MANAGEMENT / PLANNING
very old and it has still not moved into the 21st century . Despite this , we have been determined to be at the forefront of change , trying to be more modular , more localised and greener . We have found that the more entrepreneurial you are , the more agile you are , the stronger you are . That is how we have managed to grow the business from almost nothing two years ago to a £ 55 million turnover now .”
In addition to this diversification , Mettalis has also invested in domestic production facilities to increase its selfsufficiency . The lack of processors in the UK market means that although scrap is still generated in huge quantities , it is still largely exported , which reduces production outputs .
Hedging against global volatility Similar to other companies within the sector however , Mettalis has had to battle extreme currency volatility risk in recent years . Mettalis ’ business model means that shifting commodity prices have a deep and direct impact – the sheer volatility of commodity prices coupled with Mettalis ’ high turnover of commodity purchases puts the company at significant risk . The main danger to this business model , is that a failure to effectively manage commodity risk could end up
8 May 2016