If we had to choose one word to define the current situation of the road container transport sector in general, and that linked to the Port of Barcelona in particular, there is no better one than the one that titles this article.
Moreover, it’s a feeling we’ve grown accustomed to, as it has been with us for years. Making predictions is increasingly difficult. Every decision is made with considerable caution because the indicators that point in one direction today may point in the opposite direction tomorrow.
This past year is a perfect example. An initial period that continued the frenetic pace of the second half of the previous year was followed by a significant decline in activity, before gradually recovering until these last few months, when we’ve seen another drop that we view with apprehension, as forecasts predict that the same trend will continue during the first quarter of 2026.
The reasons for these abrupt fluctuations can be found in armed conflicts and political instability. It is worth noting the return to power in February of Mr. Trump, who did not hesitate to impose widespread tariffs on raw materials and foreign products, a strategy he announced during his campaign aimed at reducing the trade deficit and protecting domestic production. While we wait to see if this policy will backfire in the medium or long term, the immediate consequences are a world with greater trade fragmentation and slower economic growth, as companies postpone investment and consumption decisions, waiting for conditions to improve so they can minimize risks and obtain better returns.
At the local level, if transportation companies had a solid foundation to rely on when times are tough, they might be better positioned to weather these periods of instability. However, in contrast to such a volatile international scenario, we find ourselves facing constants that have a negative impact and are unlikely to change in the short term.
On the one hand, there is a lack of generational renewal, with nearly 50% of current drivers over 55 years old and a very small number of 25-year-olds. Working conditions are a major barrier: long hours, poor work-life balance, and insufficient infrastructure are significant factors that divert talent to other jobs. The social perception of the profession as undervalued, coupled with a very small number of female employees, also contributes to the problem.
Alongside the staffing crisis, we must address decarbonization. The transformation of road transport is essential to achieving the European Union’s climate goals. However, the acquisition and deployment of commercial vehicles powered by green technology have been remarkably slow. The factors hindering this transition are clear: high initial costs and insufficient infrastructure that limits range and operational efficiency.
There are tentative attempts to incorporate electric vehicles, but the few that exist are limited to very specific routes and destinations, and require customer cooperation to achieve maximum operational efficiency and make their acquisition profitable.
Given this situation, we have no choice but to continue pressuring institutions, authorities, facilities, and customers to improve the current working conditions in our line of work.
The main objectives to achieve are the following:
Adequate training for our staff, enabling them to understand the port environment and the procedures of each facility, in order to streamline processes and reduce risks.
Reducing waiting times. The physical limitations of the facilities and the concentration of services within a specific time frame necessitate the elimination of inefficient procedures that slow down operations.
Improving the economic aspect. Making the profession attractive again to attract talent. Operating costs have increased between 30% and 40% in the last 20 years, while rates have risen only slightly, by around 7%.
Increase the spaces dedicated to parking and rest areas. Provide secure parking spaces within and near the port. It makes no sense that a vehicle operating in the port should have to travel 20 or 30 km at the end of the day to find parking.
Claim subsidies and grants to help cover the high costs of obtaining licenses (CAP, specific permits) and specialized training.
Conclusion
Uncertainty has become the central theme around which our activity revolves. While geopolitical and commercial forces paint a picture of fragmentation and volatility, forcing us to postpone decision-making, the local operational base is weakened by persistent structural problems.
The generational succession crisis and precarious working conditions (long hours, poor work-life balance) act as an anchor, preventing the sector from facing global instability from a position of strength. Added to this is the slow but inevitable transition to decarbonization, stalled by high costs and a lack of supporting infrastructure.
Faced with this dual challenge—external volatility and internal fragility—the way forward is joint action and strategic pressure. Only by achieving tangible goals such as reducing waiting times, urgently improving fees to reflect real costs, and investing in training and dignifying the profession, will the sector be able to build the solid foundation it needs to reduce global risks, attract talent, and ensure its survival and competitiveness in an increasingly unpredictable environment.
