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 The Year 2001 in Brief
 President's Review
 Metso's Values


 Metso's Vision, Strategy
 and Targets
 Business Area Reviews
 Management

Metso’s strategy

Metso is expanding from a traditional machine supplier to a comprehensive supplier of services and the customers core processes. We focus on improving the efficiency, quality and competitiveness of our customers’ core processes by supplying value-adding solutions and services based on our strong R&D, engineering and manufacturing skills. We put high priority on profitability, growth and leading technology know-how.

The cornerstones of Metso’s strategy are:

  • development of value-enhancing solutions for the core processes of our customers
  • integration of control technology, process automation and the most advanced information technology solutions in Metso’s products and services
  • development of know-how and aftermarket services for the large population of machinery, equipment and processes delivered by Metso

By the core processes of our customers we mean the sections of the production process that are critical to the customers’ production efficiency, environmental soundness and the quality of the end product. We develop and provide products and services that improve the competitiveness and profitability of the processes throughout their life cycle.

Our control and automation know-how, combined with in-depth knowledge of our customers’ core processes, sets Metso uniquely apart from other product and service suppliers. We are active and innovative in utilizing the most advanced information technology.

Metso has delivered more processes, machinery and equipment to its customers than any of its competitors: 2,000 paper machines and 800 pulping lines, as well as over 30,000 crushers, 15,000 screening systems and 3,000 grinding mills for rock and mineral processing. This large population of delivered machinery, together with Metso’s automation know-how, creates the basis for developing know-how and aftermarket services over the entire life cycle of the process and for our future growth. We maintain or otherwise service only about one third of the machinery and equipment that has been delivered by Metso.

Metso Paper and Metso Minerals are global market leaders in their fields

In September 2001, Metso achieved an important strategic goal to make Metso Minerals the Corporation’s other strong business alongside Metso Paper. The acquisition of Svedala balanced Metso’s corporate structure, strengthened the product range and expanded the market area further. Maintenance, spare parts and other knowledge-based services also increased their share of net sales. These factors will also make the Corporation’s profitability less cyclic.

Metso Future Care implements Metso’s vision: from a supplier of machinery to a supplier of competitiveness

In accordance with the Metso Future Care business concept, our goal is to maintain the competitiveness of customers’ industrial core processes and to develop them throughout their life cycle. Metso Future Care is a concept for creating new market potential, in which we exploit already installed machines and delivered processes to add to the customer’s competitiveness.

The Metso Future Care business concept leads to new ways of managing customer relationships and developing earnings logic. By benefiting the customer, we aim to strengthen the partnership between the customer and Metso, and through the customer’s success, we aim to improve Metso’s profitability and create permanent added value for all stakeholders.

Metso's Vision, Strategy
and Targets
Metso’s Strategy
Metso’s Targets