Compliance in a high-volume environment Even for businesses not sponsoring, immigration compliance remains essential. Right to work checks must be completed for every employee, and penalties for non- compliance have increased – with fi nes now reaching up to £60,000 per breach. Logistics businesses often manage high volumes of
temporary or agency staff , sometimes across multiple sites. In such environments, inconsistent onboarding or poor record-keeping can expose the business to risk. For sponsors, fulfilling ongoing duties is critical –
particularly where multiple departments are involved in recruitment. Regular internal audits and clear accountability can help mitigate risk. While the skilled worker route remains central, it is
not the only option. Depending on needs, there may be opportunities to hire through other routes: ■ T e graduate visa allows UK university leavers to work for two years (three for PhD graduates) without spon- sorship – useful for entry-level hiring, especially from logistics or supply chain programmes.
■ T e global business mobility route may assist inter- national fi rms looking to second employees to a UK branch or launch a new operation.
■ T e scale-up visa may suit rapidly growing logistics or tech-enabled fulfi lment businesses needing skilled hires with fewer long-term obligations.
T ese routes carry their own criteria, but businesses
planning ahead may benefi t from understanding the wider landscape.
Joined-up thinking Immigration is rarely the only legal consideration. Workforce strategy often intersects with employment law, agency relationships, and regulatory obligations – particu- larly in logistics and warehousing, where operations are fast-paced, and people are central to delivery. Taking a joined-up approach helps ensure immigration
aligns with other areas of legal risk and strategy – especially where multiple routes to hiring exist in parallel. Labour market pressures are likely to persist. While
immigration won’t resolve every challenge, it remains a valuable tool when aligned with broader planning. For organisations that engage early (whether to sponsor
overseas talent or strengthen compliance) immigration can off er agility and access to skills not available locally. It may not be the fi rst lever a business pulls, but having
it ready and knowing when to use it, can create meaningful advantage in the race for talent. If you’d like to explore any of the themes raised in this article, feel free to get in touch with the team.
Contact Bilal Ehsan at
bilal.ehsan@howespercival.com or Immigration Adviser Bineeta Joshi at
bineeta.joshi@
howespercival.com Find out more about Howes Percival at
www.howespercival.com
Bineeta Joshi
LOGISTICS & WAREHOUSING
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68
