A COOPERATIVE SPIRIT
David Fraser says his final farewell with Brad Gannon taking the lead.
David Fraser Group CEO
CEO’s message
This is the last time I will be writing to you as Group Chief Executive Officer of Capricorn. Making the decision to retire wasn’t easy, particularly given Capricorn is in the best shape of its 50-year history and has such an exciting future ahead.
But, from January 2025, Brad Gannon will be your new Group CEO. Brad and I have worked together for many, many years and he brings a wealth of experience and energy to the role. Brad is Capricorn through to his core. His care for our community – our Members, our Preferred Suppliers, our people – is second to none. I could not be more comfortable or pleased to be passing the baton of our cooperative’s leadership over to him.
The new year also brings with it a new Chair of the Board, with Queensland Member Director Mark Rowe stepping into the role. Mark and Brad are both outstanding leaders and with them at the helm I’m very confident about Capricorn’s future. Capricorn’s purpose, and its work, continues. Our cooperative is in good hands.
My departure coincides with the new year, which is a natural time of reflection for all of us. I’m acutely aware that 2024 has not been an easy year for many. Some Members are really feeling the impact of the cost-of-living crisis and have had a stressful end to the year. I hope 2025 is more prosperous for everybody. Capricorn will be there to make the job easier, wherever we can. In the meantime, take some time away from the workshop, spend time with the people you love, and do the things you enjoy. Come back recharged and refreshed to tackle the new year.
Before I sign off for the final time, I wanted to say thank you to all our Members, Preferred Suppliers, Board of Directors and, of course, the Capricorn employees. Capricorn wouldn’t be what it is without you all. I have spent the best part of two decades at our cooperative and I have loved every minute of it. It has been the privilege of my career to lead such a great organisation.
I wish you, your family and your team all the very best for a strong and happy 2025.
4 A LEGACY OF LEADERSHIP
David Fraser’s four decades of stewarding the automotive industry comes to an end.
8 CAPRICORN CONFIDENCE INDEX
A closer look at Member’s confidence in the automotive industry.
10 PROTECTING YOUR BUSINESS DURING THE FESTIVE SEASON
How to prevent holiday heists.
11 A NEW ERA OF LEADERSHIP
Mark Rowe appointed the new Chair of the Capricorn Board.
12 CLASSIC RIDE: DATSUN
Hello little Bluebird: A nostalgic drive down memory lane.
16 LEADERSHIP IN FOCUS
How to become a better automotive business leader.
18 2024 MITSUBISHI TRITON VRX
Does this new generation have the chops to compete with Toyota and Ford?
22 KEEPING YOUR INFORMATION SAFE
How Capricorn is committed to protecting your privacy.
David Fraser Group CEO
24 A YEAR OF ACHIEVEMENTS
If 2024 was a great year, 2025 will be better.
LEADERSHIP A legacy of
David Fraser’s four decades of stewarding the automotive industry comes to an end.
This month, Capricorn Chief Executive Officer David Fraser calls time on a 39-year career in the automotive industry. Over four decades he’s seen incredible technological change, stewarded two of the aftermarket’s biggest WA-born brands— Coventry and Capricorn – and dedicated countless hours to forging a strong future for both our industry and the cooperative movement.
In reality – like anyone whose parents run an auto business –David’s career in this industry started at a far younger age than 39 years suggests. David’s father ran a wrecker’s yard in Magill, in the eastnortheastern suburbs of Adelaide.
“I used to spend a bit of my time on weekends helping out,” David said. “He traded six days a week and I spent a fair bit of time ‘deconstructing’ cars, but I was never good at putting them back together again.”
Not being mechanically minded, David never dreamed the automotive industry was going to be his future, but when he left school and started looking for work, his father’s connections helped him land a job with a local parts retailer.
“I’d been in the business two or three years when another company bought it,” David said.
That company was Coventry – a parts retailer founded in Perth in 1929 – which by the late 1980s and through the 1990s was rapidly expanding across Australia and New Zealand.
“One of the managing directors at the time really encouraged me to go back and do some tertiary studies,” David said.
David studied for a Diploma in Sales and Marketing. He would spend almost 20 years working his way up through Coventry, eventually moving his young family to Perth in 1997 to take up a role as Group Marketing Manager of Automotive.
“I stayed for so long because I felt like I was still growing and learning and developing – I never knocked back an opportunity that came my way,” he said.
“Eventually, you’ve been there for so long you’ve built a lot of relationships with industry people. I’ve always found auto people are real, genuine people. Everybody is prepared to help and support one another. I think those relationships that I formed over that time were a big part of what’s kept me glued to the industry.”
LEADERSHIP
In 2019, David was made Group CEO, replacing Greg Wall. He brought in the skills, capabilities and technology he knew were needed to help take Capricorn to the next level.
“We optimised the use of data in the business to improve the Member and supplier experience and engagement, mitigated risks to the balance sheet, and diversified our revenue streams,” he said.
Capricorn now has over 30,000 Members who spent $3.7 billion on their Trade Accounts in the 2024 financial year (up from $2 billion in 2019).
A legacy of LEADERSHIP
By the time he became group general manager of automotive three years later, Coventry operating revenue exceeded $320 million a year. When he left the business in 2005, Coventry revenue topped $500 million.
Before joining Capricorn in 2006, David spent almost a year as Group General Manager of Supply Direct, a wholly owned subsidiary of ASXlisted Ausdrill that supplied parts, plant and equipment to mining companies in overseas markets – something he describes as a valuable experience.
Then the phone rang. It was Trent Bartlett, then Chief Executive Officer of Capricorn, offering him the role of General Manager of Automotive. David leapt at the chance.
“Coventry was a supplier to Capricorn, so, I would probably have first learned about Capricorn in the mid 1980s,” he said.
In 2006, Capricorn had about 150 employees and 9,000 Members.
“Coming in, I was really pushing for membership growth because there was a view in the business that we were probably going to cap out at around 15,000 Members,” David said. “I didn’t believe that. I thought the market was bigger. Equally, we had to put in place some frameworks and disciplines to make sure we were spending adequate time with existing Members.”
During this time, David helped usher in Capricorn Service Data, AutoBoost and Capricorn Fuel Card. Membership more than doubled to 20,000.
On the side, David has quietly dedicated his free time to the development of both the automotive industry and the cooperative movement – as a Director and eventually Chair of Western Australian Motor Industry Foundation, a Director and eventually President of the Australian Automotive Aftermarket Association (AAAA), a Councillor of the Co-operatives Federation of WA, and as a driving force behind the founding and development of Australia’s Business Council for Cooperatives and Mutuals (BCCM).
BCCM is Australia’s peak body for cooperatives and mutuals. It was founded in 2011 with seed funding from Capricorn. Chief Executive Officer Melina Morrison called David, “an unwavering presence and support” for the cooperative movement.
“Having David at the board table has been very reassuring because he has kept that flame burning from the beginning, and that’s really helped the BCCM thrive,” she said. David said the fact Capricorn was a cooperative had been “critical to our success”.
“It’s the glue that holds us together,” he said. “That Capricorn continues to invest in working with other cooperatives and building out those relationships globally is to our benefit, because it means that we can continue to learn from others.”
In October, David was inducted into the BCCM Honour Roll, a virtual Hall of Fame which recognises outstanding leaders in the cooperative and mutual sector, honouring their contribution to their industry.
“Being inducted into the BCCM Honour Roll was a tremendous privilege,” David said. “Being a part of the nation’s cooperative movement, is something that has been important to me during my career, so it’s wonderful to be recognised by an organisation I respect so deeply”.
AAAA Chief Executive Officer Stuart Charity said David had been “instrumental” in some of the industry’s most important policy achievements.
“It’s not a coincidence that David was President of the AAAA when we launched the Choice of Repairer campaign,” he said. “He's one of the, if not the, most impressive people
I’ve ever had the privilege of working with. His strategic knowledge of the industry is almost unparallelled.
But he’s also a down-to-earth guy. He’s got time for everyone and I think he’s universally loved and admired for what he’s achieved.”
In 2022, David was inducted into the AAAA’s Hall of Fame – a moment he describes as a highlight of his career.
After so many years in leadership roles, what’s David's philosophy on leadership?
“You’ve got to be a good listener, you’ve got to make it safe for people to want to be honest with you,” he said. “Don’t be defensive; be curious. Encourage people to celebrate success. I’m a big believer in collaboration. And you need to become a good storyteller.”
“I can leave confidently knowing that the business is in a great set of hands with Brad,” David said. “He brings a wealth of experience, vision and energy to the role and, having been with Capricorn for 16 years, he has a deep understanding of the importance of Member centricity and of the culture that makes us a great business that’s rich in talent.”
For his part, Brad said David was “humble, caring and passionate about the automotive industry”.
“David has been an absolute gentleman in all scenarios, looking out for what was best for others before ever thinking of himself,” he said. “I will absolutely miss David and our daily conversations on how we can make things better for our community, but most of all he knows, just like him, that my passion for our community and our cooperative principles runs deep.”
After almost four decades, how does David reflect on a career in an industry he joined almost by accident?
“I have enjoyed it,” he said. “There’s always something different, every day. I’ve really enjoyed the opportunity to meet a lot of our Members and Preferred Suppliers over the years. Hopefully I’ve been able to listen to some of their feedback and, as a result, create a bigger and better Capricorn.”
“It’s a great business. We’re in our 50th year and my role has always been about making sure that we’re here for the next 50 years.”
CONFIDENCE INDEX
How confident do Members feel about their businesses and the automotive industry as a whole?
To mark Capricorn’s 50th anniversary in the industry, we have launched the Capricorn Confidence Index.
We believe this is the nation’s most accurate measure of the confidence business owners working in the automotive aftermarket have in the future of their industry.
Incoming Capricorn Group CEO, Brad Gannon, said that with more than 30,000 Members across Australia and New Zealand, Capricorn is uniquely positioned to understand the perspectives of business owners in the automotive aftermarket and to capture how they’re feeling about an industry that keeps more than 20 million motor vehicles operating safely on our roads and in our communities.
“Every year, for the last four years, around 2,000 Capricorn Members from Australia and New Zealand have taken part in our State of the Nation survey, making it the most detailed and insightful survey of business owners working in automotive,” he said.
“The Capricorn Confidence Index is a barometer for the health of the automotive industry. It takes into consideration how confident Members are in the future of their business, how confident they are in the future of the automotive industry, and whether they have plans in place to grow or improve their business over the next 12 months.”
“We have worked with our independent research partners and data experts to develop the Index. Using data from previous State of the Nation surveys, we can see that the Index is relatively stable, with slight improvements over the past few years, which provides us with an assurance that the calculation is a sound and reliable indicator,” Brad said.
What does the Index data tell us?
The good news is the Index data shows that Member confidence has steadily increased over the last four years, from 68.2 points (out of a possible 100) in 2021 to 70.5 points in 2024. This is the combined figure for Australia and New Zealand.
“This growth reflects an optimism among Capricorn Members about their current position and economic outlook.” Brad said.
“The Index doesn’t appear to be very volatile, with minor increases on the post-pandemic turbulence and no decline during the recent inflationary period,” Brad said. “However, Members still face significant challenges and there are opportunities for growth in individual businesses and the industry as a whole—with everything from electric vehicles to artificial intelligence set to change the way we all operate in the coming years.”
Why so confident?
A close look at the data that goes into the Index shows 62% of Members feel highly confident in the future of their own businesses—the highest level in four years.
“The confidence is spread across all business types but is most steadily observed in Members with mechanical or collision workshops,” Brad said. “Micro and small business owners are the most confident and, interestingly, owners of newer businesses are more confident than those who’ve been in the game a long time.”
Members who don’t feel confident about the future of their businesses expressed concerns about increasing cost-of-living pressures, the price sensitivity of customers, cash flow and profitability.
“Members are generally less confident in the industry itself than they are about their own businesses, but in this area, we see sentiment varying a bit,” Brad said.
“Confidence is highest among new Members, mobile mechanics and auto-electricians and lowest among dealerships and collision workshops. It’s likely newer and smaller businesses feel they’re better able to adapt to upcoming changes to the industry.”
Key challenges to confidence in the industry once again included cash flow and profitability, but cappedprice servicing, longer warranties and servicing EVs also featured heavily in the responses.
Time to grow?
The Index takes into account decisions to invest in business growth opportunities, which is a practical indicator of confidence. The data shows seven in 10 Members are planning to grow their business in the next 12 months, which is roughly consistent with the data over the past four years. The main areas for planned improvements are improving business efficiency (68%), increasing profit margins (57%) and employing more staff (44%). New Zealand Members are more likely to focus on upskilling existing staff.
“Unsurprisingly, there’s a strong correlation in the data between feeling confident in both your business and the industry and plans to invest in growth opportunities over the next year,” Brad said.
“Of those who don't feel confident in their business, only 56% have a plan in place to grow their business vs 75% of businesses have a plan in place if they feel highly confident in their business.”
Brad said he believes the Index will quickly become the definitive measure of confidence in the automotive aftermarket.
“It’s not just a number; the data in the Index can tell us a lot, and we expect it will be used to drive everything from innovations in Capricorn’s products and services to public policy changes,” he said.
The Capricorn Confidence Index was officially launched in October as a part of Capricorn 50 Years Strong celebrations.
The research forms part of this year’s State of the Nation report, visit
Protecting
business during the Festiveseason
The holiday season is a great time for relaxing and enjoying festivities with loved ones, but it also brings a heightened risk of burglary, especially if your business premises are left unoccupied for an extended period of time. Unfortunately, many criminals don’t take a holiday, and statistics show that property offences often peak around Christmas Eve and New Year’s Eve.
According to data published by New Zealand Police, Theft and Related Offences are up 6% since January 2023#, making it more important than ever to secure your business before you embark on your well-deserved holiday break.
While Capricorn Risk Services may be able to provide protection against certain theft and damage events, the best strategy is to prevent incidents altogether. Here are some important reminders to help you keep your business safe while you enjoy your well-earned time off:
Fortify entry points
Before you leave, double-check that all windows and doors are securely locked. Unlocked entry points can be an open invitation to burglars.
Conceal valuables
Don’t tempt thieves with visible valuables. Remove or hide electronics and expensive portable equipment and remember to lock any safes that are on the premises.
Assess your security systems
Test your security cameras and alarm system to ensure they are in full working order. Verify that they are armed and active.
Illuminate your premises
Well-lit premises are less attractive to potential intruders. Leave some lights on or consider motion-sensor lights for added security.
Enhance building security
If time and resources permit, consider upgrading your building’s security features. Install anti-pick locks and consider adding bars or cages over windows, for added protection.
With Capricorn Rewards^, you also have access to a comprehensive selection of products that are specifically designed to strengthen the security of your business property. From surveillance systems to reliable access control solutions, we've got everything you need to ensure that your business is well-protected 24/7.
Contact your local Risk Account Manager for more information, or simply call 0800 555 303 or email info@capricornrisk.com for assistance. TM
A new era of Capricorn leadership
In October, Queensland Member Director Mark Rowe was appointed the new Chair of the Capricorn Board, replacing Mark Cooper who had been in the position since 2019.
Mark Rowe is thrilled to be taking on the role of Chair at such an exciting time for the industry.
“This year Capricorn celebrated half a decade of supporting automotive businesses like mine and I’m looking forward to continuing to support this purpose for the next 50.”
“We’re experiencing a once-ina-generation transformation in automotive right now, and no-one knows exactly what the future holds. What we do know, is Capricorn will be there to support businesses in the industry, no matter what the future is”.
An auto electrician by trade, Mark has been a Capricorn Member since 1999. He was first elected to the Board in October 2022.
Mark also paid tribute to Mark Cooper, retiring Chair.
“Mark Cooper has been an instrumental Chair of the Capricorn Board, leading the organisation through a period of record growth. I look forward to continuing to grow on his fantastic legacy”.
Mark Cooper will remain on the Board as the VIC/TAS Director until the 2025 AGM.
Datsun
Datsun
Kids these days are too young to remember the sheer delight of seeing an old Datsun Sunny beetling along the highway. Only kids who are really into their cars would know that Datsuns were even a thing—the brand having been supplanted by its parent brand, Nissan, in 1981.
Like Austins, Leylands and Daewoos, Datsuns have now completely disappeared from our roads. The kids these days are far too young to know that some of Nissan’s most famous models—the Skyline, the Patrol—started their lives as Datsuns.
But plenty of old hands in our industry will have spent many an hour under the bonnet of a Bluebird or watching a Sunny fang it around the track at Bathurst.
The heyday of the Datsun was the 1970s, but the company can trace its history back to 1914, when it began making cars in Tokyo. The first Datsuns were exported to Australia in 1934, the US in 1958 and New Zealand in 1962.
At the Centenary Royal Show in Melbourne in October 1934, you could pick up a Datsun sedan for £199. “It is a trim little vehicle with just sufficient accommodation for four adult passengers and an eighthorsepower engine with quite a lively performance”.
It wasn’t until 1959, when entrepreneur Sir Lawrence Hartnett decided to import 100 Datsun Bluebirds, that sales of Japanese cars really began to take off in Australia. In 1966, the first Datsun car to be built in Australia rolled off the factory floor in Sydney. In 1967, Datsun 1000 (the famous “Sunny”) took first and second place in Class A at Bathurst. A door that had been slowly nudged open had now been kicked ajar. Australians were ready for Japanese cars. By 1973, Mazda was the fourth most popular make, after Holden, Ford and Chrysler. The following year Australia introduced a law requiring 85 per cent of vehicle parts to be locally sourced, which saw Nissan and Toyota both introduce local production lines. This period coincided with the “oil shock” which saw global petroleum prices skyrocket. Motorists suddenly wanted more economical cars, and the Datsun 120Y was the class leader. By December 1976, 27 per cent of all new passenger cars sold in Australia were small cars with good fuel economy, and the 4-cylinder 120Y—achieving 49 miles to the
gallon (4.8L/100km) and marketed as “frugal to run and fun to drive”—was second in sales only to the Holden Gemini.
The 120Y had disc brakes, a push-button radio and electric windscreen washers. At around $3600, it was about $400 cheaper than the Gemini, making it particular popular with younger drivers.
Datsuns were everywhere.
The Datsun 240Z, first introduced in Australia in 1970, was beloved as a fun and affordable sports car. With a 2.4-litre, inline-six engine that produced 151 hp (112.6 kW), it was also hugely successful on the track (Bob Muir won the 1973 Australian Touring Car Championship in a 240Z). This was the birth of the popular Z series, which continues today with the twin-turbo 3.0-litre 300 kW seventh generation Nissan Z. The 260Z and 280Z are considered highly collectible classics. (The Datsun Sports Owners Club had sprang up in Victoria as early as 1968).
For families, the Bluebird sedan had been a popular make since the early 1960s. The late 70s/early 80s model, the 910, came in two, four and five-door versions and engines ranging from 1.6 to 2 litres. 130,000 of them were made and sold in Australia. Unlike the Z, this was distinctly not a cool car. (The notable exception being George Fury’s Bluebird Turbo, which earned pole position in the 1984 James Hardie 1000 and holds the fastest lap record on the old Mount Panorama Circuit—but that hardly counts because it was specially imported and had a Z engine turbo motor in it.)
But it’s the Sunny, the compact, classic 1000 model of the late 1960s and early 1970s, that was always most bewitching to see on the road. The original 988cc four-cylinder engine came with a three- or four-speed manual or threespeed automatic transmission.
Australians could choose the regular, the coupe or the deluxe model—the latter two versions giving you four extra horsepower (to 66 hp).
The Sunny would go through several iterations, including 1200, 1400, 1500 and 1600 models, over the coming years, before being replaced by the 120Y. New Zealanders may even remember the Datsun 1200 SSS, a special edition fourdoor sedan made and marketed locally. Only 800 were made. If you’re old enough to remember, that is.
And if you’re not, or if your kids are not, maybe get along to your local Nissan car club’s next meet-up. You’ll find plenty of Datsuns on display. And, even after all these years, they’re still a sheer delight.
How to become a better
AUTOMOTIVE BUSINESS LEADER
Could investing in your leadership skills be exactly what’s needed to not just supercharge your business success, but to perhaps rekindle your passion for automotive?
If you’ve been running an automotive business for a while, it’s easy to get yourself into a rut. That’s what happened to Adrian De Rosa, owner of Noranda Service Centre in Perth’s inner northern suburbs. He started the business in 2005 in a small, two-bay workshop.
Adrian has since moved to a larger premises and he and his wife, Anne, now employ five people.
“Two or three years ago we were pretty stuck in the way we were doing things and we’d just started getting really complacent,” Adrian said. “We were at crossroads and thought either go forward and try and really develop myself as a leader, and develop the business, or we look at other options and maybe even exit the business.”
Adrian decided to invest in his leadership skills and contacted The Workshop Whisperer. “That definitely opened my eyes to ways of doing things better and learning from other people in the industry who do things well; it’s a good network to be in,” he said. “When it comes to staff and making them feel like they’re part of our journey, that they’re heard and valued—we weren’t doing any of that. It doesn’t happen overnight and we’re forever building on it, but we have a much better environment now, and our team has grown.”
Importantly, Adrian is no longer constantly burnt out from being spread too thinly across the business.
“Everyone’s got their role and it’s not me trying to do everything anymore,” he said. “I’m definitely more excited to be going to work and just watching everyone do what they’re meant to do, and to be overseeing it. I’m really proud of that. It’s a good feeling.”
This year’s State of the Nation report found that 35% of Members were looking to upskill—and leadership skills are arguably the best investment a business owner can make. Leadership skills are different to management skills. Here’s how Harvard Business School defines the difference:
The manager administers; the leader innovates
The manager maintains; the leader develops
The manager focuses on systems and structure; the leader focuses on people.
Capricorn Member Director Lydia Stjepanovic, a second-generation auto business owner from Sydney, said while a good manager “is someone who has an analytical mind and is able to understand all the resources they have at their disposal”, a good leader “inspires a vision and empowers growth” and is always curious about how to inspire others, how to communicate effectively, and how to empower their team.
“The first benefit of an empowering leadership style is that you will inherently breed good culture, where those who are empowered want to work,” Lydia said. “A strong leader communicates the ‘why’ behind their business and they align everything that the business does and communicate with the team on a regular basis why it’s important. It’s not just about fixing cars.”
Lydia’s own investment in her business leadership skills included attending an educational event with American business coach Tony Robbins—something she describes as a transformative experience. She also follows the advice of marketing guru Simon Sinek. But you don’t have to pay for an expensive event to start your leadership journey.
“Learn from others,” Lydia said. “Read books, listen to podcasts, watch YouTube videos, be really intrigued by others’ stories. Go to forums, summits, anything where you can get information. But be critical of that information and distil it down to what’s relevant to you. If you find someone who intrigues you, message them on LinkedIn. Sometimes when you reach out to people, especially in the industry, they’re willing to impart their knowledge. Find a mentor and a business coach.”
Lydia Stjepanovic, NSW/ACT Director
MITSUBISHI TRITON VRX 2024
Utes are as popular and ubiquitous amongst Kiwis as a steak and cheese pie. Their widespread popularity means that utes can be found virtually everywhere in New Zealand. It’s therefore unlikely to surprise anybody to learn that for the past seven years, New Zealand’s best-selling new vehicle was the Ford Ranger, with the Toyota Hilux following closely behind most years.
The Mitsubishi Triton is a popular vehicle, having placed 10th overall in new vehicle sales for 2023. Despite its objective popularity, the Triton is a fair margin behind the Ranger and Hilux in overall sales. So, does the new-generation Mitsubishi Triton have the chops to take a bigger slice of the pie from Toyota and Ford in 2024? More importantly, should it be your next ute of choice?
What we like What we don’t like
Enhanced performance
Improved responsiveness and refinement
Better handling
Major interior and technology updates
10-year Diamond
Advantage warranty
Polarising nose design Irritating driver attention warning
Ride quality and body control are only okay
Heavy tailgate
What’s in the 2024 Mitsubishi Triton range?
There are several variants of the Mitsubishi Triton available for New Zealand buyers. I say “several” because there are 14 different options available on Mitsubishi New Zealand’s website at the time of writing. But buyers aren’t being offered 14 different trims – the options are based on a few underpinning specs.
Across the range, there are three core trim levels: the entry level GLX, the mid-spec GLXR and the top-spec VRX. All Tritons are powered by a 2.4-litre bi-turbo diesel engine, producing 150 kW of power and 470 Nm of torque, paired with a six-speed automatic gearbox. No manual transmissions are offered in the current range.
The cheapest Triton, the 2WD GLX single cab, can be yours for $38,690. The top-spec and most expensive Triton is the 4WD VRX double cab (also our test car), which is priced at $59,990.
First impressions of the 2024 Mitsubishi Triton VRX
I can’t say that I’m sold on the new design of the Triton. You may need to pass your eyes over it a few times, but then, you’ll probably notice that the design is actually quite similar to the outgoing Triton. It still has its hallmark c-shaped fascias flanking its squared grille, along with slanted headlights and separate square housings for the indicators and ancillary projector lights.
From the rear three-quarters, the design is much tidier. There’s fresh sculpting down the side of the body, along with an updated set of LED tail-lights. The contrasting body flares on our test ute provided it with proper presence, and its rear sports bar was a nice touch.
What’s the interior like in the 2024 Mitsubishi Triton VRX?
Inside, there are plenty of swanky touches, soft materials lining the dashboard and door cards, and leather upholstery with orange-stitch finishes. The seats are heated, as is the steering wheel, and the switch-gear and vents feel nicely damped. There are also some good liveability features, including a wireless phone charger, USB-A and USB-C inputs, a split glove box and additional cup holders that pop out from the dashboard. There are also a few not-so-good cabin finishes, such as piano black plastic (which scratches easily) surrounding the centre console, and some faux carbon fibre surrounding the window switches (tacky, in my view).
The instrument cluster is a combination display, with traditional analogue dials and a central digital display canvassing the middle. The digital display has reasonably good resolution and has several different outputs, including tyre pressure monitoring, a compass and digital speedo, along with different safety support screens. The back seats have plenty of give and enough head and legroom to be comfortable. The rear tray measures 1,555 mm by 1,545 mm by 1,135 mm between the wheel arches, meaning there’s enough room for a standard Euro pallet.
What’s the 2024 Mitsubishi Triton VRX like to drive?
Underneath the bonnet, the Triton features a new powerplant boasting twin turbos. This has increased the Triton’s performance, with its engine outputting 150 kW of power and 470 Nm of torque. From behind the wheel, you’ll notice that the engine is very responsive, with peak torque developing at 1,500 rpm. The new twin-turbo arrangement produces boost more consistently across the entire rev-range, resulting in meatier mid-range performance and improved throttle response.
The engine is paired with a newly developed six-speed automatic gearbox, which shifts smoothly and has well-programmed shift logic. I didn’t catch it hunting for gears, unlike some new utes. Although it’s a six-speed, the improved responsiveness of the turbos means that they begin spooling up and feeding through boost before the downshift to blend over the ‘cut’ in performance.
You’re also going to experience less stress piloting the new Triton through urban areas and twistier sections of tarmac. For this generation, Mitsubishi invested considerable time and effort tuning the Triton’s suspension for Australasian conditions, resulting in better overall road manners and body control. Although the ride quality has been generally improved, there’s still no avoiding the stiffness which arises from a leaf sprung rear end. This means that the ride can still be somewhat bouncy over rough and poorly graded tarmac.
Anyway, even though improved on-road manners are appreciated, off-roading capability is arguably more important for a new ute. Fortunately, Mitsubishi doesn’t appear to have compromised on the Triton’s off-roading capability in the pursuits of making it comfier to live with. The Triton uses an updated version of its own Super Select II on-demand four-wheel-drive system to achieve this.
The new 2024 Mitsubishi Triton represents one of the best-value new utes available for Kiwi buyers. It does nearly everything well, delivering solid powertrain performance and great off-roading capability, offering a well-appointed interior with plenty of equipment as standard, and it has one of the best new vehicle warranties. More importantly, it delivers all of this while being one of the cheapest in its class.
Keeping your information safe
As a valued Member of Capricorn, we are committed to protecting the privacy of your information.
With the increasing incidence of scams across Australia and New Zealand, we are continually reviewing our processes to ensure that we keep your account and information safe.
Key points to remember
Unless we have agreed upon alternative communication protocols with you, we will always complete a minimum check of three points of identification over the phone when discussing any specific information personal to your Capricorn membership, Trade Account or other products.
We will never ask you for your full bank account details or to make a payment over the phone.
Payment of any Preferred Supplier purchases will always be via your Capricorn Trade Account as per your monthly statement.
We will only send a link that takes you direct to the myCAP login page at your request.
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If 2024 was a year of achievements, 2025 will be better
by Jeff Smit
Despite this year’s headlines of turmoil here and abroad, it is encouraging to know that in the auto aftermarket, it was a year of some rather remarkable achievements.
The year has been a testament to innovation, resilience and progress, and the stage is now set for an even more promising 2025.
Here’s why you should be excited about the future.
Sustainability initiatives
The push towards sustainability has gained tremendous momentum in 2024. The automotive aftermarket industry has made substantial strides by adopting eco-friendly practices. From the increased use of recycled materials in parts manufacturing to the implementation of energyefficient processes in workshops, the commitment to reducing our environmental footprint is evident. Additionally, the rise in popularity of electric and hybrid vehicles has spurred the development of specialised services and training programs, ensuring that technicians will be well-equipped to handle the unique needs of these vehicles.
Training and education
Investing in the future of the industry has been a key focus in 2024. Many new training programs and educational initiatives have been launched to ensure that our technicians can keep abreast of technology advancements. Organisations like the Australian Automotive Aftermarket Association
(AAAA) have delivered resources and support for continuous professional development. The emphasis on training ensures that the workforce remains competent and capable of tackling the ever-evolving challenges of modern vehicles.
Customer experience
The adoption of digital platforms for booking services, real-time updates on repair progress and transparent pricing has transformed the customer experience in their dealings with workshops. Being able to deliver a seamless and convenient experience has not only built trust but has also fostered long-term relationships with clients. The industry’s commitment to customer centricity is a promising sign for the future.
Technological advancements
2024 has been a year of significant technological advancements in the aftermarket. The integration of advanced diagnostic tools and software updates has revolutionised vehicle maintenance and repair. Workshops across the country have embraced cutting-edge technologies such as AI-driven diagnostics, augmented reality for training, and enhanced telematics systems. These innovations have not only improved the accuracy and efficiency of repairs but have also elevated the overall customer experience.
Regulatory support
The automotive aftermarket industry benefited from favourable regulatory support in 2024. Government initiatives promoting fair competition and ensuring the availability of quality parts have bolstered the industry’s growth. Since its introduction in 2022, the Motor Vehicle Service and Repair Information Sharing Scheme has been a game changer for the industry, providing independent repairers with access to essential vehicle information and thereby levelling the playing field and enhancing service quality.
Looking ahead to 2025
The achievements of 2024 provide a solid foundation for continued growth and innovation. The industry will embrace further advancements in technology, sustainability, and customer service. The focus on training and education will ensure the workforce remains skilled and adaptable, ready to meet the demands of an ever-evolving market.
Training will again be at the forefront of the industry, with many training events already planned — among them AAAA Autocare in June 2025.
Commitment to sustainability will drive the development of greener practices and products, contributing to a more environmentally conscious industry. The regulatory support and collaborative efforts within the industry will continue to foster a competitive and thriving market.
The stage is set for an exciting and prosperous 2025. We suggest everyone in this industry approach the new year with unbridled optimism.
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LAST MONTH’S ANSWERS
Find the 15 words hidden in the jumble. They could be horizontal, vertical, diagonal or backwards. See if you can find them all!
ACHIEVEMENTS BETTER CONFIDENCE COOPERATIVE DATSUN DEVELOPING FOCUS LEADERSHIP LEGACY OPTIMISED PEOPLE PROTECTING RELATIONSHIPS SAFE SPIRT
