millennials - microlise · are man tgx 440 h.p 6x2s, rated at 44 tonnes. the trucks are less than...

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THE LATEST IN ROAD TRANSPORT TECHNOLOGY

LOAD & VEHICLE SECURITY

DRIVER FIRST ASSIST

FOOD DISTRIBUTION

Attracting and inspiring a new generation of employees.

Millennials: T h e d i g i t a l

NEWS ROUND UP • LATEST FROM TATA MOTORS • ROAD TO LOGISTICS LAUNCHED • INDUSTRY INSIDER

g e n e r a t i o n

Ask operators about technology in their business and many will enthuse about the benefits it has brought. Looking in from the outside, however, transport and logistics doesn’t seem the vibrant technology-embracing sector it actually is. It’s one of the reasons we face such a big challenge

in attracting young people into the industry at all levels from graduates to drivers.

It’s my belief that technology could be one of the biggest attractions for the so-called Millenial

generation now entering the workplace. This is the mobile generation – they have grown up with digital technology and using it is as natural as breathing to

them. So, let’s appeal to that DNA.

Sharon Clancy, Editor

Welcome...Welcome to the latest issue of Motion, the new magazine for transport professionals interested in learning more about the role of technology in fleet operations.

Coming up in this issue

News In Motion3

Road to Logistics4

Operator Focus6

Millenials & the Digital Generation10

Vehicle & Load Security14

Technology in Action17

Sector Focus18

Industry Organisation21

Manufacturer Focus 22

Industry Insider30

Motion is a quarterly publication published by Microlise and distributed free to commercial vehicle operators and road transport professionals. Its mission is to be an accessible, trusted source of information about technology in road transport. Motion is a stand-alone publication with independent editorial leadership.

PUBLISHED BY Microlise Limited, Farrington Way, Eastwood, Nottingham, NG16 3AG Phone: +44 (0)1773 537000 Email: [email protected] Subscribe: www.transportinmotion.com

Microlise Insight 26

MOTION | THE LATEST IN ROAD TRANSPORT TECHNOLOGY 2

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CV production strongAccording to figures from the SMMT, in May, UK commercial vehicle (CV) output increased 13.8% to 7,748 units. The UK market drove growth, with demand rising 23.5% compared with the same month in 2015.

NEWS IN MOTION

Early ULEZ date for LondonSadiq Khan, the newly elected mayor of London, has announced his intention to increase the Ultra Low Emissions Zone (ULEZ), potentially doubling its area. He also plans to implement it a full year earlier than anticipated.

Sweden rocks down to Electric AvenueSweden is testing a technology that feeds electrical power into trucks as they drive along a highway.

Volvo Trucks’ new concept truck cuts fuel consumption by more than 30%. The new concept vehicle shows how it is possible to drastically boost productivity in long-haul operations. Among the secrets behind these remarkable fuel savings are aerodynamic design and lower kerb weight. The new vehicle has been developed with support from the Swedish Energy Agency. It is the result of a five year long research project aimed at creating more energy-efficient vehicles. “We continuously work on developing more energy-efficient vehicles. This is a high-priority area both out of environmental

concern and in order to reduce our customers’ costs. We’re proud to be able to drive this development. Our concept truck showcases the immense power of on-going technical advances,” says Claes Nilsson, President and CEO Volvo Trucks.

New concept truck could be game changing

In a poll taken at the Microlise Transport Conference, attended by over 1,000 senior industry delegates, a 44% majority reported they would vote for

Brexit, aligning with the outcome of the EU referendum in June in which 52% voted to leave.

Transport industry EU vote aligned with national opinion

The Government has approved Stanford West, Kent, as the location for a controversial new lorry park with space for

3,600 trucks. It is intended to be a long-term solution for problems caused by Operation Stack.

Controversial operation stack lorry park confirmed

The DVSA will launch its Earned Recognition scheme in early 2017. Announced by the DVSA’s compliance product manager

David Wood, the new approach to compliance, which will be available to all operators, will hinge on next generation enforcement.

Earned recognition in early 2017, says DVSA

RHA calls for Red X lane penaltiesThe Road Haulage Association wants a camera-based fixed penalty regime for those drivers who ignore Red X lane closures on motorways after a Government report highlighted widespread flouting of the Red X law.

WWW.TRANSPORTINMOTION.COM 3

There is general consensus that the road transport and logistics industry is facing a massive

driver shortage – currently standing at 45,000 and expected to worsen as more of the current generation of experienced drivers reach retirement age and are not being replaced at a fast enough rate.

An innovative potential solution is Road to Logistics, a new not-for-profit organisation that has been formed with the aim of addressing the professional driver shortfall, whilst supporting those in society who may need a helping hand. Road to Logistics is the result of a close collaboration between Microlise Executive Director Bob Harbey and Road Haulage

Association (RHA) Chief Executive Richard Burnett. Both were keen to address the driver shortage issue and at the same time give military veterans and ex-offenders the opportunity to secure a long term career in transport and logistics.

To identify potential recruits for the programme, the organisation is working closely with both

CHANGING LIVES THROUGH LOGISTICSEase the driver recruitment problem and help ex-service veterans. That’s the aim of the innovative Road to Logistics.

DRIVER SHORTAGE


Care after Combat, the military services charity chaired by Jim Davidson, and HM Prison Service.

The Home Office has launched an initiative to cut the rate of reoffending.

Care after Combat calculates there are as many as 5,000 ex-service people in prison, often for alcohol and substance abuse offences committed during what can be a difficult transition period from military to civilian life. “Our mission is to support veterans and achieve a reduction in numbers of re-offending veterans in the criminal justice system,” said Davidson.

Richard Burnett is hopeful that Road to Logistics will be a force for good on a large scale. “Right now, the road transport and logistics industry is facing a massive driver shortage. If we can help address the issue and at the same time support those in society who may need a helping hand onto the employment ladder, then it is an opportunity that must be taken.”

“We think it will be a win-win situation,” commented Davidson. Employers, he points out, would be hiring disciplined people with a strong work ethic. “They just need a little support getting back into society. By providing secure long-term skilled employment in the transport industry we are achieving many of our goals while at the same time providing a new source of talent for the industry.”

The Road to Logistics programmeFollowing interviews and employability assessment, Road to Logistics will fund and support new recruits through professional licence training before placing them in an appropriate job. Individuals will go through a programme of activity that ends with them securing qualifications such as HGV licences, to enable them to begin a career in the transport and logistics industry. Soft skills will be part of the assessment process.

“We have an objective to have 30 to 50 drivers through the programme by Christmas. We want to walk before we run and ensure that the programme is nationally scalable,” said Bob Harbey, who is also Road to Logistics Chief Executive.

“The aim is to gather evidence during the pilot phase to show the Exchequer that there is a net gain to the economy by running this programme. We then hope to secure further funding to increase the numbers of new professional drivers being created.”

Road to Logistics will operate within the Microlise Group for financial stability and an initial

investment of £100k has been made by the company to fund the pilot phase.

Major hauliers have already begun to allocate vacancies and will accept the first new drivers to complete the programme. DAF Trucks dealership Ford & Slater is providing vehicles for use.

Driver crisis -

Where is the new generation of drivers going to come from?

“Our mission is to support veterans & achieve a reduction in the numbers of re-offenders in the criminal justice system”.

For more information, please visit roadtologistics.org.


The company moved to its current Earls Road site in 1973 having already expanded

operations to include a 26-acre facility at Thornbridge. It has now grown its original site to 15-acres, including a state-of-the-art transport base that includes a new 30,000 square foot warehouse.

The company is still family owned and managed. Iain Mitchell has built on the founding core values and principles installed by his late parents, John and Catriona, and added the benefits offered by modern technology and operating equipment.

John Mitchell Haulage prides itself on delivering 21st century logistics services, part of which comes from a long-standing investment in telematics.

The fleet numbers around 125 commercial vehicles and 230 trailers. Most of the tractor units are MAN TGX 440 h.p 6x2s, rated at 44 tonnes. The trucks are less than five years old and haul a mixture of skeletal, tanker, curtainsider and flat trailers on general haulage, container movements and bulk freight transport operations. Tractor units are on an R&M contract with the MAN dealership just down the road in Grangemouth. There are also 15 rigid vehicles fitted with

flat bed or curtainsider type bodies and some feature demountable bodies.

“I’ve always been interested in technology, and we started investing in telematics 15 years ago,” says Iain Mitchell. “Like most operators, our aim is always to get the best fuel economy out of our trucks. We quickly learnt that focusing on MPG alone wasn’t going to deliver the best results. That was coming from all the other things drivers do which can affect fuel consumption.” “We started with reducing the amount of engine idling – which I have to admit was embarrassingly high, at around 20%. Telematics was key here – it gave us the data to understand when excessive idling was occurring and why. Before, we didn’t have a clue. For example, we noticed that some drivers were running the engine to keep the cab warm at a delivery point instead of turning on the independent cab heater. It was a quick win in terms of fuel economy and we remain very focused on keeping it low.” Green Band Driving Mitchell says while current advice is to encourage drivers to use cruise control where possible, the reality of operations in the north of Scotland means it has less impact on overall fuel >>

“I’ve always been interested in technology,

and we started investing in telematics 15 years ago.

Like most operators, our

aim is always to get the best fuel economy out of our trucks. We quickly learnt

that focusing on MPG alone wasn’t going to deliver

the best results. That was coming from all the other

things drivers do which can affect fuel consumption.”

Iain Mitchell,

Managing Director, John Mitchell Haulage

21st Century LogisticsJohn Mitchell Haulage has grown from humble beginnings in 1956 with one second hand Albion lorry operating from Grangemouth in central Scotland,

to today’s modern 21st century logistics company.

OPERATOR IN FOCUS


“We find the geofencing and mapping functions particularly useful in keeping our transport office up-to-date in real-time what’s happening out on the road.”


consumption. “The Scottish terrain is against us in that respect. It’s more beneficial on the fuel front to encourage green band driving.”

Again, it’s the telematics data that has helped improve fuel consumption. “In a comparison trial, drivers who scored highest in green band driving also delivered the lowest MPG. That remained true whichever type of operation they were on.”

Green band driving was also well-received by drivers, says Mitchell. “As professional drivers, they can see that connection with good driving style. It’s also helped reduce other elements such as over-speeding, over-revving, and harsh braking.”

“We’ve seen great changes in driving style and consequentially our accident rates have fallen. I’m convinced that is because drivers have something to focus on during their working day.”

The company has found that telematics reports are an invaluable tool in changing driver behaviour and driving style. “Show a professional driver that something they are doing is having a negative effect on fuel consumption and they’ll stop doing it.” Mitchell says he’s never had to dismiss a driver who has failed to improve their driving behaviour, but says that he wouldn’t hesitate to do so if he had to. “It’s not just the question of fuel – it’s also about attitude.”

It’s not just the question of fuel – it’s also about attitude.

We’ve seen great changes in driving style

and consequentially our accident rates have fallen.”


Recognition: In a category of over 100,000 drivers, two of John Mitchell’s drivers made it into the top three of the medium distance section of the Microlise Driver of the Year Awards. Ian Cupples and Douglas Thornton were nominated for the award at Microlise’s annual conference. Ian won the award with Dougie, finishing as a gracious runner-up. And, by having the most drivers in the shortlisted top 1,000, the company itself received the award for overall Driver Excellence. The competition starts with performance analysis of 110,000 drivers who are monitored by Microlise’s telematics system throughout the year. For the awards driver performance data is analysed in four key areas: green band driving, use of cruise control, excess throttling and idling, and graded from A to G. The University of Nottingham analyses the anonymous data to generate a shortlist of 1,000 drivers. Questionnaires are then collected from the managers of each driver and independently reviewed by the judging panel.

“We want our drivers to be engaged in our business – and that means looking after our customers and their trucks.” Company policy is to allocate a truck to a specific driver. “Each driver knows their truck and that particular operation and customers. The continuity is important.” The drivers get weekly reports on their performance and are set fortnightly challenges. With each monthly pay check, drivers are given a performance report. “It’s stapled to their payslip, so they make the connection between extra pay and good driving performance.”

Mitchell believes giving drivers hard-to-achieve targets is counter-productive. “We don’t give them big targets. All we ask for is a little improvement in one area each month. The aim is to give them something to focus on and keep them on their toes during their driving day.” Most of the drivers buy into it, he reports. If they reach the A grade, they are rewarded with a £100 bonus. Each driver who joins the company is given a day’s induction course of which telematics is part. “We don’t take a Big Brother approach, but we want drivers to be aware that we are monitoring their driving behaviour.” Better Customer ServiceHaving originally implemented telematics to improve fuel economy in the fleet, John Mitchell is now reaping operational benefits.

“We find the geofencing and mapping functions particularly useful in keeping our transport office up-to-date in real-time what’s happening out on the road. Initially, our transport planners couldn’t see the point of planning and monitoring operations electronically, but they’ve been completely won over by how much better it enables them to do their job and improve our service to customers.”

Journey times take account of current traffic conditions so staff can say with confidence what time our driver will arrive at the customer’s premises. We know which driver is nearest when a customer requests a collection. It’s great for customer service because it allows us to manage expectations.

“John Mitchell allows some of its larger customers to access the system with a dedicated log-in and password. “That helps efficiency because, for example, if they want to know about when a delivery is going to arrive, they don’t have to call the office.”

Next StepsThe next step for the company is to implement remote tachograph downloads. “That will save our compliance team time downloading driver data from each truck, and also help the planners – they’ll know if a driver has enough hours left to complete a job.”


Technology is the key to attracting and inspiring a new generation of employees.

Inspiring them, inspiring you...


Inspiring them, inspiring you...

There’s no denying that transport and logistics has something of an image problem -

indeed, to the many young people the industry needs to recruit, it barely registers so has no image at all.

If they do think about it, it’s more likely to be as an industry that is a contributor to congestion and pollution than a dynamic industry with great opportunities to progress and build a career in. There’s been a lot of brow-beating this year about attracting young people - the so-called Millennial generation - into the sector.

In an age when your potential employees grew up with online gaming and use social media to keep in touch with their peers, transport can seem pretty dull. However, the image does not reflect the reality - transport and logistics has become a sophisticated digitilised industry and that will appeal to Millennials. MillennialsSo who are this mysterious Millennial generation - also known as Generation Y? Sociologists in the USA came up with the terms Baby Boomers, Generation X and Millennials to distinguish generations in terms of attitudes, experiences and so on.

Millennials describes people born between 1980 and 2000 - the children of the post-World War 2 Baby Boomer generation (Generation X are those born between 1960 and 1980).

It’s widely acknowledged that each generation thinks the one following has a completely different mindset, so what makes Millennials stand apart? It’s a fact that Millennials are the first to have grown up in the digital era - they’re not only tech-savvy, they depend on it to manage their lives.

Millennials are often called the sharing generation – social networkers who swap tips and share experiences. Various studies have revealed Millennial characteristics such as creativity adaptability, open-mindedness and tolerance. At the same time, they are often criticised for having unrealistic expectations, of entitlement, for being self-obsessed and hard to please. Regardless, they are the future workforce and it seems fleet operators will need a different approach both to recruit them and to manage them.

The Appeal of TechnologyThe Millennial generation expect everything to be done digitally. You may have introduced technology to streamline your operations, save costs and eliminate paperwork, among other things, but have you considered that all this technology appeals to the Millennial generation, so can be a really effective recruitment tool?

At the same time, if your company is using paper manifests and whiteboards and has no real-time journey management system in place, the chances are young people are less likely to be interested in joining the team.

Remember, these are people who live their lives on mobile devices, are connected in real-time to all their peer group, and are used to using the web for everything from flight bookings to asking obscure questions.

Older employees might feel overwhelmed by the sheer amount of data that is now available about operations. By contrast Millennials are used to handling lots of digital

data and to being able to access it whenever they want it.

Indeed, they expect the same in a work environment. And it’s not just office staff – young drivers will also be used to a digital world.

They won’t be phased by being asked to do their daily walk-round checks on a smartphone or tablet, download route manifests to a tablet or smartphone, collect customer proof-of-delivery signatures electronically or digitally capture images of goods.

The Sharing GenerationTransport is often called a people business – and the good news is that Millennials have a collaborative attitude to the world – all that sharing on social media is now embedded in their DNA. So they expect to collaborate at work, they expect to share information with colleagues and managers and they expect to communicate with customers.

Fleets need to adopt technology that allows these employees to share – WhatsApp groups and apps such as the Motorway Buddy allow drivers to share tips. Managing Millennials Whatever their role in the company, Millennials expect to be included in the chain - they won’t thrive in a top-down hierarchical organisation. Technology such as real-time data on vehicle location gives employees the power to resolve issues and problems on their own. Millennials are well aware they may not have the job security older generations have enjoyed. >>

There’s no denying that transport and logistics has something of an image problem...


As a result they have a different relationship with their employers. It’s not so much they are less loyal, more that they are more open-minded about moving if a new opportunity arises elsewhere - whether this is for more money, better career prospects or even the opportunity for more flexible working. This last issue, for example, is one reason there’s been such a growth in agency drivers – young people want the flexibility to work when they want.

If you’ve been working in transport and logistics for some years it might be hard to appreciate quite how high-tech fleet management has become - for many it’s simply better tools to do the job more efficiently. Getting real-time information to and from drivers and customers is no longer the technical challenge it was – the world has gone mobile. The cost of buying into the technology has dropped dramatically, whether it’s the price of mobile devices or the ability to pay for fleet management software on a per month per vehicle basis.

Technology in Action 1.Transport management The modern transport office is a hub of digital activity – seasoned transport professionals take for granted computerised scheduling and dynamic route planning systems and the widespread use of apps for a host of tasks from proof-of-delivery signature capture to walk-round compliance checks. All this is very appealing to millennials. They won’t worry that scheduling and planning and journey management software is de-skilling their job - they’ll embrace the technology and the

possibilities it offers to improve the business. They’ll buy into the real-time journey management because they take for granted that information is available when and where they want it. They’re perfect for customer-facing roles because as consumers and keen participants in the online shopping revolution, they appreciate more than most the importance of meeting expectations. The trend towards greater integration also taps into millennial interests - joined up systems between delivery and CRM, for example. They’ll like the idea that efficient route planning helps reduce mileage and thus emissions – they’re interested in environmental issues. 2. Drivers Crisis is an overused word but there’s now irrefutable evidence that the driver shortage in transport qualifies for this description. While cost of licence acquisition is often cited as a major cause, there are other factors that deter the millennial generation in particular – poor sector image, lack of understanding of how high-tech the industry actually is and low quality facilities. Unless told, Millennials won’t appreciate that modern trucks are sophisticated machines bristling with electronics. They’ll be attracted by technologies such a Lane Departure Warning, Adaptive Cruise Control and on board cameras.

Rather than resent driver performance management, this generation of gamers are likely to respond positively to league tables and the challenge of improving their skills. They’ll understand

and buy-in to the link between improved fuel consumption and lower emissions. 3. Compliance Ditching the paper has never been easier or cheaper. DVSA now accepts electronic, paperless systems for defect reporting and fleet management records. Fleet management tasks such as booking annual vehicle inspection tests, O-licensing and managing OCRS can all be done digitally now. Smartphones cost as little as £50 and far from resisting a shift from paper, the millennial generation are used to using apps for everything so will embrace digital processes.

FINALLY... With Millennials becoming the workforce of the future, engaging with them might require a change in mindset from many fleet operators from both recruitment and retention viewpoints. The good news is that this generation is also the one that will keenly embrace the technology that is going to be essential for driving future fleet efficiencies. pore ped unt.


Sources

The Deloitte Millennial Survey 2016www2.deloitte.com/global/en/pages/about-deloitte/articles/millennialsurvey.html

Oracle survey: Preparing for the Teletubby-trained mobile workforcewww.oracle.com/uk/applications/human-capital-management/features/mobile-dna/index.html

Millennialsthe mobile generation

Business attitudes

MOBILE study

who are we?

32% of Millennials say they view “work apps” as essential in helping them successfully do their jobs.

Mobile for many Millennials is their preferred way of engaging with the world.

63% of Millennials believe in looking for quality of an organistions products and services.

62% of Millennials look for levels of employee satisfaction.

55% of Millennials are interested in customer loyalty/satisfaction.

Baby Boomers1946 to 1964

Generation Ya.k.a. Millennials 1980 to 2000

Generation X1960 to 1980

Millennials Creative, adaptable, driven and open-minded Like • Comment • Share • About 10 mins ago

Millennials Represent the first mobile generation, and the next wave of workers will be even closer to their mobile devices.Like • Comment • Share • About 45 mins ago

Oracle Mobile is altering the DNA of the workforceLike • Comment • Share • About 30 mins ago

Deloitte87% of millennials believe that the success of a business should be measured in more than finantial performance .Like • Comment • Share • About an hour ago

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LOAD SECURITY

Real-time tracking technology can give operators and their drivers a helping hand in the battle against freight theft.

TRACKING - YOUR SECURITY EYE IN THE SKY


Transport operations are by their very nature more vulnerable to criminal activity.

Instead of being nice and secure in a staffed warehouse with CCTV, goods in transit are in a less protected truck body or trailer. During the journey, thieves have plenty of opportunities to target vehicles and their loads: loads can be left unattended when drivers stop to take a break.

Both the load and, driver are vulnerable when parked overnight at truckstops, motorway service areas or in laybys. Intercepting the driver just before a planned delivery point and redirecting the vehicle to a false address is still common.

Nor are loads always high value – it’s the easy disposal of the goods and being able to sell them with few questions asked as to their origins that can make them attractive. Load theft is lucrative, and until recently was a low-level priority for police. However, with reports that the UK is the third worst country in Europe for freight crime, there is now greater awareness of the problem.

The National Vehicle Crime Intelligence Service (NaVCIS) in Coventry gathers vehicle crime intelligence from all UK police forces and European law enforcement agencies and, with private funding support, has set up a full time Freight Desk to specifically target crime that effects the road haulage and freight transport industry in the UK.

Tracking SystemsPhysical barriers such as secure locks and anti-slash curtains are effective deterrents, but how do you enhance that? Technology can play a role in proactive management of any security risk: the same vehicle tracking systems used for journey management can help you be proactive in theft prevention, monitoring the load from the collection point to the delivery site. Some of this can be strategic. Approved route plans and rest stops, and monitoring that drivers are using them, all increase security. Secure parking for trucks is a problem throughout Europe, and the situation changes regularly, so continual vigilance is required. In Europe, drivers can be subject to gas attacks, which though harmless, render them unconscious, leaving the coast clear for thieves to steal the load.

Operators have a duty of care to drivers as well. Some telematics systems incorporate a panic button the driver can press if they or their load is attacked – it immediately sends a priority alert to the office. Knowing where the freight crime hotspots are helps - NaCVIS publishes a regular newsletter on freight theft activity both in the UK and in Europe.

Geofencing – The Silent SentryJourney management systems that monitor vehicle movements in real-time can also provide enhanced security. Many fleets geofence customer delivery points

to check planned versus actual plans. It’s easy to use those same geofencing tools to add a little bit more security to your operations, allowing you to manage protection of your own or your customers’ goods.

If you geofence planned stops, for example, you’ll be alerted if for whatever reason drivers do not make that stop or deviate from the route. Geofencing the entire route from collection to delivery may seem excessive, but if you are transporting valuable loads you’ll know instantly if a vehicle diverts from its planned route. It may be a road closure, but it may also be that the load is being hijacked.

Geofence depots, and you’ll know if trailers or vehicles move unexpectedly even outside normal operating hours. The same warnings can be given by motion sensors available on some telematics systems. Add sensors to truck body or trailer doors, you can monitor door openings and you’ll know if the load is under attack even if the driver has temporarily left the vehicle unattended.

Load SecurityLoads might be less valuable than stealing a vehicle, but they are easier for thieves to sell on. The potential market for a load of electrical goods or even nappies, for example, is greater than for an engine or gearbox off a truck, or the scrap metal. Load doors are the most obvious entry point for thieves. >>


Police Liason: While tracking systems are undoubtedly useful in monitoring vehicles, recovering them relies on the co-operation of the police.

Eurowatch, for example, is a cross-border tracking system that has coverage in more than 50 countries. It has 24 hour access

to police and emergency services. The aim is to reduce the advantage criminals have over nationally-based police forces. Users call one telephone number and Eurowatch liaises with local police, providing real-time tracking information.

It operates through a network of National Service Providers that have accreditation to police in each country. They use the technology of the local police and its standard procedures for incidents.

Any type of GPS location system can transmit data into the network, which is them relayed to police in the country where the incident has occurred. Crime Reporting by App: MotorWayBuddy, an app that provides drivers with a guide to UK Truck Stops and real-time traffic information, also incorporates a crime-reporting

function that NaVCIS encourages drivers to use while they are still at the scene.

Should the driver suffer malicious damage to either them, their vehicle or the load, the app gives them the ability to capture three pictures of the incident that has occurred. The location of where the incident happened, the time when the incident was first discovered and a description of what has happened can also be added.

Crime Reporting: NaVCIS asks fleet operators to help fight freight crime by taking the following steps:

• Report ALL Freight Crime incidents including attempts, however minor

• Try and report crimes before you leave the crime location so Police can maximise forensic evidence

• ALWAYS also report to Police via 101 or 999 in an emergency

• If drivers see/hear anything suspicious in the night, they should stay in the locked cab; call 999 and wait for assistance

• Use Crimestoppers to report anything anonymously

Contact the Freight Desk at www.navcis.police.uk.

FREIGHT CRIME

It’s relatively easy to integrate door-open sensors into telematics systems. It requires just a sensor to monitor the doors - either on the truck body or the trailer. As well as the office, drivers can also receive an alert that a door has been opened when

they are away from the vehicle, taking a break.

A PIN-based electronic access control provides enhanced security for load bay doors - the doors can only be opened at the point of delivery by someone who

knows the correct PIN and only then once GPS location data has verified it is the right address. The PIN can change with every trip, drivers have no access to the load area, which protects them if they are targeted en route.


CYCLIST SAFETYTrucks and cyclists sharing the same road space is always going to fraught with risk. Motion takes a look at the technologies now being deployed to help both drivers and cyclists.

TECHNOLOGY IN ACTION

Trucks are under the spotlight in improving road safety for cyclists because although HGVs make up only 5% of the traffic on UK roads nationally, statistics reveal they are involved in 23% of cyclist deaths. Of course, this doesn’t mean truck drivers are cavalier about cyclist safety, more that when truck and cyclist collide, cyclists can get caught under the front or rear wheels of the truck, sustaining serious injury.

Nationally, cyclist fatalities have risen by 4% since 2014 and injuries are up by 8.2% - all in a period when cyclist traffic rose by 3.8%.

Research by Transport for London(TfL) revealed that 84% of incidents involving cyclists and vehicles occurred within 20 metres of a junction and that left turning HGVs caused the most fatalities. Now the Government Transport Select Committee has called for TfL’s Safer Lorry Scheme for trucks over 3.5 tonnes gross to be rolled out across the UK. The scheme requires all trucks to have extra mirrors to give drivers a better view of cyclists and for those previously exempt from sideguard regulations to have them fitted. Seeing and Hearing…Technology can help by eliminating blind spots on trucks, provide warnings to drivers that there is a cyclist in close vicinity and by alerting cyclists that a truck is about to carry out a manoeuvre. Some systems focus on eliminating the dangerous nearside blindspot, others offer front, rear and off-side protection as well.

Technology solutions include ultra-sound based proximity sensors, cameras and radio-frequency solutions that automatically communicate between cyclist and vehicle. Proximity sensors and cameras can be combined and audible alerts included to warn cyclists of an impending manoeuvre.

CamerasBlind spot camera systems use light and motion sensors to detect cyclists and pedestrians moving towards the vehicle. Some cameras are inactive during normal driving, only activating when the driver indicates to turn left or right, with an audible and visual alarm. Some fleets incorporate side-view cameras and rear-view cameras into a 360-degree view system.

There are some quite sophisticated algorithms used in the camera technology to prevent false alarms. For example, a cyclist moving up quickly on the nearside when the truck driver starts to indicate left is at greater risk than a cyclist stationary in the blind spot when the vehicle has stopped at traffic lights.

Proximity SensorsProximity sensors use the same ultra-sound technology as reversing cameras - a technology already familiar to many fleets. Up to four can be mounted along the side of the truck. Ultra-sound is designed to detect any obstacle, static or moving, that comes into proximity to the vehicle. They are cheaper than camera systems but critics say they are unable to distinguish between cyclists and other objects on the nearside such as lamp posts or bollards and as such may trigger false alerts, de-sensitising the driver to genuine alarms. However, modern systems are quite sophisticated - they are able to detect objects in 200 milliseconds, calculate the actual distance and they only operate below a pre-determined speed, reducing the risk of a false alarm. The sensitivity levels and detection range can be pre-determined.

RF SolutionsRadio frequency solutions are relatively new and more controversial because they require the participation of both vehicle owner and cyclist. Basically, the vehicle has an RF receiver and the cyclist has an RF transmitter.


They may not have invented just-in-time delivery but supermarkets have become

masters at it. Food distribution has some specific requirements above and beyond the usual pressures of retail distribution. It’s a complex operation because they not only have to deliver ambient goods such as tea, canned goods and cereal, but also fresh, chilled and frozen produce. They have to have the goods on the shelves when the customer wants them. They need to ensure shelves are stocked and there is enough of the right product at the right time - BBQ materials and ice-cream in the summer, and chocolate eggs at Easter, for example.

There’s the time constraint too - food that is out of date, spoiled or damaged in transit is going to be rejected by stores. Managing this demands an integrated approach not just to transport and warehousing but also to suppliers

and to systems that monitor sales, predict seasonal demand and even keep an eye on the weather forecast.

And if this wasn’t enough to manage, the big four supermarkets have had to factor in the trend in recent years for more of their customers to do grocery shopping online or at local convenience stores – both of which require a different approach to delivery.

All of this has quite an impact on transport and logistics, particularly on route scheduling and optimisation. Supermarkets, for example, are in easily-accessible locations, often with a loading dock. They have back-of-store storage facilities even for chilled and frozen products.

In contrast, convenience stores may not have an off-street delivery access, or it may be restricted. Nor do they have much storage or even shelf capacity. So deliveries need

to be both more frequent and in smaller quantities.

That requires some quite complex schedule optimisation if delivery costs are to be kept under control. The maximum weight, double-deck, multi-temperature aerodynamic tear-drop trailers that have come to be associated with supermarkets simply aren’t suitable for many High Street deliveries.

Integrated data is vital when it comes to answering critical questions such as whether the job is economical or can be made economical by merging trips or changing the delivery day, for example. Schedule OptimisationSupermarkets are renowned for their adoption of route optimisation and planning technology and the slickness of their in-store delivery operations. Route optimisation is obviously key both to keep costs down and

Groceries in demandThe food and beverage industry is one of the most demanding sectors for supply chain management and the UK is recognised globally for its

leading edge performance in this area.

SECTOR REPORT – FOOD AND GROCERY DISTRIBUTION


meet environmental targets for carbon reduction - something consumer-facing businesses are very keen to report. Drivers’ available hours are integrated into the planning process, as are fleet maintenance and inspection schedules.

Predicting how long a delivery will take can be quite complex - factors such as location and how the goods are packaged need taking into account. Are the goods chilled, ambient or frozen? Food safety regulations require food retailers to prove goods have not exceeded recommended temperatures during transit. The planning systems also need to know the number of roll-cages, pallets or totes and so on for each delivery and how that delivery will be made - with a tail-lift or via a loading dock.

Journey ManagementIt’s all very well planning the optimised delivery, but if you are running a tight operation, you also

need to know what’s happening out there that could impact on the schedule. Investment in journey management technology has become an important feature of supermarket operations. It allows continuous re-optimisation of schedules to accommodate real-life occurrences.

For example, vehicle turnround times at delivery and collection points are one of the critical elements in schedule optimisation for supermarkets. At many stores, there are Arrival Boards, updated automatically with geofence alerts, so staff know when to expect a delivery so can prepare to receive it and also if it is delayed. At RDCs, journey management tells staff precisely when a vehicle will be returning - that allows proactive management of future deliveries. For example, if a driver’s first delivery is late because of traffic delays, will they still have enough hours remaining to complete the planned second

delivery or do they need to be allocated a different, shorter route? AnalysisAnalysis tools can help find the cause of failed deliveries and predict future transport needs.

Vehicle tracking by itself does not provide sufficiently granular data for High Street deliveries. For example, the store may be some distance from where the vehicle is parked. When data is captured automatically, it can help reduce debrief times. Integration of real-time journey management is the next step towards deeper analysis of where inefficiencies in the system remain. It’s also key to proactively managing customer expectations of delivery times and, for in-house trunking and operations, minimising unplanned delays. >>

UK “big four” supermarket Morrisons has deployed a new telematics solution across 545 heavy goods vehicles (HGVs) in order to reduce fuel costs and cut carbon emissions to its 500+ stores.

As well as driver and vehicle performance management, Morrisons has also introduced journey management to provide real-time visibility of its fleet against schedule and maximise vehicle uptime.

“Having an effective and efficient fleet to resupply our 500+ stores up and down the country is key to keeping shelves stocked.” said Nick McCurtin, Head of Central Logistics at Morrisons.


TescoTesco of is now using journey management across 19 depots and

2,500 vehicles and 4,500 trailers. This includes

telematics hardware units, but also rugged tablets,

giving drivers easy access to schedule information,

messaging, route guidance and voice calls - as well as panic alarm system that

alerts the transport office to any driver in need of urgent

assistance.

Tesco staff access the journey management through a web-based

portal, allowing 24/7 access to data on operational

performance. The solution reports on planned versus actual route and schedule adherence performance,

allowing wasted miles and driver time to be minimised

and route planning to be as effective as possible.

An Arrivals & Departures board system, provides an

accurate and real-time count down for both departures

from depots as well as arrivals into depots and stores - thereby helping to improve turnaround

efficiencies.

The Co-operativeThe Co-operative Society is the UK’s leading convenience store food retailer. It delivers to nearly 4,000 stores in all corners of the UK, making about 34,000 deliveries, on 9,500 routes using 1,344 vehicles, every week. It plans to open 120 new shops in 2016.

With its environmentally friendly image, the Co-op is particularly keen on operational reports that show them that planning decisions result in lower fuel costs and carbon reduction emissions. The switch to a dynamic resource managed planning approach has already delivered a 5% cut in delivery miles at a pilot depot. “We needed a technology refresh and had a clear objective to realise further reductions on our environmental footprint by reducing fuel consumption yet further. We also wanted to ensure greater integration across our fleet,” said Jon Paul Brown, National Transport Manager at The Co-operative Group. Their fixed routes generally provide efficient schedules, but the challenge is in managing volume fluctuations while still meeting planned delivery times and maximising efficiency.

Using Paragon route planning software enables the Co-op planners to integrate driver details and availability, actual store order volumes and delivery windows. The system then creates the most efficient delivery schedule that meets the needs of the stores, while ensuring the driver and fleet resources are available to deliver the plan.

During the trial the Co-op also realised improvements in vehicle utilisation and gained benefits from having full visibility of its fleet against schedule and real time arrival and departure displays with journey management boards. These give insight and visibility to debrief drivers by exception against route and schedule adherence, and ePOD to manage delivery and collection processes electronically. The solution also includes temperature monitoring of trailers and a rugged device for two-way messaging with drivers, vehicle compliance checks, and integrated truck-specific satellite navigation and manifest management.


No, nor did I. The reason behind this scary statistic is that the target for an ambulance to

arrive at a road traffic accident (RTA) is 8 minutes, yet deaths occur in as little as four minutes from a blocked airway - a condition relatively easy to treat given the right training, says David Higginbottom, founder and CEO of not-for-profit organisation Driver First Assist.

“The UK invests a great deal in accident prevention, but we could do much more to improve and target resources to assist initially when incidents occur,” he says, “Every day, victims of RTCs die needlessly because individuals immediately at the scene lack the ability to administer basic first aid. Drivers can make a genuine and life-saving difference in the first crucial moments after a traffic accident.”

Driver First Assist trains drivers to provide this life-saving first aid and to manage the scene at a RTC prior to the arrival of the emergency services. It has been created with the help of the Police, Ambulance and Fire and Rescue services, with whom DFA continues to work in partnership. So far, DFA has trained over 1,000 UK drivers but Higginbottom wants more drivers to become DFAs, as he calls them, and more operators to encourage them.

“The fact that nearly half of drivers have come across the scene of a collision before the emergency services arrive clearly demonstrates the potential the motoring public has to help. Having a network of volunteers on the road, trained in the skills needed to correctly report a crash to the emergency services, or even to deliver life-saving first aid, has the potential to reduce road deaths by up to 46%.”

Keeping Goods MovingHigginbottom points out that by helping to manage the scene at an RTA, DFAs provide the emergency services with vital information, ensuring they get there quicker and with the appropriate resources. “This results in roads reopening faster, minimising disruption and keeping businesses on the move.”

“The more DFAs there are, the more effective we can be. We don’t expect you to train all your drivers. However, if every company aims to be represented by at least one DFA, what a difference that would make. We train first aiders in the workplace so why not for the road network? Let’s face it, this is probably the biggest and potentially most dangerous workplace in the UK.”

Training The DFA training course has been developed by the emergency services and is delivered by an

instructor who is either currently serving as a paramedic, police or fire officer, or someone who has front-line experience. It’s a one day, 7-hour course, run at several centres around the UK and via group sessions at company premises. The training received is the same as that received by emergency services personnel.The training course fee is £95 (+VAT) per person, including upload to the DVSA database for Driver CPC (the course counts towards driver CPC periodic training).

There’s also a £25 membership fee to join the DFA following successful completion of the course - as a not-for-profit organisation DFA needs to cover its costs.

The fee includes providing the DFA toolkit of long sleeve hi-viz jacket with DFA logo, first aid kit, ID card, indemnity insurance, key ring and window sticker. Membership lasts for a period of three years, after which a refresher course is required to ensure skills and knowledge remain consistent with emergency services operational best practice.

Driver First Assist. Save a lifeDid you know that nearly 50% of road traffic accident deaths occur before the emergency services arrive at the scene?

INDUSTRY ORGANISATION

For more information, please visit www.driverfirstassist.org.


Motion spoke with Saurabh Pushkarna, Tata’s telematics product development

manager for commercial vehicles for an insight into what is driving telematics adoption in India.

Electronic control of drivelines and other vehicle systems is a relatively new development in commercial vehicles in India, explains, Pushkarna. “Tata Motors is determined to harness these new developments to introduce

advanced telematics and fleet management services to Indian operators.”

“In 2012, we became the first vehicle manufacturer to introduce global-standard telematics and fleet management solutions into the Indian logistics and transport industry when we unveiled the Fleetman platform on the Prima truck range.” Tata Fleetman features include real-time fleet tracking, SMS alerts, geo-fencing and trip management. Tata Motors notched up another first when

it began to factory-fit telematics across its entire PRIMA range, with 3 years’ complimentary telematics service to every customer.

The MarketTata Motors is the market leader in India, with over half of all truck sales. However, there are hundreds of aftermarket providers of telematics systems in India, so why did Tata Motors decide to compete with them?

MANUFACTURER IN FOCUS

TATA Motors Tata Motors is India’s largest commercial vehicle manufacturer with a clear vision of how telematics solutions can increase the productivity

and profitability of its customers’ transport businesses.

Saurabh Pushkarna, Telematics Product Development Manager for Commercial Vehicles, talks to Motion about TATA’s vision for telematics use.

“Tata Motors is determined to harness new developments to introduce advanced telematics and fleet management services to Indian operators.”


“Several hundred suppliers may sound like a crowded market, but in fact many of the companies only offer regional coverage. There are only very few who offer support on a national basis,” explains Pushkarna. “It is a young, fledgling market - we estimate telematics is fitted by 500 non-OEM companies with about 100,000 vehicles included. Many fleet operators are not using it - they have heard of it but they are not really sure what it can do for their business.”

“We want to help operators understand how telematics works and the benefits it can bring.” Tata Motors is investing considerable time and money in customer support for Tata Fleetman to engage their customers with telematics. “Telematics is unusual for us in that it’s both a technical product and a service product. Initially the goal has been to get some penetration into a crowded, price-sensitive market.

Going forward, we want to persuade operators of the long-term value, so we are also investing in training them to use the solution.” Tata Motors is monitoring how their customers use the telematics platform: how often they log on to the website; how long they spend on it and what do they do. >>


“We have to understand how they are using Tata FleetMan and what they might be overlooking that could benefit their business.

When we have that knowledge, it helps us relate all that to potential business benefits. We have found that once they are confident about some aspects, they are more open to discussions about how it can help improve other areas of their business.” A Telematics Champion at each dealer looks after customers with less than five vehicles.

For larger fleets, the regional managers visit the customer, agrees the critical performance parameters for the operation, helps set up Tata FleetMan, and helps train their staff in using it.

Consignment TrackingUnlike Europe, where the focus is on driver and vehicle performance, in India operators are mainly interested in telematics

to improve fleet visibility, particularly for consignment tracking and as a theft-deterrent for both vehicles and loads.

“International and large national consignees in sectors such as food distribution and automotive parts insist on location tracking when awarding contracts to transport companies.

They demand visibility of their goods throughout the delivery process.”

That’s one issue that has ensured telematics uptake has been highest in the HGV sector which is mainly long haul.

Fuel MonitoringWith fuel representing around 45% of operating costs for Indian operators, you might wonder why driver performance is not a key focus.

Well, it’s in part due to the fact that the majority of Indian commercial vehicles are still fitted with mechanically controlled engines rather than electronically controlled, so capturing data on driver and vehicle performance is harder and more costly to do (Tata Motors’ Prima range have electronically controlled engines). Tata Motors is planning to launch a driver performance module in 2016 that would be more meaningful once India upgrades

“ We want to help operators understand how telematics works and the benefits it can bring to their business.”

Tata Motors Profile Tata Motors is part of the USD 100 billion Tata group founded by Jamsetji Tata in 1868. Tata Motors is India’s largest automobile company. With over 9 million Tata vehicles in India, Tata Motors is the country’s market leader in commercial vehicles and among the top in passenger vehicles.

The company’s cars, buses and trucks are marketed in several countries in Europe, Africa, the Middle East, South Asia, South East Asia, South America, Australia, CIS and Russia. Subsidiaries include Jaguar Land Rover in the UK. The company is “passionate about owning the road”.

Its commercial vehicle portfolio covers trucks from sub-tonne to 49-tonne mass movers, and passenger transporters that range from 5-seater mini vans to 81-seater buses.Tata Motors has led the country’s commercial vehicle market from the front, consistently bringing innovation to the industry with new product segments such as the sub-tonne mini truck Tata Ace as the ideal last mile delivery vehicle and the Winger mini bus for short distance passenger travel.

In its role as a game changer, Tata Motors has introduced best-in-class automotive technologies in India – the globally benchmarked Prima and Ultra trucks bring a world-class trucking experience, in terms of performance as well as user comfort and convenience.

OWNING THE ROAD

Passionate about 9 MILLION+ VEHICLES

in india

TATA Motors commercial vehicle

portfolio is marketed in

9 COUNTIRES


to Euro 4 specifications and electronic controls will be required for the engine management and emissions control system.

It is already holding pilot trials with two large fleet operators to demonstrate what sort of fuel savings may be possible in real life.

“We know our customers will want proof of how much fuel can be saved on the road in real-life operations. We think it could be in the region of 5 to 7% or even more, but we need the data to prove it.”

Another reason for why driver performance monitoring has been of less interest to Indian fleet operators is that the acceptance of truck drivers as professionals is much lower than it is in Europe, Pushkarna explains.

“Drivers are not considered as professionals; standards are lower and there is little emphasis on training or improving their level. Operators monitor fuel consumption mainly as part of anti-theft measures.”

To address fuel-theft concerns, the company as developed a fuel tank sensor that sends an alert via the telematics system if fuel levels drop suddenly.

With this and other developments Tata Motors is determined to change the way the Indian trucking industry operates by bringing in more advanced technologies suited to the Indian conditions.

In 2012, we became the first vehicle manufacturer to introduce global-standard

telematics and fleet management solutions into the Indian logistics and transport Industry.”

The Commercial Vehicle Market in India The Indian trucking industry is currently valued at $130 Bn and there are approximately 5.6 million on road vehicles transporting 80% of the country’s freight. The market is expected to grow 20 per cent.


MICROLISE INSIGHT

MICROLISE TRANSPORT CONFERENCE 2016

Motion’s editor Sharon Clancy joined over 1,000 delegates at the annual Microlise Transport Conference at Coventry’s Ricoh Arena. The driver shortage and ever-increasing operational restrictions were two key themes.

Sharon Clancy,

Editor, Motion Magazine

It was time the transport sector showed how UK haulage leads the world, said chair Quentin Willson. “Every day, quietly without fuss, flourish or fanfare, armies of operators deliver millions of tons of goods to shops and businesses all over the country. This herculean daily effort goes largely unrewarded and underappreciated.”

“You and I know that without that blizzard of activity UK PLC would shudder to a grinding halt – literally overnight,” he continued. “But that’s an immutable truth that we still need to communicate better to both ministers and consumers.”

“Getting a wider understanding of the challenges faced by our industry is essential to our future growth and the nation’s prosperity. This is something we still need to work harder to achieve.”


“Every day, quietly without fuss, flourish or fanfare, armies of operators deliver millions of tons of goods to shops and businesses all over the country.”

London Calling Where London leads, the rest of the UK follows. Well, that’s at least true for the Freight Operators Transport Scheme (FORS) and Construction Logistics and Cyclist Safety (CLOCS), both developed by Transport for London and now being actively considered by other cities in the UK.

So delegates were particularly keen to hear from Tim Ward, Freight and Fleet Communications and Engagement Manager at Transport for London.

Ward pointed out that for the first time in five mayoral elections, the issue of freight had been mentioned in all manifestos.

True, new Mayor Sadiq Khan has pledged to reduce the number of large lorries on the roads, promote safer cleaner lorries, but TfL also recognised that freight traffic was an essential part of urban living, said Ward.

In London, 80% of all journeys are via road, with 90% of freight completed by road, he pointed out. TfL was working on a vision to mitigate and minimise the impact of road freight and match demand.

“TfL estimates that the annual cost of congestion is £2bn each year. If we continue as we are going, congestion will only get worse.” Analysis had shown that vans make up the bulk of freight traffic in London - including at the peak time, between 7am and 1pm. Banning vans and lorries in the rush hour was one option, said Ward, but he conceded that the impact on economic activity would be considerable, especially without changes to the London night time lorry ban (something TfL did not have control over) to allow pre 7 a.m. deliveries.

Tackling the Driver Shortage With a national shortage of drivers presenting an ongoing challenge to many fleet operators, one of the focus points of this year’s conference was how to address the issue. Two potential solutions were offered to delegates. Richard Burnett, CEO, Road Haulage Association, launched a programme to attract and recruit ex-military personnel, while Lesley O’Brien, Partner at Freightlink Europe spoke about the need to attract more women into the industry and tapping into the pool of talent they represented. O’Brien took to the stage to publicise a new initiative from the Road Haulage Association called She’s RHA aimed at supporting, mentoring and empowering women in transport. O’Brien, who has worked in the industry for 30 years, explored why women are under-represented in the industry. In response to an interactive question on what the barriers for women might be, 41% of delegates cited a male culture, 27% said it was women themselves, while 18% denied any barriers exist and 14% thought it was down to a lack of realistic opportunities. >>


Transaid – saving lives The keynote speech at this year’s conference was delivered by HRH The Princess Royal, patron of the charity Transaid. Princess Anne wanted to thank operators for their support in improving driving standards and transport safety in sub-Saharan Africa by providing not only monetary support, but also by seconding their own driver-trainers to improve skill levels in Africa. “The challenges are great, from the size of the countries, the state of the roads and the scale of road accidents. The lack of skills is a contributory factor, and we are trying to improve those.” “Transaid is a small charity and the reason it works well is because it has a huge amount of support from those who do understand the challenges; and who are prepared to provide people who volunteer to make a difference. It’s this that allows Transaid to meet its

goals and have a really measurable impact on road safety across a whole range of countries.” “In the last 12 months 11 volunteers have worked in Transaid’s initiatives in Tanzania, Zambia and Uganda. Over the next year, a further nine people will be sharing best practice in a number of sub-Saharan countries.”

Microlise is closely involved in a key initiative unveiled at the conference aimed at addressing the driver shortage. Road to Logistics is a new charity set up by the company in conjunction with the Road Haulage Association to help and encourage military and ex-offenders, to become HGV drivers. Additional support will be provided by Care after Combat, the military services charity chaired by comedian Jim Davidson.

Speaking at the conference Davidson urged delegates to consider ex-military people as potential drivers. “Former military personnel with a range of skills, who are punctual and demonstrate a great work ethic are ideal candidates to address the national driver shortage,” he said.

“Care after Combat has the source for potential drivers, Microlise will create the training academies, and we, through our membership, have the jobs,” said RHA CEO Richard Burnett.

Microlise is providing £100,000 in initial funding, Paul Allera of Fowler Welch will provide support, and Governor Darren Poole of Her Majesty’s Prison Sudbury will also engage with the initiative. Poole said that 59% of prison leavers reoffend within the first 12 months because they can’t find work or homes.

By giving them an opportunity, companies will often earn loyalty in return, he suggested to delegates. Asked for their reaction immediately after the launch, 96% of delegates said that they would consider recruiting graduates from the Road to Logistics scheme. (There’s more information on Road to Logistics on page 4.)

Apprenticeships

Nick Hay, Managing Director of Fowler Welch made a rallying cry for more joined up action to address the pressures and head winds that transport operators continually face – such as the Apprenticeship Levy and the Agency Worker Directive. “The Agency Worker Directive does protect agency workers but is creating a situation where some drivers prefer agency work to being employed, creating a driver retention problem.”

While in favour, in principle, of the Apprenticeship Levy, Hay also expressed anger and frustration with it. With a payroll of over £3m, Fowler Welch would be paying the 0.5% apprentice levy, he pointed out, yet having reviewed the available apprenticeships in his area online, he found very few were available for the logistics industry. “So I’m being charged to fund apprentice training yet none are available in my area.” Hay pleaded for the industry to challenge legislators harder and with a united front. “We have multiple people raising the same issue at government, rather than going with one clear and decisive voice.” Hay’s views were echoed by Kevin Richardson, the newly appointed CEO of The Chartered Institute of Logistics and Transport, who hammered home the point that the skills shortage was a challenge across all sectors of the industry which required a united approach to address. Richardson is an experienced senior logistics executive with over 35 years experience. He made the point that transport and logistics management was both a science and an art. “Advancing it depends on making it visible, more vibrant, and by developing forward thinking initiative.”


“Truck design by politicians is not the solution...”

Policing the Technology

Delegates also heard from Detective Superintendent Paul Keasey, National Lead on the Roads Policing Intelligence Group. “Technology can influence the culture, values and behaviour of operators who utilise the road network, he told delegates.”

For example, from a cultural point of view where a primary cause of driver distraction had once been answering a mobile, today it was drivers looking down at their smartphones to read messages - this was now a leading cause of road traffic collisions, he said.

Keasey has high expectations that as more road data is captured and analysed, police will have the knowledge to be more proactive in accident prevention. For example, data will identify where near misses and minor collisions are occurring, allowing police to take steps to prevent accidents from taking place at all.

Road Transport 2020

In a rare occurrence, seven truck manufacturers - DAF, Isuzu, Iveco, MAN, Renault, Scania and Volvo - took to the conference stage together to be quizzed by delegates on the future of the truck industry and the biggest changes to the status quo in the months and years ahead.

The panel showed some frustration about increasing political interference in truck designs, both in terms of emissions and safety for other road users. “We support Transport for London’s vulnerable road user campaign to increase safety, but truck design by politicians is not the solution,” said Ray Ashworth, managing director of DAF. “We’ve proved

with emissions that we can develop industry-wide solutions. Let us do the same for urban safety.”

Nigel Butler, commercial director for Renault Trucks, said the SMMT recognised that regional rather than national standards were becoming a concern. “Politicians elsewhere could decide on different safety solutions to London. Operators can help by contacting their local councillors and MPs.Martin Flack, product director at Iveco, commented

that vans were contributing to urban traffic issues. “We don’t have enough C1 licence holders and that’s driven out the 7.5 tonne truck in favour of the 3.5 tonner. There’s no incentive to apply for and retain a C1 licence. You may as well get a C2 and earn more money driving an eight-wheeler.”

Asked why trucks were so expensive, the panel responded that it wasn’t about huge profit-making, more a combination of EU regulation on factors such as emissions control, which required development, and fitting of expensive kit and competition for raw materials in a global economy.

There was also agreement that the diesel engine was here to stay for the time being, although CNG, synthetic diesel and bio-methane were all fuels of the future.


THE LATEST INDUSTRY INFO

Industry Insider We’ve teamed up with senior figures in transport and logistics operations to give us a view on what’s happening in our industry.

It’s anonymous so you can be assured it’s heartfelt personal comment, uncoloured by considerations of corporate or professional consequences.

This month, our Industry Insider discusses All-lane Running (ALR) schemes.

Iwas asked to give my opinion on All-Lane Running a few

weeks ago. All-lane Running (ALR) schemes use the hard shoulder to ease the pressure on busy motorways and they have already been rolled out on dozens of miles of road. There are talks to change hundreds of miles of hard shoulder on Britain’s motorways to convert hard shoulders into lanes for traffic to use despite safety concerns from the public and many transport companies.

Don’t get me wrong, I am not anti the scheme. Something needs to be done about congestion levels as it is costing our industry billions. I

probably have more concerns about the management of

the schemes and like many others believe

I could offer advice to improve. My

main concerns are around safety,

including whether there are enough refuge areas

and are these areas placed at the correct intervals. I think currently it’s around every 1.5 miles. My opinion is these should be at half this distance apart.

It would be interesting to see the results of a survey relating to Emergency Refuge Areas (ERAs) just to see if drivers know what they are for and what to look for. I believe it’s through lack of consultation that drivers become unaware of the changes in how the road network operates, resulting in more incidents.

I ask whether it is too early to put these schemes in place? The plan is to introduce

another 250 miles before 2020 and a further 100 miles between 2020 and 2025. Although the early signs did show an improvement to congestion in comparison to the standard 3 lane carriageways, this is probably a result of motorists being cautious. However a distressed driver who has no-where to go is sure to create more congestion which in turn affects the time it takes for breakdown/recovery services trying to gain access to the vehicles; not to mention the effect it has on emergency services. On the ALR section between J23-J27 of the M25 in the past 12 months there’s been over 3,000 breakdowns, a staggering number on just one section of our network.

How many times have you driven through these with the variable speed limit in place, for example, set at 40mph, when there is very little traffic and you could have quite safely been travelling at 50mph?

This, in my opinion, is bad management and a lack of education of the scheme leads to drivers becoming more frustrated and in some cases ignoring the red X over the carriageway until the last 5 yards.

I’m sure the RHA and FTA will be banging the drum for us all and asking for our contributions before the final decisions are made.


IMHX Exhibition 2016www.imhx.net13-16 September NEC, Birmingham

IAA Commercial Vehicles Show 2016www.iaa.de/en/22-29 September Hannover, Germany

FTA Safety in Logisticswww.fta.co.uk/events/safety-in-logistics-conference-2016.html12 October Holiday Inn, Elstree, Hertfordshire

Intermodal Europe 2016www.intermodal-events.com15-17 November Rotterdam

UPCOMING TRANSPORT EVENTS

Date: 14 September Venue: St. Pierre Golf & Country Club, Chepstow Date: 28 September Venue: Ramside Hall Hotel & Golf Club, Durham Date: 5 October Venue: The Kia Oval, London Date: 20 October Venue: Kingsgate Conference Centre, Peterborough Date: 26 October Venue: Park Royal Hotel, Warrington

Date: 1 November Venue: Doubletree by Hilton Dunblane Hydro, Dunblane Date: 10 November Venue: Haynes Motor Museum, Yeovil Date: 16 November Venue Tankersley Manor, Barnsley Date: 23 November Venue: Hilton at The Ageas Bowl, Southampton Date: 1 December Venue: The Ricoh Arena, Coventry

FTA TRANSPORT MANAGERS CONFERENCE

FURTHER TRANSPORT EVENTS

Date: 27-28 September Venue: Eastwood Hall, Nottinghamshire

THE IRTE CONFERENCE

Date: 7 September Venue: Silverstone, Northamptonshire

RHA COMPLIANCE CONFERENCE


THE LATEST IN ROAD TRANSPORT TECHNOLOGY

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