Apr 12, 2012

Risk Management Flew Over the Cuckoo's Nest

Admin
2 min
Another way to treat depression at work
Guest Contributor: Vic Hardy There are compelling statistics on just how prevalent mental illness is in the workplac...

Guest Contributor: Vic Hardy

There are compelling statistics on just how prevalent mental illness is in the workplace. Research shows that Australian businesses lose over $6.5 billion each year by failing to provide early intervention and treatment for employees with mental health conditions. In relation to psychological injury claims, work pressure accounts for around half of all claims, compared to harassment and bullying which account for around a quarter of claims.

‘Mental illness in the workplace is a reality. Improperly managed, it poses real risks in terms of reduced productivity, workplace conflict and loss of morale, not to mention the spectre of corporate and executive liability if these issues continue to be neglected by senior decision-makers. 

‘Just as organisations have put in place practices to manage physical injuries in the workplace as part of their ‘business as usual’ obligations, they should now also address the implications of widespread mental illness in the workplace and adjust their risk management polices and OH&S practices accordingly,’ Mr Sheehy said.

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Fast facts about mental illness in the workplace

  • A total of 3.2 days per worker are lost each year through workplace stress
  • Stress-related workers’ compensation claims have doubled in recent years, costing over $10 billion each year
  • A survey of over 5,000 workers indicated that 25 per cent of workers took time off each year for stress-related reasons
  • Work pressure accounts for around half of all psychological injury claims while harassment and bullying represent around a quarter of such claims
  • Australian businesses lose over $6.5 billion each year by failing to provide early intervention/treatment for employees with mental health conditions.

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Jun 15, 2021

FedEx is Reshaping Last Mile with Autonomous Vehicles

FedEx
Logistics
LastMile
AutonomousVehicles
3 min
FedEx is expanding a trial of autonomous vehicles in its last-mile logistics process with partner Nuro, including multi-stop and appointment deliveries

FedEx is embarking on an expanded test of autonomous, driver-less delivery vehicles to develop its last-mile logistics. 

The US logistics firm piloted autonomous vehicles from Nuro in April this year, and the pair will now explore that further in a multi-year partnership. Cosimo Leipold, Nuro’s head of partnerships, said the collaboration "will enable innovative, industry-first product offerings that will better everyday life and help make communities safer and greener". 

FedEx will explore a variety of on-road use cases for the autonomous fleet, including multi-stop and appointment-based deliveries, going beyond more traditional applications of the technology in single-route movement of goods from A-B. Exponential growth in ecommerce is spurring its broader experimentation in new autonomy solutions, Fed-Ex says, both in-warehouse and on-road. 

“FedEx was built on innovation, and it continues to be an integral part of our culture and business strategy,” said Rebecca Yeung, Vice President, Advanced Technology and Innovation, FedEx Corporation. “We are excited to collaborate with an industry leader like Nuro as we continue to explore the use of autonomous technologies within our operations.”

 

The changing role of couriers 

Unlike structured delivery networks, operating under long-term partnerships and contracts, agility is where couriers deliver true value - and their ability to deftly solve last-mile fulfilment has most acutely been felt during the pandemic. For the billions of people around the world forced to stay at home to protect themselves and their communities from the spreading COVID-19 virus, couriers have been a constant. They may have been the only knock at the door some people experienced for weeks or months at a time. 

But the last-mile has been uprooted by a boom in ecommerce, a shift that has been most apparent in the UK, US, China and Japan, according to the Global Parcel Delivery Market Insight Report 2021 by Apex Insight. These are markets with dominant economies and populations used to running their lives with a tap of a screen or double-click of a mouse. 

“Getting last mile delivery right has long been a challenge for retailers,” says Kees Jacobs, Vice President, Consumer Goods and Retail at Capgemini. “In 2019, 97% of retail organisations felt their last-mile delivery models were not sustainable for full-scale implementation across all locations. Despite increasing demand from customers, companies were struggling to make the last mile profitable and efficient.”

Jacobs says that the pandemic alleviated some of these stresses in the short term. With no other option, consumers were understanding and tolerant, if not entirely happy, with longer delivery times and less transparent tracking. “But, as extremely high delivery demand continues to be normal, customers will expect brands to contract their delivery times,” he adds. 

Last mile's role in ESG

Demand and volume weren’t the only things that have changed during the pandemic - businesses looked closer to home and as a result became more sustainable. Bricks and mortar stores were transformed from mini-showrooms to quasi-fulfilment centres. Online retailers and other businesses sought local solutions to ship more faster. In densely populated London, UK alone, Accenture found that delivery van emissions dropped by 17%, while Chicago, USA and Sydney, Australia saw similar emissions savings. 
 

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