Values

New values support customers, consistency and culture

At the start of April, Metro marked an important milestone with the launch of new company values, that define how the business operates today and how it will continue to evolve as it grows.

The launch reflects a period of expansion across the business, with new offices, growing teams and increasing customer demand. In this environment, establishing a consistent way of working becomes critical. The new values provide that foundation, aligning teams, guiding decision-making and reinforcing the behaviours that underpin service delivery across the organisation.

These values are not standalone statements. They are supported by the Metro DNA. The everyday behaviours that bring them to life across operations, customer engagement and internal collaboration.

values

A shared framework for a growing business

Metro’s values — Customer-First, Committed, Innovative, Progressive and Agile — define the mindset expected across every role and location.

Customer-First places the customer at the centre of everything Metro does, reinforcing a collaborative approach to building long-term partnerships that go beyond expectations.

Committed reflects the importance of consistency and accountability, ensuring high-quality service delivery and a culture where teams take ownership and support one another to succeed.

Innovative highlights the role of technology and forward-thinking solutions in simplifying operations and delivering tangible value to customers.

Progressive focuses on continuous improvement, encouraging teams to embrace change, contribute ideas and drive positive development across the business.

Agile underpins Metro’s ability to respond quickly in a fast-moving logistics environment, ensuring teams remain proactive and adaptable in delivering the right solutions.

As Metro continues to expand, the challenge is not just growth, but maintaining consistency. Different offices, teams and functions must operate with the same standards, mindset and approach, regardless of location.

The new values address this directly. They provide a shared language across the business, ensuring that whether a customer engages with Metro in the UK or internationally, the experience remains aligned.

They also support internal alignment. From operations and customer service through to finance, technology and commercial teams, the values help ensure that decisions are made with the same priorities in mind.

This is particularly important in logistics, where coordination, responsiveness and reliability are critical to performance. A clearly defined culture reduces friction, improves communication and supports better outcomes for customers.

Bringing values to life

The launch was supported by a company-wide engagement initiative, ensuring that every employee understands not only what the values are, but how they apply in day-to-day roles.

Across all locations, teams took part in local celebrations to mark the launch, reinforcing the importance of shared culture across the network. At the Birmingham HQ, this included a team event that brought colleagues together, while all employees received branded materials featuring the new values and behaviours. A simple but effective way to keep them front of mind.

The values are also being embedded into key business processes. They will be integrated into performance management through PerformYard, shaping how goals are set, how development is supported and how success is measured.

Recognition programmes are also being aligned. Employee of the Quarter awards will now be directly linked to the values, ensuring that behaviours such as collaboration, accountability and customer focus are consistently recognised and reinforced across the business.

The launch of Metro’s new values is not a one-off initiative. It is part of a broader focus on building a scalable, resilient and people-driven business.

As the business continues to grow, these values will play an increasingly important role — shaping how teams work together, how customers are supported and how Metro differentiates itself in a competitive market.

Metro’s values are more than statements, they are embedded into how the business operates every day. For customers, that means consistent service, proactive thinking and a partner that is aligned to deliver long-term success across increasingly complex supply chains.

EMAIL our Managing Director Andy Smith to start your conversation.

Andrew White

Celebrating 45 years of service: Andrew White retires from Metro

After an extraordinary 45-year career, Metro bids farewell to one of its most influential and long-serving colleagues, Andrew White, as he retires from the business he joined in the early 1980s.

Andrew’s journey is a rare one. Joining as employee number eight, he has spent his entire career at Metro, progressing from apprentice to Operations Director. Over that time, both the business and the wider industry have transformed dramatically. From the early days of carbon copies, telex tape, fax machines and manual documentation to today’s digital, paperless, data-driven supply chains.

Since Andrew joined in 1982, global trade has weathered events such as the end of the Cold War, the rise of China as a manufacturing powerhouse, the financial crisis, Brexit and the Covid-19 pandemic. Through it all, Andrew has been a constant calming presence at Metro, helping guide the business through each challenge and change.

His contribution to Metro’s development has been significant and far-reaching. Andrew played a central role in designing, implementing and continually evolving the company’s operational platforms. Systems that remain fundamental to how Metro operates today. He also led a number of key transformation projects, including major systems rollouts that helped modernise the business and support its growth into new markets and regions.

Beyond systems and infrastructure, Andrew’s impact is perhaps most strongly felt through people. Over four decades, he has mentored and coached countless colleagues, sharing knowledge, shaping careers and helping build the culture that defines Metro today. Many of the processes, standards and ways of working embedded across the business can be traced back to his influence.

Andrew’s career has also been global in scope. He has travelled extensively, supporting the development of Metro’s international footprint and playing a key role in establishing overseas hubs and operational platforms. His work has helped position Metro as a connected, forward-looking logistics provider with the capability to operate across multiple regions and markets.

For those who have worked alongside him, Andrew has been more than a colleague. He has been a trusted advisor, a steady hand during periods of change and a consistent advocate for doing things the right way. His long-standing presence has provided continuity through decades of growth and transformation.

His retirement marks the end of an era, but also an opportunity to reflect on a remarkable career defined by commitment, innovation and loyalty to the business.

As CEO Grant Liddell reflects:

“It is with a mixture of joy and sadness that we mark Andrew’s retirement after 45 years with the business. From joining as an apprentice to becoming Operations Director, Andrew has contributed massively to Metro’s success over five decades. He has been a valued and ever-present member of the Metro family, and his legacy will live on through everything he has helped build. We wish him all the very best in his retirement and look forward to staying in touch with a much-valued colleague and friend.”

Trucks Middle East

Middle East overland networks under strain

Overland transport across the Middle East has moved from a contingency option to a critical component of regional supply chains, as disruption to ocean and air networks forces cargo onto road-based alternatives. The result is a rapidly tightening environment, where capacity, infrastructure and cross-border processes are all under increasing pressure.

With ocean access into the Gulf restricted, containers are being discharged at ports outside the region and redirected inland via road networks. Oman, alongside locations such as Khor Fakkan, Sohar and Jeddah, has become a central staging point for cargo moving into Gulf Cooperation Council (GCC) markets.

In practice, this means cargo originally destined for major hubs such as Jebel Ali or Hamad is now entering the region through a variety of entry points, with no standardised routing approach. As a result, overland transport is playing a far greater role in bridging gaps between discharge locations and final delivery points.

However, the infrastructure supporting this shift was not designed for sustained, high-volume container flows over long distances, and pressure is building quickly.

Trucking capacity shortages and border constraints

The rapid increase in inland volumes is exposing structural limitations across regional road networks. Trucking capacity is tightening across key corridors linking Oman, Fujairah and Saudi Arabia, with shortages extending transit times and delaying cargo recovery.

Congestion is intensifying at key nodes. In some locations, terminals are operating at full capacity, with vessel queues and dwell times extending beyond 10 days, while long truck queues are forming as cargo competes for onward movement.

At the same time, cross-border complexity is increasing. Driver availability is constrained by visa processing delays, with queues extending for hours and reducing the number of journeys each vehicle can complete. Additional restrictions on driver nationality are further limiting capacity on certain routes.

Operational constraints are also emerging at a regulatory level. Cross-border trucking is not always seamless, with limitations on where vehicles can operate and additional charges being introduced in some markets, increasing both cost and administrative complexity.

As a result, transit times are becoming less predictable and costs are rising sharply. In extreme cases, urgent shipments have seen trucking rates escalate significantly above typical market levels, reflecting both scarcity of capacity and the urgency of demand.

The weekend drone strike on the Port of Salalah has highlighted how exposed overland networks are to disruption at key staging points. The temporary closure of the terminal interrupted a critical gateway for cargo being discharged and moved inland to Gulf markets.

Although operations are set to resume from Tuesday 31st March, constraints are expected to continue, limiting throughput and adding further pressure to already congested road corridors.

Overland not scalable at current volumes

As disruption continues, overland transport is becoming a core part of regional supply chains rather than a temporary workaround. Road, rail and multimodal solutions are being deployed extensively to maintain flow into the Gulf, supported by a growing network of alternative corridors.

However, these solutions are not scalable at the level required to fully replace traditional ocean routes. Capacity limitations, border delays and infrastructure constraints are creating a bottleneck that is likely to persist as long as disruption continues.

For shippers, the challenge is operational as much as strategic — managing cargo already in transit, navigating changing routing decisions and securing inland capacity in a highly constrained environment.

Keep cargo moving with integrated solutions

By combining regional expertise and coverage with established multimodal networks, Metro is coordinating road, air-road and alternative routing strategies to bridge gaps created by disrupted ocean and air services.

Metro works proactively to secure trucking capacity, manage cross-border movements and identify the most effective corridors based on real-time conditions, reducing delays and maintaining control in a highly fluid environment.

With full visibility through the MVT platform, customers can track cargo across inland networks, monitor congestion and adapt quickly as routes and constraints evolve.

If your cargo is impacted or at risk of delay, EMAIL Andrew Smith, Managing Director, to secure capacity and define a clear route forward.

screen concept

Turning disruption into decision advantage

The simultaneous disruption in the Persian Gulf and continued Red Sea avoidance is creating a supply chain shock without modern precedent. Metro’s latest application release is giving you unprecedented visibility.

With vessels held or diverting, Gulf-bound cargo potentially discharging at intermediate hubs, and 2%+ of the global fleet positioned in or near the Persian Gulf, pressure is rapidly shifting across global port networks.

Congestion is no longer isolated to one region. It is migrating.

Transhipment hubs such as Salalah, Khor Fakkan, Sohar, Duqm and Colombo are absorbing displaced volumes. Secondary effects are already emerging at Singapore, Port Klang and Tanjung Pelepas. As carriers reassess Gulf calls and reroute services, containers already on the water may face discharge changes, berth delays and inland knock-on disruption.

In this environment, traditional vessel tracking is not enough.

Shippers need early, reliable visibility into port performance — not just where the vessel is, but what will happen when it arrives.

Introducing port congestion visibility in Metro MVT

To support customers navigating this evolving situation, Metro has launched a new Port Congestion application within the Metro MVT Portal.

The solution provides real-time, data-driven insight into port conditions across key global gateways, enabling proactive planning rather than reactive firefighting.

Key Capabilities

Interactive dashboards deliver clear visibility of:

• Vessel Waiting Time
• Vessel Traffic at Port
• Vessel Days Wasted
• Vessel Dwell Time
• Country-level congestion trends
• Port-level congestion indicators

This allows customers to identify where congestion is building — often days or weeks before cargo arrival.

Why this matters now

With emergency war-risk surcharges applied, routing changes underway and air cargo capacity reduced, cost exposure is already rising. Port congestion adds a further layer of unpredictability.

Early visibility enables:

Smarter Routing Decisions

Assess risk exposure at potential discharge ports before cargo is affected.

Delivery & Warehouse Planning

Align inland haulage, labour and warehouse capacity with real arrival conditions — not estimated schedules.

Priority Management

Identify at-risk shipments early and protect critical cargo before delays escalate.

Cost Control

Reduce detention, demurrage and last-minute premium transport spend triggered by unexpected congestion.

From tracking to foresight

In today’s environment, supply chain resilience depends on anticipation.

Port congestion visibility transforms MVT from a tracking platform into a decision-support tool, combining global congestion intelligence with shipment-level visibility in one place.

As geopolitical volatility reshapes trade flows, having early insight into where disruption is building can materially change operational outcomes.

Accessing the capability

All MVT users with access to the Track & Trace application automatically have access to the new Port Congestion feature.

Your account director will be in touch to arrange a demo. For further information or a guided walkthrough, please EMAIL Ian Powell, Customer & Technical Solutions Director.