We create well- being

At Metsä Board, safety at work is o​ur priority in everything we do.  We focus on preventive work in order to identify and prevent dangerous situations.

Improving safety at work

At Metsä Board, safety at work is an integral part of our day-to-day management. Everyone is responsible for following instructions, identifying defects and shortcomings, and eliminating hazards. We focus on preventive work in order to identify and prevent dangerous situations before they happen.

Our goals and indicators for safety at work help us to continuously enhance our operations. At Metsä Board safety at work is managed and monitored right up to Group-wide level. Our goal is to reduce the number of accidents by 10% every year.

Aiming for zero accidents

Every accident at work is one too many. Metsä Board pays special attention to the safety at work. Safety at work is improved by means of regular safety walks, and by systematically identifying and eliminating any safety risks. Accidents at work and near miss situations are reviewed right away, and the mills share best practices. These have helped cut the number of lost-time accidents by half at Metsä Board over the past five years.

The right attitude is the key

In 2016, we launched a safety at work project to help in getting closer to the target of zero accidents. At the same time, we started a development program to provide all of our supervisors with the knowledge and skills to address any working methods used by employees that could compromise safety at work.

All of our employees also have the opportunity to discuss how they can address ways of working that could compromise safety in their workplace communities. In other words, everyone is responsible not only for their own safety, but also the safety of their colleagues.

Assuring responsible management

Well-being at work through good leadership

At Metsä Board, our efforts to promote and maintain our employees’ well-being and working capacity are based on preventive measures. Our goal is to identify threats to working capacity at an early stage, and then promptly take systematic measures. We aim to improve our employees’ long-term health throughout their entire careers.

Good management lays the foundation for well-being at work and healthy workplace communities. Common practices and systems applied throughout Metsä Board support our safety management work and enhance job satisfaction.

In order to be an attractive employer, we constantly monitor our employees’ satisfaction levels. These surveys investigate our personnel’s views on their working environment and their personal career development, compared to previous years. They also provide ideas for the continuous improvement of our operations. This in turn improves working conditions and helps us to reach our strategic goals.

To support the well-being of our employees in their everyday lives, we encourage them to use the recreational opportunities offered by Metsä Board. We give our personnel many options to enjoy cultural or sports activities, and offer preventive actions to improve their capability at work. Our target is to keep our sickness absenteeism rate at the best European level, and below 3% at all times.

 

​OCCUPATIONAL SAFETY AND WELL-BEING​2015​2014​2013
​Sickness absenteeism, %*4,2​3,9​3,9
​Work injusry absenteeism, % 0,2​0,3​0,3
​Lost-time accident frequency rate (per million worked hours) ​11,1​12,0​12,2

*Per cent of potential working hours

Contributing to local livelihoods and society

 

Along with generating well-being for our own employees, at Metsä Board we also actively work in local communities. We are a major regional player operating in some 30 countries. We particularly aim to be a reliable employer and a good neighbour engaged in open and transparent communications with our stakeholders. We understand the socio-economic impacts of our operations, and their effects on our many different stakeholder groups. We fully recognise our responsibilities. Our aim is to be an appreciated employer for our own personnel, while also developing our business to indirectly generate significant local employment opportunities, for example through our subcontractors and partners.

Metsä Board’s operations affect many stakeholders around the world. Even though our production plants are in Europe, our operations also have more far-reaching impacts, for example through our supply chains.

We particularly want to build trusting and open relations with our main stakeholder groups. We have defined our customers and our personnel as our most important stakeholder groups, while other important stakeholders include our suppliers, our investors and financiers, representatives of non-governmental organisations (NGOs), the media, and society at large.

Different stakeholder groups have quite different expectations with regard to our company. For this reason, we aim to engage in a transparent and open dialogue with each of our stakeholder groups to gain a better understanding of their specific expectations. Transparent and constructive stakeholder dialogue is an essential part of Metsä Board’s activities and management, and especially the management of sustainability issues.

Ensuring ethical business practices

 

Metsä Board is a part of Metsä Group, whose sustainability principles and eight practical goals guide our operations and support our leadership. We have defined our ways of working and prepared specific instructions on environmental management, personnel policies, equality and purchasing.

Human rights

Responsible business is vital for Metsä Board. As a part of Metsä we are committed to the principles of the UN Global Compact initiative: respect for human rights, labour rights, environmental responsibility and anti-corruption. The Group also supports the UN’s Universal Declaration of Human Rights and the core conventions of the International Labour Organisation (ILO).

Ethical business practices

Our daily work is guided by our Sustainability Principles and our employees’ Code of Conduct, which all of our employees are obliged to study and follow, as well as our Equal Opportunities Policy and our Human Resource Policy. We also require our suppliers to comply with our Supplier Code of Conduct, which emphasises respect for human rights and the need for safe working environments, while also prohibiting the use of forced or child labour. Our Supplier Code of Conduct serves to ensure ethically sound operations even in earlier stages of the supply chain, while our auditing procedures help us to further improve our ways of working.

Responsible employer

Metsä Board employs 2,601 people in Finland and abroad (2014). Altogether, we have operations in some 30 countries, which means that the working environments of our employees are highly diverse and international.

Our own personnel are our first and foremost resource, so we strive to be an attractive employer. Metsä Board’s human resources (HR) processes aim to ensure that the right people with the right skills are in the right position at the right time. Combined with good management practices, this creates a basis for well-being at work and for organisational efficiency, while also providing opportunities for personal and organisational development. Metsä Board’s HR management practices are guided by several policies that are mandatory for all employees to follow. These policies relate to issues including equal opportunities for all.

At Metsä Board we regularly offer our employees opportunities to obtain new skills through training, internal job rotation and other learning opportunities. This helps us to retain highly skilled, talented and committed employees, and to improve the overall satisfaction of our personnel. Metsä Board also operates a bonus system that supports the implementation of our strategy and motivates our personnel to reach our targets.

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