“Customer demand remained strong during the year, particularly in the Minerals segment, where investments in copper and gold as well as strong aftermarket demand supported growth. In the Aggregates segment, demand followed the typical seasonal variation but remained at a higher level than in the previous year, especially in Europe.
We strengthened our market position through acquisitions and successfully managed the impacts of market fluctuations and changes in tariff situations by leveraging our extensive international presence and supply chain.
At the end of the year, we announced a few significant mining equipment orders that had been in the works for a long time. I see this as a sign that, as an industry, we have learned to better adapt to the changing operating environment and to make bold investment decisions that enable us to meet the growing future demand for aggregates, minerals and metals.”
Sami Takaluoma
President and CEO
Our year in numbers
5,471 EUR MILLION
ORDERS RECEIVED
829 EUR MILLION
ADJUSTED EBITA
5,240 EUR MILLION
SALES
15.8%
ADJUSTED EBITA %
0.58 EUR
EARNINGS PER SHARE, CONTINUING OPERATIONS
Our people
100+ NATIONALITIES
~50 COUNTRIES
~18,000 EMPLOYEES
Metso's strategy 2030: We go beyond.
In September 2025, Metso introduced a new 'We go beyond.' strategy for 2026-2030. The new strategy is structured around four strategic objectives: delivering the best customer experience, increasing the aftermarket share of sales, achieving financial excellence, and being a frontrunner in sustainability and safety.
We aim to be the first choice for innovation, reliability and long-term value creation for our customers. We use Net Promoter Score (NPS®) to measure both the relationship and transactional satisfaction of our end customers and distributors. In 2025, our relationship NPS reached a new record.
Aftermarket business offers significant opportunities for Metso’s growth. One of our core strengths is an extensive service center footprint and close proximity to customers. By being close to our customers and supporting them in maintaining, optimizing and upgrading their equipment, we are well-positioned to capture the full aftermarket potential.
In connection with the 2030 strategy launch, we announced new financial targets, including a new sales growth target and an increased profitability target, which are to be achieved by the end of 2028. Both our Minerals and Aggregates segments have clear strategic priorities to deliver growth.
Read below about sustainability and safety as our strategic priority.
Sustainability and safety frontrunner
Safety is at the core of Metso’s customer-centric growth culture and a starting point for all our actions and decisions. The new ‘We go beyond.’ strategy sets the direction for the safety execution plan for 2026-2028. During these years, safety improvements will concentrate on six focus areas: contractor safety, enabled operational safety leaders, learning from experience, fatal accident prevention, asset integrity and continuous compliance review.
We are setting new standards for environmental responsibility, innovation and stakeholder engagement. Our sustainability roadmap is built on three pillars to create impact: Ambitious net-zero journey, including the net zero by 2030 target in our own operations; Compliance and data-driven value with robust governance, transparency, and data enablement to support both growth and regulatory excellence; and Beyond CO₂ initiative that inspires innovations in circularity, sustainable product development, and next-generation water strategies.