How Mobility Can Help Utilities Improve Their Operations and Speed Their Transformation to Digital Organizations

A White Paper by Kony, Inc. and Energy Central

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Table of contents

Executive Summary 3

The Challenges Utilities Face 5

Utilities’ Responses 8

The Role of Mobility 9

Getting Started with Mobile 12

Notes 14

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Executive summaryUtilities are facing the most turbulent times in their histories. Their customers are more demanding than ever. They not only want reliable service at reasonable

rates, they want to be able to deal with utilities on their terms—paying bills and getting real-time

information on the devices of their choice. And, depending on where they live, some are able to

switch their electric power or natural gas providers if they’re unhappy with their current ones.

US utilities are facing a workforce turnover unlike any they’ve ever seen. Their baby-boomer

employees have been retiring for more than a decade, necessitating a vast transfer of knowledge

to a generation of workers who learn differently and are attached at the hip to their smart phones.

In the developed world, much of utilities’ infrastructure is aging and needs to be replaced. In

developing countries, it often needs to be constructed from scratch. Throughout the world, it needs

to be made more impervious to the increased number of severe weather events brought on by climate

change, and in some places, to rising sea level as well. In addition to those things, electric utilities’ grids

need to be given the capability to handle distributed energy resources (DERs), such as rooftop solar

power generation units, microgrids, and demand response programs.

In the United States and Europe, electric and gas utilities are facing stagnant or slowly growing

demand due to energy efficiency measures, while in other parts of the world, they are facing increased

demand due to industrial development and improving living standards.

And in the United States, electric utilities deal with ever-changing legislation and regulations—from

local to federal government—that have dramatic effects on how they operate.

In the developed world, much of utilities’ infrastructure is aging and needs to be replaced. In developing countries, it often needs to be constructed from scratch.

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Utilities are responding to these challenges in numerous ways.

Perhaps most importantly, they are emphasizing customer service, frequently by implementing

technology that allows them to communicate with their customers on the customers’ terms.

They also are taking steps to attract, train, and retain workers to replace the ones who are retiring,

and doing so in ways that smooths the transfer of knowledge from the retiring workers to their

replacements and takes advantage of the new workers’ familiarity with technology.

Additionally, utilities are replacing and/or adding infrastructure, as well as making their infrastructure

better able to withstand and recover from severe weather events. Electric utilities are also

implementing smart grid technology, changing their business models in response to regulations and

working to shape how they are regulated.

To enable themselves to do these and other things, utilities, like companies in other industries, are

seeking to transform themselves into fully digital organizations that can use the information available

to them to do everything from keeping their operations up and running to better positioning

themselves for the future.

Mobile technology not only helps utilities make that transformation, it plays a critical role in it. By

properly integrating mobile technology with their existing systems, utilities can make data about

all phases of their operations available

instantly to anyone who needs it, regardless

of whether that person is a field worker, a

C-suite executive, a regulator, or a customer

checking to see when his or her service is

likely to be restored after a storm.

In the field, utilities are upgrading the

mobile technology used by their workers to

include tablets and smart phones with native

apps that provide workers with information

about the equipment they’re working on,

make their jobs paperless, and enable them

to be dispatched much more efficiently, and

in some cases automatically.

Utilities are seeking to transform themselves into fully digital organizations

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More recently, utilities have begun providing their customers with mobile apps that enable them to

pay their bills, manage their power usage, and receive outage alerts.

By enabling utilities to improve their

operations, mobile deployments are proving

financially worth their while. And by enabling

customers to interact with utilities on their

terms, mobility is helping utilities improve

their customer satisfaction, which can also be

beneficial financially.

Kony is well positioned to help utilities

transform themselves into digital

organizations. As a recognized leader in mobility, Kony has global experience helping utility companies

such as Engie, ESB Networks, SGN, and others on their digital transformation journeys.

The challenges utilities faceThe 21st century has been one of constant change—bordering on upheaval—for the utility industry,

and the change in their customers’ attitudes has been as big as any they’ve faced.

Customers have “…developed higher expectations for service from electric utilities,” Lisa Wood,

executive director of the Edison Foundation Institute for Electric Innovation, wrote in a 2015 article for

Public Power. “Just getting a bill once a month is not enough any more. They want more information,

and in more convenient ways. It’s not just about rooftop solar or energy management. They may

want to receive text alerts if something happens in their homes or when their bill reaches a certain

threshold. Other industries are providing these

kinds of services and so customers expect it from

their utilities, too.”1

Utilities must provide those kinds of services while

undergoing the greatest workforce transformation

in their histories. US natural gas and electric

utilities may need to replace close to 55% of their

workforce over the next decade, a utility trade

group executive wrote in October 2016, attributing

the statistic to the Center for Energy Workforce

Mobile deployments are proving financially worth their while

“Just getting a bill once a month

is not enough any more. They

want more information, and

in more convenient ways. It’s

not just about rooftop solar or

energy management.”

– LIsa Wood, Executive director of the Edison Foundation Institute for Electric Innovation

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Development (CEWD), a nonprofit consortium of energy utilities.2 Many utilities have already gotten

started—CEWD’s 2015 survey of US electric and natural gas utilities found that their workforces were

getting younger, and that they had increased their hiring, particularly in the 23-38 year old age group.3

The influx of younger workers presents utilities with both an opportunity and a challenge,

PricewaterhouseCoopers LLC (PwC) said in its December 2013 publication.

“Power and utilities changing workforce—Keeping the lights on. Younger workers…tend to be much

more tech-savvy—good news for the industry as smart-grid infrastructures and alternative fuels

transform its rather staid, old-fashioned image. Even state of-the-art utilities, however, still need to be

able to speak the language of today’s technology-driven generation. And while some organizations

have been experimenting with new digital technologies and e-learning approaches to attract and

retain younger people, most still lack appropriate training skills and procedures.”4

Workers aren’t all that US electric

and gas utilities need to replace.

The American Society of Civil

Engineers “2017 Infrastructure

Report Card” gave the country’s

energy infrastructure a D+ grade.

“Much of the U.S. energy system

predates the turn of the 20th

century,” ASCE said. Most electric transmission and distribution lines were constructed in the

1950s and 1960s with a 50-year life expectancy, and the more than 640,000 miles of high-voltage

transmission lines in the lower 48 states’ power grids are at full capacity. Without greater attention to

aging equipment, capacity bottlenecks, and increased demand, as well as increasing storm and climate

impacts, Americans will likely experience longer and more frequent power interruptions.”5

In the developing world, infrastructure isn’t aging— it doesn’t exist. According to USAID, the federal

agency that works to end global poverty, about 2.6 billion people lack access to electricity full time and

just over 20% of the population has internet access in developing countries. Overall, about 2.5 billion

people lack access to basic sanitation, 1 billion to 1.5 billion people have no reliable phone service, and

nearly 800 million people lack access to water.6

The US electrical grid has problems besides its age. From 1992 to 2011, the hours of power outages

caused by weather increased dramatically. Over that period, 1,333 disturbances to the US transmission

“Younger workers…tend to be much more tech-savvy—

good news for the industry as smart-grid infrastructures

and alternative fuels transform its rather staid, old-

fashioned image. Even state of-the-art utilities, however,

still need to be able to speak the language of today’s

technology-driven generation.”

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grid were reported to the Department of Energy (from 1998 on) and the National Electric Reliability

Council (prior to 1998).7 In 1992, one quarter of the disturbances to the nation’s transmission grid were

caused by weather. By 2011, that had increased to three quarters.8 From January 2011 through August

2014, fewer than half of all reported disturbances were due to weather-related events,9 but those

events were responsible for more than 90 percent of outage hours.10

Weather isn’t the only thing causing disruption to the electric grid, though. As new technologies

become more commonplace, their adoption by the general public must also be taken into account

in order to minimize electric grid disturbances.

“DER penetration is increasing globally, causing a significant, and sometimes controversial, impact

on the power and utilities sector,” Navigant Research said in December 2015. “The rapid expansion

is expected to force a major shift away from the centralized, one-way electrical grid, toward the

integration of smaller power sources that can be aggregated to meet regular demand.”

Navigant expected global installed DER capacity to go from 136.4 gigawatts in 2015 to 530.7 GW in

2024. It defines DERs to include solar generation units of less than 1 megawatt; wind turbines below

500 kilowatts; microturbines; stationary fuel cells; diesel and natural gas generator sets below 6

MW; distributed energy storage systems; microgrids; electric vehicle (EV) chargers; and demand

response programs.11

In the United States, energy efficiency efforts have caused electric and natural gas utilities to see less

demand for their products, according to the 2017 Sustainable Energy in America Factbook. Power

demand was down 1.2% in 2016 from its peak 2 years prior and natural gas consumption per residential

customer fell to an average of 188 cubic feet per day (cfd) over 2012 through 2016 from 210 cfd in 2002

through 2006.12

All the factors listed above are changing the markets in which utilities operate, and how those markets

and the utilities in them are regulated. In the US, states are taking or considering a broad spectrum

of actions concerning electric utilities, ranging from promoting specific types of power generation

(typically renewable, but in some cases nuclear) to completely changing how they are regulated.

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Change is coming to utilities elsewhere, too. 97% of the 73 executives from 70 utilities in 52 different

countries that responded to the “14th PwC Global Power & Utility Survey” said they expect to see a

medium to very high level of market disruption by 2020 and 73% said they expect major or very major

business model transformation by 2030.13

Utilities’ responses The factors listed in the previous section, along with many others, are placing enormous top-and

bottom-line pressure on utilities, forcing them to respond.

Probably the most widespread response is emphasizing customer service. “Renewed focus on

engaging with the customer—providing customer choice and tailored solutions,” is one of 8 utility

industry trends for 2017 identified by Przemek Tomczak, Senior Vice President, Internet of Things and

Utilities, for database and business intelligence (BI) firm Kx Systems Inc., based on conversations he

had at European Utility Week in Barcelona in November 2016.

“Communications with customers will include

mobile, web, and social media. Customers will be

increasingly empowered through data and data

access platforms to choose different suppliers,

technologies and services to support their unique

needs,” Tomczak wrote.14

Utilities in competitive markets are trying to enhance their customer service because doing so helps

them retain their customers, which is cheaper than acquiring new ones. A Bain & Company study on

customer loyalty found that “preventing churn is the most effective way for utilities to improve the

profitability of their retail business.”15

Utilities in non-competitive markets are working on improving their customer service because having

satisfied customers makes their lives easier. Contented customers are less likely to oppose utilities

in regulatory proceedings. That can help utilities interested in changing their structures and/or how

they are regulated. High customer satisfaction also can help utilities earn higher returns in rate cases,

according to a McGraw Hill white paper.16

Utilities also are revamping their training and retention methods. One reason is that the number

of workers they have to replace makes “traditional ‘word-of-mouth,’ on-the-job training of utility

workers…not sustainable,” PricewaterhouseCoopers LLC said in a December 2013 report.17

Utility trends for 2017

“Renewed focus on engaging with

the customer—providing customer

choice and tailored solutions.”

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Another is that the new generation of workers is more tech savvy than the one it’s replacing, leading

“some organizations [to experiment] with new digital technologies and e-learning approaches to

attract and retain younger people,” the report added.18

Electric utilities globally will spend $3.2 trillion on new and replacement transmission and distribution

infrastructure over the next 10 years, according to a dataset released in August 2016 by Northeast

Group LLC. The firm said the spending will be driven by the increasing demand for power in

developing countries; the need to replace aging infrastructure and connect new generation projects,

both traditional and renewable; and the implementation of smart grid technologies, mostly in

developed countries, where integrating DERs is posing a challenge.19

The role of mobilityBy themselves, the actions detailed in the previous section, and others utilities are taking, won’t be enough

to enable them to succeed in the rapidly changing world in which they operate. Instead, according to

McKinsey & Co., the utilities that thrive will be the ones that can become fully digital organizations.

“Many utilities see the digital revolution as a threat to their business model, but massive opportunities

await those able to transform themselves ahead of the curve,” Adrian Booth, Niko Mohr, and Peter

Peters wrote in a May 2016 article for the consulting giant’s website.20

Mobile technology can help utilities take advantage of those opportunities.

“Mobility holds the key for utilities that seek to digitally transform their businesses, enabling much

needed service improvements across the value chain and operational efficiency that not only

reduces costs but allows field technicians and back-office employees to work more productively and

efficiently,” Cognizant Technology Solutions Corp. wrote in a November 2015 whitepaper.21

Mobile technology has long been used in the field service operations of utilities, first in the form

of two-way radios and more recently as smart phones that required workers to use web browsers

to perform the functions they needed to. Now, however, it’s evolving into smart phones and tablet

computers with a wealth of native apps. Navigant Research forecast in 2013 that worldwide utility

spending on mobile workforce devices and applications would grow from $205 million that year to

$421 million in 2020.22

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A growing number of utilities also are developing, or having others develop for them, mobile apps for

their customers. These apps do such things as allow customers to pay their bills, get real-time notices

about service restoration efforts, and manage their consumption. For example, Kony helped a major

American utility communicate with its customers by building a mobile app that allows customers to

manage their accounts from any Apple or Android device, and access information, even in the event

of a power failure.

Mobile apps for customers can help utilities with their digital transformations by enabling customers

who used to receive information through the mail or by calling the utilities to get it digitally, and, in

some cases, in real time. That not only pleases customers, it allows utilities to reduce the amount they

spend on mail and call centers. The process is made even easier if the information utilities disseminate

to customers enters their business and operating systems in digital form, and by deploying mobile

technology internally, utilities can help ensure it does.

Mobility can help utilities with their workforce issues in several ways. It can add a tech component

to jobs that previously didn’t have one, making the jobs more appealing to the younger workers that

utilities need to attract

and retain. It also can

help utilities transfer

knowledge from their

departing workers to those

workers’ replacements. For

example, EPCOR Utilities

Inc., which is owned by the

city of Edmonton, Alberta,

Canada, gave workers

handheld devices with

access to a cloud-based application so they could take pictures of, record the locations of, and make

notes about equipment to pass on to their successors.23

Mobility can also help utilities with their infrastructure problems, regardless of whether those involve

replacing aging infrastructure; adding additional infrastructure; building infrastructure from scratch;

making existing infrastructure better able to withstand severe weather; or, in the case of electrical

utilities, making existing infrastructure smarter so it can handle DERs and provide the utilities and their

stakeholders with more and more accurate information.

Providing workers with knowledge about the equipment they’re working on can help utilities train their employees.

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Providing workers with knowledge about the equipment they’re working on, as EPCOR did with

its mobility deployment, can help utilities train not only their own employees, but also contracted

workers and workers from other utilities who help with restoration efforts after storms. That can speed

up infrastructure work, making it less costly, and also help utilities with worker safety.

Other types of mobility deployments can aid utilities in improving the business processes of their field

operations, which can make the operations more efficient.

For example, line workers at Southern Co.’s Alabama Power Company subsidiary adopted iPads in late

2013. By September 2016, the line workers had nearly 440 of the devices and the company’s engineers

had 503 of them. Among other things, the

iPads allowed Alabama Power to make its

damage-assessment system paperless.

Previously, the system had involved giving

paper maps to the line workers and having the

workers make handwritten notes that had to

be keyed into Alabama Power’s IT systems.

In 2014, SEMO Electric Cooperative, which serves southern Missouri, replaced the paper work-order

system used by its line workers with one driven by Apple iPads. Under the old system, when a

cooperative member/customer submitted a work order, it usually took a day for a line worker just

to get the order and schedule the call. Now, the order can go directly to the line worker, who can

typically respond in a day. The new system has reduced errors, as well as the number of service calls

and follow-up service calls that SEMO’s line workers have to make. It also has proved easy to train the

workers to use because of the workers’ experiences with iPads outside work.

Although SEMO’s and Alabama Power’s mobile-technology deployments involved iPads, smart phones

can also be used to achieve many of the same objectives—reducing, if not eliminating, the amount of

paper used in various processes, and making scheduling easier, quicker, and more flexible. Regardless

of whether the deployments involve smart phones or tablets, they often can be implemented quickly

because the workers are familiar with the devices they will be using, as was the case at SEMO.

In large part because they can help utilities cut costs while improving service, mobility deployments

can prove financially worthwhile. “An effective mobile solution can create an integrated flow of data

that enables dynamic job dispatch and routing, automated vehicle location, electronic transmission

of work packages and forms, live remote mapping, and real-time access to asset and worker

information,” PwC said in a January 2013 report. “Based on our observations, utilities that have

“Utilities that have successfully deployed

mobility solutions achieve productivity

improvements of 20% to 30%.”

– PwC

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successfully deployed mobility solutions achieve productivity improvements of 20% to 30%.”

That can help utilities deal with stagnant or falling demand. It also can help utilities in their relationships

with their customers and regulators, both of which will be critical as utilities transform themselves to

deal with the market disruptions that face them now and will face them in the future.

Getting started with mobile For utilities interested in using mobile technology to improve first-time fix rates, meet service level

agreements (SLAs), boost field workers’ productivity, and increase profitability without compromising

quality and customer satisfaction, we offer the Kony Field Service Solution, a suite of apps that

mobilizes business processes across the field service lifecycle.

The Kony Field Service Solution is an omnichannel mobile-first solution that can be deployed on

multiple device types and be connected to virtually any back-end system, including SAP Business Suite®.

The solution allows utilities to provide field

workers and their managers with real-

time information, as well as reduce, if not

eliminate, much of the paper involved in

the operations of their field-service units.

Utilities that want to develop their own

apps, or have others develop apps for

them, can use the Kony Mobility Platform,

which supports the entire application

software development lifecycle (SDLC)

and operations (DevOps) lifecycle,

empowering enterprises to quickly

design, build, deploy, and manage

multi-edge app experiences. This full

DevOps solution encompasses Kony

Visualizer®, which consists of Kony’s

unique app user-interface (UI) design

and development tools, powered by Kony MobileFabric®, a mobile backend-as-a-service (MBaaS)

and back-end application development offering, as well as testing and analytics. The Kony Mobility

Platform extends fully to the end user through the addition of Kony Mobile Apps, which allows

customers to deliver secure, enterprise-grade mobile apps faster to market.

The Kony Field Service Solution is an omnichannel mobile-first solution that can be deployed on multiple device types and be connected to virtually any back-end system, including SAP Business Suite®.

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Engie, the multinational power, natural gas, and energy services company headquartered in La

Défense, Courbevoie, France, is using the Kony Mobility Platform in its Digital Factory, which is its

effort to speed the development of mobile apps for its customers, partners, and employees as part

of its three-year transformation plan. Kony’s involvement with the Digital Factory includes helping

Engie build several consumer-facing and employee-productivity mobile apps.

We also develop apps for utilities. For example, we built an app called MyWork for ESB Networks that

helps the operator of the Republic of Ireland’s power distribution network schedule the field workers

who install and maintain its metering assets. The previous app was designed for ruggedized, industrial

hand-held devices, but the manufacturer of those devices stopped making them and supporting the

operating system they used. To prevent that kind of obsolescence from occurring again, ESBN wanted

the replacement app to run on a mobile platform that wasn’t going to go away, so we built MyWork to

run on the iOS and ESBN made it available to workers in an iPhone 6 with a sturdy case.

MyWork acts as a mobile front end that gives ESBN’s field workers real-time access to the company’s

work management system, which is SAP IS-U. When the workers sign on to the app at the start of their

day, they see their first few assignments. As the day progresses, they get work orders dispatched to

them by ESBN’s schedule optimization system. The app supports 83 types of work orders and can

function offline when connections to ESBN’s network aren’t available. A case study of MyWork can be

downloaded from our website at https://www.kony.com/about/customers/esb-networks.

A mobile ecosystem like no other

We empower our customers to rapidly deliver great apps and create experiences that matter. From

delighting consumers to supporting employees, our apps and Mobility Platform give enterprises the

efficiency and flexibility of the broadest possible device and OS compatibility.

About Kony

Kony is the fastest growing cloud-based mobile application development platform (MADP) in the

industry with over 600 live multi-channel apps, serving over 20 million end users across 45 countries,

and generating over 1 billion sessions. Our customers include more than 70 Fortune 500 companies

and global brands such as SGN, Engie, Aetna, Medical Mutual, and Huntington National Bank.

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Notes1 Lisa Wood, “The Evolving Electric Grid, Customer and Utility,” Public Power, 73, no. 5, (September-October 2015), http://www.

publicpower.org/Media/magazine/ArticleDetail.cfm?ItemNumber=44476

2 Andrew Hendry, “Commentary: Skilled workforce is key for utilities,” Courier-Post, october 19, 2016, http://www.courierpostonline.

com/story/opinion/columnists/2016/10/19/commentary-skilled-workforce-key-utilities/92381744/.

3“Gaps in the Energy Workforce Pipeline—2015 CEWD Survey Results,” Center for Energy Workforce Development, 1, http://www.

cewd.org/surveyreport/CEWD2015SurveySummary.pdf.

4 “Power and utilities changing workforce—Keeping the lights on,” PricewaterhouseCoopers LLC, December 2013, 6, http://www.pwc.

com/us/en/power-and-utilities/publications/power-utilities-changing-workforce.html

5 “2017 Infrastructure Report Card,” American Society of Civil Engineers, http://www.infrastructurereportcard.org/wp-content/

uploads/2017/01/Energy-Final.pdf

6 “Infrastructure,” USAID, What We Do, Eo

7 Julie McNamara, Steven Clemmer, Kristina Dahl and Erika Spanger-Siegfried, “Lights Out? Storm Surge, Blackouts, and How Clean

Energy Can Help,” The Union of Concerned Scientists, October 2015, 6, http://www.ucsusa.org/sites/default/files/attach/2015/10/

lights-out-full-report.pdf.

8 Evan Mills, Lawrence Berkeley National Laboratory, “Electric Grid Disruptions and Extreme Weather,” (presentation, US Disaster

Reanalysis Workshop National Climatic Data Center Asheville, NC, May 3-4, 2012, updated August 30, 2012), http://evanmills.lbl.gov/

presentations/Mills-Grid-Disruptions-NCDC-3May2012.pdf

9McNamara et al, “Lights Out?” 7.

10Ibid.

1 1“Distributed Energy Resources Global Forecast,” Navigant Research, December 2015, http://www.businesswire.com/news/

home/20151208005391/en/Installed-Distributed-Energy-Resources-Capacity-Expected-Reach.

12 “2017 Sustainable Energy in America Factbook,” The Business Council for Sustainable Energy, Bloomberg New Energy Finance, 9,

http://www.bcse.org/sustainableenergyfactbook/.

13 “14th PwC Global Power & Utilities Survey,” PricewaterhouseCoopers LLC 2015-2017, 1, http://www.pwc.com/gx/en/industries/

energy-utilities-mining/power-utilities/global-power-and-utilities-survey.html.

14 “Eight Utility Industry Trends in 2017,” Przemek Tomczak, Kx Systems Inc., January 11, 2017, https://kx.com/2017/01/11/eight-utility-

industry-trends-2017/.

1 5Jochem Moerkerken, Kim Petrick, Andreas Dullweber and Barney Hamilton, “Turning on utility customer loyalty,” Bain & Company,

2012, 1, http://www.bain.com/Images/BAIN_BRIEF_Turning_on_utility_customer_loyalty.pdf.

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1 6Lillian Federico, Andrew Heath, and Dan Seldin, “How Customer Satisfaction Drives Return On Equity for Regulated Electric Utilities,

A McGraw Hill Financial White Paper,” October 2015, http://www.jdpower.com/sites/default/files/12.11.15_how_customer_satisfaction_

drives_return_on_equity_for_regulated_utilities.pdf

1 7“Power and utilities changing workforce—Keeping the lights on,” PwC, 7.

1 8Ibid, 6.

19 “Global Electricity Transmission and Distribution Infrastructure Investment to Reach $351bn Per Year by 2026,” Northeast Group

LLC, August 30, 2016, http://www.prnewswire.com/news-releases/global-electricity-transmission-and-distribution-infrastructure-

investment-to-reach-351bn-per-year-by-2026-300320202.html.

20 Adrian Booth, Niko Mohr, and Peter Peters, “The digital utility: New opportunities and challenges,” McKinsey & Co., Electric Power &

Natural Gas, Our Insights, May 2016, http://www.mckinsey.com/industries/electric-power-and-natural-gas/our-insights/the-digital-

utility-new-opportunities-and-challenges.

21 “The Case for Mobility: How New-Age Utilities Can Energize Operations and Boost Customer Service,” cognizant 20-20 insights,

November, 2015, https://www.cognizant.com/whitepapers/The-Case-for-Mobility-How-New-Age-Utilities-Can-Energize-

Operations-and-Boost-Customer-Service-codex1570.pdf.

22 “Utility Spending on Mobile Workforce Management Technology Will Surpass $420 Million by 2020,” Navigant Research, Press

Releases, Navigant in the News, September 9, 2013, http://www.navigantresearch.com/newsroom/utility-spending-on-mobile-

workforce-management-technology-will-surpass-420-million-by-2020.

23Geoff Zeiss, “Practical knowledge transfer: Capturing and enabling access to senior employees’ knowledge,” Between the Poles—All

About Infrastructure, October 27, 2015, http://geospatial.blogs.com/geospatial/aging-workforce/.

Kony is the fastest growing, cloud-based enterprise mobility solutions company and an industry leader among mobile application development platform (MADP) providers. Kony empowers organizations to compete in mobile time by rapidly delivering, ready-to-run, multi-edge mobile apps across the broadest array of devices and systems, today and in the future, with a lower total cost of ownership. Kony’s cross-platform solution helps organizations design, build, configure and manage mobile apps to empower and better engage with customers, partners and employees.

For more information, please visit www.kony.com. Connect with Kony on Twitter, Facebook, and LinkedIn.9225 Bee Cave Road, Building A, Suite 300, Austin, TX 78733 1.888.323.9630 | info@kony.com | kony.com © 2017 Kony, Inc. All rights reserved.