Sharp ■ Informed ■ Challenging
CO RATU AT O S TO OUR W RS
9.7.18
UPTIME REDEFINED Operator acquires share capital of network on a cash and debt-free basis for £52.8m
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Stobart snaps up TPN By Chris Druce
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Eddie Stobart Logistics has purchased The Pallet Network (TPN) for £52.8m. The operator confirmed last month (28 June) that it had entered into an agreement to acquire the share capital of the network, which comprises 106 regional hauliers, on a cash and debt-free basis. It has done this, in part, via a £30m share placing with institutional investors. Alex Laffey, CEO of Eddie Stobart, said: “We are delighted to be able to invest in TPN as this significantly enhances the skills and capabilities of Eddie Stobart in a space we do not operate in. Furthermore, it strengthens our position as a leading provider of end-to-end supply chain solutions. “The TPN team, led by MD Mark Duggan, has continued to deliver strong growth since the business was founded in 2000, resulting in an excellent
01/02/2018 12:03
NEWS INSIDE
Felixstowe woes
Operators struggle after introduction of IT system p3
Tasty win
Stobart to manage Pepsico’s ambient operations p6
Customs challenge
Declaration system to be delayed until December p8
Paper trail
Menzies wins contract to deliver Daily Mirror
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and strong service performance for customers.” Laffey added that the members of TPN were experts in their own regions and had substantial experience of finalmile pallet solutions. “During my discussions with TPN, I have been extremely impressed with the enthusiasm and expertise of the leadership team and members I’ve met so far. I am looking forward to working with them and I’m confident we will identify opportunities that will provide mutual benefit and grow both our networks,” Laffey said.
Duggan, who will stay in his role, said: “Eddie Stobart has an ethos that fits with ours and shares our long-term vision. This investment has enabled the smooth exit of our previous investors and provides us with immediate operational synergies for our member network. “We have ambitious plans and this new partnership will help us achieve and deliver long-term sustainable growth.” A company statement added: “This significantly enhances Eddie Stobart’s existing skills and capabilities, including meeting customer requirements for smaller load
All MT Awards images: Tom Lee/Darren Pepe
GLITTERING PRIZES: Royal Mail and Whirlpool UK Appliances each picked up two awards at the 2018 Motor Transport Awards at a ceremony hosted by Jimmy Carr and Rachel Riley in London’s Grosvenor House Hotel. They weren’t the only winners, with Stephen Sanderson Transport taking home Haulier of the Year; the MAN TGX winning Fleet Truck of the Year, and Turners (Soham) MD Paul Day wining the Service to Industry Award. Anne Preston, director of Prestons of Potto and Scania Hall of Fame inductee, received an ovation after a stirring speech about fun, the road transport family and the government’s need to get a move on with Brexit. See page 24 onwards for more.
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deliveries. It positions Eddie Stobart in an attractive segment that has grown at a significantly greater rate than the wider logistics market over the past three years. “This will benefit both businesses and TPN’s members, through cross-selling to existing Eddie Stobart customers, and collaboratively deploying Eddie Stobart’s enhanced operating model into Europe.” The acquisition provides an exit for TPN backer LDC, the private equity arm of Lloyds Banking Group. Speaking to MT, Palletforce CEO Michael Conroy said: “This reaffirms that the sector has matured and we need to work together. I believe in four years’ time there will only be four pallet networks. We intend to remain acquisitive and we are determined to do it. [Consolidation] will improve the offering and secure the members’ long-term future.”
PREMIUM REDEFINED Pages 4–5
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05/07/2018 16:48:34
MAN’S TGX IS THE FLEET FAVOURITE.
Fleet Truck of the Year 2018 The MAN TGX has been voted ‘Fleet Truck of the Year 2018’ at the prestigious annual Motor Transport Awards. Announced to an audience of representatives from the transport industry, the Motor Transport Awards celebrate the achievements of the industry, recognising and rewarding H[FHOOHQFH LQQRYDWLRQ RXWVWDQGLQJ VHUYLFH DQG HIĂ€FLHQF\ 0$1 6DOHV 'LUHFWRU 'DYLG &XVVDQV said of the award: “The judging panel is made up of extremely experienced industry professionals, VR ZH¡UH GHOLJKWHG WKDW WKH\ VLQJOHG RXW WKH 0$1 7*; IRU LWV KLJK HIĂ€FLHQF\ ORZ FRVW RI RZQHUVKLS excellent parts and service support through a highly focused dealer network, and high levels of driver comfort. All are attributes that make a real difference to truck operatorsâ€?. www.man.eu
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05/07/2018 10:27:03
that ken act, ers, oup.
Changes in Bibby and Premier teams There were management moves last month at Premier L o g i s t i c s a n d Bi b b y Distribution. John Hawksworth left his role as group general manager at Premier after nearly three years with the Leicestershirebased firm. He had worked at hauliers including the now defunct Birds Transport and Logistics, where he was a director and general manager for close to 18 months ending in August 2015. He was previously commercial director for 14 years at Widdowson Group but left before its sale to HLD in 2015. Premier is, according to MD Lee Christopher, on the way back to profit after a challenging period that saw it take an emergency loan from its pallet network (MT 23 April). In another move, Grant Sharp rejoined Bibby Distribution as account director last month. He retired from his role as operations director at Canute Haulage Group in May. Sharp joined Canute in 2013 and before this he was a divisional director at Bibby for nearly eight years. Canute completed a prepack sale earlier this year (MT 25 May). Neither company was available to comment as MT went to press.
Hauliers still struggling after introduction of IT system at port ‘failed miserably’
Slow turnarounds at Felixstowe continue By Chris Tindall
Hauliers working out of Felixstowe Port are enduring three-hour turnarounds, almost a month after the container terminal overhauled its IT system. Felixstowe introduced a new terminal operating system on 10 June, but teething problems drastically extended turnaround times for hauliers. Dave Perfect, MD at West Thurrock-based D Perfect & Sons, said the system had failed miserably and the port was treating firms with disdain and contempt. He said: “I have almost stopped working out of Felixstowe. We were doing 20 to 30 jobs a week and now we are doing eight to 10. “The whole system has been shocking. Every haulier working out of Felixstowe is having the same issue to get tipped and loaded.” Another Felixstowe haulier, who asked to remain anonymous, said: “There’s a log jam of resource. It’s not good. It has still got a long way to go
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to reach a reasonable level of service. “Vessels don’t get loaded quickly enough, trucks don’t get turned around quickly enough and trains are not loaded to their full potential.” Robert Keen, director general of the British International Freight Association, said: “It is astonishing that a
port authority, which owns the UK’s busiest container port and has been happy to market it as the Port of Britain, implemented a new and vitally important system with apparently no fall-back position if it went wrong.” A statement from the Port of Felixstowe said: “In the past week we handled more road
vehicles than in the week before the new system went live, although we recognise that average haulier turnaround times still need to improve. We apologise to any port users who are continuing to experience delays and inconvenience. We are fully focused on rectifying this situation as soon as possible.”
Renault Trucks’ electric truck range offers viable alternative power Renault Trucks has revealed details of its new generation of electric trucks, with a model range from vans through to 26-tonne GVW and applications including last-mile, urban distribution and refuse collection. Renault Trucks president Bruno Blin said: “Ten years ago we were the pioneers, promoting electric trucks to improve air quality. Today we can offer a range of vehicles with proven performance.” The Renault Master ZE van will be available from September, and next year the 16-tonne Renault D ZE and 26-tonne Renault D Wide ZE models will enter production. Renault Trucks claimed its 9.7.18
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electric vehicles were now economically viable alternatives to conventional power for hauliers, and the perfect solution given the rapid advance of Clean Air Zone plans across the UK. The Renault Master ZE (3.1-
tonne GVW) battery takes six hours to charge and its loading volume is said to be the same as a conventional dieselpowered Renault Master as the batteries are mounted under the front seats. Renault claims a real-world operating
range of 300km. The specially designed 16-tonne version of the Renault Trucks D ZE is ideal for urban and temperature-controlled deliveries and the Renault Trucks D Wide ZE will come in a 26-tonne version for refuse
collection. Both models will be manufactured from the second half of 2019. A medium-duty Renault Trucks ZE vehicle has an operating range of up to 300km depending on usage and battery configuration. The 26-tonne Range D Wide ZE will have a real-world operating range closer to 200km. The Renault Trucks D ZE and Renault Trucks D Wide ZE lithium-ion batteries can be fully charged in one to two hours via the 150kW Combo CCS connector. For overnight AC charging, the time to fully charge a 300kWh battery is 12 hours. In this case, a threephase 380V 32A industrial power socket is required. MotorTransport 3
05/07/2018 11:33:44
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05/07/2018 09:26:00
“WE’RE REGULARLY ACHIEVING AN AVERAGE OF OVER 11 MPG.” “I’ve just taken two new Scania R 450s. Like for like comparison with existing R 450s, we’re seeing a 1 mpg improvement. That’s an excellent fuel return over our annual 150,000 km. Driveability and modern feel are top of my agenda because driver retention is key. Our drivers love them.” Paul Jackson, Managing Director Chiltern Cold Storage Group Ltd.
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05/07/2018 09:26:23
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Contract is latest in line of wins that have brought Stobart £100m of business in six months to 31 May
PepsiCo’s sweet transport deal By Kylie Noble
Eddie Stobart Logistics has won a deal with PepsiCo, taking over an operation previously run in-house. Stobart will be managing PepsiCo’s ambient transport operations across England and Wales from a DC in Birchwood, near its Warrington HQ. The contract has resulted in more than 300 PepsiCo transport operation employees transferring to Eddie Stobart from 1 July. Eddie Stobart COO David Pickering said: “We’re delighted to have been awarded this contract to support PepsiCo’s transport operation. “Through this partnership, we will work collaboratively to ensure we continue to deliver high levels of customer service, while providing more innovative solutions in our rapidly developing network. We are pleased to be part of PepsiCo’s continued success.”
Herlu Rautenbach, senior director supply chain at PepsiCo, said: “We look forward to working with Eddie Stobart on our ambient transport operation in the UK. The team has demonstrated a capa-
News UK contract bookends a tough period for Connect Group Connect Group has renewed its contract with News UK, securing a deal that generates £200m of revenue a year until 2024 and provides some respite after a tough period for the business. The group’s Smith News will continue UK distribution of titles including The Sun, The Times and Sunday Times as a result. Connect Group said the deal was an endorsement of Smiths News’ leading service offer and efficient route to market for publishers and retailers. The partners have worked together since the 1980s. Mark Cashmore, the outgoing chief executive at the firm, said: “We are delighted to confirm this significant publisher agreement for our newspaper and magazine distribution business. “Visibility of future revenues underpins the ability of Smiths News to continue to deliver strong profit and cash. The 6 MotorTransport MTR_090718_006.indd 6
contract is good news for the supply chain as a whole and positions the group well to secure a similar outcome with our other publisher partners.” Connect Group has been plunged into crisis in recent months, with its until recently star-performer Tuffnells’ performance stuck in reverse (MT 18 May). In an update last month it revealed Tuffnells’ struggles, plans to close its Pass My Parcel operation and the fact that Cashmore would be following chief financial officer David Bauernfeind out of the door as soon as a successor was in place. Last year Smiths News, which has a 55% market share of the news distribution industry, awarded CM Downton a contract to perform multiple daily trunks of magazines between a Smiths News magazine hub in Hemel Hempstead and depots in Stevenage and Hornsey.
bility and commitment to delivering a first-rate quality service for PepsiCo and its customers.” PepsiCo’s products are sold in more than 200 countries with a food and beverage portfolio that includes names such
as Pepsi-Cola, Gatorade and Tropicana. It comes as the operator revealed that it had won business with an annual value of £100m in the first six months of its trading year. Recent high-profile contract
wins include taking Cemex and Britvic from Wincanton. Group revenue surged 25% year on year in the six months to 31 May 2018 to £357.7m. “This reflected strong organic growth from recent contract wins and the contribution from acquisitions (iForce and Speedy Freight), which continue to trade in line with expectations,” Eddie Stobart Logistics said in its update. It added that its performance, as in previous years, would be weighted towards the second half of the year with the first half absorbing the costs of implementing new contract wins. Other factors include poor weather and the reorganisation of its warehousing division to accommodate demand from iForce and Eddie Stobart customers. “We remain confident of delivering full-year results in line with market expectations,” the statement concluded.
Swithenbank turns to Syberia Fresh produce supplier Swithenbank has taken delivery of 15 engineless Carrier Transicold Syberia refrigeration units. The order included five Twincool models for multi-temperature operations. Swithenbank, a trading arm of Bidvest Food Services (BFS) Group (which recently rebranded as Best Food Logistics) will use the new 18-tonne DAF LF rigid trucks across its chilled and frozen produce contracts. BFS Group director of fleet Graham Rennie said: “Since their introduction to the fleet, the Syberia units have performed exceptionally well. “After the single-temperature units returned such great results for our chilled produce, we increased the order and specified the multi-temperature variants to handle our frozen contracts. “The engineless technology was key to our decisionmaking process as it means each vehicle meets all current
legislation and helps to ensure we’re prepared for the upcoming changes that will affect our urban delivery operations.” The Syberia systems join 58 Carrier Transicold Pulsor units already in operation in the company’s fleet. The units are powered via a hydraulic pump
connected to the truck’s engine power take-off and they do not require a secondary powersource even when they are operating in traffic. The system, even at 100% capacity, operates below the PIEKcompliant noise level of 60 dB(A). 9.7.18
05/07/2018 14:39:31
Right Truck. Right Spec. Right Now. WorkReady from Mercedes-Benz. Off-the-shelf vehicles that are tailored for your business. Contact your local Dealer to find out more about our range of WorkReady trucks.
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04/07/2018 16:09:55
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NAO says CDS, due to be launched next month, will now be delayed until December
Customs declaration system faces ‘significant challenges’
Image: Shutterstock
By Carol Millett
The government faces significant challenges in getting its customs declaration system up and running in time for Brexit, according to the National Audit Office (NAO). The warning comes in the latest report on the progress of HMRC’s programme to replace its existing customs system, Chief (customs handling of import and export freight), with a new customs declaration service (CDS). Currently Chief processes around 55 million customs declarations a year, with that figure predicted to rise to 255 million when the UK exits the EU next March. The NAO report reveals that CDS, which was due to be launched next month, will not be fully rolled out until December, due to development delays and problems integrating the system with HMRC’s finance system. The report warns: “These issues mean HMRC has been unable to complete its develop-
ment work according to the original timetable and will not deliver all the CDS functionality by August 2018. “In August, HMRC expects to have approximately 44% of the full functionality of CDS in place, which will support certain types of import declaration.” The report raises concerns that this phased implementation increases the risk that HMRC will not have enough time to deal with any teething problems ahead of Brexit. It states: “As is common
with IT systems, even after testing, issues may emerge in the live environment.” While the report acknowledges that HMRC has a contingency plan to run Chief alongside the new CDS to ensure trade flows during the transition, it raises concerns that Chief does not yet have the capacity to process the sharp rise in customs declarations that Brexit will bring. The report concludes: “Significant challenges remain and there is a risk that CDS will be unable to fully replace Chief
by January. HMRC has mitigated some of the risk with its plans to operate Chief and CDS in parallel over this period. “However, it is also critical that HMRC fully tests and scales up its contingency option this summer, supports delivery partners such as community system providers and software providers to make necessary changes to their own systems, communicates effectively with traders about new customs processes and migrates them successfully on to CDS.”
Third Heathrow runway is a mixed blessing Heathrow’s third runway is good news for the freight sector but will throw up a range of obstacles for hauliers. While it welcomed the investment in multimodal transportation, the RHA said it had numerous concerns about the effect it would have on the road transport industry. The association’s policy director Duncan Buchanan said that to move more freight through the airport, Heathrow needed to provide better facilities and parking for HGV drivers, as well as tackle local road and motorway congestion. The FTA welcomed the decision and said the UK needs the added freight capacity to embrace trade relationships outside the EU after Brexit. Ahead of the decision, FTA deputy chief executive James Hookham said: “Without an expanding global hub airport, with increased capacity for business, the prospects for trading partnerships to be established by importers and exporters with the new world markets we will need to work with are bleak.”
EC adopts two-step approach to Vecto tool
PALLET PLACE: The Salvatori Group has opened a £3m site in Sittingbourne, Kent, for its Palletways work. The operator has recruited 45 drivers and 18 warehouse staff for the site, which will operate 24 hours a day, six days a week. With the facility specifically for Palletways operations, Salvatori will move its work for the network out of its depots in Aylesham and Medway. The operator moves approximately 1,200 pallets for the network on a daily basis. Group CEO Daniel Salvatori said: “The site will help to focus our Palletways operation and improve the speed and delivery of our services.” The site has space for 1,800 pallets and 16,000ft² of racked storage.
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Two-thirds of new HGVs will come into scope of a Europe-wide tool for calculating fuel consumption and carbon emissions from January 2019. Vecto (vehicle energy consumption calculation tool) has been brought in by the European Commission (EC) to assess trucks’ environmental performance. It is intended to enable hauliers to compare the fuel efficiency and carbon emissions of competing manufacturers’ new trucks. Initially Vecto will begin monitoring four categories of trucks. These include 4x2 rigid and tractor units greater than 16 tonnes, and 6x2 rigids and tractors at all weights. All other truck categories above 7.5 tonnes will follow suit by the beginning of 2020. The EC will use the tool as a measurement device to support its CO2 reduction targets. These require truck manufacturers to reduce CO2 emissions from new vehicles from a January 2019 baseline; 15% by 2025; and 30% by 2030 (although this latter target is to be reviewed in 2022 to take into account new technology). The calculations involve five different drive cycles, including long-haul and urban routes, as well as three standard trailer types and load scenarios. The European Vehicle Manufacturers’ Association (ACEA) said it welcomed the EC’s two-step approach for CO2 targets and the fact it would set its baseline in 2019 following Vecto’s rollout. However, it warned the 2030 30% CO2 reduction target was “far too aggressive” and did not take into account the needs of the truck market or the short lead time given that HGVs to be sold in 2025 are already being developed today. ACEA secretary general Erik Jonnaert said: “It seems the EC has taken the CO2 reduction levels it proposed for cars and vans, and applied them directly to heavy-duty vehicles, without recognising the fundamental differences between these vehicle segments.” 9.7.18
03/07/2018 14:56:43
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04/07/2018 16:11:16
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Seven options on financial standing offered to industry
Consultation into financial levels begins By Emma Shone
The Office of the Traffic Commissioner (OTC) has begun a consultation into whether the levels of financial standing for restricted O-licence holders should be changed for the first time since 2004. The consultation, which will close next month, is asking industry stakeholders whether they would favour an increase in financial levels, whether they should remain the same or whether they should be reduced. Restricted licence holders are required to demonstrate access to less money than standard O-licence holders have to show. Financial standing levels for standard licence holders are set by the EU each year and converted into sterling on the first trading day of October. However, financial levels for ownaccount licences are set by the OTC, which has held off increasing the rates since 2004, before the economic downturn began in 2008. It said this was a conscious effort not to jeopardise businesses in financially turbulent times. The OTC is now concerned that after years of inflation in the cost of running an HGV, the current financial levels for restricted licences would not be enough to cover vehicle maintenance costs. Restricted licence holders must be able to demonstrate they have £3,100 available for the first vehicle and £1,700 for every vehicle thereafter. This is significantly lower than the £7,950 and £4,400 that standard national and international licence holders have to demonstrate this year. In 2016/17 just over half of UK goods operators (38,132) held restricted O-licences, with 27,140 standard national licences and 8,186 international licences in circulation.
Options on offer
In the consultation document, the OTC sets out seven options. One is to leave financial levels where they are. However, the consultation document suggests that while this would prevent operators being negatively affected by a change in the levels, it would not reflect the actual cost of repairing and maintaining an HGV. 10 MotorTransport MTR_090718_010.indd 10
The document also puts reducing the levels forward as an option but points out that, while this would mean fewer licences were lost on financial level grounds, this could pose a risk to road safety. The remaining five options outline variations of an increase to the financial levels, calculated using consumer price index (CPI) inflation rates from different years. If the financial levels were to increase in line with all of the inflation rates since they last changed in 2004, operators would see a hefty 37% lift in the required funds. The cost of the first vehicle would rise from £3,100 to £4,269, with the cost for each additional vehicle jumping from £1,700 to £2,341. This, the consultation document concedes, could well have a negative effect on those operators affected by the change. Two alternative proposed increases to restricted licence financial levels have been calculated according to inflation rates since 2013 and 2014, which would both equate to a 7.4% increase in the required funds. On these options, which would increase the requirements to £3,329 for a first vehicle and £1,826 for subsequent vehicles, the OTC said that while it would have a smaller negative effect on operators, it may not be enough of an increase to meet the current cost of maintaining an HGV. The sixth option laid out by the consultation is an increase calculated using figures from the RHA’s annual haulage cost movement survey. The association collects data from its members every year and uses it to record the costs involved in running a road haulage business. The information can be used to track an estimated rise in how much money an ownaccount operator would need to repair and maintain its fleet. Using the rate of growth in costs from this data since 2011, the OTC’s consultation says this option would result in a 27% increase in financial levels, rising to £3,937 for a first vehicle and £1,826 for subsequent trucks. This option, the document suggests,
“would increase the requirement in line with anticipated costs since 2011 but would not have the negative effect felt by other measures”.
Standardisation
The final option outlined in the consultation would be to standardise the financial requirements for restricted licence holders with the EU’s levels of financial standing for standard licence holders. It clarifies that, because the financial standing levels are set in law, the rates for restricted licence holders would have to be raised to and maintained at the same level. Based on 2018’s financial standing levels, standardisation would represent a 156% increase in the resource required for one vehicle and a 158% uplift for subsequent vehicles. While standardisation would in itself be a benefit, the document suggests there is a chance it could encourage more take up of standard O-licences instead of own-account. The document says standardisation: “may potentially encourage some restricted operators to maximise their returns on their vehicles by obtaining a standard licence as a result of one of the benefits of holding a restricted
licence being removed”. However, it adds that some clarification would be required around the legislative differences between financial standing and sufficient financial resources. The OTC has asked the industry to let it know which of the seven options it would prefer, and what effect it would have on business if financial levels were to increase. The consultation also asks whether stakeholders agree that traffic commissioners should reconsider financial levels for restricted licence holders every five years and, if not, what they believe a suitable review period would be. The consultation is open until 31 August.
HOW TO PARTICIPATE The consultation can be found at gov.uk/government/consultations/ restricted-licence-holders-levelof-financial-resources. Responses can be sent by email to sstcconsultations@otc.gov.uk, or by post to Andrew Wilkinson, Traffic Commissioners’ Corporate Office, Hillcrest House, 386 Harehills Lane, Leeds, LS9 6NF. 9.7.18
05/07/2018 13:06:39
Celebrating 90 years of Excellence
To celebrate our 90th Anniversary we proudly present an exclusive limited edition of the award-winning XF. Superb trucks with a stylish exterior, available in three rich colours and a supremely luxurious interior. Including our historical DAF emblem on the front, on the deco panels and illuminated door step, along with premium options. Whatâ&#x20AC;&#x2122;s more, these 250 trucks are one-of-a-kind, featuring a limited-edition number for their proud new owners. Itâ&#x20AC;&#x2122;s a unique chance to own a special 90th Anniversary Edition. Discover our 90th Anniversary Edition at www.daf.com/XF90
A PACCAR COMPANY DRIVEN BY QUALITY
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04/07/2018 16:13:01
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XPO/Nestle in DC partnership XPO Logistics and NestlĂŠ are jointly creating a highly automat ed warehouse in Leicestershire that will act as a DC for NestlĂŠ and provide a technology testbed for XPO. The 638,000ft² warehouse, being billed as â&#x20AC;&#x2DC;a digital warehouse of the futureâ&#x20AC;&#x2122;, will be custom-built at Segroâ&#x20AC;&#x2122;s East Midlands Gateway Logistics Park. It will include advanced sorting systems and robotics alongside automation that will be co-developed by Swisslog Logistics Automation. When the warehouse opens in 2020 it will use predictive data and intelligent machines to improve distribution management of the brands located there, which will include KitKat, Maggi and NescafĂŠ. XPO will develop prototypes at the site before global release. The warehouse is located close to both the M1 for road freight and East Midlands Airport for air cargo.
Ceva Logistics replaced as Daily Mirror distributor in England and Wales
Menzies inks distribution deal By Carol Millett
Menzies Distribution has won a primary distribution deal with newspaper publisher Reach. Menzies Distribution, will replace Ceva Logistics as Reachâ&#x20AC;&#x2122;s logistics partner in England and Wales. The deal also sees Menzies Distribution extend its contract with Reach, formerly known as Trinity Mirror, in Scotland. The six-year contract will require Menzies Distribution to collect Reachâ&#x20AC;&#x2122;s daily and regional weekly newspapers, including the Daily Mirror, Sunday People and the Manchester Evening News. It will also deliver titles printed on behalf of third parties to wholesale distribution locations across the UK. The new service in England and Wales will begin in September. Menzies Distribution will
carry approximately 380 tonnes of newspapers to 60 wholesale DCs, across 7,000 miles on a daily basis, seven days a week. Menzies Distribution MD Greg Michael (above) said: â&#x20AC;&#x153;Our strategic focus is on working in real partnership
with our newstrade customers to develop innovative solutions that enhance and protect a sustainable route to market for their product. â&#x20AC;&#x153;This significant deal does just that, streamlining the supply chain for publishers and retailers. It allows us to
maximise our expertise and resources in providing UK-wide time-critical logistics and demonstrates our commitment to add value to the supply chain at every step of the journey.â&#x20AC;? Parent group John Menzies is seeking a buyer for Menzies Distribution. Last year talks on a possible merger between John Menzies and DX Group were abandoned after opposition from DXâ&#x20AC;&#x2122;s principal shareholder. Last month the company revealed that the sale of its distribution business was taking longer than expected. In a trading update, John Menzies group said: â&#x20AC;&#x153;We remain fully engaged with a number of potential buyers. â&#x20AC;&#x153;We remain hopeful that we will be able to reach a satisfactory conclusion and will update shareholders at the appropriate time.â&#x20AC;?
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Confidential 24x7 helpline available to the industryâ&#x20AC;&#x2122;s workforce and their families
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An excellent package will be available, reflecting the importance of the role to SDC. To apply for this challenging and rewarding position, please email your latest CV to the Human Resources Manager at janemillar@sdctrailers.com. Closing date for receipt of applications will be Friday 20th July 2018.
12 MotorTransport MTR_090718_012.indd 12
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05/07/2018 14:03:17
News
motortransport.co.uk
Employment status case ends in settlement for six drivers claiming denial of rights
DX Group settles with GMB By Emma Shone
DX Group has reached a settlement with GMB in an employment status case, days after the union claimed victory in a tribunal against Hermes. GMB had brought the case against DX last April on behalf of six of its drivers, who claimed they were being denied their rights as workers. A statement from GMB announced that a settlement had been agreed before the case reached an employment tribunal. DX, which secured £5m of funding for its turnaround plans last month (MT 14 May), also agreed to talks with the union on working practices for its couriers. GMB national officer Mick Rix said: “GMB and DX are pleased to confirm that a satisfactory settlement has been agreed regarding an employment tribunal claim brought
by six GMB members. “In addition, DX and GMB will be entering into meaningful discussions over the course of the next six months to discuss future working practices for couriers at DX.” GMB also won a settlement against an Amazon delivery partner, UK Express, earlier this year, and this week saw a tribunal rule that Hermes’ self-employed couriers should be counted as employees (see box).
Hermes prepares to challenge employment tribunal ruling Hermes is likely to appeal a tribunal’s decision that 15 of its self-employed couriers should be classed as employees. The carrier lost the case brought against it by GMB, with the tribunal ruling that Hermes’ couriers are entitled to the National Minimum Wage and holiday pay, among other rights. A further 50 cases
are yet to be heard by the tribunal. Hermes said it would “carefully review” the decision but that it expects to contest it. A statement from the business said: “We are likely to appeal it given that it goes against previous decisions, our understanding of the witness evidence and what we believe the law to be.”
Containerships brand to live on Containerships has told staff and customers that it is business as usual after announcing its merger with French shipping giant CMA CGM. Under the deal, the French carrier will acquire Containerships’ shipping, harbour and terminal holdings. It will also merge the Finnish shipping company’s services with those of its shortsea subsidiary MacAndrews. The merger is subject to the approval of the European competition authorities, which could take up to six months. CMA CGM is the thirdbiggest container shipping line in the world, with a turnover of €15.3bn (£13.5bn). Containerships, which has its headquarters in Helsinki, operates approximately 120 trucks and 170 trailers from its UK site in Teesport. Containerships said: “The restructuring does not have any affect on Containerships’ brand or operations.”
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www.odonovan.co.uk 9.7.18
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News
motortransport.co.uk
Hike in shipping costs to Ireland and driver wage rises saw pre-tax profit slump in 2017
Maxi Haulage bounces back By Carol Millett
Maxi Haulage is on course to deliver â&#x20AC;&#x153;acceptableâ&#x20AC;? profit levels this year after driver wage rises and a steep hike in shipping costs to Ireland saw the firmâ&#x20AC;&#x2122;s pre-tax profit take a 41% hit in 2017. Reporting its annual results to 30 September 2017, the Irvine-based company said that while turnover rose 11% in the year to ÂŁ62.3m (2016: ÂŁ56.1m), pre-tax pr ofit fell 41% to ÂŁ1.3m (2016: ÂŁ2.3m). Maxi Haulage MD Alan Miles told MT: â&#x20AC;&#x153;The biggest effect on profit has been the steep rise in shipping costs to Ireland and increasing driversâ&#x20AC;&#x2122; wages â&#x20AC;&#x201C; by 6% last year and another 4% this year.â&#x20AC;? With approximately 50% of the companyâ&#x20AC;&#x2122;s turnover generated by trade with Ireland, Miles said the rise in shipping costs had a significant effect on the company last year.
â&#x20AC;&#x153;If you are shipping 1,000 trailers a week, as we are, then an ÂŁ8 increase per trailer is substantial and although we
will recover these costs, ultimately it takes time.â&#x20AC;? Miles said profit at the firm is recovering, largely driven
by rising demand in all sectors and a booming Irish economy. â&#x20AC;&#x153;This is the first time in our history that we have seen a steep increase in turnover in all sectors â&#x20AC;&#x201C; in retail, industrial and parts sectors,â&#x20AC;? he said, adding that the company had delivered record turnover and profit in the first week of May. Miles went on: â&#x20AC;&#x153;With the number of tenders in the market we are only responding to one in 10 â&#x20AC;&#x201C; itâ&#x20AC;&#x2122;s about supply and demand and it appears that the balance is shifting away from the customer and back in favour of the haulier, which has allowed us to return to acceptable levels of profit this year.â&#x20AC;? On top of wage increases, the company is renewing its fleet. It spent ÂŁ3.5m on new trucks last year, adding 34 artics. It also plans to add 33 new rigids during the next three months.
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DPD invests in two new sites DPD has opened two new facilities after reporting volumes surges of 40% year-on-year. The carrier has opened a site in Barking, with a purpose-built 45,200ft² depot. It has also replaced its Nottingham depot with a new 60,000ft² DC in the area. The move improves DPDâ&#x20AC;&#x2122;s coverage of the region, allowing for 133 new delivery routes. It will also create 209 jobs when fully operational. CEO Dwain McDonald said: â&#x20AC;&#x153;Investment in new locations, larger, purposebuilt depots and our new, larger DCs make a huge difference to our operational efficiency. â&#x20AC;&#x153;Nottingham gives us room to continue expanding, while gaining a new location within the M25 gives better access to major road networks.â&#x20AC;?
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9.7.18
03/07/2018 10:12:20
Focus: Business barometer
motortransport.co.uk
Growth was slow in Q1, with Q2 expected to be only slightly better, while fuel price also looks worrisome
Patchy performance all round
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0.6 0.5 0.4 0.3 0.2 0.1
Q3 2017
2013
2014
2015
2016
Q1 2018
Q2 2017
2012
Q4 2017
Q1 2017
Q2 2016
Q1 2016
0.0
VALUE OF STERLING 100 95
Jan 2005 = 100
90 85 80 75 70 65 60 55 50
Oil and fuel
A double whammy from oil and currency markets has upset forecasts for a stable and moderate fuel price. Brent crude oil averaged $67/barrel in Q1 but leapt to $74/barrel in Q2 in anticipation of the re-introduction of US sanctions on Iran that will stifle supply of Iranian oil. Simultaneously, in the past couple of months sterling has lost around 4% of its Q1 value against the dollar. The typical net result is that diesel prices in May and June were 4ppl to 5ppl higher than in April. OPEC and non-OPEC Russia agreed late last month to raise oil output, theoretically reducing the risk of further price escalation before the US implements its oil sanctions on Iran in November. Nevertheless, this geopolitical uncertainty fuels oil price speculation, so bulk diesel seems set to remain above 100ppl for most operators.
0.7
% change, latest quarter on previous quarter
Barely a month passes without news of yet another High Street retail chain issuing a profit warning, announcing branch closures or even closing its doors for good. Last month Poundworld went into administration and House of Fraser revealed plans to shut 31 of its 59 stores. So it’s surprising to learn that May’s retail sales – in volume terms, rather than value, thus filtering out price inflation – were 3.9% up on the same month a year ago. That’s the biggest increase since the end of 2016. Several factors explain this apparent anomaly. First, May’s exceptionally good weather drew out the shoppers. Second, May last year was an unusually poor month in the retail business, making this May look even better in comparison. We also had a royal wedding this year, with all those tourists and tea towels boosting sales figures. So retail analysts warn that May’s sharp uptick is likely to be a blip rather than a sustainable trend, although we must wait to allow the World Cup effect to wash through the data. But the key statistic threatening the high street will not go away. Between May last year and May this year online sales (in value terms) soared by 19.9% and now account for 18% of all retail spending.
0.8
Q4 2016
There have been mixed fortunes for sterling during the past few months. It was surprisingly buoyant in April but its strength has wavered since then. Crucially, the pound has lost value against the dollar, contributing to the steep rise in fuel prices. Its performance against the euro has been steadier, partly because the euro too has weakened due to political upheaval in Italy and news that the European Central Bank is unlikely to raise the eurozone interest rate within the next year. The Effective Exchange Rate Index (EERI) provides a broader assessment of sterling. Calculated by the Bank of England, EERI evaluates the pound against a basket of currencies, weighted to reflect the amount of UK trade with other countries. The EERI expresses the pound as an indexed number, with 100 representing its value in January 2005. Our EERI chart reveals that, despite its recent loss of value against the dollar, the pound has fared reasonably well in the first half of 2018, halting the decline of the previous two years. The
Retail sales
GDP
Q3 2016
Sterling’s value
first-half EERI value of 79.1 is above what most forecasters expected for the year as a whole.
Effective exchange rate index
The first estimate of UK GDP growth during the second quarter of the year is due one month from now. Growth in Q1 was a meagre 0.1%, the lowest quarterly figure for five years, so the Q2 result should tell us if the economy really has slowed almost to a standstill or whether the dismal Q1 result stemmed from inclement weather in February and March. Business surveys point towards Q2 GDP growth coming in at 0.3% to 0.4%. The Bank of England’s economists (inflation report May) also anticipate 0.4%, followed by similar growth rates in the remaining two quarters. If that proves to be correct, the economy will grow by just 1.3% in 2018, compared with 1.8% last year. It would be the lowest annual growth since the 2008/09 recession. Growth forecasts elsewhere in Europe have also been slashed as new US-led tariffs threaten to provoke trade wars. Last month the European Central Bank cut its 2018 eurozone growth forecast from 2.4% to 2.1%. But looking further afield, the latest forecasts from the International Monetary Fund (IMF) suggest US growth this year will accelerate to 2.9%, while the Chinese economy will grow by 6.6%.
2010
2011
2017 2018 H1
RETAIL SALES 4.0 3.5
Growth % 2018 v 2017
GDP
3.0 2.5 2.0 1.5 1.0 0.5 0.0 Nov
Dec '17 Jan '18
Feb
Mar
Apr
May
MotorTransport 17
28/06/2018 14:19:51
Viewpoint
motortransport.co.uk
We can all learn from near-misses A Mervyn O’Callaghan MD ProVision Vehicle Cameras
ny safety-conscious fleet operator looking to improve its operations knows the importance of properly analysing accident data to avoid dangerous situations reoccurring. However, there is a growing trend for operators to analyse and report on near-misses. A near-miss is defined as any situation where an accident was narrowly avoided or where a situation occurred that could have led to an accident. Reporting near-misses helps to determine key gaps in procedures or training that could lead to accidents, thereby managing operational risk and minimising potential future exposure. FORS accreditation requires operators to report near misses. This can be problematic – drivers often don’t want to admit near-misses and so fleet managers struggle to properly report on them. This has led operators to look for a system that can help them report on accidents and nearmisses by providing reliable data and intelligence.
ProVision developed its CameraMatics platform to help resolve these issues. This is achieved in three ways. First, a multi-camera system shows what the vehicle was doing and where it was in relation to other vehicles and road users, and gives a better chance of capturing key footage that can shed light on the incident. Second, the vehicle cameras are connected to the vehicle’s systems, meaning managers automatically receive key alerts such as speeding or harsh braking and the combinations that make up a near-miss. Finally, remote access to the systems in the vehicles means fleet managers can be one step ahead. Footage can be reviewed before a near-miss is reported, all while the vehicle is out on the road. Reporting near-misses is not an impossible task and does not have to be onerous. A small investment in the right systems can translate to massive benefits in reduced claim pay-outs and a safer driver workforce.
UPTIME REDEFINED
Industry and World Cup make a week of it W Steve Hobson Editor Motor Transport
hat a week it was. Last Tuesday the England football team raised the spirits of the nation by finally breaking a 12-year jinx and winning a penalty shoot-out at the World Cup, while on Wednesday our 20 MT Award winners raised the roof of the Great Room at the Grosvenor House Hotel as they lifted the road transport equivalent of the World Cup, an MT Award. The 1,500 guests, sponsors and finalists assembled for the Awards evening partied like it was 1966, with concerns over Brexit, customs unions and driver shortages forgotten for a while at least. Standing on stage alongside our fantastic host Jimmy Carr was, as ever, a real privilege, as there is no better feeling than welcoming a happy winner into the spotlight to collect one of those weighty bronze trophies. The beauty of the MT Awards is that they aren’t just for the big boys. Yes, some of the very largest logistics companies – including Royal Mail, DPD, Wincanton and Eddie Stobart – were winners, but the title of Haulier of the Year went to family firm
18 MotorTransport MTR_090718_018.indd 18
Stephen Sanderson, and Expect Distribution took the Safety in Operation Award. And few people would have predicted that the MAN TGX would take the Fleet Truck of the Year title. I hope this isn’t too much of a cliché but every finalist in the room also deserves huge congratulations – as every judge will attest, just making the shortlist is a real achievement as the standard of entries is so high. And I’m not talking about the glossiness of the entries – we are not looking for flashy graphics or expensive presentations. This year we went to online entries for the first time so it was really the quality of the entrants’ stories that shone through. I would encourage every HGV fleet operator to consider entering next year – you must all be doing something right to still be in business in this tough market!
The newspaper for transport operators
To contact us: Tel: 020 8912 +4 digits or email: name.surname@roadtransport.com Editor Steve Hobson 2161 Editor-in-chief Christopher Walton 2163 Group news editor Chris Druce 2158 Deputy news editor Emma Shone 2164 Group technical editor Colin Barnett 2141 Aftermarket editor Roger Brown 2168 Vans editor George Barrow 2156 Urban editor Hayley Pink 2165 Group production editor Clare Goldie 2174 Deputy production editor Jo Saunders 2173 Key account managers Andrew Smith 07771 885874 Display telesales Barnaby Goodman-Smith 2128 Event sales Richard Bennett 07889 823060 Tim George 0755 7677758 Classified and recruitment advertising Head of sales operations Julie McInally 2122 rtmclassified@roadtransport.com Sales director Vic Bunby 2121 Head of marketing Jane Casling 2133 Head of events/MT Awards Stephen Pobjoy 2135 Managing director Andy Salter 2171 Editorial office Road Transport Media, Sixth Floor, Chancery House, St Nicholas Way, Sutton, Surrey SM1 1JB 020 8912 2170 Free copies MT is available free to specified licensed operators under the publisher’s terms of control. For details, email mtsccqueries@roadtransport.com, or call 01772 426705 Subscriptions Tel 0330 333 9544 Quadrant Subscription Services, Rockwood House, Perrymount Road, Haywards Heath, West Sussex RH16 3DH Rates UK £135/year. Europe £163/ year. RoW £163/year. Cheques made payable to Motor Transport. Apply online at mtssubs.com Registered at the Post Office as a newspaper Published by DVV Media International Ltd © 2018 DVV Media International Ltd ISSN 0027-206 X
Got something to say?
If you would like to contribute to MT’s Viewpoint, email steve.hobson@roadtransport.com 9.7 .18
05/07/2018 12:32:51
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04/07/2018 16:18:08 24/05/2018 10:20
Hall of Fame
Three more industry greats make it on to MT’s Hall of Fame, brought to you in association with Scania
Only the best will do Harold Montgomery, chairman, Holdings
Harold Montgomery is chairman of Ballyvesey Holdings and has built an impressive empire of transport-related companies over the past 50 years, including Dukes Transport, Montgomery Transport, Commercial Vehicle Auctions, Montracon Trailers and DAF, Scania and Mercedes-Benz franchised dealerships. Based in Newtonabbey, Co Antrim, Ballyvesey is a financially strong as well as highly diversified group, making a pre-tax profit of £6.9m on a turnover of £621.4m in the year to September 2017. It employs more than 2,600 staff in the UK and is a significant contributor to the UK transport industry. Montgomery has been involved in the industry since an early
The group has more than 20 operating companies, most related to truck sales, transport and logistics, transport services and trailer manufacturing, achieved through new start-ups, organic growth and acquisitions. None of this could have happened without Montgomery’s drive, ambition and vision in leadership, coupled with the support and teamwork of loyal directors, staff and employees in all areas of the group’s activities. He continues to be an active, hands-on MD of the group, despite passing the milestone age of 70 this year. Leading by example, blessed with good health and an enduring passion for the business, Montgomery’s appetite remains to continue the development of the Ballyvesey Holdings organisation for this generation and the next.
Anne Preston MBE, chairman, Prestons of Potto
Anne Preston MBE is chairman of the family haulage firm Prestons of Potto founded by her late husband Richard and his father Dick in 1957. The couple married in 1960 and worked side by side until Richard passed away in 2015, leaving Anne at the helm. Preston, who turned 80 in 2017, was awarded the MBE for services to the transport industry in 1987, was given the 2010 Everywoman Director of the Year Award for Logistics and was the first female board member of the RHA. She joined the firm in 1965 soon after the birth of her two children, David and Jayne, and with Richard built the business from one vehicle to a nationally recognised and highly respected haulage firm. “I’ve worked in this industry for 51 years,” Preston told Commercial Motor in 2016. “I can’t think of another woman who can say that. I think it’s quite an achievement.”
age and after five decades in charge of the business is still described as an inspirational leader and a great example to any transport professional. It is his tireless drive and enthusiasm that has taken Ballyvesey from strength to strength. It all started when Montgomery Transport started trading with one tractor unit and trailer in October 1970, which evolved from Montgomery’s first venture into business, buying and driving an S model Bedford tipper in the late 1960s. During the course of the 1970s, the business expanded from the one-truck operation to approximately 50 vehicles by the end of the decade, focusing on the Irish Sea cross-channel services. In August 1977, the second company, again started from scratch, was Montracon, in a rented factory unit in Newtownabbey, Northern Ireland. On professional advice, with the birth of a second company, Ballyvesey Holdings was formed as the parent company to these two entities with Harold Montgomery becoming chairman and executive MD. Ballyvesey is still privately owned by the Montgomery family. 20 MotorTransport MTR_090718_020-021.indd 20
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motortransport.co.uk
Always a great team, Preston looked after the finances and customer relations while her husband was more hands-on running the firm. Both came from farming and transport backgrounds – Preston’s father Alf Wade was a cattle haulier and the firm still trades as A Wade & Co of Northallerton. David Preston is MD of the firm, which now employs the fourth generation of the Preston family. Still based in Northallerton, North Yorkshire, it has a fleet of more than 100 vehicles, four UK depots and an annual turnover of approximately £17m. A pioneer of petrochemical transport in the 1960s, Prestons developed the plastic liners for containers that are still used today, and ICI was one of its longest-standing customers. The firm was quick to realise the value of the presentation of the fleet, ensuring its distinctive red and yellow liveried vehicles were always immaculate. Prestons, which is a member of the Pall-ex network, runs a mixed fleet of curtainsiders, flatbeds and heavy haulage equipment as well as offering a range of supply chain solutions including 120,000ft2 of warehousing at its 30-acre site at Stockton on Tees. Preston received the Everywoman Director of the Award the day before her golden wedding anniversary and told a local newspaper: “I’m over the moon. There was some stiff competition in the awards but the most thrilling thing of all is that a small haulier on Teesside won against some of the big national PLCs. It is extremely rare for women to go into this job. It’s difficult to juggle family because you can’t go home at three or four in the afternoon. You have to be pretty tough and work harder as a woman. But once people meet you, they don’t forget your name because there are so few women.”
John Ratcliff, chairman, Ratcliff Group
John Ratcliff CBE is the former chairman of Ratcliff Group; former patron of the Society of Operations Engineers; chairman and vice-president of the IRTE and a past Master of The Worshipful Company of Carmen – and can be credited, alongside his father Ted, with inventing the tail-lift. His father used to own a workshop for reconditioning commercial vehicles and engines. Becoming frustrated with waiting for a crane to become available to hoist an engine off the back of a truck he designed what is believed to be the first tail-lift, so the engine could be lowered off the trailer without the wait. The idea proved so popular that Ratcliff and his father decided to build and sell more, and from its base in Welwyn Garden City Ratcliff stormed the market during the late 1950s and 1960s. Sadly, Ratcliff’s father died in 1970, meaning that he did not see the continuing expansion and success of the company under his son’s leadership. Innovation remained at the heart of Ratcliff Group after Ted’s death too: in 1971 it bought Buttonwood Mechanical Handling, while in 1972 it brought to market a demountable tail-lift – which could be fitted or removed using its own power-pack – for the Post Office; and in 1974 it signed a reciprocal manufacturing and marketing agreement with Los Angles-based firm Maxon Industries. In the 1980s it acquired Cycles Peugeot and Hydrolift of Sweden, and developed the Solo – a simple, lightweight, all-electric tail-lift for panel vans. In 1990 the group branched out and bought Wessex Lifts – which makes mobility equipment 9.7.18
MTR_090718_020-021.indd 21
for disabled customers. Ratcliff was awarded a HALL OF FAME ALUMNI CBE in the 2001 New Year’s Honours List for services to John Parry the road transport industry. David Batty In June 2005 Ratcliff Ken Irlam Group sold its Ratcliff Tail Robbie Burns Lifts subsidiary to crane Dick Denby specialist Palfinger – turning Stewart Oades the Austrian business into Nikki King OBE the British market leader for Peter Carroll tail gates and access systems Des Evans OBE and creating a business with Theo de Pencier the widest range of tail-lift Michael Williams models in the world. At the Chris Hanson-Abbott time, Ratcliff Tail Lifts Ray Grocott employed 200 staff at both Derrick Potter Welwyn Garden City and its William Stobart parts and service base in John Williams Garforth, Leeds. It had sales at the time of approximately £20m a year. Ratcliff described the deal as a “nice transition for the core tail lift business” and remained chairman of the Ratcliff Group and its three main companies: Wessex; Stone Hardy, a commercial vehicle accessory service company; and Planet Flowline, which specialises in the design, supply and installation of machines for the food processing, drinks and packaging industries. ■ MotorTransport 21
28/06/2018 14:16:54
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05/07/2018 08:45:10 28/03/2018 09:38:13
Keep on bidding!
Countdown presenter Rachel Riley and BigChange CEO Martin Port helped raise an amazing ÂŁ33,000 for Transaid at the MT Awards last week. Read on for more on the 20 award winners MTR_090718_023.indd 23
05/07/2018 16:27:43
Safety in Operation Award Expect Distribution The winner of this award had to show the judges either an exceptional commitment to all-round operational safety or describe a specific successful initiative designed to improve safety in a particular area of the operation
Winner profile sponsored by
Zenith sales director Eric Burns, second right, presents the award to Expect Distribution MD Neil Rushworth, fourth from right. With them are, from left, host Jimmy Carr, Expect chairman, Robert Rushworth, director of transport Andy Taylor, HSEQ/facilities/project manager Kevin Barnes, director Elaine Rushworth and MT editor Steve Hobson In winning this award the judges said you could “taste the commitment” to safety at Expect Distribution. The Bradford-based family-owned and run logistics firm is celebrating 30 years in business and employs 250 staff, operates from three sites and runs 94 vehicles. Safety of employees and customers is first and foremost in every area of its operation and 2017 was its safest yet: accidents and incidents were down 41% year-on-year; there was just one Riddor reportable instance; injuries per 100 employees were down 40% year-on-year and lost time injury frequency rate was down 91.5% year-on-year. Following a number of
accidents involving the use of pallet truck and tail-lifts in 2015 Expect introduced electric power trucks to fulfil the Palletline network commitment regarding unloading pallets of up to 1,000kgs. In 2016 it rolled out electric pump trucks as standard across its entire fleet of rigids and in 2017 there was not a single instance of injury caused by a pallet truck during tail-lift operations. Expect has developed a clear structure of reporting incidents, periodic inspections, reporting and communication channels throughout the organisation. It seeks to endorse policies with training to promote a positive safety culture. Over the past
two years it has made improvements by sponsoring health and safety improvements at board level, with its health and safety manager reporting to the MD. In 2016 it introduced a health and safety administrator to support its health and safety manager and has incorporated a health and safety section into its three-year strategy. The judges said: “Expect had delivered an impressive improvement in incident rates as a result of the development of a clear structure and strategy to promote a positive safety culture.” They also praised good examples of management awareness and engagement.
“We’re really happy. Health and safety is endorsed at a director level in our business – the whole business has a part to play and it’s great to be recognised nationally for the efforts we put in as a business” Neil Rushworth, MD, Expect Distribution
24 MotorTransport MTR_090718_024 SAFETY.indd 24
9.7.18
05/07/2018 15:20:20
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We manage your fleet, you manage your business Email fleet@zenith.co.uk Visit www.zenith.co.uk Proud sponsors of the Safety in Operation Award Motor Transport Awards 2018
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04/07/2018 16:29:25
Innovation Award Renault Trucks This award celebrates transport operators and product and service manufacturers or suppliers that can show outstanding innovation in developing a product, service or operation. Judges were looking for evidence of how creative thinking has been applied by businesses to solve a particular problem
Winner profile sponsored by
Renault Trucks commercial director Nigel Butler, centre, receives the trophy from Goodyear sales general manager commercial UK & Ireland David Howe, second right The Health and Safety Executive regularly cites incidents of truck runaways as part of its effort to educate drivers and employees about the risks they face. There have been third-party applications to address the potentially deadly problem, but Renault Trucks is the first OEM to offer an automatic handbrake as a factory-fit option. When Renault renewed its model ranges in 2013 the new vehicles came with a number of safety enhancements, one of which – the electronic park brake – was critical to this innovation. The outcome was a locally configured electronic ‘override’ system, the Anti-runaway
Automated Park Brake. The key innovation in the application is taking an existing passive safety system, the electronic park brake, and configuring it to provide a specific solution to a determined safety risk. It addresses the two most common causes of runaways – a vehicle being unknowingly left in gear when a driver leaves it and, in particular, the park brake not being fully engaged when the driver exits the vehicle Developed in the UK, but now adopted by the parent company’s team in Lyon, the innovation integrates fully with the vehicle’s in-built capability and other vehicle systems to provide a seamless
solution to a recognised in-service safety issue. It functions and communicates in the same way as other vehicle systems. The system comprises a range of software and hardware changes to ensure the brake will engage at speeds up to 3mph if the truck is in neutral and the park brake is not engaged when the driver’s door is opened or if the truck is in gear but the park brake is not engaged when the driver’s door is opened. “Why wouldn’t you have it?” said one judge. “Renault should be commended for this innovation as it will become the norm in the sector in the years to come,” said another.
“We took the lead in the UK with our engineers, and we developed it in the UK, trialled it in the UK and it has been adopted by the brand across Europe. It is fantastic to be able to lead it” Nigel Butler, commercial director, Renault Trucks
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Fleet Truck of the Year MAN TGX Judges based their decision on fleet productivity, including reliability and vehicle uptime; fuel efficiency; driver acceptance; manufacturer/dealer support and total cost of ownership. Other factors that were taken into consideration for this award included customer service, warranty, finance packages and aftersales support
Winner profile sponsored by
Thomas Hemmerich, MD of MAN Truck & Bus UK, with the trophy, presented to him by Texaco Delo sales director Europe, Rene Hunting, second right If you’re surprised to learn that the MAN TGX has been crowned Fleet Truck of the Year, then you probably haven’t run one for a while. If, however, you’ve got the latest TGXs on your fleet, then you’ll probably fully understand why our panel judged it to be the UK’s best fleet truck. To put it simply, the TGX has undergone a serious transformation in the past year or two, as has MAN Truck & Bus UK. It’s no secret that the truck maker had some problems with its D20 and D26 EGR engines at Euro-4 and Euro-5, but according to the operators on our judging panel, those issues are well and truly behind it now. In fact, they deemed the current TGX to be a hugely reliable
and competent truck. Praise was lavished on the cab’s interior, which was redesigned last year. “It’s really comfortable, and drivers love it,” commented one. “And I’m impressed that they listened to feedback on the position of the fridge, which is now flush with the bunk. And the gearbox controls have been repositioned on the dashboard, safely out of harm’s way, and freeing-up more space on the floor.” Others waxed lyrical about its “frugal fuel economy”, and “classleading AdBlue consumption”, with one claiming it to be the most efficient truck on their mixed fleet. The new TipMatic (ZF TraXon) gearbox came in for some praise too
and was described as “quick and precise”. One judge said: “I don’t see a reason why any driver would need to bother with the manual override.” But this well-deserved win can’t be attributed purely to the truck, as our judges also believed the dealer network to be much improved. “We have always had a good relationship with our local dealer, but it’s recently improved further,” said one. “And it’s the same story with Swindon [MAN Truck & Bus UK’s head office]. They have a really positive attitude and are happy to listen.” MAN invented the diesel engine in 1893, and many of our judges believe the truck maker is still at the top of its game today.
“We have had many objectives for the year and I did not dream that we would get this award. This is down to the amazing support of the team” Thomas Hemmerich, MD, MAN Truck & Bus UK
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05/07/2018 08:09:56
Temperature Controlled Operator of the Year McBurney Transport Group This award was for operators working in the chilled or frozen sectors that could show a strong record in on-time, in-full delivery; flexibility to meet peak and unexpected demand; class-leading energy and environmental performance; and excellent management of the cold chain to guarantee food safety
Winner profile sponsored by
Enterprise sales director John Collins, second right, hands over the trophy to McBurney Transport Group operations director Peter Reardon, second left, and the McBurney team In 1965 MD Norman McBurney OBE set up McBurney Transport with one lorry. Since then it has remained a family-owned and managed business and the McBurney Transport Group has a solid record in providing a first-class service to all its temperature-controlled customers throughout the UK and Ireland. With three depots in Northern Ireland, one in the Republic, one in Scotland and three in England, the group consistently achieves high KPIs exceeding customers’ expectations. Its enviable customer base includes blue-chip names from retail and food manufacture – some of which have
been customers for 40 years. The judges were impressed with an entry containing multiple customer testimonials praising its ability to get the job done well especially during times of inclement weather, ferry disruption or seasonal peaks. “Clearly from the comments it is a respected partner in a difficult and diverse market,” said one of our panel. The group prides itself on its value-added services and ability to expand and adapt with its customers’ requirements and challenges. It has an annual turnover of approximately £100m, 900 staff and with a strong capital base the group has secured its
position as a leading player in the industry. The judges did not hold back in their praise of McBurney Transport Group: “The service offered is of the highest standard and its compliance standards are evident. This is a good, commercially strong business that invests in its people both for today and tomorrow.” Another said: “This is a profitable business that operates in a challenging market, which is a credit to its management team,” while another added: “It has a conservative approach to business and is able to focus on service while investing continuously.”
“It is amazing. We can’t believe it. If it wasn’t for the team we would not have won this award. We are very, very proud” Peter Reardon, operations director, McBurney Transport Group
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HELPING YOU DO MORE OF WHAT YOU DO BEST
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Low Carbon Award Royal Mail Fleet Judges were looking for an operator that has made significant progress in reducing carbon emissions by improving the efficiency of its operation and/or by the use of alternative fuels and drive trains such as natural gas, LPG, full electric, hybrids etc. They also wanted to know what the outcome of making these changes were
Winner profile sponsored by
Fraikin CEO Ed Cowell, second left, presents the award to Royal Mail Fleet commercial director Duncan Webb, third right. He is flanked by Grahame Bennett, head of fleet engineering and Sally Warren, head of fleet maintenance In its award submission Royal Mail noted that it has “a history of innovating, pioneering and leading the adoption of carbon-reducing vehicle technology”. On top of this it had the UK’s largest deployment of electric vehicles in the past five years; development of the first UK-designed and built electric truck (with Arrival); a carbon emission reduction programme across all sizes of commercial vehicles; and independent endorsements and awards for the firm’s environmental fleet initiatives. The purchase of 100 electricpowered Peugeot Partner vans last year was claimed to be the largest
purchase of electric vehicles by an operator in the past five years. They are being deployed at 17 delivery offices across the UK and used for local deliveries of post. The decision to buy them followed a two year, 18,000 miles trial of two vans. Electricity usage data collected from the intelligent charging posts during the trial showed the cost of fuelling each van for a whole year was less than £200. For the same annual mileage, the comparable cost of petrol/diesel vans was around £1,400. Pioneering work with UK-based Arrival to trial three electric 6-tonne, three 3.5-tonne and three 7.5-tonne commercial vehicles to move mail
between mail DCs in the South East impressed judges. “Royal Mail has a long record of working to reduce its carbon footprint,” said one. “Its involvement with CPC and Dow Jones are indicators of how seriously Royal Mail approach the task.” Judges liked the work across a swathe of the operation, from electric vehicles to double deck and longer semi trailers, right-sizing, modal shift from air to road and reduced empty running. Royal Mail achieved its 20% carbon reduction goal by 2021 in the 2016/17 financial year. “This is an example of thought leadership and innovation beyond the norm,” said one judge.
“Given where we are, the size of the fleet and what we are trying to achieve, this an excellent award and we’re really pleased to win it” Grahame Bennett, head of fleet engineering, Royal Mail
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Training Award Eddie Stobart Training Academy This award was open to third-party logistics and own-account operators running 11 or more commercial vehicles, contract hire and rental firms, pallet networks, dealers and manufacturers. Judges wanted to know how training needs were identified; what was implemented; and the outcome of the training, including cost/benefit analysis
Winner profile sponsored by
Steve Granite, CEO, Abbey Logistics and Think Logistics founder, second right, hands over the trophy to Eddie Stobart Logistics HR director Angelina Miley and colleagues In 2015 the Eddie Stobart Training Academy was launched in Warrington as an in-house facility. In 2017 it announced it was opening the doors to the wider logistics and supply chain sector and in January 2018 a second driving school facility was launched in the Midlands, complementing the existing school. The Training Academy supports Eddie Stobart’s wider strategy of supplying qualified drivers and warehouse operatives to businesses through its supply chain resource services. It offers those wishing to make the career move to become an Eddie Stobart HGV driver the chance to obtain a Category C and Category C+E licence, right through to those who wish to obtain a more specialist qualification for the transportation of dangerous goods. Dedicated courses are available across the following areas: licence acquisition; legislative training (like
Driver Certificate of Professional Competence); specialist skills (like crane operations and transportation of dangerous goods); warehousing systems and operational training; management development; and Microsoft Office Applications. Training courses are delivered by a team of highly qualified trainers and instructors and are accredited by a range of external industry bodies including TfL, SQA (Scottish Qualification Authority) and ALLMI (Association of Lorry Loader Manufacturers and Importers). The courses range from one day to 11 weeks with no more than nine trainees per group. Eddie Stobart has 17 driver trainers including one driver training manager and three staff trainers, all with different skills. Eddie Stobart also has a DVSA delegated examiner to run the examinations, as well as three SQA Grade One accredited ADR instructors
(transportation of dangerous goods). Drivers taking part in the training are supported throughout the entire process and on completion of Cat C+E licences they are guaranteed an interview to join Eddie Stobart Logistics at their nearest depot. Those who are successful are provided with a buddy who they shadow for the first two weeks to ensure they are confident and ready to drive alone. Judges felt the “first-class, modern training facility” was playing a key role in helping to tackle the national HGV driver shortage and was “just the advertisement the industry needs to attract more quality people”. They added that Eddie Stobart Logistics had an outstanding approach to training and recruitment, and had put together an excellent entry meeting all the requirements of the Training Award –“hats off to them”.
“I think this really shows the achievement of our training team and the academy and what we’ve been trying to do. We are so proud of the team and this accolade goes towards all of them” Angelina Miley, HR director, Eddie Stobart Logistics
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Fleet Van Operator of the Year Royal Mail The award celebrates organisations tht are achieving outstanding performances in professionalism, productivity, customer service, health and safety, training environment and that have well-structured apprenticeship schemes
Winner profile sponsored by
Renault Trucks commercial director Nigel Butler, second right, presents the award to Royal Mail Fleet commercial director Duncan Webb, centre with trophy, and Lorna McAtear, head of supply Running the UK’s largest fleet of vans is a huge logistical challenge, which comes with a vast set of responsibilities. The MT Awards judges crowned the postal operator as this year’s Fleet Van Operator of the Year because they felt that not only did Royal Mail step up to those responsibilities, but it went the extra mile to ensure its operation was as safe, clean and reliable as possible. In particular, Royal Mail’s recognition of is social responsibilities makes it a worthy winner of this year’s award. Royal Mail delivers to 30 million addresses six days of the week and runs a fleet of 49,000 commercial vehicles. With a vision of building a 'zero harm' health and safety culture, drivers are subjected to on-road training and risk assessments before they are allowed to drive a Royal Mail van.
In 2016/17 the operator provided more than 13,500 training courses to its van drivers. A focus on areas with high collision rates coupled with bespoke training courses for these locations led to a 49% reduction in collisions in start/ stop operations. One judge remarked that Royal Mail’s handle on accident reduction was “exceptional” given its vast fleet size. To reduce its carbon footprint, Royal Mail recently bought a fleet of 100 all-electric Peugeot Partner vans after a two-year trial of two out of a London delivery centre. The purchase is thought to be the largest of electric vehicles by an operator in the last five years. Electricity costs during the trial found that it had a 86% saving on the cost of running a petrol or diesel van for a year. Even more plugged in to vehicle
innovation is Royal Mail’s work with Arrival on a new electric van. Royal Mail was the first UK operator to run the vehicle from Arrival, and will be trialling a total of nine of the autonomous-ready vehicles as and when they become available. Royal Mail was also praised for its dedication to apprenticeships within the business, notably its logistics management course, on which apprentices are entrusted with responsibility for up to 40 people working in parcel distribution and processing. One judge said: “Royal Mail has shown that even for a large and unionised multi-site fleet, improvements can be instilled and made to work well to benefit all stakeholders. Safety and continuous training seem to be the cornerstones of this operator. This is how to do transport properly!”
“This is great. Not just one award but two. It’s a real accolade for the people who make this happen, day in, day out. We have a team of more than 1,100 and we’re very proud of them” Duncan Webb, commercial director, Royal Mail
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Home Delivery Operator of the Year DPD UK Judges were looking for operators that have set themselves apart from the competition. Entrants had to demonstrate strong business performance and service excellence including first-time delivery rates, high levels of service and the ability to meet the ever-changing demands of recipients wanting more flexible delivery options.
Winner profile sponsored by
Cartwright Group MD Mark Cartwright, second right, presents the award to DPD UK CEO Dwain McDonald, fourth right, and the DPD UK team DPD won significant new business in 2017, in a year that saw it hold on to its title of the fastest growing parcel delivery group in the UK. As in previous years, the premium parcel delivery group saw much of its success increase from its investment in new technology. After eight consecutive years of growth, 2017 saw DPD hit turnover of £1.2bn, a year-on-year increase of 11%. DPD said its financial stability keeps it on track in a volatile market, and the MT judges applauded the premium parcel carrier’s commitment to what they saw as a very attainable goal of hitting £2.3bn turnover by 2025. In 2017, the carrier used a five-point strategy to drive its three-step mantra to deliver the best service, use the best technology and retain and develop the most customer-centric people.
The five areas that supported its performance were the growth of its app, the launch of its chatbot, customer-centric training, as well as a focus on health and safety and its logistics model. Downloads of its consumer mobile app had reached 2.5 million by February this year. DPD says it delivered seven million parcels via its app in 2017, and the technology improved its first delivery rate by 3%. It also made savings of more than £500,000 by using push notifications instead of paying for SMS messages. Judges praised DPD’s development of its complex chatbot system, which it developed after it found 90% of consumers would rather not phone a call centre with an enquiry, but a fifth of chat advisers were screening basic enquiries. The bot operates 24/7 every day of the year, gives instant responses and can handle far more chats at any one
time than the average four of a human operator. It’s even been programmed to understand slang terms and text speak. While the carrier is known for its pioneering technology, DPD improved its peak performance simply by working to clear as much volume from its hubs before its busiest window during the night sort; something it started planning for in the first month of the year. It also introduced trunking between regional depots during the peak season so that 5% of its volume bypassed its four national hubs altogether. One judge said: “With exceptional rates, logistical planning and consistent seasonal performance, it’s clear to see why it is topping customer surveys.” Another added: “A relentless focus on innovation is demonstrated by an impressive app and chatbot, which clearly has the customer at heart.”
“It was a massive team effort and they will all be chuffed to bits with this award” Dwain McDonald, CEO, DPD UK
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Team of the Year Wincanton Team of the Year was open to any team of any size in any part of a transport or logistics operation that could demonstrate they have worked closely together to either deliver a major project on time and to budget, or consistently over-achieved in their field of operation. The judges were looking for objective KPI-based evidence
Winner profile sponsored by
HIAB MD UK & Ireland Rogier van der Linde, second right, presents the award to Wincanton’s James Riley, SHEQ manager, and Jennifer Flaherty, SHEQ officer, and Peter Rewhorn The Wincanton transport operation supplies more than 500 Co-op convenience food stores with 580 daily deliveries, seven-days a week from its Lea Green, St Helens RDC. As part of the operation, chilled produce and frozen goods are transferred from roll cages on vehicles via tail-lifts to designated delivery points. In 2016 Wincanton proposed a joint venture between the training and development and the health and safety departments at the centre. The idea was to create a multiskilled team to deliver continuous improvement in matters of health, safety, training and development and share its best practice with other Wincanton contracts. This team has subsequently become a driving force behind the firm’s five-year contract at the Co-op depot on Merseyside, assisting,
advising, co-operating with, supporting and developing the transport operation in a structured approach. The formation of the team has also helped create consistency during accident and incident investigations. One of the initial key focus areas for the team was to implement a safe systems of work review with a relevant training programme as well as an improved risk assessment programme. Drivers now receive health and safety updates via their personal email addresses as well as more communication on-site, and all are all issued with personal safety kits. Members of the team also worked with a supplier to produce more than 20 health and safety videos covering procedures and worst-case scenarios, and liaised with St Helens College to design the first bespoke
LGV driver-mentoring course. In addition, the group introduced improved yard markings and signage at the yard to assist the company’s trailer drop avoidance safety programme. Results have been a reduction in uncontrolled roll cage movements and a safer working environment generally. Between 2014/15 and 2017/18 the depot recorded a large reduction in dropped trailers as well as a lower number of staff injuries. Also, there was a major reduction in overall transport operation costs, increased driver availability and reduced absence levels. MT Awards judges liked the fact the project had delivered clear improvements, had successfully integrated members drawn from different disciplines and used technology in a very good way.
“We’re ecstatic. It’s a great reward for the hard work and effort we’ve put in over the past 12 months. Fantastic” Peter Rewhorn, Co-op contract general manager, Wincanton
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Haulier of the Year Stephen Sanderson Transport This award, the most coveted in the road transport industry, celebrates the outstanding road haulage or 3PL company of the past year. Entrants had to demonstrate tremendous all-round commitment to legal compliance, business success, high operational standards, staff development, safety, health, environment and quality
Winner profile sponsored by
Volvo Group UK MD Arne Knaben, third right, presents the award to Stephen Sanderson Transport MD Stephen Sanderson, third left holding trophy. Joining him on stage are commercial director Ed Sanderson, second left, and operations director Chris Sanderson, second right This family-owned haulier, founded more than 40 years ago, prides itself on its reputation for “its highly adaptable and personal service, combined with the strength to deliver almost any consignment”. In a close-run battle, judges picked Stephen Sanderson for being a “very good family business which is locally based with a national capability”. The Market Harborough operator runs 70 vehicles and 100,000ft2 of warehousing and is a member of the Transport Association and Palletline. Turnover in 2017 rose to £11.4m while pre-tax profit grew to £925,586. The entry was based on the company's six key values: breadth of
capability and expertise; first call customer service, communication and quality; investment in vehicle, technology and innovation; commitment to sustainability; developing and caring for staff; and giving back to our community. Commercial director Ed Sanderson listed some of the key attributes of a successful haulier, including the versatility and ability to cope with all types and sizes of project. “But most of all, we think it's about building relationships, keeping our promises and developing our people.” The firm's offering has been enhanced with the development of a 'white glove' delivery service for a
luxury stove manufacturer and major retailer while the warehouse stores anything from fashion to food. On time delivery rates are nearly 99%. Staff retention is excellent with an average length of service of 12 years, and the company recently employed three apprentices in its workshop. Judges noted the focus on staff retention and dedication to the local community and environment “all while running a very high profile fleet, growing their business and making continued profits”. Customer retention is excellent. One has used Stephen Sanderson for 37 years and another says “it is like having our own transport company”.
“It is amazing. How can a small family haulier from Market Harborough become Haulier of the Year? It is down to the family, the staff and good customers. I’m amazed. I’m gobsmacked” Stephen Sanderson, MD, Stephen Sanderson Transport
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2017 Fleet Truck of the Year
At Volvo Trucks we believe that behind every great Haulier is a great truck. Volvo make great trucks, but it’s more than just the trucks that make Volvo so special – it’s our people. Our passionate people go the extra mile to keep your vehicle on the road, working and earning, 24/7 and it is for that reason that we are proud to sponsor the Haulier of the Year 2018 award. Just like the winner of this coveted award, we have a real passion to see our customers succeed.
Congratulations to Stephen Sanderson Transport for achieving this award! www.volvotrucks.co.uk
Search: VolvoTrucksUK
Volvo Trucks. Driving Progress 56468
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Operational & Compliance Excellence Award Whirlpool UK Appliances This award is for an operations department that manages to juggle the need for the business to make a profit with the demands of customers and the requirement for the business to run legally at all times. Judges wanted to see evidence of a highly compliant fleet, high levels of customer service, and an efficient and profitable operation
Winner profile sponsored by
Eddie Stobart chief operating officer Dave Pickering, second right, with winners Rob Johnson, second left, and Perry Mair, third right, both regional operations managers at Whirlpool UK Appliances As the only major domestic appliance manufacturer to run its own home delivery operation, Hotpoint Home Solutions, Whirlpool says its logistics division is managed with military precision and its people are “ambassadors for the brand”. One judge said: “The entry clearly provides evidence of how it has gone over and above the call of duty to ensure the profitable, safe, legal and efficient running of its fleet”. HHS delivers almost 750,000 products to customers’ homes each year, managing the process from customer order, delivery, unpacking and installation, including removal of the old appliance and packaging.
Customers have a three-hour delivery window and successful delivery rates were almost 100% last year. A winner of this award in 2015, HHS holds product at its NDC in Raunds, distributing them to 11 satellite depots for onward delivery. It operates 140 vehicles and employs 330 drivers and attendants. The HHS Fleet Department has a programme of three annual internal audits at each depot, covering all vehicles whether hired or owned. Last year compliance rose to a record 97.5% and all eight O-licences have green OCRS for roadworthiness and traffic. A combination of introducing more
efficient 5-tonne and 7-tonne vehicles alongside the conventional 7.5 tonners and driver training has seen consistent improvement in mpg across the Euro-5 EEV and Euro-6 fleet. First time annual test pass rate is 97.6% while core fleet availability was an equally impressive 96.7%, with all scheduled maintenance done at nights and weekends. The company has invested heavily in driver training, equipping its fleet training area with a complete 7.5-tonne delivery vehicle. Judges cited “evidence of achievement and improvement in all areas” with the “focus on the customer evident in all that is done”.
“Concentrating on safety and being compliant is key for us. We are absolutely delighted to win the award, which is down to the commitment of the team” Rob Johnson, operations manager, Whirlpool
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Congratulations to Whirlpool on winning the 2018 organisational and compliance excellence award
Eddie Stobart Logistics is a leading supply chain, transport and logistics business providing industry-leading services to many of the UKâ&#x20AC;&#x2122;s best-known brands. Working across core sectors of e-commerce, manufacturing, industrial and bulk, retail and consumer, it also operates c.2,500 vehicles, c.3,800 trailers and 26 distribution centres throughout the UK and Europe.
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Livery of the Year Howard Tenens Trucks and trailers are mobile billboards that should present a strong, positive image of the operator and the industry. Judges were looking for a modern, stylish livery that gets across its message clearly and effectively
Winner profile sponsored by
Pirelli Truck MD Simon Michael, centre, presents the award to Karl Hodgkinson, Howard Tenens group commercial director, second left, and Beth O’Neill, head of commercial In 2008, Howard Tenens chairman Peter Morris outlined the business’s focus on its carbon footprint and environmental responsibility as an operator with a large fleet. And so began Howard Tenens’ journey to lead the industry in the take-up of cleaner vehicles, which led to it operating a number of dual-fuel vehicles years ago. These vehicles were marked up as greener fleet members, but when the operator bought two 100% compressed natural gas-powered Scanias last year, on a backdrop of acknowledging it didn’t have the strongest brand awareness from the public as it could have, it decided it was time to shout louder about the work it was doing to
help the planet, while giving the operator a PR boost. Howard Tenens partnered with Scania and trailer manufacturer Don-Bur to design the new look for its CNG trucks from April last year; it took delivery of the trucks in October. The Cleaner Planet design – suggesting the earth is secured inside the vehicle – was partly inspired by the BBC’s Blue Planet series. It was one of five concepts Howard Tenens put forward for the new livery, but was quickly picked out as the favoured one. Howard Tenens said it wanted the livery to present the planet as precious cargo that it is doing its bit to look after. This, it hopes, will have a positive effect on
the public’s perception of the transport industry. Strategic placement of its logo also maintains the operator’s brand identify, while not overriding the overall message of the livery. Howard Tenens plans to apply the livery (or a variation of it) to all its alternatively fuelled vehicles and to promote them at shows to advertise the technology the trucks are using. Judges said the design was sleek, stunning and timeless. “This is an exceptional design and execution of an important message regarding sustainability, environmental responsibility and the company’s commitment to this objective,” one judge said.
“It is a modern livery that displays our environmental credentials as a company. A lot of hard work went into it and it is fantastic to win” Karl Hodgkinson, group commercial director, Howard Tenens
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Technical Excellence Award Whirlpool UK Appliances This award was open to third-party or own-account operators running 11 or more CVs and to manufacturers that have developed solutions to meet customers’ operational needs. Judges were looking for high levels of legal compliance; excellent standards of fuel consumption, and close working relations with drivers and operations teams
Winner profile sponsored by
Brett Emerson, Hankook Tyre UK sales director, second left, presents the trophy to Paul Pinfold, Whirlpool UK Appliances fleet operations manager Hotpoint Home Solutions is the internal logistics provider for white goods manufacturer Whirlpool UK Appliances. Its road fleet comprises 135 rigid vehicles serving the national UK delivery network of 11 satellite depot locations covering 5.2m miles per year over a seven-day operation. Its Peterborough-based fleet management team is responsible for driving technical efficiency throughout the operation, with a number of notable gains throughout 2017. For example, last year saw the operation’s best-ever average network auditing score of 97.5%, with 98% being achieved at the final audit round. Fleet audits are carried out on tablet-based software and are paperless, comprising 14 main sections containing more than 100 audit points and a full check of all operator licence compliance documentation and the required
legislative procedures. These regular fleet audits provide a platform for engagement with operational managers, supervisors and drivers where fleet operational performance is discussed along with any new ideas or initiatives. In 2017 Whirlpool UK also achieved a Green OCRS roadworthiness score of 91% across all of its eight operator licences, with MoT first-time pass rates standing at 97.6% versus an industry average of 82.8%. Driver fleet training is another area where Whirpool has embraced technology to enhance the learning experience for drivers. A dedicated training area in Manchester sees training slides projected onto the side of the truck and seating adapted to add realism, while PowerVote technology is used throughout to gauge delegate learning.
The company runs two JAUPTapproved fleet modules, one for starters and one as a refresher. In 2017, 180 employees took part. The company also saw efficiency gains through the launch of its 7-tonne vehicle project, which helped it gain both payload and save on fuel costs through exploring new vehicle specifications and carrying out a six-month trial. Projected savings over five years total £500,000, based upon 60 vehicles. The judges liked the use of highly targeted projects to evaluate different vehicles and specifications to drive efficiency. They also praised the strong communication with all staff across the organisation. They particularly liked the 7-tonne vehicle project, as a good example of thinking outside the box, and were impressed with the company’s monitoring and reporting systems.
“This award is all about the hard work and dedication of our team and our desire for continual improvement and finding a competitive edge” Paul Pinfold, fleet operations manager, Whirlpool UK Appliances
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Fleet Van of the Year Peugeot Partner This award celebrates the year’s best light commercial vehicle under 7.5 tonne GVW. Judges were looking for productivity, including reliability and vehicle uptime; fuel efficiency; driver acceptance; manufacturer/dealer support; total cost of ownership; as well as customer service, warranty, finance packages and after sales support
Winner profile sponsored by
Close Brothers sales director Richard Gosling, second right, hands over the trophy to Peugeot head of business sales Louise Neilson Peugeot’s city van has been making gains with both retail and fleet customers since it underwent a facelift in 2015. Sitting between the tiny Bipper and larger Expert and Boxer vans, it’s a deserving winner of the Fleet Van of the Year award for a number of reasons. Much-improved reliability was a key factor in the judge’s decisionmaking, as was its competitive price. While upfront costs are often a key factor in fleet purchasing, the Partner also offers a competitive total cost of ownership. The mid-life alterations made to the vehicle gave it an updated front-end, while improvements were made to the
equipment levels of the vans with improved standard safety features. The useful addition of the multi-flex passenger seat that allows longer load lengths to be carried by folding the seat forward and flat is just one example. Professional models have a touchscreen, DAB radio and a separate TomTom sat-nav. Also updated was the 1.6-litre HDi engine to meet Euro-6 emissions requirements. Available in 75hp, 100hp and 120hp outputs, it’s a strong performing unit that returns exceptionally high miles to the gallon – the best-performing model has a claimed consumption of 68.9mpg. A 5-speed manual gear box is fitted as
standard, but there’s the option of a 6-speed electronically controlled ETG automated transmission. Maximum payload is 850kg for the short-wheelbase van, dropping to 750kg for the long-wheelbase, which have a 3.3m3 and 3.7m3 load volume, respectively. As with all shared platform vans, many would argue that a victory for the Peugeot Partner is a shared victory for the Citroën Berlingo too. While there is little to differentiate the two products, the support offered by Peugeot was deemed to be of a different enough level and standard by our panel that Peugeot and Citroën should stand alone.
“It’s an incredible feeling to have won. The Partner is a versatile van, we have a mix of big and small businesses and organisations as customers and drivers love it” Louise Neilson, head of business sales, Peugeot
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Customer Care Award Pall-Ex Judges were looking for excellent customer care from all levels of an organisation as well as operators that are going above and beyond normal expectations to satisfy customers and expand their business
Winner profile sponsored by
Syan Hancock, Isuzu Truck care manager, third left, presents the trophy to the Pall-Ex team led by Kevin Buchanan, group MD, third right Pallet network Pall-Ex developed Shine to enrich its corporate customer partnerships. As part of this it restructured its customer service requirement and this created the need for new roles, including an experienced customer services manager; a key operational role; and a key account manager dedicated to nurturing partnerships. Benchmarking processes included engagement with customers about the perceived higher customer service provided by parcel networks, technology being a key component (and something Pall-Ex addressed). All customer requirements are analysed through the sales team’s Customer on-boarding documents early in the sales process. This comprises: incumbent strengths/
weaknesses; freight profile; customer and end-client expectations; and the nature of goods for post-audit packaging advice. Once on-board, customers benefit from a KPI report developed by the key account manager and a daily KPI dashboard to suit individual business objectives. The network shares its service delivery monitor screen with customers, giving live feedback on delivery issues. Customers’ preference on review meetings and formats are agreed, including the use of customers’ KPI templates. Shine, within the context of the customer service team, attempts to engender the following, which is smile down the phone; helpful and proactive responses; innovative bespoke solutions; nothing is too
much trouble; educate each other. It was backed with a six-figure sum and led by sales and marketing director Mark Steel. It has worked, with a more than 22% reduction in claims and a near 80% in damage reduction at the Ellistown, Leicestershire headquartered pallet network. The network has also extended its corporate customers by a third while retaining existing customers since January 2017. “Pall-Ex’s ambition is bold and exciting, which is refreshing. It not only looks at its strengths but analyses its weaknesses,” said one judge. Another of our panel praised the honesty of the entry and process. There was praise for how the initiative was introduced and supported throughout the business.
“Customers are at the centre of everything we do. This is at the centre of everything we have been working for, for many years. It is a team effort for everybody in the business” Kevin Buchanan, MD, Pall-Ex
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Best Use of Technology Award Palletforce This award celebrates a project that has made use of the latest technology, whether within vehicles, components, infrastructure or IT, to enhance its service and benefit customer’s and/or bring about improved efficiency
Winner profile sponsored by
Greg Ward, Bridgestone commercial sales director UK & Ireland, fourth right, presents the trophy to the Palletforce team, led by sales and marketing director Dave Holland, third right Palletforce set itself a goal to make its hub operations more efficient, while also promoting safe operations across its membership. It wanted to track and weigh pallets during the nightly sortation process while speeding up operations. Instead of the “laborious and slow” traditional method of hand scanning pallets in and out of a hub, Palletforce decided to use new technology to improve this process. Working with external partners, it designed Super Forklift Trucks, developed in two stages. First, each forklift truck was equipped with patented weighing technology to enable every pallet passing through the hub to be instantly weighed in less than a second, which includes an antivibration plate for accurate measurement when the vehicle is in motion. Second, new imaging and scanning software was developed and
introduced allowing each pallet to be captured, scanned and weighed instantly while being unloaded and offloaded from trailers. This system provides accurate weights enabling safer loading of vehicles and safer handling of pallets on delivery. DVSA guidance states that pallets more than 400kg cannot be loaded on the top deck of a trailer and the Super Forklift Truck’s operator’s screen flashes with a warning when handling a pallet more than that weight. It means members know the exact weight of their loaded vehicle when leaving the hub and don’t have to rely on customers’ manifests which can often be wrong – an important aspect in terms of compliance and safety. The Super Forklift Truck also flags up pallets more than 1,000kg as extra precautions may need to be taken when unloading at the member’s premises or if the driver has to undertake a tail-lift delivery to the
final destination – vital in assisting members adhere to policies on maximum pallet weights. The imaging and scanning technology improves safety as it reduces the need for Super Forklift Truck operators to get off the machine onto the warehouse floor where there are many vehicle movements. Communicating with each other and working as a ‘swarm’ they provide an accurate, live snapshot of pallets in the warehouse still remaining to be loaded. The technology has boosted sortation efficiency by 20%, helped reduce pallet damage by 60% and turnaround times by 20%. Judges felt this was a very good innovation within the pallet sector, with clear identification of the problem to be solved and impressive outcomes. They also liked that the technology benefitted the entire member network.
“We have a dedication to deliver the best possible service and on behalf of the whole team this will give not just the staff at Palletforce but the members of Palletforce a real boost” Dave Holland, sales and marketing director, Palletforce
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Business Excellence Award Miniclipper Logistics Judges were looking for a company that could demonstrate its commitment and excellence in financial performance, a long-term business growth strategy, care for the environment, excellent corporate social responsibility, high service levels and outstanding staff development and retention programmes
Winner profile sponsored by
Hireco sales director Tim Gibson, second left, presents the award to Miniclipper Logistics MD Peter Masters, centre, and sales director Jayne Masters, third left Miniclipper Logistics secured its first Business Excellence Award after being described by the judges as a “solid business with strong values”. This fast-growing family business based in Bedfordshire specialises in UK B2B pallet delivery and warehousing services and epitomises everything good about a family haulier. The business can be traced back to 1971 when Miniclipper was started by Mick Masters as one man and a van. It now runs 40 trucks, 35 trailers, four warehouses and a 24-hour DC, as well as delivering 250,000 pallets a year as a member of the Palletline and Hazchem networks. In the three years from 2014 to 2017 turnover increased 17.6%, while its delivery KPIs were between 97.5% and 99.4%.
Miniclipper believes a personalised touch speaks louder than an email, which is why its customers are provided with a ‘go to’ customer services representative, whom they have met and who understands their business, as well as access to its leadership team when required. Of particular note to the judges was its relationship with Barclays. At a time when 41% of loan applications were being refused in the UK for business development, Miniclipper secured a £1.55m commercial mortgage from Barclays to vacate a leased DC in Leighton Buzzard and purchase the freehold of a former factory. Converting the site into its headquarters and a DC saves £350,000 a year, while development of leased office space provides £200,000 of rental a year.
Miniclipper demonstrated its environmental credentials through initiatives such as installing solar panels on its owned warehouses and using energy-efficient lighting to reduce electricity consumption. It is part of the community in Leighton Buzzard and is active in local initiatives, sponsoring Wing Raiders junior football team. Staff retention is high, with almost half the workforce having worked for Miniclipper for five or more years, and 15% have been there for between 10 and 20 years, while 3% have been with the business for 30 to 40 years. Miniclipper was praised by the judges for its “exceptional service, people and environmental focus”. They singled out its focus on creating a strong foundation for the future.
“It's for the team. We've had a lot trials and tribulations this year, a lot of challenges, so to pick this up is fantastic” Peter Masters, MD, Miniclipper Logistics
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Apprenticeship of the Year Ford & Slater Entrants were required to demonstrate to judges their success in attracting and retaining high quality recruits who are continuing to make a positive contribution to their business and the transport industry in general
Winner profile sponsored by
Tony McHugh, Giti sales and marketing director truck and bus, second right, presents Phillip Clayton, Ford & Slater commercial operations director, third left, with the trophy Several years ago busy service managers at DAF dealer Ford & Slater, focused on maintaining trucks and talking to customers, were finding it increasingly difficult to source and select candidates for the company’s apprenticeship scheme. In 2016 the firm decided to address the problem by creating a full-time role of group apprentice co-ordinator. The person employed to fill the position, Lee Sursham, has been inspirational, demonstrating creativity, inventiveness and impressive leadership skills. He has built close relationships with DAF, training provider Bristol College and local schools where apprentices deliver careers presentations and talks. Sursham is a single point of contact
for apprentices; he arranges one-to-one sessions for those in need of extra support, builds stronger relationships with families and organises apprentice visits to the DAF factory in Leyland. He also sets up social events and leads the apprentices in annual fundraising events for charitable organisations. The dealer has also introduced an apprentice panel across its 10 dealer locations, which offers trainees the opportunity to have their say on issues affecting the company. Over the course of their apprenticeship, panel members are required to develop a number of soft skills, including communication, creative-thinking, decision-making, flexibility, problem-solving and conflict resolution.
They are also invited to offer their thoughts on how the Ford & Slater apprenticeship programme can be marketed to future candidates and help design leaflets, brochures and video content as well as promote apprenticeships at events and trade shows. Judges praised Ford & Slater’s decision to invest in an apprentice co-ordinator, its apprenticeship panel as well as the scheme’s impressive retention rate. They said the dealer has demonstrated good engagement with young people with the use of social media. Judges also liked the positive comments about the scheme from the apprentices themselves and the fact that a large proportion of the managers at the dealership started out as apprentices.
“It was the single most important thing we felt we could do to enhance our industry and encourage the youngsters we want to take from schools. It's all about the future” Phillip Clayton, commercial operations director, Ford & Slater
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Partnership Award Clipper Logistics and Superdry This award was open to partnerships between operators, customers and suppliers. Judges were looking for evidence of a partnership as opposed to a simple contract, long-term (more than one year) working relationship; and any measurable outcomes, especially in terms of improved customer satisfaction or reduced costs
Winner profile sponsored by
Leigh Goodland, Axis Fleet Management MD, second left, presents the trophies to Elisha Kelly, Clipper operations director and Nathan Brookes, global operations manager (logistics) of Superdry Retailer Superdry has, since 2013, used the services of Clipper Logistics to provide and transform its supply chain, which incorporates fulfilment, returns and warehousing. Operating within a demanding and fast-paced omni-channel landscape, Superdry needed to improve the effectiveness and efficiency of its supply chain operations against a backdrop of explosive growth. Superdry employees involved with supply chain and transport were relocated to Clipper’s operation in Burton upon Trent to improve communication between the partners. The two companies compiled a promotional calendar schedule, detailing when and where items and collections would be released, allowing the team to plan when items were likely to be in demand, enabling optimum stock
positioning within pick floors. Regular project meetings were implemented to keep everyone up to speed and weekly trade and volume meetings were introduced. Clipper employees visited their customer’s stores to get a better understanding of how the stock process worked in practice. The aim of this was to create and implement an effective and world-class service, benefiting Superdry and its customers. Initiatives have been founded on the sharing of data, insight and schedules, allowing the pooling of the expertise of the partners. Today, Clipper and Superdry plan and carry out delivery to all 92 stores, trunking through six depots, delivering customer orders in approximately 1,100 cartons every day. As part of the teams’ collaborative work, they have
established a same-day reverse logistics service, which has provided greater flexibility in store range and stock holding. Clipper has been instrumental in supporting Superdry’s development not just in the UK, but also across the continent and US. The two groups recently renewed their contract for a further five years and their ambition remains undiminished: they have planned a comprehensive programme of significant technology and customer focused enhancements, namely investing in modular automation and artificial intelligence. One judge said: “Clipper and Superdry demonstrate clearly that this is a true partnership. Clipper has not only delivered on the original contract but has helped Superdry as the business has expanded.”
“It was difficult at the start but we now have a great partnership and we've brought the operation on fantastically over the three years” Nathan Brookes, global operations manager (logistics), Superdry
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Service to Industry Award Paul Day, MD, Turners (Soham) The special award is decided by a panel of previous winners, the editor of Motor Transport and the sponsor Ryder to the individual who has made an outstanding contribution to the road transport industry
Winner profile sponsored by
MT editor Steve Hobson presents the trophy to Paul Day, MD, Turners (Soham), centre, on behalf of Ryder
A profile of Paul Day in MT in 2015 described him as “one of the most respected operators in the transport industry, earning plaudits for his professionalism, strategic thinking and rigorous cost control”. A Cambridge maths graduate and former GB table tennis player, he is the grandson of Turners co-founder Wallace Turner. One supplier close to the firm says of Day: “He is good at strategy and is close to his markets. He specialises in certain niche sectors to spread his risks. He keeps excellent control of costs and has loyal staff. He is a long-term player, has a clear view of which markets to operate in and the financial strength to maintain participation. Overall, Turners is one of the best companies in the business.”
Our panel decribed Day as very unassuming and a great character who had taken a “regional haulier into the big league”, adding that Turners has become a role model for the logistics industry. “He has always shown a very entrepreneurial approach to developing his diverse business units and has supported many industry initiatives.” Day, the son of Wallace Turner’s daughter, joined the business in 1984, working with his grandfather and cousin Franklin Turner, son of the other co-founder, for nearly 30 years. In 1993 the business relocated to its current refrigerated site in Newmarket. 2016 saw its biggest takeover when it acquired Goldstar. This acquisition, along with MacIntyre Transport earlier that year, saw
Turners' container fleet reach 750 vehicles and boosted annual turnover by £95m to almost £400m. Turners operates over 1,750 vehicles in its three core divisions, Temperature Controlled, Tankers and Containers. The judging panel said Turners was the “leader in several niche but important markets, helping it remain highly profitable”. It reported pre-tax profits of £27.3m on turnover of £313.6m in the year to December 2016, putting it at no 18 in MT's Top 100. Employing over 3,300 people nationally, it is the biggest familyowned employer in Suffolk. Day's success was put down to a clinical mind and recruiting good people whom he grows into highly effective managers.
“Really pleasing to be recognised by the industry. It's just about every day doing your best, enjoying it, working at it and keeping to the basics, looking after your customers and looking after your staff” Paul Day, MD, Turners (Soham)
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Careers
motortransport.co.uk
Staffing Matters By David Coombes
Apprenticeship funding: use it or lose it
Bodybuilder’s apprenticeship scheme plans to take on four trainees a year
Thompsons scheme seeks jack of all trades By Emma Shone
Thompsons UK is to launch an apprenticeship scheme next year, with the aim of bringing in four new starters every year. The Croydon branch of the bodybuilder is in the process of designing the programme and is in talks with Croydon College. Works manager Neil Butler will head up the programme and told MT he is happy to be involved as he is a former apprentice. “I started as an apprentice 12 years ago. Because I was one, I’m keen to encourage more people to take apprenticeships. It feels good to pass that on,” he said. Butler said Thompsons is launching the scheme because there is a skills shortage brewing in the manufacturing sector.
“There aren’t a lot of young people in manufacturing. It’s not so much a problem now, but in 10 to 15 years time I can see there’s going to be a massive skills gap. We want to bring in some fresh blood.” There is an additional incentive, he added, as Thompsons pays into the apprenticeship levy. “The levy is driving this; if we don’t spend it, we lose it. So that definitely kick started us to think about what we were going to do.” But, he said, the difficulty is finding an apprenticeship framework that is appropriate for Thompsons’ operation, which sees bodies built from the ground up. “We’re specialised in what we do, so finding a course that covers
it all is difficult. It’s engineering, but engineering is very broad.” Thompsons wants its apprentices to learn a little bit of everything involved in the bodybuilding process, from welding to electrics. “It suits us as a business to have a jack-of-all-trades approach, as it gives us flexibility in the work force,” said Butler. “And it’s more interesting than just working on one thing all the time.” Butler said it will probably be 2019 before the company recruits its first wave of apprentices. “It may be every two years while we find our feet though,” he added. “We want to get it right. But I’m looking forward to seeing how our workforce has changed in five years’ time. Hopefully there will be some young people about.”
Mulla to reshape customer experience at Arrow XL Arrow XL has recruited a customer experience manager to overhaul its strategy. Fauzia Mulla has joined the business from Three UK, where she was head of support performance. The two-person delivery group has tasked Mulla with reshaping its customer experience strategy, and she will be responsible for its central call centre at its Wigan HQ. Mulla said the customer experi9.7.18
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ence strategy will be based on four key goals: placing the customer at the heart of everything the company does; taking pride in the quality of service; providing a hassle-free service; and acting in a sustainable manner. “I am excited to be given the opportunity to shape Arrow XL’s customer experience strategy,” she said. People director Peter Scraton,
to whom Mulla will report, said: “Fauzia’s extensive experience and knowledge will be incredibly valuable to Arrow XL as we embark on the next stage of our growth. “The executive team has a passion for enriching the consumer’s journey during the delivery process, and we are confident Fauzia has the expertise to drive our long-term business objectives in this area.”
It is more than a year since the first apprenticeship levy payments were taken from qualifying organisations and we still appear to be going backwards. The latest statistics from the Education and Skills Funding Agency show that apprenticeship starts were down 40% in the first three months of this year, and the trend doesn’t show any immediate signs of reversing. A report from the House of Lords’ Economic Affairs Committee, issued last month, points to the fact that there have been significant delays to the approval of new apprenticeship standards. “It is concerning that more than half of training providers for apprenticeships were rated ‘inadequate’ or ‘requires improvement’ in a recent Ofsted inspection,” the report said. Education secretary Damien Hinds was recently quizzed by MPs and admitted that apprenticeships are still in a period of change and employers are taking longer to bed down what they are going to do with their apprenticeship levy money. “We must bear in mind that they have two years to do that with each month’s money, but we are seeing a shift to longer, higher-quality apprenticeships, which is to be welcomed.” What options are there for degree-level apprenticeships in the logistics and supply chain profession? As I speak there are no degree-level (6+) apprenticeship standards approved by the Institute for Apprenticeships, with three in development: an embarrassing position. In contrast, the legal and finance industry has 10 degree-level (6 and 7) apprenticeships approved and another two in development, while construction has seven approved with seven more in development. I’ve been speaking with some major logistics employers recently and they don’t believe education and training was ready a year ago to support this wholesale change in training. Only now, they said, are they seeing the infrastructure and support coming through. They remain very positive about the longer-term effect of the levy, and new apprenticeship starts are being championed and reported on at board level. We might not see a million apprenticeship starts in 2019, or 2020 for that matter, but the view from ground level is that the support infrastructure is improving. Once more appropriate standards are developed, the take-up will come.
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