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ISSUE 140
TRANSPORT &LOGISTICS
ISSUE 140
D R I V I N G
T H E
I N D U S T R Y
F O R WA R D
KUEHNE + NAGEL
TRANSPORT & LOGISTICS MAGAZINE
GREEN COMMITMENT
TEMPERATURE CONTROLLED DISTRIBUTION NR EVANS
SKANSKA DELIVERING LOW CARBON TRANSPORT
SAINSBURY’S SETTING A REAL CHALLENGE
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THE STANDING START OVERKILL OR A NECESSARY ACTION? irmingham Council has announced plans to introduce a blanket 20mph
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speed limit across the city to reduce traffic accidents. However, is this an unnecessary step and how will it impact the transport industry? The council hasn’t made its final decision yet and is currently running a consultation up until the end of the month as to whether or not to
PUBLISHER: Noah Quirke
implement the 20mph speed limit which will effect around 90% of the roads in
EDITOR: Daniel Stephens
Birmingham. The council believes by limiting traffic speed it can reduce the number of
FEATURE MANAGERS: Adam Foster Shane Kelly Stefan Drakes
a “green” measure, encouraging people to ditch their cars in favour of walking or cycling.
ART EDITOR: Steve Williams DESIGNER: Kate Webber ` CONTRIBUTORS: Jeff Senior Rob Samuels Matt Waring PRODUCTION: Vicki Lindsay Lisa Pollinger ADMINISTRAT0R: Charlotte Lewis ACCOUNTS: Nick Charalambous Transport & Logistics Magazine is published by: NQ Publishing, 3 Brook Street Huddersfield HD1 1EB Tel: +44 (0)1484 411 400 E-mail: noah.quirke@nqpublishing.com www.tandlonline.com
accidents on its roads, which currently cost an estimated £5 million. It is also viewed as But how will it impact our industry? These are worthy ideals. No one wants to see someone getting hurt in a road traffic accident, and we all have a better understanding of the impact our carbon emissions have on the environment, but is 20mph the answer? Phil Benton, managing director of Benton’s Haulage reacted by saying he felt the idea was symptomatic of a desire held by some to work towards a ban on road freight deliveries within cities, and that little thought has been given to how the volume of deliveries required to meet demand would be maintained. He said, “I think it’s overkill. The average traffic speed in Birmingham means a 20mph limit isn’t really needed. However, the area does have a problem with youngsters street racing, so it’s a case of the rest of us are getting penalised on behalf of a few.” Others were similarly sceptical. Andrew Poutney, managing director at Andy Freight based in Stourbridge, said “It all depends where they put the speed zones and [whether or not it is] being used for the right reasons?” Nigel Parkes, managing director of Wolverhampton-based Pallet-Track, felt the speed restrictions would have a negligible impact given how congested high streets in Birmingham already are. “No one wants to see unnecessary road accidents, however I’m
Transport & Logistics Magazine is published by NQ Publishing. Company registered in England & Wales. All material is the copyright of NQ Publishing. All rights reserved. Transport & Logistics Magazine is the property of NQ Publishing. This publication may not be reproduced or transmitted in any form whole or part without the written permission of a director of NQ Publishing. Liability: while every care is taken in the preparation of this magazine, the publishers cannot be held responsible for the accuracy of information herein, or any consequence arising from it. In the case of company or product reviews or comments, these have been based upon the true and honest opinion of the Editor at the time of going to press.
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always sceptical when councils roll out traffic controls under the banner of road safety,” he said. Next month we will know whether or not the council will go ahead with plans. If proposals are agreed, the £7m project, which will be funded through the Local Transport Plan, would take five to seven years to fully introduce. DANIEL STEPHENS EDITOR
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CONTENTS
INSIDE SECTIONS
NEWS LEGAL LOGISTICS COMPANY REVIEW PORT REVIEW CARBON EMISSIONS REMOVALS COUNCILS HAULAGE FLEET REVIEW LOOKING BACK AT...
4 9 10 20 26 38 44 48 52 56
FEATURES News The latest top stories
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Backhouse Jones Does a director, who is the nominated CPC holder, have a fool for a transport manager?
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Bale Group Ltd Liquid waste solutions
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Sainsbury’s Setting a real challenge
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Clive Warcup Transport Bulk transport specialists
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Port of Milford Haven Delivering port infrastructure and services
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Portsmouth International Port An enviable reputation
22
Kuehne + Nagel Green commitment
26
Skanska Delivering low carbon transport
34
British Association of Removers The best bar none
38
Britannia Squab Removals Movers, storers, shippers
40
Maidman’s Ltd In safe hands
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Wiltshire Council Reducing risks
44
Trade Distribution Limited Intelligent logistics
48
Transworld Delivering excellence for 30 years
50
NR Evans Temperature controlled distribution
52
Looking Back At... Joseph Locke
56
Follow us on
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CLIVE WARCUP TRANSPORT
@TandLMagazine 2
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CONTENTS
26
KUEHNE + NAGEL
42
MAIDMAN’S LTD
10
BALE GROUP LTD
34
SKANSKA
52
NR EVANS
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NEWS
FAILURE TO MAINTAIN LORRIES AND VANS IS FALSE ECONOMY FIGURES recently released by VOSA may show a rise in HGV annual test pass rates, but far too many of the lorries and commercial vans in operation in Britain today are below the general roadworthiness expected by VOSA. That’s the view of Paul Hassall (pictured), operations director of Stoke-onTrent-based commercial vehicle contract hire and fleet management specialist, Prohire. Hassall says: “According to VOSA’s latest figures 77.6% of HGVs pass their annual test. The figure is up on previous years, which is encouraging, but it high-
lights that a sizable minority of vehicles still fail. “The situation with commercial vans is even more alarming. A recent survey by the FTA showed that the first time MOT failure rate for 3.5 tonne vans is nearly 50%.” Hassall contends that HGV and commercial van operators who fail to maintain their vehicles to the required standards are not only putting their ‘O’ license at risk but are costing their business money. He says: “Not undertaking regular vehicle maintenance is a false economy. Quite simply, lorries and vans that are not properly looked-after will break down
HGV RESTRICTIONS ‘CAMPAIGN for Better Transport’ and The Technical Advisers’ Group have written to the Transport Secretary, Patrick McLoughlin, to urge him to introduce designated HGV routes within towns and cities to protect pavements and property, reduce the risks to more vulnerable road users and ease the financial burden on local authorities. There is already a significant problem with lorries causing damage to pavements, street furniture and parked cars when negotiating urban
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roads, as well as the danger to pedestrians and cyclists. The letter points to the Government’s own tests which showed that the new longer lorries, which are up to 18.55 metres long, have a greater tail swing, increased driver blind spots and inferior manoeuvrability. The letter also highlights the lack of research into the additional costs to local authorities, and ultimately taxpayers, from damage caused by these longer vehicles at a time of reduced local authority budgets.
TRANSPORT & LOGISTICS MAGAZINE
and fail their MOT. And the cost of repairing a fault is invariably more than that of carrying out an ongoing maintenance regime. “VOSA is also putting more weight behind its ‘O’ license compliance schemes and any vehicle fleet operators whose vehicles routinely fail their MoT are likely to find their business under close scrutiny.” In the 12 months to the end of September 2013, 99.7% of Prohire’s onhire fleet of commercial vans, HGVs and trailers passed its annual test via its network of National Service Providers.
DRIVERLESS CARS COMING TO MILTON KEYNES Driverless cars will transport people through the streets of Milton Keynes from 2015, in the biggest test yet of the futuristic vehicles in Britain. Vince Cable, the business secretary, announced that 20 of the vehicles will travel on special pathways separated from pedestrians around the Buckinghamshire town’s shopping centre. By mid-2017 it is planned that
100 fully autonomous cars will be in operation, sharing pathways with pedestrians and equipped with sensors to avoid collisions. The driverless pods, which can carry two people each, will be able to travel at a maximum speed of 12mph and come with screen that allows passengers to check email and browse the internet while being ferried to their destination.
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NEWS
LONGER TRAILERS FOR DAVIES TURNER DAVIES Turner, the UK’s largest independent freight forwarder, is aiming to take advantage of changes to the allocations of longer semitrailers under the existing 10-year UK government trial to grow its fleet of 15.65 metre trailers in a move that could take 170 interbranch feeder trips off Britain’s roads annually. Davies Turner joint managing director Philip Stephenson is keen to make use of the opportunities to expand the forwarder’s fleet of longer semi-trailers, which will help
to ‘green’ the company’s domestic supply chain. He said: “The two 15.65 metrelong trailers in which we invested some time ago have already saved a good many trips and resulted in fewer vehicles on the motorway thanks to their much greater capacity. “We expect to be allocated at least four more and would really like a further six more to service our overnight feeder network connecting Cumbernauld in Scotland’s Central Belt, Manchester, Birmingham, Bristol and Dartford.”
OPERATOR OF FOREIGN HGV ROAD LEVY NAMED
THE government has announced the appointment of Northgate Public Services to develop and operate the foreign operator payment system for the HGV road user levy. A new time-based user charge for HGVs at or above 12 tonnes using the UK road network will take effect on 1 April 2014. The payment system will enable foreign operators or drivers to purchase the levy in advance of entering the UK through a number of sales channels including online, telephone and at point of sale terminals. It will also create a database to enable authorities to identify hauliers who have not paid. “Getting the foreign operator payment system right will be crucial
to the success of the levy. The system will be easy for foreign carriers and their drivers to access and straight forward to use,” said Transport Minister, Stephen Hammond, said ina statement. “Its design also sends an important message to those foreign operators who think about avoiding paying. If you don’t pay, or underpay, you will be caught and face a £300 fine,” he added. For UK vehicles, the levy will be paid alongside VED – which will be reduced to ensure that the majority of UK operators experience no rise in the total amount they pay. It will also be collected through existing agency channels so there will be no additional administration cost.
DHL GEARS UP TO GO HYBRID DHL Supply Chain has commenced a trial of a prototype series hybrid vehicle – the first of its kind in the UK. Conceived by DHL’s GoGreen and Engineering teams, and developed with UK hybrid and electric vehicle drive specialist, Magtec, the hybrid electric truck features an onboard power generator plus an innovative super capacitor energy storage system. The groundbreaking design has
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the potential to achieve significant cost savings as well as reduce fuel consumption and carbon emissions by up to 25%. Two years in the development, the prototype has now been delivered to DHL’s Maidstone facility as part of a “proof of concept” trial. Due to its particular suitability for stopstart journeys, the truck will be used around London as part of the NHS Supply Chain contract.
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NEWS
BIRMINGHAM SET FOR 20MPH SPEED LIMIT BIRMINGHAM Council’s plans to introduce a blanket 20mph speed limit across the city's residential roads could be unnecessary, hauliers and industry representatives have said. The council has launched a consultation running until 29 November, which is seeking opinions on the introduction of a 20mph speed limit across 90% of the roads in the city. The £7m project, which will be funded through the Local Transport Plan, would take five to seven years to fully introduce. Birmingham councillor Tahir Ali
said: “By reducing speeds we can reduce the number of accidents on our roads.” The council has claimed that the scheme once in place will pay for itself in terms of reduced road accidents, which currently cost the city around £5m a year. It believes it will encourage more people to get out of their cars, walking or cycling around Birmingham. Nick Payne, Road Haulage Association regional director for the Midlands and western region, said: “While we welcome anything that
encourages safety along residential streets, very few of our members would ever be travelling down them in articulated lorries, so it’s unlikely to have much impact.” Phil Benton, MD of Benton’s Haulage in Coleshill, said: “I think it’s overkill. The average traffic speed in Birmingham [especially on the high street] means a 20mph limit isn’t really needed. However, the area does have a problem with youngsters street racing, so it’s a case of the rest of us are getting penalised on behalf of a few.”
COMBATING THOSE ‘CRASH FOR CASH’ CLAIMS The Mi-Witness camera, from TTW Group, provides irrefutable evidence in the event of an incident. Taking only a few minutes to install the Mi-Witness is a small robust two channel HD camera with the added benefit of Audio recording, GPS for location/speed, G-sensors for impact and the ability to take still pictures and video in its unique portable mode.
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The data is recovered using the free Mi-Witness software available for both PC and Mac. The MiViewer allows you and your insurance company to analyse what happened before, during and after the incident. Available for any vehicle and with options to suit it is one of the most versatile accident cameras available. www.mi-witness.co.uk
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NEWS
KUEHNE + NAGEL AND VTG FORGE ALLIANCE IN RAIL LOGISTICS KUEHNE + NAGEL and Germany’s VTG Aktiengesellschaft have signed an agreement to merge some of their rail logistics operations. Subject to regulatory approval, the new company, trading as VTG Rail Logistics, will commence operations on 1 January, 2014. “This joint venture under the umbrella of VTG Rail Logistics is creating a rail logistics company with a Europe-wide network of locations and completely new possibilities for transport concepts that show the way to the future,” said VTG’s CEO, Dr. Heiko Fischer. For his part, Karl Gernandt, Chairman of Kuehne + Nagel International AG, commented: “I am very pleased that we have been able to further extend our long- standing partnership with VTG. The merger enables us to combine the expertise of two strong logistics partners that comple-
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ment each other perfectly in terms of the regions and operations they focus on.” VTG is the majority partner in the jv “which will lead to a considerable rise in the volume of business, particularly in the industrial goods segment," Kuehne + Nagel and VTG said in a statement. VTG Rail Logistics will employ approximately 270 staff in 12 countries. “Kuehne + Nagel’s intermodal railway logistics operations, which the company will continue to offer and develop in its core business units, are excluded from the merger,” the statement added. The customers of both companies will benefit from "new, integrated transport concepts that will be developed to operate multimodally from northern Europe to the Bosporus and from western Europe to Russia.”
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NEWS
PIC DB SCHENKER COMMITS TO LONDON GATEWAY B SCHENKER RAIL UK will take over track maintenance and rail operations at the state-of-the-art rail terminal at DP World London Gateway following the operational opening of the UK’s newest deep-water port in November. DB Schenker Rail UK will be responsible for controlling all rail movements and conducting safety checks at the rail terminal as well as providing dedicated ground staff services for rail freight operators using the facility, which is located alongside the new port container handling areas at London Gateway. The new rail terminal is capable of handling the longest intermodal trains
in the UK and can accommodate trains up to 35 wagons long, transporting deep-sea containers, European containers and swap bodies to UK domestic and continental European destinations. Managing director logistics, DB Schenker Rail UK, Carsten Hinne said: “London Gateway offers excellent connectivity to the UK rail network and the continent, including direct links to the national network and access to main rail hubs in the Midlands, South Yorkshire and the North West. “DB Schenker Rail UK was the first freight operating company to provide services out of London Gateway and Wednesday’s opening marks another
important milestone for the company as we take over the track maintenance and rail operations at the terminal. “With a third of London Gateway’s throughput expected to go by rail, DB Schenker Rail UK is committed to providing the right infrastructure and operational processes for all rail freight operators using this fantastic facility. “Our state-of-the-art order management and planning IT system Anubis is already in place at London Gateway and we are now able to offer a streamlined process and visibility along the whole intermodal supply chain. Customers will find out how easy it is to do business with DB Schenker Rail.”
RAIL ALLIANCE FORMED FIVE leading rail freight operators have formed a new alliance with infrastructure manager Network Rail, ‘with a view to delivering a sustainable and flourishing rail freight sector’. The five are DB Schenker Rail UK, Freightliner Group, GB Railfreight, Direct Rail Services and Colas Rail. Reflecting recent moves towards the establishment of alliances between Network Rail’s devolved route management teams and their primary passenger train operators,
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the Rail Freight Alliance is intended to address a series of strategic objectives agreed by the Rail Delivery Group’s Freight Group. Freightliner Chairman Peter Maybury, who heads the RDG Freight Group, believed that creation of the alliance was ‘an important step-forward’, which would ‘give the rail freight sector a stronger voice in the rail industry and give an opportunity to resolve some significant issues that remain’.
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LEGAL LOGISTICS
DOES A DIRECTOR, WHO IS THE NOMINATED CPC HOLDER, HAVE A FOOL FOR A TRANSPORT MANAGER? uring recent months and in light of increasing issues raised in Public Inquiry, the Traffic Commissioners have been considering what is involved in the role of the Transport Manager and by influence who should be nominated. The focus is largely regarding the Director/Transport Manager scenario. The role of the Director in a limited company involves certain statutory duties which are time consuming – and – depending on the number of fellow directors and sophistication of the management team will impact on the Director’s capacity to fulfil other functions within the company. From the Traffic Commissioners point of view a Director who is also the nominated Transport Manager may potentially have insufficient time in a sensible working week to fulfil the statutory duties of a Director and the statutory duties of a Transport Manager competently. For a number of years Traffic Commissioners have attempted to access the Transport Management function within a particular organisation by asking potential Transport Managers to identify the number of hours within their working week that they give to the Transport Management role. In a recent Public Inquiry, this hour’s based question was developed into asking a Director about the number of hours they allocated to the function of Director. In practice, to accurately calculate the number of hours in any given week for time allocated to delivering a specific function (such as the Transport Manager or Director role) is going to be difficult. There is real danger in guessing or declaring a figure which turns out to be neither measurable nor accurate. One Traffic Commissioner in a recent Public Inquiry approached the problem from a different
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James Backhouse, director and head of the regulatory compliance department at Backhouse Jones, discusses statutory duties connected with the role of a Transport Manager, paying particular reference to the definition of “continuous and effective management perspective. They stated that the question as to whether or not a Transport Manager was performing the function well could be answered by assessing how compliant or otherwise the company was deemed to be. In other words outcomes are the best ways of measuring performance. It is difficult to argue that this is not a good starting point for anyone seeking to ascertain whether a company’s professional competence is being properly met. In order to meet the expectations of Traffic Commissioners operators should review who within their organisation the Transport Manager is and whether that person is, in practice, continuously and effectively managing the transport of the business. Management clearly implies delegation but it also requires a direct day-today responsibility and communication with the compliance elements of the business.
For all related enquiries, please contact James Backhouse at Backhouse Jones, 08450 575 111 or email James.backhouse@backhouses.co.uk
Can a director be a Transport Manager? The short answer is yes – the EC Regulation that defines Transport Managers specifically identifies Director/partner/owner Transport Managers. However, a Director whose primary function involves business development or financial strategy within a significant organisation is unlikely to have the direct daily communication required for continuous and effective management of the transport business and therefore a company in that position should identify a replacement now rather than waiting for the Traffic Commissioner to impose one.
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COMPANY PROFILE: BALE GROUP LTD
LIQUID WASTE SOLUTIONS Bale Group Ltd is a one-stop hazardous and non-hazardous liquid waste management solution, aspecialising in specific fields
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COMPANY PROFILE: BALE GROUP LTD ale Group Ltd has developed a strong reputation within the UK for its industry-leading approach and capability towards hazardous and non-hazardous liquid waste management. Specialising in specific fields, Bale offers a comprehensive, one-stop solution encompassing various requirements to meet the needs of its ever-growing client base. Services include bulk liquid haulage, deep suction and jetting, confined space and industrial cleaning, pollution control, drummed and packaged hazardous chemical disposal, oil and water recycling, organic waste recycling, tanker hire and road tanker manufacture and repair. Bale favours the values inherent within the family. These are evident throughout the business from director to operator with a focus on service, image and commitment. Although the company has only been operational since 1998, it pulls from a base of knowledge and experience of over 135 years. Directors Tony and Hazel Bale have been in the industry for over thirty-five and thirty years respectively.
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This kind of experience and commitment ensures clients get the advice, competitiveness, and above all, service that is expected from a company specialising in the most heavily regulated industry in the UK second only to Nuclear. Operations are carried out with the help of a fleet of over fifty trucks (some of which are articulated lorries, some rigid trucks) and a fleet of high pressure water jetting trucks.
ADVANCED CCTV Recently, the liquid waste management expert began plumbing new depths on the construction site with an advanced CCTV camera service for easy sewage and drainage inspection, plus a rapid response drain repair facility. CCTV camera inspection is a new function for Bale and will provide site managers with an extra pair of eyes underground when carrying out duties such as pre-adoption drain surveys. Bale’s sewage and drains division manager Simon Goddard said: “The cameras can operate in pipe diameters from 100mm up to two metres and provide complete pan and tilt operations allowing a 360 degree view of joints and can also provide a view down lateral connections, to a length of ten metres.” With a workforce of 102 and three sites – Honiton, Plymouth and Wareham – Bale is a healthy operation with a £10 million turnover. Last year saw a growth of twenty percent and this upward trend is expected to continue this year due to the expansion of the company’s sewage and drainage division. Bale also expects to see growth in its oil and water recycling operations, which is carried out at two separation plants. “The company has now reached the position where we can comfortably accommodate large scale national contracts and we will continue to do
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so,” says Simon.“These will form the basis for strong and sustainable growth whilst we further develop the ancillary services such as our oil and water separation plants and the sewer and drain division.” The company is constantly trying to move forward. In another advancement of its service it added packaged waste disposal to its capability. The company deals with all types of small packaged/bottled and drummed chemicals from laboratory smalls to IBC’S of waste chemicals, out of date products or off-specification batches. The inhouse chemists can now complete all duty of care transfer notes and hazardous waste consignment note documentation regarding collection and disposal/ recovery at either a Bale Treatment site or alternative third party site, including listing, packing and labelling of wastes if required. Bale will also go to site to identify waste chemicals if data sheets or labels have been lost, mislaid or have no records to be found. This is particularly useful when sites are taken over by new owners/managers and no records have been left.
STATE-OF-THE-ART FLEET Key to the Bale service is its tanker fleet. This modern, state-of-the-art fleet includes both ADR complaint vacuum and general purpose tanker trailers and tractor units designed to carry both hazardous and non-hazardous wastes. With payload capacities ranging from 4,500 litres up to 30,000 litres, Bale can offer customers a service tailored to their needs. With excellent access-to-carrying capacity ratios and with many vehicles fitted with rear lifting/steering axles to further increase accessability, the Bale service is primed for success. Bale can also boast a twenty-four-seven service, operating every day of the year, providing the most direct, environmentally friendly and cost
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COMPANY PROFILE: BALE GROUP LTD
BALE HAS SEEN HUGE GROWTH OVER THE LAST FEW YEARS THANKS TO ITS ATTENTION TO CUSTOMER NEEDS AND DEVELOPMENT OF A QUALITY SERVICE
effective method of dealing with waste, which includes collection and disposal from a range of locations.These include: food/drink manufacturers, sewer and drainage networks, landfill and civil amenities, treatment plants and transfer stations, fuel stations and depots, garages and forecourts, quarry and mining operations, oil exploration and chemical manufacturers, and harbours and ports.The fleet is supported by a fully trained team of drivers and maintenance staff. Additionally Bale is able to supply tankers for storage purposes on either short or long term hire. The benefits of this arrangement are that the customer is able to temporarily increase on-site storage if required, take a certain storage tank out of service for maintenance or simply store additional products or waste. In addition, Bale operates industrial cleaning crews across the South of England and Wales for internal and external cleaning of tanks, areas and spaces, which may be confined, inhospitable and contain suffocating atmospheres. These crews use high pressure water up to 15,000psi as necessary to clean a multitude of contaminants from many a surface. All operators are trained and have confined space entry, breathing apparatus, basic first aid and basic fire fighting qualifications in conjunction with internal company training. This ensures efficient, professional and
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above all safe workmanship. Tanks can be cleaned to varying states ranging from a basic de-sludge of a tank through to complete de-gas including supply of gasfree certificates for hot works. Bale can also offer pollution control which includes incident management, waste extraction, tankering, storage facilities, in-house and external disposal and fully trained clean-up crews to achieve effective damage limitation, clean-up and site restoration. A full stock of oil/chemical absorbent materials including booms, skimmers, and pumps are held at strategic points across the South of England and unique specialist equipment, for example, the Mini-Vac Unit and the Flexlines, can be brought in which will cope with most adverse situations. This service is supported by small chemical disposal with Bale dealing with all types of packaged or bottled and drummed chemicals from laboratories to IBC’s of waste chemicals, out of date products and offspecification batches. Bale has seen huge growth over the last few years thanks to its attention to customer needs and development of a quality service. With experience on its side, as well as the capability to see through its services in-house, Bale Group Ltd can expect to maintain its dominant market position long into the future.
Bale Group 90 Durham Way Heathpark Industrial Estate Honiton, Devon EX14 1SQ www.bale.co.uk Tel: 01404 548333
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CARBON EMISSIONS: SAINSBURY’S lexibility in a fleet is important when delivery volumes can increase 35% at peak times. Sainsbury’s fleet comprises 1,100 tractor units, 2,300 trailers and 240 rigids, averages 23,000 deliveries a week amounting to 22 million cases and also has to achieve carbon reduction targets. Those targets stem from Sainsbury’s 20x20 Sustainability Plan. “We’ve set ourselves stretching targets to aim for long term,” explains Head of Transport Operations Nick Davies. “We’re aiming to achieve a 35% reduction in carbon by 2020 in the logistics fleet and an absolute reduction against our 2005 baseline of 50% by 2030. That’s a real challenge because in 2005 we generated 124,000 tonnes of carbon and our target for 2030 is 64,000 tonnes.” Those targets are fixed, irrespective of business growth. But they are being achieved, partly due to the company’s integrated transport management system. Nick says: “The ITMS system allows us to fill vehicles and reduce empty running. We have more stores and
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Head of Transport Operations Nick Davies explains how Sainsbury’s aim to achieve a 35% reduction in carbon by 2020 in the logistics fleet
SETTING A REAL
CHALLENGE
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CARBON EMISSIONS: SAINSBURY’S a higher footprint yet we’re doing fewer kilometres than three years ago despite business growth. That’s through better fill, better use of vehicles, reduced empty running and maximising efficiency.” The efficiency is partly based on a modern fleet comprising mainly Euro 5 vehicles and flexible use of that fleet. That’s increasingly important with the growth of smaller convenience stores, which are mainly served by rigids while the artics handle the longer runs to larger stores. There’s also a policy of sourcing online deliveries from stores with available capacity to make the best use of resources and gain optimum balance. Reduced empty running is achieved by bringing products from suppliers after making deliveries, which is where Nick has noticed a big difference. “Our environmental focus is largely driven by synergies with partners. We weren’t really participating in partnership arrangements but now we’re far more prepared to look at all options to deliver savings in CO2 production and financial savings that run in parallel.” It’s a continuous process of improvement, including assessment of electric vehicles and Euro 6 engines plus a trialling of driver score cards for better performance. There’s also increasing use of dual fuel vehicles that started with a five vehicle trial and has now developed to a 51-strong fleet, the largest of its type in the country. Being aware of available technology and innovations is helped by links with educational establishments and there are other developments across the distribution network. These include water harvesting and reduced
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water usage, wind turbine technology, an assessment of PV installations and the avoidance of anything with high global warming potential for refrigeration equipment. The next twelve months will see a further assessment of dual fuel use and the likely effect this will have on CO2 reduction targets. Nick, however, is looking further forward: “There are long term targets we have to achieve and 2030 is looming in my mind. My key focus is not on tomorrow, this is about the far-reaching and longer-term targets we have to achieve.”
www.j-sainsbury.co.uk Tel: 020 76956000
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Clive Warcup:feature 2 06/11/2013 16:15 Page 16
COMPANY PROFILE: CLIVE WARCUP TRANSPORT
BULK TRANSPORT SPECIALISTS
Located in the heart of the Yorkshire Wolds farming region, Clive Warcup Transport specialises in haulage work associated with farming
live Warcup reckons the transport business gets in the blood. In his case, it’s resulted in a career that started at the age of twelve driving tractors for local farmers. On leaving school, he became a commercial vehicle fitter at a quarry firm where his father worked, which led to the setting up of his own company in 1970 when he was 23. He also believes the nature of the industry leads to many family businesses, with his own company having himself as Managing Director, son Brian as Operations Director with the day to day responsibility of running the trucks, wife Diane handling the accounts, daughter Wendy involved on the wages and traffic side, with daughter-in-law Christine being the latest to join. Clive’s involvement in the industry led to him becoming a Fellow of the Institute of Road Transport Engineers and membership of the Road Haulage Association since 1972 with service on the regional council and board of directors as well as chairmanship of a number of national committees. He’s also been an
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Clive Warcup Transport Ltd Station Road, Garton On The Wolds Driffield, East Yorkshire YO25 3EX Tel: 01377 252684 www.warcuptransport.co.uk
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active Rotary member for a long time and served three years as an assistant district governor as well as undertaking a lot of charitable activities. He rates membership of both organisations as a benefit for anyone in the business: “It’s enabled me to make many friends and valuable contacts in the industry, which is of help to the business and to everything really. Rotary is an organisation for business people and there are quite a lot of different vocations within our club.You mix with the local people, which is good.” An unexpected outcome of all this was his award of an MBE which was given in recognition of services to the transport industry and for charity work. “I was presented with it by the Queen, which was the icing on the cake,” remarks Clive. “Being nominated for an MBE and being accepted I felt was a great honour. Then to have the privilege of it being presented by Her Majesty, it doesn’t get any better. What a remarkable lady she is. I was delighted it was her presenting the awards on the day that I had to go to the palace.” It all seems a long way from when he started in 1970 with a four-wheeler tipper. Now, the company is a seven-day operation that covers the country with 43 employees and a fleet of 34 Scania and Volvo vehicles. These comprise one rigid and the rest a mixture of artic tippers and tankers that carry powder and liquids. The company’s located in Driffield, right in the heart of the Yorkshire Wolds farming region, which is convenient given the nature of its business. Much of
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Clive Warcup:feature 2 06/11/2013 16:16 Page 17
COMPANY PROFILE: CLIVE WARCUP TRANSPORT the regular work is involved with taking materials in and out of farms or to and from the businesses associated with those farms. Clive says: “We carry grain off the farm and animal feed onto the farm. We also transport bulk flour and bulk raw materials for making breakfast cereals. We deal with people that mill flour, with a number of those nationwide, and importers of rice and other raw materials for breakfast cereals. “We take the wheat into the flour mill with one type of vehicle and we pick the flour up at the other side with another type of vehicle. We’re taking it out to bakeries; there’s quite a lot of different specifications of flour — pizza flour, biscuit flour and bread flour, for example. We also carry the by-products from the flour milling process, which go into animal feed, taking that into animal feed mills.Then there’s things like bulk soya and grain for the animal feed mills, which come from ports. The animal feed goes on a different type of vehicle from the other side of the mill out onto the farm, with pneumatic discharge into the storage silos on the farm.” It’s a regular cycle of work but the timetable depends on production schedules and even the weather that affects farm activities. Some customers with their own fleet also use Warcup as a back-up to handle peaks of demand or when they have a shortage of resources. Because of the nature of the products it carries, the company adheres to the TASCC code of practice, which means it has to maintain specified standards of hygiene on its vehicles and premises, with regular audits to ensure it does so. Another consequence of this is that back loads aren’t always practical on the tankers due to restrictions on what can be carried, although the grain carrying vehicles only run empty when this can’t be avoided.
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SOME CUSTOMERS WITH THEIR OWN FLEET ALSO USE WARCUP AS A BACK-UP TO HANDLE PEAKS OF DEMAND OR WHEN THEY HAVE A SHORTAGE OF RESOURCES
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Clive Warcup:feature 2 06/11/2013 16:16 Page 18
COMPANY PROFILE: CLIVE WARCUP TRANSPORT
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FORWARD THINKING | PERSONAL | DIFFERENT www.garbutt-elliott.co.uk LEEDS: Tel: 0113 273 9600
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COMPANY PROFILE: CLIVE WARCUP TRANSPORT
The policy on fleet renewal is to buy new trailers and low mileage trucks that conform to the Euro 5 standard. However, as Clive points out, the replacement policy isn’t set in stone: “I think everybody that runs vehicles has a kind of pencilled replacement plan but things change. Special offers on vehicles, registration dates, customer requirements and other factors can all influence when you actually go ahead and buy the things.” Warcup has the advantage of its own vehicle workshop and washing facilities, which means the status of the vehicles is always known and they can be maintained in peak condition. “There isn’t a lot we can’t do,” comments Clive. “We do most of the stuff in house, although we
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sub-contract some of the complicated electrics where you need software to find out what’s wrong. But most of the rest we do here, including all our own mechanical repairs, regular servicing and aluminium welding.”
PERSONAL BASIS All the vehicles have trackers so customers can be kept informed of delivery status. There’s also a combination of route optimisation and driver training to encourage good habits that will improve fuel efficiency, although telematics hasn’t been found to be the most appropriate solution for the company in this respect. Clive says: “Being a small company, we all talk to each other whereas some of these bigger companies may not even
know the face behind the name. With us, we know everybody on a personal basis, even though we don’t always see all our men every week because of the structure of our shift patterns and so on. But we do have regular access to them.” Current trading conditions are described as ‘challenging’, with the twin problems of high fuel prices and a competitive market being ongoing. However, this is a company where established values and relationships will carry it through. “We are continually seeking new opportunities in all areas of road transport, especially tankers,” remarks Clive. “We have a consistent trading relationship with quite a few long standing customers nationwide and that, I’m pleased to say,
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Port of Milford:feature 2 07/11/2013 11:37 Page 20
PORT REVIEW: PORT OF MILFORD HAVEN ilford Haven is a natural deepwater port safely handling over 29% of Britain’s seaborne trade in oil and gas. Widely recognised as an energy hub, the 24/7 operation is the third largest port in the UK and the biggest in Wales. As a key driver of economic activity in Pembrokeshire, Milford Haven attracts inward investment, especially due to its cluster of energy-related business along the waterfront, and supports over 4,000 jobs. Operating and owning both Pembroke Port and Milford Dock, a range of marine services are offered including cargo handling, ferry operations, fish landing and cruise calls. In addition, a first class marina is spread across these two sites. This year, one of the most senior figures in the UK Ports Industry, Peter Jones, was newly appointed the Chairman of the Port of Milford Haven. Having retired earlier this year as Chief Executive of the UK’s largest ports group Associated British Ports, and with a career stretching back over 30 years in the ports sector, Peter will bring a wealth of experience to the port.
M Milford Haven is a natural deep water port safely handling over 29% of Britain’s seaborne trade in oil and gas. Widely recognised as an energy hub, it is the third largest port in the UK and the biggest in Wales.
DELIVERING PORT INFRASTRUCTURE AND SERVICES
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PORT REVIEW: PORT OF MILFORD HAVEN Peter said, “The Port of Milford Haven is a critical gateway for the UK economy and I am honoured to have been given the opportunity to play a leading role as its Non-Executive Chairman. I am very much looking forward to working with the Board and the executive team to develop the Port and ensure that it continues to be a safe and successful business recognising its importance as a key energy gateway for the UK economy, and a vital generator of local growth and employment.” He will be overseeing the progress of the port’s many projects currently ongoing which form a key part of its commitment to investing in port infrastructure and services that drive sustainable economic growth in Pembrokeshire. Having already attracted around £3 billion of private sector investment over the last six years, the port is now looking at ways to continue this success.
CURRENT PORT PROJECTS Current port projects include the Milford Dock Master Plan where £60 million of investment is being used to create an exciting new waterfront destination focussed on marine-leisure, retail and fishing. The Master Plan will embrace ideas for new uses within the marina to enhance the waterfront experience as well as updating and improving existing facilities. Milford Dock contains land which is no longer required for main port operations and some are intended to be relocated to Pembroke Dock. A vibrant mixed use area
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WIDELY RECOGNISED AS AN ENERGY HUB, THE 24/7 OPERATION IS THE THIRD LARGEST PORT IN THE UK AND THE BIGGEST IN WALES of activity around the dock could be created by redeveloping currently under-used land and other opportunity sites. Elsewhere, the Liddeston Ridge Solar Array will provide a 5 megawatt, 20,000 panel solar array system while the Milford Haven Dock Lock Project (a £5 million project to develop new lock gates) will secure Milford Haven’s future as a top sailing destination. The port has also unveiled details on its plans to strengthen the fishing industry at Milford Fish Docks, Wales’ largest fishing port, and create a high quality brand for its fish and other seafood. Part of the port’s £60 million Milford Dock Master Plan, this major redevelopment is set to transform the entire area around Milford Fish Docks, bringing with it further growth and job opportunities. New resources include high standard storage, processing, retail and tourism facilities in order to retain the catch landed in Milford Haven so that seafood caught in Pembrokeshire can be promoted as a brand to be sought after.
Head Office Gorsewood Drive Milford Haven Pembrokeshire SA73 3EP www.mhpa.co.uk Tel: 01646 696100
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Portsmouth Internationl Port:feature 2 06/11/2013 16:45 Page 22
PORT REVIEW: PORTSMOUTH INTERNATIONAL PORT
AN ENVIABLE
REPUTATION
Portsmouth International Port is the UK’s premier port for the western channel and second busiest cross channel ferry port overall and is perfectly positioned for ferries, cruise and cargo urther proof of the high quality of ferry services on offer at Portsmouth International Port has been delivered in the form of a major international award. DFDS Seaways operates a twice-daily service from Portsmouth to Le Havre and has just been named as Europe’s Leading Ferry Operator at the 2013 World Travel Awards. The ceremony, which covered travel business working all over Europe, was held in Antalya in Turkey. Max Foster, Passenger Director for DFDS Seaways, said, “The cruise and passenger ferry market is very competitive and we strive to deliver outstanding customer service on every sailing. We feel very proud to
F
Port Manager’s Department Whale Island Way Portsmouth PO2 8EB www.portsmouth-port.co.uk Tel: 023 9229 7391
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be recognised by the World Travel Awards for the seventh consecutive year, which is a great endorsement of the high standards we adhere to and the enormous effort of our hard working staff.” DFDS Seaways wasn’t the only ferry company to operate out of Portsmouth to be shortlisted for the hard fought award. Brittany Ferries was also nominated in the final list of four operators chosen from all across the continent. The World Travel Awards, founded in 1993, acknowledge, reward and celebrate excellence across all sectors of the global travel, tourism and hospitality industry. It is a busy time for Portsmouth International Port as bigger shipments of fruit and vegetables are arriving this autumn, with growers in Morocco increasing the amount of fresh produce they will send to the south coast port. It’s likely the annual total handled in the next year will exceed 650,000 tonnes. Late autumn and winter is the busiest season for Mainland Market Deliveries (MMD), the city owned specialist that handles the majority (60%) of bananas eaten in the UK. From now until the start of the summer next year the team in Portsmouth will move
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PORT REVIEW: PORTSMOUTH INTERNATIONAL PORT thousands of tonnes of fresh produce from ships, sending it on to supermarkets across the country. Larger ships will make weekly deliveries starting this month, arriving from Agadir and Casablanca on the Moroccan coast. The global freight company CMA/GGM expects to send Shanti and Jamila on these weekly runs, vessels that are 161 metres in length. Due to their size these ships can only dock at Albert Johnson Quay, the unloading process completed by the following afternoon. Investment in new facilities means the cargo can easily be handled and stored in specialist temperature controlled warehouses. At this time of year staff at MMD will expect to see a wide variety of fresh fruit and produce arriving at Portsmouth International Port from North Africa. Clementines, oranges, mandarins, sweetcorn, watermelons, cantaloupe melons, tomatoes, radish, peppers, cabbage and beans are all part of the regular deliveries. That’s on top of the year round shipments of bananas, pineapples and melons imported by Del Monte, Geest Line and Fyffes from the Caribbean and Central America. Elsewhere this month, the port was celebrating its role as a major employer in Portsmouth and the key part it plays in the economic engine that drives the city. Exhibiting at the “Opps Fair” at the Guildhall in October, staff and management were on hand to demonstrate the wide variety of roles required to keep the busy Port operating. It’s the third year that young people in Portsmouth have had a chance to learn about potential employment in their city. The “Opps Fair” is designed as a family event where industry professionals and role models can talk to children in an informal setting. Deputy Ferry Port Manager, Kalvin Baugh said: “I’m delighted that Portsmouth International Port has been invited to take part in the Opportunities Fair for a third year. This is a wonderful opportunity to motivate young people at an important time in their life. Our staff are always happy to advise young people and inspire them to further their career.”
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CARBON EMISSIONS: KUEHNE + NAGEL
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CARBON EMISSIONS: KUEHNE + NAGEL
GREEN COMMITMENT Kuehne + Nagel is committed to offering environmentally sound, sustainable innovative supply chain solutions that continually reduce their impact on the environment he transport industry’s contribution to carbon emissions is widely recognised and most companies are making strenuous efforts to minimise the impact of their operations. When a business is as big and wide-ranging as Kuehne + Nagel, however, the positive effect such efforts can have is significantly greater than most. That is why Kuehne + Nagel take carbon emissions so seriously. Kuehne + Nagel was formed in Bremen, Germany in 1890 and is now a global logistics provider with over 63,000 employees and in excess of 1,000 offices in more than 100 countries. It is rated as the number one global sea freight forwarder, a top three global air cargo forwarder and contracts logistics provider and is a top six European provider for road and rail logistics. Perhaps it is understandable, therefore, that it aims for the top in terms of environmental performance. The company operates an integrated QSHE management system that encompasses ISO 9001,
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ISO 14001 and OHSAS 18001 amongst other accreditations. QSHE is driven globally by a network of national and local QSHE managers, responsible for implementation. Compliance with the corporate QSHE statement is the responsibility of every employee in the business. That same principle applies specifically to Site Environment Champions – employees who volunteer to become advocates for change and raising awareness of environmental issues in the workplace. They also offer guidance to staff and influence site activities with the aim of reducing CO2 emissions as well as costs resulting from fuel, energy and water usage and waste disposal.
GREEN STRATEGY This all forms part of the company’s ‘Green Strategy’, which encompasses the efficient use of transport capacity, the bundling of goods at logistics hubs and the deployment of multi-modal traffic, including rail and river barges. A recently signed agreement with wagon-leasing and rail transport
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CARBON EMISSIONS: KUEHNE + NAGEL
group VTG to merge their rail logistics operations and create Europe’s largest rail logistics provider is one example of this endeavour This type of collaboration is in reflected in Kuehne + Nagel’s membership of the ‘Clean Cargo Working Group’ where it is joined by fourteen ocean carriers and twelve shippers. With no globally accepted carbon footprint standard available for shippers, the group’s members are measuring their consumption of bunker fuel and applying a common methodology to calculate CO2 emissions. The ultimate aim of this and similar modal programmes is to help customers develop an environmentally friendly supply chain model that enables optimised routing, carrier and vessel selections that reduce redundant inland movements. As part of this process, Kuehne + Nagel’s reverse logistics capabilities include reverse goods management, inventory repair and return, testing and billing. Its ‘Packaging Solutions Centre’ designs and develops packaging that conforms to industry standards.
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KUEHNE + NAGEL IS PART OF THE ‘CLEAN CARGO WORKING GROUP’ WHERE IT IS JOINED BY FOURTEEN OCEAN CARRIERS AND TWELVE SHIPPERS
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CARBON EMISSIONS: KUEHNE + NAGEL
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CARBON EMISSIONS: KUEHNE + NAGEL CARBON INTELLIGENCE Central to Kuehne + Nagel’s environmental strategy is ‘Carbon Intelligence’, a carbon management programme that is designed to enable customers to calculate the carbon footprint of their whole supply chain (including warehousing and distribution elements), which aims to identify carbon reduction potential in supply chains. The programme contains a Carbon Intelligence tool, set up to provide a standardised method of accounting for and reporting of CO2 emissions. One component is the ‘Global Facility Carbon Calculator’, a site level report that prioritises actions to reduce waste. It has been implemented in 400 facilities worldwide and is available to Environment Champions to enable them to provide monthly performance reports. The second component is the ‘Global Transport Carbon Calculator’, a powerful tool for measuring and reporting CO2 emissions for sea, air and
ACROSS THEIR 1,000 OFFICE LOCATIONS WORLDWIDE, KUEHNE + NAGEL HAS IMPLEMENTED A NUMBER OF MEASURES TO IMPROVE ENERGY EFFICIENCY road transport activities that can provide business object reports for customers. Across their 1,000 office locations worldwide, Kuehne + Nagel has implemented a number of measures to improve energy efficiency and subsequently reduce carbon emissions and costs. Among these measures are ensuring equipment and lights are switched off when not needed (helped by the installation of motion sensors), using energy efficient light bulbs, adjusting thermostats according to season and time of day, switching electricity providers to
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maximise the use of electricity generated from renewable resources and ensuring equipment is properly maintained for optimum efficiency. These measures have been backed up by environmental awareness briefings for staff, a poster campaign, educational programmes and specialist training for Environment Champions to recognised external standards. Improved fuel efficient driving techniques have been trained out to forklift truck drivers, forklift battery chargers have been installed with timers to ensure recharging takes place during off-peak hours and
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CARBON EMISSIONS: KUEHNE + NAGEL unnecessary charging prevented. Insulation at depots has been improved, redundant inefficient equipment has been dispensed with and new ‘Master Distribution Centres’ have been set up. A recent addition to Kuehne + Nagel’s green facilities is the opening of one of its largest multicustomer logistics centres in Obergeorgeswerder, Germany.This 120,000 square metre complex comprises of five warehouses and two office facilities and follows the company’s environment standards on carbon and energy efficiency. It includes a photovoltaic array on an area of 4,000 square meters, a central wood burning system that uses recycled wood chips, solar powered water heating, an innovative ventilation system that avoids the need for air conditioning, an efficient low energy illumination system and rain water harvesting and utilisation. The buildings are designed to blend into the landscape and reduce energy by using daylight. Motion and light sensors plus low flush volume WCs have been installed, organic paint has been used throughout, recyclable office supplies provided and shipping and receiving areas are designed to minimise heat loss. The outcome is that the new green logistics centre provides annual energy savings of over one million kWh and CO2 reduction of 1,000 tons compared to an orthodox facility of similar size. Kuehne + Nagel has worked with the Carbon Trust to deliver a 4.1% reduction in its CO2 emissions over a period of three years. Kuehne + Nagel’s commitment to the programme at all levels within the organisation has led to the award of the Carbon Trust Standard, a mark of excellence in recognition of the measurement, management and reduction of carbon emissions. The award of the standard complements Kuehne + Nagel’s existing ‘Silver Zero Waste’ award for its FS-LRS Zero Landfill project. www.kuehne-nagel.com
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skanska:feature 2 08/11/2013 14:57 Page 34
CARBON EMISSIONS: SKANSKA
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CARBON EMISSIONS: SKANSKA
DRIVING DOWN CARBON EMISSIONS Skanska has committed itself to reducing carbon emissions amongst its extensive vehicle fleet rying to impose overall carbon reduction targets on a construction company such as Skanska is a difficult task because the footprint changes constantly. That’s largely dependent on the activity level, which in turn is dictated by the number and size of contracts at any time. “Transport is one of our biggest fixed impacts,” comments Senior Sustainability Manager David Mason. “Whilst we do a lot to influence the products we produce, such as buildings and roads, we can’t control them. The things we actually control include electricity in our offices and our own travel, which comprise about 40-45% of our direct emissions. However, commercial road miles are more difficult to control because we are a service company and we have to respond to a need wherever that need may be. So while there is plenty that can be done to reduce mileage, travel will remain part of our impact so we have to ensure we are travelling as efficiently as possible.”
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GREEN CAR POLICY Because of the variable nature of the commercial fleet, the initial focus has been on 1,200 staff cars through the company’s Green Car Policy. That initially set a target of 130 grammes of CO2 per kilometre for all new vehicles against an average figure of 160 prior to the scheme starting in 2009. The target applied to all staff vehicles across all grades. “In early 2009, this target was a tough ask and we had to work very closely with our supply chain to make it work,” comments David. The latest statistics for 2012 show the average emission rate for the fleet has fallen to 115 which, when compared against a UK new car average of 133, indicates a significant saving. The UK new car average indicates where Skanska would have been had no action been taken, with the performance of new cars having generally improved. The policy has been achieved by limiting the range of cars used and the outcome, which has been externally verified, is a 98% compliance with the 130 gramme target and sav-
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ings of £620,000 and emissions reductions of 1,170 tonnes of CO2 in 2012. The intention now is to assess the life cycle impact of cars, which may well make electric cars more attractive. The policy has also been extended to those receiving a car allowance rather than running a company car so that, from November 2014, they have a car that conforms to the Green Car Policy to qualify. David says: “We have also introduced a Green Travel Allowance which is comparable to a Car Allowance to allow staff to have comparable benefits for using public transport. “We are now working on the next level and moving away from just CO2. A car doesn’t necessarily perform as it should and individual driving conditions and performance affect fleet averages. The main thrust with our cars now is driver behaviour and everything associated with the car.”
HIGH RISK DRIVERS The focus on driver behaviour incorporates an occupational road risk programme where car drivers have undergone an online risk assessment. High risk drivers have been put through one-to-one coaching sessions, with 250 drivers having completed the training so far and reduced insurance premiums and improved fuel economy the results plus good feedback within the organisation. For the commercial fleet, which comprises 560 light commercial vehicles and 290 heavy goods vehicles, there’s been an assessment of driver behaviour for those vehicles with telematics fitted. A concentration on harsh braking, harsh acceleration and other bad habits across two operating units has produced good results in terms of improved fuel economy, with the potential to roll that out across the rest of the fleet. Although Skanska’s fleet doesn’t do the mileage of a haulage company, there is still a need to operate vehicles efficiently. Fleet Manager Julie Madoui explains: “We are looking at scheduling and other aspects for projects to cut down unnecessary mileage. We have tied down reactive
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CARBON EMISSIONS: SKANSKA maintenance contracts on utilities, on gas meters and gas mains, as well as road maintenance because those types of contracts lend themselves to work planning and scheduling. They are always a bit reactive but the more active our information systems, the better we can plan, even if it’s just down to the final hours.” The process of reducing emissions is further advanced on cars simply because there are more advanced options in the market. Nevertheless, Skanska has been pushing Euro 5 and 6 vehicles into its fleet and is selecting vehicles on a whole life cost basis as well as those with low emissions. It has been trialling electric vehicles and looking at other alternative fuels such as LPG and bio diesel, although the latter voided the leasing company’s warranty and forced Skanska to buy the vehicles outright. The requirement for the electrics is to find the right application for the range. One interesting trial is that of a hybrid excavator “When it’s slewing and spinning, it will be using the
ALTHOUGH SKANSKA’S FLEET DOESN’T DO THE MILEAGE OF A HAULAGE COMPANY, THERE IS STILL A NEED TO OPERATE VEHICLES EFFICIENTLY
electric motor while the digging and moving motor is diesel because of the torque needed,” recounts David. “Depending on where and how we use it, we can make quite a saving on fuel costs.” Setting overall reduction targets is difficult for a construction company such as Skanska because the footprint changes constantly depending on the extent of work being undertaken and where that work is. New vehicles are taken on specifically to be used on new, large contracts and the location of those contracts will directly affect the road mileage. So the policy of focusing on controllable costs and setting targets in specific areas is a sensible one that has proved successful. That, as Julie outlines, extends to fuel efficient vehicles and their use: “We are raising the awareness around the business so they become part of the procurement thinking and strategy when we are getting new sites.” “Apart from reducing emissions, they are going to be saving money because, if they are putting out less carbon, they are using less fuel,” adds David. “It is directly related and, if we are using less fuel, we have fewer people in cars for less time, which is staff downtime and that is the real money saver. That’s the ultimate aim, to have our staff in the car for as little time as possible.”
Maple Cross House Maple Cross Rickmansworth WD3 9SW www.skanska.co.uk Tel: 01923 776666
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CARBON EMISSIONS: SKANSKA
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BAR:feature 2 10/11/2013 11:00 Page 38
REMOVALS: BRITISH ASSOCIATION OF REMOVERS
THE BEST BAR M NONE
For more than a century The British Association of Removers (BAR) has been promoting professional excellence in the removals industry. 38
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ost trade associations seek to raise industry standards and represent their members, the British Association of Removers (BAR) being no exception. Where perhaps it differs from other organisations is its level of commercial activity, the aim of which is to benefit members and increase their business. That activity largely developed five years ago due to the economic downturn that saw the housing market drop 55-60% and a significant fall in commercial activity. The response from BAR included a shift in focus. “We turned our website into one aimed specifically at customers,” recalls Director General Stephen Vickers. “We’ve developed satellite websites for specialist groups’ customer bases and become commercially much more aggressive in forming partnerships. We
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REMOVALS: BRITISH ASSOCIATION OF REMOVERS
ABOVE AND BELOW: As part of their 2012 & 2013 Annual Conferences, BAR incorporated in the programmes a vintage removal vehicle exhibition and procession, where some of our Members showed off their vehicles (a collection of modern day vehicles alongside vintage historic commercial vans dating back to the Victorian era)
online estimating service and search directory for consumers on the association’s website. These measures have trebled visitor numbers to the site and provided substantial commercial benefits to members. Stephen says: “If we’re promoting the association to consumers, we need to make sure members deliver on service promises. So we have a high level of membership criteria and inspect every member.”
BENEFITS AND SERVICES New members must provide full information and undergo an inspection of premises, systems and processes. If accepted, they can join specialist commercial or overseas mover groups provided they meet additional criteria and are subjected to annual inspections to ensure standards are maintained. They’re eligible for all benefits and services including legal and financial help, preferential rates for products and services, assistance with attaining quality standards and removal-specific training that includes award-winning apprenticeships.
With the association’s assistance, members have come through the recession by reorganising and changing. They now face the recovery with reduced resources and the need to satisfy improving demand through a flexible approach until sustained growth gives confidence to resume investment fully. Given the measures put in place by the association, Stephen is confident members are equal to the challenge: “Standards are absolutely paramount because they underpin everything. If we don’t have that quality of members, we can’t do the other things. The code of practice, our criteria and everything around them are critical in driving up customer service, which is what it’s all about.”
The British Association of Removers Tangent House, 62 Exchange Road Watford, Hertfordshire WD18 0TG www.bar.co.uk Tel: 01923 699 480
have a powerful industry brand and we’re looking for organisations to promote it to their users.” The specialist groups represent marketplaces in which members operate and each has different standards. Commercial moving group members must attain the BS 8522 standard, those in the overseas group need BS 8564 or an international equivalent and domestic movers are recommended to have BS EN 12522. For overseas and domestic moves where payment is made ahead of the work, there’s an advance payment guarantee where the association will arrange the move or a refund should the member go out of business. Movers are also governed by a code of practice approved by the Trading Standards Institute, with conciliation and arbitration services in case of problems. There’s promotion of BAR member services by organisations such as Rightmove and Zoopla plus an
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Britannia Squab:feature 2 06/11/2013 16:54 Page 40
REMOVALS: BRITANNIA SQUAB REMOVALS
MOVERS, STORERS, SHIPPERS Britannia Squab is able to provide you with a wide range of moving services to suit your needs, schedule and budget
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Britannia Squab:feature 2 08/11/2013 15:06 Page 41
REMOVALS: BRITANNIA SQUAB REMOVALS
ritannia Squab Removals is part of the Squab Group, a family run business which was established in 1996. The company provides industry-leading services for house removals, storage, European and international removals as well as various other associated services. The business is conveniently located near Leamington Spa and offers removals and storage throughout Warwickshire, covering Warwick, Kenilworth, Stratford Upon Avon, Coventry, Rugby and the surrounding areas.The company prides itself on the provision of high quality moving and storage services to homes and businesses in the Warwickshire area. As a family run business belonging to the largest independent moving group within the UK, Britannia Squab is able to provide customers with a wide range of moving services to suit their needs, schedule and budget. Whether a customer is moving home or business, moving locally, nationally or overseas; or they need a storage solution for whatever reason, Britannia Squab can be contacted for free advice and a no obligation quotation. The company’s vision is to become the number one choice for moving and storage services to homes and business within Warwickshire. Thus, Britannia Squab is continually re-investing in its employees, equipment and facilities to improve the service it can deliver. As members of Britannia Movers International, the company benefits from being part of a network of over
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45 independent family run movers around the UK, providing customers with additional peace of mind. Therefore, customers can rest assured they are going to receive a high class service delivered to the highest possible industry standards. In 2009, the company gained its Removals BSEN12522 and is delighted to hold three British quality Kitemark standards for the three core areas of the Britannia Squab Group business - namely removals, storage and self-storage. Britannia Squab stands out for a number of reasons. Firstly, it employs only full time, fully trained, uniformed staff, who are experienced in removals. Its staff are fully trained to B.A.R standards in packing, loading, unloading, export wrapping and fine arts packing, and vehicles are tracked and monitored at all times. In addition, Britannia Squab uses a wide range of protective covers to protect furniture, including sofa covers, flat screen TV covers, mattress bag covers and many more, and provides up to ÂŁ50,000 of cover for UK customer possessions whilst in transit or in storage. Customers can also rest assured that the company has all the necessary credentials. Its experienced and friendly office staff are always on hand to offer advice and make a move as stress-free as possible. The company also benefits from its range of high quality storage facilities which are all humidity controlled, and fire and intruder alarmed. The storage site has 24 hour CCTV monitoring with over 20 cameras providing additional security for customer belongings.
Squab Hall Harbury Lane Bishops Tachbrook Leamington Spa Warwickshire CV33 9QB www.squabremovals.co.uk Tel: 0800 389 0523
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maidman:feature 2 07/11/2013 11:50 Page 42
REMOVALS: MAIDMAN’S LTD
IN SAFE HANDS
When you choose Maidman’s you are selecting a removal business obsessed with delivering high quality customer care
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maidman:feature 2 07/11/2013 11:51 Page 43
REMOVALS: MAIDMAN’S LTD
omebody switched the lights off” is how Managing Director Brian Maidman describes the property crash of 2007. The company’s response to a downward spiral in business was to diversify and aggressively market its services to the point where activity is back to previous levels. Maidman’s first experience of a property crash was in 1988, just after it decided to concentrate on removals rather than general haulage. Nevertheless, it has steadily built the business since then with part of that success, believes Brian, being due to the company joining the British Association of Removers. He says: “BAR is a big part of our business and has helped make the company we have today.” Membership has enabled Maidman’s to concentrate on local removals and use other BAR members for longer distances, knowing service
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quality is assured. The same applies to destination agents used for overseas moves, all members of BAR’s Overseas group that have been thoroughly checked. The firm handles domestic and commercial removals, the latter a more complex operation requiring thorough planning and often out-ofhours moves to minimise disruption. “We offer a full project management service, working closely with the company’s management team and putting a move plan together,” explains Brian. “Storing items on our premises can be part of the move as well as waste disposal and IT movements.” Commercial work led to additional services such as confidential document shredding and archive storage, including the company’s selfstorage brand, Store and Secure. Brian says: “Members of the public can store household effects while business operators may require temporary space on a flexible arrangement.” The operation is supported by a 22,000 square Maidman’s Ltd Store & Secure House 5 Yeomans Way, Castlepoint Bournemouth, Dorset BH8 0BL www.maidmans.co.uk Tel: 01202 530901
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foot warehouse unit and a fleet of box vehicles of varying capacities. A big emphasis is on quality of service, illustrated by Maidman’s being the first UK company to gain the BSI quality of service standard for residential moves, commercial relocation and storage services. Since then, it’s added further standards for overseas moving and confidential destruction. “The BSI mark stands up under scrutiny,” states Brian. “We’re also proud to be the only company in the British Isles to win the Domestic Mover of the Year Award twice, in 2011-2012 and 2013-2014. We work on a team basis and that was recognition of what we are trying to do. We’ve got a Certificate of Merit for Commercial Mover of the Year so I think we have the respect of our industry. It’s great from a selling point of view because we can demonstrate our belief in quality and team work.” That respect should stand Maidman’s in good stead as the economy continues to improve, although Brian can see complications: “It’s been such a tough time that we will struggle with fleet replacement programmes because suppliers may be unable to meet demand. Also, we may have a problem finding staff as things improve and the industry will suffer unless it trains and grows its own, which is something we really believe in.”
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Wiltshire Council :feature 2 07/11/2013 12:16 Page 44
COUNCILS: WILTSHIRE COUNCIL
REDUCING
RISKS Wiltshire Council continues to innovate as a new strategy minimises the risk presented by its grey fleet drivers.
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Wiltshire Council :feature 2 07/11/2013 12:16 Page 45
COUNCILS: WILTSHIRE COUNCIL iltshire Council continues to innovate as a new strategy minimises the risk presented by its grey fleet drivers. Recent estimates suggest that nearly half of the business miles covered in the UK are made by the grey fleet — employee-owned vehicles used for business travel. Wiltshire Council’s innovative strategy has been turning a few heads with the Energy Saving Trust’s “Fleet Hero” award and a finalist placing in the Fleet News awards. Employers are responsible for the duty of care of any driver using a vehicle for business purposes regardless of ownership – that is the law. The responsibility, by extension, is also on the business to provide duty of care to other road users.
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This means that the vehicle needs to be suitable for the purpose for which it is being used and is maintained properly. The driver must have the right skills to get behind the wheel, with adequate insurance cover for business travel and that risk factors such as their driving licence and general health are regularly checked to assess the ongoing risk. Wiltshire Council has worked in partnership with its existing fleet software provider Civica, to develop additional functionality to manage the grey fleet in Tranman. Tranman is used as a central repository to store all grey fleet data such as information on the driver; name driving licence details including any endorsements and categories and training records. Along with vehicle information including vehicle age, make, model, MOT, insurance and CO2 emissions. A grey fleet dashboard provides a simple, graphical view of the status of the grey fleet, displaying what checks are due, to proactively
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ensure drivers are compliant, how many checks have been completed over the last month and highlighting high risk drivers. High risk drivers are identified based on their driver type (required, regular or occasional) and whether they have exceeded the maximum number of points on their driving licence for their specific driver type. The dashboard allows the fleet department to focus on high risk cases and to decide whether individual drivers would benefit from corrective training. A review of the grey fleet showed that approximately 3,000 Council employees use their own vehicles for work purposes as well as an additional 2,000 volunteer drivers.This equated to 5,725,000 unmanaged grey fleet miles and a CO2 emissions level of 1,868.7 tonnes. The Council set an industry best practice target to reduce grey fleet miles travelled for 2012/13 by 20%, which would equate to a reduction of 600 vehicles, 1,145,000 fewer grey fleet miles and CO2 savings of 373.74 tonnes.
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Wiltshire Council :feature 2 07/11/2013 12:16 Page 46
COUNCILS: WILTSHIRE COUNCIL
County Hall Bythesea Road, Trowbridge Wiltshire BA14 8JN www.wiltshire.gov.uk Tel: 0300 456 0100
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Reducing grey fleet miles will be achieved in a number of ways, Adam Davies, Fleet Technician Team Leader at Wiltshire Council explains: "We’re trying to change established driver behaviour by providing viable and attractive alternatives. We encourage grey fleet drivers to use our pool cars which we know are well maintained and have low CO2 emissions. We have also introduced a free shuttle bus between Council locations which has the added benefit of freeing up parking spaces.
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“The Council has also implemented a flexible working policy which encourages managers to use technology rather than driving to meetings, so we’re doing more video conferencing and virtual meetings.” In addition, the Council has 25 low emission pool cars and Adam is currently working with Civica to develop and trial touch screen technology which will ensure that these vehicles are properly maintained while they are in the workshop. He says, “At the moment, a paper work card is being used for this purpose. But we hope before long to use Tranman to monitor and govern this process. “I think that the golden rule for any fleet manager looking to implement fleet management software is to ensure that it has the flexibility to adapt to your organisation’s changing needs. “If you’re a large organisation, my personal view is that there isn’t any real benefit of going out there and buying a product that’s off-the-shelf. “But to get the results that are right for you, it’s important to ensure that you build a sound and ongoing relationship with your software company so that they understand what it is that you need – and swiftly act on it.” Adam says Wiltshire Council has been able to greatly reduce the number of unnecessary high risks that grey fleet can present. Through its partnership with Civica, the Council has implemented an effective solution that enables it to easily identify risks, comply with duty of care legislation and manage the entire process.
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Wiltshire Council :feature 2 07/11/2013 12:16 Page 47
COUNCILS: WILTSHIRE COUNCIL
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Trade Distribution:feature 2 08/11/2013 14:08 Page 48
HAULAGE: TRADE DISTRIBUTION LIMITED
INTELLIGENT LOGISTICS Trade Distribution Limited ship and distribute for most of the UK’s ‘blue chip’ companies involved in the FMCG market aving been established by Heron and Brearley to support and consolidate deliveries to its 44 pubs and chain of Spar shops on the Isle of Man, Trade Distribution Limited (TDL) has expanded dramatically. It‘s now a major contributor to the parent company’s growth and its UK Transport Management operations provide a major contribution to the group’s activities. That work includes shipping and distribution for most of the UK’s ‘blue chip’ companies involved in the FMCG market. “We can and do collect early morning, board the lunchtime boat and deliver on the Isle of Man within 12-14 hours,” comments Operations Director Vic van den Heever. “Our business is built entirely on service, which is second to none. Our KPIs are extremely stringent and we audit our operation daily.” A major contract for AKW, the market leader for bathroom and kitchen products for those with mobility needs, involves around 40,000 deliveries a year with
H For further information about the company and its activities, please contact: Hubert Lowry Sales Director Tel: 01695 722031 Mob: 07836 616513 Email: hubert.lowry@tdl.co.im
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thirty dedicated vehicles operating in AKW livery. There’s also a full-time team organising deliveries of White Moss Horticulture Ltd compost to UK supermarkets, their RDCs and garden centres comprising up to 2,500 full loads per year. On the Isle of Man, TDL continues to deliver to the parent company’s pubs and every other business on the island but, as Vic explains, that activity has expanded: “We have started exporting own-brand beers, Okell’s, into the UK running a dray fleet from Skelmersdale to service our twenty plus pubs here as well as the other major pub chains and independent houses.” The whole operation involves up to fifteen trailers a day on the Isle of Man Steam Packet ferry, including an exclusive contract with the Isle of Man Creamery to export cheeses and import supplies, and the export of most Isle of Man fish products, including the world famous ‘Isle of Man Queenies’, on their fleet of temperature-controlled trailers. The import of special coal for the Isle of Man Steam Railway, removal of the
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Trade Distribution:feature 2 08/11/2013 14:08 Page 49
HAULAGE: TRADE DISTRIBUTION LIMITED island’s waste paper to paper mills and importing equestrian sand is undertaken on the tipper and ‘walking floor’ trailer fleet. Over 80% of furniture into the Isle of Man comes on TDL’s double-deck trailers and the company handles all fruit and vegetable imports for the island’s major wholesaler, Robinsons. “We send vehicles to UK markets early morning to collect fresh produce and receive fresh deliveries at our Skelmersdale warehouse daily until about mid day” recounts Vic. “We ship on the lunchtime boat and they’re on the island late afternoon.”
DISTRIBUTION NETWORK The extensive service requires a distribution network including temperature controlled and ambient storage, a fleet of 75 trucks and 120 trailers, and an IT system to support it. That handles route planning and tracks orders right through to POD, with customers having the ability to access the information.The route planning sets the most cost-effective route to reduce fuel use and minimise CO2 emissions. The level of diversification TDL has undergone enabled it to thrive throughout the recession. “We have always looked for other avenues,” comments Vic. “We have improved and refined our services, cut costs and paid attention to detail.” That approach enables the company to look forward to further controlled expansion that’s typified, as Vic attests, by delivering around 90% of the timber frame house kits into the Isle of Man: “The housing market on the island has started to take off again and the number of houses we’re going to bring in next year is more than triple recession volumes. We are probably one of the first in line to see the economy and how it’s affected.”
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Transworld:feature 2 07/11/2013 12:22 Page 50
HAULAGE: TRANSWORLD
Transworld are the specialist service provider in time critical Courier, Marketing and Logistics, Pick and Pack, Fulfilment, Mail and Distribution
DELIVERING EXCELLENCE FOR 30 YEARS aving provided time critical and managed courier services for almost 35 years, Transworld has built its business considerably. “We store approximately 6,000 pallets of client stock and ship around 500,000 courier deliveries a year, 50% international,” states CEO Aizad Hussain. “We mail around 2.5 million items and undertake about 10,000 unique fulfilment jobs annually, all managed and operated under one brand.” That’s achieved by a company with 120,000 square feet of logistics space, a thirty-strong van fleet and 150 employees. The scale of operation is only possible because Transworld invests heavily in technology to control consignments anywhere in the world. Consignments within London are handled through the company’s resources and the rest through its international partner network. But from initial order
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Transworld Unit 3, Bricklayers Arms Mandela Way, London SE1 5SR www.transworld.eu.com Tel: 020 72313131
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to final delivery, every one is tracked by a system that integrates fully with partners’ systems and is accessible by clients. Aizad says: “We deal with point to multi-point drops, courier and agent networking configuration and integration, managing complex import and customs requirements, raising manifests and managing inventory. We’ve given tremendous control to our customers who benefit from our years of accumulated knowledge. Our systems are tailored to the needs of particular clients so each one feels it’s a very intimate service they can use from mobile devices and PCs.” The level of sophisticated control enables Transworld to provide an efficient and personal service that’s unique to every client and available 24/7 across all time zones. That’s essential for a company operating in a niche market of delivering individual high value items to global locations in a secure and timely manner.
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Transworld:feature 2 07/11/2013 12:22 Page 51
HAULAGE: TRANSWORLD The company has expanded into handling bulk fulfilment work, such as being River Island’s strategic overflow centre to deal with large volumes of sales and promotions at the blue-chip retailer that cause peaks of demand their resources can’t meet. The level of service attracts top tier clients including six of London’s top ten law firms, many of the famous old and new-media names and most top-tier financial institutions.
CHALLENGING The economic situation has been challenging although Aizad believes the main effects on Transworld have been the impact of the supply glut on pricing and a change in buying habits. “The biggest challenge remains how we position our business to continue document delivery and capitalise on the growing parcel market that has different demands,” he says. “That gives us different opportunities and challenges. We’ve re-adjusted ourselves, grown the business, brought on more customers and proved our values because ultimately people buy from good companies where they’re getting a good service and feel important. Those are customers that build long term value. The challenge and opportunity are always to be customer first, network second even if that means we avoid the pile ‘em high, sell it cheap market. Throughout the recession, we’ve maintained our pricing and hope the industry will see pricing discipline develop to encourage appropriate returns on investment.” Transworld remains in expansion mode and is building a new world-class logistics facility, enabling it to continue providing complex services efficiently. There’s also further investment in technology to expand the product mix. Aizad says: “We’re continuing to invest in sales and marketing to bring on new customers and in existing customers to continue providing a great service. We are a very personable company; we get close to our customers and deliver a memorable experience so they keep coming back to us. We have good systems, good people and good service culture, which is hard to replicate.”
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N R Evans:feature 2 09/11/2013 09:51 Page 52
FLEET REVIEW: NR EVANS
TEMPERATURE CONTROLLED DISTRIBUTION N R Evans Distribution is one of the ten biggest temperature controlled distribution companies in the UK delivering over £500 Million of chilled product annual aving established itself as one of the ten biggest temperature controlled distribution companies in the UK, delivering chilled products with a value of more than £500 million annually, NR Evans has now diversified into other activities. They include delivering general freight at ambient temperatures and an ATF centre that’s available for its own fleet and third party companies. The operation is run from the head office at Cross Hands in South Wales plus a further six locations, each with different facilities and services. At its Aldridge, Hilton and Foston sites it provides refrigerated storage where the main activity revolves around a major contract for Dairy Crest. “We store, pick and deliver bottled milk to sales outlets,” remarks Regional Fleet Manager Rob James. “That’s the major contract and is 90% milk.We’re collecting from their bottling plants to our sites to be stored, then from our sites to be delivered to stores, which is a 24-hour operation. We have a 50,000 square foot chilled area in Aldridge and 10,000 square feet at Cross Hands. ” The other four sites — Cross Hands, Gaerwen in North Wales, Bedford and Bridlington — are mainly concerned with refrigerated transport for meat companies, the biggest contract being for the delivery of refrigerated meat to Asda, Lidl and McDonalds distribution centres. There’s also regular work for Bibby Distribution to whom NR Evans rents yard space at Cross Hands as well as running upwards of five tankers each day to creameries.
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DIVERSIFIED WORK Part of the company’s diversification over the last three years has seen increasing amounts of work for companies such as TJ Morris, which trades as Home Bargains, the retail discount chain. That involves regular runs to deliver products from distribution centres to stores. Major investment in the Cross Hands site has increased refrigerated storage capacity and enabled the development of a three-bay workshop for vehicle servicing. Rob says: “We’ve opened an ATF that is seven months old under a fairly new VOSA scheme. It operates as an MOT testing station for our own vehicles and for third party companies. We are open to take bookings from any customers, basically anybody with vehicles over 3.5 tonnes.” Cross Hands undertakes most of the servicing for the fleet, the balance being handled by a combination of a two-bay workshop at Hilton in Derby, a team of fitters and breakdown vans, and main dealer servicing for vehicles under warranty on contract maintenance. That ensures the efficient operation of a fleet that comprises around 200 trucks, mainly Mercedes, MANs, Renaults and Scanias that are, due to a threeyear renewal policy, mostly Euro 5s. Requirements for trailers are less stringent so they’re renewed on an individual basis but are still very modern equipment. The varying demands of the work require a mixed fleet, as Rob outlines: “We have dual temperature trailers for mixed loads, hanging trailers to carry meat and straight board boxes. Most trailers are fitted with tail lifts for store deliveries and are fairly specialised.
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N R Evans:feature 2 09/11/2013 09:51 Page 53
FLEET REVIEW: NR EVANS
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N R Evans:feature 2 09/11/2013 09:52 Page 54
FLEET REVIEW: NR EVANS
“THE FLEET IS FULLY TRACKED SO WE KNOW WHERE EVERY LOAD IS AND IT’S ALL INTERLINKED WITH OUR MAINTENANCE SYSTEM.”
Consequently, we are limited when it comes to hiring and purchasing extra kit because there are only a certain number of suppliers who will do these.”
MONITORING AND CONTROL
NR Evans Logistics Llwyn Yr Eos, Parc Menter Cross Hands Carmarthenshire SA14 6RA www.nrevans.co.uk Tel: 01269 842330
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And the vehicles, he explains, are controlled through tracking devices: “The fleet is fully tracked so we know where every load is and it’s all interlinked with our maintenance system.We record details of the driver, the truck and trailer, load details, temperature and service status so we know when each truck is due its MOT or service.We monitor temperatures, recording details by date and can report everything over the last three months.” The tracking also monitors driver behaviour that includes driving style, gear changing and each application of the brake. That translates into driver scoring
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and eventually into a driver incentive in the form of a bonus scheme directly linked to performance. Overall efficiency is also helped by route scheduling by transport planners, which can use the depot network to move products between locations using reloads that avoid excessive empty running. The process is dependent on close connection between the various depots and a high level of communication. Although customers generally require temperature controlled or ambient transport, with little crossdemand, the company works closely with them and changes the business to reflect their needs. That was behind the move to general freight and the company is constantly looking at different load opportunities. There’s also a continued drive to improve efficiency that includes a sharing of resources. “It gives us more work, makes the job more worthwhile to us and reduces the cost to customers,” remarks Rob. “It’s something we’ve started doing more recently and we are developing a stronger relationship with customers, both for the workshop and transport, and are forever looking to come closer to various companies. We’re a large company but still effectively family run with the founding Director on-site most of the time and very involved in the business.”
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N R Evans:feature 2 09/11/2013 09:52 Page 55
FLEET REVIEW: NR EVANS
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lookingback:feature 2 07/11/2013 14:31 Page 56
Looking back at...
JOSEPH LOCKE In our regular column we take a brief look at some of the great pioneers, innovators and technology that has helped shape Britain’s transport system oseph Locke was a pioneering English civil engineer of the 19th century who, alongside Robert Stephenson and Isambard Brunel, was one of Great Britain’s most notable thinkers in railway development. He rose to prominence working alongside Stephenson on the Liverpool and Manchester Railway. He was employed by Stephenson as assistant engineer on the project after Locke severely criticised the original survey. It didn’t help their personal relationship but Stephenson recognised the talents of Locke. This was particularly noticeable when the railway hit a troublesome spot at Chat Moss where a large bog lay in its path. Although Stephenson claims credit, it is widely believed that Locke devised the best method of crossing the bog. Locke and Stephenson differed in a number of ways. Locke’s route avoided as far as possible major civil engineering works, for example. The main one was the Dutton Viaduct which crosses the River Weaver and the Weaver Navigation between the villages of Dutton and Acton Bridge in Cheshire. The viaduct consists of 20 arches with spans of 20 yards.
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Locke was also more careful than Stephenson in order to get value for the client. For the Penkridge Viaduct Stephenson had obtained a tender of £26,000. After Locke took over, he gave the potential contractor better information and agreed a price of only £6,000. Proof of Locke's ability to estimate costs accurately is shown by the fact that the construction of the Grand Junction line cost £18,846 per mile as against Locke's estimate of £17,000. In addition, Locke worked more closely with his contractors, which facilitated better working methods and the ability to overcome challenges. He also personally gained experience of the building process and of the contractors themselves. This saw him work with the same contractors on many projects. The biggest difference between Stephenson and Locke was that Stephenson was schooled in the railway as it used to be. That meant low power and the difficulties of overcoming steep gradients. This would see many miles added to the line to avoid inclines increasing cost and project length. As trains evolved, so could the railway. Locke, arriving on the scene a little later
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than Stephenson, had more confidence in the ability of locomotives to climb gradients. This was exampled most starkly on the Lancaster and Carlisle Railway project. The Lake District mountains stood in the way of the railway line. Stephenson suggested the only possible route was to go around the mountainous region. The client rejected this route, deciding instead to go with Locke’s plan, which passed over the steep gradients of Shap Fell. The line proved successful. Despite becoming competitors, Locke still referred to Stephenson as a friend.When the older man died in 1859, Locke was a pallbearer at his funeral and is quoted as saying the departed was a “friend of my youth, the companion of my ripening years, and a competitor in the race of life.”
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ISSUE 140
TRANSPORT &LOGISTICS
ISSUE 140
D R I V I N G
T H E
I N D U S T R Y
F O R WA R D
KUEHNE + NAGEL
TRANSPORT & LOGISTICS MAGAZINE
GREEN COMMITMENT
TEMPERATURE CONTROLLED DISTRIBUTION NR EVANS
SKANSKA DELIVERING LOW CARBON TRANSPORT
SAINSBURY’S SETTING A REAL CHALLENGE