Name: Van der Ent Group
Brand: Van der Ent Group
SKU: Van der Ent Group
Rating: 9.2 (679 reviews)

Abolishing zero-hours contracts means employers can no longer offer work with no guaranteed hours. Transport and logistics employers must move to contracts with a fixed minimum number of hours, or find other flexible staffing models that comply with employment law. The change mainly affects companies that rely on on-call drivers, warehouse staff and seasonal workers. For employers, this shifts the focus from flexibility at any cost to flexibility that is planned, predictable and fair. Below we answer the questions we hear most often, so you can adjust your workforce planning before the rules take effect.

Which Logistics Roles Are Hit Hardest by the Ban?

Roles with irregular, demand-driven schedules are hit hardest: on-call delivery drivers, warehouse pickers and packers, loading dock staff and seasonal helpers. These functions have traditionally relied on zero-hours arrangements to match staffing to fluctuating order volumes, so they face the biggest adjustment.

Within transport and logistics, the impact differs by function:

Drivers and couriers: Last-mile and relief drivers are often called in at short notice. Guaranteed hours mean you must plan routes and shifts further ahead.
Warehouse operators: Order picking and inbound handling follow peaks and dips. Fixed minimum hours reduce your room to scale down on quiet days.
Removal and relocation crews: Project-based work, such as office moves, often comes in waves. Crews need a base contract with flexible add-on hours.
Seasonal and temporary staff: Short peaks around holidays or year-end require a different contract set-up than open-ended on-call work.

Office-based roles, such as planners or administrators, are rarely affected because their hours are already fixed.

How Will Guaranteed Hours Change Staffing Costs?

Guaranteed hours raise your fixed labor costs because you pay for a minimum number of hours whether or not work is available. Your variable costs fall, since fewer last-minute shifts are needed, but your exposure to quiet periods grows. Accurate demand forecasting becomes the main way to control costs.

Several cost factors deserve attention:

Paid idle time: Hours you guarantee but cannot fill with productive work still cost money.
Administration: Contracts, schedules and hour tracking need more structured processes.
Retention benefits: Staff with predictable income tend to stay longer, which lowers recruitment and training costs. Industry experience shows that turnover is one of the largest hidden costs in logistics.
Planning discipline: Better forecasts reduce both overstaffing and expensive emergency hiring.

Set the guaranteed minimum at a level you can reliably fill, based on your lowest realistic demand rather than your average.

What Can Employers Use Instead of Zero-Hours Contracts?

The main alternatives are contracts with a guaranteed minimum plus flexible extra hours, annualized hours contracts, part-time contracts with agreed flex clauses, and the use of temp agencies or a flexible labor pool for true peaks. Which option fits depends on how predictable your demand is.

Minimum-hours contracts with flexible add-ons

You guarantee a base number of hours per week or month and offer additional hours when volume rises. This gives staff income security and gives you a built-in buffer for busy periods. It works well for drivers and warehouse teams with a stable core workload.

Annualized hours and temporary staffing

With annualized hours, employees work an agreed total per year, and you distribute those hours across busy and quiet months. For short, unpredictable peaks, temp agencies and fixed-term contracts remain valid, provided you follow the rules on contract chains and equal treatment. Always check the current rules with your legal advisor, as conditions differ by contract type.

How Should Transport Companies Plan Peak-Season Capacity?

Plan peak-season capacity by splitting your workforce into a stable core with guaranteed hours and a flexible layer for peaks. Forecast demand early using past volumes and customer commitments, then fill the flexible layer through fixed-term contracts, agency staff or cross-trained colleagues.

Practical steps that help:

Analyze past peaks: Review volumes per week and per function to see when and how high demand rises.
Define your core team: Staff the predictable baseline with permanent contracts and guaranteed hours.
Build a flex pool early: Recruit and train seasonal staff weeks before the peak, not during it.
Cross-train your people: Employees who can switch between picking, loading and driving give you flexibility within guaranteed hours.
Share forecasts with customers: Ask clients for volume expectations so you can schedule with confidence.

A rolling forecast, updated monthly, beats a once-a-year plan because it shows problems while you can still fix them.

What Steps Should Employers Take to Stay Compliant?

To stay compliant, review every current contract, identify those without guaranteed hours, convert them to compliant formats, and update your scheduling and payroll processes. Document your decisions and take legal advice on the exact transition rules and deadlines that apply to your situation.

Audit existing contracts: List all employees and flexible workers who currently have no guaranteed hours.
Choose replacement models: Match each role to a minimum-hours, annualized or fixed-term structure.
Update your processes: Adjust rostering, time registration and payroll so they reflect guaranteed hours.
Inform your people: Explain the changes clearly and early. Transparent communication builds trust and reduces uncertainty.
Consult your legal or HR advisor: Confirm transition periods and any sector-specific rules, such as those in collective labor agreements.
Review regularly: Laws and interpretations evolve, so schedule a compliance check at least once a year.

Hoe Van der Ent Group helpt met wetswijzigingen

Change in employment law affects not only your own workforce, but also the partners you rely on for moves, storage and transport. Wij ontzorgen jullie, zodat je planning betrouwbaar blijft, ook als je eigen personeelsbezetting verandert. As a family business with more than 100 years of experience, we know what dependable capacity looks like.

Here is how we support you, for example during an office or company relocation:

Vaste, ervaren teams: Our own crews and our own vehicle fleet give you reliable capacity without last-minute staffing gaps.
Complete ontzorging: From move coordination to handyman services, we take the full process off your hands.
Flexibele opslag: Our climate-controlled furniture storage helps you bridge timing gaps during transitions.
Duurzaam en CSRD-ready: We transport with electric vehicles and support your sustainability reporting.
Bewezen betrouwbaarheid: As a certified (VCA, ISO 9001, ISO 14001) and recognized mover, we are a partner you can count on.

Plan je een verhuizing of wil je zekerheid over capaciteit in drukke periodes? Neem contact met ons op voor een vrijblijvend gesprek. Wij denken graag met jullie mee.

Veelgestelde vragen

Where should I start if I have dozens of workers on zero-hours contracts today?

Begin with a simple spreadsheet listing every worker without guaranteed hours, their actual hours worked over the past 6 to 12 months, and the role they perform. The real average and the lowest realistic week for each person give you a data-based starting point for a guaranteed minimum. Then prioritize roles with stable demand, such as core drivers and warehouse operators, for conversion first, and handle seasonal roles separately.

How do I set the right guaranteed minimum hours without overpaying for idle time?

Base the minimum on your lowest realistic demand over the past year, not on your average. For example, if a warehouse picker has never worked fewer than 20 hours in a week, 20 hours is a safe guaranteed base. Anything above that can be offered as flexible add-on hours, so you keep room to scale up without carrying unproductive paid time.

What if my demand drops sharply and I can't fill the guaranteed hours?

You are still expected to pay the agreed hours, so build in ways to use them productively. Options include cross-training staff for other tasks, scheduling training, maintenance, inventory counts or vehicle checks in quiet periods, and using annualized hours so low-demand weeks are balanced by busier ones. Check with your legal advisor whether your contract type and any collective labor agreement allow additional flexibility.

Can I still use temp agencies and fixed-term contracts for peak periods?

Yes, both remain valid tools for genuine, short-term peaks, as long as you follow the rules on contract chains and equal treatment. Avoid using them as a disguised replacement for permanent on-call work, since that can create compliance risk. Keep a clear record of why each temporary position exists, such as a specific seasonal peak or project.

What are the most common mistakes employers make when moving away from zero-hours contracts?

The most frequent mistakes are setting the guaranteed minimum too high based on average demand, converting contracts without updating rostering and payroll systems, and communicating changes too late. Another is ignoring sector-specific rules in collective labor agreements. A contract audit, a clear timeline and early conversations with your team help you avoid all four.

How can I improve demand forecasting if I've never done it formally?

Start with the data you already have: weekly order volumes, route counts or moves per month for the past two to three years, plus known customer commitments. A basic spreadsheet with a rolling monthly forecast is enough to begin with, and you can move to a workforce management or WMS/TMS tool later. Ask your main customers for volume expectations so your forecast reflects real commitments, not just history.

How should I communicate the contract changes to my staff?

Explain the changes early, in person where possible, and follow up in writing with what changes in hours, pay and scheduling. Emphasize the benefits for them, such as income security and more predictable schedules, and give people room to ask questions. Involving a works council or employee representatives, where applicable, helps build trust and smooths the transition.

Abolition of Zero-Hours Contracts: What Does It Mean for Transport and Logistics Employers?