Golf day

Golf day success despite clash with The Open Championship

Metro’s golf day planners’ unintentional clash with the Open championship at St Andrews, proved not to be a critical issue, with competitors excited to be playing a course that has hosted numerous international tournaments, including the British Masters and the English Open.

The inaugural (as in first ever) Metro golf day, saw 20 competitors - a blend of customers, partners and colleagues - gather at the Forest of Arden Marriott Hotel & Country Club, in the heart of the country, to play the renowned championship Arden course.

With perfect weather and temperatures reaching 74° players had the chance to reinforce working relationships, on a more personal level and for Metro, an opportunity to thank customers for their valued support.

All in all, the golf day has proven to be a fantastic way to mix business with pleasure and given the overwhelmingly positive feedback from customers, the event will be repeated in 2023, possibly with some interim events!

Unlike the competition being contested at the same time, on the Old Course, birdies and pars were somewhat elusive on the Arden Course, although, after a competitive round the eventual winner did card a very creditable 35 points, which is just one stroke over a nett par round.

Congratulations to our worthy champion Mr Peter Kang and to the 19 competitors who qualified for the 2nd Metro Golf Day in 2023.

More to follow…and if you are partial to a round or two of golf, please make contact with Tom Fernihough, who will share any opportunities that we have for further events, that we will be organising, to alleviate the day-to-day stress and strains of the logistics environment.

CSR projects

Protecting employees and the environment

Critics often dismiss Corporate Social Responsibility (CSR) as a gimmick, or short-term marketing ploy, but we are committed to give back and CSR is not just a responsibility it is our duty to society, which is why core environmental and employee welfare initiatives are continuous, with no timeframe to end them.

For the real cost of living

The longevity and experience of our team is a critical success factor for the business and highlights our commitment to a rewarding work environment, training and career development.

We are proud of our staff-retention and internal promotions, but we still need to attract new talent to join the business and see the freight forwarding industry as an attractive career choice, which us one of the reasons Metro is an accredited Living Wage employer.

The real Living Wage is the only UK wage rate that is voluntarily paid by over 10,000 UK businesses who believe their staff deserve a wage which meets everyday needs. It enjoys cross-party political support, with half of the FTSE 100 and big household names also accredited.

Signing up to the ‘Living Wage’ is a moral and ethical commitment by our management to (continue to) always do more than the minimum, which is why we haven’t even had to change anything to become accredited, as we already met all the criteria.

In committing to ensuring all our people, including third party contractors, will always be paid a wage that meets everyday needs, we join other major organisations including KPMG, Burberry, Nestle, Aviva and Google.

Achieving carbon neutrality 

The UK’s Sustainability Disclosure Requirements (SDRs) bring together sustainability-related reporting requirements and will give insight on the environmental and social impacts of firms, but SDRs will have a long wait for legislative approval.

Metro is among the leading corporations that have already committed to SDR environmental transparency, by measuring and disclosing our environmental impact and working to reduce greenhouse gas emissions, safeguard water resources and protect forests.

In 2021 we produced 139 Tonnes of C02 and offset this same amount into projects that are: protecting the Amazon rainforest; providing clean cooking stoves in Kenya; and providing renewable energy in India..

In offsetting these volumes, Metro is Carbon Neutral for: 
Scope 1 - direct emissions/ owned/ controlled sources
Scope 2 -  indirect emissions from the generation of purchased electricity, steam, heating etc.

Scope 3 is the indirect emissions that occur in our value chain, in delivering the services that support our customers. The ‘free of charge’ Eco module, that sits in our MVT supply chain platform, monitors the energy emissions, emission costs and CO2 equivalent emissions, of our customer’s consignments, by every mode. Which means that Metro customers can monitor the environmental impact of their supply chains and participate in offset projects that will eradicate their supply chain CO2 footprint.

To request a demo or discuss your requirements, please contact Simon George, who leads our technical solution team, or Claus Rasmussen to discuss carbon reduction strategies and the availability of offset projects.

VIEW MVT ECO WEB PAGE

Matthew Weight automotive

Industry heavyweight to spearhead new Automotive division

Matthew Weight with 30 years’ experience and a specialist background in automotive logistics has joined Metro as Automotive Director. With responsibility for automotive services, Matthew will establish Metro as the first choice global logistics partner for finished vehicle, automotive components and aftermarket parts.

An ardent and experienced logistician, with a passion for coaching football, Matthew began his career working in fleet management with Vauxhall, before moving into the logistics side of the industry. 

Working with a further three manufacturing marques, Matthew made his move to work with Jaguar Land Rover in 2012, leading the Global Special vehicle distribution and European plant evacuation teams. 

As Automotive Director, Matthew will pull together all automotive experience in Metro, to create a new division that will deliver full spectrum logistics, freight and supply chain solutions for finished vehicles, automotive components and aftermarket parts.

The formation of a new automotive division will integrate existing automotive capability into a distinct entity and will allow the business to refocus on this important vertical, with development of people, processes and systems at its core, together with the engagement of existing and new customers and suppliers.

Grant Liddell, Managing Director, Metro commented: “As our business has evolved, we have developed complex operational and technical supply chain capability that are fully integrated within our business and deliver to customers the culture, service quality and logistical expertise that Metro is renowned for. The renewed focus and expansion of our automotive capabilities is a natural development designed to enhance our automotive proposition to existing and prospective clients in this important market. I am thrilled that Matthew joins us to lead the new division and I look forward to working with him and our clients in this important space.”

Simon George Technical Solutions Director, Metro added: “In recent years our supply chain management solutions, visibility tools and control tower platforms have successfully penetrated a number of key industrial, manufacturing and retail verticals. Matthew has a great reputation in the market and brings a high level of expertise across the automotive sector and we’re very excited to see what technical innovations will follow with Matthew at the helm.”

Matthew Weight, Automotive Director, “Having been a customer of Metro and my previous auto-events experience means that I ‘get’ the unique logistics challenge that goes with each activity, and the need to be agile and deliver on time, in full every time.”

“Designing the right logistics and technology solution for each individual challenge is critical, because ‘one-size’ rarely fits all in the world of Auto logistics and knowing and understanding the customer perspective means that solutions always have the customer in mind at all points.”

Metro has specialised in the automotive and construction vehicle sectors for over four decades. Working with the leading brands, OEM’s and suppliers our specialist teams coordinate the end to end movement of vehicles and machinery, optimising complex inbound and outbound supply chain operations, on all modes of transport.

We maintain long-standing partnerships and volume agreements with the leading vehicle RoRo carriers and container shipping lines, which means we can offer the widest choice of services, routes and solutions.

Please contact Matthew Weight, our new Automotive Director, to discuss any aspect of the market or learn how we could transform your global supply chain.

QEII

70 years of the Queen and global logistics evolution

In the 70 years that Queen Elizabeth II has been our monarch, her reign has heralded the transformation of international trade and the beginning and spread of a new global economy.

When Elizabeth II acceded to the throne in 1952, at the age of 25, Britain had lost two-thirds of her pre-war export trade and the post-war beginning of the reconstruction of a new global economy had just begun.

Three months after her accession BOAC began the world's first commercial jet service with the 44-seat Comet 1A, flying paying passengers from London to Johannesburg. Within a few years a variation was flying transatlantic, with 1 ton payload at a cruising speed of 400 mph.

And just three years after Elizabeth’s coronation saw the beginning of containerisation, with the inaugural voyage of the first container ship, the Sea Land Ideal X on the 26th April 1956.

By the early 1960’s container ships had replaced traditional breakbulk liner services on the major east-west trade routes and the impact of these changes greatly reduced the cost of international trade, while increasing its speed and effectiveness and was a major element in rapid globalisation.

Globalisation has been facilitated by advances in technology which have reduced the costs of trade, and trade negotiation rounds, originally under the auspices of the General Agreement on Tariffs and Trade (GATT), which led to a series of agreements to remove restrictions on free trade and the formation of the World Trade Organization.

After the Berlin wall fell in 1989, and the Soviet Union eventually collapsed, the WTO was created in 1995 and encouraged nations all over the world to enter into free-trade agreements, and most of them did, including China.

The U.S. and China re-established diplomatic relations in 1979, with China contracting to GATT in 1986, acceding to the WTO in 1995 and becoming WTO’s 143rd member in 2001.

With China becoming a member of the WTO, it started to manufacture for the world, which opened the door to off-shoring production and access to cheap consumer goods.

In 1983 a new technology from the Third Industrial Revolution, the internet, connected people all over the world in an even more direct way, with orders now placed electronically instantly. Instead of having them delivered in a few weeks, orders could now arrive within days.

The World Wide Web followed in 1989, supporting further global integration of value chains. You could do R&D in one country, sourcing in others, production in yet another, and distribution all over the world.

The result has been a globalisation on steroids. In the 2000s, the sum of imports and exports has consequentially grown to represent half of world GDP.

The pandemic has placed an unprecedented burden on the world economy, healthcare, and globalisation, but reports of the demise of consumerism due to COVID have proved premature, with the trade of goods surging to pre-pandemic levels despite well publicised supply chain problems.

Some experts predicted the pandemic would lead companies to source from within their local region rather than around the world, but the international flow of goods is growing faster than local sourcing and near-shoring within regions.

Global supply chains are under the most intense and sustained pressure of recent times, which is why we monitor and report on the most important developments, so that you can take effective action and make informed decisions, that avoid possible issues, before they become problems. 

Container shipping and air freight continue to face challenges globally, but with notice we continue to secure space and get the right equipment positioned. The world of global logistics and supply chain is a rapidly moving environment and Metro ensure that we are at the forefront of developments to deliver the most appropriate service and solution, as we have been for over half of the Queens reign.

Please contact Elliot Carlile to learn how we can support your supply chains, even in the most challenging market conditions.