Tor Nessling

Post-war growth of SAT Production of SAT grew strongly in the 1950s and 1960s; the volumes quadrupled to 800 vehicles per year during the 1950s. In addition to producing lorries and bus chassis, the company provided trams and rail vehicles to the Finnish State Railways. SAT products were exported to four continents. The growing volumes both required and benefited from investment in production facilities and sales and marketing campaigns. Unlike many contemporary industrialists, Nessling valued marketing, and he focused closely on identifying, understanding and satisfying customer needs.

Merger with VAT and resignation SAT's leading domestic competitor, Vanajan Autotehdas, was in financial trouble by end of the 1960s. Nessling proposed a merger between Vanajan Autotehdas and SAT because he was afraid that a foreign competitor, such as Volvo or Scania, would otherwise take over Vanajan Autotehdas. The companies came together in 1968. In the end, the merger led to a situation that Nessling had wanted to avoid: the state became a part-owner of the new SAT with a 17% shareholding and Nessling lost his controlling majority as his own holding fell to below 50%. SAT acquired an executive board of directors and a supervisory board. Although Nessling was still the company's principal shareholder, his influence was diminished: he had very little recent experience of receiving orders or of operating with a board of directors, and he found adapting to the new situation difficult.

Relations between Nessling and the board got worse when Nessling fell ill. He recovered, but not sufficiently to be able to work as before, although he was keen to continue with his role in the company management. The board was not convinced and reorganised the company structure. Nessling resisted the transfer of marketing responsibilities to other hands but could not prevent it. Nessling's old business partner and friend, then head of British Leyland Motor Corporation, Lord Stokes, whom Nessling greatly respected, eventually persuaded him to step aside. Tor Nessling announced his resignation as general manager of Suomen Autoteollisuus in June 1970, after leading the company for nearly four decades. Erik Gillberg was appointed the new general manager in February 1971.

Personal life and death Nessling worked hard and shunned the limelight. He worked closely with a small number of trusted colleagues, but many colleagues and underlings remembered his leadership style as patriarchal and distant. He resisted delegating decisions. He is described as a brilliant businessman who had the ability to spot business opportunities, but he was also a quick tempered, and was found by some to be excessively risk-averse. The tough industrialist also had his softer side: he liked nature and animals, and he kept many pets at his home.

Nessling had married Greta Maria "Maj" (née Kock) in 1926 who stayed home as a housewife while supporting her husband in his career. The marriage was childless, and when Nessling died in 1971 his widow sold the family share in SAT. In 1972 she bequeathed their property to establish the Maj and Tor Nessling Foundation. The foundation is a significant funder of environmental research in Finland.