With a 20-year apprenticeship program, ‘SMART’ goals for all staff, and a state-of-the-art training facility at Derrimut, CMV Truck & Bus has built a scalable model for developing workforce capability.
It is for this that CMV received the 2025 HVIA National Awards Workforce Development Award for its ‘Grow our own’ program, which Training Institute Manager, Matthew Wyatt, says was “a proud moment, but more than anything it was validation”.
“In our industry, workforce development isn’t a nice-to-have — it directly impacts how well we look after customers and how quickly we get trucks back on the road. So, to be recognised at that level shows that what we’re doing is making a real difference,” he adds.
The other finalists – Cummins South Pacific’s ‘Powering your potential’ and The Drake Group’s ‘Building from within’ – also had strong development programs which we commend highly and also set a great example and benchmark for others in industry to follow.
So, let’s unpack some of the great work CMV are doing to attract and retain talent in our industry. All the workforce initiatives undertaken by CMV are aligned with the group’s core values: safety first; can do; ask the question; do the right thing; and mutual respect.
CMV ensures its training programs not only build capability but also shape ethical, collaborative professionals, reflected in its marketing slogan to attract apprentices – ‘Get a career, not just a job”.
The company then makes sure this ethos is rolled out in every part of its training programs. “We’ve seen strong retention across our apprentice program over a sustained period, which is something we’re proud of given the broader challenges the industry faces in keeping skilled people,” Matt says.
An example of this is the state-of-the-art training facility which CMV has built at Derrimut. It has dedicated classrooms and a fully equipped workshop.
Every dealership also has breakout areas with computer access to allow for online learning – including the internal ‘TechEdge’ program which is dedicated to upskilling in Volvo systems, diagnostics and repair techniques.
CMV notes, “TechEdge was designed to solve a very real problem for us. We invest heavily in our apprentices and run what we’d consider one of the most comprehensive training programs in the industry.
“But not every technician comes through that pathway. We’ve got experienced people joining from other dealerships and manufacturers, and there can be a gap when it comes to our products, systems and ways of working. TechEdge was built to bridge that gap.”
The program was designed and developed entirely in-house by CMV’s technical training team. It’s not pulled off a shelf. “These are experienced technicians, so we’re not reteaching fundamentals — we’re focusing on what’s different and what matters in our environment,” CMV points out.
As a sign of dedication to continuous improvement and learning, CMV has a business-wide target to ensure every employee receives a minimum of two days of training annually. This is not an average, but a guaranteed commitment to individual development. This reinforces the belief that learning is for everyone, not just new starters.
In addition to strong relationships with TAFEs, RTOs and industry bodies, what stands out about the CMV program is the high level of engagement with parents, schools and community groups to promote careers in heavy vehicle technology and broaden the company’s talent pipeline.
This multi-layered engagement ensures that their workforce development efforts are sustained, inclusive and deeply embedded in their organisational culture.
CMV also tell us that, “With an apprenticeship program running for over 20 years, we’ve built a proven pipeline for developing skilled professionals – many of whom now hold senior leadership roles, including dealer principals and department heads.”
Leadership is demonstrated through their internal approach to training. “We’ve also grown a full-time training team of eight staff, which reflects the level of commitment we’re making. Importantly, several of our trainers came through our own apprenticeship program and are now giving back to the next generation.”
In terms of recruitment, it is clear CMV has put a lot of effort into creating a balanced workforce. “We’ve also seen a positive cultural shift, with staff embracing continuous learning and open dialogue. Our inclusive recruitment efforts have led to greater diversity, enriching team dynamics and broadening perspectives,” the company states.
HVIA recently had the pleasure of meeting four of CMV’s female apprentices at Derrimut and were blown away by how happy, clever and thriving the group was. The positive energy and culture were evident in the way the group shared their stories, challenges and experiences proudly and openly and in front of their managers.
CMV says, “For us, it’s not one standout initiative — it’s the consistency of the approach over time that’s made the difference.”
So, as the future of workforce development in Australia’s heavy vehicle industry continues to take shape, we hope sharing CMV’s story inspires other workplaces to continue to grow, adapt and enrich their own workforce development programs.
Perhaps your business has made leaps and bounds in this space as well? Awards applications for the 2026 HVIA National Awards open in July, and we would love to hear from you about your programs and share what is working with our great industry so we can thrive, grow and be an industry of choice for young people.