TABLE OF CONTENTS/media/busind/Transform... · Transform Report 2012, Transport and Main Roads, June 2012 Annual Workforce Report of the transport, logistics and supply chain industry

Transform Report 2012, Transport and Main Roads, June 2012 Annual Workforce Report of the transport, logistics and supply chain industry Page 2 of 35

TABLE OF CONTENTS EXECUTIVE SUMMARY..............................................................................................................................3 Transport and Logistics Workforce Advisory Group (TLWAG-Q) Member List ...................................4 1. PROFILES................................................................................................................................................6 1a. Industry Sector Profile .........................................................................................................................6 Road Freight Transport..............................................................................................................................8

Occupations in skill demand .....................................................................................................................9 Road Passenger Transport........................................................................................................................9

Occupations in skill demand .....................................................................................................................9 Rail Transport ...........................................................................................................................................10

Occupations in skill demand ...................................................................................................................10 Maritime and Ports ...................................................................................................................................11

Occupations in skill demand ...................................................................................................................11 Aviation......................................................................................................................................................12

Occupations in skill demand ...................................................................................................................12 Warehousing and Logistics.....................................................................................................................13

Occupations in skill demand ...................................................................................................................13 1b. Training Profile ...................................................................................................................................14 2. CHALLENGES IMPACTING ON THE INDUSTRY................................................................................17 Strategy 1 – Connectivity.........................................................................................................................19

Connectivity achievements .....................................................................................................................19 Program: TLWAG-Q Business Review 2012 ..........................................................................................19 Program: Maritime Futures - Torres Strait ..............................................................................................20 Program: Logan/Ipswich T&L Alliance 2012 ...........................................................................................21 Program: Queensland Bus Industry Council engagement – Whitsundays..............................................21

Strategy 2 – Diversity ...............................................................................................................................22 Diversity achievements ...........................................................................................................................22 Program: Turning Circle (gender diversity) .............................................................................................22 Program: GenR8 2012 (youth diversity)..................................................................................................23 Program: Women Take the Wheel..........................................................................................................24

Strategy 3 – Industry awareness.............................................................................................................25 Industry awareness achievements..........................................................................................................25 Program: Workforce Futures 2012..........................................................................................................25 Program: Transform website refresh.......................................................................................................26 Program: Sponsorships...........................................................................................................................27 Program: DVD upgrade – Get Your Career Moving in Transport, Logistics and Supply Chain ..............28

Strategy 4 – Skilling..................................................................................................................................29 Skilling achievements..............................................................................................................................29 Program: Project All Purpose Transport (APT) . .....................................................................................29 Program: Transition 2012........................................................................................................................30 Program: TransAction .............................................................................................................................31 Program: WCRAQ Transfutures 2011 ....................................................................................................31 Program: Skilling Queenslanders for Work - Get into Transport and Logistics .......................................32

Strategy 5 – Workforce development .....................................................................................................33 Workforce development achievements ...................................................................................................33 Program: People Plus .............................................................................................................................33 Program: Transfutures ............................................................................................................................34 Program: Workforce Development (individualised for transport operators) ............................................35


EXECUTIVE SUMMARY Transport, logistics and supply chain is an intrinsic element for all Queensland communities. The industry is characterised by extreme diversity in its occupations, workforce requirements, business type, size and location. By sector it includes, road, rail, ports, aviation, warehousing, reverse logistics and includes sub-sectors moving passengers and moving freight. Moving people and freight each day, this vibrant growing industry affects every part of the economy and everyone’s standard of living. It impacts what we purchase, its availability and how we move around. It provides critically supports other industries including resources, energy, agriculture, tourism, construction, manufacturing and retail to name only a few. Known for it’s diversity, the industry employs 5 per cent of the Australian workforce, with a projected growth of 7.2 per cent (or 42 000 people) over the next five years, almost half the workforce are over 45, and only 22 per cent are women. While these figures do not capture the entire transport, logistics and supply chain workforce, they are indicative of increasing trends that will need to be reversed to ensure a longer-term skilled workforce available for Queensland communities. This report aims to provide Skills Queensland with industry intelligence drawn from a wide range of sources. The leadership of the Transport and Logistics Workforce Advisory Group Queensland (TLWAG-Q), collaborative stakeholder engagement, research sources, analysis and extensive industry consultation provides this report with a holistic picture to ensure targeted demand driven workforce solutions for the twelve months ahead. These actions must address:

• an age balanced workforce • a gender balanced workforce • attraction, retention and skills utilisation • new and emerging technologies • investment in skills development to accommodate predicted growth.

Partnership between industry, all levels of government and industry skills councils and bodies provides enormous opportunity to embrace the existing and emerging challenges. On behalf of Transform and the TLWAG-Q, this report provides a clear and accurate reflection of the dynamic industry that is transport, logistics and supply chain. Louise Perram-Fisk Director Transform – the Transport and Logistics Industry Skills Body for Queensland Department of Transport and Main Roads


Leadership for this report has been provided by the Transport and Logistics Workforce Advisory Group Queensland (TLWAG-Q) For the purpose of this Industry Skills Report, these terms have the following meaning.

• Industry: transport, logistics and supply chain operators, including industry associations. • Sector: specific groups within the industry including road, rail, maritime, ports, aviation,

warehousing and reverse logistics as distinct sectors.

Transport and Logistics Workforce Advisory Group (TLWAG‐Q) Member List

Name Position and Organisation Aisthorpe, Vince Manager

Supply & Procurement Business Financial Services - Stanwell Corporation Limited President Supply Chain and Logistics Association of Australia Queensland (SCLAA)

Biagini, Peter Queensland State Secretary Transport Workers’ Union of Australia (TWU)

Bryan, Kim (Proxy for Tom Wiltshire)

Vice President Talent and Organisational Development QR National

Garske, Peter Chief Executive Officer Queensland Trucking Association (QTA)

Garrett, Graham (Proxy for Peter Biagini)

TWU Official Transport Workers’ Union of Australia (TWU)

Hammond, Jo Operations Manager Coles Logistics

Maloney, Tim Director Industry Engagement Skills Queensland

McKenzie, Col Executive Director Association of Marine Park Tourism Operations

Muscat, Greg Manager, Human Resources DP World

Naismith, Skye

General Manager Mount Gravatt Coach & Travel Treasurer Queensland Bus Industry Council (QBIC)

Petroccitto, Sal (Chair)Transport and M

General Manager Rail Ports and Freight Division Transport and Main Roads

Potter, Bill National Learning and Development Manager Toll NQX

TLWAG-Q MEMBERS


Ralph, Rick Executive Director Waste Contractors & Recyclers Association of Queensland (WCRAQ)

Tape, Dave (Proxy for Skye Naismith)

Executive Director Queensland Bus Industry Council (QBIC)

Shaw, Roz Chief Executive Officer Hawkins Transport Board Member Queensland Trucking Association (QTA)

Thirgood, Michael State Manager Queensland BCR Australia

Thompson, Peter (Proxy for Greg Muscat)

Queensland State Manager Kagan Logistics

Wiltshire, Tom Manager – Business Improvement – Operations QR National

TLW


1. PROFILES

1a. Industry Sector Profile According to the Department of Education, Employment and Workplace Relations in their recent publication Australian Jobs 2012, the transport, postal and warehousing industry currently employs 580 100 Australians, with a projected growth of 7.2 per cent over the next five years.1 The Transport and Logistics Industry Skills Council strongly disputes these figures, stating that many transport workers are embedded within other industries such as retail, construction, agriculture and manufacturing. They suggest that the industry actually employs 1.2 million or 10.5 per cent of Australia’s 11.5 million workers. 2 With one of Australia’s most geographically dispersed populations, Queensland’s ability to sustain economic growth depends on a robust and healthy transport, logistics and supply chain industry. All four pillars of the Queensland economy; tourism, agriculture, resources and construction rely heavily on an efficient and seamless transport, logistics and supply chain system. The core sectors of the industry are road, rail, maritime, ports, aviation, logistics and warehousing. These sectors are characterised by a diverse range of occupations, from drivers of road, rail and marine vehicles to senior executives, engineers and information technology experts.

The table below shows an industry breakdown of Queensland’s Gross State Product (GSP)3, the sum of all value added by industries within the state. The transport sector was the fourth largest contributor to GSP in the last financial year.

Queensland Gross State Product at factor cost

2010–11 ($ million)

Mining 23,794

Construction 21,816

Manufacturing 20,319

Transport, postal and warehousing 16,257

Health care and social assistance 15,922

Retail trade 13,135

Education and training 10,562

Agriculture, forestry and fishing 7,894

Accommodation and food services 6,083

All industries 241,033

1 Department of Education, Employment and Workplace Relations Australian Jobs 2012 ISSN 1832‐7230 2 Transport and Logistics Industry Skills Council, Environmental Scan 2012 3 Office of Economic and Statistical Research (OESR) Gross state product at factor cost by industry, Queensland, 20010‐11

http://en.wikipedia.org/wiki/Value_added


Transport, postal and warehousing workers account for 130 000 or 5.6 per cent of the 2.33 million people currently employed in Queensland.4 As the Industry Skills Body, we concur with the federal Industry Skills Council and suggest the actual figure of Queenslanders employed in transport roles is considerably higher.

4 Australian Bureau of Statistics, Labour Force, Australia, Detailed, Quarterly, May 2012, Cat. No. 6291.0.55.003 Employed persons by industry Queensland 2011–12


Queensland transport, logistics and supply Chain - employment by industry sector5

Road Freight Transport In line with national trends, the road freight transport sector continues to be the dominant employer in the industry for Queensland, with March 2012 figures indicating over 45 000 employees. With the freight task forecast to increase, significantly more vehicles and drivers will be required. The National Transport Commission (NTC) supports an immediate increase in the number of B-Triple (12 axle heavy vehicles) across the country, stating it would increase productivity and safety while reducing carbon emissions and congestion. Industry feedback through the Transport and Logistics Workforce Advisory Group - Queensland (TLWAG-Q) suggests that increasing regulation and compliance issues are still affecting the sector. The establishment of the National Heavy Vehicle Regulator (NHVR) based in Brisbane, has been a significant step towards reducing some of these challenges across state borders. The Federal Government has also announced plans to establish a new Road Safety Remuneration Tribunal following the Transport Workers’ Union ‘Safe Rates’ campaign. The tribunal will have the ability to set pay or pay-related conditions to ensure safer driving practices. 6 It is hoped this will improve the image of the industry, and improve retention of drivers through better work conditions.

5 Source: ABS, Labour Force, Australia, Employment by Industry division, subdivision and group, four‐quarter average to Mar 2012 6 http://www.deewr.gov.au/WorkplaceRelations/Policies/RoadSafetyRemuneration


Occupations in skill demand: Occupation Reasons for demand

General Freight Driver

The shortage of drivers is the result of several factors: • 48 per cent of the industry is aged 45 or over compared to the national

average of 38 per cent.7 • As more drivers retire, there are insufficient numbers coming into the

sector from the younger demographic. • The occupation still suffers from an outdated image of the older Caucasian

male working long shifts with physically demanding responsibilities. This can make recruiting from non-traditional groups such as women more difficult.

• Licensing requirements and waiting periods restrict the ability to create a viable career pathway for school leavers.8

Dangerous Goods Driver

• Recruiting and retaining drivers with higher licensing classes and dangerous goods accreditation is difficult due to the extra time requirements to gain these qualifications, and the additional difficulty of obtaining appropriate insurance for young drivers.

• Competition for skilled drivers from the mining industry continues to be a major challenge. Employers cannot compete with the wages and conditions offered by many resource companies.

Transport Company Manager

• With freight demand increasing and the move to a whole-of-systems approach to freight movement, employers are seeking candidates with broad skills sets who can navigate the commercial and increasingly technical nature of the business.9

Road Passenger Transport As the Queensland population grows, so too does demand for an effective public transport system. However, bus companies are facing a shortage of drivers due to relatively low remuneration (when compared to other driving roles), and the increasing casualisation of the workforce. Private bus companies have also reported losing staff to public bus companies, who can offer higher wage levels and fulltime hours. 10 More passenger transport companies are capitalising on the growth of the resources sector by increasing their focus on worker transport contracts. For example, Greyhound operates over 25 mining contracts across the country for key players such as BHP Billiton, Xstrata and Rio Tinto carrying more than half a million mine workers in 2011. 11


Bus and Coach Driver

• The bus and coach sector has identified skill shortages for drivers. • Many bus companies are only able to offer casual, part time hours, making

it difficult to attract a wide range of applicants.

7 Department of Education, Employment and Workplace Relations Australian Jobs 2012 ISSN 1832‐7230 8 Queensland Trucking Association website – Skills and Workforce ‐ http://www.qta.com.au 9 The Hays Logistics Quarterly Report (October 2011) 10 Interview – Capability Officer‐ Bus Queensland Jan 2012 11 www.greyhoundcommercial.com June 2012


Rail Transport

In the next five to ten years when more than $11 billion worth of rail construction is due to be undertaken in Queensland. Rail workers are amongst the oldest on the industry, with a median age of 50 years.12 Because of this the issue of an ageing workforce is acutely felt within rail.

New rail safety legislation requires Rail Transport Operators to ensure that workers are competent to carry out rail safety work. This change is likely to cause a spike in training demand in an area that has relatively few training specialists.13

Rail Skills Australasia (RSA) has interviewed over 50 companies who operate in all sectors of the industry in rail, to gain information on what skills the industry will need to keep up with the demand of the next five to ten years. The skills audit, due for release in July, will identify the precise numbers and types of workers needed for the industry in coming decades.14

Transform is working with RSA, QR National and infrastructure companies like McConnell Dowell to formulate solutions and sustainable funding models for the rail industry.


Train Driver • The ageing of the workforce is increasingly becoming a critical issue for the rail sector. Younger people, particularly young apprentices, are not entering the workforce in sufficient numbers to replace those who are exiting.

• Competition from the resources industry in particular is pulling drivers away from their existing positions to higher-paid roles with more favourable employment conditions.15

Railway Track Worker

• With the increase in Queensland’s rail infrastructure projects, these skills are in high demand. Owing to the lead time to develop the skill levels required in the workplace, these job roles can be expensive and time consuming to develop and/or replace.

• High living costs in remote areas, particularly in resource hubs, also appears to be a contributing factor.

Engineers (civil, structural, rail signalling)

• Engineers are in short supply globally and across all sectors. • Rail must compete with other more attractive areas such as mining and

construction.

12 Department of Education, Employment and Workplace Relations. Employment Outlook for Transport, Postal and Warehousing. 13 Australian Rail Track Corporation Ltd 14 The Rail Detail – June 2012 – Rail Skills Australasia 15 Transport and Logistics Industry Skills Council. Skills in Demand Survey. 2012.


Maritime and Ports The Australian maritime sector has been in decline over the last two decades. Australian-registered vessels have dwindled from 55 to just 22 with staff subsequently dropping from 2 400 workers to 1 300 since 1996. To address this, new shipping reform legislation has been passed in June 2012. The bills will create an environment for more Australian-flagged vessels by giving priority on coastal routes and tax incentives to Australian operations.16 In Australian ports, container throughput is expected to triple by 2020. 17 An increase in automation in port facilities will see some redundancies in Stevedoring roles for companies such as DP World at the Port of Brisbane. The remaining port workers will need higher level technical skills in this new environment.

Occupations in skill demand: Occupation Reasons for demand Deck Hand, Integrated Rating

• Extended training times and limited training providers time are significant barriers in recruiting sufficient numbers of staff.

• With training typically involving an employment relationship between the student and a shipowner from the outset, the high cost of training limits the amount of training that any one employer can undertake.

• For example, training an Integrated Rating takes just over one year and costs the employer approximately $75 000. 18

Ship’s Officer and Captain/Master

• Availability of job roles is predicted to rise following recent shipping reforms that are expected to increase the size of the Australian shipping fleet.

• The time taken to train officers and captains is significant, so it is not possible to accelerate skilled outcomes. 19

Stevedore Crane and Forklift Driver Straddle Carrier Operator

• Crane drivers present a particular challenge to recruit as the job requires pre-existing skills sets, which take significant time to develop.

• Forklift drivers are in demand by many industries, which leads to high levels of employment mobility. However, remuneration for forklift operators is high in port facilities and industry has not reported and difficulty in recruiting.

16 Stronger Shipping for a Stronger Economy – Department of Infrastructure and Transport 2012 17 Australian Maritime Group and Meyrick and Associates. International and Domestic Shipping and Ports Study. Wollongong, Australia, 2007 18 Australian Shipowners Association. Resourcing the Future – Maritime Skills. Australian Shipowners Association 2011 19 http://www.deewr.gov.au/Employment/LMI/SkillShortages/Documents/NationalSkillShortageReport November 2011.


Aviation The Queensland government has a renewed focus on tourism and resources as central pillars of the economy, and the aviation sector is vital to both. To accommodate demand for skilled workers, mining companies are increasingly relying on fly-in/ fly-out (FIFO) options. For example, it is estimated that over half the population of the Isaac Regional Council in Central Queensland’s Bowen Basin is non-resident. 20 Large employer restructuring is also having an impact on the Queensland aviation workforce. Qantas Airways Limited (Qantas) has now consolidated all 737 heavy maintenance in Brisbane and forecasts job opportunities in the field. Qantas has also increased apprenticeship numbers to meet forecast skill needs.21 Occupations in skill demand: Occupation Reasons for demand

Air Pilot • Shortages in Queensland are felt primarily in regional areas, where smaller airlines struggle to retain employees often poached by larger companies.

• The length and cost of training for Pilots remains an issue in meeting demand.

Baggage Handler Airline Ground Crew

• Physically demanding occupation and employers report high staff turnover and significant sick leave.

• Development of more tangible career paths is contributing to a solution for this demand issue.22

Aircraft Maintenance Engineer (Avionics, Mechanical, Structural)

• Similarly to the engineers required in the rail sector, these individuals possess skill sets, experience, certifications and licences attractive to employers in resources/mining and construction.23

20 KPMG Report ‐ December 2011 21 Building a Stronger QANTAS – August 2011 22 Aviation Ground Handling (AGH) Interview ‐ May 2012 23 Transport and Logistics Industry Skills Council. Skills in Demand Survey. 2012.


Warehousing and Logistics As supply chains becoming more integrated and sophisticated, warehousing staff need to become more technically skilled.24 In particular, logistics manager and coordinator roles require high level mathematical, spatial and problem solving skills.

Statistically, this sector is inaccurately represented, with warehousing staff often identifying themselves under the company’s core business (retail, manufacturing, construction).

One of the highest growth areas in this sector is reverse logistics, comprising of waste management, collection and disposal, recycling of waste materials, as well as operation of transfer stations and landfills. Reverse logistics businesses currently employ more than 5 700 Queenslanders.25

Occupations in skill demand: Occupation Reasons for demand Warehouse Manager Logistics Coordinator

• Warehouse professionals with experience in third party logistics (3PL) environments or the resources sector are in demand in Queensland.

• Due to the increasing number of resources projects under tender in Queensland, Logistics Coordinators with projects experience are in demand.

Reverse Logistics Drivers

• With specialised vehicles requiring additional skill sets to other transport drivers, the Waste Contractors & Recyclers Association of Queensland (WCRAQ) are currently in negotiation with the Industry Skills Council to develop specific qualifications to meet skill demand.

24 Australian Logistics Council Forum 2011, Paul Little, Toll Group. 25 The Waste Contractors & Recyclers Association of Queensland – www.wcraq.com.au


1b. Training Profile Over the last five years in Queensland, the most popular industry qualifications have been in warehousing, driving, and maritime operations predominantly at a Certificate II and Certificate III level.

Qualifications by Student Count 2007-201226

0 1000 2000 3000 4000 5000 6000 7000 8000

CERTIFICATE IV IN LOGISTICS

DIPLOMA OF LOGISTICS

CERTIFICATE IV IN MARINE ENGINE DRIVING - GRADE 1

CERTIFICATE IV IN MARITIME OPERATIONS - MASTER CLASS 4

DIPLOMA OF MARITIME OPERATIONS - MASTER CLASS 3

CERTIFICATE IV IN RAIL OPERATIONS

CERTIFICATE I IN WAREHOUSING

CERTIFICATE III IN MARINE ENGINE DRIVING - GRADE 2

CERTIFICATE II IN MARINE ENGINE DRIVING - GRADE 3

CERTIFICATE II IN DRIVING OPERATIONS/ROAD TRANSPORT

CERTIFICATE IV IN WAREHOUSING

CERTIFICATE I IN MARITIME OPERATIONS

CERTIFICATE IV IN ROAD TRANSPORT

CERTIFICATE II IN MARITIME OPERATIONS - COXSWAIN

CERTIFICATE III IN MARITIME OPERATIONS - MASTER CLASS 5

CERTIFICATE III IN DRIVING OPERATIONS/ROAD TRANSPORT

CERTIFICATE III IN WAREHOUSING

CERTIFICATE II IN WAREHOUSING

These trends reflect in part, the size of the sector and thereby the number of students. It provides further support to the earlier statement that the actual size of the warehousing industry is much larger than indicated in Census statistics. The popularity of the Certificate II and III levels indicate that the majority of industry-specific training is being conducted at the ‘trade’ level, in the roles of storeperson, driver and marine pilot. Industry feedback suggests that many workers at the supervisory/managerial level enrol in diploma level qualifications from the business training package instead of transport and logistics.27 These business qualifications are perceived as being more flexible and applicable to the broad range of business contexts this industry covers. It should also be noted that there is a strong correlation between the popularity of certain qualifications and the availability of federal and state training incentives that heavily subsidise them. The Transport and Logistics Industry Skills Council’s Environmental Scan 2012 states that 65 per cent of employers surveyed indicated that the cost of training was the most significant barrier to providing training for employees. Registered Training Organisations (RTOs) actively market these lower certificate qualifications as being ‘low or no cost’ to the employer once all incentives are taken into account, making

26 Department of Education, Training and Employment – Transport and Logistics Training data as at March 2012 27 Transport and Logistics Industry Skills Council. Environmental Scan 2012.


them an ‘easy sell’ to an industry that runs on low margins. This theory is further reinforced by the low levels of fee-for-service delivery seen in the graph below. It will be interesting to see what impact the reduction of federal apprenticeship incentives, and the cessation of Priority 4 funding under the User-Choice system will have on enrolments in 2012-13.

Transport and Logistics - Annual Hours Curriculum delivered by Funding Type 2012 28

AHCs by Funding Type

0

200,000

400,000

600,000

800,000

1,000,000

1,200,000

1,400,000

1,600,000

2007/08 2008/09 2009/10 2010/11Financial Year

Total AHCs

Private Provider State funded ‐ SPP

Private Provider State funded ‐ User Choice

Public Provider Commonwealth funded

Public Provider State funded ‐ SPP

Public Provider State funded ‐ User Choice

Public Provider State funded ‐ VRG

Public Provider Commonwealth/State funded ‐ Other

Private Provider Commonwealth/State funded ‐ Other

Public Provider State funded ‐ Other

Public Provider Fee for Service

Public Provider Fee for Service ‐ International

Private Provider Fee for Service

Private Provider State funded ‐ Other

Private Provider State funded ‐ SATs This graph also demonstrates the significant levels of training delivered in this sector since 2008 via employment and training programs such as the Productivity Places Program and Skilling Queenslanders for Work. (Private Provider Commonwealth/State funded – Other) The Queensland Commission of Audit Interim Report June 2012 has clearly stated “the Queensland Government provides a number of services to assist jobseekers enter the labour market even though this function has long understood to be a policy responsibility of the national government. The government should look to exit these programs and where appropriate transition recipients of these services onto

28 Department of Education, Training and Employment – Transport and Logistics Training data as at March 2012


established Australian Government programs.”29 If the interim reports findings are translated into the upcoming state budget, there may be a sharp decline in this type of subsidised delivery in the future.

Transport and Logistics – Trainees in Training as at April 201230

Trainees in Training

0

500

1,000

1,500

2,000

2,500

3,000

3,500

4,000

4,500

5,000

01‐Jul‐07 01‐Jul‐08 01‐Jul‐09 01‐Jul‐10 01‐Jul‐11 02‐Apr‐12As at date

No of Train.

Central Queensland Darling Downs South West Far North Queensland

Metropolitan North Coast North Queensland

South East

Traineeship numbers appear to be bouncing back after a steady decline since 2009. As of April 2012, there were 3396 transport, logistics and supply chain workers enrolled in a formal traineeship, up by 126 since July 2011. Regionally, trainee numbers are proportional to population density (with the exception of the South East due to missing data)

29 The Queensland Commission of Audit Interim Report June 2012 30 Department of Education, Training and Employment – Transport and Logistics Training data as at April 2012


2. CHALLENGES IMPACTING ON THE INDUSTRY The Transport and Logistics Industry Skills Council ranks the top five skills and workforce development challenges of the industry to be: 1. The ageing of the workforce

• Compared with other industries, the transport, logistics and supply chain industry has a higher concentration of workers aged 35 years and older

• The ‘Baby Boomer’ generation are preparing to retire, but Generation X and Y entrants are joining in insufficient numbers to sustain the industry.

• 76 per cent of the transport, logistics and supply chain employers interviewed reported implementing strategies to attract or retain older workers.

2. Workforce attraction, retention and effective skills utilisation

• The resources and construction industries have high demand for skilled and semi-skilled workers and a more attractive marketplace image.

• The transport, logistics and supply chain industry needs to promote its job opportunities, improve its image and structure clear career paths.

• To build a sustainable workforce, the industry needs recruit more people from categories that are under-represented (e.g. women and part-time/casual workers).

3. The need for higher level skills across the workforce

• Improved language, literacy and numeracy skills will be important to assist with the new and emerging technologies that will require higher-order skills.

• Some universities are offering specialised qualifications, including a Master of Business (Global Logistics and Transport) and masters and graduate diplomas in logistics and transport management.

4. To convince enterprises of the return on investment in skills development

• Regulatory compliance remains the primary driver of investment in training across all transport and logistics sectors.

• Completion rates of full qualifications are negatively impacted by industries preference to invest in compliance driven skills sets only.

5. Sufficient and more comprehensive data to support better planning for future skill needs.31

• Industry must contribute more comprehensively to the development of high-quality workforce intelligence and data.

• Filling gaps in data collections will lead to better planning for future skills needs and ensure that the national training system remains responsive.

31 Transport and Logistics Industry Skills Council. Environmental Scan 2012.


Guided by the Transport and Logistics Workforce Advisory Group Queensland (TLWAG-Q), Transform has identified a similar set of challenges and developed five strategies to respond to them. 1. Connectivity 2. Diversity 3. Industry awareness 4. Skilling 5. Workforce development Below is an explanation of each strategy and a summary of achievements in that area since our last report across our nine transport, logistics and supply chain workforce hubs.


Strategy 1 – Connectivity Transform connects industry so it can deliver the transport task now and into the future. Transform connects industry through TLWAG-Q, through our partnerships with industry, government and unions, and the broader Queensland community. We connect people and organisations within industry to learn from each other. We also connect industry with government. Transform will assist industry to lead and drive the development of connectivity strategies and projects which:

• link government with industry through shared information, initiatives and projects • build workforce capability • expose jobseekers and existing industry participants to career and training opportunities • offer workforce development advice • provide linkages to other channels of knowledge.

Connectivity achievements

Program: TLWAG-Q Business Review 2012 Purpose:

• Improve autonomy of the group and interdependence of thought and decision making functions. • Create a sustainable model capable of delivering industry leadership and representative functions

independent of TMR activities. • Review present functions against contemporary industry needs. • Develop a process for determination of membership consistent with TLWAG-Q purpose and

objectives. • Optimise information exchange within TLWAG-Q, with TMR and across industry enabling sharing

of learnings and the achievement of efficiencies in workforce capability building and service delivery.

Key outcomes: To meet the above objectives and to reach endorsement of the TLWAG-Q Business Review 2012. A copy of this report is available at http://www.tmr.qld.gov.au/Business-industry/Transform/About-Transform/Transport-and-Logistics-Workforce-Advisory-Group-Queensland.aspx Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), Skills Queensland, the transport, logistics and supply chain industry.

The interim Executive Council for the Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q).

http://www.tmr.qld.gov.au/Business-industry/Transform/About-Transform/Transport-and-Logistics-Workforce-Advisory-Group-Queensland.aspx




Program: Maritime Futures - Torres Strait Purpose: Originally advised through a Community Cabinet Deputation and following scoping with the local community, it was identified that the Torres Strait Islands maritime industry is in need of increasing its profile to attract, recruit and retain a skilled workforce. The TSI maritime forum and expo project is an industry awareness, engagement and workforce development initiative which is a targeted two-pronged approach. It focuses on macro industry issues which include: industry awareness, education, training and employment pathways and industry attraction, recruitment and retention. It focuses on connecting the smaller local micro components, which include: developing sustainable workforce procurement and human capital strategies and developing sustainable and locally focused industry connections. Key outcomes:

• connects the maritime industry with business and government agencies • develops maritime industry awareness, education and training pathways • develops maritime employment pathways.

Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), plus 30 industry stakeholders in the Torres Strait region.

Local maritime industry stakeholders as part of the Maritime Futures – Torres Strait.


Program: Logan/Ipswich T&L Alliance 2012 Purpose: The alliance has been put together to look at:

• Connecting schools and businesses that are interested in participating in youth engagement strategies.

• Workforce needs and potential areas of risk for the transport, logistics and supply chain industry as it relates to training and employment.

• Develop a plan and framework that promotes transport, logistics and supply chain employment, including initiatives which maximise recruitment into the industry within the Logan, Ipswich and Gold Coast areas.

• Provide advice to the South East Region Quality Student Pathways Team, Training Queensland Metropolitan Region and Transport and Main Roads on training and employment issues within the region.

Key outcomes: The alliance has held its first meeting in June 2012 with outcomes to be monitored. Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), Department of Education, Training and Employment, Department of Education, Employment and Workplace Relations, Workskills, Glenala SHS, Redbank SHS, Mt Gravatt Bus and Coach.

Program: Queensland Bus Industry Council engagement – Whitsundays Purpose: A Transform team member travelled to Proserpine to speak to a meeting of Queensland Bus Industry Council operators. The purpose of the visit was to strengthen Transform’s relationship with the Queensland Bus Industry Council and its members in regional Queensland. Key outcomes: The distribution of 25 copies of People Plus and new relationships with businesses in the passenger transport sector in north Queensland. Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), Queensland Bus Industry Council.


Strategy 2 – Diversity Transform fosters innovation in the workplace through diversity initiatives. The diversity strategy encompasses three initiatives: gender, age and multicultural initiatives. Transform will assist industry to lead and drive the development of diversity strategies and projects which:

• create a diverse industry make up and maintain an inclusive environment for workers • support career development, workforce planning, communication and leadership accountability • enable women, young people, mature aged workers and individuals from diverse backgrounds to

access clear pathways into the industry.

We achieve this through:

• Indigenous programs • mature age programs • migrant programs • skilling women in non-traditional roles • mentoring programs • youth engagement programs.

Diversity achievements

Program: Turning Circle (gender diversity) Purpose: The purpose of Turning Circle was to establish a pilot gender diversity project with Black and White Cabs, training four unemployed women in Brisbane through Rose Training. The long-term aim is to increase the participation rate of women in the taxi driving workforce in Brisbane. Women are underrepresented in the taxi driving workforce; approximately 4 per cent of taxi drivers currently employed at Black and White Cabs are women. Key outcomes: Outcomes include a taxi skill set for the four women involved in the pilot project and full retention in the local taxi driving workforce. Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), Black and White Cabs, Rose Training, Mission Australia.

Turning Circle graduates ready to join the Black and White Cabs workforce.


Program: GenR8 2012 (youth diversity) Purpose: To promote industry connectivity, awareness, and training and possible full-time employment opportunities. It will provide a structure and foundation for school based apprentice and trainees (SATs), future career pathways and employment outcomes for students and business. Key outcomes: Metropolitan South Institute of TAFE has been engaged to deliver and fund a Certificate II TLI10 (Yard Person) training package. Training will include:

• introduction to the workplace • work place inductions • Work Health and Safety (WHS) • communication in the workplace.

This training will further enable senior school students to become industry aware and connected, develop authentic and credible employability skills, attain nationally recognised qualifications and enter potential employment opportunities in their local community. The project’s strategic objectives are to:

• Develop and embed a program that successfully engages youth with the transport, logistics and supply chain industry and provides them with a nationally recognised qualification.

• Connect industry, government and community groups to facilitate short and long term solutions to skills and labour shortages.

• Raise the profile of the transport, logistics and supply chain industry as an ‘industry of choice’ within a targeted community.

• Provide a program model that can be shared across industry in Queensland. Together, these objectives contribute to Transform’s deliverable to ‘develop, promote and support capability opportunities for the transport, logistics and supply chain industry’. To view the GenR8 project in action at Thiess, please visit http://www.thiess.com.au/news/2011/thiess-services-and-glenala-state-high-celebrate-pioneering-partnership

GenR8 participant Hilary Waitoa at Thiess Services – Rocklea.

http://www.thiess.com.au/news/2011/thiess-services-and-glenala-state-high-celebrate-pioneering-partnership

http://www.thiess.com.au/news/2011/thiess-services-and-glenala-state-high-celebrate-pioneering-partnership


ith

Program: Women Take the Wheel Purpose: Women take the wheel is aimed at increasing the number of women in the transport, logistics and supply chain industry in non-traditional roles. Key outcomes: Outcomes include support for women to enter pre-dominantly male roles in the road transport sector. To date more than 40 businesses have sought advice and engaged with this strategy. Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), the transport, logistics and supply chain industry.

Bonnie McKenzie enjoying her non-traditional role wKagan Logistics.


Strategy 3 – Industry awareness This strategy is built around three core initiatives: research and data, advocacy and profiling the industry. Transform will assist industry to lead and drive the development of awareness strategies and projects which:

• illustrate the professional nature of industry • raise the industry profile as an ‘industry of choice’ • promote the industry to the community • provide industry with access to useful resources and practical advice • establish a strong brand and identity for the industry, TLWAG-Q and Transform • engage trade and mainstream media to profile and support the industry • offer industry partners recognition for their contribution through award submissions • build the reputation of the industry and Transform by sharing our achievements with the

community.

We achieve this though:

• award submissions • case studies • DVDs, books, brochures, fact sheets • events • industry data • industry workplace tours • media opportunities • public speaking • sponsorships • strategic reports • support for expos and conventions • the Transform website.

Industry awareness achievements

Program: Workforce Futures 2012 Purpose: Workforce Futures 2012 is a state-wide framework which aims to support industry in building an available and highly skilled workforce. Workforce Futures 2012 spans all industry sectors. It sets a framework for the development of localised solutions and builds upon successful work currently underway and already completed. As a document it underpins the work of Transform. Key outcomes: Workforce Futures was introduced in 2010 to provide a framework for Transform’s work in partnering with the transport, logistics and supply chain industry to build workforce capability. Workforce Futures 2012 builds on the framework’s achievements and sets a new agenda, which is linked with Transform’s five strategies: connectivity, diversity, industry awareness, skilling and workforce development. In 2012 Workforce Futures 2012 was published as a 12-page A5 document for dissemination to the transport, logistics and supply chain industry.


Program: Transform website refresh Purpose: The Transform website (www.tmr.qld.gov.au/transform) has undergone a significant refresh, with each page having received a makeover in terms of new titles, program content, links and images. The Transform website now hosts a number of new sections and pages to provide even more information and resources to industry. Technically, the site’s navigation has been improved in line with contemporary web standards to include a reasoned site structure, short URL, in-text navigation and anchor links. Behind the scenes, our metadata, keywords and alt text are now complete and relevant, making a positive difference both in terms of enhanced general usability, impaired user experience and search engine ranking. There is still plenty of work in the pipeline for the Transform website so that it continues to provide a central and visible access point for industry information, news and achievements. Key outcomes:

• increased industry awareness – the Transform website raises the profile and visibility of the transport, logistics and supply chain industry

• visible gateway and central access point of current industry information • enhanced usability and browsing experience • ability to be both proactive and responsive to industry’s changing information needs • capacity to promote and encourage careers in the transport, logistics and supply chain industry to

a broad audience • greater industry recognition of the validity of the information and assistance Transform provides,

for example Transform has recently been successful is securing a position on the Queensland Government Business and Industry website, with information about Transform and a link to our website available http://www.business.qld.gov.au/industry/transport/transport-logistics-industry-associations

Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), transport, logistics and supply chain employers and employees.


Program: Sponsorships Purpose: Sponsorships provide support for associations in the transport, logistics and supply chain industry in Queensland. Sponsorships help build the reputation of the industry and exposes to the work of TLWAG-Q and Transform. Sponsorships provide an opportunity to better develop relationships with stakeholders and to promote the profile of programs to a wide audience. Sponsorships present an ideal opportunity to engage the transport, logistics and supply chain industry and recognise industry events and outstanding achievements. Key outcomes:

• In the past 12 months Transform through TLWAG-Q has sponsored the Queensland Trucking Association, the Queensland Bus Industry Council and the Chartered Institute of Logistics and Transport Australia.

• Transform has also sponsored the Supply Chain Logistics Association of Australia through their Queensland chapter, on a national level and through the Future Leaders Group.

• All sponsorships have resulted in extensive media coverage in trade publications as well as networking opportunities at a number of events for the Minister, senior TMR executives and industry members.

• TMR sponsored the People Leadership Excellence Award at the QTA awards dinner. • At the QTA awards dinner, two industry partners won their categories and acknowledged TMR’s

contribution to the success of winning their award. • Access to newsletters has provided an avenue by which Transform can notify the industry of any

updates and of upcoming programs and events. • In all sponsorships the work of TLWAG-Q and Transform has been acknowledged building on the

strong brand and identity of these groups. • Sponsorship with the Future Leaders Group has resulted in strong engagement with young people

in the industry and recognises the contribution of young achievers within the industry. • Transform Director Louise Perram-Fisk had the opportunity to speak at the QBIC conference in

April 2012 on People Plus and the work of TLWAG-Q and Transform. (See ABC article) • Recognition of TMR as sponsor of the award/ event and supporter of industry in Queensland. This

has occurred in a range of areas including websites, media releases, and advertising. • Industry partner Mt Gravatt Bus and Coach won the QBIC Industry Employer award. • QTA International Women’s Day (also related to the diversity strategy) Louise Perram-Fisk

presented at this event and generated interest in the work of TLWAG-Q and Transform. Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Supply Chain and Logistics Association of Australia, the Queensland Trucking Association, Queensland Bus Industry Council and the Chartered Institute of Logistics and Transport Australia.

Mt Gravatt Bus and Coach winning the QBIC Industry Employer Award 2012.


Program: DVD upgrade – Get Your Career Moving in Transport, Logistics and Supply Chain

Purpose: The original Get Your Career Moving in Transport, Logistics and Supply Chain DVD was produced for high school students, as a promotional tool to attract interest in careers in the industry. The DVD upgrade saw the content amended to include a broader industry scope. The audiovisual content was compressed so it might be made available to the general public by sitting on the Transform website http://www.tmr.qld.gov.au/Business-industry/Transform/Careers/Career-resources.aspx Key outcomes: Transform has the capacity to promote careers in the transport, logistics and supply chain industry to a broad audience through a central website. Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland).

http://www.tmr.qld.gov.au/Business-industry/Transform/Careers/Career-resources.aspx


Strategy 4 – Skilling By providing vocational education and training opportunities for new entrants, jobseekers and by upskilling existing industry workers, Transform supports an industry that is skilled. We continually seek funding for future initiatives and projects for industry. We provide advice on industry-specific skill and workforce capability priorities. Our skilling strategy meets the needs of employers, individuals, industry and the community. Transform will assist industry to lead and drive the development of skilling strategies and projects which:

• showcase the industry as an ‘industry of choice’ • build the skills needed for new industry entrants • identify and support entry pathways for jobseekers to industry careers • engage and introduce young people to the industry • allow business to retain the knowledge and experience of the ageing workforce through coaching

and mentoring programs, succession planning and exit strategies • upskill current industry employees • implement proactive retention programs and flexible work environments • increase the number of new entrants to industry • improve numbers and completion rates of apprentices and trainees in the industry.

Skilling achievements

Program: Project All Purpose Transport (APT) Purpose: Project APT is the first project of this kind in the industry in Australia. All Purpose Transport aim to be the first organisation to qualify its entire workforce, including 180 owner drivers above a Certificate III and up to an Advanced Diploma. Project APT will no doubt establish All Purpose Transport as an Employer of Choice, but will also raise the benchmark across industry for best practice skilling. Key outcomes:

• APT to qualify their workforce above a Certificate III • To showcase an industry employer willing to value qualifications across their business

Key stakeholders: All Purpose Transport, Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), Department of Education, Employment and Workplace Relations, the Transport and Logistics Industry Skills Council, Metropolitan South Institute of TAFE, MEGT.

Members of the All Purpose Transport team sign up for Project APT.


Program: Transition 2012 Purpose: Transition 2012 is a heavy vehicle driver skilling and licensing program for 400 new entrant drivers and existing workers. The program is targeted at addressing the need for additional bus and truck drivers across Queensland as well as meeting the increasing demand from industry for multi-combination drivers. This $1 million government skills package is funded by Skills Queensland through the Strategic Investment Fund and is a result of Transform's work to connect the transport, logistics and supply chain industry through skilling and workforce development programs and partnerships. Key outcomes:

• New entrant bus driver training (includes a heavy rigid licence) - a balance of units including customer service, OHS, ticketing, route planning and time management.

• New entrant truck driver training (includes a heavy rigid licence) - a balance of units including fatigue management, OHS, loading and securing cargo and vehicle inspection.

• Existing worker driver training (includes a multi-combination licence upgrade) - provides the additional skills to drive multi-combination vehicles like Road Trains and B-Double Vehicles, including follow OHS procedures, apply fatigue management strategies, load and unload cargo, process workplace documentation and carry out vehicle inspection.

• Already, employers from a number of regions in Queensland have expressed interest in employing the graduates of the program as well as submitting their existing employees as participants in the licensing upgrade stream.

Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), Skills Queensland, the Queensland Trucking Association, the Queensland Bus Industry Council. The five RTOs selected after a tender selection process are BEST Employment Services and Training, Hopwood Integrated Training, Major Operator and Driver Training, Strategic Deployment Services and Strategix Training Group.


Program: TransAction Purpose: The aim of the TransAction project is to showcase how investment in and engagement of local community networks results in better recruitment outcomes, rather than traditional advertising methods for transport, logistics and supply chain businesses. This model will then be shared across the industry in Queensland, showcasing the results that a targeted community approach can achieve. Federally funded by the Department of Education, Employment and Workplace Relations and initiated by Bus Queensland in order to address their school bus driver shortage, TransAction was launched alongside the GenR8 program at Redbank SHS. The recruitment focus was sourcing local unemployed and under employed participants and in particular members from the Polynesian community. Key outcomes: Through a structured training program, the TransAction project has to date provided 12 adult members of the local Redbank community with a skill set specific to the bus industry (using national recognised qualifications from Certificate III in Driving Operations) They also receive heavy vehicle driver training and the opportunity to gain their heavy vehicle licence introduction to various local employers with the potential for employment The participants are this week sitting their heavy vehicle licence testing (to be updated), with the RTO predicting a minimum 70 per cent pass rate. The focus will then shift to supporting the participants to gain employment within the transport, logistics and supply chain industry. Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), Department of Education, Employment and Workplace Relations, Redbank State High School, Redbank local community (including Polynesian Community Elders), Strategix Training Group, Bus Queensland, Underwood Bus Services and WorkLinks Partnership Brokers. Program: WCRAQ Transfutures 2011 Purpose: To create a structured ‘school to work’ program for 15 students in their senior phase of learning and develop a structured training, heavy rigid licence up grade and work placement program for adult members of the community. Key outcomes:

• Fourteen of the fifteen students completed the structured work placement phase of the project.

• Eight students completed the T&L statements of attainment /competencies component of the project delivered by MSIT (TLI10 Yards person).

• Four students entered into School-based apprenticeships, traineeships or full time employment.

• Seven adults completed the certificate training component. • Seven adults completed Heavy Rigid license component. • Seven adults completed Ride a long component. • All businesses advised that they would engage in the youth engagement program again.

Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), WCRAQ members in Rocklea, Thiess Services, SIMS Metal Management, C.J.s Bulk Handling and Metropolitan South Institute of TAFE (MSIT).


rogram: Skilling Queenslanders for Work - Get into Transport and Logistics

rpose: This project directly addressed the ongoing skills shortages experienced in this key industry

n

hrough training, participants undertook up to 5 units of competency in an identified skills set. The units

with

were also provided with post-participation support for six months. If not placed in employment

ey outcomes: The program focused across a diverse range of employment opportunities that existed in

ey stakeholders:

ders

P Pusector. Now in its fourth year, the 2011-12 program assisted 86 unemployed and under employed jobseekers into employment through the provision of accredited training, life skills and job preparatioassistance. Twere taken from a bank of electives selected by industry as skills most appropriate for the specified location. All project participants took part in a series of workshops, delivered by the appointed RTO/semphasis on industry awareness, work readiness skills, job preparation and employability skills. Ultimately the Heavy Vehicle licensing component provided pathways into local participant employment outcomes. Participantsat the end of the program, continued support was provided to link participants into various opportunities within the transport, logistics and supply chain industry. Kthe transport, logistics and supply chain industry; and facilitated connections to build the business capability of small to medium-sized enterprises across the state.

Department of Education, Training and Employment (funded the initiative)Transport Kand Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), the Queensland Trucking Association, the Queensland Bus Industry Council, Strategix Training Group

Participants of the Skilling Queenslanfor Work program in Rockhampton.


Strategy 5 – Workforce development Transform delivers targeted workforce development programs to address specific business and regional needs. We develop industry capability by offering advice targeting attraction, retention, recruitment and succession planning strategies. We engage with industry through events and programs, and by developing business tools and resources for workforce development. Transform will assist industry to lead and drive the development of workforce strategies which:

• attract and target the right people for workforce needs • develop leaders and provide attractive career paths • support the ageing workforce • retain a skilled workforce.

We achieve this through:

• attraction, retention, recruitment and succession planning programs • engagement – events, workshops and programs • People Plus resource and workshops • internship programs • workplace diagnostic tools and projects • Workforce Gauge 2010 • youth engagement.

Workforce development achievements Program: People Plus Purpose: People Plus is an initiative of the TLWAG-Q originating from industry feedback regarding the lack of available human resource tools to support small-medium businesses. The case for developing a toolkit was reinforced in the findings of the Workforce Gauge 2010, and a decision was made to produce the resource People Plus. It is a practical human resources toolkit developed for the transport, logistics and supply chain industry containing a collection of human resource policies, procedures and guidelines to effectively attract, recruit, keep and manage employees. Key outcomes: Since the development of People Plus in 2011 many businesses have recognised it as an excellent source of information for workforce management needs. The resource has been widely distributed to all corners of Queensland and feedback from industry has been very positive with many employers now using strategies outlined in this resource within their business with great success. Toll NQX has identified People Plus as their preferred HR tool and will adopt it in the near future. People Plus has received extensive positive media in trade and commercial publications featuring articles in; Big Rigs, the Cairns Post, the Fraser Coast Chronicle, the Gladstone Observer and the Toowoomba Chronicle. People Plus has been the topic of many industry presentations delivered by Transform and continues to be the core resource of the unit underpinning the delivery of many key projects and workforce development strategies.


The People Plus workshop was delivered in September 2011 to businesses in the Mackay area and focussed on Employer Branding. Feedback from the initial workshop was very positive and it was determined that future workshops would be beneficial for the industry in gaining a greater understanding of the practicalities for implementing human resource practices. Due to the high usage and recognition of People Plus it has been updated in June 2012 to allow for changes of information to ensure for currency and accuracy. The toolkit is available to download on the Transform website and is one of the most downloaded resources. http://www.tmr.qld.gov.au/Business-industry/Transform/Employers/People-management.aspx Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), businesses in the transport, logistics and supply chain industry, Queensland Bus Industry Council, Supply Chain and Logistics Association of Australia, Queensland Trucking Association, the Waste Contractors and Recyclers Association of Queensland and Toll NQX.

Program: Transfutures Purpose: The Transfutures pre-graduate program aims to provide work experiences for Queensland pre-graduate university students across various fields who may consider entering the transport, logistics and supply chain industry as a career option on completion of their study. Key outcomes: Nine students have been placed in seven different transport, logistics and supply chain companies across South East Queensland. Two of these students have received employment at the end of their placement and another four students are due to begin in semester 2, 2012. The program is expanding with a new engagement with Griffith University. We have developed a strong partnership with the Supply Chain and Logistics Association of Australia and students of the program have the opportunity to attend their events at no charge. The Transfutures program has received extensive positive media including an article in the June edition of Supply Chain Review magazine featuring Keisha Derrett and Greg Muscat from DP World in regard to their experience with the Transfutures program. Earlier in the year members from the Transform team presented a guest lecture at the Queensland University of Technology encouraging business students to be involved in the program and to pursue a career in the transport, logistics and supply chain industry. Key stakeholders: Transport and Logistics Workforce Advisory Group – Queensland (TLWAG-Q), Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), Queensland University of Technology, Griffith University, Supply Chain and Logistics Association of Australia, DP World, Hawkins Transport, Russell Transport, Transpacific, Stanwell Corporation, QR National and HELP Supply Chain Services.

QUT Business student Todd Billing (pictured right) spent one month working as an intern with Julie Russell (left) and team at Russell Transport.

http://www.tmr.qld.gov.au/Business-industry/Transform/Employers/People-management.aspx

http://www.tmr.qld.gov.au/Business-industry/Transform/Employers/People-management.aspx


w ackay.

Program: Workforce Development (individualised for transport operators) Purpose: Many organisations want to improve their overall workforce capability. Transform’s task is to engage with the senior management team to identify and analyse the problems, then to collaboratively develop strategies and plans for improvement. Key outcomes: Development of cultural change plans, workforce analysis and implementation of strategy in the business. Key stakeholders: Department of Transport and Main Roads (through Transform as the Transport and Logistics Industry Skills Body for Queensland), Transport and Logistics businesses.

Hawkins Family Transport has built a gender friendly workplace which has Hawkins increasing their female participation by employing three newomen in M