< PreviousT he US-based engineering major Cummins Inc has announced the launch of a next generation engine in the fuel-agnostic series, the X10, in North America in 2026. “This engine, named as part of the X engine family, is uniquely positioned to replace both the L9 and the X12 with the versatility to serve both medium and heavy-duty applications,” Cummins wrote in a statement. It will be compliant with the US envionrment protection agency’s (EPA) 2027 regulations a full year early. The diesel version will be fi rst available, with other versions for gaseous fuels introduced later. This 10-liter displacement product slots into Cummins’ product portfolio complemented by the B6.7 and X15 and will serve vocational, transit, pickup and delivery and regional haul customers. “We are committed to advancing diesel technology while our markets and our customers need it to run their businesses. The new X10 has been designed drawing on our decades of experience as a leader in the medium and heavy-duty space,” said José Samperio, executive director – North America On-Highway at Cummins Inc. “We have applied those learnings to ensure the product will perform for our customers and the important jobs they need to do every time.” CUMMINS ANNOUNCES NEW X10 ENGINE, NEXT IN THE FUEL-AGNOSTIC SERIES With the ratings and reliability to complete the toughest jobs, the X10 is extremely versatile and will play an important role serving customer needs. Diesel will remain a critical technology for the commercial vehicle market for years to come, and Cummins will continue to support it. Though the engine will fi rst be available in Europe and North America, it will be introduced in other regions over time and will be made for off -highway markets as well. The new X10 diesel will emit 75 percent less NOx emissions than required at launch in 2026. It will be compliant to the US EPA’s 2027 regulations while providing a step change in fuel economy improvement. The X10 architecture uses a belt- driven, high output 48-volt alternator and aftertreatment heater solution optimized for increasingly stringent emission standards, and will be scalable to other advanced combustion technologies. For further reductions in carbon emissions, customers may choose to use B20 or renewable diesel. The engine can be paired with a variety of transmissions depending on the application including the Eaton Cummins Endurant to enable additional drivability benefi ts and effi ciency gains. The X10 aims to be exceptionally effi cient from idle to full power, which is critical for transient applications. Its extended maintenance intervals can help reduce visits to the shop. The engine is equipped with Acumen®, which provides digital connectivity and direct, immediate access to a range of applications and capabilities. These capabilities provide value throughout the lifecycle of the engine and include over-the-air calibration, predictive service recommendations and additional features that help fl eets keep their trucks and equipment on the road. FUEL AGNOSTIC PLATFORM The engine is built on Cummins’ fuel agnostic platform. These new fuel-agnostic engine platforms feature a series of engine versions that are derived from a common base engine, which means they have some parts commonality. Below the head gasket of each engine will largely have similar components and above the head gasket will have diff erent components for diff erent fuel types. Each engine version will operate using a diff erent, single fuel. Cummins is off ering a full portfolio of products in 2026 to cover The X10 architecture uses a belt-driven, high output 48-volt alternator. ENGINES 30 PLANT / MACHINERY / VEHICLESwww.plantmachineryvehicles.comMARCH 2023the medium-duty and heavy-duty customer needs, including the new 15-liter natural gas engine, the X15N. Additionally, the B6.7 will be off ered in diesel, natural gas, gasoline and propane. This new platform, designed for the next level of emissions, has a signifi cant increase in power density with a more compact installation envelope enabling OEMs to increase machine capability and productivity with no impact on running cost. The fuel-agnostic architecture of the 15-litre next generation engine utilises a common base engine with cylinder heads and fuel systems specifi cally tailored for hydrogen, natural gas, diesel and biofuels including HVO. The 15-liter hydrogen engine will be available with ratings from 400-to-530 hp and a peak torque of 2600 Nm. For applications powered by renewable biogas, this engine will off er ratings from 400-to-510 hp with a peak torque of 2500 Nm available. The advanced diesel version features will off er a broad power range of 450-to-650 hp, with an impressive 3200 Nm peak torque. CUMMINS Headquartered in Columbus, Indiana (US), since its founding in 1919, Cummins employs approximately 59,900 people committed to powering a more prosperous world through three global corporate responsibility priorities critical to healthy communities: education, environment and equality of opportunity. The company claims that it serves its customers online, through a network of company- owned and independent distributor locations, and through thousands of dealer locations worldwide and earned about $2.1 billion on sales of $24 billion in 2021. The engine is designed for next level of emissions. Cummins head offi ce in Columbus, Indiana (US). Cummins claim that the engine is compliant with the US envionrment protection agency’s (EPA) 2027 regulations. ENGINES 31 PLANT / MACHINERY / VEHICLESwww.plantmachineryvehicles.comMARCH 2023T he world has a sense of urgency on its path towards the environment. There is no time to run out of time! Some organisations demonstrate a strong sense of responsibility towards the environment by making changes that reap rewards to their fi nancials and brand. Other organisations have a weak sense of responsibility implementing minor band aid work on their strategy to be making some contribution. Whilst other organisations conceal themselves under the remit of greenwashing and will eventually be called out. Lending institutions, amongst a range of stakeholders in value chains across the globe, are paying attention to their ESG obligations. This means that sources of fi nance will soon HOW WORKSITE DUST AND WATER IMPACTS NATURAL, HUMAN, AND SOCIAL CAPITAL be evaluating projects under a microscope to ensure the various non-fi nancial capitals are managed eff ectively. The nonfi nancial capital concepts need to be made aware of, understood, and planned for. These are defi ned by the Capitals Coalition1 framework as: Natural Capital: being the stock of renewable and nonrenewable natural resources that combine to yield a fl ow of benefi ts to people. Human Capital: being the knowledge, skills, competencies, and attributes embodied in individuals that contribute to improved performance and wellbeing. Social Capital: being the networks together with shared norms, values, and understanding that facilitate cooperation within and among groups. Regardless of our disposition towards climate change and the environment, pressure is building towards tighter regulation OPINION 32 PLANT / MACHINERY / VEHICLESwww.plantmachineryvehicles.comMARCH 2023 Construction and mining dust can be dangerous to workers and communities around the site WHAT’S THE PROBLEM? Dust can be dangerous in many aspects when it comes to health & safety on the worksite and surrounding communities. Dust not only impacts visibility, but also respiratory systems because dust harbors micro-organisms which the body sees as invaders, leading to diseases such as meningitis. One of the common, yet un-sophisticated and outdated methods for dust control is the excessive utilisation of water. This is primarily because this natural capital resource is perceived to be free. However, this is not the case. It’s a false perception. Your organisation may be blessed with a perceived “free” comparative advantage compared to other organisations around the globe. Organisations, however, must be ready for what will become a siege of policies and regulations to ensure natural, human, and social capitals are being managed. If you are depleting natural capital such as water, whilst at the same time not eff ectively managing dust, then you are at the risk of negatively impacting on human and social capital too. CONGRATULATIONS ON THE TRIPLE NEGATIVE! This is something to not be proud of. It is a detrimental cycle which will eventually haunt organisations. Green washing is of serious concern with the public and government being critical, unrelenting, and scrutinising. We are certain the law will also be policing “greenwashing” activities as it is already doing so in certain jurisdictions around the globe. WHAT’S THE FIX? Measure the material impacts of your water (natural capital) and site/surrounding communities visibility/health (human and social capital) impacts. You can do this by looking at the impact water depletion has. For example, unjustifi ed excessive usage of water can result in less water being utilised by other sectors which are destined for human consumption. This natural capital depletion exhausts aquifers, creates a loss of shallow water availability for vegetation, groundwater dependent ecosystems and intergenerational equity. We must understand that groundwater in arid regions is a non-renewable natural capital resource. Monetary value can be assigned to the savings of water which demonstrates a positive contribution to natural capital management. The same also applies to site/surrounding visibility & health, days lost to productivity down time, accidents, compensation payments and sickness by staff . Once this is done, organisations can implement projects which can dramatically reduce the negative impacts on all three capitals. No one can accuse organisations of green washing! HOW DO YOU FIX IT? Reduce the reliance on water for dust management. Site managers and their teams must be aware and informed on the importance of dust management with natural, human, and social capital in mind. Policies and operating procedures should refl ect world’s best practice to encourage the management of these non- fi nancial capitals that lead to positive fi nancial results. CONGRATULATIONS. You have not only implemented excellent business practices to reduce costs, improve productivity, walk your talk on CSR & ESG, but you have managed to improve the three capitals. Managing natural and human capital can improve social capital. A healthy workforce contributes to the social fabric of your organisation, society, and the economy. This is not diffi cult to do. Once your organisations talk is ready to walk, you will unravel a myriad of organisational benefi ts. About Author: Dr. Shahid Ghauri is a business consultant and academic based at Curtin University of New Technology in Perth, Western Australia. His interests include start-ups, SMEs, and co-operatives. He has a wealth of industry experience across fi nancial services, agri-business, education, renewable energy, and medicine. He is currently an advisor to the board of Talon Dust Control, a KAUST success story based in the Kingdom of Saudi Arabia. OPINION 33 PLANT / MACHINERY / VEHICLESwww.plantmachineryvehicles.comMARCH 2023C onstruction workers face dangerous situations while working on the job. Construction companies must put safety fi rst. Doing so will not only protect employees and make them feel safe, but could help to avoid potential lawsuits and other issues. As such, construction leaders should understand the standard health and safety risks associated with SEVEN COMMON HEALTH AND SAFETY RISKS THAT OCCUR IN CONSTRUCTION AND PREVENTATIVE MEASURES the job while identifying ways to prevent them from happening. This will benefi t your employees and your business by putting safety fi rst and developing the best protocols for the situation. FALLING If you look into one of the most common reasons people die while performing construction work, you’ll notice that most involve falling. Even a fall from a single story can lead to death and severe injuries if someone lands on their head. The same applies to broken bones and other damage to the body. To prevent these injuries from happening, have your construction workers wear support and equipment to keep them from falling, especially if they work from a second story OPINION 34 PLANT / MACHINERY / VEHICLESwww.plantmachineryvehicles.comMARCH 2023or somewhere taller. You should also inspect your equipment regularly to ensure it works. For example, look at your ladders and see if they provide proper support or if they start to weaken. You should also train your construction workers to lock ladders into place and only use them on stable surfaces. ELECTROCUTION People who work with wires or similar items during construction may get electrocuted. Electrocution can cause major disruption to the body’s systems and even lead to death. Remaining pre-pared for these situations involves providing the necessary equipment, such as a fi rst aid kit or defi brillator. You should have someone trained to use a defi brillator, so they can act and help in an emergency. You should teach all your employees to inform the person in charge and the certifi ed medic to provide immediate treatment. Do what you can to establish procedures, such as requiring your employees to shut off the electricity before operating. They then must wait until they can get a headcount away from the wiring before they turn any electricity back on. CUTS AND BLEEDING As people work on-site, they could easily get cut and end up bleeding. For example, if something hits their arm or a tool slips, they could end up with a cut on their arm, leg, or another area. Since you can’t always avoid cuts, you should have medical supplies, such as bandages and gauze, available to take care of them. You should also include clean water, disinfectant, and everything else necessary to clean the wound and minimize infections. You can help your employees avoid cuts by encouraging them to wear long-sleeve clothing, gloves, and steel-toe boots. In addition, have your managers check the dress code and their workers regularly to ensure everyone remains safe. CRUSH INJURIES You may not always think of this injury, but some workers can get stuck between objects while working. For example, they can get pinned against a wall, fall into machinery, or face other injuries that can lead to broken bones or death through a crush injury. If you want to prevent that, put in safety procedures to keep people safe. Have them stay away from specifi c machinery while others operate it. You should also put up safety beams and fences when possible to prevent people from reaching those areas, so everyone remains safe. Even if people don’t operate machines, you should train everyone to turn them off if anything happens. That way, if someone passes out while using a machine, someone can quickly help and prevent any damage or injuries from occurring. CAR ACCIDENTS Between 2003 and 2020, over two thousand construction workers lost their lives in highway work zones. Since construction work requires employees to work next to or on the road, a car accident can and often does happen. You must take precautions to ensure worker safety if they are working on or near a roadway. First, have a safety course for your employees, so they know what to do while they work near the road. You should also have them wear highly- visible colors, such as orange, so drivers can see them. Incorporate refl ective vests into the uniforms as well. Teach them to put barriers between themselves and cars. If they have a barrier, such as a fence, they reduce the risk of a vehicle hitting them. They should still move if a car seems dangerous, but they can only run so fast, so positioning matters. PHYSICAL STRAINS Since construction workers must handle the heavy lifting, some will face strain and pain when working. For example, lifting something incorrectly could hurt their back or pull a muscle in their arms. Do your best to teach them proper lifting techniques. For example, emphasize the importance of lifting with the legs rather than the back. You should also go over other essential points, such as using gloves while they lift objects to avoid hand injuries. On top of that, you should have them utilize equipment to lift diff erent objects. They can strap heavier items to pallets and use a pallet transporter to lift and move them when necessary, minimising physical strains and pain. DEHYDRATION AND HEAT STROKE Since construction workers tend to work in the heat, you must consider heat stroke. Heat stroke and dehydration happen as your employees don’t drink enough water while they work. Some-times, dehydration can occur without people realizing it since sweat can evaporate. Give your employees easy access to water, so they can always get a drink whenever needed. You can have water fountains ready and bring water coolers to the site, but you should also encourage them to bring water they can keep nearby. If they bring refi llable water bottles, you can let them fi ll them up and have them close while they work. You should also have them take breaks regularly and get out of the sun, so they won’t push themselves. FINAL REMARKS Since construction workers must handle dangerous jobs, you should take the necessary steps to keep them safe. Doing so will help you address emergencies while avoiding injuries, so everyone can do their jobs without worrying about safety. While these give you a gauge of what to look for as you consider safety and health risks, you should watch for other ones that could occur. That way, you can prepare for any situation to improve the working conditions for your employees. OPINION 35 PLANT / MACHINERY / VEHICLESwww.plantmachineryvehicles.comMARCH 2023planning for projects in both polar regions. Our vehicles have proven over fi ve times more fuel effi cient than traditional alternatives and we are continually looking for further improvements. We acknowledge that battery-based electric vehicles have important hurdles to overcome for use in the extreme cold, a challenge for which we are excited to be a part of developing solutions.” He explained, “The polar regions are very important to us all for a variety of reasons, so operations there will only increase. This project will provide important information about how we develop our future vehicles. We’re very excited to be working alongside Chris and his team to off er our support to this timely and unique adventure.” Arctic Trucks are providing key consultation, route planning, and logistical support for the expedition, with a focus on the polar extremes. The expedition will provide important information about how vehicles can be developed for use in the polar regions and will demonstrate the real, everyday capabilities of EVs. Chris Ramsey, Pole to Pole EV Expedition Leader,said, “One of the things that underpins all the adventures we do is that we take a standard production EV and aim to make minimal changes to clearly demonstrate its real, everyday capabilities, regardless of where you are driving it. Our Nissan Ariya is no diff erent as the vehicle’s drivetrain and battery has remained factory standard, demonstrating just how capable and versatile the production Ariya is. I’m incredibly excited to get behind the wheel of what was already a brilliant vehicle, but now feels equipped to reach the ends of the earth in style!” Arctic Trucks claims that it is continuously pushing the boundaries in re-engineering the world’s best 4x4 vehicles to provide you with the same driving experience no matter what your adventure requires. For over 20 years, Arctic Trucks have been breaking barriers worldwide. Whether at the extremes of the Arctic, performing in the countryside, or driving in the city, their vehicles give drivers the freedom to explore. Globally based in 11 locations, the fi rst base in the entirety of Asia is in the United Arab Emirates, Dubai. T he Nissan Ariya AT39, the fi rst EV constructed by world-leading extreme vehicle specialists, Arctic Trucks, will embark on a 17,000-mile trip from the magnetic mrth Pole to the South Pole. British adventurers Chris and Julie Ramsey will undertake the ten-month journey, taking them through 14 countries, starting on March 23, 2023, Arctic Trucks wrote in a statement. The Ariya AT39 is a professionally re- engineered high mobility platform that balances the performance and effi ciency of Nissan’s electric vehicle architecture with adaptations and enhancements to the body, suspension, steering, wheels, brakes, and more, the statement noted. According to the statement, key features of the vehicle include: Arctic Trucks re- engineering, BFGoodrich KO2 All-Terrain tires, Arctic Trucks strengthened underbody armour, and multiple Arctic Trucks hitches. Commentin on the development founder of Arctic Trucks, Emil Grímsson, said, “For over 25 years we have specialised in providing logistical support, engineering expertise and expedition ARCTIC TRUCKS PARTNERS WITH NISSAN FOR HISTORIC POLE-TO- POLE JOURNEY ELECTROMOBILITY 36 PLANT / MACHINERY / VEHICLESwww.plantmachineryvehicles.comMARCH 2023KEY PERSONALITIES Afaneh joined Goodyear MEA in early 2021 as Commercial Regional Manager. In that role, Afaneh led the team for the Gulf Cooperations Council (GCC) region and near East region, to grow the sale of commercial tires and delivering tailored digital solutions to customers. A veteran of the tire industry for almost sixteen years, Afaneh is well versed in brand marketing, sales and business development across the region. In his new role at Goodyear MEA, Afaneh will assume responsibility for developing the strategy to support the digital transformation in the commercial tire business and leading the implementation of initiatives aimed at growing the company’s commercial portfolio reach across the region. Afaneh said: “I look forward to working closely with our partners to deliver on the Goodyear promise of high quality and dependable commercial tires for our customers. I also look forward to play an active role in supporting the digital transformation of the region’s commercial tire industry.” Khaled Arafa, General Manager for MEA at Goodyear said: “Hamzeh has a wealth of experience in the MEA tire industry and his understanding of the region will ensure that we continue to deliver value to our partners, customers and stakeholders.” Goodyear employs about 72,000 people and manufactures its products in 54 facilities in 23 countries around the world. Its two Innovation centers in Ohio, and, Luxembourg, strive to develop state-of-the-art products and services that set the technology and performance standard for the industry. Aidan Doherty has been appointed managing director of Re-Gen Robotics to lead the development of the company which uses no-man entry, explosion proof robots to clean a huge variety of storage tanks within the oil and gas industry. Aidan is a founding member of the Re- Gen Group which employs over 300 people and has a group turnover of $69 million andpreviously held the post of commercial director of Re-Gen Waste and latterly Re-Gen Robotics. He will be the driving force in developing Re-Gen Robotics as it enters the European and US markets. Speaking of his new appointment Aidan said, “I’m delighted to take up the role at Re-Gen Robotics at an exciting time when we have been recognised as revolutionising safety in industrial oil tank cleaning." On furure plans, he explainedm, "We’ll be focusing on our excellent customer service and problem-solving expertise, and off ering realistic and cost-eff ective alternatives to our customers in order to reduce accidents and fatalities in confi ned spaces.” Re-Gen Robotics has been working with some of the world’s oil majors including Phillips 66, Shell, Valero and Vermillion and Aidan believes that the sector is now seeing the many benefi ts of using robotic equipment to complete industrial tank cleaning. Since 2019, Re-Gen Robotics can contributed to eliminating tens of thousands of hours of confi ned space cleaning and is seen by the oil majors as the safest option. The company claims its robotic systems are setting new safety standards across the industry. Bentley Motors announced the appointment of Tobias Sühlmann as the new director of design, commencing 1 February 2023. He succeeds Andreas Mindt who moves to the head of design role at Volkswagen Passenger Cars. Sühlmann has been promoted from his position as head of exterior design at Bentley, having joined the luxury marque in October 2021. With a 20-year career in automotive design, Sühlmann has held senior design positions at McLaren, Aston Martin, Bugatti and Volkswagen’s Potsdam Design Centre which he joined in 2005 before moving to Volkswagen Design in Wolfsburg in 2007. Here he worked on the Passat, Arteon and Touareg as well as diff erent Showcars. He was instrumental in the design of the Bentley Batur, working under the direction of Andreas Mindt. Batur embodies the start of a design revolution at Bentley, showcasing a new design DNA that will ultimately guide the design of Bentley’s future range of battery electric vehicles. Sühlmann will report directly to Matthias Rabe, Bentley’s board member for research and development. Commenting on the development, Rabe said,“Tobias has made a very signifi cant, positive impression since joining us in 2021 in what was, and still is, a critical, yet exciting time for the business as we accelerate our journey to full electrifi cation by 2030. His previous experiences from luxury automotive, combined with a strong understanding of the Bentley brand and the Volkswagen Group means he is perfectly positioned to enable us to achieve our future ambitions as the leader in sustainable luxury mobility.” GOODYEAR MIDDLE EAST & AFRICA (MEA) APPOINTS HAMZEH AFANEH AS DIRECTOR OF ITS COMMERCIAL TIRE BUSINESS RE-GEN ROBOTICS APPOINTS AIDAN DOHERTY AS NEW MANAGING DIRECTOR BENTLEY MOTORS APPOINTS TOBIAS SÜHLMANN AS NEW DIRECTOR OF DESIGN 37 PLANT / MACHINERY / VEHICLESwww.plantmachineryvehicles.comMARCH 2023 PEOPLEV olvo Trucks in 2022 executed its best performance in the company’s history. The global truck manufacturer delivered 145,195 trucks in 2022, an increase of 19% from 2021, when 122,525 trucks were delivered. Volvo Trucks also increased its market share in the heavy truck segment (more than 16 tonnes) in 41 markets globally. The record deliveries and market share increase should be seen in the light of supply chain shortages that prevailed throughout the year. ”We have had a fantastic year, considering the uncertain and difficult times we live in. Despite supply chain shortages and disturbances in production, we managed to increase our volumes significantly and get VOLVO TRUCKS ACHIEVES RECORD VOLUMES IN 2022, INCREASES MARKET SHARE INCREASE IN 41 COUNTRIES the trucks out to our customers, so that they can grow and improve their business. This is thanks to our close collaboration with our suppliers as well as the hard work done in our own organization and at our dealers,” says Roger Alm, president Volvo Trucks. In Europe, Volvo Trucks has a market share of 18.2%, which is the highest ever. Volvo Trucks is the market leader in several European countries. The company also increased its market shares in North America and Australia, to 10.8% and 17.0% respectively. In Brazil, Volvo Trucks increased its market share to 24.6% and thereby became the market leader for the first time ever, it says in a release. ”We have successfully launched new Roger Alm, president Volvo Trucks TRUCKS 38 PLANT / MACHINERY / VEHICLESwww.plantmachineryvehicles.comMARCH 2023products and services during the year, and we have sold vehicles to many new customers, too. The feedback we get from customers is that they really appreciate and value our high quality and fuel-efficient trucks, and also the professional and rapid support they get from our extensive dealer and workshop network. All of these factors contribute to their own profitability,” Alm says. LEADING THE WAY IN ELECTRIFYING TRANSPORT Volvo Trucks started series production of heavy-duty electric trucks in 2022, as the first global truck manufacturer to do so. Deliveries of electric trucks are now clearly showing a positive and increasing trend. The US, Germany, Netherlands, Norway and Sweden are today the biggest markets for Volvo’s electric trucks. ”Many of our customers, both in Europe and in many other markets, have started the shift to electric during the year. They clearly see that zero emissions transport is an increasing and exciting business opportunity. I’m very confident that this trend will continue and rapidly grow stronger in the coming years,” he says. EXTENDING VEHICLE’S RANGE According to Volvo, the key to extending an electric truck’s range beyond its 300 km limit is being able to implement charging opportunities in its schedule. A strategically placed charger, ideally at a location and time when the vehicle must stop anyway, have a signifi cant impact on a truck’s range. “In Europe, drivers are legally required to stop for a break after a maximum of four and a half hours, and in reality will typically have a break after 3-4 hours. Since the distance covered in this time will be less than 300 km, if you can fi nd a way to charge the truck during the driver’s break, then that is a really eff ective way of extending the truck’s range without extending their shift,” Henrik Engdahl, business development director, Volvo Trucks says in a release. Initially the most feasible assignments for long range electric trucks are the ones that stick to the same, regular routes since it allows trucks to stop at the same places, the release said while citing the example that the two strategically placed charging stations, DHL Freight is currently using electric trucks to transport goods between Gothenburg and Jönköping, Sweden, a distance of 150 kilometres (km), with the trucks carrying up to 60 tons gross combination weight and covering 450 km per day. Also in Sweden, a new public charging station for heavy-duty trucks built at the Volvo Trucks dealership in Helsingborg, will enable electric trucks to complete two return trips between the cities of Gothenburg and Malmö,a distance of 270 km, Volvo says. Under the proposed route, a fully-charged truck can drive from the port in Gothenburg to Malmö, drop off its trailer and still have enough energy to make it to the charging station in Helsingborg (north of Malmö and on-route back to Gothenburg). It will then require 90 minutes to recharge, which coincides with the driver’s break, before being able to return to Gothenburg, the Swedish auto giant says while adding, all this, including the driver’s break , can be completed within an eight-hour shift, before a second driver takes over the vehicle and makes an additional return trip on the same day. “A truck relying on one overnight charge, will be limited to operating within a radius of 120 km from their home depot, so that they have a safe margin for returning before their battery is fl at,” explains Engdahl. TRUCKS 39 PLANT / MACHINERY / VEHICLESwww.plantmachineryvehicles.comMARCH 2023Next >