Culture, Diversity and Tech: The Real Supply Chain Advantage

The future of logistics lies in people, not just technology 

When people talk about the future of logistics, the headlines tend to focus on robots, drones, and self-driving trucks. Whilst automation and AI will transform our industry, the reality is apparent: people remain the ultimate competitive edge. 

We’ve seen it first-hand. Technology helps us become more efficient, but culture, cognitive diversity, and development are what make us resilient. 

 

Talent is tight, culture keeps people 

With the average age of a UK HGV driver at 48, and the share of 16–24-year-old drivers still below 2%, the sector’s talent challenge is far from solved. This is evident across the industry with 76% of supply chain leaders identifying labour gaps and reporting shortages, with more than a third describing them as “severe.”

As an industry, we cannot continue fishing in the same pools. That’s why we’ve expanded our approach. We are supportive by design, from apprenticeships and learning pathways to welcoming ex-military professionals through our Rugby for Heroes charity partnership. These initiatives don’t just fill gaps; they bring in fresh skills, perspectives, and advocates for the business. 

While pay will always be a factor, employees increasingly want more: progression, purpose, and a culture that reflects their values.  

Our people strategy is built on three pillars: building a sustainable platform for growth, creating world-class teams, and shaping a unified “One HT” culture. In practice, that means clear career journeys, structured job descriptions, and leaders who are equipped to manage with confidence. It also means doubling down on our values – Connected, Supportive, Resilient, Progressive – as the standard for every decision. 

 

Culture as a competitive advantage 

Engagement matters. Studies show that highly engaged teams have 51% less turnover.

We view company culture as our anchor. We take a 100-year view, reinvesting in our people, sites, and communities to ensure long-term stability. Our values drive who we recruit, how we support, and how we grow. 

As an SME, we sometimes compete against corporate giants, but our size provides an edge too: agility, visibility of leadership, and a family-business ethos that resists bureaucracy. It’s a balance we work hard to maintain as we grow. 

 

Diversity: more than representation 

Women are still underrepresented in logistics, women account for around 22% of transport workers in the EU, and fewer than 6% of truck drivers globally. However, diversity is about more than representation. It’s about diversity of thought. 

Research suggests that cognitively diverse teams solve problems faster and drive stronger financial performance. That’s why our focus is on creating an environment where people with different perspectives can thrive. 

Mentorship, reverse mentoring, and leadership visibility all ensure that once talent joins us, they are challenged, supported, and able to grow. When people feel heard, they feel connected. Connection across teams, sites and generations is how we turn diverse perspectives into better solutions for our clients. 

 

Technology as an enabler, not a replacement 

Eighty-four per cent of supply chain leaders plan to adopt AI within the next five years. That’s no surprise. We’ve invested in cobots that make warehouses safer and more efficient.

But here’s the point: automation doesn’t replace people. It enables them. Our job is to train, support, and show our teams that technology is there to help. When people see the value, they lean in. 

At Tenens, we use tech to enhance efficiency, reducing repetitive tasks, streamlining workflows, and freeing people up for higher-value work. From cobots in the warehouse to smarter data analysis for clients, the aim is always the same: create more headroom for people to use their skills where they matter most. 

That’s what being progressive means to us: embracing technology with a people-first mindset. 

 

Building resilience in an uncertain world 

Brexit, Covid and the cost of living have tested our industry. The businesses that stand the test of time are the ones that put people first. 

At Howard Tenens, we reinvest back into our teams, sites, and communities because resilience doesn’t happen by chance. It’s culture, values, and long-term thinking. That’s why we take a 100-year view on our strategies. 

Jamie Hartles, our CEO, comments: 

“Culture is always going to be fundamental. Build things so you are robust and can absorb shocks as they come. The world will become more and more uncertain; resilience will be what sets successful businesses apart.” 

 

Looking ahead 

The logistics industry employs over two million people in the UK. It is the backbone of our economy, but it is also an industry at a crossroads. 

For us, the path is clear. 

• Expand talent pools. 

• Invest in culture. 

• Champion diversity of thought. 

• Use technology to enhance people, not replace them. 

The future of logistics will be shaped by people. 

At Howard Tenens, we are committed to building that future, one where culture, people, and technology come together to create connected, supportive, progressive and resilient supply chains to deliver mutual value for generations to come.