Sea electric IKEA electric truck

IKEA deliveries to be all electric by 2025

All delivery and assembly vehicles at IKEA are to be electric by 2025 as part of the ambitious IKEA People and Planet Positive Strategy.
IKEA Australia has announced a commitment to use only electric vehicles for all of its operations and services by 2025, with the roll out starting immediately. In partnership with transport service providers, the roll out will see electric vehicles (EV) used for home deliveries and assembly services with a vision to create a better everyday life for many people.
IKEA will be the first home furnishing company in Australia to have EV last-mile deliveries and assembly services, emphasising its commitment to lower its carbon footprint and to be an industry leader in helping people and planet. The announcement is part of the business’s goal to work with local partners and customers to be Circular and Climate Positive.
Ingka Group is a member of The Climate Group’s EV100 initiative for accelerating the global shift to electric vehicles, and as part of its global EV strategy, by 2020 one quarter of all customer delivery vehicles will be electric, with the transition to electric vehicles complete by 2025. IKEA China has already achieved 100% EV deliveries in Shanghai.
In Australia, there are currently seven IKEA EV on the road, which are owned and operated by its service providers based in Sydney, Melbourne and Perth. Six of the EV fleet are currently responsible for last mile delivery.
A trial of the first of these EV, conducted since April 2018 across IKEA stores in Victoria, has seen a total of 3,500 deliveries to customers. IKEA aims to reach a 5% EV roll out in conjunction with its partners in FY19, 10% in FY20 and 100% in FY25. Based on the manufacturers’ specifications, one truck is estimated to save 36.3 metric tonnes of CO2 annually.
IKEA Australia country manager Jan Gardberg said: “At IKEA we want to drive positive change. That’s why we are committed to achieving zero emissions from delivery vehicles and ensuring 100% of our fleet will be electric vehicles.
“This is just one of the many initiatives and ambitions we have in place as part of our 2030 People and Planet Positive Strategy. Our end goal is to have a positive impact on people and the planet, and while IKEA is a large global organisation, we can’t do this alone. We’re excited to be partnering with many like-minded organisations in Australia and around the globe to help us create impact and drive positive change.”
The move has been welcomed by The Climate Group. Head of EV100 at The Climate Group Sandra Roling said: “As a member of our EV100 initiative, IKEA is leading the way in making the switch to electric transport. It is great to see the implementation of their global commitment to drive change around the world.
“Global consumer brands like IKEA have a crucial opportunity to inspire faster action on electric transport, while showing their customers the wider societal benefits it brings.
“We want to see many more companies in Australia follow IKEA’s lead.”
The EV strategy is part of IKEA’s wider Global People and Planet Positive Strategy. The strategy sets the direction for all IKEA franchisees and covers three focus areas:

  1. Healthy & Sustainable living – inspiring and enabling more than 1 billion people to live a better everyday life within the limits of the planet.
  2. Circular & Climate Positive – transforming into a circular business and becoming climate positive by reducing more greenhouse gas emissions than the IKEA value chain emits, reducing the climate footprint of IKEA products and operations in absolute terms.
  3. Fair and Equal – creating positive social impact for everyone across the IKEA value chain and in all areas of the IKEA business.

In addition to the EV vehicle rollout, the IKEA Global People and Planet Positive Strategy includes commitments to:

  • Removing all single-use plastic products from the IKEA range globally and from customer and co-worker restaurants in stores by 2020
  • Designing all IKEA products with new ‘circular economy’ principles, with the goal to only use renewable and recycled materials
  • Offering services that make it easier for people to bring home, care for and pass on products
  • Increasing the proportion of plant-based choices in the IKEA food offer, such as the veggie hot dog launching globally later this year
  • Becoming climate positive and reducing the total IKEA climate footprint by an average of 70% per product by working together with home furnishing suppliers across their factory operations
  • Achieving zero emission home deliveries by 2025
  • Expanding the offer of affordable home solar solutions from five IKEA markets to 29 IKEA markets by 2025.

Toll upgrades Nike warehouse to be wholly carbon neutral

Toll’s custom-built Nike warehouse in Melbourne’s Altona North has become the first-ever facility in Australia to achieve a whole-of-building carbon neutral certification under the National Carbon Offset Standard (NCOS).
Toll said certification of the Toll-Nike logistics facility, owned by Stockland, caps off its significant investment in energy efficiency at the site, which was named Best Industrial Project at the National Energy Efficiency Awards in 2017. The site’s energy efficiency program featured upgrades to a 2.5 kilometre long conveyor system that is powered by 145 individual electric motors, and the retrofitting of 1,300 light fixtures with high-efficiency LED. This has led to a halving of the site’s total electricity consumption, exceeding the greenhouse reductions required by NCOS.
The site has also received a Green Star Performance rating, the first Green Star rating for Nike and Toll, and the first in Stockland’s Logistics portfolio.
Nike’s operations director Marie Varrasso said the success of the facility reflects the company’s commitment to reducing its carbon footprint while delivering efficient products and savings that can be passed on to its customers directly.
“Through this collaboration continuous improvements have been introduced into the supply chain, which ultimately benefits Nike’s footwear, apparel and equipment customers. It’s a unique relationship, with innovation at the heart of everything we do,” said Ms Varrasso.

Toll Global Logistics president Chris Pearce said it was the partnership between Toll, Nike and Stockland that made the carbon neutral certification and Green Star rating possible.
“Toll and Nike’s partnership began when this facility was built in 1999. It was the first distribution centre to be built by Toll’s specialised warehousing division and, at the time, this type of supply chain asset was virtually non-existent in the market.
“It’s fitting that almost 20 years on, Nike, Toll, and Stockland have been awarded this landmark certification – a testament to our continuous innovation. This is a milestone achievement for all and demonstrates our collective commitment to reducing environmental impacts and introducing smarter, more sustainable solutions across our operations,” added Mr Pearce.

The Toll-Nike facility provides specialised warehousing, picking and dispatch capable of handling more than 27,000 stock keeping units (SKU) and two million units of stock. The 18,000 sqm warehouse and fit-out were designed with environmental efficiency in mind and features:

  • Translucent roof sheeting – to maximise daylight so warehouse lighting can be switched off when ambient light is sufficient.
  • Energy-efficient lighting systems –powered by the latest LED technology suited to Nike’s warehousing needs. The system also improves visibility and safety, and motion sensors have been fitted to limit power usage to occupied areas.
  • Roof insulation – to assist with temperature control.
  • An optimised conveyor system –rewired and reprogrammed to operate in relation to product volumes, eliminating unnecessary movement.

Toll and Nike have offset the remaining greenhouse emissions generated by the building by investing in forest conservation projects in Tasmania as well as in an energy recovery waste water treatment plant in Thailand. These projects protect local biodiversity and native species support jobs in local communities and reduce greenhouse gas emissions.
 

ALC Forum sees rare outbreak of bipartisanship

The Federal Government and Federal Opposition have both reaffirmed their commitment to delivering a National Freight and Supply Chain Strategy at the ALC Forum 2019 in Melbourne.
The Deputy Prime Minister, Hon. Michael McCormack MP and the Shadow Minister for Infrastructure, Transport, Cities and Regional Development, Hon. Anthony Albanese MP have both told delegates that they recognise the critical importance of the strategy.
The Deputy Prime Minister said: “Good progress is being made in partnership with all levels of government and it will be a key item of discussion at the next COAG Transport and Infrastructure Ministerial Council Meeting.”
Commenting on the Strategy during his address to Forum, Mr Albanese confirmed “…a future Labor Government would not try and reinvent the wheel yet again.”
This bipartisan approach is a positive sign that the National Freight and Supply Chain Strategy remains central to the management of Australia’s future freight task and will be delivered in 2019, irrespective of the result of the upcoming federal election.
It was also encouraging to note the high degree of engagement and collaboration between the Federal Government and their state and territory counterparts on the development of the strategy. That momentum must be maintained throughout the election cycle.
It is essential that government and industry continue to work together to deliver a National Freight and Supply Chain Strategy that will ensure a more prosperous Australia.
The six industry organisations listed below welcome this renewed commitment by both sides of politics.
“We will work across the whole supply chain industry to hold the elected government to a timetable that delivers the strategy in 2019 – so that all Australian households and businesses can share in the benefits of enhanced supply chain performance,” they said in a statement.

 

RMIT to run Transport Safety Investigation courses

RMIT Associate Dean of Engineering, Aerospace Engineering and Aviation, Professor Pier Marzocca; ATSB Commissioner Chris Manning; RMIT Vice-Chancellor and President Martin Bean CBE; and ATSB Program Advisor Linda Spurr at the Strategic Partnership Agreement signing.

 
The Australian Transport Safety Bureau (ATSB) has formed a strategic partnership with RMIT University that will see one of Australia’s leading tertiary institutions offer Transport Safety Investigator qualifications.
Until now the ATSB has conducted its own nationally accredited Diploma of Transport Safety Investigation training in-house.
But under a new partnership, RMIT will soon be offering a Graduate Certificate in Transport Safety Investigation, which encompasses the aviation, marine and rail transport modes.
Longer term, the Graduate Certificate qualification will create a pathway to further higher education programs leading to Graduate Diploma and Masters-level qualifications.
The partnership will provide industry in Australia and throughout the Asia-Pacific region with access to high quality, ATSB-sponsored training in transport accident investigation, as well providing a framework to facilitate important transport safety-related research through a credible university-based methodology,
RMIT Vice Chancellor and president Martin Bean CBE said the partnership with the ATSB was an historic one.
“Together we will work to improve transport safety throughout the Asia Pacific region, across aviation, maritime, and rail industries.”
“To achieve this, we will co-create and deliver tertiary level transport accident investigation qualifications to both the ATSB staff and the broader transport safety sector,” Mr Bean said.
“The relationship will also involve a range of collaborative research projects that will bring together RMIT’s deep expertise in delivering world-leading research with the ATSB’s considerable industry knowledge, intelligence and data access. Through this relationship we hope to facilitate an industry-wide capability improvement program throughout the Asia Pacific region.”
ATSB Chief Commissioner Greg Hood said the new partnership was another key enabler that would support the bureau to achieve its primary objective of improving transport safety through greater collaboration with a strong and highly credible research-led teaching and learning institution.
“This is a truly strategic partnership. Creating a course where personnel can obtain and apply these qualifications within their respective industries will complement and enhance the ATSB’s primary objective of improving transport safety for all Australians,” Mr Hood said.
“RMIT has offered a long-term vision to support the partnership and proposes to create a centre of excellence in the field of accident investigation and transport safety in the Asia-Pacific region.”
“One behalf of the ATSB, I look forward to a long and productive partnership with RMIT and I look forward to seeing the Master’s program mature over the next couple of years.”
Further information on the Graduate Certificate in Transport Safety Investigation can be found on the RMIT website.
 

Logistics of the future: underground distribution

What logistics of the future could look like: cargo in containers moving through underground tunnels. (Image by Cargo sous terrain).

Imagine a futuristic world where cargo moves through an underground network of tunnels – automatically, quietly and intelligently enabling just-in-time deliveries.
Cargo sous terrain (CST) is a Swiss-led consortium set to transform logistics and propel the industry into digitalisation.
CST envisions an automated, digitally controlled comprehensive logistics system in Switzerland by 2045, aimed at promoting economic competitiveness and improving quality of life. CST will ensure the safe, secure and punctual delivery of containers, pallets and parcels. At its backbone is an underground system of transport tunnels linking the business centres north of the Alps with environmentally friendly distribution in cities and industrial areas.
The first section of the tunnel system is expected to be ready in 2030 and will connect the logistics hub Härkingen-Niederbipp (near the capital Bern) with Zurich. When completed, the fully automated network will extend from Geneva to St Gallen and from Basel to Luzern, with an additional branch from Bern to Thun. The full network will have 500 km of tunnels, serving more than 80 hubs for the loading and unloading of industrial and commercial goods for about 10 million people. With 1 million square meters of surface underground, CST will be the largest warehouse in Switzerland.

The full underground network connecting Swiss business centres with cities and industrial areas will have 500 km of tunnels when completed. (Image by Cargo sous terrain).

“CST is the most ambitious and advanced logistics project for Switzerland in the next decades and could potentially serve as a role model for the rest of the world,” said Stefan Karlen, CEO of Panalpina, which has just become a shareholder.
CST will reduce the number of trucks on existing roads, in particular at traffic bottlenecks, by 40 per cent. Freight traffic in cities will be reduced by up to 30 per cent, thanks to the systematic and efficient delivery by electric vehicles that meet urban requirements. The system will run entirely on renewable energy. With end-to-end digitalisation, the system will operate in an extremely flexible environment, with dynamic deliveries in small units and guaranteed arrival times for goods.
End-to-end digitalisation from source to destination will make cargo transport smarter, more efficient and sustainable in the long run. (Image by Cargo sous terrain).

The building permit and planning phase of CST will start with the passing of the CST law, expected in late 2020. As a first step, the Swiss Federal Council will open consultation on the new legislation that will allow CST to become reality.

Brambles finds US$2.5 billion in plastic crates

Brambles has announced that it has entered into a binding agreement to sell its IFCO reusable plastic containers (RPC) business to Triton and Luxinva (a wholly-owned subsidiary of the Abu Dhabi Investment Authority) for an enterprise value of US$2.51bn. The transaction is subject to customary regulatory approvals and is expected to be completed during the second quarter of calendar year 2019.
Brambles’ chairman Stephen Johns said: “In August 2018, we announced that we would seek to separate IFCO through either a demerger or a sale by way of a dual track process. As well as progressing the demerger option, a robust and competitive sale process generated strong interest. We are pleased today to announce the sale of IFCO which we believe delivers greater value for shareholders, including a significant return of cash proceeds to shareholders.
“The IFCO team has been an important and valued part of the Brambles business, and on behalf of the Board I’d like to thank them for their contribution over the past eight years. The interest shown in IFCO during the separation process is testimony to how highly appreciated the IFCO business is, and we wish Wolfgang Orgeldinger and his team every success in the future,” Mr Johns said.
Brambles’ CEO Graham Chipchase said: “The sale will allow Brambles to focus on our strategic priorities and to pursue continued revenue growth within our core markets, whilst also reviewing additional opportunities in emerging markets, through product and service innovation and use of technology through the supply chain. Our ambition remains to lead the platform pooling industry in customer service, innovation and sustainability.”
In FY18, IFCO generated revenues of US$1,098m, EBITDA of US$248m and Underlying Profit of US$133m1.
Brambles expects to receive approximately US$2.36bn of net cash proceeds from the transaction, after taxes, transaction costs, and balance sheet items, subject to customary closing adjustments.
Return of proceeds to shareholders
Brambles intends to return up to US$1.95bn of proceeds from the transaction to shareholders, through a combination of a pro-rata return of cash of approximately US$300m and an on-market share buy-back of up to US$1.65bn. The balance of the proceeds will be used to repay debt to maintain leverage in line with the Board approved credit policy.
The pro rata return of cash, which will be made to all shareholders, is expected to be approximately 29 Australian cents per share, in line with (and in addition to) Brambles’ annual dividend payout.
 

E-commerce logistics market growth starting to slow

The latest report from Ti shows a market still expanding rapidly, but one in which competition, challenges and new entrants are raising questions over future development opportunities
The global e-commerce logistics market grew by 18.2% in 2018. Still a relatively nascent sector, e-commerce logistics growth is well above that seen in other logistics markets. Emerging markets are showing the fastest expansion, but even in developed economies, growth rates in nominal terms are usually in double-digits. Ti expects the global market to grow at an expected nominal 2018-2023 compound annual growth rate (CAGR) of 11.8%.
Ti’s latest figures suggest the cross-border component is a significant driver of this uplift. Cross-border e-commerce is bringing supply chain stakeholders into direct contact and challenging the status quo. But while gaining access to millions, if not billions, of new customers is an attractive proposition for e-commerce companies, targeting purchasers in foreign markets is not the easiest of strategies.
The report also examines the trend for offering more omni-channel retail solutions, likely to be a key requirement moving forward. This is largely driven by the purchasing behaviour of consumers, who demand a seamless experience enabled by the use of different channels to order, pay, collect and return products. They demand more delivery and returns options and leverage retailers against each other to get the best value for their money.
In addition, Global e-commerce Logistics 2019 examines e-fulfilment and last mile cost structures, and provides analysis of structural variations by geography and retail sector.
The report authors spoke extensively with senior management and leaders at the largest e-fulfilment and last mile providers globally, as well as with niche e-commerce logistics providers. A common theme was the threat posed by global retail platforms managing their own logistics requirements whilst also offering services to third parties.
The entry of players such as Amazon, Alibaba and JD.com is forcing many to consider what the future of e-commerce logistics might look like. The report’s lead author, Viki Keckarovska, senior research analyst at Ti, said: “While some would say that Europe’s legacy infrastructure and market structures are unfit for the new e-retail world, it could equally be argued that Europe boasts probably the most efficient logistics and transport sector in the world. Ti’s discussions with logistics executives and leaders in the market suggest Europe’s legacy infrastructure is seen as a hindrance to the development of efficient e-retail distribution networks, with facilities in the ‘wrong’ place and markets which were more focused on B2B rather than B2C deliveries.”

Parcels save Australia Post profits

 
 
Performance highlights for the six months to 31 December 2018:

  • Group revenue was flat against last year at $3.6 billion, masking significant changes.
  • Group parcels contributed $1.9 billion, up 9 per cent, adding $25 million in profit.
  • Group letters at $1.1 billion, down 10 per cent, reducing profit by $102 million.
  • Group expenses contained at 2 per cent growth, including $121 million in productivity gains.
  • Reported profit before tax at $154 million, down 36 per cent, included positive one-offs. Profit after tax $118 million, down 45 per cent.
  • Australia Post is expected to make a modest full-year profit in FY19 given the continued impact of letter decline, economic headwinds and seasonality.

Australia Post has announced a profit before tax for the first half of $154 million, down 36 per cent year-on-year. This included $30 million of one offs. Underlying profit before tax was $124 million, down 38 per cent. Group revenue was flat at $3.6 billion.
The largest business segment, domestic parcels, performed strongly with revenue growing by 10 per cent, up $147 million, well ahead of the general retail market, which grew 2.9 per cent in the period. Group parcels profit grew by $25 million to $127 million. In December, Australia Post delivered a record 40 million parcels, up 12 per cent.
All Community Service Obligations were met or exceeded and customer service standards remained high for letters and parcels, including through extreme weather conditions across the country during the Christmas peak.
Group chief executive officer and managing director Christine Holgate said she was pleased with the continued strong performance of the parcels business, however, significant challenges remain for Australia Post with letters revenue now declining at the fastest rate in its history.
“Although we delivered 10 per cent growth in domestic parcels, well in excess of the growth rates of the economy and in a period of very strong competition, this could not make up for the profit decline in the letters business,” Ms Holgate said.
“Letter revenues are down 10 per cent or $125 million, which reduced profit by $102 million in the half.  This is after saving an estimated $50 million in delivery costs as posties carried 40 per cent of our parcels.
“Since the last increase in the Basic Postage Rate in January 2016, more than three years ago, our costs to deliver letters are up 10 per cent. The number of new delivery addresses has increased by 500,000, yet letter volumes have declined by 800 million.
“Australia Post will deliver more than two billion letters to almost 12 million homes and businesses this year. Although it is shrinking, letters is still viewed as a critical service by the overwhelming majority of Australians.”
Australia Post is an entirely self-funding business. Last financial year, Australia Post incurred an estimated cost of $404 million in delivering the letters service in accordance with its legislated community service obligations.
Group expenses were held at two per cent growth in the first half, underpinned by total productivity savings of $121 million. Independent research shows that Australia Post has improved its Total Factor Productivity at twice the rate of the overall economy and reserved letters at three times the rate.
Ms Holgate said the business was also making good progress on delivering on its strategic initiatives including:

  • Securing the historic Bank@Post agreement with CBA, Westpac and NAB, protecting critical banking services in Community Post Offices, particularly in regional and rural Australia. A further seven financial institutions have already committed to new Bank@Post terms: Suncorp, Resimac, Auswide Bank, AMP Bank, Maitland Mutual, Transport Mutual and ME Bank.
  • The first new major agreement with its important licensee partners in 26 years, providing technology and aligning payments to parcels and other growing services.
  • $64 million of investment in the operational network, including new processing equipment in Sydney, Melbourne and Brisbane enabling automated sorting of an additional 100 million parcels.
  • The fastest growing parcel product, Express, expanded in a trial to a further 500 postcodes.
  • Acquisition of remaining 60 per cent stake in Aramex Global Solutions, which provides end-to-end cross-border logistics and eCommerce solutions, supporting the international growth strategy.

“We have invested in both capability and capacity, without which our teams could not have delivered the Christmas Peak.  Our people were exceptional as they delivered through the most challenging weather conditions, including floods, bush fires and hail storms,” Ms Holgate said.
“Our Net Promoter Score with our customers is at a record high and complaints on Australia Post entities to the Postal Industry Ombudsman were down 31 per cent, although we recognise we still have much more work to do.
“The progress we have made against our strategic initiatives, coupled with the unwavering commitment of our extended workforce to serve the community, means we remain confident that Australia Post will play an important role for many years to come.
“Australia Post is on track to deliver a modest profit for the full year, in the face of ongoing market pressures in the traditionally quieter second half. Australia Post will release its full results in August.”

Infrastructure Priority List welcomed by the freight sector

The Infrastructure Priority List recently released by Infrastructure Australia (IA) has won widespread approval in the freight sector, including the Australian Logistics Council, Australasian Railways Association and the Australian Trucking Association.
ALC: The priority list highlights freight infrastructure opportunities
The Australian Logistics Council (ALC) said the Infrastructure Priority List released by Infrastructure Australia (IA) highlights continued need for targeted investment in freight infrastructure projects that will enhance supply chain efficiency and safety, and make Australia more internationally competitive.
“It is essential that Australia makes infrastructure investment decisions that are based on sound principles and evidence-based assessments regarding a project’s capacity to contribute to our economic strength, and liveability of our communities,” said ALC chairman Philip Davies.
“In the past, the Infrastructure Priority List has helped to build support for investment in critical freight infrastructure projects which are now being undertaken, including Western Sydney Airport, Inland Rail, the Moorebank Intermodal Terminal and more recently the Port Botany freight rail duplication, which was supported in the 2018 Federal Budget.”
“It is especially pleasing to note this year’s list again includes the development of a National Freight and Supply Chain Strategy as a high priority initiative.”
“To further boost the effectiveness of that Strategy when it is released later this year, ALC urges governments to prioritise investment in key freight-related initiatives IA has included in this year’s list, including:

  • Upgrading Chullora Junction to enhance Sydney’s freight rail network;
  • Constructing the North East Link in Melbourne to alleviate traffic congestion and enhance freight efficiency;
  • Pursuing a dedicated freight rail connection from Inland Rail to the Port of Brisbane;
  • Enhancing capacity and traffic flows on the Mitchell and Kwinana Freeways in Perth;
  • Completing the upgrade of the Adelaide North-South road corridor to enhance capacity and efficiency of freight movement to the airport and port precincts;
  • Investing in road and rail improvements on the Burnie to Hobart freight corridor;
  • Implementation of the Advanced Train Management System on the ARTC network; and
  • Establishing a national electric vehicle fast-charging network to overcome ‘range anxiety’ among freight logistics operators.

“Australia must do everything possible to eliminate capacity constraints in our freight networks if we wish to succeed in an increasingly competitive global market. Securing investment in these priority projects will help to deliver that outcome.”
ARA backs IA’s strong rail focus in Infrastructure Priority List
The Australasian Railway Association (ARA) has also welcomed Infrastructure Australia’s (IA) 2019 Infrastructure Priority List.
“IA plays an important role in identifying key infrastructure problems and opportunities to ensure investment is appropriately targeted to areas of greatest need,” said ARA CEO Danny Broad.
“The rail projects included in IA’s 2019 Infrastructure Priority List are important nation-building initiatives and are endorsed by the rail sector,” he continued.
“Pleasingly, there are more rail projects and initiatives in the report compared to the 2018 Infrastructure Priority List, with 54 of the 125 projects and initiatives rail-related.
“As Australia’s population grows, rail infrastructure will increasingly become the backbone to meet Australia’s growing passenger and freight needs. To manage the challenges posed in our cities and regions in the long-term, Australia will need to ensure that it continuously invests in rail infrastructure.
“We know that rail is an efficient, environmentally and socially beneficial mode of transport. We also know that rail has lower emissions than road transport, is safer and can help reduce congestion in our cities.
“The significance of these rail projects identified by IA warrants investment from governments at all levels. Our networks of infrastructure and services connect people and communities, support freight transport across the country, help deliver our resources to overseas markets and continue to generate economic growth and employment,” he said.
ATA welcomes updated Infrastructure Priority List
Infrastructure Australia’s updated Infrastructure Priority List illustrates the importance of evidence-based investment decisions, chairman of the Australian Trucking Association Geoff Crouch said.
“The Infrastructure Priority List provides critical focus on the need to invest in safer regional roads and fixing urban congestion,” Mr Crouch said.
“The new project calling for regional road network safety improvements to invest in fixing high-risk sections of regional roads and deliver safer road infrastructure is a critical priority.
“Infrastructure Australia reports that relative to population size, the number of fatalities in regional areas is over four times higher than for major cities.
“This project now requires government support across Australia, and the ATA strongly welcomes the inclusion of a similar new project by the NSW Government to make regional road safety improvements in NSW.
“Governments should also support the call for a roads network optimisation program to address urban congestion.
“First added to the priority list in 2016 but still without a government proponent, Infrastructure Australia has again reconfirmed the need for governments to make multiple, co-ordinated, productivity enhancements to the road network to reduce congestion.
“These investments should be based on data and seek to optimise traffic flows through investments such as intersection treatments, traffic light sequencing, clearways and incident management.”
The ATA also welcomes the continued inclusion and expansion of projects to address major road investment priorities.
“There’s a long list of proposed road, highway and motorway projects which would make a significant investment to improving safety, connectivity and productivity on the road network,” Mr Crouch said.
Future updates to the Infrastructure Priority List should expand the network-based focus on improving roads to include regional and outback highways and corridors.
“The need to make better use and enable more productive connectivity extends beyond our major cities and their rural hinterlands, and Infrastructure Australia should include network optimisation and access for investing in better regional and outback highways in future priority list updates,” Mr Crouch said.
 

CHR appoints Andrew Coldrey new vice president of Oceania

Global third-party logistics provider C.H. Robinson has named Andrew Coldrey as vice president, Oceania, following the retirement of Mike Smith in December 2018 after more than 30 years of tenure. Andrew will report to Mike Short, president Global Forwarding at C.H. Robinson.
“I’m excited to have Andrew lead the Oceania team, where his main focus will be to increase customer success, and create greater focus on C.H. Robinson’s global product development,” said Mike Short, president, Global Forwarding at C.H. Robinson. “Andrew’s expertise and leadership skills will drive regional growth and advancement of Global Forwarding within Oceania, in close alignment with his teams in Australia, New Zealand and the rest of the global network”.
Andrew has held various roles throughout the business, having started his career in freight forwarding with C.H. Robinson. Since 1995, he has been an integral member of the Oceania management team. He managed the New South Wales office, generated opportunity for regional growth as manager of international development, and led successful operational and commercial teams as regional director.
“I am thrilled to be leading the Oceania team, and I look forward to continuous learning, development and innovation in support of our people and customers,” Andrew said. “The greater focus of our operational and commercial teams will allow for more collaboration and overall business excellence.”
C.H. Robinson continues to deliver expertise and logistics services to global and local Australian and New Zealand companies. C.H. Robinson focuses on product development and innovation, which includes the expansion of Australian domestic services to include a local air service that complements coastal shipping. Further developments include customised technology that creates greater visibility for customers over their supply chains.
 

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