26 września Warszawa Globalne trendy w zarządzaniu flotą. John Dmochowsky Senior Global Fleet Manager Mondelēz International

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1 26 września Warszawa Globalne trendy w zarządzaniu flotą John Dmochowsky Senior Global Fleet Manager Mondelēz International

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3 Praktyk z ponad 17 letnim stażem w branży car fleet managementu. Obecnie zarządza flotą pojazdów rozlokowaną na 4 kontynentach w Mondelez Internetional gdzie odpowiedzialny jest za strategiczne inicjatywy flotowe w firmie. Na stanowisku Senior Global Fleet Managera od 3 lat. Absolwent studiów MBA. Prezydent Automotive Fleet & Leasing Association w 2012 roku. W 2017 uhonorowany tytułem Professional Fleet Manager of the Year.

4 Look John Dmochowsky journey speech as he recives the prizes for Professional Fleet Manager of the Year

5 LIFE IS A JOURNEY and You only hold the map

6 My family My Grandmother was born in this town in Poland Marzena Kozlowska Manager Procurement Industrial Central Europe

7 It`s frightening how one day, one moment, one event, can change your life completely. Reception Announcing he 1 st Global Fleet Management Conference in June of 2013

8 Attended Global Fleet Conferences Surround Yourself with Read in-depth informational resource guides on the global fleet markets. Support a Global Fleet Strategy Those on the same mission as You Attend Education Events

9 Prepare Yourself for a global fleet role Just because something isnt happening for Your right now doesen`t mean that it will never happend.

10 The That Changed My World

11 - Global Fleet Manager since September of vehicel in global fleet. - responsible for international strategic global fleet initiatives in North America, Latin America, Europe, Africa, the Middle East, and Asia. - Leading the company s global strategic developments in the global policy administration, partnership relations, budgeting, vehicle acquisition and disposal, driver safety programs, auditing, greenhouse gas initiatives, fuel management initiatives, and all other cost-avoidance projects.

12 The Global Fleet Initiative Objective Supplier consolidation to simplify operations globally Create Global partnerships with selected provider(s) Strategic Partnerships Strategic partnerships with selected supplier(s) who can help us achieve our strategy: Top tier Best In Class Fleet Innovation Best in class Continuous Improvement processes & tools Maximize 2015 impact and beyond Significant cost reduction Strategic Partnerships Create Value for both

13 Leadership management + Key Performance Indicators + Cross Functional Team Key Elements of International Fleet Policy

14 Key Elements of International Fleet Policy Why Implement a Governance Team Define long term strategy, policy and lead by example to achieve best-in-class cost leadership for fleet Takes ownership of results Resolves challenges and mitigate risks Agrees to policy changes / exceptions Lead & Support fleet operational deployment Review dashboard and operational KPIs Identifies and shares best practices; celebrates success

15 Key Elements of International Fleet Policy Who needs to be on the Governance Team Senior Management Global and Regional Procurement Global and Regional Safety Region Senior Management Global and Regional Fleet Manager Global Support from Finance and Human Resource

16 Company Vehicle Package - Governance Overview Global Financial Support GPO Operational Owner John Dmochowsky Global Procurement Partner Region RPO Procurement Fleet Manager MEU LA AMEA NA Quarterly GPO Meetings Monthly: RPO and Fleet Manager Reviews on operations and policy status in region. Key decisions made during these reviews. Reviews of YTD Actuals with Global Finance and Region OVH Controllers Safety Meetings with Global Safety Director Weekly Meetings between Procurement and Fleet Operational meetings with Fleet Managers and Countries

17 Key Elements of International Fleet Policy 1. Operational KPIs vs. Accident Rate Goal. 2. Compliance KPIs (Vehicle Classification) and CO2 limits. 3. Other KPIs: - # of vehicles in global contract - % of drivers using global fuel card - Vehicle safety training completion rate

18 Key Elements of International Fleet Policy Cross-functional team Procurement Directors/Managers Finance Controllers HR Directors/Managers Regional Sales Presidents Legal Department Payroll Department Safety and Risk Directors/Managers Insurance Directors Lease Company Personnel OEM Personnel

19 Management of the Differences Within the Regions In general, fleet markets differ according to: 1. Operating Environment 2. Custom 3. Culture 4. Legislation

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21 Rising Interest Rates Headwinds GLOBAL - Higher Gasoline Prices Should fuel prices continue to rise, controlling fuel costs is going to become a more important factor for fleets than it already is. Seeking technologies such as telematics or alternate-fuel vehicles, along with ensuring that drivers are cognizant of how their driving habits impact fuel consumption, are key steps in lowering fuel costs, and keeping overall fleet costs at acceptable levels. NA - Compact & Sedan Volume The total car category shrink from a recent peak of 55% of the market in 2009 to 32% so far this year. Future decline in car sales results in lower sale proceeds for our compact vehicles which results to losses when we term our vehicles. Opportunity to review our current KPI: 90% Compact Vehicles. GLOBAL - Preparing for Upcoming Disruptive Changes Autonomous, electric vehicles and mobility solutions may forever change the future of fleet management. The best way for fleets to handle disruptive trends is to be prepared for them; learning to let go of dated practices and procedures can help.

22 Electric Vehicles in 100% EV by 2030? At a high level, an example of a three phases implementation plan: Trial In few select countries where public & government incentives are present (e.g. Norway, UK,France, Netherlands, Germany) we will: Trial company vehicles with a few selected drivers (Renault Zoe and Nissan Leaf) for 2-4 week periods, gathering feedback to shape policy Include an EV option in the Perk Car choice (Nissan Leaf, BMW i3) where budgets allow Car Policy Vehicle Choice and Range TCO Charging Infrastructure First Level EV Implementation At present, no OEM has announced a vehicle that meets 100% of Company Vehicle requirements in terms of size, range and TCO that will be available before 2020 We should consider in the window an aspiration for 15-20% of the fleet to be EV To achieve this we need the vehicle type, range, TCO and charging facilities available The rest of the fleet will consist of Petrol and Diesel vehicles Large Scale Implementation By 2024 there will be OEM vehicles allowing full-scale EV Fleets In addition we estimate that the three big hurdles of RANGE, CHARGING and TCO will be improved By it is estimated that all barriers to EV adoption will be overcome

23 The Road Forward For Global Fleet Continuity Define your company fleet governance and global fleet policy Identify and automate KPI s Champion the cross functional challenges

24 Three Final Thoughts 1. The road to a global fleet is challenging. 2. A growing number of multi-national companies see it as the fastest way to get to where they want to go. 3. It is up to us to pave the wave of the organization to take full advantage of this opportunity.

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