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Sustainability as risk management

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Lennart Ohlsson, SVP Sustainability and technology development, Metso. Presentation at Ratkaisun paikka event, 14.5.2013 (Helsinki, Finland)

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Sustainability as risk management

  1. 1. Sustainability asrisk managementLennart Ohlsson,SVP Sustainability andTechnology Development
  2. 2. © Metso www.metso.comMetso - Sustainable technologies and services forthe process industries• Customer industries includemining, construction, pulp andpaper, power, oil and gas• Global player with leading marketpositions in its businesses• Strong presence in the fast growingand emerging markets• Large installed base• Strong focus on environmentalsolutions and sustainable technologies• Emphasis on implementing strategicapproach to sustainability• Shares are listed on NASDAQ OMXHelsinki Ltd.2Net sales in 2012EUR 7.5 billionServices44% of net salesGeneral presentation 2013
  3. 3. © MetsoDefinition of risk and risk management3 General presentation 2013According to ISO 31000, risk is the“effect of uncertainty on objectives”and an effect can be a positive - aswell as a negative - deviation fromwhat is expected.Risk can be tangible orintangible, insurable or non-insurable.Risk management includesidentification, analysis, evaluationand actions to alleviate risk.
  4. 4. © Metso4Sustainability is company’s capacityto prosper in a competitive andchanging global businessenvironmentbyanticipating and managing currentand future economic, environmentaland social opportunities and threatsbyfocusing on quality, innovation andproductivity to create competitiveadvantage and long-term value.Definition of sustainability*Source: RobecoSAM
  5. 5. © MetsoGlobal sustainability megaforces bring threatsand opportunities5Source: KPMG International (2012): Expect the Unexpected: Buildiingbusiness value in a changing world, and RobecoSAM (Dow JonesSustainability Index• In an increasingly complex world, anumber of megaforces are likely to bringcomplex challenges for each and everybusiness over the next 20 years.• These megaforces constitute eitherthreats or opportunities.• The business approach to thesecomplexities is to turn daunting threatsinto solid opportunities for growth.• Long term success will depend on howbusinesses can design effectivestrategies to address the threats, whilesimultaneosly taking advantage of theopportunities.
  6. 6. © MetsoImpacts and opportunities on businesses6Source: KPMG International (2012): Expect the Unexpected: Buildiingbusiness value in a changing world, and RobecoSAM (Dow JonesSustainability IndexImpacts on business:• Price increase and volatility• New regulations• Resource constraints in production• Changes in customer (and consumer)preferencesOpportunities for business:• Innovation and learning• New products, services and markets• Cost reductions• Access to capital• Reputation and brand value forsustainable businesses
  7. 7. © Metso7• Strategic risks- E.g. Climate change and environmental risks• Financial risks- E.g. Interest rate risks• Operational risks- E.g. Business interruption risks and complianceand crime related risks• Hazard risks- E.g. Occupational health and safetyrisks, environmental risks and natural events anddisastersRisk categories and implications
  8. 8. © Metso8• Managing sustainability risk is integrated into a multi-disciplinary, company-wide risk management processes atMetso.• Systematic method for regularly assessing the probabilityand impact of climate change and environment-relatedrisks at the Group-level and within each segments.• The assessed risks are based on the risk map documentin which the company risks are listed on the headlinelevel.• The potential risks related to sustainability typically arisefrom- the availability of sufficient competent resources- the health and safety of our personnel,- our ability to develop our product and technologyportfolio according to the changing needs ofcustomers- the perception of our company as a responsiblecitizen- and the adequacy and pricing of financing both for usand for our customers.A strategic approach to sustainability improvessustainability risk management
  9. 9. © MetsoResponsibilites and reporting processesof sustainability risks9• Metso´s line management is operatively accountable formanaging risks as part of its daily activities.• Sustainability risks are assessed once a year at theGroup-level by Metso´s Risk Management Team, basedupon individual business unit’ risk managementreports, consolidated at the company level.• The results are annually reported to the Metso GroupRisk Management team, Metso Board and Metso AuditCommittee, and to the Metso Executive Team.• Each Metso’ reporting segment annually assesses theprobability and impact of sustainability risks and definesthe need for and priority of the actions toremove, mitigate, minimize, retain or utilize the risks byusing Metso’s risk map.• The climate change and environment risk assessmentprocess includes the actionsneeded, accountabilities, time frame and decisions totreat the residual risk.Metso’s riskprocess promotesopportunities
  10. 10. © MetsoMetso´s strategic approach to sustainability10Helps us to tackle the risks in all of our focus areasWe prioritize thewellbeing, health andsafety of the individuals inall our operations. Weactively promote equalopportunities anddiversity, and we train ourleaders to promotesustainability thinking andto link individualobjectives tosustainability.We constantly strive forimprovements in our energyand materials efficiency andin reducing waterconsumption, emissions towater, soil and air, and theamount of waste in ouroperation. We have alsoidentified environmentalrisks related to ouroperations and practiceprecautionary procedures toavoid any environmentalaccidents.We strive supportsustainabledevelopment in thecommunities weoperate in by formingpartnerships withcustomers and otherstakeholders. Bysponsoring anddonating to localprojects wecontribute towards amore sustainableworld.We help ourcustomers to improvethe sustainability oftheir operations byusing our technologyand solutions, and wedevelop a transparentand responsiblesupply chainmanagement tosupport our ownsustainability efforts.
  11. 11. © Metso• Ensuring the capabilities of Metsoemployees is crucial for securingthe development of our businessand competitiveness.• Resource and competenceplanning, as well as successorplanning for the key positions inthe businesses, is important.• Our ability to attract and retaintalent is essential in achieving ourgrowth and global presencetargets.11Metso people
  12. 12. © MetsoMetso Environment12• CDP: highest score from a Nordiccompany in the Industrials sector- In 2012, Metso received its all-time highest scores in the CDPwith 97 points out of 100.- It was also included in theCarbon Disclosure LeadershipIndex for the first time.- The results show that climatechange risk management is atgood level at Metso.• We have also identifiedenvironmental risks related to ouroperations and practiceprecautionary procedures to avoidany environmental accidents.
  13. 13. © Metso• Identify and prioritize threats andopportunities with key external partiesfor local context through:- Identifying key parties (e.g. NGOs) tocollaborate with and establish jointteams with clear targets and KPI`s- Cooperating with customers incommunity partnerships: engageemployees, communities and otherstakeholders• Prioritize key areas where Metso canwork with local communities formaximum mutual benefit, including:- Partnering with community leaderson pilot projects- Developing a plan and business casefor each project with clear targets13Society
  14. 14. © Metso14• Stricter environmental legislation is the trend in bothdeveloped and emerging markets.• This creates opportunities for us to offer new solutionsthat improve our customers’ energy efficiency, reduceemissions, promote recycling and meet more stringentenvironmental standards.• Environmental risks are not seen as significant threatsto Metso’s own operations. Instead, these couldtrigger a change in environmental legislation, which inturn could become a catalyst for further business.• We see Metso’s role as a significant technologydeveloper for our customers’ processes, satisfying anincreased demand for sustainable technologysolutions.• Increasing sustainability in our supply chain will bringcost savings, improved quality and increasedefficency to our operationsMarketplace
  15. 15. Our ambition is to bethought leader insustainability in ourindustry by 2020
  16. 16. © MetsoOur global sustainability targets16Health and safetyOur long-term target iszero work-relatedaccidents. We believethat every accidentcan be prevented.Our short-termoccupational safetytarget is to achieve alost-time incidentfactor (LTIF) of lessthan 5 by 2015.EnvironmentReducing our own energyconsumption and CO2emissions with 15% by2015 and 20% by 2020.Reducing our wasteproduction and waterusage with 15% by 2020.Product sustainabilityEstablishing a productsafety-related forumincluding all Metsosegments.Developing Metso-wideguidelines andinstructions for productsafety and a benchmarkof best practices.Creating a network thatincludes productsafety, riskmanagement, HSE andlegal communities ofMetso.MarketplaceImproving our sustainablesupply chain managementby strengthening thecollaboration with our keysuppliers throughout thevalue chain and encouragingour suppliers to improve theirsustainability performance.SocietyIdentify and prioritize therisks and opportunitiesof our socialresponsibility projectstogether with our keyexternal parties.Creating a systematicapproach to partnershipsat the Metso Group leveland develop guidance toshare learning acrossoperations.
  17. 17. Sustainablebusiness isalso goodbusiness!www.metso.com/sustainabilitywww.metso.com/2012LinkedIn:www.linkedin.com/company/metsoTwitter:www.twitter.com/metsogroupwww.twitter.com/metsoautomationwww.twitter.com/MetsoPulpPaperSustainablebusiness isriskmanagement!
  18. 18. © Metso18www.metso.comThis presentation can be downloaded fromwww.slideshare.net/metsogroup

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