Coor Service Management Holding Ab · OMXSTO:COOR
Coor Service Management Holding Ab — Investor Day (March 2026)
119 slides from Coor Service Management Holding Ab's investor day presentation, Mar 19, 2026
Slide 1: Capital Markets Day
Capital Markets Day @ %: @ e @ x 7 rr @ @ ee
Slide 2: Agenda
Agenda Opening remarks Strategy Cleaning Financials Market overview IFM Property Key takeaways 2 3/19/2026 Capital Markets Day 2026
Slide 3: Opening remarks
Opening remarks Speaker: Ola Klingenborg, President & CEO 3 3/19/2026 Capital Markets Day 2026
Slide 4: Capital Markets Day 2026
4 3/19/2026 Capital Markets Day 2026
Slide 5: A leading FM provider in the Nordic region
A leading FM provider in the Nordic region 12.5 Revenue CSI 18,000 (SEKbn 2025) Customers 72 Our journey 2025 ~10,500 Full-time employees 5% 2025 1998 19% Founded 800 2015 1,350 Nasdaq 6,000 Stockholm 22% 2,200 54% X Revenue share per country 5 3/19/2026 Capital Markets Day 2026 No. of full-time emp
Slide 6: Diversified base of contracts, revenues, and services
Diversified base of contracts, revenues, and services Contract distribution Delivery distribution Service distribution IFM, 58% Subscription, 65% Cleaning, 38% Single Services, 42% Property, 28% Variable, 35% Workplace, 17% Food & Beverage, 12% Other, 5% 6 3/19/2026 Capital Markets Day 2026
Slide 7: Market overview
Marketoverview Speaker: Jens E Rasmussen, SVP, Business Development & Sales 7 3/19/2026 Capital Markets Day 2026
Slide 8: The Facility management market consists of multiple service markets
The Facility management market consists of multiple service markets Services offered Package / Contract type Integrated facility management Property Facility Management • Multiple FM services under one integrated contract • Sometimes all services – sometimes most • Single provider manages delivery o
Slide 9: Diverse market landscape with different dynamics
Diverse market landscape with different dynamics Key characteristics How to win • End-to-end management and delivery • IFM deliveries or Complex Singles Large & Complex capabilities • Dedicated service team on-site SEK >50m p.a. • Customer know-how & innovation • Sub-suppliers for parts (sometimes)
Slide 10: 2/3rds of Nordic FM market is outsourced
2/3rds of Nordic FM market is outsourced Total FM market: Service type Nordic market Real growth SEK ~550bn (SEKbn) outlook p.a. In-house In-house service value ~200 ~1% Single service ~325 ~3% Single service IFM Integrated facility management ~25 ~5% Total outsourced market: SEK 350bn 10 Source: Ba
Slide 11: Nordic outsourced market split by service type
Nordic outsourced market split by service type Service type Nordic Trends and characteristics market size (SEKbn) Excluding in-house service value (SEK 200bn) SEK ~350bn Other 80 Different by subsegment Food & Expanding beyond corporate canteens to open office Beverage 35 environments and external r
Slide 12: Robust FM growth expected going forward
Robust FM growth expected going forward Market growth Key real growth drivers of future market Nordic outsourced FM market Outsourcing (SEKbn in 2025 value, 2015-2030F) CAGR • Increasingly specialized FM needs ’25-’30 500 • Scale advantages (in customer non-core activities) ~410 2% Floorspace 400 ~3
Slide 13: The facility management market landscape
The facility management market landscape IFM Total outsourced market ~25 SEKbn ~350 SEKbn Limited no. of Highly 17% 2% relevant competitors 78% fragmented market 2% 1% 2% 11% 9% 4% Coor and ISS market Coor among the leaders 5% 29% largest providers 5% 30% Technology and Specialized single- 6% servic
Slide 14: Varying dynamics across major single service markets
Varying dynamics across major single service markets Single service markets Property Cleaning Food & Beverage SEK ~150bn SEK ~85bn SEK ~35bn Fragmented Fragmented Market more market – many market – many ~31% consolidated with specialized service local market few dominant ~73% providers ~74% alternat
Slide 15: Each country differs, but overall similar dynamics in the Nordics
Each country differs, but overall similar dynamics in the Nordics Outsourced FM market by country Specific market dynamics • Largest IFM market in Nordics (SEK ~9bn), diversified across SEK 70bn sectors, with sustained growth outlook • Large industrial customers with high outsourcing maturity SEK 80
Slide 16: Key trends going forward
Key trends going forward Integrated contracts continue to gain popularity Customers are seeking reduced complexity and cross-service scale benefits, with IFM outgrowing wider outsourced FM by 1 p.p. per annum Technology innovation drives efficiency and quality AI, Automation, data analytics, and dig
Slide 17: Key takeaways
Key takeaways The IFM market is growing and provides opportunities for leading providers in consolidated landscape The Single services market offers opportunities in large and highly fragmented markets for providers with specialised expertise The underlying trends support importance of local capabil
Slide 18: Strategy
Strategy Speaker: Ola Klingenborg, President & CEO 18 3/19/2026 Capital Markets Day 2026
Slide 19: Agenda
Agenda Agenda Our development and Strong platform for Capturing the opportunity by ambition profitable growth refining our operating model
Slide 20: Our development and ambition
Our development and ambition
Slide 21: Attractive opportunities across our markets
Attractive opportunities across our markets IFM market characterised by continued growth, consolidation and strong competition Large and growing Single Service markets with high fragmentation provides attractive opportunities M&A opportunities in fragmented Single Service markets 21 3/19/2026 Capita
Slide 22: Coor has led the IFM-market development
Coor has led the IFM- market development 3rd gen Outcome-based 2nd gen Maturing 1st gen Pioneer • Advanced competition • Competition • Partnership • Competitive bid • Integrated with customer • Further cost reduction operations to find efficiency • Large savings • Work with customers • In-house serv
Slide 23: A strong IFM position has several implications
A strong IFM position has several implications Exposure to growing and attractive IFM market Customer concentration – Reliance on large IFM customers Strong service capabilities to expand in new areas Sophisticated buyers – quality and efficiency requirements 23 19/03/2026 Capital Markets Day 2026
Slide 24: Focus areas to respond to market trends and capture potential
Focus areas to respond to market trends and capture potential Focus areas Capitalise on strong IFM core to expand in Cleaning and Property services Build more diversified customer portfolio with broader revenue streams Selective M&A to grow scale and capabilities in priority segments 24 3/19/2026 Ca
Slide 25: Strong platform for profitable growth
Strong platform for profitable growth
Slide 26: Three focus areas
Three focus areas 1 Capitalise on strong IFM core to expand in Cleaning and Property services 2 Build a more diversified customer portfolio with broader revenue streams 3 Selective M&A to grow scale and capabilities in priority segments 26 3/19/2026 Capital Markets Day 2026
Slide 27: Continue to develop both IFM and Single Services
Continue to develop both IFM and Single Services Additional potential Contract mix (2015–2025) • SEK 350bn outsourced Nordic FM market, Coor has low market share 1 +67% • Uniquely positioned with an IFM SEKm backbone to expand into Single Service 12 480 segments • Continued market growth 5 242 • Fra
Slide 28: Accelerated growth focus on Property Services
Accelerated growth focus on Property Services Revenue distribution by service type (2025) Additional potential • Growing SEK 150bn Property Services 1 market, Coor has low market share • Fragmented competition • Strong presence in Sweden, potential to replicate in Denmark and Norway • Continue to st
Slide 29: Decrease reliance on large customers
Decrease reliance on large customers Customer size mix (2015–2025) Additional potential SEKm 12.5bn • Increase resilience by continuing to expand customer base • Large customer universe to address in 7.5bn Single Service 7 613 • Upselling opportunity to existing 2 customers 3 741 1 248 973 Top 5 ~39
Slide 30: More diversified customer portfolio
More diversified customer portfolio Existing public customer segments Additional potential • Hospital • Police • Government • Grow in the public sector • School • Public offices • Strengthen reputation as a versatile 30% supplier • Expand capabilities to grow in non- 20% office segments 2 Public 17%
Slide 31: Organic growth complemented by selective M&A
Organic growth complemented by selective M&A Acquired sales development (2018–2025) Additional potential SEKm • Bolt-on acquisition strategy • Fragmented Single Service markets 1280 • Selective M&A 910 • No M&A in last 2 years 3 3 250 50 400 1 1 1 0 0 0 3 2018 2019 2020 2021 2022 2023 2024 2025 Numb
Slide 32: Multiple levers to deliver on our growth agenda
Multiple levers to deliver on our growth agenda 4-5% M&A Growth Different levers to Add-on generation increase growth Sales New sales Focus on organic growth (4-5%): Single Services Churn New sales • New sales in IFM and Single IFM Services • Local sales initiatives to drive add-on sales • Complemen
Slide 33: Journey underway, more upside to capture
Journey underway, more upside to capture Focus areas 1 Capitalise on strong IFM core to expand in Cleaning and Property services 2 Build a more diversified customer portfolio with broader revenue streams 3 Selective M&A to grow scale and capabilities in priority segments 4 Refining our operating mod
Slide 34: Capturing the opportunity by refining our operating model
Capturing the opportunity by refining our operating model
Slide 35: High volumes running through our business
High volumes running through our business 20,000 payslips Thousands of suppliers Hundreds of IT applications in 1 million invoices 18,000 customers → out ~50% invoices 35 3/19/2026 Capital Markets Day 2026
Slide 36: Improvement opportunities in operating models
Improvement opportunities in operating models IFM characteristics Single Service characteristics • Fewer, higher-value contracts • Many smaller contracts • Complex multi-service delivery • Single Service, lower-complexity delivery • Dedicated on-site teams • Geographically dispersed, route-based tea
Slide 37: Main cost categories
Main cost categories SEK 8 billion SEK 4 billion Personnel cost Procured goods and services 37 3/19/2026 Capital Markets Day 2026
Slide 38: Currently intense focus on operational efficiency measures
Currently intense focus on operational efficiency measures SEK 8 billion SEK 4 billion Personnel cost Procured goods and services Ongoing initiatives to optimize resources Ongoing initiatives to leverage scale ✓ Scheduling ✓ Leverage scale through Nordic ✓ Route optimisation procurement organisation
Slide 39: Capital Markets Day 2026
39 3/19/2026 Capital Markets Day 2026
Slide 40: Strong culture and leadership to enable profitable growth
Strong culture and leadership to enable profitable growth ”Every minute counts” Operational KPIs Tight follow up Operational efficiency mindset Sales culture at all levels Leadership close to operations “tätt på” 40 3/19/2026 Capital Markets Day 2026
Slide 41: A governance model to enable execution and growth
A governance model to enable execution and growth Simplify for Efficiency and Increase Align leadership growth customer focus accountability with operations 41 3/19/2026 Capital Markets Day 2026
Slide 42: Aligned leadership structure to get closer to the business
Aligned leadership structure to get closer to the business Country-based executive structure Balanced revenue structure = represents SEK ~1bn 42 3/19/2026 Capital Markets Day 2026
Slide 43: Management additions to deliver on strategy
Management additions to deliver on strategy Patrik Sjölund Silke Ernst Juha Mennander CFO Director HR & Communications Head of Property Start: May 2026 Start: April 2026 Start: April 2026 43 3/19/2026 Capital Markets Day 2026
Slide 44: Key takeaways
Key takeaways Coor has a strong position in several attractive markets Maintain and strengthen the strong IFM position Continue expansion within Cleaning and Property Driving operational efficiency by a strengthened platform, mindset, and leadership 44 3/19/2026 Capital Markets Day 2026
Slide 45: A closer look at our services and financials
A closer look at our services and financials Stine Solheim Charlotte Almberg Ola Klingenborg & Daniel Warnholtz Markus Danielson IFM Cleaning Property Financials 45 3/19/2026 Capital Markets Day 2026
Slide 46: Capital Markets Day
Capital Markets Day
Slide 47: IFM
IFM Speaker: Stine Solheim, President of Coor Norway Bild talare 47 3/19/2026 Capital Markets Day 2026
Slide 48: Agenda
Agenda Agenda Coor in the IFM market Maintain and strengthen Key takeaways our leading IFM position
Slide 49: Coor in the IFM market
Coor in the IFM market bi, COOR
Slide 50: IFM market in the Nordics
IFM market in the Nordics SEK ~25bn Key market characteristics • ~5% market growth p.a. • SEK ~ 25bn market • Large and medium customers • Consolidated market Source: Bain research 50 3/19/2026 Capital Markets Day 2026
Slide 51: Leading IFM provider in the Nordics
Leading IFM provider in the Nordics 7.2 Revenue1) Coor in the market (SEKbn 2025) ~30% 1,800 6,700 Market share Customers Employees 1% Service offering 26% Cleaning services Other services • Security Property services • Strategic advisory • Office services Food & Beverage 24% 49% X Revenue share per
Slide 52: Seamless IFM solutions backed by strong single services
Seamless IFM solutions backed by strong single services IFM – coordinated solution Single services – specialist expertise • One agreement instead of several with different • High-quality services suppliers • Solutions delivered with specialist expertise • Delivery can be followed up in one system Mu
Slide 53: Serving a diverse customer base with high customer satisfaction
Serving a diverse customer base with high customer satisfaction 72 CSI 2025 Customer segment [*]% of contract volume has a duration of 3-10+ years 19% 30% 5% IFM’s top 3 value drivers 9% Cost savings Optimise resource utilisation 20% 17% Public Efficient service management Manufacturing One contract
Slide 54: Maintain and strengthen our leading IFM position
Maintain and strengthen our leading IFM position 54 3/19/2026 Capital Markets Day 2026
Slide 55: Maintain and strengthen the leading IFM position
Maintain and strengthen the leading IFM position Expand customer base Retain and grow the existing customer base Operational efficiency 55 3/19/2026 Capital Markets Day 2026
Slide 56: Three areas to expand our customer base
Three areas to expand our customer base Expand customer base Targeting new customers Improve win rate Lead strategic partnership development 56 3/19/2026 Capital Markets Day 2026
Slide 57: Retain and grow the existing customer base
Retain and grow the existing customer base Retain and grow the existing customer base Closer to our customers, retention part of daily work Increase add-on sales by local ownership, development and support Build a culture of accountability through clarity of roles 57 3/19/2026 Capital Markets Day 20
Slide 58: Disciplined cost management for operational efficiency
Disciplined cost management for operational efficiency Operational efficiency Best-in-class workforce management Strengthen KPI tools for operations Leadership – ownership – mandate Procurement excellence 58 3/19/2026 Capital Markets Day 2026
Slide 59: Case study: Tett på in Norway
Case study: Tettpå in Norway 59 3/19/2026 Capital Markets Day 2026
Slide 60: Norwegian leadership model enabling strategy execution
Norwegian leadership model enabling strategy execution Close to customers Close to employees Close to your numbers 1 Revenue growth 2 Expand margins 3 Customer satisfaction 4 Employee satisfaction 60 3/19/2026 Capital Markets Day 2026
Slide 61: Proven in Norway – now a blueprint for the entire organisation
Proven in Norway– now a blueprint for the entireorganisation • Tangible improvements in Norway 2025 +6% points (Norway, 2025) • Launched in all countries nov-25 Margin improvement cleaning region -27% (Norway, 2025) Reduction in # of injuries 61 3/19/2026 Capital Markets Day 2026
Slide 62: Key takeaways
Key takeaways 62 3/19/2026 Capital Markets Day 2026
Slide 63: Key takeaways
Key takeaways Well positioned IFM business in a consolidated and growing market Elevating operational efficiency to the next level Get more leaders to lead towards future growth – every day Lead the IFM market and leverage strategic partnerships to drive customer growth 63 3/19/2026 Capital Markets
Slide 64: Cleaning
Cleaning Speaker: Charlotte Almberg, Business Area President, Cleaning, Sweden 64 3/19/2026 Capital Markets Day 2026
Slide 65: Agenda
Agenda Agenda From market entry to Profitable growth Key takeaways Nordic leader
Slide 66: From market entry to Nordic leader
From market entry to Nordic leader
Slide 67: The growing Cleaning market demanding eco-certified cleaning, automation and skilled expertise
The growing Cleaning market demanding eco-certified cleaning, automation and skilled expertise Sustainable and eco-labeled Data driven Cleaning with A people-led future cleaning becomes standard robots and automation 67 3/19/2026 Capital Markets Day 2026
Slide 68: Cleaning market in the Nordics
Cleaning market in the Nordics SEK ~85bn Key market characteristics • ~3% market growth p.a. • SEK 85bn market • Medium and small customers • Fragmented market Source: Bain research 68 3/19/2026 Capital Markets Day 2026 Source: Bain research
Slide 69: From market entry to Nordic leader
From market entry to Nordic leader Continuous growth 2026+ Professionalise 2023 – 2025 Expand 2018 – 2022 Establish 2012 – 2018 69 3/19/2026 Capital Markets Day 2026
Slide 70: A leading Nordic Cleaning provider
A leading Nordic Cleaning provider 4.7 Revenue Wide-ranging services delivered by experts (SEKbn 2025)1) 520 million sqm Coor in the market cleaned across the Nordics per year 5% 6% 8,000 8,000 Market share Customers Employees 14% Service offering Cleaning • Regular cleaning • Industrial cleaning •
Slide 71: Growth across a diversified customer base
Growth across a diversi fied customer base 74 CSI 2025 Portfolio mix by contract size Serving a broad range of facilities Distribution • Hospitals • Accommodation of revenue • Offices • Warehouses • Energy plants • Prisons • Schools • Production plants • Ski resorts • Stores >10 MSEK 5-10 MSEK <5 MSE
Slide 72: Profitable growth
eco cco Profitable growth bi, COOR
Slide 73: Drive profitable expansion
Drive profitable expansion Drive organic growth Systematic cost control Building engagement at all levels 73 3/19/2026 Capital Markets Day 2026
Slide 74: Scalable platform ready for growth
Scalable platform ready for growth 8,000 employees, one powerful sales force – Toppa säljet! Drive organic growth Building density in existing geographies Scale and strengthen local field sales Mobilise all employees to drive add-on sales Building Retention-focused Customer Care approach density acr
Slide 75: Operational efficiency and cost control through tighter steering
Operational efficiency and cost control through tighter steering Systematic cost control Best-in-class workforce management Strengthen KPI tools for operations Organisational blueprint 75 3/19/2026 Capital Markets Day 2026
Slide 76: Driving growth and customer satisfaction through engagement at all levels
Driving growth and customer satisfaction through engagement at all levels Building engagement at all levels Unified culture Simplified strategy Scaling leadership through tools like AI Twin 76 3/19/2026 Capital Markets Day 2026
Slide 77: Capital Markets Day 2026
77 3/19/2026 Capital Markets Day 2026
Slide 78: Key takeaways
Key takeaways bi, COOR
Slide 79: Well placed for profitable expansion
Well placed for profitable expansion Drive organic growth Systematic cost control Building engagement at all levels Continuous growth 2026+ 79 3/19/2026 Capital Markets Day 2026
Slide 80: Key takeaways
Key takeaways Significant growth opportunities in the market Boost local sales capacity and strengthen sales culture Workforce management driving resource allocation and cost savings Get more leaders to lead towards future growth 80 3/19/2026 Capital Markets Day 2026
Slide 81: Property
Property Speakers: Ola Klingenborg President & CEO and Markus Danielson, Business Unit President 81 3/19/2026 Capital Markets Day 2026
Slide 82: Agenda
Agenda Agenda Coor in the Property market Capturing the opportunity Key takeaways
Slide 83: Coor in the Property market
Coor in the Property market bi, COOR
Slide 84: Property market in the Nordics
Property market in the Nordics SEK ~150bn Key market characteristics • ~3% market growth p.a. • SEK ~150bn market • Mixed size customers • Fragmented market Capital Markets Day 2026 Source: Bain research 84 3/19/2026
Slide 85: The Property market is growing and becoming more advanced
The Property market is growing and becoming more advanced Market trends are creating growth opportunities Rising Energy Costs Digitalisation and Sustainability and Stricter Regulation Rising Construction and Energy Volatility Data-Driven Decarbonisation and Compliance Costs and Asset Operations Pres
Slide 86: Opportunities to grow and strengthen our position
Opportunities to grow and strengthen our position Addressable market Coor’s market position Today Est. size Est. growth p.a. 2025 revenues Relative share IFM ~10 ~2 ~20% Embedded (SEKbn) (SEKbn) property ~5% scope Single property On-site based ~1 <2.0% (SEKbn) ~140 (SEKbn) ~3% Single property Region
Slide 87: Established Property provider in the Nordics
Established Property 3.5 provider in the Nordics Revenue (SEKbn 2025)1) Wide-ranging technical services delivered by experts 15 million sqm Coor in the market served across the Nordics 8% 2% 1,500 1,500 Market share Customers Employees 17% Service offering Property Facility Management • Property Man
Slide 88: Serving a broad customer base with complex requirements
Serving a broad customer base with complex requirements Warehouse & Office buildings Logistics Industrial sites Hospitals & healthcare facilities 88 3/19/2026 Capital Markets Day 2026
Slide 89: Capturing the opportunity
eco cco Capturing the opportunity ee eee secce bi, COOR
Slide 90: Focus areas to address the potential
Focus areas to address the potential Accelerate density-driven growth Increase technical in-house expertise Increase sales capacity Strenghten position in Denmark & Norway 90 3/19/2026 Capital Markets Day 2026
Slide 91: Drive density through regional hubs
Drive density through regional hubs IFM Embedded property scope Accelerate density-driven growth Drive expansion from large IFM customers to build Single property On-site based critical scale in regional markets Increase in-house delivery Single property Regional Penetrate local specialised service
Slide 92: Delivery model in practice – Region Sydväst
Delivery model in practice – Region Sydväst IFM • Cost efficiency by replacing Embedded subcontractors property scope • Boost competitiveness for large new contracts • Diversify customer portfolio by adding local customers Single property Single On-site based property Coor Hub-based regional hub 92
Slide 93: A scalable model – example from Gothenburg
A scalable model– example from Gothenburg 1 000 000+ Sqm • Full IFM scope delivery IFM – 500+ Coor FTEs • Full scope property delivery based on asset Embedded property ~100 technicians management methodology scope • Biggest port in the Nordics 150 000 sqm • Property delivery including preventive and
Slide 94: Increase competitiveness through technical skill
Increase competitiveness through technical skill Increase technical in-house expertise Build deep expertise in selected areas Key market characteristics Electricity Ventilation Technical security Heating & Sanitation Cooling Fire safety Vertical transportation Automation Access systems Replace outso
Slide 95: Accelerate sales in major tenders and local markets
Accelerate sales in major tenders and local markets Increase sales capacity Boost market presence and target larger bids Strengthen sales culture in local markets Create standardised service packages to boost local sales Increase local sales capacity and accountability 95 3/19/2026 Capital Markets D
Slide 96: Using Sweden as a blueprint
Using Sweden as a blueprint Proven model ready to scale Strengthen position in Denmark & Norway Apply the regional density-model in Denmark and Norway Expand with existing customer base Develop local capabilities to capture market demand 96 3/19/2026 Capital Markets Day 2026
Slide 97: Key takeaways
Key takeaways bi, COOR
Slide 98: Key takeaways
Key takeaways Large untapped opportunity in the property market Capitalise on existing customer base to drive density via regional clusters Boost competitiveness and win new customers through enhanced technical capabilities Increase sales by expanding and upskilling the sales resources and strengthe
Slide 99: Financials
Financials Speaker: Daniel Warnholtz Acting CFO & IR Director 99 3/19/2026 Capital Markets Day 2026
Slide 100: Agenda
Agenda Agenda Financial overview Financial targets Capital allocation reiterated priorities
Slide 101: Financial overview
Financial overview bi, COOR
Slide 102: Resilient revenues
Resilient revenues +5.4% Revenue CAGR SEKm +5.4% 12 443 12 439 12 480 11 789 • Subscription revenue, 10 104 ~65%, variable revenue 35% (2025) 5% • Return to organic growth, 3% 2% 2% +2%, in 2025, driven by Sweden and Norway -1% • No completed acquisitions during 2024/2025 2021 2022 2023 2024 2025 Or
Slide 103: Multiple levers to drive growth
Multiple levers to drive growth M&A Growth Different levers to increase growth 4-5% generation Add-on Sales Focus on organic growth (4-5%): New sales Single Services • New sales in IFM and Single Churn New sales IFM Services • Local sales initiatives to drive add-on sales • Complement organic growth
Slide 104: Margin recovery
Margin recovery Adjusted EBITA 4.8% 2025 SEKm 631 634 606 603 546 • Margin compression 2022- 2024 due to contract mix, 6,2% inflation, and increased 5,4% 4,9% 4,8% costs 4,4% • 2025 margin recovery to 4.8% with cost measures impacting 2nd half of 2025 2021 2022 2023 2024 2025 Adj. EBITA 104 3/19/202
Slide 105: Coor has low Capex needs
Coor has low Capex needs Capex development 0.7% 2025 SEKm 131 115 • Asset-light business model, capex mainly 94 91 digitalization/IT and 1,1% kitchen/restaurants 67 0,9% investments 0,8% 0,7% 0,7% • Typically, around 1% of sales 2021 2022 2023 2024 2025 Capex % of sales 105 3/19/2026 Capital Markets
Slide 106: Coor has favourable working capital
Coor has favourableworking capital Net working capital (NWC) development • Structurally negative -6,7% working capital due to SEKm -7,2% -8,6% -8,5% advance billing of -9,3% subscription revenues, and 2021 2022 2023 2024 2025 payment to suppliers and 358 salaries after services performed 1 431 • 202
Slide 107: Strong cash conversion
Strong cash conversion 99% Operating cash flow 2025 SEKm 737 676 675 • Typically >90% cash 587 conversion 98% 99% • 2025, 99% cash conversion 94% 86% • 2024 outlier due to working 288 capital and lower profitability 57% 2021 2022 2023 2024 2025 Cash conversion1) 1) Cash conversion defined as adjuste
Slide 108: De-leveraged balance sheet
De-leveraged balance sheet 2.6x Debt and Leverage 2025 SEKm 385 • Leverage at 2.6x end 2025, 3,0x fast deleveraging due to 2,5x 2,6x high cash conversion 2,0x 1,9x 2 339 • Successfully completed bond issue to refinance bond maturing early 2027 2021 2022 2023 2024 2025 • No maturities before 2028 Net
Slide 109: Financial targets reiterated
Financial targets reiterated
Slide 110: Improving performance with targets within reach
Improving performance with targets within reach Financial targets 2021 2022 2023 2024 2025 Targets Organic Growth 3% 5% 2% -1% 2% 4-5% Adj. EBITA Margin 6.2% 5.4% 4.9% 4.4% 4.8% ~5.5% Cash Conversion 98% 94% 86% 57% 99% >90% Leverage 2.0x 1.9x 2.5x 3.0x 2.6x <3.0x Dividend 100% 110% 100% 74% 88%* ~5
Slide 111: Reiterating financial targets
Reiteratingfinancial targets Financial targets Acting on financial targets Targets • Focus on organic growth, with several levers to address Organic growth 4-5% • M&A as a complement to organic growth • Cost control and operational efficiency together with strong contract Adj. EBITA margin discipline
Slide 112: Capital allocation priorities
Capital allocation priorities
Slide 113: Capital allocation 2021–2025
Capital allocation 2021 –2025 SEK 3bn (2021–2025) Capital allocation 2021-2025 SEKm 2963 • Almost SEK 3bn cash generated -497 from the business • Capex of SEK 0.5bn, just below 1% of net sales -913 • M&A of SEK 0.9bn, bolt-on acquisitions • Dividends and share buy-back, SEK 189 47 1.8bn -1757 -42 Ca
Slide 114: Selective M&A
Selective M&A Acquired sales development SEKm 1 280 Improving leverage provides flexibility for a return to selective, value adding M&A • Expand in the Nordics, create scale in 3 400 markets other than Sweden 1 1 • Build density in selected areas, focus on 0 0 50 Property & Cleaning 0 0 2021 2022 20
Slide 115: Capital allocation priorities moving forward
Capital allocation priorities moving forward Illustrative • Dividends of ~50% of annual net profit, as well as extraordinary dividend if excess cash. 1 • Evalute share buy-backs as a tool to optimise capital structure. 2 • Selective, synergistic M&A. • Capex to deliver on organic growth, estimated t
Slide 116: Key takeaways
Key takeaways Financial targets reiterated Organic growth across IFM and Single Service Margin expansion through operational efficiencies and organic growth initiatives Capital allocation focusing on capex, shareholder remuneration, and selective M&A maintaining healthy balance sheet 116 3/19/2026 C
Slide 117: Key takeaways
Key takeaways Speaker: Ola Klingenborg 117 3/19/2026 Capital Markets Day 2026
Slide 118: Well-placed for profitable growth
Well-placed for profitable growth Attractive market characteristics Continued IFM leadership Profitable expansion in Cleaning Growth in Property Combination of growth, Drive operational efficiency shareholder returns, and selective M&A 3/19/2026 Capital Markets Day 2026
Slide 119: Capital Markets Day 2026
119 3/19/2026 Capital Markets Day 2026
Coor Service Management Holding — Investor Day (March 2026) on 6ix