In September 2025, Metso announced an approved new strategy, titled ‘We go beyond.’ which it said focuses on business growth and improved profitability, customer-centricity, market leadership, and increasing the share of aftermarket. There are four strategic objectives: the best customer experience, a higher share of aftermarket in sales, leadership in sustainability and safety, and financial excellence.
IM Editorial Director Paul Moore met with Piia Karhu, President, Minerals at Metso’s headquarters in Espoo, Finland, to talk about what this new strategy actually really means to Metso from a customer relationship, market approach and operational point of view.
She highlighted first Metso’s focus as a company. “Today that includes copper and gold as well as critical minerals – all of which are energy intensive in production, so we want to help customers be as energy efficient as possible. Our focus also includes our own capital allocation decisions – on how we invest in R&D as well as potentially M&A opportunities going forward.”
Karhu added that Metso’s focus is also to be number one or two in all the areas in which it is active – of course with the solutions themselves but also by doing things differently. “We are already a global leader in markets like flotation and comminution – but there are other markets where we want to lift our presence – including screening and pumps; which were also mentioned during our 2025 Capital Markets Day. So we will invest there in our offering and aftermarket solutions, including in some cases having a more regional approach, so we can be a better partner to our customers.”
And even within solution areas where Metso is already leading, there are product lines where it sees further room for growth in the market. “In comminution, we have a wide offering in energy efficient grinding for example, including the HRCe HPGR, HIGmill and Vertimill – and we are seeing more customers looking at these options in more forward looking flowsheets. This year we have been quite successful in winning many of the major HPGR orders that have come up; and I think this reflects our collaborative approach in flowsheet development.”
The second point Karhu highlighted in Metso going beyond was value – and specifically delivering more value to its customers wherever it can by utilising the capabilities that it has. “In the early stages of projects this can include proposing more efficient alternatives to the conventional solution, such as the comminution innovations already mentioned or the use of new flotation technologies, which can significantly reduce footprint and up throughput and recovery along with reducing comminution cost; this includes the Concorde Cell plus our new coarse particle flotation offering. But conventional also has its place and any new technology introduction has to be right for that particular project.”
She added that value also comes from its world leading test facilities – IM was also present at the opening of Metso’s new Separation lab in Pori which is a great example. Another cited example of value for customers in their operations was sensor based data-driven support through its global network of Performance Centers located in Finland, Chile, Brazil, India and China.
Karhu continued: “Value also means how we work with our EPC and EPCM partners – how do we build and maintain a close technology relationship with them as well as the mining companies themselves. And that includes being part of the flowsheet discussions from the very beginning. EPCMs also have great technology competences in-house, but as the capital equipment supplier we know our equipment better than anyone, plus its also our responsibility to make sure they are kept up to date on the new technologies we are developing and making available so they when they are ready for commercialisation they can also look at their potential inclusion in the flowsheet.”
After focus and value, a third area highlighted was Metso’s segment-based approach. “By that I mean how we combine our leading capital equipment offering with our extensive aftermarket services. The aftermarket is crucial for us and for our customers. A lack of experienced workers plus an ageing existing workforce is becoming a real issue – so the more efficient and safe we can make maintenance and servicing; plus the better we can manage parts supply and logistics, all means reduced pressure on maintenance teams. Predictive maintenance can also help increase scheduled maintenance intervals; which again has safety and efficiency benefits.”
The market reality is that the number one focus for customers today is maintaining or increasing throughput and recovery, especially in an era of high metal prices. But what are their main concerns beyond this in high level and in particular strategic partnership discussions with Metso? “Of course energy usage and water are always top or near the top of the list – these are embedded in all the projects we are involved in, and they can make a real difference not only to costs but also early on whether greenfield projects are approved and permitted or not. For some sites there may be a finite level of energy supply that is available, so we need to factor that into planning flowsheets as well. I would say another big concern is the speediness of capital equipment delivery – keeping lead times to planned schedules, especially in the often fast moving gold industry. We can bring lead time security thanks to our size and also our global footprint of fabrication and build options – whether its in China, or Europe or the US or another location. And again its about being involved in a project very early on, to get timeframes settled and agreed, and get those critical capital equipment decisions locked in.”
Metso says it customers also want to talk about total equipment and solution lifecycle costs – over the potentially 20 or even 30 years of the concentrator life. They also want flexibility over the life of mine. “If they see an opportunity for expansion later on, for example, adding a new line; or if the mineralogy of the ore is expected to change at a certain point – we can help them plan for that. They also want to make sure that our deep expertise is always there to support them – they don’t want us to just help them push a button with a plant handover and then walk away. We also mentioned the Performance Centers – more and more miners are coming around to data-driven performance solutions – how our digital solutions can help optimise their plants, over time and in real time.”
