Dubai Taxi Corporation, part of the Roads and Transport Authority, announced the launch of its digital transformation strategic plan for 2022-2025. The strategy aims to achieve several strategic goals, including digital mobility, excellent operations, financial sustainability, enhancing people's happiness, and anticipating the future. The strategy focuses on nine main pillars: artificial intelligence, smart revenues, the Internet of Things, smart city, big data, governance and security, system upgrades, process automation and paperless initiatives, future transformation, and smart services.
Under these nine main pillars, there are 45 qualitative initiatives, including artificial intelligence initiatives such as automated responses to customer inquiries using AI, a voice-activated virtual assistant in the contact center for responding to customer requests and inquiries, a forecasting system for taxi requests and vehicle distribution based on input data, and the development of a driver identification verification system to ensure that the vehicle is used only by the authorized driver. Additionally, the artificial intelligence pillar includes initiatives for developing a customer identity verification system, using virtual reality technology to improve customer experience and promote the corporation's services, installing sensors in vehicles connected to internal systems to receive alerts before malfunctions occur, and studying the establishment of an integrated system to register supply companies and enhance communication channels with those companies to jointly improve the corporation's performance in attracting and hiring drivers.
The smart revenues pillar includes the development of additional features in the DTC App, providing key commercial highlights, a tracking system for school bus trips allowing parents to track trips, simplifying administrative procedures and automating them, along with payment validity through the portal. The Internet of Things pillar involves the development of a process and operation automation system using artificial intelligence.
The smart city pillar focuses on connecting the corporation’s internal services with service locations and providing them to external customers. The big data pillar includes an intelligent electronic system for evaluating driver performance by customers via the corporation's digital DTC App, and reorganizing data in the Dubai Taxi Corporation's big database to benefit from it in data integration and analysis to support decision-making and future foresight. This includes integrating all services into a single digital platform to facilitate customer access to the services provided by the corporation, and another system that connects external systems with internal systems through secure channels to simplify the process of linking new systems with existing ones.
Regarding governance, security, and system upgrades, this initiative focuses on protecting the corporation's database, in addition to monitoring systems to prevent malfunctions caused by server failures. The automation of processes and paperless initiatives focuses on staff categories, including providing an attendance management system and cooperating with Dubai Government’s digital recruitment platform to hire staff, as well as creating an intelligent training system for drivers. The paperless initiatives aim to limit and automate the paperwork processes for the corporation’s transactions and develop a plan to reduce the use of paper transactions and decrease carbon emissions.
Lastly, the future transformation pillar aims to develop a system for organizing passenger movements to obtain taxi and limousine services at Dubai airports, as well as develop a system for regulating taxi and limousine driver queues at Dubai airports and study the establishment of a virtual control center allowing control center staff to access systems from all locations. The strategy also includes a smart services pillar focused on integrating the customer relationship management system and developing additional services for drivers, employees, and suppliers and automating them.
