®
April 2022
Australia Post A PRI L 2022
Edge of Tomorrow
pr im emov er ma g.c om .au
APRIL 2022 $11.00
ISSN 1838-2320 03
9 771838 232000
Industry Fleet: National Transport & Distribution Feature: Les Walkden Enterprises Showcase: Electronic Work Diaries Personality: Roger Alm
Innovation Fleet: Welding Solutions Technology: Martins Stock Haulage Delivery: VSA Roads Home Run: Isuzu D-Max SX
T H E P E O P L E & P R O D U C T S T H AT M A K E T R A N S P O RT M OV E AUSTRALIA’S GUIDE TO UTES, VANS, LIGHT TRUCKS & PEOPLE MOVERS
Delivery Magazine inside: Pages 65-75.
MAGAZINE
When you’re building a business, reliability is everything. Since Isuzu Trucks launched in Australia half a century ago, generations of businesses have relied on our trucks to deliver, day-in and day-out. As they’ve grown, we’ve grown along with them to become Australia’s number one truck brand. And we’ll be right here helping build businesses for a long time to come, because we know that reputations are riding on us. To find out how Isuzu can help you grow, visit isuzu.com.au
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®
April 2022
Australia Post
MEET THE TEAM
Edge of Tomorrow
Australia’s leading truck magazine, Prime Mover, continues to invest more in its products and showcases a deep pool of editorial talent with a unique mix of experience and knowledge.
John Murphy | CEO
John has been the nation’s foremost authority in commercial road transport media for almost two decades and is the driving force behind Prime Creative Media becoming Australia’s biggest specialist B2B publishing and events company. Committed to servicing the transport and logistics industry, John continues to work tirelessly to represent it in a positive light and is widely considered a true champion for the growth of the Australian trucking and manufacturing industry.
William Craske | Editor
In his 15-year career as a journalist, William has reported knowledgeably on sports, entertainment and agriculture. He has held senior positions in marketing and publicity across theatrical and home entertainment, and also has experience in B2B content creation and social media strategy for the logistics sector.
APRIL 2022 $11.00
ISSN 1838-2320
9 771838 232000
Starting out at the coalface, Paul completed a heavy vehicle and plant mechanic apprenticeship before transitioning into professional heavy vehicle driving where he became proficient operating semis and B-doubles. Some 17 years ago he made a giant leap into transport journalism and has been an ongoing contributor for several commercial road transport publications.
Ashley Blachford | Business Development Manager
Handling placements for Prime Mover magazine, Ashley has a unique perspective on the world of truck building both domestically and internationally. Focused on delivering the best results for advertisers, Ashley works closely with the editorial team to ensure the best integration of brand messaging across both print and digital platforms.
www.primemovermag.com.au
Innovation Fleet: Welding Solutions Technology: Martins Stock Haulage Delivery: VSA Roads Home Run: Isuzu D-Max SX
AUSTRALIA’S GUIDE TO UTES, VANS, LIGHT TRUCKS & PEOPLE MOVERS
MAGAZINE
ceo
John Murphy john.murphy@primecreative.com.au
editor
William Craske william.craske@primecreative.com.au
managing editor, transport group
Luke Applebee luke.applebee@primecreative.com.au
senior feature writer
Peter Shields peter.shields@primecreative.com.au
business development manager
Peter Shields | Senior Feature Writer
Paul Matthei | Senior Journalist
Industry Fleet: National Transport & Distribution Feature: Les Walkden Enterprises Showcase: Electronic Work Diaries Personality: Roger Alm
Delivery Magazine inside: Pages 65-75.
art director A seasoned transport industry professional, Peter has spent more than a decade in the media industry. Starting out as a heavy vehicle mechanic, he managed a fuel tanker fleet and held a range of senior marketing and management positions in the oil and chemicals industry before becoming a nationally acclaimed transport journalist.
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T H E P E O P L E & P R O D U C T S T H AT M A K E T R A N S P O RT M OV E
design journalist
Ashley Blachford ashley.blachford@primecreative.com.au 0425 699 819 Blake Storey blake.storey@primecreative.com.au Kerry Pert, Aisling McComiskey Paul Matthei paul.matthei@primecreative.com.au
design production manager
Michelle Weston michelle.weston@primecreative.com.au
client success manager
Justine Nardone justine.nardone@primecreative.com.au
head office
11-15 Buckhurst Street South Melbourne VIC 3205 P: 03 9690 8766 F: 03 9682 0044 enquiries@primecreative.com.au
subscriptions
03 9690 8766 subscriptions@primecreative.com.au Prime Mover magazine is available by subscription from the publisher. The right of refusal is reserved by the publisher. Annual rates: AUS $110.00 (inc GST). For overseas subscriptions, airmail postage should be added to the subscription rate.
articles
All articles submitted for publication become the property of the publisher. The Editor reserves the right to adjust any article to conform with the magazine format.
copyright
PRIME MOVER magazine is owned and published by Prime Creative Media. All material in PRIME MOVER magazine is copyright and no part may be reproduced or copied in any form or by any means (graphic, electronic or mechanical including information and retrieval systems) without written permission of the publisher. The Editor welcomes contributions but reserves the right to accept or reject any material. While every effort has been made to ensure the accuracy of information Prime Creative Media will not accept responsibility for errors or omissions or for any consequences arising from reliance on information published. The opinions expressed in PRIME MOVER magazine are not necessarily the opinions of, or endorsed by the publisher unless otherwise stated.
CONTENTS
Prime Mover April 2022
40
44
48
30
60
COVER STORY “When we had AdBlue issues we ensured we had plenty in the ground that we could access and were not at the mercy of the retail sites, a lot of which aren’t really set up for B-doubles and A-doubles.”
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POUND FOR POUND
Prime Mover Feature Stories FLEET FOCUS 30 Edge of Tomorrow Australia Post delivers its many vital services in a dynamic setting and maintains a strong commitment to safety and the environment. 36 Pound for Pound When Craig Drinnan began building heavy-duty mine-spec water trucks, he standardised on Isuzu trucks because they matched the toughness of his tanks, pound for pound. 40 Grand National With its pedigree similar to so many successful transport operations, National Transport and Distribution was originally established to fulfil the needs of another related business. TRUCK & TECH 44 Steering Clear The intrinsic relationship between Martins Stock Haulage and engine supplier Cummins has entered a new phase with the adoption by the haulier of a super clean X15 Euro 6 engine in one of its latest Kenworth T909 prime movers.
48 Out of the Woods Vocational transport specialist, Les Walkden Enterprises, recently returned to Ampol-aligned products after a hiatus of 45 years. PERSONALITY 60 Clear Directions Roger Alm is the global President of Volvo Trucks and Executive Vice President - Volvo Group. Under his leadership the group has adopted some ambitious targets as part of its commitment to the goals of the Paris Agreement.
Regular Run 08 From the Editor 10 Prime Mover News 60 Personality 62 Prime Movers & Shakers 65 Delivery 76 ARTSA-I Life Members 78 National Heavy Vehicle Regulator 80 Trucking Industry Council 81 Victorian Transport Association 82 Peter Shields’ Number Crunch
FROM THE EDITOR
Rock Bottom Riser
William Craske Editor For the few of us who have just gotten our heads around the concept of hydrogen fuel cell electricity generation, the Geelong Energy Hub’s announcement that it would have a service station ready for the technology as early as 2023, advances Baudrillard’s assertion that a theory, whatever the layers of its analysis, must be an event in the universe it describes. The New Energies Service Station, in addition to EV recharging facilities, will house hydrogen refuelling for commercial vehicles, making it something of a catalyst for a grand network of hydrogen refuelling stations from Geelong to Sydney and eventually as far north as Brisbane. It’s a significant development. The project is said to drive hydrogen demand in parallel with infrastructure development to overcome the ‘chickenand-egg’ challenge, more traditionally a key hurdle for the sector. Such scenarios, for investors, are akin to the Mexican Standoff in movies, everyone with guns at the ready, finger on the trigger, reluctant in the face of the shortfall outcome, to squeeze it. On the road less
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travelled we’re suddenly at High Noon. The project ties in closely with Viva Energy’s lofty ambitions to reach net zero carbon emissions across the business by 2050. It’s part of an Australian energy transition that, at least for the moment, does not yet incorporate nuclear. Zero emission vehicles, of course, cannot be used to mine the commodities that go into the resources and infrastructure required for solar farms and charging stations. At last count 11 tonnes of coal are burned for a single solar panel. For this to happen the wider industry will need to detach itself from the virtue signallingfirst, science-later orbit prone in the marketplace of ideas. As Sam Kriss recently wrote, “when people think they’ve torn away the illusions of the world, they’re usually even deeper into the illusion than anyone else.” Pressure, nevertheless, mounts on industry to transcend bench-tobookshelf science. The Australian Renewable Energy Agency (ARENA), which allocated a $22.8 million grant to Geelong Energy Hub project is doing its part to facilitate the innovative adoption and diffusion of ideas and technologies across the economy. Of the $2.2 billion new investment announced by Federal Government in February for university research commercialisation, $1.6 billion has been pitched to create a new research commercialisation fund. Investors truly interested in offsetting emissions, for the purpose of supporting new green infrastructure, might consider next-generation geothermal technology.
The Union of Concerned Scientists observes that “the amount of heat within 10,000 metres of Earth’s surface contains 50,000 times more energy than all the oil and natural gas resources in the world.” In a closed-loop system, engineers construct a set of pipes that circulate fluid from the surface to the heat source and back. Heat gets absorbed by the fluid when it is near the heat source and is extracted from the fluid and converted to electricity at the surface. Like wind and solar, geothermal produces no carbon-dioxide. Unlike wind and solar, it is available 24 hours a day, regardless of the weather — a critical distinction given electricity grids require an ongoing and persistent supply-and-demand balance. With the electricity grid secured, geothermal energy would augment battery storage for fleets of electric heavy vehicles. That’s just for starters. It is estimated that one per cent of the geothermal energy shallower than five kilometres and hotter than 150°C could supply Australia’s total energy requirements for 26 000 years. That’s based on figures more than a decade old. Presently, according to a statement on the Geoscience Australia website, there is no commercial production of geothermal energy in Australia. Pay rapt attention to the present imbalance of all things. The corrections are coming.
BUILT FOR TOMORROW, DELIVERING TODAY. THAT’S THE HINO
TRUST HINO TO BRING YOU HOME.
Why choose Hino to be your reliable transport solution provider? Our commitment begins by drawing on 80 years of design
innovation and experience globally. We build every new model on the time-honoured principles of Quality, Durability and
Reliability. We continue to set the standards for safety, performance, efficiency, and comfort, while harnessing technology
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that can help make sustainability a reality. We then promise to be your long term business partner through Hino Advantage, by offering a suite of business solutions aimed at reducing costs and minimising downtime. So, no matter how you’re
driving Australia forward, we have the heritage, ongoing support, and next generation of transport solutions available to help bring you home. You can trust Hino to deliver, now and into the future. Visit hino.com.au
PRIME NEWS
> Viva Energy announces hydrogen truck refuelling at Geelong Energy Hub
Artist impression of New Energies Service Station in Geelong.
Viva Energy Group Limited has announced the development of a New Energies Service Station in Geelong. Alongside electric vehicle recharging, the service station will offer public refuelling of hydrogen powered heavy vehicles (trucks and buses) operating within the Geelong region, making it one of Australia’s most ambitious hydrogen mobility projects. Viva Energy described it as a marketleading development in Australia, comparable with other large commercial refuelling infrastructure installations around the world. The project forms part of Viva Energy’s vision for a Geelong Energy Hub, which will see Geelong become a leader in commercial deployment of hydrogen-powered electric vehicles. “With this project, Viva Energy has brought together commercial fleet operators, government and vehicle manufacturers to develop a commercially viable, hydrogen-focused service station that will support the transition to a zero-emissions energy solution in the large and growing commercial transport sector,” Viva Energy said in a statement. This initial service station is the first step in the company’s longer term plans to be a leader in refuelling a growing hydrogen powered fleet, and establish a nationwide refuelling network at its existing service stations along major commercial road transport routes 10
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between Melbourne and Sydney, and onto Brisbane. The project is structured to achieve a commercial return in-line with the company’s projected energy transition growth strategy, with the broader opportunity providing large longterm upside potential. It is expected to commence operations in late 2023. At least 15 hydrogen-powered heavy vehicles are expected to be deployed within the first two years of operations, with significant scope to expand further as the commercial opportunity is proven. The first seven vehicles will be purchased and deployed by Viva Energy partners with operations in Geelong. These include Toll Group, Cleanaway, ComfortdelGro Corporate Australia (CDC) and Barwon Water. Some of the vehicles will be delivered by Hyzon Motors out of Europe and Australia and CDC’s two buses will be manufactured and delivered by Australian-based manufacturer, Aluminium Revolutionary Chassis Company (ARCC). Viva Energy said it was currently in discussions with several other potential customers and hydrogen vehicle manufacturers, and expects to see growing demand over time as hydrogen electric vehicles become more prevalent in the market. The project will incorporate an onsite 2MW electrolyser to generate green hydrogen from renewable electricity and
recycled water from Barwon Water’s Northern Water Plant. The Company also announced today that it intends to build an initial 15MW (expandable to ~20MW) capacity solar farm on available land at Geelong Refinery. The solar farm adds a “behind the meter” renewable generation asset to the Energy Hub, and supports the company’s broader vision to reduce its own Scope 2 emissions profile. The solar farm is expected to generate electricity at a price that compares favourably to the forecast Victorian grid electricity prices. Total project costs for the service station, electrolyser and contribution towards the funding of hydrogen- powered vehicles is expected to be approximately $43.3M. The project has received a $22.8M grant from the Australian Renewable Energy Agency (ARENA) as part of ARENA’s Advancing Renewables Program, and $1M from the Victorian Government as part of the Renewable Hydrogen Commercialisation Pathways Fund. “Viva Energy will contribute $11M towards the service station and electrolyser infrastructure, and our partners will contribute $8.5M towards vehicle deployment and the purchase of hydrogen,” the company said in a statement. The solar project is funded on a standalone basis by Viva Energy, and is expected to cost approximately $20M.
Always Delivering on Fuel Efficiency
The PACCAR PX-7, MX-11 and MX-13 engine range are our most fuel efficient engines ever. Combined with optimised drivelines, high-efficiency rear axles, enhanced electronics and aerodynamic improvements, the DAF model range offers exceptional fuel efficiency for operators. Whether it’s moving freight across the nation, or going the last mile, DAF Trucks are Always Delivering.
DAF XF, CF AND LF PURE EXCELLENCE
PRIME NEWS
> Cummins announces $6.3B acquisition of Meritor Powertrain leaders Cummins and Meritor have announced that they have entered into a definitive agreement under which Cummins will acquire Meritor. Under the terms of the agreement, Cummins will pay $USD36.50 in cash per Meritor share, for a total transaction value of approximately $USD3.7 billion, including assumed debt and net of acquired cash. “The acquisition of Meritor is an important milestone for Cummins. Meritor is an industry leader, and the addition of their complementary strengths will help us address one of the most critical technology challenges of our age: developing economically viable zero carbon solutions for commercial and industrial applications,” said Tom Linebarger, Chairman and CEO, Cummins. “Climate change is the existential crisis of our time and this acquisition accelerates our ability to address it. Our customers need economically viable decarbonised solutions,” he said. “In addition, our communities and
Meritor display at bauma 2019. 12
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our planet depend on companies like Cummins to invest in and develop these solutions,” Linebarger added. The acquisition adds products to Cummins’ components business that are independent of powertrain technology and follows its acquisition earlier this month of Jacobs Vehicle Systems. By leveraging its global footprint Cummins expects to accelerate the growth in Meritor’s core axle and brake businesses. There is also a compelling financial case for the acquisition, with significant synergies anticipated in SG&A, supply chain operations and facilities optimisation. The agreement with Cummins will build on Meritor’s track-record of outstanding performance and service to its customers according to Chris Villavarayan, CEO and President of Meritor. “Our offerings will continue to play an important, strategic role as commercial vehicles transform to become electric and autonomous,” he said. “At closing,
Meritor shareholders will receive immediate value at a compelling 48 per cent premium to the Meritor trading price as of Feb. 18, 2022, and customers will benefit from enhanced capabilities in technology and the ability to accelerate investment in axle and brake development and EV adoption,” said Villavarayan. “Our global team members and their commitment to excellence helped make this transaction possible and will fuel our innovations as we embark on this next chapter in our longstanding legacy.” The Board of Directors of Meritor has unanimously approved the agreement with Cummins and recommends that Meritor shareholders vote in favor of the transaction at the Special Meeting of Shareholders to be called in connection with the transaction. The transaction, which is subject to customary closing conditions and receipt of applicable regulatory approvals and Meritor shareholder approval, is expected to close by the end of the calendar year.
Quietly leading with electric The revolutionary new Volvo FL Electric
At Volvo Trucks, environmental care has long been central to our vision of the future. We care passionately about the world we live in, and as the shift towards electric vehicles gathers pace, we are more committed than ever to driving progress. To help smooth the transition to electromobility, Volvo Trucks is partnering closely with our customers and providing them with class leading support and expertise. For example, we can help ensure your people are trained, your business is prepared, and key logistics such as charging station installations are taken care of. Volvo Trucks has always been known for quality, safety and environmental care. And so these same principles are the foundation of our electric trucks. Find out more by visiting www.volvotrucks.com.au/electrictrucks
Volvo Trucks. Driving Progress
PRIME NEWS
> Kenworth names 2021 Dealer of the Year
Matt Innes with Brad May.
A Brown & Hurley Kenworth DAF dealership has been recognised by Kenworth in Australia as its 2021 Dealer of the Year. Brown & Hurley Kenworth DAF Darra was awarded the Kenworth Dealer of the Year award for 2021 as part of a livestream incorporating PACCAR’s online annual dealer meeting. Open to Kenworth dealers across
Australia and New Zealand and Papua New Guinea, the award recognises dealer excellence in truck sales, parts sales, finance, and aftersales support. It’s the fourth time the Brown & Hurley Kenworth DAF Darra has scooped the Kenworth accolade and it also follows on the heels of a DAF Dealer of the Year win in 2020. PACCAR Australia’s Director Sales and Marketing, Brad May, congratulated Brown & Hurley Kenworth DAF Darra Dealer Principal Matt Innes, acknowledging the whole team for their resilience and subsequent superb result in what was another challenging year. “Brown & Hurley Kenworth DAF Darra is highly deserving of this award. Their clear and consistent delivery of customer service and support sits at such an enviable position and sets the standard for all.” said May. “On behalf of PACCAR Australia, I would like to applaud the dealership on its success, and I know it is committed to maintaining such high levels of professionalism in the years to come.”
Brown & Hurley Kenworth DAF Darra Dealer Principal, Matt Innes accepted the award on behalf of all his staff. “Winning this coveted Kenworth award is very much welcomed and is validation for the incredible efforts and lengths the whole team has gone to despite the challenges experienced over these past 12 months.” said Innes. “It would be remiss of me if I didn’t also thank the team at PACCAR Australia. We very much value the continuous support and of course for providing us with premium quality trucks and parts” he said. The Brown and Hurley Group is a wholly family-owned Australian company. Celebrating their 75th year in business in 2021, the group employs more than 400 people across nine branches throughout Queensland and northern New South Wales. Over this journey, the group has forged strong relationships with its customers and continues to provide the highest level of quality services and facilities.
> Teletrac Navman launches Smart Dashcam An AI powered high-definition camera solution that provides real-time interaction with drivers to promote safety has been launched in Australia. Teletrac Navman’s Smart Dashcam uses powerful technology paired with AI-enabled features within a forward and driverfacing dashcam. The Smart Dashcam uses the power of edge computing technology to capture and analyse footage in real-time, identifying external and in-vehicle events to alert drivers of risky and dangerous situations. As it captures and analyses 100 per cent of drive time, the Smart Dashcam equips managers with a comprehensive picture of safety and driver behaviour, helping to promote a safer driving culture in transport organisations. Artificial Intelligence combined with telematics data and advanced onboard sensors mean that the Smart Dashcam can detect and determine when and how 14
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driving events are occurring in real time. Driving alerts are then combined with telematics data to keep drivers and backoffice staff on top of what matters most. The Smart Dashcam also features built-in scorecard and driver coaching features. Analytics paired with captured footage and driver scores helps promote healthy competition between drivers, provides structure for rewards, and a method for managing on-road behaviour while giving greater opportunity for continual development.Drivers get automatic notifications of events as they occur, providing real-time visibility into risky behaviour and continual performance coaching opportunities to help businesses successfully manage risk. With footage and accompanying information from the vehicle available to the back office at any time, the Smart Dashcam provides operators with the ability to request footage and ensure the safety of drivers on the road and protect
the business against fraudulent incident claims, while collecting detailed analytics and scorecard information. Designed specifically for businesses that operate fleets of vehicles from lightcommercial through to trucks, the Smart Dashcam complements and enhances the capabilities of Teletrac Navman’s fleet management and regulatory compliance solutions by providing fleet managers, safety managers and vehicle owners with critical insights into safety, behaviour, and efficiencies. “We know that safety starts with visibility, and our AI-powered Smart Dashcams solution provides customers with firsthand view into the safety of drivers in their vehicles, helping everyone in the business to ensure safety, improve overall efficiency, incident protection against fraudulent claims, and reduce the risky driving behaviours that can lead to collisions,” said Andrew Rossington, Chief Product Officer, Teletrac Navman.
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PRIME NEWS
> Hino crowns top dealers in Australia
Neville Jacob (centre with award) and the Jacob Hino team.
Hino Australia has named its top dealers for 2021 including the inaugural winners of the President’s Award in a virtual ceremony. The first recipients of the President’s Award were CMI Hino Adelaide, Jacob Hino (Albury-Wodonga), Sci-Fleet Hino Brisbane, Sci-Fleet Hino Gold Coast, CMI Hino Melbourne and Newcastle Hino. “Since I started with Hino Australia, it has been my vision to bring this high-profile Hino award to Australia and I congratulate the recipients for their exceptional efforts in all aspects of Sales, Parts and Service,” said Sam Suda, President and CEO of Hino Australia. The highly sought-after Dealer of the Year Metropolitan and Regional titles were awarded to CMI Hino Adelaide and Jacob Hino respectively. “CMI Hino Adelaide is one of the longeststanding Hino dealers in Australia and Jacob Hino has been representing the Hino brand for over 20 years – both of their teams should be congratulated on their exceptional results in 2021,” said Sam Suda. Accepting the award for the third time Paul Crawford, Dealer Principal of CMI Hino Adelaide said it was a proud moment for the team when it was announced as the Metropolitan Dealer of the Year for 2021. 16
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“I want to thank all our employees and their partners for their role in our success – it really was a wonderful team effort from the CMI-Hino Adelaide team led by Nathan Chatfield during a challenging year,” he said. “The award feels even more special knowing the professionalism and quality of the other Hino dealerships around Australia,” said Crawford. Jacob Hino’s Dealer Principal Neville Jacob was delighted to receive the Dealer of the Year title for the first time in the dealership’s proud 22 year history with Hino Australia. “Our strength at Jacob Hino is our tightknit team, and this is a tribute to their hard work over the last 12 months, and many years before it – to receive this title in our 91st year is truly an honour,” he said. “Like many others, 2021 was a challenging year for Jacob Hino, especially being on the border of NSW and Victoria – we are truly appreciative of the support shown to us by the AlburyWodonga community and businesses,” said Jacob. CMI Hino Adelaide and Jacob Hino further added to their respective trophy cabinets with the Parts Excellence Awards in the Metro and Regional categories respectively. The Hino Financial Services Dealer of the
Year was won by City Hino. For the second consecutive year, Adtrans Hino was awarded the Customer Experience – Service (Metropolitan) while Milne Bros Hino Mackay won the regional equivalent. It was a clean sweep of the major metropolitan sales awards for SciFleet Hino Brisbane which took out the Customer Experience – Sales (Metropolitan) and Sales Excellence (Metropolitan) awards and its Fleet Sales Manager Will Gaulton won Salesperson of the Year after selling over 300 trucks for the first time ever in Hino history. Bendigo Truck Centre in Victoria was awarded the Customer Experience – Sales (Regional). In the Service Excellence category, Mavin Hino was successful in the Regional category while the Metropolitan award was won by CMI Hino Melbourne, which was also recognised for its 30 year service as a Hino dealer. Till Hino of Geelong, Victoria took out the Sales Excellence Regional award for the second consecutive year. “It has been the collective efforts of our entire dealer network and the Hino Motor Sales Australia team that we were able to achieve outstanding results in 2021, and I commend all of the winning dealers on their results,” said Sam Suda.
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PRIME NEWS
> Future Fuels to boost ZEV uptake The Australian Renewable Energy Agency (ARENA) has launched the Future Fuels Program, with a $127.9 million funding envelope to support fleets to shift to new Zero Emissions Vehicle (ZEV) technology over the next four years. The Future Fuels Program will operate as a competitive, open and ongoing program that aims to support vehicle fleet operators to integrate ZEVs into their operations. Funding will be available for light vehicle fleet operators for charging and electrical infrastructure, while heavy fleet operators are eligible for funding towards enabling infrastructure and some support for vehicle costs. ARENA is also looking to fund projects
that incorporate hydrogen fuel cell vehicles and refuelling infrastructure. The program is the latest iteration of the Australian Government’s Future Fuels Fund that is designed to drive co-investment at scale in charging and refuelling infrastructure projects for our future transport needs, including electricity, hydrogen or biofuels. This package of funding delivers on the next stage of the Future Fuels and Vehicles Strategy released by the Australian Government on 9 November 2021. Under Round 1 of the Future Fuels Fund, ARENA awarded $24.55 million to five companies for the construction of 403 electric vehicle fast charging stations spread across every state and territory. The first of these charging
stations was completed and opened for use by the public on 8 November 2021. ARENA CEO, Darren Miller, said that this expanded program would build on the early successes of the Future Fuels Fund and drive the shift to ZEVs. “Assisting fleet users to move to zero emissions vehicles means getting more zero emission cars and trucks on the road sooner, driving the road transport sector toward a net zero future,” he said. “By getting these vehicles on the road as soon as possible we’ll reduce emissions in the short term and help to create a market for second hand vehicles in the future, giving more consumers the option of switching to a ZEV with their next vehicle purchase.”
> Centurion takes major role in Western Australia flood relief Flood recovery efforts along the Trans-Australian Railway saw Centurion, in one week, deliver some 2,100 pallets of primary produce to the East Coast. On return legs the logistics and transport company also moved essential items and supplies back into Western Australia. As supply chain disruptions continued across the network, Centurion, with the ability to leverage the capability of its national freight network, stepped up with a series of additional services utilising high productivity vehicles. “Centurion have swiftly implemented alternate East to West services to provide vital support to our long-term FMCG customers, ensuring essential supplies continue to reach the communities that need them most,” the company said in a statement. “The dedication of our drivers and operators continues to ensure that we remain flexible in adapting to deliver for our customers and communities.” The rail line was first damaged on January 21 due to a once in a 200year flooding event that adversely impacted multiple locations along a 18
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300 kilometre stretch of track. Having officially reopened 15 February, it returned to providing a crucial link between Western Australia with the east coast via Adelaide. Crews had been working around the clock to repair the damage while the Western Australian Government worked with industry, retailers and the Commonwealth to ensure the continued supply of freight and essential goods into the state. This included working with Pacific National and Linfox to create a ‘land bridge’ with freight transported by triple roadtrains from Adelaide to Kalgoorlie via the Eyre Highway. Once at Kalgoorlie, containers were loaded onto freight trains and hauled into Perth. Triple roadtrains were permitted by the National Heavy Vehicle Regulator to use Eyre Highway and access Kalgoorlie directly with some 55 triple roadtrains (53.5 metres) using these exemptions to bring essential goods across the Nullarbor. Another 43 high performance freight vehicles (36.5 metres) were given restricted access from Northam into Perth via
Greenmount with a safety escort. Woolworths have also utilised the option to ship goods to Western Australia. The shipping option brought in more than 3,500 additional pallets of goods into Fremantle. Deliveries, as a result, were permitted into supermarkets 24/7, under planning law changes made in 2020, which helped to ease some of the backlog of supply. Around 150 additional trucks carrying 4,700 pallets of ambient and refrigerated products have been dispatched from the East Coast to support supply into Western Australia. Western Australia Transport Minister Rita Saffioti, who singled out truck drivers for their herculean efforts during the unprecedented event, said it would take some time to clear the backlog of supplies. “We are continuing to allow truck deliveries to supermarkets 24/7, under changes to planning laws in 2020, which will mean we can get more essential goods and supplies back onto our supermarket shelves quicker,” she said.
PRIME NEWS
> Hi-Trans Express announces new state manager Interstate linehaul specialist, Hi-Trans Express, has announced the appointment of a new Victorian State Manager. Nick Risstrom, who begins this week, will be based at the company’s Chelsea Heights branch. His duties include the management and further growth of Hi-Trans Express’s local, regional and interstate operations across Victoria. Risstrom was welcomed to the role by Hi-Trans Express CEO Tony Mellick, who was looking forward to utilising his experience and insight from a “customer and competitor perspective to further
improve our operational capabilities,” and service offering. “I am confident that Nick’s leadership and experience is well aligned with our group strategic journey and the continuous improvement initiatives planned for our Victorian business, particularly in the Western region,” he said in a statement. With over 15 years in management roles, Risstrom was most recently the National Manager Logistics & Distribution at DAI Post, a Hi-Trans Express customer that utilises its services as a key enabler for their B2C parcel operations.
During the past year Risstrom helped set up new Northwest and Southeast facilities including the implementation of a new Transport Management System to improve the efficiency of DAI Post’s metro Melbourne distribution services. Prior to DAI Post, Risstrom successfully managed Allied Overnight Express’ Victorian business operations including linehaul, PUD and handling as their State Depot Manager. “This proven track record in managing their people, processes, fleet and financials will place Nick in good stead for his new role,” said Mellick.
> Brookvale lands new A-double rated Kenworth C509
Kenworth C509 prime mover.
A strikingly presented new Kenworth C509 has joined the impressive seven-strong Brookvale Farming fleet based in the picturesque Darling Downs region of Queensland. The unit was delivered by Richard Lilburne at Kenworth dealer Brown and Hurley’s Toowoomba branch. Traditional to the core, Brookvale’s C509 features a 600hp/2,050lb-ft Cummins X15 coupled with an Eaton RTLO-20918B 18-speed manual transmission. Riding on a 5.5-metre wheelbase with Neway air suspension at the rear, the 20
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130-tonne rated unit sports a 50-inch sleeper which is cooled by an Icepack air-conditioner. Grain, fertiliser and cotton seed are the primary commodities hauled by the new Kenworth, which pulls end-tipper combinations in A-double and ABtriple configurations. According to Brookvale Farming’s owner Bryn Fanning, the company, which was founded in 2005, initially ran other brands of conventional prime mover but switched to Kenworth when Brown and Hurley opened its Toowoomba branch in 2009. “In 2009 we bought our first Kenworth – a T908 – and we have stuck with the brand ever since,” said Fanning. “Brown and Hurley has been very good to us not only with the sales but also with excellent service and backup of the product.” Today the company operates seven prime movers, six if which are Kenworths. This is, in fact, the second C509 the company has bought, with the first one having arrived in 2020. A T659 was also acquired in November last year. Fanning said he chose the C509 due to its high resale value and reputation for surviving well in the outback regions where the company operates.
“I’m always chasing resale value and there are generally no C509s available on the second-hand market which means they command a premium when it comes time to turn them over,” said Fanning. “In my experience they are better for resale than the T908 and T909, which is why we have moved in that direction.” Fanning explains that the set-back front axle and shorter bumper-toback-of-cab (BBC) dimensions compared with the T909 make the C509 a more versatile unit for the likes of side-tipper, cattle or grain work common to outback regions. He keeps his trucks for around five years, by which time they have normally clocked close to 900,000km. Brookvale Farming runs Graham Lusty Trailers (GLT) which the company has had a good run from over the years. The company farms wheat, barley and cotton on a 2,500-acre property in the Darling Downs. Contract grain harvesting and haulage and cotton picking for other farmers are also important elements of the business, along with carting the large bales of cotton on flat top trailers to the cotton gins. A deck-widener quad float is used to transport the harvesting and picking machinery between the farms.
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PRIME NEWS
> Qube releases first half FY22 results Transport behemoth Qube has revealed positive financial results for the first half of financial year 2022 (FY22) despite COVID impacts to the economy. In a statement the company said the strong result underscored the company’s strength and resilience in dealing with a challenging set of operating conditions of late. Qube’s Operating Division, particularly Logistics and Infrastructure, reportedly delivered high volumes across most parts of the business. According to the
statement, Qube’s underlying net profit after tax plus amortisation (NPATA) is up around 17 per cent and the half year dividend up 20 per cent to 3.0 cents (fully franked) off the back of surging revenue. “This is a very strong result in the face of COVID uncertainty and the global supply chain disruptions,” said Qube Managing Director Paul Digney. “It demonstrates once again the robust and resilient nature of Qube’s diversification strategy.” For more than a decade, said Digney, we have been building Qube
to ensure diversification by asset, location and customer nationwide. “Crucially this has meant Qube has weathered the economic impacts of COVID and emerged with a positive earnings outlook in all sectors of the business,” he said. “Qube is also well placed to manage any emerging inflationary pressures including through contractual protections, ongoing productivity initiatives to increase efficiency and reduce costs, and pro-active engagement with customers to review their broader logistics supply chain requirements.”
> Ampol reports record fuel sales during tough market Record total sales volumes of 22.04 billion litres headlined the 2021 full year financials released earlier in the year by Ampol. It follows the extensive rebranding of 880 stores across its network with increases of +1.9. per cent in transactions, +1.1 per cent in fuel volume sold and +1.8 per cent in premium petrol volumes. Ampol saw resilient diesel demand higher than industry share. It attributed this to its leading card offer and more than 80,000 B2B customers. Strong performance at the Lytton Refinery and record international earnings also helped contribute to the company delivering the highest Group earnings since the FY 2018. Replacement Cost Operating Profit (RCOP) EBIT increased by 57 per cent to $631 million delivered against the COVID-19 backdrop. “Ampol’s strong financial results and record fuel sales reflect the ability of our people to thrive under challenging conditions and demonstrates how our business and earnings can respond to the market recovery,” Matt Halliday, Ampol Managing Director and CEO said in a statement. “Throughout the year, we focused on managing what we can control. The safety and wellbeing of our people has been 22
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paramount during this time, and I am pleased that during a period of ongoing disruption and uncertainty, we have achieved industry top quartile performance for personal safety.” According to Halliday, customers responded well to the successful return of the iconic Australian Ampol brand, with rebranded sites outperforming Ampol’s control sites across key performance indicators. “As we look ahead, we have a clear strategy to maximise the value of our existing businesses during the energy transition and to diversify and grow our international earnings through the Z Energy acquisition while we prepare for a low carbon future,” he said. While the Z Energy acquisition continued to progress, Ampol would look to commence a rollout of company branded EV fast chargers to over 100 locations for 2022-23. Small scale trials for energy retailing in select markets to test Ampol’s value proposition were also on the table. Hydrogen was anticipated as a solution for long haul and heavy-duty road transport with the economic proposition improved with the increased scale-up of hydrogen supply chain and lower electricity costs. A successful execution of the strategy to diversify and grow
international earnings saw Fuels and Infrastructure International RCOP EBIT grow to a record $110.9 million, up 31 per cent on the prior year. The Gull business in New Zealand and Trading and Shipping International drove the growth in earnings. The Fuels and Infrastructure result includes $6.9 million spend to establish the Future Energy team, mostly incurred since launching the Future Energy and Decarbonisation strategies in May 2021, as well as $44.7 million of foreign exchange gains compared with a $29.9 million gain in FY 2020. Total Australian sales volumes were 13.05 billion litres in FY 2021, 3.9 per cent lower than the 13.58 billion litres in FY 2020. According to Ampol this reflected the full-year impact of COVID-19 on jet volumes, the impact of rolling lockdowns on Australian retail market demand in the second half, as well as competitor supply chain decisions earlier in the year that adversely impacted net buy/sell volumes. Despite a decline in Australian sales volumes Ampol managed to offset the category with growth in international sales to 8.99 billion litres, with total sales volumes for the Group reaching a record of 22.04 billion litres.
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PRIME NEWS
> Largest diesel only import terminal set for QLD
Steven Miles, QLD Deputy Premier with Stewart Morland.
Construction of new fuel importing facilities and storage tanks at Port of Brisbane and Lytton Fuel Import Terminal have been announced. The planned upgrades will create new importing and storage facilities to allow for the storage of significant quantities of domestic fuel with an additional 110 million litres of diesel storage being injected into the Queensland economy. It will be the largest diesel only import terminal in Queensland and one of the few in Brisbane with the capability to receive international shipments of diesel via LR2 vessel. To facilitate the project, the Port has changed the tenure of the Fisherman’s Island crude oil berth so that this can be common user infrastructure. Construction works commenced on 1 February and will be completed by June 2023. The Lytton Terminal facility was constructed in 1984 and was acquired by IOR in 2008. 24
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The terminal previously stored crude oil received from road tankers and sea carriers berthed at the Wharf and transferred crude oil to the neighbouring Ampol Refinery. Deputy Premier and Minister for State Development Steven Miles said the funding will go to The IOR Group, which is commissioning approximately $50 million of works. “Over recent periods, Queensland has been the largest user of diesel in the country, so stocking up the state’s supplies will relieve any anxiety about fuel shortages so industry can keep working,” he said. “It will also hold sufficient fuel to meet the Federal Government’s new long-term fuel security goal when it applies from 1 July 2022,” said Miles. The improved facilities are anticipated to increase productivity at the Port of Brisbane and Lytton Fuel Terminal, bringing with it more economic benefits. A $15 million loan has been secured
from the State Government’s Building Acceleration Fund to accelerate the development. Works will include constructing a new section of wharf deck to support a new Marine Unloading Arm. Underground and aboveground pipelines will also be constructed to connect the Lytton Fuel Import Terminal to the Port of Brisbane wharf deck. Other works at the Lytton Fuel Import Terminal include the repurposing of existing 50ML tank for diesel storage; two new tanks for diesel storage and one new tank for biodiesel additive; upgrade to containment bund; electrical infrastructure upgrades; and new diesel loading pumps and loading bays. While the State Government is providing a $15 million loan to accelerate the development, IOR will contribute the remaining funds towards the $50 million scope of works. IOR Managing Director and CEO Stewart Morland said that IOR was proud to be a champion for fuel security in Queensland. “IOR proudly fuels transport, agriculture, resources, and several other industries essential to the success of our economy and the livelihoods of all Queenslanders. The Terminal will provide fuel security to these industries and contribute to industry productivity in the years to come,” he said. “With growing demand for diesel in Brisbane, we’re seeing congestion at many terminal sites. Upon opening, the Terminal will open access to third parties and in doing so will help relieve congestion, reduce the time to load, accelerate productivity, and increase competition in the Queensland fuel market,” said Morland. “We’re a Queensland business, supporting Queenslanders and more than $14 million in project expenditure has been awarded to local Brisbane businesses to date. We are in negotiations with other local businesses to support components of the project.”
> Cameron Group unveils new $20M Sydney facility Interstate transport and contract logistics provider, Cameron Group, has officially opened its new facility located at Marsden Park in Western Sydney. Strategically located close to motorway links and the under-construction Western Sydney Airport, the $20 million Cameron Interstate complex is located on 30,000 square metres of property with this first stage having 6,200 metres of under-cover space, almost double the 3,200 metres of undercover at the previous Cameron Sydney base at nearby Glendenning from where it operated for the past 11 years. The new facility in Sydney is a further indication of Cameron’s commitment to provide high levels of service and efficiency. Currently the new facility is staffed by 60 employees who are supported by 65 contractors and the site handles an average of 25 B-doubles of freight every 24 hours. Plans are already in place to commence
construction of an additional warehouse on an adjoining site within 12 months. The Cameron fleet has grown to around 1,200 trucks of its own plus subcontractors and Founder and Executive Chairman Glen Cameron was grateful for all of his team’s efforts in addressing the industry’s upheavals during the pandemic. “We’ve all had plenty of challenges over the last couple of years and for our business to remain focused and deliver quality services and to grow over these challenging times has been quite remarkable,” Cameron said. “I’m really proud of what they have achieved collectively and I am extremely proud of how the brand name has been held by the people in the industry and in this business. We’re very fortunate to align ourselves with great customers. We’ve got customers who started dealing with me in the late ’70s.”
Present at the opening ceremony, which was attended by staff, clients and local dignitaries, was Assistant Minister for Road Safety and Freight Transport, Scott Buchholz who complimented the Cameron Group for its commitment and investment. “Throughout the global pandemic, businesses such as the Glen Cameron Group have kept Australia moving, getting vital product where it needs to be. Every product in Australia has a road freight component,” said Buchholz. Cameron took the opportunity to reiterate the Cameron Group’s commitment to road freight transport, the supply chain and to safety. “After 47 years, I am as committed to this industry as I have ever been and seeing this site come to fruition is exciting and underscores the importance of road transport to the national economy,” he said.
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GLOB AL NEWS
> Cummins agrees to buy ‘Jake Brake’ company Power solutions and engine specialist, Cummins, has signed off on an agreement to acquire Jacobs Vehicle Systems (JVS). A renowned supplier of engine braking, cylinder deactivation, start and stop and thermal management technologies JVS is home to the ‘Jake Brake’. The agreement brings the addition of new technologies to provide growth opportunities for Cummins’ current and future advanced diesel engine platforms. A subsidiary of Altra Industrial Motion Corp, JVS, was founded in 1961 and currently employs an estimated 600 staff. The company has more than 60 years of experience in engine retarding and valve actuation systems for the commercial vehicle industry. Since then, more than nine million engine brakes have been produced by JVS for commercial vehicles throughout the world. The acquisition brings the two companies full circle. In 1961, JVS introduced the first engine brake, commonly referred to as the ‘Jake Brake’ for commercial vehicles, which was invented by Clessie Cummins, the founder of Cummins. Through the acquisition Cummins also secures critical USMCA qualified engine components for current and aftermarket products and expands on Cummins Cummins head office in Indiana.
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Turbo Technologies’ success with customers globally. “JVS brings engineering expertise, best in class products and key manufacturing capabilities to Cummins that will allow us to continue developing component technologies that deliver market leading performance and emissions,” said Jennifer Rumsey, Cummins’ President and Chief Operating Officer. “We expect that this transaction will provide both attractive financial returns and future growth opportunities for our company,” she said. Cummins plans to maintain JVS’ customer relationships and offer improved value and other benefits to the customers of both companies. Operations from the acquisition will report to Shon Wright, Vice President of Cummins Turbo Technologies, a business unit that resides within the company’s Components segment. “We’re excited about the prospect of welcoming employees from JVS into the Cummins organisation and look forward to adding their deep engineering talent to complement our expertise as we work together to develop innovative and costeffective products now, and in the future,” said Wright.
The acquisition also represents another step forward in Cummins’ continued investment in key technologies to advance its path to zero emissions strategy that will reduce greenhouse gas emissions and lower the air quality impacts of their products. Engine braking and cylinder deactivation technologies will be key components to meeting current and future emissions regulations, and this acquisition would allow Cummins to better integrate valuable components with its emissionsleading medium- and heavy-duty engines. “We believe this acquisition is a terrific move to continue the rich tradition of JVS innovation,” said Carl Christenson, Chairman and CEO of Altra. “The sale of JVS to Cummins will provide new opportunities to innovate and evolve industries that both companies have been part of for more than 60 years,” he said. JVS has two primary manufacturing facilities in Bloomfield, CT (USA) and Suzhou, China, and Cummins expects to invest additional capacity and resources into their operations. This acquisition is subject to customary closing conditions, including receipt of applicable regulatory approvals, and is expected to close during this calendar year.
cummins.com.au
SUPERANNUATION OEM MINDSET MINDSET
TACKLING AUSTRALIA’S COMPLIANCE CHALLENGES Brett Stewart With his background as a diesel mechanic and a career spanning over 25 years in the transport industry including roles such as truck fleet maintenance manager, Brett Stewart moved across to an OEM firstly as National Service Technical Manager and currently holds the position of National Service Manager with Isuzu Trucks.
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Four years on from the amendments to COR law and the desired compliance outcomes have so far proven elusive across an industry whose operators and management must ensure their staff are well versed on their specific responsibilities.
O
n October 1, 2018, the Australian Heavy Vehicle National Law introduced amendments to Chain of Responsibility (CoR) legislation, requiring all organisations using heavy vehicles (regardless of industry) to take a more proactive approach to work safety. On paper, it seems a fairly straightforward proposition, making everyone with a role in their transport supply chain collectively and individually responsible for the safety of their operations. The implementation of the law in the workplace is, perhaps, less straightforward. Everyone, from company directors and management teams to your consigners, dispatchers, loaders, contractors, partners and drivers, share the responsibility for the business running safely, both on and off the road. For any operation, this is a task with more than a handful of organic moving parts. Sitting amongst other industry regulatory changes in flux—especially as we pivot with COVID-19—it’s easy to see why businesses can find it difficult to stay on top of compliance. Under HVNL and the CoR amendments, operators are required to maintain robust safety systems and
controls to identify, assess and manage risks associated with activities within the supply chain. The aim of this was to switch the focus from being reactive after an incident, to having businesses take a very proactive approach to the safety of staff, operations and the public. In essence, these systems and controls are put in place to reduce the risk and consequences of incidents on the roads. They’re founded on what the NHVR has identified as the following core risks of road transport safety: speed, fatigue, mass, dimension, loading and vehicle standards. These core risks also form the pillars that lead the Heavy Vehicle National Regulator (HVNR) to the prosecution of offenders, so without those appropriate processes in place, it’s fair to expect you’ll be quickly up the creek … without a paddle. Individuals determined to be responsible for a breach could be liable for a fine of up to $300,000, or five-year’s imprisonment. Companies also toe the line of up to $3 million for non-compliance, depending on the severity of the offence. In the case of CoR, it seems the stick (or the honey) have yet to yield the desired compliance outcomes. We
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are now approaching four years on from the amendments to CoR law, and still see astonishingly varying levels of awareness, understanding and compliance with the requirements. It’s apparent there is still significant work to be done in offering education to these fleets in particular, and support in their risk identification and management. According to our Future of Trucking Report, the knowledge, understanding and implementation of CoR, varies significantly from state to state. Road transport operators in New South Wales and the ACT (on aggregate) appear to be leading the pack in developing and employing policies that ensure compliance. In Victoria, Tasmania, South Australia and the Northern Territory, operators showed a slightly higher percentage of already developed policies to ensure compliance, albeit with a lower percentage in current learning and further development of policies for CoR. Encouragingly, Isuzu’s recent independently conducted research (The Future of Trucking Report) noted 69 per cent of larger fleets (>20 trucks) had or were in the process of developing CoR policies. But in sharp contrast, one in three smaller fleets (1-5 trucks) were completely unprepared or unaware of their CoR obligations. This was particularly prevalent across operations where transport did not constitute the ‘core’ business. By comparison, the report noted that Western Australia had the lowest percentage of existing policies that ensure compliance with CoR and a concerning rate of 22 per cent of businesses unaware of CoR law or obligations. Overall, we can take away that CoR management practices are improving steadily, although slowly across the country, certainly with room for improvement, but with the long-term view of achieving coverage across the full spectrum of industries involved in road transport.
AWARENESS AND MANAGEMENT OF COR Already had / have developed policies that ensure compliance with CoR
Currently developing policies around how to comply with CoR
Haven’t started developing policies around how to comply with CoR
Not aware of CoR
CoR doesn’t apply to our business
33%
35%
29%
27%
20%
25%
25% 50%
32%
44% 35%
37%
43%
43%
35%
14% 5%
13% 10% 10% Average
12% 9% 9% Distribution
17% 19%
15% 26%
Production
7%
27%
7%
7% 10%
18%
7% 5% Services
Critical learning While conceding that new laws and notions such as CoR take time to permeate, continuing to raise awareness is a task for us all. I believe that one area to be developed is helping individuals understand CoR, by narrowing down the larger concepts to have greater meaning and impact on their day-to-day work. Coming from a background in service, I am more than familiar with one matter in particular: hammering home the importance of proper vehicle maintenance and servicing, and keeping up with adequate maintenance regimes and planning will help to ensure safety of drivers and other road users, and meet associated compliance obligations. But take freight delivery and logistics as another example. Several high-profile prosecutions have brought necessary attention to compliance in loading and fatigue management. These cases have highlighted that the risk of prosecution is no longer dependent on a road offence taking place; the NHVR only needs to establish that the business, or someone within it, hasn’t taken adequate precautions to avoid a foreseeable risk. Specific examples such as this, with the threat of charges to be laid against all those responsible in the chain – your workmates, managers, even the bloke who trolleys your goods into the
5% Health & Edu
11% Construction
18%
Retail & Hosp.
10% Gov
store – should be incentive enough to make sure your business has a good understanding of your responsibilities regarding CoR. In order to ensure the business is compliant and developing good safety management systems, all those within the transport chain must have a very clear understanding of the policies and procedures. This means each person knowing what they need to do to stay compliant but also being aware of the responsibilities of others and not just with CoR, but all relevant legislation. It’s a learning curve to say the least. For business owners and managers, evolving a culture that embraces safety is key. CoR practices should become as natural to your staff as any other OH&S process that takes place in the business. There are fantastic resources available through the NHVR, State Government websites and through professional independent agencies and Registered Training Organisations (RTOs), which have emerged to offer courses in all aspects of CoR training. And although the onus must be on each operator out there to ensure all staff, from schedulers through to drivers, operators and management, are well versed on their specific responsibilities, it should also fall back on everyone – including industry leaders – to keep the topic fresh in mind. p r i m e m ove r m a g . c o m . a u
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COVER STORY
EDG A sample of the 40 new Volvo FH units recently purchased by Australia Post.
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DGE OF TOMORROW Australia Post delivers its many vital services in a dynamic environment and maintains a strong commitment to safety and environmental practices. p r i m e m ove r m a g . c o m . a u
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COVER STORY
Charles Bunker-Smith, Volvo Trucks Sales Manager for CMV Derrimut with Terry Bickerton.
M
ost Australians live under the assumption that it is easy to send and receive items through the mail, without even considering the vast sophisticated organisation which ensures the timely delivery of letters and parcels. Over the past couple of decades Australia Post’s business model has changed significantly, brought about by the massive decline in the volume of traditional letter mail due to the advent and widespread adoption of email. During the same period, the online shopping revolution has seen a massive growth in the requirement for reliable and efficient parcel deliveries, with the volume being supercharged by the COVID pandemic. In 2021, through its extended workforce of 60,000 people, Australia Post processed 2.6 billion
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items, delivering them to 12.4 million delivery points across Australia and to 115 countries across the world. The Australia Post corporate structure dictates that it is wholly owned by the Commonwealth Government, which is essentially all of us as taxpayers, but unlike some other government entities it is expected to produce financial dividends which it achieves consistently. As an organisation which takes its responsibilities seriously, Australia Post also looks to minimise the environmental impacts of its operations where it can. To this effect it has reduced carbon emissions by 25 per cent since 2010 through activities including the increasing use of electric bikes and vehicles. Australia Post has also diverted 10,000 tonnes of material from landfill since 2016.
Terry Bickerton has the role of Head of Fleet and Equipment across the Australia Post spectrum including the StarTrack division, and with General Manager of Networks James Dixon, keeps the wheels turning and the deliveries happening. Terry’s portfolio extends across the country’s largest road going fleet ranging from motorcycles and electric bikes to prime movers capable of pulling A-doubles, with various vans, trucks, trailers, passenger cars, forklifts, and load shifting equipment also in the diverse mix. During 2022, a total of 40 new Volvo FH prime movers will join the Australia Post fleet which already includes a large number of Volvo trucks. These latest Volvos are powered by Euro 6 13-litre engines producing 540hp. The transmissions are 12-speed I-Shift AMTs
Terry behind the wheel of a new Volvo FH.
with top gear being direct and feeding the power to 3.09:1 rear axles riding on Volvo 8-bag air suspensions. The new Volvo prime movers are being utilised for linehaul work, pulling a variety of configurations, primarily B-double and A-double trailer sets. Australia Post has been expanding its A-double fleet as more approved routes are progressively added. The Australian prime mover market is very competitive and major fleet purchasers are often faced with very tough choices given there can be very little differentiation between specific brands and models. Fuel efficiency is always a consideration for every fleet operator, and Australia Post is no different. Yet fuel is only one factor in the complex purchasing decision process. “We have evaluated other vehicles, but
the safety aspects of the Volvos and their service network are key for our operation,” says James Dixon. “The Volvos, particularly these new FHs, deliver very good fuel efficiency.” The Euro 6 Volvo FH has two options for fuel tanks, 900 litres and 1,200 litres with integrated steps, plus 150 litre AdBlue tanks. “I always opt for the larger tanks because we are ‘return to base’ fuelling,” says Terry. “When we had AdBlue issues we ensured we had plenty in the ground that we could access and were not at the mercy of the retail sites, a lot of which aren’t really set up for B-doubles and A-doubles.” The Australia Post Volvo fleet operates on fully maintained service contracts for the working life of every truck. “It gives me great comfort knowing that
the vehicles are returned to the OEM for any service campaigns and for any updates to be done in the process of being serviced, which is different to an independent service provider who wouldn’t have access to those latest bulletins,” says Terry. Australia Post prime movers are usually kept for six years during which they will cover an average of 1.2 million kilometres. The Volvo FH prime movers receive a ‘refresh’ at around 800,000 kilometres where the turbos and injectors are changed out. “Then they sail through their last 400,000 and at 1.2 million they are out the door,” says Terry. “I could count on one hand the number of engine failures I’ve had in Volvos, and even then it was an accessory part such as the turbocharger which had failed catastrophically and caused the p r i m e m ove r m a g . c o m . a u
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engine damage. They are very robust engines and are very reliable particularly under the OEM service contracts.” The policy is for the replacement point at 1.2 million kilometres, but the vehicles which are selected to be traded may stay in operation until the replacement new vehicles arrive. “With some of the holdups we’ve had with manufacturing, some of these vehicles are staying with us for 1.4 or 1.5million kilometres,” Terry adds, “and again, there have been no major issues.” Similar to the experience with Volvo engines, Terry has had very few problems with the Volvo I-Shift transmissions with Terry and Charles inspect some of the finer details on the new trucks.
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the entire fleet fitted with automatic transmissions, across vans and small trucks through to heavy rigids and prime movers. All are two pedal vehicles. Volvo’s renowned comprehensive safety package is critical to an operator such as Australia Post. “Safety has always been a core value and we always aim to take the highest safety specification that we can achieve in vehicles,” says Terry. “When we option our prime movers and rigid trucks we always option with as many safety features as are available.” This had paid dividends commercially and also from a human perspective.
“The safety of the operators is always the biggest factor,” says Terry. “Thankfully in my time in the fleet we’ve had two major incidents with significant impacts and both of the drivers of those Volvos survived and I am of the absolute belief the reason they survived is because they were in Volvos. I’m not sure they would have had they been in other vehicles.” Most of the linehaul drivers are able to sleep in their own beds at night. “We don’t sleep people in trucks. On the Melbourne-Sydney trip we swap trailers at Tarcutta and both drivers turn around and go home and sleep in their own beds,” Terry explains. “Our drivers
want for very little. The trucks’ average age is very low and we’ll put 40 new prime movers on this year, and probably 40, 50 or 60 next year. Every year we spend a significant amount of money on new trucks and they are always the best possible spec we can find. So it’s a good place to be for a driver.” Australia Post operates driver and forward facing in-cab cameras in its heavy vehicles. The trucks are equipped with MyFleet telematics and the Volvo Connect (formerly Dynafleet) system is used for matters like service scheduling. Electronic Work Diaries from a number of providers are being trialled as part of
integrating various technologies. There is a very robust system to protect the drivers should they have any concerns. Australia Post is very risk adverse so if a driver reports a fault with a truck, that vehicle is taken off the road immediately and the fault is resolved, rather than waiting for it to be looked at during the next scheduled service. “We want to be market leaders in safety,” James Dixon says. “It’s more compliance and innovation, but it’s making the network safer and the senior leadership team are very supportive of it.” Most of the Australia Post passenger car fleet has already been changed over to
hybrids as the best solution, at present, until charging infrastructure becomes more widespread and accessible. Opting for the Euro 6 exhaust emission standards in the new FH Volvos is yet another indication of Australia Post’s commitment to environmental reform, as is the transitioning to more electric vehicles across the entire operation. Fuso eCanters have been joining the fleet and more zero emission vehicles will be commencing trials during this year from SEA Electric as well as from Volvo. An electric Volvo FL fitted with a rigid body will be subject to extensive testing in the Brisbane area during this year.
“We have evaluated other vehicles, but the safety aspects of the Volvos and their service network are key for our operation. The Volvos, particularly these new FHs, deliver very good fuel efficiency.” James Dixon General Manager of Networks
The new Volvos all have a Euro 6 emission rating.
p r i m e m ove r m a g . c o m . a u
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FLEET FOCUS
POUND FOR POUND When Craig Drinnan began building heavy-duty mine-spec water trucks, he standardised on Isuzu vehicles because they matched the toughness of his tanks, pound for pound.
H
aving relished completing a sheet metal working apprenticeship in his earlier years, Craig Drinnan, Managing Director of Perth-based business Welding Solutions, believes starting his own fabrication business was a completely natural progression. “I always enjoyed my trade, and I subsequently completed a number of welding courses which included learning gas pipeline welding codes Isuzu FYH 300-350 8x4.
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as well as three years of pipe welding which enabled me to reach the top of my game in these critical aspects of the trade,” Craig recalls. “I’m something of a perfectionist by nature, I guess, so if I can’t find a better way of doing something I tend to see it as not worth doing. I had a burning desire to base a business around the expertise I’d acquired from my trade and posttrade courses.” It was this determined approach and
passion for doing things as well as possible that led Craig to start his own business in 2006, initially doing mobile welding and repairs to earthmoving equipment before specialising in repairs to water trucks for plant hire companies. Craig says this latter experience gave him a comprehensive knowledge of water truck design and how the vehicles needed to be built to last under extreme conditions, such as those found in the mining environment. This led
Craig Drinnan.
him down the path, back in 2008, of building his first water truck. As the foundation of a water tanker is the cab and chassis unit upon which it is installed, one of the early decisions Craig needed to make was which brand of truck he would go with. “I needed to be confident with what I was selling to customers – if I didn’t want to buy a product for myself, I wouldn’t be comfortable on-selling it,” Craig says. “The Isuzu product has a quality of build that is hard to beat and our local dealer Major Motors is very good at supporting the product and helping us out if there happens to be an issue.” Further to this, Craig says the dealer support and service in remote and regional areas is another Major Motors strong suit. “There’s a Major Motors branch at Port Hedland and the company also has multiple service agents scattered across the Pilbara and other mining regions in the state,” Craig says, adding that parts availability is also very good, “which is important for reducing downtime.”
Spare parts cost effectivity, Craig says, is also a strong point with Isuzu and he believes this is partly due to the high commonality of parts across the various models in the range. Perhaps most importantly, Craig says the positive feedback he receives from customers serves, in his mind, to corroborate Isuzu’s status as the overall truck market leader in Australia. “The feedback from clients has been very good and another strong selling point for Isuzu is that they are not running Adblue,” he says. “The cost of that product has gone up so much recently, along with patchy availability, which is definitely influencing people in favour of trucks that don’t need it.” From the business commencing to around the following decade Major Motors has been a significant customer as the company commissioned Craig to build and install tanks for its customers who were looking for a turn-key solution from the Isuzu dealer. Since 2018, however, Craig has bought the Isuzu trucks himself and then sold them to customers as a ready-to-
go proposition. In fact, last year he bought six Isuzus comprising four FVZ 260-300 AUTO MWB and two FYH 300-350 AUTO MWB units. “We stick with the 6x4 and 8x4 models that we know are ideally suited to the water truck application and all of them feature automatic transmissions,” Craig says, adding that the built-to-go format is popular with customers. “We’ve found that in recent years the demand for ready-to-go trucks has increased dramatically because many customers don’t get a lot of time to prepare for a contract,” Craig says. “They might get the go-ahead for a mining contract and then have just three or four weeks to be onsite with the vehicles. Having that sort of availability for our clients is something we’re known for – it helps our sales and it helps their businesses as well.” Keen to emphasise a distinct point of difference between his products and those of some competitors, Craig says his tanks are fully manufactured in Australia using Australian steel. What’s p r i m e m ove r m a g . c o m . a u
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FLEET FOCUS
Craig reviews designs in Perth.
more, the ultra heavy-duty construction methods and materials used ensure the tanks are sufficiently robust to endure many years under the harsh and demanding conditions encountered on mine sites in locations such as Western Australia’s Pilbara and Kalgoorlie regions and other remote parts of the country. “For expediency and efficiency we outsource some of the processes such as laser cutting of components which arrive as a kit ready to be fabricated at our premises in Bibra Lake,” Craig says. “Many of our customers like the fact that we build our tanks locally – we are one of the largest manufacturers in Perth that still do this. Others are importing them these days. Our customers say they appreciate the quality of our products inside and out.” Craig explains that the first water truck he built came about because a customer was willing to take a chance on him and 38
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ordered it sight unseen. “He was very happy with the end result and that initial unit has been operating for 13 years and is now on its second truck,” Craig says. “Much of our subsequent business came from people
The curved shape of the tanks helps make them more flex resistant.
who saw this unit operating in the field, demonstrating the build integrity and longevity potential of our design.” Welding Solutions tanks, according to Craig, are built stronger than some other tanks, using 10mm gauge sheet steel for
Following fabrication the interior of each tank is fully blasted before it is coated with two-pack epoxy tank liner.
the floor and 6.0mm for the rest of the tank. He emphasises that a lot of the strength comes from the curved shape of the sides which makes them much more resistant to flexing compared with flat sides. “When a flat-sided tank is filled with water the forces acting on the sides cause them to flex or distort marginally outward, which after many times of filling and emptying leads to workhardening causing cracks and leaks,” Craig explains. “But rolling the sides with a slight curve prior to fabrication builds strength into them that alleviates this issue.” Other measures that add structural integrity to Welding Solution’s tanks include corrugated ends and baffles which are pressed into shape for superior strength in much the same fashion as the sides of a shipping container. As water on mine sites often contains salts and other highly corrosive elements
(it can, in fact, be up to 10 times saltier than sea water), following fabrication the interior of each tank is fully blasted to Class 2.5 standard and then coated with a high quality two-pack epoxy tank liner. “We use a very effective high-quality paint that provides an impermeable barrier to protect the steel against corrosion,” Craig explains. “Depending on the composition of the water carried, the coating may need to be reapplied in due course and the interior of the tank needs to be regularly inspected to determine when this action is necessary.” Many hours of time is spent prepping the tank after fabrication to ensure every sharp edge and weld is smoothed off so as not to provide a starting point for corrosion. “Paint doesn’t stick to sharp edges so it’s important that we take the time with these small details as it makes a huge difference to the longevity of the
product,” Craig says. As the business continues to grow, Craig is expanding into other types of fabrication work. The team recently completed their first tipper body which naturally is installed on an Isuzu cab/ chassis. “We are also planning to expand into the manufacture of service trucks when our capacity opens up a bit more,” Craig explains. “Our business growth over the last few years has been very consistent, and has opened up more opportunities for us in terms of increased build capacity.” Welding Solutions currently employs 15 people and has just purchased another facility that is 40 per cent larger than the initial premises. Craig says this will enable the company to have a dedicated manufacturing facility while the spare parts side of the business will be able to expand at the original site. p r i m e m ove r m a g . c o m . a u
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FLEET FOCUS
Kyle Harrison.
GRAND
N AT I O N A L
With its pedigree similar to so many successful transport operations, National Transport and Distribution was originally established to fulfil the needs of another related business.
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rom 1986 Chris and Jayne Harrison operated a plasterboard supply business to the building industry around the NSW South Coast town of Nowra. Frustrated with unreliable deliveries of their products from Sydney, they elected to obtain their own truck to handle the inwards freight as well as local deliveries. And as so often happens, other businesses in the region expressed interest in having the Harrisons become their transport providers of choice. The transport operation became such a success that the plasterboard business was sold to enable a stronger focus on the trucking business and the Harrisons
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acquired the nearby Nowra Transport, eventually rebranding the merged operations as National Transport and Distribution (NTD). In recent years, Chris and Jayne have transitioned into semi-retirement and the transport business is now managed by sons Kyle and Steve, with valuable assistance from their wives Kate and Lauren. For a number of years a large part of the company’s work involved transporting bagged cement as well as garden products such as potting mixes. Unfortunately for so many of the nurseries and local hardware stores the writing was on the wall with the growth
of ‘category killer’ retail warehouses such as Bunnings. “Of the 50-plus customers we had in this category there’s only three or four left, with the rest closing down,” says Kyle Harrison. Realising the potential impact of the closures of so many of these small businesses, the National Transport and Distribution team looked into other categories of specialised freight and the renewed focus has since developed to the point where a major part of the operation involves the transport of pharmacy-related products. The opportunity to enter into this sector saw NTD move into temperature
controlled tautliner trailers because many of the products carried have the requirement of maintaining their temperature at 25 degrees or less. This can include dietary and infant products as well as personal items such as deodorant. The growth in this sector of the business has required the trailer fleet to recently expand to six B-double sets and two singles, with another B-double set currently on order for delivery prior to the middle of the year. Other activities in the diverse freight portfolio include chemicals classified as dangerous goods. Interstate activities
can include foodstuffs to Adelaide, with return loads of sawn timber or bagged salt. About every three weeks a NTD truck will cross the Nullarbor to Perth. In addition to the Sydney depot at Wetherill Park, NTD has a depot in Brisbane and two depots in Melbourne located on each side of city. Services provided include the unpacking of containers and warehousing. The trucks that came with the Nowra Transport acquisition were a rather motley fleet of various brands, and a program of progressive replacement has lead to Kenworth as the predominant
brand of prime movers, with Isuzu providing the rigids along with a DAF LF 6X2, which has also been recently acquired. The fleet now consists of six rigids, with four based in the Sydney depot at Wetherill Park, and 17 prime movers. “Years ago we thought nine trucks was enough, now we’ve got 23,” says Kyle. “We don’t want to get much bigger than we are because we strongly believe if we get too big, we’ll lose customer service. Unfortunately, we see that happen in too many big companies and we just don’t want to be a part of that.”
Kenworth K200 B-double returning to base in Nowra.
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FLEET FOCUS
“We have the right systems in place, good quality gear, and our maintenance is all good. I used to stress about maintenance, too, but I have faith in the person doing it now. We are extremely thorough and bring the trailers in here for a week for new bushes and bearings that may cost a little bit more but over 12 months we’re saving money and are safer.” One of several Tautliner B-doubles in operation for NTD.
To maintain a level of flexibility the current fleet of company owned trucks is augmented by several trusted subcontractors. For the past decade most of the fleet’s maintenance has been carried out in NTD’s well-equipped workshop which has a set of column lifts. A qualified mechanic himself, Kyle oversees the maintenance and was always impressed with the performance and longevity NTD achieved from the Detroit Diesels in its Freightliner and Western Star trucks, and the company is now achieving similar results with the Cummins engines in the 12 late model Kenworths in the fleet. “The Cummins is very good on fuel. One Kenworth T610 42
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auto is returning close to two kilometres per litre,” he says. “It’s a rocket ship and everyone loves driving it.” Major repairs and procedures such as tune-ups of the Cummins engines are performed by Cummins dealers, with regular servicing of trucks and trailers carried out in-house by a staff technician. “I used to stress out about drivers making it home safely, but we do everything in our power to make that happen,” says Kyle. “We have the right systems in place, good quality gear, and our maintenance is all good. I used to stress about maintenance, too, but I have faith in the person doing it now. We are extremely thorough and bring the trailers in here for a week for new bushes and
bearings that may cost a little bit more but over 12 months we’re saving money and are safer.” The maintenance program includes the cleaning of AdBlue doser pumps every 50,000 kilometres. Keeping the AdBlue tanks topped up with a minimum of being half full has been found to significantly reduce the incidence of any problems associated with the SCR systems. The dedication to safety and compliance is reflected by being engaged with the NHVAS schemes for the three critical areas of management of mass, maintenance and fatigue. After trialling several others, NTD has settled on utilising Navman telematics
NTD relies on Teletrac Navman telematics to monitor activity.
to monitor truck activity and to display the various necessary permits and accreditations. The traceability of freight items is critical to most of the clients and NTD credits this as an important factor in the success of the entire operation. “We acquired a client after they had a load not turn up and the carrier couldn’t find it,” say Kyle. “That just doesn’t happen with us.” The effectiveness of the service regime is evidenced by a Freightliner Argosy which was retired with 2.8 million kilometres showing on the odometer. In addition to the meticulous maintenance, Kyle regards the company’s ‘one driverone truck’ policy as a factor in the
longevity. “We don’t generally put someone in their truck when they’re on holidays. Instead, we treat it as a maintenance catch up and it’s always a good opportunity to get some extra work done on the vehicles.” Although trucks are no longer kept for such an extended period of time, it is evident that each driver’s respect for their vehicle pays dividends in terms of cost and the clients’ and public’s perception of the company. It’s important that the trucks and drivers present a clean image and the Kenworth B-double shown here had just rolled in from Queensland and still looked bright and fresh. As did Paul the driver.
Driver turnover can be an ongoing challenge for trucking companies and while some may come and go, the advantage of sticking with a progressive family-operated employer such as NTD has resulted in one driver recently celebrating 25 years with the company. The driver of the Freightliner Argosy, which achieved such remarkable longevity, has been with NTD for 15 years. “We’ve always had the approach that we don’t want to be your best friend, but we do want to be your good friend. If you’ve got something coming up come and talk to us don’t just take a ‘sickie’,” says Kyle. “We’ve always been the sort of people you can come and talk to.” p r i m e m ove r m a g . c o m . a u
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TRUCK & TECH
STEERING CLEAR
The intrinsic relationship between Martins Stock Haulage and engine supplier Cummins has entered a new phase with the adoption by the haulier of a super clean X15 Euro 6 engine in one of its latest Kenworth T909 prime movers.
F
or a number of operators in Australia, including Martins Stock Haulage, the heavy-duty truck and engine of choice is non-negotiable: It is, quite simply, Cummins-powered Kenworth. These operators are generally hauling close to maximum legal weights, often traversing some of the toughest terrain this country has to offer, and for them the Cummins/Kenworth combination has proven to be the most reliable and durable available. While Cummins is the sole supplier of engines for the top-weight Kenworth models in Australia, the company has refused to rest on its laurels; rather it has continued to forge ahead with development of its venerable ‘big red’ 15-litre X15 to ensure its customers have access to the latest in clean-running fuel-
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efficient engines. While the Euro 6 emissions standard is still some way off being ratified in Australia, forward thinking operators like Martins are keen to try out thus equipped engines in advance to see how they perform in their specific operations. The Cummins X15 Euro 6 engine comes in two formats known as Performance Series and Efficiency Series. As a general rule, the Efficiency Series is suitable for the lighter applications up to and including B-doubles while the Performance Series is tailor made for the larger and heavier combinations like B-triples and roadtrains. And so it is that Martins has taken on a T909 fitted with an X15 Euro 6 Performance Series producing 625hp and 2,050lb-ft of torque driving through an Eaton RTLO-20918B manual shift
18-speed transmission. At the rear is a tandem drive assembly with a final drive ratio of 4.56:1. The engine meets Euro 6 standards using Selective Catalytic Reduction (SCR) and a Single Module Diesel Particulate Filter (DPF) which according to Cummins is a compact and lightweight system that offers increased ash capacity for industry leading DPF maintenance intervals and improved serviceability compared to modular systems. According to Adam Ross, National Operations Manager at Martins Stock Haulage, every prime mover in the fleet runs a Cummins engine and that’s the way it’s been for a long, long time. “We did have some Caterpillars at one stage back in the day, but predominantly we’ve always had Cummins engines in the trucks,” Adam says. “In Australia
you can’t beat the size and reach of the Cummins network for aftersales support such as breakdown callouts.” The company owns a fleet of 86 prime movers which operate right across the country and that wherever they are there is nearly always someone who can help out if there’s an issue. “Nine times out of ten we can find a mechanic or dealer with the spare part we need and the expertise to fit it if something goes wrong,” he says. Stock work is notoriously tough on trucks due to the heavy loads and rough tracks they are often driven on. Adam explains that the Kenworths are generally kept for around seven years before they are traded in. “Lately, though, this has blown out a bit because we’ve been so busy in the last five years and new trucks have been hard to come by due to the pandemic over the last couple of years,” Adam says. “Due to these factors, we’ve had some go out to ten years without any major dramas – thanks largely to the durability of Cummins engines and Kenworth trucks.” Owing to the heavy demands stock work puts on the trucks, the engines typically achieve a life-to-overhaul of between 800,000 and 1,000,000km, after which they generally do another 400,000 to 500,000km with the company. “After that we typically try to turn them
Cummins Euro 6 X15.
over and buy new gear,” Adam says. In addition to carting livestock, Martins also transports dangerous goods such as cyanide to mine sites in places like the Pilbara and other remote regions in the northwest of Australia. “We truck a lot of cattle out of Western Australia back east across the Nullarbor while the dangerous goods are generally freighted across the Top End from
Gladstone to the Telfer gold mine in the Great Sandy Desert in the north of WA,” Adam says. “The keys to success in this operation are having the reliability of good gear as well as keeping the drivers and customers happy. We have a onetruck one-driver policy which the drivers appreciate and, in turn, means they generally look after the gear better.” Seemingly one of the happiest drivers in A pair of Martins Stock Haulage Kenworth T909s.
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TRUCK & TECH
Martins Stock Haulage Kenworths pulls heavy loads over the most rugged roads in Australia.
the Martins operation is the truckie who pilots Martin’s mighty new Kenworth T909 powered by a Cummins X15 Euro 6 engine. This is the truck that regularly plies the Top End from east to west and back again pulling a roadtrain triple grossing up to 120 tonnes. Adam says the engine has been performing very well and that the driver is extremely impressed with the way it pulls the weight over some of the most rugged roads in Australia, including the Tanami Track. He describes the fuel economy of the Euro 6 Cummins as “unbelievably good”, saying it returns between 1.4 and 1.5km/l (3.95 and 4.23mpg) pulling triples and between 1.9 and 2.0km/l (5.36 and 5.65mpg) towing B-doubles. “With the price of fuel through the roof at the moment, fuel economy is central to everything we do,” Adam says. “Even a small variation across the fleet can be the difference between making money and losing money. The fuel economy we are seeing from the Euro 6 Cummins under extremely arduous conditions is nothing short of amazing, and certainly better than our Euro 5 Cummins powered trucks doing similar work.” 46
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That said, Adam maintains he is quite satisfied with the fuel economy the company’s Euro 5 X15 engines are returning, with the prime movers pulling B-double stock crates averaging 1.7km/litre with minimal empty running. “I’d say Cummins is where it’s at now with its Euro 5 and even more so with the new Euro 6 engines. Its got a really good product in terms of anti-pollution engines,” Adam says. “The fuel economy from our Euro 6 engine is excellent and, so far, it is proving to be extremely reliable. We love the reliability of the engines and the ready availability of parts which makes things better for us, our drivers and, most importantly, our customers.” Any warranty issues, what’s more, are dealt with extremely well by Cummins according to Adam. “We can’t fault the service we receive from the company and all of its dealers – we get looked after wherever we are,” Adam continues. “The way Cummins handles the service and warranty side of things gets a big tick in our books.” Martins Stock Haulage was founded by Gordon Martin in 1958, carting pigs and
calves in the Singleton and Maitland regions of New South Wales. Over the ensuing years the company grew quickly, acquiring numerous other stock hauling businesses along the way. Some of the big jobs Martins have had over the years range from carting gravel for the local roads in the Merriwa shire commencing in 1961 to hauling coal from the Hunter Valley mines to Newcastle after acquiring Ravensworth Transport in 1979. Other prominent contracts include carting cattle from Prime city to Beef city for AMH, working for Australian Country Choice after purchasing Porters Transport, carting cattle for PRIMO at Scone, hauling magnesite for QMag, now Sibelco, in Rockhampton, and carting grain for Mauri ANZ into Brisbane. As a company directly linked to the agricultural and pastoral industries, some of the climatic influences that have affected Martins in recent times include three major droughts: 1991 to 1995, 2003 to 2013 and 2016 to 2020. There have also been some major wet seasons to contend with including 2011, 2016 and, of course, this year.
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TRUCK & TECH
OUT OF THE
WOODS Vocational transport specialist, Les Walkden Enterprises, recently returned to Ampol-aligned products after a hiatus of 45 years.
I
t’s no small thing to convert an entire truck fleet to a new lubricant. Especially when that fleet consists of 60 prime movers and ancillary support vehicles. The Tasmanian-based Les Walkden Enterprises have just completed the ambitious undertaking having replaced its lubricant regime last year with the Mobil Delvac product range. As it maintains several forestry and logging transfer contracts across the state, the business, which relies on Mack, Volvo and Kenworth vehicles in a range of interesting heavy-duty applications punished over rugged, often mountainous terrain, needed to update its oils and lubricants when its previous supplier was purchased by Ampol in late 2020. Founder and owner, Les Walkden, is very particular about the products he uses on the vehicles according to WorkShop Manager Ashley Viney. “For us, to move away from Caltex lubricants which we had been using for
Mack SuperLiner tri-tri B-double in Campbelltown. 48
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many years, on the face of it, looked like a tough proposition,” he says. “Les is, understandably, pedantic about his oils.” Being in business over five decades, Les has fond memories of Ampol, having used their products when he first started out in the late 1970s. That, along with the help of some astute Ampol technical expertise, made the transition easier to get underway according to Ashley. “Because Les had used Mobil during the early days of operations and had a good experience it was a relatively straightforward choice,” says Ashley. “What first seemed like a daunting prospect was a smooth process with the help of Ampol who made the transition seamless.” Operations, however, involve two different types of harvesting. In the north of the state Les Walkden Enterprises predominantly carter for timber and woodchip cartage, augmented by an infield chipping operation. The infield chippers are situated where the timber
is fell, usually in dense bushland where it is later carted away to a mill already in chip form. In the south, near New Norfolk, trucks service cable logging and native forest harvesting. Vehicle combinations more commonly involve both tri-tri B-doubles pulled by Kenworth prime movers and Mack SuperLiners at a gross weight of 60.5 tonnes and also include what Ashley refers to as Mini Bs, otherwise known as a tandem-tandem B-double. These vehicles are restricted, under HML permit to 57.5 tonnes. Trucks in the fleet, incorporating some new additions from Volvo, clock an estimated 700 kilometres daily, carting hardwood timber from the south of the state and delivering to Bellbay in the North and then loading with pine to return south and deliver to Norske Skog. Technical Solutions Specialist Abdulla Nasser, and Mick Smyth, Ampol State Sales Manager, were on site at both the workshops in Launceston and New Norfolk to help oversee the Mobil Delvac crossover product. In order to integrate the new product line across operations Abdullah and Mick sat down with Les, Ashley and the team to complete a thorough analysis of the contrasts and vagaries of operations in the north and south, as one product suited for the former was unlikely to work as well under the working conditions associated with the latter region. A list of machinery was compiled along with notes on the environmental conditions each was operating in. “After going over all of those details with us they returned with a recommendation of a lube crossover which was made
Fully restored 1978 Mack FR200, Les’ fifth original truck.
Volvo FM 540 with Kennedy folding ‘mini B’ trailer set.
specifically for us to know the exact line up to move to on the next product,” says Ashley. “Formulation was based on whether we were using a particular oil in the past. If so, they recommended a new equivalent in the Mobil/Ampol product. Ampol couldn’t have been any easier or any better to deal with and that includes their continued support.” The itemised recommendations covered everything from lubricants through to coolants and greasers. Each of the existing products received a substitution based on this consultative approach. Fuel consumption in the trucks had been
one of the key areas under review for the performance of the new lubricants. Ashley, after a half-year period, was also looking to confirm if the service intervals had been increased. Oil samples from the engines as well as the transmission and differential were taken given Mobil Delvac lubricants are used right across the major components of the drivetrain. Ashley, naturally, was pleased to report that they had extended the service intervals even further. “We’ve gone from 30,000kms to 40,000kms for service intervals in some applications which is a cost saving for
the business,” he says. “Also going with those extended service intervals, we then reflect back on the oil analysis that we get.” An oil analysis takes place at every service interval. It’s generally about a week or two weeks before they receive the results back from the time samples have been sent off to the lab. For Ashley, it’s a key to preventative maintenance — a blown transmission or engine malfunction are not only costly but lead to disastrous downtime that no one in business can afford. Oil analysis will often foretell the workshop manager how the engine is performing and can assist in the detection of issues with engine bearings, for example, down the track. “Oil analysis can be everything. It can save us time and it can save us money,” Ashley says. “A company such as ours that runs 60 prime movers can pick up on things before the time they occur. Oil analysis puts us on the front foot. In a nutshell that would be the easiest way to describe it.” By studying oil analysis properly, the workshop manager, according to Ashley, can detect when an engine is generating a material inside it such as aluminium or iron. “That way we can get onto it early enough so that the internal part can be replaced which will then prevent a catastrophic engine failure,” he says. “We do the oil analysis for this reason.” Les Walkden Enterprises is yet to complete a four-week fuel trial using Ampol HD diesel but is hoping to begin in the coming months using a new era Volvo that’s already achieving results of up to 2.3kmpl. More recently, upon conclusion of the six-month transition phase, Mick and Abdullah called into both workshops, to check in to see how the Mobil Delvac product was faring. “They wanted our feedback on how it was all going and whether there were any products we needed to finetune or adjust,” Ashley says. “As far as customer support from a product perspective goes it’s been absolutely sensational.” p r i m e m ove r m a g . c o m . a u
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INDUSTRY
WOMEN IN INDUSTRY AWARDS ‘EXCELLENCE IN TRANSPORT’
FINALISTS 2022 The finalists for the ‘Excellence in Transport’ category of the Women in Industry Awards have been named.
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he Women in Industry Awards showcases a range of successful women in the industrials sector — those who work in mining, road transport, manufacturing, engineering, logistics, bulk handling, waste management, rail and infrastructure. This year it is being held at the Arts Centre Melbourne on 7 April 2022. “The Women in Industry Awards give you an opportunity to highlight key aspects and career defining moments of your many years of success and dedication,” said Women in Industry Ambassador, Rachael Ashfield. Five women have been announced as ‘Excellence in Transport’ finalists. Catherine Baxter, Chief Operating Officer of Metro Trains Melbourne has been chosen for her outstanding leadership skills through having a senior role in the cooperation. Baxter’s countless achievements within Metro, dedication to maintaining strong academic links, and her presentations at multiple transport events are just some of the many accomplishments that have led to her nomination. Finalist Heather Jones is the CEO of Pilbara Heavy Haulage Girls and Director/Owner of Success Transport. Jones has over 30 years’ experience in the transport Industry having driven end and side tippers, oversized loads on 50 and 100 tonne floats, flat top general freight and tankers. 50
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She is a pilot escort driver, a tow truck and tilt tray recovery driver, and has spent ten years using higherproductivity vehicles. Jones is a professional speaker with multiple media appearances and has dedicated a generous amount of time to sharing her knowledge with others. Having been in the transport industry for approximately 40 years, Merry Manton is a finalist respected throughout both the transport and insurance industries. Throughout her career, Manton has been a Board Director and Chair of Transport Women Australia Limited and was the first female elected to the Board of the
A previous Women in Industry Awards ceremony.
Queensland Transport Association, whilst also holding the role of Treasurer there for a while. Finalist Penny Ford has over 20 years’ experience in the Transport Industry, working in the Department of Transport and Main Roads (TMR). Ford has spent this time leading and creating Transport Plans that cover the entire state of Queensland. Finalist Kirstyn Glass, who completes the nominees, has worked with Trapeze Group since 2019. Glass’ role has included providing subject matter advice on rail technology to both transport authorities and operators within Australia and overseas.
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EWD SHOWC ASE
DIARY ENTRY
The National Heavy Vehicle Regulator (NHVR) recently approved a new Electronic Work Diary (EWD) developed by Hubfleet, an Aussie start-up business founded by James Doherty.
H
ubfleet Founder James Doherty is a civil engineer by trade, having spent much of his career developing software for the engineering industry. “Having friends involved with road transport, I’ve known about the issues with driver fatigue and work diaries for quite a while,” James says. “The idea to build an EWD has been in the back of my mind for around five years.” When the NHVR first released the EWD standard, he and his wife were raising five-month-old twins as well as two older children, so the timing wasn’t great to start a side project. However, fast forward a couple of years and with family life settling down, he made the most of some long service leave as well as some extra leave forced on him by the COVID-19 situation to commit to the project. “I decided the time was right and
Hubfleet’s EWD works without a cellular data connection for drivers in remote areas. 52
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gathered a great team of developers together to build an EWD,” James recalls. “Nearly two years later we have an NHVR-approved system that we believe is the best in the market.” It’s a bold claim. Among its other benefits, the Hubfleet EWD is the only EWD, according to James, that has met the NHVR’s device agnostic standard and is also the only system that can run WA and NHVR rule sets, including custom Advanced Fatigue Management (AFM) rules. “Our EWD app works on any Android or Apple device that is less than about five years old and has a screen size of 4.5” (11.5cm) or more and there aren’t that many phones that small nowadays,” he says, “so it’s a perfect BYO device solution for owner drivers who don’t want to fork out for expensive new hardware. It’s also great for bigger companies that might already have tablets installed in their vehicles.” The cost of the Hubfleet EWD app
is around $19 per driver per month. Optional extras include a safety management system and a telematics option which cost another $6 and $10 respectively per driver per month. “The Hubfleet system is completely self-service,” James explains. “Anyone can register with the system and set up a record keeper account, choose the packages they require and select the number of drivers they want to participate and start a free trial straightaway.” After this is completed, it’s simply a matter of inviting the drivers to connect using their mobile phone numbers. Owner drivers invite themselves. Each driver is sent a text message with a link to the app and a link to the help centre that includes instructional videos on how to use it. “We’ve had several companies get started this way and when we’ve reached out to offer support, they haven’t needed it,” James says. “That to me is a sign we are
doing something right. We’re also happy to provide support and extra training resources if needed.” According to James, the feedback from drivers has been extremely positive. Cody Cooper is a multi-combination (MC) driver who regularly delivers freight on 15,000km transcontinental runs between Brisbane and Kalgoorlie. “Like many others in the industry, I was staunchly opposed to using an EWD,” Cody says. “However, after using the Hubfleet EWD during a company trial program, my views have done a complete 180. Now I firmly believe that to go back to a paper-based work diary would be a massive step in the wrong direction.” Cody outlines what he sees as the two huge benefits he has experienced with Hubfleet’s EWD. “Time is counted in minute intervals, allowing for much more productivity, and the app does all the fatigue calculations for the operator,” he says. “This means there’s no need to stress or second guess yourself about your fatigue
Hubfleet’s EWD flags all potential fatigue violations before the start of a shift.
breaks, as all potential violations are flagged before the start of a shift.” Cody says he also appreciates that the Hubfleet EWD works without a cellular data connection, which is crucial for him as he works in some remote areas. “Hubfleet’s EWD has been a massive benefit to me, allowing more time to cover more kilometres each day and reducing my stress levels through
not having to worry about fatigue requirements,” he says. Fleet managers will also appreciate the Hubfleet web-based back office system as it allows them to keep track of where their drivers are and what they are doing and flag any potential breaches in real-time. It also automates all the compliance reporting — saving a lot of time and effort in the office.
p r i m e m ove r m a g . c o m . a u
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EWD SHOWC ASE
NETWORK
EFFECTS
EWD provider, Quallogi, is shifting the paradigm around electronic work diaries by simplifying uptake for drivers within the transport network, through what it calls digital democratisation.
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he widespread uptake of electronic work diaries (EWD) in the Australian commercial road transport industry may become an emerging digital transport phenomenon in 2022. Quallogi, an Australian company, was born from Kynection as a new entrant to simplify compliance for transport managers and drivers. They have a range of systems to help transport operators manage heavy vehicle compliance and the company has always been on the forefront of new developments in the transport sector. Some time ago, joint Director of Quallogi and Kynection, Courtney Smith, identified a transitional shift from installed telematics and fixed devices with proprietary hardware, towards a democratised state of engagement using mobile phones. By taking advantage of the power of mobile this has enabled two key outcomes; an EWD can be downloaded 54
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to work on majority of devices already in market; and an EWD can be priced fairly because it’s a subscription cost only. “People forget that the actual electronic work diary is owned by the driver. It’s their work hours. It’s their fatigue,” Courtney says. “It’s not actually owned by anyone else, so mobile makes this available just like paper work diaries.” The shift of giving ownership of data back to the driver, according to Courtney, helps empower independent operators who seek to operate in the network, on their device, under their terms. “We love the concept of the driver owning the data,” he says. “It won’t happen in every scenario, but we are creating an enablement model around that, which means the whole transport industry can have EWDs without friction.” Quallogi was the first electronic work diary approved by NHVR for Android and
IOS. Subsequently it has been a major stakeholder in driving agnostic device approvals to market. Moving forward, through a policy developed by NHVR, Q by Quallogi will work on a majority of mobile phones, so long as they have a screen size bigger than 4.5 inches and are not running an old operating system. At present, when a major transport fleet deploys a new telematics program, it typically gets hardware installed into the company vehicles, which is often less challenging than onboarding all of its subcontractors and casual drivers. An owner-driver might have four or five different clients he is working for over the course of a week. This creates a challenge if the EWD is owned by a company, which is not ideal in many situations. Q by Quallogi has created a strong industry wide pricing model designed to make it simpler for a casual operator or the manager of the largest fleet in Australia, with the ability to segment costs down to individual shifts by drivers. A fleet can match their desired outcomes to the operational costs of the business, which is why a shift-based approach is truly disruptive. Shift based pricing ensures maximum deployment of safety, easily aligned to existing cost structures. “Whether they are a one-to-one or one-tomany driver, Quallogi gives the driver the ability to login, fulfil their responsibilities over a run or shift, which is then deducted from their shift plan. It’s a fair use pricing approach,” says Courtney. “This means a driver starts their shift, undertakes safety checks, runs their EWD and simply clicks end of shift to fulfill their chain of responsibility obligations like pre-starts, fatigue, driver declarations and COVID
Quallogi is using a shift-based pricing mechanism.
validations. And they only get that shift taken from their shift plan when their shift is completed. In the next generation drivers can share their data to as many operators as they choose, opening up the market for a truly industry wide up-take. This approach is a paradigm shift in the marketplace.” On this front, Quallogi is pitching what it claims is the fairest pricing model in the market. Given it was designed using a shiftbased pricing mechanism, it’s effectively pay-as-you-go. “Once you reach a threshold you can top up as a driver or fleet-wide,” says Courtney. “Our pricing at this point in time is that single owner-drivers will actually get better value than fleets until you cross 50 drivers.” Quallogi plans on providing improved fleet outcomes to ensure operators still get advanced telematics tracking elements, providing insights on how drivers are operating in a network geographically and across daily shifts. That interface will be used a lot more by transport fleets than it will be by owner-drivers hence the slight premium charged for a fleet. “It’s a simple price based on the tools that an operator wants to use and it goes from zero dollars, if all you want to do is use the tool to check your fatigue hours to an incremental cost to manage fatigue or vehicle pre-starts with both options including driver declarations. The full suite is super competitive in comparison to the market and may even be cheaper than a paper diary if you consider all costs,” Courtney explains. The upshot for the driver is attractive — if they are not working, they are not paying. The net saving for a transport operator implementing chain of responsibility through their whole fleet is significant. Owner-drivers and subcontractors represent, by far, the majority of the transport workers in Australia. “We want to offer them as good a value offering if not better value than the largest fleets,” says Courtney. “To do that we want to democratise the whole mechanism, so that owner-drivers get better value out of it and want to pay for it themselves and that small subcontractor fleets get the best solutions money can buy.” Q by Quallogi is seeking ambassadors
willing to work on improving the system and providing genuine, reliable feedback. It’s a unique value proposition with live beta testing involved. Significant benefits are also up for grabs. “We want to have relationships with owner-drivers and small fleets who can tell us what they want, how they want it, what’s working, what’s not,” says Courtney. “For a group of loyal users, we’re going to give them free access for life, so long as they continue with their engagement. Irrespective of being part of the Ambassador’s program or not, all users will be offered our fair shift pricing plans.” Q by Quallogi decreases the administrative burden of having multiple logins across several platforms as it limits passwords and repetitive access on devices and proprietary systems, a constant headache for drivers who work for several companies. “We’re going to have the ability for a driver to have one login to interface to many companies. It’s a huge value proposition,” says Courtney. “For chain of responsibility, we provide one login. It doesn’t matter who you are working for, the driver has authority to manage and see their data. That’s a powerful ability to transfer data through the network in a way that works for the driver, the person on the ground.”
Courtney refers to it as a grassroots design. So-called because it focuses on the issues and pain points of the people who are fulfilling the job obligations. “This creates a network effect of value, because it will be a high value outcome for the large fleets and transport managers from day one” he says. “When you take the time to design a solution for the drivers that’s where the real value gets unlocked. And that’s where you get most uptake.” Quallogi is currently in the process of working through how to make Q work with an AFM implementation, helping a large customer get the best outcome under their Advanced Fatigue Management framework. As part of this implementation, Quallogi and its parent, Kynection, plans to work closely with the client and the NHVR. Meanwhile Q by Quallogi is looking to roll out nationwide to include both the Northern Territory and Western Australia fatigue rules, which will satisfy the needs for operators nationwide. “That’s an important component on delivering Q in the market moving forward,” Courtney says. “It’s a proper design-led approach, good old Aussie thinking to create an EWD that can be used across the industry and for thousands of drivers for generations to come.” p r i m e m ove r m a g . c o m . a u
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EWD SHOWC ASE
PRESSING HOME THE
ADVAN For those looking to make gains in safety and productivity, the time is right to take advantage of the Smart eDriver EWD.
I
Drivers are given more control in managing their fatigue compliance. 56
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t is true to say that the take up of EWD has not been as rapid as both the National Heavy Vehicle Regulator and the technology providers had originally anticipated. There are numerous reasons behind this, ranging from the type of device the driver prefers, through to the perceived cost of implementation versus the benefit to both driver and business. But most of the discussion to date has more or less ignored the underlying principle of what the implementation of an EWD solution should be doing, and that is to drive significant improvement in safety on the road as well as productivity for the transport businesses. It is a well-known fact that if an organisation improves safety for its stakeholders, then there is a significant gain in productivity for that business. There are clear signs that some of the larger transport businesses are now recognising the safety and productivity gains that can be made with the business wide adoption of the Smart eDriver EWD. The Smart eDriver Business Portal is designed to provide paperless handling of work diary records; organisation of drivers into relevant reporting groups; notification of breaches and other events, current and historical; work and rest hours reports; daily availability of work hours; and many other functions that provide greater safety and productivity. It’s worth having a look at some of the feedback that Smart eDriver has been receiving from drivers that have been using the system for a year now. • “It saves a significant amount of time related to the administration of a work diary, it is simple to use, and it never
N TAGE runs out of pages or time.” • “It eliminates human data entry error and tells you when something isn’t right.” • “There is no such thing as having to submit multiple loose paper sheets to the business.” • “With work and rest times calculated in minutes, not 15-minute periods as in the written diary, it provides better usage of time.” • “It tells me how many work hours I have left as well as warning that I have a potential non-compliance.” • “It provides more control to me as a driver for managing my fatigue compliance.”
The above feedback clearly shows how a Smart eDriver EWD can provide the right type of information to the driver and that enables them to better manage their time and enjoy a safer workplace. With correct implementation, transport businesses can use the information that Smart eDriver generates to further improve safe operating of the fleet as well as gain significant productivity improvements. So how does Smart eDriver EWD provide productivity improvements to a transport business? It’s all about aligning driver available hours to planned jobs and ensuring that there are no delays in deliveries due to unplanned driver breaks. Imagine if you are a transport fleet supervisor and you are putting together the months schedule for all your drivers, how much more efficient would it be if you had a real time view of each drivers work/rest status, knowing when extended breaks would need to be planned for. What if there is added complexity in that you must bring on a few temporary contract drivers to ensure you have adequate coverage, wouldn’t it be so
The eDriver calculates work and rest time in minutes, not 15 minute blocks like traditional paper work diaries.
efficient if you had their current work/rest status immediately at hand so that you could simply take that into account when planning their work? A system that tells you how many available hours a driver has per day for the next three days? Smart eDriver provides this real time view of individual drivers because it is a standalone EWD. It does not have any dependencies on any other system, it is independent. This is so important when you bring on new drivers, or you have contract drivers that work for multiple businesses, or you decide to change your telematics system. In each scenario, the Smart eDriver EWD is personal to the driver, and their records stay with them, and the relevant data can be made available to you in real-time when those drivers are working for you. While there is a NHVR requirement that the providers of EWD systems can transfer
driver work/rest times from one system to another, this does not provide the same depth of information that Smart eDriver collects for each individual driver. Step Global has made it possible for the Smart eDriver to run on as many iOS and Android platforms that the majority of drivers use, whether it be a company supplied smartphone/tablet, or it be a personal smartphone. Smart eDriver is a low-cost solution and very easy to use. A driver working for one business that uses a telematics based EWD, and a second business where Smart eDriver is used, can easily be accommodated by the Smart eDriver business portal. In fact it’s just as likely that the driver will use Smart eDriver for both businesses. For more information on Smart eDriver and how it can help your business, contact sales@stepglobal.com. p r i m e m ove r m a g . c o m . a u
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EWD SHOWC ASE
COOL UNDER
PRESSURE How to manage fatigue and safety in the transport industry post-pandemic.
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here’s no getting around the fact that there have been supply chain stresses in recent months. And that these have put pressure on the transport industry and in particular, drivers. Transporting goods interstate has been frustrating due to states having different restrictions at the same time. As a result, a deadline
Back office can take advantage of knowing driver hours for scheduling. 58
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that would be achievable previously has become difficult to meet. Yet despite the difficulties, drivers and operators still have a job to do. Transport operators need to keep running as we learn to live alongside COVID. But they can’t do it at the cost of sacrificing driver safety or fatigue management. So, what to do? Well,
advances in in-vehicle technology are here to help you. Here are two solutions to help you make deadlines, manage fatigue, and keep your drivers safe. Electronic Work Diaries With targets to meet and the pressure to perform, it can sometimes be tempting to push yourself too far. And especially
dangerous when you push drivers to perform beyond what they already are. But when you’re in charge of a fleet of vehicles, making sure drivers are wellrested and not exceeding their work hours is important for safety. NHVR-approved Electronic Work Diaries (EWDs) help drivers stay compliant by taking the guesswork out of calculating work and rest periods. By removing the risk of lost or damaged written diaries, an EWD encourages safe practices and safer roadways, and helps you stay compliant. Record keeping is easier, and with the solution taking care of calculating available hours, drivers can focus on the road instead of worrying about working out when they need to rest or exceeding their driving hours. The benefits extend to the back-office team. They know that drivers are taking adequate rest breaks and staying compliant. With access to real-time and historical fatigue data for each driver through fleet management software, it improves on their ability to schedule drivers and allocate work to the drivers with available time. With a real-time view into driver fatigue, the right people in the business can be notified before a driver violates rest break times. From here the business can focus on strategic initiatives and preventative coaching instead of reacting to violations after they have occurred. Smart Dashcams With the pressure to deliver, bad habits can start to creep in, even for the most diligent of drivers. After all, we’re only human. With the average age of transport drivers still in the mid-forties, entrenched habits on the road can be more commonplace than you realise. That’s why AI-powered smart dashcams are an important part of driver safety. The dashcams capture all driving time and analyse footage in real-time. With the advanced sensors and embedded AI capabilities, they can identify road, environment, and in-cabin events as they happen. The system can notify both the back-office, but also provide auditory feedback direct to the driver
EWDS encourage safer roadways.
to ensure they can then adjust their behaviour instantly, to create a safer environment for all on the road. These can include close driving, distracted driving, drowsiness, seatbelt, and so on. Smart Dashcams capture and analyse 100 per cent of drive time. This footage always gives the business an holistic picture of driver safety and behaviour, and not just when an incident or collision occurs. This gives transport organisations what they need to promote and embed a safety culture within the business. But what do you do with all this? With built-in features around virtual coaching and managed training like scorecards, the footage, analytics, and driver scores, you can uncover learning opportunities for each individual driver and use this to help create a personalised coaching experience. Beyond this, you can also develop rewards structures for good
driving as the alerting system picks up on positive road actions, to cement better on-road behaviour. Staying safe and compliant For many transport operators, the current situation means the temptation to bend rules to meet deadlines can be strong. But this cannot be the new normal. It’s more important than ever to make sure you’re staying compliant. And solutions like EWDs and Smart Dashcams are here to help. They can assist you in managing the business and driver’s fatigue and safety requirements, while helping you to get to your customers on time, safely. It’s important that everyone - from the CEO on down to the drivers in the cabin - do their utmost to make sure that at the end of the day, everyone goes home. The adoption of technology is a key component of making this a reality. p r i m e m ove r m a g . c o m . a u
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PERSONALITY
CLEAR DIRECTIONS
The Volvo Group has adopted some ambitious targets in its determination to fulfil its commitment to the goals of the Paris Agreement and lead the road transport industry towards net-zero greenhouse gas emissions by 2040. Roger Alm is the global President of Volvo Trucks and Executive Vice President - Volvo Group. Roger has been with Volvo since 1989. Jessica Sandstrom is Volvo Trucks’ Senior Vice President of Global Product and has been involved in the organisation’s management for 15 years. Roger and Jessica spoke exclusively with Prime Mover.
P
rime Mover: What will be the key enablers for electric trucks? Roger Alm: People need to think differently when transporting goods and we need to have a different environmental perception and different environmental care. A lot of people think about the climate and how we are treating the world and we are now already doing that in a different way from previously. We now have legislations in some
European cities where you cannot go in them with diesel trucks, so there will be different kinds of influences. PM: How have different business models of the recharging infrastructure emerged in Europe and North America? RA: There is not really one single solution and you have to take a lot of things into consideration, but the most important approach is the customer
Roger Alm, right, with Niklas Andersson, Executive VP DFDS. 60
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can actually charge the truck. We have signed a memorandum of understanding in Europe with some other vehicle manufacturers and we have the intention to invest in 1,700 charging stations in Europe. PM: The road transport industry accounts for seven per cent of global CO² emissions. How is it expected to pay for reductions in emissions? RA: We are talking about something called the ‘green premium’ and it’s slightly more expensive to operate with CO² neutral trucks. If you take the current total cost of ownership as the starting point, as time evolves and technologies improve, the costs will reduce. There are also government subsidies in Europe and the United States, and that’s important to various stakeholders and authorities. Governments support the transformations but we need to speed up and make it happen faster. Jessica Sandstrom: As the operating range of electric trucks improves it makes the business case better and it is improving year-over-year. What we see now are people willing to pay and they are putting a value on the future and the subsidies are pushing in favour of this. Germany is a very good example of how to make the market grow much quicker
Jessica Sandstrom.
by having incentives and very some clear direction from the government. Connecting incentives for trucks and the charging networks makes it easy for the customer to really understand how much the complete package will cost. PM: In Australia trucks run faster, heavier and longer at higher temperatures across long distances. What can Australia do to encourage a faster roll out of electric vehicles? RA: We have to take our responsibility as manufacturers and we need suppliers and other stakeholders to drive this. In Australia that will happen because more and more customers are applying pressure for things like the charging infrastructure. PM: Volvo was heavily invested in natural gas engines. Is that going to continue or is the focus only on electric vehicles? RA: We are committed to get to 50 per cent of our volume to be net zero emissions by 2030 and 100 per cent by 2040. We have three lines: Battery Electric Vehicles, Hydrogen Fuel Cells, and internal combustion engines which will remain but not run on diesel fuel but will use other fuels like LNG and biogas. JS: We are looking into these three blocks of technology because we do not believe that one solution will fit everyone. We are committed to decarbonising our own
entire operation which means we need to find a solution for all applications. Australia has some roadtrains that are super heavy, travelling long distances and we need to have solutions for those types of operations as well. The hydrogen trucks will fit very well when it comes to longer distances but also where there is not the ability to recharge. A complement to that is to continue to use different fuels such as LNG. PM: Is payload an issue for electric trucks? JS: You are almost able to get the same payload as a diesel truck, but it is also connected to regulations. In Europe we are allowed to add another tonne on the front axle to compensate for the batteries. PM: There are currently some trials here with companies such as Linfox. Are electric trucks becoming mainstream elsewhere? RA: Volvo received an order for 100 Volvo FM Electric trucks from DFDS, Northern Europe’s largest shipping and logistics company. These customers need to see a business case because they are buying so many units, not just one to test themselves to see how it is. They need to operate in a commercial situation where you need efficiency and productivity and low cost of operation. As the manufacturer we want to be early because we think this is really where we
can make change for business. One thing that is important is the driver. There is a driver shortage in most parts of the world and it is quite a heavy job to drive a truck, but an electric truck is almost noise free and the driver is getting a better working environment. We want to attract new drivers. PM: What about servicing requirements? JS: We prefer the trucks to be on a contract where we have everything included to make sure it is not on the shoulders of the customer. This is another area where we utilise our experience from the bus business, so a lot of dealers are used to servicing the buses and they already know how to take care of the 600 volt system, the batteries and so on. PM: Does Volvo assuming many of the risks help make the business case for electric trucks? JS: Absolutely. The customer has a very clear picture of how much this is going to cost and there are not a lot of uncertainties. The only uncertainty is what will the price of diesel be in the future? If you calculate the business case and you compare the diesel truck with an electric who knows what the diesel price will be in three years’ time? Electricity prices are going up, as well, in certain parts of the world but still, it’s such a big difference between the costs. RA: We also don’t know what will happen with diesel prices in the future, will there be increased taxation on diesel? PM: Does the package include the end of life of an electric truck? RA: We will be flexible and will have a different business model and sell the truck and the operation as a service package. We are creating a separate business unit for handling the battery situation and we will control it from the beginning to the end of the components’ life. We have different alternatives we are exploring and there will be different solutions for different markets throughout the world. p r i m e m ove r m a g . c o m . a u
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PRIME MOVERS & SHAKERS
THE POWER OF THE
Located in Orange in Central West NSW, Andrea Hamilton-Vaughan is steering a campaign to address fatigue for all drivers
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ndrea Hamilton-Vaughan is the Road Safety Officer for the adjoining local government areas of Orange City and Carbonne Shire. A number of major freight routes run through the Central West region and fatigue management for both heavy and light vehicles is a focus for Andrea in her efforts to improve road safety by encouraging behavioural change through the ‘Tired? Power Nap Now’ campaign which was launched in February. “We know that many drivers struggle to keep their eyes open, but too often they keep on driving, and that can end with dire consequences,” Andrea says. “A power nap is a short sleep that ends before the driver goes into deep sleep and it is intended to quickly revitalise a person, to reduce stress and anxiety, and improve concentration and situation awareness.” There is a strong body of academic research into the beneficial effects of 15-20-minute power naps as a way to combat driver fatigue and NASA runs a similar program for its astronauts. As a child Andrea experienced first-hand the potential for the devastating consequences of a driver falling asleep even for a moment, when an exhausted family member drifted off the road and crashed, although all involved came through relatively physically unscathed. The experience has given Andrea the impetus in her professional career to explore the benefits of weary drivers taking brief power naps before continuing on their journeys. “The only way to find out if it works for you is to actually try it, but you need to be really tired,” Andrea says. “Some truck drivers have told me it’s changing the way they work and even their families say they
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are brighter and chirpier when they get home. I must admit I didn’t realise how good it was until I needed to use it myself.” Andrea says recognising the signs that a micro-sleep is imminent is important to the power nap procedure. “People get to the point where their eyes are blinking and they are nodding and they keep thinking they are going to push
Vinyl campaign posters are available for truck fleets free of charge.
through,” she explains. “The pushing through is what gets them killed.” In her role as the Road Safety Officer, Andrea is involved in various campaigns including ‘Be Seen, Be Safe’ and drink driving awareness and it was through her activities on social media that she became interested in the power nap concept. “I thought that’s really useful, so I tried
NAP
it myself when I was experiencing fatigue while driving. I was absolutely desperate and I would not have made it home. So I tried a power nap and I was amazed! I could still hear the traffic so I wasn’t in a deep sleep.” Following a successful application for a funding grant of $135,000 from the NHVR’s Heavy Vehicle Safety Initiative, Andrea and the two local government bodies she works with have embarked on a new fatigue campaign with the message: ‘Tired? Power Nap Now.’ “We surveyed truck drivers at pop up events at several roadhouses on the Newell Highway and found they had little or no knowledge of what a power nap was, its benefits, or how they could implement it,” Andrea says. With the assistance of the grant Andrea is looking to develop more social media resources to keep the message fresh and to get it out to all road users, with some specific focus on the heavy vehicle fleet. The campaign’s website www.powernap. org.au provides access to a range of resources and information. Andrea refers to a report that came from the Monash University Accident Research Centre which identifies the amount of fatigue and stress heavy vehicle drivers are facing, which also galvanised her into action because the power nap is about reducing stress as well as improving situational awareness and alertness. It works on two levels which makes it a great fit for heavy vehicle drivers. “A truck driver got in touch with me and said now when he is being unloaded instead of getting out and talking with people he lays down and has a kip for 15-20 minutes,” Andrea says. “They have to
Bernard Carlon, Andrea Hamilton-Vaughan and Paul Toole, NSW Deputy Premier.
take breaks by law and how they take those breaks and maximise that rest time will be helped by a power nap.” Andrea is hopeful that it will become a trigger when drivers are out on the road, not only for other truck operators but for other road users who may have been exposed to the campaign on social media, maybe visited the website or have seen the takeaway cups which have a step by step procedure printed on them. “If they are in a fatigued situation hopefully they’ll decide to try a power nap themselves,” she says. The campaign shouldn’t necessarily be restricted to heavy vehicles, either. Andrea sees commuters in passenger vehicles as being able to benefit from taking a power nap as well. “After a bad night’s sleep, or a bad day at work adding a bit of extra stress, they start to blink and nod which can lead to a micro sleep,” she says. “Many people commute with the cruise control on so if they go to sleep at 100 kph the consequences can be fatal.” In order to encourage the heavy vehicle industry to become involved and to
maximise the exposure of the campaign, vinyl campaign posters for the rear doors of trailers are available at no charge to trucking companies including professional application. More than 100,000 branded takeaway coffee cups with the ‘Tired? Power Nap Now’ message have been distributed free to highway roadhouses across the country. “One of the big things I think we don’t always get right in road safety is we run a campaign for eight or nine weeks and think the particular problem is solved, when it’s actually not,” she says. “This is an ongoing education process. My goal for this campaign is that everyone who drives in Australia knows that power naps and tiredness go together, and you can do something about it.” For Andrea, this campaign is about trying to add another important factor to how professional truck drivers and everyday commuters manage fatigue. “Making the connection between feeling tired and the option of power nap is what we want all drivers to think about,” she says. p r i m e m ove r m a g . c o m . a u
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EWD
OLD WAY
NEW WAY
Managing Driver Fatigue the New Way Costs Less than the Old! BYO device
Pre-start safety checks
All NHVR & WA rule sets
Optional Telematics
AUSTRALIA’S GUIDE TO UTES, VANS, LIGHT TRUCKS & PEOPLE MOVERS
www.deliverymagazine.com.au ISSUE 107 APR 2022
IVECO DAILY
VSA ROADS ISUZU N-SERIES | ISUZU D-MAX SX
APR
CONTENTS
REVOLUTIONARY ROAD
22
74
DELIVERY NEWS
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LATEST FROM THE INDUSTRY
RIDING SHOTGUN
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REVOLUTIONARY ROAD
VSA Roads has recently sought a new solution for its road support vehicles and IVECO has delivered it with the Dual Cab IVECO Daily 70C.
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ONSITE
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DUAL BENEFITS
The release of the newest N Series underlines Isuzu’s determination to remain Number One with the integration of a very smart suite of the latest safety systems bundled under the handle of the Advanced Driver Assistance System (ADAS).
HOME RUN
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IN THE ZONE
Delivery loads up a new Isuzu D-Max XS Automatic close to its 5,500kg Gross Combination Mass limit to test out the credentials of the all-new 1.9-litre diesel engine. 66
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2
RENAULT MASTER it’s my business it’s my van
“They look great on the road and they are great for business” “I have a fleet of Renault Masters. I started my business in 2002 with 5 Renault Masters. I now have more than 40 across Australia. They look great on the road and they are great for business. There’s loads of storage throughout and tech keeps us connected. Both rear doors open and you can load a pallet straight in. We love the way our signage looks on the van. You can’t miss us on the road!” Peter, Cowan Restoration Services renault.com.au
NEWS
AUSTRALIA POST MOVES HISTORIC PARCEL VOLUMES DESPITE COVID DISRUPTIONS Group revenue for the six months to 31 December 2021 has hit $4.80 billion for Australia Post. The national parcel carrier today announced the 10.4 per cent yearon-year increase, driven by the strongest parcel volumes in Australia Post’s history. Group profit before tax also improved to $199.8 million thanks, in part, to asset sales and revaluations, as well as favourable bond rate movements. Letters revenue of $935 million was down 1.2 per cent on last year, despite the significant 2021 Census mail out. Operational costs which increased by 13.2 per cent on last year, reflect volume increases and COVID-19 related network constraints which are likely to continue in FY23. Parcels and Services revenue was up almost $464.5 million, or 13.6 per cent, to $3.87 billion, a result of 15 million people in lockdown stemming from COVID-19 Delta outbreak across NSW and Victoria, which led to the strongest parcel volumes in the organisation’s history. Despite the network challenges associated with having thousands of team members needing to isolate during this critical time it failed to deter capital investment during the period as it ballooned to $217.8 million, up $28.4 million on last year. In a statement Australia Post confirmed it had committed $400 million to new parcels facilities, fleet and technology by mid-2022 to help service the growing demand for services. That brought the total committed investment to more than $1 billion over three years. The business also committed an additional $20 million in upgrading systems to cloud based solutions over the next year to improve parcel scanning and tracking in the network. StarTrack also delivered strong results, with a disciplined focus on costs and an increase in volumes. Letter volumes were down 0.7 per cent with revenue down 1.2 per cent. 68
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AusPost parcels and services revenue saw a spike of 13.6 per cent for six months.
The continued structural decline of letter volumes and rise in delivery points for this important community service resulted in losses for the half of $69.9 million. Australia Post anticipates letter losses will continue, contributing to an overall loss in the next six months while it also expects eCommerce will be more subdued in the second half. Australia Post continued to generate savings from business efficiency programs implemented across the organisation including head office support costs by $17.1 million. Group expenses increased 10.2 per cent, driven by additional costs incurred as the organisation worked through the pandemic related network constraints, as well as limited domestic and global air transport capacity. Group Chief Executive Officer and Managing Director, Paul Graham, said the result was a significant achievement given the ongoing disruptions to the business during the COVID-19 pandemic and the necessary network changes required to continue to provide essential goods and services to customers. “Just like many businesses around the country, we have dealt with unprecedented challenges over the past year, but the ability of our people to adapt during ongoing challenges presented by the COVID-19 pandemic has been nothing short of remarkable,” said Graham. “Together, we worked tirelessly to manage the health and wellbeing of our people, with isolation rules and
travel restrictions across different states and territories all carrying different challenges – while our people remained resilient and delivered for our communities,” he said. “I want to thank all of our people for the spirit they’ve shown and their willingness to get the job done for our customers. It is a credit to all of our team members in processing, delivery, customer service, our Post Offices including Licensed Post Offices as well as our contractor partners.” Graham said the retail network of more than 4,300 Post Offices continued to provide critical government and financial services, particularly in rural and remote Australia, where Bank@ Post remained an invaluable service for communities. “We had 112 million visits to our corporate and Licensed Post Offices across the country in the first half, with 20 million visits alone in December,” he said. Australia Post secured new Enterprise Agreements during the half, for more than 30,000 Award level employees, with the market leading agreements delivering a guaranteed nine per cent pay increase over the next three years for Australia Post and StarTrack team members, while also maintaining key existing terms and conditions of employment. Australia Post will release full year results in September, and at this stage expects to post a modest profit while being cognisant of the ongoing uncertainty of COVID-19 and pressures facing customers.
RENAULT COMMERCIAL RANGE SET FOR PRICE INCREASE
Increases to materials and shipping costs have raised vehicle prices.
Renault’s passenger and commercial range of vehicles saw price rises last month. According to Glen Sealey, Renault Australia General Manager, 2022 marks the start of the first full year of stewardship of the Renault brand
in Australia. “Like many brands in Australia, Renault have had to increase prices due to significant material and shipping cost changes over recent months,” he said. “We know, however, that the Renault range still represents a premium
European offering combined with genuine value thanks to its high-levels of safety, technology and cutting-edge design,” said Sealey. Strategic additions like the Arkana R.S. Line, will broaden the Renault range in preparation for what has been called a “product offensive” coming soon with a refreshed commercial range, in addition to the all-new Megane E-Tech in 2023. The new pricing has been applicable to all models from 1 March 2022. Meanwhile, under Renault leadership, the Alliance it has formed with Nissan Motor Co and Mitsubishi Motors Corporation announced the development of a number of common projects and actions to accelerate and to shape their shared future towards 2030, focusing on the mobility value chain. Among these is common centralised electrical and electronic architecture converging electronics hardware and software applications to offer maximum benefits and an optimal level of performance.
LANDMARK DECISION A WIN FOR COURIERS Couriers will receive enforceable pay rises between 36 and 46 per cent over three years and further protections – including for Amazon flex drivers in a world first. The Transport Workers Union led industry wide consultation with ARTIO, Ai Group and the NSW Business Chamber, and major transport companies such as FedEx, Global Express and Toll, that resulted in the NSW Industrial Relations Commission determining that ownerdrivers of vans with a carrying capacity between 1.5 and 3 tonnes will be entitled to an enforceable rate of $43.74 an hour. Amazon Flex drivers are also captured in the ruling and for the first time will be entitled to an enforceable rate of $37.80 an hour. It’s a world first that Amazon Flex drivers in NSW will have enforceable rates of pay along with rights to dispute resolution, union representation and collective bargaining.
The decision follows thousands of couriers who fought for years on the Fight for 40 campaign, marking, according to the TWU, a momentous achievement for couriers, their families and road safety. Vehicle operating costs have skyrocketed in recent years but pay hasn’t changed, leaving some drivers earning below minimum wage after costs. The ruling is the first significant pay rise many drivers have had in 15 years. “Gig economy employers have been put
on notice today – Australians will not tolerate this business model that relies on poverty wages and worker exploitation,” said ACTU Secretary Sally McManus. “The TWU are the first workers in the world to win the right for Amazon Flex workers to have enforceable rates of pay along with rights to dispute resolution, union representation and collective bargaining – they have shown that workers standing together can take on the biggest companies in the world.”
Amazon Flex drivers in NSW are part of a world first. d el i ve r y m a g a z ine . c o m . a u
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RIDING SHOTGUN
Dual Cab IVECO Daily 70C.
REVOLUTIONARY
ROAD
VSA Roads has recently sought a new solution for its road support vehicles and IVECO has delivered it with the Dual Cab IVECO Daily 70C.
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shift from traditional utility-based service and pilot vehicles to Dual Cab IVECO cab chassis models, is yielding dividends for VSA Roads. While larger tipper and dogs, and specialist road resurfacing equipment are the cornerstone of any road building effort, the support vehicles also play a vital role. VSA is an amalgamation of five independent brands, that work together to provide quarried and bituminous products along with associated paving and surfacing services. Technician and driver, Shaun Hennessy, works for Inroads – one of the five companies that falls under the VSA Roads banner – and one of his responsibilities is to keep the spray sealing service crews up and running. “On a conventional crew, you’ll normally 70
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have four or five tippers working on a project, if one has a breakdown you can keep the work going using the others, but often there’s only two sprayers on a job, so if there’s a problem everything can slow down or come to a stop,” he says. “On the OB-Vario crew, the bitumen sprayer and aggregate spreader are combined within a single machine, so if that has any issues it can also stop the crew.” Shaun’s support vehicle – which he took delivery of in late 2021 – is one of three new Daily models that have joined VSA Roads’ fleet; the other two trucks have been put to work as pilot vehicles with Inroads and sister company, Primal Surfacing. As a support vehicle, the Daily 70C is fitted with a Hidrive service body and carries all the spare parts, tools and equipment that may be needed in the
field, the total weight of which was just too heavy to be carried in a standard utility vehicle. “I’d been using a single cab 4x4 cab chassis utility with a Hidrive service body but the vehicle itself didn’t provide the payload to safely and legally carry everything we needed – even with an aftermarket GVM upgrade it still wasn’t enough, which led us to consider a truck-based cab chassis,” says Shaun. “With a 7.0t GVM, we get the payload we need for all our gear plus comfortable seating for a work crew. The comfort of the Daily has been a real surprise, it’s more comfortable than any vehicle I’ve had previously and you get out of it after travelling 500 to 600 kilometres and still feel fresh.” Inroads services large contracts in Victoria, South Australia and into Southern NSW.
All three trucks feature a Euro 6-rated 3.0 litre, turbodiesel engine producing 155kW and 470Nm, which are coupled to IVECO’s 8-speed full automatic transmission. “The Daily is absolutely great to drive, the engine is responsive and the gear changes are seamless, you can hardly notice them,” Shaun said. “The truck handles the weight so well and travelling at the legal highway speeds of 100 and 110 kilometres per hour is easy. We’re also impressed with the Daily’s long-list of safety features, it’s reassuring to have these particularly considering how long we spend on the road.” Having the option of a push button rear differential lock on the 4x2 Daily provides extra confidence in conditions where traction might be lost. Service body specialist, Hidrive Group builds the unique modular lightweight bodies. The bodies’ engineered aluminium fuselage with polymer co-bonded panels help to keep the vehicle tare weight down. Hidrive service bodies are chassismounted, using the company’s own engineered and integrated torsion
Inroads Technician, Shaun Hennessy.
sub-frame and flexible chassis mounts. This unique combination ensures that any torsion from the cab chassis is not relayed into the service body. Hidrive spokesperson, Tim Grace, said there was increased interest in Dailybased models from his clients. “Our bodies can be fitted to a wide range of trucks and utilities, but we’ve
noticed that there’s been a growing enquiry for Hidrive service bodies for the Daily,” Tim says. “The Daily is a nice truck, they’re very comfortable and from a manufacturing perspective, we’ve engineered our product so that it is easy for us to deliver the service body configuration that the customer wants without any trouble.”
A spray sealing crew is attended to by Inroads. d el i ve r y m a g a z ine . c o m . a u
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ON SITE
DUAL BENEFITS
Isuzu has introduced its new N Series of light trucks which incorporates the next generation of safety features.
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suzu has been the number one Light Duty truck in this country for an unbroken 32 years, and in early 2022 the company celebrated the delivery of its 250,000th truck into the Australian market since it commenced local operations 50 years ago. The release of the latest N Series underlines Isuzu’s determination to remain Number One with the integration of a very smart suite of the latest safety systems bundled under the handle of the Advanced Driver Assistance System (ADAS)
Hitachi stereo camera mounted to dash top. 72
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which delivers the dual benefits of safety and confidence. The strategy of proposing a Light Duty forward control truck as an alternative to a “ute” is becoming increasingly attractive as the technology and engineering input (some of it local) leads to a more car-like operational environment for the driver and any passengers. There is a void following the cessation of production of sedan-based utes which Isuzu trucks are poised to fill, especially in the sub-4,500kg GVM passenger vehicle licence category, where transport is not always at the core of the business such as tradespeople. When it comes to the types of loads which can’t be handled by a traditional
ute, alternative vehicles such as the Isuzu N Series have the advantage of a robust chassis and dual rear wheels and if towing is required, the factory tow bars are exceptionally well engineered to handle the load. This is definitely a situation of having cake and eating it too, with the improved safety result of removing seriously overloaded utes off the road. The success of Isuzu trucks has been, to a large degree, due to its dynamic responses to customer requirements and the new N Series is certainly moving forward with additional technology features coupled with some clever marketing initiatives. The total cost of ownership equation is further strengthened with introduction of the most robust factory warranty offering in the Australian truck light truck market. All Isuzu N Series 4x2 cab chassis trucks are now backed by a market-leading factory warranty of six years (or 250,000 kilometres) plus
Isuzu N Series 4x2 cab chassis truck in St Kilda.
six years of Isuzu’s 24-hour roadside assist. Run out of fuel, get a flat tyre or lock the keys inside, Isuzu will come to the rescue. Across the increasingly popular pre-built Isuzu Ready-to-Work range, all 4x2 models are also covered with the same six-year (or 250,000 km) factory warranty for the cab-chassis components and a comprehensive three-year warranty on the prebuilt bodies. At the core of the Isuzu ADAS is the Hitachi stereo camera which is similar to those fitted to Subaru and Isuzu D-Max vehicles. The dual optical sensor camera system has been employed rather than the single camera and radar combination more commonly seen on medium and heavy trucks. This delivers several advantages in that the camera unit is mounted in a binnacle on top of the dash rather that at the upper level of the windscreen which provides a better field of vision particularly for low three-dimensional objects including children. The ADAS incorporates such systems as Forward Collision Warning,
Advanced Emergency Braking, Distance Warning System which has four settings determined by the driver, and Lane Departure Warning which has two settings. As we negotiate the streets of Melbourne on a test drive, any input from the ADAS is subtle. This is due to the LDWS being effective above 60 km/h and the warning is just annoying enough to ensure the driver takes corrective action. An innovation which will be new to many drivers is Isuzu’s Traffic Movement Warning system which monitors stationary vehicles in front of the truck, and if the vehicle immediately ahead moves away more than a set distance without the truck itself moving, a warning will be activated in case the driver is distracted. Another feature similar to ones found in modern passenger vehicles are the automatic headlights which operate in two stages: dusk switching on front and rear parking lamps, and darkness activating the head and tail lights. To prevent draining the battery all lights are extinguished
automatically by removing the key. The extensive model lineup includes standard and wide cabs, as well a crew cabs. There is also a motorhome spec where the cab does not tilt, with access to the mechanicals via a floor hatch. Power options start with a 3.0 litre 110kW engine, through to a 5.2 litre rated at 114kW or 140kW. In addition to manual gearboxes Isuzu provides options for automated manual transmissions (AMT) including the unique AMT with a torque convertor which moves closer to carbased operation thanks to its ‘park’ position for the transmission selector. The AMT’s have been tweaked to deliver an improved smoothness, most noticeable when the engine is blipped automatically when the transmission is down shifting to better match engine and road speeds. The latest Isuzu N Series addresses many of the issues which may have daunted potential buyers who didn’t want to drive a “truck” and have stuck with traditional “utility-style” vehicles. d el i ve r y m a g a z ine . c o m . a u
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HOME RUN
IN THE ZONE Delivery loads up a new Isuzu D-Max SX Automatic close to its 5,500kg Gross Combination Mass limit to test out the credentials of the all-new 1.9-litre diesel engine.
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t’s reasonable to presume that prospective buyers of the latest Isuzu D-Max SX two-wheeldrive one-tonne trayback ute may question the ability of the all-new 1.9-litre diesel engine to really cut the mustard when the vehicle is loaded to its maximum GCM. So we decided to find out for ourselves, borrowing a tandem axle flat-bed trailer from a distant relation before heading around the corner to freight forwarder Logichaul where a onetonne pallet of concrete blocks is forked onto the substantial aluminium tray with a generous length of 2,550mm. It’s worth pointing out that the sturdy tie rails on the tray sides prove amply strong as anchor points for the load rated ratchet straps securing the load. Two more one-tonne pallets are carefully positioned on the trailer, which has a tare
The D-Max is equipped with a strong 3,000kg rated towbar.. 74
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weight of 500kg and an aggregate trailer mass (ATM) limit of 2,800kg. Whether loading a triple roadtrain or a small combination such as this, it’s crucial that the load is precisely positioned to ensure axles aren’t overloaded. The beauty of a single cab ute such as the D-Max SX is that a heavy load placed against the headboard throws a decent amount of weight onto the front wheels, thus ensuring the rear axle is not overloaded. This is especially important when also towing a heavy trailer as the necessary towball weight exerted by the trailer to ensure safe and predictable towing adds to the ute’s rear axle loading. The D-Max SX is well endowed for heavy-duty load carrying duties, having a beefy truck-like high tensile steel ladder chassis along with substantial
suspension including independent with a 1,450kg rating at the front and rear leaf springs that provide for a hefty rear axle capacity of 1,910kg. Steel 17-inch rims shod with light truck tyres each rated to carry 1,030kg complete the formidable load carrying package. Our test D-Max is equipped with a heavy-duty 3,000kg rated towbar and electric brake controller, but due to the 5,500kg GCM, 2,500kg is realistically the maximum trailer weight that can be towed when the ute is also fully loaded. A trip to the weighbridge measures the ute at 2,990kg while the trailer weighs in at 2,460kg, meaning the combination is 50kg under its GCM limit. So how does it perform when hauling a payload of three tonnes? In short, relatively well. But as you would
The D-Max SX meets Euro 5 standard without need for AdBlue.
expect, acceleration is best described as leisurely. Our test involves motorway running between Brisbane and the Gold Coast as well as some metropolitan stop/ start driving. After adjusting the trailer brakeforce using the in-cab controller, we manage to achieve ideal brake balance which makes stopping the rig a very surefooted exercise. Such is the build integrity of the D-Max that it really feels at home hauling this substantial weight. At 100km/h on the motorway it pulls along cleanly and comfortably in top gear with the tacho reading 1,600rpm. We find it best to keep the automatic transmission in manual mode to stop it from ‘hunting’ unnecessarily between sixth and fifth gears on minor grades. Isuzu Ute Australia (IUA) also recommends not using cruise control when towing heavy loads so as not to put undue strain on the vehicle when climbing hills. Anticipating the grade and manually shifting down early gives the best results and the engine is happy to wind out to 3,000rpm or more on the steeper grades where maximum punch is required to maintain momentum.
After testing the new 1.9L RZ4E-TC under these high load conditions, we would describe it as a chip off the old block with similar competencies as those displayed by its 3.0L 4JJ3-TCX big brother. For example, with 110kW of power available at 3,600rpm and 350Nm of peak torque produced between 1,800 and 2,600rpm, the RZ4E-TC generates 85.7 per cent of its maximum torque from 1,550rpm right through to 3,700rpm. The result is a linear delivery of torque across the entire rev range and strong midrange response, both of which aid in drivability and performance, particularly when hauling heavy loads such as this. With bore and stroke dimensions of 80mm x 94.4mm, the engine incorporates a cast iron upper block with an aluminium crankcase and a special patented aluminium alloy cylinder head with twin overhead camshafts and 16 valves. Each cylinder bore is treated and strengthened using Isuzu’s inductionhardened melt-in liner process which the company claims significantly improves strength and reduces friction for longevity and efficiency, without the need for separate heavy steel cylinder liners.
The latest DENSO HP5S fuel pump – the same unit used on the 4JJ3-TCX engine – pressurises the fuel to over 250MPa, before it is atomised and precisely direct injected by the Gen-4 eight-hole injectors. An electronically-controlled Variable Geometry Turbocharger controls boost pressure, maximises efficiency and reduces turbo lag, with the pressurised intake air fed through a highmounted aluminium air-to-air intercooler to optimise air density. Mounted to the back of the turbo is Isuzu’s tried and proven Diesel Particulate Diffuser (DPD) which is claimed to be maintenance-free. It enables the engine to meet Euro 5 emissions protocols without the need for AdBlue. Our test unit certainly lives up to its maker’s claims of fuel frugality, returning 25mpg (11.3 litres/100km) over a test loop of around 300km fully loaded the whole trip. After putting it through its paces hauling a three-tonne payload in typical urban driving conditions, our conclusion is that Isuzu’s new 1.9-litre turbo diesel definitely punches above its weight while still returning amazing fuel economy. d el i ve r y m a g a z ine . c o m . a u
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INSIGHT | VICTORIAN TRANSPORT ASSOCIATION INSTITUTE
My career of choice
TREVOR DICKSON
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n 1976 I left school and went to work for a small workshop, in Surrey Hills (Melbourne), that also had a parts department looking after OE parts for Holden, Ford and Chrysler cars as well as Bedford Trucks. And thus started my career in the truck industry, albeit in a very small way. Now I should point out that, like so many people who end up in the parts business, I had no idea what a Parts Interpreter even was, let alone having aspirations to make it my career. However, I loved the work. It was interesting, challenging and offered huge job satisfaction on a daily basis. Of course, working for a small organisation did not offer much in the way of advancement opportunities so I moved to working for Australia’s biggest heavy truck manufacturer, Kenworth, mostly because a few of my mates worked there. And that is when my fortunes really changed. While I had previously only been dipping my toe in the water of the trucking world, I was finally playing for real. And, even better, there were real opportunities. In only a few years I was working with sales, suppliers, and engineers on projects like introducing new models, planning new lines, and I was still only in my late twenties. Mind you, back then the company was nowhere as big as it is today so even the cleaner probably had something to do with new product. Nevertheless, I was involved. Over time, I eventually found my way
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into field representative positions where I was dealing directly with dealers and end users. This was a truly steep learning curve but the support I gained from everyone I dealt with was humbling. You often hear the term ‘salt of the earth’ and that is never truer than dealing with people in road transport. Even customers were more than ready to take me under their wings and show me what they were up to so I could better support their needs. They would think nothing of taking time out from their unbelievably busy days to show me around their operations, explaining along the way what they had done, and how they had gotten to their individual levels of success. And the opportunities kept coming. I have started complete, new departments, led major projects and even been involved in introducing new legislation. I have had an amazing career. Now you might think this article is all about me, and some folk who know me would not be surprised at that. However, the real point is that my story is far from unique. If you look at the careers available in road transport and what people have achieved, often at quite young ages, this is an industry that offers opportunities like few others. But here is the truly sad part. I often interview graduates looking to join our graduate programs and one of the questions I ask is why they wanted to join the transport industry. So often the answer is either “because we have no car industry anymore”, or sometimes, “I was told by my lecturer that you guys have a really good graduate program”. It seems that we are a world’s best kept secret. Instead of being a career of choice, we are hidden in the background and found almost by luck. At the same time, I look at the opportunities my employer has given young engineers. Where else would
a young person, only a few years out of university get the opportunity to lead a new model introduction? And does any other industry have a mentoring program for ‘future leaders’ as one of our competitors offers? And what about technology. How many industries have world leading programs like PBS? I am sure the sought-after positions in the car industry did not offer that kind of innovation. Let’s not forget that trucks are like big Meccano® sets, frequently being upgraded as the task or legislation evolves. The everchanging dynamics of road transport mean that there is always a chance to do something new. This includes retrofit programs to upgrade existing vehicles to the latest safety technology. Keeping the fleet up to date is as much a part of innovation as building new trucks and trailers. Don’t think I am only referring to the obvious jobs, like mechanics, drivers, engineers, and sales people. The road transport industry is one of Australia’s biggest employers and amongst its members are some of Australia’s biggest companies. Even the smaller ones can be multimillion dollar companies with huge assets on the books. This means fantastic opportunities for accountants, human resources, marketing, OHS, IT and other ‘back office’ professionals. Road transport companies are led by incredibly dynamic and passionate people who have grown their businesses to incredible levels by providing great service and innovative solutions and offer real opportunities to the best and brightest in ways that few other industries can. All we need to do is get the word out. Having said all this, I will admit that, in the rural zone, truck companies do already stand out. It is mostly in the big smoke that we tend to get ‘lost’ in the general noise. In that environment,
ARTSA-I LIFE MEMBERS
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young professionals are unlikely to thinking of jobs in transport. They have their eyes on ‘more glamorous’ roles in more ‘mainstream’ industries, never realising what they are missing out on. I don’t know how we do it, but it is about time we made more noise. With the growth projected for goods to be transported, and the fact that you can’t offshore transport to a low-cost country, we should be a prime choice. Come on guys, what about it? Let’s hit the career expos, get right into the ears of career advisors and keep pushing the TAFEs to offer truck specific courses (especially Parts Interpreters – closest to my heart). And what about an alternate fuel truck project or trailer aerodynamics, instead
of Formula SAE or building rockets? After all trucks are not just big scary road hogs. They are actually pretty cool. And, finally, back to me. In 2018, at the Australian Trucking Associations Technology and Maintenance Conference, the keynote speaker was Matt Hall, RAAF flying ace and genuine Top Gun. He walked us through his amazing career flying jets for the RAAF and also on loan to the USAF during Desert Storm. Eventually he moved on to civilian life with the Red Bull series winning the world championship. What an incredible achievement. He said he had the best job in the world. During his talk he encouraged us not to settle for
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ordinary and, while I could see where he was coming from, he did have a pretty unique career, I also felt a little offended. I loved my job, still do, and even now, in my early 60s, I cannot even imagine retirement. And why would I? Every working day, I get to work in an incredible ‘family’ and still have opportunities to achieve and make my mark. I can’t even remember the last time I was bored. And on that last point, I know I am not alone. It is time to share. We offer the ‘Career of Choice!’
Trevor Dickson, ARTSA Life Member
Road transport now offers massive opportunities to back office professionals. p r i m e m ove r m a g . c o m . a u
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NATIONAL HEAVY VEHICLE REGULATOR | INSIGHT
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SAL PETROCCITTO
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t the NHVR, we are always looking at ways we can partner with industry to improve driver safety and ultimately enhance the safety of Australian roads for all road users. One of our updated safety initiatives is the NHVR’s Guidelines for Preparing and Registering Industry Codes of Practice, which can be accessed via the NHVR website. The guidelines are designed to make it easier for industry groups to develop a specific Code by providing more resources to assist in coordinating, compiling and drafting the information as part of the approval process. We’ve also simplified the risk management criteria to ensure it focuses only on the key information required to meets the needs of operators and supply chain businesses. Importantly, the new process has a much greater focus on a working partnership between industry and the NHVR. Through this partnership, industry representatives will bring industry knowledge and experience to the table, ensuring that there is broad consultation and input. While the NHVR will facilitate working groups and progress reporting and will undertake most of the drafting work. This new working partnership will produce Codes of Practice that comply with the guidelines and help industry manage safety in practical ways.
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New guidelines to enhance road safety for our industry Codes of Practice can be useful tools in assisting the various sectors of the heavy vehicle industry to meet their Chain of Responsibility provisions and ensure the safety of their transport activities. They do this by providing information about the risks associated with heavy vehicle transport and providing recommendations for a range of measures that can be implemented to eliminate or minimise those risks. The Guidelines were first introduced in 2017 and led to the development of the Master Code in 2018. The Master Code was jointly developed by the Australian Logistics Council and Australian Trucking Association and approved by the NHVR for all individuals and businesses involved in the heavy vehicle industry. It addressed the risks associated with four core responsibilities of CoR, including speed compliance, fatigue management, vehicle standards and mass dimension and loading. It was a great example of collaboration between the industry, industry representatives and the NHVR and is still a very important document despite the changes in technology and systems over the past four years. Almost five years on from the release of the first Guidelines, the latest version will continue to support industries to progress their own Codes of Practice, that address the full range of risks specific to their particular task. And
I’m pleased to say that there are several industry groups collaborating with the NHVR to transition their draft codes to comply with the new guidelines. These industries range from cranes or forestry, to waste and recycling or moving grapes for the wine industry. Importantly the revised guidelines allow the NHVR and industry representatives to contribute according to their capabilities. And while safety is the primary task of a Code of Practice, it can be so much more. Based on practical industry experience and knowledge, a registered code of practice should also improve efficiency and enable businesses that work together to develop compatible systems and procedures. It again demonstrates that a safe heavy vehicle industry is a productive heavy vehicle industry. For more information on Registered Industry Codes of Practice or to view the Master Code visit www.nhvr.gov.au/ codes-of-practice
Sal Petroccitto CEO, NHVR
FLEET AND TRUCK IMAGE ADVERTISE IN OUR JUNE 2022 PRODUCT SHOWCASE ON BRANDING, BELLS & WHISTLES. Branding around a business, according to marketing principles, should be unique, simple and consistent. Transport companies, trucks and the trailers they haul, are often rolling billboards in which to associate a company identity with a product. Adopting a distinct uniform approach to a business or fleet conveys an awareness that brand vision aligns with competency, customer service and growth. Polished extrusions, chrome stacks, robust bullbars, livery designs, windshield guards, tanks, wraps, lights, alloy rims, sun visors, stainless air cleaners, stylish interiors and shiny paint finishes all complete the picture of a healthy, safe and well run business at the top of its game. Prime Mover offers a unique opportunity to showcase the products and businesses who help make heavy vehicle operators iconic. First impressions do count. How does your business help commercial vehicle operators fly the flag on the highway?
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21 APRIL 2022
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April 2022
Australia Post Edge of Tomorrow
APRIL 2022 $11.00
ISSN 1838-2320
9 771838 232000
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Industry Fleet: National Transport & Distribution Feature: Les Walkden Enterprises Showcase: Electronic Work Diaries Personality: Roger Alm
Innovation Fleet: Welding Solutions Technology: Martins Stock Haulage Delivery: VSA Roads Home Run: Isuzu D-Max SX
T H E P E O P L E & P R O D U C T S T H AT M A K E T R A N S P O RT M OV E AUSTRALIA’S GUIDE TO UTES, VANS, LIGHT TRUCKS & PEOPLE MOVERS
Delivery Magazine inside: Pages 65-75.
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INSIGHT | TRUCK VICTORIAN INDUSTRY TRANSPORT COUNCIL ASSOCIATION
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Don’t miss out on a new truck at a great price
TONY MCMULLAN PETER ANDERSON
I
n this column last month, I spoke about supply chain issues as they pertained to AdBlue/Diesel Exhaust Fluid stocks at the end of 2021 and how, in that instance while supply was tight, shortages were mainly due to a degree of panic buying driven by misinformation, or attention seeking media headlines, by some organisations. I detailed that Supply, Demand and Logistics are the three main elements in every supply chain and if any one of these is disrupted the result is most likely widespread disturbance along the whole supply chain. Further, over the past two years, Australians have witnessed these three elements individually, or collectively, impact various supply chains at differing times and to differing degrees. In the heavy vehicle industry, some of these disruptions have been quite acute. Probably none more so than the well published global computer chip shortage. The scarcity of microprocessor semi-conductors has seen light and heavy vehicle original equipment manufacturers (OEMs) literally wrestling for supply of these precious electronic components, against manufactures of phones, PCs, gaming consoles, even white goods, as many fridges, washing machines, etc, use computer processors to control their functionality these days. A single truck can use as many as 150 of these chips, controlling everything from the engine, brakes, heating and
80
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air conditioning — even the electric windows. In this case the problem is the shortage of supply of these components, primarily due to China reducing production capacity due to the initial downturn in demand from the auto industry when COVID first hit in early 2020. Due to the supply chain inertia and the lower demand for vehicles in the first half of 2020, the shortage did not materialise and effect vehicle delivery times, until later that year, just as the original COVID restrictions started to ease and customers started shopping for new cars and trucks. For various reasons, suppliers in China did not ramp up production of micro-processors as the demand from global auto makers increased. Still today, as we approach the mid point of 2022, supplies of these components remain at historically low levels. Hence the wait for a new trucks and cars, continues. The auto industry had predicted that sufficient supplies would have been re-established by now, however latest forecasts indicate that the chip shortage will be with us for most of this year. While the micro-processor semiconductor shortage is affecting the supply of many new trucks, there are other global material and equipment shortages that continue to slow other parts of a trucks build process. Many body builders are dealing with shortages that they have never experienced previously. These material and equipment supply shortages are delaying the building of bodies and fit-outs, necessary to meet customer requirements and make the truck fit for use in its intended application. Some builds that would take a matter of weeks pre COVID, are now taking months to complete. Truck Industry Council (TIC) members are very conscious of these delays, both
with the original truck’s manufacture, but also in the secondary, local, stage of manufacturing required to complete the truck for their customers needs. Truck and major system OEMs, continue to work with their suppliers and overseas parent organisations to sure-up stocks for the Australian market and they are working with local suppliers to ensure that the operations required to complete the truck are tackled in a timely manner. However, there will inevitably be some ongoing delays with new truck deliveries for some time yet. At the same time, TIC acknowledges the effectiveness of the current Federal Government COVID incentive package and the positive effect those measures are having on our nation’s economic recovery and specifically, in the road transport sector, solid new truck sales renewing Australia’s old truck fleet. These incentives are due to end in June 2023, which is unfortunate given the current supply chain issues currently besetting new heavy vehicle purchases. TIC calls upon whichever government wins the 2022 federal election, to extend delivery timelines, beyond the middle of next year, so as to further reduce the age of our nation’s truck fleet. Thus increasing the number of trucks on our roads with the latest safety and emission technologies. An outcome that will benefit all Australians. For those individuals and organisations who are considering purchasing a new truck, I strongly suggest that you place your order sooner, rather than later. As you may have a bit of a wait for your shiny new machine and you don’t want to miss out on claiming your share of the government’s financial incentives, should they not be extended.
Tony McMullan CEO, Truck Industry Council
VICTORIAN TRANSPORT ASSOCIATION | INSIGHT
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VTA empty container relief plea
PETER ANDERSON
W
harf carriers servicing ports around Australia are no strangers to exorbitant fees and charges that have been creeping into their cost structures for years. Rising infrastructure charges by the stevedores and storage fees for empty containers by the shipping companies have been eroding already small margins, with the operator left to wear the costs or pass them through the supply chain. The latest such fee impacting at the wharf are demurrage charges imposed by shipping yards on transport companies for not returning empty containers to their designated location within ten days of collection. While not new, this charge – starting from approximately $250 a day and increasing depending upon the type of container – has been exacerbated by close contact labour shortages and other COVID restrictions that have prevented wharf carriers from returning empty boxes within ten days. The VTA issued a plea for the shipping lines that impose these costs to extend the period for empties being returned so that wharf carriers can start to clear the backlog as drivers return to work. In a letter last month to freight Transport Assistant Minister Scott Buchholz, we outlined the impact this issue is having on wharf carriers, and of the likelihood that consumers will ultimately pay for the additional costs in the form of higher prices.
At a state level, we are an active member of the newly formed Container Storage (CS) Working Group to advise the Victorian Government on how container storage pressures on wharf carriers can be alleviated. The financial impacts are stark: over four weeks it is estimated nearly $500,000 per day will be taken out of the port supply chain through empty container return penalties. This will continue until the backlog and blockages are overcome, underscoring the importance of our request that shipping lines show leniency and extend the transport window for empty containers. While the VTA represents only a small percentage of wharf carriers throughout Australia, our members are some of the country’s biggest container transport companies. This membership has been discussing the issue of demurrage charges for the return of empty containers at some length. The system of returning empty containers to their respective shipping companies’ empty yard in Melbourne has become more difficult since the shipping lines decided other lines’ containers could not be accepted. Systems that once worked with a great deal of effort are now becoming blocked and slowed as containers cannot be delivered to customers, and transport yards overflow with full and empty containers. Operators and their customers are trying to work their way through the backlog and restrictions. But they need some assistance. The VTA requested the Minister’s office investigate this issue with the intention to address the shipping lines if the above claims are proven to be correct, and that shipping lines extend their empty
container return period from ten to 20 days for the next two months only. By providing this concession wharf carriers will be able invest in additional resources to overcome the problem. This sector of the port supply chain is suffering under the current empty container return parameters, cannot negotiate with the shipping lines and needs assistance from another party that can exert common sense influence. The consequence of these additional costs is inevitably higher consumer prices. Wharf carriers cannot be expected to wear such crippling and unsustainable penalties and will be forced to pass them through the supply chain to avoid exposing themselves to potentially disastrous financial pressure. Of course, this could all be avoided if the shipping lines simply extend the ten-day window for empties being returned, and there is every chance the issue is resolved as this column goes to print. During the pandemic, shipping lines, stevedores and road and rail freight operators have generally worked remarkably well together to navigate the enormous supply chain pressures that have emerged. It is encouraging peak maritime groups recognised this latest challenge, with Ports Australia suggesting “shipping lines sit down with the businesses calling for this respite to work through their problems.”As an industry group we certainly concur with the need for conversations between shipping lines and wharf carriers to resolve problems.
Peter Anderson CEO, VTA p r i m e m ove r m a g . c o m . a u
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PETER SHIELDS’ NUMBER CRUNCH
Face Values will bring with it the traditional trading of bids from the main players to identify and champion various infrastructure projects, all of which will require additional road transport services during their construction. Of note in the February results is that this is quite possibly the last time we see the International brand name (for a while, anyway) as the final units mouldering in dealerships have been snapped up. Also, the modest debut appearance of SEA Electric in the monthly results. Not so much a changing of the guard, but an indication of things to come.
The opening months of 2022 brought with them plenty of promise of the global and local economies, at the very least, beginning to ‘normalise’ as the devastation wrought to populations and economies by COVID-19 finally seemed to bottom out. Gross Domestic Product (GDP) increased 3.4 per cent in the December quarter of 2021 compared to the September quarter of 2021. At the end of 2021, the Australian economy was 3.4 per cent bigger than it was before the start of the pandemic (December quarter 2019). Then Vladimir Putin did what the rest of the world had been expecting for months and invaded Ukraine. The West countered with ‘sanctions’ before the Russian rouble lost 30 per cent of its value in one day, causing markets for most things, other than gold and oil, to take a dip. In Australia, the east coast was awash with water creating one in 1,000 year floods of almost biblical proportions. Consumer confidence went down 2.6 points during the first couple of months of 2022, mainly in response to the impact of the flooding and a rise in COVID-19 cases in Western Australia despite hard border closures. Australia’s greenhouse gas emissions were reported at 501.5 million tonnes in the 12 months to September 2021, which represented a reduction of 4 million tonnes achieved mainly by the switch to renewable electricity supplies. Emissions from road transport increased. During February, 2,596 new trucks were sold according to the statistics compiled by the Truck Industry Council. When combined with January this took the result so far this year to 4,523 units, 521 or 13.0 per cent more than for the same two months of 2021. The Light Duty sector posted a ‘steady’ result with 1,023 for February taking the YTD total to 1,791 units, 51 more than in 2021 (+2.9 per cent). Medium Duty sales were comparatively a little healthier than in January with 544 units (+10.1 per cent) and the YTD accrual of 965 units is 12.2 per cent up on the same opening months of 2021. The Heavy Duty sector continued on a similar course to that which it tracked in 2021, with 1,029 new units in February (+27.8 per cent) taking the YTD total to 1,767 units, an impressive 26.0 per cent increase. The Heavy Duty result is tempered by the Large Van sector with its result of 276 for February taking the YTD to 497 units, 268 less than at the end of last February (-35.0 per cent). Obviously there is significant demand for new trucks. The challenge for local OEMs is to be in a position to meet that demand with production interrupted both here and overseas by component and labour shortages There is the federal election looming, which 82
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Feb-22
YTD
Change
ISUZU
771
1393
14.7%
HINO
492
790
1.9%
FUSO
388
676
23.6%
KENWORTH
226
376
36.7%
VOLVO
167
276
31.4%
IVECO
91
171
18.8%
MERCEDES-BENZ
77
125
-49.2%
UD TRUCKS
58
116
39.8%
MACK
52
110
93.0%
SCANIA
53
99
-10.8%
FIAT
43
92
26.0%
DAF
40
66
43.5%
FREIGHTLINER
32
56
0.0%
WESTERN STAR
29
47
51.6%
MAN
26
45
25.0%
HYUNDAI
22
34
-5.6%
RENAULT
14
28
16.7%
VOLKSWAGEN
7
10
150.0%
DENNIS EAGLE
2
5
-54.5%
FORD
3
5
-66.7%
INTERNATIONAL
2
2
-75.0%
SEA ELECTRIC
1
1
CAB CHASSIS/PRIME
2596
4523
13.0%
M-B VANS
98
204
-11.7%
RENAULT VANS
90
111
184.6%
VOLKSWAGEN VANS
20
67
-51.1%
IVECO VANS
22
39
-27.8%
FORD VANS
24
39
-83.5%
FIAT VANS
22
37
-44.8%
VANS
276
497
-35.0%
TOTAL
2872
5020
5.3%
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