Month: March 2023

As a fleet manager, you likely face a daily barrage of duties around organizing fueling errands, planning routes, fielding calls from drivers when things don’t go to plan, figuring out how to lower emissions while staying profitable; the list goes on. On top of your busy schedule, your drivers are likely pushing to get more done during work hours, especially as demand for last-mile delivery and convenient on-demand services skyrockets. 

We get it — you and your drivers both need more time in the day to focus on the actual business goals you’re trying to accomplish. At Booster, we’re here to help. Check out these three ways our mobile fueling service can boost your fleet productivity:

1. Give Drivers Some Time Back

One of the most time-consuming tasks a fleet faces each day is fueling. According to Booster customer data, about 61 hours of paid labor per fleet driver are spent going to and from the pump annually — not a great look for fleet efficiency or fleet productivity. But what if you could take this fueling errand out of the equation?

Our mobile fuel delivery platform fuels fleet vehicles on-site during off-hours so your drivers can start each shift with the fuel they need, ready to go. This saves time, simplifies routes, and adds productive hours back into driver days, so they can spend their time on core business objectives like delivering packages or making service calls. It even makes renewable fuels more easily available to fleets eyeing sustainability gains. Plus, mobile fueling with Booster can save fleets $1,600 per vehicle annually on average.

2. Optimize Performance with Data

Another way to unlock unprecedented fleet productivity relies on fleet data insights. Booster’s fleet data portal generates detailed reports and analytics that provide valuable insights into fleet operations, fuel usage, and driver behavior to give fleet managers the knowledge to make more effective decisions about routing, fueling, fleet maintenance, and more.

Booster’s Fleet Portal also comes with responsive customer care and support. Fleet managers can submit feedback on their Booster service experience and receive product updates, new feature alerts, and maintenance notifications. With this support, fleet managers can stay informed and quickly address any issues.

With this window into fleet performance, fleet managers can optimize routes, identify fuel-saving opportunities, and prioritize maintenance tasks, all contributing to long-term fleet efficiency.

3. Make Financial Management a Breeze

Managing the finances and logistics associated with fueling takes significant time and creates an administrative burden. Many fleet managers still handle billing with paper filing systems and hundreds of fuel transaction receipts. It doesn’t have to be this way. 

Booster’s platform provides real-time access to billing data, enabling fleet managers to track fuel expenses at a quick digital glance. The platform also allows fleet managers to schedule fuel deliveries in advance and all at once, ensuring that fuel is always available when needed — no route changes are required. By automating fueling coordination and finance management, fleet managers can free up more time in their workdays to focus on critical fleet efficiency tasks like maintenance, safety, and compliance.

Fleet managers should consider implementing these three key strategies to realize significant efficiency gains both in the field and in the office. By outsourcing fueling errands, streamlining finance management, and leveraging data insights, fleet managers can increase productivity at all fleet levels to access budget savings, route optimization, and better driver performance. 

Interested in mobile fueling for your fleet? Visit boosterusa.com. 

Originally published in Southern Company’s 2021 Corporate Responsibility Executive Summary Report

Southern Company is proud to support the communities we serve, and we are committed to protecting the environment we all share. We recognize our obligations to:

Reduce our greenhouse gas (GHG) emissions through both internal efforts and partnerships with customers, communities and other industries. Our goal of net zero by 2050 includes direct Scope 1 emissions across our electric and gas businesses. We are also committed to reducing our Scope 2 emissions and working with partners and customers to reduce Scope 3 upstream and downstream emissions.Support a Just Transition for our employees and communities as we decarbonize our energy portfolio.Continuously improve energy efficiency through technological advancements and innovative programming across our service territories.Meet or surpass all environmental laws and regulations – compliance is the foundation of our environmental commitment.Practice conservation, promote biodiversity on our land and in the communities we serve.

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Among Industry Leaders in Emissions Reporting 

Southern Company reports all relevant Scope 1, 2 and 3 emissions through its annual CDP submission and other company disclosures. Notably, we received limited assurance from Deloitte & Touche, LLP for our 2021 and 2020 Scopes 1 and 2 GHG emissions, and we continued to expand our Scope 3 emissions reporting in 2022. Our enhanced reporting is responsive to feedback received through Southern Company’s robust stakeholder engagement efforts.

Spotlight: GHG Emissions Reductions

Southern Company’s net zero strategy considers both direct and indirect emissions reductions. Drivers for direct emissions reduction include: reduced reliance on coal-fired generating assets, use of natural gas to enable the low-carbon energy transition, further growth in our portfolio of zero-carbon resources, enhanced energy efficiency initiatives, negative carbon solutions and continued investment in research and development (R&D) of clean energy technologies. While our net zero goal is focused on direct emissions, we are also committed to reducing emissions across our full value chain through engagement, energy efficiency measures and partnerships with customers, suppliers and other organizations.

As we transition to net zero, we believe having a diversified energy portfolio is crucial to reducing emissions while maintaining reliability and affordability for our customers. Since 2007, we have significantly reduced our reliance on coal-fired generation, meaningfully increased generation from zero-carbon resources and made strategic decisions around our use of natural gas.

Southern Company continues to reduce the number of generating units in our coal fleet, lowering emissions and retiring uneconomic resources. We have proposed to have just eight coal units remaining in our generating fleet with a nameplate capacity of less than 4,500 MWs by the end of 2028, and we expect to further reduce our coal fleet in the 2030s, pending regulatory approval. In July 2022, Georgia Power received approval of its 2022 Integrated Resource Plan that includes a transformation of Georgia’s energy resources, growing renewable resources, investments in reliability and resilience and diverse, flexible customer programs.

Importantly, we continue to emphasize the well-being of our employees and communities by focusing on a Just Transition as we seek to make significant changes to our generating mix in a relatively short timeframe. In early 2022, Southern Company published a set of Just Transition Principles that aim to foster:

Strong governanceEffective stakeholder engagement and transparent communicationEmployee support and coordination with labor unionsOngoing community and environmental commitmentContinued safety, reliability, resilience and affordability

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