The all-new Isuzu truck range. Reliability
The all-new range of Isuzu trucks has arrived. With a sleek new cab design, more advanced safety features and a smoother, more comfortable drive, the new range will change the way we rely on our trucks. Forever.
To find out more, visit your nearest Isuzu Trucks Dealer or visit isuzu.com.au
Australia’s leading truck magazine, Prime Mover, continues to invest more in its products and showcases a deep pool of editorial talent with a unique
Christine Clancy | CEO
With more than two decades of experience as a media professional, Christine has worked in newsrooms across Canada, Vietnam and Australia. She joined the Prime Creative Media team 12 years ago, and today oversees more than 43 titles, including a dozen print and digital transportation titles. She continues to lead a team that focuses on continuous improvement to deliver quality insights that helps the commercial road transport industry grow.
William Craske | Editor
As the Editor of Prime Mover magazine since 2018 William has reported on the commercial road freight and logistics segments extensively. During that time he has been privileged to lead a team entrusted with covering the latest developments in trucks, transport, technology and the rapidly evolving domain of international supply chains and the role of leading Australian fleets.
Shields
A seasoned transport industry professional, Peter has spent more than a decade in the media industry. Starting out as a heavy vehicle mechanic, he managed a fuel tanker fleet and held a range of senior marketing and management positions in the oil and chemicals industry before becoming a nationally acclaimed transport journalist.
Paul Lancaster | Journalist
Paul Lancaster is the editor of Global Trailer magazine. He has enjoyed broad career experiences spanning more than 20 years across different sectors, including law, journalism and marketing in Australia and internationally. He derives great satisfaction from creating targeted content that appeals to audiences of various backgrounds and interests.
Sean Gustini | Journalist
Having completed a Bachelor of Arts majoring in Media and Communications at the University of Melbourne in 2024, Sean looks forward to bringing his passion for writing and journalism to the road freight and transport industries. He previously lived in the Philippines, Vietnam, Indonesia and Malaysia. In his downtime he enjoys playing the guitar and running.
Ashley Blachford | Business Development Manager
Handling placements for Prime Mover magazine, Ashley has a unique perspective on the world of truck building both domestically and internationally. Focused on delivering the best results for advertisers, Ashley works closely with the editorial team to ensure the best integration of brand messaging across both print and digital platforms.
CEO Christine Clancy christine.clancy@primecreative.com.au
Editor William Craske william.craske@primecreative.com.au
Managing Editor, Luke Applebee Transport Group luke.applebee@primecreative.com.au
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“An increasing number of our clients aren’t even just booking our trucks for their general freight plus their urgent stuff because they know when they are going to get it there.”
FLEET FOCUS
24 Some Like it Hot
Based in Perth, Dananni Hotshots provides its nocompromise urgent delivery services Australia-wide, including Tasmania and remote locations such as in Arnhem Land in the Northern Territory.
30 More with Less
Eastern seaboard commercial carrier, Exodas has turned to PBS as a viable path forward in resolving some of the challenges that effect interstate freight.
34 Basic Instinct
Family business Kerden Haulage streamlines a diverse mix of applications for its key accounts, some of which are recognisable brands with national reach across multiple industries.
38 Exacting Standards
Varley Transport has forged a reputation grounded in trust, resilience, and integrity over the last 40 years.
TRUCK & TECH 42 Terminal Velocity
A growing network of independent service stations requires a reliable supply of fuel for its customers.
50 Mountains and Molecules
Viva Energy has launched its renewable hydrogen refuelling station at the company’s new Energy Hub in Geelong.
William Craske Editor
Conflict was driven by imitation, one of the major impulses behind human behaviour according to philosopher René Girard. This was also no less true of business. Those who compete, as models and imitators were proof that imitation survives the collapse of external mediation.
In volatile markets, like the one we’re in the midst of, rivalries could be the catalyst of healthy change. Competition is derived from cum and petere in Latin, to seek together. Businesses, even when directly at odds, continue to seek together. All imitators select models whom they regard as superior. It’s the superior achievement of the one, which motivates the imitation by the other. This demonstrates, as René Girard has pointed out, that the models have been successful at their imitators’ expense. It’s no coincidence that executives outside of the telecommunications field, still years later, continue to draw comparisons between Nokia and the iPhone, between what was the standard and what eventually replaced it. The inference is always this: don’t be left behind.
Such comparisons change when the product itself means providing a service. Newer is, in this instance, not necessarily better. Not in the long run. Trust takes time because reliability is a bulwark against the unknown. “It is not from the benevolence of the butcher, the brewer, or the baker,” wrote Scottish economist Adam Smith, “that we expect our dinner, but from their regard to their own interest.”
Self-preservation is, for all involved, contagious.
The label Me2 is sometimes invoked as a pejorative to brand businesses in the habit of copying direct competitors by crowding the market with too-similar offerings. Objections can arise from a host of grievances. One of the most commonplace being the undercutting of potential spoils. In road transport at the minute, many new players in the market, adjusting to cost-of-living inflation and taxes owing on instant asset write-offs, are tipping the scales when it comes to brokerage. The drastic undercutting of rates are, even for well-established fleets with many years of experience, blurring the line of where profit margins begin and end.
“In economic life, imitation and innovation are not only compatible but almost inseparable,” writes Girard. Innovation in a modern understanding means a departure from unbroken continuity. Put another way, it is a destabilising force. Just look at how it applies to arts or politics.
The conflict of declining freight volumes and overcapacity is indeed a punitive cost of entry for interstate
linehaul. One might describe it as being an ever-present long-term side effect. But is it the novelties within them that define a market? Or rather the similarities among competitors?
Might Me2 be the rule rather than the exception for any segment moving through the final stages of maturation?
In command economies, the state picks winners and losers, leading to the prolonged demise of strategic industries. These are the sectors of the economy indispensable to national security, economic prosperity, or technological advancement of a country. The gold standard for some. Perhaps surprisingly, not for everyone. That raises a question: how could failed economic policies, pursued time and again by sitting governments, continually be revived? Girard offers insight here as well.
“The urge to imitate is strong, since it opens up possibilities of bettering the competition,” Girard explains.
“But the urge not to imitate is also strong. The only thing that the ‘losers’ can deny the ‘winners’ is the homage of their imitation.”
Here the losers demonstrate independence by “systematically taking the course opposite to that of the winners,” Girard notes. “Thus they may act in a way detrimental to their own self-interest. Their pride turns self-destructive.”
I’m yet to come across a better explanation.
> Bevchain, Toll among big carriers recognised by Coca-Cola Europacific Partners
Coca-Cola Europacific Partners (CCEP) has celebrated its premier carrier partners at its annual awards.
The evening held at the scenic Taronga Zoo consisted of two key award categories, Driver of the Year with one metro and one regional winner per state and the prestigious Transport Partner of the Year gong.
There were 21 awards in total.
Some 14 drivers were recognised for demonstrating the highest level of service and outstanding professionalism in their state.
Bevchain took home the award for Safety, which was presented to Michael Assaf, for its contribution to safety, sustainability, collaboration and customer service.
Toll Group received no less than five awards including CCEP’s Sustainability Carrier of the Year Award. The award follows Toll’s recent rollout of new quad-axle skate and double-drop trailers, along with a joint initiative for new electric vehicles in the fleet.
“These awards are a testament to our long-standing partnership with CCEP and reflect the hard work, dedication, and safety-first mindset of our incredible joint teams,” Toll Group said in an online statement.
Toll also saw four of its drivers recognised for their exceptional service and commitment to safety. Toll Group’s team led by Michael Freestone and Nick Vrckovski were highlighted for optimising large scale/high service logistics tasks with “innovative high productivity equipment designs and a meaningful sustainability design pipeline”.
CCEP named its freight forwarding partner Röhlig Logistics as its Transport Partner for 2025.
“Röhlig make the complex task of moving our raw materials around the world look easy,“ said Roland Simpson, CCEP Head of Transport Networks.
“Our Awards night acknowledges the dedication of all our drivers and transport partners that support our business to ensure our products reach our customers every day.”
Maxwell Richards at SRV Roadfreight Services was recognised as the linehaul driver of the year.
Team Global Express’ Ben Noll won QLD Regional Driver of the Year while Brian Salter won Tasmanian Driver of the Year.
“This event honoured the invaluable partnership between the transport industry and CCEP, recognising the outstanding contributions of individuals who form the backbone of customer service,” said TGE Chief Commercial Officer, Andrew Wildblood. “The awards highlighted the dedication and excellence of drivers nationwide, with categories including metro and regional driver of the year awards for each state, as well as carrier awards for top transport companies across the country.”
Northline’s Doug Sinclair won Northern Territory driver of the year. It was one of two awards the company received, the other going to Michael McKee for Regional Driver in South Australia.
Centurion’s Andre Van Rooyen won the Regional Driver for Western Australia with Paul Carrington of Toll taking home the Metro award in the state.
Keith Taylor (Regional) and Jalal Arabi (Metro) made it a clean sweep in New South Wales for Toll Group
while Jack Morrison received the Metro driver award for Queensland and Paul Carrington won Metro in Western Australia.
Bevchain’s Dave Perry was awarded the Metro driver gong in South Australia. Not to be outdone, Navjot Singh represented the company with the Metro award for Victoria. Wettenhalls driver Cory Andrew took out the Regional operator category for Victoria.
In the regional carrier categories, Wade Transport was recognised for NSW, Richers Transport for Queensland, Dyers Distribution for Victoria/Tasmania, Bishop’s Transport for South Australia/Northern Territory and McDonald’s Wholesalers for Western Australia.
“Our transport partners play a critical role in helping us deliver to our customers across Australia,” said Phil Parsons, Director of Logistics, CocaCola Europacific Partners.
“These awards are an opportunity to recognise the outstanding contribution of our carriers and drivers—those who consistently demonstrate excellence in safety, service, and sustainability,” he told Prime Mover. “For nearly 90 years, we’ve been making, moving, and selling Coca-Cola products locally, reaching more than 98 per cent of Australian postcodes. That scale and reliability are only possible with the support of dedicated logistics partners like these.”
Scania has opened a new facility in Hope Valley, Western Australia, which features electric vehicle (EV) fastcharging, battery cell clean room and support for 36.5m-long trucks.
The 19,000m² site serves as Scania’s 10th sales and service location in its Australian network. It will be mainly used to assist the brand’s existing Kewdale site with the implementation of its autonomous and EV mining truck solutions.
This is reflected in the facility’s design, which includes sufficient capacity in the electrical supply for fast-charging, underground preparation for the installation of charging infrastructure, and a climate controlled clean room for repairs to battery cells when required.
According to Dealer Director for Scania WA, SA and the NT, Michael Berti, the development of this site was essential to capitalise on the brand’s continued growth in the region.
“Demand for Scania products has been increasing significantly in the west over the past decade,” he said. “We were very much in need of additional service and parts facilities to maintain our customers’ uptime and that of our projected conquests over the mediumterm. Hope Valley is our second company-owned sales and service
infrastructure.”
Scania Australia Managing Director Manfred Streit spoke of the site’s workshop as an effective amenity to streamline business.
“By increasing the capacity for regular maintenance in our own workshops, our customers will have access to the most advanced in-service vehicle management available,” he said. “We know mining customers demand and depend on predictable uptime. This is underscored by the huge cost of unplanned downtime. We have configured our service scheduling and parts suppliers to take account of this.”
This new Scania workshop comprises three work-bays and a maintenance pit, as well as a full complement of vehicle testing equipment including shakers and rollers for assessing suspension, braking and steering components.
The site is located close to major routes for easy accessibility, especially by larger WA-style combinations, with the maintenance pit designed to accept extra-
vehicles up to 36.5m in length, such as B-triples. Additionally, trailers and trailer equipment can be serviced onsite along with vocational rigids such as construction and jetvac trucks, as well as fire appliances.
Newly appointed Hope Valley Branch Manager Michael Phipps praised the consolidated nature of the site and its capabilities to serve market demand as a result .
“The new location is well positioned to support many of our customers in the busy City of Kwinana port area, providing a more convenient location for servicing and parts supply,” he said. “We have assembled a team of enthusiastic technicians and parts specialists from within Scania WA as well as from the broader industry, and we are confident that this team will deliver maximum uptime for our customers, one of Scania’s core values.
“Scania Hope Valley will have plenty to offer truck drivers, with a comfortable lounge area and a number of resting locations ideal for catching some sleep while having their vehicle serviced or repaired.”
Queensland-based family business
Russell Transport celebrated 100 years in commercial transport at a gala event in Brisbane late June.
Hosted at the Brisbane Powerhouse venue in the city’s New Farm suburb, the event was wholly dedicated to honouring the company’s success and development over the last century. More than 200 people were in attendance including employees, suppliers and customers.
Drivers Wayne Marshall and Phil Thompson – who had worked with the operator for 37 years and 54 years, respectively – were singled out for their service to the company.
Russell Transport Director of Support Services Julie Russell emphasised the importance of drivers like Marshall and Thompson who have been crucial to the longevity of the transport operation.
“The night was really about celebrating that we as a company have been here in the industry, through the good and the bad, the thick and the thin, the horse and cart all the way to the motorised vehicle,” she said. “We wanted to recognise that we’ve done a big thing, and we haven’t done it alone. It’s not just about having a family line, but also many others, our employees,
customers and suppliers, who have all made this possible.”
Emceed by Queensland Trucking Association (QTA) CEO Gary Mahon, many of the event’s presentations also explored how Australia’s commercial road transport landscape has changed. Russell Transport displayed three of their iconic trucks from different generations of fleet operations — a restored 1926 Chevy, an International S-Line from the 1980s which has clocked over 1.4 million kilometres with the operator and a customised modern Kenworth K220.
According to Russell Transport Director Ken Russell, these tributes to the company’s past and the industry’s history gave the event a profound perspective.
“These presentations gave everyone the ability to actually understand how the industry would have worked at that time,” he said. “These stories provided an enriched understanding of commercial road transport that night. I realised that everyone has their own story to tell, everyone has their time in the process, and they’re all equally important. That’s what it’s all about — enjoying that time while you have it.”
In addition to celebrating the 100year milestone, the Russell siblings
both took the event as an opportunity to ponder the future of their family’s operation.
Julie Russell used the company’s centenary to consider its position and size within the industry.
“I think we’re right in that middle ground of having a family business mindset with our operations, while also having a corporate mindset in terms of our technologies and IT systems,” said Julie Russell. “I think internally, we’ll be continuing to balance that in the future. Externally, we’re in it for the long game. We’re focused on our vehicle migration five and 10 years down the line. We’re committed to figuring out what vehicles best fit with our contracts, our workflow, and how they deliver sustainability. We want to keep moving towards the next evolution, whatever that may be.”
Ken Russell said the business has been very good at offering a sound, reliable service that’s not all just chrome with bells and whistles.
“We don’t cut any corners, but we do it modestly,” he said. “I honestly couldn’t tell you the future timeline of our business, but what I do know is we will continue to operate reliably. One recent event, the closure of Don Watson Transport, was really eye-opening.”
The Mercedes-Benz Actros now with Active Side Guard Assist monitors both sides of the truck for hidden hazards in blind spots when turning or overtaking, and can even brake automatically when turning left to help prevent collisions.
Always looking ahead (and to the side).
Driver and safety assistance systems can support the driver within system limits. They do not replace the driver's judgment and should not be used in substitution to safe driving practices. Operating parameters and conditions apply as specified in the Actros Operator's Manual available here: https://manuals.daimlertruck.com/truckownermanuals/home
Distributed in Australia by Daimler Truck Australia Pacific Pty Ltd ACN 618 413 282.
A week-long safety initiative conducted by the National Heavy Vehicle Regulator (NHVR) intercepted 3,000 heavy vehicles in an effort to combat driver fatigue during Easter. This initiative, labelled Operation Omega II, saw 172 fatigue-related offences issued, with 46 of them classified as either critical fatigue breaches, or breaches due to drivers making false and misleading entries in their work diary to hide a fatigue offence. According to NHVR Chief Operating Officer, Paul Salvati, this figure is proof of the major threat that fatigued driving poses to all motorists on the road — one which is only getting worse.
“This is a concerning figure and shows an increase in the number of breaches of this severity in comparison to the previous Operation Omega, which ran in the lead up to Christmas,” he said.
“Already this year, there have been 60 fatal crashes involving a heavy vehicle across Australia, which is not only tragic, but preventable.
“Fatigue continues to pose one of the most serious safety risks in
the heavy vehicle industry and is a known contributor to road trauma — it only takes a momentary lapse in concentration for lives to be lost or forever changed.”
The NHVR’s Safety and Compliance Officers (SCOs) also conducted 426 intercepts each day during Operation Omega II, ensuring drivers both understood how to manage their fatigue and were compliant with the law.
Out of a total 2,985 intercepts conducted throughout the weeklong operation, 131 were reported to be non-compliant with fatigue requirements in some way.
“To put it simply, that’s 131 instances where we could have seen potential tragedy occur on our roads, had our SCOs not intervened,” Salvati said.
“The results of Operation Omega II should serve as a wakeup call for those doing the wrong thing by intentionally driving while fatigued.”
Despite the alarming nature of these fatigue figures, Salvati insisted that the positive outcome of the operation was seeing how many operators were implementing appropriate measures
ALDI Foods has lodged a $1.15 billion State Significant Development Application (SSDA) for an automated distribution centre in Bradfield, Western Sydney. Initial plans suggest the prospective 106,706m² site will operate 24/7 and feature a 119 truck loading docks, infrastructure for refuelling and washing vehicles, and 408 on-site parking spaces for staff, a high-bay warehouse and ancillary offices.
Located in Western Sydney’s Aerotropolis subregion, the undeveloped site is part of the Ingham Property Group (IPG) estate, and reportedly heralds a new era for the
supermarket giant’s supply chain infrastructure.
The proposed facility is slated to consolidate ALDI’s operations – 80 per cent of which will be automated, marking a major shift in ALDI’s inventory, packing and distributing procedures.
Additionally, the site’s tallest sections will rise to 42 metres, allowing for vertical storage opportunities. This site’s design is notably sustainable, with the building looking to include rainwater harvesting, rooftop solar readiness and other energy-efficient systems.
to prioritise rest and alertness for drivers.
“The fantastic takeaway is how many professional drivers and companies understand that no freight task is worth more than a human life and we commend them for putting safety first,” he said.
Salvati also shared that SCOs delivered 407 education sessions specifically centred on fatigue and work diaries, accounting for almost 97 hours.
“Throughout Operation Omega II, SCOs took the time to engage with drivers, providing education and raising awareness about the serious risks of driving tired, with the aim of encouraging voluntary compliance with the law,” he said. “An additional 253 education sessions were provided to drivers on other Heavy Vehicle National Law requirements, such as vehicle standards, loading, and mass.”
During the operation, a number of additional compliance issues were also identified, with mechanical noncompliance proving to be the primary area of concern.
By 2035, ALDI intends to operate the facility without on-site fossil fuel use.
The development of this facility — which will support approximately 3,728 construction jobs and create 585 permanent roles — is guided by the IPG Master Plan, a detailed framework created with the NSW Government and Liverpool City Council.
The plan outlines infrastructure staging, land use and development controls for the area.
ALDI’s site is the first proposal within the Master Plan framework, and will play a key role in delivering early infrastructure.
New Kenworth trucks come with the reassurance of Castrol VECTON, enhancing performance and extending the life of your engine.
All Cummins-powered Australian made Kenworth’s come with the reassurance of Castrol Vecton 15W-40 CK-4/E9 as initial fill.
www.castrolvecton.com.au
TNS Logistics has confirmed the appointment of a new Operations Manager. The Brisbane-based port logistics and supply chain specialist announced Michael Hansen had officially joined its team last week. Hansen, who brings a formidable background to the role, was previously at South East Queensland Hauliers. He has been involved in highperforming logistics environments for a decade.
Before SEQH he worked at Lindsay Australia, where he held various leadership positions in operations and logistics.
Regarded as a strong cultural and strategic fit for TNS, Hansen offers a fresh, dynamic leadership style according to Matthew Norton, TNS Logistics Co-Director.
“His ability to identify operational improvements, build high-performing teams, and align with our values of innovation and continuous improvement makes him an ideal
choice as we continue to scale,” he told Prime Mover.
“Michael is a major addition to the TNS team because he brings the right mix of operational rigour, leadership experience, and forward-thinking. He doesn’t just manage systems — he improves them. With his track record and mindset, he’s going to play a huge part in lifting our performance to the next level.”
The appointment comes during a pivotal stage of growth for TNS Logistics as the business expands its capacity and capabilities.
“Over the past two years, we’ve doubled in size, and our goal is to continue that trajectory—particularly in warehousing and transport,” said Norton. “Our vision is to become a true one-stop shop for our clients. Michael’s appointment aligns perfectly with that strategy. His deep knowledge of heavy haulage, AQIS services, and underbond operations adds real strength to our offering and supports
the next phase of our expansion.
“He brings the operational excellence we need, without losing sight of the people-first culture that defines TNS. Michael ticks every box.”
Hansen said he was thrilled at the prospect of the role and what it could do for TNS Logistics.
“I’m hoping to bring a fresh set of eyes to the business and add value to the TNS brand with the skills and experience I’ve gained in previous roles,” he told Prime Mover. “The opportunity at TNS is exciting — it’s a new role that allows me to grow, and in turn help others at TNS grow. The future is looking very exciting for both myself and the business.”
It’s been a busy few weeks for the company. Hansen’s induction also coincides with the arrival of a new top of the range MAN TGX Lion S.
A showcase item at the recent Brisbane Truck Show, the 640hp prime mover is the latest addition in the rapidly growing fleet.
Obrienco Transport has recently announced the expansion of its operations into less-than-truckload (LTL) freight and warehousing. This is the latest in a series of growth-oriented moves from the Toowoomba-based fleet — moves which have followed the arrival of son Jack O’Brien to the Obrienco family business.
O’Brien previously expanded the family business into interstate transport with the purchase of two Mack Anthems in February.
Now, warehousing and LTL have been added to the business offering.
“Every transport business looks to grow,” O’Brien told Prime Mover. “I’m pretty new in the family business, and that’s kind of what sparked the growth. But the truth is, we always had plans to go into LTL transport at some point in the future. The shift just happened sooner than we were expecting and that solely came from the support we received from our national customer base, and the needs they had.”
Obrienco has strategically set up its LTL services to connect Queensland’s regional communities with the coast, a move which was important to O’Brien, as it assured customers that they were going to receive a duty of care.
“We try and emphasise that this isn’t transactional,” he said. “We want to
foster real growth within our customers. If they grow and continue to succeed, that equally means that we will. If we can help them and add value to their operations in some form, we hope that they support us in return. In this expansion’s short time-frame, we have already received dividends.”
As a result, the business is rolling out these services in Brisbane, Toowoomba, Warwick, Stanthorpe, the Sunshine Coast, Gold Coast, Gympie, Kingaroy, Dalby, Chinchilla and Miles with an ability to connect these areas to Melbourne and Adelaide through its transport network.
These LTL sites have been supported through Obrienco’s newest truck purchase — a demo model 2024 heavy rigid Hino 500 Series.
“The truck was previously doing show days in regional New South Wales and in Queensland, but ended up in a dealership in Toowoomba with only 3,000Kms on it,” O’Brien said.
Obrienco has existing contracts with Australia Post that it services with both Hino and Isuzu vehicles.
“It fits in really well with the work we currently do and with our current maintenance plan,” added O’Brien.
“The Hino is a good truck — reliable with plenty of accessible spare parts.”
Obrienco’s new LTL operations have
Professionals at FTI Consulting have been appointed as voluntary administrators of XL Express Operations Pty Ltd and the entities listed in Schedule 1 (‘XL Express Group’).
XL Express – a Queensland-based company which launched in 1990 – operated road transport logistics services nationally. The administrators, according to FTI Consulting, are conducting an urgent assessment of the business to consider its continued viability.
“Where services are unable to be fulfilled, arrangements are being made
for customers to collect their goods held in XL Express Group distribution centres,” FTI Consulting said in a statement. “The administrators will investigate the financial position of the companies and provide a report to creditors in due course.
“The first meeting of creditors will be held before 9 July 2025.”
As of 6 April, 2025 this year, 535 insolvencies had already been recorded, a 173 per cent rise compared to 2021–22, placing the industry on course for another record-breaking year. This trend is driven by escalating
been complemented by the move into warehousing and third-party logistics (3PL), which are headquartered at its Toowoomba site. This facility has the capability to accommodate space for general pallets, outdoor hardstand space, bulk hardstand space and includes a limited amount of cool room space.
These operations have also proven successful for O’Brien and his team so far.
“The warehousing itself is pretty new to us, but at the moment we offer a very high level pallet-in-pallet-out turnover,” he said. “So it’s a very active warehouse. We’re offering a range of storage options for customers, and we allow them to audit our location to make sure it suits their needs before we dive in to assist them. We want this process done right, and we think that’s being reflected in our clients’ responses to the setup.”
According to O’Brien, the new operations are only the beginning of its bigger plans to grow.
“We’re not done yet,” he says. “We want to have locations close to all of our customers. If we can be close to our customers’ customer, then we’ll have reached our goal.
“We just want to pass on that Obrienco feeling to as many people as we can.”
operating costs, chronic driver shortages, mounting compliance pressures and thin profit margins further compounded by operators’ limited ability to pass those rising costs on to their customers.
In related news, Victoria-based fleet, Tailored Freight, which had been operating since 2006, had administrators appointed in May. While in June, transport specialist, Tranz Logistics, was also appointed administrators. A teleconference meeting with creditors was initially scheduled 3 July 2025.
Logistics provider Carroll Group has announced it will commence a new linehaul service into Perth from Brisbane. The company confirmed it will launch a general transport service incorporating freight of all kinds.
This includes FTL/LTL, bulk DG, palletised freight as well as out of gauge movements. According to National Sales Manager Dean Penrose, the decision to expand linehaul services to Perth from Brisbane was driven by a combination of factors.
“Primarily increasing customer demand and our commitment to providing comprehensive, efficient and reliable logistics solutions across Australia,” he told Prime Mover.
The fleet will utilise new Euro 6 prime movers pulling a variety of trailing assets. To facilitate both in-gauge and out of gauge freight both flat tops and curtainsiders are going to be employed according to Transport & Compliance Manager Daniel Knight.
“Initially for this leg we will be committing up to five motorised assets with multiple trailer combinations available,” he said.
“We will depart Brisbane each Friday but it’s our aim to expand this service to a twice weekly run.”
Carroll Group has heavily bolstered its fleet this year.
Year-to-date they have invested in nine new prime movers including new MAN TGX 580s, a Western Star 48X and a PBS-rated Kenworth T610 [pictured] with five new Krueger A-double combinations.
“We are currently in the design process with Krueger for the build of A-double mezz decks,” said Knight.
“Expanding our linehaul network to include Perth strengthens our national reach and allows us to offer true end-to-end supply chain solutions.
“This reduces transit times and improves the overall efficiency of our operations.”
Carroll Group head office is located in Berrinba, south of Brisbane. They have depots also in Lytton and Adelaide.
Brisbane to Perth is a 4,230-kilometre journey.
At present, the company, which was founded in 2016, is in the process of establishing another transport facility in southeast Queensland to complement its existing sites.
“This not only assists future growth of the business but allows us even greater flexibility to manage large scale projects in both the Oil & Gas and Renewables sectors,” said Penrose.
“There is an ambition in the business to further expand into other states which will in turn help us to facilitate further growth and channels.”
From general transport, wharf to warehouse, final mile delivery, contract logistics and project management, Carroll Group Australia is committed to providing full end-to-end solutions nationwide servicing a growing base of industry sectors.
“Our commitment to service revolves around being a trusted, responsive, safe, and innovative logistics partner that prioritises customer needs and continually strives for excellence” said Penrose.
Current expansion, according to Penrose, comes in direct response to the evolving needs of customers.
“It enables us to offer them a more robust and integrated service, ultimately enhancing their supply chain efficiency and reliability,” he said. “Many of our clients come from sectors such as Oil & Gas, Mining, Agriculture and Heavy Industry. These sectors require seamless and efficient transport solutions between the east and west coasts.
“Therefore, we see this expansion allowing us to better support their national operations and project requirements.”
Victorian Freight Specialists has started an electric truck trial with Mercedes-Benz and Fuso. The Dandenong-based operation recently commenced trialling the MercedesBenz eActros and will soon bring a Fuso eCanter into its evaluation.
VFS, considered one of the largest regional freight providers in Victoria, has a long history of purchasing lower emission trucks. It was one of the first customers of the Euro 6 MercedesBenz Actros back in 2016.
Now the company is looking at taking the next step and adding a fully-electric truck to its growing fleet.
“Sustainability is central for Victorian Freight Specialists and we have always purchased lower emission options where possible, well ahead of government mandates,” said VFS Director of Operations, Chris Collins.
“Of course, now we have an opportunity to take that next step and integrate fully-electric trucks into our fleet and we are really excited about this amazing technology.”
Collins said it makes sense for VFS to trial Daimler Truck electric models.
“We know from experience running Daimler Truck products that they don’t mess about with their research and development and their product quality, so it is only fitting that their electric trucks are the most advanced of those available,” he said.
Daimler Truck Australia Pacific Vice President of Sales, Marketing and Operations, Andrew Assimo welcomed the VFS electric truck trial.
“Chris and his team were early adopters of Euro 6 with our Mercedes-Benz Actros product all those years ago because they valued sustainability and
Keep your fleet moving. Tested, proven and trusted, our lighting solutions are fit for purpose and offer reliability in all environments and conditions.
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nothing has changed,” said Assimo.
“Progressive companies such as VFS are leading the way with electric trucks and we are excited to see what they think of our remarkable Mercedes-Benz eActros and Fuso eCanter,” he added.
The Mercedes-Benz eActros and the Fuso eCanter are advanced electric trucks with a raft of features. One of which is the eAxle technology that means the electric motors are located in the drive axle.
As a result, there is no need for a driveshaft linking the rear wheels to the power source towards the front of the truck.
The benefits of this solution include reduced energy loss as well as weight savings. The eActros is available as a 4×2 or 6×2 rigid or a 4×2 prime mover. Fuso’s eCanter range includes 14 variants.
Global logistics provider CH Robinson has created a new AI agent that automates the process of determining how freight should be classified. CH Robinson moves more less-than-truckload freight than any other 3PL in North America, and this proprietary tech will help shippers smoothly transition to the new national system under the re-classifications for LTL freight changing next month.
The carrier said it also represents a new frontier for the innovation that it can achieve with generative artificial intelligence.
“We have a fleet of over 30 AI agents performing tasks that had defied automation for decades,” said Arun Rajan, Chief Strategy and Innovation Officer. “Now we’re building AI agents that help our AI agents.”
Because LTL shipping involves freight sharing a truck, the National Motor Freight Classification (NMFC) system provides thousands of classes and codes that help LTL carriers know how much space and weight to plan for each individual shipment — depending on whether it’s bulky auto parts or a pallet of retail goods like socks.
LTL carriers charge based on the NMFC classifications, and those changed on 19 July.
“Many LTL shippers are unaware or uncertain of the classification for their freight,” said Greg West, Vice President for LTL. “So when they email us a tender,
missing or incorrect. This is bound to increase with the massive overhaul of the national LTL freight classification system. So we built an AI agent that determines the correct class and code for a shipment and assists another of our AI agents in turning that tender into an accurate order in our system.”
The new AI agent helps shippers avoid the delays that can come with misclassified freight being held by the carrier for inspection, re-invoicing and potentially higher charges. It has already helped significantly increase LTL automation at CH Robinson, resulting in enhanced service and greater speed-to-market for LTL customers.
“Before generative AI, half of our LTL orders were automated by way of customers using our global shipper platform or direct connectivity between our tech and their tech. We have the freight classifications for those shippers baked into our system,” West said. “Where this new AI agent is particularly useful is assisting with orders for our small-to-medium business customers, who are heavy users of both LTL shipping and email. Now that this agent is helping with shipping requests that come in by email, over 75 per cent of all our LTL orders are automated.”
In the AI agent’s first few months, it has been determining the freight class and code for about 2,000 orders a day.
freight class and code for every emailed LTL tender can easily take a person ten minutes or more per shipment,” Rajan said. “For shipments the AI agent is reasoning through for the first time, it can choose a freight classification in about ten seconds. After getting more training on that type of freight from our LTL experts, it takes only three seconds. Unlike a person, the AI agent can also handle hundreds of LTL shipments at once and determine the freight classification for all of them simultaneously. So far, that’s saving over 300 hours a day. Our customers’ freight gets on the road faster, and our people can devote more time to helping customers manage disruptions and operate their supply chains more strategically.”
The day the new freight classification system goes into effect, the AI agent will be able to apply the new classes and codes. Customers who tender LTL freight by email or any other method are advised to prepare by making sure they know the accurate weight and dimensions for their freight. Both are considered essential for applying the correct NMFC classification.
More recently, CH Robinson joined a first-of-its-kind I-10 coalition to test long haul heavy-duty battery-electric vehicle operations along the US I-10 corridor between Los Angeles, California and El Paso, Texas. Terawatt Infrastructure, a company powering electrified fleets with the most reliable network of charging solutions, will serve as the strategic charging solutions partner for the project. Coalition members will use six of Terawatt’s owned charging hubs along the I-10 corridor, enabling shippers and carriers to test electric truck operations, supported by Terawatt’s software, operations, maintenance, and smart charging.
The coalition includes DHL Supply Chain, Electrolux Group, IKEA, AIT Worldwide Logistics, Maersk, Microsoft and PepsiCo.
A Mercedes-Benz rigid using HVO100.
CEVA Logistics is implementing vegetable oil biofuel in its entire UK truck network, through a large-scale transition from diesel. The global logistics provider is enabling its entire fleet of 450 vehicles to use the HVO 100 (hydro-treated vegetable oil) biofuel by the end of 2025. The company’s ultimate goal with this initiative, and its investment at 18 sites across the UK, is to decarbonise road transport in Europe with logistics solutions, such as CEVA FORPLANET. That investment will establish a nationwide sustainable logistics network covering the breadth of CEVA’s UK operations, enabling regular access to low carbon, alternative fuels and reduce the environmental impact of
supply chains. Currently, CEVA Logistics has approximately 200 HVO-powered vehicles in operation across the UK.
“As we embrace the shift towards more sustainable logistics, we are not just adapting to the future, we are shaping it,” said CEVA Logistics’ Ground & Rail for Northwest Europe Managing Director, Paul Farr. “By investing now in solutions like HVO fuel, we are leading the way for a sustainable, more responsible industry.
“This tangible step today demonstrates our commitment to our customers, our communities and our planet.”
Since 2021, CEVA has used more than 11 million litres of HVO in the UK — cutting CO2e emissions by more than
25,000 tonnes.
CEVA’s HVO100 fuel is made from recycled cooking oil and is ISCC certified. It does not contain palm oil and delivers approximately a 90 per cent reduction in CO2e emissions in the vehicles.
To date in 2025, CEVA has reduced CO2e emissions by 2,742 tonnes in the UK through the use of more than one million litres of HVO.
Throughout Europe, CEVA operates more than 550 trucks powered by HVO100 and B100 biofuels, saving nearly 14,000 tonnes of CO2e each year, which is equivalent to the annual carbon emissions from about 3,000 passenger vehicles.
Based in Perth, Dananni Hotshots provides its nocompromise urgent delivery services Australia-wide, including Tasmania and remote locations such as in Arnhem Land in the Northern Territory.
The notion of a ‘hotshot’ operation is an expansion of the taxi truck/overnighter concept of many years ago and involves engaging, often at very short notice, a dedicated truck to make an urgent delivery, often across great distances. The time and distance factors frequently require the need for two drivers in the vehicle in order to maintain continuous vehicle travel without subjecting drivers to the effects of fatigue. The need for calling in a specialist such as Dananni Hotshots is usually the result of an emergency or a breakdown when regular transport isn’t capable of meeting the urgent requirement a client has for that particular delivery. Oftentimes, the customer may have hit a wall after trying numerous other transport options. Therefore, the only way their urgent piece of freight is getting to its destination within a tight timeframe is by using Dananni’s dedicated service which eliminates double handling and downtime typically associated with traditional depot-to-depot operations. Obviously, there is a cost factor for this level of service but that is more than offset by the reduction in downtime when, for example, an expensive piece of mining or power generating equipment is offline awaiting parts.
“We load your freight onto the truck and head straight to the destination,” says Dananni’s Danni Kempton. “We pick up from your supplier and take it direct to wherever you need to fit it to a machine or a power plant or a mine auger, or even if it’s setting up a mobile phone for an organ donor or transplant recipient.” Danni Kempton grew up on sheep station.
“The last thing I ever wanted to do was touch a truck because I saw my mum and dad nearly go broke from trucking,” she says. Never say never, as the old adage goes.
Despite that aversion, 25 years ago Danni came across the concept of a hotshot confident that she could bring to it a point of difference, and today that business maintains its strong success story as Dananni Hotshots, providing
urgent deliveries and responding to the emergency needs of a range of clients, whether the piece of freight weighs one kilogram or one hundred tonnes.
Dananni Hotshots has a mixed fleet of 30 of its own trucks on the road, each specified to suit its role within the operation, ranging from IVECO Daily’s for handling the smaller items, Mercedes-Benz Atego’s capable of eight tonne loads, and Kenworth T359 and Freightliner Columbia CL112 trucks with 12- and 13-tonne capacities.
they were saying about fuel economy piqued my interest. I’m driven by what a driver will actually drive. If you give them a pink VW are they going to drive it? Doubtful. Give them a pink KW, and again it’s doubtful. So, I give them white and pink ones. I’m mindful of the driver first, then the fuel economy. The 12-tonne Cascadias are delivering similar fuel economy as the eight-tonners in the fleet, which is impressive.”
Clients span international air express operations, and mining equipment
general freight,” says Danni. “They’re just booking our trucks for their general freight plus their urgent stuff because they know when they are going to get it there.”
Transporting dangerous goods (DG) including radioactive materials are all in the remit of Dananni Hotshots and its suitably licenced and experienced operators. Simply having the term ‘hotshots’ in big letters as part of the trucks’ livery can be seen as inviting excessive scrutiny from authorities, which makes compliance even more critical.
to my detriment because we might be up against a bloke who’s a got a $5,000 worn out HiLux ute that he runs up and down the road competing against my brand-new, fully set up, fully compliant trucks with proper sleeper bunks and air conditioning.”
During 2025 Dananni Hotshots expects its vehicles to collectively clock over around four million kilometres. Its specialised services are available 24/7 365 days of the year.
“Last year we performed 3,600 jobs
The uncompromising safety theme runs strong throughout the Dananni Hotshots operation.
“The value of a person’s life comes before the service. You can ask me for anything but if it’s not safe you won’t get it,” says Danni. “I’ll get it to you safely but I’m not going to give you somebody who’s full of drugs. I don’t want to be on the road with them and I don’t want my Mum and my grandson driving towards those people. That same bloke in the $5,000 ute doesn’t care for his own safety so he’s not going to
for the same purpose.”
There are multiple synergies relating to Dananni Hotshots use of motorsport sponsorship to promote the business including having meticulously maintained reliable equipment driven by skilled and experienced drivers. The Dananni Hotshots brand is prominent on several racing machines including the speedway sprintcar of Rico Abreau, a nitro-methane powered Harley drag bike ridden by Benny Stevens and John Zappia’s world record setting Holden Monaro.
PBS approved quad tri-axle B-double with provision for 38 pallets.
Eastern seaboard commercial carrier, Exodas, has turned to PBS as a viable path forward in resolving some of the challenges that effect interstate freight.
Last year was an exceptional year for Exodas. In sheer terms of growth, the Yatala-based cold carrier added 24 Volvos, eight Kenworths and 15 sets of quad-quad PBS-rated combinations, its preferred linehaul unit. But regarding general turnover, National Fleet Manager Nathan Bennett only sold four sets of refrigerated trailers and those went through the auction houses.
In 2023 the business sought to align capex with a recent strategic decision to up its commitment to PerformanceBased Standards (PBS). Exodas, with regularity, now runs approximately 40 PBS units conditional to orders logged in its system.
“Every single truck is compatible to run PBS in our fleet,” says Managing Director Brett Tynan. “At any given time, it changes depending on use of roadtrains and triples.”
The sweet spot for their PBS units is evenly split between quad-quad 30-metre B-doubles and quad-tri-axle B-doubles. The quad-quads have a 40-pallet capacity, while the quad-tris can load on 38 pallets with 16-pallet lead trailers and 22 pallets on the back. Versatility matters.
According to Fleet Manager Nathan Bennett, any of the existing quad-triaxles can be hooked up to the back of any of the quad ‘A’ trailers. All of these trailers are deployed daily.
“Because of the versatility of the fleet we can run a quad-axle fridge van on the front and depending on what we acquire we can put a mezz deck on the back trailer or a fridge trailer,” he says. “Whatever we need.”
These combinations move up and down the entire east coast. From as far north as Cairns all the way down to Melbourne. The same approach applies to their many B-triples.
“Everything can hook up to everything,” says Nathan. “We’ve had our trailers especially built so swing clearance isn’t an issue. You can put a drop deck on the back of a fridge van or a drop deck in front of a refrigerated van so it’s feasible to run general
freight on the back trailer or the front trailer and have refrigeration on the other one.”
The fleet’s expanding footprint can primarily be felt in North Queensland where it has established the majority of its depots at Mareeba, Warnervale, Townsville, Tully and Bowen. Head office is in Yatala. The newest prime movers in operation have been a delivery of eight Kenworth K220s. These feature a Cummins X15 550hp powerplant running through an Eaton 18-speed manual transmission. There are also 18 Scania R 620s and R 590s.
Last year Exodas introduced the latest Big Cab spec from Scania into the fleet, the first available in Australia. Otherwise the remainder and majority of the fleet consists of Volvo FM or FH16 700s. Another 16 of these units are expected for delivery new, later in the year.
Nearly 140 prime movers in the fleet are complemented by 37 rigids. UD is the most prevalent marque here but there are Volvo, Fuso and body trucks from DAF, the very first purchased by the fleet, as well. These trucks pick up produce at North Queensland farms where access for semi-trailers is usually prohibitive, returning to depots where they are loaded onto linehaul units for consignment interstate.
Several 8x4s, needed for getting more weight on the steer axle, move bananas and other produce out of farms at Innisfail, Maroubra, Tully and the Bowen basin.
There are four Tautliner B-double combinations in total, with the
rest of the fleet represented by refrigerated vans.
The quad-quads can get up to 77.5 tonnes in GVM contingent upon the roads they travel on. From Brisbane to Sydney they must factor in bridges at Nerang and Exham and Green River, where they are limited to 68.5 tonne.
The Newell Highway permits 77.5 tonne. But the inland road north of Roma, given its deteriorating condition, is limited to 68.5 tonne.
“They won’t allow us to go full weight up there because of the state of the roads,” says Nathan. “In New South Wales and Victoria there is a network but in Brisbane wherever we wanted to go with the quad-quads route approval is subject to application.”
In the early days it was quite difficult recalls Nathan, having spent a lot of time setting up the PBS equipment for Queensland-specific legs.
“If you put another truck into the fleet with a different wheelbase for example it can be quite difficult to get a permit and they’ve got to go and assess the truck,” he says. “All our trucks and trailers are now all the same spec so when we replace a truck, whether it be a Volvo or a Kenworth or a Scania, they’re all exactly the same specification for the route so they’re easily added to for a vehicle approval.”
Nathan has been with the business since 2004, quite the innings given it was founded by Brett is 2001.
“When I first started out with Brett he had three trucks. I drove one, another
during his two stints as a driver, worked full time on interstate linehaul for 11 years. That first truck was an almost new Kenworth K104, the second purchased by Brett upon founding the business. The first truck, a Kenworth T600 powered by 3406e Caterpillar turbocharged engine, was bought from SRV Roadfreight, where Brett was employed previously. That truck led directly to the formation of Exodas. The first new truck, officially, is a Western Star 4900 acquired in 2003. Brett did his schooling in Western Sydney. His family is originally from Shellharbour.
When asked to pinpoint the moment he knew the business was going to be a long-term concern Brett
responds effacingly.
“I’ll let you know when I get to that,” he says with typical droll humour.
Certainly, the acquisition of Malin Refrigerated Transport (MRT) in 2017 was a key launchpad, historically.
Warren Malin is now the company’s experienced General Manager.
“A lot of our operations staff started with us and worked their way up,” says Brett. “Most of our management team have worked in trucks or started in the office somewhere.”
That includes Chief Executive Officer
Cheryl Connors, who began life at Exodas in accounts 13 years ago.
“I find we’ve done well with the people who have stayed and progressed up the chain in the business,” says Brett. “As
we’ve grown, they’ve grown with us.”
Exodas employs nearly 300 people.
“I do look at it now and admit it’s a pretty big monster I suppose,” adds Brett. “You’re always making decisions as to whether you should go forward or backwards. Sometimes those decisions get harder to make.”
One decision, arrived at seven years ago, was to invest heavily in branding the business so that it was an identifiable presence on the road. It’s certainly paid off.
“People will ring you up to do their work merely based on having seen your trucks running in their area,” notes Brett. “It’s been a good thing.”
Vawdrey, the company’s go-to trailer partner, have helped in this area.
“We’ve had Vawdrey products since forever,” says Brett. “Their aftersales service has always looked after us. It’s pretty important with all your OEMs to make sure their aftersales service is strong. That’s been a key to our success.”
Nathan was an allocator for over six years before he joined the national operations team. He returned to driving for a period when Brett bought him a brand-new Volvo FH700. But after eight months he was asked if he would consider returning to the office. He now oversees the entire fleet.
At the moment, the fleet, which already services Melbourne with B-triples from North Queensland, is preparing to run the high productivity units straight into Sydney.
“We’ve bought new trailers that have
the underrun protection on the side of them which is a requirement to run into Sydney,” explains Nathan.
“We’ve picked up four sets of trailers for this application. It provides us with more versatility running out of North Queensland especially with a B-triple running multiple temp loads.”
Bananas are typically 14 degrees Celsius and other produce originating in Maroubra is generally kept at 7 degrees. The B-triples enable the loads to be organised much better by isolating temperature control across the trailer combination. Getting 22.5 tonnes on each tri-axle group and 17.5 tonne on the drive and 6.5 on the steer affords each unit higher mass categorisation.
They are running B-triples out of
Townsville, soon to be home to a new super site for the business, and Mt Garnett up on the Tablelands into Melbourne. Normally these units return to Brisbane. The roadtrains also run on the same corridor.
“I don’t know if the numbers for running PBS are any better than normal commercial vehicles but really you can’t get enough drivers,” says Brett. “To be able to grow with your customers and stay strong in a competitive market can be determined by the little bit extra you do. It’s pretty competitive out there at the moment.”
He adds, “Long-term we will see benefits financially from having PBS units, but the initial costs can take a while to recoup. It’s always changing the PBS landscape.”
Family
business Kerden Haulage streamlines a diverse mix of applications for its key accounts,
some of which are recognisable brands with national reach
How, in the era of diminishing margins, volatile supply chains and strangling regulations, might a family business, with blue chip partners, maintain its competitive edge? For established carriers like Kerden Haulage, that question can be answered, at least in part, by the application of cost-conscious discernment.
Being attuned to current market conditions can have a twofold effect. Growth isn’t the be all and end all. No, the end all is the end where there can be no growth. Downsizing, as a periodic measure, can itself be fruitful, if the first rule of sustainability is to stay in business.
Kerden Haulage is based in Nowra, New South Wales. That’s where the
family adventure for the Radburn’s began 32 years ago. It’s also the home of their offices and workshop, one area of the business that continues to see investment. Inhouse repairs have, as Managing Director Damien Radburn explains, have helped keep overheads down.
“That helps make us a competitive player in the market,” he says. “It’s where we do a lot of our major servicing and maintain a mechanical and auto electrical business that supports outside customers.”
A decision in 2005 to purchase a mechanical business was made to help with uptime for their own fleet. At the time vehicles were being serviced at multiple locations.
“There would be two trucks at one place, another two somewhere else, two
across multiple industries.
more in our yard that Dad and I would work on in the dirt,” recalls Damien. “We got to the point where we wanted to buy a workshop and do work on the vehicles and this one became available.”
The business bought the workshop premises and property and have continued to expand it over the years. At the time of purchase there wasn’t any paved areas.
“It had a much smaller footprint and shed in contrast to what it is today,” adds Damien. “Now it’s all concreted. It’s definitely a lot easier to work in than how it was originally laid out.”
Acquiring the plot of land directly behind it has enabled Kerden Haulage to double the size of its depot in Nowra. In fact, the workshop is currently the biggest growth area of the
business. Just recently a spray booth was installed for panel and paint. Now they have the ability to maintain trucks to the highest standard of presentation when they come in for a C Service.
“If the stainless steel is chipped on the front the panel beater can give them a tidy up,” says Damien. “If they’ve had a hit somewhere they’ll keep it looking new rather than outsourcing the work. What might be a $5000 job here is a $20,000 job at one of the big name repairers. Again, it keeps your costs down.”
The first conveyance of freight performed by the business was for bricks initially to Sydney and Newcastle. Damien’s parents Dennis and Kerrie were the architects of the company’s gestation progressively building it up to a point it eventually
branched out. In 2008 Kerden Haulage commenced interstate work and from there it only matured.
The business name came about, Damien recalls, after a visit to their accountant who had advised his parents that they would, for tax purposes, need to form a company.
The first fusion of his parents names’, however, sounded too much like a muscle repair cream popular at the time, so they reversed the order of names and agreed on Kerden. The classic logo with its distinctive K, has more or less gone unchanged save for a cosmetic tweak by signwriters over the years.
Initially, a fleet anchored by International prime movers, the first unit was an ’86 International S-Line truck and dog. Kerden Haulage still
moves bricks having been aligned for a brick company for two decades providing both local and interstate transport. Now the business offers an express service moving air freight for an international airline who Kerden Haulage has worked with for over the last 27 years.
The mix of tasks for the fleet is manifold. These extend to oversize moves such as passenger jet engines or Caterpillar drivelines. At present, Kerden Haulage is transporting home modules from Victoria to Cairns. Up to 1,000 of these units will moved on extendable trailers.
The company also runs linehaul services for a global logstics specialist . “Some of the mix is non-urgent freight that is only moving from depot to depot such as bricks,” says Damien.
”So if you have a breakdown with your express linehaul fleet you can swap out a truck.”
Bricks arriving behind schedule don’t have the same dramatic sense of urgency unlike, say, the deferral of car parts.
“That’s a real issue because there might be 50 or 60 stores in Brisbane or Sydney waiting for those parts,” adds Damien. ”It hurts a lot of customers. So, we try to have trucks running on the same leg, with some urgent and some not urgent — so we can always hook up and get the freight in that needs to be delivered.”
Allocators, generally unsung heroes of the industry, work under pressure to match those jobs. A fluid situation, in terms of direct response, can be anything but for those directly impacted by them.
The fleet is now favourably Kenworth, with the majority of the heavy-duty trucks conventional or bonneted
prime movers. K200s often work on the oversize applications given that the necessity for higher category horsepower must be balanced with inherent length considerations of the combinations.
“Some of our Kenworth T909s do the oversize work just as well and give the driver a bit of room inside,” says Damien. “It seems to work well with both of those models. The late model SARs and T909s do that work for us. Again, it’s mainly time-sensitive. Weight is not an issue. It’s bulky and different freight. Air freight changes every day. It might be a car one day or Caterpillar engine. It just depends on what is being flown in that we move.” Agility is important. So too continuity. Bricks are often return loading for a majority of the linehaul.
“The bricks go on pretty much any outfit we have,” says Damien. “They get carried across virtually any configuration in the entire fleet for our
express transport side of things.”
While many businesses still see drivers as mere interchangeable instruments easily replaced, recent history suggests fleets operating under that paradigm, especially with forward-facing drivers, do so at their own peril.
“The driver pool definitely contracts if that’s the mentality they’ve got,” says Damien. “Without the drivers we do not have a business. It’s a crucial part of the equation you need to keep in mind every day.”
To help balance the equation, Kerden Haulage invests in premium quality equipment, frequently as a reward for long-serving servants. In recent years the business has purchased new Kenworth T900 Legends, three SAR Legends, and a T950 Legend.
“These trucks are for our long-term drivers,” says Damien. “You try and do the right thing by them by giving back for their service. These trucks also don’t depreciate as fast as other units, keeping
the value of the fleet up.”
The majority of the Kenworths are customised for driver comfort. Cabs usually come with 50-inch bunks. They’re all fitted with sleeper cabin Icepacks and feature fridges, microwaves, TVs and inverters.
“The drivers spend more time in the truck than they do at home, so it gives them an environment they’re happy to be in,” Damien says. “We opt for a bonneted truck where possible. It’s always better to be sitting behind the wheel than over it — it’s not so hard on the back.”
Discussions with customers can ensue about combination lengths, namely around finding more capacity. The implication is that they go to cabovers to achieve an extra two pallets.
“Sometimes it’s not all about the pallet capacity,” says Damien. “We argue that the drivers are living in them all day. It’s also about the quality of driver that you attract and retain. With Kenworth we seem to get that. We get a better quality of driver.
He adds, “They’re not just hop in and hop out staff. They look after the gear. They look after the customer.”
K200s have, on this score, been purchased for high cubic trailer configurations. These customers need the extra pallets as it is typically light freight and the objective is to get as much as they can on the trailers.
Kerden Haulage have at hand 35 prime movers on the road full time. In the past 12 months the business has taken the opportunity to downsize the fleet.
“We’ve sold a fair few of our older trucks just to realign with the work at the moment,” says Damien. “Things have slowed down a bit with the state of the world we’re in. We’ve replaced some vehicles having gotten to the point where we’re right to move them on.”
At the minute adoption of Performance-Based Standards equipment is being considered for later in the year. Vawdrey is the primary trailer supplier. That partnership has
certainly bloomed over the last six years. In addition to the 34-pallet mezzanine configuration for B-doubles prevalent in the fleet, they also build open trailers, straight deck sets and extendables for Kerden Haulage. The straight decks are used for bricks and plasterboard and waste to Whyalla, like batteries.
An evolving road freight market is casting aside some of the new entrants, of which there was an influx during the COVID period when demand was at its highest. Like many experienced operators, Damien is observing what happens closely.
“Many new entrants in the market especially over COVID went and bought trucks and got 100 per cent tax deductions straight away,” says Damien. “Then they go to do their tax this year and they’ve got no tax deductions, and they’ve got a big tax bill and that makes it very hard for them to pay for those bills and the next minute they’re getting wound up.”
At Kerden Haulage the family ties to transport go back half a century.
Damien’s grandfather Russell ‘Rusty’ Radburn was in trucking for many years. He ran cattle trucks back in Braidwood where the family hails from. That enticed Dennis to trucks and subsequently Damien who believes there’s always a deep-rooted reason for someone to be into trucks. By that he means really into trucks.
“There’s probably more of a reason for someone to be into trucks when you see the passion for it and that’s reflected in having decent gear,” he says. “There’s plenty of people out there in Plain Jane cabovers from Europe. To them it’s only a tool, it’s not a lifestyle or a love of, it’s merely a means to get a product moved.”
The division between commerce and labour for those who see their careers as vocations and those who are counting hours to knock-off, is never more present. At Kerden Haulage, however, there’s no doubt it’s a generational enterprise built and sustained as much by passion as it is endeavour.
Varley Transport has forged a reputation grounded in trust, resilience, and integrity over the last 40 years.
What began as a service to local farmers has become, for Varley Transport, a multifaceted business serving essential industries across Western Australia. From humble beginnings in the Lakes Region of Western Australia, some 430 kilometres southeast of Perth, the business has significantly expanded under the enduring guidance of the Lumsden family. In that time the family has quietly gone about its business and in turn built a legacy by refusing to lose sight of what matters most: its people, its customers, and its community. Leadership is hands-on and values driven. Officially these have been acknowledged as follows: integrity, commitment, teamwork and respect, and excellence and service. In short, the organisation prioritises consistently delivering with care, precision and pride. Starting out as a small, singletruck operation by Murray and Roxy Lumsden in 1985, the fleet now consists of around 200 mobile assets as a key logistics partner serving agriculture, fuel distribution, recycling, refrigerated freight, and industrial sectors across some of the most remote corners of Western Australia.
“Growth has never come at the cost of its core purpose,” says Doug Verley, Varley Transport Chairman. “To be a dependable, safe, and communityminded service partner is really at the forefront of what the company does.” Each generation of the family business carries forward the values that shaped its founding and eventual growth.
Murray’s son Callum Lumsden serves as Chief Executive Officer, and his brothers Tyron and Justin are both heavily involved in operations. Tyron is Group Operations Manager and Justin Group Asset Manager, with each having played an instrumental role in Varley Transport’s growth and diversification. All three began their careers within the business on the road; driving trucks,
managing operations, and working closely with customers. This handson experience has been critical in shaping the company’s values and operational standards. Their early involvement laid the foundations for the strong customer service culture and operational excellence that Varley Transport is known for today. Their leadership has guided the business from a regional transport provider into a diversified logistics company with capability across fuel, LNG, recycling, refrigeration and agriculture servicing Western Australia’s most remote and demanding regions.
“Our capital expenditure programs ensure we have the right equipment in service of our customers to deliver on time, every time,” says Tyron. “The company has been built on the promise of this reliability. That’s why we have the right truck and trailer and tanker partners for the job.”
Home base is Forrestdale, a suburb of Perth. The state-of-the-art depot features a modern maintenance and repair facility along with offices, hardstand and truck wash facilities. Vehicles are maintained in-house to exacting standards, with a focus on preventative servicing and safety. Trucks are well presented. They have to be given the mix of applications at work including a large fleet of fuel tankers, tippers and custom-built refrigerated trailers for cold chain logistics. The prime mover fleet currently is a mix consisting of Volvo FH units, Mack Super-Liners and Kenworths. Specialised fuel and chemical tankers are designed for high compliance tasks. From its earliest days, Varley Transport has been hardwired to diversify revenue streams. Moves into livestock transport, earthmoving in the Pilbara, expanding geographically throughout the Wheatbelt by servicing the communities of Narembeen and Beacon and, providing contract logistics for end-users in the Perth
metropolitan area, have all bolstered the business.
More recently it moved back into the bulk fuel transport segment, creating Varley’s energy division which includes the transport of petroleum, diesel, and LNG to Western Australian fuel stations and mining operations, thus bringing its evolution over four decades full circle. Indeed, it was the opportunity to support local farmers by delivering fuel and supplies larger carriers often overlooked that proved a niche that afforded Murray Lumsden the platform to build the business it is today.
In the agriculture division Varley Transport hauls grain, fertiliser, and liquid nitrogen covering an extensive area throughout the Western Australian wheatbelt. Recycling division provides specialty waste and by-product transport which includes the safe and compliant transport of waste meats and organic materials from processors. This diversification has enabled Varley to remain resilient in volatile markets, offering integrated logistics solutions that meet a wide variety of customer needs including support for large-scale mining and infrastructure clients with tailored freight solutions.
Doug.
“Investments in technology and sustainability have been made not to chase trends, but to ensure long-term responsibility and service excellence,” he says. “The next generation is already actively involved in management and strategy, with investments in AI-driven routing, eco-efficient vehicles, and digital compliance systems.”
On this front, Varley Transport is embracing the future with the same values that guided its past. Fostering a workplace that’s inclusive, supportive, and resilient remains a priority says Tyron.
“Some things after 40 years haven’t changed,” he says. “We stand by our values and foster our family business culture.”
A growing network of independent service stations requires a reliable supply of fuel for its customers.
Geelong-based independent fuel retailer APCO Service Stations was established by the Anderson family almost 60 years ago. It now has 28 retail outlets throughout Victoria and southern New South Wales.
APCO, short for Anderson Petroleum Company, operates its own fleet of six B-double Holmwood Highgate and ATE tanker trailers which operate 24 hours a day, seven days a week, exclusively delivering fuels direct from terminals to the company’s retail sites. Such a schedule means each truck can travel 300,000 to 400,000 kilometres annually.
APCO was founded in 1968 by Ron and Margaret Anderson with their Images: Scania Australia.
first petroleum business opening in Warrnambool, Victoria, and that original site is still part of the network. APCO expanded its wholesale and retail business to Geelong in the early 1980s and additional APCO-branded retail sites began to appear throughout Geelong and regional Victoria. Today, the management is through Ron and Margaret’s sons Peter and Rob.
APCO Transport Manager Scott Curtis has been with the company for seven years and has had a 38-year-career in logistics, much of it with some of the ‘big’ names in the industry.
After operating trucks from American and European manufacturers, in recent years APCO has utilised prime movers from Scania. Scott says the driver’s acceptance has been “fantastic” with drivers embracing the Scanias’ Driver Score facility.
“The drivers have really taken to it. All the drivers have their personalised electronic tags, and they are very focused on their scores. They are getting fantastic results, so I am happy,” he says. “The drivers discuss their scores with each other, swap tips, and have the driver app that downloads all their data into it. It’s become a bit of a talking point between the drivers. If their score is down today, they’re trying to work out why. I believe it has made them
even safer drivers as a lot of the scoring is based around anticipation.”
Currently, the core fleet has six prime mover and B-double tanker sets on the road, including a Scania G 560, and a Scania R 620 V8, which in 15 months on the road has already accumulated 450,000 kilometres. An R 660 V8 was added to the fleet in December 2024 and is hooked up to a new 23-metre B-double set of Holmwood Highgate tankers.
APCO service stations require millions of litres of fuel each week with the company’s trucks delivering the majority. Contractors are used for the longer trips to places that rule out completion within the envelope of APCO’s drivers’ hours.
“When you run 24/7, reliability is the key,” Scott says. “And when they are due to be serviced, you need the service carried out quickly and effectively. We have been fortunate to have Scania’s authorised dealer PJ&T Motors near us in Geelong to look after these trucks, all of which are on the Scania Repair and Maintenance contract. The service from PJ&T has been a big part of us actually ordering more trucks.”
Each truck is shared by four dedicated drivers and the enlightened scheduling of work means each driver alternatively works a three-shift week, followed
by a four-shift week, always totalling seven shifts per fortnight and every second weekend off and, importantly, all within standard driver hours without the need to go to Basic Fatigue Management (BFM).
“With BFM, going to 14-hour shifts just doesn’t work for us,” says Scott. “The basis of our guys on 12-hours shifts and four drivers per truck works out nicely. We do a lot of quick kilometres and the big Scanias can do 8,000 and up to 10,000 kilometres each week.”
APCO’s smaller combinations don’t quite run up the same mileage, but, even so, amass approximately 300,000 kilometres annually.
“Only half of it is loaded but they don’t get cold,” adds Scott.
The latest 23m B-double has steerable real axles on the Holmwood Highgate trailers which, under Mass Management Accreditation, means a gross mass of 68.5 tonnes is achievable, similar to a longer 25-metre combination, but permitting better access to some of the tighter service station sites.
Operational productivity is greatly enhanced by the use of an automated scheduling software system which has been developed in-house and utilises electronic tablets in each truck showing the storage tank dips, sales volumes and refilling requirements by product
of the particular service station being delivered to. Scott believes the Scania Retarder is an important feature of the trucks’ operations.
“Being able to pre-set a speed and use the retarder for a hill descent is great,” he says. “It gives the drivers peace of mind that the retarder will hold the combination at the set speed without having to use the service brakes.”
The trucks get their loads from fuel terminals in Geelong or Melbourne and typically deliver the full load to a single service station destination, so are running empty 50 per cent of the time. Fuel costs are just as important to an operator such as APCO as they are to the rest of the transport industry.
“We have seen very impressive fuel from all of our Scanias. The R 620 and R 660 with the V8s return around 2.0 to 2.1 km/litre as 23-metre B-doubles grossing 68.5-tonnes,” Scott says. “The standout has been the Scania G 560 which has been consistently returning
2.6 km/litre, as a 19-metre B-double grossing 57.5 tonnes. We have another three G 560s on order. We have been successful in getting the G 560 PBS approved so it can tow either of our 20 metre PBS combinations. We see the G 560 as a universal prime mover in the future that can operate between the 19-metre and the 20-metre PBS combinations.”
The Scania’s 3,150mm wheelbase is an advantage when connected to the length-critical 20-metre PBS combinations and allows a bullbar to be fitted and still be within the overall length regulations. Due to the nature of the work often involving travelling country roads at night, the chances of wildlife strikes are increased. The bullbars offer greater protection of man and machine.
The Anderson family and their team are proud of what they do, from having barista coffee available 24/7 to operating mini-supermarkets in many
of their sites which offer a wider range of essential grocery, fresh produce and general household products than what are commonly found in typical service station convenience stores. The Anderson family also created the APCO Foundation to give back the support given to APCO by its customers, by assisting and supporting disadvantaged people in need in communities Victoria-wide, often with contributions from valued suppliers.
With such tight scheduling and the need for trucks to be delivering day after day and night after night, APCO takes advantage of Scania’s tailored services such as fleet management, the Scania Driver App, Driver Training and the Repair and Maintenance contracts. Scott and his team not only have full visibility of how their trucks are performing, but they have motivated their drivers to pay close attention to how they are driving which leads to safer on-road outcomes for everyone.
A new global partnership, a new transmission, a strong commitment to its successful hybrid technology and some local BEV trials are just some of the factors at play in Hino’s immediate future.
The global truck market is facing considerable competitive pressures at the same time as dealing with the biggest technology transition in its history. As the industry progresses towards a drastically reduced carbon future, it is necessary that significant resources are available to invest in developing new technologies. These circumstances provide some of the rationale for the recently announced Definitive Agreements between Daimler Truck, Mitsubishi Fuso, Hino Motors and Toyota Motor Corporation on integrating Mitsubishi Fuso and Hino Motors with the companies aiming to improve business efficiency in areas such as development, procurement and production. With its headquarters in Tokyo the new collective is expected to enhance the competitiveness of Japanese commercial vehicle manufacturers and strengthen the foundation of the automotive industry in Japan and Asia. While the already-appointed CEO of the new entity, former Daimler executive Karl Deppen, has a lot to work through between now and the official first day of operation on 1 April, 2026, Hino Australia President and CEO Richard Emery has assured the local transport media that Hino and Fuso vehicles will continue to be sold under separate brands as they are today, and that fundamentals like dealer contracts and supplier arrangements will remain unaffected.
“We’re excited about opportunities the integration will bring for Hino, specifically in the Australian market,” Richard says at a media briefing in Darwin. “For a relatively small market Image: Hino Australia.
such as Australia it is imperative that our parent has the resources to invest in product research and development.”
Despite some supply issues, Hino finished as number two in terms of unit volume for the 24th time in calendar year 2024 and celebrated the milestone of 150,000 units into the Australian market early in 2025. Supply of some models will continue to hold back sales over the next couple of years, yet Hino expects results in 2025 to be similar to those achieved in 2024, with more than 5,000 new units being sold. Looking towards the future, rather than diesel-electric hybrids, it is BEV technology which is more likely to be seen as the interim drivetrain of choice as the industry will ultimately engage hydrogen solutions such as hydrogen fuel cells and hydrogen-fuelled engines, and diesel fuels, including ‘eco’ and ‘renewable’ diesel will continue to play a part such as in hybrid electric vehicles.
“Diesel powertrains in trucks will remain the pre-eminent solution in the Australian trucking industry beyond 2030,” says Richard Emery. “We believe Hybrid Electric will remain the only high volume, lower-emission truck in Australia over the next decade. Battery
electric will be a key part of the future fleet in Australia in certain applications, while hydrogen will also be a factor in the next decade, probably in long haul applications to begin with.”
Hino’s parent company Hino Motors Limited commenced trials for a heavyduty Profia (700 Series) hydrogen truck in Japan more than two years ago. Hybrid diesel-electric technology in passenger and commercial vehicles is already considered a mature technology and achieving significant fuel and CO2 reductions without compromising operational range or payload continues to be a key motivation for local customers who can currently choose from a range of Hino Hybrids which includes models from car-licenced 4.5 tonne GVM (Gross Vehicle Mass) up to light rigid-licenced 8 tonne GVM. “The balance between cost, range, payload, maintenance and resale are all critical measures when determining which technology works for any application,” Richard says. “Increasingly, a Hybrid Electric hits that sweet spot while also reducing emissions.”
As a factor in planning for the mediumterm future, Hino Australia is currently undertaking customer trials with the
light-duty Dutro Z-EV (Zero Emission Vehicle) walk through van to determine their feasibility in the Australian market. At the other end of the scale, Hino’s heaviest offering, the 700 Series, continues to evolve with some additional models being added to the available range. Launched in Australia during the pandemic in 2021 and described by Richard Emery as Hino’s “dark horse model”, the Hino 700 Series now offers a wider range to suit even more Heavy Duty applications, with eleven additional models to be on sale here from October 2025. Hino Australia anticipates a number of models from the expanded 700 Series line-up will fill some gaps in the 500 Series Wide Cab range which continues to be hardest hit by product shortages. Customers have a choice between the nine-litre engine producing 360hp/1569Nm with peak torque delivered from 1,000 to 1,600rpm and the 13-litre engine with outputs of 450hp/2157Nm. Both engines meet Euro VI emission requirements with a combination of SCR (AdBlue), cooled EGR and DPR filtration. The Hino 700 Series includes a variety of axle and wheelbase dimensions and the option of leaf or air rear suspensions to suit
4x2, 6x4 and 8x4 configurations.
A new Hino-developed 12-speed automated manual transmission, dubbed the M112, will also be joining the available transmissions which currently include Allison 4400 and 3200 ‘true’ automatics, and the ZF Traxon 16-speed AMT.
“With its wide gear ratios and selection spread the two pedal 12-speed AMT will be an excellent choice for heavy rigid operations in extra-urban and regional applications,” says Daniel Petrovski, Manager of Product Strategy for Hino Australia.
Available in Japan since 2019, the M112
Hino 12-speed AMT is based on a Hino 12-speed synchromesh transmission which is now constant mesh and equipped with a countershaft brake to facilitate quick automated shifts both up and down.
There are three main gears and the multiplication to 12 road speeds is due to a splitter and a high and low range change. The clutch is electronically controlled and a dash mounted rotary switch is used to select drive or reverse plus a ‘slow’ position for docking or connecting trailers. A control wand on the left side of the steering wheel has a button on its end to select manual or automatic shifting and pulling the lever up, or pushing it down, makes driver over-riding the shifting quite intuitive.
Unlike the ZF 16-speed, the Hino 12-speed is not equipped with a retarder, instead making use of quick downshifting to maximise the effects of engine braking. The 12-speed suits applications like council tippers and civil works trucks requiring regular or occasional towing of tag or dog trailers. The AMT delivers a higher GCM of up to 45 tonnes whereas trucks with the full automatics top out at about 36 tonnes GCM, thus providing more flexibility for the operator. The 12-speed option will be an important factor in applications such as tilt trays, van bodies, local delivery, hooklifts, prime movers, and tippers. The live drive rear-of-engine PTO plus the transmission’s PTO portal will suit
vacuum pumper applications. There remains a case for full automatics in specific applications such as side loader refuse collection.
The 12-speed AMT has several advantages over a full automatic with better performance ascending hills and a more effective use of the engine brake when descending or stopping.
“The AMT is better for a 6x4, 14-pallet rigid doing, say, Sydney to Orange and back every day,” says Daniel Petrovski. “With 360hp now instead of 320, the AMT is better up and down mountains
and makes the most of the increased torque of 1,569Nm.”
The in-house developed and manufactured AMT provides Hino with better control of its component supply chain.
Rationalising its Australia portfolio of models, Hino has cut back around 100 models, many of which only sold in single digit numbers annually. Including the expanded offering in the 700 Series, Hino is expected to have a core range of 99 differentiated models available to Australian operators.
Viva Energy has launched its renewable hydrogen refuelling station at the company’s new Energy Hub in Geelong.
On a frigid winter morning in the shadows of the nearby refinery, politicians, dignitaries, OEMs, partners and customers of Viva Energy gathered together for the longanticipated launch of the nation’s first public hydrogen station. “Welcome to the future,” intoned Deputy Prime Minister Richard Marles, who along with Victorian State Minister Lily D’Ambrosio, appeared in person for the official unveiling of the $61 million project and the beginning of accessible
commercial hydrogen refuelling in Australia. Intended as a hub for a fleet of hydrogen-powered, emission-free commercial heavy vehicles servicing the Geelong region, the impressive site looked every bit the part with hydrogen fuel cell trucks and busses on display from foundational partners of the project that included Toll Group, Barwon Water, ComfortDelGro Corporation (CDC) and Cleanaway. The project incorporates a 2.5-megawatt electrolyser for the generation of renewable hydrogen
using recycled water from Barwon Water’s Northern Water Plant. It will include a fleet of hydrogen fuel cell electric vehicles (FCEVs) –consisting of prime movers, busses and waste trucks – operated by local businesses which will utilise the Viva Energy Hub for refuelling.
“Using renewable energy to electrolyse water to create hydrogen that then can be used as a source of commercial fuel is really one of the great hopes of decarbonising the Australian economy,” Marles said as part of his
products from Hastings to Geelong, a 300-kilometre round trip, saving 95,000 litres of diesel and eliminating 254 tonnes of CO 2 emissions annually according to the company.
Toll Group Chief Commercial and Sustainability Officer, Anna Green, said the investment in hydrogen reflects its focus on identifying the right mix of renewable and low-emission fuel sources.
opening remarks. “This is something we should be doing first, something that we should be the very best at.”
The use of commercial vehicles had always been at the forefront of the national economy and as a result, Marles suggested, Australia had been at the forefront of globally efficient use of commercial vehicles.
Both Hyundai and HDrive, by way of Fujian-based Wisdom Motor Company, generated interest among attendees with hydrogen fuel cell electric prime movers on display at the event.
The linchpin of the project will be how it can replicate the contemporary refuelling profile of diesel vehicles. Initial outlooks are encouraging with up to ten trucks able to be refuelled in two hours, on average, with about 30 kilograms of compressed hydrogen per vehicle.
The Energy Hub also has the capacity to provide renewable hydrogen on a B2B commercial basis using tube trailers. These trailers can be refilled and provided to industrial and commercial sectors.
of the company’s broader strategy to diversify its energy offerings and support the growing demand for cleaner energy solutions.
“Offering hydrogen refuelling alongside fast charging for commercial EV vehicles – and the potential for renewable diesel in the future – is recognition that we believe the pathway to net zero will require a mix of new fuels and technologies alongside traditional offerings,” he affirmed as part of an opening address.
The site can refill all hydrogen vehicles including passenger vehicles which will require different pressures for refuelling. According to Pfeiffer, refuelling a truck with hydrogen will take about the same time it takes to refuel a truck with diesel.
Toll’s participation includes the deployment of two hydrogen-powered prime movers, which are expected to commence operations later this year.
The B-doubles will haul steel
“We’re proud to be one of the first in our sector making a meaningful investment in hydrogen transport,” she said. “We know the path to net zero will rely on a range of technologies. That’s why we’re investing in hydrogen, electric vehicles, and more efficient diesel alternatives as we progress toward a low-emissions future.”
Projects of this scale could not be achieved without multiple partners according to Victorian Minister for Climate Action Lily D’Ambrosio
“We need multiple partners coming together to share a vision and practically pull together all of the tools and the levers and the supports to make something happen,” she told guests.
“Many people will look towards this project to understand the learnings. You’ll make it easier for those coming after you — that’s what happens when you go first.”
Cleanaway was one such company ready to both lead and learn.
“The opening of the nation’s first publicly available hydrogen station is a turning point for the availability
of infrastructure which will allow us to operate hydrogen-powered vehicles in the communities we serve,” said Cleanaway CEO and Managing Director Mark Schubert.
“As one of Australia’s largest fleet operators, we’re committed to reducing our reliance on fossil fuels and cutting emissions across our operations. We’re exploring a range of decarbonisation solutions including battery powered electric vehicles, HVO100 renewable diesel and the introduction of hydrogen powered vehicles. Together with our customers, partners and industry, we’re driving practical change to make a sustainable future possible.”
Barwon Water was reportedly exploring the use of oxygen created at the Hub for the water it uses at its treatment plants. The Barwon truck was at the launch and is set to commence operations.
The Australian Renewable Energy Agency (ARENA) contributed $34 million to the project. CEO Darren Miller said that in the current era of rapid change bravery and optimism were needed to meet the ambitious demands expected of a future energy system.
“Notwithstanding the many ups and downs that particular industry has had over time, it gives us fortitude to remember that’s incredibly important that we’re not going to be able to decarbonise our economy unless we get all elements of that flowing,” said Miller. “Ten to 15 per cent of global decarbonisation simply won’t happen without this important molecule that we can create through green electricity.”
Viva Energy’s foundational partners were to be applauded, per the Deputy Prime Minister, for having created a small economy as a viable test bed to ascertain the viability of commercial hydrogen use.
“That is a really exciting moment for our country,” he said. “For all of us who feel that emotional attachment to this refinery and to this site, it gladdens the heart to know that what we’re talking about here is a facility which is
living and breathing and looking to the future, and that takes leadership on the part of a fantastic company in Viva.”
Viva Energy was expected to announce additional hydrogen partners in the coming months.
Pfeiffer, in summary, noted that a vital part of energy transition, whatever the project, will involve taking the first step to get infrastructure on the ground to learn from it.
“When it’s all said and done more is said than done,” he said. “It’s just great to be on the other side of that equation.”
The nation’s first public hydrogen station is open for business.
The roadtrain division at SGGS Transport has taken a massive delivery of 30 prime movers from Kenworth.
SGGS has taken delivery of 30 new Kenworth prime movers and 10 B-triples from Vawdrey. The significant delivery happened across two sites in Melbourne. The first 15 units were deployed without delay into the carrier’s expanding long haul fleet. Each truck is PBS-rated.
There are eight Kenworth T610SARs in the order and 22 K220 Big Cab prime movers with a 2.8-metre sleeper.
“We need these additional vehicles to cope with demand which is high at the moment,” says SGGS Victorian Branch Manager Dannii Spiteri.
“Some of these vehicles can be on the road for up to six weeks before they return, so we try and do everything we can to make them as comfortable as is possible for the drivers.”
With the majority of work express long haul it requires a two-up team for a two-day transit taking them all over the country. Some of the new Kenworths will carry general freight to Perth
and from there will continue to Port Hedland before heading on to Darwin. From Darwin they can travel across to Brisbane and then eventually from Brisbane to Melbourne via Sydney.
“There’s nowhere we don’t go,” says Spiteri. “Wherever a truck can go we are.”
Powered by a Euro 5 Cummins 600hp X15 engine, all trucks are 110-tonne roadtrain rated. They feature Eaton Endurant XD Pro transmissions and Meritor running gear.
“These will be the last of the Euro 5s SGGS will accept before the new mandate for Euro 6 comes into force
1st November,” says Nick Gesovski, Kenworth DAF Sales Consultant.
“Compared to the previous vehicles these are all fitted with a Bendix Wingman Fusion Safety System. Every unit in the order comes with Auto Emergency Braking System, Lane Departure Warning, Adaptive Cruise Control — the whole suite of systems in the Bendix package.”
A four-camera system has been installed by GPS Tech, a GPS tracking and installation specialist based in Brooklyn, in addition to a driver facing Guardian system from Seeing Machines.
Last August, SGGS took an order of ten Kenworth K200s. They were also handled by the Kenworth DAF dealership in Derrimut where 66 of the carrier’s Kenworths have been sourced since 2020. The business commenced trading in 2013.
Fast approaching 100 prime movers in the fleet again, SGGS leans heavily on the Kenworth dealer network. This includes Gilbert & Roach in Sydney, Brown and Hurley in Queensland, CMV in Adelaide, CJD in Perth and Kenworth’s company owned dealership in Melbourne.
In March SGGS were set up with a PACCAR Parts Fleet Services account (PPFS). PPFS gives SGGS a national account with all Kenworth dealers.
“With a PPFS account, SGGS can have
all their parts and servicing controlled via one central system across every dealer in the country,” says Gesovski. “That’s no doubt an advantage for an outfit with trucks covering the entire continent. Many of our major fleet customers use this program and reap the benefits.”
All the trucks are equipped with PACCAR Connect. A tool designed to minimise downtime it provides live diagnostics that drivers can access while providing real-time transparency for fleet management.
PACCAR Connect offers GPS tracking and alerts can be prompted for driver behaviour incidents like harsh braking and over-speeding. Because the vehicles are financed with PACCAR Financial SGGS is getting PACCAR Connect free for the first five years.
The latest K220s are fitted with a 30-litre fridge and full storage cupboard space for additional driver convenience. Signage on the new prime movers and the entire SGGS fleet is provided by YBI in Bendigo. Spiteri says the delivery optimises the scale and scope of its interstate offering for customers.
quietest we’ve had and I’ve heard that from others in the industry.
“We breezed through Christmas unlike previous years.”
SGGS’ freight profile presently involves transporting car components, food products, dangerous goods and even spare parts for PACCAR.
“For us it’s about offering customers what they need. Moving to the bigger combinations improves productivity,” says Spiteri. “It was a huge step for us to go down the road of PBS. Customerwise that’s what they want. Our competitors are doing it and nowadays if you don’t offer it, they don’t really want to look at you. This gives us the opportunity to lock in work with different carriers.”
Before SGGS receives the equipment, every unit is ready for work, logged into the system, approved for its designated freight corridor.
“With Vawdrey we have a similar arrangement as we do with Nick,” says Spiteri. “He will always provide me the VIN numbers before we’ve even picked the vehicles up and I can have them added to our system for PBS. When they drive out of the dealership they are all
Those units more immediately will be taken from set runs such as Sydney to Perth and replaced with these new additions.
“You’re always going to have more reliability out of new vehicles rather than something that has done a million kilometres,” says Gesovski.
Spiteri acknowledges the extra mile Gesovski and his team are prepared to go for SGGS — after hours, on weekends to resolve any issues.
“We are very grateful for that relationship,” she tells Prime Mover “Things can go wrong and Nick and his team are always very quick to help us in any way. Obviously having that relationship helps our situation immensely.”
SGGS Director Rajbeer Khangura, according to Spiteri, likes to mix things up having put together the requirements for the huge Kenworth order.
“As a leader he’s very hands on in his approach to the business, very committed and always across the brief,” she says. “Raj is also one of the most humble people I’ve ever met.”
Some preferences from elite drivers for a bonneted truck were behind the
Home Delivery Service is well-positioned to make some more big moves in the refrigerated transport market, with Scully RSV right at its side.
cold chain logistics sector. The company has built something of an empire in just seven short years and can certainly attribute this immense success to its adaptability. When HDS first began in 2018, its target market was meal kit deliveries from suppliers directly to consumers’ homes. This proved a successful niche for the company, before
droves of customers quarantining at home. This presented a unique opportunity for the business according to Commercial General Manager, Ben Hall – so HDS adapted accordingly. “COVID-19 definitely expanded our chill transport capabilities across different verticals,” he says. “As more people were home, and many
middleman and just grew and grew.” Now, HDS operates on a national scale, sporting 24/7 distribution sites in a variety of states. The company’s initial transport of meal kits is currently joined by the hauling of pet food, chocolate, fresh produce boxes, pharmaceuticals, NDIS-related medications and other aged care
carrying these items are completed each and regional areas.
HDS’ newfound servicing capabilities in 2020 were also greatly amplified by a then-nascent relationship with refrigerated solutions provider, Scully RSV, which has since grown into a strong and tested cornerstone of the company’s operations. According to HDS Chief Operating Officer, Jeff
Cottrill, the two groups see eye-to-eye on every aspect of business.
“We enjoy a very strong relationship with Scully RSV,” he says. “We’ve done so for over five years now, and there are even people within our business that have positive relationships with Scully outside the confines of our company. We’re in a rapidly changing market and often need to pivot quickly, and Scully’s capabilities greatly support us in doing that.”
This provided flexibility comes in the form of outsourcing. Scully RSV supports HDS’ contract drivers and customers with its cold chain bodies to carry the variety of freight across different transport routes. It’s no small operation.
“We would have at least 20 Scully RSV bodies that our contractors are using at the moment, all across the country,” Jeff adds.
The bodies in question are typically either Scully RSV’s 12 or 14-pallet temperature-controlled rigids, both of which are built with the special capacity to carry products ranging from 20 degrees Celsius to -20 degrees Celsius, and also include helpful features like leading fibreglass technology, optional tailgate loaders and optional side doors on the body itself. This manufacturing flexibility largely enables HDS’ adaptable approach to the market and is imperative as a result.
Additionally, this flexibility is further achieved by HDS’ ability to apply its own specific technological fittings to each of the Scully RSV trucks that it uses.
“At HDS, we custom fit all our Scully RSV bodies with our own state-of-theart tracking systems and temperaturerunning devices to ensure the freight
These 14-pallet bodies also feature optional side doors on the bodies.
we carry stays cool and gets to its destination at the right time, every time,” Jeff explains. “The punctuality and performance are further ensured by the age of the vehicles we use. We only use bodies that are less than two years old so that they can stay reliable and perform to their very best.”
The technical abilities of Scully RSV’s bodies to HDS’ business is coupled with an agreed aesthetic to create the ultimate customer experience. To Jeff and the HDS team, the vehicles’ presentation gives off a strong sense of professionalism and reliability, which they want to be represented by. To Jeff, this aesthetic is just as important as the delivery itself.
“The brand we partner with is essential to our operations,” he says. “Having a clean, reliable fleet is integral to providing the best customer experience we can. Their freight is being delivered in a body that looks good, which is what they deserve. That’s a huge part of why we use and need Scully vehicles.”
HDS’ commitment to this partnership with Scully RSV is scheduled to continue well into the future particularly as the logistics company is on the cusp of even greater expansion in the market with new business.
“We’re very happy to continue our relationship with Scully,” Jeff says.
“We’re in a really solid growth phase with significant business coming on board within the next 12 to 24 months. We’ll keep offering our contractors to go and liaise with Scully and give this new business the choice of working with them because of how trustworthy they are.
“Scully RSV’s logistics solutions are new, sleek and equipped with all the right technology to get the job done. It doesn’t get much better than that.”
Fuso’s Canter 4x4 provides off-road practicality with onhighway refinement and an ease of operation in both situations.
truck and not a regular four-wheel drive vehicle, yet we still elect to attack some
The three-litre DOHC engine has four (147hp) kicks in at 2,840rpm, which
between low down grunt to tackle the sufficient power to have long legs when manufactured steel body has dropsides
The
and the fuel passes through a primary water separator/filter unit before a final conventional filter with the purpose of protecting the sensitive and expensive components of the fuel system which can be affected by contaminated fuel when refuelling away from higher volume service stations, including from drums.
The five-speed all synchromesh transmission is controlled by a stubby lever mounted on the dash, a design which provides good leg room for the centre front passenger. Fourth gear is direct and fifth is 0.723:1 overdrive which helps deliver a quiet ride at highway speeds and contributes to fuel efficiency.
The rear diff is a limited slip variety while the front drive axle features constant velocity (CV) joints at the steering knuckles which contribute to the Canter retaining a reasonable turning circle due to the sharp wheel cut angle made possible by the CVs. The manual free-wheeling front hubs do not require much effort to engage for the dirt or disengage when getting back onto the highway.
Using a design which was exclusive to Australian Canter models until around ten years ago, the Canter 4x4’s chassis rails are high at front and drop down at the rear to provide an increase in ground clearance while retaining the standard Canter engine position. The extended height of the cab requires as it holds the brakes allowing the get to share a dual bench set. This crew cab version we are driving has a fourperson bench in the back.
The audio system has an impressive list of features available via its 8-inch LCD touchscreen (which doubles as the display for the reversing camera) including wireless connection for Android and Apple, DAB+ digital radio and commercial vehicle specific satellite navigation.
On or off the sealed road the Fuso Canter 4x4 is an impressive contender for applications such as mining, utility providers, agriculture and as a fire service vehicle. The cab-chassis will also make a great basis for a camper conversion.
Kate Evans has worn many hats during her career, from an apprentice electrician to a global role with Cummins.
Moving to Australia in 2009, Kate Evans, who serves at Cummins as a Global Training Consultant, hasn’t looked back.
Prime Mover: What’s your background?
Kate Evans: I’m Scottish by birth and my early career was very much focused on the oil and gas industry. I left school and started my electrical apprenticeship at BP as one of the first females they took on in an apprenticeship position. After completing my apprenticeship, I moved into oil refinery operations. I worked a 12-hour shift pattern which at times I found quite challenging with a young family, so with my husband’s support I moved to work with a technical training company who were running the apprentice program for BP at that time, and I started to deliver some on the job training for their apprentices.
PM: Did you have particular interest in that?
KE: I’ve always been interested in the STEM subjects (science, technology,
engineering and maths), even in school where I loved maths and science, and I saw this as an opportunity to pass on some of my skills and knowledge to people in the industry. It also provided me to develop as a technical trainer.
PM: You relocated to Melbourne with your husband and three young children. Why choose Australia?
KE: It rains a lot in Scotland and it’s dark and miserable at times. So, the attraction of blue skies and beaches was quite strong. We had three young kids and it was more about giving them an opportunity to experience a different culture and see what potential they could have here. So, we came across in 2009 and never went back.
PM: Did you have employment already organised when you arrived?
KE: I had not applied for any jobs prior to arriving because I wanted to make sure the kids were settled in school. I was extremely fortunate that one of the roles I did apply for was with the Victorian Chamber of Commerce. They were
looking for an apprentice consultant to go out and do apprenticeship sign-ups in the Melbourne metro region, so I took that role to get an understanding of how apprenticeships worked in Australia and provide the opportunity to network with a lot of employers. I had been in that role for a couple of years when I saw Cummins were starting their own apprenticeship program, because prior to that they had used a group training organisation. I applied even though the role had asked for university qualifications, which I didn’t possess, but I knew I had the skills and experience that if I got in front of an interview panel it would be enough to hopefully convince them to take me on. I got that position back in 2011 and I’ve been at Cummins almost 15 years now.
PM: You recently started in a new global role. Can you explain what a Service Enablement Consultant does?
KE: The position of Global Training Consultant may sound fancy, but its core purpose is to develop and execute a service strategy to ensure we put out
consistent messaging and best practices across Cummins locations worldwide. I collaborate with senior leaders, operations excellence and service teams to identify and address their training needs. While the role isn’t focused on technical engine training, it emphasises excellence in customer service and best practices.
PM: What’s the best part about your current job?
KE: It’s getting to work with a lot of diverse people across the business, which I find incredibly rewarding. One of the highlights for me is the introduction of AI technology into our training
PM: Are there any training challenges around Cummins expanding into other driveline technologies?
KE: For some of the technicians on the job I expect the technical side of their roles will change over the next three to five years, particularly with the introduction of new technology, whether it’s hydrogen fuel cells, or battery electric vehicles. I believe that many of the technicians we recruit from the automotive industry bring a wealth of skills and knowledge to Cummins. This expertise will enable them to seamlessly expand their capabilities to include working on driveline systems, requiring
a mechanic’s tool kit consisted of spanners and hand tools. Today, the most essential part of a technician’s tool kit is their laptop, emphasising the need for strong diagnostic capabilities. To attract and retain talent, we focus on investing in our employees. We prioritise their training and development, provide them with the latest diagnostic equipment, and emphasise excellent customer service to ensure the longevity of the business. By listening to our technicians’ needs and adapting our training programs accordingly, we ensure they feel valued and supported.
PM: What are the some of the other challenges you see ahead?
KE: While AI is an exciting development, I also have a concern about how far AI can go in terms of replacing roles. I strongly believe AI will enhance roles, rather than completely replace the human component. Additionally, during tough economic times, training and development budgets are sometimes the first to be constrained by employers. However, when an organisation like Cummins invests in training it benefits the entire industry.
PM: How so?
KE: Over the past few years, we’ve nearly doubled our apprentice intake. Although retention can be challenging, retaining talent within the industry is ultimately beneficial. We greatly value our community partners as Cummins are deeply committed to diversity and inclusion within the industry, particularly in promoting gender diversity in the apprentice and technician population. We collaborate with organisations like Tradeswomen Australia, Transport Women Australia and the HVIA to support our recruitment efforts. Their assistance is crucial in attracting individuals who will help sustain and enhance our business. A diverse workforce significantly strengthens our organisational capability.
Dannii
Spiteri’s
rise through the ranks
of
SGGS
Transport
and the industry at large stems from an unwavering can-do attitude to try her hand wherever it can be of use.
It was apparent early in life that Dannii Spiteri would march to the beat of her own drum. She kept pace, initially, through her family’s heavy involvement within the trucking and transport sectors. She has fond memories of getting in trucks with her dad and four brothers – all of whom worked in the industry – and always had a keen interest in the space. The rare warts-and-all view that she got, however, was enough to initially turn her away.
“I always said to myself that I’d never get involved in the industry,” Spiteri
recalls. “Through my dad and brothers, I saw firsthand how busy and grueling the life could be — a seven-day-a-week job in some cases. I didn’t think it was something that I wanted.”
She instead committed to pursuing a career in the beauty industry despite the loud transport influences around her, going as far as to earn many qualifications. But ultimately, a switch was flipped. Six years ago, the world of transport that initially piqued her interest was calling her name, and she decided to answer back — on her terms.
“My background and my family ultimately gave me this drive that pushed me into the industry,” she says. “So, I finally decided to jump aboard, but I knew I wanted to do it my way.”
Entering the industry as an Account Manager for SGGS Transport in Rocklea, Queensland, Dannii was committed to taking on as many roles in the space as she could to improve her knowledge and experience. It was a seismic shift. The days of being a background player in industry were over.
“Being right in the thick of that world all
of a sudden was a great change,” she says. “I feel like so many people can overlook the job and dismiss the industry, but so much is demanded from you. I think it takes quite a strong person to cope with it and thrive in it.”
After finding her footing in the space, Dannii’s strong passion to do more reared its head, and she was then faced with an ultimatum — stay in the position that she knew she could do well in or take a leap into the unknown.
“I know many people are perfectly content to work in just one role if it works for them, but I’ve always had a need to do as much as possible,” she says. “I remember as soon as I started, I felt that need to take a leap within the company. I spoke with my dad about it at the time, and he reminded me that I was capable of doing whatever I wanted. His words stuck with me and pushed me to make the choice.”
When Dannii’s father sadly passed away in 2021, she was instilled with a new determination to do it all.
“Everything I do in this space is for him,” she says. “I think about how far I’ve come, and how proud he would be. I’ve really become a part of it all.”
Now, having worked her way up to being SGGS Transport’s Victorian Branch Manager, Danni now oversees operations, presiding over bookings and customer accounts, maintaining client relations, and of course problem solving. Part of the brief involves leading the company’s vital adoption of Performance-Based Standards (PBS).
“Overseeing the inclusion of PBS in our industry was not the easiest task,” she admits. “At the time, it was very new to me. But once I figured it out, like anything, it just fell into place.”
A majority of the roadtrain spec’d Kenworth prime movers operated in the fleet are approved for PBS.
“Prior to having PBS, our operations would still run bigger combinations around the country and hook up around Adelaide — what we in the industry call a dog run,” says Dannii. “It would involve a whole other prime mover on the road, and another driver. But on PBS, we’re able
experience.”
Dannii’s willingness to put herself in the field and support SGGS Transport’s drivers through their various endeavours has earned staunch respect from her employees and managers — something which makes the working environment constructive and comfortable in an
“The business took me on with open arms and I’ve been able to make my own calls,” what’s best for the business. I couldn’t ask
industry can seem intimidating. Dannii understands how many young women considering a career in road transport might be hesitant to act upon it.
“The reality is anyone can follow their dreams and do what they love if they just take that initial leap,” says Dannii. “That’s always the hardest part.”
Anyone who has towed a trailer of any size will be familiar with the bang and clatter that can be felt if there is a gap in the fit between the trailer and towing vehicle couplings. This can be experienced as ‘flogging’ or ‘knocking’. These shock loads can be distracting and tiring and are bad for both the truck components and driver comfort. It turns out that this is a serious engineering problem with implications for fleet managers and regulators.
The selection of the size and type of coupling for connecting heavy vehicles is critical for safety, reliability, and cost management.
Couplings are selected in Australia primarily using two important ratings. These are ATM (aggregate trailer mass) and the D-Value — a ‘dynamic’ value that reflects the capacity of the coupling to handle dynamic loads. Static Vertical Load (SVL) and V-Value are also important, but this discussion will be left for another time.
Coupling development relies on an understanding of the forces that the components are subject to. It turns out that working out these forces is much harder than it seems. For example, the ATM value is of little value when considering the actual force, a 20-tonne ATM trailer will not impose a 20-tonne force even under extreme braking.
The Australian ADR deals with this by following the European rating model by requiring that all couplings must be subject
to dynamic testing, with two million cycles imposed at a worst-case scenario theoretical dynamic force. This force is set at 60 per cent of the published D-Value. The customer can then be fairly confident that the coupling is good for whatever they can throw at it, given that the test reflects a worse case condition. However, this dynamic test does not take into account the gap or the increase in the gap between coupling bodies as they wear out. When couplings are tested, there is no gap. The testing apparatus is set up to remove any gap. This is necessary due to the test machine itself – the hydraulic systems that cycle the many tonnes of force cannot handle a ‘gap’ – if there is a gap the machine will detect an error and shut down. As the gap increases between the truck and trailer couplings, the forces increase as the coupling pairs collide. That is, one side of the coupling has momentum when it contacts the other side of the coupling across the ‘gap’. While this is difficult to quantify, one approach is to use classical impulse theory and equations of motion. My calculations indicate a near linear relationship between shock forces and the increasing ‘gap’ between the truck and trailer couplings. The following graph shows the impact force between couplings versus the ‘gap’ between the truck and trailer couplings, in this case for a 40-tonne trailer when undergoing routine 0.2G braking deceleration.
The important takeaway is that if the coupling is worn to say double the original gap, the forces approximately double. The size difference between the
truck side coupling and the fit of the trailer side coupling when new has a range that in most cases is prescribed by a Standard. This resultant ‘gap’ then grows over time as the couplings wear out. Couplings differ in their allowable worn condition. In the case of Automatic Pin Couplings, the sizes are all prescribed by European Standards. Most other worn condition specifications are determined by manufacturers. The following table shows a summary of most of the couplings utilised on the Australian market today.
ARTSA’s recently published NHVR funded research project ‘Safety of couplings on high productivity vehicles’ showed that the vast majority of the very high coupling forces occur during routine braking and are associated with clashes between contacting parts of the coupling mechanism.
This finding presents an opportunity. Put simply, it is far cheaper to use a coupling with a better fit between couplings than to replace the coupling with one much heavier that can handle the higher forces. There are two aspects to consider:
• The original ‘gap’ between new couplings must be as small as possible.
• The worn condition must be regularly measured as part of scheduled maintenance routine.
This has implications for Australian Design Rules and the regulatory environment. For example:
• Should ADR testing be conducted in the worn condition? The coupling
Braking input 0.2G
must be just as strong and reliable on its last day of use as its first day of use.
• Should ADR testing forces take into account the shock loading that the coupling type will be subject to as the coupling wears out?
• What are the Factors of Safety involved with D-Value requirements.
• It may be possible for some combinations, such as very heavy roadtrains, to operate with conventional couplings and a reduced maximum tolerance ‘gap’ in order to control coupling fatigue forces. This would necessitate a sound maintenance and inspection schedule.
Direct Haul road train used for the ARTSA-I research project into coupling forces.
• Minimising these shock loads could also benefit the vehicle driveline. A large gap between couplings results in higher forces, which are passed through the coupling to the driveline and the driver. Higher coupling forces require larger and heavier couplings, which costs more and reduces payload. The higher forces also
cause couplings to wear out faster. Control of the coupling fit tolerance, or ‘gap’ can directly control coupling peak forces — this is the low hanging fruit for minimising cost and maximising coupling reliability.
Baker, ARTSA-I Deputy Chair
rail, ports, and intermodal infrastructure, designed to address longstanding inefficiencies, modal imbalances, and regulatory inconsistencies in the freight sector. The report was immediately endorsed by NSW Transport Minister, the Honourable John Graham and the NSW Government. The blueprint details that the proposed reforms could add $131.5 billion to the state economy and create 235,000 new jobs by 2061.
The new plan is underpinned by a technically detailed roadmap designed to reform planning, infrastructure, and regulation across the freight sector. Key to the roadmap are recommendations to enhance freight transport efficiency and sustainability in New South Wales. The proposed reforms address key challenges like population growth, decarbonisation, and technological advancements, aiming to boost the State’s economy and create jobs. The plan includes a freight master plan, initiatives to increase rail freight, a new port policy, a focus on industrial land planning and workforce development and long overdue reform of the Road User Charging framework for road vehicles. Picking up on the last point above, road freight proposed reforms include
advancing distance-based charging models to replace declining fuel excise revenue, as well as establishing more consistent heavy vehicle access policies across jurisdictions. Local governments, which maintain over 90 per cent of the road network in the State, will be supported through targeted grants and emergency infrastructure repair funding. The report also flags that, pending further review, there is the potential for increasing night-time freight movements to better utilise off-peak capacity on roads and rail. Decarbonisation actions form key recommendations in the plan, with the authors supporting measures such as a shift from road to rail, particularly for container movements from ports.
Port policy reform recommendations include, formal recognition that Port Botany will remain the state’s core sea freight container hub, noting that streamlining container terminal operations is a priority. In addition, supporting diversification at Port Kembla and Newcastle, specifically in response to declining coal export volumes.
Key proposals for rail include a formal review of the NSW rail access. Currently, passenger prioritisation on the Sydney Trains network severely limits freight capacity. The report calls for better coordination between the three separate rail systems in NSW; Sydney Trains; ARTC; and UGL Regional Linx. To increase rail’s share of containerised freight, currently just 14 per cent out of Port Botany, the report recommends operational improvements including extending train lengths, time limits ondock/rail interfaces, and increasing use of intermodal terminals, such as Moorebank and Enfield.
The report also highlights critical gaps
in industrial land supply for freight use, storage, distribution, etc. Including recommendations for preserving future freight corridors, particularly in growth areas like Western Sydney.
Workforce Development was also highlighted as a key potential constraint for future freight efficiencies, with recommendations including support for industry-led programs to address workforce shortages, particularly in areas such as truck and train drivers and workshop technicians.
The proposed reforms are designed to improve the end-to-end freight logistics chain, ensuring a more efficient and sustainable freight system for NSW. The plan also emphasises collaboration between government, industry, and other stakeholders to achieve its objectives.
While New South Wales specific, this document offers insights and potential solutions for freight issues that are common up and down the eastern seaboard. For that matter, many of the issues raised and the proposed reform solutions have potential applications and benefits for the entire Australian freight sector.
The Truck Industry Council (TIC) applauds Transport for New South Wales for taking the national lead in this review of the freight reform. It was particularly pleasing to witness that the project team have proposed a raft of reforms, acknowledging that there is no one single fix, or ‘silver bullet’, that can be applied to the freight sector. This aligns with TICs long-standing position that a raft of reforms will be required to improve freight efficiencies and decarbonise the freight sector into the future.
Tony McMullan CEO, Truck Industry Council
STUART ST CLAIR
Victoria’s regions play an outsized role in supporting our state’s economy. Agriculture, manufacturing, food processing, and distribution all depend on strong, reliable freight networks. That message came through loud and clear at the Victorian Transport Association’s 2025 Regional Forums, held in Shepparton, Mildura and Traralgon this July. Across the three events, operators and stakeholders attended to share concerns, identify risks, and contribute to a stronger freight future for the state. The depth of engagement we saw wasn’t just encouraging — it was essential.
Because if there’s one thing regional Victoria continues to show, it’s that freight and logistics aren’t addons to the economy, they’re core infrastructure.
Our regional members work every day to get fresh produce from paddocks to ports, parts to plants, and parcels to communities. They do this while navigating a unique set of challenges that are often overlooked in metro-centric planning: road networks that weren’t built for modern freight loads, regulatory frameworks that add cost without adding value, and inconsistent access to services, training and support.
The VTA’s Regional Forums are about giving a voice to those operators
and about connecting them with decision-makers, regulators, and peers. They are also about ensuring that the hard realities of freight on the ground are heard by those drafting the policies in boardrooms and Parliament. That’s why we continue to take these forums on the road year after year.
This year’s theme, Reducing the Risk Around Heavy Vehicles, opened up important discussions on safety, compliance, and productivity.
Representatives from the Transport Accident Commission, Victoria Police, the National Heavy Vehicle Regulator, WorkSafe Victoria, Transurban, and WHG Telematics joined us to explore how better systems, technology, and communication can reduce risk on our roads. Each forum also featured a dedicated session for the Victorian Waste Management Association, acknowledging the distinct needs of regional waste and recycling operators, many of whom face complex logistics challenges of their own.
Crucially, these events were not just one-way communication. Attendees came with questions, local knowledge, and practical ideas — whether it was about managing fatigue, dealing with restricted bridge access, or preparing for upcoming compliance changes. That kind of grassroots insight is vital. If we’re going to improve how freight operates across regional Victoria, we need to understand what’s really happening at the coalface.
It’s also why we continue to advocate for reforms that ease the regulatory burden on small and mediumsized operators. The recent move by the Victorian Government to lift
the payroll tax-free threshold and simplify licensing is a step in the right direction. Policies like these help businesses spend less time on paperwork and more time growing jobs and improving safety. But there’s more to do especially in ensuring that investment in infrastructure and policy reform extends to the regions. Take, for example, the upcoming completion of the West Gate Tunnel Project. It has the potential to significantly improve freight access to the Port of Melbourne. But unless regional operators are part of that conversation, and the benefits reach beyond the metropolitan boundary, we risk missing the mark. Efficient, safe freight corridors shouldn’t stop at the city edge — they should run all the way from orchard to overseas market.
The VTA’s message to government, and to industry, is straightforward: regional freight operators are essential, and they deserve systems that reflect that. That means practical investment in road maintenance, bridge upgrades, and rest areas. It means listening to regional businesses when shaping policy. And it means recognising that freight is not just a cost to be managed — it’s a productivity lever for the entire economy.
We’re proud of the momentum generated by the 2025 forums, but the work doesn’t stop there. We’ll continue engaging with members, holding government to account, and promoting safer, more efficient freight networks across the state. Because when regional freight runs well, Victoria runs well.
Peter Anderson CEO, VTA
The market for new trucks and vans in Australia isn’t quite immune from the ‘end of financial year sale’ syndrome so common in retail outlets as well as now with online merchants. Certainly there are deals to be done on commercial vehicles which are in stock in order to get them off the dealers’ books and their floor plan finance, but the nature of truck sales is the buying decisions are generally made months, if not years, prior to the actual hand over of the keys. Impulse buying in not such a common occurrence.
However, completed sales for trucks of 3,577 units during June was 645 more than in the previous month of May (+16.4 per cent). The heavy van market also showed good growth over May’s results with June’s 1,311 units being 322 more than during May (+33.6 per cent), and taking the YTD van total to 5,519 units, 210 less than for the same period last year (-3.7 per cent).
Comparing June 2025 with June 2024, the total numbers of new trucks is down 635 units this year (-15.1 per cent) and vans demonstrated the category’s surge with an additional 363 units (+38.3 per cent).
The Heavy Duty truck category achieved 1,481 units during June 2025, which was 335 less than for the same month last year (-18.4 per cent) and the annual accrual at the midpoint of the calendar year of 7,143 trucks was 1,626 units less than at 30 June, 2024 (-18.5 per cent).
The Medium Duty truck sector clicked up 764 units during June, 123 less than in June 2024 (-13.9 per cent), taking the YTD accrual to 3,698, 339 less than for the first six months of 2024 (-8.4 per cent).
Light Duty trucks showed sales of 1,332 new units for June 2025, 186 less than last June (-12.2 per cent) and the YTD of 6,222 was 941 less than 2024’s mid-year result (-13.1 per cent).
The accrued sales at the end of June across all three truck categories of 17,063 falls 2,906 units short of the 19,969 YTD recorded at the same point in 2024 (-14.6 per cent).
As we transition into the second half of the 2025 year, the liquidation of a number of large fleets operated by
businesses which have been placed into administration may have an effect on the new truck market as buyers look for bargains, particularly late model, low mileage trucks with good maintenance histories and are available for almost immediate delivery.
