Australia’s freight and logistics sector plays a vital role in keeping the country moving, literally. But how do the people behind the movement feel about their work?
Recent data from 2025 reveals a surprisingly positive picture. While employee disengagement continues to challenge many industries nationwide, the logistics and transport sector is bucking the trend with much higher engagement rates.
Engagement rates: a positive outlook
Surveys and industry analyses suggest that between 60% and 69% of employees in Australia’s logistics and transport sector are considered “engaged” at work. That’s a stark contrast to the national average, where only 16% to 23% of employees across all sectors are actively engaged.
Even at the lower end of the logistics sector’s engagement spectrum, only 31% to 40% of workers are disengage, far below the 77% to 84% disengagement rates seen across broader industries.
This suggests the freight and logistics sector is getting a few key things right when it comes to keeping its workforce connected, motivated, and productive.
Key challenges to engagement
Despite these encouraging numbers, the sector isn’t without its challenges.
Skills shortages continue to put pressure on teams, with companies struggling to attract and retain experienced workers.
Automation and increased demand are reshaping job functions, which can affect how employees feel about their roles.
An ageing workforce, especially in specialised areas like freight forwarding and customs broking, raises long-term engagement and succession concerns.
Limited career pathways in some parts of the industry are contributing to stagnant motivation among younger workers.
What sets logistics apart is how engagement is driven. Unlike in more corporate environments, job security, recognition, and belonging are especially important in this sector—particularly for those in physically demanding or repetitive roles.
Why engagement matters
Highly engaged logistics companies consistently report better outcomes across several key areas:
Increased productivity and work quality
Reduced absenteeism and lower staff turnover
Stronger, more positive workplace cultures
Improved safety records
On the flip side, disengaged employees are more likely to be linked with safety incidents, driver errors, and operational inefficiencies, issues that can be costly in an industry so reliant on precision and timing.
The state of the workforce
With more than 1.2 million Australians employed across the freight and logistics industry, it represents a significant portion of the national workforce. Of this, 574,000 workers are involved specifically in logistics, warehousing, and road transport.
Another key consideration is age: 47% of the workforce is aged 45 or older, making workforce planning, retention, and upskilling essential for long-term stability and growth.
Engagement Levels at a Glance
Group | % Engaged | % Disengaged |
|---|---|---|
Logistics & Transport Industry | 60–69% | 31–40% |
National Average (All Sectors) | 16–23% | 77–84% |
Strategies that work
So, what are leading freight and logistics companies doing to keep engagement high?
Teamwork and communication: Keeping teams aligned and informed supports efficiency and morale.
Recognition: Regularly acknowledging hard work, whether through formal programs or informal praise, goes a long way.
Safety focus: A strong safety culture not only protects workers but also shows they’re valued.
Growth opportunities: Structured career pathways, training, and mentoring help retain staff and keep them motivated.
Final thoughts
Australia’s freight and logistics sector may be ahead of the curve when it comes to engagement, but there’s still work to do, especially in supporting younger talent, evolving career paths, and addressing long-term workforce gaps.
With the right investment in people, training, and workplace culture, logistics companies can continue to lead the way in building an engaged, productive, and future-ready workforce.