Contents | |
Sustainability Statement .................................................... | 25 |
107 | |
107 | |
108 | |
109 | |
Auditor's Report ................................................................. | |
Assurance Report on ESEF Financial Statements ..... | |
Assurance Report on the Sustainability report .......... | |
9. | ||
Other current liabilities................................................ | ||
14. | ||
Income taxes ................................................................. | ||
17. | ||
19. | ||
Subsidiaries .................................................................... | ||
EUR million | 2024 | 2023 | 2022 |
Orders received | 5,837 | 4,955 | 5,194 |
Order backlog2 | 4,452 | 3,973 | 4,403 |
Net sales | 5,359 | 5,532 | 5,074 |
Comparable earnings before interest, taxes and amortization (Comparable EBITA) | 609 | 619 | 533 |
% of net sales | 11.4% | 11.2% | 10.5% |
Earnings before interest, taxes and amortization (EBITA) | 557 | 605 | 550 |
% of net sales | 10.4% | 10.9% | 10.8% |
Operating profit (EBIT) | 449 | 507 | 436 |
% of net sales | 8.4% | 9.2% | 8.6% |
Profit before taxes | 383 | 473 | 431 |
Profit for the period | 281 | 359 | 338 |
Earnings per share, EUR | 1.52 | 1.94 | 1.92 |
Earnings per share, diluted, EUR | 1.52 | 1.94 | 1.92 |
Adjusted earnings per share, EUR | 1.93 | 2.28 | 2.37 |
Equity per share2, EUR | 14.15 | 13.93 | 13.54 |
Dividend per share, EUR | 1.353 | 1.35 | 1.30 |
Cash flow provided by operating activities | 554 | 352 | 36 |
Cash flow after investing activities | 316 | -181 | 56 |
Comparable return on capital employed (Comparable ROCE) before taxes | 12.7% | 14.5% | 17.0% |
Return on capital employed (ROCE) before taxes | 11.4% | 14.2% | 17.6% |
Return on equity (ROE) | 10.8% | 14.1% | 17.6% |
Net debt to EBITDA ratio | 1.55 | 1.46 | 0.78 |
Gearing2 | 39% | 40% | 20% |
Equity to assets ratio2 | 44% | 43% | 49% |
Orders received, EUR million | 2024 | 2023 | Change |
Services | 1,915 | 1,760 | 9% |
Automation | 1,446 | 1,340 | 8% |
Flow Control | 763 | 789 | -3% |
Automation Systems | 683 | 551 | 24% |
Process Technologies | 2,477 | 1,856 | 33% |
Pulp and Energy | 1,581 | 854 | 85% |
Paper | 897 | 1,002 | -11% |
Total | 5,837 | 4,955 | 18% |
Orders received, comparable foreign exchange rates, EUR million 1 | 2024 | 2023 | Change |
Services | 1,940 | 1,760 | 10% |
Automation | 1,459 | 1,340 | 9% |
Flow Control | 771 | 789 | -2% |
Automation Systems | 689 | 551 | 25% |
Process Technologies | 2,533 | 1,856 | 36% |
Pulp and Energy | 1,632 | 854 | 91% |
Paper | 901 | 1,002 | -10% |
Total | 5,932 | 4,955 | 20% |
Orders received, EUR million | 2024 | 2023 | Change |
North America | 1,364 | 1,271 | 7% |
South America | 1,586 | 503 | >100% |
EMEA | 1,735 | 1,846 | -6% |
China | 418 | 638 | -35% |
Asia-Pacific | 735 | 698 | 5% |
Total | 5,837 | 4,955 | 18% |
As at December 31, | |||
Order backlog, EUR million | 2024 | 2023 | Change |
Total | 4,452 | 3,973 | 12% |
Net sales, EUR million | 2024 | 2023 | Change |
Services | 1,900 | 1,784 | 7% |
Automation | 1,437 | 1,328 | 8% |
Flow Control | 791 | 777 | 2% |
Automation Systems | 646 | 551 | 17% |
Process Technologies | 2,023 | 2,420 | -16% |
Pulp and Energy | 870 | 1,067 | -18% |
Paper | 1,152 | 1,353 | -15% |
Total | 5,359 | 5,532 | -3% |
Net sales, comparable foreign exchange rates, EUR million1 | 2024 | 2023 | Change |
Services | 1,924 | 1,784 | 8% |
Automation | 1,451 | 1,328 | 9% |
Flow Control | 801 | 777 | 3% |
Automation Systems | 650 | 551 | 18% |
Process Technologies | 2,034 | 2,420 | -16% |
Pulp and Energy | 875 | 1,067 | -18% |
Paper | 1,160 | 1,353 | -14% |
Total | 5,409 | 5,532 | -2% |
Net sales, EUR million | 2024 | 2023 | Change |
North America | 1,459 | 1,275 | 14% |
South America | 476 | 585 | -19% |
EMEA | 2,033 | 2,219 | -8% |
China | 723 | 609 | 19% |
Asia-Pacific | 668 | 845 | -21% |
Total | 5,359 | 5,532 | -3% |
Orders received | Net sales | |
2023, EUR million | 4,955 | 5,532 |
Organic growth | 12% | -10% |
Mergers and acquisitions | 8% | 8% |
Changes in foreign exchange rates2 | -2% | -1% |
Total change | 18% | -3% |
2024, EUR million | 5,837 | 5,359 |
Comparable EBITA, EUR million | 2024 | 2023 | Change |
Services | 331 | 312 | 6% |
Automation | 255 | 248 | 3% |
Process Technologies | 73 | 110 | -34% |
Other | -49 | -50 | -2% |
Total | 609 | 619 | -2% |
Comparable EBITA, % of net sales | 2024 | 2023 |
Services | 17.4% | 17.5% |
Automation | 17.7% | 18.6% |
Process Technologies | 3.6% | 4.5% |
Total | 11.4% | 11.2% |
Services segment | 2024 | 2023 | Change |
Orders received (EUR million) | 1,915 | 1,760 | 9% |
Net sales (EUR million) | 1,900 | 1,784 | 7% |
Comparable EBITA (EUR million) | 331 | 312 | 6% |
Comparable EBITA, % | 17.4% | 17.5% | |
Personnel (end of period) | 6,714 | 6,493 | 3% |
Automation segment | 2024 | 2023 | Change |
Orders received (EUR million) | 1,446 | 1,340 | 8% |
Net sales (EUR million) | 1,437 | 1,328 | 8% |
Comparable EBITA (EUR million) | 255 | 248 | 3% |
Comparable EBITA, % | 17.7% | 18.6% | |
Personnel (end of period) | 5,448 | 5,171 | 5% |
Flow Control business line | 2024 | 2023 | Change |
Orders received (EUR million) | 763 | 789 | -3% |
Net sales (EUR million) | 791 | 777 | 2% |
Personnel (end of period) | 2,883 | 2,841 | 1% |
Automation Systems business line | 2024 | 2023 | Change |
Orders received (EUR million) | 683 | 551 | 24% |
Net sales (EUR million) | 646 | 551 | 17% |
Personnel (end of period) | 2,565 | 2,330 | 10% |
Process Technologies segment | 2024 | 2023 | Change |
Orders received (EUR million) | 2,477 | 1,856 | 33% |
Net sales (EUR million) | 2,023 | 2,420 | -16% |
Comparable EBITA (EUR million) | 73 | 110 | -34% |
Comparable EBITA, % | 3.6% | 4.5% | |
Personnel (end of period) | 6,356 | 6,707 | -5% |
Pulp and Energy business line | 2024 | 2023 | Change |
Orders received (EUR million) | 1,581 | 854 | 85% |
Net sales (EUR million) | 870 | 1,067 | -18% |
Personnel (end of period) | 1,953 | 1,948 | 0% |
Paper business line | 2024 | 2023 | Change |
Orders received (EUR million) | 897 | 1,002 | -11% |
Net sales (EUR million) | 1,152 | 1,353 | -15% |
Personnel (end of period) | 4,402 | 4,759 | -7% |
As at December 31, | |||
Personnel by business line | 2024 | 2023 | Change |
Services | 6,714 | 6,493 | 3% |
Automation | 5,448 | 5,171 | 5% |
Flow Control | 2,883 | 2,841 | 1% |
Automation Systems | 2,565 | 2,330 | 10% |
Process Technologies | 6,356 | 6,707 | -5% |
Pulp and Energy | 1,953 | 1,948 | 0% |
Paper | 4,402 | 4,759 | -7% |
Other | 792 | 789 | 0% |
Total | 19,310 | 19,160 | 1% |
As at December 31, | |||
Personnel by area | 2024 | 2023 | Change |
North America | 2,497 | 2,273 | 10% |
South America | 1,519 | 1,164 | 30% |
EMEA | 11,188 | 11,644 | -4% |
China | 2,388 | 2,432 | -2% |
Asia-Pacific | 1,718 | 1,647 | 4% |
Total | 19,310 | 19,160 | 1% |
Financial targets |
• Net sales for Services and Automation segments to grow over two times the market growth |
• Net sales for Process Technologies segment to exceed market growth |
• Comparable EBITA: 12–14% |
• Comparable return on capital employed (ROCE) before taxes: at least 15% |
• Dividend payout at least 50% of net profit |
2024 | 2023 | 2022 | |
Share capital, December 31, EUR million | 140 | 140 | 140 |
Number of shares, December 31: | |||
Number of outstanding shares | 184,165,347 | 184,161,105 | 184,184,830 |
Treasury shares held by the Parent Company | 364,258 | 368,500 | 344,775 |
Total number of shares | 184,529,605 | 184,529,605 | 184,529,605 |
Average number of outstanding shares | 184,159,071 | 184,151,827 | 175,617,981 |
Average number of diluted outstanding shares | 184,159,071 | 184,151,827 | 175,617,981 |
Trading volume on Nasdaq Helsinki Ltd.2 | 108,778,549 | 103,147,588 | 125,393,868 |
% of total shares for public trading | 59 | 56 | 68 |
Earnings per share, EUR | 1.52 | 1.94 | 1.92 |
Earnings per share, diluted, EUR | 1.52 | 1.94 | 1.92 |
Adjusted earnings per share, EUR | 1.93 | 2.28 | 2.37 |
Dividend per share, EUR | 1.353 | 1.35 | 1.30 |
Dividend, EUR million | 2493 | 249 | 239 |
Dividend payout ratio | 89%3 | 70% | 68% |
Effective dividend yield | 5.8%3 | 5.2% | 5.2% |
Price to earnings ratio (P/E) | 15.4 | 13.5 | 13.1 |
Equity per share, EUR | 14.15 | 13.93 | 13.54 |
Highest share price, EUR | 30.11 | 32.99 | 38.59 |
Lowest share price, EUR | 21.37 | 19.64 | 19.95 |
Volume-weighted average share price, EUR | 25.04 | 26.35 | 26.90 |
Share price, December 31, EUR | 23.33 | 26.11 | 25.16 |
Market capitalization, December 31, EUR million | 4,305 | 4,818 | 4,643 |
Shares | % of share capital | ||
1 | Oras Invest Ltd | 19,200,000 | 10.40% |
2 | Solidium Oy | 18,640,665 | 10.10% |
3 | Varma Mutual Pension Insurance Company | 8,786,744 | 4.76% |
4 | Ilmarinen Mutual Pension Insurance Company | 7,235,818 | 3.92% |
5 | Elo Mutual Pension Insurance Company | 2,772,000 | 1.50% |
6 | Finnish State Pension Fund | 2,300,000 | 1.25% |
7 | Evli Finnish Small Cap Fund | 914,965 | 0.50% |
8 | Sigrid Jusélius Foundation | 716,954 | 0.39% |
9 | Samfundet Folkhälsan i Svenska Finland | 666,423 | 0.36% |
10 | Aktia Capital Mutual Fund | 664,080 | 0.36% |
11 | OP-Finland | 657,667 | 0.36% |
12 | Danske Invest Finnish Equity Fund | 645,836 | 0.35% |
13 | Finnish Cultural Foundation | 623,741 | 0.34% |
14 | Nordea Pro Finland Fund | 526,775 | 0.29% |
15 | The Finnish Social Insurance Institution | 526,188 | 0.29% |
Shares | ||
Mäkinen, Mikael | Chair of the Board | 11,906 |
Eskola, Jaakko | Vice Chair of the Board | 4,870 |
Kemppainen, Pekka | Member of the Board | 6,535 |
Maurer, Monika | Member of the Board | 6,535 |
Lumme-Timonen, Annareetta | Member of the Board | 1,582 |
Paasikivi, Annika | Member of the Board | 1,449 |
Hämäläinen, Anu | Member of the Board | 4,196 |
Lindberg, Per | Member of the Board | 3,591 |
Total | 40,664 | |
% of outstanding shares | 0.02% |
Shares | ||
Hinnerskov, Thomas | President and CEO | 0 * |
Hokkanen, Katri | CFO | 9,295 |
Kokko, Tero | Area President, EMEA | 4,104 |
Pires, Anu | SVP, Human Resources and Interim SVP Marketing, Communications, Sustainability and Corporate Relations | 0 |
Niemi, Aki | Business Line President, Services | 44,783 |
Paukkunen, Petri | Area President, Asia Pacific | 15,986 |
Rasinmäki, Petri | Business Line President, Paper | 2,929 |
Riekkola, Sami | Business Line President, Pulp and Energy | 23,187 |
Hänninen, Olli | SVP, Strategy | 1,400 |
Sääskilahti, Simo | Business Line President, Flow Control | 6,855 |
Tacla, Celso | Area President, South America | 78,512 |
Pynnönen, Janne | SVP, Operational Development | 1,087 |
Torttila-Miettinen, Emilia | Business Line President, Automation Systems | 2,884 |
Zhu, Xiangdong | Area President, China | 38,079 |
Salonsaari-Posti, Anu | Senior Vice President, Marketing, Communications, Sustainability and Corporate Relations | 37,300 |
Tiitinen, Jukka | Area President, North America | 45,040 |
Total | 311,441 | |
% of outstanding shares | 0.17% |
% of shares and voting rights | |||||
Transaction date | Shareholder | Threshold | Direct | Through financial instruments | Total, % |
January 5, 2024 | The Goldman Sachs Group, Inc. | Below 5% | 0.03% | 2.62% | 2.65% |
January 26, 2024 | Oras Invest Oy | Above 10% | 10.22% | - | 10.22% |
March 8, 2024 | Swedbank Robur Fonder AB | Above 5% | 5.09% | - | 5.09% |
August 7, 2024 | The Goldman Sachs Group, Inc | Above 5% | 0.07% | 4.95% | 5.02% |
August 9, 2024 | The Goldman Sachs Group, Inc | Below 5% | 0.07% | 4.87% | 4.95% |
October 21, 2024 | Swedbank Robur Fonder AB | Below 5% | 4.98% | - | 4.98% |
December 3, 2024 | Swedbank Robur Fonder AB | Above 5% | 5.03% | - | 5.03% |
Trading of Valmet shares on Nasdaq Helsinki | 2024 | 2023 |
Number of shares traded | 108,778,549 | 103,147,588 |
Total value, EUR million | 2,723 | 2,718 |
High, EUR | 30.11 | 32.99 |
Low, EUR | 21.37 | 19.64 |
Volume-weighted average price, EUR | 25.04 | 26.35 |
Closing price on the final day of trading, EUR | 23.33 | 26.11 |
Long-term incentive plans 2021–2023 | Long-term incentive plans 2022–2024 | |||
Plan name | Performance Share Plan and Deferred Share Plan | Performance Share Plan | Performance Share Plan and Deferred Share Plan | Performance Share Plan |
Performance period | 2021 | 2021–2023 | 2022 | 2022–2024 |
Incentive based on | Comparable EBITA as a percentage of net sales, and orders received growth in the stable business | Predefined strategic target | Comparable EBITA as a percentage of net sales, and orders received growth in the stable business | ESG Index, targets linked to implementing Valmet’s Climate Program and Sustainability Agenda |
Reward payment | In spring 2022 | In spring 2024 | In spring 2023 | In spring 2025 |
Participants | ||||
Performance Share Plan | 13 | 10 | 14 | 11 |
Deferred Share Plan | 101 | 114 | ||
Total gross number of shares earned | Approximately 355,000 shares | Approximately 42,000 shares | Approximately 176,000 shares | Approximately 29,000 shares |
Long-term incentive plans 2023–2025 | Long-term incentive plans 2024–2026 | Long-term incentive plan 2025–2027 | |||
Plan name | Performance Share Plan and Deferred Share Plan | Performance Share Plan | Deferred share plan | Performance Share Plan | Performance Share Plan |
Performance period | 2023 | 2023–2025 | 2024 | 2024, 2024–2026 | 2025–2027 |
Incentive based on | Comparable EBITA as a percentage of net sales, and orders received growth of the stable business | Development of a valuation multiple of Valmet’s share in comparison to peer group | Comparable EBITA as a percentage of net sales, and orders received growth of the stable business | Comparable EBITA as a percentage of net sales, and orders received growth of the stable business Development of a valuation multiple of Valmet’s share in comparison to peer group | Comparable EBITA, organic orders received growth (%) of the stable business, and ESG Index |
Reward payment | In spring 2024 | In spring 2026 | In spring 2025 | In spring 2027 | In spring 2028 |
Participants | |||||
Performance Share Plan | 15 | 13 | 17 | ~220 | |
Deferred Share Plan | 120 | 193 | |||
Total gross number of shares earned | Approximately 153,000 shares. | Approximately 48,000 shares. | As at December 31, 2024, a total of approximately 359,000 shares were allotted to participants. | As at December 31, 2024 , a total of approximately 262,000 shares were allotted to participants. | The reward to be paid will correspond to a maximum total of approximately 653,000 shares. |
Industry experience | Financial/ Accounting | Corporate risk management | Corporate governance | Corporate strategy development | Corporate acquisitions | Corporate HR | CEO experience | International experience | Sustaina- bility | |
Mikael Mäkinen | • | • | • | • | • | • | • | • | • | • |
Jaakko Eskola | • | • | • | • | • | • | • | • | ||
Anu Hämäläinen | • | • | • | • | • | • | • | • | ||
Pekka Kemppainen | • | • | • | • | • | • | • | • | ||
Per Lindberg | • | • | • | • | • | • | • | • | • | |
Annareetta Lumme-Timonen | • | • | • | • | • | • | • | |||
Monika Maurer | • | • | • | • | • | • | • | • | • | |
Annika Paasikivi | • | • | • | • | • |
Gender | % | |
Male | 50.0% | 4/8 |
Female | 50.0% | 4/8 |
Nationality | % | |
Finnish | 75.0% | 6/8 |
German | 12.5% | 1/8 |
Swedish | 12.5% | 1/8 |
Age | % | |
41–50 years | 12.5% | 1/8 |
51–60 years | 25.0% | 2/8 |
61–70 years | 62.5% | 5/8 |
Tenure | % | |
Less than 1 year | 25.0% | 2/8 |
1–2 years | 25.0% | 2/8 |
3–5 years | 25.0% | 2/8 |
Over 5 years | 25.0% | 2/8 |
Gender | % | |
Male | 75.0% | 12/16 |
Female | 25.0% | 4/16 |
Nationality | % | |
Brazilian | 6.3% | 1/16 |
Chinese | 6.3% | 1/16 |
Danish | 6.3% | 1/16 |
Finnish | 75.0% | 12/16 |
Finnish/USA | 6.3% | 1/16 |
Age | % | |
41–50 years | 37.5% | 6/16 |
51–60 years | 62.5% | 10/16 |
Sustainability due diligence process | Upstream – supply chain | Own operations | Downstream – use phase of technologies |
Embedding due diligence in governance, strategy and business model | • Valmet’s Code of Conduct • Valmet Human Rights Statement • Valmet Health, Safety, and Environment Policy • Valmet Supplier Code of Conduct • Know Your Business Partner Policy | • Valmet’s Code of Conduct • Valmet Human Rights Statement • Valmet Health, Safety, and Environment Policy • Valmet Human Resources Policy • Valmet Equal Opportunities and Diversity Policy • Valmet Anti-corruption Policy • Valmet’s Non-Discrimination and Anti- Harassment Policy | • Valmet’s Code of Conduct • Valmet Human Rights Statement • Valmet Health, Safety, and Environment Policy • Valmet Guidelines for sustainable and responsible research, product development and design • Know Your Business Partner Policy |
Paragraphs in the Sustainability Statement: E1-2, E2-1, E3-1, E4-2, E5-1, S1-1, S2-1, G1-1 | |||
Identifying and assessing adverse impacts Ongoing screening of salient sustainability risks throughout value chain | • Regular employee surveys • Health and safety hazard identification and risk assessment of locations and tasks • Environmental aspect and impact assessment of locations • Sustainability impact assessment when there is a significant change in market presence • Location-level Social and Human Rights Impact Assessment carried out by an independent 3rd party • Screening of Valmet industrial locations using the World Wide Fund for Nature (WWF) Water Risk Filter and the WWF Biodiversity Risk Filter • External Audits by ISO standard certification bodies and customers • Corporate Internal Audits | • Environmental aspect and impact assessments of products and services • Sustainability impact assessment for large customer projects with identified high impact on environment, people or local communities • Country & industry Sustainability Risk Assessment: – Business ethics – Human and labor rights – Environmental management – Health and safety. • Screening of customers’ risk profiles (sanctions, adverse media) • Product safety assessments | |
Paragraphs in the Sustainability Statement: E1 SBM-3, E1 IRO-1, E4 SBM-3, E4-1, S1 SBM-3, S1-2, S1-4, S1-14, S2 SBM-3, S2-2, S2-3, S2-4, G1-1, G1-3 | |||
Taking actions to address adverse impacts | • Training of suppliers • Supplier Engagement Program • Sourcing category-specific tools and guidelines • Sustainability requirements for suppliers and in supplier contracts • Strategic Must-Win initiative including sustainability in supply chain • Sustainability360º agenda and Valmet's Climate Program supplier engagement | • Training of employees on: – Valmet’s Code of Conduct – Health, Safety and Environment – Human Rights – Sustainability – Climate Program – Sustainable Supply Chain – Anti-Corruption • Action plans for mitigating identified Health, Safety and Environment and social risks and impacts • Sustainability impact assessment results monitoring and follow-up. • Multi-site certification to ISO 9001, 14001 and 45001 standards • Strategic Must-Win initiatives to Continue Health, Safety and Environment improvement and to Boost high performance and engagement • Sustainability360º agenda and Valmet's Climate Program | • Beyond Circularity research and development program and ecosystem (2022-2025) • Strategic Must-Win initiative to 'Develop new products and technologies to create new revenue and enable customers' carbon neutral operations' • Sustainability360º agenda and Valmet's Climate Program |
Paragraphs in the Sustainability Statement: E1-1, E1-3, E1-4, E5-5, S1-4, S1-5, S2-4, S2-5, G1-1, G1-3 | |||
Engaging with affected stakeholders and access to remedy | • Valmet maintains active dialogue with employees and other workers as described in S1-2 • Valmet encourages its employees and stakeholders to speak up and voice their concerns. Valmet offers TrustLine channel maintained by external party for reporting suspected violations of our Code of Conduct. It provides Valmet employees and other stakeholders with the possibility to report concerns anonymously and in their native language. • As a part of Valmet’s due diligence framework, Valmet has a remediation process in place. If a serious violation occurs, an Incident Management Team is established to coordinate the remediation actions and to ensure their implementation. • Valmet’s Compliance Committee organization and it's committees oversees misconduct investigations • Valmet has following guidelines: – Remediation of serious sustainability violations in supplier operations – Health, Safety and Environment event reporting and management procedures – Guideline for reporting and handling misconduct | ||
Paragraphs in the Sustainability Statement: S1-2, S1-3, S1-4, S2-3, S2-4, G1-1, G1-3 | |||
Tracking effectiveness and communication | • KPIs to follow up sustainable supply chain process (e.g. number of audits, number of suppliers engaged, corrective actions closed) • Regular internal reporting on strategic Must-Wins • Annual Global Management System (GMS) reviews in management teams • Annual sustainability reporting in the Sustainability Statement • Annual disclosures to sustainability indices and ratings • Internal and external communications channels (intranet and valmet.com) • Reporting based on UN Guiding Principles Reporting Framework and UN Global Compact | ||
Paragraphs in the Sustainability Statement: E1, E2, E3, E4, E5, S1, S2, G1 |
Material sustainability topic | Material sub-topic | Material sub-sub topic | Material from own operation’s perspective | Material from value chain’s perspective |
E1 Climate change | Climate change mitigation | - | Yes | Yes |
Energy | - | Yes | Yes | |
E2 Pollution | Pollution of air | - | No | Yes |
Pollution of water | - | No | Yes | |
E3 Water and marine resources | Water | Water consumption | No | Yes |
E4 Biodiversity and ecosystems | Direct impact drivers of biodiversity loss | Climate change | No | Yes |
Pollution | No | Yes | ||
E5 Resource use and circular economy | Resource inflows, including resource use | - | Yes | Yes |
Resource outflows related to products and services | - | Yes | Yes | |
S1 Own workforce | Working conditions | Social dialogue | Yes | No |
Freedom of association and collective bargaining | Yes | No | ||
Health and safety | Yes | No | ||
Equal treatment and opportunities for all | Gender equality and equal pay for work of equal value | Yes | No | |
Diversity | Yes | No | ||
S2 Workers in the value chain | Working conditions | Working time | No | Yes |
Adequate wage | No | Yes | ||
Social dialogue | No | Yes | ||
Freedom of association and collective bargaining | No | Yes | ||
Health and safety | No | Yes | ||
Other work-related rights | Child labor | No | Yes | |
Forced labor | No | Yes | ||
G1 Business conduct | Corporate culture | - | Yes | No |
Protection of whistleblowers | - | Yes | No | |
Management of relationships with suppliers including payment practices | - | Yes | No | |
Corruption and bribery | - | Yes | No |
Material sustainability matter | Climate change mitigation |
Sustainability impacts * short- and medium-term | • Greenhouse gas (GHG) emissions are caused by the use of fuels and production of electricity, district heat, and steam consumed in Valmet locations (actual negative impact in own operations) • Significant upstream and downstream GHG emissions are caused by the production of raw materials and components used in Valmet's technologies, transportation, and distribution, and the use of installed technologies by Valmet's customers (actual negative impact in upstream and downstream value chain) |
Financial opportunities * medium- and long-term | • Tightening climate-related regulation creates opportunities in the market for Valmet’s solutions due to increased demand for resource efficiency in processes and the use of renewable and recycled raw materials ( in own operations and upstream and downstream value chain) |
Financial risks * short-, medium-, and long-term | • Transition risk due to emerging climate-related regulation and carbon pricing mechanisms, which may affect Valmet’s technologies and cause financial risk (in own operations and upstream and downstream value chain) |
Material sustainability matter | Energy |
Sustainability impacts * short- and medium-term | • Fuel, electricity, district heat, and steam consumption in Valmet locations (actual negative impact in own operations) • The primary material for Valmet’s solutions is steel. The production process of steel in Valmet's upstream value chain is energy intensive (actual negative impact in upstream and downstream value chain) • Valmet delivers technologies to the energy and energy-intensive pulp and paper industries (actual negative impact in upstream and downstream value chain) |
Financial opportunities * medium- and long-term | • Opportunity for Valmet as i.a. regulation drives the demand for more energy-efficient technologies, as well as energy solutions using renewable energy (in own operations and downstream value chain) |
Financial risks * short-, medium-, and long-term | • Transition risk due to emerging energy-related regulation and carbon pricing mechanisms, which may affect Valmet’s own operations and technologies (i n own operations and upstream and downstream value chain) |
Material sustainability matter | Pollution of air |
Sustainability impacts * short- and medium-term | • Valmet’s upstream value chain includes manufacturing of components, which contributes to environmental impacts such as air pollution, including particulate matter and volatile organic compounds (actual negative impact in upstream and downstream value chain) • While using Valmet’s process technologies and automation in pulp, paper, energy, and other process industries, customers generate air emissions such as particulate matter, hazardous air pollutants, nitrogen oxides, sulfur oxides, carbon monoxide, and volatile organic compounds that require emission control (actual negative impact in upstream and downstream value chain) |
Financial opportunities * short- and medium-term | • Customers increasingly need to reduce air emissions, which creates a business opportunity for Valmet’s air emission control solutions (i n own operations and downstream value chain) |
Material sustainability matter | Pollution of water |
Sustainability impacts * short- and medium-term | • While using Valmet’s process technologies and automation in pulp, paper, energy, and other process industries, customers generate water emissions such as biological and chemical demands (BOD and COD) and other pollutants that require wastewater treatment (actual negative impact in downstream value chain) |
Financial opportunities * short- and medium-term | • Customers increasingly need to reduce water effluent, which creates a business opportunity for Valmet’s wastewater control solutions (in own operations and downstream value chain ) |
Material sustainability matter | Water consumption |
Sustainability impacts * short- and medium-term | • Valmet’s upstream value chain includes water consuming processes, such as steel manufacturing (actual negative impact in upstream and downstream value chain) • Valmet’s customers in the pulp, paper, tissue, and board industries operate water-intensive process technologies (actual negative impact in upstream and downstream value chain) |
Financial opportunities * short- and medium-term | • Increasing customer demand for solutions that improve water management efficiency and closed loop water systems is a business opportunity for Valmet (in own operations and downstream value chain) |
Material sustainability matter | Direct impact drivers of biodiversity loss |
Sustainability impacts * long-term | • Valmet's own operations and upstream and downstream value chain contribute to climate change, which is a driver of biodiversity loss (actual negative impact in upstream and downstream value chain) • Valmet's upstream and downstream value chain contribute to air and water pollution, which is a driver of biodiversity loss (actual negative impact in upstream and downstream value chain) |
Material sustainability matter | Resource inflows - Valmet's use of materials |
Sustainability impacts * short- and medium-term | • The production of Valmet’s products requires large quantities of materials. The most material resource inflows are steel, polymers, electronic components, and packaging materials (actual negative impact in own operations and upstream value chain) • Valmet decreases resource use by aiming to design modular and lightweight products (actual positive impact in own operations) • Valmet uses recycled steel in its own foundries to reduce the impact from virgin raw materials (actual positive impact in own operations) • Valmet delivers process technologies, which enable customers to use and recover energy, water, and chemicals more efficiently or minimize waste by using production side streams from other applications, processes, or even industries. These technologies positively contribute to the material inflows in the industries Valmet services. (actual positive impact in downstream value chain) |
Material sustainability matter | Resource outflows - Valmet's solutions |
Sustainability impacts * short- and medium-term | • Valmet's solutions and services enable extension of the lifetime of technologies used by customers (actual positive impact in downstream value chain) • Valmet’s process technologies and automation enable the conversion of renewable and recycled resources into solutions in the pulp, paper, board, tissue, and energy industries and renewable resource use in the energy and other process industries (actual positive impact in downstream value chain) • Valmet's solutions enable circularity for customers through material recovery and conversion to same or other uses; longer circulation cycles; reduced use of virgin materials; and cascaded use across industries concerning process residuals (actual positive impact in downstream value chain) |
Financial opportunities * short- and medium-term | • Increasing demand for process technology and automation that improve resource efficiency, and enable renewable resource use is a significant business opportunity for Valmet (in own operations and downstream value chain) • Valmet's services enabling life cycle extension of installed technology and automation is a significant business opportunity for Valmet (in own operations and downstream value chain) |
Material sustainability matter | Working conditions |
Sustainability impacts * short- and medium-term (positive impact) * short-, medium- and long-term (negative impact) | • Valmet has practices in place for social and other forms of dialogue with employees in all Valmet countries (actual positive impact in own operations) • Valmet has operations in countries where collective bargaining and/or freedom of association is either limited or not a common practice (actual negative impact in own operations) • Valmet’s workforce are exposed to health and safety risks during work activities which can cause injuries and illnesses (actual negative impact in own operations) |
Material sustainability matter | Equal treatment and opportunities for all |
Sustainability impacts * short- and medium-term (positive impact) * short-, medium- and long-term (negative impact) | • Proactive measures to address potential inequalities in hiring, career progression, and pay equity can lead to a more engaged and inclusive workplace (potential positive impact in own operations) • Gender imbalance poses a risk of unintentional discrimination and inequalities, e.g., in hiring, career progression, and pay equity (potential negative impact in own operations) |
Material sustainability matter | Working conditions |
Sustainability impacts * short- and medium-term (positive impact) * short-, medium- and long-term (negative impacts) | • Valmet has operations in countries where collective bargaining and/or freedom of association are limited or not common practice. Value-chain workers in high-risk countries may lack legislated access to freedom of association, collective bargaining, adequate wages, and/or can be subject to excessive working hours (actual negative impact in upstream and downstream value chain) • Value-chain workers can be exposed to health and safety risks during work activities which can cause injuries and illnesses in the provision of products and services to Valmet (actual negative impact in upstream and downstream value chain) • Through supplier engagement processes, Valmet can improve working conditions and health and safety of value-chain workers (potential positive impact in upstream and downstream value chain) |
Material sustainability matter | Other work-related rights |
Sustainability impacts * short-, medium- and long-term | • Young workers and migrant workers are identified as vulnerable groups within value-chain workers. Migrant workers have an increased risk of forced or bonded labor, and young workers may be exposed to hazardous or harmful work (potential negative impact in upstream and downstream value chain) |
Material sustainability matter | Corporate culture |
Sustainability impacts * short-, medium- or long-term (positive impact) * medium- to long-term (negative impact) | • Valmet’s actions to promote corporate culture ensure that Valmet does business ethically and legally, that employees feel safe working for Valmet, and that stakeholders consider Valmet a trusted business partner (actual positive impact in own operations) • Failures in creating an ethical corporate culture can lead to unethical or illegal business conduct. It can subject employees to negative effects such as unfair treatment or discrimination (potential negative impact in own operations) |
Material sustainability matter | Protection of whistleblowers |
Sustainability impacts * short-, medium- or long-term (positive impact) * medium- to long-term (negative impact) | • Valmet’s actions to promote corporate culture ensure that employees and stakeholders feel comfortable raising concerns, and the whistleblowers are protected and any potential misconduct is caught before severe consequences (actual positive impact in own operations) • Failure to protect whistleblowers can lead to retaliation against the reporter (potential negative impact in own operations) |
Material sustainability matter | Corruption and bribery |
Sustainability impacts * short-, medium- or long-term (positive impact) * medium- to long-term (negative impact) | • Valmet's successful measures to prevent corruption and bribery promote the reputation as a reliable partner, with whom ethical business conduct principles are implemented (actual positive impact in own operations) • Valmet's inadequate measures to prevent corruption and bribery may lead to violation of the Code of Conduct and illegal behavior. Being involved in a corruption or bribery incident would have negative effects on people and society (potential positive impact in own operations) |
Material sustainability matter | Management of relationships with suppliers |
Sustainability impacts * short-, medium- or long-term (positive impact) * medium- to long-term (negative impact) | • Valmet’s purchases of goods and services contributes to the employment of value-chain workers. Valmet’s Supplier Code of Conduct promotes sustainable business practices in the supply chain (actual positive impact in upstream value chain) • Failure to comply with Valmet’s payment practices could cause negative impacts to suppliers (potential negative impact in upstream value chain) |
ESRS standard | Disclosure requirement | Disclosure requirement description | Page number |
ESRS 2 | |||
Basis for preparation | |||
BP-1 | General basis for preparation of the Sustainability Statement | ||
BP-2 | Disclosures in relation to specific circumstances | ||
Governance | |||
GOV-1 | The role of the administrative, management, and supervisory bodies | ||
GOV-2 | Information provided to and sustainability matters addressed by the undertaking’s administrative, management and supervisory bodies | ||
GOV-3 | Integration of sustainability-related performance in incentive schemes | ||
GOV-4 | Statement on due diligence | ||
GOV-5 | Risk management and internal controls over sustainability reporting | ||
Strategy | |||
SBM-1 | Strategy, business model and value chain | ||
SBM-2 | Interests and views of stakeholders | ||
SBM-3 | Material impacts, risks and opportunities and their interaction with strategy and business model | ||
Impact, risk and opportunity management | |||
IRO-1 | Description of the process to identify and assess material impacts, risks and opportunities | ||
IRO-2 | Disclosure Requirements in ESRS covered by the undertaking’s Sustainability Statement | ||
Topical Standards | |||
E1 | Climate change | ||
E1.GOV-3 | Integration of sustainability-related performance in incentive schemes | ||
E1.SBM-3 | Material impacts, risks and opportunities and their interaction with strategy and business model | ||
E1.IRO-1 | Description of the processes to identify and assess material climate-related impacts, risks and opportunities | ||
E1-1 | Transition plan for climate change mitigation | ||
E1-2 | Policies related to climate change mitigation and adaptation | ||
E1-3 | Actions and resources in relation to climate change policies | ||
E1-4 | Targets related to climate change mitigation and adaptation | ||
E1-5 | Energy consumption and mix | ||
E1-6 | Gross Scopes 1, 2, 3 and Total GHG emissions | ||
E2 | Pollution | ||
E2.IRO-1 | Description of the processes to identify and assess material pollution-related impacts, risks and opportunities | ||
E2-1 | Policies related to pollution | ||
E2-2 | Actions and resources related to pollution | ||
E2-3 | Targets related to pollution | ||
E3 | Water and marine sources | ||
E3.IRO-1 | Description of the processes to identify and assess material water and marine resources-related impacts, risks and opportunities | ||
E3-1 | Policies related to water and marine resources | ||
E3-2 | Actions and resources related to water and marine resources | ||
E3-3 | Targets related to water and marine resources | ||
E4 | Biodiversity and ecosystems | ||
E4.SBM-3 | Material impacts, risks and opportunities related to biodiversity | ||
E4.IRO-1 | Description of processes to identify and assess material biodiversity and ecosystem-related impacts, risks and opportunities | ||
E4-1 | Transition plan and consideration of biodiversity and ecosystems in strategy and business model | ||
E4-2 | Policies related to biodiversity and ecosystems | ||
E4-3 | Actions and resources related to biodiversity and ecosystems | ||
E4-4 | Targets related to biodiversity and ecosystems | ||
E5 | Resource use and circular economy | ||
E5.IRO-1 | Description of the processes to identify and assess material resource use and circular economy-related impacts, risks and opportunities | ||
E5-1 | Policies related to resource use and circular economy | ||
E5-2 | Actions and resources related to resource use and circular economy | ||
E5-3 | Targets related to resource use and circular economy | ||
E5-4 | Resource inflows | ||
E5-5 | Resource outflows | ||
ESRS standard | Disclosure requirement | Disclosure requirement description | Page number |
S1 | Own workforce | ||
S1.SBM-2 | Interests and views of stakeholders | ||
S1.SBM-3 | Material impacts, risks and opportunities and their interaction with strategy and business model | ||
S1-1 | Policies related to own workforce | ||
S1-2 | Processes for engaging with own workers and workers’ representatives about impacts | ||
S1-3 | Processes to remediate negative impacts and channels for own workers to raise concerns | ||
S1-4 | Taking action on material impacts on own workforce, and approaches to mitigating material risks and pursuing material opportunities related to own workforce, and effectiveness of those actions | ||
S1-5 | Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | ||
S1-6 | Characteristics of the undertaking’s employees | ||
S1-8 | Collective bargaining coverage and social dialogue | ||
S1-9 | Diversity metrics | ||
S1-14 | Health and safety metrics | ||
S1-16 | Compensation metrics (pay gap and total compensation) | ||
S1-17 | Incidents, complaints and severe human rights impacts | ||
S2 | Workers in the value chain | ||
S2.SBM-2 | Interests and views of stakeholders | ||
S2.SBM-3 | Material impacts, risks and opportunities and their interaction with strategy and business model | ||
S2-1 | Policies related to value chain workers | ||
S2-2 | Processes for engaging with value chain workers about impacts | ||
S2-3 | Processes to remediate negative impacts and channels for value chain workers to raise concerns | ||
S2-4 | Taking action on material impacts on value chain workers, and approaches to managing material risks and pursuing material opportunities related to value chain workers, and effectiveness of those action | ||
S2-5 | Targets related to managing material negative impacts, advancing positive impacts, and managing material risks and opportunities | ||
G1 | Business Conduct | ||
G1.GOV-1 | The role of the administrative, supervisory and management bodies | ||
G1.IRO-1 | Description of the processes to identify and assess material business conduct-related impacts, risks and opportunities | ||
G1-1 | Business conduct policies and corporate culture | ||
G1-2 | Management of relationships with suppliers | ||
G1-3 | Prevention and detection of corruption and bribery | ||
G1-4 | Confirmed incidents of corruption or bribery | ||
G1-6 | Payment practices |
Disclosure Requirement and related datapoint | SFDR reference | Pillar 3 reference | Benchmark Regulation reference | EU Climate Law reference | Materiality based on Double materiality assessment | Location on Sustainability Statement (page number) |
ESRS 2 GOV-1 Board's gender diversity, paragraph 21 (d) | Indicator number 13 of Table #1 of Annex 1 | Commission Delegated Regulation (EU) 2020/1816 (5, Annex II | Material | |||
ESRS 2 GOV-1 Percentage of board members who are independent, paragraph 21 (e) | Delegated Regulation (EU) 2020/1816, Annex II | Material | ||||
ESRS 2 GOV-4 Statement on due diligence, paragraph 30 | Indicator number 10 Table #3 of Annex 1 | Material | ||||
ESRS 2 SBM-1 Involvement in activities related to fossil fuel activities, paragraph 40 (d) i | Indicators number 4 Table #1 of Annex 1 | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 (28) Table 1: Qualitative information on Environmental risk and Table 2: Qualitative information on Social risk | Delegated Regulation (EU) 2020/1816, Annex II | Not material | N/A | |
ESRS 2 SBM-1 Involvement in activities related to chemical production, paragraph 40 (d) ii | Indicator number 9 Table #2 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II | Not material | N/A | ||
ESRS 2 SBM-1 Involvement in activities related to controversial weapons, paragraph 40 (d) iii | Indicator number 14 Table #1 of Annex 1 | Delegated Regulation (EU) 2020/1818, Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II | Not material | N/A | ||
ESRS 2 SBM-1 Involvement in activities related to cultivation and production of tobacco, paragraph 40 (d) iv | Delegated Regulation (EU) 2020/1818, Article 12(1) Delegated Regulation (EU) 2020/1816, Annex II | Not material | N/A | |||
ESRS E1-1 Transition plan to reach climate neutrality by 2050, paragraph 14 | Regulation (EU) 2021/1119, Article 2(1) | Material | ||||
ESRS E1-1 Undertakings excluded from Paris-aligned Benchmarks, paragraph 16 (g) | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book-Climate Change transition risk: Credit quality of exposures by sector, emissions and residual maturity | Delegated Regulation (EU) 2020/1818, Article12.1 (d) to (g), and Article 12.2 | Material | |||
ESRS E1-4 GHG emission reduction target, paragraph 34 | Indicator number 4 Table #2 of Annex 1 | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book – Climate change transition risk: alignment metrics | Delegated Regulation (EU) 2020/1818, Article 6 | Material | ||
Disclosure Requirement and related datapoint | SFDR reference | Pillar 3 reference | Benchmark Regulation reference | EU Climate Law reference | Materiality based on Double materiality assessment | Location on Sustainability Statement (page number) |
ESRS E1-5 Energy consumption from fossil sources disaggregated by sources (only high climate impact sectors), paragraph 38 | Indicator number 5 Table #1 and Indicator n. 5 Table #2 of Annex 1 | Material | ||||
ESRS E1-5 Energy consumption and mix, paragraph 37 | Indicator number 5 Table #1 of Annex 1 | Material | ||||
ESRS E1-5 Energy intensity associated with activities in high climate impact sectors, paragraphs 40 to 43 | Indicator number 6 Table #1 of Annex 1 | Material | ||||
Indicators number 1 and 2 Table #1 of Annex 1 | Article 449a; Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 1: Banking book – Climate change transition risk: Credit quality of exposures by sector, emissions and residual maturity | Delegated Regulation (EU) 2020/1818, Article 5(1), 6 and 8(1) | Material | |||
ESRS E1-6 Gross GHG emissions intensity, paragraphs 53 to 55 | Indicators number 3 Table #1 of Annex 1 | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 Template 3: Banking book – Climate change transition risk: alignment metrics | Delegated Regulation (EU) 2020/1818, Article 8(1) | Material | ||
ESRS E1-7 GHG removals and carbon credits, paragraph 56 | Regulation (EU)2021/1119 , Article 2(1) | Not material | N/A | |||
ESRS E1-9 Exposure of the benchmark portfolio to climate-related physical risks, paragraph 66 | Delegated Regulation (EU) 2020/1818, Annex II Delegated Regulation (EU) 2020/1816, Annex II | Phased in 1-3 years | N/A | |||
ESRS E1-9 Disaggregation of monetary amounts by acute and chronic physical risk, paragraph 66(a) ESRS E1-9 Location of significant assets at material physical risk paragraph 66(c) | Article 449a Regulation (EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453, paragraphs 46 and 47; Template 5: Banking book - Climate change physical risk: Exposures subject to physical risk | Phased in 1-3 years | N/A | |||
ESRS E1-9 Breakdown of the carrying value of its real estate assets by energy-efficiency classes, paragraph 67 (c) | Article 449a Regulation(EU) No 575/2013; Commission Implementing Regulation (EU) 2022/2453 paragraph 34; Template 2: Banking book - Climate change transition risk: Loans collateralised by immovable property - Energy efficiency of the collateral | Phased in 3 years | N/A | |||
ESRS E1-9 Degree of exposure of the portfolio to climate-related opportunities, paragraph 69 | Delegated Regulation (EU) 2020/1818, Annex II | Phased in 3 years | N/A | |||
Disclosure Requirement and related datapoint | SFDR reference | Pillar 3 reference | Benchmark Regulation reference | EU Climate Law reference | Materiality based on Double materiality assessment | Location on Sustainability Statement (page number) |
ESRS E2-4 Amount of each pollutant listed in Annex II of the E- PRTR Regulation (European Pollutant Release and Transfer Register) emitted to air, water and soil, paragraph 28 | Indicator number 8 Table #1 of Annex 1; Indicator number 2 Table #2 of Annex 1; Indicator number 1 Table #2 of Annex 1; Indicator number 3 Table #2 of Annex 1 | Not material | N/A | |||
ESRS E3-1 Water and marine resources, paragraph 9 | Indicator number 7 Table #2 of Annex 1 | Material | ||||
ESRS E3-1 Dedicated policy, paragraph 13 | Indicator number 8 Table 2 of Annex 1 | Not material | N/A | |||
ESRS E3-1 Sustainable oceans and seas, paragraph 14 | Indicator number 12 Table #2 of Annex 1 | Not material | N/A | |||
ESRS E3-4 Total water recycled and reused, paragraph 28 (c) | Indicator number 6.2 Table #2 of Annex 1 | Not material | N/A | |||
ESRS E3-4 Total water, consumption in m3 per net revenue on own operations paragraph 29 | Indicator number 6.1 Table #2 of Annex 1 | Not material | N/A | |||
ESRS 2 IRO1-E4 paragraph 16 (a) i | Indicator number 7 Table #1 of Annex 1 | Material | ||||
ESRS 2 IRO1-E4 paragraph 16 (b) | Indicator number 10 Table #2 of Annex 1 | Material | ||||
ESRS 2 IRO1-E4 paragraph 16 (c) | Indicator number 14 Table #2 of Annex 1 | Material | ||||
ESRS E4-2 Sustainable land / agriculture practices or policies, paragraph 24 (b) | Indicator number 11 Table #2 of Annex 1 | Not material | N/A | |||
ESRS E4-2 Sustainable oceans / seas practices or policies, paragraph 24 (c) | Indicator number 12 Table #2 of Annex 1 | Not material | N/A | |||
ESRS E4-2 Policies to address deforestation, paragraph 24 (d) | Indicator number 15 Table #2 of Annex 1 | Not material | N/A | |||
ESRS E5-5 Non-recycled waste, paragraph 37 (d) | Indicator number 13 Table #2 of Annex 1 | Not material | N/A | |||
ESRS E5-5 Hazardous waste and radioactive waste, paragraph 39 | Indicator number 9 Table #1 of Annex 1 | Not material | N/A | |||
ESRS 2 SBM3 - S1 Risk of incidents of forced labour, paragraph 14 (f) | Indicator number 13 Table #3 of Annex 1 | Material | ||||
ESRS 2 SBM3 - S1 Risk of incidents of child labour, paragraph 14 (g) | Indicator number 12 Table #3 of Annex 1 | Material | ||||
ESRS S1-1 Human rights policy commitments, paragraph 20 | Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex 1 | Material | ||||
ESRS S1-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, paragraph 21 | Delegated Regulation (EU) 2020/1816, Annex II | Material | ||||
Disclosure Requirement and related datapoint | SFDR reference | Pillar 3 reference | Benchmark Regulation reference | EU Climate Law reference | Materiality based on Double materiality assessment | Location on Sustainability Statement (page number) |
ESRS S1-1 processes and measures for preventing trafficking in human beings, paragraph 22 | Indicator number 11 Table #3 of Annex 1 | Material | ||||
ESRS S1-1 workplace accident prevention policy or management system, paragraph 23 | Indicator number 1 Table #3 of Annex 1 | Material | ||||
ESRS S1-3 grievance/complaints handling mechanisms, paragraph 32 (c) | Indicator number 5 Table #3 of Annex 1 | Material | ||||
ESRS S1-14 Number of fatalities and number and rate of work- related accidents, paragraph 88 (b) and (c) | Indicator number 2 Table #3 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II | Material | |||
ESRS S1-14 Number of days lost to injuries, accidents, fatalities or illness, paragraph 88 (e) | Indicator number 3 Table #3 of Annex 1 | Phased in 1 year | N/A | |||
ESRS S1-16 Unadjusted gender pay gap paragraph 97 (a) | Indicator number 12 Table #1 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II | Material | |||
ESRS S1-16 Excessive CEO pay ratio, paragraph 97 (b) | Indicator number 8 Table #3 of Annex 1 | Material | ||||
ESRS S1-17 Incidents of discrimination paragraph 103 (a) | Indicator number 7 Table #3 of Annex 1 | Material | ||||
Indicator number 10 Table #1 and Indicator n. 14 Table #3 of Annex I 1 | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818 Art 12 (1) | Material | ||||
ESRS 2 SBM3 – S2 Significant risk of child labour or forced labour in the value chain, paragraph 11 (b) | Indicators number 12 and n. 13 Table #3 of Annex 1 | Material | ||||
ESRS S2-1 Human rights policy commitments, paragraph 17 | Indicator number 9 Table #3 and Indicator n. 11 Table #1 of Annex 1 | Material | ||||
ESRS S2-1 Policies related to value chain workers, paragraph 18 | Indicator number 11 and n. 4 Table #3 of Annex 1 | Material | ||||
ESRS S2-1 Non-respect of UNGPs on Business and Human Rights principles and OECD guideline, paragraph 19 | Indicator number 10 Table #1 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1) | Material | |||
ESRS S2-1 Due diligence policies on issues addressed by the fundamental International Labor Organisation Conventions 1 to 8, paragraph 19 | Delegated Regulation (EU)2020/1816, Annex II | Material | ||||
Disclosure Requirement and related datapoint | SFDR reference | Pillar 3 reference | Benchmark Regulation reference | EU Climate Law reference | Materiality based on Double materiality assessment | Location on Sustainability Statement (page number) |
ESRS S2-4 Human rights issues and incidents connected to its upstream and downstream value chain, paragraph 36 | Indicator number 14 Table #3 of Annex 1 | Material | ||||
ESRS S3-1 Human rights policy commitments, paragraph 16 | Indicator number 9 Table #3 of Annex 1 and Indicator number 11 Table #1 of Annex 1 | Not material | N/A | |||
ESRS S3-1 Non-respect of UNGPs on Business and Human Rights, ILO principles or and OECD guidelines, paragraph 17 | Indicator number 10 Table #1 Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1) | Not material | N/A | ||
ESRS S3-4 Human rights issues and incidents, paragraph 36 | Indicator number 14 Table #3 of Annex 1 | Not material | N/A | |||
ESRS S4-1 Policies related to consumers and end-users, paragraph 16 | Indicator number 9 Table #3 and Indicator number 11 Table #1 of Annex 1 | Not material | N/A | |||
ESRS S4-1 Non-respect of UNGPs on Business and Human Rights and OECD guidelines paragraph 17 | Indicator number 10 Table #1 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II Delegated Regulation (EU) 2020/1818, Art 12 (1) | Not material | N/A | ||
ESRS S4-4 Human rights issues and incidents, paragraph 35 | Indicator number 14 Table #3 of Annex 1 | Not material | N/A | |||
ESRS G1-1 United Nations Convention against Corruption, paragraph 10 (b) | Indicator number 15 Table #3 of Annex 1 | Not material | N/A | |||
ESRS G1-1 Protection of whistle- blowers, paragraph 10 (d) | Indicator number 6 Table #3 of Annex 1 | Material | ||||
ESRS G1-4 Fines for violation of anti- corruption and anti-bribery laws, paragraph 24 (a) | Indicator number 17 Table #3 of Annex 1 | Delegated Regulation (EU) 2020/1816, Annex II | Material | |||
ESRS G1-4 Standards of anti-corruption and anti-bribery, paragraph 24 (b) | Indicator number 16 Table #3 of Annex 1 | Material |
Turnover4 | 2024 | Substantial Contribution Criteria | DNSH criteria ('Does Not Significantly Harm') | ||||||||||||||||
Economic activities | Code | Turnover (EUR million) | Proportion of turnover 2024 | Climate change mitigation | Climate change adaptation | Water | Pollution | Circular economy | Biodiversity | Climate change mitigation | Climate change adaptation | Water | Pollution | Circular economy | Biodiversity | Minimum safeguards | Proportion of taxonomy- aligned (A.1.) or -eligible (A.2.) turnover, 2023 | Category enabling activity | Category transitional activity |
A. TAXONOMY-ELIGIBLE ACTIVITIES | |||||||||||||||||||
A.1 Environmentally sustainable activities (taxonomy-aligned) | |||||||||||||||||||
Manufacture of renewable energy technologies | |||||||||||||||||||
Manufacture of renewable energy technologies | CCM 3.1 | 149 | 2.8% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | Y | Y | Y | Y | Y | Y | Y | 5.3% | E | |
Manufacture of equipment for the production and use of hydrogen | CCM 3.2 | 0 | —% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | Y | Y | Y | Y | Y | Y | Y | —% | E | |
Manufacture of other low carbon technologies | CCM 3.6 | 5 | 0.1% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | Y | Y | Y | Y | Y | Y | Y | 0.0% | E | |
Provision of IT/OT data-driven solutions | CE 4.1 | 13 | 0.2% | N/EL | N/EL | N/EL | N/EL | Y | N/EL | Y | Y | Y | Y | Y | Y | Y | —% | E | |
Repair, refurbishment and remanufacturing | CE 5.1 | 1,065 | 19.9% | N/EL | N/EL | N/EL | N/EL | Y | N/EL | Y | Y | Y | Y | Y | Y | Y | —% | E | |
Turnover of environmentally sustainable activities (Taxonomy-aligned) (A.1) | 1,232 | 23.0% | 2.9% | —% | —% | —% | 20.1% | —% | Y | Y | Y | Y | Y | Y | Y | 5.3% | |||
Of which Enabling | 1,232 | 23.0% | 2.9% | —% | —% | —% | 20.1% | —% | Y | Y | Y | Y | Y | Y | Y | 5.3% | E | ||
Of which Transitional | 0 | —% | —% | —% | T | ||||||||||||||
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) | |||||||||||||||||||
Manufacture of renewable energy technologies | CCM 3.1 | 234 | 4.4% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 1.9% | |||||||||
Manufacture of equipment for the production and use of hydrogen | CCM 3.2 | 1 | —% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | —% | |||||||||
Manufacture of other low carbon technologies | CCM 3.6 | 4 | 0.1% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 0.3% | |||||||||
Provision of IT/OT data-driven solutions | CE 4.1 | 0 | —% | N/EL | N/EL | N/EL | N/EL | EL | N/EL | 0.3% | |||||||||
Repair, refurbishment and remanufacturing | CE 5.1 | 0 | —% | N/EL | N/EL | N/EL | N/EL | EL | N/EL | 23.3% | |||||||||
Turnover of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) | 239 | 4.5% | 4.5% | —% | —% | —% | —% | —% | 25.8% | ||||||||||
A. Turnover of Taxonomy-eligible activities (A.1 + A.2) | 1,470 | 27.4% | 7.3% | —% | —% | —% | 20.1% | —% | 31.1% | ||||||||||
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES | |||||||||||||||||||
Turnover of taxonomy-non-eligible activities | 3,889 | 72.6% | |||||||||||||||||
TOTAL | 5,359 | 100% |
CapEx | 2024 | Substantial contribution criteria | DNSH criteria ('Does Not Significantly Harm') | ||||||||||||||||
Economic activities | Code | CapEx (EUR millions) | Proportion of CapEx, 2024 | Climate change mitigation | Climate change adaptation | Water | Pollution | Circular economy | Biodiversity | Climate change mitigation | Climate change adaptation | Water | Pollution | Circular Economy | Biodiversity | Minimum safeguards | Proportion of Taxonomy aligned (A.1.) or eligible (A.2.) CapEx, 2023 | Category enabling activity | Category transitional activity |
A. TAXONOMY-ELIGIBLE ACTIVITIES | |||||||||||||||||||
A.1 Environmentally sustainable activities (Taxonomy-aligned) | |||||||||||||||||||
Manufacture of renewable energy technologies | CCM 3.1 | 3 | 1.0% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | Y | Y | Y | Y | Y | Y | Y | 0.6% | E | |
CCM 3.2 | 0 | —% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | Y | Y | Y | Y | Y | Y | Y | —% | E | ||
Manufacture of other low carbon technologies | CCM 3.6 | 0 | —% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | Y | Y | Y | Y | Y | Y | Y | —% | E | |
Provision of IT/OT data-driven solutions | CE 4.1 | 0 | 0.1% | N/EL | N/EL | N/EL | N/EL | Y | N/EL | Y | Y | Y | Y | Y | Y | Y | —% | E | |
Repair, refurbishment and remanufacturing | CE 5.1 | 32 | 12.9% | N/EL | N/EL | N/EL | N/EL | Y | N/EL | Y | Y | Y | Y | Y | Y | Y | —% | E | |
CapEx of environmentally sustainable activities (Taxonomy-aligned) (A.1) | 34 | 14.0% | 1.1% | —% | —% | —% | 12.9% | —% | Y | Y | Y | Y | Y | Y | Y | 0.6% | |||
Of which Enabling | 34 | 14.0% | 1.1% | —% | —% | —% | 12.9% | —% | Y | Y | Y | Y | Y | Y | Y | 0.6% | E | ||
Of which Transitional | 0 | —% | —% | —% | T | ||||||||||||||
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) | |||||||||||||||||||
Manufacture of renewable energy technologies | CCM 3.1 | 4 | 1.8% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 0.2% | |||||||||
CCM 3.2 | 0 | —% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | —% | ||||||||||
Manufacture of other low-carbon technologies | CCM 3.6 | 0 | —% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | —% | |||||||||
Provision of IT/OT data driven solutions | CE 4.1 | 0 | —% | N/EL | N/EL | N/EL | N/EL | EL | N/EL | 0.1% | |||||||||
Repair, refurbishment and remanufacturing | CE 5.1 | 0 | —% | N/EL | N/EL | N/EL | N/EL | EL | N/EL | 10.6% | |||||||||
CapEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) | 5 | 1.9% | 1.9% | —% | —% | —% | —% | —% | 11.0% | ||||||||||
A. CapEx of Taxonomy eligible activities (A.1 + A.2) | 39 | 15.8% | 2.9% | —% | —% | —% | 12.9% | —% | 11.6% | ||||||||||
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES | |||||||||||||||||||
CapEx of Taxonomy-non-eligible activities | 207 | 84.2% | |||||||||||||||||
TOTAL | 246 | 100% |
OpEx | 2024 | Substantial contribution criteria | DNSH criteria ( 'Does Not Significantly Harm') | ||||||||||||||||
Economic activities | Code | OpEx (EUR millions) | Proportion of OpEx, 2024 | Climate change mitigation | Climate change adaptation | Water | Pollution | Circular economy | Biodiversity | Climate change mitigation | Climate change adaptation | Water | Pollution | Circular economy | Biodiversity | Minimum safeguards | Proportion of Taxonomy- aligned (A.1) or eligible (A.2) OpEx, 2023 | Category enabling activity | Category transitional activity |
A. TAXONOMY-ELIGIBLE ACTIVITIES | |||||||||||||||||||
A.1 Environmentally sustainable activities (Taxonomy-aligned) | |||||||||||||||||||
Manufacture of renewable energy technologies | CCM 3.1 | 5 | 2.4% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | Y | Y | Y | Y | Y | Y | Y | 0.7% | E | |
CCM 3.2 | 0 | —% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | Y | Y | Y | Y | Y | Y | Y | —% | E | ||
Manufacture of other low carbon technologies | CCM 3.6 | 1 | 0.3% | Y | N/EL | N/EL | N/EL | N/EL | N/EL | Y | Y | Y | Y | Y | Y | Y | 0.1% | E | |
Provision of IT/OT data-driven solutions | CE 4.1 | 0 | 0.1% | N/EL | N/EL | N/EL | N/EL | Y | N/EL | Y | Y | Y | Y | Y | Y | Y | —% | E | |
Repair, refurbishment and remanufacturing | CE 5.1 | 37 | 17.4% | N/EL | N/EL | N/EL | N/EL | Y | N/EL | Y | Y | Y | Y | Y | Y | Y | —% | E | |
OpEx of environmentally sustainable activities (Taxonomy-aligned) (A.1) | 43 | 20.1% | 2.6% | —% | —% | —% | 17.5% | —% | Y | Y | Y | Y | Y | Y | Y | 0.9% | |||
Of which Enabling | 43 | 20.1% | 2.6% | —% | —% | —% | 17.5% | —% | Y | Y | Y | Y | Y | Y | Y | 0.9% | E | ||
Of which Transitional | 0 | —% | —% | —% | T | ||||||||||||||
A.2 Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) | |||||||||||||||||||
Manufacture of renewable energy technologies | CCM 3.1 | 1 | 0.7% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 2.3% | |||||||||
CCM 3.2 | 0 | —% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | —% | ||||||||||
Manufacture of other low- carbon technologies | CCM 3.6 | 0 | —% | EL | N/EL | N/EL | N/EL | N/EL | N/EL | 0.1% | |||||||||
Provision of IT/OT data driven solutions | CE 4.1 | 0 | —% | N/EL | N/EL | N/EL | N/EL | EL | N/EL | 0.1% | |||||||||
Repair, refurbishment and remanufacturing | CE 5.1 | 0 | —% | N/EL | N/EL | N/EL | N/EL | EL | N/EL | 23.4% | |||||||||
OpEx of Taxonomy-eligible but not environmentally sustainable activities (not Taxonomy-aligned activities) (A.2) | 2 | 0.7% | 0.7% | —% | —% | —% | —% | —% | 26.0% | ||||||||||
A. OpEx Taxonomy eligible activities (A.1 + A.2) | 44 | 20.8% | 3.3% | —% | —% | —% | 17.5% | —% | 26.9% | ||||||||||
B. TAXONOMY-NON-ELIGIBLE ACTIVITIES | |||||||||||||||||||
OpEx of Taxonomy-non-eligible activities | 169 | 79.2% | |||||||||||||||||
TOTAL | 214 | 100% |
Row | Nuclear energy related activities | |
1 | The undertaking carries out, funds or has exposures to research, development, demonstration and deployment of innovative electricity generation facilities that produce energy from nuclear processes with minimal waste from the fuel cycle. | NO |
2 | The undertaking carries out, funds or has exposures to construction and safe operation of new nuclear installations to produce electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production, as well as their safety upgrades, using best available technologies. | NO |
3 | The undertaking carries out, funds or has exposures to safe operation of existing nuclear installations that produce electricity or process heat, including for the purposes of district heating or industrial processes such as hydrogen production from nuclear energy, as well as their safety upgrades. | NO |
Fossil gas related activities | ||
4 | The undertaking carries out, funds or has exposures to construction or operation of electricity generation facilities that produce electricity using fossil gaseous fuels. | NO |
5 | The undertaking carries out, funds or has exposures to construction, refurbishment, and operation of combined heat/cool and power generation facilities using fossil gaseous fuels. | NO |
6 | The undertaking carries out, funds or has exposures to construction, refurbishment and operation of heat generation facilities that produce heat/cool using fossil gaseous fuels. | NO |
Material sustainability topic | Related material impact in brief | Action | Decarboniza tion lever | Scope | Time horizon | Achieved and expected GHG emission reduction | Related target |
Climate change | GHG emissions from own operations | Purchase of renewable fuels | Carbon-free and low- carbon energy | 1 | 2019- 2030 | Achieved: Biofuel in use in Valmet's Sundsvall facility in Sweden Expected: Scope 1 GHG emission reduction by 2030: -60% | Scope 1 and 2 emission reduction target |
Purchase of carbon- free and low-carbon electricity and district heat | Carbon-free and low- carbon energy | 2 | 2019- 2030 | Achieved: Reduction of 58% in Scope 2 GHG emissions through purchase of carbon-free and low-carbon electricity and district heat. Expected: Scope 2 GHG emission reduction by 2030: -98% | |||
Energy | Energy consumption in own operations | Continuous improvement in operational energy efficiency | Energy efficiency | 1 and 2 | 2019- 2030 | Calculated as reduction in energy consumption. Achieved: 7% reduction in energy consumption in Valmet’s own operations. Expected: Reduction of 10% in energy consumption by 2030. | Energy reduction target |
Climate change | GHG emissions from upstream value chain | Supplier climate engagement | Supplier climate engagement | 3 | 2021- 2024 | Engaged suppliers have reduced their Scope 1 and 2 emissions by 13% between 2021-2023 based on Valmet's 2024 supplier survey | Supplier climate engagement target |
Use of recycled steel | Recycled raw materials | 3 | 2019- 2030 | Using recycled steel in Valmet's own foundries reduced emissions 24 000 tCO2e in 2024 | Scope 3 supply chain emission reduction target | ||
Freight planning and selection of suppliers offering low-carbon transportation | Logistics | 3 | 2019- 2030 | Achieved: Logistics emissions have reduced by 10% since the base year. Expected: Logistics GHG emission reduction by 2030: -20% | |||
Climate change | GHG emissions from downstream value chain | Valmet’s pulp, paper and energy technologies enable fossil-free production for customers with access to fossil-free energy sources | Valmet’s technologies and solutions | 3 | 2019- 2030 | Valmet's customers can reduce their emissions by choosing to use Valmet's fossil-free technologies together with fossil-free energy sources | Valmet's technologies and solutions target |
Energy | Energy consumption in downstream value chain | Improving energy efficiency of current offering | Energy efficiency in technologies | 3 | 2019- 2030 | Valmet measures energy efficiency in pulp, paper, board and tissue technologies. The average reduction in these technologies in 2024 is 10% compared to the 2019 baseline. | Target for improving energy efficiency in Valmet's pulp, paper, board, and tissue technologies |
Related material impact in brief | Decarboni- zation lever | KPI and scope | Target | Base year | Base year value | Share of respective scope covered by target | Progress towards target in 2024 | Related policy |
GHG emissions from own operations | Carbon-free and low- carbon energy Energy efficiency | Reduction in Scope 1 and 2 (market-based) GHG emissions (%) | -80% by 2030 | 2019 | 130,000 tCO2e | 100% of Scope 1 and 2 | Since the base year, Scope 1 and 2 emissions have decreased by 49%. In 2024, emissions reduction actions included purchasing carbon-free and low-carbon energy and the production of renewable energy from solar installations. | Code of Conduct; Health, Safety and Environment Policy |
GHG emissions from upstream value chain | Recycled raw materials Logistics | Reduction in Scope 3 GHG emissions from supply chain (Category 1 purchased goods and services, Category 4 transportation and distribution) (%) | -20% by 2030 | 2019 | 1,600,000 tCO2 e | 4% of Scope 3 | Since the base year, Scope 3 category 1 and 4 emissions have remained at base year level. Actions to reduce emissions include increasing the use of recycled steel in products, redesigning lightweight steel products, introducing alternative raw materials and optimizing components’ manufacturing methods. Logistics emissions reduction actions include freight planning and the selection of suppliers offering low-carbon transportation. | Code of Conduct; Health, Safety and Environment Policy |
GHG emissions from upstream value chain | Supplier climate engagement | Number of suppliers engaged in Valmet's Climate Program | 150 suppliers by the end of 2024 | 2022 | 0 suppliers | Not applicable | In 2024, 181 new suppliers were engaged in Valmet’s Climate Program. A total of 271 suppliers have been engaged since 2022, exceeding the target for 2024. | Code of Conduct, Supplier Code of Conduct |
GHG emissions from downstream value chain | Valmet’s technologies and solutions | Technologies using fossil-free energy sources | Use of fossil- free energy sources possible for all of Valmet's Pulp, Paper, and Energy technologies and solutions by 2030 | 2019 | Use of fossil- free energy sources not possible for all of Valmet's Pulp, Paper, and Energy technologies and solutions in 2019 | 95% of Scope 3 | Valmet’s technologies enable fossil- free board, tissue, and paper production for customers with access to fossil-free energy sources. Valmet’s biomass-based energy solutions have long enabled fossil- free heat and power production. Furthermore, many customers’ chemical pulp mills using Valmet’s technologies are bioenergy self- sufficient. | Code of Conduct; Health, Safety and Environment Policy; Guidelines for sustainable and responsible research, product develop- ment and design |
Related material impact in brief | Decarboni- zation lever | KPI and scope | Target | Base year | Base year value | Share of respective scope covered by target | Progress towards target in 2024 | Related policy |
Energy consumption in own operations | Energy efficiency | Reduction of energy consumption in own operations (%) | -10% by 2030 | 2019 | 457,284 MWh | Not applicable | Since the base year, energy consumption in Valmet’s own operations has reduced by 7%. In 2024, 15 significant energy- efficiency improvements were implemented in 11 locations. Energy efficiency improvement actions in Valmet facilities included machinery replacements; maintenance, renovation and repair; upgraded heating and ventilation systems including heat recovery; switches to energy efficient lighting; and process optimization. | Code of Conduct; Health, Safety and Environment Policy |
Energy consumption in downstream value chain | Energy efficiency of technologies | Reduction of energy use intensity in Valmet's technologies (%) | -20% by 2030 | 2019 | 0% | Not applicable | Valmet measures energy efficiency (kWh/ton or GJ/air dried ton) in pulp, paper, board and tissue technologies. In 2024, the average reduction in these technologies was -10% compared to the 2019 baseline. | Code of Conduct, Health, Safety and Environment Policy, Guidelines for sustainable and responsible research, product development and design in Valmet |
Own operations: Scope 1 and 2 | Base year | 2025 target | 2030 target | |
GHG emissions (1,000 tCO 2 e) | 130 | 78 | 26 | |
Decarbonization lever | Carbon-free and low-carbon energy | — | -45.5 | -91 |
Energy efficiency | — | -6.5 | -13 |
Value chain: Upstream Scope 3 | Base year | 2030 target | ||
GHG emissions (1,000 tCO 2 e) | 1,600 | 1,300 | ||
Decarbonization lever | Supplier engagement | — | -170 | |
Recycled raw materials | — | -100 | ||
Logistics | — | -30 |
Value chain: Downstream Scope 3 | Base year | 2030 target | ||
GHG emissions (1,000 tCO 2 e) | 48,700 | 19,500 | ||
Decarbonization lever | Valmet’s technologies and solutions | — | -28,100 | |
Energy efficiency of technologies | — | -1,100 |
Energy consumption and mix | 2024 |
(1) Fuel consumption from coal and coal products (MWh) | 0 |
(2) Fuel consumption from crude oil and petroleum products (MWh) | 4,109 |
(3) Fuel consumption from natural gas (MWh) | 80,992 |
(4) Fuel consumption from other fossil sources (MWh) | 11,985 |
(5) Consumption of purchased or acquired electricity, heat, steam and cooling from fossil sources (MWh) | 116,100 |
(6) Total fossil energy consumption (MWh) (calculated as the sum of lines 1 to 5) | 213,186 |
Share of fossil sources in total energy consumption (%) | 50% |
(7) Consumption from nuclear sources (MWh) | 128,585 |
Share of consumption from nuclear sources in total energy consumption (%) | 30% |
(8) Fuel consumption from renewable sources, including biomass (also comprising industrial and municipal waste of biologic origin, biogas, renewable hydrogen, etc.) (MWh) | 2,092 |
(9) Consumption of purchased or acquired electricity, heat, steam, and cooling from renewable sources (MWh) | 81,963 |
(10) The consumption of self-generated non-fuel renewable energy (MWh) | 155 |
(11) Total renewable energy consumption (MWh) (calculated as the sum of lines 8 to 10) | 84,210 |
Share of renewable sources in total energy consumption (%) | 20% |
Total energy consumption (MWh) (calculated as the sum of lines 6, 7 and 11) | 425,981 |
Energy production | 2024 |
Non-renewable energy production (MWh) | 900 |
Renewable energy production (MWh) | 424 |
Total energy production (MWh) | 1,324 |
Energy intensity per net revenue1 | 2024 |
Total energy consumption from activities in high climate impact sectors per net revenue from activities in high climate impact sectors (MWh/EUR million) | 79.5 |
Retrospective | Milestones and target years | ||||
Base year 2019 | 2024 | 2025 | Target year 2030 | Annual % target / Base year | |
Scope 1 GHG emissions | |||||
Gross Scope 1 GHG emissions (tCO2e) | 21,522 | 20,395 | — | 8,609 | 7.0% |
Percentage of Scope 1 GHG emissions from regulated emission trading schemes (%) | 0.0% | 0.0% | — | 0.0% | |
Scope 2 GHG emissions | |||||
Gross location-based Scope 2 GHG emissions (tCO2e) | — | 74,812 | — | — | |
Gross market-based Scope 2 GHG emissions (tCO2e) | 108,939 | 45,923 | — | 2,179 | 11.0% |
Significant Scope 3 GHG emissions | |||||
Total Gross indirect (Scope 3) GHG emissions (tCO2 e) | 50,349,000 | 39,559,000 | — | 20,815,000 | |
1 Purchased goods and services | 1,441,000 | 1,462,000 | — | 1,153,000 | 1.8% |
4 Upstream transportation and distribution | 161,000 | 144,000 | — | 129,000 | 1.8% |
6 Business travel | 47,000 | 53,000 | — | 33,000 | 2.7% |
11 Use of sold products | 48,700,000 | 37,900,000 | — | 19,500,000 | 5.5% |
Total GHG emissions | |||||
Total GHG emissions (location-based) (tCO2e) | — | 39,654,207 | — | — | |
Total GHG emissions (market-based) (tCO2e) | 50,479,461 | 39,625,318 | — | 20,825,788 |
GHG intensity per net revenue1 | 2024 |
Total GHG emissions (location-based) per net revenue (tCO2 e / EUR million) | 7,399 |
Total GHG emissions (market-based) per net revenue (tCO 2e / EUR million) | 7,394 |
Scope | Inclusion in GHG inventory | Information about methodology, assumptions, and emission factors or justification for exclusion from GHG inventory | % calculated using primary data obtained from value chain partners |
Scope 1 | Included | Scope 1 GHG emissions are calculated using fuel consumption data based on invoice and consumption records and relevant GHG emission factors. The emission factors are from "UK Government GHG Conversion Factors for Company Reporting" - Department for Environment, Food & Rural affairs (Defra) 2024. Supplier-specific GHG emission factors based on contractual instruments are applied to biofuel consumption in Sundsvall, Sweden. In 2024, the biogenic CO2 emissions from the combustion of biomass were 18 tCO2. | Not applicable |
Scope 2 | Included | Scope 2 GHG emissions are calculated as CO2 equivalents using electricity, district heat, and steam data based on local invoice, measurement, and consumption records. Emissions from office locations with no production are estimated based on electricity consumption per employee. For all locations except those in the United States, Scope 2 location-based GHG emissions are calculated with GHG emission factors from International Energy Agency (IEA) (2023). For locations in the United States, Scope 2 location-based GHG emissions are calculated with regional GHG emission factors from United States Environmental Protection Agency (eGRID 2022). Scope 2 market-based GHG emissions are calculated with GHG emission factors as follows: Contract-based GHG emission factors are applied for carbon-free electricity purchased with guarantees of origin (GO) in Sweden and Finland. Supplier-specific GHG emission factors are applied for documented renewable or carbon-free electricity and district heat in Brazil, Canada, China, Finland, France, Germany, Italy, Poland, Sweden, and the USA. Additionally, regional GHG emission factors from the following sources are applied: European Residual Mixes (Association of Issuing Bodies) for electricity and steam in Europe (2023); International Energy Agency (IEA) (2023) for district heat in Europe; Brazilian Science, Technology and Innovation Ministry for Brazil; Chile Ministry of Energy for Chile; China Ministry of Ecology and Environment for China (excluding Shanghai area); China Shanghai Ecological Environment Bureau for China Shanghai area; United States Environmental Protection Agency (eGRID 2022) for United States; International Energy Agency (IEA) (2023) for India, Indonesia, Saudi Arabia, Singapore, South Africa, South Korea and Thailand. For CH4 and N2O, GHG emission factors from International Energy Agency (IEA) (2023) are applied. In 2024, Valmet made electricity and district heat purchases with contractual instruments such as Guarantees of Origin and contracts with suppliers (65%). The GHG emission factors applied in Scope 2 calculations do not separate the percentage of biomass or biogenic CO2. | Not applicable |
Scope 3 by Category | |||
1 Purchased goods and services | Included | GHG emissions are estimated using the spend-based method based on the monetary value of purchased goods and services by purchase category and supplier country. The emission flows are calculated based on environmentally extended input-output analysis and emission factors from Exiobase (3.8.2). The data includes direct purchase order spend on raw materials, casting and forging, fabrication and machining, components, electronics, and business services. For undefined spend data, Valmet’s average emission factor is applied. Purchase order spend data is based on Valmet's internal data systems. Spend data for December is estimated based on the previous year's data. The spend-based emissions calculation is an estimation with inherent uncertainty and used with the intent to indicate the scale of the category. | 0% |
2 Capital goods | Excluded | Valmet’s spend-based emissions from capital goods in 2023 were 0.1 percent of total emissions, so the category is not significant and is excluded. | - |
3 Fuel- and energy- related Activities (not included in Scope 1 or 2) | Excluded | GHG emissions from fuel- and energy-related activities have been calculated based on the breakdown of Valmet’s energy consumption by country and source. DEFRA emission factors have been utilized. The calculated emissions cover the same sources of energy as Scope 1 and 2 calculations. Valmet’s emissions from fuel- and energy-related activities in 2023 were estimated to be 0.02 percent of total emissions, so the category is not significant and is excluded. | - |
4 Upstream transportation and distribution | Included | GHG emissions from upstream transportation and distribution are based on suppliers’ emission reports, and when unavailable, the monetary value of purchased transportation services following the same spend-based calculation methodology as for Category 1. Spend data for December is estimated based on the previous year's data. In 2024, suppliers’ emission reports covered 39 percent of reported emissions. The calculated transportation modes include air, rail, sea, and road transportation. | 39% |
5 Waste generated in operations | Excluded | Valmet’s emissions from waste generated in operations in 2023 were estimated to be 0.0004 percent of total emissions, so the category is not significant and is excluded. | - |
6 Business travel | Included | GHG emissions from business travel are based on emission, mileage, and spend data from travel agencies and internal systems. Travel agencies’ emission reports covered around 47 percent of reported emissions in 2024. The calculation includes air and rail travel, travel by rental cars, compensated mileages, and hotel nights. The data covered 99 percent of Valmet’s global workforce in 2024. | 47% |
7 Employee commuting | Excluded | Valmet’s emissions from employee commuting in 2023 were estimated to be 0.1 percent of total emissions, so the category is not significant and is excluded. | - |
8 Upstream leased assets | Excluded | Valmet’s emissions from upstream leased assets in 2023 were estimated to be 0.1 percent of total emissions, so the category is not significant and is excluded. | - |
9 Downstream transportation | Excluded | Valmet’s emissions from downstream transportation in 2023 were estimated to be 0.03 percent of total emissions, so the category is not significant and is excluded. | - |
10 Processing of sold products | Excluded | Valmet does not sell intermediate products to downstream companies, so the category is excluded. | - |
Scope | Inclusion in GHG inventory | Information about methodology, assumptions, and emission factors or justification for exclusion from GHG inventory | % calculated using primary data obtained from value chain partners |
11 Use of sold products | Included | GHG emissions from the use of products sold in the reporting year includes Valmet’s Paper and Pulp and Energy business lines. For the purposes of estimating use of sold products emissions, Valmet uses orders received as an indicator for defining sold products in 2024. The calculation method based on orders received is aligned with Valmet’s previously reported emissions information on the use of sold products. In practice this means product lifetime emissions (25 future years) are reported in the year when the order has been received and most often not in the year of the delivery and start-up of the technology. Delivery times vary and can be up to around 3 years for large orders. For the Paper business line, the calculation includes major paper, board, and tissue machine orders received and excludes basic machine unit assembly groups and smaller equipment deliveries. For the Pulp and Energy business line, the calculation includes pulp mill, lime kiln and fluidized bed boiler orders received. Sold products from Valmet’s Automation Systems and Flow Control business lines are excluded from the calculation, because their impact on the total use phase emissions is estimated to be insignificant (below 0.2 percent). The Services business line is excluded, as it is assumed services and spare parts do not consume energy or cause emissions during the use phase. The assumed lifetime for all sold products is 25 years. The emission calculations are based on Valmet’s average product-specific energy consumption and product specifications, including delivered capacity and intended fuel mix. N 2O and CH4 are included from the biomass combustion of pulp and energy production. Emissions from electricity are calculated based on the IEA (2020) country-specific emission factors. Emissions from steam are calculated based on Fisher International installed base fuel mix data. Emission factors for fuels are based on IPCC, DEFRA, and Statistics Finland. The IEA Scenario for current policies (STEPS) power sector emission intensity reduction (CAGR) is utilized in projecting the lifetime emissions for electricity and steam. The annual fossil emissions of the sold products were around 1,800,000 tCO2e, whereas biogenic emissions were around 8,300,000 tCO2 in 2024. The calculation is an estimation based on assumptions and projections, and actual emissions will depend on the choices customers make during the lifetime of the technologies. Due to the long lifetimes of Valmet’s technologies (average 25 years) included in the annual use phase calculation, the magnitude of the category in relation to other categories of emissions is considerable. | 0% |
12 End-of-life treatment of sold products | Excluded | Valmet’s products consist almost entirely of steel. It is assumed that customers recycle all materials, including steel, at the technologies’ end-of-life in 25 years. To avoid double counting, the recycled content method is used to calculate GHG emissions. Emissions from recycling materials are therefore included in the emission factors of recycled materials in Category 1. The emission factor for recycling materials at end of life is 0, and the related emissions are 0. The category is not significant and is excluded. | - |
13 Downstream leased assets | Excluded | Valmet has no downstream leased assets, so the category is excluded. | - |
14 Franchises | Excluded | Valmet has no franchises, so the category is excluded. | - |
15 Investments | Excluded | Valmet's emissions from investments in 2023 were estimated to be 0.01 percent of total emissions, so the category is not significant and is excluded. | - |
Material sustainability topic | Related material impacts in brief | Actions | Expected outcome | Scope | Time horizon | Related target |
Pollution of air and water in value chain | Valmet’s upstream value chain contributes to environmental impacts such as air emissions | Commit suppliers to Valmet’s Sustainable Supply Chain policy, which addresses pollution prevention | Pollution prevention in suppliers' operations | Upstream and downstream value chain | 2024, continuous | 95% of suppliers by spend have signed Valmet’s Sustainable Supply Chain Policy by 2025 |
The use phase of Valmet’s process technologies and automation generate air emissions that require emission control in the downstream value chain | Continuous development of air emissions control technologies | Reduced air emissions, heat recovery and improved energy efficiency in the customers' processes | Own operations | 2024, continuous | Air emission control technology: 7.5% growth (over the cycle) of orders received by 2025 |
Material sustainability topic | Related material impact in brief | Targets | Key performance indicator | Base year | Base- line | Scope | Progress in 2024 | Target monitoring | Relevant policy |
Pollution of air and water in value chain | Valmet’s upstream value chain contributes to environmental impacts such as air emissions | 95% of suppliers by spend have signed Valmet’s Sustainable Supply Chain policy by 2025, which addresses, inter alia, pollution prevention | % of suppliers by spend who have signed Valmet's Sustainable Supply Chain policy | 2022 | 82% | Upstream value chain | By the end of 2024, 94.3% of our existing suppliers had signed the policy | Monthly in Supply Chain management team | Supplier Code of Conduct (previously Sustainable Supply Chain policy) |
The use phase of Valmet’s process technologies and automation generate air emissions that require emission control in the downstream value chain | Air emission control technology: 7.5% growth (over the cycle) of orders received by 2025 | Rolling 4-year compounded annual growth (CAGR) of orders received | 2024 | 1.8% | Own operations | Growth achieved despite challenging market conditions | Annually in Pulp and Energy business line management team | Valmet Guidelines for Sustainable and Responsible Research, Product Development and Design |
Material sustainability topic | Related material impact in brief | Actions | Expected outcome | Scope | Time horizon | Related target |
Water consumption in the value chain | Valmet’s upstream value chain includes water consuming processes such as steel manufacturing | Commit suppliers to Valmet’s Supplier Code of Conduct, which addresses efficient use of water | Improved water management and efficiency in supplier' processes | Upstream value chain | 2024, continuous | 95% of suppliers by spend have signed Valmet’s Sustainable Supply Chain Policy |
Valmet’s downstream value chain includes water- intensive process technologies. | Beyond circularity research and development program and ecosystem: Closed water loops substream | Improved concepts and processes on water consumption, recovery and optimization | Own operations and downstream value chain | 2022-2025 | Development of water management concepts | |
Continuous development of board and tissue technologies to reduce and optimize fresh water consumption | Reduced and optimized fresh water consumption in customers' processes | Own operations and downstream value chain | 2024, continuous | Reduction of fresh water consumption in recycled board mills: -70% by 2030. Reduction of fresh water consumption in tissue technology: -70% by 2030. |
Material sustainability topic | Related material impact | Targets | Key performance indicator | Base year | Base line | Scope | Progress in 2024 | Target monitoring | Relevant policy |
Water consumption in the value chain | Valmet’s upstream value chain includes water consuming processes such as steel manu facturing | 95% of suppliers by spend have signed Valmet's Sustainable Supply Chain Policy by 2025, which, inter alia, addresses efficient use of water | % of suppliers by spend have signed Valmet’s Sustainable Supply Chain Policy | 2022 | 82% | Upstream and downstre am value chain | By the end of 2024, 94.3% of our existing suppliers had signed the policy | Monthly in Supply Chain management team | Sustainable Supply Chain policy |
Valmet’s downstream value chain includes water- intensive process technologies | Reduction of fresh water consumption in recycled board mills: -70% by 2030 | Reduction in fresh water consumption intensity (m3/t) | 2022 | 0% | Paper Business line - Board | Target towards year 2030 for reduction of fresh water consumption in recycled board mills was set at -70 % in 2024. Technology development actions on reducing fresh water consumption continued actively in 2024, although reduction in fresh water use remained at 0% compared to 2022 baseline. | Annually in Valmet’s Research and Development management team | Valmet Guidelines for Sustainable and Responsible Research, Product Development and Design | |
Reduction of fresh water consumption in tissue technology : -70% by 2030 | Reduction in fresh water consumption intensity (m3/t) | 2019 | 0% | Paper Business line - Tissue | Target towards year 2030 for reduction of fresh water consumption in Tissue technology was set at -70% in 2024. Technology development actions on reducing fresh water consumption continued actively in 2024. Fresh water use has reduced 39% compared to 2019 baseline. | Annually in Valmet’s Research and Development management team | Valmet Guidelines for Sustainable and Responsible Research, Product Development and Design |
Material sustainability topic | Related material impact in brief | Actions | Expected outcome | Scope | Time horizon | Resources to manage | Related target if applicable |
Direct impact drivers of biodiversity loss | Valmet's own operations and upstream and downstream value chains contribute to climate change and pollution, which are drivers of biodiversity loss | Initial Group biodiversity assessment | Prioritization of future biodiversity actions and understanding the current biodiversity impacts | Own operations and upstream and downstream value chain | 2024 | Sustainability, Health, Safety and Environment, Supply chain, Research and Development | Climate and Nature Program with targets and action plans by 2026 |
Preparing Valmet’s Climate and Nature Policy Statement | Climate and Nature Policy Statement | Own operations and upstream and downstream value chain | 2024–2025 | Sustainability, Health, Safety and Environment, Supply Chain, Research and Development | Climate and Nature Policy Statement during 2025 |
Material sustainability topic | Related material impact in brief | Targets | Key performance indicator | Base year | Baseline | Scope | Progress in 2024 | Relevant policy |
Direct impact drivers of biodiversity loss | Valmet's own operations and upstream and downstream value chains contribute to climate change and pollution, which are drivers of biodiversity loss | Climate and Nature Policy Statement during 2025 | Policy Statement published and nature aspect embedded in due diligence | 2024 | Not applicable | Own operations and upstream and downstream value chain | Climate and Nature Policy Statement under preparation | New Climate and Nature Policy Statement in 2025 Health, Safety and Environment policy |
Climate and Nature Program with targets and action plans by 2026 | Climate and Nature Program published and implemented | 2024 | Not applicable | Own operations and upstream and downstream value chain | Nature work initiated in cross- functional working group | New Climate and Nature Policy Statement in 2025 Health, Safety and Environment policy | ||
Training for employees on Climate and Nature Program during 2025-2026 | % of targeted employees participated in training | 2024 | 0% | Own operations and upstream and downstream value chain | Nature work initiated in cross- functional working group | Health, Safety and Environment Policy |
Material sustainability topic | Related material impact in brief | Actions | Expected outcome | Scope | Time horizon | Related target (if applicable) |
Resource inflows | The production of Valmet’s products requires large quantities of materials. The most significant material categories are steel, polymers, electronic components, and packaging materials | Improve data quality and visibility of the resource inflows in Valmet’s own operations and value chain | Improved data quality and reporting of resource inflows | Own operations | 2024 | Not applicable |
Resource outflows | Valmet’s technologies and automation enable the use and conversion of renewable and recycled resources into solutions and help customers transition to circularity | Lead Beyond Circularity research and development program and ecosystem to transform waste and emissions into valuable resources for sustainable growth and accelerating the green transition. | Process technologies, automation and services that create value by utilizing renewable and recycled materials, industrial side stream rejects, and waste | Together with 280 ecosystem partners, Valmet works within 35 ecosystem projects | 2022–2025 | 35 ecosystem project applications by 2025 |
Material sustainability topic | Related material impact in brief | Targets | Key performance indicator | Base year | Base line | Scope | Progress in 2024 | Relevant policy |
Resource inflows | The production of Valmet’s products requires large quantities of materials. The most significant material categories are steel, polymers, electronic components, and packaging materials | Increase the use of recycled steel in own foundries | Share of recycled steel in own foundries | 2020 | 54% | All Valmet foundries | The amount of recycled steel used in Valmet's foundries increased to 77% in 2024. | Health, Safety and Environment policy, Supplier Code of Conduct |
Resource outflows | Valmet’s technologies and automation enable the use and conversion of renewable and recycled resources into solutions and help customers transition to circularity | Sustainability categorization done for 100% of all new Research and Development projects by 2025 | % of new research and development projects where sustainability categorization has been done | 2024 | 12% | All new research and development projects from 2025 onwards | Sustainability impact assessment implemented as a mandatory requirement for all new research and development projects in related tool | Valmet Guidelines for Sustainable and Responsible Research, Product Development and Design |
Valmet's solutions and services enable extension of the lifetime of technologies used by customers | Increase the net sales of EU taxonomy aligned activities under criteria: Circular economy (CE) 5.1 Repair, refurbishment and remanufacturing by 2030 | Growth in net sales (%) | 2024 | EUR 1,065 million | Valmet's EU taxonomy aligned activities under criteria: Circular economy (CE) 5.1 Repair, refurbishment and remanufacturing | Target set in 2024. | Valmet Guidelines for Sustainable and Responsible Research, Product Development and Design |
Material category | Total volume (metric tons) | Recycled volume (metric tons) | Recycled volume (%) |
Steel | 159,639 | 21,626 | 14% |
Electronics and electrical components | 5,574 | — | —% |
Polymers | 8,153 | — | —% |
Packaging material | 15,477 | — | —% |
Engagement type | Stakeholder group | Frequency | Function responsible | Most senior role responsible | Outcomes | |
Dialogue | Management– employee dialogue | Select employee groups, e.g., town hall meetings | Varies | Management Teams | Respective Executive Team member | Information sharing and direct dialogue with employees |
Health, Safety and Environment and Social Committees | Locations with >30 employees | At least annually | Health, Safety and Environment & Human Resources | Area Health, Safety and Environment and Human Resources heads | Consultation and communication with employees and their representatives on Health, Safety and Environment and wellbeing management | |
Works Councils and other similar forums | Select groups, for example, the European Works Council | Varies | Human Resources | Area Human Resources head | Information sharing and direct dialogue with workers and their representatives | |
Consultation and negotiation | National works councils and trade unions | Varies | Human Resources | Area Human Resources head | Expectations related to, e.g., local laws, regulations and market practices | |
Surveys | Employee survey | Own employees | Biennial | Human Resources | Vice President of Talent Management | Perspectives and trend data on, e.g., engagement, safety, fair pay; insights into employee groups who may be vulnerable to impacts |
Pulse/ad-hoc surveys | Select employee groups, e.g., in conjunction with mergers and acquisitions, and with change negotiations | Varies | Human Resources & Health, Safety and Environment | Head of the business | Employee perspectives on, e.g., change impacts, workability, social and organizational work environment, safety culture | |
Reporting channels | Reporting on continuous improvement and Health, Safety and Environment events | Own employees | Ongoing | Health, Safety and Environment & Quality | Vice President of Health, Safety and Environment and Vice President of Quality | Inputs to support continuous improvement, especially in health, safety and environment topics and sustainability- related topics |
Misconduct reporting (TrustLine) | Own employees | Ongoing | Ethics & Compliance | General Counsel | Complaints against Valmet and confirmed misconduct cases | |
Control mechanisms | Audits | Multi-site and/or certified locations | Ongoing | Multiple | Vice President of Quality | Process compliance and adherence to ISO standards (9001, 14001, 45001) |
Social and Human Rights Impact Assessment | High-risk locations | Annually | Sustainability | Vice President of Sustainability | Identifying risks and impacts, especially amongst vulnerable groups |
Material sustainability topic | Related material impact | Action | Expected outcome | Scope | Time horizon | Resources to manage | Related target if applicable |
Working conditions | Valmet has practices in place for social and other forms of dialogue with employees in all Valmet countries. Valmet has operations in countries where collective bargaining and/or freedom of association is limited or not a common practice. Valmet’s workforce are exposed to health and safety risks during work activities which can cause injuries and illnesses. | Location-specific Social and Human Rights Impact Assessment | Identification and control of risks | Locations in high-risk countries | Assessment annually in own operations or in upstream value chain | Sustainability | At least one Social and Human Rights Impact Assessment in own operations and in the value chain based on the risks identified |
Provide human rights training through e- learning | Awareness building | Line managers | Continuous | Sustainability, Human Resources | |||
Sustainability assessment when there is a significant change in the market presence | Identification and control of risks | Own operations | When significant change in the market presence | Sustainability | |||
Ensure clear practices to boost social dialogue and other types of dialogue throughout the organization | Dialogue on working conditions in all locations | Own employees | Continuous | Human Resources, Health, Safety and Environment, senior management, line managers | Increase employee engagement by 1 percentage point per employee survey | ||
Increase the number of Valmet employees working in locations certified to ISO 45001:2018 | Effective global management system (GMS) and common standards in locations securing workplace conditions are as healthy and safe as possible | All locations with Valmet workforce | Continuous | Health, Safety and Environment, Quality, line managers, internal auditors, external certification partner | >90% of employees work in ISO 45001 certified locations by 2030 | ||
Implement and maintain Health, Safety and Environment committees in locations with 30 or more employees | Active joint workforce- management consultation and engagement on managing local health and safety impacts | All locations with Valmet workforce | Continuous | Worker health and safety representatives, Health, Safety and Environment, line managers, committee budgets | All locations with 30 or more employees have a Health, Safety and Environment committee | ||
Targeted prevention programs based on injury and illness analysis | Reduction in high consequence and/or high frequency injuries and illnesses | Own workforce | Continuous | Health, Safety and Environment, Occupational health service providers, line managers | Reduction in injury and illness severity and frequency rates | ||
Developing safety culture, leadership and mindset through training, communication and performance metrics | Promotion of a strong safety culture by leaders, and workforce engagement in it | Own workforce | Continuous | Line managers, Health, Safety and Environment, employees | |||
Equal treatment and opportunities for all | Proactive measures to address potential inequalities in hiring, career progression and pay equity can lead to a more engaged and inclusive workplace. Gender imbalance poses a risk of unintentional discrimination and inequalities e.g., in hiring, career progression and pay equity. | Adhere to common global Human Resources processes, e.g., related to recruitment | Consistent ways of working | Own employees | Continuous | Human Resources, line managers, employees | |
Provide diversity, equity and inclusion training | Awareness building | Own employees | Continuous | Human Resources | |||
Continue with pay equity and transparency project | Ensure equal treatment and fair remuneration of employees at all levels of the organization | Own employees | 2024–2027 | Human Resources |
Material sustain- ability topic | Related material impact | Target | Key performance indicator | Base year | Base- line | Scope | Progress and trends in 2024 | Target monitoring | Relevant policy |
Working conditions | Valmet has practices in place for social and other forms of dialogue with employees in all Valmet countries. Valmet has operations in countries where collective bargaining and/or freedom of association is limited or not a common practice. Valmet's workforce are exposed to health and safety risks during work activities which can cause injuries and illnesses. | At least one Social and Human Rights Impact Assessment per year in own operations and in the upstream value chain based on the risks identified 1 | Number of assessments conducted | 2017 | 1 | Own operations and upstream value chain | Valmet conducted one Social and Human Rights Impact Assessment, including fieldwork in the value chain. | Annually in Sustainability function | Human Rights Statement |
Increase employee engagement by 1 percentage point per employee survey | Valmet engagement index, % favorable responses to four survey questions, where % favorable scores equals % Agree plus % Strongly Agree on a five- point scale | 2021 | 69% | Own employees voluntarily responding to employee engagement survey. Response rate for the 2023 survey was 80 % | % engaged in 2023 was 70%; no survey in 2024. | Biennially in management teams | |||
>90% of employees work in ISO 45001 certified locations by 2030 | % employees in Valmet's Human Resources system working in a location listed on Valmet's multi-site ISO 45001 certificate | 2022 | 75% | Own employees | In 2024, 12 additional locations achieved certification. At the end of the year 79% of employees worked in an ISO 45001 certified location. | Health, Safety and Environment Policy | |||
Reduction in injury severity | Number of high consequence injuries leading to permanent disability, loss of life or more than 180 days absence reported in Spotlight | 2022 | 9 | Own employees | Monthly in business management reporting and review processes. | Health, Safety and Environment Policy | |||
Continuous reduction in injury frequency | Total recordable injury frequency (TRIF): calculated injuries reported in Spotlight and theoretical work hours of 160 hours per employee in Valmet's Human Resources system per month | 2022 | 3.2 | Own employees | In 2024, TRIF remained at 3.2. Integration of acquired operations to Valmet’s HSE culture, processes and practices remained a focus. | Monthly in business management reporting and review processes. | Health, Safety and Environment Policy | ||
Four Health, Safety and Environment walks, inspections and conversations per manager per year in 2025 | Number of reports in Spotlight per line manager in Valmet's Human Resources system per year | 2022 | 4.7 | Line managers | The number of Health, Safety and Environment walks, inspections and conversations continued to increase to 8.4 per line manager in 2024. | Monthly in business management reporting and review processes. | Health, Safety and Environment Policy | ||
Four Health, Safety and Environment event reports per employee in 2025 | Number of Health, Safety and Environment events reports in Spotlight per number of employees in Valmet's Human Resources system | 2022 | 2.6 | Own employees | The number of Health, Safety and Environment events reported increased during the year to 3.4 per employee. | Monthly in business management reporting and review processes. | Health, Safety and Environment Policy | ||
Equal treatment and opportunities for all | Proactive measures to address potential inequalities in hiring, career progression and pay equity can lead to a more engaged and inclusive workplace. Gender imbalance poses a risk of unintentional discrimination and inequalities e.g. in hiring, career progression and pay equity. | Increase the share of women in science, technology, engineering and mathematics (STEM) positions to 12% by 2024 | % women with STEM- related education in Valmet's Human Resources system, with the assumption that individuals with STEM-related education work in STEM- related roles. | 2021 | 11.5% | Own employees with education data in Valmet's Human Resources system | In 2024, the share of women in STEM- related roles increased to 12.4%. | Annually in annual reporting | Equal Opportunity and Diversity Policy |
Employees by country (headcount for countries with >50 empl. representing >10% total empl. ) | |
2024 | |
Finland | 6,186 |
China | 2,388 |
US | 2,191 |
Total | 10,765 |
Employees by gender (headcount)1 | |
2024 | |
Male | 15,222 |
Female | 4,087 |
Not disclosed | 1 |
Total | 19,310 |
Key employee figures end of period | Gender1 | |||
2024 | Female | Male | Not disclosed | Total |
Number of employees (headcount) | 4,087 | 15,222 | 1 | 19,310 |
Number of permanent employees (headcount) | 3,600 | 14,132 | 1 | 17,733 |
Number of temporary employees (headcount) | 487 | 1,090 | — | 1,577 |
Number of non-guaranteed hours employees (headcount) | 94 | 185 | — | 279 |
Number of full-time employees (headcount) | 3,842 | 14,831 | 1 | 18,674 |
Number of part-time employees (headcount) | 245 | 391 | — | 636 |
Turnover1 in 2024 | Number of leavers | Rate |
Employees | 1,709 | 8.8% |
Key employee figures by region | ||||||
2024 | North America | South America | EMEA | China | Asia- Pacific | Total |
Number of employees (headcount) | 2,497 | 1,519 | 11,188 | 2,388 | 1,718 | 19,310 |
Number of permanent employees (headcount) | 2,496 | 1,470 | 10,594 | 1,489 | 1,684 | 17,733 |
Number of temporary employees (headcount) | 1 | 49 | 594 | 899 | 34 | 1,577 |
Number of non-guaranteed hours employees (headcount) | — | — | 279 | — | — | 279 |
Number of full-time employees (headcount) | 2,490 | 1,519 | 10,567 | 2,388 | 1,710 | 18,674 |
Number of part-time employees (headcount) | 7 | — | 621 | — | 8 | 636 |
Collective Bargaining Coverage | Social dialogue | ||
Coverage rate | Employees – EEA (for countries with >50 empl. representing >10% total empl.) | Employees – Non-EEA (estimate for regions with >50 empl. representing >10% total empl.) | Workplace representation (EEA only) (for countries with >50 empl. representing >10% total empl.) |
0-19% | North America | — | |
20-39% | — | ||
40-59% | China1 | — | |
60-79% | — | ||
80-100% | Finland | Finland |
Employees by age group | ||
2024 | % | |
Under 30 years old | 2,140 | 11.1% |
Between 30 and 50 years old | 10,399 | 53.9% |
Over 50 years old | 6,771 | 35.1% |
Total | 19,310 |
Employees at top management1 level | ||
2024 | % | |
Female | 40 | 21.4% |
Male | 147 | 78.6% |
Not disclosed | — | —% |
Total | 187 |
The percentage of people in Valmet's own workforce who are covered by the ISO 45001 health and safety management system based on legal requirements and/or recognized standards or guidelines and certified by an external party | |
2024 | |
ISO 45001:2018 (Occupational health and safety management) | 79% |
The number of fatalities as a result of work-related injuries1 | |
2024 | |
Employees | 0 |
Other workers2 | 0 |
Total | 0 |
The number of fatalities as a result of work-related ill health1 | |
2024 | |
Employees | 0 |
Other workers2 | 0 |
Total | 0 |
The number of recordable work-related accidents1 | |
Employees | 2024 |
North America | 16 |
South America | 10 |
EMEA | 80 |
China | 11 |
Asia-Pacific | 1 |
Total | 118 |
The rate of recordable work-related accidents (Total recordable incident frequency by region, TRIF)1 | |
Employees | 2024 |
North America | 3.6 |
South America | 4.0 |
EMEA | 3.6 |
China | 2.4 |
Asia-Pacific | 0.3 |
Total | 3.2 |
The number of cases of recordable work-related ill health subject to legal restrictions on the collection | |
Employees | 2024 |
North America | 3 |
South America | 0 |
EMEA | 17 |
China | 0 |
Asia-Pacific | 0 |
Total | 20 |
The number of days lost to work-related injuries and fatalities from work-related accidents | |
Employees | 2024 |
North America | 592 |
South America | 22 |
EMEA | 1,480 |
China | 624 |
Asia-Pacific | 17 |
Total | 2,735 |
The number of days lost to work-related ill health and fatalities from ill health | |
Employees | 2024 |
North America | 217 |
South America | 0 |
EMEA | 205 |
China | 0 |
Asia-Pacific | 0 |
Total | 422 |
Remuneration metrics | |
2024 | |
Gender pay gap | 11.6% |
Total remuneration ratio | 48.60 |
The number of work-related incidents of discrimination, including harassment, and complaints filed through channel for own workforce | |
2024 | |
Discrimination, including harassment | 8 |
Complaints filed through channel for own people to raise concerns | 12 |
The number of severe human rights incidents connected to own workforce | |
2024 | |
Number of cases of severe human rights incidents | 0 |
Amount of fines, penalties and compensation issued/paid for damages for severe human rights incidents (EUR) | 0 |
Material sustainabili ty topic | Related material impact in brief | Action | Expected outcome | Scope | Time horizon | Resources to manage | Related target if applicable |
Working conditions & other work- related rights | Value chain workers in high-risk countries1 may lack legislated access to freedom of association, collective bargaining, adequate wages, and/or can be subject to excessive working hours. Value chain workers can be exposed to hazards in their work activities which can cause injuries and illnesses. Migrant workers have an increased risk of forced or bonded labor, and young workers may be exposed to hazardous or harmful work. Through supplier engagement processes, Valmet can improve working conditions and health and safety of value- chain workers. | Social and Human Rights Impact Assessment in value chain for suppliers with a heightened risk | Identification and control of risks | Upstream value chain | 2024 | Sustainability function | At least one Social and Human Rights Impact Assessment per year in own operations and in the value chain based on the risks identified |
Preparation and publishing of Valmet's Supplier Code of Conduct | Publishing of Valmet's Supplier Code of Conduct to replace old Sustainable Supply Chain Policy | Upstream value chain | 2024 | Supply Chain function | No target, work completed | ||
Sustainable Supply Chain process, including Supplier Sustainability Audits | Management of social and environmental sustainability risks and improvement of working conditions in the upstream value chain | Upstream value chain | Supply Chain function | 95 % of suppliers by spend have signed Valmet’s Sustainable Supply Chain Policy by 2025 Minimum of 40 Supplier Sustainability Audits conducted per year | |||
Sustainability impact assessment when there is a significant change in market presence | Identification and control of risks | Own operations | 2024 | Sustainability function | No target, impact assessment performed always when there is a significant change in the market presence | ||
Site sub- contracting and service supplier Health, Safety and Environment management process | Provision of safe and healthy workplaces for all | Own operations and Valmet's operations in customer premises | 2024, continuous | Health, Safety and Environment function | Continuous reduction in injury frequency to value chain workers (contracted workforce) whose work or workplace is controlled by Valmet | ||
Social Responsibility Program | Contribute to additional positive impacts in the value chain | Value chain | 2024, continuous | Continue implementing Social Responsibility Programs in all Valmet Areas through sponsorships and donations to local communities and affected stakeholders. |
Material sustainability topic | Related material impact in brief | Target | Key performance indicator | Base year | Base line | Scope | Progress in 2024 | Target monitoring | Related policy |
Working conditions & other work- related rights | Value-chain workers in high- risk countries1 may lack legislated access to freedom of association, collective bargaining, adequate wages, and/or can be subject to excessive working hours. Value chain workers can be exposed to hazards in their work activities which can cause injuries and illnesses. Migrant workers have an increased risk of forced or bonded labor, and young workers may be exposed to hazardous or harmful work. Through supplier engagement processes, Valmet can improve working conditions and health and safety of value-chain workers. | At least one Social and Human Rights Impact Assessment per year in own operations and in the upstream value chain based on the risks identified 2 | Number of assessments conducted | 2017 | 1 | Own operations and upstream value chain | Annually in Sustainability function | Supplier Code of Conduct, Human Rights Statement | |
Reduction in number of recordable work- related injuries to non-employee workers and contracted workforce whose work or workplace is controlled by Valmet | The number of recordable work- related injuries | 2022 | 87 | Own operations in Valmet and Customer premises | North America 1 South America 13 EMEA 34 China 3 Asia-Pacific 0 TOTAL 51 | Monthly in business management reporting and review processes. | Health, Safety and Environment Policy | ||
Reduction in injury frequency to non- employee workers and contracted workforce whose work or workplace is controlled by Valmet | Total recordable injury frequency (TRIF) | 2022 | 4.7 | Own operations in Valmet and Customer premises | In 2024, TRIF increased slightly to 4.8. Collaboration with sub-contractors on HSE improvement was ramped during the year. | Monthly in business management reporting and review processes. | Health, Safety and Environment Policy | ||
Minimum 25 supplier Health, Safety and Environment events per year | Number of Supplier Health, Safety and Environment events | 2024 | 27 | Contracted workforce in our own operations in Valmet and Customer premises | In 2024, 27 Supplier Health, Safety and Environment events were held. | Monthly in Health, Safety and Environment management team | Health, Safety and Environment Policy, Supplier Code of Conduct | ||
Minimum 40 Supplier Sustainability Audits conducted per year | Number of Supplier Sustainability Audits conducted | 2022 | 45 | Upstream value chain | Valmet conducted 45 Supplier Sustainability Audits with a third-party auditor | Monthly in Supply Chain management team | Supplier Code of Conduct (previously Sustainable Supply Chain policy) | ||
95% of suppliers have signed Valmet’s Sustainable Supply Chain Policy by 2025 | % of suppliers by spend who have signed Valmet's Sustainable Supply Chain Policy | 2022 | 82% | Value chain | By the end of 2024, 94.3% of our existing suppliers had signed the policy. | Monthly in Supply Chain management team | Supplier Code of Conduct (previously Sustainable Supply Chain policy) |
Material sustainability topic | Related material impact in brief | Action | Expected outcome | Scope | Time horizon | Resources to manage | Related target if applicable |
Corporate culture | Valmet’s actions to promote corporate culture ensure that Valmet does business ethically and legally. This enables employees to feel safe working for Valmet, and stakeholders to consider Valmet a trusted business partner | Employee Code of Conduct e-learning | Valmet's own workforce is committed to ethical and legal corporate culture | Own operations | 2024 | Ethics & Compliance, Human Resources, Valmet line managers | 100% of employees have completed Valmet’s renewed Code of Conduct e-learning course |
Corruption and bribery | Successful measures to prevent corruption and bribery promote Valmet’s reputation as a reliable partner, with whom ethical business conduct principles are implemented | Assessment of functions at risk of being involved in bribery and corruption | Ability to target trainings to relevant functions | Own operations | 2024 | Ethics & Compliance | Not applicable |
Material sustainability topic | Related material impact in brief | Target | Key performance indicator | Base year | Base line | Scope | Progress in 2024 | Related policy |
Corporate culture | Valmet’s actions to promote corporate culture ensure that Valmet does business ethically and legally. This enables employees to feel safe working for Valmet, and stakeholders to consider Valmet a trusted business partner | 100% of employees have completed Valmet’s renewed Code of Conduct e-learning course | % of employees having completed the Code of Conduct e- learning course | 2023 (previous version of Code of Conduct e- learning) | 89% | Own operations | 98% of employees completed Valmet's renewed Code of Conduct e-learning course | Valmet’s Code of Conduct |
Confirmed violations of anti-corruption and anti-bribery laws | |
2024 | |
Number of convictions | 0 |
Amount of fines (EUR) | 0 |
As at and for the twelve months ended December 31 | |||||
EUR million | 2024 | 2023 | 2022 | 2021 | 2020 |
Orders received | 5,837 | 4,955 | 5,194 | 4,740 | 3,653 |
Order backlog at end of year | 4,452 | 3,973 | 4,403 | 4,096 | 3,257 |
Net sales | 5,359 | 5,532 | 5,074 | 3,935 | 3,740 |
Net sales change, % | -3% | 9% | 29% | 5% | 5% |
Comparable EBITA | 609 | 619 | 533 | 429 | 365 |
% of net sales | 11.4% | 11.2% | 10.5% | 10.9% | 9.8% |
EBITA | 557 | 605 | 550 | 448 | 355 |
% of net sales | 10.4% | 10.9% | 10.8% | 11.4% | 9.5% |
Operating profit | 449 | 507 | 436 | 399 | 319 |
% of net sales | 8.4% | 9.2% | 8.6% | 10.1% | 8.5% |
Profit before taxes | 383 | 473 | 431 | 395 | 307 |
% of net sales | 7.2% | 8.5% | 8.5% | 10.0% | 8.2% |
Profit for the period | 281 | 359 | 338 | 296 | 231 |
% of net sales | 5.2% | 6.5% | 6.7% | 7.5% | 6.2% |
Profit attributable to owners of the parent | 280 | 357 | 337 | 296 | 231 |
Amortization | -108 | -98 | -114 | -49 | -36 |
Depreciation, property, plant and equipment (excl. right-of-use assets) | -63 | -58 | -55 | -47 | -47 |
Depreciation, right-of-use assets | -48 | -41 | -34 | -24 | -24 |
Depreciation and amortization, total | -219 | -196 | -203 | -120 | -106 |
% of net sales | -4.1% | -3.6% | -4.0% | -3.0% | -2.8% |
Cash flow provided by operating activities | 554 | 352 | 36 | 482 | 532 |
Cash flow after investing activities | 316 | -181 | 56 | 382 | -60 |
Gross capital expenditure (excl. business combinations and right-of-use assets) | -107 | -125 | -112 | -97 | -89 |
Business combinations, net of cash acquired and loans repaid | -135 | -415 | 117 | -15 | -48 |
Additions to investments in associated companies | — | — | — | — | -456 |
Comparable return on capital employed (ROCE) before taxes, % | 12.7% | 14.5% | 17.0% | 22.6% | 22.3% |
Return on capital employed (ROCE) before taxes, % | 11.4% | 14.2% | 17.6% | 23.7% | 21.6% |
Total assets | 6,832 | 7,064 | 6,271 | 4,420 | 3,959 |
Equity attributable to owners of the parent | 2,607 | 2,565 | 2,494 | 1,326 | 1,137 |
Total equity | 2,614 | 2,572 | 2,499 | 1,332 | 1,142 |
Interest-bearing liabilities | 1,544 | 1,484 | 809 | 477 | 497 |
Net interest-bearing liabilities | 1,032 | 1,027 | 502 | -88 | 149 |
Net working capital (NWC) | 134 | 191 | -82 | -673 | -595 |
Return on equity (ROE), % | 10.8% | 14.1% | 17.6% | 23.9% | 21.2% |
Net debt to EBITDA ratio | 1.55 | 1.46 | 0.78 | -0.17 | 0.35 |
Gearing, % | 39% | 40% | 20% | -7% | 13% |
Equity to assets ratio, % | 44% | 43% | 49% | 42% | 39% |
Average number of personnel | 19,297 | 18,130 | 16,554 | 14,163 | 13,615 |
Personnel at end of year | 19,310 | 19,160 | 17,548 | 14,246 | 14,046 |
EBITA: | Comparable return on capital employed (ROCE) before taxes, %: | ||||
Operating profit + amortization | Profit before taxes + interest and other financial expenses +/- items affecting comparability | X 100 | |||
Total equity + interest-bearing liabilities (average for the period) | |||||
Comparable EBITA: | Equity to assets ratio, %: | ||||
Operating profit + amortization +/- items affecting comparability | Total equity | X 100 | |||
Balance sheet total - amounts due to customers under revenue contracts | |||||
Earnings per share: | Gearing, %: | ||||
Profit attributable to shareholders of the Company | Net interest-bearing liabilities | X 100 | |||
Average number of outstanding shares during period | Total equity | ||||
Diluted earnings per share: | Net interest-bearing liabilities: | ||||
Profit attributable to shareholders of the Company | Non-current debt + non-current lease liabilities + current debt + current lease liabilities - cash and cash equivalents - other interest- bearing assets | ||||
Average number of diluted shares during period | |||||
Adjusted earnings per share: | Net debt to EBITDA ratio: | ||||
Profit attributable to shareholders of the Company - expensing of fair value adjustments recognized in business combinations, net of tax | Net interest-bearing liabilities | ||||
Average number of outstanding shares during period | Operating profit + amortization + depreciation | ||||
Equity per share: | Dividend per share: | ||||
Equity attributable to owners of the parent | Dividend for the financial period | ||||
Number of outstanding shares at end of period | Number of shares at end of period | ||||
Return on equity (ROE), %: | Dividend payout ratio, %: | ||||
Profit for the period | X 100 | Dividend per share | X 100 | ||
Total equity (average for period) | Earnings per share | ||||
Return on capital employed (ROCE) before taxes, %: | Effective dividend yield, %: | ||||
Profit before taxes + interest and other financial expenses | X 100 | Dividend per share | X 100 | ||
Total equity + interest-bearing liabilities (average for period) | Closing share price at end of period | ||||
Price / earnings ratio: | |||||
Closing share price at end of period | |||||
Earnings per share |
EUR million | Note | 2024 | 2023 |
Net sales | 2, 3 | ||
Cost of goods sold | 4, 5, 7, 13 | - | - |
Gross profit | |||
Selling, general and administrative expenses | 4, 5, 13, 18 | - | - |
Other operating income | 19 | ||
Other operating expenses | 19 | - | - |
Share in profits and losses of associated companies, operative investments | 22 | ||
Operating profit | |||
Financial income | 10 | ||
Financial expenses | 10 | - | - |
Share in profits and losses of associated companies, financial investments | 22 | ||
Profit before taxes | |||
Current tax expense | - | - | |
Deferred taxes | |||
Income taxes, total | 16 | - | - |
Profit for the period | |||
Attributable to: | |||
Owners of the parent | |||
Non-controlling interests | |||
Profit for the period | |||
Earnings per share attributable to owners of the parent: | |||
Earnings per share, EUR | |||
Diluted earnings per share, EUR |
EUR million | Note | 2024 | 2023 |
Profit for the period | |||
Items that may be reclassified to profit or loss: | |||
Gains and losses on cash flow hedges | 8, 9, 17 | - | - |
Change in fair value reserve | 8 | ||
Currency translation on subsidiary net investments | 17 | - | |
Share of other comprehensive income of associated companies accounted for using equity method | 22 | ||
Income tax relating to items that may be reclassified | 16 | ||
Total items that may be reclassified to profit or loss | - | - | |
Items that will not be reclassified to profit or loss: | |||
Remeasurement of defined benefit plans | 15 | - | |
Income tax relating to items that will not be reclassified | 16 | - | |
Total items that will not be reclassified to profit or loss | - | ||
Other comprehensive income for the period | - | ||
Total comprehensive income for the period | |||
Attributable to: | |||
Owners of the parent | |||
Non-controlling interests | |||
Total comprehensive income for the period |
As at December 31, | |||
EUR million | Note | 2024 | 2023 |
Non-current assets | |||
Intangible assets | |||
Goodwill | |||
Other intangible assets | |||
Total intangible assets | 4 | ||
Property, plant and equipment | |||
Land and water areas | |||
Buildings and structures | |||
Machinery and equipment | |||
Right-of-use assets | |||
Assets under construction | |||
Total property, plant and equipment | 4, 5 | ||
Other non-current assets | |||
Investments in associated companies | 22 | ||
Non-current financial assets | 8, 9 | ||
Deferred tax assets | 16 | ||
Non-current income tax receivables | 16 | ||
Other non-current assets | |||
Total other non-current assets | |||
Total non-current assets | |||
Current assets | |||
Inventories | |||
Materials and supplies | |||
Work in progress | |||
Finished products | |||
Total inventories | 7 | ||
Receivables and other current assets | |||
Trade receivables | 8 | ||
Amounts due from customers under revenue contracts | 3 | ||
Other current financial assets | 8, 9 | ||
Income tax receivables | |||
Other current assets | |||
Cash and cash equivalents | 8 | ||
Total receivables and other current assets | |||
Total current assets | |||
Total assets |
As at December 31, | |||
EUR million | Note | 2024 | 2023 |
Equity | |||
Share capital | |||
Reserve for invested unrestricted equity | |||
Cumulative translation adjustments | - | - | |
Hedge and other reserves | - | - | |
Retained earnings | |||
Equity attributable to owners of the parent | 17 | ||
Non-controlling interests | |||
Total equity | |||
Liabilities | |||
Non-current liabilities | |||
Non-current debt | 8 | ||
Non-current lease liabilities | 5, 8 | ||
Employee benefit liabilities | 15 | ||
Non-current provisions | 11 | ||
Other non-current liabilities | 8, 9 | ||
Deferred tax liabilities | 16 | ||
Total non-current liabilities | |||
Current liabilities | |||
Current debt | 8 | ||
Current lease liabilities | 5, 8 | ||
Trade payables | 8 | ||
Current provisions | 11 | ||
Amounts due to customers under revenue contracts | 3 | ||
Other current financial liabilities | 8, 9 | ||
Income tax liabilities | |||
Other current liabilities | 12 | ||
Total current liabilities | |||
Total liabilities | |||
Total equity and liabilities |
EUR million | Note | 2024 | 2023 |
Cash flows from operating activities | |||
Profit for the period | |||
Adjustments | |||
Depreciation and amortization | 4, 5 | ||
Financial income and expenses | 10 | ||
Income taxes | 16 | ||
Other non-cash items | - | ||
Change in net working capital | 6 | - | |
Interest paid | - | - | |
Interest received | |||
Income taxes paid | - | - | |
Net cash provided by (+) / used in (-) operating activities | |||
Cash flows from investing activities | |||
Capital expenditure on fixed assets | 4 | - | - |
Proceeds from sale of fixed assets | |||
Business combinations, net of cash acquired and loans repaid | 20 | - | - |
Investments in associated companies | 22 | ||
Net cash provided by (+) / used in (-) investing activities | - | - | |
Cash flows from financing activities | |||
Repurchase of own shares | - | - | |
Dividends paid | 17 | - | - |
Proceeds from non-current debt | |||
Repayments of current portion of non-current debt | - | - | |
Repayments of lease liabilities | 8 | - | - |
Net proceeds from (+) / repayments of (-) current debt | - | - | |
Financial investments | - | ||
Net cash provided by (+) / used in (-) financing activities | - | ||
Net increase (+) / decrease (-) in cash and cash equivalents | |||
Effect of changes in exchange rates on cash and cash equivalents | - | ||
Cash and cash equivalents at beginning of year | 8 | ||
Cash and cash equivalents at end of year |
EUR million | Share capital | Reserve for invested unrestricted equity | Cumulative translation adjustments | Hedge and other reserves | Retained earnings | Equity attributable to owners of the parent | Non- controlling interests | Total equity |
Balance at January 1, 2024 | - | - | ||||||
Profit for the period | — | — | — | — | ||||
Other comprehensive income for the period | ||||||||
Gains and losses on cash flow hedges | ||||||||
Fair value gains and losses, net of tax | — | — | — | - | — | - | — | - |
Transferred to profit or loss, net of tax | — | — | — | — | — | |||
Change in fair value reserve, net of tax | — | — | — | — | — | |||
Currency translation on subsidiary net investments | — | — | — | — | ||||
Remeasurement of defined benefit plans, net of tax | — | — | — | — | — | |||
Other comprehensive income for the period, total | — | — | - | |||||
Total comprehensive income for the period | — | — | - | |||||
Transactions with owners in their capacity as owners | ||||||||
Dividends | — | — | — | — | - | - | - | - |
Repurchase of own shares | — | — | — | — | - | - | — | - |
Share-based payments, net of tax | — | — | — | — | ||||
Non-controlling interest on acquisition of subsidiary | — | — | — | — | — | |||
Balance at December 31, 2024 | - | - | ||||||
Balance at January 1, 2023 | - | |||||||
Profit for the period | — | — | — | — | ||||
Other comprehensive income for the period | ||||||||
Gains and losses on cash flow hedges | ||||||||
Fair value gains and losses, net of tax | — | — | — | — | — | |||
Transferred to profit or loss, net of tax | — | — | — | - | — | - | — | - |
Change in fair value reserve, net of tax | — | — | — | — | — | |||
Currency translation on subsidiary net investments | — | — | - | — | — | - | — | - |
Remeasurement of defined benefit plans, net of tax | — | — | — | — | - | - | — | - |
Other comprehensive income for the period, total | — | — | - | - | - | - | — | - |
Total comprehensive income for the period | — | — | - | - | ||||
Transactions with owners in their capacity as owners | ||||||||
Dividends | — | — | — | — | - | - | - | - |
Repurchase of own shares | — | — | — | — | - | - | — | - |
Share-based payments, net of tax | — | — | — | — | ||||
Balance at December 31, 2023 | - | - |
Average rates | Year-end rates | ||||
2024 | 2023 | 2024 | 2023 | ||
USD | (US dollar) | 1.0826 | 1.0816 | 1.0389 | 1.1050 |
SEK | (Swedish krona) | 11.4226 | 11.4563 | 11.4590 | 11.0960 |
CNY | (Chinese yuan) | 7.7793 | 7.6589 | 7.5833 | 7.8509 |
• Revenue recognition | Note 3 |
• Intangible assets and property, plant and equipment | Note 4 |
• Leases | Note 5 |
• Inventories | Note 7 |
• Financial assets and liabilities | Note 8 |
• Derivative financial instruments | Note 9 |
• Provisions | Note 11 |
• Employee benefit obligations | Note 15 |
• Income taxes | Note 16 |
EUR million | 2024 | 2023 |
Services | 1,915 | 1,760 |
Automation | 1,446 | 1,340 |
Process Technologies | 2,477 | 1,856 |
Total | 5,837 | 4,955 |
EUR million | 2024 | 2023 |
Services | 1,900 | 1,784 |
Automation | 1,437 | 1,328 |
Process Technologies | 2,023 | 2,420 |
Total | 5,359 | 5,532 |
EUR million | 2024 | 2023 |
Services | 331 | 312 |
Automation | 255 | 248 |
Process Technologies | 73 | 110 |
Other | -49 | -50 |
Total | 609 | 619 |
2024 | 2023 | |
Services | 17.4% | 17.5% |
Automation | 17.7% | 18.6% |
Process Technologies | 3.6% | 4.5% |
Total | 11.4% | 11.2% |
EUR million | 2024 | 2023 |
Services | 322 | 302 |
Automation | 248 | 245 |
Process Technologies | 42 | 116 |
Other | -56 | -58 |
Total | 557 | 605 |
2024 | 2023 | |
Services | 17.0% | 16.9% |
Automation | 17.2% | 18.5% |
Process Technologies | 2.1% | 4.8% |
Total | 10.4% | 10.9% |
EUR million | 2024 | 2023 |
Services | -9 | -10 |
Automation | -7 | -2 |
Process Technologies | -30 | 6 |
Other | -7 | -8 |
Total | -53 | -14 |
EUR million | 2024 | 2023 |
Services | -22 | -10 |
Automation | -54 | -63 |
Process Technologies | -15 | -8 |
Other | -18 | -17 |
Total | -108 | -98 |
EUR million | 2024 | 2023 |
Comparable EBITA | 609 | 619 |
Items affecting comparability in cost of sales | ||
Expenses related to capacity adjustments | -11 | -8 |
Expensing of fair value adjustments recognized in business combinations | -16 | -8 |
Other items affecting comparability1 | -4 | -17 |
Items affecting comparability in selling, general and administrative expenses | ||
Expenses related to capacity adjustments | -7 | — |
Expenses related to acquisitions | -3 | -6 |
Other items affecting comparability1 | -6 | -14 |
Items affecting comparability in other operating income and expenses | ||
Income and expenses related to capacity adjustments | -7 | 3 |
Expenses related to acquisitions | — | — |
Other items affecting comparability2 | — | 32 |
Items affecting comparability in share in profits and losses of associated companies, operative investments | ||
Other items affecting comparability | 2 | 3 |
EBITA | 557 | 605 |
Amortization included in cost of sales | ||
Other intangibles | -1 | -2 |
Amortization included in selling, general and administrative expenses | ||
Intangibles recognized in business combinations | -84 | -76 |
Other intangibles | -22 | -21 |
Amortization included in share in profits and losses of associated companies, operative investments | ||
Other intangibles | — | — |
Operating profit | 449 | 507 |
EUR million | Finland | North America | South America | EMEA excluding Finland | China | Asia-Pacific | Non-allocated | Total |
2024 | 352 | 219 | 39 | 222 | 105 | 72 | 2,707 | 3,717 |
2023 | 352 | 204 | 35 | 177 | 91 | 42 | 2,732 | 3,633 |
EUR million | North America | South America | EMEA | China | Asia-Pacific | Total |
2024 | 8 | 4 | 73 | 17 | 5 | 107 |
2023 | 16 | 7 | 82 | 15 | 4 | 125 |
Step 1: | Identification of the contract(s) with a customer |
Step 2: | |
Step 3: | |
Step 4: | |
Step 5: |
Critical accounting estimates and judgments For performance obligations satisfied over time, the progress and the profitability are based on the management’s estimates, which require significant judgment concerning the stage of completion, the cost to complete, and the time of completion. Management regularly reviews the progress and execution of performance obligations. As part of the process, management reviews information including, but not limited to, key contractual obligations outstanding, project schedule, identified risks and opportunities, as well as changes in estimates of revenues and costs. A projected loss on a customer contract is recognized in full through profit or loss when it becomes known. | ||
Valmet regularly enters into contracts where the consideration includes one or more variable elements. Variable consideration is estimated by using either the expected value or the most likely amount -method, depending on the type of the arrangement. In making judgments about variable consideration, Valmet considers historical, current and forecast information. The impact of changes in estimates is recognized in revenue in the period when the estimate is updated. | ||
EUR million | 2024 | 2023 |
Services | 1,900 | 1,784 |
Flow Control | 791 | 777 |
Automation Systems | 646 | 551 |
Pulp and Energy | 870 | 1,067 |
Paper | 1,152 | 1,353 |
Total | 5,359 | 5,532 |
EUR million | 2024 | 2023 |
Performance obligations satisfied at a point in time | 3,006 | 2,670 |
Performance obligations satisfied over time | 2,353 | 2,862 |
Total | 5,359 | 5,532 |
EUR million | 2024 | 2023 |
Balance at beginning of the period | 475 | 485 |
Translation differences | -3 | -1 |
Acquired in business combinations | 2 | — |
Revenue recognized in the period | 733 | 1,148 |
Transfers to trade receivables | -864 | -1,157 |
Balance at end of the period | 344 | 475 |
EUR million | 2024 | 2023 |
Balance at beginning of the period | 1,151 | 1,205 |
Translation differences | 18 | -18 |
Acquired in business combinations | 15 | 66 |
Revenue recognized in the period | -2,752 | -2,505 |
Consideration invoiced and/or received | 2,471 | 2,403 |
Balance at end of the period | 904 | 1,151 |
EUR million | 2024 | 2023 |
Amounts due to customers under revenue contracts for which revenue is recognized | ||
Point in time | 321 | 362 |
Over time | 583 | 789 |
Carrying value at end of the period | 904 | 1,151 |
Patents and licenses | 5–10 years |
Capitalized software | 3–10 years |
Technology | 3–20 years |
Customer relationships | 3–20 years |
Other intangibles | 1–40 years |
Buildings and structures | 15–40 years |
Machinery and equipment | 3–20 years |
Critical accounting estimates and judgments Impairment testing The preparation of impairment analysis requires use of numerous estimates. The valuation is inherently judgmental and highly susceptible to change from period to period because it requires management to make assumptions about future supply and demand related to its individual business units, future sales prices and achievable cost levels. The value of the benefits and savings expected from the efficiency improvement programs is inherently subjective. All outsized improvements are excluded from future cash inflows and outflows. The value in use of a cash-generating unit is determined by discounting estimated future cash flows with a discount rate approximating the weighted average cost of capital (WACC). The WACC is based on comparable peer industry betas and capital structure. Triggering events for impairment reviews at Valmet include the following: • A material permanent deterioration in the economic or political environment of the customers’ or Valmet's own activity • Businesses or asset’s significant under-performance relative to historical or projected future performance • Significant changes in Valmet’s strategic orientations affecting the business plans and previous investment policies. | ||
EUR million | Goodwill | Intangible assets recognized in business combinations | Capitalized software | Other intangible assets | Total |
2024 | |||||
Acquisition cost at beginning of the period | 1,735 | 1,502 | 234 | 72 | 3,545 |
Translation differences | 9 | 4 | — | — | 13 |
Capital expenditure | — | — | — | 23 | 24 |
Acquired in business combinations | 63 | 69 | — | — | 133 |
Retirements | — | — | -7 | -10 | -16 |
Reclassifications | — | — | 18 | -18 | — |
Other changes | — | — | — | 1 | 1 |
Acquisition cost at end of the period | 1,808 | 1,576 | 246 | 69 | 3,699 |
Accumulated amortization and impairment losses at beginning of the period | — | -483 | -130 | -55 | -668 |
Translation differences | — | -1 | — | — | — |
Amortization | — | -84 | -20 | -3 | -108 |
Impairment losses | — | — | -3 | -2 | -5 |
Retirements | — | — | 7 | 10 | 16 |
Other changes | — | — | — | — | — |
Accumulated amortization and impairment losses at end of the period | — | -568 | -146 | -51 | -764 |
Carrying value at end of the period | 1,808 | 1,008 | 100 | 18 | 2,934 |
EUR million | Goodwill | Intangible assets recognized in business combinations | Capitalized software | Other intangible assets | Total |
2023 | |||||
Acquisition cost at beginning of the period | 1,611 | 1,320 | 206 | 78 | 3,215 |
Translation differences | -3 | — | — | — | -3 |
Capital expenditure | — | — | — | 27 | 27 |
Acquired in business combinations | 128 | 182 | 1 | — | 311 |
Retirements | — | — | — | -2 | -2 |
Reclassifications | — | — | 28 | -28 | — |
Other changes | — | — | — | -3 | -3 |
Acquisition cost at end of the period | 1,735 | 1,502 | 234 | 72 | 3,545 |
Accumulated amortization and impairment losses at beginning of the period | — | -407 | -111 | -56 | -575 |
Translation differences | — | — | — | — | — |
Amortization | — | -76 | -19 | -4 | -98 |
Impairment losses | — | — | — | — | — |
Retirements | — | — | — | 2 | 2 |
Other changes | — | — | — | 3 | 3 |
Accumulated amortization and impairment losses at end of the period | — | -483 | -130 | -55 | -668 |
Carrying value at end of the period | 1,735 | 1,020 | 105 | 17 | 2,877 |
EUR million | Land and water areas | Buildings and structures | Machinery and equipment | Assets under construction | Total |
2024 | |||||
Acquisition cost at beginning of the period | 40 | 449 | 1,030 | 81 | 1,599 |
Translation differences | — | — | 6 | — | 6 |
Capital expenditure | — | 1 | 6 | 76 | 83 |
Acquired in business combinations | — | — | 6 | — | 6 |
Disposals | — | — | -10 | -1 | -11 |
Retirements | — | -3 | -14 | — | -17 |
Reclassifications | — | 14 | 59 | -74 | — |
Other changes | — | — | — | — | — |
Acquisition cost at end of the period | 41 | 461 | 1,083 | 83 | 1,667 |
Accumulated depreciation and impairment losses at beginning of the period | — | -280 | -767 | — | -1,046 |
Translation differences | — | -1 | -4 | — | -5 |
Depreciation | — | -15 | -48 | — | -63 |
Impairment losses | — | -6 | -2 | — | -8 |
Disposals | — | — | 9 | — | 9 |
Retirements | — | 3 | 14 | — | 17 |
Other changes | — | — | — | — | — |
Accumulated depreciation and impairment losses at end of the period | — | -298 | -799 | — | -1,098 |
Carrying value at end of the period | 40 | 163 | 283 | 83 | 569 |
EUR million | Land and water areas | Buildings and structures | Machinery and equipment | Assets under construction | Total |
2023 | |||||
Acquisition cost at beginning of the period | 41 | 428 | 975 | 84 | 1,528 |
Translation differences | -1 | -6 | -13 | -1 | -21 |
Capital expenditure | — | 1 | 12 | 85 | 98 |
Acquired in business combinations | — | 12 | 16 | 1 | 29 |
Disposals | — | -7 | -18 | — | -25 |
Retirements | — | — | -8 | — | -9 |
Reclassifications | — | 21 | 67 | -87 | — |
Other changes | — | — | — | -1 | -1 |
Acquisition cost at end of the period | 40 | 449 | 1,030 | 81 | 1,599 |
Accumulated depreciation and impairment losses at beginning of the period | — | -276 | -758 | — | -1,034 |
Translation differences | — | 3 | 10 | — | 13 |
Depreciation | — | -14 | -43 | — | -58 |
Impairment losses | — | — | — | — | — |
Disposals | — | 7 | 16 | — | 23 |
Retirements | — | — | 8 | — | 9 |
Other changes | — | — | 1 | — | — |
Accumulated depreciation and impairment losses at end of the period | — | -280 | -767 | — | -1,046 |
Carrying value at end of the period | 40 | 169 | 263 | 81 | 553 |
EUR million | 2024 | 2023 |
Cost of goods sold | -67 | -64 |
Selling, general and administrative expenses | ||
Marketing and selling | -8 | -7 |
Research and development | -6 | -5 |
Administrative | -138 | -120 |
Total | -219 | -196 |
EUR million | 2024 | 2023 |
Services | 891 | 643 |
Automation | 670 | 862 |
Process Technologies | 247 | 231 |
Total | 1,808 | 1,735 |
2024 | 2023 | |
Long-term growth rate, (%) | ||
Services | 2.0% | 2.0% |
Automation | 2.0% | 2.3% |
Process Technologies | 2.0% | 2.1% |
Pre-tax discount rate, (%)1 | ||
Services | 10.7% | 11.9% |
Automation | 10.1% | 11.2% |
Process Technologies | 11.9% | 16.8% |
Critical accounting estimates and judgments Valmet has a significant volume of open-ended real estate lease contracts which carry a short notice period only, or which have an initial fixed term but carry extension or termination options. Estimating the likely lease term for these contracts and assessing if the options will be exercised requires significant judgment. When assessing the lease term for these contracts, management considers the relevant facts and circumstances. The likely lease term is typically assessed following the three- year financial forecasts established by management. If there are specific circumstances in place, such as beneficial market rates, significant leasehold improvements, or other significant direct or indirect costs associated with exiting the lease, the lease term can be more than three years. Considering other than real estate leases, the need for assets leased under open-ended contracts is commonly short-term in nature, and as such, open-ended contracts where the notice period is 12 months or less are accounted for as short-term leases. | ||
EUR million | Land and water areas | Buildings and structures | Machinery and equipment | Right-of-use assets total |
2024 | ||||
Carrying value at beginning of the period | 10 | 116 | 18 | 145 |
Translation differences | — | 1 | — | 2 |
Additions | — | 36 | 16 | 53 |
Acquired in business combinations | — | 11 | — | 11 |
Depreciation | -1 | -36 | -11 | -48 |
Other changes | — | -5 | — | -6 |
Carrying value at end of the period | 10 | 123 | 24 | 156 |
EUR million | Land and water areas | Buildings and structures | Machinery and equipment | Right-of-use assets total |
2023 | ||||
Carrying value at beginning of the period | 11 | 80 | 14 | 105 |
Translation differences | -1 | -1 | — | -2 |
Additions | — | 34 | 14 | 48 |
Acquired in business combinations | — | 36 | 1 | 37 |
Depreciation | -1 | -30 | -10 | -40 |
Other changes | — | -2 | -1 | -3 |
Carrying value at end of the period | 10 | 116 | 18 | 145 |
EUR million | 2024 | 2023 |
Due within 1 year | 51 | 44 |
Due in 1–2 years | 38 | 37 |
Due in 2–3 years | 24 | 24 |
Due in 3–4 years | 18 | 14 |
Due in 4–5 years | 13 | 11 |
Due after 5 years | 42 | 39 |
Total | 187 | 169 |
EUR million | 2024 | 2023 |
Expenses related to short-term leases | -3 | -3 |
Expenses related to leases of low-value assets | -6 | -7 |
Expenses related to variable lease payments not included in lease liabilities | -2 | -1 |
Total | -12 | -11 |
As at December 31, | Impact to cash flows | ||
EUR million | 2024 | 2023 | 2024 |
Assets included in net working capital | |||
Non-current trade receivables | 22 | 8 | -13 |
Other non-current assets | 37 | 15 | -22 |
Inventories | 903 | 1,049 | 145 |
Trade receivables | 862 | 973 | 111 |
Amounts due from customers under revenue contracts | 344 | 475 | 131 |
Derivative financial instruments (assets) | 31 | 40 | 9 |
Other receivables | 232 | 257 | 25 |
Liabilities included in net working capital | |||
Employee benefits | -157 | -154 | 3 |
Provisions | -190 | -211 | -21 |
Other non-current non-interest-bearing liabilities | -1 | -1 | — |
Trade payables | -460 | -520 | -59 |
Amounts due to customers under revenue contracts | -904 | -1,151 | -247 |
Derivative financial instruments (liabilities) | -43 | -46 | -2 |
Other current liabilities | -542 | -544 | -2 |
Total net working capital | 134 | 191 | 57 |
Effect of changes in foreign exchange rates | -3 | ||
Remeasurement of defined benefit plans | 11 | ||
Change in allowance for doubtful receivables and inventory obsolescence provision | -23 | ||
Acquired in business combinations | — | ||
Change in net working capital in the Consolidated statement of cash flows | 43 |
Critical accounting estimates and judgments Provision for slow-moving and obsolete inventory is based on the best estimate of such amounts at the balance sheet date. The estimate is based on a systematic ongoing review and evaluation of inventory balances. As part of this evaluation, Valmet also considers the composition and age of the inventory compared to anticipated future needs. | ||
EUR million | 2024 | 2023 |
Balance at beginning of the period | 67 | 55 |
Translation differences | — | -1 |
Additions charged to profit or loss | 31 | 24 |
Acquired in business combinations | 23 | 13 |
Provisions used | -12 | -12 |
Unused provisions reversed | -15 | -13 |
Balance at end of the period | 93 | 67 |
Critical accounting estimates and judgments Under the simplified impairment model applied to trade receivables and contract assets, an allowance amounting to lifetime expected credit losses is recognized at first reporting date. The amount of this allowance is estimated based on a model that considers historical credit loss experience, time value of money and forward-looking information relevant to estimate future credit losses. The inputs used in the model are updated on a regular basis. Application of the guidance for impairment of financial assets, in particular estimation of future expected credit losses and application of case-by-case analysis to significant trade receivables overdue more than 90 days, requires significant management judgment and includes consideration of available customer and market information. Resulting impairment of financial assets is the best estimate based on information available and may differ from the actual result. | ||
EUR million | 2024 | 2023 |
Non-current financial assets | ||
Equity investments at fair value through other comprehensive income | 10 | 8 |
Equity investments at fair value through profit or loss | 2 | 2 |
Trade receivables at amortized cost | 22 | 8 |
Derivative financial instruments at fair value through profit or loss | — | — |
Derivative financial instruments qualified for hedge accounting | 6 | 12 |
Carrying value at end of the period | 40 | 31 |
Current financial assets | ||
Interest-bearing financial assets at fair value through other comprehensive income | 30 | 25 |
Non-interest-bearing financial assets at amortized cost | 8 | 3 |
Trade receivables at amortized cost | 862 | 973 |
Derivative financial instruments at fair value through profit or loss | 9 | 8 |
Derivative financial instruments qualified for hedge accounting | 15 | 20 |
Cash and cash equivalents at amortized cost | 482 | 432 |
Carrying value at end of the period | 1,406 | 1,460 |
EUR million | 2024 | 2023 |
Non-current financial liabilities | ||
Loans from financial institutions at amortized cost | 1,071 | 1,240 |
Bonds at amortized cost1 | 202 | — |
Lease liabilities at amortized cost | 107 | 98 |
Derivative financial instruments at fair value through profit or loss2 | — | — |
Derivative financial instruments qualified for hedge accounting2 | 12 | 11 |
Carrying value at end of the period | 1,392 | 1,349 |
Current financial liabilities | ||
Loans from financial institutions at amortized cost | 94 | 40 |
Lease liabilities at amortized cost | 50 | 43 |
Interest-bearing liabilities at amortized cost | 20 | 63 |
Trade payables at amortized cost | 460 | 520 |
Derivative financial instruments at fair value through profit or loss | 7 | 8 |
Derivative financial instruments qualified for hedge accounting | 24 | 26 |
Carrying value at end of the period | 656 | 700 |
EUR million | 2024 | 2023 |
Trade receivables, not due | 615 | 625 |
Trade receivables 1–30 days overdue | 141 | 182 |
Trade receivables 31–60 days overdue | 53 | 93 |
Trade receivables 61–90 days overdue | 16 | 32 |
Trade receivables 91–180 days overdue | 32 | 22 |
Trade receivables more than 180 days overdue | 27 | 27 |
Total | 884 | 981 |
EUR million | 2024 | 2023 |
Balance at beginning of the period | 25 | 21 |
Translation differences | — | -1 |
Additions charged to profit or loss | 15 | 7 |
Acquired in business combinations | — | 4 |
Used reserve | -6 | -3 |
Reversals | -3 | -3 |
Balance at end of the period | 33 | 25 |
EUR million | 2024 | 2023 |
- Cash and cash equivalents | 482 | 432 |
- Current interest-bearing financial assets | 30 | 25 |
+ Loans from financial institutions, bonds and other current debt | 1,387 | 1,343 |
+ Lease liabilities | 157 | 141 |
Net debt | 1,032 | 1,027 |
2024 | |||||
Liabilities from financing activities | Other assets | ||||
EUR million | (+) Loans from financial institutions, bonds and other current debt | (+) Lease liabilities | (-) Cash and cash equivalents | (-) Current interest- bearing financial assets | Total net debt |
Balance at beginning of the period | 1,343 | 141 | 432 | 25 | 1,027 |
Translation differences | — | 1 | 3 | -4 | 2 |
Cash flows | 42 | -52 | 48 | 7 | -64 |
Additions to lease liabilities | — | 62 | — | — | 62 |
Acquired in business combinations | — | 10 | — | 3 | 7 |
Other changes | 2 | -5 | — | — | -3 |
Balance at end the of period | 1,387 | 157 | 482 | 30 | 1,032 |
2023 | |||||
Liabilities from financing activities | Other assets | ||||
EUR million | (+) Loans from financial institutions and other current debt | (+) Lease liabilities | (-) Cash and cash equivalents | (-) Current interest- bearing financial assets | Total net debt |
Balance at beginning of the period | 710 | 99 | 277 | 30 | 502 |
Translation differences | — | -1 | -10 | 2 | 7 |
Cash flows | 633 | -44 | 165 | -7 | 431 |
Additions to lease liabilities | — | 54 | — | — | 54 |
Acquired in business combinations | — | 37 | — | — | 37 |
Other changes | — | -3 | — | — | -3 |
Balance at end of the period | 1,343 | 141 | 432 | 25 | 1,027 |
Critical accounting estimates and judgments Financial instruments In accordance with the disclosure requirements on financial instruments, the management is obliged to make certain assumptions of the related future cash inflows and outflows associated with different financial assets and liabilities. Management assumes that the fair values of derivatives, especially fair values of forward exchange contracts, materially reflect the present values of future cash inflows or outflows to be realized from such instruments. Hedging of foreign currency denominated firm commitments or highly probable forecasted sale and purchase transactions Under Valmet’s treasury policy, all Valmet entities are required to hedge their foreign currency risk when they have become engaged in a firm commitment denominated in a currency different from their functional currency. The commitment can be between Valmet entities or external to Valmet Group. In addition, certain highly probable forecasted sales and purchases are hedged in co-operation with the Group treasury. When revenue for a customer contract is recognized over time, the entity applies cash flow hedge accounting to both foreign currency denominated sales and purchases and recognizes the effect from the hedging instruments in the OCI until the hedged sales and/or purchases are recognized in the Consolidated statement of income. Although the exposure hedged by Valmet entities has been clearly defined in Valmet treasury policy, the final realization of the hedged items depends also on factors beyond management’s control, which cannot be foreseen when initiating the hedge relationship. Such factors include change in the market environment causing the other party to postpone or cancel the commitment or highly probable forecasted sale or purchase. Management tries to the extent possible to include clauses in the related contracts to reduce the impact of such adverse events to the Consolidated statement of income. | ||
EUR million | Notional amount | Fair value, assets | Fair value, liabilities | Fair value, net |
2024 | ||||
Forward exchange contracts1 | ||||
Under hedge accounting (cash flow hedge) | 2,416 | 17 | -28 | -11 |
Not designated for hedge accounting | 1,137 | 9 | -7 | 2 |
Total | 3,553 | 26 | -35 | -9 |
Foreign exchange options (bought)1 | ||||
Not designated for hedge accounting | 150 | — | — | — |
Electricity forward contracts2 | ||||
Under hedge accounting (cash flow hedge) | 160 | — | -1 | -1 |
Nickel commodity swaps3 | ||||
Under hedge accounting (cash flow hedge) | 371 | — | -1 | -1 |
Not designated for hedge accounting | 1,112 | — | — | — |
Total | 1,483 | — | -1 | -1 |
Steel scrap commodity swaps3 | ||||
Not designated for hedge accounting | 1,303 | — | — | — |
Interest rate swaps1 | ||||
Under hedge accounting (cash flow hedge) | 550 | 2 | -6 | -4 |
Under hedge accounting (fair value hedge) | 100 | 2 | — | 2 |
Total | 650 | 4 | -6 | -2 |
Total | 31 | -43 | -13 | |
Netting fair values of derivative financial instruments subject to ISDAs4 | -28 | 28 | — | |
Total, net | 2 | -15 | -13 | |
2023 | ||||
Forward exchange contracts1 | ||||
Under hedge accounting (cash flow hedge) | 2,263 | 26 | -31 | -5 |
Not designated for hedge accounting | 931 | 8 | -6 | 2 |
Total | 3,194 | 34 | -38 | -4 |
Electricity forward contracts2 | ||||
Under hedge accounting (cash flow hedge) | 153 | 1 | -1 | — |
Nickel commodity swaps3 | ||||
Not designated for hedge accounting | 588 | — | -2 | -2 |
Steel scrap commodity swaps3 | ||||
Not designated for hedge accounting | 1,523 | — | — | — |
Interest rate swaps1 | ||||
Under hedge accounting (cash flow hedge) | 510 | 5 | -5 | — |
Total | 40 | -46 | -6 | |
Netting fair values of derivative financial instruments subject to ISDAs4 | -36 | 36 | — | |
Total, net | 4 | -10 | -6 |
2025 | 2026 | 2027 | 2028 | 2029 and later | Total | ||
2024 | |||||||
Notional amounts | |||||||
Forward exchange contracts1 | 3,033 | 519 | 1 | — | — | 3,553 | |
Foreign exchange options1 | 150 | — | — | — | — | 150 | |
Electricity forward contracts2 | 105 | 46 | 9 | — | — | 160 | |
Nickel commodity swaps3 | 1,375 | 108 | — | — | — | 1,483 | |
Steel scrap commodity swaps3 | 1,303 | — | — | — | — | 1,303 | |
Interest rate swaps1 | 120 | 200 | 170 | 60 | 100 | 650 | |
Fair values, EUR million | |||||||
Forward exchange contracts | -5 | -4 | — | — | — | -9 | |
Foreign exchange options | — | — | — | — | — | — | |
Electricity forward contracts | — | — | — | — | — | -1 | |
Nickel commodity swaps | -1 | — | — | — | — | -1 | |
Steel scrap commodity swaps | — | — | — | — | — | — | |
Interest rate swaps | — | -1 | -1 | -1 | 2 | -2 |
2024 | 2025 | 2026 | 2027 | 2028 and later | Total | |
2023 | ||||||
Notional amounts | ||||||
Forward exchange contracts1 | 2,840 | 315 | 39 | — | — | 3,194 |
Electricity forward contracts2 | 92 | 44 | 18 | — | — | 153 |
Nickel commodity swaps3 | 588 | — | — | — | — | 588 |
Steel scrap commodity swaps3 | 1,523 | — | — | — | — | 1,523 |
Interest rate swaps1 | 65 | 95 | 160 | 150 | 40 | 510 |
Fair values, EUR million | ||||||
Forward exchange contracts | -4 | 1 | — | — | — | -4 |
Electricity forward contracts | — | — | — | — | — | — |
Nickel commodity swaps | -2 | — | — | — | — | -2 |
Steel scrap commodity swaps | — | — | — | — | — | — |
Interest rate swaps | — | — | — | — | — | — |
EUR million | 2024 | 2023 |
Dividends received | — | — |
Interest income on financial assets (excl. derivatives) | 22 | 14 |
Net gain from foreign exchange | 2 | 3 |
Interest component from forward contracts | — | — |
Financial income total | 24 | 17 |
Interest expenses on financial liabilities measured at amortized cost (excl. leases) | -69 | -36 |
Interest expenses on lease liabilities | -8 | -5 |
Net interest from defined benefit plans | -4 | -5 |
Interest component from forward contracts | -4 | -1 |
Other financial expenses | -4 | -5 |
Financial expenses total | -90 | -52 |
Financial income and expenses, net | -65 | -34 |
EUR million | 2024 | 2023 |
Exchange rate differences from interest-bearing financial assets and liabilities, and other items related to Group’s funding | -3 | 16 |
Exchange rate differences from derivative financial instruments | 5 | -13 |
Net gain or loss from foreign exchange | 2 | 3 |
Critical accounting estimates and judgments The amount recognized as a provision is the best estimate of the expenditure required to settle the obligation at the reporting day, taking into account related risks and uncertainties, management judgment supplemented by experience with similar transactions and future events when there is sufficient evidence that they will occur and affect the amount of payment. Under contractual warranty clauses, Valmet generally guarantees the performance of products delivered for a certain warranty period. The warranty provision is based on historical realized warranty costs for deliveries of standard products. The warranty period typically commences from the date of customer acceptance of the delivered equipment. For more complex contracts, including long-term projects, the warranty reserve is calculated contract by contract and updated regularly to ensure its appropriateness. Provisions for restructuring costs are recognized when the requirements for recognition are satisfied. For reasons beyond the control of management the final costs may differ from the initial amount for which the provision has been established. Valmet recognizes a provision for losses associated with environmental remediation obligations when such losses are probable, and a reliable estimate of amounts can be made. Following initial recognition, the amount of provision is adjusted later if further information is obtained or circumstances change. | ||
2024 | |||||
EUR million | Warranty provisions | Restructuring provisions | Provisions for onerous contracts | Other provisions | Total |
Balance at beginning of the period | 169 | 14 | 19 | 9 | 211 |
Translation differences | -3 | — | — | — | -3 |
Additions charged to profit or loss | 108 | 10 | 7 | 7 | 132 |
Acquired in business combinations | 2 | — | — | — | 2 |
Provisions used | -79 | -16 | -6 | -1 | -101 |
Unused provisions reversed | -43 | -1 | -5 | -2 | -50 |
Balance at end of the period | 153 | 7 | 15 | 14 | 190 |
Non-current | 27 | — | — | 2 | 28 |
Current | 127 | 7 | 15 | 13 | 162 |
As at December 31 | ||
EUR million | 2024 | 2023 |
Accrued personnel costs | 223 | 224 |
Accrued project costs | 110 | 115 |
Accrued interest | 17 | 14 |
Other payables | 210 | 206 |
Other current liabilities total | 559 | 558 |
EUR million | 2024 | 2023 |
Salaries and wages | -1,093 | -1,013 |
Pension costs, defined contribution plans | -110 | -98 |
Defined benefit plan costs1 | -6 | -4 |
Other post-employment benefits | -12 | -11 |
Share-based payments2 | -8 | -7 |
Other indirect employee costs | -164 | -159 |
Total | -1,393 | -1,292 |
2024 | 2023 | |
Personnel at end of the period | 19,310 | 19,160 |
Average number of personnel during the period | 19,297 | 18,130 |
Plan 2021–2023 | Plan 2022–2024 | Plan 2023–2025 | Plan 2024–2026 | |
2024 | ||||
At beginning of the period | 42,000 | 31,000 | 203,000 | — |
Maximum number of shares to be granted | — | -2,000 | -3,000 | 621,000 |
Changes due to achievement criteria | — | — | — | -180,000 |
Actual number of shares granted | — | — | -153,000 | — |
Shares returned by plan participants | — | 7,000 | 3,000 | — |
Shares transferred to treasury shares | — | -7,000 | -3,000 | — |
At end of the period | 42,000 | 29,000 | 48,000 | 442,000 |
Long-term incentive plans 2021–2023 | Long-term incentive plans 2022–2024 | |||
Plan name | Performance Share Plan and Deferred Share Plan | Performance Share Plan | Performance Share Plan and Deferred Share Plan | Performance Share Plan |
Performance period | 2021 | 2021–2023 | 2022 | 2022–2024 |
Incentive based on | Comparable EBITA as a percentage of net sales, and orders received growth in the stable business | Predefined strategic target | Comparable EBITA as a percentage of net sales, and orders received growth in the stable business | ESG Index, targets linked to implementing Valmet’s Climate Program and Sustainability Agenda |
Reward payment | In spring 2022 | In spring 2024 | In spring 2023 | In spring 2025 |
Participants | ||||
Performance Share Plan | 13 | 10 | 14 | 11 |
Deferred Share Plan | 101 | 114 | ||
Total gross number of shares earned | Approximately 355,000 shares | Approximately 42,000 shares | Approximately 176,000 shares | Approximately 29,000 shares |
Valmet’s closing share price as at the grant date | 26.51 | 26.51 | 33.63 | 33.63 |
Vesting period | February 2021 to March 2024 | February 2021 to March 2024 | February 2022 to March 2025 | February 2022 to March 2025 |
Long-term incentive plans 2023–2025 | Long-term incentive plans 2024–2026 | Long-term incentive plan 2025–2027 | |||
Plan name | Performance Share Plan and Deferred Share Plan | Performance Share Plan | Deferred Share Plan | Performance Share Plan | Performance Share Plan |
Performance period | 2023 | 2023–2025 | 2024 | 2024, 2024–2026 | 2025-2027 |
Incentive based on | Comparable EBITA as a percentage of net sales, and orders received growth in the stable business | Development of a valuation multiple of Valmet’s share in comparison to peer group | Comparable EBITA as a percentage of net sales, and orders received growth in the stable business | Comparable EBITA as a percentage of net sales, and orders received growth in the stable business Development of a valuation multiple of Valmet’s share in comparison to peer group | Comparable EBITA, organic orders received growth (%) of the stable business, and ESG Index |
Reward payment | In spring 2024 | In spring 2026 | In spring 2025 | In spring 2027 | In spring 2028 |
Participants | |||||
15 | 13 | 17 | ~220 | ||
Deferred Share Plan | 120 | 193 | |||
Total gross number of shares earned | Approximately 153,000 shares | Approximately 48,000 shares | As at December 31, 2024, approximately 359,000 shares were allotted to participants. | As at December 31, 2024, approximately 262,000 shares were allotted to participants. | The reward to be paid will correspond to a maximum total of approximately 653,000 shares. |
Valmet’s closing share price as at the grant date | 28.77 | 28.77 | 25,65 | 25,65 | |
Vesting period | February 2023 to March 2026 | February 2023 to March 2026 | February 2024 to March 2027 | February 2024 to March 2027 | February 2025 to March 2028 |
EUR thousand | 2024 | 2023 |
Plan 2021–2023 | -409 | -1,973 |
Plan 2022–2024 | -1,065 | -1,915 |
Plan 2023–2025 | -1,543 | -2,770 |
Plan 2024-2026 | -4,723 | — |
Total | -7,741 | -6,657 |
Critical accounting estimates and judgments The benefit expense and liabilities arising from defined benefit arrangements are calculated based on assumptions that include the following: • The discount rates used to discount employee benefit obligations (both funded and unfunded): These rates are determined by reference to market yields at the end of the reporting period on high-quality corporate bonds. In countries where there is no deep market in such bonds, the market yields (at the end of the reporting period) on government bonds have been used. The currency and term of the corporate bonds or government bonds are consistent with the currency and duration of the post-employment benefit obligations. • Estimated rates of future pay increases, which include general pay rise expectations, as well as merit increases. Actual increases may not reflect estimated future increases. Due to the significant uncertainty of the global economy, these estimates are difficult to project. | ||
2024 | 2023 | |||||
EUR million | Funded | Unfunded | Total | Funded | Unfunded | Total |
Present value of funded obligation | 211 | — | 211 | 214 | — | 214 |
Fair value of plan assets | -236 | — | -236 | -220 | — | -220 |
Net surplus (-) / deficit (+) of funded plans | -25 | — | -25 | -6 | — | -6 |
Present value of unfunded obligation | — | 152 | 152 | — | 152 | 152 |
Asset (-) / liability (+) | -25 | 152 | 126 | -6 | 152 | 146 |
Amounts in the Consolidated statement of financial position | ||||||
Liabilities | 5 | 152 | 157 | 3 | 152 | 154 |
Assets | 31 | — | 31 | 9 | — | 9 |
Net liability | -25 | 152 | 126 | -6 | 152 | 146 |
2024 | 2023 | |||||
EUR million | Funded | Unfunded | Total | Funded | Unfunded | Total |
Employer's current service cost | 2 | 4 | 6 | 2 | 2 | 4 |
Net interest on net surplus/deficit | -1 | 5 | 4 | — | 5 | 5 |
Settlements | — | — | — | — | — | — |
Total expenses | 1 | 9 | 10 | 1 | 7 | 9 |
2024 | 2023 | |||||
EUR million | Funded | Unfunded | Total | Funded | Unfunded | Total |
Present value of obligation at beginning of the period | 214 | 152 | 366 | 216 | 124 | 340 |
Other adjustments | — | — | — | — | — | — |
Acquired in business combinations | 2 | — | 2 | — | 5 | 5 |
Employer's current service cost | 2 | 4 | 6 | 2 | 2 | 4 |
Interest expense | 10 | 5 | 15 | 10 | 5 | 15 |
Liabilities extinguished on settlements | — | — | — | — | — | — |
Actuarial gain (-) / loss (+) due to change in financial assumptions | -9 | -2 | -11 | 7 | 12 | 19 |
Actuarial gain (-) / loss (+) due to change in demographic assumptions | — | — | — | — | 1 | 1 |
Actuarial gain (-) / loss (+) due to experience | -3 | 2 | -1 | 1 | 7 | 8 |
Benefits paid from the arrangements | -14 | — | -14 | -14 | — | -15 |
Benefits paid directly by employer | — | -6 | -7 | — | -5 | -6 |
Translation differences | 10 | -3 | 7 | -7 | 1 | -6 |
Present value of defined benefit obligation at end of the period | 211 | 152 | 363 | 214 | 152 | 366 |
- of which related to active members | 130 | 127 | ||||
- of which related to deferred members | 49 | 51 | ||||
- of which related to pensioner members | 183 | 187 |
2024 | 2023 | |||||
EUR million | Funded | Unfunded | Total | Funded | Unfunded | Total |
Fair value of plan assets at beginning of the period | 220 | — | 220 | 216 | — | 216 |
Other adjustments to the fair value of assets | — | — | — | -1 | — | — |
Acquired in business combinations | 2 | — | 2 | — | — | — |
Interest income on assets | 11 | — | 11 | 10 | — | 10 |
Return on plan assets excluding interest income | 1 | — | 1 | 9 | — | 9 |
Employer contributions | 5 | — | 5 | 6 | — | 6 |
Benefits paid from the arrangements | -14 | — | -14 | -14 | — | -15 |
Translation differences | 12 | — | 12 | -7 | — | -7 |
Fair value of plan assets at end of the period | 236 | — | 236 | 220 | — | 220 |
2024 | 2023 | |||||
EUR million | Funded | Unfunded | Total | Funded | Unfunded | Total |
Experience gain (-) / loss (+) on assets | -1 | — | -1 | -9 | — | -9 |
Actuarial gain (-) / loss (+) on liabilities due to change in financial assumptions | -9 | -2 | -11 | 7 | 12 | 19 |
Actuarial gain (-) / loss (+) on liabilities due to change in demographic assumptions | — | — | — | — | 1 | 1 |
Actuarial gain (-) / loss (+) on liabilities due to experience | -3 | 2 | -1 | 1 | 7 | 8 |
Translation differences | — | — | — | — | — | — |
Total gain (-) / loss (+) | -14 | 1 | -13 | -2 | 20 | 18 |
2024 | 2023 | |||||
As at Dec 31 | Quoted | Unquoted | Total | Quoted | Unquoted | Total |
Equities | 10% | — | 10% | 20% | — | 20% |
Bonds | 80% | — | 80% | 69% | — | 69% |
Other | 1% | 8% | 10% | 1% | 10% | 11% |
Total | 92% | 8% | 100% | 90% | 10% | 100% |
2024 | 2023 | |||||
As at Dec 31 | Funded | Unfunded | All plans | Funded | Unfunded | All plans |
Discount rate | 5.2% | 3.7% | 4.6% | 4.7% | 3.6% | 4.3% |
Salary increase | 2.9% | 2.9% | 2.9% | 2.0% | 2.9% | 2.4% |
Pension increase | 1.1% | 2.0% | 1.4% | 1.2% | 2.0% | 1.5% |
Medical cost trend rates | — | 4.5% | 4.5% | — | 4.5% | 4.5% |
Life expectancy at age 65 for a male participant currently aged 65 | Life expectancy at age 65 for a female participant currently aged 65 | |||
Expressed in years | 2024 | 2023 | 2024 | 2023 |
Sweden | 22 | 22 | 24 | 24 |
Canada | 22 | 22 | 24 | 24 |
USA | 21 | 21 | 23 | 23 |
Finland | 21 | 21 | 26 | 26 |
Life expectancy at age 65 for a male participant currently aged 45 | Life expectancy at age 65 for a female participant currently aged 45 | |||
Expressed in years | 2024 | 2023 | 2024 | 2023 |
Sweden | 24 | 24 | 26 | 26 |
Canada | 23 | 23 | 25 | 25 |
USA | 23 | 22 | 24 | 24 |
Finland | 24 | 24 | 28 | 28 |
2024 | 2023 | |||||
EUR million | Funded | Unfunded | Total | Funded | Unfunded | Total |
Discount rate | ||||||
Increase of 0.25% | -5 | -6 | -11 | -5 | -6 | -11 |
Decrease of 0.25% | 5 | 6 | 11 | 5 | 6 | 12 |
Salary increase rate | ||||||
Increase of 0.25% | — | 4 | 4 | — | 4 | 4 |
Decrease of 0.25% | — | -3 | -4 | — | -3 | -4 |
Pension increase rate | ||||||
Increase of 0.25% | — | 4 | 4 | 1 | 4 | 5 |
Decrease of 0.25% | — | -4 | -4 | -1 | -4 | -4 |
Medical cost trend | ||||||
Increase of 1% | — | — | — | — | — | — |
Decrease of 1% | — | — | — | — | — | — |
Life expectancy | ||||||
Increase of one year | 6 | 5 | 11 | 6 | 5 | 12 |
Decrease of one year | -6 | -5 | -11 | -6 | -5 | -12 |
2024 | 2023 | |||||
Expressed in years | Funded | Unfunded | All plans | Funded | Unfunded | All plans |
As at December 31 | 9 | 18 | 13 | 10 | 18 | 13 |
Critical accounting estimates and judgments Deferred tax assets and liabilities are recognized for temporary differences. They are expected to be realized through the income statement over extended periods in the future. Valmet management has made certain assumptions regarding future tax consequences and has used certain estimates when calculating differences between carrying amounts of assets and liabilities and their tax bases. Key assumptions underlying tax calculations include the likelihood that recoverability periods for tax loss carryforwards will not change, and that existing tax laws and rates will remain unchanged for the foreseeable future. On each balance sheet date, deferred tax assets are assessed for recoverability, and when circumstances indicate that it is no longer probable that deferred tax assets can be recovered, balances are reduced to their recoverable amounts. Liabilities and assets are recognized with respect to the income tax amounts management is expecting to pay and recover respectively. Management has chosen not to discount non- current tax balances. Valmet entities are subject to tax audits on an ongoing basis. Complex and constantly changing regulations in multiple jurisdictions where Valmet operates create uncertainties related to tax obligations toward the authorities. Changes in the tax authorities’ interpretations could have unfavorable impact on Valmet’s financials. | ||
EUR million | 2024 | 2023 |
Profit before taxes | 383 | 473 |
Taxes calculated according to tax rate in Finland | -77 | -95 |
Impact of changes in tax rates | — | — |
Income tax for previous years | 6 | 5 |
Effect of different tax rates in foreign subsidiaries | -15 | -14 |
Utilization of tax losses carried forward | -1 | — |
Non-recoverable foreign taxes | -12 | -12 |
Effect of tax-free income and non-deductible expenses | -3 | -1 |
Other | -1 | 2 |
Income tax expense | -103 | -114 |
Effective tax rate, (%) | 26.8% | 24.2% |
Effective tax rate (%), excluding income tax for previous years | 28.5% | 25.2% |
2024 | 2023 | |||||
EUR million | Before taxes | Tax | After taxes | Before taxes | Tax | After taxes |
Gains and losses on cash flow hedges | -8 | 2 | -6 | -12 | 2 | -10 |
Change in fair value reserve | 1 | — | 1 | — | — | — |
Remeasurement of defined benefit plans | 13 | -3 | 10 | -18 | 3 | -15 |
Currency translation on subsidiary net investments | 2 | — | 2 | -21 | — | -21 |
Total comprehensive income for the period | 8 | -2 | 6 | -52 | 6 | -46 |
Deferred tax | — | -2 | — | — | 6 | — |
Total | — | -2 | — | — | 6 | — |
EUR million | Balance at beginning of the period | Translation differences | Charged to income statement | Charged to other compre- hensive income | Acquired in business combination | Balance at end of the period |
2024 | ||||||
Deferred tax assets | ||||||
Tax losses carried forward | 5 | — | 2 | — | — | 8 |
Fixed assets | 8 | — | 1 | — | — | 9 |
Leases | 31 | — | — | — | 1 | 32 |
Inventory | 16 | — | -2 | — | 5 | 21 |
Provisions | 41 | -3 | -4 | — | — | 35 |
Accruals | 11 | — | -2 | — | — | 10 |
Employee benefits | 6 | — | -2 | -4 | 1 | 1 |
Other | 28 | — | 8 | 2 | 5 | 42 |
Total deferred tax assets | 148 | -3 | 2 | -2 | 13 | 158 |
Offset against deferred tax liabilities1 | -59 | -64 | ||||
Net deferred tax assets | 90 | 94 | ||||
Deferred tax liabilities | ||||||
Purchase price allocations | 292 | 2 | -19 | — | 18 | 293 |
Fixed assets | 9 | — | 1 | — | — | 11 |
Leases | 33 | — | — | — | 1 | 34 |
Other | 7 | — | 3 | — | — | 11 |
Total deferred tax liabilities | 341 | 3 | -16 | 1 | 20 | 348 |
Offset against deferred tax assets1 | -58 | -64 | ||||
Net deferred tax liabilities | 283 | 284 | ||||
2023 | ||||||
Deferred tax assets | ||||||
Tax losses carried forward | 6 | — | — | — | — | 5 |
Fixed assets | 11 | — | -2 | — | — | 8 |
Leases | 23 | — | -1 | — | 9 | 31 |
Inventory | 13 | — | — | — | 4 | 16 |
Provisions | 37 | — | 4 | — | 1 | 41 |
Accruals | 4 | — | 1 | — | 7 | 11 |
Employee benefits | 5 | — | -4 | 4 | 1 | 6 |
Other | 23 | — | 6 | -2 | 1 | 28 |
Total deferred tax assets | 121 | -1 | 3 | 3 | 23 | 148 |
Offset against deferred tax liabilities1 | -60 | -59 | ||||
Net deferred tax assets | 60 | 90 | ||||
Deferred tax liabilities | ||||||
Purchase price allocations | 261 | -1 | -16 | — | 48 | 292 |
Fixed assets | 9 | — | — | — | 1 | 9 |
Leases | 24 | — | — | — | 9 | 33 |
Other | 5 | — | — | -3 | 5 | 7 |
Total deferred tax liabilities | 299 | -1 | -17 | -3 | 64 | 341 |
Offset against deferred tax assets1 | -60 | -58 | ||||
Net deferred tax liabilities | 238 | 283 |
2024 | 2023 | |
Share capital at end of the period, EUR | 140,000,000 | 140,000,000 |
Number of shares at end of the period | 184,529,605 | 184,529,605 |
Treasury shares at end of the period | 364,258 | 368,500 |
Shares outstanding at end of the period | 184,165,347 | 184,161,105 |
Average number of shares outstanding during the financial year | 184,159,071 | 184,151,827 |
EUR million | 2024 | 2023 |
Gain on sale of fixed assets | 1 | 4 |
Reversal of allowance for doubtful receivables and contract assets | 4 | 4 |
Net gain from foreign exchange | — | 3 |
Interest component from forward contracts | — | 4 |
Commodity derivatives | — | — |
Insurance compensation1 | 6 | 34 |
Income related to tax and customs duty adjustments | 2 | 2 |
Other income | 13 | 12 |
Other operating income, total | 25 | 64 |
Loss on sale of fixed assets | — | -1 |
Impairment of fixed assets and right-of-use assets | -13 | -2 |
Net loss from foreign exchange | -10 | — |
Interest component from forward contracts | -8 | — |
Commodity derivatives | — | -5 |
Non-recoverable foreign taxes | -8 | -12 |
Allowance for doubtful receivables and contract assets | -10 | -7 |
Other expenses | -9 | -8 |
Other operating expenses, total | -59 | -36 |
Other operating income and expenses, net | -34 | 28 |
EUR million | 2024 | 2023 |
Exchange rate differences from trade receivables and payables | -14 | -15 |
Exchange rate differences from derivative financial instruments | 4 | 18 |
Net gain/loss from foreign exchange | -10 | 3 |
EUR million | Körber's Business Area Tissue as at November 2, 2023 | Process Gas Chromatography as at April 2, 2024 |
Non-current assets | ||
Goodwill | 151 | 27 |
Other intangible assets | 173 | 68 |
Property, plant and equipment | 28 | 6 |
Right-of-use assets | 35 | 3 |
Deferred tax asset | 17 | 5 |
Other non-current assets | 6 | — |
Total non-current assets | 409 | 109 |
Current assets | ||
Inventories | 146 | 37 |
Trade receivables | 71 | 18 |
Amounts due from customers under revenue contracts | — | 2 |
Other current assets | 15 | 4 |
Cash and cash equivalents | 39 | 6 |
Total current assets | 271 | 67 |
Non-current liabilities | ||
Non-current lease liabilities | 30 | 2 |
Non-current provisions | 3 | — |
Deferred tax liabilities | 50 | 18 |
Total non-current liabilities | 84 | 20 |
Current liabilities | ||
Current debt | 53 | 51 |
Current lease liabilities | 4 | 1 |
Trade payables | 28 | 12 |
Current provisions | 4 | 2 |
Amounts due to customers under revenue contracts | 67 | 16 |
Other current liabilities | 50 | 8 |
Total current liabilities | 206 | 91 |
Net assets acquired | 390 | 66 |
EUR million | Körber's Business Area Tissue as at November 2, 2023 | Process Gas Chromatography as at April 2, 2024 |
Consideration transferred | -390 | -69 |
Cash and cash equivalents acquired | 39 | 6 |
Loan repayment at closing | -52 | -51 |
Net cash outflow | -403 | -114 |
EUR million | 2025 | 2026 | 2027 | 2028 | 2029 and later | ||||
2024 | |||||||||
Loans from financial institutions | |||||||||
Repayments | 94 | 49 | 349 | 377 | 296 | ||||
Interests | 47 | 44 | 36 | 17 | 24 | ||||
Bonds | |||||||||
Repayments | — | — | — | — | 200 | ||||
Interests | 8 | 8 | 8 | 8 | 8 | ||||
Trade payables and other current financial liabilities | 481 | — | — | — | — | ||||
Total | 630 | 101 | 393 | 402 | 528 |
EUR million | 2024 | 2025 | 2026 | 2027 | 2028 and later |
2023 | |||||
Loans from financial institutions | |||||
Repayments | 40 | 344 | 299 | 99 | 498 |
Interests | 59 | 58 | 35 | 34 | 23 |
Trade payables and other current financial liabilities | 582 | — | — | — | — |
Total | 681 | 402 | 334 | 133 | 521 |
EUR million | 2024 | 2023 |
Interest-bearing debt | 1,387 | 1,343 |
Cash and cash equivalents | 482 | 432 |
Interest-bearing financial assets | 55 | 25 |
Interest-bearing net debt | 850 | 886 |
Total equity | 2,614 | 2,572 |
EUR million | 2024 | 2023 |
Profit for the period | -/+ 2.2 | -/+ 3.4 |
Equity | +/- 6.9 | +/- 9.0 |
2024 | |||||
EUR million | EUR | SEK | USD | CNY | Others |
Operational items | 239 | -363 | 343 | -228 | 9 |
of which trade receivables and other current assets | -22 | -168 | 120 | 49 | 21 |
of which trade payables and other current liabilities | -8 | 49 | -16 | -45 | 19 |
Financial items | 101 | -92 | 13 | -153 | 131 |
Hedges | -326 | 449 | -330 | 357 | -151 |
under hedge accounting | -323 | 257 | -231 | 252 | 46 |
not qualifying for hedge accounting | -2 | 192 | -99 | 105 | -196 |
Total exposure | 14 | -6 | 26 | -24 | -10 |
2023 | |||||
EUR million | EUR | SEK | USD | CNY | Others |
Operational items | 53 | -351 | 437 | -178 | 39 |
of which trade receivables and other current assets | -45 | -165 | 108 | 61 | 40 |
of which trade payables and other current liabilities | 12 | 64 | -16 | -91 | 32 |
Financial items | 193 | -35 | -104 | -97 | 44 |
Hedges | -253 | 377 | -288 | 244 | -81 |
under hedge accounting | -177 | 283 | -285 | 138 | 39 |
not qualifying for hedge accounting | -76 | 95 | -2 | 105 | -120 |
Total exposure | -6 | -9 | 46 | -31 | 2 |
2024 | |||||
EUR million | SEK | USD | CNY | Others | Total |
EUR +/- 10% change | +/- 0.5 | -/+ 2.1 | +/- 1.9 | +/- 0.8 | +/- 1.1 |
2023 | |||||
EUR million | SEK | USD | CNY | Others | Total |
EUR +/- 10% change | +/- 0.7 | -/+ 3.7 | +/- 2.5 | -/+ 0.2 | -/+ 0.6 |
EUR million | 2024 | 2023 |
Profit for the period | +/- 5.4 | +/- 6.4 |
Equity | -/+ 25.9 | -/+ 14.0 |
EUR million | 2024 | 2023 |
Electricity - effect in equity | +/- 0.4 | +/- 0.5 |
Nickel - effect in profit for the period | +/- 1.3 | +/- 0.7 |
Nickel - effect in equity | +/- 0.4 | +/- 0.0 |
Steel scrap - effect in profit for the period | +/- 0.0 | +/- 0.0 |
Company name | Share of ownership | |||
Place of incorporation and principal place of business | Dec 31, 2024 | Dec 31, 2023 | Measurement | |
Nanjing SAC Valmet Automation Co., Ltd. | China | 21.95% | 21.95% | Equity method |
Valpro gerenciamento de obras Ltda | Brazil | 51.0% | 51.0% | Equity method |
SAC | ||
EUR million | 2024 | 2023 |
Balance sheet | ||
Non-current assets | 17 | 17 |
Current assets | 157 | 126 |
Non-current liabilities | 1 | 1 |
Current liabilities | 94 | 68 |
Net assets | 79 | 74 |
Valmet’s share of net assets | 17 | 16 |
Income statement | ||
Revenue | 132 | 121 |
Profit or loss | 11 | 13 |
Total comprehensive income | 11 | 13 |
SAC | ||
EUR million | 2024 | 2023 |
Net assets at beginning of the period | 74 | 71 |
Translation differences | 3 | -4 |
Profit for the period | 11 | 13 |
Other comprehensive income for the period | — | — |
Dividends paid | -8 | -6 |
Net assets at end of the period | 79 | 74 |
Valmet's share of net assets | 17 | 16 |
Carrying value at end of the period | 17 | 16 |
EUR million | 2024 | 2023 |
Historical cost | ||
Historical cost at beginning of the period | 8 | 8 |
Historical cost at end of the period | 8 | 8 |
Equity adjustments | ||
Equity adjustments at beginning of the period | 9 | 7 |
Profit for the period | 2 | 3 |
Other comprehensive income for the period | — | — |
Dividends received | -2 | -2 |
Expensing of fair value adjustments | — | — |
Equity adjustments at end of the period | 10 | 9 |
Carrying value at end of the period | 17 | 16 |
EUR million | 2024 | 2023 |
Audit fees | -3.0 | -2.5 |
Audit-related assignments | -0.1 | — |
Tax assignments | — | — |
Other services1 | -0.4 | -0.2 |
Total | -3.6 | -2.7 |
EUR thousand | Salaries and other short-term benefits | Performance bonuses | Share-based payments | Post-retirement benefits | Resignation benefits | Total |
2024 | ||||||
President and CEO from August 12, 2024 | -332 | -506 | -331 | -121 | — | -1,290 |
President and CEO until August 11, 2024 | -568 | -278 | -650 | -279 | — | -1,775 |
Other Executive Team members | -3,231 | -1,115 | -2,565 | -1,117 | -91 | -8,119 |
Total | -4,130 | -1,899 | -3,546 | -1,517 | -91 | -11,184 |
2023 | ||||||
President and CEO | -797 | -674 | -822 | -393 | -1,958 | -4,645 |
Other Executive Team members | -3,175 | -1,173 | -2,803 | -1,348 | -150 | -8,649 |
Total | -3,973 | -1,847 | -3,625 | -1,741 | -2,108 | -13,294 |
EUR thousand | 2024 | 2023 |
Mikael Mäkinen, Chair | -178 | -167 |
Jaakko Eskola, Vice Chair | -106 | -95 |
Aaro Cantell, Member (until March 21, 2024) | -4 | -82 |
Anu Hämäläinen, Member | -99 | -83 |
Pekka Kemppainen, Member | -91 | -82 |
Per Lindberg, Member | -87 | -72 |
Annareetta Lumme-Timonen, Member (from March 21, 2024) | -84 | — |
Monika Maurer, Member | -95 | -92 |
Annika Paasikivi, Member (from March 21, 2024) | -83 | — |
Eriikka Söderström, Member (until March 21, 2024) | -6 | -92 |
Juha Pöllänen, Personnel Representative | -8 | -7 |
Total | -840 | -771 |
Company name | Country of incorporation and place of business | Parent holding, % | Group ownership interest, % |
Neles Australia Flow Control Pty Ltd1 | Australia | — | 100.0 |
Valmet Pty Ltd | Australia | — | 100.0 |
Valmet GesmbH | Austria | — | 100.0 |
Valmet Belgium BV | Belgium | — | 100.0 |
Demuth Máquinas Industriais Ltda. | Brazil | — | 100.0 |
Estruturas Metálicas e Sistemas Construtivos Demuth Ltda. | Brazil | — | 100.0 |
Premium Participações Societárias S.A. | Brazil | — | 100.0 |
Valmet Celulose, Papel e Energia Ltda. | Brazil | — | 100.0 |
Valmet Engraving Solutions Ltda. | Brazil | — | 100.0 |
Valmet Fabrics Tecidos Técnicos Ltda. | Brazil | — | 100.0 |
Valmet Flow Control Ltda. | Brazil | — | 100.0 |
Valmet Tissue Converting Ltda. | Brazil | — | 100.0 |
Valmet Ltd. | Canada | — | 100.0 |
Valmet Flow Control SpA | Chile | — | 100.0 |
Valmet S.A. | Chile | — | 100.0 |
Neles (China) Investment Co., Ltd. | China | 100.0 | 100.0 |
Valmet (China) Co., Ltd. | China | — | 100.0 |
Valmet Automation (Shanghai) Co., Ltd. | China | — | 100.0 |
Valmet Fabrics (China) Co., Ltd. | China | — | 100.0 |
Valmet Flow Control (Jiaxing) Co., Ltd. | China | — | 100.0 |
Valmet Flow Control (Shanghai) Co., Ltd. | China | — | 100.0 |
Valmet Paper (Shanghai) Co., Ltd. | China | — | 100.0 |
Valmet Paper Machinery (Changzhou) Co., Ltd. | China | — | 100.0 |
Valmet Paper Technology (China) Co., Ltd. | China | — | 100.0 |
Valmet Paper Technology (Guangzhou) Co., Ltd. | China | — | 100.0 |
Valmet Paper Technology (Xi'an) Co., Ltd. | China | — | 75.0 |
Valmet Technologies Co., Ltd. | China | — | 100.0 |
Valmet Tissue Converting (Nantong) Co., Ltd. | China | — | 100.0 |
Valmet Tissue Converting (Shanghai) Co., Ltd. | China | — | 100.0 |
Valmet d.o.o. | Croatia | — | 100.0 |
Valmet s.r.o. | Czech Republic | — | 100.0 |
Valmet Automation Oy | Finland | 100.0 | 100.0 |
Valmet Flow Control Oy | Finland | 100.0 | 100.0 |
Valmet Kauttua Oy | Finland | — | 100.0 |
Valmet Technologies Oy | Finland | 100.0 | 100.0 |
Valmet Automation SAS | France | — | 100.0 |
Valmet Flow Control SAS | France | — | 100.0 |
Valmet SAS | France | — | 100.0 |
FactoryPal GmbH | Germany | — | 75.1 |
Gas Chromatography Systems MAXUM GmbH | Germany | — | 100.0 |
Valmet Deutschland GmbH | Germany | — | 100.0 |
Valmet Flow Control GmbH | Germany | — | 100.0 |
Valmet GmbH | Germany | — | 100.0 |
Valmet Flow Control Private Limited | India | — | 100.0 |
Valmet Technologies Private Limited | India | — | 100.0 |
PT Valmet | Indonesia | — | 100.0 |
PT Valmet Automation Indonesia | Indonesia | — | 100.0 |
PT Valmet Technology Center | Indonesia | — | 100.0 |
Valmet Engraving Solutions S.r.l. | Italy | — | 100.0 |
Company name | Country of incorporation and place of business | Parent holding, % | Group ownership interest, % |
Valmet Flow Control S.p.A. | Italy | — | 100.0 |
Valmet S.p.A. | Italy | — | 100.0 |
Valmet Tissue Converting S.p.A. | Italy | — | 100.0 |
Valmet Tissue Converting S.r.l. | Italy | — | 100.0 |
Valmet K.K. | Japan | — | 100.0 |
Valmet Tissue Converting Co., Ltd. | Japan | — | 100.0 |
Neles Flow Control Malaysia Sdn. Bhd.1 | Malaysia | — | 100.0 |
Valmet Sdn. Bhd. | Malaysia | — | 100.0 |
Valmet Flow Control SA de C.V. | Mexico | — | 100.0 |
Valmet Technologies S. de R.L. de C.V. | Mexico | — | 100.0 |
Valmet B.V. | Netherlands | — | 100.0 |
Valmet AS | Norway | — | 100.0 |
Valmet Flow Control S.A.C.1 | Peru | — | 100.0 |
Valmet Automation Sp. z o.o. | Poland | — | 100.0 |
Valmet Flow Control Sp. z o.o. | Poland | — | 100.0 |
Valmet Services Jelenia Góra Sp. z o.o. | Poland | — | 100.0 |
Valmet Services Sp. z o.o. | Poland | — | 100.0 |
Valmet Technologies and Services S.A. | Poland | — | 100.0 |
Valmet, Lda | Portugal | — | 100.0 |
Valmet Flow Control, Unipessoal Lda | Portugal | — | 100.0 |
Valmet Trading and Contracting W.L.L.2 | Qatar | — | 49.0 |
Valmet Flow Control Co., Ltd. | Republic of Korea | — | 100.0 |
Valmet Inc. | Republic of Korea | — | 100.0 |
Valmet Flow Control S.R.L. | Romania | — | 100.0 |
Valmet Flow Control Industrial LLC | Saudi Arabia | — | 70.0 |
Gas Chromatography Systems MAXUM Pte. Ltd. | Singapore | — | 100.0 |
Valmet Flow Control Pte. Ltd. | Singapore | — | 100.0 |
Valmet Pte. Ltd. | Singapore | — | 100.0 |
Valmet Flow Control South Africa Pty Ltd | South Africa | — | 100.0 |
Valmet South Africa (Pty) Ltd | South Africa | — | 100.0 |
Valmet Technologies, S.A.U. | Spain | — | 100.0 |
Valmet Technologies Zaragoza, S.L. | Spain | — | 81.0 |
Valmet AB | Sweden | 100.0 | 100.0 |
Valmet Co., Ltd. | Thailand | — | 100.0 |
Valmet Flow Control Co., Ltd.1 | Thailand | — | 100.0 |
Valmet Flow Control Turkey Dis Ticaret A.S. | Turkey | — | 100.0 |
Valmet Selüloz Kagit ve Enerji Teknolojileri A.S. | Turkey | — | 100.0 |
Valmet Flow Control LLC2 | United Arab Emirates | — | 49.0 |
Valmet FZE | United Arab Emirates | — | 100.0 |
Valmet Process Technologies and Services LLC2 | United Arab Emirates | — | 49.0 |
Neles UK Ltd1 | United Kingdom | — | 100.0 |
Valmet Limited | United Kingdom | — | 100.0 |
Gas Chromatography Systems MAXUM LLC | USA | — | 100.0 |
Neles-Jamesbury, Inc. | USA | 100.0 | 100.0 |
Valmet, Inc. | USA | 48.7 | 100.0 |
Valmet Flow Control Inc. | USA | — | 100.0 |
Valmet Tissue Converting, Inc. | USA | — | 100.0 |
Valmet Co., Ltd. | Vietnam | — | 100.0 |
EUR thousand | Note | 2024 | 2023 |
Net sales | 15,073 | 7,748 | |
Personnel expenses | 2 | -23,795 | -22,702 |
Depreciation and amortization | 7 | -749 | -745 |
Other operating expenses | 3, 4 | -15,110 | -27,319 |
Operating profit | -24,580 | -43,018 | |
Financial income and expenses, net | 5 | 265,881 | 169,060 |
Profit before appropriations and taxes | 241,301 | 126,042 | |
Group contributions | 107,231 | 199,697 | |
Income taxes | 6 | -15,637 | -28,952 |
Profit for the period | 332,896 | 296,788 |
EUR thousand | Note | 2024 | 2023 |
Non-current assets | |||
Intangible assets | 7 | 360 | 844 |
Property, plant and equipment | 7 | 3,714 | 3,971 |
Equity investments | 8 | 2,270,938 | 2,270,938 |
Non-current receivables | 10, 11 | 532,660 | 451,433 |
Total non-current assets | 2,807,673 | 2,727,186 | |
Current assets | |||
Current receivables | 10, 11 | 655,691 | 763,946 |
Cash and cash equivalents | 242,303 | 179,509 | |
Total current assets | 897,994 | 943,455 | |
Total assets | 3,705,666 | 3,670,641 |
EUR thousand | Note | 2024 | 2023 |
Equity | 12 | ||
Share capital | 140,000 | 140,000 | |
Reserve for invested unrestricted equity | 486,993 | 484,128 | |
Hedge and other reserves | -2,670 | -290 | |
Retained earnings | 767,650 | 722,052 | |
Profit for the period | 332,896 | 296,788 | |
Total equity | 1,724,869 | 1,642,677 | |
Provisions | |||
Other provisions | — | 2,276 | |
Liabilities | |||
Non-current liabilities | 11, 13 | 1,286,975 | 1,258,462 |
Current liabilities | 11, 14 | 693,823 | 767,227 |
Total liabilities | 1,980,798 | 2,025,689 | |
Total equity and liabilities | 3,705,666 | 3,670,641 |
EUR thousand | 2024 | 2023 |
Cash flows from operating activities | ||
Profit before appropriations and taxes | 241,301 | 126,042 |
Adjustments | ||
Depreciation and amortization | 749 | 745 |
Financial income and expenses, net | -265,881 | -169,060 |
Other non-cash items | -3,289 | 9,097 |
Total adjustments | -268,421 | -159,218 |
Change in working capital | 10,584 | 16,106 |
Interest and other financial expenses paid | -96,659 | -58,604 |
Dividends received | 296,392 | 193,085 |
Interest and other financial income received | 64,513 | 32,726 |
Income taxes paid | -26,451 | -21,223 |
Net cash provided by (+) / used in (-) operating activities | 221,259 | 128,913 |
Cash flows from investing activities | ||
Investments in tangible and intangible assets | -8 | -80 |
Net increase (-) / decrease (+) in loan receivables from Group companies | -26,561 | -412,830 |
Net cash provided by (+) / used in (-) investing activities | -26,569 | -412,910 |
Cash flows from financing activities: | ||
Purchase of treasury shares | -2,560 | -3,987 |
Issue of treasury shares to Group companies | 2,102 | 2,354 |
Dividends paid | -248,630 | -239,403 |
Group contribution received | 199,594 | 164,620 |
Proceeds from non-current debt | 374,742 | 725,000 |
Repayments of current portion of non-current debt | -289,978 | -39,978 |
Net proceeds from (+) / repayments of (-) current debt | -44,219 | -50,521 |
Net proceeds from (+) / repayments of (-) debt from Group companies | -16,263 | -15,971 |
Net increase (+) / decrease (-) in Group pool accounts | -106,684 | -192,641 |
Net cash provided by (+) / used in (-) financing activities | -131,896 | 349,475 |
Net increase (+) / decrease (-) in cash and cash equivalents | 62,795 | 65,478 |
Cash and cash equivalents at beginning of the period | 179,509 | 114,031 |
Cash and cash equivalents at end of the period | 242,303 | 179,509 |
Intangible assets | 10 years |
Buildings and structures | 12–30 years |
Machinery and equipment | 5–10 years |
Other tangible assets | 20 years |
EUR thousand | 2024 | 2023 |
Salaries and wages | -20,333 | -18,926 |
Pension costs | -3,118 | -3,200 |
Other indirect employee costs | -344 | -577 |
Total | -23,795 | -22,702 |
EUR thousand | 2024 | 2023 |
President and CEO from 12 August 2024 | -1,290 | — |
President and CEO until 11 August 2024 | -1,775 | -4,645 |
Members of the Board | -840 | -771 |
Total | -3,906 | -5,416 |
2024 | 2023 | |
Personnel at end of the period | 153 | 143 |
Average number of personnel during the period | 150 | 144 |
EUR thousand | 2024 | 2023 |
Consulting and other services | -13,421 | -15,683 |
IT | -1,056 | -1,017 |
Change in fair value of derivatives | -232 | -8,428 |
Other | -401 | -2,191 |
Other operating expenses, total | -15,110 | -27,319 |
EUR thousand | 2024 | 2023 |
Audit fees | -596 | -529 |
Audit-related assignments | -45 | -2 |
Tax assignments | — | — |
Other services1 | -369 | -129 |
Total | -1,009 | -660 |
2024 | 2023 | |||||
EUR thousand | Group companies | Others | Total | Group companies | Others | Total |
Dividends received | 296,100 | 291 | 296,392 | 192,668 | 416 | 193,085 |
Interest income | 51,952 | 11,420 | 63,372 | 27,783 | 7,182 | 34,965 |
Gain on sale of subsidiary | — | — | — | 5,575 | — | 5,575 |
Interest expenses | -22,410 | -66,836 | -89,246 | -28,848 | -33,888 | -62,737 |
Net gain/loss from foreign exchange | 506 | -100 | 406 | 4,275 | -3,783 | 492 |
Interest component from forward contracts | 1,626 | -3,920 | -2,294 | 994 | -1,375 | -381 |
Other financial expenses | — | -2,748 | -2,748 | — | -1,939 | -1,939 |
Total | 327,774 | -61,893 | 265,881 | 202,447 | -33,387 | 169,060 |
EUR thousand | 2024 | 2023 |
Income tax for the financial period | -15,619 | -29,241 |
Income tax for previous periods | 6 | -3 |
Change in deferred taxes | -24 | 293 |
Total | -15,637 | -28,952 |
EUR thousand | Intangible assets | Land areas | Buildings and structures | Machinery and equipment | Other tangible assets | Tangible assets total | Total |
2024 | |||||||
Acquisition cost at beginning of the period | 2,739 | 809 | 9,526 | 632 | 603 | 11,570 | 14,308 |
Additions | — | — | 8 | — | — | 8 | 8 |
Acquisition cost at end of the period | 2,739 | 809 | 9,534 | 632 | 603 | 11,577 | 14,316 |
Accumulated depreciation at beginning of the period | -1,895 | — | -6,698 | -594 | -305 | -7,598 | -9,493 |
Depreciation | -484 | — | -230 | -8 | -27 | -265 | -749 |
Accumulated depreciation at end of the period | -2,379 | — | -6,928 | -602 | -332 | -7,863 | -10,241 |
Carrying value at end of the period | 360 | 809 | 2,605 | 29 | 271 | 3,714 | 4,075 |
EUR thousand | Intangible assets | Land areas | Buildings and structures | Machinery and equipment | Other tangible assets | Tangible assets total | Total |
2023 | |||||||
Acquisition cost at beginning of the period | 2,757 | 809 | 9,476 | 592 | 596 | 11,472 | 14,229 |
Additions | — | — | 50 | 26 | 3 | 80 | 80 |
Reclassifications | -18 | — | — | 14 | 4 | 18 | — |
Acquisition cost at end of the period | 2,739 | 809 | 9,526 | 632 | 603 | 11,570 | 14,308 |
Accumulated depreciation at beginning of the period | -1,411 | — | -6,466 | -592 | -279 | -7,337 | -8,747 |
Depreciation | -484 | — | -233 | -3 | -26 | -262 | -745 |
Accumulated depreciation at end of the period | -1,895 | — | -6,698 | -594 | -305 | -7,598 | -9,493 |
Carrying value at end of the period | 844 | 809 | 2,827 | 38 | 298 | 3,971 | 4,816 |
EUR thousand | Shares in Group companies | Other shares | Investments total |
2024 | |||
Acquisition cost at beginning of the period | 2,269,282 | 1,656 | 2,270,938 |
Acquisition cost at end of the period | 2,269,282 | 1,656 | 2,270,938 |
Carrying value at end of the period | 2,269,282 | 1,656 | 2,270,938 |
EUR thousand | Shares in Group companies | Other shares | Investments total |
2023 | |||
Acquisition cost at beginning of the period | 2,279,833 | 1,657 | 2,281,489 |
Disposals | -10,551 | -1 | -10,552 |
Acquisition cost at end of the period | 2,269,282 | 1,656 | 2,270,938 |
Carrying value at end of the period | 2,269,282 | 1,656 | 2,270,938 |
Company name | Domicile | Ownership % |
Valmet Technologies Oy | Finland | 100.0 |
Valmet Automation Oy | Finland | 100.0 |
Valmet Flow Control Oy | Finland | 100.0 |
Valmet AB | Sweden | 100.0 |
Valmet, Inc. | USA | 48.7 |
Neles-Jamesbury Inc. | USA | 100.0 |
Neles (China) Investment Co., Ltd. | China | 100.0 |
EUR thousand | 2024 | 2023 |
Loan receivables from Group companies | 518,397 | 432,445 |
Deferred tax assets | 1,576 | 1,005 |
Derivatives from Group companies | 6,422 | 6,262 |
Derivatives from others | 6,265 | 11,721 |
Non-current receivables total | 532,660 | 451,433 |
2024 | 2023 | |||||
EUR thousand | From group companies | From others | Total | From group companies | From others | Total |
Trade receivables | 13,784 | — | 13,784 | 10,295 | — | 10,295 |
Loan receivables | 133,012 | — | 133,012 | 187,931 | — | 187,931 |
Group pool accounts | 310,304 | — | 310,304 | 264,678 | — | 264,678 |
Prepaid expenses and accrued income | 149,169 | 47,819 | 196,989 | 243,275 | 39,103 | 282,378 |
Other receivables | — | 1,602 | 1,602 | — | 18,664 | 18,664 |
Current receivables total | 606,269 | 49,422 | 655,691 | 706,179 | 57,768 | 763,946 |
EUR thousand | 2024 | 2023 |
Prepaid expenses and accrued income from Group companies | ||
Group contribution receivables | 107,357 | 199,720 |
Accrued interest income | 11,427 | 8,884 |
Derivatives | 30,011 | 33,581 |
Other | 374 | 1,089 |
Total | 149,169 | 243,275 |
Other prepaid expenses and accrued income | ||
Derivatives | 23,797 | 27,977 |
Other | 24,022 | 11,126 |
Total | 47,819 | 39,103 |
EUR thousand | Notional amount | Fair value, assets | Fair value, liabilities | Fair value, net | Changes in fair value recognized in profit or loss | Changes in fair value recognized in hedge reserve |
2024 | ||||||
Forward exchange contracts | ||||||
With Group companies | 3,267,809 | 35,497 | -23,522 | 11,975 | 30,933 | — |
Others | 3,507,296 | 25,263 | -34,085 | -8,822 | -31,476 | — |
Foreign exchange options | ||||||
With Group companies (sold) | 149,576 | — | -126 | -126 | 8 | — |
Others (bought) | 149,576 | 126 | — | 126 | -8 | — |
Interest rate swaps1 | ||||||
Others | 650,000 | 4,235 | -6,463 | -2,228 | 477 | -3,980 |
Electricity forward contracts2 | ||||||
Others | 160 | 415 | -1,019 | -604 | -592 | — |
Nickel commodity swaps3 | ||||||
With Group companies | 1,483 | 916 | -3 | 913 | 1,121 | — |
Others | 1,483 | 3 | -916 | -913 | -1,121 | — |
Steel scrap commodity swaps3 | ||||||
With Group companies | 1,303 | 40 | — | 40 | 75 | — |
Others | 1,303 | — | -40 | -40 | -75 | — |
EUR thousand | Notional amount | Fair value, assets | Fair value, liabilities | Fair value, net | Changes in fair value recognized in profit or loss | Changes in fair value recognized in hedge reserve |
2023 | ||||||
Forward exchange contracts | ||||||
With Group companies | 2,985,423 | 37,880 | -35,020 | 2,860 | 11,871 | — |
Others | 3,148,645 | 34,229 | -37,534 | -3,306 | -18,419 | — |
Interest rate swaps1 | ||||||
Others | 510,000 | 4,681 | -5,044 | -363 | 982 | -363 |
Electricity forward contracts2 | ||||||
Others | 153 | 790 | -800 | -10 | -8,728 | — |
Nickel commodity swaps3 | ||||||
With Group companies | 588 | 1,957 | — | 1,957 | 3,591 | — |
Others | 588 | — | -1,957 | -1,957 | -3,591 | — |
Steel scrap commodity swaps3 | ||||||
With Group companies | 1,523 | 15 | -8 | 7 | -34 | — |
Others | 1,523 | 8 | -15 | -7 | 34 | — |
2025 | 2026 | 2027 | 2028 | 2029 and later | Total | |
2024 | ||||||
Notional amounts | ||||||
Forward exchange contracts1 | 5,724,819 | 1,047,581 | 2,706 | — | — | 6,775,106 |
Foreign exchange options1 | 299,151 | — | — | — | — | 299,151 |
Electricity forward contracts2 | 105 | 46 | 9 | — | — | 160 |
Nickel commodity swaps3 | 2,750 | 216 | — | — | — | 2,966 |
Steel scrap commodity swaps3 | 2,606 | — | — | — | — | 2,606 |
Interest rate swaps1 | 120,000 | 200,000 | 170,000 | 60,000 | 100,000 | 650,000 |
Fair values, EUR thousand | ||||||
Forward exchange contracts | 3,050 | 103 | — | — | — | 3,153 |
Foreign exchange options | 126 | — | — | — | — | 126 |
Electricity forward contracts | -497 | -91 | -15 | — | — | -604 |
Nickel commodity swaps | — | — | — | — | — | — |
Steel scrap commodity swaps | — | — | — | — | — | — |
Interest rate swaps | -318 | -1,306 | -1,339 | -1,016 | 1,751 | -2,228 |
2024 | 2025 | 2026 | 2027 | 2028 and later | Total | |
2023 | ||||||
Notional amounts | ||||||
Forward exchange contracts1 | 5,415,352 | 640,819 | 77,898 | — | — | 6,134,068 |
Electricity forward contracts2 | 92 | 44 | 18 | — | — | 153 |
Nickel commodity swaps3 | 1,176 | — | — | — | — | 1,176 |
Steel scrap commodity swaps3 | 3,046 | — | — | — | — | 3,046 |
Interest rate swaps1 | 65,000 | 95,000 | 160,000 | 150,000 | 40,000 | 510,000 |
Fair values, EUR thousand | ||||||
Forward exchange contracts | -544 | 94 | 3 | — | — | -446 |
Electricity forward contracts | 140 | -72 | -78 | — | — | -10 |
Nickel commodity swaps | — | — | — | — | — | — |
Steel scrap commodity swaps | — | — | — | — | — | — |
Interest rate swaps | -194 | 77 | -8 | -253 | 14 | -363 |
EUR thousand1 | 2024 | 2023 |
Non-current financial assets | ||
Equity investments at amortized cost | 2,269,282 | 2,269,282 |
Equity investments at fair value through profit or loss | 1,656 | 1,656 |
Loan receivables at amortized cost | 518,397 | 432,445 |
Derivative financial instruments at fair value through profit or loss | 8,774 | 13,302 |
Derivative financial instruments qualified for hedge accounting | 3,913 | 4,681 |
Carrying value at end of the period | 2,802,022 | 2,721,366 |
Current financial assets | ||
Loan receivables at amortized cost | 133,012 | 187,931 |
Group pool accounts | 310,304 | 264,678 |
Trade receivables at amortized cost | 13,784 | 10,295 |
Derivative financial instruments at fair value through profit or loss | 53,487 | 61,558 |
Derivative financial instruments qualified for hedge accounting | 322 | — |
Cash and cash equivalents at amortized cost | 242,303 | 179,509 |
Carrying value at end of the period | 753,212 | 703,971 |
EUR thousand1 | 2024 | 2023 |
Non-current financial liabilities | ||
Loans from financial institutions at amortized cost | 1,070,604 | 1,240,044 |
Bonds at amortized cost2 | 201,557 | — |
Derivative financial instruments at fair value through profit or loss | 8,776 | 13,354 |
Derivative financial instruments qualified for hedge accounting | 5,823 | 4,850 |
Carrying value at end of the period | 1,286,761 | 1,258,248 |
Current financial liabilities | ||
Loans from financial institutions at amortized cost | 94,440 | 39,978 |
Interest-bearing liabilities at amortized cost | 14,484 | 73,793 |
Group pool accounts | 501,490 | 562,548 |
Trade payables at amortized cost | 75,354 | 6,741 |
Derivative financial instruments at fair value through profit or loss | 50,961 | 61,920 |
Derivative financial instruments qualified for hedge accounting | 640 | 194 |
Carrying value at end of the period | 737,368 | 745,174 |
EUR thousand | 2024 | 2023 |
Share capital at beginning of the period | 140,000 | 140,000 |
Share capital at end of the period | 140,000 | 140,000 |
Reserve for invested unrestricted equity at beginning of the period | 484,128 | 481,121 |
Share-based payments | 2,865 | 3,007 |
Reserve for invested unrestricted equity at end of the period | 486,993 | 484,128 |
Hedge and other reserves at beginning of the period | -290 | 6,944 |
Change in hedge and other reserves | -2,379 | -7,234 |
Hedge and other reserves at end of the period | -2,670 | -290 |
Retained earnings at beginning of the period | 1,018,839 | 965,442 |
Dividends paid | -248,630 | -239,403 |
Purchase of treasury shares | -2,560 | -3,987 |
Retained earnings at end of the period | 767,650 | 722,052 |
Profit for the period | 332,896 | 296,788 |
Total equity at end of the period | 1,724,869 | 1,642,677 |
EUR | 2024 | 2023 |
Reserve for invested unrestricted equity | 486,992,527.44 | 484,127,812.29 |
Hedge and other reserves | -2,669,760.31 | -290,496.00 |
Retained earnings | 767,650,126.06 | 722,051,520.42 |
Profit for the period | 332,895,633.84 | 296,787,891.20 |
Total distributable funds | 1,584,868,527.03 | 1,502,676,727.91 |
EUR thousand | 2024 | 2023 |
Loans from financial institutions | 1,070,604 | 1,240,044 |
Bonds | 201,557 | — |
Derivatives from Group companies | 2,333 | 7,003 |
Derivatives from others | 12,267 | 11,202 |
Other non-current liabilities | 214 | 214 |
Non-current liabilities total | 1,286,975 | 1,258,462 |
EUR thousand | 2025 | 2026 | 2027 | 2028 | 2029 and later |
Loans from financial institutions | 94,440 | 48,901 | 348,901 | 376,679 | 296,123 |
Bonds | — | — | — | — | 200,000 |
Trade payables and other financial liabilities | 19,848 | — | — | — | — |
Total | 114,288 | 48,901 | 348,901 | 376,679 | 496,123 |
EUR thousand | 2024 | 2025 | 2026 | 2027 | 2028 and later |
Loans from financial institutions | 39,978 | 344,440 | 298,901 | 98,901 | 497,802 |
Trade payables and other financial liabilities | 80,534 | — | — | — | — |
Total | 120,512 | 344,440 | 298,901 | 98,901 | 497,802 |
As at December 31, 2024 | As at December 31, 2023 | |||||
EUR thousand | To group companies | To others | Total | To group companies | To others | Total |
Current portion of non-current loans | — | 94,440 | 94,440 | — | 39,978 | 39,978 |
Trade payables | 2,387 | 2,977 | 5,364 | 2,736 | 4,004 | 6,741 |
Accrued expenses and deferred income | 21,747 | 53,607 | 75,354 | 29,161 | 54,430 | 83,591 |
Other current interest-bearing debt | 14,484 | — | 14,484 | 29,574 | 44,219 | 73,793 |
Group pool accounts | 501,490 | — | 501,490 | 562,548 | — | 562,548 |
Other liabilities and provisions | — | 2,691 | 2,691 | — | 576 | 576 |
Current liabilities total | 540,108 | 153,715 | 693,823 | 624,020 | 143,206 | 767,227 |
EUR thousand | 2024 | 2023 |
Accrued expenses and deferred income to Group companies | ||
Accrued interest expenses | 421 | 1,192 |
Derivatives | 21,326 | 27,957 |
Other | — | 12 |
Total | 21,747 | 29,161 |
Accrued expenses and deferred income to others | ||
Accrued interest expenses | 16,777 | 14,064 |
Derivatives | 30,275 | 34,157 |
Accrued salaries, wages and social costs | 5,806 | 5,502 |
Other | 749 | 706 |
Total | 53,607 | 54,430 |
EUR thousand | 2024 | 2023 |
Guarantees on behalf of Group companies | 1,099,819 | 1,124,131 |
Guarantees on own behalf | 211 | 216 |
Total | 1,100,030 | 1,124,347 |
EUR thousand | 2024 | 2023 |
Payments in the following year | 916 | 833 |
Payments later | 2,457 | 1,533 |
Total | 3,373 | 2,366 |
Voucher description | Voucher class | Voucher format |
General journal and general ledger | In electronic format | |
Specifications of accounts receivable and payable | In electronic format | |
Fixed assets transactions | 756, 770, 774, 778, 782, 783, 786, 905, 906 | In electronic format |
Bank transactions | 424–426, 500–692, 694, 699, 950, 960, 970 | In electronic format |
Sales invoices | 300, 305, 310, 320, 330, 350, 400, 410, 491–499, 802, 815, 825–827, 834, 841, 930, 935, 940 | In electronic format |
Purchase invoices | 100–101, 110–111, 115, 120, 130, 140, 150, 160, 190, 191, 290, 291–294, 297–299, 737, 801, 814, 824, 830, 832, 854, 855, 860, 861, 895, 910, 915 | In electronic format |
Travel invoices | 755 | In electronic format |
Salary transactions | 750 | In electronic format |
Journal vouchers | 700, 710, 715, 720, 725, 730, 737, 740, 766–767, 793, 865, 881, 900, 975, 980, 985, 990 | In electronic format |
Financial transactions | 760, 765, 768 | In electronic format |
Opening balance | 791, 792 | In electronic format |
Statements by the Board of Directors and President and CEO | ||||
The financial statements prepared in accordance with the International Financial Reporting Standards (IFRS) as adopted by the European Union give a true and fair view of the assets, liabilities, financial position and profit or loss of Valmet Oyj and the undertakings included in the consolidation taken as a whole. The Board of Directors' Report includes a fair review of the development and performance of the business and the position of Valmet Oyj and the undertakings included in the consolidation taken as a whole, together with a description of the principal risks and uncertainties that they face. The Sustainability Statement included in the Board of Directors' Report has been prepared in accordance with the reporting standards mentioned in chapter 7 in the Finnish Accounting Act and with Article 8 in the Taxonomy Regulation. | ||||
Espoo, February 12, 2025 | ||||
Mikael Mäkinen | Jaakko Eskola | |||
Chair of the Board | Vice Chair of the Board | |||
Anu Hämäläinen | Pekka Kemppainen | Per Lindberg | ||
Member of the Board | Member of the Board | Member of the Board | ||
Annareetta Lumme- Timonen | Monika Maurer | Annika Paasikivi | ||
Member of the Board | Member of the Board | Member of the Board | ||
Thomas Hinnerskov | ||||
President and CEO | ||||
The Auditor’s Note | ||||
Our auditor’s report has been issued today. | ||||
Helsinki, February 12, 2025 | ||||
PricewaterhouseCoopers Oy | ||||
Authorised Public Accountant Firm | ||||
Pasi Karppinen | ||||
Authorised Public Accountant |
• Overall group materiality: • EUR 19 million, which represents approximately 5% of profit before tax • We conducted audit work in all major countries covering all key reporting units. The focus of our work was on the most significant reporting units in Finland, Sweden, USA, Brazil, China and Italy. • Accounting for long-term projects and long-term service contracts • Timing of revenue recognition for Services and Automation segment related contracts • Goodwill valuation |
Overall group materiality | EUR 19 million (previous year EUR 22.5 million) |
How we determined it | Approximately 5% of profit before tax |
Rationale for the materiality benchmark applied | Profit before tax is a generally accepted benchmark. We chose 5%, which is within the range of acceptable quantitative materiality thresholds in auditing standards. |