Enabling the transformation to a low-carbon society

Fully committed to being part of the solution for a better tomorrow, we have set science-based targets to reduce greenhouse gas emissions in line with the goals of the Paris Agreement.
Thumbnail image for a video introducing our science-based targets

Are you up for a challenge?

Join us on an interactive journey to learn more about our culture.
Atlas Copco colleagues in discussion.

Innovation stories

Do you want to learn about our innovations? How operators benefit from our ergonomic equipment or how we secure a minimal impact on the environment?
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Our annual Industrial Ideas magazine

features stories about how we innovate for a sustainable future and push technology and society forward together with our customers.
Atlas Copco's Industrial Ideas magazine

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, inclusive growth. This means that we should continuously deliver profitable growth with an increased positive impact on society and the environment and by promoting diversity and inclusion. Inclusion is about providing everyone within our organization with support and inspiration to learn and grow. It also means that we include the perspective 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

Atlas Copco Group 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, inclusive 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.

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.

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.

Atlas Copco culture quiz with colleagues. Discussing culture and values and what it is like working in the organization.

Culture and values

Ever wondered what it’s like to work at Atlas Copco Group? What does culture really mean to our colleagues?

Check out the culture talks