Howes Percival


How an immigration strategy can ease workforce pressure


Bilal Ehsan Immigration Solicitor Howes Percival


In an industry built on reliability and timing, a dependable workforce remains one of the most critical assets. For many logistics and warehousing businesses, labour shortages have become a persistent challenge. From transport and fulfi lment to warehouse coordination, the ability to recruit and retain people continues to shape performance and long-term planning. Post-Brexit, the shift in available labour has disrupted


traditional recruitment routes. In response, many businesses are exploring alternative approaches – including how immigration can help ease pressure and support growth. Handled strategically, immigration can address skill


shortages, provide workforce resilience, and off er a route to bring in capability not available locally. At Howes Percival, we regularly advise logistics and warehousing businesses on how immigration can support workforce planning.


A sector under strain T e logistics and warehousing sector has long experienced recruitment diffi culties. While automation has helped in some areas, much of the industry remains reliant on an on-site, adaptable workforce. Businesses operating large fulfilment centres, last-mile delivery hubs or transport networks typically need a mix of permanent and temporary staff – many of whom are diffi cult to recruit or retain locally. With growing demand across e-commerce, manu-


facturing and retail supply chains, workforce shortages increasingly aff ect performance. For many operators, the challenge isn’t just recruitment – it’s maintaining service levels under pressure.


Where sponsorship can add value For businesses unable to recruit locally, the skilled worker route remains the primary visa option. While not all roles in the sector qualify, several key positions do, including warehouse managers, supply chain managers, transport managers, logistics planners and transport and distribu- tion clerks. To be eligible, roles must meet minimum skill and


Bilal Ehsan


salary thresholds under current Home Office rules. Following changes in April 2024, most roles now require a salary of £38,700 or the ‘going rate’ – whichever is higher. Exceptions apply in limited cases (e.g. new entrants or transitional provisions), but salaries must generally refl ect the increased thresholds. This has raised the bar for businesses considering


sponsorship, particularly for mid-level or supervisory roles. However, for clearly defined, skilled vacancies, sponsorship remains a viable and valuable tool. We’ve worked with logistics providers who, after months


of struggling to fi ll mid-level planning roles locally, turned to overseas recruitment and saw improved retention and reduced delays. One of the most common issues businesses face is tim-


ing. Sponsor licence applications take several weeks, and visa processing adds time. For businesses with seasonal peaks, contract start dates, or project-driven recruitment, delays can disrupt onboarding. Building sponsor licence readiness into workforce


planning allows businesses to move quickly when the right candidate appears. Even where sponsorship is used occasionally, being prepared off ers agility. Sponsoring overseas workers involves fees – from visa and licence applications to the Immigration Skills Charge – and recent rule changes mean some of these can no longer be passed to the employee. Still, when used strategically, sponsorship off ers more than a short-term fi x. It enables employers to reduce churn, maintain continuity and secure skills hard to fi nd locally. For employers choosing to cover costs beyond what’s


required (such as visa or Immigration Health Surcharge fees), it’s not uncommon to implement repayment provi- sions. Structured in line with sponsorship rules, this can help manage early departure risk.


LOGISTICS & WAREHOUSING


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