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ISSUE 139
TRANSPORT &LOGISTICS T H E
I N D U S T R Y
F O R WA R D
TRANSPORT & LOGISTICS MAGAZINE
ISSUE 139
D R I V I N G
CHILTERN TRANSPORT CONSORTIUM
POLICE COLLABORATION EXCITING TIMES AT PRIORITY TRANSPORT
THISTLE COURIERS A PERFECT CHOICE
THE LAST FLIGHT OF THE CONCORDE
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THE STANDING START UNDERCOVER CLAMPDOWN atch out for the copper posing as a HGV driver! That’s my advice
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following the latest crackdown on road-rule-breakers following several prosecutions after police, posing as truck drivers, caught around 200 people committing driving offences on Britain’s roads. One driver was caught shaving while driving in excess of the speed limit on the
motorway. Another was found to be brushing his teeth with a bottle of water while one PUBLISHER: Noah Quirke EDITOR: Daniel Stephens FEATURE MANAGERS: Adam Foster Shane Kelly Stefan Drakes 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
female van driver was caught accessing Facebook on her mobile phone. All the drivers were found committing offences by two police officers using a Scania lorry cab on the M27, M3, A34, M40 and M4 carriageways in Hampshire and the Thames Valley last month. 227 offences were witnessed in the space of four days with 25 lorry drivers caught using their mobile phones. Each driver was given a £100 fine and three points on his or her license. It just goes to show how easily we can commit road offences even when we know the dangers. It is surprising to see the extent people will risk their lives while driving at high speed. What’s more, it is shocking that the transport sector is still breaking rules given the availability of training and the emphasis on health and safety. With the recession hitting the industry so hard, it is difficult to believe drivers are willing to risk their jobs when their mobile phone rings. Paul Dimond, the police sergeant who coordinated the undercover clampdown, said “distracted driving is proven to be a significant factor in many of the collisions on our roads.” Although the operation focused on distraction offences, officers acted on any infractions of the law witnessed by undercover officers as well as any seen by the marked patrol cars in support.
DANIEL STEPHENS EDITOR 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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CONTENTS
INSIDE SECTIONS
NEWS LEGAL LOGISTICS MEDICAL LOGISTICS ANNIVERSARIES PLANT AND FLEET REVIEW CARBON EMISSIONS FROZEN FOODS LOOKING BACK AT...
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FEATURES News The latest top stories
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Blackhouse Jones Operator’s licence compliance
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Tek Freight On time, in temperature
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Priority Transport Exciting times
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Concorde The last flight of the Concorde
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Marcus Transport Exceeding Expectations
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RH Logistics In safe hands
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Anthony Robson Transport Specialist Transport Solutions
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Low Carbon Vehicle Partnership Delivering low carbon transport
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Thistle Couriers A perfect choice
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Wigan Council Looking to the future
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Chiltern Transport Consortium Police collaboration
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Skanska Driving down carbon emissions
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British Frozen Food Federation Bring the frozen food industry together
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Looking Back At... The channel tunnel
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Follow us on
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CHILTERN TRANSPORT CONSORTIUM
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MARCUS TRANSPORT @TandLMagazine 2
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CONTENTS
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TEK FREIGHT
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THE LAST FLIGHT OF THE CONCORDE
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PRIORITY TRANSPORT
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ANTHONY ROBSON TRANSPORT
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NEWS
EU HAILS PLAN FOR GLOBAL GREEN TAX ON AVIATION The EU and its critics are both claiming victory in the battle over green taxes on flights to and from Europe, after a deal was struck. The world’s governments agreed that all airlines should join a global scheme to cut carbon emissions. But details will not be negotiated until 2016. There is still pressure on the EU to delay imposing its Emissions Trading Scheme (ETS) on aviation. The EU said its leadership had led to the deal, but greens disputed that. Environmentalists accused the EU of caving in to pressure. The new deal was reached on Friday after long negotiations in the International Civil Aviation Organization (ICAO). It ends for the first time the notion of exceptionalism that has been cultivated by the industry. The aviation sector will attempt to negotiate by 2016 a market-based mechanism (taxes, tradeable permits or carbon offsets) to tackle emissions from flying.
Technical innovations will play a part too. The deal will be in place by 2020, when the new UN climate deal – not yet negotiated – is due to start. An EU spokesman told BBC News: “It’s a very positive outcome. After more than 15 years of talks we got a deal. The reality is, if it hadn’t been for EU pressure (through extending the ETS to aviation) this probably wouldn’t have happened.” Paul Steele, executive director of the industry-wide Air Transport Action Group, said it was “clearly an historic resolution”. “It represents significant progress. We now have agreement on a global scheme and a timeline and the building blocks to deliver it.” But there was fierce resistance from some nations in the ICAO to curbing aviation emissions, especially from emerging economies with big territories like Brazil, China and India. And developing countries, particularly in Africa, have secured what appears to be a complete get-out clause.
Bill Hemmings from the green group Transport & Environment said: “The EU ETS, the only international measure that actually reduces emissions from international aviation, has been hamstrung by ICAO delegates more interested in evading responsibility than protecting the environment. The text is full of holes… exactly what it was supposed to avoid.” Samantha Smith from the environmental group WWF said “the science is clearer than ever – 2020 is too late”. Last month the Intergovernmental Panel on Climate Change (IPCC) said there was convincing evidence that human activity was causing global warming. “Right after the recent IPCC release, this was the first chance for governments in ICAO to take decisive action, and they failed,” Ms Smith said. It is not clear what happens now to the ETS aviation scheme. Plans to extend it to aircraft were previously put on hold, as the EU compromised to avoid a trade war.
FRENCH HGV TAX DELAYED SHEARINGS GROUP CHOOSES UNTIL JANUARY 2014 QUARTIX VEHICLE TRACKING THE FRENCH government has postponed the introduction of a tax on HGVs, planned for 1 October, until January 2014. It said this was due to technical problems which had come to light during the test-phase of the scheme which began at the end of July. The company running the scheme, Ecomouv, has been ordered to take corrective measures as soon possible, with the government threatening to take action against the oper-
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ator if there are further delays, provision for which is made in the contract. Levied at an average rate of €0.12 per km , the tax will apply to commercial vehicles of more than 3.5 tonnes, plying over 12,000km of French highways, excluding toll motorways, the aim being to encourage shippers to use modes of transport other than road. The scheme entails equipping vehicles with special badges, enabling them to be tracked by satellite.
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SHEARINGS, one of the UK’s leading independent holiday companies, started looking for vehicle tracking at the beginning of 2013, realising the benefits live data and reporting could provide for their management teams. After researching the market, Shearings chose to trial the award-winning Quartix system and were impressed with the results: “We had very positive feedback from
our operational teams,” says Denis Wormwell, Shearings CEO. “We also found the 12 month direct rental attractive, as we didn’t have to commit over a long period.” Shearings is currently focusing on the core features of the Quartix system, such as live tracking, route maps and daily vehicle reports, gradually moving on to more advanced tools such as driving-style monitoring and utilisation analyse.
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NEWS
PIRACY WARNING TO SHIPPING
THE INTERNATIONAL Maritime Bureau (IMB) has issued a warning to shipping about the potential for a rise in piracy off the eastern coast of Africa as the monsoon season subsides. The IMB, part of the International Chamber of Commerce Commercial Crime Services, said conditions would “become conducive to the operation of small pirate skiffs” and masters of ships should remain vigilant and follow anti-piracy protocols. The warning comes as figures show a drop in the number of piracy incidents, with 138 taking place worldwide in the first half of the year compared with 177 in the same period of 2012. Covering the same periods there was a reduction in hijackings from 20 to seven, while the number of sailors taken hostage fell from 334 to 127. The IMB attributes the drop to the actions of naval vessels and onboard security teams, and the pres-
ence of a stable government in Mogadishu, Somalia. Pottengal Mukundan, director of the IMB, said: “Naval forces continue to play a key role in the response against piracy in this area from the collection of intelligence to the identification and disarming of suspected pirate vessels before they pose a threat to ships. It is vital they remain until the situation improves ashore so that piracy is no longer a viable option for the criminals. “Although the attacks off Somalia have fallen we should not forget the desperate plight of the 64 crew currently held in Somalia, 38 of whom have been there for over two years.” In June the heads of West and Central African countries signed the Code of Conduct Concerning the Repression of Piracy, Armed Robbery Against Ships, and Illicit Maritime Activity in West and Central Africa.
NEW LOGISTICS DIVISION FOR MENZIES DISTRIBUTION’S MENZIES Distribution’s Managing Director David McIntosh has revealed the company’s new logistics division is in talks with a number of high street retailers about distributing items other than printed material. Menzies Logistics Solutions has been developed to maximise the use of the Menzies Distribution fleet during daytime hours, after core newspaper and magazine deliveries have been made.
The new division, led by General Manager Stuart McLean, is already delivering 175,000 travel brochures to more than 1,000 travel agents in the North West and South East of England; and collecting hundreds of thousands of free newspapers and magazines from printers each week before delivering them to hand-to-hand merchandisers based at popular commuter sites across London.
HAULAGE FIRMS WARNED TO BEWARE OF DIESEL THIEVES HAULAGE firms across South Tyneside are being warned to be on their guard for diesel thieves. Police have been informed of a number of premises hit by criminals siphoning fuel from tanks. A company on the Low Simonside estate and a building site in Boldon have both been
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victims of the thieves. Now, officers are urging firms to take a second look at their security, and to ensure fuel tanks are locked at all times. Anyone with information or spotting anyone acting suspiciously around building sites or haulage yards is asked to contact the police.
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NEWS
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NEWS
PIC HS2 ECONOMIC CASE HAS SERIOUS SHORTCOMINGS SAY MPS COMMITTEE A COMMITTEE of MPs has voiced serious doubts about whether a new high speed rail link would offer the UK value for money. Members of the Treasury Committee said there were ‘serious shortcomings’ in the current cost-benefit analysis for HS2. They said the economic case must be looked at again. A government spokesman said HS2 was vital for the UK to meet its ‘urgent capacity needs’. HS2, which stands for High Speed Two, is intended to allow trains to run at 250mph (400km/h) from London to Birmingham from 2026, with branches to Manchester and Leeds via Sheffield planned for 2033. The estimated cost of the plan has risen in the past few months from £34.2bn to £42.6bn – plus £7.5bn for rolling stock. The Committee’s report called for a more
convincing case for HS2 from the Treasury. “We need reassurance that it can deliver the benefits intended and that those benefits are greater than those of other transport schemes – whether in the department’s project pipeline or not - which may be foregone,” it said. The MPs said the government should formally reassess the project and proceed only once three criteria are met: The plan has attracted fierce criticism from some of those living on the intended route Concerns raised by the National Audit Office over the existing cost-benefit study have been factored in by the government The Treasury publicly explains any benefits HS2 will bring that are not in the existing economic appraisal The Treasury has published its own comprehensive economic case for HS2
DHL INTRODUCES CARBON REPORTING FEATURE DHL Global Forwarding, Freight has included an automatic carbon footprint reporting feature as part of its track and trace system. The customer system complies with norms and latest industry standards. Customers are able to see the carbon footprint of their shipments within DHL’s web based services ‘DHL Public
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Tracking’ and ‘Active Tracing’. The reporting service automatically appears in the system. The new feature is available for customers worldwide. Roger Crook, CEO DHL Global Forwarding, Freight, said: “More and more customers demand a precise calculation of their individual carbon emissions when shipping goods.
The government spokesman said the project was on course, under control and would be delivered within the agreed budget. “We are confident that our analysis is robust and conforms with government spending guidance,” he said. “The case for HS2 will be further improved when we publish shortly the updated strategic case – including cost-benefit analysis – which will show high value for money for the project.” The HS2 plans have had the backing of all three main political leaders but are strongly opposed by some backbench MPs. However, shadow chancellor Ed Balls has hinted Labour might ditch the project over its cost if the party regains power. A recent report for HS2 Ltd found the project could boost the UK economy by £15bn a year.
BRIGHT LIGHTS FOR PORTS ENERGY consumption at ports and terminals can be reduced by up to 80% if light emitting plasma (LEP) is used for high mast applications – says the winner of PortTech LA’s Best Business Model Award. American lighting expert, Bright Light Systems (BLS), also says that initial investment in LEP is paid back through power savings in less than two and a half years, which gives LEP the edge over LED in this regard. Brad Lurie, CEO, Bright Light Systems, said: “We have proven our
technology and approach in the market place and are in a position to scale and accelerate our growth. Our product is far beyond beta testing or trials and we are winning business today using technology in a market that has been stagnant for nearly 50 years.” Mr Lurie also pointed out that LEP like LED, has longevity and reliability, but has a much greater lumen density (up to 200x greater) and can distribute light evenly across wide areas.
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NEWS
BUSINESS GROUP OPPOSE A14 TOLL
A BUSINESS group representing Norfolk and Suffolk says it is opposed to a toll for vehicles on the A14. The Highways Agency is proposing to build a new section near Huntingdon. The government has said tolls should be considered for it because “people who are going to benefit... should pay something towards it”. The New Anglia Local Enterprise Partnership (LEP) said it would be a “tax on growth” that would cost businesses millions of pounds. The new 12-mile (19km) section of the trunk road would be built in Cambridgeshire with the aim of easing congestion on the existing route between Cambridge and the A1.
The proposal is to charge £1-£1.50 for cars and £2-£3 for lorries on the new stretch to help fund the £1.5bn upgrade. Last week, Prime Minister David Cameron said: “I think there is a strong case for saying when you’re putting in new capacity, when you’re dealing with congestion, that some of the people who are going to benefit from that should pay something towards it. “Everybody knows that we’re living in circumstances where the government can’t just create money.” The LEP said it backed the creation of the road, but a toll would hit traffic using the ports such as Felixstowe and Great Yarmouth. Dr Andy Wood, chairman of the
CO-OP PLAN TO EXPAND RAIL FREIGHT OPERATIONS THE CO-OPERATIVE is looking at rolling out its rail freight services throughout Scotland and the South West of England, after doubling its use of rail over the past three years. More than a quarter of its produce between Coventry and Scotland is now being transported by rail. Its daily service carries some 21 containers a week, between Daventry and the rail freight terminal at Mossend. “The rail freight initiative has
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been a big success for The Co-operative – taking increasing lorry loads off the road and radically reducing our carbon emissions,” said Mark Leonard, head of supply chain logistics service. The Co-operative reckons it the move to rail has cut CO2 emissions by 500 tonnes a year. “Combating climate change is a key priority for us, and logistics has a major role to play in reducing its CO2 emissions,” said Leonard.
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New Anglia LEP, said: “The ports and logistics sector employs almost 24,000 people in Suffolk and Norfolk and is worth £5.4bn to our local economy. “It is vital we do everything to support this key sector and not place it at a competitive disadvantage to other parts of the country. “Companies in this region have shown strength, resilience and leadership in the face of the economic downturn and the toll could jeopardise their future.” The LEP said the Highways Agency needed to hold consultation events in Norfolk and Suffolk as well as planned ones in Cambridgeshire. The Highways Agency consultation will continue in 2014.
DOVER FREIGHT GROWTH AN INCREASE in truck traffic of just over 11% on ferry services from Dover to Calais and Dunkirk, in the first half of the year, can be explained by the ’SeaFrance/MyFerryLink (MFL) effect,’ according to P&O Ferries. “For the year to end-June, Dover’s throughput of freight vehicles totalled 1,072,089 units compared to 963,420 units in the same period last year,” a company
spokesman said. “But in reality, the figures merely show that Dover’s volumes have returned to 2010 levels, before the demise of SeaFrance and subsequent creation of MFL." In the first six months of 2010 Dover handled 1,072,021 freight vehicles. P&O Ferries expects the remainder of 2013 to be tough, marked by over-capacity, putting pressure on rates.
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ADDITIONAL FUNDING TO SUPPORT ISLAND FERRY TRANSPORT Minister Keith Brown has announced £1.9million investment in the next financial year to help support commercial hauliers in the Western Isles, Coll and Tiree. The investment will ensure ferry fares for commercial hauliers starting from summer 2014 are pegged back at an increase of 2.7%, which Mr Brown confirmed would be in line with the rest of Scotland’s ferry network. Mr Brown said: “ We are aware of views from some hauliers on the Western Isles, Coll and Tiree routes of the impact of the transitional arrangements we have put in place to move commercial hauliers to nonRET fares, and we are listening. “Against a backdrop of a one third cut to the Scottish Government’s capital budget, and rising costs like fuel – issues which we have no control over – we are facing some very difficult choices,” he continued.
“Our commitment must be to ensure continued improvements to infrastructure and services across all of Scotland’s ferry routes and we are providing a record £423.9million over this and the next two financial years to this end. “Most recently we also announced our intention to run a three year winter pilot on the Mallaig to Lochboisdale route which underlines our wider ambition.” Mr Brown added: “The extra investment announced today ensures we strike a balance between delivering a commercial vehicles fares structure for all of Scotland’s islands that is fair, transparent and straightforward, without compromising on wider investment in the whole ferry network, including rolling out of RET for passengers, cars and small commercial vehicles across the entire Clyde and Hebrides ferry network.”
IRELAND’S ‘TOLL HOLIDAY’ NOT BE MISSED SAYS FTA THE FREIGHT Transport Association of Ireland (FTAI) has told operators of heavy goods vehicles to take advantage of the one month ‘toll holiday’. Ireland’s Minister for Transport, Travel and Sport – Leo Varadkar confirmed the details of the 30 day ‘toll-holiday’ trial which is to take place in November 2013 across a number of routes including the
M1, M3, M6 and the Limerick Tunnel. Based on feedback the Minister had received he has chosen these routes, and cited examples of roads where it was thought large numbers of HGVs were avoiding the costs of tolls; the M1 outside Drogheda; the M3 motorway from Dublin to Kells; the M6 from Ballinasloe to Galway and the Limerick Tunnel.
MP QUITS TO SPEND TIME WITH HIS FREIGHT TRANSPORT GROUP LABOUR MP Rob Flello has resigned as shadow justice minister “after careful consideration” in order “to return to the backbenches to focus on my other parliamentary interests.” Flello is chair of the All-Party Freight Transport Group, which states as its objective that it will “promote freight transport issues and
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provide a forum to discuss challenges and opportunities facing the industry in all its forms.” This comes ahead of an expected Labour shadow frontbench reshuffle by Labour leader Ed Miliband. Flello has been a part of the shadow ministerial team since Miliband because leader in 2010.
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LEGAL LOGISTICS
TIME TO HAVE YOUR SAY:
OPERATOR’S LICENCE COMPLIANCE Q
My maintenance frequency is six weeks and I plan the maintenance on a weekly forward planning chart. On a recent VOSA visit, they identified that I regularly maintain my vehicles at more than 42days and therefore they think I am stretching my frequencies. Is this right? The statement of intent when you complete your Operator’s Licence application form is that your maximum frequency will be six-weeks. It is important to note that this statement of intent is a maximum window. Six-weeks equates to 42 days (i.e. 6 x 7). Currently some VOSA Officers and some Traffic Commissioners are of the view that if you have a maximum of six weeks, that is the same as 42 days and therefore if you go over 42 days you have breached your interval. This has been hotly debated in Public Inquiry over the years. The safest option is to write to Traffic Area Office and indicate that your maximum interval will be seven weeks thereby giving you the option of going over 42 days and into the seventh week. Or secondly, you could plan your maintenance at five weekly intervals thereby not breaching the sixth week; of course this may mean slightly more frequent maintenance than you would otherwise have done.
Maintenance frequencies, Driver Conduct Hearings and retiring partners... Pick the brains of road transport law experts, Backhouse Jones, to discuss your regulatory and compliance concerns.
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Alternatively the operator might be able to confirm what disciplinary action has been taken against the driver or the extent of any retraining that has been given. Lastly, the operator can always confirm the current position with regards to the driver’s compliance with the law and regulations. Hopefully, by the time of the Driver Conduct Hearing, the driver's compliance will have substantially improved and the operator can confirm that current tachograph analysis shows no ongoing problem with infringements.
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One of my drivers has recently been called to a Driver Conduct Hearing for alleged tachograph offences. Do I need to attend? A driver conduct hearing is a meeting between the Traffic Commissioner and a driver when the Traffic Commissioner, on behalf of the Secretary of State for Transport, considers whether the individual driver is fit to continue holding a vocational driving licence. It is different from a Public Inquiry (though both types of hearing are frequently heard together). The outcome of the hearing may see the driver receiving a formal warning, the suspension of his vocational licence or even its revocation. There is no clear statutory guidance as to whether a Driver Conduct Hearing is a public affair, at which anyone can observe, or a private ‘interview’. Most Commissioners deal with them in public unless the subject matter is highly personal or confidential. An operator can choose to attend a Driver Conduct Hearing in one of two capacities. Firstly he or she may attend as a witness for the driver. Secondly, if they are not a witness then they could simply be present to observe the proceed-
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I run a haulage business and one of my partners has recently retired, now leaving the business with two partners as opposed to three. Does this affect my O-licence? Unless there is a formal written partnership agreement in place, all partnerships dissolve when any of the partners leave the business, die, become a person who lacks capacity within the meaning of the Mental Capacity Act 2005 or where the partnership is reduced to just one person. Formal partnership agreements can specify otherwise. If the partnership dissolves, then the O-licence is no longer valid and a new application must be made immediately. If the partnership has not dissolved (i.e. a formal written partnership agreement is in place), a letter should be sent to the Office of the Traffic Commissioner explaining the ‘material change’ in the composition of the business. It is often the case that a change in partnership occurs and the business continues to operate for a number of years until a VOSA investigation/inspection identifies the partnership change. The fact that the business has been operating without a valid licence results in the Operator being called to a Public Inquiry and revocation of the O-licence by the Traffic Commissioner. The ‘illegal’ running of the business also compromises the prospects of the Traffic Commissioner granting a new licence. It is therefore essential that if there has been a change in partnership within your business that advice is sought at the outset as you may be operating illegally. This applies if a new partner is brought into the business.
For all related enquiries, please contact Jonathon Backhouse at Backhouse Jones, 08450 575 111 or email jonathon.backhouse@backhouses.co.uk ings when it may be in the operator’s interests to see exactly what is said. This may have a future impact in terms of the driver’s employment and any disciplinary action that might be taken or the operator's own position if a Public Inquiry is called. Driver Conduct Hearings often take place when there has been no actual prosecution brought against the driver. There may be no conviction for the alleged tachograph offences. If, therefore, the driver has an explanation that might amount to any defence then it will certainly be in the driver's interests for him to be accompanied by the operator who can then assist in putting forward that explanation or defence. Even if there is no defence, the operator might be able to assist in explaining the circumstances which led to the offences being committed.
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TEK Freight :feature 2 05/10/2013 12:57 Page 12
MEDICAL LOGISTICS: TEK FREIGHT alling rates persuaded Gary Williams to seek a niche market when returning to the express freight market after a nine year absence. That led him to set up Tek Freight to provide a fully validated, temperature controlled transport service for the healthcare industry. “We only carry healthcare products; pharmaceuticals, anything temperature controlled and healthcare devices,” states Gary. “We handle anything from a shoe box size to five pallets and carry clinical tests, cancer drugs and other high value items.”
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BEST EQUIPMENT
Tek freight provide a fully validated temperature controlled transport service to the healthcare Industry, specialising in pharmaceutical, clinical trials and biotechnological
Because consignments are high value and generally time and temperature critical, that puts pressure on the company to have the best equipment. And with 65% of business being intra-Europe, with a van typically away for two weeks doing deliveries and pick-ups on the continent, vehicles are fitted with beds and everything has to work for the duration of the trip. Lengthy breakdowns aren’t possible so the company has a fleet of Mercedes vans, partly due to the many dealerships across Europe. “They are built to a high specification with 100 millimetre lining instead of the normal 80 millimetres and we temperature map and validate everything,” says Gary. “We have quality in the back-up, the fridge unit and good partners so there are no issues if we break down.” The vehicles are replaced every two years while still in their prime and are over-serviced to identify
ON TIME, IN TEMPERATURE
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MEDICAL LOGISTICS: TEK FREIGHT problems before they happen. Over-servicing also applies to refrigerator units that have battery back-up through an inverter to keep them running 4-5 hours, enough time for emergency partners to complete repairs.
MONITORED AND CONTROLLED The work, as Gary recounts, means everything must be strictly monitored and controlled: “We have geo-fencing and put our satellite tracking onto Google Earth. If there’s a temperature excursion, an alarm sounds in the cab and emails and texts are sent to everyone involved with that shipment. The alarms are set below parameters to give us time to act.” Vehicles have moveable bulkheads for mixed consignments at different temperatures, enabling an alternative to airfreight at a lower price. The nature of consignments, however, means Tek Freight can only work for customers after satisfying stringent quality and audit programmes and isn’t allowed to combine deliveries. Gary says: “The door is locked and sealed when the vehicle leaves the client’s premises and not opened until it arrives at destination. Everything is dedicated and we do not consolidate loads.” Not only do drivers have to work away for long periods, they are ADR and level B aviation security trained to conform to Good Distribution Practice guidelines, which rules out using subcontract drivers. Although there are regular runs, most work is undertaken quickly and securely at short notice.That, as Gary
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recounts, can be challenging: “Often the shortest route isn’t the quickest and may be too expensive. We have background knowledge of where we’re going and the correct vessels to use. Due to the electrics, our vehicles must have the parameters set correctly for long ferry crossings to avoid problems.We can’t always track high value cargoes on long crossings so the electrics have to be spot on. Because of the speed elements, distances and ferries, it can be quite challenging.”
DESPITE INCREASED COMPETITION IN THE SECTOR PUTTING PRESSURE ON RATES, TEK FREIGHT’S QUALITY AND RELIABILITY OF SERVICE ENABLES IT TO CONTINUE TO GROW Despite increased competition in the sector putting pressure on rates, Tek Freight’s quality and reliability of service enables it to continue to grow. “The future for us is to open up in one of the Benelux countries,” remarks Gary. “We have partners there with temperature controlled warehouses and we need to be based there to remain competitive. We’re looking to base a few vehicles and drivers there so we can react very quickly.”
TEK Freight 5 Henley Road Warwick CV35 8QX www.tekfreight.co.uk Tel: 01926 408946
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Priority Transport :feature 2 04/10/2013 11:34 Page 14
MEDICAL LOGISTICS: PRIORITY TRANSPORT t is an exciting time for Exeter-based Priority Transport. The independent express transport company has always operated temperature-controlled vehicles but decided twelve months ago to launch a specialist temperature controlled division called PRIORITYPHARMA. This new division targets the pharmaceutical sector in both the UK & Europe. Investing heavily in new vehicles PRIORITYPHARMA has been able to increase its capability and is now set to increase its presence in the specialist niche market. “There are so many competitors for ambient out there but very few who are prepared to invest in the type of kit needed to operate a specialist temperature controlled service,” says Steve Brown, managing director. “It’s a chicken and egg scenario, you can’t prospect new business without having the appropriate resources, yet if you have the resources available first there is an obvious down side as the vehicles will not be operating to capacity until the client base is extended. We have always had to operate at +15C to +25C whilst transporting pharmaceutical products within Europe and it’s only a matter of time before it becomes a reality here.With this in mind we opted to order new additional vehicles increasing our capabilities.” Priority’s core business is within the UK but around forty per cent is carried out in Europe. All vehicles within the fleet have been specified for long distance. This includes its vans which have sleeping facilities and the latest electric refrigeration equipment that maintains temperature even while the engine is idle. Its diverse client base includes pharmaceutical manufacturers, laboratories and bio-science institutions, healthcare providers, the MOD and major 3PL providers.
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EXCITING
TIMES Established in 1995 Priority Transport is one of the UK’s premier independent express transport companies
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Priority Transport :feature 2 04/10/2013 11:34 Page 15
MEDICAL LOGISTICS: PRIORITY TRANSPORT While the company provides ambient transport incorporating all requirements it is particularly proud of its dual chamber pharmaceutical capability which can operate at temperatures anywhere between -30C and +30C simultaneously. Priority has transported all kinds of products requiring temperature-control including, for example, colourings used in the manufacturer of pharmaceutical products, special adhesive for nuclear submarines, water samples and new product samples for photographic shoots. “When the product patent expires we undertake first day product launches for one of the largest generic pharmaceutical companies in the world,” says Steve, exampling some of the work Priority caries out for one of its major clients. “This means we deliver to the whole country by dedicated vehicle within a small four hour delivery window. All these deliveries are tracked by our office systems with automated real time email notifications to the client. If required, we also trunk this stock into the UK from mainland Europe.” Priority ensures clients get a quality service time and time again by firstly operating the best vehicles from the leading manufacturers. It uses Mercedes for 3.5 tonne vehicles and MAN for anything heavier and these are meticulously maintained by the respective main dealers for both routine and preventative maintenance. However, Steve believes Priority’s specialist booking system is the stand out feature of the service. It is the “main backbone of our operation”, he says, adding that it “tracks all jobs from quote through to final delivery.” The system sends out automatic email updates in real time at every stage of the journey with the option to
combine the information with PDA support. This means signatures can be included in the final email update advising the goods have been delivered. Yet, Priority goes further to ensure standards never drop. “For our vehicle tracking and temperature monitoring we use a system called Trakman from Haultech. This is a great system that allows us to see both live and historical information on the vehicles. We can even see from our desks if the doors have been opened or if the
ASPIRING TO BECOME A LEADING PLAYER IN THE TEMPERATURE-CONTROLLED SECTOR IT’S VITAL THAT PRIORITY STANDS OUT FROM ITS COMPETITORS refrigeration units are in defrost. All data is archived so even twelve months down the line we can pull up an accurate temperature trace for the journey which is great for audit purposes.” Aspiring to become a leading player in the temperature-controlled sector it’s vital that Priority stands out from its competitors. Steve believes that it does so through its “attention to detail, personable and friendly service, and commitment to the client’s needs.” As the managing director looks to the future, he hopes to continue laying the groundwork for future expansion with the possibility of opening additional depots at strategic locations.
Priority Transport English House, Fairoak Close Exeter Airport Business Park Exeter, Devon EX5 2UL www.prioritytransport.co.uk Tel: 01392 360900
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concorde:feature 2 03/10/2013 16:49 Page 16
AIR TRAVEL: CONCORDE
THE LAST FLIGHT OF THE CONCORDE Next month is the 10th anniversary of Concorde’s last flight. We take a look at one of great feats of aviation engineering
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concorde:feature 2 03/10/2013 16:50 Page 17
AIR TRAVEL: CONCORDE
t is ten years since Concorde was retired from service. This streamlined, supersonic jet that graced skies like a metallic swan was developed to revolutionise air travel, transporting passengers faster than the speed of sound. When it entered full service in 1976, travellers could get from London to New York in less than four hours. Concorde was developed by the British and French as part of an international treaty between the two countries.The partnership was formed following spiralling costs for the British supersonic jet named Type 223. The government
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sought international finance and, with France developing its own supersonic airplane, the two countries agreed to work together to bring Concorde to life. Initial support for the new aircraft was strong with over 100 orders placed. But after competing Soviet Union supersonic jet the Tupolev crashed during the Paris Air Show of 1973, buyers suddenly distanced themselves from the aircraft. Indeed, environmental concerns, cost and noise pollution conspired to limit Concorde’s suitors to the two countries that were building it.
Twenty Concorde aircraft were eventually built and fourteen entered airline service. There were two prototypes, two pre-production models and two “first off the line” production models. Of those that entered commercial service, British Airways and Air France acquired seven each. The aircraft flies at twice the speed of sound (Mach 2), which is around 1,350 mph (depending on the temperature of the surrounding air). Take-off and landing speeds are considerably higher than for traditional subsonic aircraft. The range of the aircraft, with 100 passengers and nine crew, is about 4,500 miles, meaning the
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concorde:feature 2 09/10/2013 12:27 Page 18
AIR TRAVEL: CONCORDE aircraft could carry out, for example, the 4,250 mile journey to Barbados. At its cruising altitude of 60,000 feet (which is eleven miles high), passengers can see the curvature of the earth. Hailed for its beauty as well as its speed, Concorde seemed to belong less to the modern world than to the future. During twenty-seven years of commercial service from 1976 to 2003, it became one of the bestloved engineering design projects of the 20th century. In an era when luxury was still equated with the grandeur of size, one of the most surprising elements to Concorde passengers was to discover that the cabin was so small, as were the seats. Passengers were quite glad Concorde only flew during the day because space constraints meant reclining seats weren’t available. Also with no overhead storage, on-board luggage had to be kept to a minimum. After the Air France Flight 4590 crash of 2000 saw Concorde’s exemplary safety record smashed, the days of the aircraft were numbered. Safety concerns ground-
Anglo-French Agreement London 29 November 1962
ed all British Airways and Air France Concorde flights with public perception of this powerful super-jet hitting a new low. It got worse when British Airways resumed Concorde flights on September 11th 2001, the same day terrorists crashed planes into the World Trade Center towers. Air travel in general hit a tough economic period and Concorde’s dying brand was on the way out. It didn’t help that there were no competitors, meaning no pressure was placed on Concorde’s users to improve their aircraft. Maintenance costs went up while passenger numbers were going down. Luxury, expensive air travel was in the past, while low budget, no frills air travel was the future. In the spring of 2003, British Airways and Air France announced that they were withdrawing Concorde from service by the end of the year. The world’s fastest supersonic passenger aircraft completed its final journey on October 24th 2003.
SOME CONCORDE TRIVIA The record time for Paris-to-NY was two hours, 52 minutes and 59 seconds. On average, the Concorde traveled one mile every two and three quarter seconds. It was so fast that on westbound flights, it was possible to arrive at a local time that was earlier than when you left your original destination. And of course Concorde’s publicists didn't miss that opportunity: British Airways used the slogan “Arrive before you leave.”
The plane’s wingspan is much smaller than that of a normal aircraft – just 25.5 metres, or 83ft 8ins (that is the length of three London buses compared to eight for a Boeing 747) Concorde's distinctive drooping nose cone was a late addition to the plane, to allow the pilot and co-pilot to see the runway while coming in to land.
Concorde could stretch anywhere from 6-10 inches during flight because the heating of the airframe was so intense.
Concorde’s oldest passenger was 105-year-old Eva Woodman, from Bristol, who enjoyed a 90-minute supersonic flight from Filton, the airfield where the plane was built, over the Bay of Biscay in May 1998.
The first commercial flight was London Heathrow to Bahrain on 21 January 1976 piloted by Captain Norman Todd.
Concorde 203, the plane which crashed on take-off from Paris's Charles De Gaulle airport in July 2000, had starred in disaster movie Airport ‘79: The Concorde.
The last commercial flight was New York JFK to London Heathrow on 24 October 2003 piloyed by Captain Mike Bannister.
Concorde cruised at a height of 60,000ft (only astronauts fly higher!), from which point passengers can see the curvature of the earth.
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concorde:feature 2 09/10/2013 12:27 Page 19
AIR TRAVEL: CONCORDE
THE WORLD’S FIRST FEMALE CONCORDE PILOT BARBARA HARMER 1954 – 2011 There aren’t many former hairdressers who can claim to have piloted the world’s only supersonic aircraft, Concorde. Yet this is what Barbara Harmer did, becoming in 1993 the first woman Concorde pilot. Barbara was born in 1954 in the town of Bognor Regis, West Sussex. She left school at the age of 15 to pursue a career in hairdressing. Her first experience in the aviation industry was six years later when she left hairdressing to become an air traffic controller at London Gatwick Airport. When she took on the job of air traffic controller she decided to study for A Levels, which she had missed out on because she had left school at such a young age. She obtained A levels in Geography, English Law, Constitutional Law and Politics. She then invested thousands of pounds of her own money to pay for flying lessons. She became a flying instructor and pilot with a small commuter airline and in 1984 she joined British Caledonian and flew the BAC One-Elevens for three years. Following this, she then started flying long haul McDonnell Douglas DC-10. In 1988 British Airways bought British Caledonian.
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It was at this time that Barbara realised that her ultimate ambition was to fly Concorde. In 1992 she was chosen to undergo the intensive and expensive training needed to pilot Concorde. On 25 March 1993 she became the first qualified female Concorde pilot, and later that year she made her first Concorde flight as Captain from London Heathrow airport to New York JFK airport. Barbara Harmer is only one of three women to have flown Concorde. The only other women that flew the supersonic aircraft are the famous French aviatrix Jacqueline Auriol and Béatrice Vialle. But Barbara was the very first.
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Marcus Transport :feature 2 04/10/2013 14:38 Page 20
ANNIVERSARIES: MARCUS TRANSPORT
EXCEEDING EXPECTATIONS Started in 1973, with one transit van Marcus Transport now operates a fleet of well-maintained modern vehicles throughout the UK mainland ast year was a traumatic one for Marcus Transport. Beginning with an enforced move of the company’s depot to a smaller site in Bingley on the outskirts of Bradford, the end of the year was marked by the sad passing of company founder and Managing Director, Geoff Barber. The company has since passed on to his son, Chris Barber and Operations Director, Ross Terry, who are both committed to seeing the company prosper into the future and do Geoff proud. Geoff started the company in 1973 and grew the business to 25 vehicles but the recent recession has seen consolidation and it currently runs a smaller fleet of trucks ranging from vans to articulated vehicles. The company started working for Carlton Cards, delivering card fixtures around the country with one van, and still provides a service for Carlton Cards as well as other card companies such as Hallmark and Axiom Display. It also specialises in exhibition services
L Marcus Transport Units 6&7, Castlefields Industrial Estate, Castlefields Lane, Bingley, West-Yorkshire, BD16 2AG www.marcus-transport.co.uk Tel: 01274 551028
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and provides transport for the shop fitting industry, which can require deliveries at any time of the day or night seven days a week.
REGULAR WORK A lot of work by Marcus Transport is delivering food packaging to supermarkets on a ‘just in time’ basis. Other long established contracts include delivering golf course machinery, pallet racking and various other consignments. The company joined the Fortec Pallet Network in 2006 to provide a guaranteed next day and timed delivery service throughout the UK for its everincreasing customer base. This also brought other advantages such as European deliveries through Fortec’s close working relationship with Geodis. Due to the restructuring of Marcus Transport, a decision was taken at the beginning of this year to become an input only depot with the full backing of Fortec. It enables delivery promises to be maintained while still offering collection services for customers who may
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Marcus Transport :feature 2 17/10/2013 08:39 Page 21
ANNIVERSARIES: MARCUS TRANSPORT require their goods to be brought back from various parts of the country. Due to the forced site move, Marcus Transport has had to downsize its storage facility, going from 28,000 square feet to 16,000 square feet. In a way, this was beneficial to the company as the picking, packing and storage services had been quiet over the previous years due to the recession. It still offers picking and packing services and still holds stock on a weekly basis for its storage customers as well as offering other services such as RH & D. All maintenance at Marcus Transport is carried out in-house in a separate unit on the same estate and it is currently looking at the possibility of offering services to third parties in the New Year.
CHANGED ATTITUDES The economic downturn, Ross believes, has led to a change in attitudes with fellow haulage companies in general: “More and more companies seem to be working together for the benefit of each other to help survival in the current climate.” Marcus Transport is now investing in vehicles to replace a few of the older ones. Ross says: ‘Hopefully, we will be replacing two vehicles each year. We are not intending to get much bigger as we would prefer to operate a profitable amount of vehicles rather than twice as many and struggle to break even. We pride ourselves on our service and keeping our customers happy, with many customers staying with us for many years. That says we are doing something right.”
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RH Logistics :feature 2 09/10/2013 12:01 Page 22
ANNIVERSARIES: R H LOGISTICS
IN SAFE HANDS Specialists in the transportation of medical grade equipment including transcenders and ultrasound systems and monitors. Their extensive fleet provides a dedicated service for the transportation of any goods
H Logistics celebrates its 10th year in business this month as the provider of specialised transport solutions continues to go from strength to strength. Offering a broad range of bespoke services to companies and individuals involved at all levels of the medical and pharmaceutical industries, R H Logistics was founded by Richard Hindle a decade ago on the basis that he felt the sector was lacking the high standards clients deserved. Richard had experienced terrible and often comical experiences at the hands of companies that today compete directly with R H Logistics. He says, “The team is reminded of this every day and my company strives to provide best of breed service each and every time we deliver. “My initial expectations of what R H Logistics might do back in 2003 lasted about five minutes. What quickly became clear is that every R H Logistics customer is different, and their needs can be incredibly diverse. For that reason I diversified a simple range of services to meet requirements from every possible user of the specialised transport sector.
R
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RH Logistics :feature 2 08/10/2013 16:18 Page 23
ANNIVERSARIES: R H LOGISTICS
“At R H Logistics we go to extraordinary lengths to please our customers and deliver their requirements however ordinary or out of the ordinary those requirements may be.” Delivering 24-hour services throughout the UK and Western Europe, the company, which is based in Stevenage, utilises a fleet of high specification vehicles including rapid response same-day vans, a large selection of light goods vans, and HGV’s. At its site near London it boasts a temperature controlled warehouse and a dedicated customer service and operations team. Aiming to provide customers with a first-rate, added-value service, R H Logistics has found innovative ways to track its shipments. For example, the company has developed its own computer system using Filemaker Solutions, and this provides a complete archive and recording system which emails all parties at each event, whether that is initial delivery, picking in the warehouse or loaded on the van. It also provides the time of delivery and who signed for the shipment while key performance indicators ensure ongoing
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improvement and customer satisfaction. In addition, all vans are tracked with live traffic monitoring by the transport managers and have CCTV on-board to record all events. The business has enjoyed plenty of success in the last ten years but one project makes Richard particularly proud. The company was tasked to move the first ultrasound machine from its previous home at Glasgow Museum to Portland Place in London for the British Medical Ultrasound Society. “The item in question turned out to be priceless and we did the job completely free of charge as we felt it was an honour to do this for them. We ended up moving this many times for them around the UK as it was the 50th year of Ultrasound,” says Richard. He feels the company stands out from competitors because it strives to provide a customer-attentive service that gives the client the services they need. “Our main aim has always been to be a large company that acts like a small business. We give 100% on every job no matter how much it is worth to us.”
3 Eastman Way Stevenage Hertfordshire SG1 4SZ www.rhlogistics.com Tel: 01438 742 012
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Anthony Robson Transport :feature 2 04/10/2013 11:23 Page 24
PLANT AND FLEET REVIEW: ANTHONY ROBSON TRANSPORT
SPECIALIST TRANSPORT SOLUTIONS
Anthony Robson Transport is a specialist transport company with experience in the movement of abnormal loads, civil engineering plant, rail works and generators 24
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Anthony Robson Transport :feature 2 04/10/2013 11:23 Page 25
PLANT AND FLEET REVIEW: ANTHONY ROBSON TRANSPORT
DUE TO THE RANGE OF SERVICES PROVIDED BY ANTHONY ROBSON TRANSPORT IT IS VITAL ITS STAFF ARE TRAINED IN A VARIETY OF AREAS assist and advise on the movement of potentially hazardous materials. A mentoring approach has seen the company develop highly skilled in-house employees that want to stay with the business for the long term. This has meant high rates of staff retention, ensuring the standards customers have come to expect continue. The company, to meet the needs of its customers, has an extensive fleet of modern vehicles, many with lorry-mounted crane operation. Transporting goods such as vari-
ous civil engineering equipment means its vehicles have the capacity to work with varying loads and product sizes. This includes tractor units with a maximum reach of eight metres with a three tonne lifting capacity up to rigid flat vehicles with a maximum lift of 12.5 tonnes and reach of over fifteen metres. Its flexibility as a company is also evident, for example, in the fact it transports generators to a customer’s site where the trailer will then stay with the piece of equipment while on hire. Working closely with
stablished in 1973 as a one-man operation delivering basics like coal and potatoes, Anthony Robson Transport flourished after carving out a niche for itself in the abnormal load and lorry-mounted crane side of the transport industry. Since then the business has succeeded based on its stellar reputation and high levels of expertise, developing along the way a subdivision offering Jauptapproved driver CPC training and a sister company for commercial sales and repairs. Due to the range of services provided by Anthony Robson Transport it is vital its staff are trained in a variety of areas. Being a Jaupt-approved Drivers CPC training centre is a major benefit ensuring staff are fully qualified and up to date with the latest legislation. Training includes comprehensive health and safety practices, as well as specialist areas such as ADR training for the carriage of class 3 dangerous goods (gas, oil and diesel) and CITB training for the lorry loaders. The company also has its own in-house dangerous goods safety advisor to
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Anthony Robson Transport :feature 2 04/10/2013 11:23 Page 26
PLANT AND FLEET REVIEW: ANTHONY ROBSON TRANSPORT
FLEXIBILITY OF THE FLEET IS SHOWN THROUGH THE COMPANY’S WORK ON MINING EXCAVATION PROJECTS, UTILISING BOTH ITS EXPERIENCE AND ITS FLEET CAPABILITY TO THE FULL EXTENT
Planet Road Depot Adwick-Le-Street Doncaster DN6 7AW Tel: 01302 723 291 www.arobsons.co.uk
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generator companies, Anthony Robson Transport completes a lot of business in this area throughout Yorkshire and the Midlands. Flexibility of the fleet is shown through the company’s work on mining excavation projects, utilising both its experience and its fleet capability to the full extent when transporting the plant for reclamation in stripped down form from site to site.
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It is this ability to support such a diverse workload, as well as its strong reputation that has ensured the company’s success. This desire to stay ahead of the competition is what drives the company to constantly improve. The vehicles and vehicle applications are always being reviewed as is legislation applicable to the type of work undertaken. This proactive approach is also evident in the company’s environmental policy. This is particularly important when transporting hazardous materials where drivers have the necessary skills and equipment to rectify any spillages and reduce the risk to those nearby. Anthony Robson Transport continues to go from strength to strength. Over the last year it has developed new customer relationships while sustaining those it has had for many years. Certainly, its reputation is one that is envied across the sector.
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Anthony Robson Transport :feature 2 08/10/2013 16:01 Page 27
PLANT AND FLEET REVIEW: ANTHONY ROBSON TRANSPORT
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lowcarbon:feature 2 07/10/2013 13:34 Page 28
CARBON EMISSIONS: LOW CARBON VEHICLE PARTNERSHIP
DELIVERING LOW CARBON TRANSPORT T Established in 2003 the LowCVP is a publicprivate partnership that exists to accelerate a sustainable shift to lower carbon vehicles and fuels and create opportunities for UK business
he LowCVP was established in 2003 to promote the use of low carbon transport. The Partnership has around 170 members including national and local government representatives, energy and motor companies, transport operators, road user groups, environmental NGOs and others. Members acknowledge and accept the existence of man-made climate change and the need to take collaborative action to prevent it. The LowCVP continues to be mainly financed by the Government but is required to raise an increasing proportion of its income from other sources, mainly membership fees and project sponsorship. Members have a significant impact on the Partnership’s agenda and direction as Managing Director Andy Eastlake emphasises: “Our work programme priorities are projects our members will support. Projects that go forward are those Government and our members think are worth funding.”
MARKET DEVELOPMENT A principal activity of the LowCVP is to identify barriers preventing greater uptake of low carbon technologies in the various road transport sectors and to provide tools or instruments to help the market develop.
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CARBON EMISSIONS: LOW CARBON VEHICLE PARTNERSHIP
A typical example is the bus industry, where LowCVP developed certification standards for the Green Bus Fund but saw the Bus Service Operators Grant (BSOG) as a disincentive to the adoption of clean technology. As a result, it helped develop an additional low carbon payment to offset the penalty. A major success has been the development of a fuel economy label displayed on every new car – and many used cars - by industry voluntary agreement well before being mandated by European legislation. “The industry saw the need but didn’t want to confuse the consumer market,” recounts Andy. “We worked together to bring in something and influenced the legislative process in Europe. “We also led the carbon and sustainability reporting, accreditation and certification of bio-fuels before the introduction of European directives. So we led the way in saying biofuels can be good if we have high sustainability standards backed up by the provision of rigorous and comprehensive data to verify product sources and carbon savings.” The LowCVP’s efforts have helped make low carbon cars mainstream and the challenge is to repeat that for vans and trucks. Although many large fleet operators trial new technologies and implement effec-
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tive ones, that doesn’t apply to all. Andy says: “There is much to be done, particularly with small operators, to demonstrate the benefit from existing technology that saves fuel but isn’t being taken up. One barrier is that there tends to be mistrust of manufacturers’ claims. To mitigate this we are developing an independent certification process to provide good, robust industry information so they are able to make much better informed decisions about what to use and the expected savings.”
COMPREHENSIVE MEASUREMENT Typical of that approach is a move to a comprehensive CO2 measurement for cars that doesn’t simply cover exhaust emissions and mpg ratings but assesses total environmental impact – moving ‘beyond the tailpipe’. Also under way is the development of a guide to low carbon vans to help decision making. “We are focused on moving the freight market forward because vans and trucks overall use almost twice as much diesel as cars and we aim to reduce that. We’re working with manufacturers who are coming forward with technology, some of which is not yet economically viable to run.We seek to break down that barrier and look at incentives and financial tools to make the economics stack up for operators.”
Low Carbon Vehicle Partnership 3 Birdcage Walk London SW1H 9JJ www.lowcvp.org.uk
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Thistle Couriers:feature 2 04/10/2013 13:45 Page 30
CARBON EMISSIONS: THISTLE COURIERS
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CARBON EMISSIONS: THISTLE COURIERS
A PERFECT
CHOICE Whether on a local, Scottish, UK national or international basis, Thistle Couriers deliver thousands of parcels every day, working around the clock to get your packages to their destination on time and intact orming partnerships has enabled Thistle Couriers to grow from a single vehicle, owner/driver operation in 1998 to a mixed fleet of 23 vehicles today. Partnerships have allowed it to operate more effectively and widely than would otherwise have been possible. This has also, as Managing Director Ewan Ferguson outlines, been helped by the way it operates: “We’re very focused on both our service levels and our customers, which is a set of ethics we’ve maintained throughout the company’s history and will continue to maintain in the future. We’ll never become a faceless entity and it’s important we stay in touch with our clients at grassroots level.” In essence, Thistle Couriers provides a traditional courier service with a same day/next day local, national and international offering. These services are largely provided to a regular client base which has remained very loyal because of the company’s ethics and proven service levels. Those clients provide consignments ranging from stationery to beauty products, ship and aircraft parts and, given the company’s Aberdeen base, various oil industry-oriented goods. “A typical consignment of ours could be a part for an oil rig in the North Sea,” comments Ewan. “Some offshore work is very time-critical because the cost implications to the oil companies of having a rig or vessel not working are significant. They need solutions
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that reduce outgoings in the quickest possible time.” Thistle Couriers’ fleet is predominantly made up of vans and, due to the nature of oil industry consignments, a number of larger vehicles, with a variety of Mercedes Sprinter vans acting as company workhorses. The largest vehicle is a 44-tonne Mercedes Actros, which is used for trunking work through the company’s affiliation with the APC Overnight national parcel network. The partnership with APC Overnight is Thistle Couriers’ most important, although, as Ewan recounts, others are crucial to its success: “We have a partnership with a local haulage company giving access to their pallet network. Aberdeen is a remote area for the rest of the country and we know the region well. Bigger companies don’t tend to have this extensive local knowledge, so finding a good local delivery partner means they can piggyback this service and allow that partner to benefit from their greater capability. It is largely thanks to the development of such successful partnerships that we’ve been able to develop our company.”
WORLDWIDE DELIVERIES The various partnerships enable Thistle Couriers to accept any size of load and deliver it, affordably, anywhere in the world, using a combination of its own resources, the APC Overnight network, and other partners. The firm makes regular deliveries to Aberdeen,
Thistle Couriers Ltd Unit 6, The Springfield Centre Greenwell Road Aberdeen AB12 3AX www.thistlecouriers.com Tel: 01224 238940
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CARBON EMISSIONS: THISTLE COURIERS
Heathrow and Manchester airports as well as nightly shipments to APC Overnight’s national sortation centre. “We collect about 750 consignments per day in the Grampian Region,” recounts Ewan. “We ship those parcels outbound onto the network, which covers the UK, including Ireland, and has also branched out into eight countries across Western Europe. Inbound freight is received every morning and we distribute this daily, throughout the Grampian Region.” APC Overnight’s widespread coverage has opened up a whole new market to Thistle Couriers’ customers. This, coupled with other partnerships, ensures there are no restrictions
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on the company’s scale of operations or growth potential. Having previously looked at pallet networks and decided it didn’t have the necessary volumes, the current arrangements suit the firm ideally. Ewan says: “We’re focused on retaining our size and loyal client base first and foremost. We want to offer the variety of services the bigger companies can offer, but with the added benefit of our proven levels of customer service. That is why clients are attracted to what we do.”
TECHNOLOGY FOCUS The smooth running of the operation is helped by a focus on technology, with the company rolling out a new digital signature capture sys-
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tem. It currently has 24 handheld mobile devices, used for delivering, tracking, and obtaining signatures for freight, and is trialling other options. “We transmit jobs to and from drivers via a central system and can obtain proof of delivery immediately, once the delivery is completed and the consignment signed for,” comments Ewan. “The status is automatically emailed to the sending client and drivers can scan freight in and out of warehouses, view vehicle defect reports and report problems through these devices, which make our traceability very thorough.” Using mobile devices has reduced the need for printing - the transport industry being a notoriously heavy user of paper. The same
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CARBON EMISSIONS: THISTLE COURIERS
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Thistle Couriers:feature 2 08/10/2013 15:31 Page 34
CARBON EMISSIONS: THISTLE COURIERS
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CARBON EMISSIONS: THISTLE COURIERS
applies to plastic, although the company’s courier and mail bags are now made from recycled materials and all waste plastic is sent for recycling. Although the ideal situation is to become carbon neutral, Ewan appreciates the size of this challenge for a transport operation in often remote areas. The location of the business means electric vehicles aren’t practical, while hybrids aren’t generally considered ready for full commercial use. The company has a four-year replacement policy, meaning all vehicles have Euro 5 engines or better, some with stop-start technology. Thistle Couriers was the first company in Aberdeen with a teardrop trailer, which has achieved an estimated 8 per cent fuel saving. Ewan says: “The trailer is very effective and the low back doesn’t affect us adversely because we carry the smaller items there, whilst using the trailer’s full height for larger items. “We’re putting all of our drivers through the CPC course because they are professionals with a very skilled manual job. We afford them the best training to ensure they have the necessary skillsets and tools to do their job to the best of their ability. They never let us down and it’s thanks to them and the teamwork here that the company has developed so rapidly, from its birth in 1998 to where we are today.” The aim is for development to continue, although Ewan insists this will happen at a steady rate that doesn’t get out of control. The company has grown every year since its birth, even through the economic downturn, which he attributes to a focus on maintaining service levels, improving standards and always seeking opportunities to develop the business. “We want to make sure the customer always remains first with us,” he says. “We have always centred our business around the customer and the service levels we provide. To maintain those and ensure we’re always delivering the highest possible standards, it’s important we don’t gain business for the sake of having it. We have to maintain a high standard of service for all clients, ensuring everything they expect from us is delivered.”
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Wigan Council:feature 2 06/10/2013 12:26 Page 36
CARBON EMISSIONS: WIGAN COUNCIL
LOOKING TO THE FUTURE
As improvements to doorstep waste management services for residents continue, Wigan Council’s refuse fleet is enjoying a major overhaul
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Wigan Council:feature 2 06/10/2013 12:26 Page 37
CARBON EMISSIONS: WIGAN COUNCIL s improvements to doorstep waste management services for residents continue, Wigan Council’s refuse fleet is enjoying a major overhaul — and it’s long overdue. Last year twenty-three new vehicles, courtesy of CPD Ltd of Chorley, hit the borough’s streets. Vehicles with years of solid service, but which were suffering more and more service-affecting breakdowns, were removed from service. The lorries have been purchased as part of a joint order with Bolton, Bury, Oldham and Rochdale councils that has saved the taxpayer well over half a million pounds. Cllr Kevin Anderson, Cabinet Member for the Environment, says: “This is a major investment in one of our most important frontline services. The older vehicles have served us well, but they are well past their sell-by date. “The new fleet will improve service reliability and reduce maintenance costs by over £160,000 a year. We’ll also be looking to cut our annual half a million pound fuel bill through improved training for drivers.” Top tips for fuel saving motoring which can be applied to any driver include using higher gears – moving to fifth gear can save up to twenty per cent of fuel. Half of all tyres are underinflated; just 2psi below the recommended
A
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pressure may increase fuel consumption by one per cent. Never accelerate towards a red light; ease off in good time and if you know the area, and know the lights will be on red for a minute, then switch off – some modern cars do this anyway. Cllr Anderson also paid tribute to Wigan borough’s army of avid recyclers, ahead of the introduction of food waste collections which were phased in between May and August. He
He acknowledged that improving how residents’ waste is disposed of means a new way of thinking about bins. Cllr Anderson says: “We understand that some residents may be nervous about the prospect of a food waste collection. Householders will therefore have the option of putting their food waste into their black bin on the week that their green bin isn’t being emptied. This would mean their food waste could still be collected every week.”
COUNCIL BOSSES HOPE THE NEW DEPOT WILL IMPROVE SERVICES, REDUCE THEIR CARBON FOOTPRINT AND SAVE AN ESTIMATED £1M PER YEAR adds: “Food waste currently counts for about a fifth of the average black bin contents, so we’re going to be doing everything we can to make it as easy as possible to compost it. “It’s much cheaper to recycle and compost waste than to send it to landfill. At a time when we have to make £66m of cuts over the next four years, this will help save £14m for essential frontline services.”
In other developments,Wigan Council has given a green light to a £3m new depot to be constructed on the former site of a disused Asda. The plans will bring together workers from three different sites and a range of council services to one new ‘hub’. Council bosses hope the new depot will improve services, reduce their carbon footprint and save an estimated £1m per year in maintenance, transport and running costs.
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Wigan Council:feature 2 06/10/2013 12:27 Page 38
CARBON EMISSIONS: WIGAN COUNCIL
www.wigan.gov.uk Tel: 01942 244 991
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Terry Dunn, Director for the Environment at Wigan Council said: “This is an example of how we can work innovatively to reduce costs and improve performance at the same time. “The current situation of having three separate sites that all require significant investment is untenable. If we had chosen to retain the existing sites we would have had to have spent in excess of £1m per year in maintenance costs, just to keep them in their current condition.” Councillor Kevin Anderson, the council’s cabi-
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net lead for the environment responsible for cleansing, waste and highways said: “This project means a disused depot facility can be brought back to life. It is a much better option than spending significant sums on a brand new site. As well as saving money, the new depot will also ensure that our teams have more suitable working conditions. “And as for the sites we would vacate, I am pleased that we are developing detailed plans for their future which will be to the advantage of the local economy.”
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Wigan Council:feature 2 08/10/2013 15:36 Page 39
CARBON EMISSIONS: WIGAN COUNCIL
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Chiltern Transport:feature 2 07/10/2013 12:10 Page 40
CARBON EMISSIONS: CHILTERN TRANSPORT CONSORTIUM
POLICE COLLABORATION Highlighting the positive impact of collaborative partnerships within police forces, Chiltern Transport Consortium’s successful delivery of a range of services including procurement, maintenance, design and administration has enhanced the delivery of front line services 40
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Chiltern Transport:feature 2 07/10/2013 12:10 Page 41
CARBON EMISSIONS: CHILTERN TRANSPORT CONSORTIUM ighlighting the positive impact of collaborative partnerships within police forces, Chiltern Transport Consortium’s successful delivery of a range of services including procurement, maintenance, design and administration has enhanced the delivery of front line services. Indeed, CTC has made significant gains in both transport resilience and efficiency through collaboration and effectively exploiting economies of scale. Formed originally in 2004 by Thames Valley police force, CTC aspired to improve efficiency through the creation of a shared service collaborative arrangement for the total provision of fleet services and vehicles for both Thames Valley and Bedfordshire police forces. Sam Sloan, Head of Chiltern Transport Consortium, says, “CTC was created on a business model based on a complete record of costs incurred in providing the transport service to CTC partner forces. The inclusion of all relevant expenditure allows a fair commercial comparison of costs incurred and charged. The aim, through transparency, is a clear financial statement of the economic benefits of this collaboration so that partner forces can monitor the financial value of the consortium.” Following initial successes, Hertfordshire Constabulary and Civil Nuclear Constabulary joined the consortium in 2008, meaning CTC now manages a combined fleet of 2,370 vehicles making it the 3rd largest police fleet in the UK. The management of a fleet of this size presents a significant challenge yet equally, as exampled by CTC’s cash savings, a great opportunity. “Across the five counties the CTC provide local ‘experts’ who understand the local forces’ requirements and the strategic aims of the consortium, therefore they
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are able to react quickly to assist with the additional day to day requirements that policing bring,” remarks Sam. “Control over our own workshops also helps as in the main we are not dependent on external providers which can potentially create issues or delays around security, timing (for example, our vehicle is not their priority) and the issues around added cost.” Tranman, the specialist fleet management system, has proven to be an invaluable tool for overseeing, recording and analysing the performance of the entire fleet process. This includes procurement, fleet records, workshop and stores control, fuel monitoring, hire desk and accident management. It is also networked so that each of CTC’s five workshops (one located in each of its counties) can access the records for any vehicle and view each other’s parts stock. This aids both workshop efficiency and reduces down time. CTC is able to provide (by using a single fleet management IT software package along with standardised policies, procedures and working practices) relevant, comparable, good quality management data and financial information as required. Other key advantages of the CTC collaborative shared service model include centralised transactional and administrative activities which removes volume transactions and the cost of provision from individual members organisations. CTC also offers open book accounting without any compromise on security, leaving absolute direction, control and accountability with the Chief Officers of the member forces. CTC also provides each organisation with fixed budgeting and cost control along with absolute operational
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“ACROSS THE FIVE COUNTIES THE CTC PROVIDE LOCAL ‘EXPERTS’ WHO UNDERSTAND THE LOCAL FORCES’ REQUIREMENTS AND THE STRATEGIC AIMS OF THE CONSORTIUM”
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Chiltern Transport:feature 2 07/10/2013 12:10 Page 42
mitsubishi
Chiltern Transport:feature 2 07/10/2013 12:10 Page 43
Chiltern Transport:feature 2 07/10/2013 12:11 Page 44
CARBON EMISSIONS: CHILTERN TRANSPORT CONSORTIUM
CTC Thames Valley Police Headquarters Oxford Road, Kidlington Oxfordshire OX5 2NX Tel: 01869 364815
independence by invoicing each force one month in arrears for its actual vehicles on fleet and associated expenditure. This is carried out through a contract hire industry model enabling each member force the option to change the numbers of vehicles, profile or operational role and associated expenditure. Significantly, each member force is able to decide (from a local perspective) the number of fleet vehicles required and the mix of operational roles to meet their own specific policing requirements. CTC manages the make, models and specifications of the vehicles provided in conjunction with the users, enabling greater standardisation and volume which delivers economies of scale not achievable by smaller individual public sector bodies. Over its nine year existence, CTC has developed industry best practice approaches to business to business arrangements with its key suppliers that deliver the best possible commercial and competitive market sector practices from the private sector to a public sector organisation. These advantages have brought about substantial fiscal savings in excess of £4.4m with more than £500,000 saved each year since 2008. This equates to a 40% saving of the entire budget since CTC was established. Furthermore, CTC has set itself a minimum 30% reduction in carbon emissions across the entire fleet by 2015. Following four years of membership to the Low
SINCE INCEPTION IN APRIL 2004 CTC HAS MADE EFFICIENCY SAVINGS EQUATING TO £4.47 MILLION, AS SHOWN IN THE TABLE BELOW:
Financial Year
Member Forces
Financial Savings
Savings as a % of Budget
2004/05
TVP & Beds
£579,000
7.31%
2005/06
TVP & Beds
£130,000
1.58%
2006/07
TVP & Beds
£451,000
5.41%
2007/08
TVP & Beds
£305,000
3.49%
2008/09
TVP; Beds; CNC & Herts
£738,000
5.45%
2009/10
TVP; Beds; CNC & Herts
£717,000
5.25%
2010/11
TVP; Beds; CNC & Herts
£510,000
3.59%
2011/12
TVP; Beds; CNC & Herts
£609,000
4.46%
2012/13
TVP; Beds; CNC & Herts
Totals
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£433,000
3.12%
£4,472,000
39.66%
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Carbon Vehicle Partnership, demonstrating its commitment to tackling road transport greenhouse gas emissions, CTC has made great strides in reducing its carbon footprint. The strategy aims to pave the way for an ultra-low carbon fleet in the medium and long term, and is driven by the need to counter the effects of global warming, oil depletion and the consequences of an extended period of financial austerity. This means taking advantage of low carbon vehicle technology as soon as it becomes operationally and financially viable, reducing the need to travel, tackling driver behaviour and promoting other forms of travel such as public transport, cycling and walking. In particular, key savings have been made through the replacement of old vehicles with newer models. For example, for roads policing the Vauxhall Vectra 2.8T Tourer has been replaced with the Volvo V70 D5 which emits 44% less carbon dioxide. The same vehicle has also taken over from the armed response unit’s Ford S-Max 2.5 to provide a 34% CO2 saving. Elsewhere, the dog unit’s Skoda Octavia 1.8T 4x4 has been replaced by the Vauxhall Zafira 1.9CFTi for a 24% saving. In addition, by adding the Mitsubishi i-MiEV electric vehicle in 2011 for PCSO use, CTC is able to boast a 100% saving over the previous vehicle. By 2015, the consortium expects to have replaced 80% of its old vehicles with more efficient models.
COMMITTED As CTC looks to the next twelve months it continues to be committed to driving down holistic transport costs. The consortium also wants to develop a strategy for tackling driver behaviour to bring down fleet carbon emissions. This will be done through the exploration of telematics, car club products and emerging low carbon vehicle technology. The emphasis will also be placed upon working with forces to develop sustainable travel strategies that meet operational requirements and encompass all forms of transport. This will include bicycles and public transport alongside the use of technologies such as video conferencing to reduce the necessity for travel. The impact of incar data to measure vehicle utilisation will also be monitored and assessed.
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Chiltern Transport:feature 2 07/10/2013 12:11 Page 45
CARBON EMISSIONS: CHILTERN TRANSPORT CONSORTIUM
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skanska:feature 2 05/10/2013 14:32 Page 46
CARBON EMISSIONS: SKANSKA
S DRIVING DOWN CARBON EMISSIONS Skanska has committed itself to reducing carbon emissions amongst its extensive vehicle fleet
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kanska, one of the UK’s leading utilities businesses, has committed itself to driving down carbon emissions amongst its extensive vehicle fleet. Cars and commercial vehicles total in excess of 1,200 meaning, as part of the company-wide sustainable policy, the fleet has a major role to play. Early in its environmental planning, Skanska identified carbon reduction benefits through ecodriver training. The company employed an ecodriving simulator to show people how to drive in an environmentally responsible way. The device taught users how to become more fuel efficient, safer drivers through improved anticipation and by making simple changes to their vehicles. The small improvements in driving technique across the fleet have made huge savings on the environment, resource usage and Skanska’s fuel bill. The company has also gained significantly from the installation of Isotrak vehicle tracking
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skanska:feature 2 05/10/2013 14:32 Page 47
CARBON EMISSIONS: SKANSKA technology. The system monitors the behaviour of vehicles in real-time, enabling efficient vehicle management and detailed reports of individual driving styles. Crucially, the system has allowed Skanska to better manage the fleet in line with its environmental policy, providing the biggest possible carbon and cost reductions. Boyd Neal, business manager at Skanska Utilities, said: “We are wholly committed to our green agenda and have found that by implementing Isotrak’s tracking and telematics system we have been able to keep in line with our fleet company policy, significantly reducing fuel consumption and CO2 within the business, while instilling safe and efficient driving skills into our work force.” Isotrak uses an innovative key performance indicator process that allows Skanska to configure the system in line with its own requirements. It has done so to provide optimum operational efficiencies and carbon reduction. Such elements as driving style, speed, breaking and acceleration are all recorded by the system allowing Skanska to specifically identify areas for improvement. Driver training is then administered depending on individual needs while on-going coaching of drivers facilitates further gains. Telematics has helped with work scheduling and utilisation of the van fleet, reducing wasted mileage and driving hours by ensuring the right vehicle gets to the right job quickly. Use of the Isotrak system has actually resulted in an average improvement in fuel efficiency of 17%. In 2010, Skanska also introduced a grey fleet policy. Over the years the grey fleet has grown in size due to popularity of the allowance scheme which is based on the cost of providing a company car. Another incentive is that employees have enjoyed the fact they can choose their own car from a selection chosen by Skanska based on a carbon cap of 130g/km.
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Introduced in 2009, the current list of available vehicles includes Ford, Vauxhall, BMW, Mercedes, Toyota and Volkswagen. All cars are also Euro NCAP five-star rated on safety. “This gives employees a wide choice in each grade, from small cars to family cars and estates, and allows us to have plenty of sub 130g/km cars,” says Julie Madoui, head of fleet. “The environment is a big driver at Skanska and everyone is engaged in it so we don’t have to incentivise staff. We are now considering reviewing the cap because 95% of our cars are below 130g/km – our average CO2 on cars is around 115g/km.” Madoui acknowledged that the grey fleet had been well received as a culture of environmental responsibility has been instilled in the organisation. She adds, “Vehicle share and video conferencing facilities have helped to reduce annual mileage and enabled Skanska to reduce its fleet size. Pooling options are also being explored.
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skanska:feature 2 05/10/2013 14:32 Page 48
CARBON EMISSIONS: SKANSKA
IN TERMS OF THE GREEN CAR POLICY THE KEY ELEMENTS INCLUDE THE PUBLICATION OF THE COMPANY CAR LIST IN ORDER OF CO2 EMISSIONS
Maple Cross House Maple Cross Rickmansworth WD3 9SW www.skanska.co.uk Tel: 01923 776666
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“We question whether they really do need to travel. Our strategy is to change the reliance on the company car. We have introduced a cycle to work scheme and offered a travel allowance instead of a car allowance in areas like London where people don’t need to drive. “This has also impacted on the grey fleet by moving some from a car allowance into a travel allowance.” Video Conferencing has also provided advantages by limiting unneeded journeys. Since Skanska’s records began significant direct savings have been made in fuel (8,400 litres), carbon (24 tonnes), and costs (£65,100). Most importantly 1,650 hours of employee’s time has been saved to concentrate on clients and projects. As part of Skanska’s strategic aim to be a sustainable business, it has developed an environmental strategy to address the environmental part of being a sustainable business. In assessing the business energy usage its car fleet and the fuel used was identified as being an opportunity to improve. The idea being that by modifying its
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approach to fuel use a change can be seen in its CO2 emissions. Through combining its focus on its environmental, economic and social strategies, getting every manager in Skanska to recognise the important role they and Skanska can play in reducing the impact their construction has on the environment and the communities in which they work, Skanska believes it will continue to be a sustainable business. In terms of the Green Car Policy the key elements include the publication of the company car list in order of CO2 emissions (ranked from lowest to highest). This list is colour coded green to red according to the amount of CO2 each vehicle emits. In addition, Skanska has published the taxable value of each car, to show drivers the amount of tax they will pay for each vehicle. Also, drivers are provided with a cash incentive for choosing a car at a lower grade, while the highest carbon emitters have been removed from the company car list. All these factors support aspects of Skanska’s Sustainability Policy in reducing emissions, safe guarding natural resources, and being more efficient in costs and time.
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skanska:feature 2 17/10/2013 08:45 Page 49
CARBON EMISSIONS: SKANSKA
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BFFF:feature 2 09/10/2013 11:43 Page 50
FROZEN FOOD: BRITISH FROZEN FOOD FEDERATION he British Frozen Food Federation (BFFF) is the voice of the industry for a unique and substantial membership covering the entire cold food chain. Witnessing significant growth in recent years thanks to a modernised service that better targets the key issues of this dynamic sector, the organisation now serves over 300 members. “We can’t guarantee sales but we can guarantee opportunities,” says head of commercial Graeme Day. “Our mission is to promote and protect the interests of our members within the frozen food industry.We’ve seen membership figures grow by 50% in the last 5 years with one of the key areas through association where businesses within the supply chain have sensed the advantages of joining the BFFF. They have subsequently benefited from our services, our networking opportunities and the exposure we can give them.” The BFFF was formed in 1973 to represent the entire cold food chain including producers, wholesalers, importers, exporters, brokers, retailers and associated businesses. Membership comprises the largest players in the industry to small and medium-sized enterprises who have drawn from the BFFF’s expanding service portfolio including its increasingly influential voice at both commercial and legislative levels. Benefits of membership include promotion through the BFFF’s magazine, The Bulletin, a bimonthly publica-
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BFFF is the UK’s frozen food trade association, with over 300 members comprising producers, wholesalers, importers, exporters, brokers, retailers and related associate businesses
BRINGING THE FROZEN FOOD INDUSTRY TOGETHER!
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BFFF:feature 2 09/10/2013 11:43 Page 51
FROZEN FOOD: BRITISH FROZEN FOOD FEDERATION
tion going to the key decision makers within the industry. The membership is encouraged to produce editorial about accomplishments as well as concerns, and all new members have the opportunity to be profiled in the magazine to promote their products and services. In addition, the BFFF promotes networking amongst the supply chain through prestigious events. In June, at the Hilton Park Lane Hotel in London, the organisation holds its annual gala dinner where it also reveals the winners of the yearly BFFF Awards. A large-scale luncheon has also been set up for November at the hotel with 800 tickets selling within five weeks of going on sale this year alone. To supplement these events, members can enjoy the annual conference in February, which features an exclusive exhibition with around 30 exhibitors. The introduction of regional seminars for companies to promote their products and services has also been welcomed by the membership. Crucially, the BFFF acts on behalf of members to address key concerns. Recently, attention has been focused on breaking the perception that frozen food cannot compete in quality terms with fresh or chilled products. Therefore, the BFFF has sought third-party endorsement from universities and other establishments to reinforce the benefits such as competitive pricing, flexibility and convenience, reduced waste, nutrition and sustainability. “In 2010, we produced a food vision report in association with the centre for food innovation at Sheffield Hallam University,” says Graeme. “The report brought together the latest findings on consumer and food service markets, freezing technology, frozen quality, sustainability and the nutritional benefits of frozen
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“WE CAN’T GUARANTEE SALES BUT WE CAN GUARANTEE OPPORTUNITIES”
GRAEME DAY HEAD OF COMMERCIAL
food. It highlighted that frozen food could strongly contribute to DEFRA’s vision of sustainable, secure and healthy food supply in the UK. We launched it at the House of Commons in 2010 with MPs, industry leaders and journalists in attendance. Significantly, Austin Mitchell, the MP for Grimsby, said the evidence presented for frozen has a key role to play.” The BFFF will continue to celebrate, promote and protect the industry but as it looks ahead it aims to bring further value to its membership. From the major players utilising the organisation for networking opportunities or the promotion of new products to SMEs gaining valuable access to technical, health and safety, training and legislative support, the BFFF has proven itself to be an important component of a successful frozen food business.
Warwick House, Unit 7 Long Bennington Business Park Main Road, Long Bennington Newark NG23 5JR Web: bfff.co.uk Tel: 01400 283090
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lookingback:feature 2 09/10/2013 11:36 Page 52
Looking back at...
THE CHANNEL TUNNEL 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
he Channel Tunnel boasts a number of records. Firstly, it possesses the longest undersea portion of any tunnel in the world at 23.5 miles long and 75 metres below the surface of the English Channel at its lowest point. Also, it enjoys the largest high-speed Eurostar passenger trains with roll-on/roll-off vehicle transport in connecting Folkestone in Kent with Coquelles near Calais. This incredible feat of engineering was originally spoken about as early as 1802. However, British political pressure prevented the tunnel from being constructed because of national security fears. The Channel Tunnel wasn’t to become a reality until the 1980s when it was decided, due to safety concerns and the operational effectiveness of the tunnel, to make it a rail route which could carry both foot passengers and vehicles. Building work began in 1988 as a joint agreement between Britain and France with several construction companies from each country taking part. Working from both the English side and
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the French side of the Channel, eleven tunnel boring machines cut through chalk marl to construct two rail tunnels and a service tunnel. For entry into the tunnel, terminals were constructed at Cheriton and Coquelles which connected to major motorway routes (the M20 in England and the A16 in France). Taking six years to build and going way over budget with an eventual cost of £4.65bn, the
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French and British sides met in the middle and the tunnel was opened in 1994. At the peak of construction 15,000 people were employed with daily expenditure over £3 million. Although demand for the Channel Tunnel’s services was overestimated, passenger numbers peaked at 18.4m in 1998. Since then passenger numbers have been on the rise once again with 17m recorded in 2010.
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ISSUE 139
TRANSPORT &LOGISTICS T H E
I N D U S T R Y
F O R WA R D
TRANSPORT & LOGISTICS MAGAZINE
ISSUE 139
D R I V I N G
CHILTERN TRANSPORT CONSORTIUM
POLICE COLLABORATION EXCITING TIMES AT PRIORITY TRANSPORT
THISTLE COURIERS A PERFECT CHOICE
THE LAST FLIGHT OF THE CONCORDE