how mobile is transforming passenger transportation

A report from The Economist Intelligence Unit

How mobile is transforming passenger transportation

Clearing the way for more liveable cities

© The Economist Intelligence Unit Limited 20141

How mobility is transforming passenger transport: clearing the way for more liveable cities

Preface 2

Introduction 3

Reaping returns from mobility 4

Static information and online purchases today 6

Resolving operational headaches through real-time information delivery 8

Resistance to mobility 9

Solving data-quality and technical problems 11

Connecting transit modes: car-sharing and pooling services as the next mobility wave 12

Appendix: survey results 16

Contents

1

2

3

4

5

6



Preface

Clearing the way for more liveable cities through mobility is one of four reports in a series that probes how mobile technologies are transforming organisations and lives. It examines how a new generation of mobile devices is already making journeys faster, safer and more reliable, while improving efficiency and reducing costs—and explores the great potential of growing amounts of real-time data to better engage and serve passengers. Yet, while new technologies offer exciting opportunities, they bring new challenges and regulatory risks.

The research is anchored by a global survey by The Economist Intelligence Unit (EIU) of 116 transport executives, including public and private transport operators and government and transport agencies. The findings and views in this report do not necessarily represent the views of the sponsor. The author was Sarah Wachter; Carolyn Whelan

edited the report. We would like to thank all of the executives who participated on the record and anonymously for their incisive views.

Interviewees

Adam Cohen, researcher, Transportation Sustainability Research Center, University of California at Berkeley

Jacqueline Kopp, research expert on transport, Center for Urban Development, Columbia University

Ray LaHood, chair of the MTA (New York’s Metropolitan Transportation Authority) Reinvention Commission and US secretary of transportation from 2009 to 2013

Nathan Marsh, director, performance improvement practice, Ernst & Young

Graham Parkhurst, director, Centre for Transport and Society, University of West of England, Bristol

Michael Replogle, managing director for policy, Institute for Transportation and Development Policy (ITDP)

Bill Wheeler, director of planning, New York’s Metropolitan Transportation Authority

Mike Wilson, managing director, transportation practice North America, Accenture

Survey results are based on 116 responses from transport executives spanning the globe. Most respondents hail from private transportation operators (61%), public transportation operators (21%) and government or transportation agencies (18%). Executives are based in Europe and the Middle East (34%), North America (28%), Latin America (21%) and Africa/CIS (17%). More than half (53%) are C-level executives or equivalent, 17% are vice-presidents or equivalent and 9% are senior managers. Two thirds work at organisations with annual revenues of more than $500M. Please see the appendix for full survey demographics.

Who took the survey?



Transportation is a sector straining to keep pace with rapid population growth and shifting mobility patterns. Its principal pain points are congestion and high costs.

These headaches are the fallout of an increasingly urbanised and road-networked world with underutilised mass transit systems. Pollution from transport and road accidents can cost a developing country up to 5% of its gross domestic product, and these two factors take a greater toll on productivity and lives globally than HIV/AIDS, tuberculosis, malaria or diabetes, according to the 2014 World Bank-led Global Road Safety study. In tandem, many transit systems are now a complex maze of urban, regional and inter-regional networks, with many gaps and overlaps.

Against this backdrop and amid fierce competition for scarce capital, much of the passenger-transportation sector is now using mobile devices for discrete, practical purposes: to boost system

efficiencies, to better engage with riders, and to lower costs. The next set of mobile opportunities lies in helping to resolve problems that hobble passengers and operators alike, including congestion, uncertainty and interminably long waits.

Increasingly, mobile is spurring new service models and generating new revenue streams. And as real-time data become increasingly available and integrated across different modes in the transportation supply chain, they could help cure operational headaches and better meet passenger needs through interactive offerings.

“By linking mobile devices to surface transportation, you can create a much smarter transport system that works…from the bottom up, enabling users to get more effective transport where they need it and save money, too,” says Michael Replogle, managing director for policy at the Institute for Transportation and Development Policy.

Introduction



Each transportation subsector is tapping mobility for different reasons, but a common thread among operators is efficiency, cost and passenger-satisfaction gains.

More than half of private transportation operators surveyed by the EIU say mobile devices will help them improve network or on-time performance (55%). Slightly less say mobility is a priority to reduce costs and to increase passenger satisfaction (both 48%) and to boost revenue (36%). Meanwhile, their peers in the public transport sector believe

greater use of mobile devices and systems will help boost ridership (44%), passenger satisfaction (33%) and public safety (33%).

And government and transport agencies foresee better public safety (60%), greater employment (55%) and curbs in pollution (40%) as the principal benefits. These gains will be realised by making commutes easier, by broadening shared-use transport, and by linking transport options, including bike and walking paths, experts interviewed say.

Reaping returns from mobility1

Improve public safety

Improve employment

Reduce pollution

Improve community quality of life

Reduce security threats

Reduce congestion

Attract businesses

Increase tax base

Reduce public expenditures

What goals does your organisation aim to achieve by prioritising mobile technology in its strategy? Please select up to three(% respondents)

Source: Economist Intelligence Unit survey, 2014

Government or transportation agency Public transportation operator Private transportation operator

60

55

40

35

30

20

20

5

5

Increase ridership

Increase passenger satisfaction

Improve passenger safety

Improve network or on-time performance

Reduce environmental impact

Reduce costs


Increase public revenues

Improve workforce safety and productivity

Reduce congestion

Ensure regulatory compliance

44

33

33

28

28

28

22

17

11

6

6


Increase passenger satisfaction and loyalty

Reduce costs

Increase revenues





55

48

48

36

26

22

16

10



Looking ahead, the sector aims in five years to increase its use of mobile technology and data to address its biggest and costliest headaches—relaying information about delays and emergencies.

The payoffs of a better communications infrastructure include cost savings and cutting

pollution by applying real-time data to operational decisions—ensuring, for instance, sufficient subway cars at peak or slack times. In the future, the growth of this two-way dialogue will further open the door to providing new products and services to passengers.



In this first wave of wireless data delivery, mobile technology is helping transportation organisations better connect with passengers in a more cost-effective way.

According to the EIU survey, providing information on fares, tickets and services; route viewing/planning features; and ticket, pass and trip purchasing are the primary ways operators currently serve passengers through mobile technology.

As they add new features and functions, transport organisations are increasingly offering

mobile-payment options for tickets. Easy mobile purchases are now available to commuters through the national rail network in Spain, across southern Ontario, Canada, through the Presto e-payment scheme, and via the Massachusetts Bay Transportation Authority (MBTA) in Boston.

This shift to mobile is helping reduce costs. Mike Wilson, managing director of Accenture’s North American Transportation Practice, reckons the cost of managing fares accounts for roughly 15% of a ticket’s price due to time-consuming paper and customer phone-line transactions. This cost drops

Static information and online purchases today2

“The two great trends in the next century are demographic shifts and climate change,” says Ray LaHood, chair of the Reinvention Commission for New York’s Metropolitan Transportation Authority (MTA) and US transportation secretary from 2009 to 2013.

Millennials, those born in the 1980s and 1990s, represent 22% of the population in the greater New York region. Many eschew car ownership for car-sharing services and the subway, even at odd hours.

Because many millennials work on flexible or non-traditional schedules and live in neighbourhoods with limited peak subway service, they are dramatically changing commuter

patterns in greater New York. Peak times are becoming flatter, while the greatest ridership growth is now between 7 pm and 11 pm on weeknights, followed by weekends.

To accommodate the city’s most-connected generation, the MTA has rolled out real-time information on its bus network, installed countdown clocks on major subway platforms and published a map detailing weekend shutdowns in real-time. It is also building a fully wireless system in all stations and tunnels. This involves installing a communications backbone so that all 460 subway stations can take payments when a rider waves a smartphone at a turnstile or across a reader panel.

case study How New York’s MTA is adapting to an influx of millennials

❛❛ The two great trends in the next century are demographic shifts and climate change.❜❜Ray LaHood, Chair of the Reinvention Commission at New York’s Metropolitan Transportation Authority



to 9% when transactions migrate to smartcards and mobile devices, he adds. Transport organisations are also using mobile technology to manage fleets, to exchange information internally, to maintain, inspect and repair vehicles, and to equip attendants to serve passengers on station platforms.

Globally, transport operators are locking in these wins despite the lack of ubiquitous wireless connections. In developed countries, many riders have sophisticated mobile devices; operators are upgrading networks and launching new services to keep pace with passenger expectations for quick updates and easy mobile payments. In a poll managed by Coleman Parkes Research on behalf of Accenture in 2012 and 2013 that covered nine

major world cities, 90% of riders said they expect travel updates on social media, while one in three expect mobile-payment capabilities.

As these offerings expand, new transport service models are emerging to pair riders with real-time data to plug gaps in the transportation system, particularly over the last mile home. Ride-sharing schemes such as Uber, Lyft and Sidecar are proliferating in many countries. Uber is now in dozens of cities, guaranteeing door-to-door service in five minutes. And Park-o-Pedia in San Francisco helps drivers find nearby parking spaces, says Adam Cohen, a researcher at the Transportation Sustainability Research Center at the University of California at Berkeley.



The next mobility wave in transportation, however, will help resolve a pain point that preoccupies the industry and passengers: congestion, by relaying more real-time information on emergencies and delays. Congestion was ranked as a top obstacle for both easy and reasonably priced journeys by survey respondents. More mobile devices in more hands and more ubiquitous wireless coverage in transportation hubs will drive this change.

In five years, passengers will use their mobile devices most frequently to receive alerts and instructions related to emergencies, delays and rerouting, and to buy tickets and receive information on fares and routes, according to the EIU survey.

Experts say that the move is already underway. “A lot of agencies are already publishing statistical and geographical information in case of emergencies,” and encouraging third-party developers to build information services around them, says Accenture’s Mr Wilson. The city of Ottawa’s smart bus initiative, for example, helps passengers access bus arrival information from

mobile devices. Meanwhile, many US drivers receive real-time traffic data and routing assistance through satellite navigation systems in their vehicles and through global positioning systems in their smartphones.

But in virtually all countries, insufficient technology investment in the public-transportation sector is slowing the expansion of the integrated platforms needed to deliver real-time transit information region-wide. The public-transportation sector spends just one penny of every $10 of total investment on information technology, an Accenture study shows.

Still, some experts, including Mr Cohen, are skeptical that emergency data is the next big trend for car drivers in the US, because many passengers with access to real-time traffic data are not changing their travel habits, either because real alternative routes don’t exist or it would be too expensive to create them in clogged city centers. “The real problem is a lack of alternative routes,” he says.

Resolving operational headaches through real-time information delivery3



The shift from static to real-time data is being slowed by business case issues. Justifying heady investments in mobile services is difficult without a critical mass of passengers equipped with, or open to, accessing real-time data delivery through smartphones or tablets.

Indeed, roughly one-third (32%) of survey respondents say passengers’ resistance is what most gets in the way of quick and easy access to travel information. A similar percentage (29%) cites the lack of a desktop computer.

Today, of the eight channels that passengers use

around the world to plan and manage their journeys, the personal computer (PC) is the most heavily used, followed by customer-service phone lines, according to the survey. Less experience with mobile may be the cause. “It’s more about education and outreach, [the need] to teach providers and consumers how to fully leverage and use these technologies,” Mr Cohen says. “Reliance on customer-service lines in these areas may be due to the comfort level… vs using text messaging or a smartphone app.”

But that gap should shrink. By 2019,

Resistance to mobility4

So-called informal transit systems in the mega-cities of the developing world are the primary way people get around town. But the unregulated way in which these systems have developed has created a spaghetti bowl of overlapping routes, unnecessary smog from inefficient routing, and huge traffic jams as buses converge on city centers.

In Nairobi, for example, 40% of vehicles on the road are matatus, privately owned minibuses that serve as the city’s de-facto bus network. Until recently, no map of the network existed, and passengers had to rely on their

limited knowledge of lines and unofficial stops.

Now Nairobi’s mobile-savvy population can access a map on mobile phones that was developed by equipping the mobile phones of volunteer mappers with global positioning system (GPS) capabilities.

Thanks to the digital map, the National Transport and Safety Authority of Kenya is implementing a cashless fare system for matatus that also calculates standardised fares after commuters enter departure and destination information into their mobile devices.

case study Using mobile to untangle Nairobi’s matatu maze

❛❛ The Digital Matatu project illustrates the power of technology to support critical data collection on transport from below. It is also a challenge… to start making data available to the public to support entrepreneurship, accountability and better research and policy.❜❜Jackie Klopp, researcher at the Center for Sustainable Urban Development at Columbia University



respondents expect smartphones to be the second most popular channel, almost on par with PCs. Perhaps that is why executives surveyed see their top opportunities for 2014 as linked to providing

passengers with real-time information, better network availability inside vehicles, and the ability to make purchases.

Which mobile services do your passengers use today, and which services do you expect to support in the future?Mobile feature Select all that apply in each column (Number respondents)

Access information on fares, tickets and services

View and plan routes

View and plan mixed mode routes and trips

Purchase tickets, passes, or packaged trips

Receive alerts on delays and rerouting

Receive assistance with alternative travel and services in the event of delay or interruptions

Receive alerts about emergencies

Receive instructions in the event of emergencies

Receive personalised offers or recommendations

Access information about local entertainment, retailers and public services

Access information on tickets and services such as taxis or car services

Reserve, request and pay for taxis or car services

Source: Economist Intelligence Unit survey, 2014

77 51 46

53 50 45

37 52 41

51 39 47

43 61 48

46 42 46

45 61 54

34 38 42

47 46 38

36 37 35

29 38 38

26 38 35

NowTwo years from nowFive years from now



To better connect with passengers via mobile, executives say they face two thorny issues: poor data quality and a lack of data integration.

Respondents rank a lack of quality transit information across all channels as the top obstacle to faster journeys. This may be due to difficulties integrating data and systems across many organisations, which executives rate as the top obstacle to delivering data to mobile devices within five years vs insufficient network coverage or bandwidth today.

Common data integration hiccups range from smartcards that do not work across all transport providers to services that cannot be accessed in a nearby transit zone or a neighbouring country.

But addressing data-integration problems will be

neither simple nor fast and will require greater IT investment, says Accenture’s Mr Wilson: “Agencies need to think about a single customer account and more holistic, integrated platforms and invest in vertically integrated solutions. To access data in real-time, you need the right IT platforms,” he adds.

Other data problems concern the need for better data to more fully engage all segments of the population, from the visually impaired to those suffering from dyslexia. “The problem is producing technology that is easy to understand by everybody—[people] of all ages and at all levels of education—and hardware that promotes good user interaction,” says Graham Parkhurst, director of the Centre for Transport and Society.

Solving data-quality and technical problems5

❛❛ A lot of [transport] agencies are already publishing statistical and geographical information in case of emergencies. Open data is already happening.❜❜Mike Wilson, managing director of Transport at Accenture



A new era is gradually unfolding in which mobile technology will help solve the transport sector’s biggest operational headaches: congestion and delays. Most noteworthy are moves to link transportation modes to smooth inner- and inter-city travel.

To prepare for this shift, more transit agencies and operators are joining the open-data movement, making their statistical and geographic information publicly available and working with developers to offer new services.

In the future, ITDP’s Mr Replogle believes system managers will receive real-time intelligence on the location of congestion, system underutilisation and capacity constraints. These data will help drivers and system operators avoid traffic and delays, respond to congestion issues more quickly, and help passengers change routes to reach their destinations faster.

Cleaner transport is also on the sector’s radar through congestion charges and ride-sharing programmes. Road transport accounts for one-fifth of CO2 emissions on average, followed by aviation. To create cleaner and more efficient transportation systems across metropolitan areas and regions, public-private partnerships are working to boost and generate revenue from vehicle usage data captured. The City of Manchester for example, set up a special-purpose vehicle (SPV) scheme in which transport authorities and commercial operators share passenger data and direct marketing efforts. Over the next two years, the SPV will roll out a plan by which passengers can buy transit tickets

through both mobile devices and conventional channels across all transit modes, from the bus and rail network to electric vehicle, park and ride, and bike sharing schemes.

A big opportunity lies in applying real-time fees using a number-plate recognition system on heavily travelled roads at peak times, according to Mr Replogle. Giving a price break to car poolers through a mobile device to monitor vehicle occupants is another area of opportunity. “This will pave the way to reprice transport,” says Mr Replogle, who sees some of these price reductions going to passengers.

Operators are also developing services to pair mobile devices with low-speed transit, such as bike sharing payable by bank card, according to Mr Cohen. Matching riders and destinations through mobile devices will help close the gap in ride services through reasonably priced and convenient transport from train station to home, he says. In time, the benefits of more connected transport modes will cascade across the transportation ecosystem.

As real-time data-driven services take root, worries over privacy and safety are growing. When developing new mobile-driven products and services, 57% of executives surveyed say security is a top concern and 53% cite safety concerns.

These concerns are most acute with new ride-sharing schemes; not surprisingly, mobile technology is helping assuage them. Some schemes now filter for “friends” in a social network to ensure privacy in ride-share bookings. In California, the Public Utilities Commission has

Connecting transit modes: car-sharing and pooling services as the next mobility wave6



created a special company status for ride-sharing schemes with online platforms. So-called transportation network companies operate under a new regulatory and legal framework designed to ensure that drivers have cleared background checks and are adequately covered by insurance.

In the future, the sector will gradually shift its efforts from addressing pain points to finding new revenue-generating opportunities. Operators will focus on providing more location-based services

and forging partnerships so they can supply information on the surrounding environment, including, for example, booking a table at the nearest Italian restaurant, experts say.

“Transport is moving from tracks and trams to a customer-service mindset....The benchmark will be against the best companies in service,” says Nathan Marsh, director of the performance improvement practice at Ernst & Young.



Appendix: survey results

Percentages may not add to 100% owing to rounding or the ability of respondents to choose multiple responses.

It is currently our top priority

It is currently not our top priority, but it is one of our strategic priorities

It is not a priority today, but it will be within 2 years

It is not a priority today, but it will be within 3 to 5 years

It is not a priority today, and it will not be within 5 years

How does your organisation view mobile technology in relation to your strategy? (% respondents)

44

39

14

3

0

Government or transportation agency

Public transportation operator

Private transportation operator

Is your organisation a government or transportation agency or a private or public (primarily state-owned) transportation operator? (% respondents)

18

21

61



Increase ridership

Increase passenger satisfaction




Reduce costs


Increase public revenues


Reduce congestion



Public transportation operator

44

33

33

28

28

28

22

17

11

6

6


Improve employment

Reduce pollution

Improve community quality of life

Reduce security threats

Reduce congestion

Attract businesses

Increase tax base

Reduce public expenditures


Government or transportation agency

60

55

40

35

30

20

20

5

5



Paper

Persaonal computer

Tablet

Smartphone

Feature phone

Terminal agents and personal

Kiosks

Customer-service phone line

What channels do your passengers use for travel planning and management transactions with your organisation now and how will they use them in the future? Transaction channels for planning and managing travelProvide percentage estimates so that each column adds up to 100% (% respondents)

NowThree years from nowFive years from now

12 8 6

33 30 26

11 14 17

12 19 25

5 5 5

7 5 6

5 5 4

15 14 13


Increase passenger satisfaction and loyalty

Reduce costs

Increase revenues






Private transportation operator

55

48

48

36

26

22

16

10



Which mobile services do your passengers use today, and which services do you expect to support in the future?Mobile feature Select all that apply in each column (Number of respondents)

Access information on fares, tickets and services

View and plan routes

View and plan mixed mode routes and trips

Purchase tickets, passes, or packaged trips

Receive alerts on delays and rerouting

Receive assistance with alternative travel and services in the event of delay or interruptions

Receive alerts about emergencies

Receive instructions in the event of emergencies

Receive personalised offers or recommendations

Access information about local entertainment, retailers and public services

Access information on tickets and services such as taxis or car services

Reserve, request and pay for taxis or car services

77 51 46

53 50 45

37 52 41

51 39 47

43 61 48

46 42 46

45 61 54

34 38 42

47 46 38

36 37 35

29 38 38

26 38 35

NowTwo years from nowFive years from now



What are the greatest challenges that your organisation faces? Please select up to three in each column(Number of respondents)

Lack of quality transit information across all channels (eg, routing, delay, schedule

changes, alternate routes information)

Lack of emergency information and response or assistance

Poor access to ticketing facilities (eg, kiosks, windows) or long ticket purchase lines

High ticket prices

Traffic congestion

Frequent schedule changes or delays

Lack of adequate inter-modal connections at transport hubs, stops and in terminals

Lack of final link to home or destination (eg, bus, rail or taxi)

Cost of service

Public safety (eg, crime and accidents)

Lawsuits and regulatory fines

50 34 28

30 29 10

25 25 29

24 14 32

31 38 36

28 32 17

27 22 23

20 20 20

10 20 40

10 22 11

6 9 16

Obstacles to fast journeyObstacles to easy journeyObstacles to reasonably priced journey

Well above average for the industry

Somewhat above average

Average/On par with peers

Somewhat below average

Well below average for the industry

Lack of quality transit information across all channels (eg, routing, delay, schedule changes, alternate routes information)

Lack of emergency information and response/assistance

Lack of or difficult to access ticketing facilities (kiosks, windows) or long ticket purchase lines

High ticket prices

Traffic congestion

Frequent planned schedule changes or delays

Frequent unplanned schedule changes or delays

Lack of adequate inter-modal connections at transport hubs, stops and in terminals

Lack of final link to home or destination (eg, bus, rail or taxi)

How would you rate your organisation’s ability to resolve the following issues? Please select one in each row(% respondents)

35 29 28 7 1

23 37 24 13 3

19 29 34 11 7

18 25 40 11 6

18 27 35 11 9

22 29 29 12 7

19 27 36 12 6

17 32 37 11 3

19 31 35 10 4



Consumer resistance to accessing travel information from mobile devices

Lack of a desktop computer

Lack of a mobile device

Inconsistent quality of experience across all channels (eg, desktop, mobile devices, kiosks, in-person)

Difficulties understanding information that is provided

Comprehensive information is not available online and mobile

Difficulties delivering information to travellers with special needs

Real-time information not available

Public safety (eg, on platforms)

Information not presented in a simple, mobile-accessible manner

What are the main obstacles your passengers face in getting easy and rapid access to travel information? Please select the top two(% respondents)

32

29

22

22

21

15

14

11

10

10

What are your main technical obstacles in delivering data via mobile devices today, five years from now, and five years ago? ObstaclePlease select up to three in each column (Number of respondents)

NowFive years from nowFive years ago

Insufficient network coverage or bandwidth

Lack of onboard Wi-Fi

Difficulties integrating data and systems across many

organisations

Difficulties supporting all device platforms and types

Limited smartphone and tablet usage

Data security and privacy

Don’t know

57 29 43

45 23 34

36 56 33

31 37 31

41 24 44

29 37 33

8 18 18



Where do you see the best opportunities for the use of mobile technologies today, and five years from now? Please select up to three in each column (Number of respondents) Now

Five years from now

Providing commuter/travellers information while travelling

Providing commuters/travellers information between travel

Providing commuters/travellers with the ability to make purchases

Increasing network availability inside vehicles

Joining up different transport modes across a city

Offering location-based data on traffic and congestion

Offering location-based services

Smart routing (eg, providing passengers with information on faster or less costly routes)

Analysis of travel behaviour

Targeted personalised offers for products and services (eg, resulting in direct revenues or third-party commissions and fees)

57 32

30 25

36 34

35 28

27 28

30 28

16 26

26 37

16 23

10 22

Security

Safety

Privacy

Competition from new players

Price erosion

Data regulation

Deterioration of existing business

Other regulation

As new opportunities for product and service delivery through mobile technology arise, what concerns are also rising for you? Please select up to three(Number of respondents)

57

53

41

29

24

21

18

5

Transportation operator (such as airlines, trains, ferries, rail, buses or taxis)

Highway and roads administrator

Service provider (such as the American Automobile Association)

Rental car, truck, or two-to-three wheeler supplier

What is your primary industry (% respondents)

88

10

16

12

Yes

No

Are you familiar with mobile technology trends in transportation? (% respondents)

100

0



United States

United Kingdom

Brazil

Argentina

Africa

Germany

Mexico

Russia

France

Commonwealth Independent States (CIS)

Austria

Italy

Spain

Switzerland

North Africa

In which country/region are you personally based?(% respondents)

28

10

8

7

6

6

6

5

4

4

3

3

3

3

2

$500m or less

$500m to $1bn

$1bn to $5bn

$5bn to $10bn

$10bn or more

What are your organisation's global annual revenues in US dollars? (% respondents)

34

16

23

21

7

Board member

CEO/President/Managing director

CFO/Treasurer/Comptroller

CIO/Technology director

CMO/Marketing director

Other C-level executive

SVP/VP/Director

Head of Business Unit

Head of Department

Manager

Other

Which of the following best describes your title? (% respondents)

6

21

3

16

7

1

17

3

6

14

6

Customer service

Finance

General management

Human resources

Information and research

IT

Legal

Marketing and sales

Risk

R&D

Strategy and business development

Other

What are your main functional roles?Please select up to three. (% respondents)

28

21

36

7

16

34

1

20

5

9

28

8

EMEA

North America

LATAM

Africa/CIS

In which region are you based?(Number of respondents)

40

32

24

20



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