Metsä Group as an employer

Metsä Group as an employer

We employ 9,300 professionals in various fields. By working together, we achieve top results. 

Responsible employer

Metsä Group employs 9,300 professionals in 30 countries, and we have production units in seven countries. Our operations are founded on our values and responsible management practices.

We succeed by continuously developing our operations. Our values are important to us. Renewal, cooperation, reliability and responsible profitability are visible in our day-to-day work.

We value our employees and seek to be a good employer for our current employees and an attractive employer for prospective employees. We invest in the professional development of our employees and their well-being and safety at work. In return, we expect every Metsä Group employee to develop their own work and think about what they could do better and how to work for our common goals – every day.

Our HR management seeks to ensure that our employees are in the appropriate job at the right time and have opportunities for professional development. Good supervisory work lays the foundation for well-being and safety at work and profitable operations.

As an employer, we are guided by several policies, which we expect all of our employees to study and follow. Metsä Group has a remuneration system that supports our strategy implementation and motivates us to reach our goals.

We employ professionals in various fields: Metsä Tissue, Metsä Board, Metsä Fibre and Metsä Wood employ professionals in chemical and mechanical industrial production, maintenance and wood processing technology. At Metsä Forest, the emphasis is on expertise in forest management and the wood trade.

Group Services at Metsä Group offer career paths for experts in financial management, sustainability, logistics, purchasing, legal affairs, HR, communications and ICT.

With the Metsä attitude, we achieve top results.

Well-being at work

 Well-being at work
 
 

Well-being at work is a success factor

Promoting and maintaining well-being at work and working capacity are based on preventive action at Metsä Group. Our goal is to identify factors that threaten to compromise our employees’ working capacity as early as possible, take systematic measures in a timely manner and maintain good health throughout people’s careers.

Our occupational well-being services cooperate with the management, HR and supervisors.

A good place to work

The success of each employee and the entire company is based on well-being at work. Well-being at work is always a personal experience that consists of several elements: meaningful work, a smoothly running daily life and a feeling that it is a pleasure to go to work. Well-being at work depends on your physical condition, managers, supervisors, colleagues and safety at work. At a personal level, well-being is affected by illness, ageing and life changes.

When all of the elements are in place and the rules are clear, you will enjoy your work and be successful. This is the core idea behind promoting well-being at work. Our goal is that all Metsä Group employees are able to do their work well and be productive.

Healthy at work

We believe that healthy, motivated and satisfied employees are one of our success factors. We have a Group-wide model in place to support our employees’ working capacity. This model includes early support, assessments and personal working capacity plans. We seek to create a caring workplace community and ensure that all employees are treated equally.

We provide our supervisors with tools and training to identify any situations that potentially compromise well-being at work, and we encourage our employees to proactively take care of their health by providing information about stress prevention, ergonomics and the effects of shift work, among other aspects. We also support free-time activities, such as exercise and culture, in many ways.

We monitor absences and accidents through Group-wide goals and reporting. Local labour protection committees play an important role in providing training and promoting safety at work. Our local labour protection committees cover all of our employees in our key countries of operation.

Our goal is to keep our sickness absence rate below 3 per cent, which is the lowest level in Europe.

Our Healthy at Work programme aims to:

  • Reduce sickness absences
  • Proactively identify work disability risks
  • Enhance early support at the workplace and establish our operating model
  • Carry out effective, targeted measures based on proactive identification
  • Effectively reduce costs related to work disability and sickness absences


Personal working capacity plan

If we detect that an employee is exposed to a health risk that is known to cause sickness absences and reduced working capacity if the risk is realised, we will prepare a personal, controlled health programme for the employee that mitigates or even eliminates the risk. Reduced working capacity or work disability can be assessed and predicted up to ten years in advance. A personal working capacity plan can include training, work arrangements and medical measures, for example.

The plan is prepared in cooperation with the employee. As a result of our proactive, performance-based operating model, sickness absences have decreased by more than half, which is also reflected in sickness absence costs.

Good experiences of short shift rotation at the Tako mill

In 2006, Metsä Group’s Tako paperboard mill in Tampere, Finland, became one of the first mills in Finland to introduce short shift rotation. The system covers all shift workers at the mill.

Experiences of the short shift rotation system have been almost entirely positive: coping at work has improved, and employees recover from night shifts markedly more rapidly than before. In addition, their social lives have become more active. Job satisfaction increases motivation, which enhances efficiency.

Occupational safety

 
 

All Metsä Group employees have the right to leave work healthy

At Metsä Group, safety at work is an integral part of daily operational management. Everyone is responsible for following safety instructions, observing defects and shortcomings and eliminating hazards. Our focus is on preventive work, which enables us to avoid dangerous situations. 

Our goals and occupational safety indicators encourage us to continuously develop our operations. At Metsä Group, safety at work is managed and monitored Group-wide. Our goal is to reduce accidents by 10 per cent every year.

AIM IS Zero accidents

Our performance in 2015 was excellent: accidents decreased by 15 per cent year-on-year. Our long-term goal continues to be zero accidents. We provide all of our employees and our subcontractors at mills with induction training in safe working methods.

Metsä Tissue’s Düren mill reached 1,000 days without accidents in October 2015. That was achieved by emphasizing safety every day. Morning meetings start with safety issues and all potential safety risks are dealt with quickly or immediate preventive measures are taken.

THE RIGHT ATTITUDE IS KEY

We are continuously seeking new ways to improve safety at work. At Metsä Wood's plywood and Kerto® LVL mills in Finland safety has been the key focus area of 2015, highlighted in many ways. The overall aim, creating more transparency and changing attitudes, has been backed with very concrete measures: for example, every meeting at the mills starts with safety issues, and all employees must now wear safety glasses. Another aspect under development has been the tidiness of the mill. A clean working environment has a positive effect on job satisfaction as well as everyday safety.  

The mills have shown great progress in improving employees’ safety at work, with 54% fewer accidents than in 2014. Taking into account the entire Metsä Wood, lost-time accidents decreased by 47%.

Safety and well-being data ​2016 ​2015 ​2014 ​2013 ​2012
​Sickness absenteeism %1) ​3.9 ​3.9 ​3.7 ​3.8 ​3.9
​Work accident absenteeism%1) 0.14 ​0.20 ​0.22 ​0.25 ​0.22
​Accident rate%2) 7.4 ​9.5 ​11.2 ​13.2 ​15.7
​Registered occupational diseases, no. of cases 6 ​6 ​7 ​3 ​3
​Work related fatalities, no. of cases ​1 3) ​0 ​1 ​1

​1) Per cent of theoretical working time.
2)Lost time accident 1 frequency rate. Accidents at work resulting to at least one day sickleave per million worked hours.
3)External employee.

Learn more from our sustainability report.

Professional  development

 
 

Develop with us!

We believe that all employees should continuously maintain and develop their professional competence and workplace skills. Renewal is one of our values, and we encourage everyone to embrace continuous improvement.

We invest in the professional development of our employees and their well-being and safety at work. In return, we expect every Metsä Group employee to develop their own work and think about what they could do better and how to work for our common goals – every day.

We support professional development through regular PDAs, and we offer opportunities for training and job rotation.
Most of this professional development involves learning on the job, which we support by offering a broad range of training. Our goal is for all Metsä Group employees to actively ensure their professional development.

We invest in leadership and supervisory skills. Nearly 300 supervisors have completed our Improve as a Supervisor training programme. In Finland, our supervisors can also take the Specialist Qualification in Management. We launch new training programmes according to need. For example, we have introduced a business skills development programme for middle management and also provide coaching for employees in expert positions.

New management tools include the Supervisor’s Notebook. This is a compilation of our management principles and supervisors’ areas of responsibility, and it provides supervisors with tips and solutions to support their work. The Notebook is available in all of our eight languages of operation.

Customers, consumers and industry demand products that are produced ever more efficiently and sustainably. For this reason, we must develop ourselves, evaluate the decisions we make and be prepared for renewal every day.

Constant development means that new possibilities emerge for our employees to enhance their skills and find new strengths.

Demanding but fair leadership