Uber Driver Carried Woman Into Backseat Of His Car ‘To Rape Her’

An Uber driver followed a young lady customer from his car to her doorstep and as she looked for her keys he pick her up from behind, carries her back to his Prius and raped her on the back seat of his cab, a court heard. 

Muhammad Durrani, 38, attacked the 27 year-old woman after picking her up outside a live music club in Clapham, south London, jurors heard. 

When they arrived at her home he got out of his car and followed her to her front door. 

As she struggled to find her keys, he came at her from behind, lifted her up in his arms and carried  her back to his Toyota. 

He then put her on the back seat, got in the car and raped her it is claimed by the prosecution. 

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Uber Driver Carried Woman Into Backseat Of His Car ‘To Rape Her’

An Uber driver followed a young lady customer from his car to her doorstep and as she looked for her keys he pick her up from behind, carries her back to his Prius and raped her on the back seat of his cab, a court heard. 

Muhammad Durrani, 38, attacked the 27 year-old woman after picking her up outside a live music club in Clapham, south London, jurors heard. 

When they arrived at her home he got out of his car and followed her to her front door. 

As she struggled to find her keys, he came at her from behind, lifted her up in his arms and carried  her back to his Toyota. 

He then put her on the back seat, got in the car and raped her it is claimed by the prosecution. 

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If CC Machines Can Have A Tip option, Why Can’t They Have A Validate Option?

I always felt it sensible for C/Card machines to have a "Validate" option available to drivers in cases where the journey was either quite long or if the driver had doubts or suspicion a card may not work (out of date etc)

As we are not empowered (trusted) by the PCO to examine any card physically it would surely be a simple software addition to allow a passenger to enter the card into any machine with a validation option to create confidence all round.

Currently, there is not, I personally would refuse anyone who I suspect holds an out-of -date card unless I see it close up, It is not unreasonable to ensure a potential passenger proves they have adequate funds to cover the Journey (particularly a longer one) before its commencement, and that applies to cash or card remembering we are all vulnerable sole traders who are regularly targeted and more often than not abandoned by the police in time of need, so every Taxi driver must vigorously protect their business from fraudulent exploitation and no licensing authority could reasonably argue against that right.

Be Lucky.

greenbadgejohn. 

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Val Shawcross Asked What Measures Are In Place To Stop Bus Drivers Moonlighting As Ûber Drivers.

We've all seen the Ûber Prius outside bus garages, we've known for years that some bus drivers are moonlighting as Ûber drivers.... This apparently is not allowed!

But what safe gaurds are inplace to protect the public. Surely you'd think TfL would have this covered....

Well think again....

In the same manner that they passed the Buck and put the responsibility for customer complaints to be dealt with by Ûber themselves, TfL say its the bus company's responsibility to check that their drivers are not registered as Taxi or private hire drivers. 

This was the reply which came back from deputy Mayor Shawcross. 

Dear Val Shawcross,

I recently attended a Transport User Group meeting where the question was asked by a local residents association about TfL licensed private hire vehicles parking in residential areas in or near to Fulwell Bus Garages.

Those representing the Bus Operators stated that there was a limit to the number of hours a bus driver could drive on a daily basis (10 hours), which included driving to and from home and the Bus Garage.

What system, if any, is there in place for TfL and the Bus Operators to check if bus drivers are licensed by TfL as private hire drivers and vice-versa regarding driving for more the allowed hours?

Regards

Xxx

Dear Mr Xxxxx,

Thank you for your email received earlier today. I am responding on Val's behalf.

The bus operators, who employ bus drivers, have employment contracts that state drivers must not engage in any other paid or unpaid work without their written consent. No bus company has agreed to a driver working in a second driving job such as for a taxi or private hire firm. When isolated cases of drivers 'moonlighting' have come to a bus operator's attention, action has been taken by the operator. We have also put an additional assurance process in place enabling bus operators to check if their employees are licensed on our taxi and private hire database - and could be holding two jobs.

Thank you again for raising your concerns with us. 

Kind regards

David Vorster
Communications and Engagement 
Taxi & Private Hire | Transport for London | Surface Transport 

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Electric Vito Vans From Mercedes-Benz Vans: No Range Extender, 90 MilesMax...Electric Taxi?

New electric Vito appears to be looking towards the same mass market as the LEVC, the small delivery van market. Electric Vito Taxi alleged to be a let down. 

Takes six hours to recharge with a maximum range of only 90miles, that could reduce to 60miles with full load, not really suitable for Taxi work.

• Electric drive planned for all commercial model ranges in the Mercedes-Benz Vans line-up
• eVito launches in 2018, with further model ranges to follow as of 2019
• Fast implementation of the eDrive@VANs strategy with five cornerstones: holistic ecosystem, industry expertise, profitability, co-creation and technology transfer
• A one-stop shop – state-of-the-art vehicles, robust charging infrastructure, service on-the-ground and connectivity services

Stuttgart / Berlin – Mercedes-Benz Vans plans to offer all its commercial van model lines with electric drive. This will start with the mid-size eVito, which is now available to order, with deliveries commencing in the second half of 2018. Further model ranges will follow, starting in 2019. The leading van manufacturer presented its holistic electric drive strategy at the eDrive@VANs workshop in Berlin. The focus was not just on the electric van itself, but also on a technological ecosystem tailored specifically to customers’ business needs. A holistic strategy based on five cornerstones delivers an innovative total-system solution covering the entire value chain of commercial usage. In order to meet this goal, customer co-creation plays a central role in product development, integrating the strategic partner and their industry expertise into the development process. The new eVito is the first production vehicle to have been developed using this strategic approach.

“We are convinced by the necessity of electric drive in our vans, especially in city centre applications. That said, electrification of the commercial fleet is not an end in itself, but follows the same principles as a classic drive when it comes to profitability. With our eDrive@VANs initiative, we’re showing that only holistic mobility solutions extending beyond the drive itself present a real alternative for commercial customers. The eVito is the starting point and will be followed by the new -generation of our Sprinter as well as the Citan”, says Volker Mornhinweg, Head of Mercedes-Benz Vans.

A commercial fleet must be able to meet transport needs economically and competitively – this principle applies regardless of the type of powertrain. If fleet electrification is to compete on equal terms with the classic internal combustion engine, it will need more than the right economic parameters such as the cost of purchasing and operating the vehicles. Just as important from the perspective of total cost of ownership is the integration of a robust charging infrastructure as well as comprehensive service and maintenance management.

Mercedes-Benz Vans plans to electrify all its commercial model ranges over the next few years, starting with the eVito. The second all-electric production model from Mercedes-Benz Vans after the 2010 Vito E-Cell starts at 39 990 euros (in Germany excl. VAT). The exclusive pre-ordering phase for the mid-size van begins today in Germany, with market launch scheduled for the second half of 2018. The first 1000 orders on the www.jetzt-elektroVAN.mercedes-benz.de microsite will also be rewarded with a service package including Wallbox. The eVito will be followed in 2019 by the eSprinter. The line-up will then be rounded off by the Citan. The commercial model ranges with electric drive will thus cover all requirements from people moving to goods transport.

The Mercedes-Benz Vans electric mobility strategy is based on the five cornerstones – a holistic ecosystem, industry expertise, profitability, co-creation and technology transfer:

1. Holistic ecosystem augments vehicle development

An off-the-shelf, one-size-fits-all electric model for tradespeople, couriers and people movers has no long-term future, which is why Mercedes-Benz Vans is pursuing tailor-made total-system solutions based on expert advice. Dialogue between customers and the specialists at Mercedes-Benz Vans will enable the individual adaptation of operating concepts to meet sector needs, fleet size and driving profile as well as the structural prerequisites for creating a dedicated charging infrastructure on company premises. The advice provided thus extends well beyond choosing the right vehicle variants and industry-specific equipment details. The use of connectivity solutions specific to electric vehicles as well as financing and mobility concepts will also be addressed at the early planning stages. The Mercedes-Benz Vans dealership network offers top-quality, nationwide service in electric mobility as the basis for reliable, round-the-clock management of maintenance and servicing. This ecosystem includes the following elements:

• Robust and intelligent charging infrastructure
• Connectivity solutions for charge status, battery range and optimum route planning in real-time
• Consulting: eVAN Ready App and TCO tool for analysis of driving behaviour and overall costs
• Rental vehicles for peak periods
• Driver training programme for electric fleets

Employee training is particularly crucial to the effective use of an electric van in everyday business as the right driving style can have a positive impact on maximum range.

2. High level of industry expertise for precisely the right product fit

As a pioneer in the development of battery-electric vehicles – the MB 100 van was powered by an electric motor back in the mid-90s – Mercedes-Benz Vans combines experience garnered over two decades with comprehensive industry expertise from its everyday sales and marketing activities. Even more so than in private ownership, vehicles used for commercial purposes must be tailor-made exactly to their respective use. Diverse types of trades and services, providers of courier or package delivery services and companies involved in the public or private transportation of people call for very different solutions. Starting with the Vito and following in 2019 with the Sprinter, Mercedes-Benz Vans will offer versatile and flexible base electric vehicles that can be adapted during the purchasing process in their range and load facilities to suit their specific usage scenarios. The new eVito will embody this very variability from market launch.

3. Focus on profitability and low TCO

When it comes to operating costs (total cost of ownership), the newcomer stands on an equal footing with the diesel-powered Vito. The higher purchase price is offset by lower energy and maintenance costs as well as tax savings. A prerequisite is the appropriate framework, such as attractive electricity pricing. Rapid developments in battery technology promise that, going forward, electric-drive vehicles will be amortised faster than those with conventional engines and will offer distinct commercial and environmental benefits. Furthermore, the holistic approach and the provision of a complete eDrive ecosystem significantly reduces operating costs across the entire lifecycle compared with piecemeal, isolated solutions, and offers customers of the eVito significant efficiency benefits and thus commercial added value.

4. Customer co-creation a new focal point of development

The electrification of the model line-up is accompanied by a paradigm shift in development – with customer co-creation taking centre stage. For instance, strategic customers such as logistics service provider, Hermes, and its specific requirements are integrated directly into the ongoing development of the electric vehicles and services. Hermes and Mercedes-Benz Vans agreed on a cooperation earlier this year, and will embark on a pilot phase in Hamburg and Stuttgart at the start of 2018. The electric fleet, which will be used for parcel deliveries, will subsequently be rolled out to other urban areas and reach a total of 1500 electric Vito and Sprinter by 2020. The strategic cooperation also includes working together to generate a concept for an efficient charging infrastructure at Hermes logistics centres, and IT services for optimum control of the electric fleet. In addition, the entire delivery process will be accelerated through the likes of automatic load-space systems that facilitate automated loading and unloading of packages.

Mercedes-Benz Vans is working with its customers to drive the innovation process in last-mile solutions, and not only with a view to the courier and package delivery sector. “The results from customer co-creation for the last mile can be transferred over to other sectors. At the end of the day, all customers can benefit from this transfer of knowledge and technology”, explains Mornhinweg.

5. Expertise and technology transfer from the Daimler Group

The core brand promises of Mercedes-Benz Vans apply regardless of the type of drive – there can be no compromises in ergonomics, workplace safety, comfort and safety in future either. The vehicle must also be attractive to the drivers who use it day after day. In order to guarantee these hallmark attributes, Mercedes-Benz Vans is building on proven vehicle concepts and further augmenting them with an all-electric powertrain developed in-house. This is founded on its access to the extensive technological resources of Daimler AG. Carrying over modular elements from car development that have a high degree of maturity guarantees first-class quality. The Group is investing heavily in electric mobility and making systematic use of the synergies between the car and commercial vehicle divisions. Deutsche Accumotive – a Daimler subsidiary based in Kamenz near Dresden – supplies batteries for the eVito. Different battery charging systems and tiered battery sizes set new benchmarks in economy and the cost/benefit ratio. In addition to high investment in other areas of the Group, Mercedes-Benz Vans will invest a further 150 million euros in the electrification of its commercial line-up over the next years.

The new eVito – range of around 150 km, top speed of up to 120 km/h, payload of more than 1000 kg and cargo volume of up to 6.6 m3

With an installed battery capacity of 41.4 kWh, the range of the new eVito will be around 150 km. Even in unfavourable conditions such as low outside temperatures and with a full load, it will have a range of 100 km. The mid-size van is thus perfectly configured for city-centre use by delivery companies, tradespeople and public transport providers. The battery can be fully charged in around six hours, while an output of 84 kW and up to 300 newton metres of torque deliver dynamic performance. When it comes to top speed, the customer can choose between two options: A maximum speed of 80 km/h fulfils all requirements in city traffic and urban areas, while conserving energy and increasing range. If more speed is needed, the customer can choose a top speed of up to 120 km/h.

Initially, it will be possible to pre-order the eVito with one of two wheelbases. The long-wheelbase version has a total vehicle length of 5140 mm, while the extra-long version measures 5370 mm. The electric model demonstrates its suitability for everyday use not least with a generous load space. It can accommodate a maximum payload of 1073 kg and a maximum load volume of 6.6 m3. Installation of the battery beneath the vehicle contributes to the unrestricted usability of the entire load space. The maximum gross vehicle weight stands at 3200 kg.

Mercedes-Benz Vans is driving the transition from pure vehicle manufacturer to provider of holistic mobility solutions with the adVANce strategic future initiative launched in autumn 2016. The strategic reorientation is also a response to the core challenges of current megatrends – increasing urbanisation with growing traffic levels in urban areas, stricter requirements for air purity and the demand for sustainable mobility. Under the adVANce umbrella, the brand with the three-pointed star will have invested around 500 million euros by 2020 in areas such as the integration of a wide range of connectivity solutions into its vans, innovative hardware solutions for the van sector and new mobility concepts

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Uber Is Shutting Down Its Little-Used UberRush Delivery Service :Little By Little, Bit By Bit.

Their name rolls out across the dusty plains, like grave yards filled with tombstones, waiting for a name.

Not long ago, on-demand package pickup Shyp closed its doors, saying it had failed to achieve critical mass for its explosive growth strategy and a last-minute pivot to business customers was too little, too late. Now UberRush, Uber’s delivery service for merchants in New York, Chicago, and San Francisco, is following suit and will soon be out of business.

TechCrunch reported on Friday that the NYC Rush team sent out an email to customers informing them the service would shutter at the end of June 2018, adding that while the company believes in “big bold bets,” they had to move on to other applications of Uber technology. The site confirmed to TechCrunch the June 30th shutdown date was official:

“We’re winding down UberRUSH deliveries and ending services by the end of June,” an Uber spokesperson told TechCrunch. “We’re thankful for our partners and hope the next three months will allow them to make arrangements for their delivery needs. We’re already applying a lot of the lessons we learned together to our UberEats food delivery business in over 200 global markets across more than 100,000 restaurants.”

TechCrunch noted that it had long since forgotten the service even existed, which is generous given its existence at all may have eluded notice for many in the first place. In April 2017, Uber discontinued UberRush courier service for restaurants, encouraging them to switch to its UberEats program. It wasn’t a good omen for the already minor Uber division, given that Quartz reported at the time that former employees said restaurants were the bulk of its business and that UberEats was simply more lucrative:

While Uber will likely continue to face supply constraints from its Eats push, the food delivery platform offers a more attractive value proposition than Rush did. That’s because with Eats, customers place their orders through Uber’s app. The company collects a delivery fee ($5 in most cities), a cut of around 30% from the restaurant, and a cut of 25% to 30% from the courier on each order, rather than the flat mileage-based fees on Rush.

In any case, the market for people willing to pay premium prices for somebody to go pick up their packages is apparently a good bit smaller than the market for having someone pick up your pizza.

This is hardly Uber’s biggest recent loss, though, as the company has continued to shed billions of dollars as part of an exhaustive growth strategy that is hitting a wall in some markets. The company recently bailed on its Southeast Asia division, opting to sell it and the 600 million potential customers living in the region to competitor Grab in a deal that has attracted the attention of Singaporean anti-competition authorities.

Source : Gizmodo 

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