The demerger of Metso Corporation and combination of Metso’s Minerals business and
Outotec was completed on June 30, 2020. Metso Outotec, headquartered in Finland, operates
globally and has subsidiaries and branch oces in 58 countries. The company is a forerunner
in sustainable products, end-to-end solutions, and aftermarket services for aggregates,
minerals processing, and metals refining industries globally. Metso Outotec was ranked 8th on
the Corporate Knights 2021 Global 100 Index of the most sustainable companies in the world.
Metso Outotec’s sustainability agenda comprises of two focus areas: Sustainable oering
and innovations and Responsible and trusted partner. In order to be a trusted partner, Metso
Outotec focuses on continuous development of Engaged and diverse experts, Responsible
procurement, Health and safety, and Environmental eciency in operations, which, in addition
to Sustainable oering and innovations, are identified as the most material sustainability topics.
Metso Outotec has established targets and key performance indicators for each of the material
topics in order to steer its sustainability activities.
Metso Outotec reports its economic, social and environmental performance annually in
accordance with the Global Reporting Initiative (GRI) Standards: Core option. The Annual
Report 2020, which includes a GRI Supplement 2020, will be published in March 2021.
This Statement of non-financial information contains a description of the business model
as well as risks, key performance indicators, and other details for Environmental responsibility,
Social responsibility and employees, Human rights, and Anti-corruption and bribery, as
required by the Finnish Accounting Act.
Metso Outotec’s business model and value creation
Metso Outotec’s extensive oering for aggregates, minerals and metals refining customers,
from equipment to a broad range of services and consumables, helps customers improve their
productivity and lower their operating costs and risks. Metso Outotec oers products and
spare and wear parts that consume less energy and water, when compared to conventional
solutions, by increasing process eciency, recycling, and reprocessing of tailings and waste.
The minerals industry oering is mainly electric, allowing customers to choose renewable
energy sources. Our aggregates industry oering includes dual power source products, which
we aim to further expand. Metso Outotec continuously develops its oering to meet customers’
growing needs for energy and emissions reduction, water resources management, resource
eciency, recovery, and safety.
The key resources for value creation are the deep know-how of Metso Outotec’s experts,
installed base and oering, 6,381 national technology patents, and research and development
centers. Long-term customer and supplier relationships are essential resources for the company
in creating value for stakeholders.
Metso Outotec generates employment and wealth in local communities as an employer
and buyer of goods and services. The company also contributes to local communities through
cooperation with universities and other research institutes.
In 2020, Metso paid EUR 221 million in dividends of which Metso Minerals’ share was EUR
177, million and Outotec paid EUR 18 million. Metso Outotec’s 2020 taxes paid were EUR 62
million.
Risks, risk management system and policies
Principal risks related to Metso Outotec’s sustainability are associated with health and safety,
quality, environment, compliance, brand and reputation, as well as human and labor rights,
especially in the supply chain.
Metso Outotec regularly analyses climate change related risks and opportunities and their
potential impact to business. As part of the sustainability content presented in the Business
Overview, Metso Outotec reports on risks and opportunities caused by climate change in
accordance with the recommendations of the Task Force on Climate-Related Financial Disclo-
sures (TCFD).
Operating throughout the value chain in a sustainable way is a high priority for Metso
Outotec, as environmental, social or governance misconduct can aect the company’s
reputation and have long-term financial and other consequences. Non-financial risks can also
lead to business interruption, lost working hours and other financial implications.
Metso Outotec takes a systematic approach to managing non-financial matters, including
appropriate policies, due diligence processes, governance and organization. Metso Outotec’s
Code of Conduct, approved by the Board of Directors, sets the company’s business conduct
for all employees. The Code of Conduct, Supplier Code of Conduct, HR policies, and Donation
& Sponsorship Policy, as well as Quality and Environment, Health and Safety (EHS) Policies,
all define the basic requirements for Metso Outotec’s environmental, social, and economic
sustainability.
The Board of Directors oversees the appropriate governance of overall enterprise risk
management. Internal control practices are aligned with Metso Outotec’s risk management
process approved by the Board of Directors. The non-financial risks in this statement have
been identified in accordance with the Finnish Accounting Act, separately to the financial
risks identified in the Corporate Governance Statement page 14. An audit frame is in place to
support risk management by ensuring compliance and continuous business development.
Metso Outotec complies with the requirements of international standards for management
systems. The majority of Metso Outotec’s major units are certified to ISO9001 (quality), and the
main operational units also have ISO14001 (environment), ISO45001, or OHSAS18001 (safety)
standards as a framework.
Environmental responsibility
Metso Outotec’s most significant environmental impact materializes through the use of its
products and processes delivered to customers. Key for Metso Outotec is to support customers’
long-term success through energy saving, electrification, and water eciency, as well as
circular and safety solutions. Metso Outotec has defined sustainability as a strategic priority
Non-financial information
Financial review 2020|Board of Directors’ report 14