Our vision, mission and strategic focus
This is Atlas Copco Group – technology that transforms the future
Our vision is to become and remain First in Mind—First in Choice of our customers and other stakeholders. Our mission is to achieve sustainable, profitable growth. This means that we should continuously deliver profitable growth with an increased positive impact on society and the environment, by promoting diversity and inclusion. We provide everyone within our organization with support and inspiration to learn and grow. We also include the perspectives of different stakeholders, like customers and society, when we create value.
The Atlas Copco Group identifies profitable niches and operates in selected market segments. We increase our market presence through expanding into segments and technologies close to our core. Whether we sell our products directly or indirectly, and under which brand, depends on the customer and market. Our global presence and diverse customer base support lasting growth.
To secure a leading market position, we invest in research and development. Through leading technologies, we aim to develop new products and solutions that are critical to our customers’ operations, improve their productivity, and support their success. Energy efficiency, connectivity, and data-driven insights are often key to creating tangible customer value.
To secure long-term profitable growth over a business cycle, the Atlas Copco Group has a strong focus on service, speed, and agility. We also aim to have an asset-light balance sheet and a flexible cost base.
We seek to perform more service on a higher share of the installed base of equipment and extend our service offering by giving customers new insights supported by connected products.
Speed and agility are achieved through a decentralized leadership model with clear accountability, an outsourced production model, a flexible workforce, continuous scenario planning, and a transparent organization with solid financial follow-up.
We believe in keeping production close to our customers and have production units in Europe, Asia, and the Americas. We continuously strive for improved operational efficiency with a responsible use of resources. This includes continued improved production processes and the development of top-quality and highly efficient products and services for our customers.
Strategy and fundamentals for growth
To secure our strategic direction and execution, the Atlas Copco Group relies on competent people passionate about their jobs and committed to delivering customer value. We focus on attracting people with the right mindset and skills, and empower them to grow with freedom and accountability. This is crucial to our success.
Our core values – interaction, innovation and commitment, reflect how we behave internally and in our relationships with external stakeholders. Learn more about our culture and values on our career page.
Our targets
Atlas Copco Group sets ambitious targets to deliver sustainable, profitable growth. The targets have different time horizons: annual, three-year, over a business cycle, and by 2030 for the more long-term ambitions. Sustainability plays a central role in the Group’s vision and is an integral part of the mission. An integrated sustainable strategy, backed by ambitious targets, helps the company deliver greater value to all stakeholders in a way that is economically, environmentally and socially responsible. Learn more about how we measure our progress in these areas.
| GROUP TARGETS 2022-2024 | ||||
| FINANCIAL | Target | |||
| Revenue growth measured over a business cycle | 8% per annum | |||
| Sustained high return on capital employed by constantly striving for operational excellence and generating growth | ||||
| Earnings as dividends to shareholders | About 50% | |||
| CLIMATE AND ENVIRONMENT | 2023 | 2022 | 2021 | Target |
| Reduction in line with the 1.5 degree warming trajectory in CO2e1) emissions (tonnes) from scopes 1 & 2, compared to the baseline 2019 | -38% | -35%2) | -21%2) | -46% by 2030 |
| Reduction in line with the well-below 2 degrees warming trajectory in CO2e1) emissions (tonnes) from scope 3, compared to the baseline 2019 | +28% | +19%2) | +3%2) | -28% by 2030 |
| Significant direct suppliers with an approved environmental management system | 31% | 31% | 31% | Continuous increase |
| Water consumption (m3) in relation to cost of sales3) | 7.5 | 8.4 | _ | Continuous decrease |
| Reused, recycled or recovered waste from internal operations3) | 91% | 92% | _ | 100% by 2030 |
| Projects for new and redesigned products with targets for reduced carbon impact | 95% | 97% | 98% | 100% |
| Group-common methodology for assessing the circulatiry of new or redesigned products | _ | _ | _ | In place by 2024 |
| EMPLOYEES | 2023 | 2022 | 2021 | Target |
| Female employees, at year end | 22.0% | 21.6% | 20.9% | 30% by 2030 |
| Employees agree that they feel a sense of belonging at the company 4) 5) | 77 | _ | _ | Above the global benchmark (73, 76 and 72) and a continuous increase |
| Employees agree we have a work culture of respect, fairness and openness 4) | 76 | _ | 76 | |
| Employees agree there is opportunity to learn and grow in the company 4) | 75 | _ | 73 | |
| Employees agree that the company takes a genuine interest in their wellbeing 4) | 74 | _ |
73 | Continuous increase |
| Balanced safety pyramid = more reports of risk observations than near misses, more reports of near misses than minor injuries, and more or equal reports of minor injuries relative to recordable injuries | Yes | Yes | Yes | A balanced safety pyramid |
| BUSINESS CONDUCT | 2023 | 2022 | 2021 | Target |
| Employees sign the Group’s Code of Conduct compliance statement annually | 99% | 99% | 98% | 100% |
| New employees participate in the Group's ethics training within 12 months of joining the company, starting 2023 5) | 94% | _ | _ | 100% |
| Employees participate in the Group's biennial ethics training, starting 2023 5) | 99% | _ | _ | 100% |
| Significant suppliers confirm compliance with the Group's Code of Conduct | 90% | 93% | 93% | 100% |
| Significant distributors confirm compliance with the Group's Code of Conduct | 94% | 92% | 87% | 100% |
1) CO2e stands for carbon dioxide equivalent.
2) GHG emissions restated in 2023. See page 42 in our Annual Report 2023 for details.
3) New and extended scope from 2022, incl. all operations.
4) Measured every two years through the employee survey. Scores based on scale 0–100 where 0 is “strongly disagree” and 100 is “strongly agree”.
5) First measurement done in 2023.
- Material topics 2022-'24 914.2 kB, PDF
Our principle of decentralized responsibility
Atlas Copco Group is a decentralized Group consisting of independent divisions, organized into four business areas. The main role of a business area is to develop leading technology within its business scope and to follow up on objectives and strategies. This also includes people, environmental and social performance. The divisions are our highest operational entities with their own profit responsibility. They are in charge of product development, manufacturing, marketing and sales. Each business area also has one or more dedicated service divisions. The divisions generally conduct business through local customer centers and designated product companies.
