We make it possible
Coor is more than a service provider. We are a social actor. A local, stable and reliable partner that creates safe and productive workplaces throughout the Nordic region. An engine of integration that welcomes people when they enter new jobs and communities. We create solutions – and relationships – that last.
The work of our employees impacts hundreds of thousands of people every day. They ensure hospital redundancy, cook for emergency services workers, clean schools and maintain the Öresund Bridge. We are the silent force behind the organisations that make Nordic society and business work.
Coor is a local partner that assumes important responsibilities, providing security, stability and continuity – from airports and oil platforms to office premises. We make it possible. For our customers to focus on what they do best. For our employees to grow in a safe work environment. For society to trust us to facilitate critical operations and sustainable business. And for our owners to invest in a profitable business that makes difference, every day.
Coor in brief
Coor is one of the leading providers of facility management in the Nordic region.
Our business
Our ambition is to exceed our financial targets, without compromising people or our planet. Our business model is based on long-term service contracts for integrated facility management solutions (IFM) and single services (FM). We have stable and recurring revenue based on contract volumes and additional services. Our growth is driven by new sales, extensions of existing contracts, and acquisitions of well-managed companies.
Partnerships with customers are central to our business. We build customer satisfaction through professional deliveries, a proactive approach and a value-adding service experience, thereby enabling long-term relationships where we can grow together with our customers. We also leverage our geographic economies of scale, uniform solutions and process harmonisation to drive efficiency and deliver sustainable margins over time.
Our vision
Coor creates the happiest, healthiest and most prosperous workplace environments in the Nordic region. We strive tirelessly to build the teams and full-service solutions that enable our customers to do what they do best.
Our driving forces
At Coor, everything we do is underpinned by care for people and the environment. Our drivers are satisfied customers, engaged employees, increased inclusion and a reduced carbon footprint. Our responsibility encompasses three dimensions – business, social and environmental – with the aim of developing our business sustainably and creating long-term value.
Facility management and IFM
Facility management (FM) is an umbrella term for all types of workplace services – from security, coffee machines and reception services to cleaning, energy optimisation, staff restaurants and office consultancy. Coor offers more than 100 different FM services. Integrated facility management (IFM) is when a number of FM services are bundled together in one contract with one provider, which often cuts costs and results in synergies.
1998
Coor is founded in Sweden
2001
Coor is established in Denmark
2002
Coor is established in Finland
2004
Coor is established in Norway
2011
Coor doubles its operations in Finland
2014
Coor signs the largest IFM agreement ever in the Nordic region
2015
Coor introduces vision of zero work-related injuries
2015
Coor is listed on the Stockholm Stock Exchange
2018
96% growth in Denmark through acquisition of Elite Miljø A/S
2021
Three valueadding acquisitions completed in Sweden and Norway
2021
Coor joins the UN Global Compact
2023
Coor adopts Net Zero by 2040, validated by the SBTi
2025
New, simplified organisation to boost profitability
The year in figures
Increased stability and control in 2025
Focus and progress were the watchwords for 2025, and our measures to stabilise the operations yielded clear results: the operating margin reached 4.8 (4.4) per cent and our cash conversion increased to 99 per cent, a strong improvement compared to 57 per cent last year.
Sales per year
Annual operating profit and margin
Adjusted EBITA, SEK Million
Margin, %
Net sales by type of contract
Gender distribution managers
Net sales by country
Customer satisfaction index
Employee motivation index
2025 in brief
In 2025, Coor strengthened its customer focus by introducing a simplified organisation and extended several strategic partnerships.
February
Coor renews offshore agreement with Equinor
Coor has been providing FM services to five of Equinor’s oil platforms since 2015. Equinor chose to extend the agreement for five years, with an option for an additional five years. The contract is worth approximately SEK 260 million annually. Coor provides cleaning, restaurant, accommodation and reception services on the oil platforms. In this customer-focused partnership, major emphasis is placed on safety, quality and development.
March
Ola Klingenborg new President and CEO of Coor
Ola Klingenborg became President and CEO of Coor on 1 March 2025, having served as CEO of Coor Sweden since January 2025. Ola previously served as President and CEO of the care company Team Olivia and has extensive experience at Clear Channel, as well as a background as a management consultant at McKinsey & Company.
March
New, simpler organisation
In early 2025, Coor introduced a simplified organisation to reduce costs while creating conditions for increased operational efficiency. This reorganisation, which includes a reduction of 130 positions and expected full-year savings of approximately SEK 120 million, took effect on 1 April.
April
Coor recognised in SHE Index
SHE Index is a tool for assessing companies and helping them to promote gender equality. Coor received a third-place ranking in this year’s Swedish index and thus remained one of the best companies in Sweden when it comes to gender equality for the fifth year in a row. In this year’s index, Coor scored 91.6 out of a possible 100, down slightly from its first-place ranking in 2024, when it received a score of 93.7
April
Mikael Stöhr new Chairman of the Board
Mikael Stöhr became Coor’s new Chairman of the Board. Mikael served as President and CEO of Coor from March 2013 to July 2020 and as a Board member from May 2013 to July 2020. He is currently Chairman of the Board of Hjo Installation and a Board member of Werksta Group, and was President and CEO of Consolis Group until December 2024.
May
Coor extends IFM agreement with Volvo Cars
Volvo Cars chose to extend its partnership with Coor for IFM services, which includes comprehensive deliveries of property, workplace and cleaning services. These deliveries are valued at approximately SEK 400 million annually, including additional variable project volumes. Coor delivers a broad portfolio of services to Volvo Cars’ facilities and offices in Sweden and Belgium. In addition, Coor provides Volvo Cars with fire services, waste management, process cleaning and process maintenance.
ongoing service deliveries
August
Peter Hasbak new President of Coor in Denmark
Peter Hasbak assumed the role of President of Coor Denmark and became a member of the Executive Management Team on 1 August 2025. Peter Hasbak joined the company from his role as CEO of Elis Danmark A/S, where he served in a number of roles, including Regional Manager.
Sales from IFM
December
Coor extends partnership with Hitachi Energy
Coor has delivered IFM services to Hitachi Energy since March 2022 and has now renewed its agreement until March 2028. This means that Coor will continue to provide property maintenance, workplace services and cleaning to Hitachi Energy’s nine sites in Sweden.
Management commentary
A year of focus and progress
Ola Klingenborg, president and CEO of Coor, describes 2025 as the year Coor moved from turbulence to control. The year started with a well-needed restructuring programme and set a clear course, with an increased focus on operational efficiency and customer deliveries, thus improving both customer satisfaction and financial performance.
How we achieved stability
In Sweden, we restructured our staff organisation to move closer to our customers and operational staff to create more efficient and predictable deliveries. We also introduced a new, simplified organisation at Group level to strengthen our ability to deliver attractive services with high operational efficiency and profitability.
In Norway, our teams delivered strong results, both in the underlying business and in terms of variable volumes, and several large customers renewed their contracts with us. Among others, our agreement with Equinor was extended by five years at a value of SEK 260 million annually.
While Finland was stable, Denmark faced a challenging year involving contract losses and management changes. We now have a new President in place who has a clear plan that is expected to have a commercial impact in 2026.
Technology and resilience top customer agendas
Despite economic uncertainty and global turbulence, Coor’s customer base provides stability and resilience. We have numerous public sector contracts in all our markets and have successfully grown in the private sector, not least through strong deliveries to the oil and gas industry in Norway. This balance between public and private-sector customers makes us less sensitive to economic fluctuations and creates the conditions for long-term growth. Our customers’ needs are essentially the same: frictionless operations and solutions to everyday challenges at workplaces and production sites, allowing them to focus on their core business.
We expect property operations to be a key growth platform in 2026 and are working to strengthen our skills and capacity in this area.
One trend we expect to continue is the growing technology complexity of buildings. As an FM provider, our expertise and range of services in sensors, AI and smart operations are therefore becoming increasingly important when it comes to managing our customers’ properties.
We have also seen that physical and digital resilience are becoming more critical in Nordic workplaces. Building on our report “Join the Workplace Revolution: From Risk to Resilience,” we engaged in many conversations with customers during the year about how we can work together to become more resilient to external threats, from climate impacts to security risks. According to the report, seven of ten Nordic property owners prioritise increased resilience at their properties. These insights have provided us with valuable guidance for developing our services and strengthening our role as a proactive partner in a changing world.
Developing services that create value
During the year, we shifted our focus from centralised innovation development to everyday innovations close to customers and our operations. We launched our first AI agents, with a focus on streamlining and improving the performance of our operations centres. This type of practical innovation creates faster value for our customers and employees, and for Coor. One example is our use of automated case management at our operations centres, where incoming emails and text messages are classified and converted into work orders in real time. Further AI solutions are in the pipeline, including solutions to enable more efficient employment contract management and automated supplier contract reviews. These initiatives are making us more competitive and show that innovation at Coor is about making tangible improvements that provide direct business benefits for us and our customers.
On the environmental side, we increased the share of suppliers committed to the Science Based Targets initiative (SBTi) that have had their climate targets validated. We significantly reduced our greenhouse gas emissions from our restaurant operations and continued to electrify our vehicle fleet at a rapid rate. In terms of social responsibility, we continue to support safe working conditions, collective bargaining agreements and systematic work environment management, particularly in relation to injury prevention. During my first year in the Group, I have heard many powerful personal stories showing that working at Coor actually changes people’s lives. As one of our employees – our Employee of the Year – put it: she came to Norway hoping for security and opportunities, and working at Coor has given her a sense of community, belonging and motivation in her everyday life.
Day-to-day leadership
As the Group’s new CEO, I have visited all of our Nordic operations on several occasions during the year. I have spent time at the sites where we conduct cleaning, building maintenance, restaurant and reception services. Gaining an in-depth understanding of how our services are delivered to customers is an important part of leading a company like Coor in a time of transition. I have witnessed Coor’s strong culture, with a genuine passion for service and an impressive breadth of expertise – from maintaining the Öresund Bridge to cleaning in hundreds of locations such as oil platforms, hospitals and manufacturing industries. As a leader, I want to help create a sense of pride in the impressive work we do across our Nordic markets.
Employees and engagement
This year’s employee survey shows that our Employee Motivation Index (EMI) remains high, up from 77 to 78. This indicates a stable level of engagement in many parts of the operations, although with variations between different areas of Coor. Our EMI increased in all countries, an indication of our strength following a year of major transitions. I would like to express my respect for our employees’ efforts and professionalism in such demanding circumstances. Our first line managers play a more important role now than ever before. They instil confidence and bring a sense of direction to our everyday operations, and help their teams see how our work contributes to keeping critical social functions running. My sincere thanks to all our employees for your contribution in 2025. This year demanded a lot from all of us. Our success was made possible by your combined efforts in challenging times – and this makes me particularly proud.
Growth in an attractive market
With a stable foundation, we are now shifting our internal focus and looking outwards. We operate in an attractive Nordic market with many growth opportunities in all our service areas – cleaning, property maintenance, IFM, and food and beverage. The challenge is not a lack of assignments, but the need to prioritise among everything we want to do. What drives us is continually streamlining our deliveries and prioritising the areas that create the most value for our customers and for Coor.
Our strategic priority for 2026 is to achieve sustainable growth by scaling up existing customer assignments, winning more tenders and continuing to improve our delivery capabilities so that we can consistently create value for our shareholders, customers and employees.
Finally, I would extend a warm thank you to our customers and shareholders for their continued trust in us. Our focus remains firm: stable deliveries, cost discipline and profitable growth.
Ola Klingenborg
President and CEO
March 2026
A year when several things fell into place
According to Chairman of the Board Mikael Stöhr, 2025 was a year when several things fell into place. Supported by new management, a simplified organisation and improved figures, he forecasts a bright future for Coor.
2025 was a fresh start for Coor. Following several turbulent years, several things fell into place. Ola Klingenborg took over as our new CEO, and we introduced a simplified, more customer-centric organisation. We focused on restoring clarity, both internally and externally, in terms of who we are and what we do. The figures indicate that we are on the right track with increased growth and better margins, cash flow and cash conversion. The share price trend was also positive during the year. All this has created a feeling of confidence in the future. I am cautiously optimistic and see 2025 as a clear fresh start, with more ups than downs.
How do you see the future for Coor?
Coor has a bright future. All companies need our services, and as a Nordic player we provide a sense of security in an uncertain world. Our local presence and expertise give our customers and shareholders peace of mind. This also means that we have the future in our own hands and can continue to focus on delivering efficient FM services to our customers.
What will be Coor’s key focus areas in the coming years?
We need to continue to develop our service offering, improve our deliveries and find new, efficient solutions. By improving our digital tools, we can make our service deliveries easier and more efficient, both for our employees and for our customers. We have plenty to gain from working closer to our customers and strengthening our collaborations. A stronger customer focus is important to future-proof Coor and prove to customers that they are working with the best in the market.
Continuing to build on what we already have – Coor’s main competitors are not our industry colleagues but the FM services that are not yet outsourced. There are limitless opportunities for Coor as a company if we can get companies to understand the efficiency gains that could be made by outsourcing their FM services to us. The demand is there, and we need to make sure that more companies choose to partner with us. To do this, we must ensure that our internal processes support our customer promise so that we can continue to deliver efficient FM services to customers in the Nordic region. There is much more volume, more margin and more cash flow to be gained.
What is the biggest challenge?
Always remaining close to our customers and not get caught up in internal processes. Customers should clearly feel our commitment and our focus on their needs.
What sets Coor apart as a company?
Coor has a strong corporate culture, which is an important success factor. The willingness of our employees to constantly improve is clear and really sets us apart from other industries and companies. This became particularly clear to me when I returned to Coor as Chairman of the Board after five years away from the company. That drive is an enormous strength in building long-term customer relationships and reliable deliveries.
What issues were of particular interest to the Board in 2025?
The Board had three focus areas during the year. After a turbulent few years, the short-term operational stability of the business was a priority. The Board also supported management in its efforts to restore confidence in the company. The third focus area concerned Coor’s strategic direction and plan going forward. I look forward to 2026 with great confidence.
Targets and results
Developing our business in line with Coor’s vision requires a long-term approach to sustainability. Coor creates value in three dimensions – business responsibility, social responsibility and environmental responsibility – and regularly reports its results in relation to the company’s long-term targets.
Business responsibility
Adjusted EBITA margin
An adjusted EBITA margin of around 5.5 per cent in the medium term.
Outcome 4.8 per cent
In 2025, Coor had an adjusted EBITA margin of 4.8 per cent. While the margin is below Coor’s medium-term target, it has gradually improved due to the measures taken during the year. Accordingly, we feel confident in our ability to achieve profitable growth going forward and we see good prospects for continued margin improvements that will gradually bring the company back to its target of 5.5 per cent.
Cash conversion
A cash conversion rate in excess of 90 per cent in the medium term.
Outcome 99 per cent
The outcome of 99 per cent for 2025 exceeds Coor’s target. In the preceding year, an increase in working capital was noted, resulting in a low cash conversion of 57 per cent. The company implemented a number of measures to restore the level of working capital in 2025. The measures implemented resulted in improved cash conversion during the year.
Capital structure
Net debt of less than 3.0 times adjusted EBITDA in the medium term.
Outcome 2.6x
Coor’s leverage amounted to 2.6 times adjusted EBITDA, which is in line with the company’s target. We noted a lower leverage than last year, mainly due to higher profitability and improved cash conversion.
Organic growth
Annual organic growth of 4–5 per cent over the course of a business cycle.
Outcome 2 per cent
Coor reported positive organic growth of 2 per cent for 2025, which is below the company’s target over a business cycle. Organic growth was positively impacted by new contracts and high variable volumes in Coor’s Norwegian operations, while ended contracts in Coor’s Danish operations had a negative impact on organic growth.
Payout ratio
The target is to distribute around 50 per cent of the company’s adjusted net profit for the period (before amortisation and impairment of intangible assets) in ordinary dividends to the shareholders.
Outcome 88 per cent
The Board proposes a dividend for 2025 of SEK 2.50 per share (comprising an ordinary dividend of SEK 1.50 per share and an extraordinary dividend of SEK 1.00 per share). This equates to a dividend yield of 5 per cent. The total dividend amounts to 88 per cent of the company’s adjusted net profit for the year. The proposed dividend is subject to approval at the 2026 AGM.
High customer satisfaction
The target is to maintain a high level of customer satisfaction over time (Customer Satisfaction Index) ≥70.
Outcome 72
The outcome for the year – a score of 72 – indicates a level of customer satisfaction that is slightly higher than the company’s target of 70.
Social responsibility
Employee Motivation Index
The target is to maintain a high level of employee motivation (Employee Motivation Index) ≥70.
Outcome 78
In the employee survey for the year, Coor maintained a high score – 78 – which is above the company’s target and slightly better than last year.
Gender distribution managers
The target is a 50/50 gender balance at management level.
Outcome 52 per cent / 48 per cent
Across the company as a whole, the proportion of women in management positions is 52 per cent, which is in line with the company’s target.
TRIF (total recordable injury frequency)
The medium term target is to reduce the company’s TRIF (total recordable injury frequency) rate to ≤3.5.
Outcome 8.3
For 2025, the company’s TRIF is 8.3, which is an increase compared with the previous year, primarily due to a higher number of less serious injuries. Towards the end the year, Coor increased its focus on proactive safety measures.
While this is not yet reflected in our results, we have noted that more risk observations are being made, which could reduce the number of accidents in the long term.
Environmental responsibility
Reduced scope 1 and 2 emissions
Coor’s target is to reduce its absolute scope 1 and 2 emissions by 75 per cent by 2030 compared with the base year 2018. The interim target is to reduce emissions by 50 per cent by 2025.
Outcome –54 per cent
Coor continued to reduce its absolute scope 1 and 2 emissions in 2025. The reduction compared with the base year 2018 was 54 per cent, which means that the company has exceeded its interim target of reducing emissions by at least 50 per cent by 2025. This performance was mainly driven by increased use of fossil-free fuels, continued electrification of the vehicle fleet, and energy efficiency improvements at our premises. The base year 2018 was recalculated during the fourth quarter to include previous acquisitions. For more information, see the section Sustainability statement in the pdf.
Supplier engagement scope 3
In scope 3, Coor has a target for 75 per cent of emissions from purchased goods and services as well as upstream transport to come from suppliers who have had their targets validated by the SBTi or an equivalent body by 2026.
Outcome 48 per cent
The share of emissions from purchased goods and services from suppliers with validated SBTi targets increased during the year and amounted to 48 per cent for full-year 2025.
Reduced emissions from food and beverage scope 3
In scope 3, Coor aims to reduce emissions (CO2eq) from food and beverage by 30 per cent by 2025 and by 58 per cent by 2030.
Outcome –37 per cent
Coor continued to reduce emissions from its food and beverage deliveries compared with the base year 2018. The reduction for full-year 2025 was 37 per cent, which means that the interim target of reducing emissions by at least 30 per cent by 2025 was exceeded. The outcome was attributable to a clearer focus on climate-smart menus, the development of food concepts and more conscious product choices in customer deliveries.
Our offering
Services for the best workplace environments in the Nordic region
Coor offers more than a hundred different services in various service areas, and undertakes everything from single cleaning services to complex IFM deliveries. We aim to create the happiest, healthiest and most prosperous workplace environments in the Nordic region by building teams and full-service solutions that enable our customers to do what they do best.
Food and beverage
With more than 250 staff restaurants, Coor is one of the largest restaurant operators in the Nordic region. All of our restaurants have a major focus on sustainability, health and reduced food waste. We believe that food should do good, for those who eat it and for the planet. The recipe for success is local adaptation. That’s why the menus for our restaurants are based on local produce and adapted to local preferences.
Workplace design
Coor Advisory offers advice on workplace strategy and helps companies and organisations create attractive, modern and inspiring workplaces where people will enjoy working for many years. Coor’s strategists are involved throughout the change journey, from feasibility study to implementation, creating a workplace where your employees will choose to go because it promotes their performance as well as their well-being.
Cleaning
Our strength lies in our ability to combine the professionalism of a large cleaning services company with the commitment of a local player. Coor has the resources, methods and expertise required to provide a wide variety of cleaning services: from office cleaning to more advanced services such as cleaning of hospital environments and cleanrooms. Data-driven cleaning, or cleaning “where it is needed” based on collected data, is becoming more common in our cleaning deliveries.
Office services
Our goal is to create an overall experience centred on networking, service and well-being that allows our customers, their employees and guests to thrive. This encompasses things like a warm welcome at reception, good coffee, full fruit baskets, smooth and efficient mail and freight handling, and well-functioning lighting – a good experience on all levels. In today’s workplaces, Coor can readily apply its smart solutions, for example through sensors that monitor indoor climate and detect whether meeting rooms are occupied.
Conference services
Our conference business includes Coor’s facilities as well as conference services provided on site at customer premises. We make sure our customers have a good experience throughout their meeting, whether that means providing technology that works or just good coffee.
Reduced climate impact
Coor offers several services that help customers reduce the climate impact of their workplace, including the Carbon Insight tool, which gives customers an overview of how emissions are distributed across different services and their sub-categories within Coor’s FM delivery. The tool provides customers with valuable insights into how Coor’s services can contribute to reducing their climate impact.
Security
In Sweden, Coor delivers effective security and fire protection services through its wholly owned subsidiary Addici Security & Technology. Through this platform, a full range of security services is provided to meet the needs of modern society, including security management, security guards, alarm centres, customer service and security technology services as well as development and management of security systems. Customers range from small businesses to some of Sweden’s most complex facilities and public organisations.
Smart Solutions
Coor SmartSolutions is a suite of solutions that make our customers’ properties and workplaces more attractive, efficient and environmentally sustainable. These solutions include SmartClimate, which improves the indoor climate, and SmartLaundry, which filters out microplastics during laundry. Other services include SmartEnergy for energy efficiency, SmartDrone for more efficient building inspections, and SmartLighting, which can reduce energy use by up to 80 per cent. SmartLighting also promotes employee well-being through lighting that supports the natural circadian rhythm.
Property services
Coor is an expert at property services. We maintain more than 15 million square metres of floor space across the Nordic region. As a professional partner, we ensure the right balance between preventive and corrective maintenance over time, with the aim of optimising the property’s function and net operating income over its entire lifecycle. Coor offers everything from high-tech maintenance to janitor services. We have experts in areas such as energy optimisation and asset management, a method that maximises the performance and lifespan of all resources and ensures short maintenance times.
FM consultancy
FM business consultancy is about the service process and how FM, with all its services, can be optimised. We have specialists and offer service and business development in all our service areas. Coor is a long-term partner that supports its customers with decision-making data, risk analyses and proposed solutions to optimise FM deliveries.
Outdoor environment
The outdoor environment is what our customers and their employees encounter first upon arriving at work in the morning. Coor currently manages more than 11 million square metres of outdoor space. We ensure that bushes, lawns and flower beds always look their best. In winter, we plough and maintain car parks, roads and roofs, all to create a pleasant and safe outdoor environment.
18,000
18,000 service deliveries every day
14
We serve 14 million meals per year
11,500
We maintain 11,500 properties
12,000
12,000 employees in the Nordic region
20
We clean 20 million square metres every week
250
We staff 250 receptions
Our business and how we create value
A market with significant growth potential
Coor’s Group Chief Commercial Officer, Jens Ebbe Rasmussen, sees a market with significant growth potential, where Coor aims to continue to grow in both IFM and stand-alone services.
The FM market is characterised by both large and small customers and a high degree of fragmentation. In the outsourced IFM segment, the market value is approximately SEK 25 billion and shows stronger annual growth of around 5 per cent, with services mainly targeting larger customers.
“The Nordic market has excellent growth potential, and we want to continue to grow both through IFM and through single services. Extending and expanding existing contracts will be important for us in this regard, as will new sales,” says Jens Ebbe Rasmussen, Group Chief Commercial Officer at Coor.
“Customer satisfaction is one of our most important key figures as extending existing customer relationships is among Coor’s most important success factors. Our latest customer survey shows that our result is high – at 72 – and continuing to improve,” continues Jens Ebbe Rasmussen.
The Nordic markets are not completely identical, despite many similarities. Both conditions and maturity differ between markets, and this requires us to adapt our offering to meet customer needs where they operate. Customers in Finland mainly procure single services. The markets in the other Nordic countries are more mature, and IFM is a more common form of contract. Coor Norway is strong in the oil and gas industry, while procurement of FM services is common in the Danish public sector and Coor Sweden is a long-standing pioneer in FM and helped to create today’s market. What we have in common in all of these countries is our dedicated employees, who strive every day to create the best workplace environments in the Nordic region.
Value creation
We build our business on solid partnerships, a strong culture and sustainable processes. This makes us a reliable partner that creates value for our customers, investors and society at large.
Our vision:
Coor creates the best workplace environments in the Nordics
Our strengths:
- Strong employee culture
- Local presence and Nordic strength
- Innovative capacity
- Business ethics and reliability
- Sustainability focus
- Stable suppliers
Value created for our stakeholders:
- Long-term partnerships
- Safe workplace environments
- Efficient solutions
- Strong growth
- Social value
Why invest in Coor
Nordic market leader in the IFM segment with a sustained market share of 30 per cent, supported by a broad service offering and innovation. The Nordic IFM market has a yearly growth rate of approximately 5 percent.
Stable FM market as outsourcing opportunities tend to increase in economic downturns and coupled with a flexible cost base.
High revenue visibility from a diversified portfolio of customers across the Nordics with a strong retention rate and a strong customer satisfaction index score of 72.
Engaged employees who to a large extent recommend Coor as an employer – a positive endorsement of the company’s work environment, leadership and culture.
Innovative, customer-unique, and flexible solutions that create values for customers, Coor itself, as well as society. Sustainability is an integral part of the business model with SBTi approved targets.
Highly cash generative business with a cash conversion of 90%+ coupled with a proven deleveraging capability and capital allocation, for example through dividends to shareholders
Opportunity to grow through organic growth and selective M&A opportunities in a consolidating market.
Meet our employees
Our people are our most valuable asset. They’re the ones that make it possible for our customers to focus on what they do best.
Ludmila Cisa
Position: Cleaner
Worked at Coor: 6 years
“I’m a cleaner at a children’s surgical ward, so it’s a big responsibility. I see the medical staff fighting for the children, and I do everything I can to help. We get a lot of praise from the medical team. They tell us we’re important and that they don’t know what they’d do without us. They don’t make a distinction between us – we’re all colleagues. It makes us feel very important!”
Mustafa Gungor
Position: Shift Supervisor in building technology
Worked at Coor: 8 years
“I support customers in the production process for traffic signs and bollards. Through my work, I help to improve road safety in Belgium and other countries, which is becoming increasingly important as traffic grows. I like the variation and flexibility of my job. I know what needs to be done and I am free to organise my day in the way that works best for me.”
Suna Kadiriye Hastürk
Position: Cleaner
Worked at Coor: 10 years
“The best part about my job is getting a room ready for the next patient and making sure they arrive to a clean, safe and comfortable space. I like that my work is practical, and that I can see results immediately. It gives me a sense of peace and motivates me. I also feel like I’m an important part of the community. Even though my work is often done quietly, it makes a big difference to others.”
Karim Kassimi
Position: Property Technician
Worked at Coor: 3 years
“You should always be curious and open to learning new things. Troubleshooting is a bit like detective work. I like thinking and figuring things out. It’s rewarding when you find the solution. You get quick feedback when you’ve finished a job, and you can see that customers are grateful and happy.”
Malin Lindholm
Position: Group Manager in telephone services
Worked at Coor: 6 years
“You have to be able to adapt because things change quickly. It can go from no calls at all to someone calling about a cardiac arrest. It’s a matter of life and death, so you just have to take three deep breaths and stay calm. Helping people, sometimes even saving lives, is something I’m passionate about.”
Marko Hämäläinen
Position: Property Technician
Worked at Coor: 4 years
“I work in property maintenance at one of the most prestigious hotels in Helsinki. I know I’m doing a good job when none of the rooms are empty and when the guests are happy with their stay and sleep well all night.”
Esmeralda Masic
Position: Operations Manager in cleaning
Worked at Coor: 3 years
“My customers are like family to me. My operations supervisor and I don’t just do quality checks, we also talk about everything under the sun. This has helped us keep some customers for over 25 years. I also help my colleagues with all sorts of things. When they feel like someone is listening, they work even better. I feel touched when I can see that they’re happy.”
Niko Menti
Position: Expert in food, beverage and restaurants
Worked at Coor: 3 years
“The best thing about my job is that I have a good relationship with the customer and our internal teams. My customer is one of Europe’s largest energy suppliers, and I’m proud to help create an efficient, safe and pleasant work environment for their employees and guests by providing quality food and a great dining experience.”
Jenns Städhammar
Position: Operations Supervisor in property services
Worked at Coor: 5 years
“I’m proud to help run a bridge that literally connects two countries. With thousands of service points and over 50 monitoring systems, there’s always something happening. I coordinate the emergency response and make sure the right people are sent out immediately. A lot of people have to work together to keep the Öresund Bridge up and running, and no matter what challenge crops up, we solve it – every day.”
Ludmila Cisa
Befattning: Lokalvårdare
Jobbat på Coor: 6 år
– Jag städar på en operationsavdelning för barn, det är ett stort ansvar. Jag ser hur vårdpersonalen kämpar för barnen, och jag gör allt jag kan för att bidra. Vi får ofta beröm från vårdpersonalen, de säger att vi är viktiga och att de inte vet vad de skulle göra utan oss. De gör ingen skillnad på oss, vi är alla kollegor. Man känner sig jätteviktig!
Mustafa Gungor
Befattning: Skiftledare inom fastighetsteknik
Jobbat på Coor: 8 år
– Jag stöttar kunder i produktionsprocessen av trafikskyltar och pollare. Genom mitt arbete bidrar jag till att förbättra trafiksäkerheten i Belgien och andra länder, något som blivit allt viktigare i takt med att trafiken fortsätter att öka. Jag gillar variationen och flexibiliteten i mitt jobb. Jag vet vad som behöver göras och har friheten att organisera min dag på det sätt som fungerar bäst för mig.
Karim Kassimi
Befattning: Fastighetstekniker
Jobbat på Coor: 3 år
– Man ska ständigt vara nyfiken och öppen för att lära sig något nytt. Felsökning är lite som detektivarbete. Jag gillar att tänka och klura. När man kommer på lösningen får man belöningen. Man får snabbt feedback när man utfört ett jobb och märker att kunderna blir tacksamma och glada.
Suna Kadiriye Hastürk
Befattning: Lokalvårdare
Jobbat på Coor: 10 år
– Det bästa med mitt jobb är att göra i ordning ett rum för nästa patient och se till att de anländer till en ren, säker och bekväm miljö. Jag uppskattar att arbetet är praktiskt och att jag kan se resultat direkt. Det ger mig både lugn och motivation. Jag känner mig också som en viktig del av gemenskapen; även om mitt arbete ofta utförs i det tysta, gör det stor skillnad för andra.
Malin Lindholm
Befattning: Gruppchef inom telefoni
Jobbat på Coor: 6 år
– Det gäller att kunna ställa om för det svänger fort. Det kan gå från att det inte ringer alls till att någon ringer om ett hjärtstopp. Vi hanterar liv och död, så det gäller att kunna ta tre djupa andetag och agera lugnt. Att få hjälpa människor, ibland till och med rädda liv, är något jag brinner för.
Marko Hämäläinen
Befattning: Fastighetstekniker
Jobbat på Coor: 4 år
– Jag jobbar med fastighetsunderhåll på ett av Helsingfors mest prestigefyllda hotell. Jag vet att jag har lyckats med mitt arbete när inga rum är ur bruk, gästerna har en lyckad vistelse och sover gott hela natten.
Esmeralda Masic
Befattning: Driftchef
Jobbat på Coor: 3 år
– Mina kunder är som min familj. Jag och min driftledare gör inte bara kvalitetskontroller, vi pratar också om allt möjligt. Det är därför vi har haft kvar vissa kunder i över 25 år. Jag hjälper också mina kollegor med allt möjligt. När de känner sig lyssnade på, jobbar de ännu bättre. Jag blir rörd när jag ser deras glädje.
Niko Menti
Befattning: Expert inom mat, dryck och restaurangverksamhet
Jobbat på Coor: 3 år
– Det bästa med mitt jobb är att jag har ett bra samarbete med kunden och våra interna team. Min kund är en av Europas största energileverantörer och jag är stolt över att bidra till en effektiv, säker och trevlig arbetsmiljö för både anställda och gäster genom kvalitetsmat och fantastiska måltidsupplevelser.
Jenns Städhammar
Befattning: Driftledare inom fastighet
Jobbat på Coor: 5 år
– Jag är stolt över att vara med och driva en bro som bokstavligen binder samman två länder. Med tusentals servicepunkteroch över 50 övervakningssystem händer det alltid något, och jag styr de akuta insatserna så rätt personer kommer ut direkt. Det är många aktörer som måste samspela för att Öresundsbron ska fungera och oavsett vad som dyker upp så löser vi det, varje dag.
Our customers
PostNord
Collaboration covering 1.5 million square metres
In July 2025, PostNord and Coor started their extended Nordic IFM agreement. The agreement encompasses cleaning and other internal services at PostNord’s properties in the Nordic region, with a total building area of over 1.5 million square metres. The collaboration is characterised by a high degree of flexibility and a focus on innovation.
“We are building new premises in some locations and closing down in others. This means more cleaning here and less cleaning there. We live in a dynamic world, which is also reflected in our need for flexible facility management,” says Christian Göttsche, Nordic Head of Facility Management at PostNord.
For PostNord, which serves Denmark, Norway, Finland and Sweden as a common market, having an IFM agreement with Coor that covers all four countries provides a major advantage. “It allows us to harmonise, standardise and optimise our deliveries across borders. We can also use the same management model regardless of country, which is a great advantage,” says Christian Göttsche. “As a Nordic company, we can offer Nordic agreements. We are an integrated organisation that meets the needs of our Nordic customers and offers good collaboration and delivery opportunities,” says Charlotte Almberg, Business Area President for Cleaning in Sweden. When negotiating the extension of its agreement with Coor, PostNord placed considerable emphasis on the need for innovation and development, and an innovation and project fund was established. One example of a project currently being developed involves using drawings of the buildings in Sweden that indicate the type of room, number of square metres and cleaning requirements.
“By using drawings instead of spreadsheets, we – and Coor – get a better visual overview of what is included in the delivery and what it costs. This makes things more transparent,” says Christian Göttsche. Another project involves testing cleaning robots at parcel terminals. According to Christian Göttsche, the robots work, but the solution is not yet financially viable. However, he believes that it will be in the long run.
PostNord has 400 properties in the Nordic region, with a total area of approximately 2 million square metres – and Coor serves 75 per cent of these properties. This says a lot about the responsibility placed on the facility management service provider. But deciding to outsource was easy, says Christian Göttsche.
“We want to focus on our own core business – being the leading Nordic provider of communication and logistics services.
That’s why we use a professional provider whose core business is facility management. We constantly strive to be efficient and focus on costs, without compromising on quality or flexibility. With Coor, we gain both expertise and scalability. Only two people on my team are involved in Coor’s service delivery. Now that’s efficient.”
“We are pleased and proud that PostNord has entrusted us to take care of their properties. We are also proud to be able to deliver all these services ourselves, which was a requirement from PostNord. Like Coor, PostNord focuses on the well-being of its employees,” says Charlotte Almberg.
Christian Göttsche looks forward to the company’s continued collaboration with Coor: “The most important aspect of our collaboration is the constant development efforts that strengthen PostNord’s competitiveness, which benefits our customers. This is achieved through further harmonisation of the Nordic collaboration based on responsibility, courageous decisions and integrity. We engage in ongoing, open communication that leads to delivery improvements. I’m convinced that this is a mutually beneficial collaboration.”
Hotel Kämp
A luxury experience through seamless collaboration
Hotel Kämp has been an iconic Helsinki landmark since 1887, renowned for its uncompromising quality and seamless sense of luxury – created through proactive property management and close collaboration.
The customer experience is refined down to the smallest detail, and Coor’s property managers play a key role in these meticulous preparations. They ensure that the premises are in perfect condition – everything from ventilation and lighting to taps and creating an odour-free environment.
“Our collaboration with Coor’s property managers takes place at all hours of the day. Coor helps us hold everything together, keeping the building running smoothly so that our staff can focus on taking care of our guests,” Liewendahl explains and continues:
Proactive approach drives energy efficiency
With an area of 24,000 square metres, Hotel Kämp is one of 139 properties where Coor monitors building automation from an energy centre in order to optimise energy consumption and quickly detect faults.
“We actively monitor the systems, and the observations of our janitors allow us to anticipate disruptions and ensure operational reliability. At a luxury hotel, everything has to work perfectly. This can be seen in the building’s comfortable indoor climate and energy efficiency – and it also helps to preserve the value of this prestigious property,” says Ilpo Niemi, Energy Manager at Coor.