Contributing Editor Toby Gooley is a writer and editor specializing in supply chain, logistics, and material handling, and a lecturer at MIT's Center for Transportation & Logistics. She previously was Senior Editor at DC VELOCITY and Editor of DCV's sister publication, CSCMP's Supply Chain Quarterly. Prior to joining AGiLE Business Media in 2007, she spent 20 years at Logistics Management magazine as Managing Editor and Senior Editor covering international trade and transportation. Prior to that she was an export traffic manager for 10 years. She holds a B.A. in Asian Studies from Cornell University.
No two industrial truck operators are the same. In any one facility, operators will be different ages, come from different demographic backgrounds, and have varying degrees of experience. Yet forklift safety training is sometimes treated as a one-size-fits-all affair.
Fleet managers may need to reconsider that approach as warehouses and distribution centers (DCs) continue to grapple with acute labor shortages and unprecedented rates of employee turnover. At many facilities, 50% of the warehouse staff has fewer than 90 days on the job—“a statistic I’ve heard over and over” in conversations with customers, particularly those involved in cold storage or in densely populated areas where there is strong competition for labor, reports Jim Gaskell, director of global automation and emerging technologies for Crown Equipment Corp.
Many of those newer employees may be experienced forklift operators in search of higher pay and signing bonuses. But with facilities having to work harder to recruit labor, they’re also seeing more new hires who have never been on an industrial truck before. First-timers’ lack of familiarity with the equipment, potential misconceptions about what’s actually involved in operating industrial trucks, and short tenures can be detrimental to safety, so we asked safety training experts for tips on how to work most effectively with this growing population of operators. Here are some of their recommendations.
1. Keep their attention in the classroom.Classroom training is required by the Occupational Safety and Health Administration (OSHA), in addition to hands-on work with equipment and “road test” practicums. But a lecture-only format is unlikely to hold trainees’ attention—especially if they’re young and were raised on multimedia. Interactive computer-based “e-learning” programs and training videos that keep learners engaged and “bring the forklift owner’s manual to life” are effective teaching tools, says Evelyn Velásquez-Cuevas, director, product sales and technical training for Yale Materials Handling.
Bob Bladel, vice president, training and sales enablement for Hyster Co., is also a fan of using visuals in safety training. Photos, illustrations, and videos dramatically increase retention of information compared to reading or listening alone, he says. Importantly, they enhance trainees’ understanding when equipment and environments they have never seen are introduced in class.
The experts agree: Multimedia, while valuable, is a supplement to—not a replacement for—a skilled trainer. Effective trainers guide learners as they progress through the curriculum, keeping them attentive by asking questions and building discussions off the answers. “Don’t just lecture—engage in two-way communication. That means you also have to listen,” says Tony Parsons, regional operator training manager for the regional dealer network Wolter Inc. (Multimedia is not a substitute for on-the-floor experience, either, he adds: “You can read a book and watch YouTube, but your butt has to be in the seat to really learn.”)
2.Test as you go. It’s incumbent on the trainer to make sure students are learning what they should, says Dave Norton, vice president, customer solutions and support for The Raymond Corp. One way to do that is to confirm their understanding by testing frequently as they learn, instead of testing them on the entire curriculum at the end of the class.
Gaskell, a former training manager, recommends a method called “performance-based training,” where instructors teach one task at a time and then test each student’s knowledge and hands-on competence after they have completed a module at their own pace. Students cannot move forward until they’ve mastered each task in a specified order. Because trainees are tested individually, the trainer has ample opportunity to assess each one’s understanding and proficiency. This individualized approach leads to more competent operators than “putting everybody in a room and risking not really interacting with them individually,” he says.
3.Start them on appropriate equipment. There’s no universal “starter model” for new operators.Mike Hance, technical support manager at Equipment Depot, which represents parent company Mitsubishi Logisnext America’s Cat lift trucks, Mitsubishi forklift trucks, and Jungheinrich and UniCarriers Forklift brands, has been training operators since 1987. He favors Class 4 and 5 (internal combustion engine) sit-down forklifts to start. In his experience, new operators generally pick up skills fairly quickly because the steering, foot brake, and accelerator operate much like those in an automobile.
All agreed that narrow-aisle, stand-up electrics are harder to master. Depending on the type of equipment, operators will have to learn multiple skills, including how to pick, place, and stack in addition to scanning and using radio-frequency (RF) terminals, all while elevated; or they may have to put away pallets at great heights while using a camera system. Furthermore, most people aren’t accustomed to controlling speed with their hands, or using controls like the emergency “dead man” pedal, which stops the truck when an operator picks up their left foot. Those are completely new skills that “may feel weird” for a while, Wolter’s Parsons says. (Hance and others note that younger operators who are used to joystick controls for gaming systems typically pick up the skills for controlling stand-up trucks more quickly than senior operators who are used to sit-downs.) As several experts suggested, sit-down counterbalanced trucks and stand-up models require operators to develop very different “muscle memory”—something that’s not easy to do quickly.
Norton, meanwhile, says that many of his customers start new operators on Class 3 pallet trucks and low-height stackers because “the first steps are more like driving a car—you just drive and turn, as opposed to lifting and maneuvering a load at a significant height.” But Parsons says there can be drawbacks to that approach. “Although they may seem simple, I teach electric rider pallet jacks at the end. They are heavier than people think, and operators may be around pedestrians, which can create hazards for both.”
4.Take advantage of technology. In Parsons’ view, training technology is “a great tool to assist the trainer and student to get to the destination faster with less risk,” but it is most effective when matched to an individual student’s knowledge gap and learning style. Our experts identified three types of technology they consider especially useful with first-time operators: telematics, simulation, and sensory alerts.
Telematics systems remotely collect information about an operator’s driving speed, location, impacts and near-misses, pre-shift inspections, and more. Newer systems provide real-time alerts to operators when they are outside of pre-established safety parameters. Used in conjunction with in-person observation, the information collected allows trainers to quickly determine where new operators may need some extra coaching or reinforcement. In addition, some telematics systems can remotely control the truck’s performance, allowing trainers to start new operators at slower travel and lift speeds and increase the speeds as an operator gains more experience and proficiency.
Simulation technology includes desktop simulators, which are similar to video games, and virtual reality (VR) systems, where learners wear VR headsets while at the controls of an actual (but immobile) forklift. Both are interactive; i.e., the scenarios respond to users’ actions just as the vehicles would in real life. The trainer, who is able to see what the student is doing, can provide immediate feedback and correction, adding more complex tasks and changing the performance settings when appropriate. Another benefit of simulation is that it can expose learners to potential hazards virtually, so they can learn how to recognize and react to them. This kind of real-time feedback and scenario testing enhances learning in a safe, controlled environment, says Yale’s Velásquez-Cuevas.
Sensory alerts like travel alarms, object-detection systems, and visual warnings such as “stand clear” lighting around forklifts help new operators apply safe practices they’ve learned in class. Some training systems use techniques like brightly colored light beams or floor markings to outline where the operator should stand on the platform and provide reminders to keep hands and feet inside the truck.
Bladel of Hyster believes that end-users who aren’t leveraging today’s training technology are shortchanging new operators and could potentially be exacerbating labor turnover. “If [operators] don’t see the company investing in technology that could help make their job safer, then it’s a contradictory message. They will want to know, why aren’t you trying to keep me safe?”
5. Help them feel confident—but not too confident.Brand-new operators may become nervous or even fearful when it’s time to take their practical test or they’re starting to work on their own. Often, they are timid with the controls and frequently ask whether they are doing something right, says Jason Moore, a training and development manager at Hyster. Being too timid can actually lead to more mistakes because “that’s not how the truck is designed to operate,” he says. In those cases, it helps to go back over a specific task until the operator feels comfortable with it.
It’s important to encourage new operators to ask questions and request more practice time, and companies should allow time for that, says Velásquez-Cuevas. “We have found that younger generations want a lot of feedback, and they will usually be open to coaching and mentoring,” she adds.
Some new operators may be overconfident, though, and that can be dangerous. “Certain operators will show confidence pretty quickly,” Crown’s Gaskell notes. “Yes, they can drive, but it may not be a true test of successful training. An overconfident operator can look skilled, but if they are too confident about their capabilities, then it’s possible they will not be using their best judgment.”
Often, this applies to young trainees who “feel like they’ve been given their wings and want to take off and fly,” as Hance of Equipment Depot puts it. That’s when it’s time for a reminder about risk, like the fact that a 5,000-pound-capacity forklift weighs as much as two cars, and with a load, is as heavy as three cars. “It’s critical for them to understand the weight and forces they are dealing with, and the injuries those forces can cause,” he says.
6. Take it slow. Hance recommends against immediately placing new operators in a high-speed environment. “They need to be monitored in a controlled environment until they’ve developed skills and are proficient in dealing with things like pedestrians and dock safety,” he explains. He suggests having new operators start out in slower-paced, comparatively simple jobs; as their skills progress, they can take on more complex work like delivering to loading docks, where travel paths are not as clearly defined as they are in the aisles.
Employers may want to consider setting a probationary period with a shorter-term license than the standard three years. During this period, Wolter’s Parsons advises, a supervisor should observe new operators and intervene if they see any unsafe behavior. If all is well or has been corrected by the end of the probationary period, they can go ahead and grant the full-term license.
7. Monitor and hold them accountable.Even classroom superstars may do everything correctly when a trainer is with them but fail to follow some basic rules when they’re on their own, says Hyster’s Bladel. Accordingly, a manager or supervisor should continue monitoring new operators for some time after they receive their licenses, he says.
Proper operating practices are critical, so even the newest associates must be held accountable if they don’t maintain safe practices, says Norton of Raymond. Supervisors are responsible for “policing” the work environment, but peer-to-peer supervision can also be very effective, especially for first-timers who have been mentored by a more experienced co-worker. And while there should be consequences if new operators do not follow the rules they’ve been taught, ultimately, our experts say, the point is not to punish, but to reinforce the safe and proper way of operating.
Tips from the trainers
The forklift safety experts we spoke with for this article have many years of experience. Over the years, they’ve developed a portfolio of teaching techniques to help brand-new operators become competent and comfortable on an industrial truck. The following are a few of their “tricks of the trade”:
Once out on the floor, trainees are likely to encounter specialized terms, including industry- and facility-specific expressions or slang they won’t hear anywhere else. To prevent misunderstandings, teach them the local “language.” (Tony Parsons, Wolter Inc.)
Reinforce verbal explanations with visual props. One option is to use accurate scale models to demonstrate the impact of various load weights and operator behaviors on stability. (Evelyn Velásquez-Cuevas, Yale Materials Handling Corp.)
Ask students to describe each step of the task they’re being trained on, from start to completion. Most will say putting away a pallet requires five to seven steps, but it actually takes more than 40 steps. Thinking through a task in this way gives trainees a better appreciation of the complexities of safe forklift operation. (Tony Parsons)
Rather than let trainees handle a pallet at first, take two wooden 4x4s that are four to five feet long, place one on top of the other in a “T” shape, and have them lift the top one off and place it back on top of the other one. Because the boards are lightweight and topple easily, they help students learn to move loads gently without jerky movement. And if they do fall, they’re unlikely to damage anything. (Tony Parsons)
Most of the apparel sold in North America is manufactured in Asia, meaning the finished goods travel long distances to reach end markets, with all the associated greenhouse gas emissions. On top of that, apparel manufacturing itself requires a significant amount of energy, water, and raw materials like cotton. Overall, the production of apparel is responsible for about 2% of the world’s total greenhouse gas emissions, according to a report titled
Taking Stock of Progress Against the Roadmap to Net Zeroby the Apparel Impact Institute. Founded in 2017, the Apparel Impact Institute is an organization dedicated to identifying, funding, and then scaling solutions aimed at reducing the carbon emissions and other environmental impacts of the apparel and textile industries.
The author of this annual study is researcher and consultant Michael Sadowski. He wrote the first report in 2021 as well as the latest edition, which was released earlier this year. Sadowski, who is also executive director of the environmental nonprofit
The Circulate Initiative, recently joined DC Velocity Group Editorial Director David Maloney on an episode of the “Logistics Matters” podcast to discuss the key findings of the research, what companies are doing to reduce emissions, and the progress they’ve made since the first report was issued.
A: While companies in the apparel industry can set their own sustainability targets, we realized there was a need to give them a blueprint for actually reducing emissions. And so, we produced the first report back in 2021, where we laid out the emissions from the sector, based on the best estimates [we could make using] data from various sources. It gives companies and the sector a blueprint for what we collectively need to do to drive toward the ambitious reduction [target] of staying within a 1.5 degrees Celsius pathway. That was the first report, and then we committed to refresh the analysis on an annual basis. The second report was published last year, and the third report came out in May of this year.
Q: What were some of the key findings of your research?
A: We found that about half of the emissions in the sector come from Tier Two, which is essentially textile production. That includes the knitting, weaving, dyeing, and finishing of fabric, which together account for over half of the total emissions. That was a really important finding, and it allows us to focus our attention on the interventions that can drive those emissions down.
Raw material production accounts for another quarter of emissions. That includes cotton farming, extracting gas and oil from the ground to make synthetics, and things like that. So we now have a really keen understanding of the source of our industry’s emissions.
Q: Your report mentions that the apparel industry is responsible for about 2% of global emissions. Is that an accurate statistic?
A: That’s our best estimate of the total emissions [generated by] the apparel sector. Some other reports on the industry have apparel at up to 8% of global emissions. And there is a commonly misquoted number in the media that it’s 10%. From my perspective, I think the best estimate is somewhere under 2%.
We know that globally, humankind needs to reduce emissions by roughly half by 2030 and reach net zero by 2050 to hit international goals. [Reaching that target will require the involvement of] every facet of the global economy and every aspect of the apparel sector—transportation, material production, manufacturing, cotton farming. Through our work and that of others, I think the apparel sector understands what has to happen. We have highlighted examples of how companies are taking action to reduce emissions in the roadmap reports.
Q: What are some of those actions the industry can take to reduce emissions?
A: I think one of the positive developments since we wrote the first report is that we’re seeing companies really focus on the most impactful areas. We see companies diving deep on thermal energy, for example. With respect to Tier Two, we [focus] a lot of attention on things like ocean freight versus air. There’s a rule of thumb I’ve heard that indicates air freight is about 10 times the cost [of ocean] and also produces 10 times more greenhouse gas emissions.
There is money available to invest in sustainability efforts. It’s really exciting to see the funding that’s coming through for AI [artificial intelligence] and to see that individual companies, such as H&M and Lululemon, are investing in real solutions in their supply chains. I think a lot of concrete actions are being taken.
And yet we know that reducing emissions by half on an absolute basis by 2030 is a monumental undertaking. So I don’t want to be overly optimistic, because I think we have a lot of work to do. But I do think we’ve got some amazing progress happening.
Q: You mentioned several companies that are starting to address their emissions. Is that a result of their being more aware of the emissions they generate? Have you seen progress made since the first report came out in 2021?
A: Yes. When we published the first roadmap back in 2021, our statistics showed that only about 12 companies had met the criteria [for setting] science-based targets. In 2024, the number of apparel, textile, and footwear companies that have set targets or have commitments to set targets is close to 500. It’s an enormous increase. I think they see the urgency more than other sectors do.
We have companies that have been working at sustainability for quite a long time. I think the apparel sector has developed a keen understanding of the impacts of climate change. You can see the impacts of flooding, drought, heat, and other things happening in places like Bangladesh and Pakistan and India. If you’re a brand or a manufacturer and you have operations and supply chains in these places, I think you understand what the future will look like if we don’t significantly reduce emissions.
Q: There are different categories of emission levels, depending on the role within the supply chain. Scope 1 are “direct” emissions under the reporting company’s control. For apparel, this might be the production of raw materials or the manufacturing of the finished product. Scope 2 covers “indirect” emissions from purchased energy, such as electricity used in these processes. Scope 3 emissions are harder to track, as they include emissions from supply chain partners both upstream and downstream.
Now companies are finding there are legislative efforts around the world that could soon require them to track and report on all these emissions, including emissions produced by their partners’ supply chains. Does this mean that companies now need to be more aware of not only what greenhouse gas emissions they produce, but also what their partners produce?
A: That’s right. Just to put this into context, if you’re a brand like an Adidas or a Gap, you still have to consider the Scope 3 emissions. In particular, there are the so-called “purchased goods and services,” which refers to all of the embedded emissions in your products, from farming cotton to knitting yarn to making fabric. Those “purchased goods and services” generally account for well above 80% of the total emissions associated with a product. It’s by far the most significant portion of your emissions.
Leading companies have begun measuring and taking action on Scope 3 emissions because of regulatory developments in Europe and, to some extent now, in California. I do think this is just a further tailwind for the work that the industry is doing.
I also think it will definitely ratchet up the quality requirements of Scope 3 data, which is not yet where we’d all like it to be. Companies are working to improve that data, but I think the regulatory push will make the quality side increasingly important.
Q: Overall, do you think the work being done by the Apparel Impact Institute will help reduce greenhouse gas emissions within the industry?
A: When we started this back in 2020, we were at a place where companies were setting targets and knew their intended destination, but what they needed was a blueprint for how to get there. And so, the roadmap [provided] this blueprint and identified six key things that the sector needed to do—from using more sustainable materials to deploying renewable electricity in the supply chain.
Decarbonizing any sector, whether it’s transportation, chemicals, or automotive, requires investment. The Apparel Impact Institute is bringing collective investment, which is so critical. I’m really optimistic about what they’re doing. They have taken a data-driven, evidence-based approach, so they know where the emissions are and they know what the needed interventions are. And they’ve got the industry behind them in doing that.
The global air cargo market’s hot summer of double-digit demand growth continued in August with average spot rates showing their largest year-on-year jump with a 24% increase, according to the latest weekly analysis by Xeneta.
Xeneta cited two reasons to explain the increase. First, Global average air cargo spot rates reached $2.68 per kg in August due to continuing supply and demand imbalance. That came as August's global cargo supply grew at its slowest ratio in 2024 to-date at 2% year-on-year, while global cargo demand continued its double-digit growth, rising +11%.
The second reason for higher rates was an ocean-to-air shift in freight volumes due to Red Sea disruptions and e-commerce demand.
Those factors could soon be amplified as e-commerce shows continued strong growth approaching the hotly anticipated winter peak season. E-commerce and low-value goods exports from China in the first seven months of 2024 increased 30% year-on-year, including shipments to Europe and the US rising 38% and 30% growth respectively, Xeneta said.
“Typically, air cargo market performance in August tends to follow the July trend. But another month of double-digit demand growth and the strongest rate growths of the year means there was definitely no summer slack season in 2024,” Niall van de Wouw, Xeneta’s chief airfreight officer, said in a release.
“Rates we saw bottoming out in late July started picking up again in mid-August. This is too short a period to call a season. This has been a busy summer, and now we’re at the threshold of Q4, it will be interesting to see what will happen and if all the anticipation of a red-hot peak season materializes,” van de Wouw said.
The report cites data showing that there are approximately 1.7 million workers missing from the post-pandemic workforce and that 38% of small firms are unable to fill open positions. At the same time, the “skills gap” in the workforce is accelerating as automation and AI create significant shifts in how work is performed.
That information comes from the “2024 Labor Day Report” released by Littler’s Workplace Policy Institute (WPI), the firm’s government relations and public policy arm.
“We continue to see a labor shortage and an urgent need to upskill the current workforce to adapt to the new world of work,” said Michael Lotito, Littler shareholder and co-chair of WPI. “As corporate executives and business leaders look to the future, they are focused on realizing the many benefits of AI to streamline operations and guide strategic decision-making, while cultivating a talent pipeline that can support this growth.”
But while the need is clear, solutions may be complicated by public policy changes such as the upcoming U.S. general election and the proliferation of employment-related legislation at the state and local levels amid Congressional gridlock.
“We are heading into a contentious election that has already proven to be unpredictable and is poised to create even more uncertainty for employers, no matter the outcome,” Shannon Meade, WPI’s executive director, said in a release. “At the same time, the growing patchwork of state and local requirements across the U.S. is exacerbating compliance challenges for companies. That, coupled with looming changes following several Supreme Court decisions that have the potential to upend rulemaking, gives C-suite executives much to contend with in planning their workforce-related strategies.”
Stax Engineering, the venture-backed startup that provides smokestack emissions reduction services for maritime ships, will service all vessels from Toyota Motor North America Inc. visiting the Toyota Berth at the Port of Long Beach, according to a new five-year deal announced today.
Beginning in 2025 to coincide with new California Air Resources Board (CARB) standards, STAX will become the first and only emissions control provider to service roll-on/roll-off (ro-ros) vessels in the state of California, the company said.
Stax has rapidly grown since its launch in the first quarter of this year, supported in part by a $40 million funding round from investors, announced in July. It now holds exclusive service agreements at California ports including Los Angeles, Long Beach, Hueneme, Benicia, Richmond, and Oakland. The firm has also partnered with individual companies like NYK Line, Hyundai GLOVIS, Equilon Enterprises LLC d/b/a Shell Oil Products US (Shell), and now Toyota.
Stax says it offers an alternative to shore power with land- and barge-based, mobile emissions capture and control technology for shipping terminal and fleet operators without the need for retrofits.
In the case of this latest deal, the Toyota Long Beach Vehicle Distribution Center imports about 200,000 vehicles each year on ro-ro vessels. Stax will keep those ships green with its flexible exhaust capture system, which attaches to all vessel classes without modification to remove 99% of emitted particulate matter (PM) and 95% of emitted oxides of nitrogen (NOx). Over the lifetime of this new agreement with Toyota, Stax estimated the service will account for approximately 3,700 hours and more than 47 tons of emissions controlled.
“We set out to provide an emissions capture and control solution that was reliable, easily accessible, and cost-effective. As we begin to service Toyota, we’re confident that we can meet the needs of the full breadth of the maritime industry, furthering our impact on the local air quality, public health, and environment,” Mike Walker, CEO of Stax, said in a release. “Continuing to establish strong partnerships will help build momentum for and trust in our technology as we expand beyond the state of California.”
That result showed that driver wages across the industry continue to increase post-pandemic, despite a challenging freight market for motor carriers. The data comes from ATA’s “Driver Compensation Study,” which asked 120 fleets, more than 150,000 employee drivers, and 14,000 independent contractors about their wage and benefit information.
Drilling into specific categories, linehaul less-than-truckload (LTL) drivers earned a median annual amount of $94,525 in 2023, while local LTL drivers earned a median of $80,680. The median annual compensation for drivers at private carriers has risen 12% since 2021, reaching $95,114 in 2023. And leased-on independent contractors for truckload carriers were paid an annual median amount of $186,016 in 2023.
The results also showed how the demographics of the industry are changing, as carriers offered smaller referral and fewer sign-on bonuses for new drivers in 2023 compared to 2021 but more frequently offered tenure bonuses to their current drivers and with a greater median value.
"While our last study, conducted in 2021, illustrated how drivers benefitted from the strongest freight environment in a generation, this latest report shows professional drivers' earnings are still rising—even in a weaker freight economy," ATA Chief Economist Bob Costello said in a release. "By offering greater tenure bonuses to their current driver force, many fleets appear to be shifting their workforce priorities from recruitment to retention."