11 Presidents

Fränckel, mechanical director of the Swedish State Railways, was one of the driving forces behind the creation of AB Atlas. He became its first Managing Director.

Together with the Wallenberg brothers he was responsible for the liquidation of AB Atlas in 1890 and the formation of its corporate successor Nya AB Atlas. During this period there were a strategic shift towards production of more advanced products, such as steam engines and machine tools.

Gunnar Jacobsson, Managing Director of Nya AB Atlas from 1909, continued in the same position at AB Atlas Diesel after the merger with AB Diesels Motorer in 1917. He expanded the pneumatic range with new tools and air compressors.

He represented a new kind of leadership in what had hitherto been a technology-dominated company. Wehtje initiated an era of intensive concentration on compressed air products and on international marketing.

Kurt-Allan Belfrage put focus on research and development, also including major modernization and expansion plans for the production plants. The oil-free air compressor was introduced and opened up for new customer segments.

Erik Johnsson started out with the company in 1930 and was its Managing Director between 1970 and 1975. His lasting achievement lies chiefly in the sphere of industrial marketing.

He further decentralized the organization and divided it into three business areas and divisions with responsibility for R&D, production and marketing. The manufacturing and process industry customer segment became more in focus.

The Group’s development under Treschow’s leadership can be summarized as better stability, increased profitability and healthy growth, both through product development and acquisitions. Atlas Copco History President 1997-2002 Giulio Mazzalupi

Giulio Mazzalupi was the first non-Swede appointed President and CEO of the Atlas Copco Group. He strengthened the Group’s position through successful product innovations and through improving service to customers when the products are in use.

Gunnar Brock took Atlas Copco back to the core through divestments, but he also expanded into road construction. Putting more feet on the street and thus creating a more customer-centric organization were important strategies.

Further enhanced the focus on customer relations and experiences and reinforced Atlas Copco’s brand management. His approach includes a strengthened service strategy and structure, as well as improved operational excellence.