Coor delivered its best annual results ever in 2017, exceeding 2016’s high point. By keeping the service experience as our focus, we create added value for our customers in a market with great potential for continued growth.

Coor's Nordic home market offers good opportunities for expansion, partly because a large share of it still has not been outsourced, and partly because a larger proportion of companies is now ready to move towards an integrated approach in their FM services. For Coor, this is an interesting starting point for coming years – and there is still a lot left to do.

As service delivery always takes place between a customer and a supplier, customer relationships are extremely important for Coor. Our goal is to have satisfied customers who want to continue working with us in the years to come. To succeed, we must have solid professional expertise within the FM services we offer, as well as good knowledge of our customers and the challenges they face.

It is through our ability to understand our customers that we can adapt and develop our services to suit new needs. That is how we will become a value adding partner for our customers.
 

auspicious customer partnerships

In 2017, Coor renegotiated contracts at a volume of approximately SEK 1 billion. Over a period of three years, the retention rate is 89 per cent, which says a lot about the long-term perspectives of our customer partnerships. Examples of extended IFM contracts include SAS, Telia Company, Borealis, GKN Aerospace and Fortum Värme.

Coor also signed a number of new agreements during the year, such as Sokotel in Finland and the Municipality of Copenhagen. The largest IFM contract was signed with ABB for delivery to a number of facilities in the Nordic and Baltic regions.

 Also, in the public sector, Coor expanded its business through its contract to deliver patient meals to Karolinska University Hospital in Solna, and deliver cleaning to Gävleborg County Council. We now close 2017, as a year of very good growth.

progress is part of our DNA

Innovation is something we continuously and systematically work with at Coor. Our innovation work is undertaken through large Group-wide initiatives such as the development of Coor Smart-Climate, as well as in individual contracts where our employees work to further develop deliveries through continuous improvements.

Our success lies in our ability to create customer value and we do this through our dedicated employees who, through  their understanding of our customers’ everyday lives, can develop their work methods and responsibilities.

All employees should feel that they make a difference and that they are valuable. It is in a creative environment characterized by openness that we can fully help our customers to become more productive, efficient and sustainable.

Passion for people

Coor is a value-based company and we have clear models for how we help our managers and employees to develop.

One goal is to have the best managers on the market. Managers who give individuals responsibility and development opportunities through clear leadership.

It is the manager’s role to build commitment and provide the best possible conditions for their employees. Both as a manager and an employee, a genuine interest in progressing and developing is needed. We call this passion for people.

For several years, we have rewarded deserving employees with Coor Awards. These internal awards are presented annually in the following five categories; Employee of the Year, Manager of the Year, Innovation of the Year, Sales of the Year and Guardian Angel of the Year. Coor Awards are a means for us to reward exceptional eff orts in these important areas and the awards are highly appreciated.

sustainability in practice

Coor strives for a corporate culture characterized by diversity and tolerance. We want the entire business to be permeated by high risk awareness, as well as by care for the environment and society – this is sustainability in practice.

As sustainability issues extend beyond our own business, they need to be integrated into a global context and, therefore, we have linked our sustainability goals to five of the UN’s 17 global sustainability goals that are most relevant to Coor. Working with these issues is also a requirement if our business is to be justifiable in the future.

Strong development

Coor has delivered its best annual results ever in 2017. A strong market and good customer relationships are part of the reason, another is that we are seeing the results of several internal improvement programmes.

Coor sums up 2017 with 6 per cent organic growth, 7 per cent improvement in operating profit, 103 per cent cash conversion and a continued good pipeline of new business opportunities across the Nordic region.

Good prospects

Coor completed two acquisitions after the end of 2017, OBOS Eiendomsdrift AS and Elite Miljø A/S, thereby further strengthening our position on the Nordic FM market. Our ambition is clear: to create the market's best offering with the customer experience at the centre.

Service quality is about the customer'sperc eived value of the services we deliver, and what separates us from other service companies is that we are passionate about what we do – passion for service.

 

Stockholm March 2018

Mikael Stöhr
President and CEO