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INDUSTRY SPOTLIGHT: T S Europe helps you manage logistics uncertainty

The lorry driver shortage is making headlines again. Grocery store shelves are empty, the prices of goods are increasing, and businesses are beginning to worry. The logistics world is volatile as industries are faced with the challenge of acclimating to the new, demanding changes.

Amid the chaos, Transport Services Europe has embraced the storm and is actively adapting to the new changes. By continuously analysing the market, keeping up with freight affairs, and speaking to different suppliers, we have formulated a comprehensive approach to tackle the driver shortage.

The business model of T S Europe is structured around providing a service that ensures fluid and transparent communication with an emphasis on reliability, – all while remaining competitive.  As a result, we have established, maintained and developed positive relationships with clients, such as Aldi, and McDonald’s.

The impact of Brexit and Covid has led to companies being faced with late deliveries, customs problems, and a competitive market. When transportation issues arise in the supply chain, businesses and consumers alike face the consequences. As such, T S Europe highlights the importance of establishing mutual trust with your transport partners. The added security of having a transport partner by your side every step of the way is crucial for a business to run smoothly.

In times of need, a helping hand makes all the difference.


Just 16% of UK consumers are satisfied with delivery services every time

Over two thirds (68%) of UK consumers have had an issue with delivery in the last three months – and, as a result, 24% lost trust in a delivery company and 24% lost trust in the retailer.

That’s according to Descartes Systems Group’s latest Consumer Online Delivery Research, which set out to assess consumers’ online purchasing experiences across Europe.

Undertaken by SAPIO Research during July 2021, the interviews with consumers across Europe highlighted that quality of the delivery service is undermining overall customer perception of both delivery companies and retailers – leading to lost sales.

The research concludes that retailers need to take ownership of the end-to-end experience, in order to address consumer expectations regarding tracking and communication; safe delivery and ease of return; and, increasingly, environmental considerations.

Key findings include:

  • The quality of the experience has been far from perfect: just 16% of UK consumers are satisfied with the delivery service every time.
  • Over two thirds (68%) have had an issue with delivery in the last three months – and, as a result, 24% lost trust in a delivery company and 24% lost trust in the retailer.
  • Over a third (37%) of consumers also share their perception of both delivery company and retailer with friends and family – creating a ripple effect that rapidly undermines consumer perception.
  • 71% of European consumers consider the environment when making an online order
  • Almost a third are interested in bulking all orders to one weekly delivery.

Since the beginning of the COVID-19 pandemic, the proportion of purchases made online has grown from an average of 32% to 43% and is expected to remain at 41% for the foreseeable future. More than half (51%) of consumers have increased the number of purchases they make online, and 51% now make an online purchase at least once a fortnight – almost double the number (28%) pre-pandemic.

Despite these statistics, the research findings underline the fact that deliveries are failing to achieve complete customer satisfaction, with nearly nine in ten (87%) customers not always satisfied with the delivery services received. With satisfaction rates even lower for consumers who have reduced their online buying behaviour during the COVID-19 pandemic, the implications of inadequate delivery experiences cannot be overlooked.

Timing is the biggest issue for home deliveries – with two in three (68%) UK consumers reporting a delivery problem in the last three months. Delivery problems radically affect customer perception – and not just of the delivery company. While almost a quarter (24%) lost trust in the delivery company, 24% also lost trust in the retailer and 23% did not buy from that retailer again.

Given that many consumers were a captive audience during COVID-19 pandemic lockdowns, these delivery problems should raise serious alarm bells for retailers. With just 16% of UK consumers confirming they are totally satisfied with the delivery service, a company’s ability to meet its delivery promises will become increasingly important to reinforce the quality of customer experience and maximise the chances of customer retention.

Descartes says questions retailers should, therefore, be seriously considering, include:

  • How proactively is the retailer tracking delivery performance?
  • What is the strategy for managing spiralling delivery costs and optimising driver time?
  • What is the strategy for meeting customers’ environmental expectations? Can the delivery model support bulk orders and green scheduling? Are the right vehicles being automatically assigned to deliver in Clean Air Zones?

Pol Sweeney, VP Sales and Business Manager UK, Descartes, said: “Consumers will not return to pre-pandemic shopping habits; having become used to the convenience of ecommerce, online purchasing will continue to dominate. Individuals have become far more confident and sophisticated online over the past 18 months and expectations have risen, leading retailers to enhance the online experience, but as this research reveals, the quality of the delivery service is undermining the overall customer perception and leading to lost sales. Retailers that take ownership of the entire end-to-end experience and truly optimise the delivery process have the opportunity to transform customer perceptions, drive additional sales and, critically, entice customers from poorer performing competitors.”

Is Boris’ ban of petrol and diesel vehicles going to crush the transport industry?

The UK Government has announced official plans to ban the sale of new petrol and diesel cars by 2030. From then on, new hybrids or electric cars will be the only types of vehicles allowed to be manufactured – and after 2035, only pure electric vehicles can be sold.

This legislation was introduced to support the reduction of fossil fuel consumption and transition to a net zero society. Billions of pounds are being invested in electric vehicle charge points across England as well as for grants to help people afford to install charge points on their private property.

This petrol and diesel ban could help cut car emissions to 46m tonnes of carbon dioxide by 2030, down from an equivalent of 68 MtCO2e (metric tons of carbon dioxide equivalent) emitted today.

The sale of electric vehicles has increased in the UK by 185.9 per cent year on year; however, the majority of cars that are imported from other countries still have an internal combustion engine (ICE) – meaning they are either petrol, diesel, or hybrid. Around 26 countries are huge exporters of ICE vehicles to the UK, including the Czech Republic, Turkey, South Africa, Poland, and Italy. In the Czech Republic, the car industry accounts for nine per cent of the country’s gross domestic product (GDP). 154,468 petrol and diesel models were exported to the UK in 2019.

Challenges posed

While yes, the move to electric vehicles will drive down global emissions, which is becoming a crucial consideration for governments and populations worldwide following the United Nations’ ‘code red for humanity’ climate change warning, it will be expensive.

Road Haulage Association Managing Director Rod McKenzie told Sky News that alternative fuels for transport such as hydrogen and electricity will be too costly or won’t offer enough range. For such a drastic shift to a different method of fuel, there needs to be less doubt and more certainty for something that is hugely relied on.

McKenzie commented: “This proposal is unrealistic. Alternative HGVs don’t yet exist. We don’t know when they’ll exist, and we don’t know how much they’ll cost, and it’s not clear what any transition will look like.

“So this is blue-sky thinking way ahead of real-life reality. For many haulage companies, there are big fears around the cost of new vehicles and a collapse in the resale value of existing ones.”

Businesses involving heavy goods vehicles will be faced with many significant challenges – it will likely take a while for the price of alternative HGVs to be driven down while we wait for research and development to innovate them and make them cheaper to manufacture and run. Transitioning an entire fleet to alternative fuel won’t be cheap. However, there is a huge need for the transport industry to be electrified – according to the UK Government, 79 per cent of domestic freight was moved by road in 2019, and transport was the largest sector for emitting domestic greenhouse gases.

Greg Archer, UK Director of the European green transport campaign group Transport and Environment, argued for the ICE vehicle ban and the ever-growing need for this ambition. He said: “This plan is a milestone in the shift to a more sustainable UK transport system. The decision to only use zero-emission road vehicles – including trucks – by 2050 is world-leading and will significantly reduce Britain’s climate impact and improve the air we breathe.”

In a bid to help businesses, seven major British companies have joined forces to accelerate the transition to hybrid and electric vehicles – some of which have some of the largest commercial fleets in the UK.

Cost advantages for business

Businesses can save money on fuel – a report by British Vehicle Rental and Leasing Association report found that electric vehicles cost between 2p and 4p a mile whereas the equivalent in diesel costs 12p per mile. Tax refunds are also available for the purchase of electric vehicles, meaning you can relieve some costs.

The government is offering grants towards the cost of a new van of up to 20 per cent and 75 per cent towards the cost of installing a rapid charge point at your place of business. Congestion charges such as the ultra-low emission vehicles (ULEVs) have been introduced in some cities to achieve cleaner air to breathe. While a great initiative for local ecosystems, it makes some cities impractical or expensive to drive through with ICE vehicles. All of these considerations make van leasing deals seem a more attractive prospect for businesses relying on fleets.

What do you think about the plan to ban the sale of petrol and diesel vehicles? Is this giving you the push you need to adopt greener alternatives in your life?

Supply chain management & planning solutions – 2021 buying trends revealed

Distribution, Logistics Management and Operations Management top the list of services the UK’s leading supply chain professionals are sourcing in 2021. The findings have been revealed by the Total Supply Chain Summit and are based on delegate requirements at this year’s events. Delegates registering to attend are asked which areas they needed to invest in during 2021 and beyond. A significant 60% are looking to invest in Distribution and 53.3% for Logistics Management. Operations Management and Supply Chain Planning both came in at 46.7%. Just behind were Delivery Management (40%) and Home Delivery Solutions (both 40%). % of delegates at the Total Supply Chain Summit sourcing certain products & solutions (Top 10): Distribution 60% Logistics Management 53.3% Operations Management 46.7% Supply Chain Planning & Optimisation Software 46.7% Delivery Management 40% Home Delivery Solutions 40% Outsourcing 40.0% Inventory Optimisation 33.3% Network Optimisation 33.3% Order Fulfillment 33.3% To find out more about the Total Supply Chain Summit, visit https://totalsupplychainsummit.co.uk.

Achieve greater resilience with integrated logistics

By 3DS

Today’s global value chains face disruptions on an unprecedented scale — from reduced workforces, tighter health and safety protocols, to severely restricted movement of goods. Given the sector’s complex, interconnected services and market volatility, logistics firms are under more pressure than ever to adapt to the new landscape, increase competitive advantage and for smaller firms, even to survive.  

What if you could merge the real and virtual worlds into a digital value network to more effectively ramp up efficiencies, maintain profitability and keep your employees safe? By pairing simulation capabilities of the virtual twin with end-to-end digitalization, you can drive business outcomes in an even more powerful way, creating a virtual model of your entire logistics operations.  You can accumulate data to reflect the state and behavior of your operations as they respond to real world disruptions.  You can visualize, optimize and make accurate predictions, providing the confidence to solve the most complex business challenges and unlock sources of value.   

Dassault Systèmes, the 3DEXPERIENCE Company helps you achieve resilient, integrated logistics. It equips your network with a host of digital capabilities that provides the insights needed to drive smart decision-making throughout your organization, optimize planning across time horizons and overcome disruptions with speed, agility and accuracy. 

When combined with our 3DEXPERIENCE twins, you can design, simulate and optimize operations and the planning process right across the supply chain.  This enables you to realize cost efficiencies, improve end-to-end service quality through leaner operations, better collaborate and achieve more effective capacity management.  In turn, this enables you to deliver superior customer service, increase sustainability and maintain profitability. 

Find out more on www.3ds.com.

Making tomorrow a better world in logistics

By Michel Waterschoot, Sales Manager – Southern Europe, Northern Africa, Middle East, Descartes

The health crisis that we are currently experiencing, as well as its financial and economic consequences, should not mean we lose sight of the opportunities that can be leveraged today to help businesses continue growing and developing. This situation should be used as an opportunity to identify weaknesses and design innovative solutions, sharing feedback that is relevant for everyone involved so we can better prepare for the future. 

Maintaining levels of satisfaction

In food distribution, volumes have exploded. With people confined to their homes, consumers have used ecommerce for their daily shopping more than ever before. For some players in the sector it was suddenly necessary to absorb exceptional levels of increased demand. However, it comes at a cost, as businesses must continue to satisfy long-standing customers – in terms of delivery times, slots, product availability – while meeting the demand of new and existing customers.  With this increased and unprecedented influx of orders, demand simply cannot be met under the same conditions as before. The customer relationship is therefore called into question. The retailers’ objective is, if this type of critical situation was to reoccur, they need to be able to control the level of service delivered, in a way that reduces the risk of losing historical customers while attracting new ones. 

The health crisis can lead to accelerated digitalisation

Another shift that we have been able to observe in connection with the COVID-19 crisis is that some companies who were until now very reserved about the use of new technologies, are now reconsidering their options. To limit the contagion of the disease, governments around the world have encouraged the rollout of health measures that reduce contact between people, but also the exchange of physical documents, such as proof of delivery, CMR, invoices and more. Companies therefore had to put in place alternatives to paper regardless of their concerns, for instance with delivery drivers. Their route planning was turned upside down and many were no longer in their usual geographic area as drivers had to stretch capacity to meet the consumer demand. Without their usual paper routing processes they had to use the GPS of their mobile phone to find their way in some cases. In the future, they will undoubtedly be less reluctant to use dedicated technological tools adapted for this, such as smart route planning software. This health crisis may therefore have helped to move along the digitalisation of processes that are still too often paper-based.

Combining deliveries offers benefits for all

In transport, there were around 40% fewer heavy goods vehicles (HGVs) on the roads in April and May. Logistics managers must respond to delivery requests even if the volumes are insufficient and the trucks have to run with a light load or empty on certain routes. This can increase the average cost of delivery for the transporter, by up to + 73% per tonne / km in long distance transport. These figures clearly argue the case for combining delivery efforts and collaboration between couriers, transporters and shippers alike to pool personnel, stock, storage facilities and more. These initiatives have so far been limited across the UK and France for example, no doubt because of the problems around co-responsibility but also for cultural reasons. However, the current situation will help to change mentalities on this, and the promise of the potential benefits that can be leveraged will override these initial concerns. This would be good news in terms of global optimisation for companies, but also in terms of ecological impact.

The importance of good transportation management

Many European shippers subcontract their transport of goods but given the current climate, one could wonder if the companies which control their transport of goods do better than those which entrust it entirely to service providers. With a fleet of its own, shippers who keep control of their flow of goods, through specific contracts with their carriers, get more responsiveness and flexibility, precious in difficult times such as these, especially with regard to the last mile. Shippers can therefore now question their fleet management and find the right balance with their service providers and internal teams in order to get a balance and a transport management system that provides them with the visibility and capabilities they need.

Faced with this critical situation, many companies will encounter or are already experiencing difficulties, potentially jeopardising their activity. However, it’s clear this crisis can also generate positive results by rethinking processes that were undermined during this period. The impacts on the sector are, and will be, numerous, putting even more tension on each of the logistics links. We must observe and analyse the present to make tomorrow a better world.

Transport & logistics staff more likely to be off work sick – Study

UK transport and logistics workers took nearly three times more sick leave than the average British worker last year, according to new research that identifies the countries most and least notorious for pulling a sickie. 

The research from time and workforce management solutions provider Mitrefinch, found that transport staff took 11.4 days where other workers in the UK took on average 4.4 days leave for sickness last year.

Switzerland topped the charts when it came to excellent attendance with its workers taking just 1.6 days sick leave on average over the course of a calendar year. Ukraine (4.1 days) and Malta (4.2 days) made up the rest of the top three.

While the stats for Swiss workers are impressive, it’s important to note that companies in the country are also notoriously generous when it comes to annual leave entitlement – the average worker took over five weeks holiday according to recent statistics – perhaps making the sick leave by UK transport workers more understandable. 

However, with recent figures also suggesting that more than two thirds of UK workers avoid taking sick days and still go into work when feeling unwell, it’s questionable as to why transport and logistics workers are taking 3 times more sick leave and whether their working day is contributing to the illness. 

Bulgarian employees were found most likely to call in sick, taking on average 22 days off per year according to the most recent figures available. Workers in Germany didn’t fare too much better taking 18.3 days, with those in the Czech Republic also taking off the equivalent of more than three working weeks with sickness (15.4 days).

The full results can be found below:

CountryAverage days sick leave per year
United Kingdom4.4
San Marino6.8
Czech Republic (Czechia)15.4

Commenting on the figures, Matthew Jenkins, CEO at Mitrefinch, said: “Workplace absences cost the UK economy a whopping £18 billion a year through lost productivity, with this figure expected to creep up to £21 billion in 2020 – so transport and logistics workers might think that skipping the odd Monday at the office to sleep off the weekend’s excesses is no big deal, but it all adds up. On top of the dip in productivity, employees who repeatedly call in sick put a strain on other members of staff who have to pick up their workload, which can impact workplace morale.

“However, that’s not to say taking a sick day should be seen as a weakness or a lack of commitment. Taking time out of a demanding role to recover from physical or mental health problems is integral to the productivity and growth of any successful business and the fact that more than two thirds of UK workers admit going to work when feeling sick is a serious cause for concern, particularly within this space where any human error can have drastic consequences.”

Lizzie Benton, culture consultant at Liberty Mind, adds: “In Britain we still live by outdated legacy attitudes in the workplace. Fear and control is what many organisations are run by, and for employees, asking for a day off sick is like showing a weakness, or admitting a failure. We all think we should ‘keep calm and carry on’.  

“It’s not just the act of taking a day off, but the repercussions this may have when an employee returns to work. Managers treating them coldly, or over-questioning their day off as if to assume they were faking it in some way.

“I think managers often behave this way because it is bred in the company culture. Attitudes and behaviours start at the top, and if you have a boss who comes in no matter how they’re feeling you create a culture where people feel they can’t take a sick day. Trust is also a key issue. There are many organisations who have trust issues with their employees and which have policies to control their people rather than help them thrive. Too many businesses still believe that people are just there for the pay cheque and will do anything to get the most out of the company. There is no empathy and a severe lack of emotional intelligence.”

For the full results of the research, visit https://www.mitrefinch.co.uk/blog/time-and-attendance/sick-leave-uk-vs-europe/.

FTA raises government immigration policy concerns

The FTA has responded to the government’s call for evidence regarding the salary threshold for a future immigration policy, stating that proposed post-Brexit salary thresholds could impact the logistics sector.

In a statement, the industry has asserted that with unemployment is at its lowest on record, and with logistics currently reliant on EEA workers to help support vital occupations such as LGV/van drivers, as well as warehouse workers, it is crucial that businesses can continue to access non-UK workers, particularly when UK workers are not available to take up the vacancies.

Sally Gilson, Head of Skills Policy at FTA, said: “The government is focused on the £30,000 salary threshold for the employment of non-UK workers after Brexit and how this could impact businesses.  However, this ignores a greater hurdle for the logistics sector, which relies on EU workers to move the goods and services which UK PLC requires to operate. Even if the salary threshold recommended by the Migration Advisory Committee was to be reduced, businesses still would not be able to recruit non-UK workers within the proposed future immigration system as they may not meet the required Regulated Qualification Framework (RQF) Level 3 threshold.

“Although being an LGV driver takes skill and requires significant knowledge regarding the regulations and legal requirements, officially this is a Level 2 qualification. Therefore, under government plans, whether a driver earns the salary threshold or not, they still will not be considered.

“Our fear is that, with the emphasis in the media and government on the salary threshold, businesses are missing the two-part nature of the employment criteria requirement. The UK is already in competition with other EU countries who have even worse LGV driver and other logistics career shortages than we do. In an ideal scenario we would have the investment to train UK workers but until government takes FTA advice and switches from an Apprenticeship Levy to a Skills Levy, ensuring logistics businesses gain the funding they require – we are reliant on continued outsourcing of labour.

“FTA’s members believe that the arbitrary salary and qualification standards should be scrapped, and further consideration should be given to an alternative scheme which utilizes unused Apprenticeship Levy funding to create the training programmes needed to generate the workforce of tomorrow.  But these new employees will take time to train, and enforcement of the new rules as early as 2021 leaves logistics businesses with little time or guidance on how to recruit.  Where is the industry supposed to find the ready-qualified people to do the jobs which will be left undone by the departure of EU workers from the UK. Fruit won’t be picked, and what little is picked won’t get delivered without drivers and warehouse personnel – so how is the UK’s supply chain to be protected after Brexit? The industry wants to keep Britain trading, but needs answers – and fast!”

The FTA also reiterated that efficient logistics is vital to keep Britain trading, directly having an impact on more than seven million people employed in the making, selling and moving of goods. It says that with Brexit, new technology and other disruptive forces driving change in the way goods move across borders and through the supply chain, logistics has never been more important to UK plc.

How to easily master logistical challenges in the food and chemical industry

Different kind of freight brings different kind of logistical challenges and aspects to be taken in consideration. But they all have one thing in common:  the need for reliability.

Logistics of fast-mover shipments such as fruit and vegetables require maximum punctuality and professionalism. The suppliers must also respond flexibly to the actions of businesses and sometimes transport “just” a few pallets rather than full truck loads. On top of this, the customer wants to be able to track his goods online at all times. Also, the chemical industry needs to reach its customers in the desired time and quality regarding a specific sensitivity to its special products. All in all, transport challenges to cope with in everyday business.

We talked to Germans Barri, fresh food specialist from Spain und German’s chemical products manufacturer MC-Bauchemie how they master their different challenges in transportation….

Challenge #1: High fluctuations in order volumes and order cycles

The biggest challenge for the business of fruit and vegetables provider Germans Barri is the variation of order volumes and cycles of its customers. Aside from exporting products to all European countries, Germans Barri moves a total of 150 million kilos of fresh goods every year. Exactly as customer want and need it. Their orders and routes are changing constantly resulting in the need for continuously new transport service providers. The search for transport partners took massive time. “Perhaps only 10-20 percent of the 2,000 emails sent out in search for transports were read. You are working against the clock with fresh goods and faced with high technical requirements for refrigerated shipments,” reports Natalia Echeverry, dispatcher at Germans Barri.

Challenge #2: Special goods need special transportation

Whereas highly flexible transports are necessary for fruits, the opposite is needed for MC-Bauchemie. The German company is expert in developing, manufacturing and suppling concrete admixtures and repair systems. “We organise and plan both part loads and full loads for projects and constructions sites – or when we restock our storage”, says the Logistics Manager Lars Laskowski. “In total a volume of 500 to 600 tonnes per day and around 120,000 tonnes per year.” The company mainly cooperates with fixed freight forwarding companies to move liquid and powder materials requiring special transports. Only for those orders that cannot be transported by the standard daily rhythm, MC-Bauchemie uses transport service providers in the spot-market.

The solution that makes (daily) dispatching easier

By using the Smart Logistics System of TIMOCOM, Germans Barri is able to gain planning security thanks to the extensive coverage and high reaction speed of other TIMOCOM users – often with a response from a suitable service provider within 10 minutes. “You can even carry out numerous searches simultaneously. The simple search for a service provider makes the daily dispatching so much easier”, reports Natalia Echeverry, dispatcher at Germans Barri.

Another important point is trust: “If we assign a transport service provider through TIMOCOM, we can be sure that the goods will arrive exactly where they should do. We could establish a network of trustworthy partners through the platform who we work with on a regular basis”, she added.

A prime example from the production industry and how the Smart Logistics System represent flexible solutions is shown by the German company MC-Bauchemie. The loading of the vehicles as well as the routes are planned by the in-house planning department.

For irregular transports, the planning and shipping department uses, among others, TIMOCOM’s transport platform. The shipping department had very good experiences from the start and, thereby, has been achieving significant savings: 30 seconds after he entered the load, the phone wouldn’t stop ringing, explains Laskowski.

The simplified, quicker and more secure transport offers through the Smart Logistics System enable Germans Barri and MC-Baustoffe to focus more on other tasks, save money and valuable time. With various apps within one system, TIMOCOM provides the perfect solution for the needs in transportation described. It helps companies to react flexibly to new and established markets as well as customer requirements without overthrowing established processes within their business.

You can find more information on Germans Barri, MC-Bauchemie and TIMOCOM at: 




Logistics employees among most likely to suffer relationship breakdowns

Workers with a background in healthcare and transport & logistics are among the most likely to have experienced a work-related break-up.

That’s according to research from WMB Logistics, which polled 3,000 retired Britons about how their previous career choices and working lives had affected their personal relationships, particularly with their partners.

89% of retirees agreed that issues relating to their careers had affected their day-to-day lives outside of the workplace, with ‘a pressure to hit targets’ (29%), ‘long/unsociable working hours’ (24%) and ‘poor relationships with co-workers’ (16%) emerging as the most likely reasons why. 

When asked if their career had been a contributing factor in the breakdown of a long-term relationship or marriage during their working lives, almost one third (31%) admitted that it had been. 

All participants taking part in the study, whether they’d experienced a relationship breakdown or not, were asked to state the industry or sector they’d worked in to determine any patterns.

Subsequently, the five industries in which workers were most likely to have experienced relationship breakdowns were found to be:

  1. Healthcare – 65% (the number of relationship breakdowns in this sector alone)
  2. Transport & Logistics – 61%
  3. Social care – 56%
  4. Hospitality – 56%
  5. Sport & Fitness  – 54%

Those who cited that long or unsociable working hours were the main reason their work-life balance failed stated it had affected their relationship as they typically either ‘drifted apart’ from their partner (36%) or one or both of them had gone on to be unfaithful (24%). 

When looking at the industries found to be the most successful at maintaining a long-term partnerships, those working in Administration (5%), Hair and Beauty (7%) and Retail sectors (8%) all had very low percentages in terms of the number of failed relationships.

Just 5% attributed relationship/marriage counselling to their success, with over half (56%) disclosing how they and made time for their partner and left their working lives outside of the home.

A senior spokesperson for WMB Logistics said: “The majority of us spend a significantly larger portion of our waking hours at work than we do at home with our spouses and families, so what little time we do get should be spent wisely; talking, enjoying each other’s company and leaving work at the office. That being said, in many industries there are pressures and deadlines that will mean work spills into the evenings and weekends, and sometimes that simply can’t be helped. 

“As our research indicates, a lot of people are experiencing failed relationships due to the pressures of work creeping into their personal lives. In order to avoid this happening to you, try making a conscious effort to leave work behind as much as you can and focus on staying present in the moment with your loved ones. Relationships naturally breakdown sometimes, but you should never let your job be one of the reasons why.”

Image by andreas160578 from Pixabay

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