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The fintech company was looking to expand into consumer-facing technology, but they had to address their processes for identifying, mitigating, and reducing risk. They had a strong internal audit program, but the issues identified were not getting the necessary attention across the organization. The management of risks associated with daily operational activities was weak, leading to low audit ratings. Stakeholders were concerned whether the business could make risk-based decisions necessary to safely implement cutting-edge fintech. The organization’s management committee charged their risk management function with building a traditional three-lines of defense program. This meant cultivating accountability and ownership at the first line of the business, where risks are introduced to the organization. It required standing up a true second-line defense reporting to the Chief Risk Officer. Most importantly, it necessitated a risk culture in which everyone is responsible for identifying and reporting issues.

Bernhard Schulte Ship Management (BSM) faced the challenge of managing a diverse, non-permanent workforce that changes with contract timelines. This was particularly difficult on operating ships where resources, consistent online access and dedicated HR and whistleblowing management personnel are limited. The company needed a way to govern how these different backgrounds interacted and worked with each other, allowing people to voice concerns, raise safety issues and report misconduct easily. Additionally, regional requirements, including varied language support and contact information, had to be managed effectively.

Kerry Group was faced with the challenge of adapting to the new requirements of the EU Whistleblower Protection Directive. The company's internal legal function took over the speak-up program and the NAVEX account as a legal responsibility. They needed a new focus team to quickly understand the software and adapt the solution to meet new requirements. Another challenge was making resources available across their operations. The company wanted to go beyond standard directive requirements and provide documentation for the system across all languages used in the business, including online, external and offline resources. Finally, there was little to no visibility over the progress of whistleblowing cases, which made it difficult to measure improvements, case-type volumes over time or to report in detail where areas of concern lay.

The medical device manufacturer was struggling with a lack of insight into IT risks, siloed information, and inefficient audit preparation. The company’s IT security team was not equipped to manage risks and comply with audits. Essential information was difficult to track down, often stored in emails or individual spreadsheets. The company managed web application assessments, penetration tests and vulnerabilities as separate efforts. Reporting was manual and cumbersome, so risks were rarely visible to leadership. Audits were labor-intensive tasks that required collecting data from different departments and it took weeks of preparation before external auditors arrived. The medical device manufacturer needed a unified way to collect information, report on potential risks and streamline the audit process.

Before implementing PolicyTech, St. Joseph’s relied on personal drives, shared drives, and binders containing the various policies and procedures. This led to version control issues and inefficiencies, as well as duplicative work. The organization also faced unique policy challenges due to its specific nature. The lack of a centralized system led to silos between departments and a lack of transparency. Team members were often working on the same thing without knowing it, leading to unnecessary duplication of efforts.

In 2017, after the acquisition by TICO, Vanderlande and other group business entities needed to launch a new speak-up program that would meet the needs of a scattered and role-diverse workforce. The company had to ensure that the local entities could meet the regulatory requirements, such as those in the EU Whistleblower Protection Directive. There were also cultural challenges to overcome. For example, speaking up in Europe is largely seen as ‘doing the right thing’, but is often less so in Asia Pacific or the Middle East.

Before transferring to NAVEX EthicsPoint, Currys had no case management system, working from an online reporting platform and manually downloading spreadsheets into an Excel tracking table – a time-consuming manual process. The Compliance Team, which manages and monitors Currys whistleblowing cases, needed a modernized system that would streamline, save time, and add GDPR security when dealing with reports. In addition, Currys’ old whistleblowing system had no automatic functions reporting on enhanced data analytics, limiting the Compliance Team in its effectiveness and efficiency of tracking case types, numbers, potential areas of concern, and topic trends.

Before implementing an incident reporting system, DP World relied on collecting reports submitted by email or through a phone line based at the company headquarters in Dubai. Calls were answered in English or Arabic, but with employees speaking dozens of languages across many time zones, the company needed a scalable solution that could be implemented with consistency globally. The old setup did not address the whistleblower’s needs, or the internal information needed for incident reporting. The company was essentially capturing reports in an unformatted email or documenting from a phone call that may not even be answered because it was not staffed 24/7/365.

The enterprise software developer, a small company with about 85 employees, set a goal to achieve ISO 27001 certification. This certification sets the standard for information security and requires a sustainable information security management system (ISMS) that can comply with all seven ISO 27001 categories. The company knew that using spreadsheets for compliance would not be sufficient due to the rigorous requirements of the certification. The Chief Technology Officer (CTO) was leading the project and needed a technology solution to build an ISMS capable of earning ISO certification.

Castolin Eutectic, an industrial Maintenance and Repair technology company, needed a more holistic view of its compliance strategy. The company required a new code of conduct, compliance with the incoming EU Whistleblowing Directive, and an ESG framework to effectively manage how it measures multiple important factors. The company's most recent code of conduct was outdated and needed a new version that complied with regulations and would overcome barriers between regions. Castolin Eutectic was also in need of an incident management platform, as required by the EU Whistleblowing Directive. The challenge was finding a cultural fit across different regions, as not every market felt it would be suitable. Other parts of this revamp were to educate employees about ethics and compliance, to improve the organization’s culture and for its compliance suite to be effective.

The Metro Transit system of St. Louis City, St. Louis County and St. Clair County faced many maintenance and reliability challenges that affected service. In addition to too many breakdowns, Metro also faced severe reliability problems with its bus engines. This was the turning point when Metro decided to change the purchase of its bus engines. The most critical maintenance elements affected by this change were the efforts required to maintain fleet engines and transmission reliability. In 2003, Metro adopted AssetWorks FleetFocus to integrate all of the preventative maintenance scheduling, predictive maintenance forecasting, parts data, and other maintenance metrics that the property needed to measure.

As the city of Oxnard, California grew, so did its fleet. The city’s Fleet Services Division is responsible for acquisition, disposal, fueling, maintenance, and repair of the City’s $34 million vehicle and equipment fleet. The fleet is comprised of over 900 vehicles and maintained by 32 technicians. Prior to 2004, the city was relying on a homegrown database with paper work orders. This system was inefficient and lacked historical data. The technicians were also responsible for researching and ordering parts, which was a time-consuming process that took away from their main task of maintaining the fleet vehicles.

The University of Colorado (UC Boulder) operates a motor pool as part of its overall fleet structure. The motor pool serves the many employees of the University who rely on the pool vehicles for anything from short trips around the university to longer term rentals for research trips. However, motor pool vehicles were only available for customers to pick up and drop off Monday through Friday between 8am and 5pm, which was inconvenient for many people who depend on the motor pool service. Customers had to make a request via fax or email which was then processed manually by a Transportation Services staff member. The customer also recorded an odometer reading which was manually input into FleetFocus by the Transportation Services staff member. UC Boulder wanted a solution that would reduce manual entry, improve accuracy and expand service.

In 2006, the State of Utah set an ambitious goal of increasing the state’s overall energy efficiency by 20% by the year 2015. This goal had dramatic implications for all the state agencies, especially its major energy consumers; the Division of Fleet Operations. Fleet Operations is charged with handling State vehicle acquisition, repair, preventive maintenance, surplus, and fueling for those vehicles, as well as offering a daily rental option for state employees needing to complete official state business. Fleet Operations provides support for over sixty agencies including the Department of Transportation, Department of Corrections, the National Guard and all of Utah’s state universities and colleges, totaling some 7,500 vehicles. In 2007, the Utah State Legislature passed House Bill 110 titled “State Fleet Efficiency Requirements” which covers a three-fold objective from the Governor and Legislature: Reduce fleet costs or increase energy efficiency, Improve air quality in Utah by decreasing the carbon output from the state vehicles, Contribute to a general decreased United States dependency on foreign oil.

The State of Oklahoma’s Fleet Management Division was using fuel cards that lacked controls, making it possible for employees to purchase non-authorized items. Employees were required to submit paper reports that had to be manually reconciled with the monthly fuel card bill. This was labor intensive for both the employee cardholders and the administrative team responsible for reconciling the bills. Any discrepancies had to be investigated manually, and due to the delay in time between the purchase and the monthly bill, it was often hard for employees to provide information about the purchases in question.

King County Metro Transit, located in Washington State, is committed to environmentally healthy and energy-wise transportation. The agency has been using AssetWorks FleetFocus™ fleet management software to manage its fleet since the late 90s. However, in 2005, Metro Transit decided it was time to gain even more control over its fuel and fluid usage to prevent waste, theft and the possibility of running out of fuel while en route. They needed a state of the art automated system that accurately tracked fuel and fluids in real-time to look for anomalies and source problems before they cost the agency money.

Gwinnett County, Georgia, is home to over 750,000 residents and has been one of America’s fastest-growing counties for the past twenty years. The Gwinnett County Fleet Management Division is responsible for providing the most efficient and cost-effective support, maintenance, and operation of all Gwinnett County vehicles, associated equipment, and fueling sites. The fleet management department owns and maintains over 2,700 vehicles utilized for road maintenance, parks and public services, police protection and other government business. In addition to the vehicles and equipment in Gwinnett County’s fleet, Gwinnett County provides fuel for over 5,500 vehicles including the Board of Education, the Health Department, Gwinnett Medical Center, the Gwinnett Library System and the cities located inside Gwinnett County. The challenge was to manage these vehicles and fuel consumption in an efficient and cost-effective manner.

The City of Columbus, recognized as one of the best managed fleets in the country, was looking for ways to improve their fleet operations. They had already implemented GPS functionality on approximately 2,500 vehicles, ranging from light duty city vehicles to large bat wing mowers. However, they were looking for ways to leverage this technology to further improve their operations. They were particularly interested in monitoring vehicle location, geofence monitoring, and collecting telematic data such as diagnostic trouble codes, vehicle speeds, and idling times. The challenge was to analyze this data and identify areas where improvements could be made.

The Commonwealth of Pennsylvania was faced with the challenge of reducing its fleet size by 20% as part of a mandate by the Governor to make government work smarter and more efficiently while spending less money. The Commonwealth's fleet consisted of 9,886 vehicles, many of which were underutilized or too expensive to maintain. The existing fleet management practices were not optimal, and there was a lack of transparency about the size and status of the fleet. The challenge was to downsize the fleet while maintaining current transportation services for Commonwealth employees.

The City of Sacramento Department of General Services was committed to having a greener fleet. To achieve this, they needed to establish a baseline of operational metrics to enable them to report on and measure their progress. They also needed to standardize their maintenance practices to improve efficiency. The city decided the first step was to upgrade their technology toolkit. They were using FleetFocus fleet management software from AssetWorks to run the fleet but wanted to upgrade to the newest version to enable advanced features and capabilities such as dashboard and KPI reporting with Crystal reports. Their first priority was to make data-driven decisions.

The City of Calgary's fleet services department faces the challenge of monitoring fuel usage on a daily basis due to the potential financial and criminal accountability in the event of a fuel leak. The harsh climate of Calgary, with temperatures ranging from -30°C to +30°C, adds to the complexity of maintaining a watchful eye over fuel tanks. The City operates 16 fueling sites, some of which are so remote and essential that it would be difficult to totally eliminate the City’s fuel operations. Every City employee authorized to dispense fuel to a vehicle is given either a plastic card to swipe through a card reader at the fuel island control unit (ICU) or an employee number which they key in at the ICU keypad.

The City of Austin Fleet Services Department provides fleet management services and fuel for more than 5,200 vehicles that support 20 internal city departments and 10 external customers. With a staff of over 100 technicians, 7 maintenance facilities and 32 fueling sites, Austin Fleet Services is a complex operation that has embraced technology as an effective way to run an efficient fleet operation. The City of Austin has used AssetWorks’ FleetFocus software to manage all of its fleet maintenance operations for over twenty years. However, in 2008, the City of Austin upgraded to AssetWorks’ automated fuel management system, FuelFocus, at all 32 of its fuel facilities.

Michels, a provider of quality construction solutions, was facing challenges in managing their vast fleet of over 12,000 assets spread across multiple locations. They had no maintenance tracking software and the management was done sporadically and on paper. In 2013, they invested in AssetWorks FleetFocus fleet management software to solve these challenges. However, there was one element missing: integrated tool management. With tens of thousands of tools throughout the organization, Michels’ existing solution for tool management wasn’t meeting their expectations. The program they were using to manage their tools at the time was not integrated with FleetFocus, which had already been rolled out to some of their shops and warehouses. They weren’t able to open work orders on tools or track tool inventory, and they didn’t have a convenient way of knowing what they had on the shelf at a given time.

The City of Toronto was in need of a more secure and accurate way of managing its fuel operations. The city was managing over 130 fuel sites that held varying capacities of fuel. The outdated fuel sites required manual fuel volume measurements and calculations, which was an error-prone process that required a lot of human intervention, time, and effort. The city was also facing challenges in reporting on fuel usage and tank levels, which involved a lot of emails, spreadsheets, charts, and paper forms.

Religare Securities Limited (RSL), a leading Equity Brokerage Firm in India, was facing challenges in providing reliable and secure online trading services to its customers. The company was dealing with network performance and availability issues, as well as security breaches. The main concern was to implement a solution that would not cause user interference and could assure cost-effective scalability to support future business growth. The company has thousands of customers utilizing its services for online trading purposes at any point in time. Therefore, Religare was concerned not only with providing complete availability and accelerated performance for such high volume traffic but also assuring the traffic is appropriately protected from worms, viruses and DoS/DDoS attacks such as SYN floods while maintaining its ability to assure timely execution and response time for its numerous, business critical applications.

LuckyVitamin.com, an online distributor of health and wellness products, was facing challenges in optimizing performance across its dynamic and complex website. The company was aware of the importance of web performance and had spent years manually optimizing their pages. However, this process was time-consuming, never-ending, and required highly specialized work from some of the best developers in the company. The company was looking for an automated solution that could deliver faster pages consistently and reliably across their entire site.

As a leading provider of home media entertainment, Yes Satellite wanted to enhance their services and provide over-the-top content to customers. In order to provide services like video on demand (VOD), Yes Satellite needed a global load balancing solution with low latency. Their main priority was to secure a solution that provided load balancing and integrated security with one management system.

Ipgarde, a service provider based in France, hosts corporate customers’ servers and network devices in a virtualized environment. The company was using an open source solution for load balancing, but it could not fully guarantee easy configuration and migration, and 24/7 connectivity. The company was also facing challenges in testing server availability and load balancing, guaranteeing the availability of customer websites without disrupting the existing infrastructure and servers. The company’s existing open source solution did not support one-leg configuration. As servers were not being used optimally, another challenge was to reduce the number of public IP addresses used, by creating just one IP address which in turn would manage the flow of information to additional IP addresses, decreasing the overload on the CPU. Additionally, Ipgarde has been experiencing some DoS attacks, particularly from customer websites due to insufficient firewall protection.

Switch’s SUPERNAP data centers required protection from all forms of DDoS threats via a security solution that provided a wide breadth of protection, thereby allowing the company to maintain 100% uptime and business continuity for its customers, even in the face of an attack. The new solution would need to be capable of mitigating DDoS attacks of up to 300Gbps and 220 million packets-per-second from a single device.

P&Tluxembourg, the leading postal and telecommunications services provider in Luxembourg, was looking to transition into a cloud service provider. The company wanted to provide isolated private cloud environments for its customers. They needed a solution that was scalable, easily managed, and would provide a high quality of experience (QoE) for users. The company sought a cost-efficient, virtualized solution that would provide very clear isolation between customers. High quality of experience (QoE) for customers was a top priority, in order to ensure that users could access content quickly and efficiently. Also, scalability was needed to ensure P&T would be able to add new services and customers, without requiring a forklift upgrade.