Motor Transport 11 September 2023

Fizzing with anger

OPERATORS INSIDE

Operators buying new trucks before ban to circumvent rules will suffer crippling depreciation

‘Only short-sighted will stick with diesel,’ insists DHL boss

By Tim Wallace Saul Resnick, DHL Supply Chain chief executive

UK and Ireland, has criticised hauliers who intend to sidestep the government’s plans to phase out diesel HGVs by 2035 by leaving it until the last minute to refresh their existing fleets and then running them for at least another 10 years.

Responding to comments by former truck maker Des Evans that the majority of those operating 18-tonne trucks and above will not go electric for a generation, Resnick said such a strategy was “short-sighted” and insisted electric trucks would become far more affordable over time.

“I wouldn’t want to be the last person standing with a whole fleet of diesel trucks,” Resnick told MT

“At what point do you reduce the capital value of these diesel assets? Whether it’s in five or 10 years’ time, demand will continue

to reduce. What you‘ll then see is these assets depreciate quicker and there’ll be less residual value for them.”

Resnick also assured operators that the cost of electric vehicles

will soften. “I don’t believe they will be cost prohibitive,” he said. “Right now you have a scarcity of supply, but in time you won’t. And like any economic model, supply and demand will match and costs will come down.

“More and more truck makers are switching from traditional combustion to electric and others. It’s a process. We can’t expect to get there without some pain but hopefully, if all parties have the same objective, we’ll get there a lot quicker.”

DHL has so far taken a “multifaceted” approach to reducing fleet emissions, Resnick said, using HVO, CNG, LNG and electric.

He accepted the government needed to do more to help hauliers but agreed with roads minister Richard Holden MP that success would also depend on commercial partnerships.

“It’s a real challenge and clearly

we would like the government to be supporting us more in terms of a charging infrastructure,” he said.

“It’s also about getting power to those charging facilities. But commercial organisations also have a role to play.

“There’s an opportunity for all parties here. It can’t all land on the shoulders of a few big organisations.”

Resnick added that claims by Evri fleet boss David Landy that operators may be forced to buy trucks they didn’t want in the next buying round showed “the narrative needs to change”.

“If operators think they’re being compelled to do this, that’s the wrong argument,” he said.

“The narrative should be that this is what people want to see happen and our trading partners expect it, and especially the younger generations.”

BIG NIGHT OUT: Another great crowd filled the Great Room of the Grosvenor House Hotel on London’s Park Lane last Wednesday to see a happy bunch of winners pick up the 20 iconic bronze Motor Transport Awards. Jack Dee provided the laughs while the Urban Soul Orchestra served up live music all evening to keep the atmosphere electric. Congratulations to all our winners and you can read all about them in our round up, starting on page 27.

WARNING: DHL Supply Chain chief executive Saul Resnick

Drinks maker and haulier partners broke strike illegally, claims Unite AG Barr reported over ‘scab’ labour

By Chris Tindall

The Unite union said it had reported Irn-Bru maker AG Barr, as well as contractors Eddie Stobart and Streamline, to the Department for Business and Trade for what it alleged was “illegal activity”.

In a move that will ratchet up the tension amid an ongoing dispute between the union, its member HGV drivers and the drinks maker at AG Barr’s distribution centre in Cumbernauld, the trade union said it was demanding an investigation into the beverage giant.

Unite claimed there had been potential use of agency labour through the two contractors during previous rounds of strike action.

The union added it was also calling for possible enforcement action to be taken.

It said that under the Conduct of Employment Agencies and Employment Businesses Regulations 2003, it was a criminal

offence for employment agencies to supply labour to employers, specifically for the purposes of covering work normally carried out by employees who are taking part in lawful industrial action.

The row centres on what Unite said was a real-terms pay cut to its truck and shunter drivers, which

Haulier fined over powerline strike that killed tipper driver

A Devon tipper lorry driver died after he was electrocuted when the hydraulic arm of his vehicle came into contact with an overhead powerline.

VB Farms has now been fined £60,000 following the death of 43-year-old Patrick ‘Paddy’ Rice in May 2021.

Rice, who was employed by Langford Plant Hire, was delivering stone that was going to be used to repair farm tracks in Crediton by VB Farms. He was electrocuted after exiting the lorry.

An investigation into the incident found VB Farms failed to carry out an assessment of how the work could be completed safely and did not consider the dangers involved with working near an overhead power line.

Overhead power lines typically

DVS criteria ‘impossible’, industry warns

Transport for London’s newly updated Direct Vision Standard (DVS) has ignored industry concerns, potentially leaving hauliers who need to upgrade their trucks facing short lead-in times, a lack of available kit and a dire shortage of qualified fitters.

The warning comes from the RHA and Logistics UK, which have accused TfL of making it “impossible” for the industry to meet the 28 October 2024 deadline when the new standard is scheduled to kick in.

This will see the minimum one-star safety rating – which currently allows trucks to enter London – raised to three stars.

led to a schedule of strike action dates that resumed on 25 August and was due to run through until October.

AG Barr said it strongly refuted the “provocative” accusations.

Eddie Stobart was unable to respond to the allegations before MT went to press.

Operators whose vehicles do not meet the three-star rating will need to fit TfL’s set of vehicle safety measures, dubbed the Progressive Safety System (PSS), by the deadline to receive a DVS permit.

TfL is granting a grace period for vehicles that have registered by 28 October 2024 and have taken steps to arrange for the fitting of a PSS.

carry electricity at voltages similar to the 11 kV in this case, but can go up to 400 kV.

The HSE said the company was also ordered to pay costs of £11,715 after a trial at Exeter Magistrates’ Court.

DIG THIS: JCB is hailing a second major breakthrough in its drive to convert to hydrogen-powered vehicles after installing one of its hydrogen engines into a Mercedes-Benz Sprinter van. This latest development follows the plant manufacturer’s installation of its hydrogen engine into a 7.5-tonne Mercedes truck in February. The Sprinter retrofit was completed in just two weeks and one of the vehicle’s first test drivers was JCB chairman Anthony Bamford (pictured), who is leading the company’s £100m hydrogen engine project. The engine used in the Sprinter van is the same as those already powering prototype JCB construction and agricultural machines.

Lord Bamford said: “We have retrofitted this vehicle with a JCB hydrogen engine to demonstrate how simple it will be to convert existing vans and to show that it is not only construction and agricultural machines that can be powered by hydrogen. While converting vans will not be for JCB to do, it does prove there is something else other than batteries that can work very effectively.”

Photo: Shutterstock

Charging infrastructure costs are big issue for sector, says Evri fleet boss

Zero carbon ‘cliff face’ threatens EV switch

By Tim Wallace Evri head of fleet David Landy (pictured)

has admitted that if the government’s plans to switch HGV fleets to electric is to hit target, operators and truck makers will need to invest heavily in a charging infrastructure.

Responding to recent claims from roads minister Richard Holden MP that the transition would rely on commercial partnerships, Landy said: “They’re looking for operators to put their own charging infrastructure in. That is a massive challenge.”

Landy said truck makers keen to drive sales of electric HGVs would also need to help fund charging:

“We’re dependent on the manu-

facturers coming out with a solid offer, but they’re being penalised because they make a truck that we can buy but can’t charge,” he explained.

“So you’ll see them having more

DX opens former Tuffnells depot

involvement in the charging infrastucture. Ultimately it will be thier problem because they won’t be selling any trucks.”

Evri is currently trialling an electric route in partnership with an international client and a manufacturer. “But we’re running 300 in peak periods and this is just one,” Landy said. “Even that manufacturer is putting us off ordering 30 or 40 because they’re nervous about what to sell you or how you would use it.”

Landy added that operators now face “a huge cliff face” and that many would be “forced into buying trucks that they may not want in the next buying round, when they would rather wait until something comes out that’s superior”.

DX has opened a new depot in Norwich (pictured) in a move which the parcels group said will “significantly” increase its capacity in the region.

It closely follows the opening in Newport, Wales, of the first of 15 former Tuffnells Parcels Express depots secured by DX in late June from Tuffnells’ administrator.

The Norwich site, which is located in Caley Close, north-west of Norwich city centre, boasts a 23,913sq ft facility and is part of the DX Express division, which provides secure, tracked deliveries.

Another driver shortage likely, warns ONS Explore snaps up Prigmore Haulage

Revised data from the Office of National Statistics (ONS) has revealed that the threshold for triggering another driver shortage crisis is lower than its original data shows.

The statistics show the driver shortage crisis in 2021/22 was triggered by a 15% drop in driver numbers, rather than the 23% drop reported in the original data – making the possibility of another severe driver shortage much more likely, unless the industry takes immediate action.

The warning comes in Driver Require’s latest report on HGV driver supply, The HGV driver shortage crisis: another crisis on the horizon?, which crunches the revised ONS statistics.

It points to the original ONS data, which suggested a drop in 70,000 drivers would trigger another crisis within 12 years.

However, the revised data suggests a figure of just 45,000 drivers could see this happen within just seven years.

Transport and plant hire services specialist Explore Transport has acquired a majority share in Wellingborough-based Prigmore Haulage for an undisclosed sum.

Family firm Prigmore Haulage, which was launched by Patricia Prigmore in 2000, has an operating licence for 16 trucks and 20 trailers.

Explore Transport and Plant Hire, which is based in Worksop, Notts, has a fleet of 150 trucks and 6,000 plant hire assets.

Patricia and her husband Kenneth Prigmore will retire from the business following the partial share-sale, which gives Explore control of more than 50% of the company’s shares.

Katherine Prigmore, daughter-

in-law of the founders, who joined the business in 2015, is staying on with her husband, Richard, following the transaction. They also have shares in the business.

Strachan Haulage director disqualified after operating excess vehicles

The director of a Scottish haulage firm running trucks out of Livingston and Motherwell has been disqualified for a decade after he attempted to operate more vehicles than specified on his licence on two occasions.

John Strachan, trading as Strachan Haulage, was also disqualified from being a transport manager indefinitely following his appearance

at an Edinburgh public inquiry before deputy traffic commissioner Hugh Olson.

The operator claimed he had tried to set up an arrangement with fellow haulier Philip Bett, where Bett would hire vehicles from Strachan, Bett would also employ and pay the drivers, he would maintain the vehicles, pay for fuel and then invoice Strachan for the work that was

subcontracted to him. However, Strachan admitted none of this had happened because Bett had been unable to open a bank account and so, as a result, everything had ended up being paid for by Strachan.

The DTC also disqualified Bett for five years and found that the repute of Bett’s transport manager Liam McLaughlin was tarnished.

Swiss food giant could slash road journeys with custom rail container

Nestlé doubles up for Tesco container trial

By Carol Millett

Nestlé UK and Ireland is set to cut its road freight journeys after the successful trial of a rail container used to deliver goods to Tesco, which can be packed with doublestacked pallets.

The rail container carried double-stacked Purina products from Hams Hall Distribution Park, in North Warwickshire, to the Tesco Thurrock distribution centre, for the first time last month. The rail container, which has been in development for two years, uses a roof-raising mechanism which allows products to be double-stacked from floor to ceiling, before the roof is lowered for transit.

The design makes it easier to carry up to double the amount of

product compared to other container types.

Nestlé partnered with Bootle Containers and Marine Container Test Services to design and build the container.

Trials have been carried out in partnership with Network Rail, Forth Ports, W H Malcolm Group

Administrator steps in at FME

A Burton-on-Trent international haulage and warehousing firm has entered administration.

Steven Currie at insolvency practitioners Currie Young was appointed to Freight Management European (FME) in Drakelow on 8 August.

The company, which traded as AMCO Logistics, held an international licence for 40 HGVs and 40 trailers running out of two operating centres in Drakelow and Swadlincote.

and Direct Rail Services.

According to the Rail Delivery Group, each freight train has the potential to take up to 76 heavy goods vehicles off the roads and one tonne of products moved by a rail journey produces 76% less emissions than a diesel road journey.

However, DVSA records showed that it was in the process of surrendering its licence authority. The haulier had been trading since 1998 and in its most recent set of accounts, for the year ending 31 December 2021, said that it employed 37 staff.

Currie Young was unable to respond as we went to press.

AMCO Logistics is not linked to AMCO, almost 79% of which was acquired by Super Group earlier this year.

RT Keedwell celebrates as review pays off

RT Keedwell is reaping the rewards of a review of its business, which has seen a leap in turnover and pre-tax profit almost double.

Reporting its latest financial results for the year to 31 October 2022, the family firm revealed that its turnover has risen 15% to £25.1m (2021: £21.9m), while its pre-tax profit almost doubled by 90% to £1.9m (2021: £1m).

The majority of the group’s turnover in the period was provided by the haulage division, which delivered £23.9m compared to £20.9m the year before. Warehousing operations brought in

turnover of £480,366 (2021: £412,313) while the hire business delivered revenues of £668,617 (2021: £653,224).

The firm said its 2019 performance, along with the pandemic, were a catalyst for a “fundamental” review aimed at protecting its long-term future. The review saw the group fleet cut by 27%. Turnover in 2021 beat pre-pandemic levels, rising to £21.9m. By 2022 it had jumped to £25.1m. However, the increase was in part driven by the transfer of trade from another group company.

Challenge TRG seals £170,000 deal to rescue struggling Bury St Edmunds container haulier

Sale saves 60 jobs at Portman

By Chris Tindall

Administrators for container haulier Portman Logistics said 60 jobs had been saved after the Bury St Edmunds firm was sold in a prepack deal to part of the Challenge TRG Group.

Portman, which operated out of three depots in the East of England traffic area and two in the North East, entered administra-

tion on 28 July after increased fuel costs, wage inflation, spiralling interest rates and long delays at Chinese shipping ports all took their toll.

According to FRP Advisory Trading, the company was acquired in 2022 by CDK Group Services and it experienced an initial period of successful trading following this transaction, with

revenues rising to £7.6m during 2022 and EBITDA of £1.2m.

It said the deal was funded by Praetura Commercial Finance by way of a cash flow loan.

However, EBITDA fell to a loss of £27,000 by April 2023 and despite a time-to-pay arrangement being set up with HMRC, Portman Logistics’ financial situation worsened.

The administrator said it offered the business for sale and an agreement was reached with Firststep Recruitment Solutions, a division of Challenge TRG, to buy the business for £170,000.

FRP added that the sale included the purchaser being granted licences to occupy Portman’s premises in both Norwich and Bury St Edmunds.

Expect speeds growth with Pallet Plus acquisition

Expect Distribution has announced the acquisition of Essex-based transport company Pallet Plus to drive further growth.

The purchase of the £10m turnover Colchester business will complement the group’s overall offering, said Expect, expanding operations in the South East and solidifying its capabilities as a UK-wide logistics and warehousing company. The firm currently operates from four West Yorkshire sites incorporating over 600,000sq ft of warehousing.

Expect said it had been attracted to Pallet Plus because it was “a well-run and efficient distribution business, with a strong brand and modern fleet, long-term employed qualified drivers, an impressive IT infrastructure and a culture and value-set that aligned and complemented that of Expect”.

The acquisition of Pallet Plus will see Expect’s turnover push close to £60m, the workforce increase to 440 and the combined transport fleet grow to 190 vehicles.

DONE DEAL: Expect Distribution operations director and co-owner Andy Taylor (left) with MD Matthew Kilner

Buoyant Boughey reports revenue and profit growth

Cheshire-based Boughey Distribution has outperformed expectations, despite the challenges of high inflation and the cost of living crisis, to deliver both revenue and profit growth, according to its latest annual results.

Boughey is the trading name of the food division of NWF Group, which announced its latest financial results to 31 May 2023 last week. Revenue rose more than 13% to £70.9m (2022: £62.6m) with headline operating profit leaping by 50% to £4.2m, up from £2.8m in the previous period.

Boughey operates 144 trucks and 320 trailers and employs over 780 staff. It specialises in delivering ambient grocery products to UK supermarkets and has over 1m sq ft of warehousing. It boasts more than 130 customers, including Arla and Typhoo.

The group said Boughey had increased outloads and backhaul work, was fully utilising its warehouses, and was winning new business. The division had also reduced staff turnover by delivering a “significant improvement” in employee satisfaction.

Palletline member Boughey is planning a targeted warehouse expansion and the optimisation of storage and distribution solutions on the group’s Wardle site.

More than 75% of trucks stopped during a police operation in Northumberland were found to be dangerous or operating unlawfully.

One 44-tonne HGV had a faulty tyre with a large hole in the centre of the tread and another lorry was more than 2.5 tonnes over its legal weight limit.

Another driver was arrested after being wanted in connection with a stalking and harassment investigation.

In total, 70 lorries were stopped near the Tyne Tunnel, Tyne Dock, Teesport and on the A1 last month. Of those, 54 were found

Driving down your fuel costs

Tough trading pushes parcel specialist into red

Whistl sounds a cautious note

By Carol Millett Parcels,

mail and e-fulfilment specialist Whistl fell into the red in 2022 as a decline in post-Covid online shopping, the Ukraine War, supply chain issues and the cost of living crisis all took their toll.

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In its latest financial results, for the year to 31 December 2022, Whistl revealed pre-tax losses of £2.1m, compared to a pre-tax profit of £4.2m in the previous year. Group revenue plunged 48.4% overall, to £732.9m, down from £781.3m in 2021.

Revenue from its business mail – Whistl’s core division – tumbled 13.7% in the period to £488.2m (2021: £501.9m), while parcels revenue plummeted 29.7% in 2022 to £137.7m (2021: £167.4m).

Whistl’s international parcels business also saw revenue fall 3.6% to £28.1m (2021: £31.7m), with fulfilment revenue down 1.4% to £78.9m, from £80.3m in the previous year.

Whistl said the drop in its UK parcel volumes in 2022 reflected

the fall in Covid-driven online deliveries but the company did not reveal the exact fall in its parcel volumes, pointing instead to Ofcom research that showed overall total parcel volumes decreased by 5.7% to 3.8 billion items in 2021/22, compared with the 47% growth recorded in 2020/21.

Ofcom’s research also revealed a fall in domestic parcel volumes of 0.8% year on year to 3.4 billion items, compared to a 53% rise in the prior year, while next-day delivery items made up 65% of measured domestic parcel volumes in the period compared with nearly 60% in the previous year.

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Warehousing leads way with ‘younger’ directors

The average age of directors and founders in the warehousing and distribution sector is significantly lower than in transport and logistics, according to research by Approved Business Finance.

The research used data from Companies House to analyse the average age of 2,000 founders, chief executives and MDs in the UK’s biggest businesses.

Warehousing and distribution was revealed to have an average age of 52 years, just behind the travel and tourism sector where the average age for leadership roles is 50 years.

However, the automotive and transport and logistics

sectors had the oldest profile of all the sectors bar architectural practices, with an average director age of 58.

The analysis suggests that the higher age profile in transport could be linked to the fact that over 250,000 businesses listed are family enterprises.

The research also suggests that a combination of age ranges in a business could boost productivity and innovation, with older employees picking up newer skills from more youthful employees and, in return, younger workers benefitting from the experience of senior executives.

One year on from the chaos of former PM Liz Truss, the economy looks calmer but hardly healthy

Stable, but not thriving

GDP

GDP in the second quarter was just 0.2% up on Q1. That means the economy in Q2 was 0.4% bigger than a year ago, according to this first estimate. Although only a very modest improvement, Q2’s growth of 0.2% was the strongest for five quarters.

The Office for National Statistics (ONS) reports that growth was driven by increased production, up by 0.7%, with vehicle manufacturing in particular showing big gains. Both car and commercial vehicle production posted double-digit percentage rises in Q2.

So is the economy about to accelerate? Probably not, said the Bank of England last month. The high bank rate suppresses spending and investment, so the Bank expects second-half growth to be much the same as in the first half, suggesting the economy will grow by 0.5% during 2023 as a whole. The Bank’s long-term forecast is also gloomy, anticipating GDP growth of 0.5% in 2024 and just 0.25% in 2025.

The UK is not the only European country with a broadly flat economy so far this year: the EU’s Eurostat service reports that there was zero growth across the EU as a whole in Q2. The aggregate for the 20 eurozone countries was 0.3%. After shrinking in the previous two quarters, Germany managed to stop the rot in Q2, but posted zero growth.

Earnings

Annual pay rises (excluding bonuses) averaged 7.8% during the three months to the end of June, the highest since comparable records began in 2001. The figure for employees in the private sector was 8.2%; the average in the public sector was 6.2%.

Publishing the data last month, the ONS noted that neither figure was sufficient to offset the effect of inflation. Consumer price index (CPI) inflation during the same period meant that the overall average pay increase of 7.8% was actually a pay cut of 0.6%.

The only sector seeing a realterms increase was finance and business services, where average regular earnings rose by 9.4%. Bank profits have soared on the

back of the gap between interest rates charged to borrowers and paid to savers, enabling banks to make more generous pay awards than other sectors.

The effect of rising pay was evident in the latest annual inflation data. Falls in costs of raw materials and energy helped to slow the rate of increase of goods prices, which dropped from 8.5% in June to 6.1% in July.

But service sector inflation rose from 7.2% in June to 7.4% in July, as higher labour costs filtered through. July was the first month since April 2021 in which service sector inflation exceeded goods inflation.

Oil and fuel

The monthly average Brent crude oil price jumped $6 in August to hit $86/barrel, its highest monthly figure since last November.

Supply cuts by Saudi Arabia and Russia forced up the price in early August, when Brent seemed poised to hit €90/barrel.

But then the price began to soften on news of a faltering Chinese economy. Chinese price inflation turned to deflation in July, prompting fears that domestic personal spending is stagnating.

The Chinese yuan currency hit a 15-year low against the dollar in August. Many analysts have downgraded their growth forecasts, with most expecting Chinese GDP to grow by around 5% this year, which still sounds vigorous to European ears.

But any fears of China’s appetite for energy weakening sends jitters through the oil market, suppressing further hikes. Saudi Arabia is expected to keep production tightly capped for at least another month, suggesting that Brent is likely to remain around $86.

In last month’s forecast, the US government’s Energy Information Administration (EIA) did not foresee any significant price fluctuations, opining that Brent will average $86/barrel in 2024.

Last month’s volatility was bad news for hauliers – bulk diesel prices jumped about 9ppl so a typical July price of 109ppl to 113ppl rose to 118ppl to 122ppl in August.

Unemployment

The UK’s unemployment rate –the percentage of economically active people who are unemployed – increased to 4.2% in April to June. This was 0.3 percentage points higher than the previous quarter. A year ago, in June to August 2022, the rate was at a near 50-year low

of 3.5%, but it has been trending upwards since then.

According to last month’s Monetary Policy Report, the Bank of England believes the rate is likely to continue to rise slowly, reaching just under 5% in 2026. This reflects the loosening of a tight labour market, explains the Bank. n

Making space for free debate

Steve Hobson Editor Motor Transport

The 37th MT Awards went off with their usual panache at the Grosvenor House Hotel last week, with 20 of the iconic trophies collected by some very happy winners. We say this every year, but each of the 67 companies who made the shortlist also deserve enormous congratulations as our 54 independent judges once again had a tough job picking the winners.

It was heartening to see strong support for two new categories, Sustainable Transport and New Talent Development, as we believe these elements of running a successful transport business are now more necessary than ever. Sustainability involves much more than taking care of the environment, and the MT Awards line-up still includes the Low Carbon Award to recognise the absolutely essential need to reduce carbon emissions.

One day, of course, all transport will have to be low or no carbon and MT was

probably ahead of its time in recognising this when the award was introduced back in 2008.

MT has recently been accused of supporting climate deniers, but it is our job to allow free debate over the net zero agenda. It is important to recognise there is a great deal of scepticism in the industry about the practicality and affordability of the government’s current strategy.

No one can deny the effect carbon emissions are having on the global climate and everyone has a responsibility to play their part in saving the earth for future generations. But there is no point putting our heads in the sand and just setting unrealistic and unachievable targets. That approach leaves real world transport operators despairing about their ability to deliver the service on which our economy depends while sticking rigidly to the government’s net zero path.

Good practices can beat bad debts

Whether the UK enters a recession or not, we are in a tough, lowgrowth economic environment, with high inflation, increasing borrowing costs and dampened consumer demand.

best way to protect against a customer becoming insolvent or failing to pay invoices is through trade credit insurance.

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Gareth Winstone UK transport underwriter Atradius

Wage inflation and increased energy costs, are biting, and transport businesses face a variety of sector-specific challenges, including a shortage of drivers.

For those working with retail or construction partners, we’re seeing an uplift in renegotiation of contracts and business structures as they attempt to adapt to low consumer demand, putting increased pressure on haulage firms.

Claims for late and failed payments have shot up. Hauliers and transport companies are at increasing risk of default. We’ve seen a 40% year-on-year increase in insolvencies in the haulage sector, taking the number of failures to its highest level since the 2008 financial crisis.

Firms need to adapt to protect themselves against the risk of customers not being able to pay invoices.

Fortunately, there are often warning signs that a customer could be struggling – are they suddenly asking for more flexibility or paying late, for example?

Additionally, you may see a change in filing practices to Companies House, which can suggest there are complexities or challenges in their accounts. Standard financial analysis can help too. Checking profitability, liquidity, cash flow and debt reliance can offer insight into a client’s situation. Significant deterioration is cause for concern.

Vigilance is important for protecting your business’ financial stability, but the

Beyond its central role of protecting your business against non-payment, your insurer can actively identify bad debtors, allowing you to adjust your strategy to avoid unforeseen failures. Underwriters constantly review businesses in the sector, using real-time information, so when payment conditions deteriorate for a buyer, they can alert insured firms.

Tools such as Atradius’s Buyer Ratings also help, providing a live snapshot of the likelihood of a buyer going into default.

Through proactive risk management, underwriters also advise which firms might be best to target for new business.

A diverse portfolio is the primary tool for spreading risk and avoiding over exposure – and this extends from customers to sectors. Being subject to the rise (or fall) of a single sector or contract leaves you vulnerable. Ideally you would avoid being over-exposed to one or two customers for all or the majority of your sales.

It’s also helpful to vary contract renewal dates, aiming for major contracts to renew throughout the year to avoid potential risk concentration. By gaining a clear understanding of credit risks and avoiding over exposure, businesses can protect themselves in this challenging market.

Got something to say?

If you would like to contribute to MT’s Viewpoint, email steve.hobson@roadtransport.com

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Brothers in arms

Industry experts Des and Dennis Evans believe the government’s timeframe for banning the sale of combustion-engined vehicles is unrealistic. Will Shiers asks them how they think we should proceed

Former truck manufacturer CEO Des Evans OBE, who together with his brother Dennis co-wrote the book The Road to Zero Emissions, reckons “diesel engines will be with us for the next 50 years”.

This bold statement is an example of how passionate the two men are about the combustion engine, and how at odds they are with the government’s current strategy towards reaching net carbon zero.

Des draws a parallel between the industry’s current situation and the division of the Foden family in the 1930s. Back then, Edwin Richard Foden could see the future was diesel, but failed to convince the Foden board of directors that steam didn’t have a future, so left the family business and set up rival lorry manufacturer ERF.

“Only this time I think we’re choosing steam over diesel, because there’s so much hot air about what we should and shouldn’t do,” declares Des. “And we’re listening to more people like Greta Thunberg, who in my opinion has very little knowledge of the applications that are required in transport today. Transport has

THE WRITE STUFF: Brothers Dennis (left) and Des Evans with their co-written book

Photos: Tom Lee

Interview: Des and Dennis Evans

consequently been denigrated and penalised for all the wrong reasons.”

He firmly believes that the internal combustion engine has done more for prosperity and for saving this planet than any other invention, and reckons it won’t be going anywhere any time soon. “It’s going to be around, certainly for heavy goods vehicles at 15 tonnes and above, which account for 80% of transport requirements in the world, for the next 50 years. It’s still arguably the most economic and the most environmental application to transport goods around the world.”

Cleaner engines

He reminds us just how clean a Euro-6 engine is, explaining that 100 Euro-6 trucks produce the same emissions as one Euro-3 truck from 25 or 30 years ago. “The air coming out of the tailpipe of a modern truck is cleaner than when it went in. And my recommendation to the London Mayor, or anybody else that’s prepared to listen, is to put 100 44-tonne tractor units with their engines running around Westminster for 24 hours, and measure the pollution and the air quality after they’ve been run-

Des and Dennis Evans are keen to point out the size of the UK, and what a small part we play on the world stage in terms of our carbon footprint.

“Based on 2022 figures, 37 billion tonnes of CO2 is emitted by the planet each year, and the UK is responsible for 1% of that,” says Des. “Until and unless China, India, the USA and Russia collaborate and operate at the same level, whatever we do will not make a difference. We can probably salve our conscience, and say we’ve done the right thing, but there will be a big price to play for not moving the dial. Why isn’t Just Stop Oil in Beijing, Moscow, Jeddah or Riyadh?”

HEALTH, NOT STEALTH

Des Evans says current government strategy is focused on prohibiting current

Interview: Des and Dennis Evans

In terms of “not being ready for it”, the pair cite two huge hurdles that the UK government faces.

The first relates to vehicle assembly, and whether or not we plan to retain the 1.5 million vehicles that are built here every year (currently with internal combustion engines, but soon with battery power packs). If so, Des and Dennis say we need to build three 35GW gigafactories, each producing 500,000 battery units per year, and ideally located close to vehicle assembly. “But it takes five years to build a gigafactory, and it takes $100m to produce one gigawatt,” explains Des. “So, multiply that by 35, and it gives you some idea of how much it will cost. It’s in the region of $10bn for three of them.”

Dennis adds that there are currently 136 35GW gigafactories either being designed or fully operational right now in the world. “China has won the battery arms race as it has got about 110 of these,” he says. “Europe has eight, America has six and Britain has zero. So, we’re not even in the race anymore. And if you look at what the Faraday Institution has forecast – and this is a government-sponsored organisation looking into technology of the future related to the electrification of fleets – it believes at least 200,000 direct automotive industry jobs, and maybe up to 1 million direct and indirect jobs in the supply chain will be lost. If we don’t manufacture powertrains here, we will definitely not assemble vehicles.”

“But there’s no point in building electric vehicles when there’s no infrastructure,” says Des, moving onto the second hurdle. “We need 400,000 charging points, yet today we have less than 40,000. And they need to be in

ABOUT DES EVANS

Des Evans started his career in the automotive industry almost 50 years ago, working first with Ford and then Mercedes-Benz.

He joined MAN in 1993 as sales and marketing director, a job he did for 11 years, before taking over from Jurgen Knorpp as UK MD. He retired in 2015, after 22 years with the truck manufacturer.

Since then, he has been involved with the Aston Business School as a visiting professor. He has also been a non-executive director of a Mercedes-Benz dealer group, and an advisor to one or two other transport companies.

“So I’ve been more of a spectator of the game than on the pitch, but I’ve kept in touch and I still have some fairly strong personal views as to how the industry is going and where it should be going,” he says.

ABOUT DENNIS EVANS

Like his younger brother (by 10 minutes), Dennis has been active in the automotive industry for close to five decades. He started off by selling Isuzu trucks for General Motors in Zululand, before working for Ford in Angola and Mozambique.

Back in the UK he had a career with BL/Unipart/ Rover Group, holding a number of senior positions over 18 years. He then moved back into the truck industry, taking the roles of head of parts and aftersales business development at MAN Truck & Bus UK, and retiring in 2016.

“Over the past few years I have been very busy researching and writing the book, and in the last 12 months I have also been very active in the Ukraine humanitarian project, collecting and delivering aid into Poland and Romania, with the help of MAN and Dawsonrentals,” he says.

the right locations.” He reminds us that each vehicle charge has to replace a 40-litre tank fill, which takes two minutes and gives a car a 500-mile range. “How long will charging take to give you a 500-mile range on a current electric vehicle?” he asks.

Business parks of the future

The brothers have a possible solution, which they refer to as ‘Freight Ports’.

“The government has, in my opinion, missed a massive opportunity,” says Dennis, explaining the concept. “Instead of a third runway at Heathrow or building HS2, it should have focused on brownfield sites that existed, and built business parks of the future, where a coalition of green technology industries could co-exist.” He believes such places could incorporate a solar farm, a gigafactory, a recycling centre for batteries and vehicles, recharging facilities for 2,000 vehicles, logistics companies, warehousing, a university campus, and test centres for fully autonomous vehicles. The pair have identified 12 suitable 1,000-acre sites around the UK, including ex-car manufacturing factories, like the old Honda plant in Swindon. All are located near to current or imminent low-emission zones.

“If one of these had been commissioned three years ago, it would be up and running by next year. It would have demonstrated progress in transitioning to a net zero strategy,” he says. “But without the right infrastructure, saying we need to stop production of combustionengined vehicles is just so short-sighted.

Des adds: “Over the next 100 years we will develop a greener society, but it should be based on an evolution as opposed to a revolution. The timeframe of 2030 and 2035 is for the birds, it is just not realistic, and will be delayed.”

n The Road to Zero Emissions: The Future of Trucks, Transport and Automotive Industry Supply Chains by Dennis Evans, Des Evans and Alistair Williamson is available to purchase from most book retailers for £51.99. MT would like to thank Cordwallis Group for allowing us to conduct the interview and take the photographs at its Reading site.

TIME TO ACT: “If we don’t manufacture powertrains in the UK, we will definitely not assemble vehicles,” says Dennis (left)

Three of a kind for

Alan Jones

Alan Jones CVO OBE, former MD of TNT UK, left school in 1964 to join the Midlands Electricity Board as an apprentice accountant. At the age of 21, after completing his five-year apprenticeship, Jones took on his first leadership role in charge of 26 staff at the board’s Birmingham area office, followed by progressively senior financial management jobs with Norweb and then the BBC.

His transport career started in 1974, when he joined Pickfords Heavy Haulage, a subsidiary of the National Freight Corporation (NFC), as finance director. One year later, he took on his first general management job. In the next five years, as a regional director managing more than 2,000 staff within Roadline, another NFC company, he identified the unmet need for a nationwide guaranteed next-day parcels delivery service. This led to him joining TNT in 1980 as general manager of newly formed TNT Overnite.

After 18 months of explosive growth, TNT Overnite was producing revenues of £1m per week – almost as much as all the six regions of Roadline put together.

TNT continued to grow rapidly as Jones launched the first on-demand, door-to-door nationwide next-morning and round-the-clock same-day delivery services in the British Isles. By 1984 he had become director and general manager of TNT Roadfreight UK, and after creating TNT Logistics (now CEVA Logistics) he was appointed MD of TNT UK in 1985.

In January 1986 TNT hit the headlines when it started to deliver Rupert Murdoch’s national newspapers out of his new printing plant in Wapping. This marked the beginning of a revolution that transformed the national newspaper industry in Britain. Thousands of print trades union members picketed the gates at Wapping night after night, while more than 1,100 violent attacks were mounted on TNT’s vehicles and depots.

The newspapers were previously moved by rail and the print unions had relied on unionised railway workers to block the distribution of Murdoch’s titles. The move to road haulage was a historically significant one and helped all publishers break the unions’ stranglehold over the national newspaper industry.

TNT’s supply chain innovations also gave publishers two-hour reductions in transit times across the country, enabling them for the first time to include the results of evening football matches in their first editions through the extension of print deadlines to 10pm.

In the next decade TNT UK gained a monopoly over the primary distribution of national newspapers by providing the fastest and most reliable nationwide delivery services.

TNT UK grew organically to employ 16,000 people while achieving continuously improving profits and strengthening its position as the market leader in the British express delivery industry. It also dominated several sectors of the third-party time-sensitive logistics industry while along the way winning many awards, including 33 Motor Transport Awards – a record that stood until 2020.

In July 1999 Jones became a member of the board of management of TNT Post Group and until the end of 2003 was group MD of TNT Express, with a global workforce of about 45,000 people in 62 countries.

After a rewarding period as a senior industrial adviser at Apax Partners, in 2005 he took on the role of CEO at GSL, a private equity-backed global provider of mission-critical services employing 10,000 people and

using the Investors in Excellence standard. Profits were tripled in two years, upon which the business was sold to achieve an excellent return on invested capital.

Jones is a fellow of the Association of Chartered Certified Accountants as well as a past chairman of the Chartered Institute of Transport. He received an OBE in 1996 for services to the transport industry. Twenty years later he was made a Commander of the Royal Victorian Order (CVO).

Bob Swain

Bob Swain is chairman of national distribution business Swain Group, the great-great-grandson of the founder and the fourth generation of the family to own and run the business. A full-service logistics operation, Swain Group has grown organically and through a series of acquisitions services and now runs 600 vehicles.

Founded in 1918 and formally incorporated as R Swain & Sons in 1926, the company is still based in Rochester and remains 100% family owned. The group has grown rapidly in the past decade, fuelled by a series of acquisitions, though two-thirds of the group fleet still wears the dark green R Swain livery. In the year to January 2022, it delivered a pre-tax profit of £763,083 on turnover £57.7m.

As the group has grown, so has the diversity of the fleet. It now encompasses curtainsiders, heavy haulage,

Bob Swain: visionary who expanded the family firm

The new members of the Motor Transport Hall of Fame know the logistics sector inside out after many years in its service.

Alongside a former MD of TNT UK, we have two leaders of family-run firms who were born into the haulage industry

Alan Jones: an innovator in next-day parcels delivery

MT’s Hall of Fame

project management, containers and bulk transport. It remains, however, the pre-eminent construction delivery business within the south-east, with a large flatbed fleet and five depots circling London.

With a lifetime in logistics, Swain, now 76, has witnessed dramatic changes in the world of distribution.

After spending his early working life travelling the world to gain broader experience in logistics and commerce, Swain joined the family business run by his father in 1973 within R Swain & Sons. The annual turnover at this time was in the region of £100,000.

Even in these early days he had a vision for the business. R Swain & Sons had already established itself in north Kent as a flatbed haulier with specialisms in the distribution of steel and fabrication. Between 1975 and 1978 Swain was instrumental in winning several large contracts, which resulted in the company’s turnover increasing to several million. Throughout the 1980s and 1990s the company continued to grow in terms of turnover and by acquisition.

As chairman of what is now the Swain Group, he is at the head of a large national firm which operates from 11 locations and has an impressive array of businesses. Alongside the R Swain & Sons’ business, eight other businesses now form the Swain Group, including Hallett Silbermann (heavy haulage), Express Freight Services (container distribution) and Swain Special Projects (abnormal loads and lifts), each division complementing the service portfolio and playing its part in fulfilling Swain’s vision for the business.

Among its 600 staff, the company has many employees who have worked for R Swain and its associated business for an entire working life – and they all know Swain and have stories to tell. Any new driver at the business will have wise words offered by those who know, especially if Swain is on the prowl: keep your cab clean; count your straps and chains; know your vehicle (inside and out). And, of course, the engineers and fleet managers all abide by the Bob Swain mantra: “Don’t throw anything away – you never know when you might need it!”

Robert Wilcox

Robert Wilcox is MD of Massey Wilcox Transport, a familyowned haulage company based some 10 miles south of Bath and with a further depot in Avonmouth.

The business was established in 1954 by his father, Harry, and business partner Doug Massey following denationalisation of road transport – which the partners saw as their chance to own and operate their own fleet.

They started with two worn-out Bedford 5-tonners, ex-BRS Thatcham, the value being in the “A” licence that each lorry had allocated to it.

Locally sourced traffic – including stone and tarmac from the many quarries on the Mendip Hills, along with butter, cheese, paper products and Babycham – got the vehicles out. They brought back loads of feed ingredients to a local agricultural mill in Midsomer Norton, where the pair were both drivers following demob after the Second World War.

From the beginning, empty running was not an option – just as it isn’t today.

Wilcox joined the company at 16 in 1973. After a year in the workshop, followed by a few years driving an 8.5-tonne Bedford TK, his ambition to gain his Class 1 licence at 21 was put on hold when Doug Massey suffered a severe stroke at just 54.

With a new position in the traffic office, Wilcox soon identified that groupage was a more profitable sector than the normal full-load traffic, and within a few years he had the country covered with the fleet and through partnerships with other hauliers.

By 1978 the company was able to afford a 5.5-acre site in Chilcompton and the extra space was used to develop warehousing. A further 5 acres was purchased nearby in 1995. The Avonmouth depot, with 175,000sq ft of warehousing, was established in 2002. The two sites placed the company well to serve distribution contracts for South West and UK-wide companies.

With the arrival of pallet networks in the early 1990s, Wilcox saw that the groupage work would come under attack. The company became a member of Pall-Ex in 1998 and then Pallet Track in 2015.

The company was invited to join the Transport Association (TA) in 1991 – and the first meeting was a little overawing. The room was full of long-established family hauliers whose names dominated the haulage world. However, over time Wilcox got to know the principals personally and soon learnt that all members suffered from the same everyday problems – just on differing scales.

He was chair of the TA from 2014 to 2016 and even after 32 years still looks forward to the meetings and what can be learnt from them. The TA is non-political body but considered a family and self-help group. Wilcox is also an RHA board member, the association his father and partner joined in 1954.

With the driver shortage that really came to the fore during the pandemic easing, thanks to the efforts and campaigning of the RHA, today’s issue is the shortage of LGV technicians. It is just as serious as the driver shortage but not so easily fixed – and, naturally, it is a regular discussion point within the TA and a campaign objective for the RHA.

Today the company operates 70 vehicles and 120 trailers along with more than 300,000sq ft of warehousing. It employs 120 people and turns over about £14m a year.

One industry observer says of Wilcox: “Robert has been a leading figure in the highly respected Transport Association for many years. He has demonstrated the value of how private family-run businesses, with their ability to collaborate and co-operate on a national level, consistently achieve and maintain elevated levels of performance and profitability.” ■

ALUMNI

Peter Acton

Ray Ashworth

David Batty

Andy Boyle

Robbie Burns

Peter Carroll

Glyn Davies

Mike Daly

Paul Day

Dick Denby

Theo de Pencier

Andy, Richard and John Downton

Des Evans OBE

Jim French

Ray Grocott

Chris Hanson-Abbott

John Harvey CBE

Ken Irlam

Nikki King OBE

Graeme McFaull

Harold Montgomery

Stewart Oades

Lesley O’Brien

Tony Pain

John Parry

Derrick Potter

Anne Preston MBE

John Ratcliff CBE

Jack Semple

William Stobart

Bob Terris

Thomas van Mourik

Carole Walker

John Williams

Michael Williams

Robert Wilcox: understands the value of collaboration

Dee-livering the goods

DPD UK was again the big winner at the 2023 Motor Transport Awards, picking up another three trophies – Home Delivery Operator of the Year, Urban Operator of the Year and the inaugural New Talent Development Award, taking their overall tally to 42 wins.

Another new award for 2023, Sustainable Transport, went to EV Cargo while Goldstar took the coveted Haulier of the Year title for the first time.

The Fleet Truck of the Year award went to the Volvo FM; although this is the third win for the Swedish manufacturer it was the first for the versatile FM. Clean Fleet Van of the Year went to the Ford Pro E-Transit for the second year running.

XPO Logistics and Saint-Gobain UK & Ireland took the Partnership Award while Think Logistics founder Steve Granite received the Service to Industry Award for his efforts to raise the profile of the logistics industry among school students.

The evening also saw the announcement of the three latest inductees to the Motor Transport Hall of Fame: Robert Wilcox, Bob Swain and Alan Jones OBE.

The Awards were presented by the hilarious Jack Dee and coverage of what is still the biggest event in road transport can be found at mtawards.co.uk/

The 2024 Motor Transport Awards will be held on September 4 at London’s Grosvenor House Hotel – see you there.

Winner profile partnered with

Best Use of Technology Award

JM Clark

JM Clark’s AIOne tool, developed in partnership with Omnia Smart Technologies, has allowed the business to streamline a host of time-consuming processes. The results have been transformative, improving cashflow and delivering clear, measureable efficiencies

JM Clark’s AI-based route optimisation algorithms provide real-time visibility into operations, enabling the company to make better decisions.

The AIOne solution, created in partnership with Omnia Smart Technologies, has allowed the firm to dramatically reduce the amount of time spent on route planning from five hours to just 30 minutes per day.

But AIOne is more than a fancy new route planner; JM Clark implemented the technology because of its integrated nature – it includes a comprehensive planning and scheduling tool, driver app, electronic proof of delivery, and seamlessly handles job and customer management.

The judges were impressed by the significant improvement the system had already made to invoicing turnaround time, improving JM Clark’s cashflow by speeding up invoicing from three weeks to just one day.

AIOne has also improved paper-based processes, leading to an increase in overall operational efficiency. The platform's costeffectiveness has helped improve the company’s bottom line and reduce the environmental impact of the business.

The juding panel praised AIOne as a “solution that embraces technology”, saying that it “delivers really clear benefits in terms of improved processing times”.

One judge also commented on the benefits of using

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“tailor-made technology to overcome problems, reduce costs, and step away from a more manual processes”.

JM Clark now has full visibility and control of live and historic data.

By drawing on Omnia's expertise and track record of delivering innovative and effective logistics solutions that drive tangible business value, AIOne has enabled the business to achieve measurable targets, streamline its operations, and generate real business value.

“For software to have such an impact on a business is a rare thing in this modern age,” said our judges.

“JM Clark and its supplier have taken the best of what is on offer and transformed operations as a result.”

The JM Clark team, led by partner Joe Clark (holding trophy, right), collect their award from host Jack Dee and Hankook UK sales director Paul Emery (second right)

“We have spent a lot of time integrating our new system, going paperless, making our operation more efficient and customer service better”

Joe Clark, JM Clark

Winner profile partnered with

Miniclipper Logistics Business Excellence Award

When the directors of Miniclipper Logistics set a five-year plan back in 2019, the targets might have seemed a little ambitious – even without the challenges of Brexit, Covid-19 and the driver shortage. But a company-wide focus on results has seen the business hit unprecedented highs

Miniclipper Logistics is a flourishing 3PL offering tailored warehousing and distribution solutions for over 200 customers in central Bedfordshire, Buckinghamshire, Hertfordshire and Staffordshire.

Starting as one man and a van back in 1971, the company has matured into a successful SME with almost 200 employees.

It operates a 24-hour DC in Dunstable and six warehouses with over 500,000sq ft of racked storage space for palletised goods and fulfilment services.

It has over 50 vehicles, ranging from 7.5-tonne rigids to double decker trailers for deliveries via its membership with Palletline, UPN and The

Hazchem Network.

The company now manages over 300,000 warehouse picks, handling over 375,000 pallets and delivering 200,000 pallets per annum.

In 2019, Miniclipper’s directors set a new five-year goal to improve net profit margin by more than 7% year-on-year, yield a profit of over £1.5m (before tax) and successfully integrate the third generation of Miniclipper into the family business.

The company achieved two out of three of these targets within a year, despite the challenges of Covid-19, Brexit and driver shortages.

Two years later, Miniclipper reported the best turnover and profit performance in its 52-year history [2021-2022 financial year].

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In a 12-month period, turnover increased by 19.5% with profit before tax also increasing by 46.5%.

Net assets almost doubled from £4.5m to £8.1m following extensive improvements to its facilities in Houghton Regis and moving its truck and trailer fleet to a dedicated site in Dunstable.

Its 2023 full-year figures are predicted to hit an annual revenue of £22.7m.

Judges said: “What a success story.

“Turnover was up from £13m in 2018 to £19m in 2022. They've got things perfectly right. This is a good business that ticked every box in terms of the criteria. The presentation blew me away.”

The Miniclipper Logistics team collect their trophy from Hireco sales director Tim Gibson (far right)

“It’s been a fantastic year for us, which is down to the hard work of everyone in the team”

John Parish, commercial director, Miniclipper Logistics

Winner profile partnered with

Ford Pro E-Transit Clean Fleet Van of the Year

Being the custodian of such an iconic name as the Transit might have weighed heavy on Ford in the past, but the manufacturer has delivered something special with the electric version. The E-Transit is a vehicle for the new age, with style, power and payload to be proud of

The future of zero emission light goods vehicles is well and truly being dictated by the successor to the most iconic name in the van world.

The Ford Pro E-Transit has grasped the baton handed to it by the immensely successful diesel Transit and stormed ahead in making serious headway in the large electric van market.

Designed to satisfy a wide range of customer usecases, it has a 68kWh usable battery capacity and has been redefining the way operators look at electric vans thanks to its near-200-mile WLTP range, uncompromising payload and an extensive list of standard equipment and safety features.

As a result, the E-Transit has found a home on many large fleets since its launch.

Unlike much of the competition, the E-Transit range is available with two differing power outputs offering 430Nm of torque and a choice of 135kW or 198kW. Payload is up to 1,758kg on panel vans but there’s an extensive range of variants, with double-cab-in-van and chassis cab bodies stretching the customer base.

Vans are available in multiple lengths and roof heights, as well as with GVW from 3.5 to 4.25 tonnes. Judges praised it for being “a game-changer” and commented that the support mechanisms of Ford Pro's E-Telematics set it apart from the pack, and have proven to be “a big hit with fleet managers wanting insights and alerts”.

While impressed by their

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dealer infrastructure and support, it’s the product itself that continues to justify the hype about the E-Transit thanks to features like the Ford ProPower Onboard system, that can deliver up to 2.3kW of power for conversions or running equipment.

It retains its title as the Clean Fleet Van of the Year despite a growing number of competitors in the market that continue to present a robust challenge to this trailblazing electric van.

“There’s no doubt that the E-Transit has changed the electric van landscape” said our judges.

“It has a good range and a wide choice of bodies – the Transit is once again the vehicle everyone is looking towards.”

Ford of Britain E-Transit product manager Iain Brooks collects the award from Close Brothers Vehicle Hire sales director Richard Gosling (second right) and MT editor Steve Hobson (far right)

“It’s absolutely fantastic to win for the second year. This is the start of the journey for us, and it’s great validation for what we are all working towards”

Iain Brooks, Ford of Britain

Winner profile partnered with

Walkers Transport Customer Care Award

‘Pile it high and move it cheap’ is definitely not something you’ll hear from this hyper-focused northern 3PL. Instead, the emphasis is on retaining loyal high-margin customers through a dedicated customer service team and a slick online portal offering complete transparency

Walkers Transport is a leading UK 3PL providing bespoke palletised transport, storage and fulfilment solutions to online retailers, manufacturers and wholesalers. With an annual turnover of £50m, it operates from four sites in Leeds, Manchester and Lichfield and is a key member of the Palletways network, running the Northern Superhub as part of a joint venture.

In its winning entry, chief operating officer Jason Scott said: “It was imperative that Walkers continued to deliver superior service levels to its customers during 2022, while resisting macro-economic challenges and navigating resource shortages to ensure its customers were shielded from any impact.

“We hyper-focused on

retention of higher margin, loyal and more profitable customer accounts and let go of lower margin work in order to do so. This approach allowed Walkers Transport to position resources to protect key accounts at times of industry instability and embed itself into their operation as an indispensable, long-term strategic partner.”

Walkers employs 17 full-time customer service advisors who help deliver service excellence to its more than 330 national and international customers, with 97.87% of deliveries made on time, in full in 2022.

All customers are presented with a customised dashboard via the Walkers Insight Portal serving headline information by way of live consignment data. This

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offers complete transparency and new levels of efficiency. All data and performance metrics are live, allowing the customer to self serve and access their data at any time.

Judges said: “A really strong entry from a very professional company illustrating how customers can monitor progress through the portal, reviews and account teams. Livery for customers’ customers as an example of delighting the customer was also a nice touch.

“Objectives and key results are clearly demonstrated operationally and against delivery targets. Strong onboarding process and the three- and six-month reviews provide good opportunities for gathering and responding to customer feedback.”

The Walkers Transport team led by group MD Jason Scott (holding trophy) collect their award from Pall-Ex Group CEO Kevin Buchanan (fourth right)

“In this modern day and age customer care is more vital than anything else”

Chris Burley, commercial director, Walkers Transport

Winner profile partnered with

Fleet Truck of the Year Award

Volvo FM

The Volvo FM name might well have been around for 25 years, but it is a mark of the truck’s practicality and reliability that it continues to endure. With a range of alternative drivelines, top levels of driver comfort and the latest safety innovations, this silver star has an eye on the future

The Volvo FM has been around for 25 years in various incarnations and is now looking to the future with alternative drivelines including LNG, battery electric and hydrogen.

Today the FM and FMX ranges represent 30% of Volvo’s UK sales and with a wide range of engine and cab options is the OEM’s most flexible vehicle. Engines range from 330hp 11-litre to 500hp 13-litre diesels, plus 420hp to 500hp LNG versions.

There are three interior trim levels and six cab designs available with the top of the range Globetrotter the most popular among UK buyers.

The cab interior has been

improved after feedback from drivers with easier access, a new digital dash display and 50% more storage space.

The FM comes with a wide range of passive and active driver assist systems, including a left corner camera, and the FM can achieve three stars under London’s DVS.

Volvo is already compliant with the General Safety Regulations 2 coming in 2024 and has just launched a built-in side detection system to warn the driver of objects down both sides of the vehicle.

When it comes to productivity, reliability and fuel efficiency the FM has proved hard to beat. The

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FM13 with a lightweight pusher axle weighs in at just 7.5 tonnes with 400 litres of fuel, giving a payload capacity of up to 36.5 tonnes.

Judges said: “What is a fleet truck? If you are away one or two nights then a small cab is OK but if you’re out all week you want a big cab.

“We are looking for the one vehicle that encompasses all these operations and if you have the FM with the Globetrotter cab then that is the nearest to filling both options.

“I have never had a Volvo that has done anything wrong.

“The Volvo Group gearbox is still the best - no one has a box that comes near it.”

Volvo Trucks network sales director UK & Ireland Joe Roddy collects the trophy from Texaco B2B & OEM sales manager Daniela Patrizi

“The FM is our most flexible model. We’re chuffed to have won with our middle-of-the-range truck”

John Comer, head of product management, Volvo Trucks

Winner profile partnered with

Goldstar Haulier of the Year

Being an airfreight specialist during the Covid-19 initially caused havoc for Goldstar, but the business wasn’t going to go down without a fight. By focusing on what it was good at, it has grown turnover and increased reserves to emerge leaner, stronger and more adaptable

Airfreight specialist Goldstar impressed our judges with its “clear, honest and factual submission that ticks every box”.

Goldstar was founded in 1998 and is celebrating its 25th anniversary this year. During this time the business has grown from a modest courier service to become one of the most prominent operators in the commercial airfreight transport sector.

It is led by three directors: MD Katie Crozier, operations director Kirsten Crook and commercial director Charlie Fulk.

Turnover has grown from £21m in the year to March 2020 to a projected £35m in the same period this year, while pre-tax profits increased from £1.2m to £3m.

The company operates from

Heathrow, Birmingham and Manchester, with sites close to each airport.

Its entry described the devastating effect the Covid-19 pandemic had on its business: “On March 15 2020, all flights to and from the US were suspended. This was the last in a number of countries to stop international travel in the fight against Covid. Overnight the business was brought to a halt.

“That date will remain pivotal in the company’s history. There were choices. Either lay down and accept the situation or fight for survival. The company elected the latter and the management team galvanised and had the tenacity to react in adversity.”

Judges said: “An outstanding example of

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adaptability and resilience over the last three years.

“This is a well-managed, agile and robust business with a clear customer focus.”

A report on the financial strength of each entrant prepared by Andrew Galliers, director of accountants Menzies, highlighted Goldstar’s performance.

Galliers said: “Turnover has grown 60% over the three years of data provided, whilst profit margins have held up across that time.

“This has been done while growing cash holdings to £5.3m – up from £4.1m, so it has been done not through excessive or extravagant investment in properties or vehicles.

“For an owner-managed business, these results are highly creditable.”

The Goldstar team led by director Charlie Fulk (second left) collect their trophy from Tracey Perry, MAN Truck and Bus UK sales director for truck, bus & coach (far right)

“Winning is a massive shock. We’ve been quietly going about our business for 25 years. We always wanted to enter and this was a good time”

Charlie Fulk, Goldstar

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DPD UK Home Delivery Operator of the Year

By their very nature, large businesses often find it hard to evolve. Not so DPD UK – the parcel giant is a champion of innovation, whether it is improving first-time delivery rates, attracting new customers, boosting efficiency or making the work-life balance better for employees

Parcel giant DPD UK continues to go from strength to strength as it grows its customers and increases its reputation as the benchmark in home delivery.

Its network has seen significant increases, with new customer acquisitions and renewals from household name customers leading to an increase in delivery volumes.

Customer satisfaction continues to improve and so does loyalty with 70% of its top 100 customers having now been with DPD UK for more than five years. Several high-profile customers have also renewed contracts for up to five years and the company has seen a significant growth in new business.

The introduction of its Pinnacle service in May 2022 has seen extended

sortation at DPD UK’s Hinckley Hub enabling its biggest customers to take advantage later ordering times – some customers now have until as late as midnight to guaranteed a next-day delivery, rather than 9pm or 10pm as had previously been the case.

Since launching Pinnacle, DPD UK has already shipped an extra 9 million parcels, a figure that is expect to double by the end of the year.

A world-class Net Promoter Score of 76, as well as a commitment to improve upon TNTs (tiny noticeable things) has seen DPD UK improve many facets of the business, from hub sortation to improving first-time delivery rates with a new pinpoint address function.

Innovations to the shipper

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and shopper experience has included the introduction of zero emission home delivery robots to the fleet in Milton Keynes with 1,500 successful deliveries in a six-month trial. There’s also been improvements to health and safety, focused on training 1,500 managers in mental health awareness to create a culture where DPD UK people feel safe to talk about their emotional wellbeing.

The judges welcomed DPD UK's innovations and were impressed by its long-term vision in coping with rising volumes and the greater need for fleet efficiency.

“DPD is always raising the bar in the sector,” they said. “The number of initiatives it launches and executes succesfully is a blueprint for innovation in any business.”

CEO Elaine Kerr (holding trophy) and the DPD UK team collect their award from Palletways UK managing director Rob Gittins (holding trophy)

“We absolutely love the MT Awards and the independent recognition it gives our company” Tim Jones, director of marketing, communications and sustainability, DPD UK

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Brigade Electronics Innovation Award

Brigade’s Radar Predict is setting new standards when it comes to tools designed to protect vulnerable road users. The sophisticated product constantly scans in search of danger, then uses AI intuition to calculate if a collision is likely before sounding an alarm to the driver

Brigade’s Radar Predict is one of the most technically sophisticated products in the company’s portfolio and will identify the behaviour of the vehicle as well as the vulnerable road user (VRU).

It has been developed as a highly accurate collision detection system using artificial intelligence (AI) to determine potential collisions and warn the driver with sufficient time for an intervention.

As a predictive system that minimises false alerts Radar Predict can detect VRUs up to 5m from the side of the vehicle, 7m in front of the vehicle and up to 30m to the rear of the vehicle's cabin.

Turning manoeuvres involving collisions between trucks and cyclists, typically

occurring at lower driving speeds, usually have serious consequences for VRUs –particularly cyclists.

In 2021, 111 cyclists were killed in the UK, while 4,353 were reported to be seriously injured and 11,994 slightly injured.

Brigade is committed to a continuous programme of innovation to ensure VRUs are protected and lives saved. And never has this been more evident than in this latest product innovation.

A dual radar system, Radar Predict is small – roughly the size of a mobile phone – and features an integrated central processing unit, gyroscope and GPS unit.

The AI system is able to use its ‘intuition’ to assess how VRUs and the vehicle

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will move and work out if a collision is likely.

Object detection data, which includes speed, direction, acceleration and the turning rate of the vehicle, is put through a processor created by Brigade technology partners to calculate the point of collision with VRUs alongside the vehicle and warns the driver of any risks through a visual display teamed with audible warnings.

Judges said: “This is a great product and a solid entry.

“Radar Predict has the potential to greatly reduce all risks around the vehicle.

“It provides more confidence to drivers and ensures legislation like DVS is met.”

The Brigade Electronics team led by managing director Peter Squire (holding trophy) collects its award from Marc Preedy, Goodyear managing director truck replacement sales Europe (far right)

“We’re really pleased to bring a bigger safety element to the industry”

Emily Hardy, marketing manager, Brigade Electronics

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Pall-Ex Group Livery of the Year

Pall-Ex has put supporting current and former military personnel at the heart of its business strategy, making significant strides to recruit skilled staff after they have left the forces. A new camouflage livery was thye perfect way to celebrate the network’s on-going partnerships

Supporting current and ex-armed forces personnel is a key objective for PallEx Group, demonstrated by receiving the Employer Recognition Scheme (ERS) Gold Award from the Ministry of Defence in 2022.

It is also a long-term partner with Combat Stress, the UK’s leading charity for veterans’ mental health

Pall-Ex was proud of its ERS achievement, becoming the first pallet network and one of just 18 logistics and transport companies in the UK to hold the accolade.

To shout about this success and demonstrate its ongoing commitment to the armed foces community, Pall-Ex decided to use “mobile billboards” to create a commemorative livery.

The livery would highlight

the pallet network’s association with the Armed Forces Covenant to any veterans, reservists or cadets, further strengthening its dedication to achieving excellence through the ‘forces friendly’ policies on offer.

An impactful camouflage design was agreed, incorporating both the Pall-Ex branding and the Armed Forces Covenant logo. A complementary design including the Fortec (part of the Pall-Ex Group) colours was also created.

The Pall-Ex livery, aptly named Poppy, was revealed at a special ceremony at the Reserve Forces and Cadet Association (RFCA) awards event which took place at the National Memorial Arboretum ahead of Remembrance Sunday.

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Pall-Ex is working with its shareholder members and owned operations with an ambition to help them all achieve ERS Gold accreditation. Once achieved, a bespoke camouflage livery will be created to incorporate their own brand colours.

This special livery will bring benefits to the Pall-Ex Group, its members and the wider community by encouraging ex-military personnel to join, especially from the logistics regiments, bringing in skilled workers.

Judges said: “A very impressive livery, with the camouflage design lending itself well to the different colours of individual Pall-ex members’ brands. The armed forces link conveys values of trust, strength and reliability back onto the Pall-ex brand.”

The Pall-Ex Group team led by chief executive Kevin Buchanan (second left) collect their award from Tiger Trailers corporate social responsibility manager Alison Cartwright

“Behind all of this is our commitment to the armed services. It’s a double win: for us and for people who need good employment and career prospects”

Ken Buchanan, Pall-Ex Group

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Speedy Asset Services Low Carbon Award

Speedy has been an early adopter in the switch to EVs as part of efforts to slash carbon emissions by 2030. Robust monitoring and reporting mean the firm can demonstrate to the hire sector, and especially its customers, that low-carbon options can make sound business sense

Speedy has committed to science-based targets to meet net-zero emissions.

It also uses a carbon consultancy Hydrock to audit and support its journey to net zero and has invested in an ESG team of experts, with the ESG director sitting within the Speedy Hire executive board.

Speedy aims to help contractors reduce their own supply chain emissions through zero-carbon equipment delivery and running its own heavy fleet on HVO when delivering HVO to customers.

Transforming its fleet with low- and zero-carbon models is a key focus and aligns with an ambition of leading the hire industry’s journey to decarbonisation, including its own property network, tools and equipment.

It already operates a range of electric vehicles nationally including a 27-tonne HGV, 7.5-tonne trucks and 150 Ford E-Transits. It has also ordered a further 100 4.25-tonne single-chassis cab E-Transits and 50 3.5-tonne E-Transit vans, which will be distributed across its UK-wide network to replace ICE vehicles.

In addition, Speedy has reduced travel by company car and grey fleet drivers, which has cut costs by well over 50% in recorded mileage claims.

Speedy’s strategy is to replace over 60% of all commercials to fully EV by 2030 and remainder running on HVO.

The business has also explored and trialled the use of sustainable river freight in London. In collaboration with

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Thames Clipper Logistics and Cross River Partnership, it initiated a four-week trial moving goods from its Erith distribution centre into central London.

The boat runs on HVO, with a fully electric boat set to start work in Q4 2023. Goods were delivered and collected from the boat in electric vehicles. As a result, Speedy was able to remove four vehicles from London’s roads. It now plans to expand this scheme and bring more depots into the mix.

Judges said: “A very strong entry with robust measurement and reporting with science-based targets; significant investment in BEVs made and grey fleet savings achieved; successful trial of waterborne freight with plans to expand.”

The Speedy team led by fleet director Aaron Powell (third right) collects its award from Fraikin CEO Peter Backhouse (far right)

“This is the award we’ve always wanted to win. We’ve got a strategy to decarbonise and we’re very passionate about doing it as quickly as possible”

Aaron Powell, Speedy Asset Services

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New Talent Development Award

DPD UK’s commitment to future-proofing its business has seen it create a comprehensive training programme that looks to develop employees in roles across all departments and at all levels. This ‘people-first’ approach has won widespread acclaim across the education sector

DPD UK’s company strategy places the highest emphasis on recruiting and developing customer-centric people who can deliver optimum levels of service to the UK’s leading retailers.

The company strongly believes that bringing new blood into the industry helps to future-proof the business and has launched a broad range of initiatives to develop and retain new talent.

At the time of its entry, DPD UK’s Warehouse to Wheels (W2W) programme for existing employees had taken 68 people from entry-level warehouse operative roles to better-paid, professional roles as LGV drivers. A further 300 staff are enrolled on the scheme for 2023.

The programme is open to anyone who has passed

their probationary period, has a clear DVLA check and has support from their line manager. All costs are covered by DPD UK and include training, three test attempts, hotel accommodation plus subsistence expenses.

The W2W programme is supported by the company’s LGV Apprenticeship scheme, which aims to bring new talent aged 18 to 50 into the business.

Apprenticeships are also offered across the wider business, with roles available in departments such as finance, HR, legal, hub operations and IT.

At the time of making this entry, DPD UK had 249 apprentices studying for 33 different qualifications.

The business has also developed 30 warehouse

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operatives into supervisory and middle management positions across its five national sortation hubs through its Hub Development Programme.

DPD UK’s senior leadership team places an emphasis on attracting and retaining enthusiastic, talented graduates, with around 40 brought into the business each year. More than 200 are already working in roles across the network.

The parcel firm’s approach has been praised by industry qualification bodies and higher education institutions.

Judges said: “Amazing to see the results and that DPD UK is bringing in new people into the industry; the entry demonstrates a clear people strategy focused on both the business and the wider sector.”

DPD UK director of people and talent Sharon Hughes and the DPD UK team collect their trophy from EV Cargo CEO Andy Humpherson (second right)

“We tackle recruitment from more than one dimension. The thing that differentiates us is we’ll guarantee a substantive career at the end”

Sharon Hughes, DPD UK

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Operational Excellence Award

Abbey Logistics Group

Abbey Logistics’ enviable reputation for excellence means it is already at the heart of the UK’s food manufacturing business. And the good news is spreading, with the company extending its bulk liquid and powder expertise into sectors as varied as plastics, animal feed and construction

Abbey Logistics is a leading service provider and one of the UK’s most recognised and respected road tanker transport brands.

Operating throughout the UK and Europe, it provides road tanker haulage and logistics services to bulk liquid and powder customers and boasts a growing reputation in the plastics and polymers, minerals, animal feed, construction and warehousing sectors.

Approximately 65% of the bulk food delivered in the UK is delivered by the Abbey operations team, demonstrating its central role in the smooth running of the nation’s economy.

Products include fats, oils,

glucose, sugar, flour, salt, chocolate, water and other beverages.

Abbey insists its operations department is fundamental to the success of the business and its customers.

The company consistently goes above and beyond the call of duty to ensure that products and services are delivered on time and to the required quality to satisfy customers.

Abbey’s team of professionals navigated the challenges associated with the distribution of bulk products, came up with ingenious solutions, created opportunities, and improved overall performance.

The company has managed

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to adapt and successfully navigate the market challenges, provide flexible, reliable services and peak volume capacity, identify cost reduction and cost control, and most importantly, become a resilient supply chain partner. It manages adverse events and lets customers concentrate on production and sales without constrain while focusing on efficient and continuous improvement reporting.

Judges said: “This was a slick and relevant presentation.

“Abbey has an excellent compliance record, delivered 98% on time and in full, and understands and excels in a complex sector.”

The Abbey Logistics team, led by head of liquid operations Peter Cunningham (holding trophy, right), collect their award from Palletforce chief operating officer Mark Tapper (far right)

“It felt really good when we were called out tonight –I was here in 2010 and 2014 when we won awards, so it was fantastic to be back”

Peter Cunningham, Abbey Logistics Group

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Partnership Award

XPO Logistics and Saint-Gobain UK & Ireland

Successful partnerships are always built on trust, and nowhere is that more evident than in the union between XPO and Saint-Gobain. The pair have taken a truly collaborative approach to operations, which has delivered a host of safety and sustainability benefits along the way

XPO Logistics and SaintGobain UK & Ireland have created a ‘One Team’ approach based on collaboration and trust.

Together, they run an effective supply chain solution with aims and achievements based on risk, reward, and transparency.

As a result, XPO has not only significantly reduced carbon emissions and increased the safety of operations, but its partnership has grown and evolved to encompass nine brands in the Saint-Gobain portfolio.

Within five years, XPO has gone from 40 orders per day for Saint-Gobain with no specific fleet assets to more than 1,000 orders, with 1,200

fleet assets

Each quarter, the partnership’s joint steering committee drives the strategic direction of its operations forward to identify any areas that need focus or deliver new initiatives to improve the success of the collaboration.

While achieving this game-changing growth, XPO has also managed to bring significant cost savings, equivalent to £15m across all aspects of the partnership, in less than four years thanks to improved backhaul activity and continuous improvement. Green initiatives have delivered savings of more than three million ‘core fleet’ kilometres since 2019.

The joint business culture,

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along with the skills and dedication of the joint team, has allowed the partnership to deliver these achievements.

The plan is to now accelerate joint network efficiencies even further to lead the way as one team with best practices, and drive phenomenal results in all areas.

Judges said: “This is an exceptional entry with evidence of real tangible benefits. The pair have demonstrated value, results and growth.

“You can’t grow as fast as they have together unless you have an embedded understanding between you and work as one. Exceptional.”

The XPO Logistics and Saint-Gobain teams collect their awards from Palletline network and operations director Glenn Baker (far right)

“We made a step-change to go to a single supplier with a one team ethos across all our sites and this is payback”

Brian Fisher, head of distribution, Saint-Gobain

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CLEAN Linen & Workwear Safety in Operation Award

Collisions and near misses are an inevitable part of the logistics sector, but getting on top of the issue can present significant challenges. CLEAN worked with experts to identify key areas for improvement, taking a pro-active approach to training, safety and reputation management

CLEAN Linen & Workwear’s winning entry focused on a “radical change” to its health and safety processes to address a number of issues including the fact that its vehicle collision rates were not falling fast enough, it did not have enough trained staff to investigate incidents and there was lack of consistency across its sites.

ROSPA Fleet Safety Gold award winners, Earned Recognition member and Royal Warrant holder, CLEAN Linen & Workwear’s 975 employees operate 100 HGVs across seven sites serving 5,500 clients in the hotel, restaurant, automotive, engineering, and pharmaceutical sectors. It is one of the UK’s leading independent laundry companies providing

professional linen and work wear rental services.

The company reviewed its incident investigation process to identify the root cause of all collisions and near misses. This enabled it to have a clear vision on how collaboration with key stakeholders should take place and revealed areas for improvement and training.

After a review CLEAN decided to outsource collision investigation to Road Safety Smart, which interviewed drivers at the end of their shifts and produced an incident report within seven days.

All vehicle collisions and incidents are now monitored centrally, with monthly reviews of trends across the different sites. This allowed the pro-active introduction of targeted training that

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addresses particular issues.

“By having a fully independent companywide investigation process we are not only further reducing road related risk, but we have found this to have a significant benefit in providing a heightened duty of care and wellbeing towards our drivers,” the submission said.

Judges said: “An excellent submission meeting all criteria. It followed a very structured approach, demonstrating results with benefits to the company and employees.

“Great to see the engagement with drivers to ensure their wellbeing is taken into consideration.

“This company has gone to a third-party for assistance in reducing collisions and accidents and has run with it.”

The CLEAN Linen & Workwear team, led by head of transport Peter Cox (holding trophy, left), collect their award from TVS Interfleet commercial director Phil Ashton (holding trophy, right)

“It is absolutely amazing to win tonight. We didn’t expect it. It’s the second time we’ve entered and we are just delighted”

Peter Cox, CLEAN Linen & Workwear

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EV Cargo Sustainable Transport Award

Sustainability is one of EV Cargo’s three guiding values, fitting neatly alongside a commitment to growth and innovation. Its forward-thinking approach to ‘doing the right things’ morally and ethically mean this global player is completely ready for the challenges of 21st century operation

As a signatory to the UN Global Compact, EV Cargo has made significant progress in its sustainability strategy. From setting relevant ESG topics and targets to measuring its emissions for the first time and producing its inaugural Sustainability Report, EV Cargo is focused on becoming carbon neutral by 2030.

Over the last 24 months it has delivered big emissions reductions alongside pioneering people, culture, safety, recruitment, engagement and diversity schemes to deliver its sustainability strategy.

This includes initiatives such as partnering with key customers to reduce emissions and introduce HVO fuel as a replacement to traditional diesel, creating an

immediate 90% reduction in CO2 emissions.The business has also invested in electric trucks, with each vehicles helping save 17,500 litres of diesel. In addition, enhanced driver training and telematics has reduced engine idling and improved fuel-efficient driving.

To ensure a vibrant workforce, EV Cargo has developed a robust diversity, equity and inclusion policy that prevents bias and creates inclusive workplaces by undertaking a range of engagement initiatives –including Women Forward Lean in Circle, International Women’s Day activities and events celebrating religious and cultural festivals.

The number of females in management positions at the end of 2022 improved

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to 73 or 36.68% of senior management. Over 15,000 training hours were delivered with over 900 hours of diversity training.

EV Cargo is also committed to upholding the highest standards of ethical conduct. Training is available to all on key compliance topics including anti-bribery and corruption. Maintaining data privacy, the IT team implemented new cybersecurity defences.

Judges said: “ESG principles and initiatives are widely embedded into the business - emissions reduction, staff training, health and safety all covered; it is pleasing to see a focus on a diverse management structure, and in a challenging market have a robust recruitment plan.”

The EV Cargo team, led by chief sustainability officer Virginia Alzina, collect their trophy from Vertellus managing director Nigel Baxter (second right)

“This win comes with big responsibility because now we need to maintain the standard. We integrated sustainability across all of our business”

Virginia Alzina, EV Cargo

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Abbey Logistics Group Team of the Year

Abbey’s finance team has taken a deep dive into the group’s operations since 2019, taking control of its entire procurement process, identifying loss-making contracts, helping to navigate challenges in a post-Covid world and even smoothing a transition in the company’s management

Abbey's finance team has an unusually broad remit with extra responsibility for fleet, compliance, IT and payroll.

It has been the engine in driving continuous business improvement over the past four years and particularly the past 12 months.

The tanker haulier has been through a series of challenges in recent times, including a management buyout in 2016. Within the space of six months, Abbey had also won its largest-ever customer in British Sugar and acquired its largest competitor, Armet Logistics.

Unfortunately, the pace of change was too quick and the business struggled to integrate the new management. However, in 2019 the current finance team was installed and reporting processes

were significantly revised and improved. This began the journey towards generating much better financial analysis, reporting and control.

When a management transition took place during 2022, with Steve Granite moving from chief executive to chairman and Dave Patten becoming group MD, the finance team was alert to the short-term challenges in trading volumes and supported the shift in management.

The team has also identified additional price rises where margins were too low, walked away from lossmaking contracts and taken cost and fleet out of specific areas where required.

It helped soften the impact of temporary issues such as driver availability and fuel price rises, improved cash and

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working capital management and supported commercial growth with a cost tool to help win new business.

The team has contributed directly to EBITDA through taking ownership of the procurement process to generate cost savings. A fuel tendering exercise in 2022 reduced its suppliers to three with a 2% saving in annual costs. It has also made savings through a tender for Adblue, tyres, parts and energy and improved IT processes by bringing Abbey’s servers and TMS software in house Judges said: “Abbey has demonstrated exceptional teamwork and an investment in young people.

“The finance team is at the heart of the operation and empowered to make decisions.”

The Abbey team led by finance director Matthew Male (holding trophy) collects its award from John Carnell, vice president sales & services UK & Ireland, Hiab (far right)

“Our finance team is at the heart of everything we do in the business, whether it’s compliance or fleet. We go above and beyond the traditional role”

Matthew Male, Abbey Logistics Group

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Explore Plant and Transport Solutions Training Award

With bronze, silver and gold levels to complete, Explore’s comprehensive HGV driver training programme sets the highest standard when it comes to creative recruitment. New drivers are mentored through the process and emerge fully equipped for a successful career in haulage

Explore Plant and Transport Solutions' Operational Training programme is a progressive learning journey developed to overcome the impacts of the HGV driver shortage.

It was set up with an ambition to boost the number of flatbed drivers in the business.

The programme has become established as a core element in Explore's recruitment strategy, exceeding expectations as a proven sustainable method of onboarding new drivers.

It uses a three-step bronze, silver and gold modular approach to training to ensure employees are competent and confident in all aspects of the role by completion.

By operating a skill level assessment, mentors can

adapt the training and approach to best suit the individuals’ learning needs. Gold standard must be achieved in all units before the trainee progresses from the programme.

To ensure the quality of the training meets high standards (which are also audited by third-parties), the company employed an operational training team headed up by an operational driver training manager.

It also created a team of mentors selected from experienced drivers within Explore’s existing population, further ensuring that the standard of training mirror’s the company’s processes while also providing career development opportunities for the mentors.

It also set up an internal

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Accredited Training Centre, which is managed by an in-house learning and development team. Induction and training courses are developed and taught by Explore’s training leaders – who are on hand to offer support when needed.

As operations continue to expand during 2023, Explore will develop the scheme and launch it further across its Mixer, Heavy Haulage and Plant Hire divisions.

Judges said: “This was a well-organised training programme that achieved what it set out to do with an impressive range of training materials and good mentoring programme; the route from bronze to gold is aspirational for trainees; entry showed targeted and tangible results.”

The Explore Plant and Transport Solutions team led by managing director David Cox (centre) collects its trophy from Lawrence David commercial director Ben McEvoy (far right)

“Training drivers on how to work safely and in front of customers is of paramount importance to us”

David Cox, Explore Plant and Transport Solutions

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DPD UK Urban Operator of the Year

Parcel giant DPD UK has made huge strides in its pledge to decarbonise deliveries in towns and cities, with major investment in EVs, innovative third-party partnerships and a commitment to even faster adoption all embedded in a green strategy that’s focused on delivering results

DPD UK continues to transform its urban operation with the expansion of pickup points and deployment of its all-electric fleet – 30% of its vehicles now operate emission-free.

During 2022, DPD UK invested £111m switching 3,000 vehicles from diesel to electric (100% growth versus 2021), which delivered 35 million parcels.

The firm’s ‘Vision 30’ strategy to decarbonise deliveries in 30 UK cities by the end of 2023 saw diesel vehicles taken off streets in 21 UK cities in 2022.

DPD UK has trialled and implemented autonomous robot deliveries and used HVO to fuel 60% of its HGV fleet, whilst building relationships with companies to expand its urban charging

infrastructure, ensuring it can deliver ‘clean’ in the urban environment.

It has also focused on road safety and rolled out VisionTrack in its HGVs; lobbied central and local government to garner support to accelerate the UK achieving net zero; and instigated its own clean air programme, with over 400 sensors measuring pollutants in cities and sharing that data with consumers and local government.

In 2022, DPD UK extended its local Pickup network to over 6,000 stores/lockers so that consumers can collect their parcel on their way to work or when shopping locally. It also partnered with Quadient to create a nationwide network of smart parcel lockers (500 initially,

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5,000 ultimately) with many of these 24/7 outdoor facilities.

Consumers who collect their parcel from a Pickup shop/locker can reduce CO2 emissions per parcel by 63% compared to a standard home delivery. These collections have increased by 102% on the previous year with the associated CO2 savings on 5,738,383 parcels.

Judges said: “DPD UK has demonstrated its commitment to changing both the urban and non-urban delivery landscape; the entry has shown how innovative and dynamic the road transport sector is, particularly in terms of urban operation; the scale of the EV rollout coupled to the electric cities initiative is particularly impressive, as is a wide roll-out of HVO while trialling an EV HDV.”

The DPD UK team, led by associate director of network Gavin Dolan (holding trophy), collect their award from Harris MAXUS director Mark Barrett (second left)

“Buying into electric early as a strategy has paid off; we’ll have 3,000 vehicles by the end of this year and that’s a big factor in urban delivery”

Gavin Dolan, DPD UK

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Steve Granite Service to Industry Award

The Abbey Logistics chairman is one of the sector’s greatest advocates. Think Logistics in 2013. His schools-based campaign, Think Logistics, began in 2013 and promotes the tremendous variety of careers on offer to young people, winning government and praise along the way

(second right)

Abbey Logistics chairman Steve Granite started Think Logistics following a visit to his old school in 2013 and being shocked to discover that out of group 50 students not one knew what ‘logistics’ meant.

After explaining what the industry was all about, the students were asked how many would now consider a career in logistics – 48 said they would, and Think Logistics was born.

With an ageing workforce across the sector, and since there was no industrywide coordinated effort to encourage young people to join, Granite decided to start a not-for-profit organisation that would work with schools and colleges to dispel the old image of ‘trucks and sheds’ and give 11- to 18-year-old

students and educators a better idea of the huge variety of different roles that an industry employing 2.5 million people has to offer.

Granite himself rose through the ranks from apprentice accountant at Abbey Logistics to become chairman of the Bootle-based tanker business, meaning he was ideally placed to show young people the great possibilities on offer.

Until the pandemic halted school visits, Think Logistics was reaching well over 1,000 young people a year, providing work placements, internships, mentors, apprenticeship opportunities and careers advice.

Together with its partner, education and social mobility charity Career Ready, Think Logistics won the

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Partnership of the Year category at the MT Awards in 2016 and 2020.

It led to the creation of the government and industry joint initiative Generation Logistics, which was launched in 2022 with £345,000 of government funding. It has now received a further £300,000 funding for a second year.

Judges said: “Granite can take credit for creating the largest recruitment initiative in the industry, no small feat, and Think Logistics became an effective and highly influential brand in the sector.

“This is all thanks to his relentless drive, high standing in the sector, influencing and networking skills, charisma and clear communications that persuaded others to join his crusade.”

Think Logistics founder Steve Granite collects his award from Aquarius IT director Guy Reynolds

“I’ve done my best at Abbey to create new jobs and growth, but the work with young people is something people recognise and I’m proud of”

Steve Granite, Think Logistics