Motor Transport 10 August 2020

Sharp ■ Informed ■ Challenging

10.8.20

NEW ERA: from left, Pall-Ex UK MD Barry Byers; Pall-Ex group chief executive Kevin Buchanan; and Fortec MD Adrian Bradley

‘Significant step’ leaves group incorporating 168 members and over 600,000sq ft of hub capacity

Pall-Ex completes Fortec deal

By Tim Wallace

Pall-Ex Group has completed the acquisition of the Fortec Distribution Network. Purchased by a new subsidiary company, For-Ex Distribution Network, it will remain trading as Fortec Distribution and operate as a separate network but be part of the overall Pall-Ex Group of companies.

The two firms, which were both founded in Leicestershire in 1996, have a combined total of 168 members, said to be the largest in the UK. Fortec’s 210,000sq ft warehouse at Watling Park, Northamptonshire, will give the entire

NEWS INSIDE Testing the limit

ATF operators voice their concerns over changes to DVSA strategy on vehicle tests p3

Ministerial input

Parliamentary under-secretary of state for transport set to open new virtual CM Show p4

Post-Brexit park-up

Government plans return of Operation Brock to address port congestion threat p5

Pall-Ex Group more than 600,000sq ft of hub capacity as it continues to expand more than 11% above the sector average (Q1 and Q2 2020).

The move comes after a buyout of the Pall-Ex Group by its UK senior management team and shareholder members in November 2019.

The Fortec membership can now take advantage of Pall-Ex’s shareholder model and numerous resources, including its new core operational system, Nexus.

Pall-Ex group chief executive Kevin Buchanan said: “This is a significant step in Pall-Ex’s growth

plans and a strategic move that will strengthen our position in the UK. The addition to the group presents many benefits to our collective membership; Pall-Ex members are experiencing an increase in freight volume and need access to additional hub capacity, while Fortec members will have a say in the operation of their network under our unique shareholder model.

“Fortec customers will also benefit from being able to use Nexus and our international service, Pall-Ex Connect.

“While both firms will retain their brand identities, there are

clear synergies that make this a natural partnership and we look forward to working together, winning together and becoming stronger together in this new era.”

Fortec MD Adrian Bradley said: “The acquisition places Fortec in a strong position and, with Pall-Ex Group’s support and innovative new technology, we can expand and enhance our network for the benefit of our members and our entire customer base.

“We look forward to this new era, being part of the Pall-Ex family and providing members with the opportunity to invest in the network as shareholders.”

POWER OF TEN: Matthew Kibble Transport has taken on 10 new EN-XL-rated SDC curtainsiders for its general haulage and Pallet-Track operations. Built to a premium specification, the trailers have been fitted with tuck-away tail-lifts, BPW Eco-Plus axles, Haldex third generation braking systems with roll stability, and full LED lighting, as well as tracking systems.

Chairman Matthew Kibble said the purchases were in response to demand for the East Lancashire firm’s services.

News Extra: Covid-19 p8 Focus: surveillance p14 Driver CPC p20 Restricted operators p24 First drive p26 MT Awards winners p28,30

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DVSA’s 12-month exemption plan will cut test numbers and compromise safety, says ATFOA

ATFs cry foul on MoT move

By Tim Wallace

Moves by the DVSA to give Earned Recognition operators a 12-month MoT exemption on their HGVs and trailers will do nothing to change the way the role of ATFs is interpreted and compromises safety, according to the Authorised Testing Facilities Operators Association (ATFOA).

Operators have made use of three-month exemptions since the start of the Covid-19 crisis, but the DVSA said it was expanding the exemption period for operators it considered to be safer to ease the massive backlog.

Operators in the green band for OCRS roadworthiness, with 50 or more roadworthiness events and a calculated roadworthiness base

score of 1.3 or lower on 27 July 2020, will also get a year’s MoT. However, in a letter to members, ATFOA chairman Steven Smith said: “This announcement will

undoubtedly lead to fewer tests at ATFs and is further evidence that the DVSA has no intention of changing the way it interprets the ATF’s role.

“There is nothing here that suggests the DVSA has thought about the financial impact on the marketplace and offers recompense, so yet again ATFs have to bear the cost for DVSA protectionism. If you want evidence that the DVSA has given up on the idea that it can supply enough testers for their partners, then this is it.

With every decision, DVSA chooses to protect its agency over delivering testers to the market, not to mention compromising safety.”

Smith’s comments came just days after the government announced it would launch a major review of the DVSA’s HGV testing system that could break the DVSA’s grip by the end of the year.

Eddie Stobart upbeat on half-year results GreenWhitestar Acquisitions (GWSA), the holding company for Eddie Stobart Limited, has given a positive trading update for the first half of the 2020 financial year.

In the first six months of the new ownership structure led by executive chairman William Stobart and chief financial officer Brian Corrway, GWSA reported revenues of circa £407m and underlying EBIT from the unaudited management accounts is expected to be at least £8m.

Net debt at period end 31 May

CM Downton rebrands Gloucestershire family firm CM Downton is rebranding as EV Cargo Logistics, one of five business divisions within logistics and technology business EV Cargo – although some Downton branding will remain on its trailers.

EV Cargo Logistics will offer a UK-wide service, covering chilled and ambient logistics, across the same operational structure and will continue to have “an element” of Downton branding, according to a statement from EV Cargo.

10.8.20

2020 was circa £236m (30 November 2019: £214.5m), reflecting the non-recurring costs of the re-organisation of the group and the continued investments made during the period to strengthen the business going forward.

In the first six months, GWSA said it had successfully completed phase one of the business re-organisation resulting in a significant reduction in the cost base and the long-term property liabilities.

ESL has benefited from strong exposure to the fast moving

consumer and grocery sectors and a growing demand for warehousing, it said.

The news marks a welcome return to positive underlying EBIT for ESL, which made a statutory loss of £238.9m last year after ratcheting up exceptional costs of £200.2m GWSA said the ‘Eddie Stobart’ and ‘Stobart’ brands will deliver significant future cost savings and allow the group to further differentiate the business from its competitors.

Hermes snaps up two new depots Hermes has acquired two new depots in the north of England to meet rising demand driven by a surge in online shopping during the Covid-19 pandemic.

The delivery company has purchased a 111,600sq ft depot at Europort Wakefield, as well as a

47,704sq ft site at Boldon Business Park in Gateshead.

The Gateshead acquisition will give the company the additional capacity to cope with increased volumes at its Tyneside depot, it said.

The acquisitions follow a major recruitment drive by the company last month to hire 10,500 “parcel people” to handle volumes that it expects will be double those of last year’s Black Friday and Christmas period.

The new roles include 1,500 fulltime staff at its head office in Yorkshire, as well as drivers, warehouse operatives, managers and supervisors across its UK network.

Speed limit rise has ‘no impact’ Increasing the speed limit of HGVs to 60mph has had no impact on safety, according to a government report.

In 2015, new national speed limits for lorries over 7.5-tonnes were introduced on single and dual carriageways, to 50mph and 60mph respectively.

Stakeholder interviews in 2019 showed awareness of the policy among drivers was good and a key benefit had been reduced driver stress and frustration.

The report also said there was no anecdotal evidence of an economic advantage from the change; stakeholders were more aware of the impact of fuel prices and congestion on the costs of operating an HGV fleet.

The report said: “The only significant finding [was] a reduction in collisions that are slight or serious across all study roads.”

Savings in journey times and vehicle operating costs were predicted prior to the policy change to be worth £224.6m between 2015 and 2031.

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New transport event welcomes parliamentary under-secretary of state

Vere to open CM Show Baroness Vere, parliamentary under-secretary of state for transport, is to open the virtual Commercial Motor Show on 29 September.

This three-day event is a first for the road freight transport industry, with an online exhibition that has already attracted the support of truck makers DAF, Isuzu, Iveco, MAN and Mercedes-Benz and a full virtual conference programme.

As well as Baroness Vere, key speakers will include RHA chief executive Richard Burnett, Professor David Cebon of Cambridge University, Malcolm Group chief executive Andrew Malcolm and John Lewis Partnership head of fleet Justin Laney.

The conference will cover all of the key issues facing the industry, including recovery from the Covid19 pandemic, Brexit, the Road to Zero carbon emissions strategy

Shutterstock

By Steve Hobson

and the DVSA’s Earned Recognition scheme.

Commercial Motor editor Will Shiers said: “With so many faceto-face events having to be cancelled or postponed due to the coronavirus, we decided to try something new by bringing hundreds of exhibitors together with thousands of visitors in the virtual world.

“The Commercial Motor Show was a huge success back in the 1960s and 1970s when tens of thousands of visitors packed Earls Court and we are confident that we can revive that spirit online in 2020.” n To book a stand, email emma. tyrer@roadtransport.com. For more information and to register for this free event, go to thecommercialmotorshow.vfairs.com.

will review the role of biofuels.

Rob Fowler, chief executive of electric vehicle start-up Volta, will give an update on the company’s plans for a range of purpose-built battery electric trucks, while

Graham Cooley, chief executive of ITM Power, will put the case for hydrogen as the fuel of the future.

The CM Show is a new virtual exhibition and conference that will bring hundreds of exhibitors together with thousands of visitors without the need for social distancing. It takes place from 29 September to 1 October. n To book a stand email emma. tyrer@roadtransport.com. For more information and to register for this free event go to thecommercialmotorshow.vfairs.com.

CM Golf day offers a perfect networking opportunity After a successful event in 2019, the Commercial Motor Golf Day returns on 24 September.

Taking place at Lambourne Golf Club in Dropmore, Buckinghamshire, the golf challenge is open to a maximum of 25 teams of four (100 players). The format will be a four-ball full handicap Stableford competition. The best three individual Stableford scores per hole per team will count.

The day will include a round of golf, snacks and drinks on the course, drinks at the 19th hole, a three-course dinner and prizes for the winner.

4 MotorTransport

“As well as a fantastic event, the Commercial Motor Golf Day is the perfect opportunity to network with existing and potential customers,” said Commercial Motor editor Will Shiers.

“Personally I don’t know my bunkers from my bogies, so won’t be playing. But I’ll definitely be joining everyone at the 19th hole!”

This perfect opportunity for you to network with potential and existing customers is charged at £700 (plus VAT) per team. n To book your place, call 07771 812990 or email vic.bunby@roadtransport.com.

Whether you’re in charge of two or 200 trucks, the safe, efficient and legal operation of your employer’s fleet is critical. Knowledge is key, and keeping abreast of the latest vehicle and industry-wide regulations can be a full-time job in itself.

That’s why Tip-ex and Tank-ex 2021 is excited to be launching a brand new Transport Manager Conference, which will take place on Thursday 3 June at Harrogate Convention Centre.

Free to attend, this three-hour event is fully CPD-accredited and packed with the latest need-to-know guidance for managing fleets and keeping on the right side of the traffic commissioner.

A jam-packed morning session will include presentations from government officials, top transport lawyers and leading operators.

You’ll also hear from technology leaders about the latest compliance tools to make your job a little easier.

If all that wasn’t enough to entice you to join us, then four exhibition halls of the latest tippers, trailers, tankers, bulk haulage kit and fleet technology should do the trick!

2021

The Covid-19 pandemic is widely expected to give the government’s net zero carbon emissions strategy a big boost and the Commercial Motor Show virtual conference will look at the options for decarbonising heavy road transport.

David Cebon, professor of mechanical engineering at Cambridge University, will compare the efficiency of hydrogen fuel cells with battery electric vehicles, while Brian Robinson, head of commercial vehicles at the Low Carbon Vehicle Partnership,

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Transport decarbonisation in the spotlight

Tip-ex/Tank-ex provides guidance for fleet managers

Solihull seeks to trial cleaner home delivery Solihull Metropolitan Borough Council is looking to partner with operators to trial solutions for low carbon home delivery as part of its Low Carbon Future Mobility project. The council’s initial focus will be on grocery, parcel and takeaway deliveries which it says have been accelerated by the impact of Covid-19.

It has up to £3m of match-funding available to support and de-risk innovative interventions and is now looking to engage with the transport industry to rapidly develop plans.

Solihull future mobility project manager Colin Maltby said the trials might include new infrastructure, vehicles, services or technology platforms.

10.8.20

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Post-Brexit port congestion plan is revealed

Brock’s back Operation Brock is set to be revived as part of government plans to cope with post-Brexit queues at the Channel ports.

The move is confirmed in a consultation document admitting that there could be border queues created by the end of the transition period in December for at least the first six months of next year.

The relaunch will allow up to 2,000 HGVs to be queued on the coastbound carriageway between junctions 8 and 9 of the M20 and at other holding areas in Kent, while non-port traffic bypasses the queue via a contraflow.

The document also singles out hauliers as liable to “exacerbate” queues by not being “border-ready” with all the necessary documents.

It plans “to incentivise hauliers by making use of the proposed Smart Freight Service” and punish those who do not have the right documentation with £300 fines

10.8.20

Shutterstock

By Carol Millett

and possible seizure of goods.

The document also proposes Kent Access Permits for hauliers, which will require drivers to stick to designated routes and penalise those that do not comply.

■ Freight operators delivering medical supplies from Europe should avoid the Channel ports as “a matter of priority” to avoid Brexit border delays, according to a letter sent to medical suppliers by Steve Oldfield, chief commercial officer at the Department of Health and Social Care (DHSC).

August 9th, 1920

Motor Transport was launched in 1905 as Motor Traction. We look at a story published 100 years ago: Agricultural Transport. Good Road Services and Prosperity go Hand in Hand. By Rusticus.

No nation can be truly great or prosperous unless it has an efficient and sufficient system of transport, and no trade or industry can develop fully unless it can rely on an existing system of good transport, or can institute its own system.

Transport is the bedrock on which the intercommunication of nations and the interchange of commodities rests. In point of fact, civilisation is due to transport, and the widening of transport facilities has broadened and extended civilisation.

To regard agriculture in the light of these truths, it is readily observable that the most prosperous agricultural areas are those which have the best means of communication with their markets.

In the early days of our cities, when they were small, the farms which supplied their food were within their precincts and little or no transport was required. As the towns grew, the old system of carriage by horse-drawn vehicles was not sufficient, and the railways took up the supply. The railways, which ousted the waggons by offering greater speed at no more cost, are themselves suffering from impairment of service by reason of congestion and its resultant delay and uncertainty, and are being superseded by road transport by motor vehicles, more especially as regards the carriage of perishable produce.

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Light at the end o MT’s panel of operators on the latest news affecting them during the coronavirus pandemic To measure the impact of the Covid-19 lockdown on the transport and distribution industry, MT speaks regularly to a panel of operators across the UK to get feedback on their volume of work and vehicles laid up and assess how the industry is fighting back as the economy recovers.

Cullimore Group, Moreton Cullimore, MD

Coverage: UK, but predominantly the Midlands and South West.

Main business sectors: Transport and general haulage, aggregate supply and ready mixed concrete. Volumes between 1 July and 29 July have stayed the same – poor.

1 July 29 July Trucks on fleet 60 60 Laid up (%) 65 55 Drivers employed 50 50 Furloughed (%) 70 60 One member of staff was made redundant in July.

When does your financial year end? What will the impact of Covid-19 be on your turnover and profit in the current year?

Our financial year ended in March. Turnover will be half, no profit and significant losses.

Do you make regular use of subcontracted hauliers?

What has been the impact on them and do you expect availability of subcontractors to be better or worse in the next six months? We try not to use them at all as it is cashflow out of the business.

Owens Group, Doug Jeffery, group general manager

Coverage: UK mainland.

Main business sectors: FMCG, steel, retail, express and home delivery, construction and automotive.

1 July 29 July Trucks on fleet 360 360 Laid up (%) 0 0 Drivers employed 656 656 Furloughed (%) 0 0 No staff made redundant in July.

Our financial year ended on 30 June and the early forecast shows profit levels are likely to be less than 2%.

We use subcontractors on a regular basis and we expect availability to be worse in the next six months as many companies are unlikely to still be trading.

Roger Warnes Transport, Ian Barclay, operations director

Coverage: UK mainland.

Main business sectors: Bulk agricultural, construction.

1 July 29 July Trucks on fleet 108 108 Laid up (%) 10 2 Drivers employed 114 103 Furloughed (%) 4.3 0 One manager made redundant in July.

Our financial year ends in April 2021 and we would predict that turnover will be down by 10% with commensurate reduction in profit. Subcontractors are plentiful at this time and we maintain supportive relationships with 8 MotorTransport

them although allocation to subcontractors is inconsistent and unpredictable.

Caledonian Logistics, Derek Mitchell, MD

Coverage: Four DCs cover half of Scotland including islands. Distance division covers mainland UK. Main business sectors: Pallet distribution, general goods, food products and storage services. I am glad to say that the pallet volumes have returned nearly to normal.

1 July 29 July Trucks on fleet 74 74 Laid up (%) 6 4 Drivers employed 98 98 Furloughed (%) 10 8 No staff made redundant in July.

Our year-end was in April, so Covid-19 had an impact on the last six weeks of the year. We are in recovery at the moment and have been more back to normal as of midJune. We do subby loads north and south, but there have been fewer of them around and the rates being offered were low as some hauliers were getting desperate! There may well be fewer hauliers around as some of them will not come out of Covid-19.

Stagefreight, Ian Uttley, director

Coverage: UK mainland.

Main business sectors: Live events, theatre and music tours, conferences and exhibitions, and general haulage.

The work in our main industry remains at zero, however, we are now quoting on many jobs in 2021.

So it really does look like the event industry is about to start moving again. Our work on general haulage has increased again, with new clients secured.

1 July 29 July Trucks on fleet 33 33 (plans to order more for 2021) Laid up (%) 15 10 Drivers employed 26 26 Furloughed (%) 10 8 We have made no staff redundant, and have no plans to.

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d of the tunnel? way. It always amazes me that this sector wants the haulier to have every safety system invented fitted on our vehicles and then doesn’t want to pay enough for the operators to run their vehicles in a profitable manner. I think that these customers have a responsibility to the haulage industry to pay a sustainable haulage rate and if they don’t and something goes terribly wrong with one of their haulier’s vehicles they should be held equally culpable. This is not the time to be taking advantage of any industry.

The agricultural sector has started to see an increase in demand as the harvest has started to take off.

1 July 29 July 32 32 Trucks on fleet Laid up (%) 0 0 Drivers employed 32 34 0 0 Furloughed (%) We haven’t had to make anyone redundant.

Our financial year ended in June. Both turnover and profit will have been hit very hard during the last three months and this will have had a negative effect on both.

We have some regular subcontractors and have in the main been able to keep them going in recent weeks. We did have to lay them off during the initial Covid-19 stages for about four weeks.

Our financial year ended in February, and the Covid-19 impact hit hard in February. We expect our turnover this year to be halved and profit margins to drop.

Subcontractor availability we expect to be worse as work is found outside of the entertainment industry, and they may keep doing that.

Freightlink Europe Freight Train/ Freight People, Lesley O’Brien, partner

Coverage: UK national.

Main business sectors: General haulage, predominantly serving the import and export community.

1 July 29 July Trucks on fleet 24 27 Laid up (%) 0 0 Drivers employed 22 24 (26 at 3 August) Furloughed (%) 3 shielding 3 shielding No staff made redundant in July.

Our financial year ends in March 2021. It is difficult to say what the impact on our results will be. Despite a drop in volumes in April and May, we are seeing an increase in activity in June and July (around 20% up). It is not our norm to use subcontract hauliers. We have however used subcontractors in July in order to satisfy customer demand. The Central Licensing Office has advised a surprising increase in the number of O-licence applications. It may be that the increase in licences being granted could fill the gap of those leaving the industry.

AE Gough & Sons, Michael Gough, partner

Coverage: UK national.

Main business sectors: Aggregate and agriculture The aggregate sector is still very up and down and has been hit hard by some of the larger quarry operators reducing their haulage rates. We have also seen hauliers out there cutting rates to a level that is unsustainable, so we are worried that there will be implications for them and the rest of our industry sector in the near future.

Rates are being offered by a large quarry customer this week as low as £1.67 a mile for 44-tonne vehicles one 10.8.20

Meachers Global Logistics, Bob Terris, chairman

Coverage: All of UK with own vehicles, all overseas movements subcontracted.

Main business sectors: Nationwide full load distribution, member of a pallet network and international freight and transport logistics services. Our transport volumes in July almost returned to pre-pandemic levels apart from cruise-related business. We are unsure when the cruise business will fully resume but we have made a prudent estimate. Our warehouses are all full up plus overspill subcontracted. I feel that there will be some opportunities coming soon as customers will increase their stock holdings to ensure supply and some of our competitors may experience cash flow issues with the build-up of volumes and the payment of postponed tax, VAT, rent, etc, in January next year. As always in disaster situations there will be opportunities for the strongest.

29 July Trucks on fleet 60 Laid up (%) 0 Drivers employed 85 Furloughed (%) 0 We made 15 people redundant at the end of July, all of whom were fully employed on the cruise contracts as warehouse or administrative staff. The intention is to re-recruit them when the business returns. We postponed our pay review from June to next January but we are accruing the increase they would have received and will pay that as a lump sum in December this year.

Our sales were £31.5m and profit was £2.25m in the year ending in May. Our forecast for the current year shows a 17% reduction in sales and profit. All of our forecast lost sales and profit relate to the cruise activities.

We have a large subcontract pool and this reduced substantially during April, May June and July. This is steadily growing and will be back to normal by the end of August. We pay our subcontractors promptly, some in one week, and we feel this will help us retain them in the future. However, I think that some smaller operators may disappear soon.

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This year’s Low Carbon Vehicle Partnership annual conference in July was a virtual event due to the Covid-19 pandemic. Steve Hobson and Hayley Pink present the highlights of the debate there

Carbon conundrums Covid-19 hasn’t got in the way of parcels firm DPD achieving its ambitious sustainability goals, delegates heard at the online LowCVP annual conference held on 15 July.

Olly Craughan, CSR general manager at DPD, said: “It’s a crucial time for the company, the country and the climate. It’s time to step up and not step back.”

The company’s target to ensure 10% of its fleet became electric by the end of this year has already been achieved. To date, 4.2 million parcels have been delivered in electric vehicles (EVs) this year, saving 8 million kg of carbon.

DPD has sourced a number of EVs to reach its target, from small EAV cargo bikes to Norwegian Paxster micro vehicles, Peugeot ePartners, Mercedes-Benz eVitos, FUSO eCanters and Nissan eNV200s – the latter making up around 90% of electric models on the fleet.

It was also first in line in the UK to order 100 3.5-tonne MAN eTGEs, due for delivery from this month and converted to righthand-drive by the manufacturer.

“However, even with this order, 10.8.20

the biggest challenge for us in this industry is the lack of right-handdrive 3.5-tonners in the EV market.

We need one with the range, and more importantly the payload, to seriously challenge the diesel equivalent, as well as at a comparable cost,” said Craughan.

“So as you can see, Covid hasn’t stopped our implementation of EVs, but to continue this momentum in a post-Covid world, we need to stimulate supply to meet business demand, we need to introduce zero-emission vehicle mandates that require manufacturers to produce an annually increasing percentage of zeroemission vehicles, and we need to drive demand for extending grants for electric vehicles and charge points.”

Decarbonising freight involves a range of different stakeholders: government, regulators, operators and consumers, said Ian Wainwright, director at Future City Logistics and former TfL freight lead. And Covid-19 has changed the shape of urban freight, accelerating trends such as online ordering significantly.

“Loads of people keep talking

about a ‘new normal’, but the trouble is, we’re not really sure what this looks like. What we’re actually in is a ‘new temporary’.

And this is going to evolve over a period of time,” said Wainwright.

“Home deliveries are great for parcel carriers at the moment because we are all at home. When we’re back out and about, how does this get delivered sustainably without really annoying our neighbours?

“We know things have changed.

We know the long-term outcomes will change. People have recognised air quality has to change. We know we have to address decarbonisation and climate impact and issues about road safety.”

Call for consistency

Chris Ashley, head of policy – environment and regulation at the RHA, drilled home the importance of government ensuring consistent policy frameworks were in place to support the road transport sector.

“When it comes to transport, there is lots of clear vision and direction from government with where we go with cars and

vans. But we sometimes feel, in terms of the needs of freight, that these are overlooked in policy discussion.

“We want to put this up front with policy-makers. This is all part and parcel of providing the right frameworks to support investment that we want to see [in new technology].”

On the air quality agenda, Ashley demonstrated that hauliers “have been doing their bit”, over the last 10 years, with HGV NOx emissions declining by up to 60% thanks to investment in the latest emissions technology.

John Comer, product manager at Volvo Trucks, reinforced the message that government must take more notice of freight.

“We recognise that distribution really is the lifeblood of the economy,” he said. “One of the things we learned through Covid was that fewer vehicles on the road allowed for greater efficiency to speed up the movement of goods.

“We’ve seen operators get a 9% improvement in fuel consumption over that period of time, obviously helped by a run of good weather as well.” ➜ 12 MotorTransport 11

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UNDER PRESSURE: Carlos Rodrigues, MD of Renault Trucks UK & Ireland, said the EU’s CO2 reduction targets were already a challenge for the truck manufacturers

As a global truck maker, Comer said Volvo Trucks had three drivers in the move towards sustainable vehicles: connectivity, autonomy and electromobility.

“It’s a very busy time to be working at a truck manufacturer with these three to balance,” he added.

Comer acknowledged that the HGV market has played a huge role in cleaning up air quality, with Euro-6 forming the basis for Clean Air Zone regulations: “And we have a seven-year parc of vehicles to help with this agenda.”

Calculating the carbon

The next big debate centres around carbon reduction of HGVs, with one of the elements for this being the new VECTO CO2 standards for trucks.

“A big driver for us is the change in legislation on this. We have to achieve a 15% reduction in carbon emissions by 2025 and 30% by 2030,” said Comer. “But one of the key things for us as manufacturers is that we have to take operators with us, because this isn’t mandatory for them. There is a voluntary ambition in the Road to Zero strategy for operators to push for 15%, but for us, it is mandatory.”

Volvo’s alternative fuel work currently focuses on LNG for long haul, with electric for the city.

The electric offer will continue to be expanded to more sectors, with construction coming into scope in the next phase.

“On long haul, probably one other question we should ask on the larger vehicles is: could we make them bigger and use a green corridor on a motorway to achieve huge carbon savings?” said Comer.

“As a manufacturer we are very 12 MotorTransport

much in a transitional stage. We are still working very much on a diesel-based technology, slowly introducing electrification into the mainstream; [and] as we transition further, working with hydrogen fuel cells.”

He added that Volvo will be working with Daimler on this next phase of fuel cell technology advancement.

Developing the necessary infrastructure to enable the transition to a low carbon future is becoming increasingly urgent, the conference heard. The National Infrastructure Commission is charged by the government with coming up with a national infrastructure assessment (NIA), and its chair Sir John Armitt CBE said that, two years after it published its 30-year plan, in response the government is due to release its first national infrastructure strategy in the autumn.

“We completed the NIA against the then target of reducing greenhouse gas emissions by 80% on 1990 levels,” said Sir John. “Since then we have assessed the impact of moving to net zero emissions and our proposals stand up to this ambitious new target. The scale and pace of change is going to have to be greater and require greater urgency from government and industry.”

Infrastructure investment will also have a major role to play in helping the economy recover from Covid-19 and Sir John pointed out that “as much if not more” of this investment will be by the private rather than the public sector.

“Government has to create the right conditions for a market-led recovery,” he said. “Confidence is absolutely key and a long-term

vision helps to create confidence.

While the private sector can and will do the heavy lifting, that doesn’t mean there isn’t a role for government to set the strategic direction and fill the gaps where there may not be a good commercial case.”

Developing the recharging infrastructure to enable the switch to electric vehicles is “absolutely crucial”, Sir John said.

“We set a target where by 2030 we would expect 100% of new car and van sales to be electric,” he went on. “The freight sector has a different set of challenges and for heavy freight it may be about hydrogen rather than electricity, and that plays back into what we are going to do about heat [for buildings].”

This date for phasing out internal combustion engines for cars and vans is five years earlier than the current government target and Sir John said work on a national charging infrastructure needed to start now if this target was to be achieved.

Kevin Chowings, MD of the NatWest Future Mobility Group, said that 2035 was a realistic target but to pull it forward would require a lot of work to develop smart charging infrastructure and improve the resilience of the electricity supply system.

Carlos Rodrigues, MD of Renault Trucks UK & Ireland, said the company had only just started promoting electric vans and trucks after launching the range 18 months ago. But he agreed that to achieve the NIC’s target of 2030 would be a challenge. “This is a complex equation and we need lots of things to come together to achieve the 2035 target,” he said.

“Can it be done more quickly? That depends on how much money you throw at it. From the manufacturer’s perspective we have strong challenges already ahead with the EU’s targets of 15% and 30% CO2 reductions [from heavy trucks].

“We are committed to do that and for last-mile delivery we have solutions available now. In the next five years we will have solutions for most urban operations, which is 30% to 40% of the market.

“We have electric vehicles today and in the urban environment and on last-mile delivery they provide a clear improvement in CO2 emissions. Today in the UK 40% to 50% of electricity is carbon-free and it will be close to 100% according to National Grid in 2025. That is a great improvement and is something we can work on now.”

Matching TCO

While electric vans and trucks still cost more to buy than their diesel equivalents, because the cost of electricity and maintenance are so much lower the total cost of ownership (TCO) should be comparable – though residual values of both types of vehicle remain uncertain.

“If you look at vans, we are already at TCO parity in a number of applications,” said Rodrigues.

“In cities, next year or the year after, will we want anything other than electric vans? Absolutely not. When it comes to heavy goods vehicles, the equation is more complex.

What we need to understand is the range, power and size of batteries required. For example, the first electric vehicle we have in the UK is a waste vehicle [a 26-tonne Range D ZE reviewed on page 26] and in that sector the consumption of diesel is quite high, around 75 litres per 100km [3mpg], so the TCO will come far quicker than in a distribution application. But that will come because the technology and the range will improve and in the urban environment, long before 2030 or 2035, we will have cost parity.

“The long-haul business will be more tricky and there is a lot of discussion about hydrogen – we will need a lot of money to be thrown at that to create the infrastructure so us manufacturers can create the products.”

10.8.20

Focus: legal

motortransport.co.uk

Has the original justification for ANPR been lost along the road, asks James Backhouse

Under surveillance

Automatic number plate recognition (ANPR) technology is in use across the UK. Roughly 8,000 cameras capture 25 to 30 million ANPR reads daily. ANPR traces vehicles’ journeys and identifies the individual registered keeper of each vehicle. It was brought in the early 2000s for use by law enforcement agencies in response to the rise in terrorism.

Technology used for capturing and storing data, containing the activities of many law-abiding individuals, for retrospective storage and analysis, is always – in a free society – a compromise between the right of citizens to a private life and the legitimate use of that technology to save lives by preventing terrorist acts or other serious crimes.

Justification and restrictions

Its justification – to investigate and help fight terrorism and serious crime – was supposed to be a limitation in the authorisation of its use. So extensive restrictions were placed on ANPR, and only certain law enforcement agencies were permitted access to the database where all of the information is stored. A strict protocol arose to access the data and to limit its use, controlled by senior police officers.

However, as we entered the 2010s, the number of law enforce14 MotorTransport

ment agencies permitted to access the ANPR database increased and the range of uses for law enforcement broadened.

Both the DVLA and DVSA are ‘Approved Organisations’ under the Home Office’s code of practice on the use of the technology in law enforcement. In 2019 the DVSA and DVLA were allowed (on a trial basis) to use the ANPR database for routine regulatory matters.

Important though these regulatory functions may be, they are not terrorism or serious crime.

The database is obviously a powerful tool in regulatory enforcement, but is this a justification for the required invasion of privacy whereby the DVLA and DVSA are granted access to the database of our individual private journeys?

It departs from the initial justification for having the ANPR network in place and brings us back to considering the possibility of a ‘Big Brother’ scenario, where vehicles are constantly under surveillance with that data stored for long (even indefinite) periods of time.

How much further will the restrictions be relaxed? Which other organisations will be permitted access? In a world where data is becoming ever more valuable, lobbyist organisations and other commercial players will be eagerly

eyeing ANPR records and what they could do with them. Private companies already access the vehicle registration database for parking enforcement – when did that happen?

Criminal intent

In addition to the constitutional and human rights dangers posed

by ANPR, we have witnessed the invention and rise in the cloning of vehicles as a result of the success of the technology in law enforcement. Criminals, or those with malicious intent, have begun manufacturing identical vehicles to those owned by innocent individuals who have nothing to do with criminal activity.

By expanding the use of and awareness of ANPR, not only does this increase the risk of unlawful interference in an individual’s right to a private life, but it also devalues the purpose of the system, by making its use – and the method of avoiding it – public knowledge.

In respect of the prevention of terrorism or serious crime like kidnap, there is a good argument to say that the end justifies the means. But that database of the private activities of individuals is stretched to cover more general regulatory law enforcement; the argument that it is justified becomes strained. Criminals will

always develop ways to circumvent detection, so is ANPR as effective now as when deployed for its original intended use, counter terrorism?

Many may feel that the ANPR database should not be made broadly available among wider law enforcement and regulatory bodies for anything other than collaborative investigations into the most serious crimes. The use of such technology in regulatory matters, and minor road traffic crime, is susceptible to criticism as being too authoritarian, as it gives access to the private activities of individuals to far too many officers from far too many agencies to properly manage; and is potentially being rendered pointless in its most justified function in situations where a vehicle has been cloned.

Expanding the use of a database, recording all our private journeys on the strategic road network, over more than a decade, should be something that is discussed widely in society and a value or ethical judgement should be made on its usage, rather than the gradual relaxation of restrictions designed to protect the individual, by the government of the day, without sufficient transparency. n James Backhouse is a partner at transport law specialist Backhouse Jones.

10.8.20

RE G

IST NO ER W

3/11/2020 | Alexandra Palace, London

CELEBRATING FIVE YEARS OF URBAN LOGISTICS BEST PRACTICE Freight in the City is back with a bang this autumn, bringing together influential stakeholders from the urban delivery sector in a key one-day event.

Now in its sixth year at London’s Alexandra Palace, Freight in the City is your chance to hear from top policy-makers and operators on cutting-edge strategies to ensure safe, sustainable goods movements in cities.

An ever-expanding line-up of exhibitors will also be showcasing the latest ultra-clean delivery vehicles and fleet technology: from electric micro-vehicles and vans, up to the largest HGVs and double-deck trailers designed with urban deliveries at their core.

“This year, more than ever before, has proven just how essential the uninterrupted supply of goods into our towns and cities is to keep key frontline services functioning and consumers stocked up on essential groceries during the coronavirus pandemic,” said Hayley Pink, events and projects editor at Freight in the City organiser DVV Media International.

“This event will highlight best practice delivery models from leading fleet operators, as well as city policy that not only tackles air pollution and road safety, but also takes into account the needs of businesses to function efficiently.”

Freight in the City takes place on 3 November and is completely free to attend. It provides a great opportunity to network and speak directly to manufacturers about the latest fleet technology.

Sign up now to register your interest www.frieghtinthecity.com For exhibitor enquiries contact tim.george@roadtransport.com If you would like to be considered for presenting in the seminar programme on a new urban delivery model or technology, please contact hayley.pink@roadtransport.com

Viewpoint

motortransport.co.uk

Finding a positive in Covid-19 C ollaboration is a word with sometimes negative associations, especially when it involves collaborating with the enemy – or in the world of transport – the competition.

As Olivier Gallay points out below, the Covid-19 pandemic may well lead to a more Steve Hobson collaborative approach to solving previously Editor seemingly intractable problems – including Motor cutting carbon emissions from HGVs. Transport Sharing natural gas refuelling stations is already enabling more operators to switch to this lower carbon fuel, and in the move to battery electric and hydrogen refuelling in future this collaborative approach will be even more important if the whole industry is to achieve its goals.

The idea of highly competitive 3PLs collaborating to improve the efficiency of supply chains has been around a long time, and some of the large grocery multiples have tried ‘encouraging’ collaborative working among their contractors. But the competitive DNA is deeply ingrained in all successful 3PLs and the issue of how to

fairly share risk and reward will always be a stumbling block.

One area that some operators are however reporting that the Covid-19 pandemic is improving collaboration is between drivers and managers. The driver shortage has done nothing to improve relationships between hard-pressed transport managers and their drivers, who in some parts of the country have been able to pick and choose which firms to work for.

The threat to the survival of many operators in the pandemic has led to a more realistic assessment of employment prospects and a re-emergence of a ‘we are all in this together’ spirit. How long this will last as the economy slowly returns to a semblance of normality remains to be seen, and the suspension of training and testing of new drivers may in the long term worsen the driver shortage.

But if managers and drivers alike can keep this new spirit of cooperation alive it could be a lasting positive legacy from this dreadful disease.

Collaboration will be the new future M

Olivier Gallay HEC, Lausanne

otor transport is experiencing a period of severe disruption. But I believe, as a result of Covid-19, we will see an acceleration in the development of new technologies and solutions which will make the sector more agile and more able to deal with the unexpected.

New trends were already emerging before the pandemic. Mobility-as-a-service freight solutions, the use of drones and multimodal transport are among the trends that could solve the latest problems. Other key drivers, like the importance of sustainability and environmental considerations, are also having an impact.

Across the sector, I have seen examples of interesting and innovative approaches.

One organisation we worked with planned to supply a bimodal mobility-as-aservice package, along with an algorithm that enabled a service provider to calculate the best approach to using the two modes of transport for specified deliveries. The objective was to combine a prototype van with a second, greener mode of transport that would at some point separate from the van to make deliveries autonomously using a robot or a drone.

We were able to develop an algorithm that could optimise operations for between 100 to 150 parcels, enough to make it viable.

In another project, with my colleagues

16 MotorTransport

Marc-Antoine Coindreau and Nicolas Zufferey, we considered the case of a French logistics provider that had a parcel delivery challenge – namely, getting to a remote location in a mountainous area with a van and a drone. By studying this parcel delivery configuration, we were able to propose an algorithm that improved efficiency by enabling the van to launch and retrieve the drone from multiple positions in the valley.

Moving forward, I believe that the future of motor transport and the best transport systems will be grounded in a more collaborative approach – one that includes pooling of logistics resources and sharing best practice.

Too many organisations compete against each other in the same geographic space and this creates issues. Clearly, a major obstacle is data sharing and commercial sensitivity.

However, there is no reason why this could not be resolved through a blockchain cloud-based solution, where data sharing can be facilitated, yet anonymised at the same time.

The newspaper for transport operators

To contact us: Tel: 020 8912 +4 digits or email: name.surname@roadtransport.com Editor Steve Hobson 2161 Head of content Tim Wallace 2158 Events and projects editor Hayley Pink 2165 Group production editor Clare Goldie 2174 Supplements production editor Joanne Betts 2173 Key account manager Andrew Smith 07771 885874 Display telesales Barnaby Goodman-Smith 2128 Event sales Tim George 0755 7677758 Classified and recruitment advertising rtmclassified@roadtransport.com Sales director Emma Tyrer 07900 691137 Divisional director Vic Bunby 2121 Head of marketing Jane Casling 2133 MT Awards Katy Matthews 2152 Managing director Andy Salter 2171 Editorial office Road Transport Media, First Floor, Chancery House, St Nicholas Way, Sutton, Surrey SM1 1JB 020 8912 2170 Free copies MT is available free to specified licensed operators under the publisher’s terms of control. For details, email mtsccqueries@roadtransport.com, or call 01772 426705 Subscriptions Email:customercare@dvvsubs.com Quadrant Subscription Services, Rockwood House, Perrymount Road, Haywards Heath, West Sussex RH16 3DH Rates UK £135/year. Europe £163/year.

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Got something to say?

If you would like to contribute to MT’s Viewpoint, email steve.hobson@roadtransport.com 10.8.20

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Driver CPC

Regime change?

Covid-19 prompted Driver CPC training to go online and with the Brexit transition period ending this year, are we in the perfect place to rethink how training is delivered?

Chris Tindall reports

I

f there was ever an opportunity to look at the Driver CPC and suggest ways in which the training regime could be improved, tweaked and possibly even overhauled, then arguably that time is now.

With the Brexit transition period not yet completed and the Covid-19 pandemic forcing training providers to find more innovative ways to deliver courses, there is a growing appetite to rethink what the future of the Driver CPC might look like.

Linda Woodcraft, MD at Bedfordshire haulier RD Woodcraft, says: “While the idea is OK in principle, the seven hours are laborious and the content is nowhere near enough for the time that has to be spent on the subject. Way more content could be included and the subjects broadened. Three-and-a-half hour sessions would be much better too.”

Remote training appears to have been a success story in 2020. Following the outbreak of Covid-19, the DVSA allowed online delivery for approved providers and the feeling is that this form of training should be retained.

David Somers, MD at training firm Road Skills, believes the DVSA recognises this. “We can see that the DVSA is investing heavily in its digital capability through people and infrastructure,” he says. “This investment reflects what businesses are doing and should result in more readily deployable technologies that the industry can engage with more easily, have a faster impact and are more in tune with 21st century professional driving.”

Somers quotes Emma Jennings, the director of education at the CILT, who in 2018 said modern training should be “continual, user-led, participative, bite-sized, on demand and mobile.”

He says: “The industry challenge for DCPC as seven-hour classroom-based modules needs a rethink as to the most appropriate way to deliver impactful professional development. That CILT has captured this need to change, more than two years ago, shows that the current position around social distancing now adds additional weight to an argument that leads to a consideration of using genuine online learning as a perfect part of the solution.”

20 MotorTransport

Woodcraft describes remote training as “the way forward” and adds: “Anything that keeps driver downtime to a minimum is always a good thing. I hope they will continue them as an option. It would create less stress and travelling time to courses, less traffic on the roads and therefore less risk and pollution and be more cost effective for companies.”

Turners (Soham) says it grabbed the bull by the horns when it found out it could continue offering CPC courses remotely.

Sharyn Turner, group driver training manager, says: “The day after we found we had been approved to deliver remote training, we received the news that the government had relaxed the rules on CPCs expiring in 2020.

However, as we could feasibly continue with training, albeit in a different format, we decided to go ahead and train drivers expiring in 2020 via the online solution.

“There wasn’t a good enough reason not to.” That said, Turner is more circumspect about overhauling the regime.

“Online training has allowed us to keep moving forward with our CPC training during these challenging times but we do not feel it should totally replace the existing training format,” she says.

Face-to-face training

“While it has been beneficial in a time of international pandemic, in our experience it is more restrictive than face-to-face classroom training. For one, we cannot run practical sessions outdoors. We have quite a few activities built into our courses and while we have done these the best we can remotely, it is not quite the same as in a usual CPC. For example, we often use tasks where delegates work together in pairs or small groups, but remotely this cannot be done.

“We have also found that when in remote training, delegates seem in general slightly more inhibited than they would if they were part of a group in a classroom.

“You lose that human element that you can only have when people are together and interacting naturally and reading each other’s body language.”

Turner adds: “However, I can see some benefit with retaining it in some aspects. I would not be opposed to the option of having some remotely located delegates join in with an actual classroom session if it was difficult or impractical for them to access the training location.

This would be a definite advantage for the many isolated drivers we have around the country who are not based close to a training location and it would definitely cut out a lot of travelling time and expense.”

10.8.20

motortransport.co.uk

OVER AND JAUPT Ever since the Driver CPC began, the question of whether or not JAUPT was providing quality control over the courses has never been far from operators’ lips.

“JAUPT, I am sure, does its best to weed out unscrupulous delivery within the existing rules,” says SP Training’s Robin Brown.

“Unfortunately, everyone sees examples of operators and training providers allowing sub-par courses to take place.

“Mystery shopping would help to identify unscrupulous behaviour along with exit interviews with candidates from courses.”

Linda Woodcraft at RD Woodcraft says the approvals unit is not fit for purpose: “A large proportion of drivers dislike the courses due to the tedious sessions that don’t cover enough and have limited subjects,” she says. “All of ours state the content of the seven hours could be delivered in half the time.”

David Somers at Road Skills says JAUPT needs to review its brief in order to be more effective on behalf of both professional drivers and employers. “To achieve the main aim of DCPC, which is to improve road safety and reduce casualties, it is necessary for the behaviour of drivers to change,” Somers says.

“I am not aware of whether or not this has been measured by JAUPT in its overall impact assessment of DCPC for the UK. What is known from research is that continual, bite-size training is more effective in achieving learning retention and reducing the loss of learning in the ‘forgetting curve’.”

But remote training, or e-learning, is just one aspect of how the Driver CPC could be improved in the future.

Robin Brown, chairman at SP Training, says he would like to see the DVSA and JAUPT publish a strategy to improve standards: “This should be over a period of say 12 to 18 months, which will give notice to the industry of the requirement, allowing training providers to make arrangements to comply,” he explains.

“Key factors that require attention are the qualifications and standards of the trainers as well as the quality standards operated by provider organisations. It seems every five years, new providers appear who basically abuse the system which causes JAUPT a real headache and disadvantages other good providers. This needs looking at and barriers put in place to stop this happening.”

Brown says an ‘ideal DCPC’ could involve one day a year’s training: “This would stop the rush at the five-year point when drivers and employers take any courses rather than arranging training that will benefit the business and drivers, but this would give less flexibility,” he concedes.

Similarly, he thinks half-day courses could resolve the inflexible nature of the current training regime and he adds: “There should be a rule to stop drivers attending the same course several times to just clock up the hours.

“A driver might attend the same course after one or two years as a refresher but not within a week or a month of doing the original.”

The question of whether the DCPC has demonstrably improved the safety and professionalism of HGV drivers, or just made the driver shortage worse, prompts a more mixed response.

Turner says the company creates all of its courses itself and as a result they can be tailored to deliver exactly the message it wants to get across: “For example, with our recently approved course ‘Accident Prevention and Mitigation’, we have been able to pull all our experience of incidents that have happened to our drivers into a course which addresses the issue of safety on the road using actual relevant examples,” she says. “So yes, we do believe that DCPC has made a difference to safety within our company. It’s provided a platform and a structure for us to educate our drivers on our most important issues and in the process hopefully make them safer and with a more professional attitude.”

Brown says there is “a lot of merit” in the DCPC, if delivered correctly. “SP Training’s approach to Driver CPC has always been focussed on improving driver performance and safety, both of which will deliver real 10.8.20

value to the business,” he explains. “We have examples of businesses saving tens of thousands of pounds from reduced damage to vehicles and fuel savings. Bespoke training courses covering topics like driver efficiency that address areas specific to the driver’s job role, targeted at delivering identified improvements to activities, are a much better training product than a generic Driver CPC course.”

Better employees

Brown adds: “It is a known fact that well-trained people will do a better job and also enjoy what they do. If a person is serious about working in the industry, then I can’t see how this would stop them and as such it would have little effect on the current and worsening driver shortage.”

Mark Taylor, the RHA’s head of learning and development is positive about its impact on safety too: “In our experience drivers always learn something as a result of undertakings training and their feedback supports this,” he says. “Therefore the evidence suggests that DCPC has improved safety and professionalism.”

However, Woodcraft is not convinced: “If it has it is only minimal,” she says. “It has made the driver shortage much worse as it has caused many to retire from the industry earlier than they would – especially those who don’t drive full time and would have continued their licence to help companies part time, or with relief driving.”

Somers says more research is needed to answer the question conclusively: “Across the UK, there is anecdotal evidence from training providers and employers that drivers have responded positively to some of the delivered training,” he says. “Whether or not this training has directly translated, in itself, into any business benefits for the company or health and wellbeing improvements for the drivers is unknown and needs to be assessed more directly.”

Brown says the basic principles of the Driver CPC – to ensure continued professional development for drivers – is a good thing and makes them safer and more effective, therefore delivering benefits to their employers.

“Unfortunately, training standards are varied and some training courses are not relevant to the driver’s role,” he adds.

“Since the introduction of Driver CPC, JAUPT has slowly increased quality standards required for training providers. I would welcome this strategy continuing to improve and focus trainers and training standards and ensure it is worthwhile and creates benefits for drivers, operators and the UK as a whole.” ■ MotorTransport 21

Restricted operators

motortransport.co.uk

Taking licence Should restricted O-licence operators be subject to more training to compensate for the absence of a transport manager?

Carol Millett investigates

T

he existence of the restricted O-licence is a vexed question within the freight transport industry.

Hire and reward standard licence holders question why own-account operators on restricted licences, who only carry their own goods but can operate large fleets, are exempt from having to hire qualified transport managers and benefit from significantly lower financial standing requirements.

Others raise concerns that some restricted operators flout the rules to undercut hauliers on backhaul loads.

FTA head of licensing policy James Firth said a more level playing field is needed. “The requirement to have a transport manager should not be dependent on what is being carried in the back of a truck.

“Our position is that it needs to change. All operators should have a professionally competent transport manager, and we see no reason why the financial standing requirements should be any different.”

John Lewis Partnership is an example of a business that was once a restricted operator but has evolved with the times to hold standard operator licences.

Backhaul business

RESTRICTED O-LICENCE HOLDERS IN FRONT OF TCS OTC data showed that restricted operators are less likely to be called before a public inquiry (PI) than standard operators. In 2018/19, there were around 399 PIs for regulatory matters concerning restricted-licence holders (both goods and passenger) out of around 1,185 regulatory PIs in total. This is equal to around 34%. However, 39,761 or 50% of the 78,711 licences in issue were restricted. An OTC spokesperson told MT that the statistics do not necessarily give the full picture. “This cannot necessarily be taken as evidence of better compliance among restricted operators,” adding that restricted operator infringements can go under the radar. “Most regulatory PIs come about as a result of evidence gathered by DVSA’s enforcement teams and passed on to the TCs,” the spokesperson said. “There may be many reasons why DVSA might be less likely to catch a restricted operator at a roadside check, including undertaking roadside enforcement activities mainly on motorways and other trunk roads, or the way they target vehicles. If the DVSA catches disproportionately fewer restricted operators breaking the law, that will inevitably result in disproportionately fewer restricted-licence holders being called before the TCs. Commissioners can only act on the evidence they receive.”

22 MotorTransport

Its fleet manager Justin Laney said: “We operate on a standard licence because we engage in backhaul, which is helpful to our suppliers and reduces overall miles driven.

“I think there is an argument that professional transport managers should be in place in all HGV operations because of the nature of that work.”

The Office of the Traffic Commissioner (OTC) makes no secret of its concerns over restricted-licence operators and its limited powers to sift out the non-compliant.

In its 2017/18 annual report it stated: “Some observers would argue that, over the intervening years, it has become easier for those seeking restricted licences to enter the industry, while regulators have found it more difficult to oblige poor operators to exit.

“The financial requirements for restricted operators have remained unchanged since 2004, while appeal decisions have led to case law where the test for revocation is rather higher than legislators might have originally envisaged.”

More recently in its 2018/19 annual report the OTC stated that “too many applicants agree to the oper- ➜ 26 10.8.20

GI

N EE TIO FRSTRA

RE

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Restricted operators

motortransport.co.uk

ator licence promises without actually knowing what the standards and rules are. For restricted operators, who don’t have to employ a transport manager, the knowledge gap can be even greater.”

Despite these concerns any move to abolish restricted operators is not on the OTC agenda as traffic commissioner (TC) for the West of England, Kevin Rooney, made clear at a conference run by transport compliance consultancy Pro Tect Solutions in January.

He told delegates that introducing mandatory transport managers for restricted-licence holders was unlikely as “most governments are anti-regulation. I don’t think it will change”.

Jonathon Backhouse, a director of transport lawyers Backhouse Jones, echoed this view: “I think the OTC would welcome one licence, as would standard operators, but I do not think this government is minded to increase existing regulations and with the current [coronavirus] pandemic that will be far off the agenda.”

With so little room for manoeuvre the OTC is left having to work within the confines of the existing guidelines.

Increased checks

To this end the OTC is currently looking at introducing main occupation checks for restricted operators as part of the operator licence five-yearly renewal process and increasing these checks during routine interactions with operators.

Rooney also told delegates that the OTC is “putting a lot more effort into saying whoever is in charge of transport must do CPD [continuous professional development] training – it might only be for one day, but it is better than nothing”.

While this training is not mandatory, the OTC has taken steps to strengthen the advice in this area, recently making it clear in its statutory document on Good Repute and Fitness that restricted operators have as much responsibility to ensure compliance as standard operators.

“For restricted licence holders the operator arguably has a more difficult task [than a standard operator] as they are not required to employ a qualified transport manager, yet the compliance required is no less,” it stated.

“An operator must have satisfactory arrangements and should review the need for further training at regular intervals in light of there being no examination to demonstrate ability to manage an operator’s licence.

“A useful indication of relevant evidence would be attendance on an operator licence awareness course, run by a trade association, a professional body or an approved examination centre.”

Awareness courses

Most operator licence awareness courses run for one day and cover operator licensing, managing the licence, drivers’ hours, the Working Time Directive, driver record keeping, planned preventative maintenance, driver licensing, road safety and incident reporting.

Restricted operators, like standard operators, are also expected to attend the New Operator Seminar run by DVSA, which covers the required standards, DVSA’s enforcement processes and the role of the OTC. Even though the New Operator Seminar is not mandatory, attendance is strongly encouraged and failure can result in a visit from DVSA officers with the infraction reported to the OTC, which could take matters further.

So, are these training sessions enough to ensure restricted operators are compliant and up to standard?

Barry Hood, a training consultant and director of Pro Tect Solutions, thinks not. He said: “If I had one message to restricted operators it is that they take their responsibilities seriously and invest in training and create a training plan, something we do with a lot of businesses, both standard and restricted.

“At the very least I think restricted operators should 24 MotorTransport

take a two-day transport manager refresher course, every five years, just like a transport manager. These courses are open to restricted operators and they are welcome on them.”

While Backhouse welcomes the OTC’s greater emphasis on training for restricted operators, he argued that restricted licences have outlived their original purpose.

“Quite frankly, I think there is no justification for different standards,” he said. “Maybe back in the 1950s and 1960s, when restricted operators were your local coal merchant delivering locally and doing little mileage with little risk involved, there was a place for restricted operators but nowadays you can find manufacturers running huge fleets on restricted licences, doing exactly the same work and the same mileage with the only difference being that it is for themselves.

“Though most of the larger restricted operators run tight fleets there is still no logical reason to have two standards. I think road safety is potentially compromised by the existence of two standards.

“Too often you get restricted operators who are carrying other people’s goods and who fail to see the difference – there are a lot of smaller restricted operators who are a long way off the knowledge mark, sometimes because they don’t think of themselves as operators at all because they are bed manufacturers, farmers or scaffolders.”

Hauliers argue that no amount of training will do away with those rogue restricted operators who undercut standard operators by flouting their restrictions to offer backhaul services.

Andrew Spence-Wolrich, commercial director of Halcyon Tankers, said: “RHA members frequently voice their concerns about restricted operators using their vehicles for hire and reward but nothing ever changes because the OTC has to have evidence and that is not easy to provide.

“If you are a restricted operator and you are earning money from hire and reward, then you are taking revenue from a standard licence operator: every penny earned is illegal. They do not have the same costs of running a compliant fleet and they are going out and undercutting standard licence operators. It is not acceptable.

“If you run a truck on the road you are putting people at risk and so the same regulations should apply. I think there should just be a standard licence, full stop.” ■ Both Halcyon Tankers and John Lewis Partnership believe all operators should have a professionally competent transport manager and the same financial standing requirements

10.8.20

First drive motortransport.co.uk

The new normal Renault is the first mainstream truck maker to come to market with a right-hand drive full-electric heavy truck in the shape of new Range D Wide ZE. Will Shiers reports

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enault has more than a decade’s experience with zero-emission trucks, and indeed supplied a hybrid 26-tonner to a major soft drinks company for deliveries during the 2012 Olympic Games. It launched the Master ZE van in late 2018 and, following successful trials in the French city of Lyon, has now put the Range D ZE (16 and 26 tonnes) into series production.

The first example on these shores is this 26-tonner, which will soon be fitted with a refuse body. It has a normal Range D chassis, and a 3,900mm wheelbase.

Tucked neatly between the chassis rails are four 50kWh batteries, which power twin electric motors (260kW continuous and 370kW peak). It is possible to specify six

batteries on the 16-tonne chassis, giving 300kWh. Quick charging takes just two hours.

Renault is already seeing a lot of interest in the vehicle from potential buyers and, according to UK product manager Mike Stringer, one of the more commonly asked questions relates to the vehicle’s maximum range.

He explains there is not an obvious answer, pointing out that likewise it would be impossible to estimate the range of a diesel-powered Range D due to the many variables involved, such as the number of batteries specified, the application, driving style, terrain, and traffic and weather conditions. Instead, he reassures potential customers that Renault will work closely with them, ensuring that they specify a ZE that is suited to their exact operational requirements.

Uniquely, Renault is offering a 10-year battery performance promise with all trucks supplied on maintenance contracts, giving buyers additional peace of mind. It guarantees that after 10 years a 200kWh battery pack will either still have 125kWh of useable energy per full charge, or will have delivered 250MWh of total energy during its lifetime (whichever comes first). Likewise, a 300kWh

THE COST OF BEING GREEN The ZE is dearer than its diesel-powered sibling, but by how much is a mystery.

Despite asking a few people, we failed to get an answer. What we did get however, was the following statement from Renault Trucks UK MD Carlos Rodrigues (pictured). “Capital prices are obviously higher for electric vehicles, but the reduction in operational costs is significant, and the gap in the total cost of ownership narrows significantly and could approach parity once we compare diesel versus electric on higher mileages or highly demanding fuel operations such as refuse collection. Also, we should have in mind that investments made by customers today are protected against tax changes for the next 10 years.

“Having attained the gold standard of zero emissions, when operators invest in an EV today, they can be sure they will comply with the most stringent CAZ, LEZ or congestion charges that are ahead of us for the foreseeable future. With this stated, you then understand that in the coming years with scale, technology development and more support to the industry on EVs, the total cost of ownership on the urban environment and last-mile delivery sector is a no brainer.”

26 MotorTransport

10.8.20

motortransport.co.uk

From 26th October 2020, ALL goods vehicles over 12 tonnes will require a permit to enter London.

Direct Vision Standard Are you ready?

0

battery will have 187.5kWh of energy left, or will have delivered 375MWh.

The ins and outs

Because the ZE uses Renault’s familiar Range D Wide cab it does not resemble most people’s preconceived idea of what a zero-emission truck should look like. While this is probably a good thing for the majority of drivers, there will no doubt be some operators who will be disappointed. Some early adopters of zero-emission trucks will add one to their 500-strong fleet of diesel-powered trucks so they can shout about their green credentials.

Inside the cab the normality continues. Anyone used to driving a regular Range D will find this interior very familiar. Other than a subtle splash of blue here and there, the dashboard is largely unchanged. What you get are a handful of easy-to-decipher dials, providing only needto-know information. Directly ahead of the driver is a power meter, which is split into blue, white and red sections. White depicts regular driving, blue signifies regeneration. If you spend prolonged periods in the red, the vehicle’s range will be seriously compromised. The fuel gauge shows the state of battery charge, while an eco-mode dial monitors long-term driving style. The only other notable difference between this and the dieselpowered Range D, is that the gear selection stalk has been replaced by D, P and R buttons on the dashboard.

Turning on the ignition illuminates the dials, but other than a gentle hum from the electric motor, that is the only clue that you are ready to drive. Then it is a case of covering the brake, selecting D, and away you go.

The D Wide ZE is incredibly easy to drive. It really is just a case of pointing and shooting. That said, Renault will be providing specific driver training with every ZE sold. As far as we can tell, the only remotely challenging aspect to piloting this truck is getting used to the retardation. There are three ways to regenerate the battery on the move; by easing off the accelerator, by activating the brake pedal, and by using the five-stage retarder.

The truck is unnervingly quiet to drive, with wind circulating around the mirrors being one of the more dominant sounds. In fact it’s so silent that you can even hear the suspension moving.

The ride in this particular truck with no body weight is, as you would expect, a bit on the choppy side. The plus side to running this light is performance. Electric trucks are renowned for their rapid acceleration, a consequence of maximum torque from standstill, and this chassis-cab is particularly quick off the mark, with traction control frequently having to step-in to prevent wheelspin.

Conclusion

While it may be sexy or exciting, the Range D Wide ZE is here now. You can go into your local Renault Trucks dealer and place an order for one, and you will be driving it away later this year. We have used the word normal a lot, and for good reason. Give it just a few years and zeroemission trucks like this will be commonly used for urban distribution. The Renault Range ZE, and the trucks that follow it, will be the new normal. ■ 10.8.20

How Brigade can help Brigade Electronics can advise transport operators on the requirements of the Direct Vision Standard and how to achieve a permit to enter London if your vehicle falls short of the minimum star rating. If you are unsure what your vehicle’s DVS star rating is, we offer a free service to obtain that information for you.

Brigade Electronics has a range of products to comply with the DVS requirements For comprehensive information about the requirements of the Direct Vision Standard and how we can help you comply; visit our website or give us a call.

brigade-electronics.com

01322 420300 MotorTransport 27

MT Awards 2020 shortlists Business Excellence Award MT profiles the shortlists for this year’s awards

Sponsored by

Hermes

Palletforce

O’Donovan Waste Disposal

Wren Kitchens

Hermes UK delivers more than 400 million parcels a year and has experienced double-digit growth for the past seven years.

The company has invested more than £100m in the UK since 2016 on projects like the £30m Rugby superhub. It is also planning to build a £60m automated parcel distribution centre in Barnsley, which will create around 1,300 jobs, due for completion in 2022.

Hermes is looking at advances in 5G and believes an explosion of IoT devices over the next decade could provide the opportunity for fine grain tracking information. It has a large network of vehicles, trailers, hubs and depots that could take advantage of greater connectivity.

Sustainability is also a big focus – the company has achieved 10% CO2 savings since 2016 despite huge volume growth and operates 32 electric vans servicing the central London area.

“Excellent growth figures and confidence proven by investment in a new hub and facilities,” said one of our judges. “It’s a well-run business with a clear strategy of continuous improvement."

O’Donovan Waste Disposal boasts a £20m turnover, a fleet of 100 HGVs and a workforce of 185. Specialising in construction waste, the London-based company prides itself on safe, sustainable and efficient operations with excellent customer service.

Key to the business is education and training. Its Training Plus strategy has seen it become an accredited centre offering approved Driver CPC courses. It has also launched a Safety Above and Beyond scheme to drive safer standards and a well-being strategy – the Dynamo Welfare Project.

O’Donovan regularly supplies trucks and drivers for Exchanging Places, a training session run by the City and Metropolitan Police which enables cyclists to see the road from an HGV cab.

Local schools are also given safety sessions and HGV drivers take part in Safer Urban Driving courses, which sees them go out on bikes with an instructor.

“A strong family company with a great work ethic,” commented one our judges.

“There’s a solid, sustainable growth pattern and a really credible social ethos.”

28 MotorTransport

Palletforce boasts 19 years of profitable business, year-on-year growth and has a network of more than 120 members.

Last year it delivered record turnover, profit and network volumes, pioneered AI technology and celebrated multiple staff and community achievements.

Total pallet volume was 4.01 million, an increase of 10% on the previous year.

Turnover was up 13.8% to £133m and EBITDA up 44% to £7.5m while its strategy of ‘creating capacity and enabling growth’ saw it invest £65m in infrastructure, new members and technology.

Delivery performance is at an all-time high of 99.1% despite the record volumes, thanks to innovations like Alliance Sense, which predicts delivery issues before they happen, and Pallet Selfies, which photographs every pallet to reduce damages.

“Impressive volumes and growth pattern,” concluded one of our judges. “Great effort has been put into vehicle turnaround times and productivity.”

Wren Kitchens celebrated its 10-year anniversary in 2019 and reported an annual turnover of £643m – a 20% increase on the year before.

The company delivered more than 91,000 kitchens using an in-house fleet of 214 commercial vehicles.

Recent highlights include £2.91m in efficiency savings including a 33% reduction in road miles following the launch of a delivery strategy, TripleTrunking, where demountable box bodies are transported on one 18-tonne truck rather than three separate vans.

Wren can also boast a 14% mpg improvement and 3,330kg less CO2 emissions since the introduction of a more efficient Mercedes-Benz truck range. Delivery times have been reduced by up to eight weeks.

Its training courses include the recent launch of a Drivers Apprenticeship Programme and the company has also introduced FlexiPod – a handheld tool providing single lines of communication between drivers and other team members.

“TripleTrunking has cooked up impressive results for its Green credentials,” said one of our judges. “Wren appears to have set the benchmark in the challenging home-delivery space."

10.8.20

hireco advert PRINT.pdf

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MT Awards 2020 shortlists Operational Excellence Award Sponsored by FreshLinc

FreshLinc’s operations team oversees a 400-strong fleet and more than 760 drivers across multiple depots while also managing around 16,000 movements a year from Belgium and the Netherlands.

The team has revolutionised the way it works, taking the operation 98% paperless. It has adopted the UK’s first mobile Clandestine Check app to ensure drivers are safeguarded from migrant incursions as they cross borders.

The team has also reacted rapidly to new compliance demands arising from Brexit which last year saw FreshLinc become one of the first companies to successfully register its fleet of international trailers.

Judges praised the team’s use of innovation and technology and the flexible way it met rapidly moving compliance targets arising from Brexit.

Malcolm Logistics

Based in Newhouse in Scotland, family firm Malcolm Logistics is committed to offering valueadded solutions to its customer base, through innovation and challenge.

Strategically placed distribution centres provide 24-hour vehicle scheduling while the intermodal service offers end-to-end distribution of products through road and rail integration. Warehousing facilities cover 6 million sq ft spread over key locations.

The FORS-accredited firm prides itself on high levels of service, recently saving one client from potential losses by overcoming problems caused by Forth Road Bridge and Grangemouth port closures.

Judges were impressed with the strong family ethos and its commitment to high service and compliance levels.

Speedy Asset Services

Tools and equipment hire company Speedy Asset Services has turned around its operational performance in just four years after it found itself with one red and two amber DVSA OCRS scores.

The company, which operates a fleet of 399 vehicles and a team of 433 drivers, began by bringing in a full-time transport compliance manager who introduced stringent safety and training measures across the business, supported by tachographic analysis and efficient record keeping. It resulted in Speedy gaining founder member status with DVSA’s Earned Recognition scheme in 2018.

Judges said the company’s transformation was an outstanding achievement.

30 MotorTransport

Wincanton Container Logistics

Wincanton Container Logistics has delivered high standards of operational performance over the past two years which have seen the company go from strength to strength.

Operating under the DVSA Earned Recognition scheme, the company uses trained and accredited managers and state-of-the-art technology to rigorously monitor driver training and performance to achieve high levels of compliance.

The company has also delivered consistent, high customer service levels, with on-time deliveries to clients reaching 99.1%.

This high level of operational performance is reflected in the company’s current growth rates which over the past two years have seen a 2% increase in revenue per working day, a rise of 12% in revenue per truck and revenue per mile, profitability boosted by 16% and a growth rate of more than 5% per annum.

Judges praised the company for delivering industry leading standards and taking compliance to another level.

Wincanton for Screwfix

With Screwfix opening around 50 trade counter stores a year since 2011, logistics partner Wincanton had to ensure this rapid growth did not undermine its safety and service levels.

Last year the fleet made 35,846 journeys, equating to 110,802 trade counter deliveries to more than 690 trade counters, while still managing to exceed its 99.65% target, achieving a score of 99.89%.

At the same time the company kept mileage to a minimum, with a mere 6% route increase, despite a 20% rise in trade counter delivery numbers and cut the numbers of trailers used.

Nor was safety sacrificed to cost saving, with Wincanton, an earned Recognition scheme member with a Blue OCRS rating, applying rigorous driver training and telematics analysis to not only reduce collisions per million km but also clock up no-lost-time incidents in 2019.

Judges said Wincanton’s delivery record was impressive and hailed its high levels of safety compliance.

10.8.20

Managing supply chains for the world’s leading brands

Harnessing the deep pool of logistics and supply chain knowledge and experience within EV Cargo’s global business, EV Cargo Solutions offers a comprehensive range of technology-enabled consultancy services for both existing and prospective customers, including network and flow of goods optimisation, customer service strategies, transport mode selection, fleet and load utilisation and initiatives to reduce carbon footprint.

As a proud spon sor of the Operat ional Excellence Awar d, we’d like to wi sh good luck to the finalist s: Freshlinc, Malcolm Logistics, Speedy Asset Services, W incanton Container Logistic s, Wincanton for Screwfix.

Managed logistics: fully integrated solutions with a single, centralised point of contact to manage all transport operations.

4PL with a difference: award winning 4PL managed services, underpinned d by market leading technology.

On demand warehousing: flexible, technology-led warehousing solutions.

Supply chain consultancy: market-leading global forecasting, powered by artificial intelligence and neural learning.

End-to-end integrated solutions: disrupting the sector model by leveraging the combined global capability of EV Cargo to deliver highly integrated, bespoke end-to-end logistics solutions.

Get in touch with us at Solutions@evcargo.co.uk or call 01530 276450. www.evcargosolutions.com

#CMAwards2020

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