Responsible and trusted partner

A responsible and trusted partnership creates the foundation for a strong brand and profitable growth. Ensuring the sustainability of our own operations and the operations of the third parties we conduct business with enables us to meet the expectations of our different stakeholder groups and builds trust in the communities where we operate.

Metso is committed to offer all employees a safe, healthy and motivating work environment and advances health and safety issues also through a variety of development projects. Health and safety is part of daily tasks for every employee and is continuously developed in cooperation with all levels of personnel.

We believe that every accident can be prevented. Our mid-term target in occupational safety is to achieve an LTIF of less than one by the end of 2021. LTIF reflects the number of incidents resulting in an absence of at least one workday per million hours worked. Our long-term target is zero work-related accidents.

We encourage all employees to discuss safety-related matters openly. Face-to-face safety conversations are a part of every manager’s individual targets. We continuously focus on identifying and preventing occupational safety risks. All employees are expected to pay attention to potential hazards and actively report their risk observations.

Continuous training is essential and currently we conduct special Safety excellence training for the Metso people whose work is related to service and production. The training aims at explaining both the business and personal aspects to safety and helps in finding concrete ways to improve safety in everyday work. The target is to ensure a thorough understanding of our safety requirements and stronger employee engagement throughout the organization. Read more about health and safety

Competent and committed people enable Metso’s result-driven and respectful culture. Metso is a global workplace where teams work in close collaboration to bring results for our customers. Good leadership is a key success factor in making this happen. Employee engagement drives performance and customer success.

Metso as an employer

In 2018 we enforced Metso’s employer brand that is summarized in our #MetsoLife concept. Metso’s employer brand strives to strengthen our internal working culture and increase our employees’ pride in their own and their teams’ work and in the workplace. The #MetsoLife concept shows potential new employees what it’s like to work at Metso, and what the working culture is.

PeoplePulse employee engagement survey

In 2018, we conducted the PeoplePulse employee engagement survey with excellent results and an 87-percent response rate (2016: 85%). Based on the results, 88 percent (2016: 85%) of our employees feel strongly engaged in their own work and committed to Metso as an organization. The experience about Metso as an employer has developed favorably, and the survey results show that Metso employees feel highly empowered to do their work. Our employer image as perceived by Metso people is strong, and 81%(2016: 76%) would recommend Metso as an employer. These are valuable strengths to build on for our future.

Diverse expertise

The diverse expertise of our organization ensures a foundation for our success – we value diversity and provide equal opportunities. Our employees represent 90 nationalities, operating in over 50 countries and in 176 locations.

Leadership development

Our strategy, values and leadership principles create the foundation for developing our current and future leaders. For us, leadership is key to our performance culture, and we put special emphasis on working together. Leaders have a key role in enabling individuals and teams to grow and in empowering them to give their best and reach their full potential.

We respect and support human rights and require all our suppliers to follow similar standards as stated in our Code of Conduct. All our employees are entitled to be treated with respect, and no form of discrimination, harassment, or illegal threat is tolerated. We do not accept the use of compulsory, forced or child labor, nor is tolerate slavery or human trafficking tolerated. We monitor our global supplier network with established processes and tools to ensure that human rights are respected in our suppliers’ operations.

Managing human rights issues is incorporated into our employment practices and processes globally. Our Health, Safety and Environment (HSE) Policy defines our commitment to responsible management of HSE in our own operations and in dealings with third parties. All Metso employees have signed employment contracts that cover salaries and other terms of employment. With working hours and overtime, we continuously follow changes in local regulations and agreements. Time cards and attendance records are used for monitoring. We regularly review external salary benchmarks and follow changes in local regulations regarding salaries to create global salary range references and ensure appropriate salary levels.

Metso’s most significant environmental impact comes from customer processes when our equipment is used. For example, over 90 percent of energy use takes place in the rock crushing phase rather than in the manufacturing of the crusher. However, to ensure the environmental efficiency of our own operations we have also set internal environmental targets.

We regularly audit the environmental safety of our own operations. Based on the findings, we make corrective actions. For example, we have further improved the chemical leakage protection in our units based on a finding made in an HSE audit.



We emphasize water efficiency in water-scarce areas and have therefore identified our most water-intensive units. We have set unit-specific targets to decrease the water usage of our own operations in water-stressed areas by 15 percent by 2020.

Target: 15% less by 2020

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Our target was to reduce the share of landfill waste from total waste by 15 percent by 2020 compared to 2014. We reached this target already in 2017. We continue to further improve our performance.

Target: 15% less by 2020

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Energy efficiency and carbon emissions

Our target is to improve the energy efficiency of our own operations by 20 percent by 2020. Since 2010, a total of 51,833 MWh (12.6 %) of energy has been saved through a wide range of actions globally. These actions have reduced CO2emissions by 16,908 tCO2 in total during years 2010-2017.

Target: 20% less by 2020


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Metso’s Code of Conduct and Supplier code of conduct for suppliers set the standards that we expect our suppliers to follow, and they are the starting point of any new or existing business relationship. Our supply chain management monitors that the standards are followed. To ensure quality and sustainability in our supply chain, we have developed processes covering the whole network of our suppliers. Metso acknowledges the increasing concern related to the human rights issues of sourcing ores and metals from conflict areas. Read more about this in our conflict minerals statement.

Supplier assessment and audits

Metso conducts third-party sustainability supplier audits together with external auditing partners in higher-risk countries such as South Africa, India, China, Turkey and Brazil. In addition, our procurement and quality assurance teams conduct internal sustainability supplier audits that include site visits. The screening of new suppliers is included in our procurement processes, and our target is to evaluate all our new suppliers in higher-risk countries against our sustainability criteria. Based on the sustainability risk assessment of the new supplier, procurement decides on the need for an in-depth audit and/or further actions. In 2018, we conducted 99 supplier sustainability audits. By the end of 2018, 73 percent of the corrective actions from years 2017–2018 had been implemented. 

Future development

We continue with our internal and third-party sustainability audits for our higher-risk suppliers and target at conducting at least 65 sustainability supplier audits every year. In addition, we aim to further develop our processes in tracking the corrective actions. Our target by 2020 is that all new direct suppliers in higher-risk areas are screened on sustainability.