Australia’s Transport Workforce Crisis: Almost Half Considering Leaving The Industry

Nearly half of Australia’s transport and logistics professionals are weighing up their future in the sector, according to new research that exposes the growing human cost of workforce shortages, rising costs and mounting compliance pressures.

The Microlise Australian Fleet Safety and Compliance Benchmark 2026, an independent survey of 200 industry professionals, found that 44 per cent of respondents are considering leaving the industry within the next five years. At the same time, 42 per cent reported that their mental health has been negatively affected by working in the logistics sector.

The findings come as the industry grapples with a shortage of around 28,000 drivers, with 60 per cent of the existing driver workforce now aged over 50.

The logistics sector accounts for roughly 8.6 per cent of Australia’s GDP and generates more than $150 billion in annual economic value – yet the workforce responsible for keeping the country’s freight network running is under sustained pressure from multiple directions.

A workforce at breaking point

While 53 per cent of respondents indicated they love their job and would not consider working in another sector, the 44 per cent who are eyeing the exit cited a range of overlapping pressures.

Long working hours topped the list, nominated by 29 per cent of those considering a departure. Difficulty keeping on top of compliance came second at 25 per cent, followed by boredom and the desire for a new challenge at 23 per cent.

Other reasons included too much reliance on manual processes such as paperwork (23 per cent), having never planned to stay long-term (22 per cent), finding the job too stressful (20 per cent), feeling there are too many regulations with insufficient guidance (18 per cent) and feeling underpaid (18 per cent). A further 11 per cent cited insufficient training or support and 9 per cent pointed to a lack of suitable technology.

Head of Operations – APAC at Microlise, Shaun Gray, described the situation as a balancing act that many businesses are failing to manage.

“Health, safety and compliance are interconnected and equally important factors in the success of any fleet operation, but many Australian businesses are still struggling to get the balance right,” Gray told journalists. “Faced with relentless labour shortages and skyrocketing costs, fleet operators report that the pressures of today’s logistics environment are taking a significant toll on the health and wellbeing of their staff.”

Mental health and the toll of isolation

The research paints a confronting picture of mental health across the sector. Forty-two per cent of respondents reported that working in logistics has impacted their mental health, pointing to long hours, fatigue and persistent financial pressure as contributing factors.

When asked what places the most pressure on fleet operations, fuel costs led at 23 per cent. The report noted that the 2026 global fuel crisis had placed unprecedented pressure on Australian fleet operations, making this an expected result.

Driver health and wellbeing followed at 19 per cent, reflecting a growing awareness of mental and physical health issues across the industry. Evolving compliance regulations, driver shortages and difficulty recruiting skilled back-office staff each registered at 15 per cent, while insurance premiums accounted for 12 per cent.

Seventy-four per cent of respondents agreed that long periods spent alone on the road are the primary cause of mental health difficulties among drivers.

The sense of being undervalued compounds the problem. Sixty-eight per cent of respondents agreed that their drivers feel undervalued by the public, while 69 per cent believe the public does not fully understand how drivers do their jobs.

This perception gap could have real consequences for recruitment and retention. If drivers feel their contribution is not recognised, they are less likely to stay in their careers long-term – and the sector’s ability to attract new entrants is weakened further.

Compliance confidence may be misplaced

Despite compliance emerging as one of the leading causes of stress, the survey revealed what appears to be a disconnect between confidence and actual practice.

Eighty-nine per cent of respondents described compliance management as “fairly easy” or “very easy”, and 68 per cent stated they no longer worry about compliance complexity because technology removes the burden.

But when the survey examined the processes being used, a different picture emerged. Over a third of respondents are still managing compliance tasks using manual methods, including paper-based processes, spreadsheets and email trails.

The tasks most frequently handled manually were driver licence and qualification checks (35 per cent), vehicle maintenance scheduling and records (33 per cent) and driver medical and fitness-to-drive assessments (30 per cent).

Other compliance areas still relying on manual methods included chain of responsibility documentation (28 per cent), weighbridge and mass management records (27 per cent), dangerous goods documentation (26 per cent), sustainability and emissions tracking (26 per cent), incident and near-miss reporting (25 per cent) and subcontractor and third-party compliance records (25 per cent). Driver fatigue and hours-of-service records brought up the rear at 21 per cent, while pre- and post-trip vehicle inspections sat at 18 per cent.

The report flagged these manual methods as error-prone and warned they can expose businesses to regulatory penalties, operational bottlenecks, audit failures and reputational damage. Under Australia’s Chain of Responsibility regulations, fleet operators can be held criminally liable if their decisions or lack of safety systems lead to an accident or fatality, making the reliance on manual processes a risk that extends well beyond operational efficiency.

The compliance burden is also feeding directly into workforce attrition. Among those considering leaving the sector, 25 per cent cited difficulty keeping on top of compliance as a reason, while 22 per cent pointed to an over-reliance on manual processes such as paperwork.

Cybersecurity preparedness raises questions

Cybersecurity presented another area of concern. Just 41 per cent of respondents felt fully prepared for a potential cyberattack against their organisation.

Almost half – 49 per cent – felt adequately prepared but remained worried. Nine per cent believed more could be done to protect their organisation, and the remaining two per cent did not feel prepared at all.

Given that data protection forms a key pillar of Australia’s regulatory landscape, the report suggested these findings may point to a broader disconnect between the perceived ease of managing compliance and the reality of the process. It may also indicate that some respondents are overestimating their own compliance readiness.

Technology adoption and the safety dividend

The survey found broad consensus around the role of technology in improving safety outcomes. Eighty-one per cent of respondents agreed that technology is essential to keeping drivers safe, while 83 per cent indicated that advances in technology have made drivers feel safer on the road compared with five years ago.

Camera systems have become standard across the industry. Every respondent reported using vehicle cameras in some capacity, with an average of 2.6 cameras per vehicle. Eighty-five per cent are running multi-camera setups, reflecting the broader visibility that multiple cameras provide over single-camera configurations.

The data around AI distraction cameras was particularly striking. Eighty-five per cent of respondents reported that AI distraction cameras had prevented drivers in their fleets from having a serious road traffic accident, while 99 per cent stated that in-cab cameras improve driver performance.

When asked to identify the most important safety technology in their operations, responses were closely distributed across several categories. ADAS and active vehicle safety systems led at 16 per cent, level with daily check and defect inspection apps. Telematics and driver behaviour monitoring came in at 15 per cent, followed by scheduling and fleet-visibility tools linked to driver hours and safety at 14 per cent.

Driver hazard warning systems drew 13 per cent, multi-camera systems for commercial fleet vehicles attracted 10 per cent, AI distraction cameras registered at nine per cent and electronic work diaries sat at eight per cent.

The closeness of these responses suggests there is no single technology that dominates. Fleet managers are instead relying on a combination of safety tools to protect their drivers.

Can technology fix the mental health crisis?

Beyond physical safety, the survey explored whether technology could play a role in addressing the sector’s mental health challenges.

When respondents were asked to nominate one change that would improve mental health for workers in the supply chain and logistics sector, better technology to support the role came out on top at 16 per cent.

Better visibility and clarity over daily tasks and expectations followed at 15 per cent – a factor the report noted is closely tied to technology – while more time for rest and recovery between shifts also drew 15 per cent.

Less manual paperwork through digital tools, increased pay, shorter working days and better facilities and support while out on the road each registered at 10 per cent. Greater distribution of responsibility across team members attracted nine per cent, while greater licence to improve company processes came in at seven per cent.

Technology’s role in easing compliance pressure also registered. Sixty-eight per cent of respondents agreed they no longer worry about compliance complexity because technology removes the burden – a finding that demonstrates how automation of tedious compliance processes can reduce the mental load on logistics professionals.

Gray argued that technology investment is now a competitive necessity for businesses looking to hold on to staff.

“While businesses can’t eliminate these pressures, they can reduce their impact with the help of technology. Having the right technology not only improves safety and physical health outcomes, but also reduces the compliance burden and day-to-day pressure on staff, supporting better mental health across the workforce,” he explained.

“In the current climate, where Australian fleet operators are facing ongoing labour shortages, businesses that invest in technology will be better placed to attract and retain the best workers over the long term.”

Who will keep Australia moving?

The question the findings raise is whether the industry can act quickly enough. With 44 per cent of professionals considering walking away and 42 per cent reporting mental health impacts, the sector faces a workforce sustainability problem that extends beyond driver numbers.

The report’s recommendations centre on three areas: investing in unified fleet management systems and automated compliance software to reduce pressure on staff and improve mental health outcomes; adopting driver safety technology such as vehicle camera systems, ADAS and telematics to demonstrate investment in driver wellbeing; and removing manual compliance processes to reduce human error and employee churn.

The research was conducted by independent global research firm, 3GEM, in May 2026. It featured 200 respondents from Australian organisations with a minimum of 100 employees. The average organisation size was 897 employees.

Twenty-five per cent of respondents held C-level or business owner positions, while 75 per cent were in middle or senior management. All respondents were directly responsible for decisions over fleet management and operations. The average age of respondents was 39.1 years, with 67 per cent male and 33 per cent female.

Respondents came from a range of industries, with retail leading at 23 per cent, followed by food and drink (17 per cent), wholesale and distribution (13 per cent) and transport and storage (11 per cent). The largest share of respondents came from New South Wales (49 per cent), followed by Victoria (24 per cent), Western Australia (12 per cent), Queensland (10 per cent) and the ACT, Northern Territory and South Australia (six per cent).

Last Updated on August 13, 2026 by Nick Ross