With the new META CLIP shelf trolley, META has launched an innovative solution for flexible storage and transport processes. The clever combination of proven system technology and mobile implementation makes the shelf trolley the ideal solution for companies that want to make their storage processes even more efficient, flexible, and closer to the point of use.

Whether for transport, order picking, or temporary storage, the shelf trolley, like all META storage solutions, impresses with its versatility, robustness, and adaptability. Make use of unused storage space under your pallet racking, bring the tire rack directly to the lifting platform or the shelving rack directly to the order picking station. The smooth-running and stable castors with double ball bearings (two braked swivel castors at the front, two fixed castors at the rear) ensure easy and safe manoeuvrability at all times even under load.

Modularly expandable with accessories

The META CLIP shelf trolley can be tailoured precisely to your requirements with the extensive range of accessories. Whether you need shelves or sloping shelves, rear and side panels, tyre holders, bulk goods inserts, scanner rails, dividers, partition grids or mesh baskets – the possibilities are almost endless. The numerous equipment options allow the shelf trolley to be customized to suit a wide range of applications, with a frame height of up to 2,000 mm, shelf depths of 400 to 800 mm, and shelf widths of 1,000 and 1,300 mm.

Order suggestions and custom configurations

META offers preconfigured order suggestions – with either shelves or tire racks. Individual configurations can be created in close consultation.

META-Regalbau develops, produces and sells stationary and dynamic racking technology. As a system provider, META deals with all issues relating to warehouse logistics: from consulting, planning and project planning to the assembly of warehouse equipment. META offers its customers complete solutions, from the initial idea to project management, support and commissioning. All components can be combined to create customised system solutions. The products are manufactured at the production sites in Germany at the company headquarters in Arnsberg and in Budweis, Czech Republic. The highest quality standards have been set here for many years. All META storage systems are tested and comply with the relevant norms and quality standards. This is confirmed by various RAL quality marks and the GS mark of the Materials Testing Office.

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Although modern aircraft, such as the latest generation of private jets, are equipped with sophisticated technologies and redundant safety systems, no aircraft is immune to failure.

Aerospace components, no matter how advanced, operate under extreme conditions: high pressures, fluctuating temperatures, intense vibration, and continuous mechanical stress. Add to this the inherent limitations of any technology: sensors that can return erroneous data, software prone to bugs, materials that degrade over time or have defects not visible to the naked eye…

Critical in-flight failures: what can go wrong even on a private jet

Although private jets are refined and technologically advanced machines, some failures-however rare-are considered potentially lethal. Here are the main ones:

1. Engine failure

One of the most feared, although rare, especially in twin-engine or three-engine jets. A failure can result from internal mechanical problems, lack of lubrication, ingestion of foreign objects (such as birds), or human error in maintenance.

Security system:

• Modern jets can fly with only one active engine.
• Temperature and vibration sensors detect anomalies in real time.
• Engines are periodically inspected with predictive technologies, such as spectroscopic analysis of oils.

2. Loss of pressurization

At 40,000 feet, the air is too thin to breathe. Sudden depressurization can cause hypoxia within seconds.

Security system:

• Oxygen masks fall off automatically.
• The pilot performs a controlled rapid descent to a safe altitude (about 10,000 feet).
• Automatic systems signal pressure loss before it becomes critical.

3. Failure of electrical or avionic systems

A complete loss of electrical power (total blackout) can affect communications, navigation, and onboard instruments.

Security system:

• Presence of emergency batteries and secondary generators.
• Some jets have RAM air turbines (RAT): a small turbine that is automatically activated to generate power in flight.
• Pilots are trained to fly “blind” even with limited instruments.

4. Avionics or software on tilt.

The “brain” of the jet can suffer bugs, computational errors, or computer system crashes. These malfunctions can generate incorrect indications or shut down critical instruments.

Security system:

• Redundancy: duplicate or triplicate systems for each critical function.
• Ability to switch to traditional manual control (fly-by-wire can be disabled in certain jets).
• Continuous software diagnostics before flight.

5. Failure of hydraulic systems

Hydraulic systems control flight surfaces, landing gear, flaps, and brakes. Complete failure could make control of the aircraft impossible.

Security system:

• Multiple and independent hydraulic circuits.
• Alternative electrical or mechanical systems in case of emergency.
• Emergency landings assisted by partial controls or autopilot aids.

But why can these critical failures or errors happen?

Even with redundant technologies, mechanical perfection does not exist. Aircraft design is based on the principle of fault tolerance, not infallibility. In other words, engineers do not study to avoid all failures, but to ensure that the aircraft can continue to fly and land safely even if problems occur.

Failures occur because:

1. Materials wear out (especially in parts subject to heat and mechanical stress)
2. Sensors may give incorrect readings (component error or interference)
3. Maintenance may be imperfect, or performed by unskilled personnel
4. Human errors: even the best pilot or engineer can make mistakes
5. Unforeseen external conditions: thunderstorms, ice, volatiles, severe turbulence, sand in the engine (in deserts)

Safety in the skies: the numbers that reassure

Despite the described failures, private jets remain among the safest means of transportation in the world. Here are some significant figures:

• 99.8% of private flights take off, fly and land without any kind of technical or operational anomaly.
• In the event of an in-flight failure, more than 99% is handled without serious consequences, thanks to redundant systems and pilot training.
• Private jet pilots are required to undergo recurrent audits every 6-12 months, including realistic emergency simulations.
• Private aircraft experience an average of 1 critical event per 50,000 to 100,000 flight hours, with accident rates four times lower than those of light touring aircraft.
• Technology, training and maintenance now make private flights extraordinarily safe, even in critical situations.

Emergency landings and pressure drops and other failures: when pilot preparation saved lives

In the history of private aviation, there has been no shortage of incidents in which pilot alertness and effective emergency procedures have prevented tragedies.

Case 1 – Engine failure over the ocean. A twin-engine private jet during a transatlantic flight suffered a sudden loss of one engine due to a flock of birds. The pilot kept calm, followed the emergency checklist, and continued flying with one engine to the nearest airport, landing safely without damage or injury.

Case 2 – Rapid depressurization at 35,000 feet. During a flight to a major destination Europe, a jet suffered a depressurization caused by a door failure. The crew immediately activated oxygen masks, performed an emergency descent, and reported the emergency status. The landing took place without panic or injury, thanks in part to clear information to passengers.

Case 3 – fire in in-flight electrical systems. A private jet detected a fire in electrical circuits. The pilot turned off the secondary power supplies, activated the fire extinguishing system, and immediately diverted to an alternate airport. The fire was contained and the plane landed without further problems.

These examples demonstrate how, even in the most critical situations, proper training, quick decision-making and well-designed safety systems are the key to saving lives and ensuring the safety of passengers.

How to choose the safest private jet

When renting or considering the purchase of a private jet, it is important to consider not only comfort and performance, but also safety aspects. Here are some useful tips:

1. Verify the manufacturer and model. Trust well-known brands such as Gulfstream, Bombardier, Dassault, Pilatus, Embraer, or Cessna. These manufacturers continually invest in innovation and safety testing.

2. Ask about the crew. If you charter a flight, make sure the crew is experienced on the specific model. The best operators employ pilots with thousands of flight hours and recurrent training every 6-12 months.

3. Check maintenance, A jet is also safe because of its maintenance: ask if the aircraft is regularly inspected, if it is operated by a certified company (AOC), and if it has a predictive maintenance program.

4. Consider destinations and runways. If you need to reach secondary airports or short runways, choose versatile models such as the Pilatus PC-24 or the Cessna Citation. Some jets are designed specifically to operate in more challenging conditions. Also read our article on the most dangerous airports .

5. See the safety assessments. There are databases and certifications (such as ARGUS, Wyvern, IS-BAO) that rank airlines and private jets based on their operational standards. Transparent charter companies willingly share this information.

Do you want to fly in total safety and comfort? If you are considering chartering a private jet to any destination, trust professionals in the industry. Contact PrivateJetFinder to charter private jets to any destination, request a personalized quote and trust a team of experts who will advise you in the best way possible.

FAQ – Frequently Asked Questions about breakdowns and emergencies aboard private jets.

– Can it happen that you have to parachute out of a private jet?

– No, parachute deployment never happens. In the reality of modern aviation-especially in private jets-the use of individual parachutes is practically nonexistent. Only some small light jets (such as Cirrus jets) have a ballistic parachute for the entire aircraft. Large jets, on the other hand, rely on technical redundancies, multiple engines, and safe flight plans. Passengers do not wear individual parachutes: they are neither provided nor useful for the altitude and speed of flight.

– Can the pilot be automatically replaced in case of illness?

Some modern jets (such as HondaJet Elite II or Vision Jet) have a “Safe Return” system: at the push of a button, the jet lands on its own at the nearest safe airport. However, on larger jets, a co-pilot is always present, precisely to ensure maximum safety.

– What are the most dangerous failures?

The rarest but most critical are:

• engine failure (highly unlikely in jets with dual or triple propulsion),
• Loss of pressurization (automatically managed),
• command lock (prevented by redundant fly-by-wire systems).

However, remember that all jets are designed to withstand even a single malfunction.

– What happens in case of an emergency on board?

– Pilots are trained to handle all kinds of emergencies: loss of pressure, engine failure, bad weather, etc. Each jet has safety procedures, supporting instrumentation (TCAS, weather radar, automatic response systems) and continuous monitoring from the ground. Actual emergencies are very rare.

Walden Group, a European logistics provider active in temperature-controlled logistics and last-mile delivery solutions for the healthcare and pharmaceutical sectors as well as express delivery, today announced it has entered into exclusive negotiations in relation to the potential sale of its healthcare activities to Yusen Logistics Group, a Japan-based global logistics company fully owned by NYK Line, the largest Japanese shipping company.

Building on a leading position in Europe, the potential transaction would enable Walden Health to accelerate its growth, expand its international reach, and enhance its service by benefitting from Yusen Logistics Group’s global network and integrated logistics capabilities.

Shared Vision for Healthcare Logistics

Founded in 1951, Walden has since been at focused on pharmaceutical and healthcare market trends, with an offering of a wide range of value-added services tailored to clients’ needs. Walden has grown from a French to a pan-European operator through a successful combination of organic growth and acquisitions, having notably acquired Movianto from Owens and Minor in 2020. As the healthcare logistics market becomes increasingly global, the proposed transaction would ensure that Walden Health is best positioned as it enters its next phase of growth, involving:

• Expansion of its footprint beyond Europe
• Building on Yusen Logistics Group’s global infrastructure and digital capabilities to enhance service quality and resilience
• Continued investment in sustainable, compliant, and temperature-controlled logistics solutions

“Today’s announcement is a significant step in our journey to become a leading healthcare logistics player and we look forward to welcoming Walden Health into our group. We have been expanding healthcare logistics for the past years by enhancing our capability worldwide to provide customers with various logistics services. We believe combination between Walden Health’s high professionalism with longstanding reputation and our global network can make our healthcare logistics service truly unique” said Hiroki Harada, CEO and Chairman of the Board of Yusen Logistics Group.

“We are proud of the journey Walden has taken to become a trusted partner in healthcare logistics across Europe,” said Stephane Baudry, Chairman of Walden Group and grandson of Marcel Baudry, the founder of Walden, formerly known as CSP. “Thanks to Yusen Logistics Group, Walden Health will develop into a truly global player, capable of offering end-to-end services to clients, building on a strong innovative DNA focused on improving patient care with an unwavering commitment to quality. I am delighted to see the strong cultural and strategic fit of the two organizations and truly believe that Walden Health is set for continued success”

Continuity and Growth

While the healthcare division plans to embark on this new journey, Walden Group will continue to invest in its mobility division, including Ciblex and Relais Colis, where exciting opportunities lie ahead in express transport and last-mile delivery.

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Research conducted by transport technology solutions provider, Microlise, has revealed that transport and fleet managers face major challenges in improving operational efficiency when using multiple, disparate systems.

76% of respondents to a recent survey said that they either use, or had used, several different programmes to manage their logistics or supply chain fleets. The same respondents were also unequivocal in their opinion: they would prefer to use just one, unified system. The same research found that almost 70% of those questioned agreed with the statement: “Relying on several different systems makes my job more complex than it needs to be”.

One such logistics firm that was using several different platforms to manage their fleet’s complex operations was Europa Worldwide Group. The company has 1,300 employees working from 26+ locations around the globe, with its European operation of 30 HGVs and 500 trailers visits 10,000 delivery locations, resulting in up to 2,400 deliveries per day. In 2024 alone, their drivers travelled almost 1.8m miles.

Each element of Europa’s tracking was hosted on a different platform, some of which were manual and needed to be brought together. Unsafe driving cost the company £238,000 in at-fault accident pay outs in 2023, and idling was revealed to have cost £900 per month in January 2024 with fuel efficiency at 10.77mpg. Around 90% of their drivers were in the ‘High’ or ‘Very High risk’ category of driver performance.

Implementation of a unified system has allowed Europa to analyse route performance and full shipment tracking – including proof of delivery – all within the same interface.

Using their fully integrated telematics platform, Europa have significantly improved driver safety with 99% of their drivers now in the ‘Low’ or ‘Very Low risk’ category. The cost of at-fault accident pay-outs has decreased by more than 65%, as per-truck accident costs went down from £375 to £225 post implementation. Idling now costs £650 per month less than before and fuel consumption is up to 12.05mpg.

“We have faith in a system that is multi-faceted. Our drivers are doing their jobs to far higher standards and the margin for error from manually plotting MOTs and services is eliminated. We can make the daily walkaround checks focus on the elements we choose and filter those that need rectifying. We would highly recommend a unified platform,” said Europa’s General Manager for Transport, Malcolm Castle.

Nadeem Raza, Microlise’s CEO, commented: “Europa’s success shows just how powerful a unified fleet management platform can be. As the logistics industry grows and pressures mount, businesses need smarter tools that can keep up. A single, integrated system doesn’t just streamline operations, it lifts a huge weight off transport managers, helping to improve job satisfaction and reduce burnout. The companies that thrive will be the ones acting now to support their teams and stay ahead of rising demands.”

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With the logistics sector bracing for continued labour shortages in 2025, businesses are rethinking how they attract and retain warehouse staff. Pallet Trucks UK, suppliers of manual handling equipment, argues that better tools – not just better pay – may be the overlooked factor in creating safer, more appealing workplaces.

As the industry battles with high turnover and an ageing workforce, the physical demands placed on employees are drawing increased scrutiny. The latest government data shows nearly 40% of UK logistics businesses are struggling to fill vacancies. While automation garners attention, many warehouses still rely heavily on manual processes – and it’s here that equipment upgrades can have the most immediate impact.

“Better conditions start with better equipment,” says Phil Chesworth, Managing Director at Pallet Trucks UK. “If you’re asking someone to lift, push, and transport heavy loads all day, you have a duty to ensure they’re using tools that minimise strain and reduce injury risk. It’s a matter respect, efficiency, and staff wellbeing.”

The company has seen growing demand for ergonomically designed pallet trucks and scissor lift tables that reduce physical stress on workers. These pallets not only help to avoid workplace injuries – a leading cause of absence in logistics – but can also serve as a valuable retention tool.

According to the British Safety Council, musculoskeletal injuries remain one of the most common reasons for long-term sickness among warehouse staff. Providing safer, easier-to-use handling solutions shows a tangible investment in the workforce – which can make all the difference in an industry where margins are tight, and staff loyalty is often hard-won.

“As competition for labour intensifies, we’re finding that companies who invest in the wellbeing of their warehouse teams see better morale, fewer injuries, and greater staff retention,” adds Chesworth. “It’s becoming a competitive necessity, particularly for businesses that cannot afford to compete with industry giants when it comes to pay.”

For businesses looking to future-proof their workforce, investing in the right manual handling equipment could just be the smartest move they make in 2025.

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1. Optimize Your Online Presence: Be Where Your Clients Are Searching

2. Network Strategically: Build Relationships That Last

3. Deliver Exceptional Service: Your Best Marketing Tool

4. Unleash the Power of Technology: How Logi-Sys Transforms Client Acquisition and Business Growth

Ready to transform your freight forwarding business and attract more clients in the USA?

Manhattan Associates Inc., a global leader in supply chain commerce, has announced the findings of its latest global research, having surveyed 1,450 senior decision-makers from organisations in manufacturing, retail, wholesale, consumer goods, grocery and food & beverage sectors, across North America, Latin America, Europe and Australia.

“Transportation is the backbone of supply chains, essential to ensuring goods are delivered on time to meet customer expectations,” commented Bryant Smith, director, Transportation Management Systems (TMS) at Manhattan Associates. “Yet, managing transportation is becoming increasingly complex, pressured by demands on shorter fulfilment times, capacity and cost efficiencies, tighter sustainability regulations and the growing necessity for access to end-to-end visibility across all operations,” Smith added.

Fragmented systems: operational visibility and efficiency still challenging

The true value of visibility extends beyond simply accessing operational data: it lies in the ability to address issues highlighted by this information and action operational improvements more quickly and efficiently. Beyond disruptions however, 60% of organisations say that enhancing visibility leads to greater customer satisfaction, through more accurate and timely updates, while 50% cite reductions in transportation costs as a key benefit increased operational visibility.

The AI revolution: excitement but readiness challenges

61% of organisations anticipate fully autonomous Agentic AI, capable of acting independently to achieve specific goals within the next five years, however, only 37% have deeply integrated AI and machine learning in their TMS today.

While many might view five years in the AI space like an eon, the gap between future expectations and current usage is noteworthy given adoption is rarely straightforward: although almost half (48%) said that they already feel very prepared for autonomous agents by 2030, practically every organisation (99%) reported facing, or expecting to face, hurdles, with concerns including skill shortages (49%), integration difficulties (44%) and data quality and availability issues (44%).

With many organisations seemingly well-placed to take advantage of the cost, efficiency and scalability gains afforded by autonomous agents, those organisations on the other side need to rethink their AI strategies otherwise they risk losing significant (and possibly irretrievable) market share to rivals.

Sustainability compliance: a priority and significant pain point

The push for more sustainable transportation is widespread. 69% of organisations say sustainability is either a global mandate or an area of significant pressure, with 62% already implementing Corporate Sustainability Reporting Directive reporting. Navigating complex and shifting compliance requirements remains a global challenge, with sustainability compliance most frequently cited as a constraint expected to impact organisational performance over the next five years. A modern TMS can help to deliver the data visibility and functionality needed to measure progress and demonstrate compliance, vital to ensuring sustainability remains at the forefront of organisational thinking.

Smith summarised: “Modern transportation management demands organisations balance a range of competing priorities and the research clearly illustrates many organisations are still unprepared to meet the challenges of evolving sustainability mandates, expectations around AI and the need for more visible, actionable data insights. Looking ahead to 2030, these demands will intensify, increasing the pressure on organisations to operate transportation operations in smarter more intuitive ways.

“87% of respondents anticipate that challenges in areas such as operational visibility, AI adoption and sustainability compliance will intensify, leaving their current Transportation Management Systems struggling to keep pace. Failure to act now will expose organisations to rising costs, questions over long-term efficacy and the risk of falling short of customer promises,” Smith finished.

Additional stats:
• 48% of organisations spend more than 10% of their transportation logistics budget on errors and disruptions
• 78% view transportation management as a strategic imperative for success and this figure rises to 86% by 2030
• 61% are anticipating fully autonomous Agentic AI, capable of acting independently to achieve specific goals, or minimal human oversight within the next five years for TMS
• 50% report challenges in proactively rerouting shipments, while 49% struggle with optimising dock and warehouse labour scheduling
• 82% express strong confidence that advances in planning, forecasting and modelling will reduce freight costs by at least 5% within the next five years.
• Organisations are still struggling to operationalise sustainability: only 34% say they’ve factored sustainability into operational planning, 30% into procurement decisions and just 31% offer carbon-friendly fuel solutions.
• While a majority have integrated their TMS with Sales and Operations Planning systems (60%) and are utilising predictive analytics or AI (56%), far fewer are capitalising on key enablers such as historical trend analysis (38%), automated booking and tendering (36%), or real-time demand sensing (35%).

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DP World has signed a 30-year concession agreement with Syria’s General Authority for Land and Sea Ports to develop and operate the Port of Tartus. As part of the agreement, DP World will invest $800 million over the duration of the concession to upgrade the port’s infrastructure and position it as a critical regional trade hub connecting Southern Europe, the Middle East and North Africa.

The agreement was signed in Damascus in the presence of His Excellency Ahmed Al-Sharaa, President of the Syrian Arab Republic, by Sultan Ahmed bin Sulayem, Chairman and Group CEO of DP World, and Qutaiba Ahmed Badawi, Chairman of General Authority for Land and Sea Ports.

Following over a decade of conflict and long-standing underinvestment in trade infrastructure, the redevelopment of Tartus marks an important step in Syria’s economic reintegration. Structured as a Build-Operate-Transfer (BOT) model and fully owned by DP World, the project will include new infrastructure, advanced cargo-handling equipment, and digital systems to improve efficiency across the port’s container and general cargo terminals.

Sultan Ahmed bin Sulayem, Chairman and Group CEO of DP World, said: “This agreement reflects our long-term commitment to enabling global trade and creating resilient supply chains. We see strong potential in Tartus to serve as a vital trade gateway and look forward to strengthening regional connectivity and economic opportunity through this investment. We believe in the power of trade to help drive long-term stability and prosperity for Syria and the region.”

Qutaiba Ahmed Badawi, Chairman of Syria’s General Authority for Land and Sea Ports, said: “This agreement marks an important step forward for the Port of Tartus and Syria’s maritime sector. Partnering with DP World will allow us to modernise and strengthen the efficiency of our trade infrastructure as we continue to rebuild key trade lanes, support the national economy and provide more opportunities for the Syrian people. The agreement reflects our shared vision to transform Tartus into a strategic gateway linking Syria with regional and international markets and it will pave the way for sustainable growth for years to come.”

Located on Syria’s Mediterranean coast, Tartus is the country’s second-largest port and a key maritime gateway to trade routes across Europe, the Levant and North Africa. Its strategic position enhances regional connectivity, complementing existing routes through the Bosporus and Suez. The redevelopment will enable Tartus to handle general cargo, containers, breakbulk, and roll-on/roll-off traffic, expanding Syria’s trade potential as the country continues to rebuild.

DP World will also explore opportunities to develop free zones, inland logistics hubs, and transit corridors in partnership with local stakeholders, supporting broader economic diversification and trade facilitation efforts.

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Electric vehicle charging infrastructure and easing highways laws could help logistics providers to innovate and decarbonise their operations, write Tim Jones, director of marketing, communications and sustainability at DPD, and Ben Standing, partner in planning and environment at UK and Ireland law firm Browne Jacobson.

The UK’s logistics industry stands at the heart of the nation’s net zero ambitions, moving everything from manufacturing components to finished goods across complex supply chains that underpin the economy. As the government pursues its 2050 net zero targets, the role of logistics has never been more critical.

However, the environmental gains achieved in production risk being undermined if the carbon footprint is simply transferred to the delivery process – known as Scope 3 emissions, which are embedded in supply chains and account for the vast majority of a company’s carbon footprint. This interconnectedness means logistics companies are not merely participants in the green transition, but enablers of broader economic decarbonisation across multiple industries.

Management consultancy McKinsey & Company estimates the global logistics industry accounts for about 7% of the world’s greenhouse gas emissions, with 80% of these emissions related to transportation. While there are already some exciting advances in the green logistics revolution, a number of practical, legal and regulatory hurdles remain.

Innovation driving change

A successful sustainability transition requires more than simply swapping diesel vehicles for electric alternatives. Innovation must address practical challenges including payload considerations, driver route optimisation, vehicle range limitations, and the development of both on-site and public charging infrastructure.

As part of its commitment to net zero by 2040, DPD has developed smart charging systems that allow drivers to book charging slots and join virtual queues, reducing anxiety about charger availability. It is also trialling fully-electric, autonomous robot deliveries in Milton Keynes, navigating the city’s traffic-free Redway network to access nearby residential neighbourhoods.

Practical and legal hurdles slowing progress

Despite technological advances, significant practical obstacles remain. Effective government support for a green transition within the logistics industry is therefore required via co-ordinated action across multiple policy areas. There are now about 80,000 charging points in the UK, but there is some way to go for the Department for Transport to meet its target of at least 300,000 points by 2030. A Public Accounts Committee report published in March 2025 found the government has been slow to address gaps in charge point provision, with regional divides and inequalities across the rollout.

The legal landscape surrounding emerging logistics technologies presents a complex web of regulatory requirements that are still evolving. The deployment of autonomous delivery robots on public highways raises novel legal questions about liability, insurance requirements, safety standards, and the interaction between automated systems and existing traffic regulations.

Current legislation was not designed to accommodate delivery robots, drones and other autonomous systems operating in shared public spaces. This creates uncertainty for logistics companies seeking to invest in these technologies while ensuring compliance with existing laws and regulations. Establishing regulatory sandboxes would allow for safe testing and deployment of innovative technologies.

Insurance and liability frameworks require careful consideration when deploying new technologies. Questions arise about responsibility in the event of accidents involving autonomous systems, the adequacy of existing insurance products and the development of new risk assessment methodologies for novel technologies.

Collaborative pathways forward

McKinsey estimates worldwide demand for green logistics will reach £350bn by 2030, comprising 15% of total global logistics spend. This shows the prize for success is substantial: a logistics industry that not only reduces its own environmental impact, but enables broader economic decarbonisation while maintaining the efficient goods movement that underpins modern life.
The green logistics transformation, however, requires collaboration between industry, government and other stakeholders to untangle the various practical and legal challenges.

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