1. Management of Occupational Safety and Well-being at M-real Kari-Pekka Martimo 27.5.2005 World Skills 2005, Helsinki

2. 27.5.2005OSW Management Model / KPMartimo Page 2 You meet M-real in many products Brochures Art books Office papers Magazines Direct mail Consumer packaging

3. 27.5.2005OSW Management Model / KPMartimo Page 3 M-real in a nutshell M-real is the 3rd biggest producer of paper and paperboard in Europe, and the 10th biggest in the world. Production capacity 4.6 million tonnes of paper and 1.3 million tonnes of board and packaging material. Production units in Austria, Belgium, Finland, France, Germany, Hungary, Sweden, Switzerland and the UK. Technology Centres for research and development. Sales network covering more than 70 countries. Paper merchants in 22 countries. 16,000 employees. 2004 turnover EUR 5.5 billion.

4. 27.5.2005OSW Management Model / KPMartimo Page 4 How much is it? Paper* Board** *4.6 million tonnes of paper If all paper were 130 g/m 2 sheets 1000x700 mm, the stack would reach 1.5 times distance to the moon. **1.3 million tonnes of paperboard If all board were 230 g/m 2 sheets 1000x700 mm, the stack would reach to the moon. We would need 250,000 lorries to transport the annual production.

5. 27.5.2005OSW Management Model / KPMartimo Page 5 Personnel by country, 31 Dec 2004 Austria 5 % France 5 % Total 15,960* * Includes 47 % of Metsä-Botnia

6. 27.5.2005OSW Management Model / KPMartimo Page 6 M-real’s commitment of corporate responsibility ” … We take into consideration the economic, environmental and social aspects of our operations. Our objective is to ensure both our own and our business partners' long-term business success, to contribute to the well-being of people through our products and activities, and to minimise the adverse environmental impacts of our operations.” Based on Corporate values Compliance with the legislation Cooperation with the stakeholders Promotion of sustainable forest management Responsibility in investments, merges and acquisitions Responsible advertising and sponsoring Social responsibility Respect of human rights and labour standards Taking care of work safety and occupational health Respect for different cultures Meaningful work

7. 27.5.2005OSW Management Model / KPMartimo Page 7 M-real values We mean what we say, we do what we say. We have no barriers. We encourage people to reach their full potential. We respect each other.

8. 27.5.2005OSW Management Model / KPMartimo Page 8 M-real respects Good practical and theoretical education Innovativeness Internationality Cultural awareness Mobility Equality

9. 27.5.2005OSW Management Model / KPMartimo Page 9 Personal development within M-real Encourage job rotation and long term career development. Our future depends on innovative and committed people with the right know-how. Corporate training programmes are based on business needs. Individual training is planned during regular development discussions. M-real Learning

10. 27.5.2005OSW Management Model / KPMartimo Page 10 Corporate Policy on Safety & Well-being at Work High costs related to work accidents and sickness absenteeism In 511 work accidents 8167 working days were lost in 2004 (0,3% of potential working time) Due to sickness absenteeism, 4,7% of potential working time was lost in 2004 With disability pensions productive working years are lost Business benefits of increased well-being at work Less disturbances means more efficiency and quality Less property damages and personnel shortage Improved company image Part of corporate level HR and social responsibility indicators Practical implementation of corporate values Increased awareness in paper business

11. 27.5.2005OSW Management Model / KPMartimo Page 11 Fatal accidents Severe accidents Mild accidents Near misses Organisation of work Management of hazards, disturbances and risk behaviour (HW Heinrich 1936)

12. 27.5.2005OSW Management Model / KPMartimo Page 12 Fatal accidents Severe accidents Mild accidents Near misses Organisation of work Management of hazards, disturbances and risk behaviour

13. 27.5.2005OSW Management Model / KPMartimo Page 13 Permanent disability Sickness absenteeism Work-related symptoms Diminished work ability Fatal accidents Severe accidents Mild accidents Near misses Organisation of work Management of hazards, disturbances and risk behaviour

14. 27.5.2005OSW Management Model / KPMartimo Page 14 Permanent disability Sickness absenteeism Work-related symptoms Diminished work ability Fatal accidents Severe accidents Mild accidents Near misses Organisation of work Management of hazards, disturbances and risk behaviour Meaningful work Possibility to good performance

15. 27.5.2005OSW Management Model / KPMartimo Page 15 OCCUPATIONAL SAFETY & WELL-BEING MANAGEMENT MODEL ORGANISATION OF WORK Management of hazards, disturbances and risk behaviour Meaningful work & Possibility to good performance Near misses Mild accidents Severe accidents Permanent disability Work- related symptoms Diminished work ability Sickness absenteeism ORGANISATION OF WORK Level of management of hazards, disturbances and risk behaviour

16. 27.5.2005OSW Management Model / KPMartimo Page 16 M-real OSW Model Demonstrates the importance of general management to occupational health and safety, as well as well-being, in the same model Highlights the importance of OSW indicators Early intervention Collaboration between employees, supervisors, occupational health services and safety personnel Emphasizes the role of OHS as a support function of general management to recognise, remove, minimise and manage health and safety related risks at work Points out the importance of Communication Professional skills