As the Victorian automotive industry gets back to business, there are key resources readily available so things run smoothly
08 INDUSTRY VOICE
VACC CEO, Geoff Gwilym reflects on an unexpected side effect of the COVID-19 pandemic in Australia
13 1 6
10 CUTTING EDGE
Australia’s most comprehensive technical solution combines VACC’s suite of products with the global reach of Haynes
11 WINA SPOTLIGHT
Women in Automotive’s member of the month, Linzi Eccles shares her auto journey and some words of wisdom
12 NEW RULES
The first stage of a two-part rollout of new quad bike safety measures is now in place in Australia
MAKING TRACKS
CC’s new HQ is underway, with Chamber President Fury Bortolotto turning the first sod, watched on by the Executive Board
NEW ERA
proposal for the development of police cars could see Australia make use of its wealth of skills and expertise once again
FIFTY YEARS
Tech Automotive celebrates 50 years of Chamber membership and the team take a moment to reflect on their journey
26 MENTAL HEALTH
A new VACC initiative is set to change the way mental health is managed throughout the Victorian automotive industry
28 CHANGING LANES
Ex-racer and Director, Racing Operations, Motorsport Australia, Tim Schenken has worn many caps throughout his career
34 CHAIN REACTION
Blockchain technology – and its potential impact on the automotive industry –is put under the microscope
40 CASHED UP
Government grants can turn a great idea into a profitable business, but what happens when hand-outs come too easy?
48 TRITON TRICKS
The Mitsubishi Triton is put in the spotlight, in particular faults appearing in the ABS and ASTC
54 SERVICE DIRECTORY
Find everything from the latest products to the best business services you need, all in one place
56 BUSINESS INDEX
Drive your business forward by taking advantage of the VACC alliance deals and assistance at your fingertips
Did
OKAY. We’re open.
LET’S GET MOVING
It’s time for Victorian businesses to get moving and recoup some lost ground. Hopefully, that’s what you’re doing, and that things are going well. Importantly, remember that you’re not alone.
VACC members have access to people and resources to help them get back on their feet.
For all your employment relations questions, VACC has trained experts with automotive experience that can guide you through what sometimes must appear a maze of legislation and red tape. They’re here to help, so call them on 03 9829 1123.
Occupational health and safety should be paramount at this time. Again, VACC has experts to help you through this difficult time. You can reach them on 03 9829 1265.
The VACC website is full of helpful resources. Keep an eye on the News section of the site for all the latest COVID news, including regulation changes, IR and OHS updates, government assistance, and much more. You can also download helpful free resources, like posters and ready-made information for your staff and customers.
VACC members also have access to dedicated Industry Policy Advisors,
MANAGING EDITOR
David Dowsey
03 9829 1247
editor@australianautomotive.com
SUB-EDITOR
Pia-Therese Hams
DESIGNERS
Faith Perrett, Gavin van Langenberg 03 9829 1159
creative@australianautomotive.com
CONTRIBUTORS
Rod Lofts, Paul Tuzson, Isabella Mizzi
who specialise in particular sectors, like mechanical repair, vehicle dealers, body repair: there are 15 in total, covering everything automotive.
We also have Area Managers who cover the whole state (and Tassie as well, where we also operate). You can find ‘your’ Area Manager by going to the VACC website. All their phone numbers are there. Give them a call with any concerns or questions. They’re ready to help.
It’s vital you keep up to date with the changing rules and regulations – along with the opportunities that present
themselves. One of the opportunities out there is government grants. Navigating the dos and don’ts can be a minefield. Australian Automotive is here to help.
On page 40 is a comprehensive story about government grants. Read it and make the most of your opportunities. Stay safe and stay connected. You can reach VACC easily. We’re everywhere you might want to reach us: phone, email, website, social media, and lots more.
David Dowsey
VACC adheres to its obligations under National Privacy Principles legislation. Information on products and services contained in the editorial and advertising pages of this magazine does not imply the endorsement of any product or service by VACC. Australian Automotive is copyright and no part may be reproduced without the written permission of VACC. Advertisers and advertising agencies lodging material for publication in Australian Automotive indemnify the VACC, its directors, Board, employees, members, and its agents against all claims and any other liability whatsoever wholly or partially arising from the publication of the material, and without limiting the generality of the foregoing, indemnify each of them in relation to defamation, libel, slander of title, infringement of copyright, infringement of trademarks or names of publication titles, unfair competition, breach of trade practices or fair trading legislation, violation of rights of privacy or confidential information or licences or royalty rights or other intellectual property rights, and warrant that the material complies with all relevant laws and regulations. This publication is distributed with the understanding that the authors, editors and publishers are not responsible for the results of any actions or works of whatsoever kind based on the information contained in this publication, nor for any errors or omissions contained herein. The publishers, authors and editors expressly disclaim all and any liability to any person whomsoever whether a purchaser of this publication or not in respect of anything and of the consequences of anything done or omitted to be done by any such person in reliance, whether whole or partial upon the whole or any part of the contents of this publication. Advertising accepted for publication in Australian Automotive is subject to the conditions set out in the Australian Automotive rate card, available from editor@australianautomotive.com
Connect with VACC
Unexpected side effect
According to a recent report from the Electric Vehicle Council, State of Electric Vehicles, sales of EVs have been relatively booming – while sales of conventional vehicles have dropped. 2019 was a bumper year for EV sales in Australia, tripling the numbers of
This year is on track to better that impressive feat, with 3226 vehicles sold in the first half of 2020. That’s a great figure, particularly with petrol and diesel car sales down more than 20 percent nationally. We know COVID-nervous Melbournians are hesitant to get back on congested trains, trams and buses, and time at home has naturally led them to reflect on how they travel and use energy. Either way, Australia as a whole has a lot of ground to make up – we trail behind in the global uptake, with less than one percent of EVs making up national annual vehicle sales. Despite this, personal mobility is still seen as optimum. This will ensure vehicle sales well into the future. The only question is, what type of vehicle? When it comes to EVs, it’s not a matter of if, but when. On that score, time will tell.
New 0W-20 offer from Castrol gives workshops the edge
WITH the lubricant demands of Australian carparc evolving faster than ever, multi-spec SAE 0W-20 engine oils have rapidly become a “must have” on workshop floors across Australia. It’s for this reason Castrol has just launched its most advanced 0W-20 product to date – Castrol EDGE 0W-20 C5. Carrying the latest API SP and ILSAC GF-6 specifications, as well as the ACEA C5 industry specification, Castrol EDGE 0W-20 C5 is suitable for a wide range of vehicles from the likes of Honda, Hyundai, Kia, Lexus, Mazda, Mitsubishi, Subaru, Suzuki and Toyota. Going further than equivalent 0W-20 products in the Australian market, Castrol EDGE 0W-20 C5 also holds an extensive range of the latest OEM approvals from Mercedes-Benz, Ford and GM. While using the right product for the right vehicles is vital to maintain warranty
validity - and avoid increasing common challenges in new vehicles like Low Speed Pre-Ignition (LSPI) - Castrol EDGE 0W-20 C5 goes further to unlock true engine performance. An advanced full synthetic engine oil, Castrol EDGE 0W-20 C5 is formulated with patented Fluid TITANIUM which transforms its physical structure to be stronger under pressure to keep metal apart and reduces friction for maximum engine performance when drivers need it most. If further proof of the performance credentials of Castrol EDGE 0W-20 C5 was required, the product has also been pushed to the very limit by Kelly Racing in their Supercars during the team’s 2019 campaign where it used during the grueling Bathurst 1000. In the words of Rick Kelly, “Castrol’s commitment to innovation gives us the confidence that we can perform at the top of Australian motorsport”.
To discover the full Castrol range visit www.castrol.com.au or speak to our Technical Helpline team on 1300 557 998.
Another way automotive
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Consumers pre-approved at $1500 Online paperless system with Real Time credit approval process that takes less than a few minutes
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3 x easy interest free payments for consumers Payments to members within 7 days Another way
Online paperless system with Real Time credit approval process that takes less than a few minutes
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Consumers pre-approved at $1500
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Payments to members within 7 days
VACC Technical has changed
VACC Technical Services has launched into a new era of product offerings that will change the automotive technical information game in Australia.
VACC has signed a multi-year deal with the famous British-based Haynes Publishing Group, bringing to market a suite of products, unsurpassed in Australia, under the banner of VACC MotorTech.
VACC MotorTech brings together VACC’s proven Tech Online, Times Guide, Tech Estimate, Tech Advisory Service and Tech Talk products with the might of Haynes’ international know-how, to provide an enormous (and evergrowing) amount of technical service and repair information to subscribers.
Available now for subscription are three ‘bundles’: Diagnostics, Service & Repair, and Maintenance. These new products are positioned at an unbeatable price and VACC members receive generous discounts of up to 50 percent.
Haynes is best known in Australia for its Haynes manuals that have been in print since 1965 and have sold over 200 million copies worldwide. However, they
online products, designed for automotive professionals under the HaynesPro brand.
Until the agreement with VACC, HaynesPro products have not been available in the Australian market in such affordable and convenient packages.
The HaynesPro products include:
• HaynesPro Manuals AllAccess Cars allows access to all Haynes manuals online, providing step-by-step repair and service information, along with extra details not published in the hard copy versions. The Haynes OnDemand video tutorials – available for many of the most popular models – are the ultimate aid to getting vehicles correctly serviced and repaired.
• HaynesPro WorkshopData Tech contains extensive maintenance information like repair times, timing belt and chain replacement procedures, capacities, wheel alignment, torque specification and over 100,000 high-quality technical drawings.
• HaynesPro WorkshopData Electronics and Smart includes the VESA guided diagnostics system, wiring diagrams for most vehicle systems, fuse and relay locations, earth point and control unit locations, TSBs and known fixes.
The agreement between VACC and Haynes provides automotive business owners new options and easy access to repair information and vehicle repair times not available previously, in bundles to suit every business’s needs.
Visit: motortech.com.au to learn more.
Facilitators
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First stage of quad safety measures now in play
THE first stage of a two-part rollout of new quad bike safety measures is now in place in Australia.
VACC Motorcycle Industry Division and Farm and Industrial Machinery Dealers Association members were advised in late 2019 that the Federal Government had accepted the Australian Competition and Consumer Commission’s recommendation to introduce a new mandatory safety standard for quad bikes.
The first stage of these new standards came into play on Sunday, 11 October.
All new quad bikes and imported second-hand quad bikes must now:
• meet the requirements within sections 4 to 8 of the US quad bike Standard, ANSI/ SVIA 1-2017 or sections 5 to 7 of the EN 15997:2011 Standard, and have a spark arrester installed that conforms to AS 1019-2000 or US 5100-d Standards be tested for lateral static stability using a tilt table test and display the angle at which they tip onto two wheels on a hang tag at the point of sale
have a durable label affixed, visible and legible when the quad bike is in operation, alerting the operator to the risk of rollover, and must include rollover safety information in the owner’s manual.
The second stage of standards, which requires the fitting of operator protection devices and minimum stability requirements for new and second-hand imported general use quad bikes, will become mandatory in one year’s time.
For more information, visit accc.gov.au
Step forward for fair data access
IN a move welcomed by industry, the Federal Government has announced that the release of draft legislation for mandating access to motor vehicle service and repair information is imminent.
“Fair access to motor vehicle service and repair information from car manufacturers is only right. This development is a major win for the independent businesses that keep Australia moving, and means we are one step closer to being able to better serve motorists,” said VACC CEO, Geoff Gwilym.
With the draft expected to be provided for consultation shortly, the government is also set to commit $250,000 for the establishment of an industry-
led organisation – which will include representation from the Chamber’s national body, the Motor Trades Association of Australia (MTAA) – to create the necessary infrastructure and processes to implement the legislation.
The advocacy efforts, including key research and policy submissions, from industry bodies including VACC were instrumental in bringing access to service and repair data to the forefront of the government agenda.
“Australia’s industry bodies have fought long and hard for a more even playing field for independent repairers when it comes to access to service and repair information, and this is a big step in the right direction,” said Mr Gwilym.
VACC, MTAA and the wider automotive industry look forward to the release of the draft legislation and applaud the government’s response to industry research and recommendation on behalf of independent repairers.
New VACC HQ build begins
VACC’s move to new headquarters in North Melbourne is making tracks, with VACC President, Fury Bortolotto turning the first sod, and with building now under way. Envisaged over three years ago, VACC made a strategic decision to capitalise on its St Kilda Road premises and move to a purpose-built facility close to the city. The background to the decision-making was a realisation that the current building was aging and the need to keep sourcing tenants was onerous and time-consuming.
VACC CEO, Geoff Gwilym said, “Even looking at a modernisation of VACC House would have had severe implications for member funds, with an unknown projection of future tenancy rates.
Ironically, the coronavirus situation has highlighted the need for VACC to reduce its office footprint and not rely on rental incomes as a major income stream.”
The new building on Victoria Street in North Melbourne, on the city fringe, has been designed to reduce business silos at VACC and to encourage crossteam and cross-department activity.
“We need to use all of the capability in the association to bring quality services to our members. Working collaboratively in a highly intuitive work environment means we can focus on what is important to the members,” Gwilym continued.
The new, four-story building will have a large open atrium on the entrance level and will be able to showcase new vehicle innovations and display the latest technologies. Access from the laneway at the rear of the building means that cars will be able to be rolled into the main entrance foyer.
Looking up into the working of the building, members and visitors will get a feeling of activity and transparency. Informal meetings will be held in the entrance foyer and member meetings will be accommodated across the other building levels. Members will have easy access to the building with 91 car
spaces being allocated and an electric charging station included, as part of the three levels of basement car parking.
VACC President, Fury Bortolotto said, “This is a great step forward for VACC, both in recognising our past and in preparing VACC for the future. The building will have a look and feel that talks to the future of the automotive industry. This is so important, especially if we want to attract the right people into the industry. I am proud to be putting the spade into the ground on this important project.”
The building will take 370 days to build and VACC anticipates it will be moving into the new premises in late 2021. A fixed time-lapse camera has been mounted on the worksite and VACC will be sending out regular building stage updates in the coming months.
VACC members should be very proud of this ambitious move, led by the Executive Board for the longer-term benefit of all VACC members.
The location of the new headquarters is 650 Victoria Street, North Melbourne, on the corner of Lothian and Victoria Street
VACC President Fury Bortolotto turns the first sod at the Chamber’s new HQ (above). Left to right: Iain Pizzey, Paul Bertoli, Peter Savige, Mark Awramenko, Fury Bortolotto, Tony Sanchez and Geoff Gwilym (below)
Apprentice Training why it matters
Words Steve Bletsos
VACC Senior Research Analyst
THE apprenticeship training model has served the automotive industry for the past 100 years or more. For most of this period, it has served the industry well, however the latest research shows that it has now become a sensitive and somewhat dividing issue within the business community.
Research conducted by VACC shows that nationally, around half of all automotive businesses hire apprentices to work within their businesses. The remaining 50 percent of businesses do not hire apprentices and remain reluctant to do so. This business divide raises some key questions:
Why are only half of automotive businesses using apprentices?
• What is the feedback from both groups regarding apprentices?
What needs to be done to increase the uptake of apprentices by employers?
In terms of the first question, the evidence from businesses that employ apprentices shows that most have a history of doing so. They also have a mindset of raising the next generation of technicians, however the quality of apprentice candidates now produced is leading many to question this mindset. This could possibly lead to a reduction in apprentice demand by this cohort that have traditionally supported apprentices in the workplace.
Of the 50 percent of the business cohort that do not employ apprentices, many have employed apprentices in the past
but have been tainted by negative experiences and have thus withdrawn from such activity. Others consider apprentices as not being integral to their business models. The overwhelming sentiment within the cohort, however, is that they have a poor regard for apprentices and are very vocal in their criticism as such. Key issues of concern amongst these businesses include:
The poor technical knowledge and ability of apprentices
Low work ethic and poor attitude
Lack of time and resources to train apprentices on-the-job
The financial cost and liability of apprentices to the business
The frequent loss of apprentices to other higher paying businesses or industries
The lack of currency and poor quality of TAFE training overall.
Unfortunately, these issues are now seriously impacting on businesses that traditionally hire apprentices, with many expressing that they will cut back or cease their apprentice intakes over the next year or more. This situation is regrettable, as the industry is in the middle of an acute skill shortage, with a diminishing supply of skilled labour in the market that may cause some businesses to rethink how they will source their workers in the future.
The 2020/21 Federal Budget has offered a key incentive to employers to take on new apprentices with the announcement of a 50 percent wage subsidy for all
businesses and group training organisations that take on a new Australian apprentice on or after 5 October 2020. This applies to any new or recommencing apprentice or trainee undertaking a Certificate II or higher for the period up to 30 September 2021 with a cap of 100,000 positions. Furthermore, as part of the JobMaker Plan Skills Reform Package, $263 million will be provided over four years from 2020/21 to improve the quality of the TAFE training. This package includes:
$52.3 million to expand the Skills for Education and Employment program to support additional places for basic foundational language, literacy and numeracy skills training
$29.6 million to support the ongoing role of the National Careers Institute to simplify and strengthen career information, promote VET pathways, and enhance partnerships between industry, employers, schools and tertiary providers
$1.7 million for the development of a National Skills Priority List for Apprenticeships to replace the current three lists, and
$27.3 million to enhance the science, technology, engineering and mathematics (STEM) skills of young Australians. These announcements are most welcome and while they may not allay all business concerns regarding apprentice employment, for many they will be food for thought and may cause some businesses to rethink their aversion to taking on a new apprentice over the next 12 months.
Conducting contactless transactions
WORDS John Caine
Manager, VACC Business & Consumer Affairs
VACC’s Consumer Affairs department is increasingly asked questions about contactless transactions, by both VACC members and the public, during the current COVID-19 restrictions.
To be compliant with the requirements are as follows:
X The Australian Consumer Law states that suppliers must provide proof of transaction to consumers for goods or services valued at $75 or more
X A GST tax invoice is sufficient proof of transaction
X Consumers may also request that the bill be itemised.
ACL reference: sections 100–101
A proof of transaction for supply of goods or services to a consumer is a document that states the: identity of the supplier of the goods or services supplier’s ABN or ACN date of the supply
• goods or services supplied to the consumer price of the goods or services.
Examples of proof of transaction include a: GST tax invoice cash register receipt credit card or debit card statement
• handwritten receipt lay-by agreement
• confirmation or receipt number provided for a telephone or internet transaction.
Put simply, a supplier must give proof of transaction when a consumer: buys goods or services worth $75 or more (excluding GST), as soon as practicable after the transaction asks for proof of transaction for goods and services costing less than $75, within seven days.
Further, a consumer can ask a supplier for an itemised bill that shows: how the price was calculated
• the number of labour hours and the hourly rate (if relevant)
• a list of the materials used and the amount charged for them (if relevant). This request must be made within 30 days of whichever happens later: the services are supplied the consumer receives a bill or account from the supplier for the supply of the services.
The supplier must give the consumer the itemised bill without charge, within seven days of the request. It must be expressed in plain language, legible and clear.
Where warranty or goodwill labour and or parts are supplied at no charge, the above obligations do not apply.
VACC members should be wary of entering into arrangements where no paperwork is to be provided as the consumer has an absolute right to demand these at a later stage as detailed above.
The maximum civil penalties for failing to provide consumers with a proof of transaction, or not providing it within the required time, are $15,000 for a body corporate and $3000 for an individual.
Australia could make cars again
Words Ian Porter
AN exciting new proposal for the design and development of police cars and other service vehicles has been proposed, as a means of utilising the vast wealth of automotive skills and expertise that has been made redundant by the closure of the local car industry. The vehicles would be electric-powered, giving designers the flexibility to create a number of different ‘top hats’ to place on a roller-skate chassis, whether it be a body for an ambulance, fire truck, paddy wagon or pursuit vehicle.
In contrast to the industry that has just closed, the new project would not require billion-dollar factories with iron foundries and aluminium casting plants. Additionally, the use of composite materials for the bodywork would eliminate the need for massive stamping machines and expensive welding lines.
The proposal has been put forward by the Society of Automotive Engineers - Australasia as a way of putting to profitable economic use the vast reserves of automotive design, development and production knowledge built up over almost a century of vehicle manufacture in Australia.
“We basically have the automotive spectrum covered, from styling and engineering through to testing and development, and ultimately manufacturing and assembly,” said SAE-A Chairman and Chief Executive, Adrian Feeney – a former GMH engineer himself.
The idea for a new car industry was sparked by the COVID-19 crisis and the sudden realisation that, after decades of de-industrialisation in Australia, the country was suddenly unable to quickly make even the simple things it needed during the pandemic like face masks and respirators.
“That’s where this whole thing came from,” Mr Feeney said.
“COVID was a wakeup call. If we had had an automotive manufacturing industry in Australia, we would have all that PPE (personal protective equipment) stuff way quicker than we are getting it now. We could have been way, way ahead of the curve if we had had this capability in Australia.”
“Hopefully, someone like (Industry Minister) Karen Andrews will listen to that and say we have to look at what we should be doing here. Some things might make sense and some not, we understand that, but we’re hoping that automotive is one of those that does make sense.”
In an address to the National Press Club in May, the Minister acknowledged that the pandemic had highlighted weaknesses in Australia’s supply chains.
“While COVID-19 has brought issues such as sovereign capability to the forefront and, frankly, exposed gaps in our manufacturing, I am not suggesting that complete selfsufficiency should be our goal,” she said.
“There are many things Australia won’t and shouldn’t be making, but it is clear we cannot just rely on foreign supply chains for the essential items we need in a crisis.”
Crucially, she acknowledged the importance of Government procurement contracts in providing impetus for the manufacturing sector to supply products not previously considered essential. State and possibly Federal procurement contracts would be key to the success of the SAE-A proposal.
Mr Feeney said the SAE-A plan for the establishment of a new vehicle manufacturing industry was not meant to be a challenge to the massive automotive
groups like Toyota, Volkswagen and General Motors in a mass production battle Australia could never win.
“This concept is perfectly suited to small and medium volume production, using production capabilities that already exist in Australia.”
Australian companies could apply worldclass technology to produce electric drivetrains and high-tech composite bodies, plus all the specialist systems required. This could also readily be adapted to provide full autonomous driving if that technology ever proves to be roadworthy.
Mr Feeney said the proposal envisaged production volumes of between 50,000 to 100,000 units a year, the sort of mid-range volumes that Australia has excelled in for decades.
“The key to a reborn Australian car industry is to make the most of what our car and component manufacturers had always done better than others.
smaller budgets, fewer engineers and tighter economies of scale.
“We still have the core engineering and manufacturing skills here and, if we have learnt anything from this situation, it is imperative than we do it and we do it now.”
The SAE-A plan has focussed on police vehicles in particular as they are invariably based on production vehicles that then have to be heavily modified –compromised in some eyes - to accept the equipment police forces require.
“Police cars all around the world are cluttered with add-on equipment that was never a design priority for the cars on which they are based.
“But our unique police car will be designed from the ground up to meet all the requirements of police forces both in Australia and overseas.”
The SAE-A collaborated with transportation design house, Delineate while drawing up its proposal.
Delineate CEO, Rob Veitch said a purposebuilt car would solve a lot of problems.
“It takes a lot of work to fit modern police equipment to an existing design, especially if you need to convert that vehicle back to a normal car after its police service life.
“A car designed from the outset to meet police needs could also be designed for a very specific second life, most likely as a taxi, with easy conversion as part of the design.”
Australasian police forces used to use Commodore and Falcon ‘police pack’ models for their general duties, highway patrol and prisoner transport requirements until 2016.
The Australia New Zealand Policing Advisory Agency then sought proposals for vehicles to suit each of those uses, Mr Feeney said.
“Since then we have seen BMW, Mercedes, Kia, Hyundai, Volkswagen and Chrysler among the prominent suppliers to Australia’s police forces,” he added.
“Some of these imported cars cost thousands more than the Commodores and Falcons they replace, so we believe we could produce a specialpurpose car at a competitive price.”
He said the equipment and features fitted to Australian police cars could be readily designed into the electric, composite, modular and partially autonomous new vehicle.
“Police forces generally require a powerful engine, an automatic transmission and minimal maintenance, and these are all things that can be provided by an electric vehicle.”
Police forces also require radar equipment, a calibrated speedometer, roof-mounted number plate recognition cameras and a laptop computer with mobile data terminal and Mr Feeney said all this can readily be designed in rather than added on.
On top of those systems, a police car also has to carry video cameras, special radios, random breath testing gear, first-aid kit, lights and sirens, plus bulletproof vests, batons and torches.
“Once you start adding up the cost and complexity of accommodating all this gear in a mass-produced car, it’s easy to see the potential for designing them in from Day One,” he said.
The key to the new vehicle’s flexibility will be a design that is both scalable and modular, giving the ability to cater to different market sectors and user requirements. And that includes its afterlife, Mr Feeney said.
This would enable it to be used for various applications like ambulances and other emergency vehicles.
“Just as importantly, it would be designed to adapt perfectly for a second life as, say, a taxi – which is where a lot of the value lies.”
He cited the example of the London taxi made by Geely subsidiary LEVC, an electric vehicle with on-board range extender internal combustion engine that only drives the generator. LEVC has now released a delivery van based on the same chassis and drivetrain.
“As with the London taxi and van, our police car platform could easily spin off
and the economy continues when it’s time for that police vehicle to retire.
“In many parts of the world, retired police cars have a second life as taxis, being adapted as best they can for both roles, whereas our car would be purpose-built for both lives.”
The SAE-A proposal for a new multi-purpose electric vehicle is just that, a proposal, not a detailed plan for the establishment of a new automotive manufacturing sector. It is meant to spark discussion and help focus the attention of decisionmakers on what the diminished Australian manufacturing sector could achieve with some encouragement.
Mr Freeney said there were already Australian companies working on automotive projects that include aspects similar to those incorporated in the SAE-A proposal.
“Take electric drivetrains. We already have SEA Electric producing realworld electric trucks and vans, while AEV Robotics has developed a unique digital vehicle platform.”
The SAE-A proposal does not break new ground or require any breakthroughs, Mr Feeney said.
AEV has already developed a skateboard chassis which will be the basis for autonomous vehicles designed to suit different purposes. With a top speed of 40km/h, the AEV vehicle would
And companies like truck maker Paccar (it makes Kenworth trucks) and Bolwell Advanced Composites are already engaged in efficient low-volume body production using plastics and moulds, not metal stamping machines.
“Australian engineers are working on the latest systems for global vehicles, and several companies are working with world-class composite technology.”
What is required now is a feasibility study to examine the possibilities in more detail.
“We need to find what Australia is doing now and what it can do. That’s the whole theme we are pushing here. We may be surprised by what we find here and, if we can’t get it on Day One, maybe we will have to work towards getting it made here, eventually.
“Right now this proposal is visionary. We need some facts behind it and the next stage is to get the facts. Then we could get indications from interested parties who would be invited to join the discussion.”
Ideally, Mr Feeney said, the Commonwealth Government would throw its weight behind the project and adopt it as a national priority.
“Hopefully, Industry Minister Karen Andrews will be reading about this proposal and we’ll have a chat with her when the time is right, which will be pretty soon.”
Government support is one thing, but the issue of how a vehicle would be made and who would finance it is still to be resolved.
“I think there are two ways to do this, Mr Feeney said.
“We have a proving ground, we have a factory, we have engineering skills, manufacturing skills, we have everything to do this, and we have some pretty smart engineers still around. It really depends on financial interest and Government support.
“The society’s view is we’d much prefer to do it the all- Australian way. But we can’t rule out, given our history, having a multinational coming in and having a crack.”
Either way, the SAE-A is keen for Australia to draw on its automotive human resources and create a new automotive manufacturing industry, this time a 21st Century industry using the latest materials, techniques and production systems.
The closing of the 20th Century automotive industry left a big hole in Australia’s manufacturing heartland, not to mention industrial employment, Government income tax receipts and export income. Mr Feeney said the members of the SAE-A probably feel the loss more keenly than most.
“Let’s face it. As members of the SAE-A, by its very nature, we have been automotive people and now we have lost that industry.
“We all believe we never should have. It was inexcusable to throw off what was a very productive industry in many ways. There is no excuse for that.
“I’m just hoping, and everyone behind this project, is hoping that we can get the right people thinking the right things.”
Change lanes to MTAA Super
Oztech Automotive marks membership milestone
OZTECH Automotive owners
John and Blaz Persich sat down with VACC CEO, Geoff Gwilym to mark the business' 50-year membership milestone. Its affiliation with the Chamber is older than John himself, with membership dating back to July 1969.
The business was established by John’s father, Milan Persich. He was equipped with automotive know-how back in Croatia and migrated to Australia in 1959 with wife Katica and his young daughter. Milan attended RMIT in the early 1960s to qualify as a general mechanic specialising in diesel, auto transmissions, and auto electrical.
During the early 70s the Persich family followed other family members who left Croatia and migrated to New York City. Milan and Katica packed up the family and boarded a ship to make a new life in Queens. John recalls a story that Milan would often tell about how he went to the CBA bank in St Albans to close his back account and the bank manager insisted that Milan leave a few dollars in the account in case he returned to Australia.
The bank manager’s advice proved fortuitous, as the Persich family ultimately returned to Melbourne due to the unfavourable and often extreme working and living conditions that New York provided. Milan and Katica decided that life was better for the family in Australia. On returning to St Albans and driving his HK Holden, Milan took up an offer to run the workshop at a Caltex petrol station located on Barkly Street, Footscray. As John recalls, this was the beginning of his working career.
“I was just a kid and I still have fond memories of that workshop,” John said.
John tells how his parents opened their own workshop and proceeded to purchase a block of land in McIntyre Road, North Sunshine and formed M&K Persich Motor Repairs. There they developed close
relationships with customers that have been carried on to today.
M&K Persich Motor Repairs set the scene for John and Blaz to reconnect. Despite attending the same primary and high school it took Blaz’s car trouble to bring them back together. Blaz tells how her uncle said that she should take her car to the workshop as “he is the best mechanic”.
John recalls that if it were not for his struggle with the automatic choke on her VH Commodore he wouldn’t have spent so much time with Blaz and the fork in the road may have been totally different.
“All I can say is I am glad it took longer to repair her car.”
In 1994 Milan went to the US to reconnect with family and
suggested that Blaz help John in the workshop. Blaz became an integral part of the business and a perfect team member.
“As far as administration and being an all-rounder in the office, I’d be lost without Her,” John said. Blaz says the industry has changed a lot since then. She recalls times when the men wouldn’t discuss jobs with her. She is glad to say that the industry has changed since then. John admits back then it was a “blokey sort of world”. It seems that the workshop environment isn’t the only aspect of the industry that has seen a shift.
“We would have a lot of customers and relatives that would bring in their apprentice-aged children and claim that they have a ‘good boy’ who would be an asset to the business. My father would say, ‘Okay start Monday’ and fifteen years later they’d still be with us. It’s difficult to find someone with the same passion for motor vehicles as I have."
John takes pride in his work ethic and expects the same from any employee, whether an apprentice or fully qualified mechanic. While this ensures quality and professionalism for his customers, John admits that sometimes it leads to micromanaging.
“I can’t help myself,” John said.
who is now retired from the business, telling him, “If Henry Ford thought like you, there would be only one Ford out there!”
A humble but busy establishment for many years, the McIntyre Road premises was sold to fund Oztech Automotive, a state-of-the-art workshop.
“My parents set us up, helping us out in a big way,” John said. “This enabled Blaz and I to build a site from the ground up, sporting concrete internal walls to muffle noise and even pharmaceutical-grade floors.
“Originally, we had two employees with us when we moved in. They were great guys, disciplined as well as having a great work ethic.
One of the guys stayed with us for twenty-odd years.”
After so many years, John and Blaz decided to move to a smaller workshop, still located in North Sunshine, so they could continue servicing loyal customers and the Victoria Police, a vehicle maintenance contract which they have held since 1992, which they are very proud and passionate about.
Presently, John is working solo in the workshop and Blaz maintains administration, while both look after their young family. When
day, John says he is a realist.
“More than likely neither will. The kids are quite young, and their future jobs haven’t even been invented yet.”
Looking back in Oztech Automotive history, John is reflective.
“We have gone full circle from a modest beginning in McIntyre Road to a 900 square-metre flooring and then back to a modern and more manageable, smaller site.”
It’s been quite a ride for John and Blaz who are both extremely proud of what they have achieved.
“It’s important for us both to spend as much quality time as possible with our young family. Being able to attend precious milestones with the children outside of work is priceless,” John said.
Member of the month
WomenAutomotive in LINZI ECCLES
WORDS Isabella Mizzi
IN her current position as Assistant New Car Manager at Frankston Toyota, you could be forgiven for assuming that leading is in Linzi Eccles’ nature. What you won’t see however, is the struggle that Linzi went through in order to succeed beyond the limitations of something that is all too frequently projected onto women working in automotive leadership positions – the burden of imposter syndrome. Through the support of mentors and a dealership where women currently make up 35 percent of the workforce, Linzi’s journey from full time salesperson to full-time assistant manager is certainly one to inspire many. Tell us a bit about your current role or involvement in the automotive industry. Currently, my role is Assistant New Car Manager. Day to day my role involves being on the sales floor, helping the staff meet their targets and assisting them with sales, managing the diary for daily operations, closing deals with guests, as well as ensuring I complete my own sales targets and help guests directly myself. I’ve been in the role now for roughly 18 months and I’m really enjoying it. It’s certainly something I’ve grown within.
What was your first professional experience within the automotive industry?
My introduction to the automotive industry was actually similar to your recent member of the month, Priyani’s start. I walked into Frankston Mitsubishi looking for an admin role, I just wanted work really, but they asked if I had ever worked in car sales before. I said no but I was willing to try, so they gave me a chance to try my skill at a Caravan and Camping Show. I had no idea what I was doing but somehow managed to sell three cars at that one event which was amazing, and I just continued from there! Outside of the Camping and Caravan show, there was an available salesperson role in the showroom. It was a role that was split between myself and an older man who had zero interest in the internet sales side of the job. So, I handled the online sales role while he did the inperson sales which suited us both well. I was able to travel a lot in that role which I enjoyed, I loved being able to provide
that level of care and customer service. Do you think you have experienced challenges within the industry that your male counterparts haven’t?
Absolutely. When I first started selling cars it was very rare to find another woman in the role, which does make you feel isolated. I’d get a number of non-subtle comments along the lines of “she doesn’t know what she’s doing”. I’d also get customers assuming I don’t know what I’m talking about or instantly asking for a man to help them instead. Because of this, I always teach the women I work with to become over educated in their roles. Knowledge certainly becomes a power in that kind of a situation. That kind of reception has definitely changed since I started but still to this day, I hear occasional guests saying rude things to me based entirely on the fact that I’m a woman trying to sell them a vehicle and when my team introduce me as their manager I still get that look of surprise from their faces ….However I get immense pleasure in entering into a good negotiation with them, and coming out the winner… it is great fun and very satisfying. What is your biggest achievement within the automotive industry, personal or professional?
One of my proudest moments was when I sold 28 cars in May and another 28 cars in June – 56 vehicles in total – during the end of financial year sales in 2016. That’s a lot of sales for that kind of timeline.
Another achievement I’m really proud of is my current role with Frankston Toyota. It was something I struggled with initially because I wanted to be a great leader for my team, but over the 18 months my confidence within my role and what is expected of me as a leader and mentor has grown 10 fold. It’s something I have worked very hard for and earned, it wasn’t something that was just given to me and I am very proud of that.
Do you have a favourite resource as a woman working in the automotive industry? Maybe a book, event, organization, mentor, or online platform?
I haven’t got the time to find many resources to be honest, I have two teenagers at home and a full-time job. One resource I do recommend is mentors. Sharon Pask (Chair of WinA and former VACC Executive Board member) is a mentor to me, which is fantastic. She’s been very helpful. I earned my current role myself, but Sharon certainly
mindset and to learn to believe in myself. Who is your inspiration as a woman working in automotive?
I’ve got a few. For me to develop as a good manager, I need to have my own style, so I look up to a few people who have different styles of leadership and pull bits of inspiration from each of them as well as my own thoughts on leadership. Some of those people include Sharon Pask, as well as Howard Bould who is my General Manager, and the ladies who I work closely with on a daily basis. We feed off each other when we need support and guidance. I’d also list my previous colleagues as inspirations. I had the pleasure to work along-side them for a while, gaining wonderful life-long friendships outside of work. I have a great army! What is the best piece of advice that you have received or that you could give to another woman working in the automotive industry?
If you don’t go for it, you’ll never know. If I didn’t believe in myself and give it a go, I would have never gotten my first job in automotive, or advanced into my current role. If something doesn’t work out, you can always start again.
WinA aims to celebrate, educate and give a voice to the women in the auto industry. Interested in joining? Contact WinA today, email info@womeninautomotive. com.au or call 03 9829 1145
Whether you re star ting, running or growing your business, CommBank, proud Alliance Par tner of VACC can help you do business your way
To help you take your business to the next level, VACC members can benefit from direct access to a dedicated CommBank Relationship Manager and team of banking specialists They ’ll work with you through every stage of your business life cycle You’ll also receive 24/7 Australian based phone suppor t for all your business banking needs
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To find out how CommBank can help you do business your way, contact VACC on 03 9829 1152 or email marketing@vacc com au and they’ll put you in touch with a CommBank Relationship Manager.
Partners in Wellbeing helpline
THE Victorian State Government has established a Partners in Wellbeing helpline to support business operators, their staff and family, as Victoria recovers from COVID-19. Helpline: 1300 375 330
Available seven days a week, the helpline provides free and confidential access to wellbeing and mental health support – the aim being to give Victoria’s small and medium-sized businesses the support they need to cope with the challenges of restarting and recovery. During this time, the government and health authorities continue to remind businesses about the importance of physical distancing and hand hygiene, and authorised Officers are visiting businesses across the state to ensure compliance. Automotive businesses are encouraged to make use of the range of government materials available, which are designed to be inclusive and adaptable. Visit partnersinwellbeing.org. au/small-business-support
A market leader with over 25 years’ experience assisting small and large businesses, Smart Power is here to help VACC members secure energy savings.
• Bill comparison: Find out how your current provider holds up against the competition.
• Personalised service: A dedicated Smart Power contact on hand to provide expert advice, and will help you make the best decision for your business.
• Audits: Site audits with tailored recommendations to reduce workplace energy use and associated costs.
Workplace culture and mental health
THE Fine Tuning Automotive Mental Health program, funded by WorkSafe’s WorkWell Mental Health Improvement Fund, has been developed by the Victorian Automobile Chamber of Commerce (VACC) and its program partner, Alcohol and Drug Awareness Australia.
The program aims to assist employers in the automotive industry to manage and control risk factors associated with poor mental health in the work environment.
Why is helping workplaces become more mentally healthy so important? Tim O’Brien from ADA Australia explains…
Good mental health, good workplace culture and job satisfaction sit hand in glove. Taking pride in the work we do, and our productivity, is strongly correlated to the health of the workplace (there is nothing quite so de-motivating as poor work culture and a poor environment). Step inside any workplace and the organisational culture fills the air; good, or bad, it’s there. It is the invisible ingredient that shapes the work environment and rests on the behaviours, relationships, beliefs, and habits of all – from the workshop to the boardroom.
The task, then, for managers and business owners, is to develop and maintain good management practices, creating supportive and psychologically healthy work environments.
So, how do you get it right?
Top to bottom, it starts with the workrelated factors. Work-related factors are anything in the design or management of work that, if not well managed, can lead to an increased risk of workrelated stress, which can lead to physical injury, mental injury, or both at the same time. Examples of work-related factors are workload (high and low job demands), poor workplace support, low recognition and reward, as well as poor environmental conditions. Thinking about how each factor is managed in your workplace is a good starting point for putting in place changes that reduce the impact of each factor.
At the core of a healthy culture, and a mentally healthy work environment, is ‘respect’; respect for each other, being considerate, being mindful of difference, respecting boundaries, and respecting effort. And who doesn’t want to be respected? Managers and business owners can demonstrate their respect for their employees by consulting with them on matters that affect their mental health. Doing this will bring the team along for the journey.
A healthy culture will also ensure that those in leadership roles provide
support to employees, are fair, considerate, and appropriate in providing feedback, in giving guidance and in recognising and rewarding effort. It will also ensure that staff are encouraged to report unfair practices and unreasonable behaviours, feel safe in doing so, are properly supported and that there are appropriate and fair policies in place for managing grievances. Getting this right requires commitment and awareness, top to bottom, right through the business. It means getting workplace relationships right, work systems right, and having a zerotolerance policy to poor behaviours – wherever they may be found. Why is this important? Well, we know that failings in culture, in work systems and relationships can be a trigger for poor mental health*.
While employers carry a legal requirement to protect employees from hazard and injury, both physical and psychological – it makes business sense to get it right. A negative workplace culture reduces productivity and increases business costs through
website, and posters) will help employers
understand key work-related factors that impact on mental health. Facilitators will guide employers as they assess their current work practices and identify improvements. A dedicated automotive page on the WorkSafe WorkWell Toolkit will give participants practical measures to implement small incremental changes, creating a more mentally healthy workplace.
You can sign up to the program directly by visiting the website: finetune.vacc. com.au. Alternatively, register your interest at the email address finetune@ vacc.com.au (a facilitator will contact you), or call 03 9829 1130.
*Butterworth P, Leach LS & Kiely KM (2013). The relationship between work characteristics, wellbeing, depression, and workplace bullying: summary report. Canberra: Safe Work Australia.
TIM SCHENKEN
DIRECTOR, RACING OPERATIONS, MOTORSPORT AUSTRALIA
Tim Schenken is a former Australian international racing driver who won the 1968 British Formula 3 Championship, the 1968 British Formula Ford Championship, and the 1969 French Formula 3 Championship. He also had great success in sports car racing as a factory Ferrari driver and raced in 36 Formula 1 World Championship Grands Prix before co-founding Tiga Race Cars in Britain. After retiring from driving, Schenken became Director, Racing Operations at Motorsport Australia, and Race Director for the Australian Supercars Championship series. He is also Clerk of the Course at the Australian Grand Prix, was Clerk of the Course for the inaugural Singapore Grand Prix and Korean Grand Prix, and was awarded the Medal of the Order of Australia in the General Division in 2016.
How did you become involved in motor racing?
It started in Australia at school; the father of a classmate had a race car. I went to their house after school, saw the race car and something caught my imagination. I must have been 12 years old. All I ever wanted to do after that was to become a grand prix driver. I was always in the Technical Book Centre in Swanston Street (Melbourne); I used to regularly buy Autosport, Motoring News, Motor Racing and Motorsport. I read those magazines cover to cover so I knew all about the European scene and understood that to be an international professional driver, you had to go to Europe. So, when I was 22, I took a boat from Port Melbourne to Southampton, as one did in 1965. I had very little money, but I went off with all the confidence in the world and the naivety of a 22-yearold ‘boy’ who had been living at home.
How did you turn the dream of a 12-year-old into reality?
I’ve always been of the view that if you really want to do something, you can do it. Sure, there are some gifted people around, Jimmy Clark, (Juan Manuel) Fangio, Jackie Stewart – but for the rest of us, normal people, if you really want to do something you can do it. If you want to be the chairman of Shell, you want to be a professional tennis player, a professional grand prix driver, it’s just a case of application and bloody mindedness. Nothing was going to stop me. They told me at school I was
a dreamer and I’d get nowhere in life. Well, they were right about the ‘dreamer’ because I did plenty of dreaming about being a grand prix driver, and off I went.
Motor racing is more of a ‘business’ today than back then. Today you have to start much younger. If you look at most sports, at the ages that people turn professional, they’re doing it at a very young age. My advice to anyone who has the same dream as I had, is you need to start very early, so you start in karting. If you look at someone like Lewis Hamilton, he was aged eight or something like that when he started karting, so by the time he got to car racing, he was a very experienced driver. He understood what it was all about. In my day, I went overseas, I got a job working as a regular mechanic, and my mechanical background was based on what I’d learned preparing my own cars and racing in Australia. I was doing that during the day, I bought a race car and I worked on it at night. I was living in a one-bedroom apartment with four other guys and we had mattresses on the floor, but I just dreamed about racing at the weekend, or working on my race car as a means to an end. If I look back now, I think ‘my god, how did you do that?’, but at the time it wasn’t an issue at all.
You were affected by the death of friends in racing crashes, but like all successful drivers, you had to keep going.
For some reason you have an inner belief – it may be naïve – that it’s not going to
happen to you. If you thought you were going to get hurt, or you’re going to be killed, you wouldn’t do it. There were some terrible tragedies – I get a lump in my throat now just thinking about it. You’d be at a funeral during the week and the following weekend you’d be racing. It was all forgotten and all of us must have thought the same thing. I don’t know if I’m right, but I imagine it might be a bit like being a Spitfire pilot during the Second World War where they probably had to think it was never going to happen to them. Sometimes I was quite badly affected, but I didn’t really have anyone to talk to about it. It was all held within you. Today, there are people around who you could talk to about such things, but I never really spoke to anyone about it.
You received an offer to drive for Ferrari, delivered in a very different way to the business-like way it would be done today.
I was at Monza in 1971 for the Italian Grand Prix driving for Brabham and during Friday’s practice a woman came up to me and said that I should come down to the Ferrari transporter because Ferrari would like to talk to me about driving for them the following year in sports car competition. There had been some media reports during the year about Ferrari entering the World Championship for Makes. I didn’t really believe her, I thought someone was playing a trick on me. She came again the following morning and said the same thing, so I said, “I’ll be there if I’ve got a moment”, very casual. She came back in the afternoon, quite agitated, and said, “Look, if you want an opportunity to drive for Ferrari you need to come with me now”. I thought ‘maybe there’s something in this’, so I followed her, some paces behind, thinking at any moment someone’s going to say, “Hey, we caught you”, this is a great ‘gotcha’ story. I ended up at the Ferrari transporter where the team manager, Peter Schetty, was very annoyed with me and he asked, “Why didn’t you come earlier?” He let me know that Mr (Enzo) Ferrari arrived the previous night – he was staying at a hotel in a local village – and told me I needed to go there. I had my (racing) overalls on so I said I need to change, and Peter said no, pointed to a driver and said you need to go right now. So, I went off to the village of Arcore where Mr Ferrari was sitting in the back of a restaurant. We sat down and through an interpreter I agreed to drive for him in 1972. I suspect
they thought I was super cool, but I was far from it. I just thought it was a prank.
Enzo Ferrari had a fierce reputation. How did you find him?
He was quite amicable. I wasn’t intimidated at all. We came to an agreement quite quickly, I had to because I had another practice or qualifying session so I had to get back to the circuit and I think he probably wanted to get back to Maranello. It was all quite straightforward. I co-drove with Ronnie Peterson who happened to be a friend of mine – you don’t have many friends in sport because you’re trying to beat everyone, so everyone is your “enemy” – but we got on quite well. We won the first race in Argentina and on the podium, we received all these cups and whatever else. When we got back to the Ferrari garage after the prize giving, I asked Peter Schetty, what are we going to do with all these cups, we can’t take them all home, so he suggested, “Why don’t you give some to Mr Ferrari? He’ll appreciate that”, and that’s what we did. Whenever I was in the factory or Ronnie was in the factory, we were always welcomed. We only saw the good side of it. You went on to become a racing car constructor. What led you down that path?
I had sort of fallen out of Formula 1 and I could see there was very little chance of getting back in there again. I continued to race, I had some good success driving in Germany and driving sports cars in the German championship and I was looking for something else to do. I wasn’t looking that hard, but someone came along and suggested that I should go into business with him building Formula Ford cars, just a small production run. I really didn’t have much experience running a business but he
showed me a plan, I guess you would call it a business plan, and I showed it to a friend of mine, Howden Ganley, a New Zealander who was also a grand prix driver and was coming to the end of his F1 career. He had a business rebuilding racing gearboxes, but he had a look at this business plan and said, “This looks feasible, but why don’t you and I do it instead of you going off with this other chap.” We bought a failing racing car construction business called MRE – Motor Racing Enterprises. It had built a couple of cars but hadn’t really got going. I imagine initially our names sold the cars, but the cars were good and away we went. Between ’76 and ’83 we built probably 400 race cars.
What did you learn about running a business?
I knew right from the beginning that nothing goes out the door unless it’s fully paid for. We did quite well in the States and if people came with a bank draught or whatever, it went to the bank and the car, or whatever, never moved out of the workshop unless that cheque had cleared. In the early days we were working from five o’clock in the morning until probably nine o’clock at night, seven days a week and it went on like that for a year or two. In the end, when you look at the amount of time we put into it compared to what we got out of it, I have to say it was a labour of love.
Business partnerships can sometimes kill friendships. That’s true in our case because for a year, maybe 18 months, we started off well, then we drifted apart a bit; we had different views on the way things should be done. The friendship was failing but we thought we could turn the situation into an opportunity by starting a race team. So, Howden looked after the manufacturing side and I went off and
ran the team. We did the British Formula Ford Championship, the British Formula 3 Championship, and towards the end we were doing the European Formula 2 Championship. We had sponsored cars and drivers with money, so it worked quite well.
How did you exit the business?
My wife (Brigitte) and I had a son (Guido) in 1976 and twin girls (Laura and Natalie) in ’79. They were living in England with a stream of snot running out of their noses (laughs), they seemed to have a perpetual cold. I’d gone through a period where I thought I’d never go back to Australia but that changed, and I could see my family’s future was there. In ’79-’80 I started writing to people in Australia about working in the sport somewhere. I thought maybe I could work for a manufacturer that was involved in motor racing and I remember writing to Ron Meatcham at BMW because they were involved in competition here. Then I had an opportunity to go to America and work with an English chap I’d driven with, John Fitzpatrick, who was running a sports car team. We packed our bags and went to San Diego. I was the team manager for a couple of years, but then he was looking at going back to Europe to continue his motor racing. Someone sent me an article saying that the President of CAMS (now Motorsport Australia), John Large, had a 10-year plan about the way motor racing should go forward in Australia. I wrote to him, introduced myself, and said I want to come back to Australia. I
if something should turn up, we’ll contact you”. I’d sort of given up on that when out of the blue I received a phone call asking me if I’d interview for a job. They flew me from California to Melbourne, I was interviewed and determined to be the man
as a series sponsor, Channel 7 was right behind the touring car championship, and I became Race Director for the championship, so it all just fell into place.
How did you adapt to an
At that time Australia lagged behind in the way motor racing was run and I struggled with simple things, like not having a common set of sporting regulations for a championship. I came with a lot of ideas that I had learnt in Europe and America and when the (F1) grand prix arrived here, I think people in the Australian motor sport industry realised it is the pinnacle of the sport, so maybe we should do things differently. It then became, for want of a better word, easier. The other thing that came with the grand prix was the introduction of a Race Director role, that’s an official who goes to all the events and oversees the particular competition, for example, the Australian Touring Car Championship. The Race Director uses a set of sporting regulations that provides continuity to the way the races are run. This covers things such as a standard start procedure, standard timetables for practise and qualifying, standard race procedures, the deployment of the safety car, and how to manage a race if you have to stop it. You also have a small panel of stewards which you draw from to do all of the races, so you have consistency in the way penalties are applied. If it’s done properly, to the driver and the teams, the only difference from event to event is the circuit.
How did you move into Race Control?
It came with the Australian Grand Prix. A grand prix is organised by the FIA affiliate in the country of the event which meant CAMS was responsible for all the sporting activity on the track. We had some very experienced officials who had run the pre-F1 grand prix
Throughout his career Tim has worn many caps, which has enabled him to familarise himself with all aspects of motorsport – on and off the track. Here he discusses tactics with Craig Baird, Driving Standards Observer. Photo: Edge Photographics
at Calder and the Phillip Island Auto Racing Club had a good bunch of officials, and I was appointed Clerk of the Course. I was quite inexperienced as an official in Race Control, however I knew the business and understood what motor racing was about, so it just came to me naturally. What we learned about running a grand prix morphed into the way we managed the Australian Touring Car Championship.
Tell me about your role as Race Director.
The Race Director is only appointed to one specific category, in the case today, the Supercar races. I’m in race control working alongside the Clerk of the Course in running the race. The Clerk of the Course is the man on the day; he’s responsible for all the track activity, for all the races being run. It’s an important role because he knows where all his response vehicles are, he knows the capabilities of all his officials, so when something happens, he knows where the nearest recovery vehicle is, how long it’s going to take to get to the incident, and who are the best people to address the situation.
Are you involved with ontrack driver incidents?
We have a team. I work with a deputy, James Taylor, and Driving Standards Observer, Craig Baird. The decision to deploy the safety car is mine. It’s pretty obvious straight away whether I need to activate the safety car, which generally
we would do to clear up any sort of race incident or any car that has stopped on the track side of the walls. It’s then a question of managing the safety car. If Craig Baird is confident there is a breach of driving regulations, he will refer it to the stewards with a recommended penalty and they will discuss it amongst themselves then confirm it. I just convey the stewards’ decision to the team. So, between the three of us, we work through the issue quickly and efficiently so we can clean the mess up, and get the racing going again.
At Bathurst this year a safety car was deployed with six laps to go. Could yellow flags have been used instead?
That was an easy call because that car hit the wall. All of the cars are fitted with an accident data recorder and if the G-rating reaches a threshold there is an alert in race control that we have to respond to. There was never a question of whether we should continue without the safety car because the alert told us the incident required a medical response.
Officials receive some harsh character assessments on social media.
I don’t take any notice of what is said on Instagram or Facebook or anything like that. I figure that if I’m not doing my job properly someone will tell me it’s time to move on. I should also say that we are human, we all make mistakes, you can’t avoid making
mistakes. We have to mess up somewhere along the line, but the mess ups are very few and far between. We make a lot less mistakes than drivers and teams do.
What’s the toughest part of your job?
I don’t find it very tough at all. I quite enjoy it. It is a huge challenge because, unlike some other sports, motor racing is evolving all the time, so you’re looking at how you can improve things. You never really get on top of it because incidents happen in situations that haven’t occurred before.
COVID-19 presented a challenge.
The challenge was being stuck at home. My deputy, James Taylor, was running things after the first Sydney Motorsport Park race until Bathurst. I went to Howard Springs, just outside Darwin, to quarantine to be able to do the Bathurst race. He and James Delzoppo who runs all our systems in Race Control had been on the road for 102 days, the same with the Victorianbased teams. It was an amazing effort.
You and other Australian officials have helped run overseas events. We’ve done the Singapore Grand Prix, the Korean Grand Prix, we were involved in Bahrain in the very early days, and we would have run the Vietnam Grand Prix if it had gone ahead this year. In addition, an Australian normally wins one of the FIA officials awards each year. This confirms the Australian officials are a class act.
What is Blockchain?
How will it change the automotive industry?
When will it do so?
WORDS Paul Tuzson
IT’S difficult to predict the future until the path toward it is well defined. The full potentials of fire, the wheel, steam, oil, and computers were not known by the discoverers or inventors of such technologies. In digital terms, Zuckerberg’s Facebook is a more recent example. It was created to help Harvard students interact. However, the platform’s potential for global dominance of social interaction and the commercial opportunities that come with it were only realised a little later. Technologists often don’t see the full implications of their efforts in train, but the time between discovery or invention and widespread adoption is getting shorter. Just a few years after Facebook came into existence another transformational technology called Bitcoin was created in 2009. Almost everyone has heard of Bitcoin, but fewer people know that a technology called blockchain is the underpinning of it. Bitcoin was created to fix inadequacies and inefficiencies in conventional banking and thus transform the financial industry. It hasn’t done so, and it may or may not. Regardless, Bitcoin has given us blockchain technology and it’s this that could change everything, including the automotive sector.
For the most part, commercial record keeping has been a matter of keeping data in ledger books at secure, trusted locations. Changes to whatever assets were listed in the ledgers were made manually. Keeping records in this way was limiting and inefficient but it was all we
had, so we learned to live with it. Older readers may even remember the days when every office had a Kalamazoo file rack. Debates about the ROI on a computer weren’t uncommon in those days.
In more recent times computers have subsumed the role of ledgers. Even so, digital information is still most often stored centrally, with some backups kept in different locations for security. Conversely, in a blockchain, a complete copy of all relevant data is stored on the many computers that are part of the blockchain in question. Data stored this way is decentralised and removes the need for a central storage location, like a bank. Blockchain is what’s known as a
distributed ledger system and it can offer enormous security, but much more also.
A blockchain stores data in so-called blocks, which are digital constructs joined, or ‘chained’ to each other by very complex mathematical algorithms. Data in a blockchain is altered by creating a new block and adding it to the end of the chain. All the blocks created remain in their chain, so the complete history of whatever things are recorded is always available. If data on one computer, or node, is corrupted for any reason, many other nodes hold uncorrupted data which are used to restore the integrity of the chain. This is done automatically without human intervention.
A blockchain is a distributed database held on a network of computers known as nodes (above). Bosch is actively researching applications of blockchain technologies for the automotive industry. A pilot program for eradicating odometer fraud has been one of the early efforts from the company (below)
There are many types of blockchain. On some, the stored data is accessible to everyone. On others reading or writing data is limited to just some users of the chain. Any combination can be designed into a blockchain. Regardless of the specific structure, there’s a question: what’s to stop a malefactor gaining access to data stored on a blockchain and fraudulently changing it? In a word - mathematics.
One of the key characteristics of any blockchain is a special number known as a hash. It’s created by taking the data stored in a block, the ID of the block, the time and date the block was created, other elements and running them through a hashing algorithm. The resultant number, the hash, is unique to the block.
It doesn’t matter how much data is stored in a block, the resultant hash is always the same size. In the case of Bitcoin, the hashes are all 256 bits, or 64 characters long. The same data always creates the same hash. Importantly, a hash is a oneway function. The data used to create a hash can’t be derived from the hash. It can’t be reverse engineered, so to speak.
Altering the data in a block changes the hash. If even just one single character is changed a completely new, different, and unrelated hash is created. The un-corruptibility of a blockchain is due, in large part, to the fact that the hash from each block is added to the following block, where it’s included in the calculation of the hash for that block.
Altering any data in a blockchain invalidates all the hashes in all the following blocks. This invalidates the blockchain. All the other nodes recognise
Smart contracts are digital contracts that execute automatically when conditions defining such contracts are met. Bosch is using this aspect of blockchain to negotiate the lowest charging costs for users (left & below). Mercedes-Benz has chosen the secondary effects of materials supply for its battery program as an early focus of blockchain technology. It tracks CO2 emissions and cobalt recycling in its supply chain (above right). Continental is running a blockchain pilot program called Connected Parking that communicates real-time data about available parking places and other road conditions. This is just the beginning of a widespread system of data trading that will have broad implications in the automotive industry (below right)
this and restore the chain to its previous state. Also, before a new block can be added to the chain, all the nodes in the blockchain must hold the same data. Another important term is ‘mining’. This is the process of validating a block for inclusion in a blockchain. It’s most heard in relation to mining Bitcoins. Mining consists of solving very complex mathematical puzzles. The process is competitive and whichever node solves the puzzle first adds the block to the chain.
There is a reward for winning a mining competition, which is the incentive for the nodes to do the work in the first place. In competing for it, all the nodes on all the blockchains around the world continuously consume enormous amounts of electricity. This is one of the criticisms of blockchain technology. The technical details are much more complicated than the brief overview provided here, however this is enough to understand some of the reasons blockchain is a useful technology.
The foregoing can be categorised as blockchain 1.0 or as it’s pronounced, ‘blockchain one point zero’. Now we have ‘blockchain two point zero’ and even ‘blockchain three point zero’. What’s up with all the zeros? Why can’t we simply say blockchain two? It’s not like there were any incremental versions known widely enough to be called blockchain 1.5.3 or similar. There are two too many syllables in the ‘preferred pronunciation’. Pedants will correct you for taking the simpler path.
So, then, blockchain 2 differs from blockchain 1 in that it permits the inclusion executable code in the blocks. This allows developers to write distributed applications that widely increase the utility of blockchain technology. Ethereum is the name of the most popular technology of this type. An example of Ethereum’s capabilities is the so-called smart contract. This is a contract in which the binding elements are expressed in computer
code, which is then included in a block. Smart contracts take data inputs, process them, and then use the results to trigger certain actions, automatically. Effectively, these are contracts that execute automatically when input conditions are appropriate. It’s easy to see how difficult it would be for someone to renege on an agreement indelibly recorded in a smart contract held on the Ethereum network.
Orders for workshop services could be automatically recorded in a smart contract that also keeps track of jobs completed and automatically transfers payment from a customer’s account to yours. Now, it’s true that current workshop management software has excellent work order, inventory control, booking management, billing, accounting, and more. However, workshop management suites will eventually include blockchain technology, especially as suppliers and manufacturers embrace the possibilities of distributed computing. It takes about 10 minutes to complete a transaction using blockchain 1 technology. That’s certainly faster than, say, an
Blockchain 1 technology is well suited to maintaining data that don’t change very often like records of vehicle ownership, service information, etc. Other applications require more advanced technology like Ethereum. For instance, odometer fraud is a big problem around the world. In 2017 Bosch instigated a proof of concept program for recording odometer readings and GPS data on the Ethereum blockchain. Although the system offered several blockchain advantages like those mentioned above, vulnerabilities were still found in the system. Of course, this is what a test program is for. The foregoing is just one application. Bosch is also trialling a blockchain-
international bank transfer but it’s still too slow for a digital currency. In fact, the delay in getting a new block added to a chain is cited as one of the reasons cryptocurrencies won’t revolutionise banking. However another advantage of blockchain 2 is that it reduces the average transaction time (the time to add a new block to the chain) to about 15 seconds. While that’s much closer to the mark, it’s still not fast enough. Blockchain 3 is the development and embodiment of technologies that mitigate deficiencies in the blockchain model like long transaction times, scalability, and high energy consumption.
based recharging management system for electric cars. It considers things like the minimum charge level with which a driver is comfortable, the location of charging stations along a route, services and facilities available at the charging stations, and the maximum amount the driver is willing to pay for electricity. The system then calculates a route, writes a smart contract, and negotiates a price with energy suppliers. All sorts of payments like tolls and petrol purchases will be facilitated by smart contracts as will usage-based insurance. This will validate the mileage claims
made by insurance customers, but it will also automatically adjust insurance rates based on distance covered. On a larger scale, a car has thousands of parts made by hundreds of manufacturers. Coordinating the flow of all these components and sub-assemblies is a challenge with which blockchain technology can help. Producers enter information pertinent to their role in the supply chain and this becomes available to various other parties based on their level of viewing authority. This makes it very easy to monitor what’s going on in the entire supply chain. Smart contracts in the chain can also trigger payments at agreed times if negotiated conditions are met. As far as repair goes, blockchain technology can allow the authenticity of parts used to be verified by whoever has permission to view the data. This could even be a customer.
Tier 1 automotive supplier Continental has come up with a blockchain-based means of utilising data from cars that operate under its ‘earn as you ride principle’. An example scheme called Connected Parking demonstrates how the technology will work more broadly. Basically, when a car is entering or leaving a parking space it will notify the system. Also, it will identify vacant spaces as it moves past them. This data will be relayed to the blockchain established to hold the information. Crucially, only the data nominated by the driver will be relayed. As we’ve noted, the privacy of blockchain technology means that the owner of the data retains control of the data.
Other data like the status of roads, traffic, the intentions of cars near the inquiring vehicle, will all available simultaneously from a blockchain. An important characteristic of the Continental system and others like it is that the
WHO IS SATOSHI NAKAMOTO?
Bitcoin/blockchain technology was invented by Satoshi Nakamoto. The trouble is, this is a pseudonym. No one really knows who Satoshi Nakamoto is. Someone Japanese seems like a good bet but people say that none of the documentation for Bitcoin is written in Japanese. Also, Nakamoto writes English like an Englishman, using spellings like colour and grey. Further, the times of his posts about Bitcoin match those of someone living in the UK rather than Japan.
In a blockchain blocks of data are linked by complex numbers known as hashes. Each block contains the previous block's hash in its own hash and so on all along the chain.
owner of the data will be paid for it as an incentive to participate. Some blockchains use Bitcoin as a currency. Ethereum has its own currency called Ether. Paid data transfers will eventually develop into a giant global data trading market. It will be interesting to see if this eventually puts pressure on Tesla to pay for the vast amount of data it extracts from its owner network and over which it currently exercises complete control. It’s very difficult to imagine that other organisations which don’t have Tesla’s advantage won’t press for this sort of technology in order to level the extracted data playing field. Systems with a supply of goods, services or data that are exposed to potential customers will inevitably lead to profit taking intermediaries. Ironically, we could be witnessing the birth of the middleman in a technology that was created with the express intention of eliminating the middleman, particularly in financial services. Banks are even creating their own cryptocurrencies that run on proprietary blockchains based on Ethereum.
Countries struggling to shield their currencies from any effects of borderless cryptocurrencies are looking at developing their own, state controlled, digital currencies. Some
When Blockchain is mentioned, cryptocurrencies are often the first thing that comes to mind. It’s true that they’re inextricably linked to blockchains, but they’re far from the only uses for blockchain technology (top left). Making cars is about more than manufacturing them. Daimler AG is looking into the financial aspects of cryptocurrency across the whole area. This pilot program is worth €100 million. Companies are taking this technology seriously (far left). It seems certain blockchain technology is going to be the connective paradigm for the future. Toyota is among the forward-looking companies investigating use propositions (left). Bitcoin mining used to be all the rage. At first it was possible using an ordinary computer. It no longer is. Now, it has become difficult and requires banks of specialised mining computers. The power demands of doing so are enormous (above)
countries have already done so. Notably, China has done a substantial amount of work establishing a crypto-Yuan. Government issued cryptocurrencies will end the cash economy and give governments complete control of money. While blockchain is built on the ideal of decentralisation, no one seemed to realise that it could be an aid to achieving the complete opposite. So, in the ultimate irony, intermediaries will use disruptive technology designed to disrupt and remove intermediaries to solidify their traditional role as intermediaries into the future. It seems that we could be witnessing the beginning of the disruption of the disruption.
Digital image: Jae Rue from Pixabay
Mechanics, panel beaters, machinists, spray painters, auto electricians and the other automotive trades comprise a body of individuals very talented in practical matters. Inventiveness often accompanies practicality and sometimes when it does a new product is the result. We’ve seen a good number of inventions hatched in the automotive trades over the years. Some have achieved production and been successful, others haven’t. Of those that are, a government grant is often part of the process. Inventing something is one thing but manufacturing it and bringing to market is an entirely different matter. Quite commonly, even making a prototype is a difficult and iterative process that can take years and absorb a good deal of cash. Government grants can be a source of the funding needed to bring such endeavours to life. There seems to be an idea that the government is so keen on restoring the economy that they’re handing out free money hand over fist in the form of grants. Some people have the notion that all you need to do to fund your next project is join the queue with your hand out. The truth is a little different.
Grants can not only be difficult to get, but they can also be difficult to maintain. They often come with strings attached. Exactly what these are depend on the source of the grant, the type of grant and the amount. Don’t misunderstand, grants are readily available; it’s just that there are conditions that must be met. If they’re not, then no grant. Even more sobering is the fact that if a grant is provided but the grantee fails to meet post-payment obligations, it may have to be paid back. Obviously, this could create difficulties. Finding the right grant for a particular project can call for a lot of effort. As suggested earlier, we assume we’re talking about some sort of manufactured product related to the automotive industry. Most of the grants outlined on government websites won’t suit such a project. They need to be filtered. In times past, finding a government grant was more difficult than it is these days. This was because the various government departments offering grants published their data separately. Then, in 2017 the Federal Government issued rules and guidelines covering Commonwealth
The Commonwealth GrantConnect website has a Current Grant Opportunity List. The search terms we tried yielded a very limited list of just eight grants that didn’t include the one we were looking for (above)
grants. The rules stipulated that from the beginning of 2018 all Commonwealth Government grants had to be published on the GrantConnect website. A simple search will find the site. The Victorian State Government has a similar page at vic.gov.au/grants. These sites are the best places to start looking for a grant.
Grants can be categorised in several ways. For a start there are Commonwealth grants or State grants, as mentioned above. Grants can be competitive or non-competitive. The former means that all the potential grantees submit their applications which are then assessed in relation to each other. Only the ‘winning’ applications receive funding. The key difference is that non-competitive grants aren’t compared with other grants. They are simply assessed individually. There are fully funded grants or matched grants.
A matched grant will supply funds equal to the amount an applicant can supply. So, if a company wants a million dollars it must have a million dollars available for whatever the project might be.
On the Commonwealth Current Grant Opportunity List each grant has a brief description of the basics. Currently, there are 107 grants listed but most of them have nothing to do with our theoretical product. The pale beige panel at the left of each grant provides a quick guide to irrelevance. A cursory glance at one titled Primary Health Care Provider for Bourke NSW identifies it as irrelevant to the auto industry. Manually scrolling through all the grants is tedious but there’s a keyword search panel at the top of the list. Entering the keywords ‘export’ and ‘manufacturing’ seems like a good place to start. Disappointingly, a search using these keywords turned up no results. Similarly, on the business.gov.au site in the Grants & Programs page there’s a search mosaic of selectable categories designed to steer enquiries to the appropriate program. Again, it doesn’t work terribly well. This is because terms that might seem relevant to particular needs aren’t necessarily assessed as such by the filtering code and too many results are excluded. Does ‘no results’ mean that there’s nothing on the list suited to manufacturing and exporting the sort of product described at the outset? No. However, finding the right assistance program might involve trying different combinations of categories. This can take a lot of time and it’s still entirely possible that a suitable grant program may not be included on the list returned.
We already knew that we were after the Accelerating Commercialisation program, but the results were excluding it. Only the ‘research and develop innovative new products or services’ filter returned a listing. Interestingly, simply selecting all the categories available returned a list with the Accelerating Commercialisation program third from the top. Going back to the search
Without entering search terms, the vic.gov. au site listed 229 grants. Virtually none were relevant (right)
Paul Reynolds/Pixabay
mosaic and adding ‘start-up’ to the ‘small business’ category we’d already selected generated a new list with Accelerating Commercialisation at the top and with Growth Grants second and Smart Projects and Supply Chain third. So, our advice for this site would simply be to select everything possible to cast the widest net.
According to the website the Accelerating Commercialisation program is for Australian entrepreneurs, researchers, inventors, start-ups, Research Commercialisation Entities, and small
The business.gov.au/grants-and-programs page has a range of options. You can select as many as you want. This was the only single selection that listed the grant we were looking for (above)
and medium enterprises who have a novel product, process, or service they want to commercialise. The program offers up to a million dollars of matched funding for an appropriate product or service. So, that’s the catch; you can only get as much as you already have. What about Growth Grants? These
to $20,000. Documentation suggests that projects are selected based on an opportunity that could increase business capability, meet the specific needs of a market opportunity, or otherwise improve business performance and management capacity.
On the surface it appeared like this program might fit the sort of project we defined but less than a minute of further reading showed that it doesn’t. Also, it’s a strange scheme because, to qualify, a business must turnover between $1.5 million and $100 million. This, for a grant of just $2,500 to $20,000 maximum. While $20,000 is nothing to sneeze at you’d have to wonder how much a $100 million company would care. Anyway, this one can be crossed off the list.
At first blush Smart Projects and Supply Chain seemed like it might have some promise. It provides businesses with access to strategic or high-value projects that increase business capability, meet the specific needs of a market opportunity, or otherwise improve business performance. There are other things about this scheme that seem relevant but again, a bit further down the page the turnover requirements and amounts available are revealed to be the same as for Growth Grants listed above. Another
one crossed off the list. Examining grants can be a tedious process, particularly if a grant seems well suited. Why? Finding a grant is one thing, but then figuring out what’s needed to qualify is another matter entirely. Accelerating Commercialisation is only available to a company incorporated in Australia, which is registered for GST and has a turnover of less than $20 million. All good so far. However, the company must also demonstrate that it can fund at least half the cost of the project. That may end an application, but it is easy to see why this is a requirement. The Government isn’t in the business of just handing out money and keeping its fingers crossed waiting to see if it all works out. It wants to know that any operation to which it’s going to supply money is a serious contender. If an entity can raise half of the capital needed for a project it’s a good start, but it’s still not enough. It wants to make sure that the grantee has a business strategy and the organisational framework needed to support the program it will be funding. This brings us to a form of government assistance besides grant payments.
Selecting all the available options on the business.gov.au/grants-and-programs page gave us a lot more options to scroll through but also placed the grant we were looking for at the top of the list (above)
Before a business can apply for an Accelerating Commercialisation grant it must apply for Commercialisation Guidance. This is provided by an AusIndustry Customer Service Manager or an Accelerating Commercialisation Facilitator who will also assess the suitability of the business for the grant.
An Accelerating Commercialisation grant application will be given a score out of 100 points. The breakdown of the points is 16 points for the impact of the grant, 24 points for management capability, 20 points for market opportunity, 20 points for value proposition and 20 points for how delivery of the project is planned.
A very limited representation of the things asked in determining a score are questions like why funding is needed, which can be tricky to answer, whether the project will create jobs, export growth, and more. Explanations of what customer problems the product will solve, how it’s
novel, the target market, size, projected revenues, pricing strategies and a strategy for intellectual property management will be required. This, of course, will involve finding out about patents and trademarks. The expertise and track record of the personnel involved should be shown along with an understanding of competitors and why the product covered by the grant has a competitive advantage. The application should also include a project plan, cashflow and budget predictions, an execution plan, market research and a good number of other things that we just don’t have space to show. A risk management plan will also be required. So, if you don’t know what any of these things are, you’ll have to find out. The thing is these aspects of an application can’t be faked. They’re going to be examined
by experts. An accountant’s declaration will also be required to validate the financial aspects of the application. And remember this is just the application. If an Accelerating Commercialisation grant is accepted, the grantee enters into a binding agreement with the Commonwealth. It’s about 50 pages long and covers a great deal of material. Payments are quarterly but depend upon reports submitted by the grantee. Remember too, that grant money can only be spent on certain things set out in an application and subsequent grant agreement. Using it in non-agreed ways will result in cancellation of the grant. If all this sounds complex and time consuming, we’ve conveyed the correct impression. Importantly, we’ve only scratched the surface here. Researching grants, preparing applications, reporting requirements, operating compliantly
with the terms of the grant all take a good amount of time. It can certainly be done by a business owner but there will be a significant opportunity cost in doing so. There is, however, an alternative – a grant specialist. Grant specialists are businesses or individuals that specialise in finding and tracking grants. Two Australian groups that do this are GrantGuru and the Funding Centre. Of course, they charge for this but the fees for basic services aren’t that great. The Funding Centre charges $350 per year for a single business user and offers a free 14-day trial. The Funding Centre also offers a newsletter that lists available grants and assistance schemes under clear sub-headings. This makes it easy to see exactly what’s relevant and what’s not, all in one place at a glance. It also alleviates the search term difficulties mentioned above.
GrantGuru has a basic search service that allows three grants to be searched for free. The Essentials service is one step up and allows unlimited searching for just $4.50 a week, which is not much for the convenience. Companies like these can also assist with assessing eligibility and with the arduous task of preparing applications. Certainly, they will charge extra for these services but when the savings in time and research are considered it can be a good deal. There are many grant specialists out there and they charge varying amounts. Some are exorbitant and there are scammers. It’s never a good idea to lead an exploration into an online world with which you are unfamiliar by leading with your credit card details and other personal information. It’s reminiscent of leading with your chin in a boxing match. One safe solution is to obtain a pre-paid debit card from Australia Post. Transfer only the funds you need and then it doesn’t matter if the card is compromised, you can just discard it with only minimal inconvenience. Also, if a company makes it difficult to unsubscribe to a service you can simply stop topping up the card. Further, keep in mind that grant providers never make unsolicited calls to potential grantees. If someone does, it’s a scam. The government Scamwatch website points out that the information available from specialised grant websites (regarding government grants) is freely available from government sites, and that’s certainly true. However, it can be handy to have another means of obtaining and collating it. One thing is certain, even the process of just applying for a grant will force upon a business an intense self-examination that could be the catalyst for beneficial change.
Everything your workplace needs to work safe.
Out of sight, out of mind? Not exactly. This year, cleaning practices are increasingly focused on removing invisible bacteria and germs to reduce the spread of infection and provide peace of mind.
To keep your workspace as safe and hygienic as possible, we recommend a two-step process; surface cleaning followed by disinfecting.
Our resident Medical and Health expert, Terri Goldstein explains the difference between cleaning and disinfecting and offers her top tips on ensuring a safe and hygienic work environment.
Terri Goldstein
Medical and Health Specialist at Winc
TIP 1
DETERGENT
Clean visibly dirty surfaces with a detergent or soap and water prior to disinfection.
DISINFECTANT WIPES
For effective disinfecting, use diluted household bleach solutions, alcohol solutions with at least 70% alcohol, disinfectant wipes or EPA (Environment Protection Act) registered household disinfectants.
DISINFECTANT SPRAY
Regularly disinfect high touch surfaces in shared spaces. These areas include doorknobs, light switches, desks, sinks and kitchen counters.
HAND WASH/SOAP
Help reduce the spread of bacteria by washing your hands thoroughly and regularly - after blowing your nose, coughing, sneezing and using the restroom.
HAND SANITISER
Provide easy access to hand sanitiser and wipes at convenient locations throughout the workplace.
Shop the full range online or contact your Winc Account Manager.
TIP 3
TIP 5
TIP 4
TIP 2
MITSUBISHI TRITON: ASTC OVERVIEW
2006 - 2009 ML Triton | 2009 - 2014 MN Triton
The Mitsubishi ML Triton made an impact when it was released in 2006 due to its rounded body styling, good handling and performance, all at a lower price to its competition. The MN Triton was released in 2009 and shared many common systems, such as the ABS. The MN had the option of stability control which was marketed as ASTC (Active Stability and Traction Control).
AS these models are popular, but are now getting older, the VACC’s Technical Department is starting to receive calls from members with faults appearing in the ABS and ASTC. There are no known common faults, and these systems seem reliable. This article will cover system component locations, fault code lists, ECU pinout data and component testing.
Correct System Operation
When the system is operating correctly the ABS/ASTC warning light on the instrument cluster should turn ON for three seconds after the ignition is switched ON and then turn OFF after the system has completed
Wave form
No amplitude or very small wave form
Wave form amplitude has excessive variation
Noisy or dirty wave form
its self-check. If the light does not come ON or stays ON there is a fault in the system. A scan tool is required to check the system for fault codes.
Wheel Speed Sensors
The following specifications are the same for ML and MN models with ABS and ASTC systems.
There is a wheel speed sensor on each wheel of a pulse generator type, with a tone wheel with 47 teeth. The gap between the sensor and tone wheel is not adjustable, however, if there are any faulty signals you should check this clearance.
Front: 0.25 – 1.40mm
Rear: 0.18 – 0.92mm
Possible Cause Action
• Faulty sensor
• Bent axle hub
• Fault ECU Earth
• Open or Short Circuit
• Incorrectly mounted sensor
• Tone wheel missing teeth
• Tone wheel cracked
As the sensor is magnetic, it can pick up foreign material that can affect its ability to correctly sense the wheels rotation. Also, the teeth on the tone wheel can be broken, bent or full of foreign material which can also affect the sensor. Make sure that the sensor and tone wheels are clean and not damaged.
• Check sensor
• Check axle
• Check earths
• Check sensor
• Check wiring and connectors
• Check tone wheel
• Check for non-standard wiring or components that might cause interference in the sensor wiring
The ABS/ASTC warning light is in the right hand side of the instrument cluster
Basic Operation of Anti-Lock Braking System and Electronic Stability Control
These systems operate in the same way as similar systems from other manufacturers.
There is an ABS Control unit that is monitoring the four wheel speed sensors. The sensors should produce a constant sine wave signal while the vehicle is in motion (above 3 to 5km/h).
If the brakes are applied and one of the wheels lock up, the signal will be lost. The ABS control unit will then release the brake pressure to that wheel and then pulse the brake pressure via the pump motor to ensure maximum braking performance for the vehicle.
If an electronic stability control system is fitted, it will have a more advanced control unit that will also monitor the frequency of the sine wave signals as well as steering angle, G-forces and yaw rates of the vehicle via dedicated sensors. If the control unit sees an increase in wheel speed sensor signal frequency, this means that the wheel has lost traction and is spinning. So an application of the brakes or reduction of engine output is required. If there is excessive steering angles and G-force and yaw rates, the control unit will apply or release the brakes to try and get the driver out of trouble.
Wheels turning slowly
Wheels turning faster
Amplitude
G Sensor
The G Sensor is mounted under the centre console inside the vehicle.
The following procedure is for the ML–MN ABS systems only, as there is no testing available for the G and Yaw sensor as fitted the ASTC system.
To check the operation of the G Sensor use the following steps.
1. Measure the voltage between terminals 1 and 2 with the ignition ON. The correct specification 2.4-2.6V
2. Unbolt the sensor. Rotate the sensor so that the arrow mark under the sensor is pointing straight down and measure the voltage between terminals 1 and 2 with the ignition ON. The correct specification 3.55 – 3.95V
3. If the above specifications are not correct, check the voltage between terminal 1 and 3. The correct specification 4.75 – 5.25V
If the specifications in steps 1 and 2 are not correct, but 3 is OK. Replace the sensor.
If all of the above are out of specification, check the wiring harness and connector.
If the wiring is OK the ABS-ECU could be faulty.
Interior Locations
The front wheel speed sensors have the tone wheel fitted onto the front driveshaft for 4WD or the dummy axle for 2WD. It is somewhat exposed which leaves it open to damage and collecting foreign material. It makes it easy to check the gap though.
The rear wheel speed sensors are mounted into the final drive housing, and the tone wheel is mounted inside, with the wheel bearing assembly. The connectors are mounted on top of the final drive assembly.
The resistance of the sensors should be between 0.9 – 1.3 kΩ across the terminals.
Check all connectors and wiring in the harness from the ECU to the sensor for damage.
The voltage signal produced by the wheel speed sensors will be a sine wave pattern on an oscilloscope. The signal will have a low frequency and amplitude when you turn the wheel by hand. However, if you test drive the vehicle, the frequency and amplitude should increase smoothly with increased road speed.
The voltage, when measured with a multimeter, and the wheel rotated at approximately one revolution per second, should be 42mV.
Warning
If the battery has gone flat and you have jump-started the vehicle and started to drive without letting the battery recharge, there is a chance that the engine will misfire or stop. This is due to the ABS/ASTC system consuming a significant amount of current while it is going through its initial self-tests. There is not enough
capacity while the battery is flat for this to occur and the engine to run at the same time. Once the battery is fully charged this problem should not reoccur.
This article should have given you a good overview of these systems and be of assistance in diagnosing and repairing any faults. For more information on the history of ABS development and operation, see the March 1993 issue of Tech Talk
For more information on Mitsubishi Tritons, log on to VACC’s MotorTech or call the Technical Advisory service.
Mitsubishi Triton ML-MN ABS and ASTC code list
ABS/ASTC control unit
Warning
To remove the ASTC control unit connector make sure that you pull the white (or grey) tab all the way up before trying to pull the connector from the control unit.
Front wheel speed sensor connectors
Mounted on chasis rail Under
Relays
These relays are only fitted on the models with ASTC. The workshop manual shows their location to be near the ASTC control unit. However, the vehicle shown in this article has them mounted in the firewall.
Relay box
ABS Motor Relay ABS Fail Safe Relay
Fuse 12 15A
Fusible link 3 40A
Fuse 12 15A
• OEM level access to module programming, resets, relearn; key programming and normal diagnostic functions
• Covers a large range of vehicles worldwide
• Capable of performing a vehicle health check on all systems on late model vehicles (checking all computers on vehicle)
• Dynamic vehicle health reports
• Ability to send email reports to customers
• Regular software updates
• Reads live data and graphs information for comparisons
• Alarms can be set for range sensor problems
• Has quick resets of fault codes
• Automatic vehicle model detection on late model vehicles (mainly European)
• Does your workshop need more leads and customers?
TNT Express Welcomes
TNT is one of the country’s largest providers of business-to-business express delivery services. TNT provides on-demand, time-critical door to door express delivery services for documents, parcels and freight, worldwide and locally.
TNT has an extensive regional, national and international network of warehouses, sortation hubs and depots all linked by sophisticated technology. TNT has provided the Australian market with distribution services for more than 60 years. For more information on TNT’s services and solutions, please call
VACC members
Becoming a VACC or TACC member opens up a wide range of special offers and discounted products and services for you and your business. VACC and TACC have collaborated with organisations which provide essential services to your business to offer special low rates for members. Couple the savings from discounted products and services with the subsidised services which VACC itself offers to members, and your annual membership can easily pay for itself. Everything from IR advice, to cheaper EFTPOS terminals to technical solutions is on offer. This guide gives you an idea of the offers which you can access, as well as a number of other collaborations.
Workplace/IR Advice
Members can access services including a call centre for employment-related questions, a web page with award rates and policy and employment fact sheets, writing of employment contracts, handbooks and policies, and member and industry representation.
03 9829 1123 ir@vacc.com.au vacc.com.au
Auto Apprenticeships
VACC takes the hassle out of hiring trainees and apprentices, as businesses are matched with high quality candidates who meet strict selection criteria. VACC also looks after all administration aspects of the apprenticeship, including visits by Field Officers.
VACC MotorTech brings together VACC’s Tech Online, Times Guide, Tech Estimate, Technical Advisory Service and Tech Talk products with Haynes’ international knowhow, to provide an enormous amount of technical service and repair information to subscribers.
NIB has a mission and vision of people enjoying better health. VACC and TACC members (including their staff) receive a corporate discount on nib’s retail health insurance products.
1800 13 14 63 nib.com.au/corp/vacc
Website Services
OurAuto Digital provides a one-stop solution for your business’ website, including a custom design, rendering for smartphones and tablets, email accounts and hosting. Businesses are able to update web content themselves. VACC and TACC members receive these services at a discounted rate.
1300 687 288 ourautodigital.com.au
OurAuto iStore
Businesses can purchase a wide range of items, including personalised stationery, consumables such as floor mats and seat covers, workplace safety signage and much more. Member businesses automatically receive a discount on purchases.
03 9829 1152 autoistore.com.au
A Grade
The A Grade Automotive Network is a network of VACC member businesses that are dedicated to providing customers a better quality experience across all aspects of vehicle maintenance and repairs. Participants are contractually bound and VACC certified, and are publicly promoted in various forms of advertising.
03 9829 1202 goagrade.com.au
Technical Solutions
Technical information is available to all automotive businesses through the OurAuto Tech-Centre. Subscription includes access to Tech-Online and the Times Guide, Tech-Advisory phone services, and the Tech Talk publication. The Centre uses the largest technical library in the Southern Hemisphere.
1300 687 288 tech-centre.com.au
EFTPOS Facility
Commonwealth Bank could provide the expertise, insights, technology and financial solutions to help your business move forward. Our Commonwealth Bank Business Banking Specialists can guide you through available business solutions to suit your business needs.
03 9829 1152 vacc.com.au
Training & Education
Members can access automotive industryspecific training programs in business management, industrial relations/human resource management, technical and OHS & Environment. Skills Development Centre also facilitates short courses, online programs and diploma and degree qualifications.
03 9829 1130 info@vaccsdc.com.au vaccsdc.com.au
Freight Services
VACC and TACC members receive discounted rates and benefits, including trace and track capabilities, one number to call, one easy-to-understand invoice, and online job quoting, booking and tracking. Contact VACC for an application form.
03 9829 1152 vacc.com.au
Environmental Advice
VACC members can benefit from environmental compliance advice, briefings, training and on-site assessments. Green Stamp is an accreditation program that recognises and promotes businesses which have implemented sound environmental practices.
MTAA Superannuation is the super fund for the automotive industry. MTAA has low fees, is run only to benefit members and offers a range of investment options. It allows employers to make all super contributions with just one transaction.
1300 362 415 mtaasuper.com.au
Energy Bill Savings
Smart Power offer a free bill comparison service. It will enable you to evaluate your current energy bills. They will do a comparison with VACC’s approved electricity providers. Contact VACC for an application form.
03 9829 1152 vacc.com.au
Waste Management
Remondis Australia is VACC’s preferred provider of general and prescribed waste services. VACC members benefit from a customised waste management plan and discounted rates.
03 9829 1152 vacc.com.au
Visa Checking Services
VACC Helpline offers a quick visa checking service through the Department of Immigration. VACC members and non-members can access the service to ensure an applicant on a Visa has appropriate work rights in Australia. Don’t be caught out.
03 9829 1133 autoadvice@vacc.com.au vacc.com.au
JobFinder Services
VACC Helpline provides a free job advertising service on the JobFinder website. Any automotive business, VACC member or not, can advertise qualified and apprenticeship vacancies. All enquiries go direct to you for screening.
03 9829 1133 autoadvice@vacc.com.au vacc.com.au
OH&S Services
Members can access consultation and advice on OHS issues, including incident management, policies, workers’ compensation and more. OHS specialists provide workplace assessments and training, and administer the HazCheck management system.
03 9829 1138 ohs@vacc.com.au vacc.com.au
Accommodation:
Located on St Kilda Road and close to Albert Park, View Melbourne is a 4-star property, where VACC members can obtain discounts off the corporate rate.
03 9829 1152 vacc.com.au
Office Supplies
Winc offers a convenient single source for business and workshop supplies. VACC and TACC members have access to discounts on WINC supplies. Contact VACC for an application form.
03 9829 1152 vacc.com.au
Apprentice Support
VACC Helpline provides apprentices and businesses a free automotive apprenticeship signup and advisory service to assist all parties at any time. With years of experience and knowledge, it’s well worth a quick phone call to put you in the right direction.
03 9829 1133 autoadvice@vacc.com.au vacc.com.au
Australian Automotive
Members automatically receive Australian Automotive magazine. The bi-monthly publication offers the latest industry news, reviews, industry comment and technical articles. Australian Automotive is the most widely read automotive industry publication in the country.
03 9829 1247 australianautomotive.com
Auto Workplace Assist
A convenient go-to solution for supporting automotive workplace compliance needs. Health and Safety can be a complex, high risk and costly area for workplaces. AWA offers ready-made, industry-specific compliance products, so that business owners can get on with the job at hand.
1300 585 136 autoworkplaceassist.com.au
TACC
Founded in 1930, TACC serves the automotive industry in Tasmania and amalgamated with VACC in 1999. TACC members gain access to all of the same products and services as VACC members, however TACC also has a number of additional services for its membership.
03 6278 1611
tacc.com.au
Insurance Brokers
TACC members can now access business insurance solutions through OurAuto Insurance. Specifically designed to meet to the unique risk profile of the automotive industry, OurAuto Insurance can help your business access the best cover at an affordable rate.
1300 441 474 ourautoinsurance.com.au
Graphic Design
VACC’S Marketing department can assist members with their graphic design requirements at a subsidised rate. Services include business cards, logo re-designs, corporate image overhauls, brochures and advertisements.
03 9829 1189 creativeservices@vacc.com.au
Advertising
All members have access to advertising in VACC publications at preferential rates, including Australian Automotive with a national readership exceeding 20,000. The VACC marketing department can help members by designing advertisements at a heavily subsidised rate.
Matt Healey 0407 343 330 matt.healey@cameronmediasales.com
VACC Update
All VACC and TACC members receive VACC Update on a monthly basis via email, with issues also available on the VACC website. The publication provides the latest news and information regarding workplace and industrial relations, OHS and environment, business obligations and training opportunities.
03 9829 1123 vacc.com.au
Tech Talk
Included in VACC/TACC membership is a subscription to the Tech Talk publication, the premier technical publication of the VACC Technical Services Department since 1986. The journal is printed 11 times a year, while a back-catalogue of articles is available as part of the Tech Online website.
03 9829 1292 vacc.com.au
Test and Tagging
ETCS offers TACC members electrical service state-wide, including installation, testing and tagging, and assisting with OHS requirements. TACC members can access special member rates.
1300 724 001
ects.com.au
TACC Apprenticeships
TACC takes the hassle out of hiring trainees and apprentices, as businesses are matched with high quality candidates who meet strict selection criteria. TACC also looks after all administration aspects of the apprenticeship, including visits by Field Officers.
03 6278 1611
tacc.com.au
Roadside Help
TACC members who want to reward their loyal customers can do so though TACC’s Roadside Help program. Members purchase vouchers to give to customers, which customers can use for free help for a flat battery, tyre change, fuel or a tow back to the member’s business.
03 6278 1611 tacc.com.au
TACC Accreditation
TACC Accredited Repairers are promoted to the community as a group of professional businesses who deliver high quality repairs and services. Participating members enter into a contract with TACC to deliver a more professional level of service. TACC promotes these members.
03 6278 1611
tacc.com.au
OurAuto Insurance
Comprehensive Insurance Cover
Insurance matters when things go wrong and when they do, it’s important that you have the most comprehensive insurance cover possible.
We work with you to understand and manage your risks and then provide Policy options that address your specific insurance needs.
OurAuto Insurance understands the importance of providing the right insurance that matches your needs.
Competitive prices
We are a broker and therefore not tied to a single insurance company. This means that once we understand your insurance risks, we can shop the market on your behalf to achieve a competitive price.
Cover for all automotive businesses
OurAuto Insurance has a goal to seek insurance for all businesses operating in the Australian automotive industry regardless of size and risk profile.
Challenge us to find a better deal
Contact us today and challenge us to find a better insurance deal for your business.
recent
“I received great service from OurAuto Insurance. The representative Dean was very helpful and conducted a thorough analysis of my previous quote. I discovered that I didn’t have the coverage my business needed and was able to get full coverage with OurAuto Insurance, while still making a significant saving. Overall it was a 10/10 experience.”
Joe Defina, Defina Automotive
“OurAuto Insurance promised to look into my insurance after I told them I had a claim and my existing insurer had increased my premium to the point it was unaffordable. The advice and the service I received was outstanding. They identified areas I wasn’t covered and helped me understand where my business was vulnerable. They provided outstanding service and came back to me with a real saving, something that made a real difference to my business and with greater overall cover.”
Gentile, Generals Automotive Nunawading VIC
Any advice in this document is general and may not be suitable to your circumstances. VACC may earn commission as a direct result of your insurance placement with OurAuto Insurance.
Call 1300 441 474 or visit
VACC MOTORTECH brings together VACC’s proven suite of technical products with the might of Haynes’ international know-how.
Let us show you how it can drive your business forward...
