Everyone talks about the driver shortage. Few talk about why drivers leave

In parts of Europe, the driver shortage has been exacerbated by labour migration and by workers leaving the profession for other careers. According to the report Transforming Transportation in 2026, while companies’ strategies vary, they share a common long-term focus on recruitment, improved working conditions and the digitisation of processes.

In-house recruitment and training instead of quick fixes

Some companies have opted to build their own driver development pathways. They recruit younger or less experienced employees, initially assigning them simpler tasks and gradually preparing them to operate larger vehicles. Although this approach is time-consuming, it helps foster loyalty and long-term team stability.

One example is the Polish company Elmex, which initially recruited drivers from Ukraine and later expanded recruitment to Asian countries. Over time, the company launched an international programme based on its own recruitment agency and a global network of training centres. The programme prepares drivers not only for Elmex’s own needs, but also for other carriers. A similar strategy is under consideration at the Slovak company TOPNAD, which plans to recruit drivers from third countries.

Stable conditions instead of aggressive recruitment

A different approach is taken by the Czech company Diplo, which argues that the problem lies not in a lack of qualified drivers, but in the conditions offered by employers.

“We don’t run intensive recruitment campaigns. People who join us usually stay for the long term. We try to create fair and predictable conditions, without constantly surprising employees with further changes,” emphasises co-owner Michal Bubeník.  “From the very beginning, we have had clearly defined rules for how we treat employees, and as a result we feel the driver shortage to a lesser extent.”

Bubeník’s previous experience as a driver himself translates into a strong understanding of the realities of the profession.

Multitrans CZ operates in a similar way, focusing on an individual approach to employees and building teams based on long-term relationships rather than short-term demand. The company notes that above-market pay, which not long ago was a competitive advantage, is no longer sufficient on its own. Working conditions and a modern fleet are becoming increasingly important.

Work–life balance is increasingly important

The Spanish company Barquín y Otxoa points to work patterns as one of the key challenges of the profession. An increasing number of drivers are unwilling to spend long periods away from home. In response, the company reorganised its operations so that on 90% of routes drivers can spend the night at home. Despite the specific demands of the food sector, which include weekend and holiday work, the company aims to offer predictable schedules.

In Romania, Bipmobile focuses on flexible benefit packages tailored to individual drivers’ needs.

In Hungary, Domino Trans has launched a talent development programme supported by the National Employment Fund. The initiative targets young people holding a category B driving licence and gradually prepares them for professional transport work, including obtaining category C and E qualifications. Upon completion, participants are offered a two-year employment contract.

Telematics and data in the service of efficiency

At the same time, approaches to assessing driver performance are evolving. Companies are increasingly analysing not only vehicle location, but also driving style, fuel consumption, braking behaviour and cruise control usage. These data are used to create monthly assessments and targeted training programmes.

LOGIUS, for example, uses telematics to support drivers in improving driving style and meeting customer expectations. Data analysed in cooperation with ESG experts is used both to optimise processes and to support transparent communication with business partners.

The Polish carrier RP-TRANS uses Eurowag’s GBox telematics system for transport planning and ETA forecasting, taking into account road conditions and drivers’ working time. Elmex has been using Eurowag’s Marcos TMS system for 15 years to monitor payments, assess order profitability and streamline operations.

In Portugal, TRANSMARSIL bases its operations on telematics and digital tachographs and is preparing to implement AI-based solutions. TOPNAD, meanwhile, has developed its own TMS software and uses artificial intelligence to plan the most efficient routes, including return trips to base.

People, technology and cost pressure

A stable, experienced workforce means fewer delays, fewer incidents and greater credibility with customers. In some countries, tender criteria increasingly include safety performance and fuel efficiency. At the same time, the driver shortage is having a growing impact on company results.

In Poland, the vacancy rate in the transport, forwarding and logistics sector last year was 44% higher than the average across all industries.

“This is a clear signal that staffing shortages in the sector are becoming increasingly serious. Companies must ensure they are perceived as attractive employers,” comments Radosław Tatarski, Country Manager at Eurowag Poland.

Miroslav Novák, Country Manager for the Czech Republic and Slovakia, offers a similar assessment, noting that by the end of 2024 nearly half a million drivers were missing across the European Union. An ageing workforce and low interest from younger generations continue to reinforce the problem.

One direction of action

Eurowag’s report Transforming Transportation in 2026 shows that, regardless of country, transport companies are increasingly combining investment in people with digitisation. This is not a short-term response to the staffing crisis, but a long-term strategy aimed both at retaining drivers and improving cost efficiency.

Price pressure and expectations of high performance are unlikely to ease — making this one of the key areas on which the transport sector will need to focus in the coming years.