Welcome to Coor
Our business and how we create value
The year in figures
Management commentary
Market and global trends
Our customers
Our approach to sustainability
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A stylized map of Scandinavia, formed by orange dots, representing Sweden, Norway, and Denmark.
Professional portrait of Mats Granryd in a navy suit, light blue shirt, and maroon tie, smiling at the camera. He wears a pin with the UN Sustainable Development Goals colors.
Peter Viinapuu in a suit sitting at a desk, talking on the phone while working on a computer. The office is brightly backlit by large windows with roller blinds.
Professional portrait of Andreas Engdahl wearing a dark blazer and light blue shirt, looking confidently at the camera with a neutral grey background.
A creative collage of various images, including abstract digital art, a close-up of an eye, industrial elements, a crime scene tape, and a home office setting.
A futuristic digital artwork of two female faces, one in red and one in blue, fused with robotic elements, symbolizing artificial intelligence and duality.
A surreal illustration of planet Earth floating above a divided landscape, with lush green nature on one side and an industrial city emitting thick smoke on the other.
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Annual and Sustainability Report 2024

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With passion
for service

2024

En leende servicetekniker i svart Coor-uniform, håller i en stege och står självsäkert med ena foten på ett steg. Han har verktyg fästa i byxorna och är redo för arbete.

Welcome to Coor

Coor is one of the leading providers of facility management services in the Nordic region. In 2024, we continued to put our customers at the centre and strengthened our role as a strategic and innovative partner. By driving development and prioritising sustainability, we make life easier for businesses and organisations and help to build a better future.

A smiling young woman with braided hair, wearing a black Coor t-shirt. She is looking slightly to the side with a joyful expression.
A smiling man with a beard and long hair tied back, wearing a black zip-up jacket with a ‘Coor’ logo. He is standing in front of an elevator, looking friendly and approachable.
A woman in a black blazer smiling as she hands over a cardboard box to a man in a black and red uniform at a reception desk.

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.

Who we are

Coor consists of some 12,000 employees operating throughout the Nordic region and in Belgium. Our employees’ commitment and passion for service is at the heart of our business.
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What we do

Coor provides a wide range of FM services, with expertise in many areas, to private businesses as well as the public sector. Our largest service areas are cleaning, property services, workplace services, and food and beverages. Through innovative solutions and close collaboration with customers, suppliers and start-ups, we always strive to create the best solutions for our customers’ businesses.

Our driving forces

Concern for people and the environment underpins everything we do. Our drivers are satisfied customers, engaged employees, increased inclusion and a reduced carbon footprint. Coor takes responsibility in three dimensions: business, social and environmental responsibility, with the objective of ensuring that our business is successful and generates the highest possible economic return, without compromising on respect for human rights and the planet.
A blonde woman in a black fleece jacket with a ‘Coor’ logo, leaning on a glass railing and smiling, with a bright and modern indoor setting in the background.
Cover of the pdf-version of Coor Annual and Sustainability Report 2024.
Download PDF-version

Highlights of the year

For Coor, 2024 was marked by new and extended contracts, awards for our efforts to promote gender equality, and a strong focus on both social and environmental sustainability.

A smiling woman with shoulder-length blonde hair wearing a black fleece jacket, scanning a cardboard box in a warehouse setting.
January

New IFM contract with Sweco

Coor signed a new IFM contract with Sweco, a Swedish architecture and engineering consultancy. The five-year contract will generate annual sales of around SEK 85 million. Sweco’s more than 6,500 employees in Sweden work in about 50 locations around the country. The contract covers cleaning, café, coffee and workplace services, including reception, post and security services, at all of Sweco’s offices in Sweden, from Kiruna in the north to Malmö in the south. In total, 75 people will be working on the new contract.
April

Coor tops SHE Index as Sweden’s most gender-equal company

SHE Index is a tool for assessing companies and helping them to promote gender equality. Coor took first place in this year’s Swedish survey, gaining a top position for the fourth year running. The index also evaluates the companies’ efforts to promote diversity and inclusion.
SHE Index logotype.
September

Top of Allbright’s green list

In the Allbright Report 2024, which lists Swedish listed companies based on gender distribution in management teams, Coor tops the green list, which is a result of Coor’s equal breakdown between women and men in the Executive Management Team and on the Board of Directors. Allbright is a Swedish non-partisan, nonprofit organisation that works for gender equality and diversity in leadership positions.

Additional highlights from the year:

Two security guards wearing dark uniforms with 'Väktare' badges, smiling and conversing with two people outdoors near a modern building.
April
Coor extends IFM contract with Danish Police
A professional portrait of a smiling woman with shoulder-length silver hair, wearing a navy blazer and light blue blouse, with a bright office background.
April
Stine Solheim new President of Coor in Norway
September
Extended partnership with Alleima
An industrial complex with large storage tanks and blue factory buildings, surrounded by greenery and overlooking a body of water.
November
Extended contract with Borealis
Karriärföretag 2025 logotype.
December
Named Career Company
A large telecom tower standing on a mountain, overlooking a fjord and snow-capped mountains in the distance, with a clear blue sky.
December
Telenor Towers Norway new customer
More highlights in the pdf

Our business and how we create value

Economic, social and environmental factors govern and underpin Coor’s decisions throughout the value chain. For us this is value creation in three dimensions - we call it Triple Bottom Line.

Our key resources

Insights from stakeholders and external demands
Coor combines responsiveness to our customers’ needs with a strong capacity for improvement and innovation. This enables us to deliver solutions that effectively address our customers’ practical challenges on a daily basis.

Employees
‍With its 12,000 dedicated employees, Coor strives every day to create the most inspiring and well-functioning work environments in the Nordic region.

Purchases of goods and services
90 per cent of our purchased goods and services are procured according to Coor’s contract terms and meet our environmental, social and governance sustainability requirements.

The planet
98 per cent of Coor’s total CO2e emissions in 2024 were indirect Scope 3 emissions.
A visual representation of Coor’s value-creating model, displaying interconnected service areas such as properties, food & beverage, cleaning, and workplace services, along with key principles like environmental, social, and business responsibility.

The value we create

Service users, customers and stakeholders
‍With a passion for service, we create value for a large number of service users and customers every day. Our strong market position is confirmed by our high Net Promoter Score.

Innovative and sustainable solutions
We have launched new, innovative and sustainable solutions that are customised to meet our customers’ needs in the best way.

Safe, secure and inclusive workplaces
We strive to create safe, secure and inclusive workplaces, which is reflected in our long-term ambition to achieve a low total recorded injury frequency (TRIF) rate of 3.5.

Society (inclusion and climate)
We actively promote inclusion and hired 1,791 new colleagues in 2024, including people who were previously far from the labour market. Since 2018, we have reduced our climate impact per kilogram of ingredients purchased in our restaurants by 16 per cent.
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Investors and shareholders
We offer a high dividend yield to our investors and shareholders.

The year in figures

2024 – a year of both successes and challenges

Focus on performance improvement measures summarises the year

Sales, SEK million

12 439

Net sales by country

Sales per year

Annual operating profit and margin

Adjusted EBITA, SEK million
Margin, %
See all figures in pdf
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Management commentary

Looking to a bright future

read ceo review
Video of CEO review

Acting President and CEO Peter Viinapuu

A year of satisfied customers, a strong offering and confidence in the future

2024 was marked by both successes and challenges. Coor delivered a strong performance and achieved high customer satisfaction. At the same time, we continued the work to increase our profitability.

Peter Viinapuu in a suit sitting at a desk, talking on the phone while working on a computer. The office is brightly backlit by large windows with roller blinds.
I have now had the privilege of working for Coor for just over a year, and since 1 December 2024 as acting President and CEO. Although this year was challenging in many ways, there are many bright spots that make me confident that we have a bright future ahead of us. Coor has a competitive offering and good growth potential in the Nordic market for our facility management services – a market that remains strong, with high demand for both IFM and single services.

Many new contracts and renewed partnerships
Coor won several tenders during the year, and we are proud to have been entrusted to deliver FM services to Sweco, Heimstaden, Semco Maritime, Telenor Towers Norway, Velliv and Copenhagen Towers, among other customers. Customer satisfaction remains high, which shows that our customers value our partnership and that we have an attractive offering.

We have a very high percentage of customers who choose to extend and renew their partnership with Coor, which consolidates our position as the Nordic region’s leading IFM provider while also demonstrating our capacity to deliver high-quality single services. During the year, we extended our Nordic IFM contract with PostNord and signed important contracts with ICA, Borealis and Alleima Tube in Sweden, Attendo, Sulzer and Evidensia in Finland, Topsoe, Falck and Novonesis in Denmark, and Aker Solutions in Norway. This proves that Coor’s focus on long-term partnerships is paying off.

Focus on profitability
Those who followed us during the year know that we experienced a negative trend with declining margins. To accelerate our efforts to improve our margins, we initiated an action programme at the end of 2023. Not all elements included in the programme have had the desired impact. Our procurement-related initiatives have been effective, but the part related to the harmonisation of our internal processes has proven to require more time and resources than we initially estimated. This is due to structural problems and a complex organisational structure that resulted in increased costs for the company.

To address the structural problem of a complex organisation, we are complementing our ongoing action programme by creating a simpler, uniform organisation to reduce administrative staff costs. In addition to reducing costs by the equivalent of SEK 120 million, these organisational changes will also equip us to provide clearer and better support for operations as well as enabling us to develop our working methods and act more quickly in the market.

New CEO of Coor:
Ola Klingenborg

Ola Klingenborg has been appointed to take over as President and CEO of Coor from 1 March 2025, succeeding Peter Viinapuu. Before his appointment, Ola Klingenborg was President of Coor in Sweden, a role he assumed on 7 January 2025. Prior to that, Ola was President and CEO of the care company Team Olivia. He also has extensive experience from Clear Channel, a tender-based business operating in both the private and public sectors, and has previously worked as a management consultant at McKinsey & Company. The recruitment of a successor to Ola Klingenborg in his role as President of Coor in Sweden has been initiated. During a transition period, Ola Klingenborg will hold both the role of President and CEO of Coor and President of Coor in Sweden.
Coor has a competitive offering and good growth potential in the Nordic market.
I am convinced that the combination of harmonisation and a new organisation will help us achieve our target margins. With the measures being implemented in 2025, we expect to reach our long-term target margin of 5.5 per cent by 2026.

Employees a key success factor
Coor seeks to attract and retain the best employees in the industry. We have a culture characterised by commitment, drive and teamwork. We are taking full advantage of this as we build our new organisation – our platform to drive growth in the Nordics. To succeed in this ambition, we need committed employees.

Every year, we conduct an employee survey, and I am delighted and proud that our scores in 2024 improved in nearly all areas. I am also proud that we were named a Career Company for the fifth year running and topped the Allbright Foundation’s list of the most gender-equal listed companies in Sweden.

Successful environmental work
In 2024, Coor reached important milestones in environmental sustainability. Among other activities, we added further details to our previous general plan to reach net zero emissions by 2040, launched two new concepts to help our customers reduce their CO2 emissions and successfully piloted a data-driven cleaning programme with a major Swedish customer.

Looking to a bright future
Coor is a company with competitive offerings and skilled employees that has the prerequisites to deliver sustainable long-term earnings. It’s time to show this to our owners and the market. The first half of 2025 will be about addressing internal structural challenges and demonstrating through action that we can secure a strong cash flow and deliver good profit margins. We will continue to harmonise and streamline our administration, to ensure that we can deliver on our financial targets without compromising on quality or customer satisfaction. Our primary focus going forward will be on reducing costs and delivering increased profitability to restore the confidence of our owners.We are still seeing good underlying growth in a strong market, and Coor is demonstrating its continued competitiveness through successful tenders.

We are looking forward to 2025 with confidence and are taking the necessary steps to reach our target margins by 2026. I would also like to take this opportunity to wish Ola Klingenborg good luck in his new role as permanent President and CEO of Coor, as he prepares to take over the reins from 1 March.
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Peter Viinapuu
Acting President and CEO
February 2025
Video of ceo review

People are always at the centre of what we do

Full interview with our chairman

Chairman Mats Granryd

It’s the people that make Coor

Mats Granryd, Coor’s Chairman, looks back on a challenging year but is also keen to remind us of the past year’s successes and of the opportunities that lie ahead. He has a strong belief in the people in the company and welcomes new leadership with a focus on increasing profitability.

Professional portrait of Mats Granryd in a navy suit, light blue shirt, and maroon tie, smiling at the camera. He wears a pin with the UN Sustainable Development Goals colors.
How would you sum up 2024?
“I’ll be honest: 2024 was a year of challenges as well as successes, and we have not lived up to our own high expectations and the expectations of our shareholders. As Chairman of the Board, I want to make it clear that we take full responsibility and are working diligently to turn things around. On the positive side, we have already laid the foundation for a transformation, and these changes put us in the right position to achieve our goals going forward. We look forward with great confidence to 2025, a year in which we have good prospects to attract new customers, renew several existing contracts and implement new ways of working that will further strengthen our competitiveness. I would also like to highlight this year’s successes: we successfully extended many of our key contracts. This is clear evidence that our services are not only in demand, but also highly appreciated by our customers.”

What sets Coor apart as a company?
“Coor is a company that combines professionalism with warmth. People are always at the centre of what we do – whether it’s our customers, our employees or the people in the communities where we operate. I like to say that Coor’s values and our view of people are our greatest asset. It may seem obvious that a company’s values should underpin its business, but it is something that I see many other companies struggle to achieve. At Coor, this is a natural part of the culture and an important part of our success.”
I see a bright future for Coor. Our services will be crucial at a time when the need for well-functioning workplaces is only increasing.
How do you see the future for Coor?
“I see a bright future for Coor. Our services will be crucial at a time when the need for well-functioning workplaces is only increasing. We are already an established and valued player in the market, which puts us in a strong position going forward. Now that the pandemic is behind us and the balance between working from home and at the office has started to stabilise, expectations for workplaces have become even higher. It’s not just about looking good and being functional – they also need to be adapted to the needs of the employees. And everything has to be up to scratch: from good coffee and a pleasant indoor climate to clean toilets and an efficient reception. These are areas where Coor makes a real difference.”

What is the biggest opportunity for Coor in 2025?
“I see a great opportunity for Coor in the people we have in the company. We have every opportunity to win even more contracts with our fantastic employees, their commitment and our strong company culture.”

What is the biggest challenge for Coor in 2025?
“Our contracts are becoming increasingly complex, and to meet the growing demands we need to work more efficiently and harmonise our processes. This is a transformation we have already started and will complete in 2025.”

What will be Coor’s key focus areas in the coming years?
“Creating a better experience for the customer while improving our work methods and delivering our services as efficiently as possible. An important success factor is the key personnel we have already attracted and continue to recruit to senior positions in our company. In spring 2024, Stine Solheim took over as President of Coor’s Norwegian business, and in January 2025, Ola Klingenborg took over at the helm of our Swedish business, also assuming the role of permanent President and CEO of Coor in February 2025. During a transition period, Ola Klingenborg will be in charge of both the Group and Coor in Sweden. In Denmark, a new President will take over on 1 August 2025, with Toke Platz serving as acting President in the interim. I feel confident that these competent leaders will manage Coor’s legacy well and contribute to the development that is necessary to increase our margins and become more scalable.”

Focus on profitability

Meet Coor's CFO

CFO Andreas Engdahl

Focus on profitability and economies of scale through harmonisation

2024 has been a challenging year in which Coor didn't perform in line with its financial targets, particularly in the second half of the year. However, Andreas Engdahl, Coor’s CFO, is convinced that the major drive now under way will put the company back on track to achieving its target margins.

Professional portrait of Andreas Engdahl wearing a dark blazer and light blue shirt, looking confidently at the camera with a neutral grey background.
How would you sum up 2024?
2024 has been a year of successes as well as challenges. As a company, we have not performed in line with our financial targets, especially in the second half of the year. For example, there are operational challenges in Sweden and Denmark – challenges that are within our control, and where we have initiated a concerted effort to restore profitability. It is also clear that we have not received the desired pay-off from the harmonisation measures intended to create economies of scale in the company, and this has resulted in increased costs for administrative functions. In response, we decided in early 2025 to complement our ongoing action programme by creating a simpler, uniform organisation that we expect to deliver cost savings of around SEK 120 million.

At the same time, we still see a good level of activity in the market, and we have won a number of new deals, with customers such as Sweco, ICA Restaurants and Telenor Towers. We have also extended a number of key contracts, including the PKA, ICA, Aker Solutions, PostNord, Alleima and Borealis contracts.
We still see a good level of activity in the market and have won a number of new deals.
What was your focus as CFO during the year?
Essentially, my main focus during the year was on profitability, in terms of both operational challenges and how to create economies of scale through increased harmonisation. In the second half of the year, I also saw an increase in working capital, which is an area where we have now taken a number of measures aimed at restoring the level of working capital in 2025.

Is sustainability still high on the agenda?
We always have a strong focus on sustainability, both social and environmental, and it is a source of pride for me that sustainability underpins everything at Coor. During the year, we developed our partnerships with suppliers and set out the way forward to reach net zero.

What is Coor’s attitude to the dividend yield?
Coor continues to see great value in a stable dividend yield. By stable I mean that shareholders can expect that we will distribute 50 per cent of our adjusted net profit as ordinary dividends. Excess liquidity can then be allocated to extra dividends, value-adding acquisitions or share buybacks. We now intend to launch a share buyback programme, which can be viewed as a natural extension of dividends as we intend to cancel the repurchased shares and thus increase future dividends per share.

How do you see the future for Coor?
We are still seeing good underlying growth in a strong market, where Coor is demonstrating its continued competitiveness through successful tenders. Our focus for 2025 will be on delivering a high level of service to our customers while improving our profitability.

The challenges we are facing are within our control and we can address them. We have initiated a focused effort to restore profitability and are also working on simplifying the structure of the Group to make things easier for our employees and to cut costs.

We look forward with confidence to 2025, where the actions we are taking will put us in a strong position to reach our long-term target margin of 5.5 per cent for full-year 2026.

Market & global trends

Coor operates in a changing world where global trends and local conditions govern developments and shape the market. It is only by understanding and adapting to the world around us and the new needs that arise that we – together with our customers – can create real and long-term value.

Coor – a leading player in facility management

Total market SEK ~400bn

The value of all FM (facility management) services for all businesses and organisations in the Nordic region. This includes the value of services that are currently handled by the companies themselves.

Outsourced FM SEK ~200bn

The total value of the outsourced share of the market.
• ~3% annual growth
• Large and small customers
• Fragmented market

Outsourced IFM SEK ~20bn

The total value of the outsourced share of the market.
• ~5% annual growth
• Mainly large customers

The trends shaping our present time – and Coor’s role in a changing world

Sustainability as a competitive advantage

Demands on sustainability have intensified, with greater expectations of solutions that reduce climate impact and increase climate resilience. Stricter rules will also be introduced to drive the transition of the business sector forward in an effort to meet the growing demand for transparent sustainability data and clear results. This is creating new expectations of suppliers and partners, and companies are finding they must increasingly integrate sustainability into their business models and supply chains.

A surreal illustration of planet Earth floating above a divided landscape, with lush green nature on one side and an industrial city emitting thick smoke on the other.
How the trend is affecting Coor
As a result of the growing regulatory demands for action on climate change, Coor is receiving more and more requests from customers for sustainability data and audits. The insights gained from these are driving our ongoing efforts to improve our delivery from a sustainability perspective and guide us in setting higher standards for our own suppliers. In property management, we are seeing continued interest in and a focus on energy optimisation.

Global uncertainty leads to increased focus on security

An increasingly volatile security environment marked by threats of war, terrorism and rising gang violence has made security a priority for both private businesses and public sector organisations. In addition, stricter laws are putting further emphasis on security.
A dark, rainy street at night with a yellow 'Do Not Cross' police tape in the foreground and a police car with flashing red lights in the distance.
How the trend is affecting Coor
A growing number of organisations are subject to security protection requirements, which are becoming increasingly stringent, partly due to the tightening of security legislation in the Nordic countries. This in turn is placing greater demands on Coor’s ability to assist in crisis and business continuity planning, enabling our customers to continue to provide essential services in the event of war or other threats. We are seeing growing demand for surveillance and technical security solutions from our customers. These services are often combined to create robust protection measures.
A creative collage of various images, including abstract digital art, a close-up of an eye, industrial elements, a crime scene tape, and a home office setting.

Digitalisation and AI

The rapid development of digital solutions and AI is creating major opportunities. AI and data analytics are increasingly being used to optimise operations, from property management to customer experiences. Modern buildings are also becoming more complex, with advanced technical systems that require specialist expertise.
A futuristic digital artwork of two female faces, one in red and one in blue, fused with robotic elements, symbolizing artificial intelligence and duality.
How the trend is affecting Coor
Coor is developing its FM services to meet the demand for data-driven and needs-based solutions in property maintenance, cleaning and workplace design. The increasing complexity of modern buildings requires a higher degree of innovation and operations optimisation, which is increasing the need for specialists. Coor is integrating AI extensively, for example to reduce food waste in restaurants and improve the effectiveness of internal training programmes.

Hybrid workplaces

The workplace is undergoing a rapid transformation. Businesses need to create workplaces that are flexible, sustainable and inspiring in order to attract their employees back to the office. Hybrid work environments require innovative solutions to optimise space and meet the diverse needs of employees.
A man and a woman sitting across from each other at a shared desk, working on laptops in a home office filled with green plants and soft lighting.
How the trend is affecting Coor
We are continuously developing our already wide range of services aimed at creating attractive and sustainable workplaces. One example is Smart Interior, a digital service for inventory, management and re-use of assets such as furniture, computer monitors and plants that was launched in 2024. Coor is responding to the growing interest in space optimisation and hybrid office adaptations by providing advice and innovative services.

Our customers

Coor creates the best work­place environments in the Nordics

Coor offers around a hundred different services in various service areas, ranging from single cleaning services to complex IFM deliveries. Regardless of which services are provided, we always strive to create the happiest, healthiest and most prosperous workplace environments in the Nordic region. We strive tirelessly to build teams and full-service solutions that enable our customers to do what they do best.

Coor and Topsoe create value together

Explore our partnership

Case

More than service – Coor and Topsoe create value together

At Coor, we want to deliver more than just good service; we want to add value for our customers. Our partnership with Topsoe is a good example of this. Over the years, Coor has evolved from a provider of single services to being an integral part of Topsoe’s business.

With the ambition to take a leading role in the global energy transition, the Danish company Topsoe is a pioneering force in its field. The company’s technologies and solutions are used in the production of fuels and chemicals, and its production facilities and sales offices are located all over the world. The company’s head office and several production facilities are located in Denmark, and Coor has been providing facility management services to these since 2017. Services include cleaning, running a staff restaurant, stock management, post and logistics, reception services, and safety and security in general, especially fire safety. Coor’s team consists of around 150 employees who in various ways make life easier for Topsoe’s approximately 1,700 employees, spread across two production facilities, two warehouses and the head office.
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When René Jacobsen, Head of Global FM, joined Topsoe in 2023, a thorough review of Coor’s delivery was conducted.
“Back then we had a lot of single services and it felt like travelling in a car without anyone driving,” he says.

Coor and Topsoe jointly concluded that closer collaboration was needed, and a new, more comprehensive contract was drafted. Today, René Jacobsen is very satisfied with the direction the partnership has taken.
“Once we started communicating better and shaping new processes, we suddenly had a good foundation to build on,” René Jacobsen says.
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“With our new contract, we have somebody from Coor on site full time to coordinate the delivery, and if problems arise they can now be solved quickly.

Several initiatives have also been implemented to ensure more effective interaction among the various services. The security staff, for example, have moved to the reception area, and the cleaning staff’s working hours have been changed from night to daytime. These adjustments not only make things run more smoothly. The service provided also becomes more dynamic and responsive,” he adds.
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“By bringing the different types of workers together frequently, employees can identify and solve problems before they grow,” says Kim Olesen, Coor’s contract manager at Topsoe.

He has worked at Coor for six years and has extensive experience of industrial environments. Since he took over the Topsoe contract in January 2024, he has been working intensively to further customise Coor’s services to the company’s needs.
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“We’ve gone from offering just three services to ten, allowing us to tailor our service delivery to meet Topsoe’s specific requirements,” says Kim Olesen.

Topsoe

Head office: Kgs. Lyngby, Denmark.
Number of employees: Approximately 2,800, of whom 1,700 in Denmark.
Industry: Technology and chemicals.
Specialisation: Solutions and technologies for the energy transition including electrolysis technologies and catalysts.
Focus areas: Heavy industry (steel and iron, chemicals, cement), long-distance transport (air, sea, lorry transport), clean fuels including e-fuels, biodiesel and sustainable aviation fuels.
Global presence: Argentina, Australia, Bahrain, Brazil, Canada, China, Germany, India, Indonesia, Iran, Malaysia, Mexico, Saudi Arabia and the US.
When Coor’s employees work together effectively, it shows.
He emphasises the importance of coordination as the number of services increases:
“When Coor’s employees work together effectively, it shows. Quick responses to problems that arise, a clean and safe environment, and a friendly atmosphere have helped to increase customer satisfaction.

Topsoe has also enlisted the support of Coor to reduce the environmental impact of the services, particularly the restaurant and cleaning services.
“We are focusing on reducing food waste, using more eco-friendly cleaning products and minimising the use of plastic,” says Kim Olesen.

A partner to grow with
Topsoe is currently in an intensive growth phase with both new technological solutions and a new production facility under development. One of these development projects is a new plant in Herning, Denmark, for the production of electrolysers – machines that produce green hydrogen through electrolysis with very high energy efficiency. This is a part of Topsoe’s commitment: to lead the effort to reduce carbon emissions from energy-intensive industries, and from long-distance transport. In this expansionary phase, it is crucial that Coor’s service keeps pace:
“This is where Coor’s strength, the scalability of its delivery, really becomes clear. As we are expanding rapidly, we need a service partner who can adapt their services as quickly as our needs change,” says René Jacobsen.

Both Coor and Topsoe see great prospects to continue to develop their partnership.
“We hope to expand our services and continue to create value. Our goal is to be a proactive partner that supports Topsoe’s growth and success,” says Kim Olesen.

Mr Jacobsen agrees:
“I see huge potential to continue developing together by adding services that can optimise the FM deliveries, such as laboratory services or data-driven cleaning,” says René Jacobsen.

A better everyday life for Tele2’s employees

Creating a better workday

Case

From internal solutions to flexible partnership

Through responsive collaboration, innovation and a focus on continuous improvement, Coor has become a key player in creating a better everyday life for Tele2’s employees.

Before Coor entered the picture, Tele2 was using a number of different solutions to provide services at its head office in Kista, just outside central Stockholm. Several services were handled by Tele2, including reception, while others, such as cleaning and coffee machines, were purchased separately.
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“After assessing whether the company could benefit from outsourcing the entire delivery to a partner, we concluded that this was the best solution,” says Anders Sjöström, Facility Manager at Tele2.

This realisation led to a contract with Coor in 2017 for all services at the company’s head office, including reception, security guards, janitors, technicians, conference hosts, cleaning, post handling, coffee machines and fruit. Since then, Coor has also taken over as FM service provider at most of Tele2’s offices around the country.

“The reason we chose Coor was that we felt they had a good understanding of our needs and a high degree of flexibility in their service delivery,” says Anders Sjöström. He thinks it is this flexibility that makes Coor stand out.

“The delivery includes a number of service staff, and Tele2 has leeway to use them for different purposes. It depends on what needs doing! If, for example, there is a need to move furniture around or to analyse occupancy, the janitors will handle that. Coor is just good at adapting their service to our needs, whether these needs are temporary or if new needs evolve over time.”

This was also evident during the pandemic, when Coor was able to scale down services for which there was not much demand. Good communication is also something that Anders Sjöström highlights:

“There is openness and transparency in our relationship, which is essential for us to continue developing our partnership. As in any relationship, issues arise from time to time that we need to discuss, and when that happens there is always a good climate of collaboration so that we can resolve the issues in a timely way.”

Coor’s contract with Tele2

Coor’s contract with Tele2 is a nationwide contract covering the head office in Kista, Stockholm, with about 1,700 employees, and most of the telecom company’s 25 offices around the country.

The partnership covers all services at the head office: reception, security guards, janitors, technicians, conference hosts, cleaning, post handling, coffee machines and fruit.

Around 25 Coor employees work at Tele2’s head office and a further 35 provide various services to Tele2’s offices around Sweden.
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The reason we chose Coor was that we felt they had a good under­standing of our needs and a high degree of flexibility in their service delivery.
Tele2 also values proactivity and innovation, such as when Coor suggests a more efficient cleaning schedule or a new type of hygiene material. Coor’s employees also take great personal responsibility for solving any problems that arise.
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“To sum up: it’s about delivering high-quality services in a flexible and cost-effective way, and that’s what Coor does. We are very pleased with our partnership,” says Anders Sjöström. Åsa Levart is Regional Manager at Coor and she shares Anders Sjöström’s view of the partnership, especially with regard to the good communication.
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“The strength of our delivery is our constant dialogue. When problems arise, we have a quick meeting to work out a plan for how to solve them. So far, this approach has proved successful,” she says, adding:

“Tele2 and Coor have a common goal: to deliver the best possible service to Tele2’s employees.”

Sustainability in focus at  MAN Energy Solutions

Our green collaboration

Case

Innovation and sustainability in focus at MAN Energy Solutions

Sustainability expertise, innovative solutions and flexibility are some of the reasons why MAN Energy Solutions has extended its contract with Coor until 2028.

MAN Energy Solutions is one of the world’s leading providers of large-scale industrial solutions and technologies for the energy and maritime industries. Coor’s IFM contract with MAN Energy Solutions in Denmark, which was initiated in 2018, covers cleaning of office and production facilities, property maintenance, reception and restaurant services, post handling, internal services, and advice on projects and development.

Sustainability is one of the areas where MAN Energy Solutions has enlisted the help of Coor in its development. One example is when MAN Energy Solutions asked for help to get its staff restaurants, which are operated by Coor, ecolabelled under the Nordic Swan Ecolabelling scheme. This was an ambitious project, where Coor and MAN Energy Solutions were among the first in Denmark to be certified under one of the world’s toughest ecolabelling schemes. There are many criterias to meet. For example, the restaurant must document that at least 30 per cent of the ingredients are organic, that they take a systematic approach to reducing food waste and sourcing local ingredients, and that they do not use disposable packaging. In addition, all chemicals must be Nordic Swan Ecolabelled and dosed correctly, and at least one hot vegetarian dish must be served every day.

Peter Jacobsen, Facility Manager at MAN Energy Solutions, has sustainability high on his agenda.
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“As we operate in the energy sector, we are naturally keen to reduce CO2 emissions generated by the shipping industry, for example. But we are also committed to sustainability in other areas, such as reducing the carbon footprint of our restaurants. Coor helped us obtain the Nordic Swan Ecolabel and are continuously working to make our restaurants more sustainable. A restaurant with good, climate-friendly food means a lot to the people who work here and is also an important factor for attracting new employees.

Coor has also helped MAN Energy Solutions to save energy by using more sustainable solutions and products, which has resulted, for example, in the company now having its very own solar panel installation.

Coor’s IFM contract with MAN Energy Solutions

MAN Energy Solutions is a market leader in the development of engines for large ships. In Denmark, the company has around 2,000 employees at six different sites. Coor provides janitors, technical maintenance, property, waste management, gardening, snow removal, cleaning, restaurant and internal services as well as post handling, with around 50 employees. The contract was signed in 2018 and the new contract runs until the end of summer 2028. MAN Energy Solutions will move its head office to Roskilde in 2027.
Our partnership with Coor is always based on our needs, which we really appreciate.
Flexible collaboration with an eye on the future
The new contract is based on a flexible collaboration model, which has been crucial as MAN Energy Solutions will be moving to a new head office in 2027, says Peter Jacobsen:
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“Our partnership with Coor is always based on our needs, which we really appreciate. As a global manufacturing company, we can be affected by fluctuations, so having a service provider that is willing and able to adapt is crucial. When we move our head office from Copenhagen to Roskilde, there will be a period of a few years when there is a particular need for flexibility, and that’s what Coor offers.”

In connection with the planned move, Coor has provided advice and inspiration on how to create a modern workplace:
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“We have been on study visits to other companies and seen examples of very attractive office environments. By providing project-centred advice, Coor is clearly helping to push MAN Energy Solutions in the right direction,” Peter Jacobsen concludes.

Our approach to sustainability

Value creation in three dimensions

The balance between business, social and environmental aspects is central to Coor’s sustainability management and underpins every part of the business. Here, Maria Ekman, Head of Sustainability, talks about Coor’s sustainability management activities in 2024.

A professional portrait of Maria Ekman, a woman with long, wavy silver hair, wearing a light beige blouse, smiling against a neutral gray background.
How does Coor address sustainability in a structured way?
Our overall goal is to deliver on our financial targets without compromising on respect for people and the environment. Key drivers are satisfied customers, engaged employees and a reduced carbon footprint. We have a central governance model and set clear and measurable goals for our commercial operations as well as for our social and environmental sustainability management. Our sustainability organisation leads and quality-assures our work, explains Maria Ekman, Head of Sustainability at Coor.

What are you most proud of in respect of Coor’s achievements in sustainability during the year?
In 2024, we improved many processes that will make us better equipped to ensure sustainable development going forward and I am proud of the continued focus Coor has on sustainability, on matters large and small. For example, we have made great progress in developing our supplier partnerships and strengthening our risk assessment activities, we have set the agenda for how we are going to move towards net zero in both the short and the long term, and we have continued to work on strengthening our safety culture. We have also been working actively to take further steps to promote inclusion and diversity.
What were the standout developments during the year?
We have had a strong focus on continuous improvements and on ensuring that sustainability is on the agenda every day for all our employees. While the ambition is there and has been there for a long time, we know that it takes time to change and that the results will come. One example is how we have been working for several years to transition to an electric vehicle fleet and are finally seeing a positive trend. In 2024, we also moved closer to implementing new EU Corporate Sustainability Reporting Directive (CSRD).

What will Coor’s focus be going forward?
We will continue to develop our business to become more competitive while at the same time responding to the growing interest in climate issues, the circular economy and human rights among our stakeholders. Improving the quality of sustainability data is an important component for us to achieve our own sustainability targets and to help our customers achieve theirs, Maria Ekman concludes.

Environmental sustainability

Coor contributes to a better environment by actively reducing the company’s and its customers’ environmental impact and resource use.

Social sustainability

Coor helps to build a better society by being a responsible and stimulating employer, and by contributing to positive social development in the local communities where it operates.

Business sustainability

Coor will achieve long-term business sustainability through stable and profitable financial development, while upholding strong business ethics and customer relations.

Coor’s smartest solutions

We are continuously improving our service delivery through innovation and new technologies. By working closely with customers and start-ups, we develop services and solutions that can save natural resources, reduce costs and increase efficiency and well-being. One example is data-driven cleaning.
More solutions in the pdf

Data-driven cleaning

The right work in the right place

Case

Data-driven cleaning: The right work in the right place

Imagine if you as a customer had the option of getting a cleaning service that measured in real time how much different surfaces were used and customised cleaning accordingly. This is now possible with Coor’s concept for data-driven cleaning – a service that we developed during the year in close collaboration with our customers, suppliers and employees.

In 2024, an intensive pilot project was carried out in a 25,000 square metre Swedish office building. The result: Coor’s new concept for data-driven cleaning, launched at the end of the year.
“With data-driven cleaning, we ensure that cleaning is done exactly where it is needed. Our aim was to work closely with the customer to develop an innovative and data-driven concept that improves our cleaning delivery. It is a concept that we are now ready to roll out widely,” explains Jacqueline Järmens, service developer for cleaning services at Coor.
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During the pilot project, the cleaning work carried out was based on data collected by 250 sensors that were installed throughout the building. The data received was passed on to an IT tool that analysed and distributed it. The cleaners working on the project had tablets mounted on their cleaning trolleys, with a map of the building clearly indicating which areas had been activated by the sensors. The data indicated, for example, how many times a toilet had been used or how long a meeting room was occupied during the day.
“This method is based on the obvious principle that it is better to clean the areas that have actually been used,” Jacqueline Järmens says.
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“For example, if there are two toilets, one of which has been used ten times and the other not at all, it is obviously more efficient to clean only the one that has been used, rather than both,” she adds.
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“Another example of data use is where a customer frequently runs out of toilet paper in one of their toilets, but is otherwise satisfied with our work. Which begs the question: is the best solution to increase our visits – which would increase the customer’s costs – or would it be smarter to review the size of the toilet roll holders?” Jacqueline Järmens says.

When Coor measures and analyses its cleaning delivery, there are more ways to improve than just adjusting the number of times an area is cleaned.
Like many of our customers, we want to be at the forefront of innovation and new solutions.
The past year has been marked by close collaboration with the customer – a large industrial company – where the pilot project was carried out. In developing the concept, Coor worked according to the established model for collaboration, which involves analysing and evaluating our delivery together with the customer before any changes are implemented.
“We are convinced that customer engagement and close dialogue are key to creating a successful concept,” Jacqueline Järmens says.

Both the customer and Coor are very pleased with the result:
“During the pilot project, we continuously monitored the quality of our cleaning services and optimised them where necessary. Our on-site staff have been very engaged in the project and this is crucial as they have to adopt a completely new way of working,” Jacqueline Järmens says.

She describes how data-driven cleaning also makes things better for the cleaning staff. Working according to a structured cleaning model that is based on actual use and an overview of the tasks that need doing makes the work clearer and more meaningful.

According to Jacqueline Järmens, the new concept combines two of Coor’s core values:
“It grew out of our passion for innovation and our commitment to finding new solutions for our customers. We are striving to become more data-driven and digitised across the board. Like many of our customers, we want to be at the forefront of innovation and new solutions. Our ambition is to create sustainable services and concepts that increase customer satisfaction.”

Meet our employees

At Coor, it is the people who make the difference. We would be nothing without our motivated and competent employees supporting our customers’ needs.

A group of four smiling technicians in black Coor uniforms, standing close together and embracing in an outdoor, modern urban setting.

Diversity builds Coor

Respect for the equal value and rights of all people is fundamental to Coor. We are convinced that a diversity of personalities, experiences and knowledge is enriching and that each employee should be treated respectfully and fairly regardless of gender, background or identity. At Coor, everyone should feel that they can be themselves.
For us, diversity is much more than just a word in a governing document. Among our employees we see a great ethnic and cultural diversity, which we are very proud of. Coor’s ambition is that its employees should reflect both its customers and society as a whole. We see diversity as enriching – with more perspectives we become better, more profitable and more responsive. The fact that Coor’s employees come from different backgrounds is a great asset; it increases our creativity and innovative power.

The facility management industry is in a better position than many others to employ those who are currently outside the labour market. A job is so much more than just a workplace; it provides a context and a community. At Coor we equip and help our employees to enter society in various ways, for example through internal language courses or training programmes. Diversity management is also important for Coor’s brand as an employer, for current as well as potential employees. People want to work for a company where they can be proud of the culture.

We see further

Seeing further means paying attention and knowing how to prioritise. We must stay one step ahead in order to solve problems before they actually arise. It’s necessary to think carefully in advance.

We listen

Being responsive is all about openness and communication. We must be open to views and ideas on how we can develop or improve ourselves and our work methods.

We create success

Generating success is about drive and the desire to improve. Quite simply, we get things done. We are creative and find solutions that are smarter and more economical – for us and our customers. Thus, we both benefit.

Meet our employees

Meet employees from all our Coor countries and service areas, highlighting the importance of supporting and respecting one another, feeling safe, and being able to be oneself at work.