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The freedom to innovate

Getting back to engineering fundamentals with driver-in-the-loop simulation

Just suppose for a second that Frank Whittle had never been able to tinker with his earliest ideas about the turbojet engine. Or that Tim Berners-Lee had run out of time before developing what went on to become the World Wide Web.

History is surely littered with great inventions that never happened. Of course, we’ll never know what they were, but it’s fair to assume there have been thousands of them. Imagine all the bright ideas that might have been, were it not for time pressures, budgetary limits, technological constraints or logistical issues.

Right now, there are few sectors more turbulent than the automotive industry. The full-scale charge towards electrification (no pun intended) has forced manufacturers to re-evaluate almost every area of the automobile. From the vehicle dynamics impact of heavier powertrains and low-slung battery masses, through to the UI/UX challenges of helping the drivers manage their energy usage, almost every aspect of modern vehicle design changes in some way with an EV.

And that’s by no means the only challenge facing the automotive industry at the moment. Increasingly sophisticated ADAS, self-driving functions, greater demands for in-car connectivity and the move towards new business models, such as subscription services and shared mobility, are all vying for design resources too. Plus, the pressure is always on to shorten development cycles and reduce costs.

Although all this disruption has the potential to prompt innovation, it can also stifle it. With the stakes being so high, is it really worth gambling on the development of a novel solution when a well-proven one will do? What is the value proposition of introducing new technologies in the context of maintaining and elevating brand identity? These are the difficult questions facing automotive manufacturers worldwide.

Fortunately, cutting edge research and simulation technologies such as Driver-in-the-loop (DIL) simulation allow vehicle development engineers to shift the odds dramatically in their favour. With DIL simulation, for instance, a virtual prototype for proof of concept investigations can be put together in a matter of days at minimal cost, whereas a physical prototype can take six months and more than half a million pounds to build. Multiply that out across an entire prototype fleet, and it becomes easy to see why management might think twice before signing off a high-risk programme unless it can be supported by appropriately advanced tools and techniques.

DIL simulation largely removes the risks associated with these ‘what if?’ questions, while simultaneously expanding the sandbox. Imagine, for instance, that you were planning a new electric vehicle platform and pondering whether the dynamic benefits of running an individual motor for each wheel justified the additional packaging complexity. Or perhaps the outgoing model used MacPherson Strut suspension and you wanted to evaluate whether the cost of re-engineering it for a double wishbone setup would be justified.

DIL simulation provides the freedom to pose these questions, months ahead of any physical builds or testing. It also provides an ongoing benefit with total freedom to vary the test conditions combined with laboratory-calibre repeatability.

There are no logistical issues to worry about, either. With physical testing, there’s always a danger that you’ll arrive to discover that a winter testing  venue is experiencing a warm snap or that a desert proving ground is under flash flood advisory. Even if everything goes to plan, it takes a considerable amount of time and money to ship a fleet of prototype vehicles around the world. The environmental impact of doing so can’t be ignored either.

The same applies to off-line testing to a certain extent, but when it comes to vehicle attribute decisions, there’s no substitute for having a human driver (or occupant) inside the loop, actually interacting with and experiencing the vehicle. Human beings perceive things that might not be immediately apparent in numerical data. For instance, an ADAS system such as Lane Keep Assist may fulfil all its on-paper design criteria, but only a human driver can judge whether it feels too intrusive or too eager to intervene.  

But the benefits of placing a human in the loop go way beyond subjective assessment. When we are in a car, we are experiencing an on-going feedback loop with the vehicle; for example, each vehicle control input – say, a steering, throttle or brake correction – is a carefully calculated response from our brain, based on dozens of different vehicle stimuli combined together and interpreted by senses. Without those uniquely human interpretations and responses, it’s impossible to get truly representative inputs for, say, a test bench or an off-line vehicle simulation model. Fundamentally, the human is a vital part of the equation, even when it’s a matter of collecting purely objective, numerical data.

Returning to the ADAS example: an aggressive intervention from an ostensibly assistive system might inadvertently trigger a human driver to overcorrect, doing more harm than good. Another classic example is high performance optimization related to overall vehicle stability; pick a suspension and steering setup that’s too aggressive in terms of, say, yaw from steer response, and it may theoretically be better, but you risk creating a car that even a Formula 1 driver would struggle to control. It’s a matter of keeping engineering fundamentals in mind while being immersed in a large number of new automotive technologies – as well as a matter of having access to safe and robust exploratory tools such as DIL simulation.

A DIL simulator is a considerable investment, it’s true, but it’s one that pays for itself quite quickly. Continental, for example, has recently invested in an Ansible Motion Delta series S3 simulator, and predicts that it can save around 10,000 tyres and 100,000 test kilometres per year as a result. Savings for vehicle OEMs that currently run large prototype vehicle test fleets could be greater still.

It’s also worth noting that DIL simulators are becoming more accessible than ever. The Bay Zoltán Research Centre in Hungary recently began offering open access to another Delta series S3 simulator. Designed to be software-agnostic, their DIL simulator lab allows engineering teams to bring their own vehicle and environment models, created in virtually any major simulation environment. The Centre can even support customers who wish to build their own bespoke cabins to use on the motion system.

All of this means that it’s now easier than ever for engineers to delve into the important questions that surround modern vehicle design and development. Ultimately, DIL simulation and other cutting-edge tools provide the freedom to explore and innovate, by making use of advanced technologies that are commensurate with the advanced state of contemporary automobiles. In a world that’s all too frequently constrained by budgets or logistics or technology itself, it is nice to know that there are tools that enable engineers to focus on engineering once more.

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How Agile practices can transform people operations

Bryan Stallings, Chief Evangelist, Lucid Software

Fostering a positive workplace can be more challenging today than in years past. As hybrid work solidifies itself as the standard, HR professionals are tasked with navigating a more complex set of responsibilities and expectations. For instance, employees may feel that having a desirable work-life balance is as important as other company-provided benefits, and they may request additional support to accommodate their expectations. While this adds a layer of complexity to the traditional HR role, it presents an opportunity for HR leaders to improve the current workplace experience and differentiate themselves from competitors in order to attract and retain the best talent.  

With 57% of employers having hard-to-fill vacancies, adopting an approach to HR that offers this flexibility can help create the workplace experience needed to attract the best talent in the coming years. Agile practices could support this necessary shift, helping to support people more effectively in an uncertain and turbulent environment.

Agile – supporting a changing workforce 

Traditional HR departments are often perceived as rigid bureaucracies, reliant on established policies and procedures to preserve the status quo. However, organisations increasingly recognize the need for a more agile approach to HR to meet the demands of a dynamic workforce.

The agile mindset encourages flexibility to create and respond to change, test our ideas, and succeed despite the uncertainty that emerges during an initiative. It recognises that the requirements of any initiative are emergent – rather than defined prior – and so teams can  prioritise working closely with stakeholders throughout and in response to change. 

Taking an agile approach to traditional HR functions also improves performance more broadly. For instance, in performance management, managers provide more consistent and relevant feedback so employees are aware of their strengths and areas of growth in real time. Rather than waiting for annual performance reviews, employees working in an agile environment are cognizant of what they need to improve through ongoing communication and collaboration with colleagues. 

Putting agile into action

As HR professionals learn and instil agile practices in their organisation, the journey encourages them to look beyond traditional hierarchy and management philosophies. However, it’s important to recognize that outside of IT and technology spheres, many employees may be unfamiliar with agile ways of working, which can hinder its initial acceptance.

For instance, when selecting members for a team, prioritising an individual’s skills over their seniority can lead to significant productivity improvements by better aligning project ownership with capabilities. To achieve this, first identify the skills your individual team members have and then visualise that data, grouping employees based on their assigned tasks and competencies. This can reveal information needed to understand who works best together or even where the organisation may lack specific talent.

By sharing this information across an organisation, employees are empowered to self-organise their teams for new initiatives based around what skills are needed rather than who is available. And the issues that frequently plague siloed organisations – poor communication between teams leading to delays – occur far less frequently as teams work cross-functionally in an agile way.

Adopting an agile framework can help by providing a structure to guide employees in agile ways of working. There are frameworks, like Kanban and Scrum, that can help. Scrum structures work into a regular process of sprint planning, two-week or weekly cadence blocks, and concludes with a sprint review. They can provide the necessary scaffolding for colleagues to understand how agile principles can apply in practice and across their other work. 

It is also possible to test the waters before adopting an agile framework across an entire organisation. Whether it’s recruiting talent for very specific roles or measuring employee engagement, the approach encourages collecting actionable data on how initiatives are performing, which helps provide the evidence needed to run successful trials and pilot programs and make informed decisions.

Embracing Agile for HR transformation

Too many companies are tethered to outdated HR models that no longer align with the realities of today’s workplace. Embracing agile provides an opportunity to evolve practices and usher in better HR operations. With its flexibility, collaborative ethos, and emphasis on continuous improvement, agile is the natural solution. Applying agile practices not only empowers HR teams to navigate the challenges of the chaotic work environment, but also serves as a catalyst for streamlining processes, enhancing job satisfaction, and cultivating an adaptive, team-centric culture.

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Dealing with Parental Leave: How Your Business Can Support Employees with Families

Looking after your staff is a fundamental part of running a successful business, ensuring staff turnover remains low and workers remain happily motivated. Workers now have more agency than ever when it comes to choosing their employer, in part thanks to the rise in remote working which means workers are no longer limited to looking for roles within their local area.

39% of UK workers now work at home within a given week and workers are beginning to demand more in terms of employee benefits, especially when it comes to welfare.

One of the areas where employees may focus is “family-friendly” working and benefits. But what does the law say about these contractual offerings? And how can your business benefit from having a comprehensive “family-friendly” benefits package? We spoke to the employment law specialists at Beecham Peacock to discover how your business can become more caring.

What does the law say about parental leave?

In the UK, women are able to take up to 52 weeks of maternity leave. The first 26 weeks of leave, which includes two weeks of compulsory leave (four weeks for factory workers), are known as ordinary maternity leave, while the final 26 weeks are known as additional maternity leave.

During maternity leave, a woman’s rights to pay rises, accrued holiday, and returning to work are protected by the law.

Eligible mothers-to-be are entitled to be paid statutory maternity pay for 39 weeks. This will depend on whether or not they satisfy service and earnings criteria. Otherwise, they may not be able to claim maternity allowance.

Statutory maternity pay equates to six weeks paid at a rate of 90% of average weekly earnings (before tax). For the remaining 33 weeks, the current rate of payment is £172.48 or 90% of their average weekly earnings – whichever is lower. This rate is reviewed annually.  

There has been much discussion about the mandatory amount of maternity pay and whether it does enough to support women in the workplace – a recent study found statutory maternity pay is just 47% of the national living wage. To attract and retain women, businesses may wish to consider offering enhanced maternity pay and benefits packages.

For partners, leave entitlements are different. Statutory paternity and adoption leave entitles fathers/partners to take one or two weeks of paid paternity leave, paid at a rate of £172.48 or 90% of their average weekly earnings – whichever is lower. This rate is also reviewed annually.

When this leave is taken differs depending on whether paternity or adoption leave is being taken. Again, your business may wish to consider enhanced leave and pay packages.

For eligible parents, another option that is increasingly taken up is shared parental leave. Whilst the mother will always have to take two weeks of compulsory leave (four weeks for factory workers), the remaining 50 weeks (or 48 weeks for factory workers) can be taken by either parent.

This gives both parents flexibility and the opportunity to spend time with their child.  Statutory parental leave pay is paid at the same rate as the latter part of statutory maternity or paternity pay, and can be paid for up to 37 weeks to eligible employees. Again, businesses may wish to consider offering enhanced parental leave pay to attract and retain employees.

What are the positives of greater employee benefits for parental leave?

Of course, there are extra costs associated with paying more than the statutory pay requirement. However, offering parental leave options and policies that go above and beyond the minimum requirements can benefit a business just as much as it benefits your employees. Such packages will enable business to attract and retain employees.

How to draft a comprehensive parental leave policy

Lisa Branker, Head of Employment Law at Beecham Peacock, advocates for a comprehensive leave policy that supports all of your employees. She comments:

“Entitlements and eligibility for parental leave, pay and benefits should be clearly contained in your business’ relevant policy. If your goal is to attract and retain your workforce through flexible and/or enhanced benefits packages then this information needs to be clearly set out and accessible. A clear policy makes employees aware of how much leave and pay they are entitled to, helps managers to respond to any queries, and allows your business to plan for and support working parents.”

“Pay and leave aren’t the only considerations – for example, your business may be able to offer a salary sacrifice scheme to make childcare arrangements. Other, non-financial support can also be a huge help for new parents or parents-to-be. Increasing the flexibility of working hours or offering a hybrid working scheme can give your colleagues the support they need to manage the transition into parenthood. These measures will enable you to motivate and retain your workforce, without creating an onerous financial burden.”

Every company is different – and there’s unlikely to be a one-size-fits-all solution. Think about which solution (or combination of solutions) is best-suited to your company before creating or amending a parental leave policy. If you’re considering creating or updating your policy, Beecham Peacock’s free policy reviews are a great starting point to check your offerings meet your business and legal needs.

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How Africa’s largest payments network is integrating social mission with its business aspirations

Being deliberate about creating a “greater purpose” is essential to building an authentic corporate culture, engaging stakeholders, and navigating the evolving landscape of corporate philanthropy. This is the philosophy behind Africa’s largest digital payments network, Onafriq’s, extensive growth and vision to unify the continent’s digital payments landscape according to its General Counsel and Chief Risk Officer Funmi Dele-Giwa.

Dele-Giwa recently shared insights into the organisation’s unique position at the intersection of social impact and commercial ambition at the Women in Payments Symposium EMEA, held in London. During her speech she delved into the company’s journey in delivering greater financial access and connecting all of Africa into a single integrated network that empowers both individuals and businesses.

“The purpose of Onafriq from the very onset was one of providing financial access to marginalised individuals on the African continent and having a positive impact in the countries we operate in and the clients we serve,” she said. “That is why Onafriq was built on the back of a strong belief that mobile money would serve as a strong enabler of financial access to millions of under- or unserved Africans.”

Established nearly 15 years ago with the mantra of “making borders matter less”, the company aims to facilitate cross-border payment services within Africa – as well as in and out of Africa. This is underpinned by the vision of its Founder and CEO Dare Okoudjou, that making a payment anywhere in the world, to anywhere across the globe should be as easy and as painless as it is to make a phone call.

Today, Onafriq’s payments network connects more than 1,300 cross-border payment corridors providing access to more than 500 million mobile wallets and 200 million bank accounts across 40 African markets. This vast digital infrastructure is a testament to its position as the “network of networks”, enabling services like cross-border payments, remittances, card issuing, agency banking and more, which facilitate seamless money flow from, to, and across the continent.

During her talk at the symposium, Dele-Giwa noted that remittance services were a key example of this marriage of concepts, having particularly emerged as a powerful tool for boosting economic growth and financial empowerment. By partnering with international remittance companies, the Onafriq network enables the significant pool of migrant workers from Africa in the diaspora to send and receive money efficiently and affordably. She notes however, that remittances are not just the privy of the global north to south, as there is significant intra-Africa remittance demand which has traditionally remained unmet. Through partnerships with mobile network operators (MNOs) across the Continent, Onafriq is bridging gaps between countries like Kenya and Uganda, as well as Cameroon and Nigeria, by digitising and facilitating intra-Africa remittance flows.

“Strategic collaborations between key sectors of Africa’s financial services landscape are key to unlocking the full potential of remittances as a catalyst for economic growth and development,”  said Dele-Giwa. “As such, fostering robust partnerships between payment networks and mobile money platforms is important to enabling greater remittance flows given the widespread adoption of mobile wallets across the continent.”

Another way that Onafriq is blending the principles of social betterment with business objectives is by empowering small businesses in Africa to flourish and grow by enabling access to a wider range of choices in disbursing or collecting digital payments over cash. Onafriq’s partnership with One Acre Fund is an example of how the company’s network has contributed to providing small-scale farmers with asset-based financing services.

“Our work to open up markets and connect people to opportunities continues to empower the African gig economy, enabling GDOs to deliver cash assistance to needy communities and international merchants to pay local creators, influencers and artists, as well as helping small traders to sell their goods across borders, by simplifying the ways they can pay and can get paid,” said Dele-Giwa.

Another notable aspect of Onafriq’s journey of positive social impact, according to Dele-Giwa, is its commitment to empowering women. Through its agent network in Nigeria, women entrepreneurs are able to generate additional income by becoming agents, and by using the Baxi point of sale device they can easily manage payments for their shops and market stalls. Furthermore, partnerships with organisations like the One Acre Fund helped to empower women in small-scale farming, amplifying their economic participation.

For those seeking to emulate Onafriq’s success, Dele-Giwa noted that it was important to align their social mission with the innovation and collaboration needed to achieve a positive impact while pursuing commercial success.

“Let’s remember, it’s not just about the services we offer. It’s about the impact we make while doing so,” she said. “It’s important to share those impactful stories of empowerment and positive change delivered as a result of your products and services, but it is also important to create a set of impact metrics to measure success by. This way you are always able to hold yourself accountable to employees, shareholders, regulators, clients, and other stakeholders.”

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