Good morning, everyone, and welcome to Coor's Q1 report. The agenda for today: first, I will go through a short CEO update and summary of the Q1 quarter, and then hand over to Daniel to go through some of the financials, then we'll summarize with key takeaways and end up with a Q&A session.

You see some of the key numbers here on the right of this slide where we have an organic growth in the quarter of 0.4%. We're happy to see an EBITDA margin of 5.5%, up from previous quarters, and a continued solid cash conversion.

A short summary of the quarter, it remains a high activity in the market in all of our different geographic regions. We won a new contract with Helsingborg, we made an expansion of our contract with Saab, and extended our contract with Alleima, all of these in Sweden.

In Norway, we signed a new contract with Jotun and extended our large contract with Equinor plant. There's a lot of activity in the Norwegian market.

Then in Denmark, we see the effects from the earlier communicated contract losses, where it affects the top line primarily. Other than that, we have an organic growth in Sweden of 4% to 5%, the same in Norway and in Finland.

Really strong growth numbers there from those markets, but burdened a bit by negative development in Denmark as previously communicated. We see a continued improvement in the EBITDA margins, as I said, up to 5.5%.

Strong cash conversion also this quarter, above our target of 90, and we see a reduced leverage of two 2. down to 2.3 times EBITDA, which is a level that we haven't seen as low in a while.

Also, on our environmental targets, we make a lot of progress, and in the quarter, we were awarded a gold medal for our carbon emission initiatives, and that's an important part of our triple bottom line efforts. We also held a Capital Markets Day in March, where we reconfirmed our financial targets and also outlined a lot more about what we're doing now to make sure that we reach those targets.

That's a short summary of the quarter. Handing over to you, Daniel, to take us through the numbers.

Thank you, Ola, and if we then turn to an overview of the key business KPIs. In the first quarter, organic growth is 0.4% for the group.

Importantly, Sweden, Norway, and Finland were all growing well from an organic point of view, and roughly in the 4% to 5% range. We have negative organic growth of -12% in Denmark, due to the previously communicated contract losses.

EBITDA margin for Q1 is 5.5, that is an improvement compared with last year that ended at 4.7%. Margins continue to improve, with strong results in Sweden driving the margin improvements for the group.

Cash conversion, as Ola commented, continues to be solid at 92% on an last 12-month basis. Leverage, also an LTM number, is at 2.3 times adjusted EBITDA, and that continues to decrease.

Turning then to the P&L, net sales ended at 3 billion Swedish krona, that is 1.3% below last year. As said, organic growth was positive 0.4, and we had a negative impact of 1.7% from foreign exchange.

Adjusted EBITA amounted to 167 million Swedish kronas, which gives us an adjusted EBITA margin in the quarter of 5.5%. Both EBITA in absolute and margin is an improvement compared to same period last year.

Items affecting comparability during the quarter amounted to 24 million, and mainly come from restructuring costs, M&A transaction costs for contemplated but not materialized M&A, as well as integration costs for the newly started contracts in Norway. Net income is 69 million, and adjusted net income, when we add back amortization, amounts to 77 million Swedish krona, both improving as well versus last year same period.

On the LTM numbers, we see that net sales is now 12 billion 442 million Swedish kronas, and organic growth is 2.6%, and FX was negative over that period with 2.0%. In total, slightly lower net sales versus full year 2025.

The last 12 months adjusted EBITA level is 625 million, which gives us an LTM EBITA margin of 5.0 versus 4.8% for the full year 2025. Adjusted net income, finally, for the LTM period is 287 million versus 274 million for the full year 2025.

Moving then into our segments and looking at the Q1 count Q1 period, starting with Sweden. Organic growth was strong at close to 4% in the quarter, primarily a result of favorable activity level across all of our different businesses, but in particular, high variable income in integrated facility management and property services.

Adjusted EBITA and margins are improving, with strong performance across all of our different businesses in Sweden. As we mentioned, Coor signed a new contract with Helsingborg municipality and extended a contract with Alleima in Sweden, and overall good activity level in the Swedish market.

Turning then to Denmark, during the quarter, sales in the Danish operations declined due to negative organic growth of -12% and negative foreign exchange effect of -4%. The negative organic growth was due to the previously communicated ended contracts, which are estimated to also negatively impact coming quarters.

This also negatively affected adjusted EBITA for the quarter that amounted to 22 million Swedish krona versus last year 34 million, and adjusted EBITA margin of 3.7% versus last year 4.8%. Although we benefited from lower costs as an effect of the cost reduction done last year, we were not able to fully compensate for the loss of sales in the quarter.

Activity in the market remained high, with a number of large contracts up for tender in the near future, both in our own portfolio and in the market in general. Turning to Norway, during the first quarter, sales in our Norwegian operations increased by a total of 3%, with organic growth of over 5% and foreign exchange effects of -3%.

Organic growth was due to start-up of the newly won contracts. Variable volumes were lower than last year as expected, and we expect to see a continued normalization compared to previous year during the coming quarters, where, in particular, Q2 and Q3 2025 saw unusually high levels of variable volumes.

Operating profit, adjusted EBITA, for the quarter amounted to 20 million, same level as last year. The operating margin remained at 3.7%.

Coor extended its important contract with Equinor plants and won also a new contract with Jotun. The next 6 months will see a continued ramp-up of several new contracts in Norway, such as with Avinor for cleaning services at Oslo Gardermoen Airport and Schage Eiendom with Coor acting as a total provider for Skøyen Atrium.

Starting up new contracts may have a slight negative short-term impact on the margin for the Norwegian operations. Then finally, turning to Finland, during the quarter, sales declined by 1% in Finland compared to the year-earlier period.

However, organic growth was positive and amounted to close to 4%, while foreign exchange effects were negative and amounted to -5%. Operating profit amounted to SEK -1 million compared to 0 last year.

The operating margin, adjusted EBITA margin, was a negative 0.8 versus a positive 0.3% last year. If we then turn to cash flow and balance sheet, we continue to see solid cash conversion at 92% on an LTM basis.

Working capital is a negative -8.4%, which is in line with the seasonal pattern in prior years. Leverage continues to decrease and is at 2.3 times EBITDA.

During the quarter, Coor announced that we had completed the placement of new senior unsecured bonds amounting to 750 million Swedish krona. The new bonds have a 5-year maturity and carry a floating interest rate of 3-month Stibor plus 2.05% per annum.

The bond issue was well received and was oversubscribed by a healthy margin. That also means that with that we have retired the outstanding 3-year bond that amounted to 500 million, which matured in 2027, and that one was redeemed in full in March.

Accordingly, Coor has no loan maturities until 2028. With that, I hand it back over to you, Ola, to sum up the quarter.

Thank you, Daniel. Summarizing again the quarter.

The bond is of course something that we're very happy to have placed in the way that we did. On top of that, we see, as been mentioned earlier, high market activity with lots of new contracts coming in across our different regions.

Organic growth Sweden, Norway, and Finland is in a good place in line with our financial targets, with Denmark slightly more negative. Margins, 5.5%; good cash conversion, in line with our targets above 90%; the deleveraging continues, and we're down now to 2.3, which is a very healthy leverage level; and the environmental targets, once again, is something that we're very happy with and that our customers really value, and is something that gives us a competitive edge.

Available on our website, you can also see the Capital Markets presentation from March, which will give a lot more insight into the various parts of Coor. Welcome to come in and watch that if you're interested in more details.

With that, we conclude this part of the quarterly report and turn to the Q&A.

Good morning, guys. Thanks for taking my questions.

First, I have a few questions about the margin development here. Very good margins in Sweden again here in this quarter.

Positive surprise once again, I would say. Do you think that now with all the actions you have been taking, and it's starting to show results that this level, meaning around the 10% level, is a level you should be able to maintain here in the near to mid-term and build from that over time?

Thank you. I think, first of all, recognizing that the work that we have been putting in now into operational efficiency measures, simplifying the organization, focusing on operational efficiency and personnel costs and so on, has really taken effect, and we are very happy to see that.

Now, that's not a linear progression, you can really rely that it will be super stable in terms of exact improvements quarter by quarter. We definitely see a positive trend, and I think we don't give forecasts on exact numbers for the coming quarters, but this is for sure a positive signal and a solid development.

All right. Got it.

Then on central costs, which was a bit lower than expected here in this quarter, looking on an annual basis, where should this be, you think, in line with last year, or is it anything else to keep in mind here around the central costs?

I think you should be expecting that we will be roughly around the level that is of last year, and the savings that we have generated during the cost initiatives that was done during last year, they will show up in the operating segment. In the quarter, they've benefited us in Sweden, which was very clear.

I think it's also fair to say that we benefited in Denmark, even though which meant that we could offset some of the negative impact from the loss of volumes.

All right. That's clear.

Thank you. Then, just a follow-up or one last question on the growth outlook.

You have been a bit more positive on Denmark here recently, I believe, and it's obvious that it's tough right now with the churn and which should continue to weigh on growth, as you said, but is it correct to believe that you actually see that market turning around now and coming back to growth, and when do you think that could happen, given the good tender activity that you see?

Thanks for your question. I think, first of all, I'm not sure I recognize the fact that we've been positive about Denmark lately, but I think our sense is that this first half of this year will, as far as we can see now, we bottom out in terms of the effect of the contract losses.

We see some positive momentum in the sales efforts we're doing in the Danish business, although it hasn't come through yet in the numbers. We feel a certain bit of confidence that they are on the way back with the new CEO that has implemented some really good changes and so on.

For the coming quarter and so, we will continue to see effects of the historical losses. Our hope and our belief is that it will bottom out during this quarter with the knowledge that we have at the moment about our contract portfolio.

I see. I mainly refer to that you say that you see high levels of activity with several major tenders underway, so that's why I'm asking.

I think during the last half year, six, nine months, we've seen a lot of big contracts coming out in Denmark, both ours and our competitors'. It's a very high market activity, and there are, in the Danish market, quite a few of these really, really big contracts, and we see a lot of them moving.

When I say moving, I mean that they are up for tender. It can be that we prolong them, it can be that our competitors prolong theirs, but it could also be that they can be won by someone else.

That there is a lot of movement in the Danish market, so that's what we refer to with that phrasing.

All right. With high levels of activity, it doesn't have to be positive.

Not necessarily. Hopefully, of course it will be, but it can also mean, of course, that there are contracts that we have that could be up for tender, and that, of course, the competitor could snatch from us.

The other way around is equally true.

All right. Thanks for the clarification, Ola.

That's all for me. Thanks.

Good morning, guys. My first question was perhaps a bit of a follow-up on where you ended the last question.

In regards to the hit rate, do you believe, as you're saying that market activity is picking up in especially Denmark, then, but that it's not particularly positive for your upcoming organic growth, to say. That's really a function of hit rate, right?

Do you believe that as the previous quarters has been mainly focused on increased efficiency and so on, do you believe that that has hindered your hit rate in any way?

I think no, I I wouldn't say that. We have, a large team that is dealing with with all the tenders.

I think, if anything, the high market activity has just forced us to prioritize which tenders to to go after and where to focus our efforts, where we where we make the have the highest winning potential versus the value of the contract. With with a lot of contracts out in all of our Nordic markets, we have to prioritize our efforts.

I think it would be rather rather that than the the efficiency measures. Rather, we would see that the work that we're doing to to improve our to improve our operational efficiency provides us with an opportunity to be more competitive in in the tenders that we that we participate in, and keeps us keeps our competitive edge.

I think it's a little bit the other way around, but so, I I think that's how we think about that.

I think that's fair. Do you believe that you have more resources to put into winning new tenders going forward here?

As your main organizational restructuring is past?

I think we are definitely seeing a focus shift that is returning to growth, and now I'm not talking about resource allocation, but perhaps more of the mindset of the operational parts of the business, where that's a more focus on growth, more focus on selling, more focus on winning new customers as we emerge on a more stable level of margins. There's definitely that.

Then, there is a continued work to make our operations more efficient to be able to invest more in sales resources if we talk more about heads and systems and so on. That's an ongoing effort.

Great. I just have one last question from my end.

Obviously, we've had the discussion about reflation and increased energy prices, and this was, of course, a major issue going back a few years. How are you set up to handle increased costs today, and have you seen anything from this in your numbers as of today?

No, we haven't really seen that, and our business model is a large, very large portion of our costs are personnel cost. That's the absolute majority of our costs.

We manage these costs that you refer to for our clients to a large extent. We make a lot of work with energy systems and energy efficiency for the properties where we work and so on.

Rather for us, this is an opportunity, I would say. Then, on a more systematic level, should inflation on a more general scale kind of resurface and drive salary increases maybe over time, that is, of course, a challenge for us, a challenge that we have been dealing with for the last half-decade, and that we have been able to maneuver through.

It's more of a kind of long-term issue for us, possibly, but also an opportunity, actually.

All right. Sounds good.

That's it from my end. Thank you.

Yes, good morning, Ola and Daniel, and congratulations to particularly the Swedish operation looking very much more solid and back to where I guess the historics were from that operation. On that, how much have you really improved the business compared to, say, the last two years, or changed it when you're looking at it so we understand the dynamics now going into maybe the rest of the year where you meet slightly more challenging comparisons?

That's a very big question, Karl-Johan, but I think, on a systematic level, I think we have flattened the organization, we have made it much more focused on operational efficiency, we have made it more possible and easier to see where we are underperforming and addressing those areas much more systematically. Since we have a very wide variety of customers and contracts and contract forms, that has to be done on many, many different fronts at the same time, which is the nature of operational efficiency in a business like ours.

I think that there is a systematic work being done to improve on many, many fronts at the same time. Particularly, we're working a lot to see what we can do on personnel cost and scheduling efficiency and things like that.

That is not a one-time shift, but it's small improvements everywhere over time. I think that there is definitely a systematic shift in that regard in the Swedish business particularly, but also in the other markets.

I think, as Daniel mentioned, actually, the Danish business has been able to offset some of these contract losses actually in a quite impressive way, actually, from a profit point of view. Should we look at underlying business, it's actually quite a lot of work being done there to improve the underlying margins, which will benefit us, I think, once we get back to growth in the Danish business.

That was a long answer, maybe, but it was also a big question.

No, that's fine. I guess you earlier alluded and talked about at Capital Markets Day that you're, yeah, going away from what you would call efficiency programs going to more of a systematic, day-to-day improvement kind of template for the operation.

How has that changed the mentality in the organization, and what are the big things that needs to come in place here if you're looking over the next 12 12 months or something?

I think, first of all, we've been doing some organizational changes that I think will drive and facilitate this shift, both getting closer to the business all the way from the top and removing management layers and matrix solutions that has perhaps hindered us from cutting through into the business. That is definitely one thing.

Then, I think these are things that are very operational, and that perhaps is not suited for an investor call like this, but working with the culture, constantly communicating that every co-worker counts, every minute counts, every hour counts, every invoice counts, and that everyone is important and can contribute, is a cultural shift and a mindset shift that has to infuse the whole organization from top to bottom. We're working very much on that cultural shift, and it's something that I feel passionately about myself, and that we've now recruited also more people who feel passionate about that.

I'm quite confident that this will make a very significant impact for Coor over a long period of time, which I'm very happy about.

I guess with Sweden back to stability again, that is a key item on also being able to meet the mid-term target of 5.5% margin on the group level. Do you feel more confident about getting back to that maybe in 2026, or is it still a target that is sliding slightly?

We don't give any projections like that, and it's a moving target, and we constantly have contracts coming and going that we need to both absorb and manage. I continue to say that it's our mid-term target to reach the 5.5%.

Obviously, Q1 is an encouraging sign that it's definitely possible.

When you look at Q1 volumes, I saw you mentioned variable volumes in Sweden, and also highlighting the tough comparisons in Norway for Q2, Q3. If you look at Q1, what kind of level would you say variable volumes were?

Were they higher than normal or average or lower than normal if you're taking it to longer perspective?

If you look at Sweden specifically, I would say it was slightly higher than normal in both our IFM business and in our property services business. Having said that, I think we see a positive trend on variable volumes, in particular in our property services business in Sweden, that we expect to continue also in the coming quarters.

The big question about normalization, I think it's mostly or only regarding the Norwegian business.

Good. When we look now into 2026, what kind of wage inflation are you forced to, say, negotiate within the contracts?

We are following collective bargaining agreements across all of our markets, and since we're operating in many different segments, we also follow many different collective bargaining agreements. I think following Märket or something like that is probably what we can expect.

We have in many of our big contracts, of course, index clauses, and in many cases, they are linked to different indexes that are very closely linked to personnel cost development. In some cases, the indexes look a little bit different.

It depends on the contract. Generally speaking, we are able to offset the salary increases either through indexes or through efficiency measures.

This is also alluding to a previous question, Karl-Johan, why it's so important to systematically and continuously work with efficiency improvements.

Sounds good. I heard you mention, Daniel, during the comments on the items affecting comparability that you've taken costs for acquisition processes.

Could you allude to what happened there or what might happen or what might not happen and what you have been looking at and give some more color to it?

I think, as we were mentioning also in the Capital Markets Day, is that we are seeing now with our leverage coming down and us having stability in our main markets, that we can be a bit more forward-leaning when it comes to acquisition. In the quarter, but also in Q4, we did look at a couple of different transactions, but none of those materialized as a win for us.

We are continuing to be active in the market, and as we were saying in the Capital Markets Day as well, we are prioritizing our current geographies and our current businesses and are looking to strengthen our business where we see that we can strengthen our footprint or gain specific customers or capabilities.

We only hope that you are more successful in the coming quarter also concluding the deals, and must be a fantastic way to recirculate the strength you now have on the balance sheet. Thank you very much for all the color and all the best out there.

Thank you.

All right. Thank you very much for joining Coor's Q1 call, and thank you very much, and this concludes today's broadcast.

Thank you.