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TWST: Could we start off the interview with a brief overview of the Metso Corporation (MX) including some of the key events in its development over the past two years?

Mr. Tamminen: Metso has basically been through two major events in the last two years. Metso’s creation was through a merger between two Finnish engineering companies, Rauma and Valmet. We are now the world’s leading supplier for processing systems and aftermarket services for the papermaking and pulp producing industries. Secondly, in 2001 we acquired one of our main competitors in mineral processing and rock crushing systems. Through that acquisition we became the global leader in that segment as well. So basically, we now have those two main business areas in Metso, supported by a strong process automation business, which today is mainly serving the pulp & paper industry. In the future, we plan to develop automation and ICT for rock crushing and mineral processing systems, as well.

TWST: What do you think are your competitive advantages over these companies?

Mr. Tamminen: Strong technology for these industries. For example, we can embed our own automation solutions in the equipment, which none of our competitors can do. Also, we have an in-depth knowledge about our customers' core processes. We have globally a very large installed base of about 2,000 paper machines, roughly 800 pulping lines, and close to 50,000 installations of crushing and mineral processing equipment. The combination of a very strong global market share and a large installed base is a definite advantage for Metso.

TWST: Is the strategy of supplying value added solutions your principal strategy for growth?

Mr. Tamminen: Yes. The concept we are running in all of the businesses is called Metso Future Care. It means life cycle services to our customers, starting from their first original equipment investment, throughout the entire life cycle of the product -- taking care of the maintenance, upgrading, and so forth. Clearly, one of our key competitive advantages is that we have a globally established service network covering 50 countries. We are transforming Metso from a traditional machine supplier into a solution provider and ultimately into performance provider type partnerships with our customers.

TWST: Could you talk briefly of the growth potential in your new emerging markets?

Mr. Tamminen: China, specifically, is already very important for us. That trend will continue and I believe that in the future, the Chinese markets will important for both Metso Paper and Metso Minerals. Metso Minerals is serving an infrastructure construction type of demand and, as we all know, China is building a lot of infrastructure. We already have about 2,000 people in China including our joint ventures in the country. Another important emerging market area is South America -- specifically for pulping and for mining. Our customers are mainly from Brazil and Chile. I would also like to mention South Africa because of their mining industry. Basically these three areas constitute about 25% of our annual net sales. For example, nearly all the new capacity in paper and pulping is built in China and South America.

TWST: Finally, if you were speaking directly with a potential investor, what is the essential message about the company you would like to communicate?

Mr. Tamminen: The key message is that we have a very strong grip on the markets we are serving, and the entry barriers for these markets are very high. We have global leadership, and a global presence. Now we plan to capitalize that in the form of continuous healthy growth, and, based on that, a good return to the shareholders.