehicles are safe, they’re motivated to work with lawmakers to ensure the needed regulation is in place before their technology is ready for mass adoption. They may not be organised in their efforts yet but a more cohesive approach will no doubt come soon, considering the opportunities ahead. It’s important that reasonable regulation be developed as well as incorporating the extensive amounts of existing professional driver behaviour data that supports comprehensive testing if autonomous vehicles are going to be safe and successful.”

 

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The rise of the connected fleet has been discussed as an emerging technology with huge potential to change field service operations for some time now. However, we are now reaching the point where the discussion must move from theoretical to practical - so just what will the impact of the connected fleet be for field service organisations?

As more and more fleets become connected with on-board equipment straight from the OEM, is there still a need for companies operating a mobile workforce to work with traditional telematics providers?

Field Service News spoke to sector experts to understand how the fleet management industry is evolving and what the impact this rapid period of technological change will mean for field service organisations.

So just what exactly does the rise of connected vehicles mean for the fleet management sector?

“Ultimately, the rise of connected vehicles means both telematics suppliers and customers will benefit from a higher quality of vehicle information and reduced operational overheads,” explains Sergio Barata, General Manager, Telogis EMEA.

“It should be viewed as an opportunity for telematics providers to refocus their solutions so they leverage the new possibilities these technologies will bring. For different providers this may mean different things, but at Telogis our focus has been to develop a single connected platform that expands the value of our proposition beyond the vehicle and focuses on improving the operational processes within the enterprise, such as integrated route planning and mobility tools,” he adds.

However, John Gorbutt, Regional Sales Leader, Greenroad highlights that alongside the new opportunities that these latest technologies present, new challenges are also emerging.

“The incredibly accelerated growth of the connected fleet vehicle presents challenges, as well as opportunities,” he begins.

 

“First, for all fleet operators, both dispatched and un-dispatched, the driver’s function will be drastically different sooner than anyone imagines.

The driver will be at the focus and responsible for their own productivity and safety while behind the wheel. Essentially, as new, non-telematics based solutions enter the market the driver is now more connected than ever.”

“They will not only use their mobile device as the centre of their work day, they will have access to their own driver behaviour data along with various contextual information to make them as productive and safe behind the wheel as possible. These new systems are now coming onto the market at a fraction of the cost of traditional telematics systems but still provide all the same and better functionality.”

Meanwhile Stephen Watson, Microlise Director of Product believes that there is now an onus on fleet management solution providers to harness the technologies and drive the solutions forward for the industry as a whole.

“Any significant change in an industry is always a threat to the existing suppliers in that market, however where there are threats there are of course opportunities!” He comments.

“Provided organisations acknowledge the changes that are starting to happen, the changing requirements of the operators and use the expertise gained within the industry to their advantage, there is no reason to fear the rise of connected vehicles.

More it is an opportunity to embrace the evolution and provide greater value in an exciting area that touches us all.”

So what enhancements can field service organisations expect to see in the not too distant future in terms of their fleet management tools?

Barata believes that fully connected fleets will bring “new levels of data quality and accuracy not seen today, as the connectivity revolution continues apace.”

“We’ve already seen with partnerships, such as ours with Ford, that increased connectivity helps drive new business outcomes, based on data delivered through a holistic, connected vehicle approach,” he asserts.

“Through the integration of more data points –  such as seat belt usage data for example – we can help improve the safety of fleets, and we’re already seeing an increase in the use of preventive maintenance on engines to reduce downtime, thanks to Diesel Particulate Filter (DPF) diagnostics data.”

However, when questioned on what fleet management will look like as fleets become fully connected across the next five years Watson thinks that we may be getting slightly ahead of ourselves “5 years seems ambitious!” He begins.

“I think we are still a way off fully connected fleet operations. There are a number of EU and UK government innovation schemes designed to support organisations in the enormous R&D costs that come with the technology, however there are still significant legal and regulatory hurdles to be overcome before fully connected vehicles becomes mainstream.”

Yet, Gorbutt insists that the telematics sector as a whole is well overdue when it comes to ultimately delivering the return on investment it has always promised.

“I don’t think it’s a surprise to anyone that the promise of track and trace telematics didn’t provide the long term value most fleet operators expected,” he asserts.

“When weighed against the cost of the system, the ROI is minimal at best. So over the year’s telematics providers have raced to provide more and more features to supplement the high cost of live tracking. This has resulted is millions of customers paying outrageous sums for a system grounded in technology from 2001 or earlier.

“With new systems coming on board every day that are based on cheaper, high quality networks and mobile devices, any fleet operator can get an entire fleet up and running on a mobile based system that includes everything from live tracking to driver behaviour at a fraction of the cost.”

However, whilst the promise of improved fleet management tools at a reduced cost is one that will appeal to all field service organisations, it is also worth considering how this will change the role of the fleet manager.

“With this new mobile technology, security will be key,” Gorbutt explains.

 

“Hence there will be an evolution in the role of the new fleet manager, who will become more of a chief mobile officer in charge of everything from mobile deployment of solutions or cyber/mobile security and will encompass the productivity and usage of everything included in the new smart mobility ecosystem.”

Indeed, as we begin to discuss fleet management solutions that are mobile centric the lines between field service systems and fleet management systems are becoming increasingly blurred. Is there still a need for field service organisations to invest in both sets of tools?

“I guess this depends on the definition of field service management software,” Watson comments.

“It’s fair to say that concepts of engineer location, performance, planning and resource management are all now widely available, however there are a number of functions of field service management that would not currently feature in a standard fleet management software solution.”

“From an investment perspective then maybe M&A activity will see customers able to purchase a suite of products from a single supplier and these products will be more broadly integrated. But with the high levels of API integration available from suppliers like ourselves, companies have the opportunity to get best of breed solutions and services from the organisations most able to support their current and ongoing needs.”

Gorbutt echoes this sentiment commenting that he doesn’t “think there will be a decisive divide between the two technologies.”

“There are a few companies that will continue to try and cater to both fleet based companies and field service companies but field service based organisations are so specialised and their needs are so diverse that I don’t think they can get everything they need from one provider.”

 

He is also in agreement with Watson’s thinking when it comes to the belief that continued integration will be a highly important part of the wider ecosystem of field service technologies as technologies continue to evolve.

“What will be most important is the ability for these different systems to “talk” to each other.” He comments.

“For instance, the fleet management system must be able to send live tracking data to the field service customer location and routing system and all must work seamlessly with the driver safety application that ensure the driver is arriving safely. Connectivity is the new world and any service provider that doesn’t have all their systems sending and receiving data from one another will be obsolete in a matter of 5 years.”

However, Barata holds a different view, believing that as these lines blur it is those organisations that utilise a platform-based approach that will see the greatest benefits.

“The need for enterprises to adopt these solutions will continue to increase rapidly in the coming years, and soon they will become ubiquitous, leaving those who choose not to adopt them behind,” he explains.

“The good news for them is there are already suppliers like ourselves out there who can provide a platform which meets the needs of both their fleet and service operations. The previous challenges they faced in integrating data produced by separate technical, operational and strategic systems – often provided by different suppliers - can be avoided by partnering with suppliers that can deliver a single solution.”

The exact role of fleet management for field service organisations in the near future maybe uncertain, but we can be certain that is set to change.

 

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Traffic congestion is costing UK businesses approximately £767 million a year in lost productivity, according to research conducted by TomTom.

The TomTom Traffic Index has found traffic across the UK’s 25 most congested cities and towns increases the time each vehicle spends on the road by an average of 127 hours a year – more than 16 working days.¹ This could equate to a cost of £767,937,250² in time spent sitting in traffic for the 902,500 light commercial vehicles operated in these cities and towns.³

And the situation seems to be getting worse. An average journey in 2015 took 29%⁴ longer than it would in free-flowing conditions, up from a 25% delay in 2010.

“Traffic congestion may be seen as a fact of life for every driver but, cumulatively, it is taking a heavy toll on the UK economy and this should not be accepted as an inevitability,” said Beverley Wise, Director UK & Ireland for TomTom Telematics.

“Making the most of billable time is key to profitability for any business, so organisations that rely heavily on a mobile workforce must look for ways to maximise the time employees spend actually doing jobs by minimising time spent on the road.

“Through smarter planning, routing and scheduling, companies can help their drivers to better avoid traffic, which could not only have an impact on productivity but also customer service. Previous research conducted by TomTom Telematics among UK van drivers found 90 per cent admit to arriving late for customer appointments – with 93 per cent citing traffic as the reason.”

 

The biggest financial hit was felt in London, where £237 million is lost to traffic each year, followed by Manchester (£157,729,390) and Birmingham (£81,364,800).

Wise added: “Telematics solutions can help businesses mitigate the effect of traffic congestion and minimise time spent on the road. Firstly, drivers can be navigated along the fastest routes based on anticipated congestion spots and traffic information. But the data provided by telematics, including GPS location, ETAs and job status, can also be used to inform smarter planning where daily schedules are optimised to help ensure the most appropriate driver is sent to each job at the most appropriate time.”

 

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At the inaugural Field Service Summit held in Oxford last month Field Service News and Greenroad co-hosted a series of five 30 minute roundtables on Fleet Management. With Chatham house rules in place to allow the participants to speak freely about both positive and negative experiences of fleet management, these sessions provided fascinating insight for all of those who took part.

Here we share with you three of the key points of discussion from across the day.

Who is responsible for fleet management?

One of the most crucial factors for understanding how field service companies manage their fleet operations is to understand where fleet management fits within the organisational structure of a company.

During the day there were a number of different alternatives brought up as to who is responsible for fleet management.

Perhaps unsurprisingly it was amongst larger organisations that we saw the role of a dedicated fleet manager, however, even when a fleet manager is in place, their role doesn’t necessarily involve the implementation of telematics or routing and tracking solutions. Often these more strategic elements ,that are designed to yield business improvement, sat within the field service division. Whilst the fleet manager role is more logistical, responsible for the upkeep and maintenance of the fleet.

Interestingly, for a number of companies fleet management as a discipline sat alongside the health and safety department, which seemed to be a general starting point for many companies when it comes to rolling out an initial telematics solution.

As one participant commented: “For us it’s more about managing the health and safety side, health and safety in the UK is now getting to a point where it is actually tying us up to a certain degree.

We are dedicating a significant amount of time to dealing with health and safety legislation in work.”

Another option that was utilised by some companies was to completely outsource their fleet management requirements as part of the lease arrangement for their vehicles. In fact as telematics becomes more and more embedded by vehicle manufacturers in the not too distant future it may be that such arrangements become more common.

Meanwhile, for those smaller companies with more manageable fleets, the responsibility for fleet management sat firmly with the field service management team.

What was clear however, was if companies are to get the most out of their telematics solution, which currently many companies admit they are not doing, then the field service management team must have some input and control over the decisions made around fleet management and telematics.

It is also clear that the use of telematics is now becoming far more encompassing than simple vehicle tracking.

As another participant commented “We introduced telematics about two/three years ago now and for the same reason – health and safety and that really was the driver, but there are so many other benefits that can be driven from it."

Other comments around the ownership of fleet management and the drivers behind implementing a telematics solution included:

“The ownership of managing the vehicles is all down to our fleet department in terms of health and safety. Telematics and fuel consumption is in our [field service] space.”

“Through risk assessment we make sure our service engineers are doing everything correctly, and we send them on advanced driving training courses, to ensure we comply with health and safety regulations and procedures.”

This last point is something that Ryan Davison, Enterprise Sales Manager, Greenroad, believes is becoming more and more prevalent. He explained:

“We are starting to get approached a lot more now about the health and safety and environmental factors of fleet management.”

“Whereas traditionally telematics has always been logistical and operational, we are starting to see a lot more around a duty of care compliance side of things.”

“Companies are coming to us now and saying effectively we’ve got our telematics system running on the operational side but we are looking for something independent of that, that will take care of our R.O.I. that will look into duty of care that will make sure our drivers are behaving responsibly on the roads.”

“What we are looking at now is finding the synergy between fleet management and performance and health and safety and where you can transfer that data. Data is abundant at the moment and any telematics system can produce an enormous amount of data, but it’s how you interpret and manage that internally that is the key. Handing somebody 20/30 spread sheets in their inbox is not going to create any value for your organisation.”

Data, Data Everywhere:

Indeed, one of the common themes of the day was how to harness the amount of data that a telematics system could produce and how to effectively utilise that data.

The consensus was that it was important to be able to access that data in an easy to manage visual manner, with configurable dashboards being high on the wish list for most companies.

In general most companies now see the value of data available to them.However, there is also a clear fear of drowning in data if it is not possible to access it in a meaningful fashion.

Also as more and more providers are developing APIs for open integration the flow of data is becoming increasingly seamless.

What was also interesting was that there seemed to be a dual use for data, highlighted throughout the day’s conversations.

Firstly, it became apparent telematics data is used as a day-to-day management tool, but it is also used secondly as a strategic tool to help push a business forward.

This concept was neatly summed up by one particular participant who said:

“There are two main elements. There is the data that provides the behavioural stuff and we are a fortunate position where there are sixteen area managers and they are directly responsible for the field engineers and their behaviour and being able to send data around whether their engineers are driving too fast, or braking too hard etc. is something that they can use as a tool to deal with these issues as line management.”

“But from an organisational perspective the big win is the data that outlines the utilisation of our equipment.”

“We have a big fleet and before, whilst this information was there it was in paper format so wasn’t easy to access. But now it is easier to access and it can inform our decisions on whether to buy or rent new assets, whether we can move things around the country and so on.”

Driver behaviour and fleet management

It is however, the first of these uses, feeding data back to the field engineers that was discussed the most across the day’s sessions. And gamification played a significant role in how a number of companies utilised their telematics data to improve their engineers driving standards.

As one participant commented” Nobody wants to be the worst driver in the fleet, whether it is a fleet of 5 or a fleet or 500.”

And gamification tools can actively encourage improvements . Indeed, there was almost universal acceptance that gamification could be used as a tool to improve driver behaviour across  an entire mobile workforce.

However, the first battle, which is quite a common one it seems, is getting the field engineers to accept a telematics solution in the first place.

All too often we heard similar stories from the delegates – namely that of push-back from unions and engineers. “Definitely there is a kind of resentment.” Commented one participant.

“It comes down to trust, they believe that you just don’t trust them and then it becomes an issue. The mind-set is ‘if your putting something in it’s because you don’t trust how I do something.’ And then you get the push-back against it.” another delegate commented.

“It can then become a vicious circle where the company says if your not doing anything wrong there is nothing to be concerned about, whilst the engineers say if I’m not doing anything wrong why do you need to track me.”

However, it does seem to be a problem that often heals itself over time following implementation.

“Eventually they saw it wasn’t being used as they expected it to be and now it is accepted” another delegate replied before adding “some of the guys are even asking for print outs from the system so they can see their own performance.”

Yet getting that initial acceptance can still be a tricky balancing act as Davison explained further.

“The two sides of the scale are encouragement and enforcement.”

“To begin with you can take the approach of explaining this is for your own benefit and what those benefits are, but with those who are persistently driving badly then it is a case of falling back on policy and saying to that engineer ‘we need to take you off the road and explore training before we can get you back on.’”

In terms of driver behaviour, data can also play a crucial role in streamlining training strategies as Davison added “Whereas traditionally people might have used programs such as AA drive tech, Institute of Advanced Motoring or VOSPA for generic training what we are seeing now is people are using the data more cleverly.”

“Applied driving techniques is a good example, what they will do is work with us in partnership and use our data to avoid taking a scatter gun approach, but rather focus the training on areas  that it is needed.”

“So each individual driver will have their own risk profile and therefore we can assess how effective is that training been in improving them and reducing the risk they pose on the road."

 

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Geotab, the Canadian telematics platform provider, has won the North American Product Leadership award in Frost & Sullivan’s 2016 Best Practices Awards.

Frost & Sullivan presents the Product Leadership award to the company it considers has developed a product with innovative features and functionality to gain rapid acceptance in the market. Geotab was recognised both for innovative fleet management telematics solutions and for the partnership-based model that has helped its fast growth.  The company now has 500,000 vehicles in 70 countries using its platform, and over 900m data points are collected daily.

“Geotab’s hardware engineering and software development success has made it a one-stop fleet management solution provider, while most competitors specialise in one or the other,” said Frost & Sullivan Senior Analyst Krishna Chaithanya. “Due to its ability to offer customers technologically superior services compared to other telematics companies in North America, Geotab has witnessed remarkable earnings growth. Company revenue stood at $76 million in 2015, up from $59 million in 2014. The company estimated that its 2016 revenue would exceed $105 million.”

The Geotab GO7 is a small form-factor GPS plug-and-play vehicle tracking device able to integrate with a vehicle’s on-board diagnostics port.  The scalable MyGeotab platform and powerful tracking algorithms allow fleet managers to track vehicles in real time and provide actionable alerts to drivers. Customers gain an in-depth understanding of fleet movement, equipment health, stoppages and routing problems to ensure optimal time management and consumer satisfaction.

The real-time integrated fleet management capabilities in the Geotab platform may not seem cutting-edge in Europe, where operators have benefited from this level of functionality for several years now,  but it does appear to be a relatively recent development in the North American market, and the feedback capabilities of Geotab’s GO TALK impressed Frost & Sullivan.

It acknowledged that one of the key benefits of the Geotab solution is the company's input-output expander (IOX) technology, which allows businesses to easily expand their fleet management capabilities for specific needs such as satellite tracking, driver ID, hours of service, camera systems, and temperature monitoring.

Geotab has made its data open for easy integration with customers’ IT systems and third-party apps. “Importantly, Geotab’s competence in data engineering and solution development results in competitively priced products that offer in-depth information about productivity, safety, efficiency, and compliance” noted Chaithanya. “It supports advanced safety management for drivers and fleets, more constructive fuel management, constant monitoring of vehicle engine health, and strict reinforcement of safety guidelines.”

 

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