From Data to Action: How Predictive Maintenance Reduces Costs and Technical Downtime in Fleet Management
In a competitive context such as corporate mobility, every minute of vehicle downtime represents a tangible cost: service delays, operational inefficiencies, and reputational damage. In this scenario, predictive maintenance – enabled by telematics data – becomes a strategic ally for fleets, transforming vehicle management from reactive to truly proactive.
Until a few years ago, fleets mainly relied on reactive maintenance models (intervening only after a breakdown) or preventive ones (following fixed maintenance intervals). Both approaches have clear limitations: the former exposes fleets to the risk of sudden failures, while the latter may generate unnecessary costs. Predictive maintenance, on the other hand, uses real-time data analysis to anticipate the emergence of problems. Thanks to telematics, parameters such as mileage, component temperature, abnormal vibrations, driving styles, and ECU error codes are collected, analyzed, and transformed into operational insights.
The added value of telematics solutions lies in the integration between onboard devices, analytical platforms, and connected services. The data collected from vehicles is processed by predictive algorithms that identify risk patterns and generate timely alerts for fleet managers. This enables the advance planning of interventions to avoid critical failures; reduce extraordinary maintenance costs; extend vehicle lifespan; and optimize Total Cost of Ownership (TCO).
Imagine a corporate vehicle starting to show a steady increase in vibration on an axle, detected by telematics sensors. The system interprets the data as an early sign of wear and alerts the fleet manager of the potential risk. Thanks to this warning, the technical intervention can be scheduled in advance, avoiding a breakdown that would have resulted in vehicle downtime, towing, and temporary replacement.
Investing in predictive maintenance is not just a technological choice, but a lever for improving operational efficiency. The return on investment is measured by: reduction of unplanned downtime; decrease in extraordinary repair costs; improvement in overall fleet reliability; and greater satisfaction for drivers and end customers. According to industry analysis, companies adopting predictive maintenance models can reduce downtime by up to 30% and maintenance costs by up to 20%.
Fleet managers, drivers, workshops, and client companies all benefit from a more efficient ecosystem, with vehicles always operational, more reliable planning, and fewer unforeseen events. But the advantage is also reputational: those who invest in predictive technologies demonstrate attention to sustainability, safety, and innovation.
Telematics has ushered in a new era in fleet management. It is not just about collecting data, but about transforming it into value.
Shared Mobility: The Paradigm Shift Has Already Begun
In Italy, around 80% of all passenger journeys are still made using private vehicles, primarily cars. This figure reflects how dominant personal mobility remains — not only in terms of how people move, but also in how cities are designed, how public money is spent, and how individual routines are structured.
Personal vehicles absorb nearly 90% of household mobility spending. Roads, taxes, and habits all reinforce a system that, while offering freedom and convenience, carries significant social, environmental, and economic costs.
Yet change is underway. The concept of shared mobility is gaining traction — not just among industry experts, but across the public sphere. The Future Ways 2024 Report, published by the Fondazione per lo Sviluppo Sostenibile and the Italian National Observatory on Sharing Mobility, presents a new framework to understand this transition. It clearly distinguishes between two mobility models: personal mobility, based on private vehicle use, and mobility-as-a-service, built on shared and public transport systems.
Shared mobility goes far beyond traditional public transport. It includes a diverse ecosystem: buses, trains, taxis, carsharing, micromobility, on-demand transport, and increasingly digital-first solutions. In this model, vehicles are not owned but accessed when needed. Users connect with services in real time, selecting the option that best suits their needs.
This is not about replacing the car with another single mode of transport. It’s about complementarity — creating an integrated system where each service plays a role. The goal is to empower people to choose the most efficient, affordable, and sustainable option based on time, distance, and context.
The Power of Digital Integration
Digitalisation plays a central role in this shift. MaaS platforms (Mobility as a Service) make it possible to plan, book, and pay for multimodal journeys in one place. Telematics and data analytics help forecast demand, optimise service coverage, and improve efficiency. Technologies like GPS, cloud computing, AI, and contactless payments are making this model more accessible than ever.
More importantly, digital tools are driving a cultural shift. Increasingly, especially in urban areas, people are moving from ownership to access, from driving to being transported, and from a personal mindset to a shared one. This reflects a broader change in priorities — towards sustainability, flexibility, and better use of time.
Shared mobility delivers measurable advantages. Shared vehicles produce lower emissions per passenger-kilometre than private cars. The fleets are newer and more electrified — over 26% of shared vehicles in Italy are electric, compared to just 0.5% of the private fleet. External costs such as air pollution, noise, accidents and congestion are also significantly reduced.
Socially, shared mobility helps fight transport poverty — the inability to travel due to financial or geographical barriers. In rural areas and small towns, where public transport is often limited, shared services can provide essential access to work, education, healthcare and social participation.
Despite its potential, shared mobility in Italy still faces major challenges. Service coverage is patchy and underdeveloped, especially outside large cities. Investment in public transport has remained stagnant for over a decade, and per-capita spending is lower than in countries like France and Spain.
The report calls for a “supply shock”: a decisive expansion of services, better infrastructure, and governance focused on integrating operators and local authorities. Without this shift, shared mobility will remain a niche rather than a norm.
Conclusion
Shared mobility is not a passing trend. It is a strategic lever for building more sustainable, inclusive, and efficient cities. The change has already begun — but real impact will depend on collective ambition, public investment, and political courage.
Offering real alternatives to private car use doesn’t reduce freedom — it multiplies options. It enables a vision of mobility that is smarter, fairer, and more resilient to the demands of our time.
Source: “Future Ways 2024 – Why Shared Mobility Matters”, Fondazione per lo Sviluppo Sostenibile and Osservatorio Nazionale Sharing Mobility. This article presents a reworked and summarised version for educational and non-commercial purposes.
From Courtesy to Intelligence: How courtesy cars are Redefining the User Experience
By Massimo Micucci – Senior Consultant at Open Gate Italia
By 2026, over 60% of European companies will integrate digital solutions into their mobility services.
In this landscape, courtesy cars are also evolving: from simple temporary substitutes to digital touchpoints that enhance the customer experience and create operational value. Whereas they were once mere “transition” vehicles, they now become a digital point of contact between brand and customer. Thanks to the integration of apps, IoT technologies, and fleet management systems, users can book, unlock, and return the vehicle without paperwork or dealership queues.
This new experience improves customer satisfaction, enables more agile and secure fleet management, and turn a fixed cost into a tool for data collection and post-sale service optimization. Looking ahead, replacement vehicles will become part of a flexible “mobility as a service” offering tailored to customer needs.
The most advanced systems integrate artificial intelligence and machine learning to analyze usage patterns, predict malfunctions, suggest optimizations, and improve safety. Predictive intelligence helps reduce accidents and vehicle downtime, while driving behavior monitoring encourages safer and more sustainable conduct. Cloud computing and IoT connectivity enable real-time management of even complex, distributed fleets, facilitating interaction with ERP, CRM, and automated billing tools. The vehicle becomes a node in constant dialogue with the company’s digital architecture.
Measurable Benefits for Businesses, Users, and the Environment
The adoption of digital systems in fleet management delivers concrete, quantifiable benefits:
• Efficiency: route optimization, reduced downtime, and predictive maintenance lower operating costs by up to 20%.
• Sustainability: integration with electric or hybrid vehicles, supported by monitoring systems, cuts consumption and emissions.
• Customer experience: streamlined digital processes increase customer satisfaction and loyalty.
• Safety: predictive analytics and behavioral monitoring tools reduce accident rates.
• Asset protection: geolocation and smart anti-theft systems help combat corporate vehicle theft.
Although the benefits are evident, there are still challenges to overcome. Data management requires an ethical and transparent approach, supported by well-defined policies and adequate staff training. Furthermore, many organizations still need to bridge internal technological gaps: integrating next-generation digital solutions with legacy systems is a crucial—though often complex—step.
The future is already in motion. And it begins with a new culture of data, technology, and service.
OCTO interviews its Global Markets Leader Insurance, Francesco Gobello
1. How does the role of Global Markets Leader Insurance take shape in the context of OCTO’s international commercial strategy?
My role is focused on driving OCTO’s commercial expansion in all geographic areas where telematics represents a growth opportunity, with particular attention to emerging and less mature markets. The main objective is to export our value proposition while preserving OCTO’s technological and service identity and at the same time adapting it to the specific context of each country in which we operate. In practical terms, this translates into a wide variety of activities: from direct participation in commercial negotiations in complex markets such as Latin America, Asia Pacific, and the Middle East, to building local partnerships, and structuring customized offers that take into account regulatory, cultural, and operational differences. The most interesting challenge lies precisely in this: translating a global strategy into local actions—maintaining consistency while allowing the necessary flexibility.
In each new country, it is essential to understand how the Insurtech and Mobility sectors are evolving, what the current trends are, who the key players are, and which business models are already established. For instance, in some countries, demand focuses on usage-based insurance solutions or reducing claims; in others, customer engagement is the key driver. My job is to detect these dynamics and align them with what OCTO can offer.
2. What strategic levers do you use to develop new markets and strengthen commercial relationships with clients?
The first step is understanding the local context: we cannot apply a one-size-fits-all commercial approach. It requires analysis, listening, and the ability to correctly interpret each client’s priorities and pain points, which can vary dramatically from country to country. In some areas, for example, the focus is on theft prevention and vehicle tracking. In others, predictive risk pricing is a priority, while in others, customer engagement is the main focus.
Another key lever is the credibility of the OCTO brand: our technological capability, infrastructural robustness, and experience in regulated sectors like insurance enable us to engage in strategic conversations with major players right from the very early stages. But technology alone is not enough: to build solid and long-lasting client relationships, we rely on a consultative approach. We work side by side to design tailored solutions, often integrating our services with their legacy systems or developing customized interfaces. Finally, I never underestimate the importance of personal relationships and on-the-ground presence. In many cultures, the relational dimension still plays a significant role in the decision-making process. Being present, building trust, and honouring commitments can be just as—if not more—important than product features themselves.
3. How does OCTO tailor its commercial approach to the needs of different global markets?
Adaptability is one of OCTO’s most competitive assets on the international stage. We don’t just replicate a model—we always look for the right entry point for each market. This means adjusting the commercial offering in terms of both value proposition and contractual model, working on sustainable business cases that align with local expectations. For example, in some markets an activation-based model is preferred, while in others a project-based or monthly subscription logic is more effective. In certain countries, the go-to-market strategy involves partnerships with telco operators or aggregators; in others, direct engagement with insurance companies or public institutions is more strategic. Another distinguishing factor is the modularity of our platform: we can activate highly diverse use cases—from behavioural scoring to claims management and shared mobility— carefully selecting the most relevant features for each client. This approach allows us to meet different needs while remaining true to our core identity.
I believe this ability to listen, understand, and adapt not only allows us to enter new markets—but more importantly, to stay there over time, building strong relationships and generating long-term value.