Mission Statement, Vision, & Core Values (2026) of The Weir Group PLC.

From its founding in 1871 to its current status as a constituent of the FTSE 100, The Weir Group PLC has evolved into a global engineering force, employing around 12,000 people worldwide (2025) to design, manufacture and service critical equipment-like slurry pumps, valves and crushing systems-that keep mining, oil & gas, power and industrial operations moving; driven by a mission to enable customers to sustainably and efficiently deliver the energy and resources a growing world needs and a vision to be the most admired engineering business in their markets, Weir's core values of Integrity, Innovation, Sustainability, collaboration, customer focus and valuing people shape investments in R&D, global expansion and sustainability initiatives that reduce environmental impact while enhancing operational efficiency and long-term customer partnerships.

The Weir Group PLC (WEIR.L) - Intro

• Headquarters: Glasgow, Scotland
• Founded: 1871
• Global workforce: ~12,000 employees (2025)
• Primary product lines: slurry pumps, valves, crushing equipment, mill liners, and aftermarket wear parts
• Key end markets: mining (ores and coal), oil & gas, power generation, and broader industrial processing

• Mission: Deliver engineered solutions that improve productivity, safety and sustainability for customers in resource‑intensive industries-focusing on durable equipment and aftermarket services that extend asset life and lower total cost of ownership.
• Vision: Be the partner of choice for the global mining and heavy‑industry sectors by combining product innovation, digital enablement and a world‑class service footprint to decarbonise and improve resource efficiency.
• Core values:
  • Customer focus - long‑term partnerships and lifecycle support
  • Operational excellence - quality manufacturing and aftermarket logistics
  • Safety & integrity - protecting people and reputation
  • Innovation - materials, wear technology and digital offerings
  • Sustainability & stewardship - reducing environmental impact across operations and product use

• Aftermarket growth: increasing revenue share from parts, services and engineered wear solutions to stabilize margins versus cyclical new‑equipment sales.
• Digital transformation: expand remote‑monitoring, predictive‑maintenance and analytics services to boost uptime and capture annuity‑style revenues.
• Sustainability targets: reduce Scope 1 & 2 emissions from operations, increase product energy efficiency, and support customers' decarbonisation through lighter‑weight or longer‑life components.
• Geographic expansion: selective expansion in high‑growth mining regions (APAC, Latin America) and services network densification to reduce downtime for global miners.

• Product sales: slurry pumps, crushers and valves for initial plant builds and major overhauls.
• Aftermarket/services: wear parts, mill liners, on‑site services, condition monitoring and retrofit packages-driving higher margin recurring revenue.
• Integrated solutions: engineered projects combining equipment, installation, spare‑parts management and digital services to optimize whole‑life cost.

• Operational emissions management: targets to lower Scope 1 & 2 emissions via energy efficiency, electrification of site equipment and renewables procurement.
• Product sustainability: R&D investments to extend component life and improve energy efficiency in customer processes-reducing total environmental footprint per tonne of ore processed.
• Workforce & communities: safety programs, skills development and local supply‑chain engagement in mining regions where Weir operates.

The Weir Group PLC (WEIR.L) - Overview

• Engineering-led product portfolio: wear-resistant pumps, valves, cyclones and crushing & screening solutions designed to extend asset life and reduce lifecycle costs.
• Sustainability integration: product designs and aftermarket services aimed at lowering energy consumption, reducing fugitive emissions and supporting water management.
• Customer efficiency: outcome-based service contracts, remote monitoring and predictive maintenance to boost productivity and reduce unplanned downtime.

• Safety-first: driving zero-harm operations across manufacturing, field service and customer sites.
• Customer-centric innovation: investments in R&D and digital services to solve site-specific challenges.
• Integrity and accountability: transparent reporting, compliance and governance aligned with UK corporate standards.
• Sustainability and stewardship: commitments to reduce scope 1 & 2 emissions and to support customers' net-zero pathways.

• Product lifecycle improvements: targeted component life increases of 10-30% on wear parts, reducing total cost of ownership for mining customers.
• Energy and emissions: energy-efficiency upgrades across product ranges and factory footprint reduction measures contributing to lower scope 1 & 2 emissions year-on-year.
• Aftermarket growth: services and spare parts typically represent >40% of group gross margin, reinforcing long-term customer relationships and recurring revenue.
• Digital adoption: expansion of condition monitoring and remote diagnostics to proactively address failures and improve fleet uptime by measurable percentages at customer sites.

• Mining: focus on reducing ore processing energy intensity and improving throughput for mineral producers facing tighter cost and environmental constraints.
• Oil & Gas and Power: solutions geared to reliability and emissions reduction where uptime and regulatory compliance are critical.
• Geographic mix: revenue exposure diversified across Americas, APAC and EMEA to balance commodity and infrastructure cycles.

The Weir Group PLC (WEIR.L) - Mission Statement

• Customer-focus: design and deliver engineered products and services that reduce total cost of ownership and improve uptime for customers.
• Operational excellence: combine lean manufacturing, digital diagnostics and aftermarket services to extend asset life and reliability.
• Innovation-led growth: invest in engineering R&D, digitalisation and product development to raise performance benchmarks across served markets.
• Sustainability and safety: reduce environmental footprint, improve energy efficiency and embed safety-first behaviours across operations and supply chains.
• People and culture: attract, develop and retain skilled engineers and service teams through training, inclusion and ethical practices.

• Admiration as a strategic metric: prioritises reputation, customer relationships and sustainable practices alongside revenue and margins.
• Talent attraction and retention: aimed at drawing top engineering talent and skilled service personnel by being seen as a leader in safety, innovation and sustainability.
• Market leadership drivers: technological advancement (including condition monitoring and digital services), aftermarket growth and geographic expansion into mining and infrastructure growth regions.

• R&D and product development budgets focused on wear-resistant materials, pump and valve reliability, and digital services for predictive maintenance.
• Service-led revenue growth: expanding aftermarket parts, plant rebuilds and remote monitoring to shift revenue mix toward higher margin, recurring streams.
• Sustainability targets: reducing Scope 1 and 2 emissions from manufacturing and enabling lower-emission customer operations through more efficient equipment.

• Aftermarket and services expansion - target higher-margin, recurring revenue to stabilise cash flows and deepen customer relationships.
• Digital and IoT-enabled solutions - deploy condition monitoring and analytics to deliver uptime improvements for customers and to create new revenue streams.
• Operational efficiency - lean manufacturing and footprint optimisation to protect margins in cyclical markets.
• Sustainability commitments - reduce emissions intensity across operations and create products that help customers meet decarbonisation goals.

The Weir Group PLC (WEIR.L) - Vision Statement

Mission orientation and strategic imperatives

The mission centers on designing, manufacturing and servicing critical equipment and aftermarket solutions that keep extractive and industrial operations running reliably and more sustainably. Execution is guided by core values that translate intent into measurable actions across the business:

• Integrity - ethical governance, transparent reporting and strong compliance frameworks underpin decision-making and stakeholder trust.
• Innovation - targeted R&D, digitalisation and product development accelerate customer value and differentiation.
• Sustainability - decarbonisation, circularity and community engagement reduce environmental footprint and enhance social license to operate.
• Collaboration - cross-functional teams and external partnerships enable integrated solutions and faster problem solving.
• Customer Focus - aftermarket service excellence and tailored product packages drive lifetime value and retention.
• Valuing People - investment in skills, safety and inclusion sustains high-performance culture and capability renewal.

Core values in action - metrics and commitments

Illustrative metrics showing how values are embedded into strategy and performance (latest reported years shown where available):

Integrity - governance and transparency

Integrity is operationalised through board oversight, external audits, anti-bribery policies and supplier due diligence. Key governance indicators include independent non-executive directors, an established risk committee and regular disclosure of financial and sustainability performance in annual and sustainability reports.

Innovation - R&D, digital and aftermarket focus

• R&D investment: focused on wear materials, pumping and crushing technologies and digital asset performance services.
• Aftermarket & services: recurring revenue mix increased through long-term service agreements and remote monitoring.
• Digital adoption: condition monitoring and data analytics deployed across high-value customers to reduce downtime and cost per tonne.

Sustainability - targets and progress

Sustainability is tied to measurable targets for emissions, resource efficiency and community impact. Programmes include electrification of fleets, materials innovation to increase component life and local content initiatives in key markets.

• Emissions: committed to progressive reductions in Scope 1 & 2, with ongoing projects to reduce diesel dependence and electrify operations.
• Circularity: increased remanufacturing and refurbishment to extend asset lives and reduce raw-material demand.
• Community investment: targeted local skills training and supplier development in mining regions.

Collaboration - partnerships and go-to-market

Collaboration spans OEM-customer co-development, joint ventures with mining houses and partnerships with technology providers to integrate electrification, automation and predictive maintenance.

Customer Focus - aftermarket, contracts and satisfaction

• Aftermarket revenue proportion: a lever to stabilise cyclical mining revenues and increase lifetime customer value.
• Service-level commitments: SLAs, parts availability and field-engineer networks to shorten mean time to repair.
• Customer outcomes: focus on reducing operating cost per tonne and increasing asset uptime through integrated solutions.

Valuing People - safety, development and inclusion

Investment in workforce capability is tracked through metrics such as training hours, leadership development completions, diversity ratios and safety KPIs. Programmes target STEM pipelines in supplier and host communities.

For historical context, ownership and broader corporate background, see: The Weir Group PLC: History, Ownership, Mission, How It Works & Makes Money