USA Technologies to deploy cashless payment technology for Pepsi Bottling Ventures
A US based leader in secure, unattended cashless transactions for the self-serve retail market has been selected to implement cashless payments to one of the largest privately-held bottler companies in North America.
USA Technologies has announced in a statement this week that it has been selected to deploy its ePort cashless payment system on 13,000 Pepsi Bottling Ventures machines.
The company will provide a complete end-to-end enterprise solution that will enable PBV to provide cashless payments, improve customer service and route efficiency and reduce its carbon footprint.
Pepsi Bottling Ventures (PBV) is the largest privately-held bottler for Pepsi-Cola products in North America – manufacturing, selling, and distributing some of the world’s most recognized consumer brands. PBV operates 20 bottling and distribution facilities, serving over eight million consumers in North Carolina, South Carolina, Virginia, Maryland, and Delaware. Corporate offices are located in Raleigh, North Carolina.
“An important part of PBV’s mission is to provide “best-in-class” customer service to our clients,” said Randy Quirk, Vice President of Food Service, Pepsi Bottling Ventures.
“To meet this challenge, we needed to look at leveraging best-in-class technology to improve the consumer experience while also increasing our own performance and efficiency. We have long recognized the value of adding cashless payments to our vending machines, but were also looking to drive operational efficiencies. USA Technologies was able to offer a comprehensive solution from a single platform that allow us to achieve all our goals. USA Technologies’ extensive scale and experience also gave us the confidence to know we were picking the right partner to work with.”
The ePort cashless payment system is a reliable, secure and proven cashless payment solution. USA Technologies will also implement its Seed Pro and Seed Office solutions, a cloud based analytics system and mobile optimised vending management system respectively.
“PBV represents a new customer for USAT, and is a great example of the kind of forward-thinking, success-oriented customers moving a substantial portion of their machines onto the USAT platform for cashless and operational benefits,” said Mr. Lawlor. “USAT is proud to have earned their confidence and eager to help PBV quickly enjoy the top-line benefits that we expect will result from our work together.”
How changing your company's software code can prevent bias
Two-third of tech professionals believe organizations aren’t doing enough to address racial inequality. After all, many companies will just hire a DEI consultant, have a few training sessions and call it a day.
Wanting to take a unique yet impactful approach to DEI, Deltek, the leading global provider of software and solutions for project-based businesses, took a look at and removed all exclusive terminology in their software code. By removing terms such as ‘master’ and ‘blacklist’ from company coding, Deltek is working to ensure that diversity and inclusion are woven into every aspect of their organization.
Business Chief North America talks to Lisa Roberts, Senior Director of HR and Leader of Diversity & Inclusion at Deltek to find out more.
Why should businesses today care about removing company bias within their software code?
We know that words can have a profound impact on people and leave a lasting impression. Many of the words that have been used in a technology environment were created many years ago, and today those words can be harmful to our customers and employees. Businesses should use words that will leave a positive impact and help create a more inclusive culture in their organization
What impact can exclusive terms have on employees?
Exclusive terms can have a significant impact on employees. It starts with the words we use in our job postings to describe the responsibilities in the position and of course, we also see this in our software code and other areas of the business. Exclusive terminology can be hurtful, and even make employees feel unwelcome. That can impact a person’s desire to join the team, stay at a company, or ultimately decide to leave. All of these critical actions impact the bottom line to the organization.
Please explain how Deltek has removed bias terminology from its software code
Deltek’s engineering team has removed biased terminology from our products, as well as from our documentation. The terms we focused on first that were easy to identify include blacklist, whitelist, and master/slave relationships in data architecture. We have also made some progress in removing gendered language, such as changing he and she to they in some documentation, as well as heteronormative language. We see this most commonly in pick lists that ask to identify someone as your husband or wife. The work is not done, but we are proud of how far we’ve come with this exercise!
What steps is Deltek taking to ensure biased terminology doesn’t end up in its code in the future?
What we are doing at Deltek, and what other organizations can do, is to put accountability on employees to recognize when this is happening – if you see something, say something! We also listen to feedback our customers give us and have heard their feedback on this topic. Those are both very reactive things of course, but we are also proactive. We have created guidance that identifies words that are more inclusive and also just good practice for communicating in a way that includes and respects others.
What advice would you give to other HR leaders who are looking to enhance DEI efforts within company technology?
My simple advice is to start with what makes sense to your organization and culture. Doing nothing is worse than doing something. And one of the best places to start is by acknowledging this is not just an HR initiative. Every employee owns the success of D&I efforts, and employees want to help the organization be better. For example, removing bias terminology was an action initiated by our Engineering and Product Strategy teams at Deltek, not HR. You can solicit the voices of employees by asking for feedback in engagement surveys, focus groups, and town halls. We hear great recommendations from employees and take those opportunities to improve.