Metsä Group, like companies in general, has ambitious profit targets. Every one of us must contribute to our common goals in our work, and thus act responsibly. This is undoubtedly clear to everyone, but when we try to consider what responsibility actually involves, the issue becomes more complex.
For me, responsibility primarily means systematic, long-term work. Responsible profitability is one of our Group’s values. It means choosing ways of working that do not compromise or risk our future success. In practice, we have to think about this when we are planning to invest in mill upgrades or maintenance, for example. In such cases, we have to think about the life cycles of the production units and find a way to achieve our productivity target over the expected life cycle.
Personnel development is another daily aspect of responsible profitability. Our efficiency relies on highly competent employees as much as it does on good machines and processes. In other words, responsible profitability also includes systematically and continuously developing our knowledge, skills and ways of working.
In our customer relationships, or our relationships with our suppliers of raw materials, for example, we contribute to responsible profitability every day. When we agree long-term partnerships as a seller or a buyer, we are also creating profitability. There are no shortcuts to achieving this goal.
As an industry, the forest industry needs strong approval from society in order to be able to grow and thrive. In our relationship with society, as a member of national or local communities, we must be open, predictable and reliable. All this requires hard work, which does not deliver quick profits, but is invaluable when we are making major investments in upgrades, for example, as it makes responsible profitability possible over the long term.