Mika Mahlberg: Fortaco Focuses on Fundamentals
Mika Mahlberg, Fortaco Group President & CEO, says growth of the company is still important, but focusing on the fundamentals of profitability and continual improvement will take priority.
Mika Mahlberg became President & CEO in January 2025. After nine months on the job, we were curious about what he has seen, and where he plans to steer Fortaco in the near future.
When a new manager takes the helm, stakeholders often wonder about how things will change. Can you remark on your approach to leadership and management style?
If there is a leading theme in the way I manage, it is surely influenced by the fact that my last 20 years in the business have been spent in positions responsible for profit and loss. I don’t try to be an expert on anything, and I don’t tell people how things should be done. I trust in our people, and I trust in their expertise when it comes to the details. My responsibility is to make sure the whole business works. Of course, this approach does not mean I won’t step in if something isn’t working. But it does mean I try to focus on the big picture, and I don’t get involved trying to solve every problem myself.
Before joining Fortaco, you spent nearly 27 years at Konecranes. What perspective does that give you on the off-highway business?
Coming from Konecranes means I’m coming from the customer industry which, over my 26 years there, transformed from doing its own manufacturing to doing contract manufacturing. In my division we had minimal factories, and we called this approach “asset light.” Today, when I look at Fortaco customers, as well as my colleagues at other OEMs, I see that many are now just starting this journey to becoming asset light. My background means that I can relate to the situations of our OEMs, as well as understand the customer’s business logic. And I see a lot of potential.
Is the market moving in that direction? Or will Fortaco have to push it that way?
The market is moving that way, and OEMs are interested in developing very good products and in supporting their customers after the sale. Usually, for an OEM, after-sales service is more profitable than selling equipment. If an OEM is manufacturing absolutely everything itself, then this takes energy away from the company and its core mission, forcing their focus to be on areas that don’t have anything to do with their end customer.
For example, if you have a full-function factory with a welding shop attached to it, the management team will find itself discussing why Jack is on holiday and could we get Sheila to replace Jack, but no, she’s ill, so let’s see if we can get Tom. You have a half-billion euro business and you’re discussing the welding shop in a management meeting! Instead, management ought to be concentrating on the competitiveness of its product. Working with Fortaco enables an OEM to focus on what’s most important.
There is an impact on profitability, too. Many OEMs are located in very expensive countries, and it makes more financial sense to do final assembly in those countries, not fabrication. I see that OEMs are all moving in the same direction, just some are doing it faster than others.
Where will you place Fortaco’s focus in order to take advantage of where the market is heading?
In my career I have been dealing with a lot of aspects of manufacturing that are very important for Fortaco today: automating operations, productivity, and other improvement programs. This is Fortaco’s focus today.
Take productivity improvement, for example. Our customers have assembly lines onto which they feed our cabins and steel structures. It’s normal for them to have continuous improvement targets to decrease hours used by six percent every year. And they are asking that of us, as well, which means we have to continuously improve at both our business sites and at headquarters. I have brought in performance management and reporting to help embrace continuous improvement and increase profitability. The Fortaco 25 program is a good example of this, and we’ll continue with Fortaco 26.
But what about growth of the company through acquisitions?
We do have a growth target and we are always looking for opportunities. But growth through mergers and acquisitions requires a lot of energy, and controlled growth is more important. Our strategy is to be very good at what we do and to excel in our market.
Each business site is P&L-responsible. I am very happy with our setup, and we will play the game with the team we have.
I do, of course, believe we should make acquisitions, but we should also grow with our customers at the same time, always making sure that we are using our people and our resources to their fullest potential.
ZAPYTANIA OFERTOWE z dnia 16.09.2025 r.
This is a tender inquiry for our new Business Site in Poland.
In connection with the planned implementation of the project entitled “Fortaco smart factory – establishment of a new plant in Knurów” financed under:
THE NATIONAL RECOVERY AND RESILIENCE PLAN,
Component A ‘Resilience and competitiveness of the economy’,
Specific objective: Development of the national innovation system: strengthening coordination, stimulating innovation potential and cooperation between enterprises and research organisations, including in the field of environmental technologies,
Reform: A 2.1. Accelerating robotization, digitization and innovation processes,
Investment: A 2.1.1.
Date of publication of requests for proposals: 16 September 2025
The deadline for submitting proposals is: 17 October 2025
Communication in the procurement procedure, submission of tenders, exchange of information (submission of questions regarding the contract) and transmission of documents and statements shall be made in writing by e-mail: fortacokn@bldg.pl
W związku z planowaną realizacją projektu pn. “Fortaco smart factory – utworzenie nowego zakładu w Knurowie” finansowanego w ramach:
KRAJOWEGO PLANU ODBUDOWY I ZWIĘKSZENIA ODPORNOŚCI,
Komponent A „Odporność i konkurencyjność gospodarki”,
Cel szczegółowy: Rozwój narodowego systemu innowacji: wzmocnienie koordynacji, stymulowanie potencjału innowacyjnego oraz współpracy pomiędzy przedsiębiorstwami i organizacjami badawczymi, w tym w zakresie technologii środowiskowych,
Reforma: A 2.1. Przyśpieszenie procesów robotyzacji i cyfryzacji i innowacji,
Inwestycja: A 2.1.1.
Data publikacji zapytań ofertowych: 16.09.2025 r
Ostateczny termin składania ofert upływa dnia: 17.10.2025 r.
Komunikacja w postępowaniu o udzielenie zamówienia, składanie ofert, wymiana informacji (składanie pytań do zamówienia) oraz przekazywanie dokumentów i oświadczeń odbywa się pisemnie za pomocą maila: fortacokn@bldg.pl
1. INQUIRY No. 30/2025 of 16.09.2025
ZAPYTANIA OFERTOWE z dnia 08.08.2025 r.
This is a tender inquiry for our new Business Site in Poland.
In connection with the planned implementation of the project entitled “Fortaco smart factory – establishment of a new plant in Knurów” financed under:
THE NATIONAL RECOVERY AND RESILIENCE PLAN,
Component A ‘Resilience and competitiveness of the economy’,
Specific objective: Development of the national innovation system: strengthening coordination, stimulating innovation potential and cooperation between enterprises and research organisations, including in the field of environmental technologies,
Reform: A 2.1. Accelerating robotization, digitization and innovation processes,
Investment: A 2.1.1.
Date of publication of requests for proposals: 8 August 2025
The deadline for submitting proposals is: 8 September 2025
Communication in the procurement procedure, submission of tenders, exchange of information (submission of questions regarding the contract) and transmission of documents and statements shall be made in writing by e-mail: fortacokn@bldg.pl
**************
W związku z planowaną realizacją projektu pn. “Fortaco smart factory – utworzenie nowego zakładu w Knurowie” finansowanego w ramach:
KRAJOWEGO PLANU ODBUDOWY I ZWIĘKSZENIA ODPORNOŚCI,
Komponent A „Odporność i konkurencyjność gospodarki”,
Cel szczegółowy: Rozwój narodowego systemu innowacji: wzmocnienie koordynacji, stymulowanie potencjału innowacyjnego oraz współpracy pomiędzy przedsiębiorstwami i organizacjami badawczymi, w tym w zakresie technologii środowiskowych,
Reforma: A 2.1. Przyśpieszenie procesów robotyzacji i cyfryzacji i innowacji,
Inwestycja: A 2.1.1.
Data publikacji zapytań ofertowych: 08.08.2025 r
Ostateczny termin składania ofert upływa dnia: 08.09.2025 r.
Komunikacja w postępowaniu o udzielenie zamówienia, składanie ofert, wymiana informacji (składanie pytań do zamówienia) oraz przekazywanie dokumentów i oświadczeń odbywa się pisemnie za pomocą maila: fortacokn@bldg.pl
1. INQUIRY No. 29/2025 of 08.08.2025
New Senior Vice President, Sales & Marketing
Fortaco has announced changes in the Group Sales & Marketing organisation as Michael Volz has been appointed Senior Vice President, Fortaco Sales & Marketing. Michael started 1 July 2025 and also became a member of the Group Leadership Team.
Michael is familiar to us, as he has been holding the position of Managing Director at our Business Site Breitenau, Austria (formerly MauserCABS).
Michael will take over the position from Mikael Persson, who will continue as Senior Advisor until the end of this year. This will ensure a smooth transition and continued cooperation with our customers. We thank Mikael for his commitment and contribution to Fortaco.
Michael is excited about his new role. “I am really happy to get this promotion to Senior Vice President. With the great Sales & Marketing team it is easy to trust tomorrow. Fully enthusiastic, I start in my new role. Thanks to Mika Mahlberg for providing me with this possibility."
We wish Michael all the success in his new position!
Welcome Onboard
Management changes at Fortaco Kurikka Business Site.
Arto Aro has been appointed General Manager for the Business Site Kurikka, stepping into his new role as of 1 September 2025. Arto knows the Fortaco team well as he has worked General Manager in Kurikka also in the past for several years. He will continue to drive the further growth of Business Site Kurikka, bringing his extensive operational experience in cabin manufacturing and delivering high-quality products.
Tom Store, the current General Manager will remain until Arto takes over. Tom is focusing on strategic projects to improve Fortaco's capabilities in the growing markets.
We welcome Arto onboard. We are confident that he will significantly contribute to Fortaco’s continued success.
Shaking Stereotypes
How to be a trailblazer of diverse leadership. 🏹
The Fortaco team would like to send our warmest thanks to everyone who joined our webinar – Breaking Barriers, Women in Heavy Industry, sharing the inspiring and supportive space with us.
The event brought together representatives across different industries.
Special thanks go to our great panelists who shared tons of valuable and encouraging experience and knowledge from their successful and lengthy careers. 💬 ✨
According to the participants, authenticity and motivation in the webinar atmosphere were appreciated, reminding us that openness about shared challenges is valued and needed. In addition, how to overcome those challenges and turn them into future strengths.
The general view is showing a gender gap in leadership positions in heavy industry and unfortunately this is true.
According to UNIDO, only 25% of the global manufacturing workforce are women - when we look into heavy industry sectors, the percentage is even lower. If looking at leadership roles, only 8% of them are held by women. 💡
This is a shame, not only due to diversity but also regarding engagement and collaboration, as the teams led by women seem to gain up to 20% higher performance in those.
What are the barriers holding women from advancing in their careers within the industry? 💭
Two of the biggest ones are bias and stereotypes.
The great news is that things are changing, and gender does not hold the same value as it used to when choosing people for leadership roles. We all are respected more for our actual skills, knowledge and performance.
In Fortaco, we are on a path of making heavy industry a more diverse field to work in and normalizing female leadership. We will continue to connect people around the industry and hold the space for them to share their journeys and practices.
One of the most asked topics in the webinar was mentoring in a career path; how experienced female leaders support younger leaders in their development path. This and many other topics you can listen to in our future webinars. 🎙
👉🏻 See webinar statistics here
Fortaco sells its marine business in Gruza, Serbia
Fortaco Group Holdco Plc’s subsidiary, Fortaco Oy has signed an agreement to sell its subsidiary in Serbia and thereby its marine and energy focused Business Site Gruza to Entec Evotec AS. Evotec is a Norwegian based technology company providing winches, booms, spooling devices, and cranes powered by Evotec’s innovative control system. Business Site Gruza was subject to the strategic evaluation of marine, energy, and heavy project businesses ongoing from February until November 2024.
Fortaco’s Business Site Gruza manufacturers winches and other solutions mainly for the marine industry. In 2024, the net sales were some EUR 5.4 million and recurring EBITDA some EUR 120 thousand. Business Site Gruza employs some 95 people in total.
“Selling of our operations in Gruza is the final step of the strategic considerations of our marine, energy, and heavy project businesses. The new owner, Evotec, has a solid expertise in the industry. I’m confident that they are a good new home for our people in Gruza. I want to thank our customers for their trust and cooperation throughout these years, and the Gruza team for their excellent performance in a challenging market environment. I wish the team a successful and continuous journey,” says Mika Mahlberg, President & CEO of Fortaco Group.
“Fortaco Gruza brings strong expertise and a solid reputation that aligns well with Evotec’s strategic direction. Together, we will strengthen our position in the marine sector and continue the growth of Evotec. We look forward to welcoming the Gruza team to Evotec”, says Jogeir Romestrand, CEO of Evotec.
“Fortaco Business Site Gruza is well-known for its high quality, delivery accuracy, and uncompromised professionalism. I am very excited that Evotec will become our new owner. Our joint know-how enables the future expansion of our business creating a win-win solution for both companies,” says Ivona Poletan, Managing Director of Business Site Gruza.
The transaction does not have an impact on Fortaco’s profit forecast for 2025. The transaction is subject to some customary closing conditions, and companies aim to close it during June 2025.
Further Information
Mika Mahlberg, President & CEO
+358 40 548 3353 mika.mahlberg@fortacogroup.com
Fortaco Group Fortaco is the leading full-solution provider for OEMs in the off-highway equipment industries. Pioneering the design and production of assemblies, cabins, steel fabrications, and zero emission solutions, we offer cutting-edge technology for enhanced productivity. We empower off-highway machines to use fossil-free steel and our customers to optimize their operations and move towards a greener future. Fortaco Group has operations in multiple European and Asian business sites and technology hubs, which support our global customers. www.fortacogroup.com.
Evotec Evotec is a leading Norwegian supplier of advanced handling systems for the maritime and industrial sectors, serving areas such as subsea, offshore, wind, fisheries, aquaculture, seismic, and research. The company specializes in developing tailor-made solutions, including Launch and Recovery Systems (LARS), winches and cable handling systems, with a strong focus on reliability and efficiency in demanding environments. Through continuous innovation and a focus on sustainable technologies, Evotec enhances operational efficiency and delivers added value to its customers.
We Build the Future
Fortaco Estonia is expanding.
Today, we are celebrating the opening of our new factory, located in Narva Kadastiku Industry Park.
Business Site Narva’s new factory is a manifestation of the great collaboration between Fortaco teams, from engineers and technologists to logistics and project management specialists.
The current 35,000 square meters located in the Narva city centre will now have an added 8,000 square meters under its domain, providing 40-50 additional jobs in the area.
The new factory offers competitive solutions and strong operational excellence through an advanced production specialization line, prefabrication equipment, welding robots, and CNC machinery centres that allow us to significantly increase production capacity and ensure even higher product quality.
With the newly installed equipment, the new factory is a full-cycle production facility — from raw material processing to painting and assembly — significantly boosting the overall manufacturing efficiency.
Factory’s production line is highly versatile, being able to manufacture products for different customers, reducing risks and increasing operational flexibility.
“We are less vulnerable, if any of our customers experience a temporary drop in volumes - production doesn’t stop,” says Larissa Shabunova, Managing Director, Fortaco Estonia.
In the opening ceremony, we had the honour of having Vesa Vasara, Finnish Ambassador to Estonia, Katri Raik, Mayor of Narva, and Tatjana Stofalt, Narva City Council Head, as our guests. We highly appreciate the presence of our customers Palfinger, John Deere and Komatsu, our suppliers, other business partners and Swedbank's presence.
According to Shabunova, the strengths of the Narva team are foresight, diligence, and systematic thinking.
The team just does not ”Trust in Tomorrow” - they create it.
Shaping the Future of Heavy Industry
Join our webinar Breaking Barriers – Women in Heavy Industry
Women are increasingly taking the lead in industries considered male-domain and heavy industry is no exception. At Fortaco, we work with skilled professionals across all functions. We've seen how diverse teams, and especially strong female leadership, contribute to better decision-making, innovation, and a more inclusive workplace culture.
To give this topic well-deserved attention,we organize a special webinar to spotlight and celebrate women who are shaping the future of heavy industry.
Join us for Breaking Barriers – Women in Heavy Industry, a live discussion with inspiring female leaders who have built remarkable careers in manufacturing, mining, and industrial services.
Tuesday, 20 May 2025 at 12:00 – 13:30 pm CET
Together, we’ll explore:
- Career growth and leadership in heavy industry
- Overcoming stereotypes and workplace challenges
- The future of diversity and inclusion in industrial sectors
The six skilled women, who have built their careers in heavy industry will share insights on leadership, growth, and breaking barriers:
Annami Toukoniitty, Senior Vice President, Professional Services, Metso
Denitsa Ivanova Dineva, Director HR EMEA Fabrication, Palfinger
Ewa Rajczakowska, Vice President Sourcing, HIAB
Agnieszka Koziara, Senior Vice President, People & HR, Fortaco Group
Larissa Shabunova, Managing Director, Fortaco Estonia
Ivona Poletan, Managing Director, Fortaco Gruza & Employer Branding & People Development Director, Fortaco Group
Join us for open and engaging conversation - where stories meet strategy and where change begins with courage.
Register to the webinar, click here
‘We’re all IT at Fortaco’
Piotr Galiński runs Fortaco’s IT department with a philosophy of family—one that produces results so good it’s won accolades from SAP.
He was gobsmacked by the cake. “On my very first day at Fortaco, I found that my colleague Ewelina Klimkiewicz had brought a cake for me,” says Mateusz Janiszewski, Fortaco IT Manager. “She had baked the cake, not bought it! I had never experienced anything like that before.” Janiszewski had worked in IT roles at four companies in Poland before he arrived at Fortaco. He knew immediately this was not your standard IT department.
Just like ‘family’?
The Fortaco IT team is, by design, a lean department. Led by Piotr Galiński, it is a team of 13 people who work closely together, so closely that they often find they are a part of each other’s lives. It's how Janiszewski found himself at Galiński's home, celebrating his boss's 40th birthday. "I'd only been at Fortaco one year, and it’s pretty uncommon in Poland for a worker to visit the boss's house. This is very different than any other IT group I've been a part of."
Galiński has a clear philosophy when it comes to employees: hire only true experts he can place his trust in, and then give them broad responsibility. This approach is a direct result of his personal experience. “I’ve had good bosses and bad bosses. Once I was part of a good team, and then the boss came and started hiring people who weren't very good for a variety of reasons. Once we took on inferior hires, people started to see the company was moving in the wrong direction. I'm always comparing our team to the army. I don't want to go to battle with soldiers I can't trust, who aren't skilled, who can't drive the tanks. I want to be surrounded by the people I trust and leave decisions to them. I once thought of myself as only a technical person with an IT and mechanical engineering background, but I committed myself to learning soft skills. What I've learned is that if I try new techniques, if I trust my intuition, then I get better results than I expect.”
Galiński’s team members often use the word “family” to describe their relationships. Does this come from higher up in the Fortaco organization? “I’ve never said ‘build a family,’” says Lars Hellberg, who built Fortaco Group and served as the organization’s CEO until December 2024 and is now a member of the Supervisory Board. “But we’ve seen it can become that. We emphasize and empower engagement among our people. And when people are working closely together, if they’re engaged, then a family-like environment can happen. I think the IT department has grown into that approach. Our Narva, Estonia business site is another example of where people have become very close.”
Sticking together
“But a family approach can also mean that you’re too family like,” cautions Hellberg. “There’s the risk that you might not fully listen to your customers, and so it has to be balanced.”
Striking that balance is something that is constantly on Galiński’s mind. “Yes, it is like a family, where everyone is comfortable together and we support one another. But this ‘family’ is embedded in a professional environment. Families release frustrations on each other, and so you have to have some clear boundaries, as well as give feedback to keep your team from becoming unproductive.”
His team members agree. "The close relationships help us in difficult situations,” says Aneta Szczepańska-Rybka, Finance Business Process Owner, who until recently was part of Galiński's team, and continues to support Fortaco’s SAP S/4HANA implementation. “But families fight, as well. Not every moment is harmonious bliss!" Galiński’s personality and approach somehow combine to allow him to diffuse tensions. “It's easy to give good feedback,” she says. “But when Piotr gives negative feedback, he has the ability to do it in a way that motivates you. After the meeting you’re more motivated and not in a bad mood.”
“When a boundary is crossed,” Galiński says, “I don’t ask someone why he said or did this, I ask what’s up with their private life. If I know what’s behind the behavior then I can provide support. I want to address the root cause of the problem, not the symptoms. Otherwise, the problem may persist.”
Still, it’s not an approach that every manager is capable of using. But for Galiński it produces results. “The advice from my superiors has often been that, because of the risk of having to fire someone, creating a family environment isn’t a good idea. They would not build relationships like I’ve done. Are they right? I have thought a lot about this, and I’ve concluded that because you never know when you might have to let someone go, I’m willing to risk the bad emotions. I want to live in an environment where we have these good relationships. Also, my team is not too big. If I ever had to release a person, it would mean I’d have to get rid of one of the critical processes.”
But the risk of releasing someone isn't something often on the minds of the team, and they say it's dwarfed by the positive aspects of the culture. "Piotr built his team in a way that this style really works," says Szczepańska-Rybka.
No excuses
Where does the motivator turn for his motivation? One source for Galiński is Nick Vujicic, who’s been called "the happiest man in the world." Vujicic was born with Tetra-amelia syndrome, a rare disability characterized by the absence of arms and legs. Vujicic, who calls his ministry “Life Without Limb,” travels widely and speaks about his faith.
Galiński sometimes invokes Vujicic when attempting to solve a problem with his team. “There are always problems but there is a solution to every one of them, and I challenge my team to find it. My job is to guide them in the right direction, and push them to focus on what we'd like to achieve, instead of why we can't achieve it, which only produces barriers that cause your brain to be blocked before you start thinking. Nick Vujicic surfs, he dives, but he's got no legs or arms. Nick’s not looking for excuses, so why should we!”
The taste of failure
There is no mould for a Fortaco IT worker, but Galiński says one commonality is an interest in sports. “This is critical for me. How do they release stress? If you're a sportsman then you know the taste of failure. You know how much energy you have to put in to improve. You know about sacrifice. Whatever the sport, I’m curious about how much time a potential employee spent to prepare and whether they tasted failure. Success doesn’t usually come after the first attempt. If it does, then it can make you lazy.”
For a period of five years, Galiński practiced karate five times a week for two hours a day. It enabled him to beat an opponent who was 25 kilos heavier and place third in the open division. Now he likes to climb mountains. To climb Mont Blanc he practiced in Poland’s mountains with a heavy pack. Would he summit? He was more interested in challenging himself: “I looked at it this way: Every step I took from Chamonix, I was beating my old record.”
Pioneers?
Another commonality of Fortaco IT team members is an affinity for new technology. “We’re a brave team,” says Galiński. “When it comes to picking solutions, we’ll go for the new technology.”
“We try a lot of new stuff and sometimes we fail,” says Mateusz Janiszewski. “But we’re discovering some really cool stuff, as well. For example, we’re one of the first companies using Cloud ALM to manage changes in the SAP system. ‘Pioneers’ is a big word, but we’re one of the first. We know it's at an early stage, but we can try it out. It's not about being comfortable—it’s about making progress. Yeah, sometimes you get into some trouble. But if you're not in trouble, you're not learning. When you fail, you learn how to not do it. And you don't repeat that same mistake twice."
Sometimes “pioneers” is precisely the right word. In 2024, Fortaco Group was selected as the Gold Winner of the SAP Innovation Awards in the Migration to Cloud category. “It’s not easy to convince customers to think about tomorrow,” says Radoslaw Mierzejewski, SAP Delivery Manager responsible for Poland, discussing why Fortaco received the honor. “But Piotr’s team is always trying to predict what might happen next and how to be prepared for it. It’s just their mentality to be open to change.”
What made Fortaco’s IT situation particularly challenging was the fact that not everyone was familiar with SAP. “Fortaco had many years’ experience with SAP, but they bought companies that weren't familiar with it,” says Marek Gałuszewski, Head of SAP Consulting Poland. “It can be treated as a problem or barrier, but Piotr decided to use this situation as opportunity for today and tomorrow. The idea was to avoid the complicated integration of different systems and processes, how to efficiently use time, and how to optimize the cost of the future maintenance. By making this decision standardize, Piotr made the solution more flexible for the future, and the Fortaco team also decided to use SAP Partner and use SAP as quality assurance in the project.” In other words, Fortaco making the brave decision to standardize processes across the entire Fortaco Group.
‘We’re all IT’
Though the IT department's culture is somewhat different, Agnieszka Koziara, SVP People & HR, says many of the traits found in the IT department can be found widely in Fortaco, as well. “Even though we’re international, we’re still relatively small. Fortaco needs people who are doers, who are hungry to learn new things, because there isn’t an army of people behind you. You’ve got to be a self-motivator. But if you like to learn things, then Fortaco is a great place for you.”
Koziara herself is one example. “I’m not an expert on AI or IT, but I’m part of the AI team because I like to learn. I see the development. I see that AI is growing so fast you can’t avoid it. She views Fortaco’s IT team as both strategy and teacher. “All of us have to be part of IT development, whether we’re in production, the office, or management. If we want to survive as an organization, we have to invest money, time, and ourselves to be part of IT. This is a must. In this way, we’re all IT at Fortaco.”
