‘My main driving force is always to create results’

“I was asked - and it was not difficult to accept. It feels great to be back at Coor, now in a different role”.

What do you take with you from your years outside Coor?

"I've been President and CEO for 20 years and worked in many different industries. From ball bearings, transport and logistics to prefabricated concrete. What I've learnt over the years is that it's people that matter most. It doesn't matter if it's large concrete factories, cleaning services, freight trains that need to run on time or ball bearings that need to turn, it's all about good people - no matter the industry or the task. The right people in the right place, doing things they enjoy and given the right conditions to succeed, can create fantastic results. This can be in the form of financial results for our owners, efficiency improvements and smart service solutions for our customers or development opportunities for our employees.

What can you bring as the new Chairman?

I have worked for many years as a CEO and have experience from many different industries. Naturally, I also have a good knowledge of Coor. All of this, together with the lessons I have learnt throughout my career, means that I feel well suited to the role. My main driving force is always to create financial results and both my and the management's focus right now is on optimizing our operations and delivery, getting back to our margin targets and strengthening cash flow.

What do you see as the difference between Coor today and when you were CEO during the period 2013-2020?

Much is the same and much has changed. The corporate culture is still strong, which is an important success factor for Coor. But there are more people today, and customer assignments are often more complex. Another difference is the composition of the contract portfolio. We have had several large integrated contracts cancelled and many single-service contracts entering the portfolio. At the same time, it makes us less vulnerable and more sustainable as a company because we have a broader customer base today.

I left Coor during the pandemic, and at that time the future was uncertain, perhaps above all about the offices and our service delivery at the offices. Now the question is not as relevant anymore and we, as an established player, can add a lot by helping companies to attract employees back to their offices.

Coor has the ability to generate financial results, cash flow and margins that enable us to continue to grow and return dividends to our owners.

Mikael Stöhr, Chairman of the Board of Coor

Why should you own Coor shares?

Coor has the ability to generate financial results, cash flow and margins that enable us to continue to grow and return dividends to our owners. Focusing on results is important to me and it is my ambition that Coor should be a stable and long-term dividend share that attracts many.

How do you see the future of Coor?

I am optimistic about Coor's future. Everyone needs our services - Coor delivers a basic need that all companies need. Few companies are fortunate enough to have that. The services that Coor offers are important at a time when the need for well-functioning workplaces is constantly increasing. We have a strong position in the market, and now that the balance between working from home and in the office has stabilized, employees' demands in the workplace have increased - and this is where Coor can really make a difference.