It’s the people that make Coor

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.”

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.

Mats Granryd, Chairman of Coor

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.”

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.”