All Articles

You can’t get blood out of a stone, so the driver in our lives tells us, yet the industry and society (or customer(s)) seem to expect it.  

Generally, the working population can achieve at minimum a 3 per cent CPI wage increase per annum. For transport drivers, that simply doesn’t happen due to the hypocrisies of the Award system.  

Common sense tells us that when you change jobs you go to a better paying one, so then in turn the household budget is still manageable and there are no increased stresses on income. 

However, the increased cost of living does put added stresses on our budgets and without any increase in income, and in some instances decreased rates, that is a given. 

As of April 6, 2025, there have been 535 insolvencies recorded for the transport industry in this year alone. 

How many of that 535 use the ‘phoenix’ system to reinvent themselves. It could change that number significantly but who knows?

In May 2025, articles in Big Rigs and sister publication OwnerDriver referred to the secondhand truck sales dropping by as much as up to 70 per cent. To buy a new car, the immediate depreciation is 10-15 per cent, you wouldn’t buy one if it was 70 per cent… that’s ludicrous!  

Other challenges currently impacting the industry include: 

High operating costs

Interest rate pressures  

Stricter government regulations, which are further squeezing margins and increasing operational difficulties

Poor economic situation for Australia means customers are squeezing harder than ever for reduced rates – including through internet bidding wars

Increased insurance rates 

Ignorant newcomers that don’t know the real cost of doing business and therefore undercut thinking they only need to cover their costs for the trip (fuel and tolls but not include any funds for wages, administration, insurance, maintenance, repairs, damages and other “cost of doing business” such as customers not paying or not paying on time)

Payroll and compliance (or lack thereof) 

Over enforcement for petty and/or administrative errors

ODs/Small business not being paid promptly or at all.

 A recent post by Blake M – Paramount Freightlines on LinkedIn interested the BNH as it was a pretty good observation of one of the industry’s current pitfalls:

“Sure, reporting a monthly freight saving to the board might tick a KPI box. But what happens when:
• Your customer receives damaged goods?
• Your brand ends up associated with an incident on the road?
• You have no idea where your freight was or who touched it?

That’s more than a freight bill. That’s a reputation cost, a risk cost, and ultimately a business cost.

You Have a Choice

Choosing the right freight partner should never be just about price.
• It’s about accountability.
• It’s about safe, compliant operations.
• And it’s about protecting your brand from shortcuts and carelessness.

Make the choice that supports your long-term goals not just your short-term incentive targets.” 

Another quote attributed to Blake M, Paramount Freightlines on LinkedIn:   

 “Cost increases, rate reduction, and competing against companies not towing the line with payroll and compliance. 

Yet here we are, major’s customers allowing it or allowing brokers with no equipment to cut the guts out of the rate and getting bottom feeder transport companies doing it!“ 

It’s like a BNH choosing a long-term partner with the same/similar goals rather than just looking for the immediate gratification. Long-term partnerships must build trust and have an equitable relationship to work out. 

Funny, well not really, how difficult it can be to sustain a relationship when the bank balance is going backwards, very much like the trucking business. If the customer is always dictating, the transport business is the one that is going to fall over. 

Undercutting is rife within the industry, apart from the use of the magical, ‘return load’ malarky. The word supercalifragilisticexpialidocious comes to mind. Both terms are made up but have become used so much that they are now recognised as if they really have meaning. 

When you have an expectation set by a customer/allocator that it is quite ok and sustainable for your business to offer $1200 one way, $900 ‘return load Bris/Syd/Bris’, it’s possibly business suicide.

This has become acceptable by larger logistics companies who allocate the work and become the price makers. The rest of the industry then become the price takers. Problem with this is that one business’s main freight is south bound, while another business’s main freight is north bound.

The customers then pick the cheapest freight option for each direction, which brings down the overall price any one business can economically sustain. 

Do industry associations care?  Especially about O/Ds in this circumstance of return loads, or is this part of their ‘productivity’ drive? Certainly, some of the broader industry appear to think it’s ok as it still continues.  

Every time we do an opinion piece we seem to ask if the Australian Trucking Association and member associations do really care about the drivers themselves rather than what their ivory tower desires are. Think we know the answer and it’s all in the name of “safety” and their “productivity”.  

All the pressures that an owner-driver/small business operator has to cope with are very much like a silent partner in the adverse. You have ATO pressures, especially with all the new changes they have made, their expectations and where they are looking for blood this financial year. 

Then we have the pressures of the double-edged sword commonly referred to as regulations. While appearing to add safety and a level playing field it can also complicate the business. 2025, transport companies will navigate a minefield of requirements under compliance, from environmental standards to workplace safety laws and road access restrictions. 

How much will it cost an O/D or small business to stay on top of the ever-changing regulations? How much time, money, and expertise will be demanded from them to sustain their business? It proves that the system and its processes need to be streamlined and clearer than the current UBD that needs to be followed. 

The National Heavy Vehicle Regulator (NHVR), state enforcement authorities and the operators are never on the same page, not at the coal face at least.

How hard was it, for example, for the states/territory police, relevant road transport authority and NHVR all to agree on their cuts of the pie before it was handed over to the NHVR, only to have the police still run their own heavy vehicle operations? 

People wonder why they can’t get decent bums on seats. Well, most drivers don’t have to.  

Often, we hear ‘training, training, training’ is the answer. The old-fashioned way worked well, but alas since we are driven more by insurance companies and underwriters in today’s climate we can’t work or rather, they won’t let us work that way anymore.

Have any of the BNHs tried to get insurance for their car lately – OMG and the price variations. There’s no chance for the truckies without increasing prices to cover the insurance.  

Then we have the ‘fly by night’ companies owned by non-industry people i.e. accountants looking for a tax dodge from their primary company, who have no care on who or what they undercut.  

Senator Glenn Sterle spent a lot of his time spearheading the recent government Senate inquiry on the transport industry and its conundrums. A successful senate enquiry. Then he’s not appointed head of that portfolio. See people don’t like truckies – it’s a reality. 

What’s happened with the Senators recommendations?  Not much, more’s the shame, but at least we had a few million thrown at parking bays. Like that’s going to fix the problem. Not Senator Sterle’s fault, at least he has tried, and continues to try. 

It’s hard when the current climate seems to be productivity versus sustainability when in fact it should be and is paraded as, productivity engaged to sustainability.

The big businesses, like Don Watson’s, Scott’s Refrigeration, Avro, were all clambering over the top of each other to sustain their businesses. These ones couldn’t. 

Productivity brings along a whole new element of issues, sorry requirements, especially in the name of safety. These don’t run cheap, and the costs are not added into the charges for freight. They can’t be, you’ll lose the contract no matter how long or how good your transport company is.  

There are a lot who have been with the same company as subbies for many years. They do their job properly, they don’t turn down work, they also don’t break the rules, they are reliable AND they have an agreement, verbal or written, to manage rate increases six-monthly, 12-monthly or whatever is agreed. Unfortunately, there are many more that don’t do this.  

I’m starting to think that BNH might have to start op-shopping, or should BNH start donating more to the Salvation Army for when our doors close so there is more emergency accommodation for us all? 

Just the way customers are op-shopping for transport companies who have no ‘salvation’ to fall back on.  

Bored Neurotic Housewives are a passionate group of truckies’ wives and partners doing their bit to lobby for positive changes in the industry.

[signup]

The post Insolvency in the trucking industry: also known as ‘blood from a stone’ appeared first on Big Rigs.

Ensuring truck driver health is essential for keeping our roads safe for all, and for supporting our drivers.

Understanding when a driver has a high-risk condition enables the driver to address the condition, both for their own welfare and to ensure it does not contribute to a crash.

On the instruction of transport ministers, the National Transport Commission (NTC) has been looking into improving health screening for three high-risk conditions – cardiovascular disease, diabetes and sleep apnoea.

The NTC discussion paper has laid out five options for industry-wide implementation to improve the performance of ‘Assessing Fitness to Drive’ (AFTD) around Australia.

The recent NatRoad submission to the NTC focused on the need for governments to improve implementation of the current AFTD guidance, aligning with the NTC’s “Option B” for improving health outcomes for drivers.

The recommendations of Option B will improve implementation of current AFTD guidance across the cardiovascular, diabetes and sleep disorder chapters. This will mean drivers should have more confidence in health professionals who are conducting health assessments for them.

Improved consistency and quality of health assessments can also achieve early identification and management of risk factors for chronic diseases and conditions.

Health assessments should be an intrinsic part of routine driver health management practices, an approach that has already been adopted by a number of trucking businesses.

It is important to note that the health benefits of the proposed reforms are more likely to be realised in the states, territories, accreditation schemes and businesses with existing periodic assessment requirements. Right now, the application of health assessments as part of licensing is inconsistent.

There are no requirements for health assessments in some jurisdictions, while others such as the ATC, require periodic health assessments.

The NTC, in its discussion paper, admits the benefits from any of the proposed reforms would only be achieved by operators working under the existing licensing and accreditation rules, so it does not include all drivers.

This means the proposed reforms will increase the requirements (and the associated regulatory costs) on businesses and drivers already demonstrating best practice, while doing almost nothing to address the gaps in driver health screening.

We are concerned there has been no meaningful evaluation of the safety benefit of increasing requirements on drivers who already undergo periodic health assessments compared to the impact of reducing the gaps and inconsistencies in existing requirements.

We also need a stronger focus on expanding free and non-regulatory medical screening for drivers, like those provided by Healthy Heads in Trucks and Sheds (HHTS).

HHTS offers on-road health screening that is already helping to educating drivers and change behaviour.

The HHTS screenings are easy for drivers to access and are free of charge. They provide an important role in raising awareness to help drivers manage their own health and are not limited by the inconsistent application of periodic health assessment rules.

Unfortunately, there are not enough of these assessments available on the road. Governments should invest strongly in this industry-led approach and prioritise the wellbeing of our drivers, and the safety of our roads.

In short, drivers need better access to medical services and health assessments, and governments should be careful to ensure any reforms are not just doubling down, with more requirements on drivers and businesses already prioritising health assessments.

Removing the inconsistencies in the periodic assessment approach may have a more significant safety outcome.

Finally, driver health screening needs to expand and become more consistent nationwide. There is a clear need to expand the use of free and non-regulatory health screenings, like those provided by HHTS.

Warren Clark is the CEO of NatRoad.

[signup]

The post Truckies need more access to free health checks, says peak body appeared first on Big Rigs.

The news that Don Watson Transport is closing its doors after 77 years has hit many in the transport industry hard.

More than just a business, the Watson name is a symbol of professionalism, innovation, and staying power. There’s no denying the sadness felt by many.

This wasn’t just another transport company, it was an institution. Yet what should have been a moment of reflection of a good company, social media has released some ugly comments and unearned criticism. Let’s be clear: No one owes us an explanation for choosing to close their business.

The decision to step away is deeply personal and often painfully complex. It can be influenced by succession, health, lifestyle, changing priorities, or simply a desire to enjoy the life that hard work made possible.

We may mourn their leaving, but we should be thankful they were ever in our industry at all.

Industry can be harsh

This demands long hours, hard calls, and often asks people to put family and health on hold. It’s no surprise that many in transport end up burnt out or see their relationships break down under the pressure.

So, when someone makes a decision, for whatever reason, to walk away – with their dignity intact, their family beside them, and their health still in hand – why are we questioning them? Why are we not celebrating their achievements?

Closing a business after 77 years isn’t failure of them as business owners. It shows strength. It’s the ability to say, “We gave it everything. And now it’s time for a new chapter.”

Change the narrative

There’s a strange culture in business, especially in the transport industry, that glorifies pushing through until burnout but is leery of those who choose peace.

When someone says, ‘enough is enough’ and they choose to spend more time with family or focus on health, we shouldn’t dismiss these as simple clichés. They should be celebrated as goals that too few people ever reach.

Why would someone want to run a business into the ground before being carried away on a stretcher? Why wouldn’t someone want to spend the rest of their life with the people they love, not just the business they built? If anything, we should applaud those who make the informed decision to take that step; not pick apart their reasons. And maybe – just maybe – some of the judgment we’re seeing isn’t really about the Watsons at all.

Is it jealousy?

There’s a quiet truth behind many of the critical voices: They’re tired. They’re struggling. And they may be wondering how someone managed to do what they feel they never could.

Retiring on your own terms, after decades of contribution, without scandal or failure, is something rare. And because it’s rare, it can stir up resentment in those who feel trapped – by their business, by financial pressure, by the demands of the industry they love, but which no longer loves them back.

Jealousy doesn’t always look like envy. Sometimes it looks like cynicism, or nitpicking, or twisting someone else’s choice into something selfish or suspect.

But perhaps the real discomfort is this: Deep down, many people wish they could do the same.

If that’s the case, we should acknowledge it for what it is, and take steps to rectify the issue. Not punish those who had the courage and the smarts to step away gracefully.

Why are we losing the good ones?

The closure of a company like Don Watson Transport doesn’t just mark the end of a chapter; it may signal a deeper problem within parts of the road freight sector.

While the cost of doing business continues to rise (fuel, insurance, equipment, wages, compliance) there’s unrelenting pressure from customers to absorb costs without passing them on.

The expectation is simple: Do more for less. Blind Freddy can see that’s unsustainable.

Each year, major clients push rates down while increasing service demands. For many operators, this means running razor-thin margins just to retain contracts.

There’s pride in keeping people employed and freight moving, but there comes a point where the smart ones realise that while they might still be liquid, they’re no longer viable.

That’s not a failure of them as businesspeople. That’s sound judgement.

The operators we’re losing are often those who have invested in doing the right thing. They build safe systems, train their people, and invest in compliance, equipment, technology, and transparency. Their reputations are hard-earned. But reputation doesn’t pay invoices, and it doesn’t shield them from economic pressure.

Meanwhile, others continue to operate despite repeated breaches of the Heavy Vehicle National Law.

Some have been before the courts multiple times, yet continue to win work. They compete on price alone, not principles. They cut corners and undermine those who follow the rules.

Customers choose them based almost solely on price, while those putting everything in place to be as safe as possible quietly disappear.

What’s even worse is when a large company wins the work and hires the company that doesn’t comply to do the contractor piece.

Where is the fairness?

When the entire burden of compliance is worn by a transport operator, and they’re left choosing between paying for maintenance, superannuation, taxes or putting food on the table, the chain of responsibility isn’t just stretched, it’s broken.

We need a reset. A recommitment. A genuine reckoning with what we’re asking of those who carry this country’s freight.

Until we draw a line in the stand and make customers liable for poor accounting practices that punish those who move their freight, the slow exodus will continue. And one day, we’ll realise we’ve lost not just businesses, but the backbone of an industry built on integrity.

My connection to the Watsons

While I never met Don Watson himself, I’ve had the privilege of knowing his incredible wife, Noelene, and their son, Lyndon.

Noelene Watson is someone I admire deeply. She sets a benchmark in resilience and tenacity that all people could aspire to.

When Don passed away in 1994 at aged 42, his young wife, Noelene, faced enormous doubt, including from the family’s own bank manager. How could this inexperienced woman know anything about this trucking business?

But she did, and she learned, and not only did the business survive, it thrived. Noelene stood tall in an industry that doesn’t always make room for women, let alone women in leadership, and she didn’t just carry the load; she carried our industry.

She served as Chair of the Australian Trucking Association for three years, sat on the board for 10, and was heavily involved with NatRoad, including nine years on the board and five as treasurer.

Fierce but friendly, Noelene is someone I’ve always tried to learn from. Noelene has more insight in a single conversation than most acquire in a career.

Her son Lyndon has that same depth of wisdom, earned, not inherited. He’s been under the trucks, behind the wheel, and in the office. As Vice Chair of the Industry Technical Council, his insight has always been practical, respectful, steady and grounded.

He’s also a genuinely lovely human being. With a young family of his own, I don’t blame him one bit for wanting to spend more time with those who truly matter. I hope he gets that time in abundance.

Wishing them joy

The Watson family has always had a love of fishing, something I hope they continue to enjoy for many years to come. After all they’ve given to this industry, they deserve the calm, the quiet, and the simple joy of casting a line with the people they love most.

They’ve made a difficult decision with clarity and insight that’s not always common, in any industry; and they’re leaving on their terms.

And in our industry at least, that’s the rarest kind of success.

Jodie Broadbent is the founder of Know the Road, which provides consulting auditing and training services for road freight supply chain partners, and the Co-CEO and Director of Department of Future.

[signup]

The post Why we should applaud, not judge, a graceful exit appeared first on Big Rigs.

Works are starting on a new bridge on the Golden Highway over Mudies Creek, between Belford and Mount Thorley.

The 30-metre-long bridge will be built around five metres above the current road level, which Transport for NSW (TfNSW) says is high enough to withstand a one in 100-year flood event.

The new single-span bridge is part of the $133 million Golden Highway program, jointly funded by the Australian and NSW Governments.

Transport for NSW Regional Director North Anna Zycki said the new bridge at Mudies Creek will help improve productivity and road safety.

“The Golden Highway is a critical link between the New England and Castlereagh Highways, servicing key mining and agricultural activities,” Zycki said.

“This is a vital upgrade to an important regional artery used by 7000 vehicles every day.

“The existing culvert over Mudies Creek and its approaches are subject to flooding in a one in five-year event, so improving access at this point will deliver significant benefits to local residents and businesses, as well visitors and freight operators.”

Work includes the realignment of a one-kilometre section of the road to the south of its current location, to allow for the new Mudies Creek crossing.

The project is expected to take around 24 months to complete, opening to traffic in mid-2027.

[signup]

The post Early works begin on new Golden Highway bridge appeared first on Big Rigs.

Following the official launch of its all new MY25 model line-up at the Brisbane Truck Show, Isuzu Australia Limited (IAL) is undertaking comprehensive dealer staff training for its staff right across the county.

Under the guidance of Isuzu Australia Limited’s (IAL) National Sales Training Manager, Tim Richardson, Isuzu dealer representatives are being provided with a range of product training events, including dealership-based programs and practical driving events being held at venues across Australia.

The MY25 range is the first full-model changeover since 2008 and includes a raft of new elements from platform architecture through to advanced safety, as well as new driveline and powertrain technology.

Training includes representation from all areas within a dealership, from new vehicle sales representatives, through to parts, service, support, plus a range of other customer-facing dealer staff from over 70 sites across the country.

“Everyone at Isuzu is very excited about the new range, but the trucks don’t sell them-selves,” said Richardson.

“The details of the changes are just the beginning, with a philosophy around new initiatives and benefits exceeding ADRs (Australian Design Rules) setting a new standard with these new trucks.”

Isuzu believes that getting dealer staff and key customers behind the wheel is crucial. Im-age: IAL

Richardson says the needs of customers are also evolving. “Yes, they want to know if the truck can do the job, but there are also a range of questions around safety, the environment, parts, servicing, and total cost of ownership equations.

“The training ensures that everyone has sound product knowledge but also breaks into specialty areas within dealerships, because all these people are Isuzu Trucks advocates.

According to Richardson, giving staff the opportunity to touch and drive the new range is critical to its sales success and market acceptance.

Isuzu Australia is currently hosting practical driving and sales training under controlled conditions at venues including the former General Motors Proving Ground at Lang Lang, Southeast of Melbourne.

“Isuzu and its dealers are not just selling a product, we’re providing a solution to many wide and varied industries,” he said.

“The Isuzu dealer network comprises not only a wide range of metropolitan and regional dealers, but also services a diverse range of customers and applications. The training caters for customers in north Queensland and allows for the needs of what is required in Tasmania as well – it’s all about flexibility and adaptability.

“This is not just one model in one market segment, it’s an entire new line-up from light through to heavy-duty, including an all-new small city truck (the NKR).

“We want those who are selling the trucks to experience them firsthand and that is not just driving them but understanding the safety systems in action, in controlled conditions.

“It is this practical experience that can be shared with customers.”

A key addition made to the Isuzu Training department recently is that of Fleet Training Manager, Patrick Ryan, who is working directly with fleet customers on the new model range.

Patrick Ryan works directly with Isuzu’s fleet customers. Image: IAL

“Patrick’s role is unique as it aims to ensure fleet managers from a wide range of sectors understand the MY25 Isuzu models and ensure their operators are making the most of the many features on these vehicles,” Richardson said.

“Patrick has many years of experience in the heavy vehicle sector and can work with operators large and small. Some of these operators might have 30-plus years behind the wheel through to drivers that have just joined the industry.

“Again, this is another example of Isuzu having all manner of customers absolutely front of mind.”

Beyond the practical, the Isuzu training process includes a range of initiatives, including on-line modules that cater for updates and refresher courses.

Isuzu also has dedicated Zone Managers across the country.

“Isuzu’s approach, with dedicated field staff working directly with our dealerships, not only increases product knowledge but also industry knowledge. This is super important,” said Richardson.

“The Isuzu Australia team gains critical knowledge from travelling the breadth of the network and shares that to the benefit of all dealers and of course our customers too.

“What it ultimately means is that we’re not complacent. We’re striving to set a new standard and continually lift the bar; this underlines why Isuzu has been the market leader since 1989.”

[signup]

The post Isuzu implements its most comprehensive training regime on record appeared first on Big Rigs.