Dunedin-based container transport specialist and general cartage operator Icon Logistics looked to the EECA heavy vehicle fuel efficiency programme to increase driver safety, and the driver’s awareness of how their on-road behaviour affected themselves as well as other road users. The promise of a reduction in fuel burn was an added bonus for the company – making the programme too good an opportunity to pass up.
The early success of the EECA heavy vehicle fuel efficiency programme in delivering fuel savings and reduced driver incidents is all the more remarkable given that some months after the company started the programme, it had a major change in the make up of its fleet, moving to a number of Volvo 8×4 HPMV vehicles replacing Fuso 6×4 units in the container transport fleet.
The programme has been a huge team effort with Icon Logistics general manger Tony Gare crediting the drivers and fuel management advisor Steve Hammond from TR Group for the impressive results, while Hammond comments that Gare’s management style and the culture he has created at Icon has been the key to success.
According to Hammond the action plan for Icon Logistics was drawn up in March 2014 with the first working group meeting held in April.
Hammond says having a clear message of intent was one reason for the immediate success of the programme, which was spelt out by Gare to the Icon Logistics driver team at a special driver breakfast held on March 28, 2014.
“Tony was extremely honest and up front with his people about the reasons behind the implementation of the programme within Icon Logistics – he told the assembled drivers that he wanted to make the company the best in Dunedin as well as the safest and most fuel efficient.
“He also told the assembled drivers that he didn’t want to bury another driver,” says Hammond.
“Furthermore, Tony has managed to get buy in from across the entire business which has certainly been telling in the results achieved.”
Hammond also commented that getting the culture right amongst the drivers was the crucial part – there are parts of the programme that simply won’t be as effective if you haven’t got the right culture in place first.
“We achieved an 11% fuel saving in month three of the programme, but then the make up of the fleet changed with the HPMV vehicles coming on board and hauling heavier containers, so the benchmark changed but nonetheless the results have still been impressive.”
Gare says implementing the programme was a two-pronged attack, he was not only looking to find efficiencies in fuel burn, but some of the drivers were having silly minor incidents, and the company board wanted a better focus on health and safety to improve it’s past track record in this area.
“I saw an opportunity through the SAFED training offered, where we could address both issues,” says Gare.
“We wanted to make the drivers more aware of the value of their vehicles and also that the standard of their conduct whilst in the vehicle was also a direct reflection upon the company.
They are in effect a mobile billboard for the company therefore we set a high standard because image is everything to us.”
He says since the company began its 12-month programme the fleet is now getting through the same amount of work as before, but with less incidence of overspeed and less fuel burn.
Gare says that the drivers are now self-monitoring their road speed knowing that the results are posted up daily on a noticeboard at the depot for all too see, and he says that any poor performers soon get the message from their fellow drivers. With a 98% drop in overspeeds in just six months, the message is certainly getting through.
“We get this information daily through the ERoad monitoring system and we’ve found that utilising technology is key to greater business efficiency too,” says Gare.
“Fuel efficiency is not just about efficient and safe driving, it’s also about efficient communications to the drivers, and efficient scheduling of freight movements through better use of available technology.
“All jobs are dispatched to a tablet inside the cab of the trucks, which is a more efficient way of sending jobs to the truck, and the scheduling team is also being driven more efficiently as well.”
Gare says once the programme was under way the silly incidents dropped dramatically because the drivers became so much more aware of their behaviour. He’s especially proud of one driver with more than 37 years’ experience who hadn’t had a incident for many months after having a bit of a bad run – he recently received a $50 grocery voucher as recognition for his effort to improved health and safety.
All 14 drivers were rewarded with $50 grocery vouchers for their initial efforts, and the top three fuel saving drivers are rewarded monthly with vouchers.
Gare says that he wants the journey to continue for Icon Logistics and its drivers long after EECA’s 12 months of funding and support for Icon officially finishes in March with a special presentation. He says training will remain a big focus of the company and it will have its own SAFED driver trainer within the ranks to ensure continuity of performance.