A year when several things fell into place

How would you sum up 2025?
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.

What is the biggest opportunity for Coor moving forward?
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.