Metso Capital markets day 2015: CFO Harri Nikunen. For more information, please visit our website www.metso.com/cmd.

1. © Metso© Metso Capital Markets Day 2015
Strong financial position to act
Harri Nikunen
CFO, EVP

2. © Metso© Metso Capital Markets Day 2015
• Solid cash generation supported by:
• Steady EBITDAs due to high services share
• Low capital expenditure needs in near term
• Strong net working capital management
• Healthy maturity structure of gross debt
• Funding readily available from multiple
sources
• Investment-grade rating from S&P (BBB;
stable outlook)
Funds available for growth and shareholder remuneration
Strong balance sheet and solid funding position
2 Financial update by Harri Nikunen

3. © Metso© Metso Capital Markets Day 2015
0%
20%
40%
60%
80%
100%
120%
140%
0
10
20
30
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100
A2009 A2010 A2011 A2012 A2013 A2014 Q2 A2015
Gross capex Capex acquisitions Gross capex / depreciation and amortization -%
EUR Million
Assets in good shape – limited capex requirements
Capex in
2015 appr.
40-50
million
3 Financial update by Harri Nikunen

4. © Metso© Metso Capital Markets Day 2015
We are generating a healthy cash flow
EUR million Q1-Q2/15 Q1-Q2/14
EBITDA 447 215
Adjustments (255) 19
Change in net working capital 52 (14)
Financial items and taxes, paid (69) (110)
NET CASH FROM OPERATIONS
(CFFO)
175 110
Capex on fixed assets (23) (25)
Acquisitions and divestments 242 (14)
NET CASH FROM INVESTING
ACTIVITIES (CFFI)
219 (39)
CFFO + CFFI 394 71
4 Financial update by Harri Nikunen

5. © Metso© Metso Capital Markets Day 2015
Growth and resilience supported by the balance
sheet and high EBITDA business model
EUR million June 30, 2015 June 30, 2014 Dec 31, 2014
Return on equity (ROE), % * 32.5 16.4 15.7
Return on capital employed (ROCE) before taxes, %* 26.2/17.1** 16.6 16.4
Gearing at the end of the period, % 16.6 53.4 45.6
Cash conversion, % 186 100 108
Debt to capital, % 36.4 45.6 41.2
Net debt / EBITDA * 0.5 2.8 1.3
Interest cover (EBITDA) * 22.8 5.8 6.2
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*Annualized
* *Excluding initial gain on PAS
5 Financial update by Harri Nikunen

6. © Metso© Metso Capital Markets Day 2015
Strong liquidity position
6 Financial update by Harri Nikunen
0
100
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08/13 11/13 02/14 05/14 08/14 11/14 02/15 05/15
Committed undrawn facilities
Cash assets
Financial investments
EUR million

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Maturity profile: no short-term refinancing needs
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01/2014 9/2014 06/2015 03/2016 12/2016 09/2017 06/2018 03/2019 12/2019 09/2020
YTD Monthly Maturities monthly >
June 2015
Euro Bond 2019
Euro Bond 2014 Private Placements
Other long-term Debt
Short-term Debt
Undrawn Committed Facilities
7 Financial update by Harri Nikunen
Syndicated Term Loan
EUR million

8. © Metso© Metso Capital Markets Day 2015
• EUR 1.5 billion EMTN program
- EUR 400 million 2.75% bond due in 2019
- EUR 170 million private placements due in 2018 – 2022
• Syndicated long-term loan: EUR 215 million
• Committed EUR 500 million 5-year syndicated
revolving credit facility available until 2020 with an
extension option for one year
- currently undrawn
• EUR 500 million domestic CP program
• Uncommitted lines of credit
• Stable credit outlook and rating maintained:
- Standard & Poor’s: BBB
Funding is well in place
Corporate level funding facilities
8 Financial update by Harri Nikunen

9. © Metso© Metso Capital Markets Day 2015
Successful implementation of capital efficiency
culture
• Capital efficiency program was started in Q1/2014 with the following targets:
• Strengthen the balance sheet management culture
• Support strategic ROCE target (increase turns to >2)
• Support the move to asset-light operating model in cyclical businesses
• Program moved to the execution phase in late Q3/2014 and has yielded visible results:
• Significant capital release from net working capital and fixed assets. However reaching turnover target of 2
requires further improvement and also top-line growth
• Process and operational improvements supporting also the EBITA improvement
• Capital efficiency is embedded in:
• Management and reporting systems
• Management agendas at all levels
• Incentive systems at all levels
9 Financial update by Harri Nikunen

10. © Metso© Metso Capital Markets Day 2015
Implementation of capital efficiency culture
2014 – 2015 (examples)
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 Culture
 Visibility through communication
Capital efficiency reporting and reviews at business reviews at all levels
 Capital efficiency included extensively in incentive programs
 Clarified responsibility for the different capital employed items
 Capital efficiency as an integrated part of Metso’s training programs
 New improved processes / roles / guidelines / inventory
 New global inventory planned role (PRIME)
 PRIME tool and process
 Sales & operations planning
 Sales office inventory review process
 Factory acceptance testing process review
 Finished goods inventory review
 Global excess inventory activation
 New improved processes / roles / guidelines / Accounts receivable
 AR accountability defined
 Country AR coordinator role defined and nominations done
 Payment term guidelines defined and implemented
 Credit management guidelines defined and implemented
 Global collection process defined and implemented
 Global dispute management process defined and the implementation is ongoing
 New SAP functionalities taken into use
Financial update by Harri Nikunen

11. © Metso© Metso Capital Markets Day 2015
EUR million 2013 2014 Q2/2015 Change %
Inventories 910 797 756 -16.9%
Project net -225 -116 -147 -35.0%
Trade receivables 642 577 555 -13.5%
Trade payables -342 -309 -304 -11.2%
OPERATIONAL NWC 984 950 861 -12.5%
Non-operational NWC -350 -285 -244 -30.2%
NET WORKING CAPITAL 634 665 617 -2.8%
Total NWC -% of rolling 12 months net sales 17.2% 18.8% 19.0%
Operational NWC -% of rolling 12 months net sales 27.6% 28.2% 26.5%
Intangible assets 569 559 557 -2.1%
Tangible assets 400 375 358 -10.4%
Financial assets 224 187 190 -15.2%
FIXED AND FINANCIAL ASSETS 1,193 1,121 1,105 -7.4%
CASH & OTHER 465 277 281 -39.5%
TOTAL CAPITAL EMPLOYED 2,292 2,063 2,003 -12.6%
Capital employed turnover 1.61 1.71 1.62
Net sales 3,561 3,365 3,210 -10.0%
Visible results in capital efficiency
Excluding PAS
11 Financial update by Harri Nikunen

12. © Metso© Metso Capital Markets Day 2015
Key cost actions in 2013 - 2016
• Cost cutting and structural action to support
strategic targets
2013
• Streamlining after demerger
• Adaptation to lower mining capital demand
2014
• Radical restructuring to increase flexibility and
lower break-even point in mining capital
• Cost action also in Services and Flow Control
to maintain competitiveness
2015
• Finalize mining capital structure and continue
to streamline the overall cost structure to
support the target setting
2016
12 Financial update by Harri Nikunen

13. © Metso© Metso Capital Markets Day 2015
TarkistettavaHarrilta
Key cost actions in 2013 - 2016
Headcount reduced by ~2,100 persons since the end of 2013.
Further reductions expected both 2015 and 2016.
Significant number of large locations closed and non-core low
margin businesses sold; further action expected in 2016.
The number of legal entities will be reduced by 40% by 1Q
2016 (100->60). Support function headcount reduced by >20%.
The structural action will continue in 2016.
Purchasing savings around EUR 30 million a year and the
hunt for low material and component costs will continue
All discretionary spending under very close control
GP 2013
29.0%
GP 2014
28.6%
GP 2015
30.7%
13 Financial update by Harri Nikunen

14. © Metso© Metso Capital Markets Day 2015
Headcount (Dec 31, 2013)
Note: Over the months we have approx. 180-200 trainees and seasonal workers.
Headcount reduced by more than 2,000*
Headcount (Dec 31, 2012) 14,947
14,774
Reduction in developed markets -1,733
Increase in emerging markets -250
Headcount (Dec 31, 2014) 14,072
Headcount (Aug 31, 2015) 12,864
-173
-702
-1,208
Reduction of 2,083 persons corresponds with an annual personnel cost
reduction of EUR 130 – 140 million (gross).
*Excluding PAS14 Financial update by Harri Nikunen

15. © Metso© Metso Capital Markets Day 2015
Strong financial position to act
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• Financial capacity for strategy implementation
• Strong balance sheet
• Adequate funding available
• No major refinancing needs
• High focus on cost and capital efficiency management
actions to support cash flows and EBITDA’s
• Major ongoing cost action in all business areas and in all
support functions
• Capital management culture successfully launched and
key capital employed items under rigorous management
Financial update by Harri Nikunen

16. © Metso© Metso Capital Markets Day 2015