Turning global challenges into local opportunities
During 2025, we continued to build on our foundation to deliver on our mission of sustainable, profitable growth. While the macroeconomic environment remains uncertain, our response is clear: we thrive by focusing on what we can control.
Orders received reached MSEK 165 814 (171 115), and revenues were MSEK 168 343 (176 771). The operating profit reached MSEK 34 114 (38 166), corresponding to a margin of 20.3% (21.6). The return on capital employed was 24% (28).
Leveraging our global presence
Geopolitical tensions, rising protectionism, and shifting government priorities continue to impact investment decisions around the world. To manage this uncertainty, we focus on actions that are certain to bring near-term positive impact, while planning and preparing for what the future brings.
With operations in about 70 countries and presence in 180, our “local for local” strategy enables tailored solutions for local markets. Another key enabler is our strong service business. Our ambition is to produce where we sell and source where we produce. We always base decisions to invest on sound and long-term business cases for growth.
Balancing speed and efficiency
Our decentralized structure and asset-light operations allow us to adapt quickly to changing market conditions. Coupled with a culture of delegated authority, this empowers fast decision-making in close collaboration with each customer.
This agility is a strength, but speed must be balanced with efficiency. We cannot afford duplication or settle for incremental progress, and we continuously challenge ourselves by asking tough questions.
Also, we actively seek opportunities to leverage AI for growth and optimized processes.
Investing in expertise
In 2025, we completed 29 acquisitions. These strategic investments complement our organic growth and allow us to deliver greater value through increased presence and adjacent technologies.
In 2025, we invested 4% of revenues in R&D to develop technologies that support our customers. Our products are designed with a life-cycle perspective, ensuring efficiency and reduced carbon footprint.
Increased resources and investments must go hand in hand with efficiency and measurable outcomes. One example is our initiative to integrate newly acquired companies faster and more effectively, a challenge that also creates opportunities to deliver even greater value.
Next step in our climate transition journey
The availability of low-carbon electricity remains the main limitation to a rapid decarbonization of the use phase of our products (scope 3 emissions). Most of our products already run on electricity, and we provide alternatives where possible to ones that are not yet electrified.
What is still needed is broader global engagement and the development of energy sources that support us and our customers in our shared ambitions.
Committed to safety
This year we are deeply saddened to report we have had two work-related fatalities among our employees following serious incidents. Safety is a top priority for the Group and following any incident, thorough investigations are conducted to understand the circumstances and assess whether additional preventive measures can be identified. Our thoughts remain with the two employees’ families, friends and colleagues.
Looking ahead
Our focus remains on delivering technologies that improve productivity, competitiveness, and sustainability for our customers. All while maintaining the agility and resilience that define Atlas Copco Group. In doing so, we create long-term value for all stakeholders.
Vagner Rego, President and CEO of Atlas Copco Group
