Prime Mover July 2020 by Prime Creative Media

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July 2020

PFD Food Supplies Cold Chisel

JULY 2020 $11.00

ISSN 1838-2320 06

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Industry Fleet: OFE Refrigerated Transport Spotlight: NTARC Report Feature: Orange Skip Bins Personality: Hamish Christie-Johnston

Innovation Fleet: Goldstar Transport Showcase: Isuzu NMR 60/45-150 Test Drive: Euro 6 DAF XF Final Mile: Jeep Gladiator

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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.

July 2020

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John Murphy | CEO

primemover mag.com.au

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.

JULY 2020 $11.00

ISSN 1838-2320 06

9 771838 232000

Industry Fleet: OFE Refrigerated Transport Spotlight: NTARC Report Feature: Orange Skip Bins Personality: Hamish Johnston-Christie

Innovation Fleet: Goldstar Transport Showcase: Isuzu NMR 60/45-150 Test Drive: Euro 6 DAF XF Final Mile: Jeep Gladiator

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 O V E

ceo John Murphy john.murphy@primecreative.com.au editor William Craske william.craske@primecreative.com.au

Luke Applebee | Managing Editor, Transport Group

Luke has a background in copywriting and content marketing, working with a range of businesses from solar and engineering to freight forwarding and 3PL. With a special focus on digital marketing and content creation, Luke has a strong strategic edge and can draw on years of experience in social media campaign management.

managing editor, transport group

Luke Applebee luke.applebee@primecreative.com.au

senior feature Peter Shields writer peter.shields@primecreative.com.au

business Ash Blachford

development ash.blachford@primecreative.com.au manager 0403 485 140

art director Blake Storey blake.storey@primecreative.com.au 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.

design production manager

Michelle Weston michelle.weston@primecreative.com.au

client success manager

Justine Nardone justine.nardone@primecreative.com.au

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.

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

Kerry Pert, Madeline McCarty

journalist Paul Matthei paul.matthei@primecreative.com.au

Peter Shields | Senior Feature Writer

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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.

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 July 2020

COVER STORY â&#x20AC;&#x153;Critical for us in any national business partner is the ability to service our needs across all our branches.â&#x20AC;?

SKIPPING ALONG

Prime Feature Stories FLEET FOCUS

24 Cold Chisel PFD Food Services runs a national network of integrated depots using a huge fleet of light commercial vehicles to distribute cold, ambient and dry goods to essential services across the country. Isuzu, as far back as the mid-1980s, has been one of its key partners.

for Australian businesses entering the recovery phase of the COVID-19 pandemic.

50 Year of Living Dangerously The Major Accident Investigation Report produced by the National Truck Accident Research Centre is widely regarded as an accurate barometer of safety trends in road transport.

30 Be Cool

Regular Run

An innovative cold chain business continues to invest in new DAF commercial vehicles whose recent advances in safety and powertrain technology have prompted further gains across its Melbourne operations.

08 From the Editor

34 Western Front Taking triple roadtrains to the outer reaches of the remote northwest of Western Australia is demanding work that calls for grunt and operator comfort. To get the job done, Goldstar Transport depends on its fleet of Freightliner Coronados. TRUCK & TECH

46 Capital Gains Operational efficiency and genuine bang for buck are now, more than ever, the core procurement considerations

10 Prime Mover News 54 Test Drive 58 Final Mile 60 Personality 62 Prime Movers & Shakers 64 Australian Road Transport Suppliers’ Association 67 Australian Logistics Council 68 Trucking Industry Council 69 Victorian Transport Association 70 Peter Shields’ Number Crunch

FROM THE EDITOR

Building Bridges

William Craske Editor Our leap year on the Gregorian calendar, has been one, as they say, for the books. MMXX, per its Roman attributive, started well. In January the interplanetary probe, New Horizons, gathered in depth data as it navigated Arrokoth, a transNeptunian object located in the Kuiper belt, the most distant body ever explored by spacecraft. Things looked promising. But before the year had even started, the beleaguered World Health Organization, saw it fit to ordain 2020 as the year of the nurse and midwife. It foreshadowed a greater, now explicit appreciation of essential workers and the qualitative impact they have on the lives of others — to invoke a memorable movie about state surveillance, lockdowns and how

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governments that fear its citizens are disloyal, incite them to be. The Lives of Others, of course, ends on a historical note. The Berlin Wall comes down and East and West are eventually unified. Freedom supposedly overcomes tyranny. While political unrest and social upheaval is not forever, supply chains need to be. Given the unique topography of the Korean peninsula, it was Chinese General Peng Dehuai, in anticipation of escalating conflict with UN Forces who dubbed the war there a “battle of supply.” So it proved to be. In December 1950, he had at most 300 trucks to ferry supplies to some 300,000 soldiers. Those trucks, carrying food and ammunition, had to travel in the dark with their lights off, limited to 30 miles at night. During the US bombing assault to combat the Third Campaign launched by the Chinese on New Year’s Eve, truck driver casualties were higher than that of its troops. It puts the notion of last mile delivery in a whole new perspective. Over four centuries the Roman Empire existed in a period of near-equanimity, as it developed and dispersed among millions of people sophisticated building techniques. Through its use of cement and arches, screw presses and pumps, Roman factories produced bulk supplies of everything from arms and armor to dyes, woolen, cloth, glass and furniture. These Diocletian factories were able to mass produce essential goods with an advanced transport network drawing upon considerable resources including auxiliary

logistics from its grain merchants. This network held up in times of war, famine and drought. Throw in bushfires and plague and we’re back, to the future. Indeed the crucial role of supply chains has been near impossible to ignore in 2020. There’s nothing like the threat of a humanitarian crisis to bring people a little closer together and it’s often trucks that make the heavy lifting under these pressure cooker conditions possible. One glaring challenge awaits industry once the road network returns to its former burdened self: access. Slower transit times mean delays and rising costs for companies never more in demand and at the mercy of the thinnest economic margins. Politics is supposedly found downstream of culture. Supposing that’s the case, then where does one go to find better infrastructure? The bridges that need building are not, unlike last mile symbolism, just figurative. As workers return to workplaces in the following months, overcrowded public transport, will likely lose its appeal to the comfort and social distance safety of cars. That will mean more congestion for our trucks. While the Westgate Tunnel in Melbourne is no nearer to completion after three years of construction, its staggering to consider the entire American transcontinental railway was halfway complete in the same amount of time. If you thought 2020 was dragging, Arrokoth, has an orbital period of about 298 years. Maybe in its next calendar year we might have finished a few more projects by then.

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PRIME NEWS

> Followmont Transport showcases new vehicles from Volvo Group A noteworthy delivery of several heavy duty commercial vehicles has signalled the intentions going forward of Brisbanebased freight specialist Followmont Transport. The company recently confirmed that it had introduced 12 new additions from Volvo Group Australia for which it has forged a strong commercial partnership over many years. It proudly displayed a range of new Volvo FH16s, Mack Granites and Tridents outside its depot in Eagle Farm where it has, despite the downward trending of the national economy, continued to deliver on major contracts for its customers. The 600 horsepower Volvos, of which Followmont has purchased five, and a pair of Mack Tridents have been designated for the company’s New South Wales linehaul division. Five new Mack Granites, what’s more, will go into operation on the company’s Brisbane and

NSW PUD fleet. Regardless of uncertainty brewing in the market, Followmont has honoured a company mandate to reinvest back into the business to give its customers and people the best and most efficient experience the company told Prime Mover. “Like many of our relationships with providers and customers, this partnership with Volvo Australia is a long standing one and spans over 30 years,” said Followmont Transport Managing Director and CEO Mark Tobin. “At Followmont we also pride ourselves on supporting Australian business through local manufacturing.” Established in 1984 with two trucks delivering magazines, the company has grown to 850 staff, over a 1000 vehicles and opened new locations across Queensland and, in more recent years, New South Wales. Through growth,

its network, people and fleet has also bloomed according to Tobin. “Through our growth my priority has always been to serve our customers in an efficient manner whilst also keeping our staff safe as well as the customers’ goods. This is why we use the most innovative safety systems and accessories including Mt Data Telematics and the latest Seeing Machines Fatigue intervention technology in our fleet,” he said. “Finally through such uncertain times I would like to thank our staff in every area for playing a crucial part in keeping up the delivery of essential goods and of course to our customers for trusting Followmont to continue the delivery of these essential goods through uncertain times. We have been fortunate enough for the business to keep going strong and that all comes back to the people.”

Followmont’s Mark Tobin (second from left). 10

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PRIME NEWS

> Ron Crouch Transport announces executive appointments, depots, Daimler acquisitions Significant development of new and existing facilities at Ron Crouch Transport have been augmented by serious investments in new truck technology the freight carrier has announced. The flurry of activity comes at a time of expansion for the company as it celebrates the opening of a new distribution centre in Brisbane and key executive appointments. In addition to announcing its Brisbane location, the company has upgraded its Sydney distribution centre and delivered investments in refreshing its fleet of commercial vehicles while making key executive appointments including a Chief Executive Officer and National 3PL Manager. Graham Bailey was named as CEO, a newly created position while earlier in the year Dale Bigham moved over from Chemcouriers to accept the role of National 3PL Manager. The Sydney facility, formerly a 2800 square metre site has been expanded into a purpose-built 12,500 square metre site where four new MercedesBenz Actros trucks will operate on linehaul duties. The recent MercedesBenz purchases brings the fleet of current generation Actros commercial vehicles to 12.

Geoff Crouch and Graham Bailey.

Meanwhile four new Fuso Fighters have been purchased for assigment in Melbourne. Executive Director Geoff Crouch said the Fuso trucks perfectly suited the company’s requirements. “We have a good relationship with the Daimler Trucks dealership network, which gives us an excellent level of support,” he said. According to Crouch, who stepped down as Chair of the

Australian Trucking Association last week after three years at the helm, the decision to acquire additional Actros vehicles was straightforward. “The trucks have certainly delivered the fuel economy improvements over the models they replaced in the fleet and they have all the latest safety equipment, which is paramount for us and our customers,” he said. All of the current purchases have been made on a maintenance contract with Daimler. Daimler Truck and Bus President and CEO, Daniel Whitehead, said it is an honour to support Geoff and the team at Ron Crouch Transport. “Geoff is a highly valued Daimler family customer and we are especially proud to provide his company with the safest and most efficient trucks available in Australia,” he said. “Daimler is in a unique position in that it can provide the safest and most cost-effective trucks across an unparalleled range of trucking applications.” As part of the personnel changes at Ron Crouch Transport, Former General Manager, Peter Braneley, has been promoted to the position of Chief Operating Officer.

THE ORIGINAL ENGINE OIL

> Hyzon Motors to launch in Australia New York-based Hyzon Motors, a spin-off of Horizon Fuel Cell Technologies, will establish a division of the company in Australia it has announced. The company, which was established in March, will set up technical support and project management capabilities in Australia serving both the Australian and New Zealand markets. Hyzon Motors confirmed it plans on assembling fuel cell trucks in Australia with its strategic partners by as early as 2022. “We are also considering the options for locating our first fuel cell commercial vehicle integration facility in Australia,” the company said in an online statement. “Green hydrogen investment plans for Australia are a lot more viable supplying into the local heavy vehicle market, as diesel displacement is a much higher value use for hydrogen than bulk export. “Governments and major corporations need to solidify plans to transition off diesel.” Earlier this week, the company said it had plans to manufacture thousands of heavy vehicle systems per year, scalable up to 10,000 units if demand increases. In April the company signed a Memorandum of Understanding with a

Hyzon’s proton exchange membrane fuel systems will be scaled to 370KW.

client under confidentiality for a preorder of 1,000 buses. The first 50 units are expected to be delivered within 12 months of the formal contract according to Hyzon Motors CEO George Gu. “We have seen incredible growth in Asia in recent years at Horizon, and now with the experience gained from hundreds of trucks in commercial service, we aim to bring our technology to the roads of the world,” he said. “Our Fuel Cell systems have already proven themselves, and we see an opportunity to help the world decarbonize transport much faster than people currently believe is possible.” Starting later this year, Hyzon vehicles will be available with the industry leading 370 kW (500 horsepower) Horizon fuel

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cell. The 500hp fuel cells will provide unparalleled performance for both short and long haul heavy trucks. Hyzon’s commercial vehicles are equipped with proton exchange membrane fuel cell systems that exceed 100 kW and are specifically designed for commercial vehicles. Builds, according to the company, will cater for light duty 6-tonne logistics commercial vehicles to 150-tonne roadtrains using between 40kW to 370KW on the heavy-duty applications. vehicles it produces will have the option of a Kinetic Energy Suspension System (KESS). The company is a spinoff from Horizon Fuel Cell Technologies, a Singaporebased start-up.

PRIME NEWS

>Kenworth unveils new T410SAR Commercial vehicle manufacturer, Kenworth Australia, has extended its product offering having announced the launch of the new T410SAR. Heavily influenced by customer and driver feedback, the new Kenworth T410SAR combines, per the manufacturer, the best attributes of both a cab-over and conventional truck. The features of the T410 have been taken and applied to this new model that offers the type of manoeuvrability and visibility associated with cab-over vehicles, a minimal overall length and the serviceability, ease of cab access and low-tare weight of a bonneted truck according to Kenworth. Its versatility is notable. The T410SAR can be ordered in rigid, single and multi-trailer combinations and is currently available in a 6x4 configuration. Kenworth confirmed in a statement that Car Carrier and 8x4 configurations will also be released later in 2020. Rated at up to 70 tonnes GCM, the T410SAR is ideal for local and interstate distribution and suitable for Performance-Based Standards and other heavy-duty applications. Designed with customer requirements in mind, the T410SAR has been conceived as the company’s latest durable embodiment of whole of life value. “Combining classic Kenworth styling with modern enhancements, the T410SAR complements the existing Kenworth product range and provides Australian and New Zealand customers with

additional solutions for their application needs,” said Brad May, Director Sales and Marketing, PACCAR Australia. “Of paramount importance in delivering new product is the need to maintain the exceptional performance, quality, durability and productivity for which Kenworth is renowned. Our extensive testing and validation process supports this, as does our own research and development, further enhancing product as innovations come to hand. “First released in 2016, the T410SAR is the latest evolution of the T610 platform with 2.1m wide cab. Further development of the platform has enabled us to refine and enhance many key elements in the T410SAR. “This development has allowed us to bring a product to market with all the Kenworth hallmarks and more,” said Noelle Parlier, Chief Engineer, PACCAR Australia. Offering better weight distribution with its set-forward front axle and classic Kenworth styling, the T410SAR delivers bigger payloads, a superior driver environment, improved fuel economy and a greater choice of options. According to Kenworth, the truck has been designed to provide for maximum payload under Australian regulations for 19m B-double, most 19m Quad Dog applications and car carrier specifications. The T410SAR also offers a shorter bumper-to-back-of-cab (BBC) length of 2,850mm. Powered by the PACCAR MX-13, the

Kenworth T410SAR tipper and dog. 14

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T410SAR is available in either 460 or 510 horsepower variants. As the 12v MX-13 no longer requires 24v-12v inverters, the electrical architecture has been simplified, making it, according to Kenworth, costeffective to service and maintain. The PACCAR 12-speed, first offered in the T410, or Eaton 18-speed automated transmissions are offered given their seamless integration with the PACCAR 12v MX-13 engine. Both automated transmissions are operated via a transmission stalk controller mounted on the right hand side of the steering column. With a torque capacity of 1850lbft and rated to 50 tonnes GCM, the 12-speed transmission is reportedly smoother. Like the PACCAR 12-speed transmission, the Eaton 18-speed UltraShift Plus transmission is available with a torque capacity of 1850lbft or 2050lbft and a rating of up to 70 tonnes GCM. In addition to the full EBSS safety suite, the T410SAR offers improved ingress and egress for the driver, enhanced visibility within the cab and ergonomics. Collision avoidance and mitigation technology are both available on the T410SAR. Included on the suite of safety features are active cruise with braking and lane departure warning. For optimal driver appeal, the in-cab environment comes with a choice of premium traditional diamond pleat trim in a range of contemporary colours, or the smart new fleet spec trim. The T410SAR also boasts 4 sleeper cab options, a 600mm aero, 760mm midroof, 860mm aero and for car carrier specifications, a new 600mm flat-roof sleeper due for release early in 2021. “To develop a new product that meets the needs of our customers, consultation is paramount and is the foundation of its development,” said May. “Sharing many of the same attributes as the T410SAR, feedback from customers on the performance and handling of the T410 has been positive, including feedback received from customers with an integrated PACCAR Powertrain, incorporating the PACCAR MX-13 engine and 12-speed transmission,” he added.

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PRIME NEWS

> Mercedes-Benz introduces Australian first mirror technology on Actros

Mercedes-Benz Actros with MirrorCam tech.

Daimler Truck and Bus Australia Pacific has announced the MercedesBenz Actros with optional MirrorCam technology, the first truck in the country to use cameras instead of mirrors, is now available for sale across its dealer network. The commercial vehicle manufacturer confirmed it was the first road-registered vehicle of any kind in the country with MirrorCam, a technology it describes as both a fuel-saving measure and vision-improving safety feature. To date there are no cars available in Australia currently equipped with this technology. “We are proud to lead the pack and offer our customers another innovation that is not available on any other truck,” said Daimler Truck and Bus Australia Pacific President and CEO, Daniel Whitehead. “The remarkable suite of new technology in the new Actros means the best cabover truck available in Australia is now even better,” he said via statement. The optional MirrorCam system, which captures vision from cameras on aerodynamic wings and displays it on screens mounted on the A-pillars in the cabin, delivers a substantial aerodynamic advantage and with it a savings in fuel usage. It also occasions a dramatic improvement in visibility by removing the traditional mirror and its housing from the driver’s view. This improvement, according to Daimler, is especially evident at intersections. The footage from the cameras is shown on 15-inch screens that are mounted in the cabin on the inside surface of the A-pillars. 16

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With the screens so close to the position of traditional mirrors, it does not take drivers long to adapt. The camera is also able to deliver improved rear vision at night and also in the rain. The MirrorCam wings do not protrude out as far as the traditional mirrors and are higher up on the cab, making them less prone to impact. They can also flex in order to limit damage. In the event they are damaged, the cost to replace MirrorCam is no more than replacing a traditional side mirror. The truck also comes with Predictive Powertrain Control, which uses topographic map data to help the truck anticipate terrain and select the optimum shift pattern and engine response to help maximise fuel economy. A stylish Multimedia Cockpit, consisting of two large customisable tablet screens, has also been introduced on the latest version of the Mercedes-Benz Actros. It also introduces the fifth-generation of the Mercedes-Benz Active Brake Assist system, a radar/camera system which can now automatically perform full emergency braking for vehicles and pedestrians. Mercedes-Benz has included the ABA system as standard specification in Australia for the past ten years. According to Andrew Assimo Director of Mercedes-Benz Trucks Australia Pacific, the new truck will increase driver comfort and deliver new levels of safety while using even less fuel. “We’re excited about bringing our Australian customers the world’s best heavy truck technology and give them an

edge by driving down costs and helping increase their profitability,” he said. “The existing Actros has been great on fuel, but the new one is even better. That’s certainly the message we’ve been receiving from our validation fleet participants.” The current Actros became the first truck range made available with Euro 6 rated engines for all applications and output levels when it arrived in late 2016 and that remains the case for the new Actros. Its six-cylinder engine hardware continues unchanged in 8-litre, 11-litre, 13-litre and 16-litre forms. It features X-Pulse variable high-pressure injection. Current outputs include the most popular 530hp rated 13-litre and 630hp-rated 16-litre units, which remain largely unchanged. The new Actros will also be made available with the new SoloStar restful cabin concept. It has reportedly been well received since it was launched in Australia during the 2019 Brisbane Truck Show. SoloStar offers a new concept for the driver to rest in the cab. The idea is to create more useable space for the driver during the day. A fold-down bed creates space for a driver to spread out during rest breaks with a café style lounge seat positioned at the back of the cab on the passenger side. When it is time to sleep, the driver seat is pushed forward and the passenger seat back folded forward to allow for the drop down bed, which features an 850mm-wide mattress. Other changes for the new Actros include new LED daytime running lights within the headlight cluster, the addition of keyless start and a new electronic parking brake, which automatically engages when the engine is switched off. Mercedes-Benz will offer customers an extra incentive to buy the new Actros with a complimentary Best Basic service plan that applies for 500,000km or five years, whichever comes first. “The current Actros has impressed customers with its long service intervals and low running costs,” said Assimo.

> Snapes refreshes East Coast linehaul fleet Linehaul freight specialist Snapes Project Logistics has taken delivery of six Scania R620s it has announced. The company runs dedicated singles, B-doubles and rigid truck and trailers up and down the East Coast of Australia, a major factor in its investment in Scania’s powerful Euro 6 V8 technology. For Snapes Project Logistics the investment is about the business upgrading its current assets and reducing the cost of hiring equipment minimising the ongoing maintenance costs associated with the fleet. Previously the fleet was running the Euro 5 rated equivalent Scania R520. The new vehicles will be paired off on dedicated services each in Victoria, New South Wales and Queensland where they are delivering full and part loads of furniture and fittings for commercial businesses. Each of the prime movers has front and rear airbags to give the freight a softer ride according to Jeff Lees Snapes Project Logistics General Manager. “Everything we do is now air ride,” he said. “We’re running both front and rear airbags on suspension. So, it’s all about the safety of the product we move and making sure that there’s no damage in transit keeping our customers and their customers happy. It falls in line with our company values.” This is achieved with customised mezz-deck trailers, in which the hydraulic floors make the use of a forklift unnecessary. These have been fitted with lock-in gates so that product is secured with load rated curtains. “We’re expanding all the time and trying to offer a service across the entire East Coast of Australia and making sure we have our own equipment in place to do that,” said Lees. “We run anything from rigids right up to B-doubles.” The company, which has been in operation since 1932 has partnered with Scania for around 30 years. It’s prime movers and rigids are all produced by the Swedish truck manufacturer. It maintains offices and depots in Melbourne, Sydney, Brisbane and Perth,

where it consolidates customers product for intra and interstate transport. Lees said Scania had remained a longterm partner through its reliability and accountability. “We rarely if ever have a breakdown, but if we do Scania are always there,” he said. “They really back up their units.” An operational priority is its ability to manage the fleet completely while keeping its trucks on the road and reducing operating costs through service and reliability, according to Lees. Snapes also keeps its maintenance contracts with Scania to ensure its costs are reduced and the fleet is maintained to the highest standard to bring it in line with chain of responsibility commitments. The feedback in terms of fuel consumption and idle time, according to Lees, helps the business monitor daily operations and saves money on fuel. “It’s also the service you get out of Scania,” said Lees. “We don’t seem to get the same service out of anyone else. They’re pretty loyal to us and we’re pretty loyal to them.”

In recent months Snapes has altered its linehaul task into Queensland to accommodate changeovers in Sydney. Previously the company was running drivers from Melbourne to Brisbane over a two-day period. They’ve changed it to manage fatigue better but also primarily to keep the drivers closer to home and their families. “It’s reduced the number of hours these guys are doing on the road,” he said. “That’s also about trying to stop our drivers going into Queensland even though they are allowed. We mitigate that risk by having our Queensland drivers come out and go back.” By actioning the changeovers, a driver who leaves Melbourne for Queensland is no longer away for four days. This way he is only away for two. “We’re looking at ways to improve all the time. The new Scania’s are part of that process,” said Lees. “It’s huge for us. We’ve moved up to the bigger and better model and the technology behind these is phenomenal.” Snapes has taken delivery of six Euro 6 V8 Scania R620s.

p r i m em ove r m a g . c o m . a u

PRIME NEWS

> Victoria joins roadtrain network expansion The Notice consolidates roadtrain combination requirements and facilitates cross-border access.

A new roadtrain network for Victoria, improvements to cross-border travel and fewer requirements for access permits will begin under a new national roadtrain notice. Assistant Minister for Road Safety and Freight Transport, Scott Buchholz, said the 2020 National Class 2 Road Train Notice will commence on Thursday in New South Wales, Queensland, South Australia and Victoria, where roadtrains carry more than 15 billion tonnes-km of freight every year. “Since the original national roadtrain notice was introduced, we’ve seen significant growth in the freight task, as well as the productivity and safety benefits of harmonised networks,” said Buchholz. “I’m grateful to all the

road authorities for taking the time to work with the NHVR to upgrade the notice and update the national roadtrain networks, and I’m delighted that this has been agreed to by all road managers.” The 2020 National Class 2 Notice replaces the 2015 National Class 2 Notice. NHVR Chief Regulatory Policy and Standards Officer, Don Hogben, said the NHVR had been working closely with state and local government road managers to develop the notice, which consolidates roadtrain combination requirements, facilitates cross-border access and reduces permit requirements for operators. “For the first time, Victoria is part of the national roadtrain notice, granting access to 36.5m A-doubles on a road

network previously only accessible by permit,” said Hogben. “South Australia has enabled access under the Notice to 30m A-doubles, 36.5m B-triples and ABtriples, as well as rigid trucks towing two dog trailers – significantly reducing the number of permits required by operators of these combinations. “Also, a number of eligible roadtrains can now access a single, Type 2 roadtrain network, while previous access was only for specific Type 2 combinations. This aligns with existing arrangements in Queensland.” The notice will also provide standard definitions and categorisation of roadtrain configurations and improve the overall consistency of access and vehicle conditions.

> Rear marker plates transition extended The National Heavy Vehicle Regulator (NHVR) has agreed to extend the three-year transitional period for the transition to modern rear marker plates. It’s understood that older larger rear marker plates can be replaced with plates made from Class 400, Class 1A or UNECE Regulation 70 reflective 18

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materials. The transitional period was due to end on 31 December 2020. NHVR Manager Vehicle Safety and Performance, Peter Austin, said the NHVR would move to a ‘grandfathering approach’ that would allow industry to upgrade plates when they are next due for replacement, rather than a

fixed transition date. “We appreciate the challenges facing industry and the wider community at this time and this is one of a number of measures we have implement to assist,” he said. The NHVR will provide an update to VSB12 to outline the change in due course.

> Hi-Trans goes all in on Seeing Machines in-cab technology Linehaul carrier, Hi-Trans Express, has confirmed it will install the latest Guardian fatigue management technology from Seeing Machines across its entire fleet. This follows a six week trial in which 13 trucks were used as a test bed for the South Australian-based fleet which recently added ten new Euro 6 rated MercedesBenz Actros 2658s. The prime movers will carry palletised express and general freight between Brisbane, Sydney and Melbourne according to Hi-Trans Express Managing Director Tony Mellick. “The trial demonstrated, without doubt, this technology will save lives and improve the health and wellbeing of our drivers,” he said. In an online statement Hi-Trans Express said the investment was tangible proof of the company’s ongoing commitment to providing the best possible work environment for its drivers. As part of its renewed commitment to technology, the National Operations Centre in Adelaide will receive real-time information from its 30

Guardian in-cab technology from Seeing Machines will soon be mandatory in every Hi-Trans Express commercial vehicle.

commercial vehicles to manage fatigue and distraction events to prevent incidents across its expanding fleet. Since March the company had committed significant capital investment towards the new Mercedes Actros Euro 6 prime movers and the Guardian technology by Seeing Machines. The decision followed tragic events involving a truck and four police recently in Melbourne in which all four

officers lost their lives. “As a leader in our industry, we will not compromise investing in the latest technology that provides the best opportunity to ensure a safe workplace for our drivers, confidence to our customers that we are exceeding expectations in our safety culture, and most importantly ensuring a proactive real-time management process to avoid any incident that we can,” said Mellick.

> Viva Energy acquires Westside Petroleum Petrol and diesel distributor, Viva Energy has agreed to acquire the remaining 50 per cent of the shares of Westside Petroleum. This announcement follows a previous agreement in August 2018 by Viva Energy to acquire an initial 50 per cent non-controlling interest in Westside Petroleum, with an option to Viva Energy’s Geelong Refinery.

acquire the remaining 50 per cent at a future time. Since that initial acquisition, Westside Petroleum has grown to a retail business that includes a network of more than 50 service stations across New South Wales, Victoria and Queensland. The sites currently display a mix of Shell and Westside Petroleum

branding and operate under a variety of operating models. Both parties have agreed to bring forward the original full purchase option. Completion of the Westside Petroleum transaction is subject to FIRB and ACCC regulatory approvals. Viva Energy has thanked outgoing Westside Petroleum Managing Director, Terry Makhlouf, and Chief Executive Officer, Patrick Riad for their respective contributions and their leadership since the intitial acquistion in August 2018. Viva Energy’s full acquisition of Westside Petroleum will continue to support the company’s retail growth plans and strengthen its Shell Card offering. Back in March, Viva Energy confirmed a strong liquidity position despite impacts of COVID-19 on its business remaining uncertain. p r i m em ove r m a g . c o m . a u

GLOB NEWS GLOB ALALNEWS

> Tesla electric heavy duty truck falls two years behind schedule

Tesla Semi.

Electric automotive company, Tesla, has confirmed the long awaited electric heavy duty truck it first unveiled in 2017 has been delayed. The company announced it was shifting its first deliveries of the Semi to 2021, marking the second time it has had to forestall production of the commercial vehicle. Despite this Tesla has released a mostly positive earnings report in which it will move forward with production of its fast-charging dual motor AWD Model 3 all electric passenger vehicle in addition to the Model Y, a new midsize SUV.

Tesla first delayed its plans to commence production on the Class 8 tractor, in North American parlance, a year ago. “We expect that production of both Model Y in Fremont and Model 3 in Shanghai will continue to ramp gradually through Q2,” the company said in its earnings report. “We are continuing to build capacity for Model Y at Gigafactory Berlin and Gigafactory Shanghai and remain on track to start deliveries from both locations in 2021. Lastly, we are shifting our first Tesla Semi deliveries to 2021.”

Although updates on the Semi have been scarce to date, the electric truck, which was touted to boast a range of between 300 to 500 miles, will now have to compete on a crowded 2021 schedule which includes controversial stablemate the Cybertruck. Until then the industry has no choice but to wait for the Tesla Semi. So too will its top tier customers like Anheuser-Busch, UPS, FedEx, PepsiCo, Walmart and JB Hunt, who were among the first transport operations to order it.

> Daimler names new boss at Mercedes-Benz Trucks

Karin Rådström. 20

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A former member of the executive board at Scania has defected to rival Daimler Truck AG where she has been appointed as the new head of Mercedes-Benz Trucks. Named as the newest member of the Daimler Truck AG Board of Management, Karin Rådström will take the reigns at Mercedes-Benz Trucks where she succeeds Stefan Buchner, who announced his retirement in April after 30 years at the company. Martin Daum, Chairman of the Board of Management Daimler Truck AG welcomed Rådström to the global leadership team.

“She has a wealth of international experience in the commercial vehicles industry and a proven track record in shaping a customer focused sales organization and brand experience,” he said. At Scania, where she began as a trainee, Rådström had been responsible for Sales and Marketing since 2019. From 2007, Sweden-born Rådström, has held various managerial positions within Scania’s sales and service organisation including the Head of the company’s bus and coach business as well as starting up the connected vehicle business.

28-29 OCTOBER 2020 WILLIAM INGLIS HOTEL, WARWICK FARM

Join us as Australiaâ&#x20AC;&#x2122;s most significant annual supply chain industry event comes to Western Sydney for the first time.

www.austlogistics.com.au/ALCForum2020

#ALCForum2020

INVESTMENT MINDSET SUPERANNUATION MINDSET

INVESTING IN A COMPLICATED ENVIRONMENT Frank Sandy Frank Sandy, CEO of TWUSUPER has been with the fund since 2005, with previous roles managing both finance and human resources. Frank is a CPA and has a Degree in Business Studies (accounting) as well as a wealth of experience in finance and superannuation.

hen a few canny Dutch investors bought up tulip bulbs in 1636, they had little idea their purchase might pay off so handsomely. Within months, a single tulip bulb was worth ten years the salary of a skilled tradesman. At the peak of hysteria, one investor suffered an especially bad case of FOMO, (fear of missing out) trading five hectares of land for a single bulb. Of course,

Tulip bulbs were the bitcoin of Dutch investors back in 1636. 22

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months later, the same bulbs were virtually worthless. Investors went from zero to hero to zero in the space of a few months. Some lost entire fortunes. This is precisely the type of high octane investing we steer well clear of at TWUSUPER. Investing for the retirement of transport workers demands great responsibility and care, not least because the money was hardearned by businesses and individuals. But also because of the older age profile

SPONSORED BY

their liquidity before the crisis, were able to buy discounted assets and maintain market exposure. Subsequently they enjoyed tremendous returns. The current crisis has placed similar pressures on liquidity. TWUSUPER held a high level of cash at the start of the year, which now means that the Fund can meet member requests under the Early Release scheme and take advantage of the opportunities of the other side. The very worst time to have to sell illiquid assets is during a crisis. Conversely, it’s the best time to buy them. For example, during the Global Financial Crisis Wesfarmers purchased a number of sites for Bunnings stores across the country when land values were at lower than normal prices — a strategy that subsequently helped propel their business. The vast majority of our members are invested in the Balanced (MySuper) Investment option, which includes a diverse mix of growth and defensive assets. Prior to the COVID-19 crisis, our Balanced option was holding almost double its normal allocation to cash at close to 10 per cent, as well as being overweight in other defensive assets. Those more liquid assets have helped mitigate losses and have made the last several months easier in terms of being prepared for members switching investment options and early release requests. It will also stand the Fund in a better position to take on new opportunities. Of course, the next ten years of investment will be decidedly different to the decade past. No one has a crystal ball, but I believe we can reliably point to a few big changes. The level of government support around the globe during this downturn will accelerate the recovery. This combined with the ultra-low interest rates promoted by central banks helps explain the rally we have seen in stock prices since the end of March. Make no mistake, it will still be a tough environment for businesses, and economic recovery will take years. But even this provides an opportunity

for reforms that can ultimately make us all better off. Investment analysts are not natural optimists, but in aggregate they can see light at the end of the tunnel in the form of company profits returning earlier than previously expected. The looming challenges and tensions are now priced into the market. Trade policy tensions and concerns about China and the US going their own separate ways on technology such as 5G are well understood. That means any glimmer of hope about these tensions easing will produce upside for investors. There is an emerging consensus that the long-term rate of return from share markets will be much lower than in recent years. Returns over the last decade have been extraordinarily high as interest rates have fallen and prices have recovered from a low base after the GFC. Looking forward, interest rates cannot go much lower, and those lower yields are now baked into asset prices. However, it’s worth considering this in the context of inflation, which is also likely to be low. Lower inflation means that investors don’t need as high a return on their investments to fund their standard of living in retirement. For example, if the return on investments is 9 per cent per annum but inflation runs at 4 per cent per annum, then the real return for investors is 5 per cent per annum. This is precisely the same as a return of 6 per cent per annum combined with an inflation rate of 1 per cent per annum (actually a bit better after allowing for tax). TWUSUPER is preparing for lower returns with a focus on enhancing returns through active management while minimising costs. Finally, we at TWUSUPER are keenly aware that investment decisions are not made in a vacuum. As awareness of environmental, social and governance risks grows, the demand to make socially responsible investments will be driven by commercial considerations and reputational concerns. This is a positive development and I’m happy to say TWUSUPER is well ahead of the curve. p r i m em over m a g . c o m . a u

COVER STORY

PFD Food Servicesâ&#x20AC;&#x2122; new $50 million Knoxfield facility in Melbourne.

COLD CHISEL 24

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PFD Food Services runs a national network of integrated depots using a huge fleet of light commercial vehicles to distribute cold, ambient and dry goods to essential services across the country. Isuzu, as far back as the mid-1980s, has been one of its key partners.

tâ&#x20AC;&#x2122;s long been a truism that the transport and logistics spheres lead the way to economic recovery when times are tough. In the weeks during and following the peak period of the pandemic, demand for essential items like frozen food and fresh produce was constant and unrelenting. Amid the surge wholesale distribution specialist, PFD Food Services, managed the heightened task of replenishing the pantries of its institutional customers like hospitals and aged care centres, who cached goods in

anticipation of widespread closures in hospitality venues, which soon followed. The intuited demand was driven more by want rather than need, as rising uncertainty concerning the reliability of the supply chain proved unwarranted. The cold chain segment, nevertheless, is tipped to remain steady as ecommerce, particularly, continues to expand and PFD is at the forefront of how delivery services, cool room and freezer space is expanding. For more than 30 years PFD has maintained a strong relationship with

commercial vehicle manufacturer Isuzu in Australia. At present the company fleet comprises approximately 750 purpose-built, multizone food delivery vehicles. PFD General Manager Leon Fairfield estimates close to 90 per cent of these are Isuzus. With a national footprint of 69 branches spanning all states and territories, the company infrastructure and resources reach across the country. The majority of its vehicles, however, are based in regional areas, something less common for a p r i m em over m a g . c o m . a u

COVER STORY

corporate its size and requires vehicles that are both robust and economical according to Leon. “This national footprint also requires us to partner with a provider that has a strong regional presence,” he says. Isuzu Australia Limited also boasts an extensive national dealer network that recently, in the event of any supply chain disruption, isolated critical parts and components in response to the elevated demand customers like PFD were seeing, making it an ideal commercial partner. The tender process, as Leon explains,

Isuzu FRR 110-260. 26

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critically analyses the fitness for purpose of the product, the alignment of after sales support with the PFD network, spare parts holdings and whole-oflife costing. “Separately, we also consider whether the equipment,” he says, “is hard wearing enough to survive the rigours of food service work in both metro and regional areas.” Low upon average kilometre usage from having an extensive branch network means the company keeps its vehicles in circulation for up to ten years. The

average age of the fleet currently sits at six years. PFD Foods National Fleet Manager Steve Wright explains that all recent purchases made by the business have been in place of vehicles that have exited the network. “There has been a strong focus on optimising existing equipment by increasing drops per vehicle as well as increasing vehicle sizes over existing or exiting fleet,” he says. “One of the contributing factors to this success has been the recent introduction of the 8x4 Isuzu 14-pallet truck into the fleet giving

us increased capacity and volume in a single vehicle.” A mix of sales and operational requirements are some of the main considerations when determining the makeup of a new fleet. This includes varying truck sizes based on local demands. Steve has found a significant benefit in the use of a quality made body when combined with the correct specification of a refrigeration unit that offers the best whole-of-life running costs and temperature performance.

“It’s of particular importance when operating in a work environment that necessitates up to 70 compartment door openings a day,” he says. “High quality materials such as closed cell foam that reduces water retention in the bodies has also driven down repair costs and assisted the trucks in maintaining temperature.” As the requisite determining factors of reliability, safety and network support provided by Isuzu is scarcely matched by other OEMs on the scale that PFD needs it, theirs is an alignment built on a solid foundation of trust. It’s also, according to Leon, value based. When PFD began purchasing from Isuzu in the 1980s its business motto was ‘Service, Reliability, Tradition’. “Our motto has changed however, those values remain strong within PFD,” he says. “These same values were identified 30 plus years ago as a strong match with the Isuzu brand.”

In fact, Isuzu’s three decades of market leadership in Australia runs parallel with this partnership. Executive Chairman and PFD Food Services Owner Rick Smith recently celebrated 60 years within the business. He began as a truck driver, aged 19, in the company’s Morwell branch back in 1960. Twelve years later he had moved through the ranks to become the Victorian General Manager. In 1975, when an opportunity arose to purchase the business, Rick put together a consortium to take ownership. Since 1987 the Smith family have preserved outright ownership of PFD. The history of the company dates back to 1864 in the Melbourne wholesale fish markets. Today, the advances in thermal technology provided by the likes of PFD’s body building clients Furina Truck Bodies, FTE, Carrier and Thermoking, are a long way from the compressed

“There has been a strong focus on optimising existing equipment by increasing drops per vehicle as well as increasing vehicle sizes over existing or exiting fleet.” Steve Wright PFD National Fleet Manager

PFD delivers to over 55,000 businesses across Australia. p r i m em over m a g . c o m . a u

COVER STORY

Many of PFD’s 750 units on the road tally 75 compartment openings a day.

“Our business needed to resize and rethink how we utilised our resource. This resulted in the reshaping of routes nationally, insourcing of almost all transport work along with changes to the shift patterns at our many sites around the country.” Leon Fairfield PFD General Manager

and trussed straw insulating its delivery vans used during the Second World War. By around 1943, the business of J Hill & Son rebranded to better adapt to government overreach on an unpopular controlled pricing policy and diversified in business and name as Processed Fish Distributors, the same initials commonly associated with it today. The change in focus helped broaden the imprint across the metropolitan area and regional centres. By the end of the war it had replaced the ‘Fish’ component in its name with ‘Food’, having branched out into pastries, desserts and frozen vegetables. Change today, as it was in those early days, is a constant. While transformative circumstances are most usually foisted upon even the most forward-thinking companies by external factors, the ripple effects of COVID-19 risk mitigation on operations was at once economic, environmental and social. Adaptation, for most transport 28

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and delivery related enterprises, has, to the degree it can be swiftly implemented and coordinated, been a way of life ever since. That holds true of PFD. “With the sudden shift in market demands our business changed quickly in a short space of time, primarily through a wide shutdown of the hospitality industry,” says Leon. “Our business needed to resize and rethink how we utilised our resource. This resulted in the reshaping of routes nationally, insourcing of almost all transport work along with changes to the shift patterns at our many sites around the country.” Drivers, as one of the minimum necessary concessions, moved to contactless delivery. This included having to embrace a sanitisation regime across the fleet as well as strict adherence to social distancing. “We’ve had to react very quickly to ensure both our drivers as well as the

general public have stayed safe in terms of the spread of COVID-19,” says Leon. “We’ve been very fortunate that the strong work culture and commitment of the teams everywhere made these quick movements relatively seamless.” Unprecedented demand for home delivery services prompted by consumer social distancing saw PFD Food Services partner with Woolworths recently on the temporary fulfillment of orders for its B2B customers. These were assigned to PFD Food Services as part of a strategy to ease stock constraints brought about by the surge in demand for online groceries. Leon confirms the company has sought to explore new avenues given the shifting dynamic in wholesale and

Knoxfield features a 1.5 million litre rainwater harvesting system for the site’s irrigation and truck washing.

retail food deliveries. “Opportunities have arisen to grow our own sales through opening up a new channel with our PFD2home initiative in which everyday people are given full access to our range of wholesale products to be delivered to their homes,” he says. “We were also able to repurpose drivers and the fleet to assist Woolworths with the increased demand they were experiencing with their home delivery business.” Even when supplies, for some communities in 2020, were short, evidence of its vital importance were not for PFD, whose operational efficacy has been continually put to the test. Despite a year of adversity for many parts of the

country, the company has risen, no less, to scores of challenges. PFD, according to Leon, understands the importance of playing its part in the critical aspect of the food supply chain. “Just as we did right through the recent bushfire crisis the whole business pulled together to ensure supply was unbroken to hospitals, aged care centres and child care centres nationally,” he says. Considerable investment has also gone into the company’s existing network infrastructure in the past 24 months of which its customers are already seeing the benefits. In 2018 PFD opened two new purpose-built distribution centres in Knoxfield and Chullora to service the southeast Melbourne and Sydney regions,

respectively. That was followed the next year with the opening of its Lara facility to service the west and north of Melbourne and the broader Geelong region. Next year, the company’s new Gold Coast site will go live to service northern NSW and the area south of Brisbane. These sites are set up to give responsive and efficient service with the freshest of product to the PFD customer base utilising the services and solutions provided by Isuzu. “Their biggest tangible strength for us is their regional network as well as their after sales service and support,” Leon says. “Critical for us in any national business partner is the ability to service our needs across all our branches.” p r i m em over m a g . c o m . a u

FLEET FOCUS

COO An innovative cold chain business continues to invest in new DAF commercial vehicles whose recent advances in safety and powertrain technology have prompted further gains across its Melbourne operations.

n 2009 OFE Refrigerated Transport purchased a pair of second-hand 2006 DAFs, its first trucks in use from the Dutch commercial vehicle manufacturer. Fast forward 11 years and the cold chain carrier, based in Dandenong South in Melbourne’s southeast suburbs, runs 40 trucks, 30 of

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which are DAFs including three of the latest generation of Euro 6 DAF CF prime movers. This recent order follows a threeweek long trial in which the business, having sought up-to-the-minute safety features, evaluated a vehicle for the first two weeks in B-double application and then for an additional week hauling a

single trailer as part of the company’s refrigeration fleet. Despite adding Expert Logistics, a containerised transport service to its operational portfolio in 2016, which it is now looking to grow, the majority of the company’s business revolves around moving bulk refrigerated

John O’Keeffe.

product to distribution centres (DCs) for the dominant supermarket chains. This ensconces the fleet in the wider metropolitan region making its capability to act and adapt to the vagaries of freeway congestion a high priority. Last year OFE Refrigerated Transport purchased several new Euro 5 DAFs as it continued the task of updating its commercial vehicles with state-of-the-art active safety features. According to Director John O’Keeffe the transition has been driven primarily by

scaling up to the latest offerings in driver safety packages. “We were keen to upgrade our fleet to include adaptive cruise control and lane departure assist which complements the necessary changes in direction required when speeds are effected by other vehicles in slowing traffic conditions,” he says. “A display of the passenger side camera shows what’s around the truck when you’re preparing to change lanes. It’s something that we’ve found makes the on-road experience

even safer especially in the particular line of work we do.” Shuttling between DCs, day in and day out, brings with it a hefty fuel bill, most likely the company’s biggest expense. Naturally, it does all it can to look for furthering the efficiencies that can be mustered in this area. The recent evaluation of the new DAF CF 480 impressed upon the two drivers alternating in the truck, the superior driver comfort and demonstrable improvement in thermal efficiencies. One of the chief attractions of the revised PACCAR MX-13, are that the 480 and 530 horsepower engines have been paired with the ZF TraXon automated 12- and 16-speed transmissions. Feedback was overwhelmingly positive from the operators who were asked to assess the vehicles during the test period. Of note the comfort and noticeable difference in the fast-shifting, more effortless TraXon automated transmission according to John. “From our driver feedback the quietness of the truck is certainly noticeable and the DAF driver coaching system is really helpful,” says John. “It assists and alerts the driver to change their driver habits if there is capacity to operate more efficiently. We’re really interested to see how that performs going forward.” To invigorate down speeding of the engine an improved turbocharger in addition to a new EGR system have been incorporated with a new vehicle control unit for dedicated driveline integration. The design of the cooling system and the transmission, according to John, are all part of a compelling value-for-money proposition DAF offered as a premier commercial vehicle. “We found in our numbers from the testing regime that we were around ten per cent better off in fuel saving on the trucks we had been using on those particular runs,” John says. “Our two biggest costs are labour and fuel so to be able to reduce fuel is key. Not having p r i m em over m a g . c o m . a u

FLEET FOCUS

a driver churn is obviously something all transport fleets want to avoid. The drivers enjoy driving the trucks. We like keeping them happy and that helps to minimise turnover.â&#x20AC;? Investing in an up-to-date European truck garnering great reviews for safety and comfort ratings is one avenue to achieving such a goal. Long considered a competitively priced product, the DAF has proven itself a reliable workhorse in urban linehaul with the proven versatility to moonlight as a B-doubleÂ prime mover. The OFE Refrigerated Transport fleet also includes some rigids and light commercial vans. Like the prime movers, these are monitored from an operations centre where a Procon GPS System on every vehicle feeds through to a small team that allocates jobs to the drivers which includes up to ten sub-contractors depending on seasonal demand. The workshop employs three full time staff. Having one predominant commercial vehicle makes it easier for maintenance and repairs. Hallam Truck Centre, where every DAF commercial vehicle has been 32

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purchased, keeps parts on consignment and regularly checks in to top up filters and the like. OFE Refrigerated Transport also maintains a truck depot on the other side of the city in Laverton North. In 2020 OFE Refrigerated Transport marks 20 years in business.

The company, as John recalls, was established as something of a shortterm measure when he returned from Queensland where he had been working as a manager on quarries and coal

Euro 6 rated DAF CF 480.

“A display of the passenger side camera shows what’s around the truck when you’re preparing to change lanes. It’s something that we’ve found makes the on-road experience even safer especially in the particular line of work we do.” John O’Keeffe Director, OFE Refrigerated Transport

mines. With road transport already in the blood – his brothers and father also work in the industry – he founded OFE Refrigerated Transport. This year marks the 20th anniversary of establishing the company. To say it has been an interesting one is an understatement. “Part of our own COVID-19 experience has been to look at a number of our procedures, particularly in cleaning and staff interactions,” he says. “It was one of the things we examined early on. If we had, for instance, multiple drivers in trucks, then we considered how we sanitised at changeover in regard to best health and safety practice. That has been really interesting for us and from there we have looked at how we approach other elements across the business which we hadn’t really considered before.” According to John, the company experienced its busiest month in April starting just prior to the lockdown and during a three week period in which supermarket shelves were being raided of essential items like pasta, rice, cleaning products and of course toilet paper. For the team that meant a continual

effort of stocking the DCs which were being depleted seemingly as fast as they were replenished. During this time notoriously congested arterials such as the Monash Freeway were quiet and John recalls it helped boost efficiencies. “We would have been up 30 per cent with our workload and our days were often shorter because of the lack of traffic,” he says. “In that first six weeks or so the reduction in travel times for our vehicles meant we were very productive.” Despite some of the outside noise from politicians and media, the supermarket task has returned to a semblance of normality and with it, according to John, the business has been afforded some time to take stock. Management is, for one initiative, looking to drill down on how the fleet uses its trucks on regular transit routes, factoring in

stoppages, road works and how an environment once considered slow might have changed. “So we’ve had time to pull things apart and that’s been helpful rather than just giving the driver an address and letting him find his own way,” he says. “We’re evaluating our efficiencies and how we have been doing things. We have gone back and looked at our use of toll roads, for instance. Over the last couple of months we’ve really cut that back by about 80 per cent and we’ve got to plan going forward to see how we can minimise that use. Certainly, the traffic or lack thereof has helped enormously,” he says. John adds, “There’s a point at which it becomes more efficient to use a toll road but we’re really trying to monitor that so we know where that point is.”

Downspeeding has been invigorated by an improved turbo charger. p r i m em over m a g . c o m . a u

FLEET FOCUS

WEST Taking triple roadtrains to the outer reaches of the remote northwest of Western Australia is demanding work that calls for grunt and operator comfort. To get the job done, Goldstar Transport depends on its fleet of Freightliner Coronados.

ince 2004 Goldstar Transport in Western Australia, an allrounder in logistics, express freight movements and specialty equipment transfers has established itself as a serious player in the market. Managing Director Sean Carren, a mechanic by trade, cultivated in those early years a customer-orientated family-owned business into a respected outfit that today offers a range of premium freight services. These include bulk freight, DC shuttle runs, mining roadtrains and linehaul. The business is essentially Daimler aligned, sourcing a majority of its commercial vehicles from Daimler Trucks in Perth, where it more recently purchased two new MercedesBenz Actros 2646s and four of the more powerful Mercedes-Benz Actros 2663s. The company also runs Fusos, with some 6x2s and the more unique 8x4 configuration of which it operates four assembled with a customised 14-pallet

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freight dry van. At present Goldstar Transport is evaluating a demo version of the Freightliner Cascadia, the first in Western Australia. Having attended the launch event for the next generation linehaul truck earlier in the year, Carren did not pass up an opportunity to trial the 13-litre 505 horsepower vehicle when offered to do so by Daimler. It’s paired with a DT12 transmission and is committed to ferrying general freight between distribution centres in Kewdale, Hazelmere, Welshpool and Canning Vale for the moment. The Cascadia is far from the first Freightliner at work in the business. Goldstar Transport runs a small fleet of Coronados on triple roadtrains into the Kimberley and the far reaches of the state’s northwest which are complemented by the cabover Argosy Carren describes as an excellent option for extendable work into remote areas. The trucks are moving steel and general

supplies to mining settlements, running from Perth 2,500 kilometres one way. A hallmark of the Coronado is the distinct spatial advantage of its cabin according to Sean who describes the trucks as a home away from home for his long haul drivers. “The drivers basically live in the vehicles a few days at a time and the Coronados provide the guys with that extra space so they have enough room to be comfortable,” he says. “On these trips the combinations are averaging around 100 tonnes and the Freightliners are well suited to application.” In total, the fleet operates 20 Freightliner trucks. The Coronados are powered with a Detroit DD15 engine and Roadrangers, specific for the people tasked with driving them — a demographic not, incidentally, impartial to a manual gearbox. In Western Australia where loads into the Pilbara regularly exceed 140 tonnes, Goldstar Transport finds a good fit with Daimler Trucks in Perth. The two

ERN

FRONT companies have reached a mutual understanding on the requirements of the Goldstar business. For a bulk distribution contract, the company has devoted the Mercedes-Benz Actros trucks which Sean says have been uniformly acclaimed by the staff. “I’m exceptionally happy with them and the effort Mercedes-Benz puts into looking after us,” he says. “The Mercedes-Benz Actros 2663 is a spectacular vehicle for us. Driver feedback is always positive. We’re pulling ten bricks through the wind and they excel at doing that job.” As much as the company understands the importance of having the latest and safest technology it values its people above all else. This is often repeated by Carren who has been willing to train younger staff and provide them with the opportunities

to upskill and gain vital experience. “You can have the best truck in the world but if the driver is not that good at his job you’re not going to have the result you’re after for the customer,” he says. “For us it’s all about the customer at the end of the day. Our customer focused ethic sets us apart. We have a focus on safety. A lot of people say safety is a given. Well it’s not. Safety is about effort in your people. Our recent Worksafe Platinum Safety award is a direct result of the effort our people put in. We’re in a people business as much as a transport business. A successful business is one that looks after its people and its customers.” According to Carren many of his 150 personnel are under 30 and working their first job. The workshop employs around 20 staff including five apprentices.

Meanwhile, a key part of the operations team is Sally Brown, 30. She has been with the company going on eight years since she accepted a role while out from England on a working holiday visa. At the time hired, she was qualified to teach school children. First employed in administration, Sally worked in the small office that oversees warehouse distribution and eight 14-pallet rigid vehicles. She had no previous experience in the transport industry. Now she works out of the main office in Kewdale scheduling semi-trailers in the metropolitan focused domain of the business. “This involves containers, contracted DC delivery, ad hoc work scheduling, such as moving barriers on freeways for road works,” Sally explains. “I manage the schedulers who manage the drivers. My role is to look for improvements.”

Freightliner Coronado working en route to a mining camp in the Kimberley.

p r i m em over m a g . c o m . a u

FLEET FOCUS

Goldstar Transport’s Coronados often complete a 2,500 km journey one way.

The role also requires Sally to bridge the gap between safety and operations by linking different areas of communication. Part of her remit is working towards a goal of streamlining the business to a newer commercial vehicle fleet once they have met their next target. 1st Australian Light Car Patrol Model T Ford with replica Lewis machine gun.

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Sean Carren.

“The goal is to remove trucks from or before 2010 and swap them out with replacements by 2021,” she says. “I’m happy to say there is less than ten to go.” The growth trajectory of Goldstar Transport is made manifest in these kind of commitments to operational improvements. Despite being what

is generally considered young for the industry, Sally has been at the company for half of its history. She’s very much part of its growth. “With growth you get structure. More people, of course, means more personalities and having to find ways to get everyone to work towards the same ambition,” she says. “That’s gratifying and not without challenges. The industry is a pressure bubble at times. It keeps you on your toes. The same day is never repeated. How each situation occurs and is handled is always different.” The calls by an ageing industry to include more women in senior roles has not been missed by Sean. He is adamant that younger people need to be given an opportunity. “It’s my belief you need to give people a go. Not everybody is going to get it right the first day. It’s a tough business,” he says. “What’s really great about our company is the people. Our people are what we are most proud of. Our staff retention rate is exceptional for the road transport industry which traditionally

A Coronado in action hauling a triple roadtrain.

has quite a transient workforce.” Just last month the company announced a groundbreaking new EBA agreement with its staff who will receive a 9.3 per cent wage increase, a remarkable outcome given it will become effective during a global pandemic when national and global economies are stalling. Human Resources Manager Kieron Crowley was recruited two years ago to negotiate the new Enterprice Agreement with a view of ‘lifting the standard’ across the business. “A key part of this was to significantly lift the pay rates,” he says. “We shared the view that better pay rates attract better people, who provide better results. Increases across all 150 plus employees covered by the agreement were proposed, with the majority of employees set to receive a 9.3 percent increase in their base rate.” When COVID-19 hit, according to Crowley, there was a strong business case to defer or reduce the proposed amount. Carren, however, was committed to proceeding as a reward for the great

work that the staff does. At the end of March, a vote was held and returned an overwhelmingly positive result in favour of the new Agreement explained Crowley. “It may seem counterintuitive to provide employees with a significant increase at this time, but we’ve taken this leap of faith because our people are our greatest asset and we wanted to reciprocate the loyalty that they have shown us,” he says. “Overall, it’s a fantastic result for our people and provides them with some much-needed stability of employment during these difficult times. Our people are our greatest asset and we’re very happy with the new Agreement.” Throughout the course of the year Sean rolls out a collection of historic military vehicles for Anzac Day and other charity events he supports. These include a 1917 light patrol car that saw service in Palestine and Egypt. The only one of its kind in the world, it is commemorated in a framed photo in the national museum for the Australian War Memorial in Canberra. There’s also an Austin Champ from the Royal

Marines, a Ferret Scout car of the 10th Light Horse and a 1915 ambulance used on the Western Front. Although he can’t exactly pinpoint where this passion for Australian history derives from, he likes to share it where possible. Once he found the first collector’s item, the rest, Sean says, have found him. “We go to other events to make sure people don’t forget their history. Australian history is important,” he explains. “It seems like the right thing to do.” Recent events that have stretched many transport businesses thin have required an additional effort of commitment and planning. The panic from people forced to close down their businesses was palpable. Uncertainty reigned. At one stage Sean had 30 containers worth of toilet paper in his yard and his team couldn’t get it out fast enough. “If you look at the most recent COVID-19 disaster Australia rode on the back of a truck driver,” he says. “The first line of defence, that first point of contact, is the truck driver. Everything that we do is so linked to that driver.” p r i m em over m a g . c o m . a u

FLEET FOCUS

Paul Torbay at the Orange Skip Bins depot in Padstow, NSW.

SKIPPING

ALONG

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Waste management has become a big business where a smart smaller operator can still achieve success.

usiness coaches often spout the mantra of ‘Do it, Delegate it or Dump it’. Paul Torbay, of Orange Skip Bins in Sydney, is able to take on board the ‘doing’, ‘delegation’ and ‘dumping’ roles for an increasing number of clients by providing professional and personalised solutions to their occasional and also regular waste management requirements. In a very competitive market segment where cost pressures can typically result in ageing and sometimes, questioningly maintained trucks, the equipment at Orange Skip Bins is a stand out and Paul

recently added two Scania 6x2 P360s as skip bin carriers, with these latest acquisitions joining a Scania R440 8x4 which is dedicated as a hooklift moving the larger bins. “We aim to offer the best service using the smartest looking trucks without losing sight of the hard fact that customers are on a budget,” says Paul. That philosophy has proven successful since Paul established Orange Skip Bins in 2004 in the suburb of Padstow with the aim to provide waste management services to commercial and residential customers in and around the wider

Sydney region. To provide flexibility across a variety of customers’ requirements Orange Skip Bins has an extensive range of bin sizes from two cubic metres to 13 cubic metres, as well as the larger hook bins ranging from 10 cubic metres to a massive 30 cubic metres. With exception of the smallest two cubic metre size, every skip bin has been engineered with a simple drop-down door mechanism which facilitates easier and safer loading. The implementation of the Scania commercial vehicles as skip bin trucks may seem rather innovative in an p r i m em over m a g . c o m . a u

FLEET FOCUS

Scania P360 6x2.

industry sector which typically utilises Japanese brands. “I know the Scania is a heavier truck than the Japanese, but the trade-off is a better ride, quieter cab and greater driver comfort, as well as excellent durability,” Paul says. “I am driving one of these trucks every day, so comfort is important to me for every trip.” Safety and compliance are core values at Orange Skip Bins. The Scanias are equipped with on-board weight scales to avoid any possibility of being overloaded and the bin lifting mechanisms are operated by hand held remote controls which improve safety and ensure accurate placement of empty bins on the ground and also full bins onto the trucks. Understanding the environment and consequences of unsafe practices is a priority at Orange Skip Bins. “We have built our reputation on exceeding customer expectations with exceptional service and safe work practices,” says Paul. “All our personnel here at Orange Skip Bins undergo regular training in the safe operation of the various pieces of equipment and bins as well as the safe pickup, removal 40

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“All our personnel here at Orange Skip Bins undergo regular training in the safe operation of the various pieces of equipment and bins as well as the safe pickup, removal and disposal of hazardous materials including asbestos and any other contaminated waste products”. Paul Torbay Orange Skip Bins

and disposal of hazardous materials including asbestos and any other contaminated waste products”. The bins used to collect and transport hazardous waste such as asbestos are lined with heavy duty builders’ plastic sheeting prior to delivery to the client’s site and once collected are sealed and then directly transported to specialised accredited disposal facilities. Paul readily acknowledges he could have bought lighter and possibly less expensive trucks than the new Scanias but says he looks beyond price for factors including value, service and a meaningful relationship with his vehicle supplier. As Paul says: “rubbish isn’t cheap,” and that applies as much to the

professional removal of waste products as it does to the concept of buying a good vehicle product initially to avoid costly repairs down the track because of purchasing what seems at the time to be a less expensive truck. “I already had the 8x4 Scania hooklift, so I made contact with my local dealer and the Scania team at Prestons couldn’t do enough for me,” he says. “They answered all my questions and came up with a specification that suited me and my operation.” Much of the skip bin work is focused on demolition, excavation, building and rubbish removal from residential and business premises as well as building sites. When considering the

new trucks factors such as visibility, manoeuvrability, and being able to cope with congested streets were included in Paul’s key buying criteria. “We can do six to eight bin movements per day, so easy cab access, driving comfort and safety are very important. Also, the air suspension allows the truck to be positioned safely and level for bin movement. The new Scanias tick all the boxes for me: air suspension all round, disc brakes, plenty of power for the job and the comfortable cab. Some days we can be headed as far south as Wollongong or Nowra, on other days as far west as Katoomba. The Scania’s are a pleasure to drive and I’m always happy to go the extra hour for a good customer and they, in turn, appreciate the effort,” Paul says. Most bins are left on the client’s site for seven days, with shorter or extended arrangements also available. An increasing area of the business is the provision of smaller sized bins to households and small industrial units in coincidence of the occupiers moving out to new premises, a situation that can be challenging and sometimes chaotic. More people are discovering the convenience of having an appropriate size skip on hand as a receptacle for items which have sometimes been accrued over a long period of time and

Bin lifting mechanisms are operated by hand held remote control.

are not worth the effort of packing and transporting. Often people make the potentially expensive mistake of relocating things they do not need or even want in their new home. “Clients will have an easier time relocating when they do not need to be concerned about what will happen to their waste,” says Paul. The Orange Skip Bin hire team aims to make waste removal simple and easy. Presentation is another core value of

The Scanias perform six to eight bin movements daily.

Orange Skip Bins and Paul regards his trucks as mobile billboards for the business. The orange wrap has a strong visual impact and the polished Durabrite wheels complement the truck’s professional image and offer a distinct contrast from the often, poor appearance of some of the competition’s vehicles. The trucks and bins are washed regularly to assist in maintaining their appearance as they travel throughout their area of operations. “We don’t advertise, so the trucks are our calling card,” Paul explains. “We do get a lot of cold calls for work and I expect that must be from the visual impact of the trucks driving around all day”. Orange Skip Bins has developed its business to meet the needs of the market and at the same time to address any concerns for the environment by, wherever possible, minimising materials unnecessarily going into landfill sites. Non-hazardous waste is sorted and recycled at the state-of-the art facility at the Padstow depot and the various components are then sent to specialist manufacturers to be re-processed. This procedure minimises the amount of waste sent to landfill sites which reduces the burden on the environment and helps to minimise clients’ waste disposal costs. p r i m em over m a g . c o m . a u

In February national reserves of diesel were down to 20 days according to statistics reported by the Energy Department.

PUMP UP THE

VOLUME

Image credt: Jackson Stock Photography / Shutterstock.com

TRUCK & TECH

After years of inaction the Federal Government has decided to establish a national fuel reserve.

or decades Australia has relied on market forces to ensure adequate fuel supplies and the days of almost self-sufficiency when Bass Strait production was at its peak are long gone. Australia currently holds a mere three per cent of the world’s oil reserves and coincidentally accounts for around three per cent of petroleum production. Conversely, according to the Bureau of Resources and Energy Economics (BREE) Australia became the largest exporter of Liquefied Natural Gas as 77 million tonnes of LNG left our shores during the 2019. Australia’s domestic oil refining capacity decreased by 40 per cent during the period 2012-15 as several inefficient and outdated local refineries were closed down. Only four domestic refineries remain in operation fed predominantly by imported crude. The costs of constructing new refining facilities are all but prohibitive and consequently Australia will continue to import most of its requirements for refined fuels as well as crude oil. The economics of importing petroleum products make good sense until unexpected disasters are taken into 42

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account such as a tsunami or a terrorist attack that could seriously disrupt the import supply. Tanker ships regularly travel though identified risk areas such as the South China Sea, the Straits of Lahore and the Straits of Hormuz. Australia is a member of the International Energy Agency (IEA) but remains the only member country that doesn’t meet the agency’s requirement of 90 days’ supply that is held either by government, mandated industry reserves or a combination of both. At the end of February this year Australia supposedly had 81 days of supply but this reduces to just 56 days if product in transit is not factored in. However, at the same time, Australia is experiencing a glut in jet fuel as local and international airline fleets are all but grounded due to the COVID-19 shutdowns. The circumstances resulting from the oil price war between the Saudi’s and the Russians in early 2020 saw the per barrel price drop from around $US60 to just above $US20. Most of the price reduction occurred prior to the massive decrease in global demand brought upon by the COVID-19 pandemic. If oil was ever going to get any cheaper it

won’t be by much, so now is definitely the time to invest and take advantage of the generationally low prices. In late April the Federal Minister for Energy and Emissions Reduction, Angus Taylor, announced that the Federal Government will, indeed, be investing $94 million to purchase oil and store it under a lease arrangement as part of the US Strategic Petroleum Reserve (SPR) which has the capacity to hold 800 million barrels of crude oil in its 127 million cubic metres of storage. “The new measures will take advantage of the current low prices for oil and Australia’s privileged position of access to the SPR,” says Taylor. “This work is a down payment on a stronger and more secure fuel supply for Australian households, motorists, industry and the national economy.” That said, critics of the initiative, however, have labelled it fuel security by proxy and question the availability of ‘our’ stocks in an event of extreme crisis. The SPG is held under Presidential Order and although the United States is obligated to contribute 43.9 per cent of petroleum in any IEA-coordinated release, there are concerns that this may

not occur if the US’s own requirements cannot be met. Details surrounding the logistics of transporting any urgently required product from the SPR to Australia are yet to be announced with one issue being Australia does not have its own fleet of tanker ships and is forced to rely upon ships operating under other nations’ flags. Further compounding the problem is the actual location of the fuel stocks which are to be held in artificial salt caverns along the Gulf of Mexico in Texas and Louisiana, necessitating tankers travelling through the Panama Canal before heading across the Pacific to Australian ports. The stored product is crude oil and will still require refining once it eventually arrives in Australia, further adding to the delay. Geoff Crouch, former chair of the Australian Trucking Association is concerned that the arrangement is a case of too little, too far away. “Angus Taylor has said himself that that it could take up to 40 days for fuel to make its way from the US to Australia,” he says. “That means Australia would be brought to a standstill for up to 16 days with no access to fuel.” The arrangement, according to Crouch, is simply unrealistic and he has since called for domestically based fuel security reserves. “Liquid fuel is critical to trucking and critical for our economy. Without trucks and the fuel that powers them, Australia stops,” Crouch says. “As most commodities produced or consumed in Australia are delivered by road, no fuel means supermarkets would go empty, medicines wouldn’t get delivered and rubbish bins wouldn’t get emptied. The move to establish our strategic fuel reserve in the United States is both a national economic issue, and a national security issue.” According to the Energy Department’s statistics, as of February 2020, there were 25 days supply of petrol stored domestically, 56 days of LPG, 20 days of

diesel, 143 days of aviation gasoline and 22 days of turbine fuel. “We’ve been reminded by the COVID-19 crisis, that you can have unexpected events on the world stage that impact on Australia,” Opposition leader Anthony Albanese told the ABC. “And we need to be able to be independent so that if there is a world event, be it a conflict on the seas that see the closure of sea lanes, we don’t run out of fuel. It is an essential part of the security of our nation to be able to not be dependent on international events.” The Government is expected to begin talks with the local petroleum industry about construction of long-term domestic storage facilities later this year. According to Taylor the agreement signed with the US to access their reserves was made by necessity given the lack of storage capacity at present in Australia. Indeed for a long time the Federal Government has resisted any involvement in establishing a reserve, arguing it was an industry responsibility, which is a position NRMA spokesman Peter Khoury is pleased to see has since changed. “I think the Federal Government is going to have to take a more proactive role,” he says. “It’s an expensive endeavour

building fuel storage capacity and in our conversations with government over the years the typical response has been along the lines of ‘we can do it but in order to pay for it there’ll be a price rise at the bowser’. I think the revised approach that the Federal Government is taking right now seems to be a sensible one. “The main point about the storage is these are ‘strategic’ reserves. Diesel is the ‘crisis’ fuel and is what we need to be focusing on when talking about stockpiling. This is not diesel that we would tap into just to keep driving around. Most military equipment runs on diesel as do the coal trains supplying power stations. In something like a geo-political crisis diesel will be the fuel that we will need and access to that fuel will be triaged so obviously the military, emergency services and food transport will have to receive priority.” Khoury’s point about coal trains should not be taken lightly. In the event a ‘crunch’ comes, cars and trucks won’t be the only casualties. Society, as illprepared as it currently is, may have to accept electricity rationing. Without the backup of an adequate fuel reserve the dystopian Mad Max images of bandits raiding slow moving fuel tankers may be a glimpse of future reality.

Most commodities consumed in Australia are delivered by road. p r i m em over m a g . c o m . a u

TRUCK & TECH

Responsibility for regulating the safety of a vehicle transfers from Federal to State domains when it goes into operation.

N O N-ALIGN M EN T

PA C T

Regulatory design rules need to overlap better with regulations to adequately ensure the safety and operation of plant vehicles used in infrastructure, construction and commercial road transport according to a leading industry expert.

ngoing inconsistencies between occupational, health and safety (OH&S) regulations that are enforced by the work-safety authorities of the individual states and vehicle standards regulations that are based upon Australian Design Rules (ADR) are an ongoing issue according to engineer and former head of ARTSA, Dr Peter Hart. At present plant vehicles that fall between the cracks of anomalous regulatory frameworks are subjecting operators to legal sanction should someone be injured when using the vehicle. Tipper trucks, mobile cranes, tow trucks, street sweepers, grease trap vacuums and moveable platforms are all, in one way or another, currently vulnerable to dangerous inconsistencies in regulatory practice according to Hart. Many operators, at present, do not recognise that OH&S regulations require safe designs and operating procedures. The problem according to Hart is the requirements that arise currently from OH&S regulations are not policed by the vehicle-standards regulators. “When it comes to hydraulic systems on trailers and power take off (PTO) units found on the like of tippers and tow trucks, the Australian Design Rules are

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inadequate. They were never intended to cover plant items, despite there being a few outdated references to OH&S standards in the ADRs,” he says. “There’s an inability for these to overlap because of conditional state and federal jurisdictions.” The National Heavy Vehicle Regulator (NHVR) is tasked with regulating in cooperation with the states and in doing so are developing common procedures and rules for in-service vehicles. This scope, however, does not include OH&S regulations. Neither the NHVR nor the state road agencies, retains any power over the new vehicles because the new vehicle space is regulated by the Federal government. The Federal OH&S regulator, Commcare is not responsible for vehicle standards regulations. Therefore, new vehicles that have integrated plant equipment tend to escape the attention of the regulators. While design rules mandated by the Federal Government address safety and environmental rules, they commonly do not account for OH&S issues which have been the province of state governments, many of which operate differently to each other. Once a vehicle goes into operation the responsibility for regulating the safety of the vehicle transfers from the Federal to

the State domains. A few, select types of vehicles, must be approved given the danger they can pose to the public. These include cranes that have ten tonnes or greater lifting capacity; and dangerous-goods tankers for petroleum and gas cartage. Such equipment is called ‘prescribed’. Operators of prescribed equipment usually know they need an approval and the state OH&S regulators can issue approvals for each of these vehicles. Hart says operators of vehicles that have plant features such as tip-trucks and tip-trailers and vehicle loading cranes — for less than a 10t lift — that are nonprescribed, often do not understand that the OH&S regulations apply. According to Hart, OH&S regulations say little about hydraulic systems other than a requirement that the designer of plant equipment conduct a hazard and risk assessment to identify the hazards and design out the said risks. “The requirement for designers to conduct a hazard and risk assessment is specified in all state and federal OH&S regulations. The designs need to be reviewed and the safety risks identified. That’s how they try to control the risks of plant item equipment without having to be

specific about every type of plant item equipment you can come up with,” he says. “The safety of a person should not depend on a hydraulic system. In other words you can’t rely solely on a hydraulic system to keep you up in the air or to prevent something falling on top of you. You actually have to have another independent safety system that does that as well. Some of it is inferenced in the rules but it comes out of the principles of the hazard and risk assessment.” Australian Standard AS1418 series is applicable to mobile cranes and vehicle loading cranes. Australian Standards, however, are not law unless they are specified in regulations. Whereas some international safety regulations are also acceptable to regulators, ADR 44/02 does call up the 1977 version of AS1418, which has been superseded. Hart points to how this illustrates the problem given the ADRs are not OH&S regulations. Tow trucks, for another example, often use some form of hydraulic winch and a lifting system. This type of plant equipment currently falls through the cracks when it comes to an agreed upon standardized practice nationally. “There is no national tow-truck regulation. If there was, the OH&S requirements could be put into it,” said Hart. “As it stands, the weights permitted on the

Peter Hart.

back of a tow truck and the operational requirements differ between states.” Hart is an advocate for a national tow truck regulation being introduced as states currently enforce different laws which have the potential to create troubles at borders where one set of regulations is acceptable in one state but not necessarily in the next. The national modification code VSB 6 has draft rules for tip trucks, but it is onhold given that most tipping bodies at present do not comply. Many operators don’t understand that safety valves or burst valves and emergency stops come out of the hazard and risk assessment process. It’s imperative that it gets sorted out sooner rather than later according to Hart. The issue is further compounded by not having lifting gear on tow trucks covered adequately by AS1418. It has left modifiers confused as to what features a tow truck is supposed to include. Approved Vehicle Examiners (AVEs) are required to sign off on modifications according to the technical requirements in Vehicle Standard Bulletin Six (VSB6), which is the heavy vehicle modification code. That code does not, however, deal with occupational health and safety regulations aside from a few cursory mentions. According to Hart, it’s common practice for someone to load a vehicle crane on the flatbed of a truck.

“As an AVE I am required to sign off the installation of the crane, but I do not have to sign off that the crane itself is OK,” he says. “The AVE is not accredited by Work Cover to assess cranes, but he is accredited to sign off the installation of the crane so as to how it pertains to the vehicle.” As such it is problematical that the AVE can approve a modification without taking account of the OH&S safety requirements. The issues concern more than emergency stops and air valves. According to Hart air tanks used on trucks that are above a specified volume and pressure are considered prescribed equipment under OH&S regulations. Few vehicle manufacturers, however, get the air tanks certified. This situation to date has generally been ignored by regulators. More recently VicRoads issued a bulletin stating that equipment with lifting systems on them had to comply with VSB6 requirements. Hart recalls that it specifically addressed the installation of safety valves on cylinders. “VicRoads point out that if a truck gets modified it must have this burst valve on it but that’s not a requirement in the ADRs. If the body was put on it by the original equipment manufacturer then it doesn’t need the burst valve,” he says. “I believe this claim is wrong because the OH&S regulations are applicable to manufacturers and modifiers alike. VicRoads do not administer the OH&S regulations.” Another requirement that will catch out most modifiers is the provision of emergency stops around equipment that lift. OH&S regulations require them. “There are occupational health and safety regulations that have to be followed irrespective of the ADR requirements,” he says. “The focus of a road agency like VicRoads is only on the vehicle standards regulations but it doesn’t seem to appreciate that there are occupational health and safety regulations that need to be applied as well. “This is a messy area. Basically, we have two different arms of different governments trying to regulate the one bit of gear, or parts of the one bit of gear, but they are not talking to one and other.” p r i m em over m a g . c o m . a u

TRUCK & TECH

C A P I TA L Operational efficiency and genuine bang for buck are now, more than ever, the core procurement considerations for Australian businesses entering the recovery phase of the COVID-19 pandemic.

he road to economic revival winds out ahead of us all. It’s against this backdrop that businesses must continue to seek and recognise genuine operational value in their commercial equipment. As operators across the construction, freight, waste, trade and essential service industries push to meet demand amidst a challenging landscape, it’s timely for all to stop and consider a piece of equipment on its overall merit. Those combination

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of features and benefits are what assists in building a compelling whole-of-life proposition. Some original equipment manufacturers and their distributors work hard to appeal to customers at an elementary level, perhaps spruiking a reduced sticker price, a series of periphery tech upgrades here or a non-essential value-add there. The challenge for Australian businesses right now though, is having the ability to see beyond the advertising message,

and to view a piece of capital equipment holistically, recognising the interconnected nature of its parts, components and overall value proposition – all premised of course on the application at hand. Responding to growing industry demand for light-duty, narrow cabin, cab-chassis truck models with increased payload capacity, Isuzu Trucks’ new NMR 60/45150 has recently hit the market, adding an additional 500 kg payload to the model it replaces, the NLR 55-150. Released last month, the NMR model is currently available in two GVM ratings—6,000 kg and the car driver’s licence model at 4,500 kg. There’s additional payload capacity on the 6,000 kg GVM variant, with a 500 kg payload boost on the previous NLR 55150 model. Under the cab is the 4JJ1-TCS engine, rated at 110 kW @ 2,800 RPM and 375 Nm @ 1,600 – 2,800 RPM, offering a reliable combination of performance and economy. The bigger picture begins to come into view when the boosted payload capacity is coupled with the NMR’s more compact overall dimensions. Be it construction and excavation, freight and delivery or a myriad of trade applications, Isuzu’s NMR 60/45-150

GAINS stakes its claim on the productivity front, not only from a payload standpoint, but from its ease of use and manoeuvrability. It’s a smart example of a well-honed and fit-for-purpose engineering approach, which genuinely responds to the demands of a no-nonsense, industrious section of the light truck market. The narrow cabin feature offers adaptability and access for those negotiating tight city streets, loading bays and laneways. This intersecting component mix offers payload efficiency with the manoeuvrability of much smaller, lighter truck models on the market. In considering a profitable combination of features, it’s critical to align a transmission system to the task at hand and as far as transmissions go, the NMR’s third generation torque converter automated manual transmission (TC-AMT) is about as ‘task-specific’ as it gets according to Isuzu. While at times misunderstood, even by the experts, there are a range of benefits with an AMT that simply can’t be ignored. In the case of the NMR, its TC-AMT has been specifically designed for a truck and not adapted from car or ute technology as is sometimes the case. Gearing changes have been calibrated to deal with

The TC-AMT has been specifically designed for a truck.

increased truck payloads translating to improved component durability and parts longevity. The torque convertor fight for additional take-off from a standing start, and the ability to manually operate changes via a simple push or pull of the transmission lever, speaks for itself. Rounding-out the feature mix is the specification of Independent Front Suspension (IFS) on the NMR 60/45-150 model. A welcome addition to many

The NMR 60/45-150 comes with Indepedent Front Suspension.

truck-specific applications, IFS increases stabilisation regardless of load, ensuring the ride is predictable and assured, especially through cornering and over undulating ground. Acutely applicable to utility drivers seeking additional payload and towing capacity, road shock and body-roll are all proven to be significantly reduced with the addition of IFS. The resultant reduction in driver fatigue at the end of the day is another welcome plus. With a sunset on the government’s stimulus measures a certainty, businesses will quite simply be forced to do more with less, if they are not already. Ensuring the best possible solution is applied to the challenge at hand is of course one crucial way to make a dollar stretch further. No matter the trade application, Isuzu’s latest offering answers demand and plugs a gap in an already comprehensive model light-duty model line-up. p r i m em over m a g . c o m . a u

TRUCK & TECH

EVEN CLEANER A C T AN

The next round of emission regulation is likely to expand its remit to include more than exhausts.

p until this point in time most emission regulations have been focused on what comes from the exhaust pipe, however it is very likely that future regulations will address the overall environmental impact of road vehicles over their entire life cycle. The heavy-duty Euro standards are numbered using Roman numerals (e.g. Euro I, II, V), whereas light-duty standards (both petrol and dieselfuelled passenger vehicles) use Arabic numbers (e.g. Euro 1, 2, 5). Emissions testing is performed on engines in laboratory situations rather than on complete vehicles. Euro I standards were introduced in 1992, followed by the introduction of Euro II standards in 1996. The European Union adopted Euro III standards in 2000, followed by Euro IV in 2005 and Euro V standards in

2008. In Germany, road toll discounts were introduced in 2005 for vehicles meeting the latest standards which encouraged the early launch of Euro V trucks. Euro VI emission standards are comparable to the US 2010 standards and became effective from 2013/2014. The Euro VI standards also introduced particle number (PN) emission limits and stricter On Board Diagnostic (OBD) requirements. A Euro VI(e) revision is expected in 2022-23 followed by Euro VI(f) in 2025. At present Euro VII is expected to become the standard in 2028 and this possibly will be the final emissions legislation for conventional internal combustion engines. Euro VI will have a wide-ranging

scope aimed, particularly, at improving air quality for urban areas and paves the way towards zero CO2 emissions. Back in 2001, the European Commission passed legislation which prohibits the use of emission “defeat devices” and “irrational” emission control strategies which reduce the efficiency of emission control systems when vehicles operate under normal driving conditions rather than on a test bench. Investigations by authorities including the US Environmental Protection Authority (EPA) and the

BlueTEC is the Daimler identifier for diesel engines equipped with advanced NOx reducing technology. 48

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California Air Resources Board (CARB) eventually lead to the uncovering of the well-documented ‘dieselgate’ scandal. Within Euro VII legislation, OBM (On-Board Monitoring) emission requirements will be introduced in conjunction with extended OBD (OnBoard Diagnostics) to better manage the emissions over the realistic effective lifetime of the vehicle and to bring to attention any tampering such as removal of diesel particulate filters (DPFs). OBM will still require OBD to identify if a component or system has failed and to suggest possible rectifications. This will be a quantum step beyond a flashing red engine light on the dash when an AdBlue injector nozzle becomes blocked or a DPF requires a ‘burn’. The challenge for manufacturers is to develop solutions focused on improving emissions over the full range of operating conditions that a vehicle will experience. Most engineers are of the opinion that low CO2, low PM and low NOx are conflicting aims in technical terms for diesel engines. Technical advances including EHCs (Electrically Heated Catalysts) are expected to be effective in support of meeting the anticipated Euro VII emission targets for both gasoline and diesel applications. Euro VII may in part be designed to address the establishment of Ultra Low Emission Zones in cities such as Paris, Athens, and Madrid which have adopted their own stricter standards on emissions due to their particular regional pollution challenges and there is a distinct possibility that the details within the regulation may ultimately require some level of geo-fencing. In addition to accepted health pollutants, greenhouse warming pollutants including methane and nitrous oxide gases will be addressed under Euro VII and it’s quite probable that physical

Hino 500’s A05 five-litre diesel engine meets Japan’s pPNLT Euro 6 equivalent emissions standards.

pollutants, such as brake and tyre dust particles, will also be regulated. In the early 2000s, Australia began harmonising its Australian Design Rule certification for new motor vehicle emissions with the ‘Euro’ categories and Euro V was introduced here in 2010-11 as a factor of ADR 80/03 legislation. Currently the US EPA 2007 and Japan JE05 Long Term are accepted as alternative standards to Euro V. More detail will be required as the newer standards are developed in order to compare the European, Japanese and United States requirements and determine if they are parallel standards. Interestingly, there is still no indication from the Australian government as to when Euro VI will be mandated here, despite the entreaties of various OEMs supported by the Truck Industry Council. To avoid differentiation and to take advantage of economies of scale in manufacturing, an increasing number of OEMs are making Euro VI compliant vehicles available here, almost by default.

The electrical architecture of a commercial vehicle needs to be totally changed to accommodate Euro VI and this brings with it the bonus of the abilities to incorporate the latest in safety systems such as Autonomous Emergency Braking, Adaptive Cruise Control and pedestrian detection. The local logic is to push the case for the enhanced safety with the improvements in emission levels being considered a bonus. Though yet to be compulsory, the current availability of some Euro VI vehicles in Australia has led to some of the major fleets opting for the later standard in line with some of their clients’ wishes to capitalise on the positive marketing potential of being ‘seen as green’. If this is the case then it is incongruous that our grocery giants are more in tune with environmental opportunities than our government. If we don’t yet have a start date for Euro VI, then Euro VII is a long way off for Australia. p r i m em over m a g . c o m . a u

INDUSTRY

YEAR OF LIVING The Major Accident Investigation Report produced by the National Truck Accident Research Centre (NTARC) is widely regarded as an accurate barometer of safety trends in the road transport industry.

he Report covering the 2019 calendar year is the ninth since its conception and was scheduled to be presented at the Trucking Australia conference in Cairns during early April but the COVID-19 situation has meant a more low key distribution of what has become an eagerly anticipated, yet often sobering, report. The production of the Report has been accelerated and instead of focusing on incidents occurring two calendar years previously, this latest edition addresses accidents from the preceding year, which underlines its relevance and immediacy. The release of this latest Report comes at a pivotal time in Australian road transport, with separate reviews of heavy vehicle regulation currently being undertaken by the National Transport Commission, the Productivity Commission and a Federal Senate inquiry. The author of the report is National Transport Insurance (NTI) engineer Adam Gibson, supported by the wellknown and credentialed Associate Professor Kim Hassall PhD. This latest NTARC Report draws its findings from 848 incidents involving National Transport Insurance (NTI) clients during the 2019 calendar year where losses exceeded $50,000. Much of the raw data is taken from claims assessments and as NTI is the predominant insurer in this space it is reasonably accepted 50

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the results are typical across the entire industry. The $50,000 threshold was corrected for the effect of inflation between 2017 and 2019. Overall frequency of large losses dropped from around one in every 400 NTI insured heavy vehicles in 2017 to one in every 500 in 2019. Perhaps the most significant finding in the Report has been a marked increase in truck driver deaths. The number of drivers who died in major incidents involving an NTI insured vehicle was over 2.5 times higher in 2019 than in 2017. Sadly, 50 truck occupants lost their lives in 2019 and with the assistance of state and territory road agencies NTI has been able to collate the data on what is the highest annual figure in a decade and an increase of more than 30 per cent compared to 2018. The proportion of incidents resulting in at least one fatality increased from 3.0 per cent to 4.8 per cent and was overwhelmingly driven by the increase in truck driver deaths. There was a 75 per cent increase in driver deaths in single vehicle crashes, in addition to a number of truck drivers who lost their lives in multi-vehicle truck-on-truck crashes. The previous Report showed that in 2017 the car was at fault in 83 per cent of fatal truck and car crashes. In 2019 where an NTI insured truck and a car were involved in a multi-vehicle crash

resulting in at least one fatality, the car was determined to be at fault 80 per cent of the time. There was a continuation of the downwards trend in the proportion of large loss incidents resulting from fatigue, which decreased to a record low of 9.6 per cent. Regrettably, fatigue still remains the single largest cause of truck driver deaths with 34.8 per cent of truck driver deaths covered in the Report attributable to fatigue. Considering fatigue losses by combination type provides some interesting insights with multicombination vehicles (excluding B-doubles) making up 11.1 per cent of all of NTIâ&#x20AC;&#x2122;s large loss events, however, at 25.9 per cent these combinations account for more than double that proportion of fatigue-related incidents. Similarly, B-doubles make up 21.5 per cent of NTIâ&#x20AC;&#x2122;s large losses but contribute 32.1 per cent of the fatigue losses. Conversely, the rigid truck and one trailer category (predominantly truck and dog tippers) make up 6.9 per cent of all NTIâ&#x20AC;&#x2122;s large losses but only 1.2 per cent of fatigue events. These findings are consistent with the operating radii and freight task performed by these respective configurations and accentuate the difference in risk profiles between different segments of the road transport industry. Losses from non-impact fires

Much of the NTARC Report raw data is taken from NTI claim assessments.

DANGEROUSLY increased from 8.1 per cent to 10.0 per cent of large losses, and contrary to much mainstream media coverage, rather than engine bay or cabin fires which made up 31.8 per cent of the total fires, this increase was predominantly driven by an increase in wheel end fires attributable mainly to tyres, brakes and bearings which increased in proportion from one in three to almost half (47.1 per cent). Between 2015 and 2017 there was a jump from 3.5 per cent to 6.5 per cent in the generally small proportion of losses caused by mechanical failures. In 2019 this dropped to 4.0 per cent, returning to a level more consistent with prior years. Looking at the underlying cause of these mechanical failure losses, once again steer tyre failures caused over half of the incidents. The incidence of suicide in car-truck incidents was again evaluated after the 2017 findings of 37.5 per cent fatal truck and car crashes were indicated, or strongly indicated, to be attributable to suicide. Using the same criteria, the 2019 result shows a consistent 37.9 per cent of fatal truck and car crashes involving an NTI insured truck were indicated, or strongly indicated, to be suicides by the driver of the car. The time and place of major incidents provides some opportunity for the industry to directly address some contributing factors. After a small increase in 2017 to 72.3 per cent of large losses occurring on the outbound leg of a journey, the 2019 outbound

Adam Gibson.

proportion fell back to 68.3 per cent which is closer to levels seen in prior years. In 2019, there was a levelling off of risk between days of the working week, with only Wednesday showing a slightly lower proportion of losses at 15.6 per cent compared to 17-17.3 per cent for other working days. However, Saturday remains of particular concern as while it has only a 60 per cent rate of the incidents of weekdays it has less than half the traffic, giving a 21 per cent higher frequency of losses when corrected for traffic volume. Distribution of losses by time of day remains consistent with previous years, correspondingly the status of midnight to 6am as the highest risk period for

large losses also remains unchanged when corrected for truck traffic volumes. Two thirds (67.9 per cent) of truck driver deaths occurred during ‘daytime’ (6am to 6pm), and of concern was that one in five (21.1 per cent) truck driver deaths occurred between midnight and 6am. This time period accounts for only 13.6 per cent of truck movements which equates to a 55 per cent higher risk of a truck driver dying between midnight and 6am than the daily average. Examination of the causes of major loss accidents shows truck driver error increased sharply from 29.6 per cent to 39.0 per cent in 2019 after a significant increase in incidents resulting from inattention or distraction. “In order to fix this issue in the heavy vehicle space we need the same cultural shift which was achieved in relation to drink driving,” says Adam Gibson. “For as long as it’s deemed to be generally socially acceptable to use your phone while driving either a car or a truck, we won’t see significant change in this area.” The average age of vehicles in the national truck fleet exceeds 14 years, so modern safety technologies such as Autonomous Emergency Braking and Adaptive Cruise Control are only available to a relatively small proportion of trucks delivered during the past several years. Similarly, the retro-fitting of effective driver support technologies such as those available from Seeing Machines will be limited to a very small proportion of the total fleet. p r i m em over m a g . c o m . a u

TRUCK & TECH

Townsville site of NAPA Auto Parts.

AROUND THESE

PARTS

A new name in specialist automotive parts, NAPA Auto Parts, is poised to become the most comprehensive aftermarket distributor in the country.

t present NAPA Auto Parts is considered the world’s largest supplier of automotive parts and accessories with more than 6,000 Auto Parts stores and 57 distribution centres throughout North America. In Australia, the internationally recognised aftermarket brand has branches in 17 locations across Western Australia, Queensland, Victoria, New South Wales and the Australian Capital Territory. New Zealand will get its first NAPA Auto Parts store later in the year. The GPC Asia Pacific group, which includes Ashdown-Ingram, Appco, Repco, Autostop and Sulco, added, NAPA Auto Parts, to its extensive portfolio in April last year when it first launched the brand at the 2019 Australian Automotive Aftermarket Expo. Under the arrangement, Ashdown-Ingram and other trade and specialist businesses are transitioning to NAPA Auto Parts as it caters to the aftermarket for commercial, industrial and mining specialists in Australia and New Zealand. This will likely make it the 52

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most comprehensive aftermarkets part distributor in the region. The company already plans on adding another 120 NAPA Auto Parts locations before the decade is over. Backed by what it calls NAPA Know How, a philosophy of service in which specialist knowledge ensures the ‘right part, every time’, NAPA Auto Parts brings together a pedigree of 90 years of experience in the Australian automotive aftermarket through the GPC Asia Pacific brands. The compelling offering leveraged, no less from a comprehensive range of products and leading brands, makes it a major drawcard for current GPC businesses. “For our trade customers, we provide the widest range of aftermarket parts on a time-critical basis, along with solutions to help our customers run their business, helping to keep workshops and stores productive,” says a NAPA Auto Parts spokesperson. “We pride ourselves on providing the best B2B tools, technical solutions and genuine customer service. Our retail customers enjoy the benefits

of our exceptional supply chain, industry expertise and extensive store network, which provides unmatched convenience across all of Australia and New Zealand, both in large metro areas and more remote locations.” As a specialist aftermarket parts destination, NAPA Auto Parts boasts a range that includes 4x4 solutions, brakes, starter motors, alternators, compressors, condensers, EFI modules, engine management tools, under-bonnet and under-body components, workshop tools and equipment, workshop consumables, filters, lubricants, belts and shock absorbers. GPC Asia Pacific has indicated it will invest significantly into NAPA Auto Parts to enhance the product offer and service experience for its customers with improved storage for more products and brands chief among its objectives. The company says additional increases in inventory demonstrate it is serious about providing the parts its customers need, more often, to complete jobs in a more convenient location.

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TEST DRIVE

A NEW

HOPE

Some design tweaks combined with significant engineering advances make the Euro 6 DAF XF an exciting addition to PACCAR’s Australian offering.

lready a strong seller and multi-award winner in Europe where it topped the Heavy Duty market in 2018, DAF’s new Euro 6 XF exhibits the results of significant re-engineering of many of its systems and components to deliver a refined European truck with the ruggedness required to suit Australian

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applications. The DAF brand’s share of the local market has been steady in recent years but some sizable fleet sales of the new XF and CF models during the first half of 2020 have helped propel DAF into more positive territory despite a constricting overall market. “The new models are the biggest thing to happen to DAF in its 21 years of history

in Australia” says Felipe Rubio, General Manager of DAF Trucks Australia. Felipe should feel comfortable with that quote as every major component, not to mention a few minor ones, have been examined and if any worthwhile improvement could be realised, has been, subsequently, revised. The PACCAR MX-13 engine powering the XF incorporates a number of changes and

A Variable Geometry Turbocharger provides higher boost pressures at lower revs.

power output has been increased by 20hp to 530hp (390kW). Efficiencies have been gained by addressing a number of parasitic losses with the implementation of ‘smart’ oil, steering and water pumps to deliver output matched to the exact demands of the engine in any situation. The Variable Geometry Turbocharger provides higher boost pressures at lower revs which is an important factor in achieving the maximum torque of 2,600 Nm in the 900-1,125rpm range. The increased torque at lower revs permits the use of faster rear axles which enable the XF to stay in higher gears for longer. The engine has a new EGR system and thermal efficiency has been enhanced by developing a new combustion system, including new pistons and a higher

compression ratio. The injectors and their management strategies have also been improved. The cooling system has been increased in size by 30 per cent and, in combination with improved air flow management, is able to dissipate the slightly increased heat generated by the Euro 6 engine. At the same time, it cuts engine fan operating times by half, contributing to fuel efficiency despite the increased horsepower rating. The performance of the PACCAR Engine Brake has been improved over the Euro 5 engine. Maximum braking power of the MX-13 is now 360 kW and in the important 1,200 to 1,500 rpm range, engine braking power has increased up to 30 per cent. The XF’s driveline applies the proven successful formula of having higher torque available at lower engine revolutions to maximise fuel efficiency. Add in factors such as ‘taller’ diff ratios and the latest generation of ZF’s TraXon automated 16-speed gearbox capable of skip shifting and the potential savings are evident in the XF. The TraXon’s lower internal friction losses and faster upshifts contribute to the low fuel consumption and driver comfort is also improved thanks to the TraXon’s quiet and smooth operation and precise clutch actuation. The TraXon also provides a wider ratio spread to capitalise on the down speeding of the engine. The TraXon has Eco Mode and Eco Roll functions as measures to further boost fuel efficiency, reduce emissions and lower operation costs. Eco Mode supports the driver in maximising economical operation yet, when required, more engine performance can be selected in an instant. The Eco Roll feature is similar to other modern truck transmissions, which disconnect the driveline and allow the vehicle to coast to make the most out of momentum and gravity. On the road the transition from coasting to positive drive is particularly smooth in the XF. The drive axles have low friction wheel bearings and relatively ‘tall’ 3.09 gearing

as part of the fuel economy focus, which also includes the specification of a lowfriction lubricant. Digital controls and monitoring devices provide several advantages over analogue systems including absolving the driver from having to constantly, or at the least frequently, watch vital gauges. The XF’s battery Energy Monitoring system is a good example as it allows the driver to check the status of the batteries and provides warnings when electrical energy levels are critical. It also prevents overcharging which results in increased uptime due to longer battery life. DAF’s active and passive safety systems are at least on par with anything else currently available in a heavy-duty truck and include all of the vital acronyms expected in a modern truck, particularly those manufactured in Europe. Adaptive Cruise Control (ACC) automatically adjusts the truck’s speed to maintain a safe distance from the vehicle ahead. The settings are easily adjusted from the steering wheel controls. Forward Collision Warning (FCW) generates an audible warning and a visual alert on the instrument panel, urging the driver to take action in order to prevent a collision. Should the driver be too slow in reacting the Advanced Emergency Braking System (AEBS) intervenes to slow the truck down in an emergency situation. The Lane Departure Warning System (LDWS) warns the driver if the vehicle begins to move out of the lane owing to driver error, drowsiness or distraction. This particular type of technology is becoming more commonplace in heavy trucks as well as passenger vehicles. Third party safety is addressed by the fitment of a camera covering the kerb side of the truck — an area typically inhabited by blind spots. Naturally, there is a Vehicle Stability Control (VSC) system which for the new DAFs has been improved even further than on the previous models and is set to intervene to prevent jack-knifing and overturning. Driver and passenger airbags p r i m em over m a g . c o m . a u

TEST DRIVE

The Euro 6 DAF XF cab comes in three sleeper configurations.

are standard as are pretension seat belts. DAF has developed its Protective Cab Suspension Construction, a proprietary technology which is designed to absorb a significant part of collision energy by allowing a controlled rearwards movement of the cab along the chassis. The HVAC system has also been completely re-imagined including the controls which now feature one-touch defrosting, park ventilation, park heating with timer, rest heat and automatic air recirculation and can also be operated using the rear wall control unit in the sleeper berth. The new ‘smart’ airconditioning system consumes less energy by cooling the air down only as much as is needed to reach the desired interior temperature. Intelligent control of the evaporator is also used to avoid unnecessary air cooling. The new fully automated HVAC system also uses residual heat from the engine for heating the cab during shorts breaks, further adding to fuel efficiency. The XF cab comes in three configurations, all of them sleepers: the flat roof Comfort cab, the mid-roof Space cab and the 56

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imposing high roof Super Space cab which has a roof to floor dimension of 2255mm. The exterior of the XF has been softened by incorporating larger radii on the corners of the cab delivering a more rounded and smoother overall shape which improves aerodynamics without intruding on the interior space. Combined with the new grille the cab has a completely different look from the Euro 5 XF. Revised side air deflectors mounted on the panels above the LED head lights serve to channel air around the sides of the cab. At the top, a new sun visor incorporates some of the same brushed aluminium look trim as found on the upper grille panel and makes its own contribution to the aero package and the exterior aesthetics. Similar alloy look trims can be found on the edges of the grille elements as well as on the top doorstep. The XF’s interiors just ooze quality. In recent years the market has come to expect truck interiors to be stylish and comfortable while remaining practical, and DAF doesn’t disappoint by taking the XF’s interior to an almost sumptuous level without any flashy decadence to cheapen

it. It is, after all, a work space, so why shouldn’t it have some style? The interior regularly functions as a rest and sleeping space as well, and here the XF certainly doesn’t disappoint with plenty of storage, a pull-out desk and an easily accessible under-bunk fridge. The interior lighting has received a lot of attention from the designers with an innovative rotary switch control centrally located in the middle of the dashboard console, ensuring it is within easy reach. The driver can select different interior lighting modes for various driving and resting conditions, and there’s also a dimming function. For convenience, there’s a second control switch on the rear wall of the sleeper. The windows are bigger and the mirrors have been located slightly rearward to provide a larger vision field at the A pillar. Note, the small quarter pillar on the previous XF has been eliminated. The DAF XF has always been considered a “driver’s” truck, and the new Euro 6 model makes operating it even better, with the bonuses of significant fuel efficiencies and leading edge safety technologies.

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The Gladiator launch edition is limited to 100 units for the local market.

JEEPERS

CREE

The Jeep Gladiator Launch Edition arrives in Australia in an exclusive run of 100 units to celebrate Australia’s first Jeep ‘truck’.

ustralia is the first right hand drive market to receive the Jeep Gladiator, a multipurpose vehicle which brings with it the iconic imagery of the original go-anywhere military Jeeps of World War 2. There is no mistaking this latest model’s heritage thanks to its vertically slotted grille, round headlights (which are actually modern hi-tech units) and very few compound body curves. It might not be the 4WD on steroids that the road-going Humvees (Hummers) were a decade or so ago but drive one down the street and you’ll definitely get noticed, even if you’re not Russell Crowe. The Gladiator sits on its own unique frame and is much more than a longer wheelbase four door Jeep Wrangler with a ute body added at the rear. The Gladiator 58

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is set to do battle in an arena already well-populated with dual cab utes from Asia and if size matters then it’s bigger than all of them and is almost as long as a RAM 1500 truck. The Gladiator will appeal to the macho operator whose preference is for a utestyle personal conveyance that can easily accommodate a load of 600-plus kilos in the tray, rather than a wagon-style SUV. If off-roading is part of the application then the Gladiator suits that perfectly as well. Limited to just 100 units for the local market, in the Gladiator Launch Edition, Jeep have optioned up the already impressive top-spec Gladiator Rubicon model with some unique badging, wheels and interiors and included the ‘Lifestyle Adventure Pack’ as standard. This package includes the Jeep Trail Rail System of

cargo anchors, a lockable rear under-seat storage bin, a roll-up Tonneau cover, a spray-in protective bed liner, an auxiliary switch bank with four programmable switches suitable for driving lights and on-board compressors, plus a removable wireless Bluetooth speaker. The electrical system is boosted with a 240-amp alternator and a 700 amp-hour maintenance-free battery. The Launch Edition is available in three colours of Diamond Black, Bright White and Firecracker Red. The unique folddown windshield and readily removable doors and colour coded roof panels can transform the Launch Edition Gladiator into a true open-air 4x4. Coil springs are used at each corner and the five-link rear suspension has been sourced from the RAM 1500 truck and

provides a smooth ride on-road. For offroad excursions improved articulation and increased total suspension travel are available at the flick of a switch on the dash for the electronic disconnection of the front sway bar. The transmission is an eight speed automatic with a transfer case and boasts an impressive crawl ratio of 77.2:1. The Gladiator’s ‘Rock-Trac’ 4x4 system includes heavy duty third-generation Dana 44 axles. Standard axle ratios are 4.10 and incorporate ‘Tru-Lock’ locking differentials. The Launch Edition includes unique 17-inch Mid-Gloss Black Aluminium Wheels. Maximum payload is 620kg and the maximum braked towing

ultimately have the choice of the 3.0-litre turbo-diesel V6 available in the USA which produces 195kW and a healthy 660Nm of torque. The 43 degree approach angle will enthuse and encourage the four wheel drivers and the forward-facing off-road camera, which comes as standard with the Gladiator Launch Edition, allows obstructions on the track ahead such as boulders or stumps to be easily seen on the touchscreen even if obscured by the bonnet. The interior has leather trim seats (the front ones are heated, as is the leather steering wheel) and the dash features Jeep’s fourth-generation Uconnect system with an 8.4-inch touchscreen, Apple

and roll positions of the vehicle, as well as numerous ‘virtual’ gauges to monitor engine fluid temperatures and pressures. Additional enhanced technology and safety features include keyless entry, Blind-spot Monitoring, Rear Cross Path detection, ParkSense rear park assist system, Advanced Brake Assist, Full-Speed Forward Collision Warning Plus, and Adaptive Cruise Control. There is plenty of space across the rear seating for three burly adults and their comfort is enhanced by the inclusion of rear ventilation outlets which will be redundant once the doors and roof are removed. The Jeep Gladiator Launch Edition

capacity is 2,722kg. Both of these stats are significantly less than what similar spec’d Gladiators come with in the US but are, nonetheless, adequate for local applications. The engine is a petrol 3.6-litre Pentastar V6 engine rated at 209 kW and 347Nm and is equipped with an engine Stop-Start system to assist with the fuel economy. No indication yet if Australian Gladiators will

CarPlay and Android Auto as well as Bluetooth connectivity, playing through a nine-speaker Alpine premium sound system. The touchscreen can also be easily configured to display the pitch

combines significant off road capability with composed on-road driving dynamics and sophisticated passenger comfort. It also makes an impressive visual statement.

PERS

A forward facing off-road camera provides visibility for obstables obscured by the hood. p r i m em over m a g . c o m . a u

PERSONALITY

P R E S E N T

TENSE

Hamish Christie-Johnston headed up Penske Power Systems from early in 2017 and since March this year Hamish has taken the role of Managing Director of the re-branded Penske Australia.

s the market emerges from a period of sustained disruption, Hamish ChristieJohnston has taken over the reigns at the recently re-branded Penske Australia during a challenging period for many companies in the commercial vehicle space. In the US the organisation headed up by business and motor sport icon Roger Penske has achieved remarkable success, in part due to its deliberate strategies of vertical and horizontal integration. Australia presents an entirely different set of circumstances for the local operation to pursue a similar template, magnified by the recent impacts of COVID-19 on the economy. PM: First question: are you a truck guy? HC-J: When I first joined Penske in 2014 my focus was on off-highway markets which is pretty much everything other than trucks. Certainly, I’ve become more involved with trucks in the past three years as we started to execute our retail strategy. On the retail side of Penske

Power Systems, which I was running previously, eight of our locations were also retail truck dealerships. PM: Were you involved with trucks during your 20 years at Caterpillar? HC-J: Throughout my career over the past 33 years there have always been trucks somewhere. I joined Caterpillar straight out of university as a mechanical engineer in 1987 and I lived through several generations of Cat engine product with various truck OEMs during my 20 years there. PM: What do you see as the priorities in your new role? HC-J: I took this new role officially on March 1 when the world was a completely different place. The plans don’t change but we’ve obviously got priorities we need to manage in the short term by positioning the business for a period of ‘new normal’. Much of our focus has been about how we provide a very responsive service for our transport operators to

Hamish Christie-Johnston. 60

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keep them on the road. The nature of the transport industry is some people are absolutely flooded with work and others are starved of it. We are very conscious of that and trying to work with them all to assist through this challenging period. PM: Locally, the Penske organisation has recently undergone a rebranding. Will it have real impacts on the market or does it serve more internal reasons? HC-J: The branding change is actually quite subtle because most of our customers, whatever market they are in, just think of us as ‘Penske’. We already had both businesses (Penske Power Systems and Penske Commercial Vehicles) dealing with the market and working with customers and our dealer network. In reality, streamlining our internal business is intended to offer a better retail experience for our customers. I would hope that our customers and dealers will see evidence that we are actually more agile, and we’re responding to their needs and providing value and service. There’s not a lot of bad product in the Australian truck market and the key point of differentiation for us is the service that we provide. That’s one of the reasons we now have a mix of our own retail operations as well as our independent dealer partners. PM: That’s pretty much the Roger Penske model though isn’t it? HC-J: It’s predominantly a retail business now and when the commercial vehicle business was originally acquired in 2013, it was almost exclusively wholesale.

Penske Truck Rental has been strong in the current market according to Christie-Johnston.

I think we only owned one of our dealerships, in Brisbane, and the rest were independent dealers. What we have now is a good balance between having a mix of our own retail outlets as well as having some quality dealer partners with whom we exchange best practices and try to take the whole group forward together at an accelerated rate. PM: Market share for the Penske brands in Australia has been quite steady for the past several years other than the big military contract for MAN. Moving forward, is increasing market share a dominant aim or is leveraging more out of long term relationships from regular customers a priority? HC-J: It’s a fairly crowded and challenging market, especially this year. The Penske organisation doesn’t sell a lot of businesses, it mainly acquires them and so we’re here for the long run and definitely we want to grow market shares across our brands. I don’t think you can really build infrastructure and provide the kind of service we like to provide on market shares of around two per cent for a brand. In due course we’ll see the new Western Star platform and MAN platform here as well. PM: Although the new Freightliner Cascadia may be competing in some Western Star applications, does having the Detroit driveline present opportunities for Penske? HC-J: We are obviously excited about the new DD16 and DD13 engines. The Detroit brand is a big part of our business and we will be supporting it in both Freightliner and Western Star. The new Cascadia also has the DT12 transmission and fully integrated driveline which is extremely exciting. Daimler are also distinguishing Freightliner and Western Star a little bit more clearly in terms of application. PM: Looking at the global picture, are there any challenges in relation to the Daimler Group, or the Traton Group? HC-J: Our view is by being a very good partner, a good distributor and a good retailer we are attractive to our OEM partners and they want to do business

with us. We don’t see conflict between Daimler and Traton either. There are plenty of dealer groups out there that are multi-brand and with 18-plus brands in the market there is always going to be a certain amount of overlap. PM: Does the current environment present opportunities for Penske Truck Leasing and Penske Truck Hire? HC-J: In Australia we’ve got 300 trucks on rent or lease and the current demand has been very strong – much stronger than we would ordinarily expect, given the time of year. It’s been a demonstration of the heightened volume happening with groceries while fuel transport has been down. My expectation is we will see rental become a bigger part of the market in Australia over time. Business capital expenditure is going to be scrutinised very closely over this coming period and, generally speaking, I think people are going to hold back so the easiest way

to flex will be with rental. We’ve got the ability to tip more equipment into our rental fleet if that’s what the market is looking for. PM: Finally, can you maintain a positive outlook? HC-J: We do need to be realistic that 2020 is going to be quite a challenging year, but we’ve got 3,500 MANs either in service, or in the process of going into service, with the Department of Defence. Overlay on that with Australia’s heavyduty truck market and it’s a pretty large number of trucks. Aftersales [parts and service] is the lifeblood of our business so there will be focus in making sure it’s running effectively by giving our customers confidence the parts are on the shelf, we’ve got trained technicians who know how to work on those vehicles, and we’ve got all the necessary tooling. I’d like to look back in a year or two and say ‘wow, we really did move the dial!’ p r i m em over m a g . c o m . a u

PRIME MOVERS & SHAKERS

PRINCESS

DIARIES Lyndal Denny made a significant change in her life when she decided to give up a career as a Human Resources executive and become a truck driver. Last year she was instrumental in forming Women in Trucking Australia with the goal of addressing gender imbalance in the trucking industry.

Lyndal Denny. 62

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tailgating incident involving a B-double and Lyndal Denny in her car on a northern NSW section of the Pacific Highway in 2007 became the unlikely catalyst that ultimately led her to a career in the trucking industry. Seven years later and having spent thousands of driving hours behind the wheel, including operating quad roadtrains in the west, Lyndal says most drivers of on-road heavy vehicles are safety-focused professionals. Looking back she often wonders how she managed to transition from her former role as a HR executive to the diesel, dust and sweat infused reality of outback trucking in the remote north of Western Australia and the Northern Territory, where she learned that working in the Australian outback is no walk in the park. “After trying without success to get a driving job with dozens of companies in the eastern states, I headed over to Western Australia and finally got a start with Qube Energy at the Dampier wharf,” Lyndal recalls. “I’d even offered to work for six weeks without pay just to get experience. I had great driving and employment records, I don’t drink and I don’t smoke, the only thing I didn’t have was experience and because of this I just kept getting doors shut in my face.” After completing some heavy vehicle driver training, she decided to knock on Qube Energy’s door and received a warm welcome from the Operations Manager. “He came with me in the truck to see how I could drive. Everything was going fine until the very end when he asked, ‘Can you give me a demo of how you can reverse?’ That was a nightmare, but I assured him I would practice and practice until I got it right. Anyway, he put it to head office in Sydney about taking me on and they came back with a yes. “It was one of the biggest days of my life and I’m so grateful to them for giving me a go. Qube is one of the companies that are quite happy to put women on. Another great company in this respect is Centurion Transport, based in Perth, where I also

spent time as a roadtrain driver.” Upon starting as a driver, Lyndal says she quickly earned the nickname ‘Princess’ due to her propensity for make-up, painted nails, ironed uniforms and futile attempts to not get dirty. Since that time she’s worked as a driver in a wide variety of roles including double, triple and quad roadtrain, oversize heavy haulage work under pilot, local retail deliveries, curtainsider, water cart, road construction and container work, side-tipper and demolition, fluid loads, refrigerated, rail siding, harbour and floating wharf work. “I’ve driven everything from luxurious fully-automatic Scanias to 18-speed manual Roadranger-equipped Kenworths,” Lyndal says. “Truck driving is definitely the most challenging yet rewarding career I have undertaken to date.” However, Lyndal says it didn’t take long for her to realise that relatively few women choose the career path she embarked upon. Across her seven-year trucking journey, she maintains every interaction has been a building block in helping her to develop a broad understanding of the myriad issues women face in what remains, at this point in time, an overwhelmingly male populated profession. Recognising the need for change as a first step on the road towards a more

gender-balanced heavy vehicle driver workforce, Lyndal established the notfor-profit Women in Trucking Australia (WiTA) in 2019. She maintains a significant cultural shift in thinking is slowly seeing the industry begin to recognise women as the vital, untapped resource that they are. Indeed, Lyndal says the organisation has set itself the ambitious goal of gender balance in the trucking industry by 2035. “In my role as CEO of WiTA, I’m supported by a Board of strong, resourceful female heavy vehicle drivers,” she says. “Our organisation is set to release ‘The Women in Trucking Report’ this month and we are also busy preparing for WiTA’s inaugural female heavy vehicle driver conference in Adelaide later this year.” In terms of what she calls her “late life dust change”, Lyndal says she’s never worked so hard or laughed so much as she has in the last seven years. “I’ve met the most incredible people, almost died of anxiety more times than I care to remember. It’s been blood, sweat and tears. I’ve climbed mountains and worked with people of all walks of life,” she says. “Most importantly though, I’ve proven to myself that I really can do anything I set my mind to.”

Lyndal established Women in Trucking Australia in 2019. p r i m em over m a g . c o m . a u

INSIGHT | VICTORIAN TRANSPORT ASSOCIATION INSTITUTE

Front Underrun Protection and Bullbars

M PETER HART

any trucks have bullbars attached. This article considers their legality. Since January 2012, all new heavy duty (GVM > 12t) trucks must have a front under-run protection bar. The Original Equipment Manufacturer (OEM)

Test forces and dimensional requirements that the FUPD (bullbar) must withstand.

Lamp visibility angles referenced to the lamp centre line that the bullbar must not obscure (ADR 13/00). 64

jde u lyc e2mbe 0 20r 2018

usually do not provide bullbars so their fitment in the aftermarket must maintain the front underrun protection status. In the 1980s, when I worked as an engineer at Kenworth, the thinking was that the front of trucks should be soft and rounded. If a car hit the front it might be deflected out of harmsâ&#x20AC;&#x2122; way. The widespread use of airbags meant a change for the thinking of occupant protection in cars. Now the best strategy was to stop cars from going underneath the front of the truck and let the airbags do theÂ protection work. The front underrun protection requirement is in Australian Design Rule ADR 84. It is based upon UN ECE Regulation 93. ADR 84 requires that a continuous barrier be provided at the front that can withstand crash forces. The test standard is shown in the diagram. When a force of 80 kN (~ 8 tonne force) is applied to points P1 and P3, the distortion of any point at the front of the vehicle shall not exceed 400 mm. Then a force of 160 kN (~ 16 tonne force) is to be applied at point P2 and again no point from the front of the vehicle shall be pushed more than 400mm from the front. The test procedure allows a pad to be used to spread the load around each of the test points. It is implicit that the FUPD must not break during the test. The height of the test points P1 and P2 must not exceed 445 mm when the vehicle is unladen and the ground clearance must be no more than 400mm. There is no forward protrusion limit. A FUPD and therefore a bullbar must not protrude outside the mudguard line and be no more than 100mm short of that line. Note that fitting wide base tyres on a front axle could change the legality of the FUPD. Points P1 and P2 can be nominated by the manufacturer. The two points of P2

ARTSA TECHNIC AL COLUMN

Stopping cars going under the front of trucks is the priority so that SRS airbags deploy early.

are likely to be the attachment points for the bar. P2 is likely to be directly in front of the chassis rails because that is the strongest point. The bar is called a front underrun protection device (FUPD). It must have a structural beam that is at least 120mm high. Compliance with the rule is established with the bar and its support brackets in place. Therefore, the new-truck compliance with the rule depends upon the FUPD that was tested being in place. When a bullbar is fitted, the manufacturer’s FUPD will usually be removed. The National Heavy Vehicle Regulator has issued draft modification codes H6 (Installation of an approved FUPD) & H7 (Installation of an unapproved FUPD) that it foreshadows will be added to the National Heavy Vehicle Modification Code (VSB6). These codes deal with the issues arising when a bullbar is fitted to a truck, which are: FUP strength, lighting visibility, width and dangerous protrusions. At present the H6 & H7 codes are advisory. Despite there being no mandatory codes in VSB 6 for the fitment of a bullbar, the vehicle must continue to comply with the Australian

Design Rules. Therefore, the installation should be inspected by an Approved Vehicle Examiner (AVE). Front Underrun Protection Device manufacturers can obtain an approval in the Federal Road Vehicle Certification System for a FUPD/ bullbar. The approval type is current termed a Component Registration Number (CRN); however; it will soon be termed a Component Type Approval (CTA). A plate should be affixed that identifies the CTA number and declares compliance with ADR 84. This plate is likely to be truck-model specific. The CTA approval cannot account for mounting height on the truck or for shading of headlights and direction indicator lights because these requirements are installationspecific. Hence the need for an AVE to inspect and approve the installation. The strength of a bullbar must be certified if it is to be fitted to a truck that was manufactured in 2012 or later. The test is the responsibility of the bullbar manufacturer. The bullbar must withstand the forces shown in the diagram when it is affixed to

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an immovable wall via the standard mounting points. The bar must not break. If the original FUPD is removed, it is the responsibility of the modifier to ensure that the installed bullbar that replaces it would pass the force tests in ADR 84 if it were tested. Therefore, modifiers should only fit bullbars that are certified and plated by the bullbar manufacturer as an approved FUPD. The bullbar must be fitted with its approved mounting brackets that must attach to the original FUPD installation points on the truck. Then there is a justifiable claim that the installed bullbar would pass as a FUPD if it were tested. ADR 92 External Projections, requires that external protrusions be designed so they minimise the risk of injury to road users. Forward-facing hooks and sharp edges, in particular, are unacceptable, especially on bumpers (or bullbars) that are not turned towards the body at the ends. NSW has a technical specification for lightvehicle bullbars called Requirements for frontal protection systems fitted to light vehicles, V1 September 2019. This references AS 4876. While it is not directly applicable to truck bullbars and FUPD, the principles expressed should be considered by bullbar manufacturers. The bullbar elements must be outside the region bounded by the indicated angles referenced to the centre of the lamp. Lighting visibility angles [see table] are often infringed when a bullbar is installed. Additional direction indicator lights will often need to be installed in the bullbar. Getting a bullbar to comply with all the requirements is challenging! Dr. Peter Hart, ARTSA I am grateful to Kurt Bennett at Whitlock for his review. All articles are at www.artsa.com.au/articles p r i m em over m a g . c o m . a u

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AUSTRALIAN LOGISTICS COUNCIL | INSIGHT

KIRK CONINGHAM

he COVID-19 pandemic has been an expensive experience for governments around the nation. Budgets that were in surplus or close to balance have been pushed firmly back into the red, and this will undoubtedly affect the policy choices governments make in the months and years to come. Yet, significant reforms don’t have to be accompanied by a big spend. As governments turn their minds to policy actions needed to hasten the pace of Australia’s economic recovery, there is significant opportunity to achieve regulatory reforms that will be of lasting benefit to the freight and logistics sector. The most visible manifestation of the COVID-19 crisis for many in the community was the sight of supermarket shelves that had been stripped bare in the early days of the crisis, as panic buying took hold. Recent generations of Australians are unaccustomed to shortages of any variety, and the experience has — perhaps for the first time — given many a reason to pause and consider the centrality of effective supply chains to their day-to-day lives. We all know that ours is an industry that can struggle to capture public imagination. Decades of uninterrupted supply have seen our industry largely taken for granted. With community awareness of our importance and value heightened, it is time to pursue the regulatory reforms

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Don’t put curfews on our economic recovery that industry has long sought with renewed vigour. If delivered these reforms can help prevent some of the supply chain challenges witnessed in the early days of COVID-19, and during the bushfire crisis before that. In this context, it’s worth bearing in mind that the single most effective government action taken to address supermarket shortages in March did not involve expenditure, but rather the stroke of a ministerial pen. The most pressing challenge for logistics companies providing services to retail outlets at the onset of the COVID-19 pandemic was getting stock into stores quickly enough to satisfy extraordinarily heightened levels of consumer demand. The existence of curfews that prohibit deliveries during certain hours were a significant barrier to addressing that challenge. Fortunately, they were also one that was easy to address — as within the space of just over a week, governments in state and territory jurisdictions took action to remove or suspend curfews and give logistics companies the flexibility needed to facilitate overnight deliveries into supermarkets. ALC and its members have long advocated for the removal of such restrictions, as they generally result in higher costs, greater levels of road congestion and are broadly incompatible with the demands of a modern consumer-oriented economy. Now that the benefits of lifting such

restrictions have been demonstrated, governments should be encouraged to make their removal a permanent part of the new normal. This includes eliminating curfews on overnight deliveries to supermarkets and other retail premises and removing bans on heavy vehicles using particular routes, as well as addressing curfews on port operations and airport noise curfews that inhibit the movement of air freight. It’s worth noting that in the three months that have elapsed since many curfews were lifted or suspended by state and territory governments, there have been no significant voices in the community calling for their reinstatement. This is further evidence that such operational restrictions are not needed. In a constrained budgetary atmosphere such as that which is likely to endure for several years in the wake of the COVID-19 pandemic, it is even more important that governments drive though low-cost regulatory reforms that will still deliver tangible benefits to the freight and logistics sector, and to the wider community. In that context, the permanent elimination of operational curfews seems like one obvious, low-cost policy priority for governments to pursue in the remaining months of 2020. Kirk Coningham CEO, ALC p r i m em over m a g . c o m . a u

INSIGHT | TRUCK VICTORIAN INDUSTRY TRANSPORT COUNCIL ASSOCIATION

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COVID-19 industry impacts, risks, opportunities TONY MCMULLAN PETER ANDERSON

he advent of COVID 19 has quite clearly left its mark on the Australian population and the economy. For its part, the Federal Government has provided strong leadership to mitigate the negative impacts associated with the pandemic. The federal Opposition, for its part, has acted constructively with the Government to create a new political order which has seen our politicians work together for the benefit of the nation in this time of great need. The Truck Industry Council (TIC) acknowledges the quick response that saw the Morrison-McCormack Government introduce immediate incentives to keep the economy robust as COVID-19 impacted our nation. Of particular interest to truck OEMs were the measures for the freight sector which included increasing the instant asset write-off from $30,000 to $150,000 until 30 June 2020; and for businesses with a turnover of less than $500 million an accelerated deduction of 50 per cent of the asset cost in the year of purchase until 30 June 2021. Feedback from TIC members suggest that the Government’s intent to create stimulus while sparking the interest of truck purchasers appears to have been limited by customers not willing to make a commitment to buy due to social and economic uncertainty and a tightening of access to funding from finance companies. 68

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At the time of writing, sales for the months of March and April have seen a 21 per cent decrease for each month, when compared to the same time last year. The prospects for May and June are expected to show further declines as existing orders are reconsidered and purchase decisions delayed. The outlook for the rest of year can be summed up as ‘not strong’. Against this immediate backdrop and, noting the sales history of the Australian truck fleet, the worsening of a longerterm problem – the already high average age of the fleet - will become even more pronounced over the next three to five years. The average age of the Australian Truck Fleet in 2019 was 14.7 years. In the years after the Global Financial Crises (2008 to 2016) the average age of the fleet increased from 13.6 years to 14.9 years as sales stagnated. Higher sales figures for the last three years have only marginally impacted positively the average age of the fleet. As a result, the Australian truck fleet is not as safe, as productive, or as environmentally friendly as it could be given the advanced technologies now available in today’s modern trucks. This should be of concern to the Australian Government. While all the focus of Government has been correctly upon immediate incentives to mitigate COVID-19 impacts upon the economy, the Government must lift its eyes to look beyond the horizon and seize the strategic opportunity that exists over the next couple of years to restructure the nation’s truck fleet making it safer, cleaner, greener and more productive. To

do so would maximise economic recovery and maintain primary and secondary manufacturing jobs upstream and downstream while renewing the nation’s old truck fleet. The starting position for a post COVID-19 recovery for our sector should address immediate and long-term timelines. In the immediate sense incentives such as extending the deadline for instant write-off provisions to 31 December 2022 and increasing the amount claimable to $450,000 are considered by truck OEMs as being invaluable once businesses recommence upon the lifting of COVID-19 restrictions. Given that the International Monetary Fund has predicted the world will be in recession for four years, the extended timeline allows for businesses to make better use of this opportunity given the long lead time required to build and fit out a truck and for businesses to regain confidence which in turn will strengthen the economy. For long term benefit the Government should be developing an industrywide, defined and scoped fleet renewal strategy that articulates the national priority of having a modern truck fleet employing the latest technologies. TIC’s National Truck Plan would inform the development of this strategy. Both these immediate and long-term initiatives would be vital for creating demand consistent with Industry and Government objectives and in the greater national interest. Tony McMullan CEO, Truck Industry Council

VICTORIAN TRANSPORT ASSOCIATION | INSIGHT

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Greater transparency and fairness for wharf carriers PETER ANDERSON

he Victorian Transport Association has been a strong and vocal advocate for the introduction of tighter regulatory controls and greater oversight of fees and charges levied against landside freight operators at the Port of Melbourne. We were an active participant in the recent Port Pricing and Access Review led by Deloitte on behalf of the Victorian Government, and in our submissions to those tasked with carrying out this review we called for fairness and greater transparency in the way that charges are levied against landside operators. Indeed, regular readers of this column would be familiar with the laser-like focus the VTA has had on improving commercial conditions for Port of Melbourne wharf carriers in the interests of keeping Melbourne the nation’s premier destination for freight. As a result of VTA-led advocacy on behalf of the transport industry, we were thrilled that the Victorian Government has indicated it will be developing a Voluntary Port of Melbourne Performance Model (VPPM) to address costs in the sector through improved pricing transparency and access co-ordination. Most importantly for wharf carriers, the model will include a draft protocol stipulating how operators could be notified about landside pricing and charges, making clear that: • Stevedore terminal access charges will

only be changed once per annum. • Stevedores must issue a notice of intention to the Secretary, Department of Transport and Industry 90 days prior to the proposed date of the increase of an existing charge or introduction of a new charge. • The notice of intention to change prices or introduce a new charge to the Department of Transport must be accompanied by detailed reasons for the increase or introduction of a new charge, including all supporting information or data. • The notice of intention to change prices or introduce a new charge to Industry must outline in sufficient detail the rationale for the price increase or introduction of a new charge. • Stevedores will receive feedback from Department of Transport and Industry on the proposed increase or introduction of a new charge. • Stevedores must issue a final notice of changed prices 60 days prior to the date of the proposed increase. The final notice should incorporate a statement of engagement summarising issues raised by affected stakeholders and the response of the terminal operator. The significance of this draft protocol and what it means for landside operators should not be understated. It will provide the transparency, fairness and due process the VTA has long advocated for and will give operators greater time and flexibility to incorporate the impact of cost increases into their own pricing models, and to provide their customers reasonable notice of increases being passed through the supply chain. Most importantly,

it will require stevedores to provide a rationale for increases to fees and charges, and regulate the frequency that prices can be adjusted, providing certainty to landside operators and an end to the days of excessive price rises at the ports. The VTA has long been a strong advocate for the introduction of tighter regulatory controls oversight of fees and charges levied against landside freight operators. We were an active participant in the recent Port Pricing and Access Review led by Deloitte on behalf of the Victorian Government, and in our submissions we called for fairness and transparency in how charges are levied against landside operators. Our Landside Improvement Strategy outlined common-sense recommendations and solutions, with some of the more than twelve issues covered including Fees and Penalties, Vessel ‘bunching’ and we are pleased to see much of this reflected in the draft protocol outlined by Minister Horne. The VTA would like to recognise the Victorian Government and the Minister for listening and acting on the concerns expressed by the VTA and taking steps to ensure the Port of Melbourne remains the preferred destination for in- and out-bound freight. At the request of the Minister, we will be providing feedback on the draft protocol for notification of landside operator price increases which, together with feedback from other industry stakeholders, will help enable the commencement of a 12-month trial of the VPPM from January 2021. Peter Anderson CEO, VTA p r i m em over m a g . c o m . a u

PETER SHIELDS’ NUMBER CRUNCH

Winter Light 2,460 at the end of May 2019 (-18.6 per cent). Despite the declining statistics, many industry figures remain positive in their outlook, with new model launches planned for the second half of 2020 still going ahead at this point. June is traditionally a very strong month as businesses move to take advantage of ‘tax time’ and dealers are keen to reduce inventory for much the same reasons.

Sales of new trucks and vans during May were destined to be disappointing as much of Australia remained in lockdown during the month and traditional retail operations virtually halted. The Truck Industry Council statistics confirm the challenge facing truck and van manufacturers as the Australian economy slowly begins to reawaken towards the end of May. Total truck sales for the month of 2,170 units is down 775 on May 2019 (-26.3 per cent) and large van sales showed a similar month-on-month comparison at 451 units which is 160 less than in May 2019 (-26.2 per cent). The Heavy Duty sector total for the month of 756 units represents a 37.6 per cent reduction on May last year (-456 units) and the year-to-date accrual at the end of May of 3,785 is 26.3 per cent down (1,349 less vehicles sold). Temporary closures of Volvo and PACCAR’s manufacturing plants also ended during the month when supplies of components improved. The pause in manufacturing coincided with a reduction in demand in the category which should lead to dealers not being overburdened with stock as the year progresses. Medium Duty truck results show slightly less of an impact, with May’s total of 515 down 29.8 per cent on last May (-219 units) and the strong first quarter helped keep the year-to-date total at 2,368 which is 20.5 per cent down on the same period in 2019 (-611 units). The Light Duty sector results show the category was again the better performer due to less effects from the national shutdown as home delivery boomed. It is possible there is increased demand created by the Tax Office’s ‘instant asset write-off’ for small businesses. The 899 Light Duty trucks sold during May represent 100 less than in May 2019 (-10.0 per cent) and the year-to-date total at the end of the month of 3,672 is 572 less than at the same time last year (-13.5 per cent). The Large Van category did not fare as well proportionally as the Light Duty trucks, with May’s sales of 451 being 160 less than for the same month in 2019 (-26.2 per cent). Similarly to Medium Duty trucks, a reasonably strong fourth quarter has assisted in keeping the year-to date accrual to 2,003 vans, down 457 on the 70

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May-20

% Change YOY

ISUZU

710

-13.5%

HINO

427

-14.3%

FUSO

272

-21.6%

VOLVO

157

-17.1%

KENWORTH

108

-33.5%

IVECO

-22.7%

MERCEDES-BENZ

-26.8%

SCANIA

-29.8%

MACK

-31.5%

DAF

10.0%

FIAT

7.6%

UD TRUCKS

-29.6%

MAN

-60.1%

WESTERN STAR

-23.6%

RENAULT

-26.6%

FREIGHTLINER

-7.6%

HYUNDAI

-15.7%

VOLKSWAGEN

137.5%

INTERNATIONAL

-14.3%

DENNIS EAGLE

27.3%

FORD

-85.7%

CAB CHASSIS/PRIME

2170

-20.5%

M-B VANS

175

-16.0%

FORD VANS

107

4.7%

RENAULT VANS

-27.4%

VOLKSWAGEN VANS

-16.2%

FIAT VANS

-43.9%

IVECO VANS

-45.2%

VANS

451

-18.6%

TOTAL

2621

28-29 OCTOBER 2020 WILLIAM INGLIS HOTEL, WARWICK FARM

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