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.
Christine Clancy | COO
With more than two decades of experience as a media professional, Christine has worked in newsrooms across Canada, Vietnam and Australia. She joined the Prime Creative Media team 12 years ago, and today oversees more than 43 titles, including a dozen print and digital transportation titles. She continues to lead a team that focuses on continuous improvement to deliver quality insights that helps the commercial road transport industry grow.
William Craske | Editor
Over the past two decades William has published widely on transport, logistics, politics, agriculture, cinema, music and sports. He has held senior positions in marketing and publicity for multinational businesses in the entertainment industry and is the author of two plays and a book on Australian lm history. Like many based in Melbourne he is in a prolonged transition of either returning or leaving.
Peter Shields | Senior Feature Writer
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 eet and held a range of senior marketing and management positions in the oil and chemicals industry before becoming a nationally acclaimed transport journalist.
Peter White | Journalist
Since completing a Bachelor of Media and Communication degree at La Trobe University in 2021, Peter has obtained valuable newsroom experience, supplemented by direct industry exposure at Prime Creative Media.
As the Editor of Trailer, Peter brings a fresh perspective to Prime Mover. He has a strong interest in commercial road transport and in furthering the magazine’s goal of growing the industry.
Sean Gustini | Journalist
Having completed a Bachelor of Arts majoring in Media and Communications at the University of Melbourne in 2024, Sean looks forward to bringing his passion for writing and journalism to the road freight and transport industries. He previously lived in the Philippines, Vietnam, Indonesia and Malaysia. In his downtime he enjoys playing the guitar and running.
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.
VISY Logistics
CEO John Murphy john.murphy@primecreative.com.au
Editor William Craske william.craske@primecreative.com.au
Managing Editor, Luke Applebee Transport Group luke.applebee@primecreative.com.au
Senior Feature Peter Shields Writer peter.shields@primecreative.com.au
Business Ashley Blachford Development ashley.blachford@primecreative.com.au Manager 0425 699 819
Art Director Blake Storey blake.storey@primecreative.com.au
Design Blake Storey
Contributors Sean Gustini sean.gustini@primecreative.com.au
Head Of ce 379 Docklands Drive, Docklands VIC 3008 enquiries@primecreative.com.au
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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.
Copyright PRIME MOVER magazine is owned and published by Prime Creative Media. All material in PRIME MOVER magazine is copyright and no part may be reproduced or copied in any form or by any means (graphic, electronic or mechanical including information and retrieval systems) without written permission of the publisher. The Editor welcomes contributions but reserves the right to accept or reject any material.
While every effort has been made to ensure the accuracy of information Prime Creative Media will not accept responsibility for errors or omissions or for any consequences arising from reliance on information published. The opinions expressed in PRIME MOVER magazine are not necessarily the opinions of, or endorsed by the publisher unless otherwise stated.
15L, 660HP
“It will help with certain parts of the customer base to understand the type of structure that we have and that we are a genuine 3PL, not just someone carting around our own cardboard or paper.”
Prime Feature STORIES
FLEET FOCUS
20 Blue Thunder
VISY Logistics is undergoing a major reset nationally as it secures state-of-the-art trucks, launches new competitive business units and seeks to magnify the recognition of its brand.
26 Paying it Forward
A strong supporter of its local communities Eather Group has developed from one second-hand truck to utilising the latest technologies in some of Sydney’s largest construction projects.
30 Hot Stuff
A civil works specialist in Western Australia is upping its presence in regional areas with a fleet of diverse vehicles.
PERFORMANCE-BASED STANDARDS
34 Bridging the Gap
Tailored Freight is an established Victorian linehaul operation innovating high productivity vehicle combinations in the burgeoning Performance-Based Standards space.
TEST DRIVE
50 A MAN for All Seasons
MAN’s latest truck generation is the culmination of a hundred years of history in which the very origins of the diesel engine and its remarkable evolution have been entwined for the better part of the story.
INDUSTRY
54 Back to the Future
Freighter Group, the recently rebranded trailer manufacturing powerhouse formerly known as MaxiTRANS, is embarking on a new era.
56 Coming Attractions
The first in a series of ambitious new fleet renewal initiatives by Toll Group will see 25 per cent of the company’s imposing truck fleet replaced.
William Craske Editor
Eating and reading are two pleasures, CS Lewis says somewhere, that combine admirably. Driving, especially driving a truck, does not make quite the same rare ed companion when it comes to matters of diet. The long hours and pressures that typically conform to the plight of operating commercial vehicles day in and day out accumulate, as we know, and can have major adverse effects on health.
The ergonomics of the average new prime mover is light years ahead of what they were just less than a decade ago. The electronic systems that are designed to keep them safer are equal to many luxury cars. Amid the legislative reforms and transformative changes in technology and levels of comfort, the hours, however, rarely change. As a driver recently told me at a major carrier, it won’t matter what they drive, it could be a Rolls Royce, but after a 12-hour shift everyone is tired. The sedentary nature of the job combined with late nights and remote work where food options are limited compound the many obstacles to leading a more balanced healthy lifestyle.
A Monash University study has found
Snowball Effect
rotating shift workers, many of whom are employed in transport and logistics, had higher average 24-hour energy intake than day workers. According to the results of a 2022 report published in Fortune, between 15 per cent and 20 per cent of the workforce in industrialised nations works shifts. It’s no longer a bug, but a feature of the system. Nearly 1.5 million employees in Australia work regular shifts as part of their main occupation.
A systematic review of dietary habit and energy intake studies in 2023 discovered that for each recorded day of kilojoule intake, rotating shift workers ate on average 264 more kilojoules than regular day workers. It all adds up. Much research is being done in the eld with an aim of solving the dietary challenges that confront drivers who work within these limiting parameters. The frisson of effort emerging around the promotion of worker wellbeing in and around the industry is encouraging. Workers at Australia Post and Linfox recently participated in a t food challenge conducted by Healthy Heads in Trucks & Sheds.
The results of the six-week trial that included 20 truck drivers and warehouse workers bears repeating here. Participants were given pre-prepared, dietitian-designed meals that were ready to heat and eat. On average a weight loss of 3.28kgs was achieved with 5 per cent reporting a positive change in their overall quality of life. Nine participants
also reported lower blood pressure. Initial research into the eld — research Viva Energy with its eet of tankers takes seriously — suggests healthier drivers are also safer drivers. A recent podcast by Freightwaves produced a startling fact. In the United States the average life expectancy of a trucker, as they like to call them, is only 61. That’s 16 years less than the average American. Nightshift workers like nurses, surgeons, police and re ghters, both here and abroad, are at risk of dying signi cantly earlier than the rest of the labour force. They are also acutely susceptible to mental health issues.
A good deal has been done in recent years to change the vocational stigma associated with driving trucks. Image, at least in public relations parlance, is everything. Truck drivers are still relatively forsaken as a group when you consider whole supply chains rely upon their active presence. Without supply chains national economies collapse. In an era of heightened labour demand, drivers can’t be used up and discarded like a disposable unit of industry. That many of their careers are often an outcome of default choices rather than design doesn’t diminish the contribution and sacri ces they make. December is their peak season. Let them know they are appreciated.
KING OF THE JUNGLE.
MAN’s powerhouse, the TGX with 26 t GVM powered by MAN’s mighty 15 L 640 hp D38 engine, comes in a range of cabins including the GX cabin, the largest in the range.
Excellent in line haul, roadtrain and heavy haulage applications, the TGX 26.640 with GX cabin is MAN’s premium offering. With a class-leading 840 hp engine braking capability, no load or terrain is too challenging.
Scan here to find out more.
> DAF officially launches XG prime movers in Australia
DAF Trucks Australia has announced the release of two flagship models, the DAF XG and XG+. The new trucks are equipped with the powerful 15-litre PACCAR PX-15 engine delivering 660 horsepower. These models are the result of an Australian-led project, working with global PACCAR engineering teams and industry-leading supplier partners. Test models have been validated over an estimated 5 million kilometres in real-world
Australian conditions.
Driven by the ambition to create the most productive linehaul truck possible, the team has combined what is being called the “superior safety, luxury, and aerodynamics” of an all-new cab with a next generation engine that delivers the power and torque Australian applications demand.
PACCAR Australia is confident that through the two new flagships and one new engine, the all-new DAF XG and
XG+ will redefine the future for linehaul on Australian roads.
“Throughout the development of the XG, we were eager to extend the capability of this truck to suit the high productivity applications that make Australian transport so unique,” said Ross Cureton, Director of Product Planning, explains. “Through PACCAR’s global powertrain partnerships, we identified the perfect combination to deliver a step forward in performance, fuel economy and durability, while preserving the outstanding comfort, safety and refinement of this next generation DAF.”
According to Brad May, Chief Engineer, it was critical for the project to be led by an Australian team that has decades of experience engineering products in the domestic market.
“It’s about so much more than just the cab and engine. Frame layout, fuel and AdBlue tanks, air filtration, suspension and axles to name a few,” he said.
“Putting all this together without diluting our design for the needs of other world markets is the secret to making the XG greater than the sum of its parts, and that’s something PACCAR Australia has been doing for more than 50 years.”
> Auswide Transport Solutions opens new $13M SA depot
Auswide Transport Solutions has just opened a new state-of-the-art depot in Direk, South Australia. Built by industrial design and construct specialists, Sagle Constructions, the facility features brake and suspension testing technology, in ground mechanical service pits, a fully automated truck washbay, an accredited weigh bridge and modern sleeping quarters. The 20,000m2 site is comprised of a 3,000m2 building and 15,000m2 of pavements and hardstand, and joins Auswide’s depots and workshops in Brisbane, Sydney, Dubbo, Adelaide and Perth. The new facility was opened by South Australia Minister for Infrastructure and Transport, Tom
Koutsantonis, on 23 October.
Also in attendance were South Australian Road Transport Association board members and President, Sharon Middleton, Western Roads Federation CEO, Cam Dumesny, and senior representatives from the National Heavy Vehicle Regulator.
Auswide Transport Solutions Director, Amrit Kankar, said the $13 million investment was testament to the company’s ongoing commitment as an industry leader in raising the bar on equipment and driver safety improvements.
“We are committed to continuously improving the safety of our business, and in turn demonstrating leadership
to the national industry,” he said. “As a result, our track record for on-time customer deliveries while maintaining the highest levels of safety speaks for itself.
“Adelaide is a key mid-point for freight routes east-west, so having this technology onsite reduces downtime and benefits our customers, but it also gives our drivers time and quarters for best practice rest and recovery.”
In addition to the technical features, the facility includes nine individual sound dampened sleeping quarters with blackout blinds, a modern wellappointed kitchen and shower facilities to allow drivers to manage fatigue and properly rest and recover.
Image: PACCAR Australia.
DAF XG+ on the freeway in Melbourne.
> Hawk Logistics launches partnership with Big W
Melbourne-based Hawk Logistics has announced a major new partnership with Big W. The new account is subject to Hawk Logistics carrying general freight for Big W retail stores across South Australia. There are 16 in total.
Freight will initially be picked up from a Hoppers Crossing warehouse in Victoria by Hawk Logistics who will then move it to an Adelaide depot on A-double high performance vehicles. From here the combinations are split into semi-trailers, and the local Hawk team based in Dry Creek, South Australia, delivers the freight directly to the retail sites.
The five-year contract was secured via its collaboration with Primary Connect and the Woolworths Group.
“Not only does it reinforce the trust our partners have in our service but also showcases the strength of our logistics capabilities,” said Miguel Vitug, Hawk Logistics CEO. “It reflects the confidence that one of Australia’s largest retailers has in our ability to deliver consistent, reliable solutions at scale.
“This long-term agreement allows us to plan and invest strategically in both infrastructure and fleet, ensuring we can meet growing demand while
> DP World sets in motion
Silk Logistics Holdings Limited has entered a Scheme Implementation Deed (SID) with DP World Australia Ltd for the acquisition of 100 per cent of the issue share capital of Silk by way of a scheme arrangement. Under this Scheme, Silk Logistics shareholders will receive cash consideration of $2.14 per Silk share, excluding any dividends declared or paid prior to the Scheme’s implementation.
Silk’s Board of Directors is strongly recommending company shareholders to vote in favour of the scheme, following an Independent Expert’s conclusion that doing so is in the best interests of shareholders. Among the Board of Directors is Silk
optimising efficiency across the supply chain.”
The A-doubles despatch out of Melbourne five days a week and travel in a convoy of six every afternoon. A total of 12 high productivity vehicles are dedicated to this parcel of work with six on each side swapping every day, supported by B-doubles on an ad hoc basis to absorb the fluctuations in volume.
Brand new Kenworth K220s have been assigned to haul the A-doubles.
“We chose these vehicles to ensure we’re using our most reliable and powerful fleet, maintaining the high service standards our customers expect,” said Vitug.
Hawk Logistics currently operates 22 PBS vehicles across the business nationally.
Silk Logistics acquisition
Chair, Terry Sinclair and Silk Managing Director, John Sood—who has been acting in the role since May of this year—both of whom are in support of the SID.
“The Board has carefully considered the proposal from DP World Australia and believes it represents compelling value for the company and an attractive outcome for Silk shareholders,” he said.
“The Board unanimously recommends that Silk shareholders vote in favour of the scheme, subject to the conditions outlined in this announcement.”
Sood added a similar sentiment, recognising the similarities between Silk and DP World Australia.
“Today is an important and exciting
Vitug said they continue to deliver added value to its customers.
“We’re continuing to invest in high performance vehicles across all our corridors to ensure we consistently provide better solutions and achieve improved commercial outcomes for our customers,” he told Prime Mover
“Our investment in high performance vehicles has been a game-changer, driving growth and delivering real value to our customers,” continued Vitug.
“By optimising load capacity and reducing fuel consumption and fixed costs, we’ve lowered the cost per carton and improved delivery efficiency.
“The future of logistics is about innovation, and we’re committed to providing smarter, more efficient solutions that meet the evolving needs of our customers.”
day in the history of Silk,” he said.
“The proposed transaction recognises the significant investment that Silk has made into its national integrated port to door service offering, extensive capabilities and the strong relationships we have built with our dedicated customer base.
“With the benefit of DP World Australia’s infrastructure combined with Silk’s landside expertise, Silk will continue to focus on providing the highest quality services to its customers. We see strong strategic and cultural alignment between Silk and DP World Australia and we look forward to working together to achieve our shared goals.”
Hawk Logistics Kenworth K220 A-double.
Image: Hawk Logistics.
As the most powerful Japanese truck in Australia with 510 horsepower, the Fuso Shogun
delivers across the board with active safety systems, a 5 year warranty and incredible torque thanks to its advanced 13-litre Euro 6 engine from Daimler Truck.
Plus, for a limited time, you can enjoy 3 years or 300,000km free servicing (whichever occurs first) on Shogun 510 models.
Discover how the Shogun 510 can take your business to the next level.
> Norman Carriers celebrates 75th anniversary in Melbourne
Norman Carriers ushered in its 75th anniversary with a grand party hosted at Zinc in Melbourne’s Federation Square. The freight company, which has remained family-owned since its establishment, commemorated the milestone with friends, colleagues and valued clients. The party paid
tribute to the growth the company has experienced, as well as the impact it has made on the freight and logistics industry, since 1949.
At the party, the company paid tribute to the growth it has experienced, as well as the impact it has made on the freight and logistics industry. Founded in 1949, the company’s fleet has since expanded to over 60 vehicles, mainly prime movers paired with a variety of skeletal, tautliner, and flat top combinations, and includes trusted truck brands like MercedesBenz, DAF and Volvo.
Norman Carriers Safety and Compliance Officer, Richard Wyles, described the milestone as a reminder of the company’s enduring business values.
“Celebrating our 75th anniversary feels like a testament to the strength of our family values, dedication, and commitment to our partnerships established along the way,” he said.
> DHL adds first electric prime mover to BEV fleet
DHL Supply Chain Australia has taken delivery of the first Volvo FM Electric prime mover in New South Wales. Adding to the company’s growing electric vehicle (EV) fleet, which includes Volvo and SEA Electric lightduty trucks and Terberg yard tractors, the FM prime mover will run 10-hour shifts to move larger consignments between DHL’s western Sydney warehouse sites and its transport hub. The 6×4 configuration features six batteries with 540kWh (BOL) providing over 600 horsepower with a 300-kilometre range. It hauls up to 46 tonnes while emitting no particulate emissions from the vehicle.
The FM (Forward control Medium height cab) and DHL’s growing EV fleet allow DHL to offer customers zero tailpipe carbon emissions transport services in tandem with Green Star accredited warehousing – with rooftop solar arrays and sustainable building features – to minimise the total carbon emissions
“What stands out most is seeing the legacy created by Norman, carried on through three generations, all bound by the same dedication to our people: both our customers and our team. This milestone not only marks decades of hard work but honours the relationships and trust that have been at the heart of Norman Carriers from day one.”
After 75 years, Wyles believes the unity and accountability enjoyed by the business as a family-run operation has been an instrumental advantage in achieving its longevity in the industry.
From this longevity, Wyles said that the greatest lesson that Norman Carriers learned was the power of resilience and adaptability.
“The industry has changed significantly over 75 years, from regulatory shifts to technological advancements, and our willingness to evolve has been key,” he said.
across logistics operations.
Further bolstering the DHL EV fleet, the company will also add 10 electric vans before the end of 2024 for delivering goods to retailers.
DHL Supply Chain Senior Vice President of Transport, Bill Rolfe, said the introduction of the Volvo FM is a direct result of the company’s Green Transport Policy which is driving EV acquisitions worldwide.
“We’re excited to continue with our rollout of EVs – fully funded by DHL – to pursue our global targets,” he
said. “While these targets are a part of our Strategy 2030 to be the ‘Green Logistics of Choice’ ultimately, they are about providing the best outcomes for third-party logistics customers who are relying on the sustainability prowess of their supplier.
“In addition to the lack of tailpipe emissions, these vehicles are also improving the amenity of the areas they pass through with no air pollution and relative silence, while also making for a safe working environment for our drivers.”
Gareth Hearnden, Norman Carriers Managing Director.
VGA’s Tom Chapman, Martin Merrick with DHL’s Steve Thompsett, Bill Rolfe.
> Linfox makes Coles first supermarket with electric prime mover
Coles has become the country’s first retailer to welcome an electric prime mover truck to its transportation network. The heavy-duty Volvo FH is delivering groceries to hundreds of stores across Victoria.
In partnership with Linfox, the electric truck is forecast to reduce 65 tonnes of CO ₂ emissions per year compared to a regular diesel-powered prime mover. Expected to make up to 25 deliveries from the Coles Distribution Centre in Victoria to stores across the state each week, the Volvo FH, awarded the International Truck of the Year 2024, can travel up to 300km on a single charge and will save approximately 25,000 litres of fuel every year. In addition to fuel and emission reductions, the EV is quieter to run, reducing noise pollution during store deliveries for customers in residential areas, and requires no idling, eliminating further emissions and fuel consumption.
Coles Chief Operations and Sustainability Officer Matt Swindells said the battery electric truck is another step in the retailer’s decarbonisation journey, as it continues to work
with partners to reduce its Scope 3 emissions which occur in the retailer’s supply chain and make up the majority of its overall emissions profile.
“We’re excited to welcome our first EV prime mover to our network which is currently doing about 25 deliveries from our Distribution Centre in Victoria each week to hundreds of stores across the state,” said Swindells.
“Not only will it prevent more than 65 tonnes of CO ₂ emissions every year, or the equivalent of removing 15 cars from our roads, it will save approximately 25,000 litres of fuel annually and is quieter to run, meaning reduced noise pollution for our customers,” he added.
“Linfox has been an early adopter of EV transport technology, and we’re pleased to be partnering with them to lower emissions on our roads, as well as in our supply chain, and contribute to driving change in the industry.”
Linfox CEO Australia and New Zealand Mark Mazurek said the announcement represented a significant and exciting milestone in Coles and Linfox’s ongoing efforts to reduce their carbon footprints and create a more sustainable future.
“Linfox is proud to work with Coles to reduce our carbon footprint. Without their commitment to sustainability and adaptability, this wouldn’t be possible,” said Mazurek. “This fully electric prime mover is charged on site and is at the forefront of automotive technology. Over the past two years we’ve worked with Coles, government and agencies to bring it to our roads, and we’re proud to be leading the industry towards a more sustainable future.”
In 2023 Coles announced that it was working with at least 75 per cent of its suppliers by spend to set science-based emissions reduction targets by the end of June 2027 as part of its Scope 3 emissions supplier engagement target. To help further reduce emissions in its supply chain, the retailer’s first electric Coles Online delivery van is currently running deliveries in Queensland as part of a trial.
An EV heavy rigid truck is also delivering groceries to stores out of its Distribution Centre in Sydney and ten electric refrigeration vans are taking part in a trial designed to reduce emissions and fuel usage.
Image: Coles Group.
Coles Chief Operations and Sustainability
Officer Matt Swindells with Linfox CEO Mark Mazurek.
> Porsche plant to use new MAN eTGX
The first delivery of its fully electric heavy-duty trucks has been made by MAN Truck & Bus. In Leipzig, a 40-tonne rated truck was handed over by MAN Board Member for Sales, Friedrich Baumann, to automotive supplier DRÄXLMAIER Group who will use the MAN eTGX to transport batteries for the Porsche Macan Electric to the Porsche plant in Leipzig.
MAN CEO Alexander Vlaskamp said it was a milestone in the company’s history.
“MAN presented the first diesel truck 100 years ago. Now we are entering a new electric era,” he said. “Our very first eTruck [now] goes to DRÄXLMAIER. We are very pleased about the trust in MAN. After years of planning, development
and many tens of thousands of kilometres of test drives, we are finally getting started.”
The e-truck will be charged with electricity from renewable resources on the DRÄXLMAIER site.
The supply of the Macan production in Leipzig is being expanded to include e-truck from MAN according to Albrecht Reimold, Member of the Porsche Executive Board for Production and Logistics.
“The MAN eTGX proves that even large components such as battery modules can be transported electrically in large quantities”, he said.
DRÄXLMAIER will not purchase the vehicle itself but will commission the transport. The vehicle is being
purchased by Business Fleet Services (BFS), the largest MAN commercial vehicle rental company in Europe.
BFS will rent the vehicle to Spedition Elflein, which will then operate the truck. Stefanie Kotschenreuther, Managing Director of Elflein said the business was delighted to be the first transport and logistics service provider to use the new MAN e-truck.
“This step underlines our commitment to sustainable transport solutions,” said Kotschenreuther. “E-trucks will make a further important contribution to the decarbonisation of the logistics industry. What’s more, the MAN eTGX is simply fun to drive, impressing with its excellent handling and controllability, outstanding power delivery and low noise levels.”
Image: MAN Truck & Bus.
MAN eTGX outside the Porsche factory in Leipzig.
> Europe’s biggest public charging network opens in Sweden
A joint project between Daimler Trucks, TRATON GROUP and Volvo Group has taken its first step into the Nordic market with the opening of a charging hub in Varberg, Sweden. This is the fourth hub in Europe and the first of ten hubs to be opened in Sweden contributing to the development of the biggest public electric charging network for heavy-duty vehicles in Europe. The hubs in Åstorp and Ödeshög will be the next to open later this year. The new charging hub in Varberg is strategically located on the TEN-T Scandinavia-Mediterranean corridor between Gothenburg and Malmö in southwest Sweden, near exit 55 on the E6 motorway.
This location serves as an important stop-off point for haulers and heavy-duty vehicle drivers traveling along the main logistics routes in Sweden.
Varberg, a major transport node, was carefully selected for its accessibility and importance in the region. The charging hub in Varberg, like all other Milence hubs, is open to all truck brands.
The Varberg hub is being developed in two phases. The first phase, which opened today, features eight charging bays with four high-performance Combined Charging System chargers, each providing up to 400kW of charging power.
The second phase, set to launch in 2025, will add more charging bays and Megawatt Charging System chargers. This is expected to significantly increase the charging capacity and provide faster, more reliable charging for heavy-duty vehicles. The acceleration of this technology development by Milence along the major transport routes in Europe, is anticipated to make it easier for fleet operators to switch to tailpipe emissionfree vehicles. The Milence charging hubs are intended to be a place for trucks and drivers to rest and recharge. So, the new hub in Varberg will offer more than high-performance charging. It will also provide a comfortable environment for drivers, with a lounge area, showers and toilets. The parking area is fenced and secured with access control, illuminated, and equipped with camera surveillance and Wi-Fi for an enhanced experience.
To ensure accessibility for all heavy-duty vehicles on the market, Milence has signed agreements with various e-Mobility Service Providers (eMSPs) in Europe. Their cards can be used for payments at the Varberg hub, making the charging process more seamless for drivers across different platforms. Additional partnerships are being finalised to further enhance payment flexibility across the network. Direct payments via the Milence App or using a bank card will also be possible. Milence’s default charging tariff is set at EUR 0.4 (0.399 EUR and SEK 4,53) per kWh, excluding VAT. The applicable tariff will be displayed in the Milence app and on the display of each charging point, ensuring transparency. Any future changes to pricing will be communicated through official Milence channels. “Sweden is one of the leading countries in Europe when it comes to sustainability and energy transition, where electric road transport is a reality today,” said Anja van Niersen, Milence CEO.
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One of the new MAN TGS 26.440 prime movers at VISY’s Epping facility.
While hardly an unknown quantity in the world of road transport, VISY Logistics is, as a standalone operation, on a mission to establish itself as a genuine 3PL. Less well known perhaps are some of its ve business units. In addition to the established metro and linehaul segments, the business has been readily investing in intermodal, global forwarding and bulk haulage, all of which are in varying stages of growth and now sit under the wider VISY Logistics portfolio. Key to this is an aggressive approach to the brand. It’s not so much a rebrand rather than a relaunch of the existing brand for noticeable, identi able effect. A quarter of the ~400 prime mover eet should be repainted by the end of Q1 next year, not including new trucks entering into the eet. The idea was conceived by new Country Manager Wayne Boxshall who arrived at the business in 2022. His resume is impressive having worked across different verticals in many executive roles at Lion, the beverage distributor for 35 years including co-founding BevChain in partnership with Linfox. His national eet manager Rick Smith is also ex-Linfox. He is a more recent hire who came across in April via Kmart. Together, the pair are overseeing the comprehensive brand renewal project for some 1200 assets. Established in 2006 within the parent VISY Industries, the logistics arm was largely an internalised business that has in recent years sought to branch out its services. In lieu of the transformative market conditions following the COVID years of 2020-21, that would entail close to a seismic shift in mindset.
“That meant having to bring in the right people with that sort of background,” says Wayne. “We also placed emphasis on bringing the fundamentals back to standard and once those were in place we re ned our growth plans, our strategy and who we are in the market.”
That led to further changes. One of which was the move to blue. The white prime movers are, consequentially, being slowly phased out.
“A lot of people thought we were
outsourcing our deliveries, and it felt that way,” Wayne explains. “It looked like we were subcontracting our trailer movements. Simply by changing our eet to navy blue people have said to me ‘you’re actually running your own eet now.’”
There’s a repaint program for eligible trucks taking place on the ground. This includes vehicles that VISY Logistics has taken delivery of over the last two years that are well inside their life cycle.
“That’s a real commitment to elevate the brand,” says Rick. “It will help people understand we’re not a tow haulier company. We’re not just carting our own freight.”
The procurement strategy represents a sizeable investment in both money and time at the moment. Even for their linehaul forward orders that are already built or in build, the painting is happening post-factory.
It is helping with recruitment, too. The endorsement from drivers so far has been unanimous.
“It will help our customer base to understand that we are a genuine 3PL, partnering with a wide portfolio of customers, not just an extension of VISY Industries supporting our own internal freight requirements,” says Rick. “That has been the historical perception in many areas.”
There were some 120 heavy vehicles in use in the eet in 2021. That gure by early next year will have grown to around 400. The national metro eet has added 13 new MAN prime movers in recent months. These have been spread across depots nationally, with 11 MAN TGS 26.440 6x4s moving paper and two MAN TGS 26.510 high clearance units deployed on a double shifted recycling task in Brisbane.
“They joined us through a strategic partnership with Penske, where together, we tackled some key challenges,” says Rick. “When I came on board, it was clear that our previous supplier approach in the metro area hadn’t fully supported our aftersales service capabilities.
Collaborating with Penske allowed us to strengthen that service and enhance our operational support.”
The equipment is being selected around operational exibilities as much as sustainability, a value ingrained in the DNA of the organisation. The new MAN platform has, since it entered the eet, received uniformly positive driver feedback.
“They’re very comfy and we’ve put them into some high usage metro operations,” says Rick. “The oldest ones that have come in have hit the six-month mark. They’ve been double shifted. There is not one single issue with those and they’re really
getting worked.”
Rick is discovering that more of the branches are requesting the new MANs such has been the strong impression they have made.
“The improvements around comfort are not just in terms of seat but ride quality and the ingress/egress perspective right down to the placement of grab handles,” says Rick. “They are well appointed from a driver use point of view.”
Wherever MAN might have previously trailed behind the other European
truck manufacturers, that gap has been obliterated according to Rick. But it’s arguably in aftersales that the product is achieving its full potential. Penske have been able to turn that into an advantage for the eet.
“The service behind them by the Penske Australia group is great,” says Rick. “Every one of these dealer networks have a different model. But the way that Penske is handling us and their relationship with Westar and that network ensures we receive exceptional service and attention.”
At least part of what sets apart the Penske service offering, according to Rick, is the ongoing preventative maintenance solutions they have devised trucks in applications that otherwise require close attention.
“Similar to our partnership with CMV, they work closely with us to ensure alignment with our eet purchasing strategy,” he says. “Rather than simply selling us products, they collaborate with us to select the right equipment and understand the speci c requirements for
maintaining it in peak condition. This strategic partnership helps us navigate our growth without missteps.”
While Rick isn’t across all the new dashboard features of the new MAN TGS, he says the positive feedback from drivers isn’t lost on him when it comes to vision, access and egress.
“That’s from drivers coming out of another European truck. The feedback in that regard has been signi cant,” he notes. “But likewise, they’re giving feedback which is service related. What they are saying is, their direct access to the workshop that had delivered the trucks in Brisbane, the little teething issues even after their two-hour inductions into those cabs, for any issue they’re not aware of like a light going
out, they have been able to solve it. But I’ve been looking for constructive feedback. What is it that we can do better? And I haven’t been given one iota of an improvement opportunity with those trucks at all. I’m liking them. They do have a value up front that’s been better.”
Earlier in the year VISY Logistics opened a new 13,000m2 site in Yennora as it consolidates new intermodal operations on rail. Intermodal, which has readily been gathering momentum in recent years, is its fastest growing division. VISY moves over 200,000 TEUs a year. A rail terminal recently established in Wagga Wagga with the co-operation of local council and the State Government receives 40-foot containers on A-double
skels loaded with paper from Tumut six days a week.
The rail service dispatches nearly 80 boxes each day to Sydney using QUBE’s Moorebank facility.
“A good portion of it is moving paper,” says Wayne. “But we’ve now got a solid base of Riverina customers who all go onto that rail service daily.”
VISY Logistics offers port cartage services in Perth and Sydney and more recently Melbourne, with Brisbane and Adelaide also on the cards. The linehaul division relies on 56 A-doubles. There’s also A-doubles in the Brisbane metro operation and dedicated from here going into North Queensland.
The linehaul model runs like clockwork according to Rick, who is supervising
MAN TGS 26.440 outside the VISY facility in Epping.
an appraisal to ensure the eet is ahead of the game when it comes to having the right combination for each freight corridor given how fast the PBS domain is evolving.
“It’s predictable, plannable. We meet all our needs,” he says. “Our gear keeps well updated and refreshed and that business unit, the way it runs is re ective of a good program of eet life cycle.”
While VISY Logistics is competing against others and picking up contracts the old-fashioned way, when it comes to transport, it is, after all, an industrial transport eet moving heavy, bulky product. Wayne views it as a good growth opportunity. A new bulk division with transport and storage plays to this strength.
VISY Industries currently spends $40 million on third party companies for waste, tipper and warehousing work. By internalising those tasks, Wayne wants to build a base, arisen through adjacent manufacturing channels, before offering the same services to others.
“We’re just over six months in and it’s already turning over $10 million, and we’ll exit this year at about $20 million,” he says. “That has led to our A-double tippers.”
There are ve prime movers attached to the bulk division and all of the equipment is either A-double or B-double rated augmented by 16 trailing assets. The work consists of transporting the likes of sand, soda ash, limestone and cullet. VISY’s global
business also trades in commodities and is active in trading Urea. There’s an opportunity for the logistics arm to undertake that transport domestically. At the moment Rick is spec’ing AdBlue tankers.
The immediate task is for Rick to determine which suppliers they will settle on in the bulk space.
“It’s our smallest business unit but it’s the heaviest activity we’ve got,” he says. “The next stage is to work out what is going to be our standard spec for a prime mover in bulk. My approach is if we’re going to grow to 20 or 30 pneumatic tanker units, which is really the path, we need to be talking to the key suppliers who can handle VISY’s needs as well.”
A VISY Logistics driver checks the straps on the curtains of his semi-trailer.
FORWARD PAYING IT
A strong supporter of its local communities Eather Group has developed from one secondhand truck to utilising the latest technologies in some of Sydney’s largest construction projects.
Eather Group is a family business which operates in the greater Sydney area and since 2010 has been providing sustainable solutions to traditional construction functions such as transport and haulage, earthmoving, bulk material management and land rehabilitation for Tier 1 clients on major infrastructure projects. Established by Peter and
Sally-ann Eather the company now also employs their daughter Divinia and has grown to include an extensive suite of earthmoving machinery and more than 20 trucks, many of which are Kenworth PBS tipper and dog combinations. Eather Group offers holistic solutions for major infrastructure projects by selectively excavating materials, and utilising its own trucks to transport the
removed material with a minimum going into land ll, and as much, as practicable, going through a recycling process and being converted into reusable products through the use of crushers and screens. In addition to moving millions of tonnes of material from one Sydney project location to another, Eather Group was the head contractor for transport across six South
Sally-ann, Peter and Divinia Eather.
Images: Eather Group.
Coast regions following the devastating 2019 bush res.
The original Eather Group tipper was an ex-Readymix Mack which initially retained the pink paint job of its original owner.
“No one wanted to drive it so Dad had it painted white which devastated the eight-year-old me,” says Divinia. “It’s still sitting out the back and we’ll get her nice again.”
Several of the newer trucks have been named after people important to the Eather family. HOSS1 is named after Peter’s father Albert Eather who introduced his son to the industry in the 1990s. Known as ‘Hoss’, Albert passed away in 2005. Other trucks include B1OCKA named after Sally-ann’s stepfather, and MAURI1 named after good friend and local football coaching legend Maurice Hyde.
The company has a plan over the next decade to achieve net zero emissions and a step toward this has been the acquisition of a Euro VI Mercedes-Benz Actros, with the custom registration plates SALLYN.
“It de nitely wasn’t cheaper than the others but we made the investment for a couple of reasons,” says Divinia. “Sustainability is important to us and key to everything we do right across the business and the Actros is the rst step in rolling out our Green Transport Plan. Our trucks are ‘Metro-specced’ which means they’ve got all the modern safety features, all the telematics and tracking, mirrors, blind spot cameras, and side underrun protections. The Actros is next level again with all the tech that’s already built in.”
The Eather family members make a point of attending conferences and
forums dealing with the visions for the industry, and the evolving standards government projects are requiring.
“We’re trying to get in early because trucks are such as huge investment,” says Divinia. “If we’re buying new trucks we may as well get ones that t into the future.”
The addition of the European truck didn’t create any resistance among the drivers.
“Rob, the Actros driver, has been with us for a while and when he started was a Kenworth diehard but now, we can’t get him out of it.”
The Eather Group has become recognised as an employer and now with more than 40 employees, Divinia keeps track of some important metrics. Currently, locals account for 100 per cent, women make up 36 per cent, Indigenous Peoples represent 26 per
An Eather Group truck tips off at a Tier 1 project in NSW.
cent, and 28 per cent of the total are involved in on-job learning and upskilling. Thirteen per cent are under 25 years of age including an apprentice diesel mechanic.
“I remember a conversation about us wanting to be an employer of choice for all people,” says Divinia. “Our team has always been diverse because we give people a go. The industry average is 13 per cent female, with just two per cent actually on the tools. Currently ours’ is 36 per cent including four female drivers and three female machine operators.”
Eather Group took a creative approach to human resources by investing in four Isuzu 8-wheeler tippers equipped with automatic transmissions which only required the operator to hold a
Heavy Rigid licence, forming the basis of their Women in Trucking program. This meant that they could advertise for less- experienced drivers who could be trained to higher levels, and this included women who were attracted by factors such as exible shifts and a safe working environment where men are allies for women.
“There’s not a lot of opportunities for beginner drivers,” says Divinia. “There’s no shortage of women who want to get into the industry. We’ve had a few ladies come through, get their HR licence to start driving, get experience in tipping and when they become comfortable, they can go for their HC. People can continue to progress and one young lady has just upgraded to her manual
[RoadRanger] licence.”
Compliance is a key factor particularly when working on government projects such as the metro tunnels and Eather Group, in addition to Chain of Responsibility requirements and NHVR Mass Management accreditation, has ISO certi cations in the areas of quality, safety, and environmental management. “When there’s a shortage of work people cut corners,” says Peter Eather. “It’s a dollar driver and they start squeezing the margin, and then the next guys down the chain are trying to achieve the unachievable. CoR, speed limits, cutting in and out of traf c are things they don’t take into consideration. I’ll never stop being loud about it because it’s very important. You want decent
A Kenworth truck and dog.
people doing decent jobs, doing the right thing.”
Sally-ann being named the 2023 Road Freight NSW Woman of the Year received a 2022 Transport Women Australia Limited (TWAL) ‘Driving the Difference’ scholarship which provided for her to complete a course on Planning Succession for Family Business.
The company itself has also earned numerous awards and recognition for many of its activities, one of the most notable being the national Telstra 2024 Best of Business Award for the Indigenous Excellence category.
“The Telstra award was really meaningful to us because they are very thorough, and we went through ve or six rounds of judging. They look at everything
including our nancials,” says Divinia.
“It was a full year of work but off the back of that we got a call from the Department of Foreign Affairs and Trade (DFAT), and they put us forward as Australia’s sole representative for the Small Medium Enterprise category of the Bio-Circular-Green awards through the Asia Paci c Economic Corporation (APEC). It’s a great honour to represent Australia in an international sustainability award which takes nominees from across different industries. We’re a construction company which is able to compete at that level and that speaks a lot about what we are achieving in terms of sustainability.”
Eather Group proves that commercial
success can be achieved while still adhering to strict safety compliance and environmental standards and that community involvement is a worthwhile investment rather than an expense.
Providing people with opportunities they may not otherwise have access to and seeing them set on pathways to ful lment away from the workplace, delivers a worthwhile sense of pride to the Eather family.
“What keeps us going are the individual stories of success,” says Divinia. “Some of our people are getting their rst proper start in life, which maybe their parents or even their grandparents never really had. They can now become a positive in uence on all the young people in their families.”
Sally-ann Eather with the Mercedes-Benz Actros named after her.
HOTSTUFF
A civil works specialist in Western Australia is upping its presence in regional areas with a eet of diverse vehicles.
The acronym SGA is an abbreviation of Safety Grooving Australia, the original remit of the business which was founded around the specialty task of cutting grooves into the tarmac of airports. The work, which relies heavily on a pair of grooving machines, a water tanker and a vacuum truck, is ongoing but not frequent. A runway grooving project that might be commissioned anywhere in Australia can be completed in under four weeks. The sticking point is that the next gig might not happen for another three months. Of course, the business supplements this revenue with a range of civil works including asphalting and other infrastructure-aligned projects.
The intention, as company Co-Founder Jason Hind tells it, was never to be a trucking company.
“The trucks were to assist our laying side for the crews we service ourselves,” he says in a clipped Yorkshire accent. “Laying the hot mix from the plant through the crew. Then we found ourselves getting called by people who wanted to hire a truck and dog — tomorrow.”
The eet is a medley of mainly European cabovers. Name a leading brand and SGA likely has a model from one of the main series. An 8x4 Volvo FH purchased initially at the request of a customer helped determine the new direction into transport. That truck had a chip spreader on the back. Then they added a tractor broom and a few other pieces of plant. A Mercedes-Benz Actros was purchased in Adelaide for work on the Olympic Dam mine, 550 kilometres northwest of Adelaide, where four layers of road base and asphalt were required. That was SGA’s rst semi. Another eight-wheeler soon followed. Purchased second-hand it was tted with a brand-new body for mainly asphalt work. Once the job at Olympic Dam was nished a 6x4 UD Quon sidetipper was introduced new to the eet and then a couple of ve-year-old DAF XFs.
“We kept adding and adding and we’ve got over 20 trucks at the moment,” says Jason. “In the eet there are low loaders, conveyor oor trailers, sidetippers, the list goes on.” The conveyor oor application recently
Images: SGA.
received a boost with two MAN TGX 540s, a smaller MAN TGS 440 and three new low cab IVECO S-Way prime movers. As something of an anomaly, there is one noisy American Freightliner Coronado 2012 that was purchased on the cheap, off Daniel Ricciardo’s dad, who runs an earthmoving business.
“First time I go to collect it he’s got straight through pipe on it,” Jason recalls. “We could hear it seven kilometres from the yard coming back on the freeway. We’re thinking about chopping it off and putting a silencer on it. The drivers have earmuffs on. That’s the only American truck we’ve got.”
A majority of the trailers in the eet are supplied by Jamieson in Adelaide. There are four livebottom oors with another two on order along with three sets of double sidetippers. Jamieson also builds their end tippers. SGA also own a AAA tri-axle spread deck, a Jameson quad spread deck with load share dolly, a Roadwest quad dog and a couple of Midland tri lowloaders. “We’ve seen rapid growth, but we stick to the road building, construction industry,” says Jason. “We’re up and down the Pilbara and Northern Territory and places like that. We get around a bit. Right now there’s four live bottoms out in the bush at the moment doing shoulder widening for local governments. We cart bitumen for Colas.”
Runway projects are often air elds owned by resource companies whose mines are undergoing major expansions in which they need to y in executives and FIFO workers. That includes the Wodgina Lithium Project 100 kilometres south of Port Hedland. Some are strictly commercial airports such as Busselton. The mine site at Wodgina, as part of a recent expansion, upgraded to give it the capability of landing commercial size aircraft. SGA were engaged to complete over 50,000m² of runway grooving as well as the line marking package to the runway, apron and taxiway. In addition to the likes of the Duketon Gold Project in Kalgoorlie and others like it, SGA have also worked on commercial airports like the one in Port Hedland. The airport currently services up to 50 commercial ights a week including direct services to Bali and Brisbane. It’s also a direct link to the world’s largest bulk tonnage export port. Recent upgrades to airside pavements and infrastructure to improve safety, security, exibility and capability saw a new taxiway and full asphalt overlay completed by SGA. This worked out to be over 105,000m² of runway grooving throughout the night. Runways are not cheap projects. Jason calls them high risk, high reward.
The process undertaken by SGA goes something like this: the airport will have
the runway resurfaced. It will be left for three months to oxidise. New white lines go down as it is still often in use. SGA will come in with light towers for the night shift. They asphalt the runway which is 45 to 60 metres wide. The grooving machine is then deployed across the black top, cutting into it in metre lengths. Grooves are 25mm apart and they’re the width of a blade about 7mm deep. The grooves not only help take pools from rain away but also acts as skid resistance and prevent aquaplaning for landing aircraft.
“The runway will have a crown in the middle and have a one per cent fall outwards so water drains either side,” explains Jason. “The crew does 150 cuts a night.”
Water from the cart is pumped under the blades of the grooving machine to keep them cool. The vacuum truck, which is tted with a screen, sucks up the slop. When the vac truck is eventually lled, they tip off. As grooving will cut through some of the markers, SGA’s crew come back and white line it again by spraying directly into the grooves.
“The lads are there with hoses helping to wash it. Even though you have got the water cooling it the sock around the machine doesn’t clean it off to my standard so then we’ll have a tractor broom or sucker broom and water cart and give it a thorough wash,” says Jason. “Then you’ve got to leave it spotless at the end of the night ready for the morning plane to come in and land.”
There’s no of cial SGA truck spec. The equipment needs to be versatile for the ad hoc nature of the work. The new MANs have had extra hydraulics tted onto them. Low cabs were speci ed on two of the IVECOs to avoid having to reverse into the asphalt plants they frequent.
Visually they do have a standard on the truck they like to maintain within the eet.
“We normally keep it sharp. But with the new MANs that are going into asphalt plants I’ve put high vis on them and dashed it up with a bit of orange,” says Jason. “We’ve stickered, the rear doors of the trailers. We’ve really decked it out as a safety feature. It’s something I’ve sort of brought out from the UK.”
MAN TGX 540 in a side tipper application.
In the United Kingdom, where Jason originally hails, construction tippers and trailers are usually adorned with re ective conspicuity tape.
“It really pops visually and we’re one of the rst doing it in Western Australia,” Jason adds. “The amount of comments I’m getting from people who like it on the back of our trucks is very encouraging.”
By his own admission, Jason doesn’t hold back. He specs the vehicles with fridges, bullbars and top of the range spotlights. All of the bigger trucks have hydraulics added with two sets of ttings at an extra cost of around $20,000. Tankers require a smaller hydraulic tting.
“Rather than the boys doing the tting on the back of the truck every time, we decided let’s put two sets of ttings on and then they just plug in and there’s a valve and they turn the valve from the top set of ttings to the bottom and then we put a speed control on,” explains Jason. “If you’re working bitumen, you want the pressure on around 2000psi whereas the moving oors can be at 3000psi and if you’re sidetipping, they might want it down at 1500psi on the mines so they don’t tip over so fast.”
This way the trucks can swap over much more ef ciently as, say, a pair of sidetippers or a triple out into a mine site for an
extended period then return for metro work with a live bottom trailer. “We have spent top dollar on every unit so that it can t every trailer that we have,” says Jason. “We’re just trying to make it full proof.”
SGA runs its own workshop with four mechanics. Because the trucking side is taken off the business is in the process of securing an over ow yard across the road from its headquarters. Most histories are complicated. The journey to Perth for Jason is an involved one. He apprenticed on a castle in Scotland called Skibo by way of the remote Orkney in the desolate northern isles where Jason’s father had moved the family to build a school having come originally from Yorkshire. Jason got his taste for construction, operating diggers and excavators, on approach roads that were being built at the spectacular Dornoch Firth. After a move back to England working with a council, he took a job driving lorries for a small company. It eventually led to driving for trucking and logistics powerhouse Eddie Stobart, which has a eet of 4000 trucks. That was his introduction to the MAN product “Coming from the UK, I’ve always liked them. There is another company in Perth that uses them,” Jason says. “We did a bit of homework and a lot of people rate them
for the bitumen process and the way they can be spec’d up and what they can do. We’ve got one as a double bitumen tanker rated to 120-tonne. We’ve had no dramas. It’s working beautifully.”
His brother, Jonathan Hind, who rst enticed Jason to come out to Australia, is a manager at SGA and has a couple of trucks of his own. Jason’s business partner is Stephen Hamill, a Scotsman, who has been in Australia for decades and came across from Adelaide. A key appointment recently was that of Transport Manager Michelle Reedman, who was recruited from QUBE. The shift into haulage resulted from, in large part, being let down by unreliable transport companies.
“We’d be working nightshifts, and you’ve got a deadline on the freeway and we’ll be laying and we’ll be saying where’s that truck gone?” recalls Jason. “There would be no answer when we call up and four hours later the truck just rocks up with a load on and then you realise they are sneaking a load in for other companies so they get seven hours minimum.” Now that work is coming directly to SGA.
“We’re just trying to keep up with the times and growing to boot. It’s leaping off on us,” says Jason. “We didn’t expect to be a haulage specialist but it’s de nitely turning out that way.”
Two of the new S-Way end tippers.
GAP BRIDGING THE
Tailored Freight is an established Victorian linehaul operation innovating high productivity vehicle combinations in the burgeoning Performance-Based Standards space.
It started with a presentation.
Back in August, Dayne Iles and Victor Trumper, gave, as part of a quarterly discussion point, a talk on the bene ts of roadtrains at Coles Group. Many of their fellow contractors were present. Dayne, who spearheads, Tailored Freight, an interstate road freight out t based in Epping, talked about the 28- and 38-pallet capacity units his team runs out of three destinations: Melbourne, Sydney and Grif th. While these roadtrains venture into Sydney they rarely reach maximum weight given the load bearing restrictions in place. Coles, as part of their drive for ef ciency and lowering emissions, were keen to see more. The eet’s latest B-triple was born out of these discussions.
The eet already dispatches several multi-combination units out of Grif th. This new B-triple, however, is designed to get maximum weights from Melbourne into Sydney.
“We opened up a can of worms,” recalls
Dayne. “Coles encouraged us to pursue it. But the reality is this: if we can’t get the weight on, then it won’t work.”
Similar challenges vex the likes of Jim Pearson and Ron Finemore, industry luminaries who were also part of the presentations in August. Reducing the number of trucks on the road while maximising the trailer spaces through additional trailers is not feasible when the concrete and steel structures on bridges doesn’t support the legal weights set out by the NHVR.
“My question is where’s the relevance?” asks Dayne. “There is obviously a lot of restrictions for heavier combinations. When you start reaching bridge assessments based on weight distribution and axle groupings on trailers as we currently do, you risk getting capped.”
Reaping the full bene t of designing, engineering and investing in a roadtrain combination from Melbourne to Sydney will be improbable without input from Performance-Based Standards and road
Images: Tailored Freight.
The new B-triple pulled by a Kenworth K200.
network people to better understand what can and can’t be achieved so that the weights for high productivity combinations are maximised.
At Gundagai, the northbound Hume Highway bridge over the Murrumbidgee River was built in 1977 and limits how some types of PBS vehicles use the route. The project has received $20 million joint funding from the NSW and Australian governments as part of a planned upgrade of northbound Sheahan Bridge.
Bridges at Seymour and Avenel are also problematic posing headaches for roadtrain operators along the Hume Highway.
This is where Victor Trumper, Managing Director of heavy vehicle engineering specialist Advantia Transport Consulting, comes to the fore. He says governments often have to be lead on the issue.
“When you’re embarking on these things you’re looking for a good outcome for at least one particular transport operator who is essentially trying to establish a precedent for industry as well,” says Victor. “The message I try and impart through these projects is the safety credentials these PBS vehicles have. And everyone, let’s say, wants to enable those safety bene ts but sometimes they don’t provide the platforms to do so.”
He cites an example from Victoria where there are networks published for A-doubles at 85 tonnes that go as far as the border, yet there is no equivalent for a B-triple.
“It makes you wonder why they are discriminating against a vehicle?” he says. “Invariably, bridges don’t know if it’s an A-double or a B-triple or a split axle, for that matter, going over it. All it cares about is the axle groups rolling across it and the weight they carry.”
Credit is also due to VicRoads and the Department of Transport and Planning, according to Victor, after it published a range of networks that are relevant to immediate industry needs.
“We’re starting to see a little bit of headway with that,” he says. “As they progressively roll out more and more of these networks it just seems to be the
risk pro le for approving higher masses is more conservative. That’s what I’ve experienced.”
Direct comparisons made with the A-double networks soon led to the discovery of this type of outlier.
“One of the easiest transitions to PBS could be achieved with coupling up B-double units into a B-triple,” Victor explains. “You don’t have to get the dolly. There’s essentially a saturation in orders for dollies at present. We don’t seem to be able to get that cut through in general freight for B-triples at this point in time. And they are one of the safest combinations that you can put on the road under PBS.”
It’s something of a lost opportunity according to Victor but one that Advantia has identi ed for Tailored Freight and many other carriers.
“We’re a consolidation carrier,” says Dayne. “We go to the farms and pick up all their freight that will go to a DC and instead of giving that to an onforwarder to take that truck in, we’ll go in with multiple consignments into the DC directly to avoid going via someone else that would then on-forward it with
their trucks. We’re essentially creating 50 consignments across seven timeslots with full trailers.”
This is something they will look to scale up on once the bene ts of these bigger combinations are better understood.
“B-triples really hit the mark in terms of vans, in particular,” says Victor.
“Obviously, you have your Tautliners that come into that as well for general freight. In general freight you can get away with lower masses. Obviously, refrigerated is a little bit different.”
Operators, in Victor’s experience therefore need to get closer to General Mass Limits (GML) or ideally Higher Mass Limits (HML).
“That’s the journey we’ve been on and we now have positive results with that,” he says.
Following ongoing consultation with the Department of Transport and Planning, approval has now been granted to operate Tailored Freight B-triples up to 85.5 tonnes to provide parity across combination options.
“The pathway to achieving this required an evidence-based approach to the Department of Transport and Planning,
Freighter Group built the B-triple to a 12x12x22 pallet configuration.
which in the end was supported,” says Victor. “Transport for New South Wales has also seen the opportunities and bene ts of B-triple access and granted approval to operate on the Hume Highway in NSW.”
A new Kenworth K200 is pulling the B-triple which was built by Freighter Group. The combination is arranged as a 12x12x22 pallet con guration. It carries fresh produce from regional Victoria and Southeast Melbourne and goes direct into an Eastern Creek facility owned by Coles.
Tailored Freight runs 35 trucks. Three of these are DAFs, with the remainder represented by Kenworth. These are typically T610s and K200s with a couple of new Kenworth K220s recently injected into operations. The eet has 62 pieces of trailering equipment. There are six 28-pallet reefers, two 38-pallet reefers, six curtainsiders while the rest are nominal B-double combinations and singles. It’s all optimised to carry fresh produce out of the Melbourne markets.
This nancial year just gone Tailored Freight acquired six new trucks (T610s and K200s) and eight new trailers all of which were growth acquisitions according to Dayne, not replacement sets. “All of our eet is 600 horsepower,” he says. “The split between the conventional bonneted truck and cabover Kenworths simply comes down to driver preference. We’re happy to support a driver that wants something.”
On the latest Kenworth K220 Dayne has had the rst Australian Thermo King bunk cooler tted. Thermo King sells approximately 35,000 of these units in the US each year. The transport refrigeration specialist had not brought the product to Australia previously. Until now.
“We’ve been lucky enough alongside Thermo King to work together on it,” says Dayne. “I have high hopes.” There’s no reason, what’s more, why the B-triple cannot become the archetypical application for transporting perishables.
“You know, fresh fruit and vegetables are perishables and the more of that you can move at once means there is going
to be a better outcome for everyone,” notes Victor. He believes the pro le of general freight is suited to A-double combinations. “Everyone wants full HML but with general freight you can get away with lower approved masses because they’ve got less density,” says Victor. “Unless you’re Bevchain, generally speaking you’ve got cereals and toilet paper mixed in with some heavier items but invariably a lot of general freight can be done on a cubic basis. So, they can ll up a truck and still be under-loaded in terms of their overall GCM.”
Even at a GML mass of 79 tonnes operators are going to be hard pressed in habituating maximimum payloads.
“Out of the food bowl of southern New South Wales and northern Victoria you need to cart as close as possible to your HML axle loads,” says Victor. “We’ve found there’s a lot of people moving general freight on A-doubles and there’s 36.5 metre versions of those. They’ve got their 45-foot trailers. Obviously, you get the versatility as a combination that is published in Victoria. That gets us 85.5 tonnes to the border, and you can get speci c approval at that mass into western Sydney and the DCs. It’s a bit of a known quantity now. Everyone is doing that. At this stage, B-triples don’t have that sort of equivalent level of access, whereby automatic approval exists via a NHVR Notice and pre-
A Kenworth T610 on the outskirts of Melbourne.
approved State networks. We now have a way forward to crack through that sort of nut and we’re halfway there in this point of time.”
While eets must be vigilant not to be cornered into a combination that doesn’t get them the productivity bene ts they need, engineers and operators alike, need to be acutely aware of where they might get caught out especially when it comes to freedom of movement notes Victor.
“The sweet spot for that is on Gundagai Bridge travelling north which was once limited to effectively 68.5 tonne and they’re wearing that asset out a little bit quicker,” he says. “I suppose when you start piecing together the puzzle
for a transport task you need to be acutely aware of where you might get caught out and don’t corner people into a combination that doesn’t get the productivity bene ts and for that matter the movement that they’re after.”
The Gundagai bridge is now, according to Victor, a success story in terms of the technology that has been adopted.
“A very progressive thinking road manager for NSW, said look, surely we can do something about this, and they put conditions on it and they’re still not absolutely stressing the bridge out,” he says. “The vehicles have to be 60 metres apart and they have to travel in the left lane. That’s quite doable. Everyone I have spoken to is OK with that. They
have the cameras on the bridge to monitor it, so people are adhering to it.” It’s also an exemplar in how a road manager can identify an opportunity to utilise an asset to its full potential to meet the needs of industry and then obviously have a program to replace it. That’s the underlying handbrake, says Victor, with regards to how bridges are managed these days.
“They currently have this aspirational timeline that bridges have to last 100 years,” he says. “That’s great. But I think in today’s quickly moving economy I don’t imagine that we need to hold onto heritage assets like bridges anymore. They’re consumables. Just like pavement.”
STARTERS CONVERSATION
TIACS is dedicated to breaking down barriers to accessing mental health counselling support within the blue-collar community. With the help of partners like Scully RSV, TIACS is able to provide assistance and assurance to those who need it.
A
Dan Allen and Ed Ross founded TIACS in 2020, their second venture launched closely behind TradeMutt, a social impact workwear brand.
TradeMutt supports this cause with bold and colourful work attire as a symbol for mental health awareness. TIACS undertakes the goal of empowering bluecollar workers to discuss and seek help as they need it.
According to Dan, TIACS’ creation was partially motivated by what he and Ed perceived as a lack of crisis prevention services available to those struggling with mental health. In a space full of support systems which are equipped to assist those experiencing mental health dif culties, Dan and Ed wanted to offer support before people’s challenges became too dif cult to handle.
“We thought something needed to be done to be able to prevent people
from getting to the point of crisis,” Dan says. “We didn’t want to just donate to our existing organisation [TradeMutt] that wasn’t achieving the outcomes we were hoping for. So, we went about creating TIACS.”
Unlike TradeMutt, TIACS’ mental health services are geared exclusively towards the blue-collar workforce that Dan and Ed felt deserved its own support system given the unique challenges that the workforce faces, many of which can vary from the emotionally draining to the physically taxing.
Members of the blue-collar community are exposed to very speci c pressures related to their work and productivity. Studies have shown that this can act as a breeding ground or exacerbating force for mental health struggles.
As carpenters themselves, Dan and Ed are personally aware of these pressures.
“Like all industries, blue collar industries
have particular nuances surrounding the work that is performed and the way in which it is performed,” Dan says. “Blue collar work is very much ‘time is money’ oriented, and for the most part, you can only complete that work during the daylight hours. So, there’s often a lot of pressure to get the job done no matter what area of the blue-collar community you come from, whether you’re a tradie, a truckie, a farmer or anything else.”
Work-related stress, work relationships, remuneration. These, according to Dan, are all kinds of situational stressors.
“If left unaddressed, they can contribute to poor mental health,” he adds.
Due to the ability of these situational stressors to aggravate poor mental health, it is critical for those who seek help to get it in a timely fashion. Understanding this, TIACS’ mental health services are positioned to be easily accessible for tradies, truckies, farmers, blue collar workers and their loved ones, offering both phone call and text avenues to receive support by connecting them to professional counsellors without the need for a referral. Most importantly, clients get to speak with the same counsellor throughout their entire mental health support journeys.
TIACS receives its funding via the TIACS Alliance, a donation framework created by Dan and Ed which offers a tiered system of monetary support options to partners, whose donations go to fund the organisation’s counsellors.
“Our funding model is essentially a collective of businesses from or adjacent to the industry who subscribe to fund
Scully unit becomes a billboard in support of TIACS.
either a part-time or full-time counsellor,” Dan says. “Some 45 businesses chip in to fund these roles. Last nancial year, TradeMutt was able to fund four full-time counsellors.”
Cold-chain logistics transporter Scully RSV is one of these 45 businesses donating to TIACS’ case. This collaboration, known as the TIACS Scully RSV Alliance Partnership, has been operating for nearly three years, according to TIACS co-CEO Jason Banks.
Initiated by Scully RSV National Sales Manager Glenn Smith, who reached out to TIACS to explore the opportunity of giving back to the freight and logistics industry through nancial support to the mental health counselling support service, Scully RSV contributes $7,500 each year as a Bronze Alliance Partner. “Scully RSV directly supports TIACS in providing professional, con dential and free mental health counselling sessions for blue collar workers Australia-wide,”
Jason explains. Scully RSV’s consistent support for TIACS extends beyond its nancial donations. Some of Scully RSV’s trucks have been specially wrapped in the colours and patterns of the TradeMutt workwear, bringing extensive attention to both TradeMutt and TIACS while transporting freight across busy stretches of road throughout Australia.
Additionally, Scully RSV has lent some of its trucks to TIACS to be taken up to the Gympie Muster music festival from Brisbane, allowing the mental health counselling support service in conjunction with TradeMutt to sell TradeMutt clothing and disseminate both brands among younger members of the public. This kind of support offers an indispensable level of exposure to the mental health service according to Jason.
“The TIACS and TradeMutt branded wrapped truck is a mobile billboard that is driving around Southeast Queensland, starting conversations and sharing the
TIACS message,” he says.“It’s been a great talking point for the brand, and the TIACS team is humbled by the support of Scully RSV in how they continue to support the industry and our mission.”
Dan and Ed have nurtured TIACS over the past four years, watching their idea grow into a large mental health organisation that supports a wide array of blue-collar workers, and has been immensely assisted by both the nancial and material support from Scully RSV.
Contributions like those from Scully RSV enable TIACS to grow across the country, helping the organisation achieve its goal of removing the social barriers which come with accessing mental health support.
“We want to encourage people to be able to open up and talk to one another about their mental health experiences,” Dan says. “We just want to be the mental health service that people can tell their mates about.”
Images: Scully
RSV.
TIACS Founders Dan Allen and Ed Ross.
CANTER WINNING AT A
Fuso has introduced a facelifted Canter range with a new-look exterior and an upgraded multimedia unit.
The Fuso Canter can already boast a number of inherent advantages in its category of the Australian light truck market. The Canter cab-chassis is lighter than the competition, allowing for a higher payload and different body types and its 30,000km service intervals also place it ahead of its rivals in terms of the critical total cost of operation metric.
The Canter’s 12-volt electrical system also makes adding accessories or lighting straightforward.
Fuso was also the rst truck brand to introduce Advanced Emergency Braking System (AEBS) to the light truck class back in 2019 and this system, along with
Lane Departure Warning (LDW), is now standard on all Canters except for the offroad oriented 4x4. Other safety features include all wheel disc brakes and driver and passenger air bags.
In late 2024 the diesel-powered Canter range received an upgrade package to bring the diesel versions into line with the battery electric eCanter models in several areas. The exterior has a new design of the bumper and grille, framed with the same ‘Black Belt’ strip highlighting the Fuso badge as the recently introduced latest generation of the eCanter.
Other exterior enhancements include new design LED headlights, which are claimed to be 30 per cent brighter than
the previous units. LED turn lamps are mounted on the lower door sections.
From a driver’s perspective, the major upgrade is the multimedia unit which now features an 8-inch screen and has wireless connection for both Apple CarPlay and AndroidAuto, so smartphones can be utilised without the requirement of a cable. The screen provides a very clear display from the standard rear-mounted reversing camera and vision from up to ve additional cameras can be displayed.
The engine and transmissions of the Canter range are very much the same as the incumbent models, apart from some minor internal revisions and a slightly
larger oil sump on selected models. Driving a number of fully loaded examples around Geelong and the Bellarine Peninsula shows how leaving good things alone in the mechanical space is a wise move. The Canter’s six speed dual-clutch Duonic automated manual transmission has been signi cantly re ned since its introduction more than a decade ago and is a major contributor to the various Canters’ smooth operation and fuel ef ciency. The Duonic has an “economy” mode which causes the transmission to upshift at lower revs than when in power mode which results in improvemed fuel economy. The transmission receives driver input via a dual gate selector. Pushing the lever to the left side gate position selects Drive and the transmission operates as a two pedal fully automated gearbox. If necessary, the driver can override up and down shifts by brie y pressing the lever in the desired direction. The right hand side of the gate consists of positions for selecting Reverse as well as a Park position which acts similarly to ‘park’ in a full auto by locking the transmission. Controlled
electronically, the inherent advantage of a dual clutch transmission is that the next gear is already engaged while driving which allows for extremely fast and very smooth gear shifts.
The four-cylinder engines have double overhead cams and variable geometry turbochargers and displace 3.0 litres.
The engines develop 110kW at 3,500rpm and a maximum of 370Nm of torque which is on tap from 1,600rpm. The engine exhaust brake’s effectiveness is enhanced on descents due to the Duonic transmission down shifting in order to increase exhaust pressure by revving the engine harder.
The Canter 515 has disc brakes all round with ABS and EBD and is assisted by an exhaust brake. The brakes and Duonic transmission incorporate hill start assist as another bene t aimed at the occasional driver. On deceleration the transmission will downshift automatically to allow the engine compression and exhaust brake to maximise their braking assistance. Several of the test units feature the double wishbone coil sprung independent front suspension which delivers a smooth ride. Models with 6,000kg GVM such as the Canter 615 have beam front axles with multi leaf springs with a stabiliser bar and still provide a comfortable yet rmer ride. The rear suspension incorporates
parabolic leaf springs and double acting shock absorbers. The result is a comfortable ride up front and good load capability at the rear.
One test unit is a Canter 515 wide cab tted with a pantech box body suited for rental operations and complete with an electro-hydraulic fold away tail gate loader. In this application the wide cab is certainly an advantage because it comfortably accommodates two generous sized passengers, which is what you want when you’re moving house.
“Not so squeezy,” indeed.
Another Canter model on this test program is the 615 City Cab Factory Tipper. This is the narrower City cab which suits the tipper application as it will most be inhabited by a single occupant, the driver, and the reduced cab width may be an advantage on tight access construction sites provided the external mirrors are folded in. The Fuso Canter range’s contemporary interior design remains unchanged other than the new multimedia unit which has upgraded processing and memory performance. It displays the footage from the reversing camera that comes standard with all Canter models, while footage from up to ve additional cameras can also be shown on the screen.
All Canter models, including the FG 4x4 Canter, receive the upgrades which come with the facelift.
Images: Daimler Truck.
The updated Fuso Canter near Geelong.
Fuso Canter 615 City Cab Factory Tipper.
LISTEN FIRST
E ective change management starts with a plan –here’s what you need to know.
Moving toward utilising eet telematics and a eet management system requires planning and organisation. For eet managers, the biggest challenges are making it work in daily operations, introducing it to staff and drivers, and implementing it across the business’s policies and processes. It can be daunting, but all change starts with a rst step. That step is setting clear expectations and bringing everyone along for the ride. We all know the feeling — you have a piece of technology you use day in, day out to the point that it feels like a part of you. Then one day it changes and requires more thought as you adjust. Change can be done successfully.
Teletrac Navman’s customer, Adelaidebased Hi-Trans Express recently rolled out new systems in a matter of months. The independent, family-owned company had come to the end of the road with its previous telematics supplier. It wanted streamlined business processes and better data insights, as well as getting rid of paper-based fatigue management systems, which would cut down administration and make compliance easier. The solution included electronic work diaries, outward facing cameras and TN360 to provide detailed actionable data insights. Adopting the technology meant planning ahead.
Hi-Trans Express and Teletrac Navman dived into the long-term business goals and current tech challenges. The carrier also wanted a clear technology roadmap, so it could add other Teletrac Navman
offerings down the track.
“EWDs have greatly bene ted us,” says Lloyd Jones, Chief Operating Of cer of Hi-Trans Express. “The platform has helped reduce administration and make it easier for drivers to know their fatigue schedules.”
This planning paid off. The national transport operator is now using TN360 for data-driven insights to streamline its operations. Electronic work diaries (EWD) have made life easier for its drivers as productivity and compliance improved.
Prior to rolling out EWDs across its eet, the paper diaries being used required four people to scan and upload into the systems. It was an administrative chore and easy to introduce errors.
Now, those staff members are working in roles that contribute to the business’ growth, increasing productivity and eliminating mistakes.
“For Hi-Trans Express, the introduction of EWDs has brought a major bene t to the business,” says Teletrac Navman Chief Product Of cer, Andrew Rossington. “The technology eases compliance and administration and helps drivers plan their week for them to get home for the weekend safely. It’s an opportunity to grow its workplace safety culture.”
However, it’s not as simple as installing new hardware and software and calling it a day. A cultural shift needs to be created. Bringing employees on the journey helps them understand the bene ts of the change. It also requires training so they can use the new systems properly. This is where solid change management
practices kick into gear according to Andrew.
“One of the rst steps in adding new technology is looking to change outdated manual processes,” he says. “Sure, they are familiar, but they are also inef cient, timeconsuming and costly. They probably rely on manual procedures such as paper-based work diaries. Automating them gets rid of unnecessary back-and-forth.”
This clears the road for the latest
technology and improved ways of doing things. Successful change management lives and dies on good communication. But it can’t happen in a vacuum. A clear communication strategy lets your business leaders explain the bene ts. They can show how digital processes can make people’s jobs easier and improve safety. A staggered rollout with testing and redesign phases will also help get the entire team on board.
“Regular discussions to address concerns and objections early also helps create an open and transparent workplace culture,” says Andrew. “These change management programs work best when you work with a trusted partner. Many eet operators are not necessarily techies, they just want the results. It’s important to have a brains’ trust to help with technological understanding.” Rewards and incentives can go a long way. A rewards program can ease the transition and encourage take-up, especially among eager early adopters. Recognising team members who embrace change and support others builds a positive attitude. These incentives can range from performance-based bonuses to public
recognition and motivate the entire team to work towards a common goal.
“It may come as a surprise — drivers need little encouragement,” says Andrew. “For Hi-Trans Express, they were keen to get started because they knew tools like EWDs would let them do their jobs better and keep them safer.”
If you can get the whole team on board with new technology or processes, it creates a smooth integration with minimal grumbles. It ultimately amounts to a winwin situation according to Andrew.
“At Teletrac Navman, we take a listen- rst approach, working closely with customers to create eet management solutions that meet their speci c needs,” he says. “Our onboarding support, training resources, and 24/7 technical support ensure that you get the best from your new technology as soon as possible.”
Image: Teletrac Navman.
Technology can lead to a more transparent workplace culture.
FleetShield returns as a premium solution for heavy vehicle equipment.
PROTECT AND SERVE
Dulux Automotive Coatings has announced the relaunch of its popular FleetShield product range, o ering a newly enhanced and consolidated painting, coating and nishing experience for customers like Krueger that rely on it.
Dulux Automotive Coatings has played the important role of offering paint coating and nishing services for more than 50 years — providing them with a combination of protection against harsh conditions on the road, repeated exposure to elements, wear and tear from frequent loading and unloading and recognisability with its variety of striking colour options. Under Japanese-based parent company, Nippon Paint, and part of the international DuluxGroup, Dulux
Automotive Coatings’ services now also extend beyond re nishing to many sales support services.
Operating with a strong presence in both Australia and New Zealand, the company has established a plethora of sub-brands which provide commercial vehicle drivers, eet managers and other road transportadjacent positions with unique paint and protection solutions.
Due to this wide breadth of its product range, Dulux Automotive Coatings is now investing heavily in a more ef cient
and clearer exhibition of these options to customers in a way that clearly distinguishes each product’s applications and capabilities in the world of painting, nishing, coating and protection. FleetShield is the primary focus of a relaunch which aims to provide a better user experience with the addition of a new packaging design for the product. According to Dulux Marketing Manager, Steve Barnard, this redesign re ects Dulux Automotive Coatings’ commitment to providing top quality products and
solutions for its customers.
“The streamlined range and new packaging design not only re ects our dedication to providing exceptional products, but it also makes it easier for our customers to choose and use the right FleetShield solution for their speci c automotive coating needs,” he says. “We spent a signi cant amount of time transforming and enhancing our packaging so we can provide our customers with a superior user experience.”
FleetShield itself offers excellent durability, damage resistance and versatility as a commercial vehicle topcoat. The new packaging displays an updated Dulux Automotive Coatings logo and surrounding branding, reinforcing the company’s commitment to delivering trusted quality automotive coating solutions.
FleetShield is an essential component for a wide range of commercial vehicle providers.
Krueger, for example, has enjoyed a decade-long relationship with Dulux Automotive Coatings, and in this period
has received consistent service from it.
According to Krueger Supervisor –Purchasing, Daniel Hunt, Dulux has always been striving to stay ahead of the market through the re nement of its products.
“The only constant is change in our business and in Dulux’s business, so they’ve always got something on the go that is being improved,” he says.
“They are always on the hunt for the next thing that will make the paint, nish, quality and overall experience better.”
Krueger was rst introduced to Dulux through one of its own customers, but the partnership quickly proved successful due to the mutual values that both companies held.
“At Krueger, we have a commitment to excellence as a business, and we look for that in partners as well,” Daniel says. “We always want the best price but not at the expense of quality, service and product development.
“With Dulux, we experience the best of all of that. We keep our product in excellent condition thanks to FleetShield.”
Krueger mainly utilises FleetShield on its trailer chassis which require protective coats against harsh road conditions during transport journeys.
By implementing FleetShield, Daniel says that these chassis look clean and attractive in the eyes of customers despite the dirty work that they’re involved in.
“Our premium trailers travel hundreds of thousands of kilometres per year, and in doing that, they experience a lot of work in a variety of conditions,” he says.
“A lot of the paint on the chassis is close to the road, so the chassis really does need a good coat to transform it from something that looks like a basic steel structure to something that’s beautiful and ready for the customer.
“The application of the FleetShield paint does exactly that — it transforms the steel chassis into something of beauty that the customer is ready to say yes to.”
The relaunch of FleetShield serves as the latest display of Dulux’s dedication to the improvement and enhancement of its product range to meet the evolving needs of customers, both new and old.
The undercoat on a Krueger trailer gets applied by technicians.
STATE PLAY OF
After a particularly turbulent period in its history the road transport industry is adjusting to an unfamiliar landscape. The nation’s leading carriers o er insights as to the challenges they are equipped to overcome, the intensifying headwinds that are anticipated and the initiatives that are capturing their attention.
It’s an unprecedented time for the Australian road transport and logistics sectors. Periods of sustained instability, like the one it has just weathered, customarily create downturns that many other sectors nd it dif cult to immediately recover from. Instead, across the movement of freight and goods, it drove massive growth that would help shield the more established businesses from the hikes in costs as economies around the world were inevitably beset by widespread in ationary environments. Was this the “new normal” governments liked so often to talk about? The cost of doing business remains one of the most identi ed operational pain points among many of the major carriers even if the circumstances that surround it are varied and frequently in ux. The industry is the sum of many different sectors that all diverge in accordance with supply and demand, equipment and external market forces, among myriad other aggregating considerations. The pressures on businesses
and suppliers at the moment have never been greater according to Amanda O’Brien CEO Xtreme Freight.
“It’s a price war out there,” says Amanda. “The bigger companies are eating up the smaller ones.”
Transport costs, which have increased by up to 30 per cent over the past year, have made it a much tougher market to compete within, as slim margins continue to shrink.
The many corresponding factors arisen from challenges common and new to compliance, route access, staf ng shortages and a softening economy have little bearing on shippers, freight forwarders and brokers who are, as usual, demanding the best price. Since coming out of the pressurised years of COVID, Amanda has never seen the market like this.
“Given compliance regulation, human resources, all of those things in Victoria in particular, are just decimating business because there’s more resources required for those areas and the pie is getting smaller,”
she says. “Equipment costs, premiums and insurance — it’s an unprecedented time in the supply chain.”
Insurance renewals, traditionally calculated around the CPI, are coming in quite aggressively. Last year interest rates for equipment and eet hovered around 2and 3 per cent. Businesses this year are now being forced to re nance at 6- and 7 per cent as insurers react to current market conditions by imparting additional premiums on customers which are causing additional adversarial forces.
Rod Brown Managing Director at the Maryborough-based Central Victorian Transport, says maintenance costs have skyrocketed, with parts prices in some cases doubling.
“Cost recoveries are proving very dif cult. New equipment is taking far too long to get hold of,” he says. “We’ve been belted in every direction.”
Since its inception, Chain of Responsibility (CoR) has been a good thing according
to Rod. Underlining it though are many issues associated with dealing with clients who don’t understand the terminology let alone their liability he says.
“CoR affects everyone from the loading company right through to the receiving company,” he says. “If the forklift operator overloads the vehicle his employer is liable for the overload. If demands are made by the receiving company that the freight needs to turn up no matter what then that’s putting pressure to potentially break the law. If a driver exceeds his driving hours the nes are horrendous.”
But the pressures generated by the client base can also be caught up in the chain of responsibility. A positive development, according to Rod, is if the dispatch personnel on the receiving company are aware of their responsibilities. This will, most certainly, change the way they do business.
“But you’ve still got plenty of irresponsible corporates out there,” he laments.
For some businesses, especially those in the bulk carrying sector, the return to shorter lead times on equipment and more stabilised diesel prices have made 2024 less troublesome than the previous years where rate rises restricted businesses to a perpetual cycle of catchup.
“The leap frogging costs saw rise upon rise so often by the time a rate rise had been negotiated with customers the next one was due because everything had gone up in the interim,” says an executive at one leading eet. “The pricing always seemed to be three months behind.”
Over the last 18 months the cost of fuel, which has been reasonable in contrast to April in 2022 when the price went up 42 cents a litre in one single month, has helped immeasurably.
“That put some eets in a position of either passing on the cost or withdrawing their services,” the executive continues. “Now things have settled back to some normality and equipment is far easier to get a hold of. It’s just a matter of discipline.”
Others, however, have found moving the same amount of volume of freight this year has resulted in an increase of activity.
At All Purpose Transport a 22-pallet load previously moved on a semi-trailer is now
being moved across ve days on separate rigid trucks.
“We’re doing more job activities and less freight if that makes sense,” says Paul Kahlert, All Purpose Transport CEO.
“Post-COVID everyone has got their supply chains back in order and what they’ve got is a smoother ow of freight coming from overseas whereas during COVID a ship would arrive, and it would have 30 containers of stuff on it that had to get sent into warehouses. What you’re getting now is the just-in-time freight is starting to work a lot better.”
As the economy slows equipment usage changes with it. Last mile freight movements are no longer as reliant on bigger loads, reducing the demand for semi-trailers according to Paul.
“Our body trucks and rigids are working more,” he says. “People are buying more frequently, but they’re actually using different equipment. We have dropped the actual freight volume, but increased our vehicle activity.”
The cost of doing business in the presentday environment of course goes beyond just overheads.
“We worked hard during COVID, and everyone got fair and equitable freight
rates going and the minute it gets a little bit quiet because of the amount of competition we all start cutting ourselves to pieces,” Paul notes. “Somehow the transport industry ghts really hard to get rates to where they should be and then as soon as we get them to where they should be we then have an expectation set on us to start reducing those rates and it just seems like a crazy thing to do for us as an industry.”
Dean Wrigley, Freight Assist Managing Director, has seen a trend in customers downtrading as a downstream effect from the increasing pressures on spending.
“For us, the objective is we need to be smarter, operate less vehicles, move more freight, reduce operating costs and just sort of ride the waves at the moment like what other companies are doing,” he says.
“It’s a very competitive market we’re in. We’re up against a lot of players that are unfortunately going in trying to buy freight at the moment just to keep their doors open and as a result keep feeding the beast as they say.”
Loss in one area, however, can deliver gains in another. While the scarcity of labour force is an ongoing issue widely acknowledged the impoverishment of
Trucks enter and depart Fremantle Port.
key personnel might have abated for the moment, at least in Dean’s experience.
“I think with the downturn that we’re experiencing across Australia, what it’s done is released a lot of quality people back into the market which has given us better selection opportunities which we haven’t seen for a good ve, six-plus years,” he says. David Simon, CEO Simon National Carriers, shares a similar view. “Perth has been dif cult for ten years, but something changed in Perth in the matter of a few weeks about 18 months ago,” he says. “Then suddenly we were getting good applicants and plenty of them from the same ads which six months prior you were getting only one or two applicants who weren’t really quali ed. Volumes have dropped in some sectors that have freed up capacity there. The availability of drivers and drivers wanting to work for viable companies has probably been better than it has been for a while.”
It’s a widely accepted fact that there has been an exodus of experienced drivers in
recent years in protest of the encroaching regulatory framework. That’s not an outlier for any industry as they undergo rapid change and are reformed. But valuable competencies among the group may have gone along with it.
“An awful lot of experienced drivers have left the industry because of the insane nes for petty indiscretions,” says Rod.
“You know, $756 because you don’t tick a BFM box, but you haven’t worked more than 12 hours anyway is just ludicrous. When you take that into account you’ve got people leaving the industry purely and simply because of the risk of nes for very incidental matters.”
If delivering with maximum ef ciency, one of the industry’s chief causes, is to be satis ed as safely as possible, reducing an experienced talent pool through a full court press of superintendence would seem to betray this delity. Rod is of the opinion many layers need to be stripped from the bureaucracy with a major refresh in mindset needed, with the aim of making
decision-makers more available.
“It’s not this layer upon layer of tasks and enquiries being stuck in a referral churn,” he says. “TNT some years back along with a number of other major corporates stripped out the middle manager layer. Those at the top had to step down a bit and those at the bottom had to step up. The people at the bottom were talking to the ones who were going to make the decision. As much as there was fear that it wouldn’t work it obviously did so.”
Too much of the process regarding compliance and approval relies on consultants according to Rod.
“It takes too long to get things signed off on,” he says. “Be it within the transport industry or the housing industry or whatever, it’s just overburdened with bureaucratic requirements.”
While luring experienced drivers back to the industry is a tough ask, making the sector more attractive for younger people to enter is a challenge industry is rising to albeit slowly. An in ltration by
A Kenworth truck and dog combination braves outback Australia.
inexperienced people new to industry and asked to handle specialised vehicles is part of the problem according to Amanda.
“Keeping solid operators and making the industry attractive to others is really causing some major headaches although we’ve got a strong core and training, and more training is part of our philosophy,” she says.
Rob Dummer, Formerly General Manager Operations Lindsay Australia, believes the issue runs deeper than just a shortfall of drivers.
“There’s not much of an incentive for a young fellow to jump into a truck when he can go and pull beer for $60 an hour even if you have to work all night,” he says. “The industry doesn’t have the same glory it once had.”
It’s a point worth dwelling on. Is the industry relevant to young people? Is there enough social status? Does it need more glamour? How can the generation gap be straddled when attitudes to work seem so far apart? There exists a clear difference in
expectations as to what constitutes suitable hours according to Rob.
“The generation coming through has a whole different view. They want to do as much work as they can in ve days and the other time is time out,” he says. “I’ve pretty much worked seven days a week over much of my time and you don’t think anything of it. The problem is our industry has to keep going. People won’t eat.”
Familiar with the perishable division at Lindsay’s, having worked there for 27 years, Rob says the appetite for fresh produce is not declining. There is, in the nal analysis, no choice but to run seven days a week. It’s unavoidable.
“You can’t get away from it. Everyone wants fresh food,” says Rob. “Like a resort or restaurant, you’re open seven days a week. On weekends we expect to go to a restaurant to be able to eat. But someone has to work in order for us to do that. That work life balance is always going to be a hurdle.”
All Purpose Transport is one of the carriers well equipped to overcome shortfalls of key personnel. In 2012 the business took an approach dedicated primarily to training internally. In the last two years as it transitioned out of COVID, the company started developing a leadership course for senior managers. That led to a mid manager training course. These are all 12-month courses explains Paul.
“We’re starting to reap the bene ts of having done internal training with our people. So rather than going out to the market and poaching people from the industry we’re actually developing our people from within,” he says. “We’ve got some really talented people coming through our business now and they’re from our grassroots. They’re not coming through with preconceived ideas of how to run a business. They’ve been taught our way rather than someone else’s way.”
Freight Assist has been growing at around 26 per cent per annum over the last ten years. While that phenomenal rate of growth is likely unsustainable, adding new business is an area the company is naturally focused on.
One of the big changes Freight Assist has recently implemented is in its management
structure. An experienced new general manager has come in and grabbed the bull by the horns helping to turn the company’s operational structure around for the better according to Dean
“For the rst time ever, we’ve got BDMs in Brisbane and also in Adelaide now. So, that’s been working extremely well for us,” he says. “The next step for us is to eventually get in a commercial-type manager for the business that can manage the sales team and take that responsibility away from myself. I’m happy with where the business is at the moment.”
The theme of viability is set to become increasingly crucial going forward. David Simon anticipates it will be at the forefront of many industry conversations in the foreseeable future.
“It’s very tough for a lot of people out there. There’s a lot of new players that haven’t experienced a downturn who are struggling at the moment,” he says. “They’ve got new eet and no work for it. It’s certainly going to be a good lesson for a lot of people. The good days don’t last forever. It is a volatile industry with volumes that go up and down.”
The importance of robust business models — models that can insulate companies from prolonged periods of decline — cannot be understated given the uncertainty of the moment.
“We know the volumes are not always going to be at peak levels. That’s something we’ve got to deal with and don’t overextend ourselves and structure ourselves for that,” he says. “It just means we stick with our strategy.”
But is there something that road transport, in its pursuit to be better, can learn from other industries?
“I think other industries can learn a lot about our resilience and capacity to deal with challenges,” says David. “I’m sure there’s plenty we can and always do learn from others but I think there’s a lot more others can learn from us.”
He adds, “The Australian trucking industry is particularly good at dealing with challenges and getting on and delivering for our customers. There’s plenty we can learn but I’ll take nothing away from what we can teach.”
A MAN FOR ALL SEASONS
MAN’s latest truck generation is the culmination of a hundred years of history in which the very origins of the diesel engine and its remarkable evolution have been entwined for the better part of the story.
Machinenfabrik AusburgNurnberg, or MAN, has a rich history in truck production and continues to have a complex and evolving corporate structure. Traton SE, commonly referred to as the Traton Group, is a subsidiary of the Volkswagen Group and is one of the world’s largest commercial vehicle manufacturers with truck and bus brands including MAN,
Scania, Navistar (International) and Volkswagen.
In the Australian and New Zealand markets the MAN brand is distributed by Penske, which also is responsible for Daimler brands Western Star trucks and Detroit Diesel engines. Sounds complicated but it certainly works. Penske has invested signi cantly in local parts and service facilities and continues to expand the dealership network to
provide a strong foundation of customer support on a national basis.
Much of Rudolf Diesel’s pioneering work on the compression ignition engines which eventually took his name, was performed during his time at MAN during the mid-1890s. The technology which Diesel worked with has become the main source of motive power in modern commercial vehicles and is the generic term for the liquid fuel itself.
A range of new generation MAN prime movers at a media drive day in Brisbane.
In 2024 MAN has been celebrating 100 years since it produced its rst dieselpowered truck. The current MAN Truck Generation hit the European market during 2021 and its multiple attributes were quickly recognised culminating with the prestigious International Truck of the Year award.
Prime Mover had all too brie y driven a number of versions of the latest MAN trucks on a closed circuit a couple of years ago during the initial local launch of the MAN Truck Generation. The recent opportunity to travel some distance at the wheel on a variety of road categories has con rmed just how good this range of trucks is.
For this latest drive program there is quite an array of MAN models and con gurations available, so it is decided to focus on just two examples for the extended driving experience, both powered by the 12.4-litre D26 engines rated at 510hp at 1800rpm, with 2,600Nm of torque available between 930rpm and 1,350 rpm. The TGX model
is equipped with the 2.07metre high at oor GX cab and is connected to a loaded B-double trailer set, while the TGS model features the only slightly less compact GM cab and is towing a single trailer. The low rev/high torque characteristics of the MAN engines is impressive, and for applications requiring more engine energy, the 15.2-litre D38 engine can be optioned with speci cations of either 580hp or 640hp.
We head west from Brisbane in the TGS single trailer combo, the chosen route taking us across the wall of the Wivenhoe Dam and out towards Laidley through rolling countryside. Rain drops start to sprinkle on the windscreen which are quickly taken care of by the automatic wipers that help avoid the need to fumble for the wiper control — a safety feature in itself.
The MAN has an ideal balance between acceleration and braking, with multiple systems controlling the speed of the truck, beginning with the Adaptive
Cruise Control which features an easy adjustment of the gap between the MAN and vehicles in front. The ACC operates from speeds as low as 25 km/hr. The engine has an exhaust brake as well as a rocker-arm activated engine compression brake to provide ve stages of engine braking, with MAN’s “Brakematic” system using electronic management to co-ordinate the functions of the Electronic Braking System’s service brakes and the engine brakes. Priority activation of engine braking is initiated during the free play movement of the brake pedal, so the engine is providing effective braking even before the service brakes are applied. The brake system registers the vehicle speed as well as the pressure being applied through the pedal and optimises the amount of braking being applied from a gentle hold back all the way through to full force emergency stops.
The MAN Downhill Brake is activated by applying light foot pressure on the
MAN TGS with GM cab outside Ipswich.
brake pedal for two seconds which will maintain the particular speed the truck is travelling at for the rest of the descent by using a blend of all of the braking systems with no intervention required from the driver. The effectiveness of this system is particularly noticed in the B-double with the additional gross weight leading to a couple of extra downshifts being automatically executed to maintain the vehicle speed by harnessing additional retardation via the engine and exhaust brakes, with essentially nil application of the service brakes.
The radar and video camera system, in addition to contributing to the functions of the Adaptive Cruise Control, can play a crucial role in emergency braking when an object is identi ed which presents the likelihood of an impending collision and the Emergency Brake Assist is triggered.
The ZF 12-speed Tipmatic transmission is managed via the wand on the righthand side of the steering column. The difference between the ‘power’ and ‘ef ciency’ modes is noticeable mainly due to the reduced number of gear changes when ‘ef ciency’ is activated which keeps the engines in their maximum torque bands.
During our previous limited drive on a closed test track, we didn’t get much of an opportunity to sample the transmission’s Ef cient Roll feature that disengages the driveline when coasting making it possible to reduce fuel consumption. To further assist in lowering fuel usage, the engine’s idle speed is reduced to 550rpm when Ef cient Roll is active, down from the usual 600rpm idle. When starting off the Easy Start function holds the service brakes on for one second to provide
smooth take offs on hills.
These days drivers expect a rst-class infotainment system in their trucks and the MANs don’t disappoint. The MAN dash’s Smart Select dial controls the display screen and acts like a big computer mouse and is less frustrating than a typical touch screen where your hand hides much of the area of the screen while you are trying to enter commands and drive at the same time.
Smart Select is a much better solution and improves keying accuracy even on rough sections of road as well as helping keep the driver focused on driving tasks.
MAN cabins are equal to any other in terms of comfort and ergonomics and have a unique safety cell feature which involves the cab being able to move up to 750mm rearwards along the chassis in the event of a major frontal impact. This impact absorbing process not only absorbs energy and protects the occupants, but it also moves them away from the main impact area. Cab access is excellent with 90-degree door openings and offset non-slip steps combined with well positioned handles. Driver comfort is looked after by a Recaro seat and the sleeper appointments are at a very high level to ensure the best opportunity for driver rest. The airbag equipped steering wheel has comprehensive tilt and height adjustments and is a relatively small diameter which assists in access to the numerous wheel mounted controls all of which are within a nger’s reach. The steering is light but accurate and the Lane Guard system warns the driver if they are straying out of their lane. While during this driving experience we only concentrate on a pair of typical linehaul applications, the MAN Truck Generation has an extensive range of cab and driveline options allowing a purchaser to spec a truck to suit a variety of purposes. The combination of re ned drivelines and leading edge electronics and cabins, providing excellent safety, comfort and ergonomic features, help make these latest MAN trucks very impressive vehicles which will contribute to an operator’s pro tability while delighting their drivers.
MAN TGX B-double.
FUTURE BACK TO THE
Freighter Group, the recently rebranded trailer manufacturing powerhouse formerly known as MaxiTRANS, is embarking on a new era.
MaxiTRANS was a staple of the Australian freight industry and for years grew market share as a transport solutions provider. Hailing from regional Victoria, the company was founded as Freighter Industries in 1946, before being purchased by Maxi-CUBE Ltd and renamed MaxiTRANS in 1998. Now, 26 years later, the company’s identity has come full circle, by adopting the Freighter title once again to consolidate its corporate image and history, which has been dispersed across a variety of acquisitions and business ventures.
According to Greg L’Estrange, Executive Chairman of Freighter Group, the concept of rebranding the company has been a long time coming and works to both achieve continuity and differentiation within its operations. While wishing to distance itself from the existing MaxiPARTS brand as it embarks on a new venture in the parts business, Freighter Group also seeks to establish continuity among its services—a paramount decision to establish further customer connection and loyalty—by calling on the Freighter brand’s legacy in Australia.
The execution of this concept had been underway for roughly a year prior to its announcement during an event at Freighter Group’s Ballarat site in October, where it showcased its recent $50 million advanced manufacturing upgrade.
“We started planning for the name change this time last year and the last couple of
Greg L’Estrange, Freighter Group Executive Chairman.
days leading up to the event had been a culmination of that plan,” Greg says.
“The Freighter brand was established in 1946. In Australia, it’s symbolic of freight and ts our company vision. And it ts with Ballarat. It’s been a major Ballarat business and facility since the early ‘70s. All of that goes together with where we are today and where we see ourselves long into the future as a national company with dealerships around Australia. We’re going into a more modern era of the business.”
Freighter Group’s new venture into the parts business comprises two segments — one that will service and provide genuine trailer parts designed by the company for its own products, and one that will supply ancillary parts for more general attachments on a trailer, which will be known as Hitcher Parts.
This business undertaking is just one of Freighter Group’s many revitalised approaches to the transport industry.
The company is also collaborating with German-based trailer manufacturer
Schmitz Cargobull to roll out the new Freez-R line of refrigerated trailer units, also unveiled at Freighter Group’s Ballarat event.
Schmitz Cargobull CEO Andreas Schmitz sees this cooperation and creation of the new product line as the latest in the company’s two-decade long relationship with the Australian market, as well as a chance for the manufacturer to aid Freighter Group in its consolidation process, something that stands to bene t Schmitz Cargobull greatly.
“Freighter Group has done a great job, together with us, to turn their production around,” Andreas says. “I think they are a better manufacturer because of it. The turnover is not insigni cant in terms of our group, either. It is important.”
The Freez-R refrigeration trailers are equipped with the industry’s latest technology to make them indispensable assets to cold chain logistics eets.
Marking an evolution from the previous refrigerated unit designs offered by MaxiTRANS, Freez-R features the hallmarks of a reimagined approach to design and construction.
“These units have been designed holistically for performance,” Greg says. “We’ve taken all matters and designs into consideration to
Images: Freighter Group/PCM.
The Freighter Group launch event in Ballarat.
maximise thermal capability.”
Some aspects of the trailers’ new design include composite construction oors to create a high thermal ef ciency, a steel skin with a direct foamed core, and a notable absence of breglass for insulation. Instead, the Freez-R trailers utilise Schmitz Cargobull’s Ferroplast product, worldrenowned insulation technology. Excited to break away from using breglass insulation, Andreas outlined the particular bene ts that Ferroplast will bring to the Australian market.
“Good insulation signi cantly reduces the running costs of a refrigerated trailer,” he says. “Having a metal sheet comes with lots of advantages, notably repairability. Repairing glass bre is not the most pleasant thing to do, it’s itchy and there are lots of little particles in the air that you don’t want to have in your lungs. In that way, I think Ferroplast is a better, healthier product for the people that have to work with it.”
For Andreas, the expected accelerated growth of this technology in the Australian market is a testament to Schmitz Cargobull’s strong business partnership with Freighter Group; together, the two businesses have sought in their partnership to upgrade the transport technology available in the country.
“We have a very good relationship in terms of bringing our technology into the Australian market,” he says. “Freighter Group sees this as a real bene t for refrigerated technology. This is a good way for them to embrace these technologies.”
In addition to these innovative design choices, the Freez-R trailers come standard with TrailerConnect. The telematics system is capable of recording and communicating driver routes, monitors temperatures, tyre pressures, fuel levels, all EBS data and control the fridge unit on refrigerated trailers to name just a few of the many other functionalities. In turn, these owners can use this data to boost the ef ciency of their operation.
On top of these attributes, the Freez-R trailers also boast a certain level of customisability in order to meet the many needs of customers.
“Some people want a Christmas tree on their trailer, and we can provide that,” Greg says. “Some want a single temp or a multi-temp. There’s a number of variations. Customers have the choice between a Thermo King, Schmitz Cargobull or Carrier Transicold fridge unit for their trailer. We can give the pros and cons for all three of these, but the customer has the nal right to make their choice. We can’t dictate that.”
This approach to customer choice has also been extended to Freighter Group’s Ready Range which has been developed to help streamline the speci cation process for customers. The company’s Ready Range of trailers is speci cally designed to meet the varying needs of the industry, allowing customers a greater breadth of usage.
“Freighter Group has put considerable thought into the new Ready Range,” Greg says. “All Ready Range trailers have been pre-engineered to be selectable to what a customer wants. It makes the
process easier for the customer this way. We’ve got all the specs pre-selected within our system. The Ready Range is the result of Freighter’s broad industry experience both designing and manufacturing trailers for the Australian market. The range has been expertly designed and packed with inclusions suited for a wide array of applications, allowing customers to enjoy the bene ts of faster turnaround, while knowing their product is built for the task at hand.”
By attempting to distinguish itself from what is becoming an increasingly competitive market, Greg has high hopes that Freighter Group will, with time, increase its market share. But this is hardly the time for complacency.
“We’ve heard a lot of people are very positive about this,” he says. “They see the direction we’re heading, and they see that none of our competitors are heading that way. We hope this gives us some more loyalty, but we’ve got to pull all our other ventures together to earn that as well. We’ve got to be competitive, have good lead times, and offer a quality product. You can’t miss any of those and expect customers to be loyal to you.”
The company has been building to this moment ever since September 2021, when the MaxiTRANS trailer business was purchased by a group of local private investors. The focus during the last three years including a $50 million advanced manufacturing upgrade to its Ballarat facility has very much been geared toward long-term sustainability. The investment in a range of state-of-the-art equipment and an expansion of the overall footprint of the facility has transformed it into a modern manufacturing environment according to Greg.
“We set about embarking on a signi cant transformation journey when we purchased the trailer business, with the aim of creating a new era for the future of the company and the trailer manufacturing industry in Australia,” says Greg. “The completion of the upgrade of our Ballarat site puts the business in a position to be able to continue to evolve with the changing needs of our customers long into the future.”
The Schmitz Cargobull Freez-R trailer.
ATTRAC COMING
The rst in a series of ambitious new eet renewal initiatives by Toll Group will see 25 per cent of the company’s imposing truck eet replaced.
Adding to any eet 400 new prime movers, what’s more all with Euro 6-rated powertrains, is an event that will have signi cant repercussions. Not only for those directly involved but also for the downstream effects such a large contingent of heavy vehicles will have when it comes to setting the bar for safety, acceptable standards of comfort and lowering noxious emissions at scale. This the upshot of what Toll Group effectively achieved, at least through formal channels in mid-October when the of cial OEM partners awarded its Request for Proposal (RFP) were named. It can be fairly characterised as something of a big deal for Volvo Group Australia, and especially Penske Australia, who are the rst recipients of what is planned to be a biennial exercise conducted by the global logistics titan. At Toll, this initial investment, reportedly of more than $200 million, closes out a two-year process of planning and strategy but opens up opportunities within the partnerships that are likely to be telling for those involved.
In 2022, Toll Group stood up a eet strategy team whose core remit was to assess the current eet composition holistically across all contracts within the global logistics divisions. That included Resources & Industrials, Retail & Consumer and Government & Defence as well as Global Logistics Asia. The team was headed up by Toll General Manager, Global Fleet Management, Shaun O’Flaherty. Every contract that
involved company eet was put under a microscope. Initially, according to Shaun, the eet strategy team built out the attributes of the eet by factoring in the most important elements. Type of prime mover and rigid. Age of the asset. The kilometres each asset had clocked. Market value estimate as well as some other symbiotic categories.
“One of the key objectives here was to drive the average age of our eet down,” says Shaun. “That would have to align with a reduction in R&M costs and increase vehicle uptime and reliability.”
The eet strategy team included George Gioras, Head of Commercial Global Fleet Management Team; Craig Lester, Innovation and Technology Specialist within the Global Fleet Team; and Bronte Veitch. Bronte was a graduate at the time, fully dedicated to the eet strategy project. She has subsequently been retained and joins the Fleet Team as a Project Implementation
Co-ordinator. Together they compiled detailed data through repair and maintenance history and fuel ef ciency numbers and packaged together what a multiyear demand for new eet might look like. An extensive process involving the company parent, Japan Post, ensued with the Toll Board helping to step them through the need to invest in the eet to shore up contracts with customers but also to make the brand a compelling proposition in appealing to transport operators in the market by having the newest, safest and most reliable heavy vehicles. Pleasingly, for Shaun, that was approved by Japan Post in November last year. The proposal covered prime movers, trailers and rigids. As the light truck supplier, Isuzu Australia, is the third OEM in the RFP and will supply 20 rigid vehicles as a strategic partner.
Toll eventually tendered to the market via its enterprise services procurement team. The team also sought to pinpoint the age when productivity gains and ef ciency gains drop off depending on the asset and demands of the application.
“There’s a signi cant cost to that when the vehicle is off the road and unable to generate revenue as it’s designed to do,” says Shaun. “This procurement exercise that we’ve gone through also supports that in terms of the warranty down claims across the new OEMs and boosting uptime. We’ve put skin in the game. Skin in the game from their perspective whereby the manufacturer is backing in their product which is really
Shaun O’Flaherty, Toll General Manager Global Fleet.
TIONS
pleasing to see. We certainly believe through this new partnership that we’ll better manage that moving forward.”
It moves the needle for Penske Australia by validating the newest trucks it offers in the market — the latest generation MAN and the X-Series from Western Star.
For Shane Miller, Penske Australia Fleet Sales Manager, who was instrumental in proving the brands with Toll, having more than 180 new units of the two brands combined and showcased in a major company livery like Toll’s, speaks volumes.
“When people see our product out on the road and being operated, it does help with acceptance and taking sales
further forward,” he says. “The most exciting thing for me is to see more of the MAN and Western Star trucks out on the road and following the success of the Toll RFP, it takes a good volume all around the country.”
It was after showing the Toll eet team, headed up by Mitch Brooke, Toll’s National Fleet & Maintenance Manager, the new products and Penske’s Wacol operations, that the relationship commenced in earnest.
‘That was an important day as it got people talking,” recalls Shane.
Shannon Mair, Penske Australia Head of Fleet, was a lead on the project. He says the rigorous selection process reinforces
the investment Western Star and MAN have made in both of the new products that are represented in the tender.
“There are some broader commitments around uptime and the importance of having excellent brand-new product that is safe, innovative and fuel ef cient with the latest emissions technology but also to back that up with a strong dealer network,” he tells Prime Mover. “All of the vehicles that are purchased are on contract maintenance and supported through our network. That’s something that is going to be key to reinforcing the partnership long-term.”
There was certainly an appetite that predates Toll Group Managing Director
Four of the prime movers that will be heavily represented via the RFP.
Alan Beacham’s arrival six years ago, to explore a multiyear reinvestment program for the trucks given the oversight and commitments required of having such an extensive national eet. Replacing approximately 25 per cent of the eet over two years with 400 Euro 6 trucks is a major accomplishment but one that comes with a limited time frame.
“We know technology is evolving and so putting together a multi-year program as we head towards making some material decisions around obviously propulsion system is important for us,” Beacham says. “That’s the kind of conscious choice in doing the two years. Some of the conditions that we talked about that would allow us to get there are we’ve got to have a logical analysis of our current eet, our operation and projection into the future.”
That future for Volvo Australia Group President and CEO, Martin Merrick is, by degrees, about partnerships. Partnerships with customers and the bene ts that are born from healthy competition in the market.
“We work in the industry together to
lift the standards. That’s what we aim to do as part of this,” he says. “For us, this partnership means more than just new trucks. Toll has set out a clear vision on zero net emissions by 2050. They’ve made that commitment. We share that commitment. We’ve got a clear decarbonisation strategy. We share that also. What we’re looking at today is a signi cant investment and it’s not just
in new trucks within the eet, it’s about the transformation to drive up a safer, cleaner and more productive transport industry overall.”
While the RFP process scored every element of an OEM’s tender offering, it’s fair to say the engine emissions categorisation of the vehicle was nonnegotiable.
“Fuel ef ciency and carbon abatement
Penske’s Shannon Mair with Toll Group Managing Director Alan Beacham.
Key personnel from Volvo and Toll at the official announcement of the RFP.
are major bene ts from the Euro 6 engines and they’re all of that standard,” says Shaun. “In terms of the safety features there is adaptive cruise control, lane departure warning, driver fatigue cameras. They will all come tted with Toll’s telematics system. They are all automated manual transmissions and feature improved in-cab ergonomics to enhance the overall driver experience.”
Driver Paul Wiggins, who has been operating trucks out of the Spotswood Fuels depot for 20 years, is already in one of the new Western Stars. Having driven many prime movers over the years including the previous Western Star iteration, he has experience hard to rival when it comes to contrasting vehicles in the application.
“The older model with the heavy clutch, especially in metro work, you’ve got that left knee going all the time in traf c,” he says. “With these new autos it makes it so much easier and you’re not holding your leg forward, getting that knee pain coming through.”
The biggest change for him, as a fuel tanker driver who works 12-hour shifts, is the improvement to NVH.
“The noise, vibration and harshness has been reduced drastically,” he says. “I didn’t mind driving that truck but compared to the Western Star X-Series it’s chalk and cheese as far as the smoothness of drive and the quality of
experience driving on the road.”
Internally, Toll’s national workshop network have considerations every bit as vital to the yardstick by which expansive eet upgrades like this are measured.
“As far as productivity and uptime in the eet goes, Penske have been on the ball,” says Glenn Cruickshank, Toll’s East Coast Regional Workshop Manager.
“As the most recent OEM coming in, they have been really proactive. The support level from an aftersales point of view and I’m an ex-service manager, so I know that retail environment, it’s been impressive.”
In the background, before the rst vehicles began arriving, Glenn’s team were compiling all of the service schedules and maintenance requirements and uploading these to the system to make direct comparisons with their own maintenance requirements.
“We were well aware of what parts inventory we might need to hold,” says Glenn. “Penske are very quick in responding to glitches in relation to class 3 requirements or something that is boutique to this particular eet.”
The architecture and nuances of the Detroit DD13 platform from a diagnostics perspective is not unfamiliar to the experienced workshop team in Spotswood according to Glenn.
“We’re already across it but Penske had
the whole team out here and sat them here for three days with four trucks parked over there,” he says. “Whether it was driver trainers, whether it was my mechanics coming over and spending time with them to talk parts on hand we’re really supportive of that. It’s been a seamless integration so far. I can’t fault it.”
An opportune moment presents itself without the fanfare that comes with battery-powered electric vehicles for companies beholden to net zero emissions targets. The big push to decarbonise the industry as Shannon notes will come in many forms especially when the demographic, such as Australia’s 14-year old median eet age, is being chipped away.
“Just by virtue of taking some of the older Euro 2 or Euro 3 vehicles off the road and by putting 400 new Euro 6 compatible prime movers into the Australian market makes a signi cant impact to the reduction of our emissions,” says Shannon. “That’s a good key takeaway from the endeavour.”
Shaun, who is getting ready to announce a major order of Toll’s rst battery electric prime movers from Volvo, says the RFP supports the company’s sustainability strategy.
“It will help us meet our overall target as we lead into 2030 and beyond,” he notes. “And those targets are in line with our parent Japan Post.”
That equates to a 46 per cent reduction in carbon emissions by 2031 and striving to achieve net zero by 2050 across all areas of the business. This RFP is intended to have an afterlife within the broader eet strategy now that the optimal age to refresh, dispose and replace eet, based on the different applications that they operate within, is now established.
“We fully anticipate that this process will have a regular rhythm and be undertaken so that we don’t end up with unnecessarily aged eet moving forward,” he says. “We don’t want this to be a one-off exercise. The intention is to get into a regular cycle.”
Alan Beacham with Volvo’s Martin Merrick.
POSITIVE PLANS
Hino Australia President and CEO Richard Emery has outlined the organisation’s priorities for the next few years.
Coinciding with Hino’s heavy involvement in the Bathurst 1000 Supercars race, Hino Australia President and CEO Richard Emery provided a business brie ng for the Australian truck media. “We will nish 2024 with a similar volume to last year, and our Euro VI products, the 700 Series and 300 Series Hybrid Electric, will remain our focus for the coming years,” Richard says. Hino will continue to expand the customer base for its range of Hybrid Electrics while promoting the hybrid technology’s suitability for most lightduty truck applications. On display at the event were a number of Hino Hybrid Electric trucks with a variety of bodies including the tilt tray recovery vehicle and a local council-speci ed tipper which features an electric PTO (Power Take-Off), which allows the tipper to operate even when the diesel engine is not running.
“We continue to see interest in our Builtto-Go bodies from tradespeople and the construction industry in general,” Richard says.
Richard cited the state-of-the-art Hino Parts Distribution Centre as a key contributor to the ongoing strong results in the aftersales side of the business. The parts distribution centre was an $18 million investment in the middle of COVID and has seen the parts business increase by 40 per cent since 2020.
“Clients are keeping trucks longer to meet customer requirements, even while adding new vehicles to their eets, increasing the demand for genuine parts,” says Richard. “There’s been a 30 per cent increase in inventory levels and the speed of delivery is now three times quicker.”
Hino currently has a number of Hybrid Electric 700 Series operating in Japan. “Next year, we’ll introduce some 700 Series Hybrid Electric vehicles to key Australian clients to con rm their practicality and cost bene ts,” Richard says. “In addition, we will have a number of light-duty battery electric Dutro (300 Series) Z-EVs on trial to con rm their range and operational capacity in the Australian market. This will ensure that when the time comes in Australia for full-scale electric vehicles, Hino will have a product that meets our customers’ needs and speci cations.”
Richard expects unit sales for Hino in the Australian market to be in the “high 5,000s” for 2024, with the qualifying assumption that the body building industry can deliver nished product.
“The local body building industry has simply not been able to keep up or adjust to surge since COVID,” he says. “It’s settling down a little bit now but it’s still going to be a problem going forward. A typical time to build up a nished truck is now 120 days. It was 90 pre-COVID. And there are plenty of examples of customers waiting six to nine months for a body builder slot.” Australia will move to the equivalent of Euro VI emission standards in late 2025 and this is likely to have an impact on the availability of some Hino models. For the Hino 500 Series there will be supply of the current model to ful l
the signi cant current order bank, but Richard tempers that situation by acknowledging there will be a gap in supply for ten months or more in 2026, before Hino Australia restocks with Euro VI product later in the year.
“What this means at the practical front is we have effectively sold out of the current 500 series until late 2026,” says Richard. “Our dealers will not be taking any new orders. The 300 Series will also have a gap in its availability. We can sustain deliveries until early 2026, then there will also be a gap in production.” Richard is upfront about the ‘troubles’ Hino experienced several years ago.
“It’s not a secret that in 2022 Hino dealt with an emission and certi cation matter,” he says. “We were on a stop-sale period on 500 Series while that issue was investigated and reviewed, and the 500 returned to sale late 2022.”
The pause in production impacted other markets including the Japanese domestic market.
“It meant that Hino Motors Limited needed to delay some of the engineering and development programs to go back and review and revise some of those existing product lines to ensure that homologation and certi cation processes were accurate and consistent,” Richard says. “In doing so, that basically stopped all work on Euro VI for a period of time while they went back and did that work and obviously that’s going to impact us in terms of timing for Australia.”
The good news for Hino Australia and its customers is the 700 Series and the Hybrid won’t be affected as they are already both Euro VI compliant and there will be a higher level of concentration on these models.
Hino’s Product Strategy Manager Daniel Petrovski took the media through Hino’s proposed model line-up rationalisation for Australia including a move away from manual transmissions to be exclusively automated or automatic.
“The 700 Series was the rst one where we said there are no more three pedals.” Daniel says. “The market for Heavy Duty manual trucks is done.”
A rationalisation of the entire Hino model line-up will result in 25 models of the 300 Series instead of the current 46.
The 500 Series standard cab line up will decrease from 47 to 26 models, while
the 500 Series wide cab offering will reduce from 53 to 19 but will include a new automatic factory tipper available in the new ADR80/04 Euro VI range.
The Hino 700 Series range will expand from 18 to 29 models by the ADR 80/04 Euro VI changeover, with additional 4x2, 6x4 and 8x4 models across variety of wheelbases. A 9.0 litre 360hp/1569Nm engine will be backed by an automated manual transmission and will have a choice of leaf spring or air rear suspension. A 320hp engine speci cation will be available with an Allison full-automatic transmission.
Suitable for single trailer and council tipper and dog applications, a 13-litre engine with 450hp/2157Nm and leaf or air suspension will be available with a lighter 12-speed AMT without the retarder which is part of the 16-speed package.
Hino Australia’s next steps in terms of low emission vehicles were also outlined by Richard.
“Our 300 Series Hybrid Electric trucks have been reducing fuel consumption and emissions for over 15 years in Australia and they are a most appropriate solution for the current business and customer environment,” he explains. “Our parent company Hino Motors continues to trial and develop solutions for improved ef ciency of internal combustion engines, Hybrid Electric, Battery Electric and Fuel Cell drivetrains, investments that run into the billions. We’ve got a lot going on in the background as we transition to Euro VI.” Hino is hardly, according to Richard, sitting back and relaxing.
“We are not deniers,” he says. “Together with our dealer partners we are investing in the future, and we are working on a practical and timely introduction of those drivetrain solutions whenever they make sense and that we have a product offering for.”
Images: Hino Australia.
A range of Hino Hybrid applications currently available.
Richard Emery, Hino Australia President and CEO.
Daniel Petrovski, Hino Australia Product Strategy Manager.
SISTERHOOD SYMPHONY OF
Heather Jones heads up Pilbara Heavy Haulage Girls Group which continues to address the shortage of skilled drivers by providing training for people for whom a career in transport can be literally life-changing.
The change required of industry won’t be achieved online or over social media according to Heather Jones who is providing real leadership in vocational training, mentorship and old fashioned support for women to seize their opportunities.
Prime Mover: What has been your motivation to create employment pathways for women who are often disadvantaged and vulnerable?
Heather Jones: In 2005 I acquired my own truck with the sole reason to open a doorway for more women to get into the industry. It was then very hard for women to break in unless they were related to somebody in transport or knew someone in their family who could actually get them into trucks.
PM: Up to that point, had you had much driving experience yourself?
HJ: When my marriage failed, a beautiful company took me on from 1994 to 2005. I’d already had ten years driving experience before that.
PM: What sort of response do you get to the training program?
HJ: We offered positions for ten drivers two weeks before Christmas in 2023 and we had 1.1 million views on Facebook within 48 hours and we had 700 applications within two weeks, and that was for just ten positions.
PM: How is the training funded?
HJ: It’s funded by Fortescue Mines at the moment and they approached us to see if we could train some people who needed a
hand up and who wouldn’t normally get access to become roadtrain operators due to nancial or personal situations. This is so when Fortescue’s trucks go to being autonomous those trained people will be out there available for general industry.
PM: Will autonomous vehicles lead to driver redundancies?
HJ: They will still need what they call techs. For example, ten trucks will still need up to eight techs to follow them around and take over the driving in certain circumstances so it’s not taking our jobs away.
PM: In conventional trucking do you nd that females have a better mechanical sympathy than the average male?
HJ: De nitely, because studies show women genetically are not risk takers
Heather Jones, Founder Pilbara Heavy Haulage Girls.
Images: Volvo Group Australia.
whereas men are. Along with that risk taking comes guys trying to go faster, get the highest load, to be the rst one there, whereas women are just happy to do the job safely.
PM: You provide training to domestic violence victims and suicide survivors. Is this something that can have a wider application?
HJ: It would be a phenomenal program to roll out for domestic violence survivors. The empowerment they achieve from just being in the trucks strengthens their ability to achieve really amazing results in other areas. They’re now comfortably working in an environment where maybe they didn’t feel safe before, they’ve got great money coming in and it reverses the thoughts they may have that all men are abusive. We’ve got wonderful mentors and people who support us and that gives a win-win.
PM: Does the training commitment still t in with you making a success of the transport aspect of your business?
HJ: Absolutely, because while they’re training often, we’ve got two people to do the job so we can get it done faster, safer and more effectively. We have the same issues as any other transport company with squeezed pro t margins and escalating costs, but training the way we do means we have very few accidents, incidents or claims. NTI (National Transport Insurance) have been with us since day one in 2005 supporting us in what we are doing training drivers who are new to the industry.
PM: Your two daughters ‘grew up in the cab’ with you. Are they still involved in trucking?
HJ: Chelsea looks after our of ce and because we do a lot of other media work including lming, she runs that side as well. Kersti does all of our compliance work and she has her MC licence.
PM: So, as young women you’re happy for them to have careers in road transport?
HJ: Absolutely. If we want to change the face of the industry, we can’t just sit back
and do it on Facebook and take photos and ‘dob’ in every person that’s making a mistake. New drivers don’t always have the advantages we had — my dad was a crane operator and drove trucks, so we had a solid foundation in the industry. My girls grew up in the truck.
PM: What concerns you?
HJ: I am concerned about the driver behaviour on the roads, but if we could massively in ltrate our industry with women and properly train more drivers we could change the industry overnight. People have to learn to put their money where their mouth is and stop complaining about things and actively take a part in training new drivers. The old fallacy was ‘if I train them, they’ll run and jump to someone else for a cent an hour more’. Imagine the asco if Woollies or Coles were saying that? ‘I’m not training our checkout chicks because they might go to the opposition’. We just need to really get with the times. If you don’t train them and they do leave, then they’re coming towards your drivers.
PM: Is there enough support for those wanting to train drivers?
HJ: I would like to see more money put into actual funding the companies to train people, but we also shouldn’t be expecting the government to fund our businesses. We need to have a balance and have a proper
training framework that everyone has to do which would make our roads safer as well. I would like to see a little bit of money invested in the beginning rather than all that money spent at the end mopping up the mistakes and the damage and the injuries and deaths.
PM: Respecting their identity, are you able to relate some feedback from women who have turned to trucking to escape domestic violence situations?
HJ: Here’s a quote from a much longer story from one of our DV survivors: ‘I would like to give a big shout out and thank you to Heather for engaging in the program and for being the most amazing mentor and trainer as well as a special human being. All the trainers are absolutely amazing and supportive, not to mention so knowledgeable. Because of the program I have nally found peace and a sense of belonging after 24 years of trauma. I wish for others to nd the same and I know for sure I wouldn’t have found me again without this program. So from the bottom of my heart thank you so very much for the privilege to be involved. I am more than happy for you to share this with those you think may bene t from some positive feedback as I want people to know how it changed my life for the better and has set me free from so much pain. I have found my destiny and happy place. I am free at last.’
Heather Jones [left] enjoys a light moment while training.
A comprehensive international survey focusing on the global shortage of skilled truck drivers now includes data from Australia.
Based in Geneva, Switzerland, the International Road Transport Union (IRU) is the world road transport organisation with 170 members representing bus, coach, truck and taxi industries across 3.5 million companies in more than 75 countries. Natalia Corchado is a Strategic Planning and Business Specialist with IRU and holds a degree in Business Administration. As a function of her role Natalia and her team conduct an annual online survey focusing on the driver shortage being reported by road transport operators from the IRU member network. Natalia participated at NatRoad’s 2024 annual conference live from Geneva and also provided some exclusive insights in conversation with Prime Mover.
“Our operators were facing a critical driver shortage, but there were no gures to prove that it was a reality, so we carried out the study to obtain statistics which prove this problem exists,” says Natalia. In addition to assessing the size of the problem, a second objective was to identify the best practices to assist industry in addressing the driver shortage issue. The scope of study has been widened in 2024 with operators in 21 countries surveyed, including Russia and China plus 13 European countries. “I’d like to thank NatRoad and its members for making this initiative possible this year for the rst time in Australia,” said Natalia, adding that this now provides a benchmark to put Australia into a global context.
STOCK TAKING
On the question of companies claiming ‘severe’ or ‘very severe’ dif culties to ll driver positions due to shortage of drivers, 49 per cent of Australian transport companies said they were, and 70 per cent of European companies were experiencing the same problem. The number of un lled truck driver positions in 2024, by company size in terms of employees, showed Australia’s weighted average to be 13 per cent, compared with European companies reporting 16 per cent.
Globally, smaller companies with less than 40 employees showed a higher share of un lled driver job positions (16 per cent) while larger companies with 200+ employees and having more means to attract drivers with factors such as traineeship programs and better working conditions, were in a better position with just seven per cent un lled positions.
The survey showed Australia had 180,000 driver positions with 26,000 un lled. Europe has 3.2 million driver positions with 600,000 un lled. The survey found six per cent of Australian truck drivers were female, compared with four per cent in Europe. “We see the United States as our champion in terms of employing women because in 2023 they had eight per cent female truck drivers,” says Natalia. “They have put a lot into the parking infrastructure which is always the main issue that women drivers are reporting — security and clean rest rooms where they can take a shower,
go to toilet and also feel secure in parking areas. This was the main area that women drivers considered needed to be improved in order to attract more drivers.”
The age of current truck drivers also raises some immediate and longer-term concerns. The truck driver population in Australia has an average age of 49 years, with 47 per cent 55 years or older which translates to many of them retiring during the next 10 to 12 years. In Europe, the average age is 47 years, with 40 per cent older than 55 years.
“There’s a very low share of ve per cent of young drivers below 25 years,” says Natalia. “Drivers close to retirement will retire and we don’t have enough young new drivers coming in to replace them. We could think that this is due to the general ageing of the population but given the benchmarks the truck driver population is very much older than the general labour force where, in the case of Australia, only 19 per cent are above 55 years and 15 per cent are below 25. The situation in Europe is a bit better with slightly less older drivers and slightly more young drivers. Still, a big proportion of drivers are close to retirement in the coming years and we need drivers to replace them.”
In terms of a forecast for the coming years the survey asked operators what they were expecting in terms of un lled driver positions for the next year and 50 per cent said they were expecting the ‘same’ level of dif culties, while close to 40 per cent expect ‘more’ dif culties to
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ll truck driver positions in 2025.
“The truck driving profession is attracting less young people than the average of other professions,” says Natalia. “We must do something to make it more attractive to not only ll this current gap, but the gap will get bigger in the coming years. We also need to take into account the demand for road transportation will increase and the gap will get bigger unless we take action to make the profession attractive for women and young people, or we signi cantly increase driver productivity.”
Driver productivity is an area where Australia has an advantage due to the widespread use of multiple combinations such as B-doubles, A-doubles and roadtrains where one driver can move much larger loads than in Europe or North America.
Driver retention is also a critical factor facing the industry and it is acknowledged it is much easier to retain existing drivers than it is to attract new ones.
Natalia commends a European transport operator which was successful in reducing driver turnover
by implementing a program whereby drivers were able to give feedback anonymously when they were surveyed on different topics.
“They were able to give feedback to their managers on their working conditions, and management could identify actions to take to answer those concerns they were raising. This is not always possible of course, but they were able to consider the needs of the driver at different points of their career, such as the time when a driver has no family responsibilities and prefers to do more long haul, get better pay and be willing to spend more time away from home,” she explains. “There would be other periods in their career when they prefer to be more at home, doing more regional and local transport, even if pay is lower.”
This situation can also allow for movements from one position to another, not only in terms of driving, but some of the larger operations provide the exibility for staff to move from warehousing positions to driver positions and vice versa.
“Road transport is the backbone of our economy,” says Natalia. “All businesses require road transport especially construction and retail. All of the economy is impacted if we don’t have enough drivers to transport the rst and last leg of every journey. The survey we did in Europe last year showed there were more than 50 per cent of companies stating they had no capacity to expand their business due to the driver shortage.”
Natalia Corchado, IRU Strategic Planning & Business Specialist.
Image: IRU.
The National Transport Commission (NTC) has recently released ‘exposure drafts’ for proposed, but yet to be approved, amendments to the Heavy Vehicle National Law (HVNL) including its regulations. The law commenced on 10 February 2014. The HVNL review project began about ve years ago.
The Heavy Vehicle National Law is state-based law. The participating jurisdictions – Queensland, NSW, ACT, Victoria, South Australia and Tasmania – all adopted the HVNL by their own legislation. Making substantive changes to the HVNL is therefore challenging because each jurisdiction has a veto. This may explain why submissions from
HVNL reforms fail to deliver
industry about reforms to the HVNL have been largely ignored. I want to explain to you an old hobbyhorse-issue of mine. Approval of modi cations that are made by ‘supplier-modi ers’ require an independent approval. These businesses supply and install equipment onto heavy vehicles. They have no status in the HVNL despite being the product experts for the equipment that they supply. An installation onto an in-service vehicle of, for example, a fth-wheel coupling, or an advanced brake system, or a body that the supplier has manufactured, must be approved by an Approved Vehicle Examiner (AVE). The HVNL assumes that each vehicle modi cation is bespoke and should be individually approved by an independent, accredited examiner — the AVE.
In many instances, the modi cation by a ‘supplier-modi er’ is routine and done according to its installation instructions. It is the product expert. There is no community bene t in requiring an AVE to approve this work. Because AVEs are in short supply, the industry would be better served by having AVEs focus on signi cant, bespoke modi cations. The difference in requirements between the new vehicle and in-service vehicle domains is stark. In the HVNL, a modi cation is de ned as a change to
the vehicle that is not in the original equipment manufacturer’s (OEMs) speci cation. An installation that is in the OEM speci cation, using speci ed parts and installation procedures is not a modi cation and does not need to be approved by an AVE.
Let me illustrate this. If the OEM has ve optional fth wheel models that it can supply, the installation of any of these, using the OEM-speci ed parts according to the OEM’s speci ed installation instructions, is not a modi cation, because the result is the same as if the OEM supplied it. This work could be done by the selling dealer or by the ‘suppliermodi er’ that supplied the fth wheel to the OEM in the rst place.
If the same ‘supplier-modi er’ installs a different fth wheel type onto an in-service vehicle, then approval by an AVE is needed. This silly situation could be xed in the HVNL by allowing the NHVR to accredit a ‘supplier-modi er’ as an ‘approved installer’ for the speci c installation according to approved installation parts, plans and procedures. Signi cant time savings and a cost reduction of about $800 would result without any additional safety risk.
Peter Hart, Chairman, ARTSA-i
PETER HART
This bespoke fifth wheel installation should be approved by an AVE.
It’s often been said that without trucks, Australia stops. For those trucks to keep delivering, we need a functional road network.
Roads are often a thorny issue for government. That’s why it’s refreshing to see encouraging signs of positive action in the Interim Directions Paper of the NSW Freight Reform Program.
The Paper proposes several critical actions and future directions to improve our road network.
The proposal to implement service level standards on our road network would be a strong step towards better roads.
The standards would shine a light on parts of the road network which fall short on road quality, safety and rest areas. Standards must be backed, with governments prioritising funding to xing the gaps in the network.
The reform paper also supported the importance of the updated heavy vehicle access policy, which was then launched by Minister Haylen at NatRoad Connect in Coffs Harbour in September. The access policy makes a fundamental shift towards optimising the use of our road network and better access decisions. There is clear recognition of the importance of delivering automated access, which is a vital opportunity to reduce red tape on industry.
The paper includes an improved focus on the resilience of our road network. This includes the need to consider freight needs when building
NSW Freight Reform Program must deliver better roads
back damaged road assets. There is also critical recognition of the need to plan for how to mitigate the impact of disruption.
The recognition of the need to commence planning and delivery of key infrastructure barriers to heavy vehicle access is welcome. This includes the need for rest areas, replacing restricted bridges: especially Sheahan Bridge on the Hume Highway, and critical upgrades in Sydney. Taken together, these proposed reforms represent an opportunity to deliver a better road network and support the lifeblood of our community and our economy — the road network. However, parts of the proposed reform program should go further to deliver a better road network. Right now, while the current rate of road crashes is increasing,
governments must address the worsening road safety situation on our roads. We need clear, fundamental change to put road safety strategies across all governments, agencies and regulators back on track.
The reform paper also falls short on the need to x toll roads including the impact of tolls on small businesses and the fundamental need to reduce the truck toll multiplier. We also need reforms to introduce variable lower truck tolls for off-peak journeys and discounts for multiple trips.
For the sake of keeping Australia moving, government must get these reforms right.
Warren Clark National Road Transport Association CEO
NSW Freight Policy Reform Program
The Freight Policy Reform Program aims to develop a comprehensive strategic reform agenda to optimise freight transport in New South Wales. It seeks to improve the integration of the freight supply chain, with seamless connections between road, rail, and port systems, as well as critical facilities like intermodals and industrial lands.
The NSW Government will establish guiding policy principles to address:
• The roles of state and federal governments and industry
• Optimising commercial ports and supporting intermodal terminals
• Improving the road and rail networks
• Embedding freight considerations into transport planning, investment, and securing industrial land.
This program will identify short, medium, and long-term actions to optimise freight operations, developed through collaboration between the NSW Government, industry, and the Federal Government.
The reform will also consider outcomes from key independent reviews, including the Sydney Trains Rail Infrastructure and Systems Review, the IPART Review, and the National Freight and Supply Chain Strategy.
The goal is to enhance freight transport in NSW, benefiting both metropolitan and regional communities. NatRoad
STUART ST CLAIR WARREN CLARK
TONY MCMULLAN
Just a few weeks ago, Sal Petroccitto, the CEO of the National Heavy Vehicle Regulator (NHVR), announced that he would be leaving the organisation in late January 2025. Marking the end of what will be an almost 11-year tenure as the head of the NHVR. For those who do not remember, the concept of a national regulator for heavy vehicles was rst proposed by state, territory and federal transport ministers way back in mid 2011 and was a result of the ineffective implementation of model laws developed by the National Transport Commission (NTC) in the various jurisdictions. The NTC drafted Model Laws, with the intent to have them implemented as written, by each state and territory. However, in practice these model laws were modi ed and adapted by each state and territory, beyond recognition in some cases, with resultant nil national consistency and confusion within the industry. Hence the concept of a national regulator who would apply current and new heavy vehicle regulations consistently across the country was born, similar to the aviation and rail regulators.
With much hope the NHVR was created by transport ministers with a governing board established and the announcement that the National Heavy Vehicle Regulator would be established on the 1st January 2013. Richard Hancock was appointed as CEO of the NHVR and work commenced in recruiting personal and developing
Farewell Sal, it has been one hell of a journey
the framework, IT systems, etc that would be necessary to undertake the tasks of a national regulator. The work of the NHVR was always planned to be phased in over a number of years with initial responsibilities to be managing the National Heavy Vehicle Accreditation Scheme and Performance-Based Standards (PBS) design and vehicle approvals, with national heavy vehicle permits to closely follow.
Well as they say, “the best laid plans of mice and men”, the NHVR got off to a rocky start. The Northern Territory (NT) and Western Australia (WA) refused to sign-up, so much for a national regulator. Some 12 years on and they are still not on board of cially, though the current management team at the NHVR have a good working relationship with the NT and WA. The next problem was the somewhat mixed messaging that went out about the NHVR’s of cial commencement on 10th February 2014. Who could forget the slogan “One Regulator, one rule book”, but NT and WA were not of “one”.
But the worst was yet to come. The NHVR had totally underestimated the task of issuing vehicle access permits, with their systems and processes crashing within the rst days of initial implementation in February. The result saw many freight tasks grind to a halt as valid permits were unattainable. By the 19th of May 2014 each state had taken back control of access permitting from the NHVR. CEO Richard Hancock soon departed and the NHVR was in crisis. Urgent action was required. In May 2014 it was announced by transport ministers and the NHVR Board that Sal Petroccitto had been appointed CEO of the NHVR effectively immediately. Sal was going to need all his previous experience as General Manager
of Queensland’s Department of Transport and Main Roads to prevent the NHVR sinking into obscurity. Sal proved that he was up to the task, and over the next 12 months he turned the NHVR around, to the point that it took back national access permitting and the other roles that the regulator had been tasked with implementing from February 2014. Over the next ten years Sal and his management team have accomplished the rollout of Chain Of Responsibility laws, the expansion of the PBS scheme that has seen thousands of high productivity trucks enter into service, has overhauled, expanded and applied nationally VSB6 modi cation standards, further streamlined national vehicle access, developed nationally consistent vehicle Notices, revised and nationally applied the Heavy Vehicle Inspection Manual, including taking control of all heavy vehicle inspectors (except in NT and WA), applying infringements notices with national consistency and just made it easier and safer to operate a heavy vehicle in Australia.
Of course, there is more to do and that will be left to the new CEO. The NHVR Board has a very important task to nd someone to replace Sal Petroccitto, they are going to be big shoes to ll. This person needs to understand the road freight sector in great detail, be across our federal and state regulatory systems, but most importantly, be able to listen to the requirements and feedback from operators and vehicle OEMs, as these are the organisations and people who actually keep freight moving across Australia. Farewell, good luck and thank you Sal, it has been one hell of a journey.
Tony McMullan CEO, Truck Industry Council
The road freight industry is a cornerstone of Australia’s economy, supporting over 40 different supply chains and moving goods that sustain nearly every sector. Yet, despite being critical, this industry struggles to gain the ear of decision-makers. Bureaucratic systems are bogging down essential improvements, creating frustration and inef ciencies. The question is, why can’t our road transport sector — composed of highly skilled and disciplined professionals — secure the swift and responsive support it deserves?
Modern truck drivers are among the most skilled and professional drivers on our roads. They’re adept at handling complex technology, maintaining high standards of customer service, and navigating an array of stringent regulations. Despite the sector’s demands for safety, productivity, and ef ciency improvements, bureaucratic processes repeatedly fail to keep up. The government has set up numerous channels for industry engagement, including advisory groups and consultation forums. In theory, these are meant to make our systems transparent and inclusive, giving industries a direct line to policymakers. However, while there are ample discussions, decisions seem perpetually stalled, and tangible outcomes are elusive. Government departments oversee the direction of our industry — determining
Why isn’t the road freight industry being heard?
how safely, ef ciently, and productively we operate. But when engagement is marred by delay after delay, it hurts not just transport businesses but also the economy as a whole. The road freight industry is a multi-billion-dollar sector that needs timely support to keep delivering for Australia. The National Transport Commission’s (NTC) review of the Heavy Vehicle National Law is one example of this sluggishness. Despite the law’s original intent to boost productivity, ef ciency, and safety, its rst review — which was meant to happen every ve years — has stretched over seven years with no signi cant updates. Meanwhile, the industry still participates in engagement sessions, awaiting change that feels perpetually out of reach.
Similarly, efforts to update heavy vehicle training requirements remain stagnant. Back in 1996, a report highlighted the need for standardised heavy vehicle licensing, and a review was commissioned again in 2013. Despite three separate studies spanning over two decades, Australia still lacks a national standard for training heavy vehicle drivers before they are licensed. This failure to implement a fundamental requirement speaks volumes about an administration that favours bureaucratic inertia over practical action.
Road transport companies and associations, including the Victorian Transport Association (VTA), have been vocal, offering clear, practical solutions for improving productivity, ef ciency, and safety. Industry leaders consistently put forward detailed recommendations, yet the response from government bodies
is slow at best, indifferent at worst. These organisations don’t want to bypass safety measures or cut corners; they simply want to be heard.
The industry’s demands are straightforward: introduce necessary updates, improve training requirements, and reduce the red tape that holds back essential progress. Yet, time and again, the road freight industry is told to wait for bureaucratic processes that don’t deliver. This is not about avoiding compliance or seeking shortcuts. It’s about ensuring our industry is equipped to meet today’s demands. Road transport professionals work tirelessly in an already complex and challenging eld, navigating red tape that often adds more strain than support. For the road freight industry to thrive, we need bureaucrats to recognise the urgency of industry needs. We need decision-makers who are brave enough to cut through procedural delays, prioritise effective communication, and act on industry feedback. By listening and responding in real time, our government can help make Australian roads safer and our economy stronger. The road freight industry isn’t asking for special treatment. It’s asking for the respect and action it has earned as one of Australia’s essential sectors. The call to action is clear: let’s work together to unlock the industry’s potential.
As we approach the holiday season, I’d like to wish you a Merry Christmas and best wishes for the New Year. I look forward to engaging with Prime Mover readers on these pages in 2025.
Peter Anderson CEO, VTA
STUART ST CLAIR
PETER ANDERSON
Handbrake Turns
Truck sales in Australia achieved a good beginning for the nal quarter of 2024 with the total of 3,538 cab chassis and prime movers sold during October according to the statistics compiled by the Truck Industry Council. The total was marginally better than for October last year with an additional 60 units for the month (+1.7 per cent).
The year-to-date (YTD) accrual at the end of October stood at 33,248 units, 1,172 less than at the same point last year (-3.4 per cent). The Light Duty category was marginally better during October this year compared with October 2023, with the 1,313 new units recorded for the month being 45 more (+3.5 per cent) which helped reduce the year-on-year de cit to 1,545 units (-11.3 per cent) which shows an improvement from the end of September when the sector was 2,130 units behind (-17.1 per cent). Anecdotally, a major handbrake on the sale and delivery of Light Duty trucks is the inability of dealers to get bodies made and tted to meet the demands of buyers, which is a persistent problem in common with other categories.
also be accepted. Unlike when previous emission standards were introduced it is not anticipated that there will be a rush to purchase vehicles meeting current standards, but some manufacturers have agged a production pause during the transition period which may have an effect on sales results.
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Medium Duty trucks accounted for 698 new units during October, 46 more than during October 2023 (+7.0 per cent) which kept the YTD total of 6,723 ahead of last year’s accrual by 198 units (+3.0 per cent).
Heavy Duty sales of 1,527 were slightly lower (31 units or -2.0 per cent) compared with October 2023’s result but the YTD of 14,385 kept the category ever so slightly ahead of last year (+175 units or +1.2 per cent).
The Large Van sector continued to be very strong with 987 units during October, 7 units more than in September and 295 more than during October last year (+60 per cent). A signi cant amount of this apparent growth should be attributed to the inclusion of statistics from the LDV and Peugeot brands which weren’t included in the TIC gures until earlier in 2024. The YTD for vans of 9,532 units is a massive 4,530 more than for the same period last year (+90.6 per cent). Even deducting the combined total of 2,475 units attributable to the LDV and Peugeot brands, the result shows an additional 2,055 unit gain by the other brands (+41.0 per cent).
The introduction of Australian Design Rule ADR 80/04 requires approved new models of trucks and buses over 3.5 tonnes to comply with new emission standards based on the Euro VI requirements from November 1, 2024, and then for all new heavy vehicles supplied to the Australian market on or after 1 November 2025. Vehicles meeting equivalent US or Japanese standards will
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