SUSTAINABILITY
REVIEW
2014
Comprehensive presentation of Coor Service Management and performance during fiscal year 2014.
Mikael Stöhr comments on Coor´s sustainability efforts in general and in 2014 in detail.
Learn more about innovations enhanced by new technology Coor has launched during 2014.
COOR IN BRIEF
CEO´S STATEMENT
ANNUAL PRIORITES AND OBJECTIVES DRIVING INNOVATIONS CORPORATE SOCIAL RESPONSIBILITY
Page
4
Page
6
Page
12
Page
28
Page
22
A presentation of the company´s annual operational objectives. From 2015 and on, these are correlated to the overall sustainability objectives.
This section describes what Coor has achieved in the CSR field during 2014.
SUSTAINA
Coor in brief 4
CEO’s comment 6
Coor’s view of sustainability 9
Annual priorities and objectives 12
RISK MANAGEMENT AND GOVERNANCE
Corporate governance 14
Sustainability management 16
Risks and risk management 17
PERFORMANCE 2014
Key Performance Indicators 18
Business liability — economic sustainability 20
Employer’s liability — corporate social responsibility 26
Environmental focus — ecological responsibility 30
A general description of Coor´s sustainability approach, and what issues are most important to the company.
OUR VIEW OF SUSTAINABLE AND RESPONSIBLE PROGRESS
Page
EXAMPLES: • Reception • Telephony • Mail and freight • Cleaning • Office machinery • Office supplies • Conference services • Documentation, printing/ copying • Staff restaurants • Dispensing machines • Security
• Interior fittings and relocation services
EXAMPLES:
• Production and process-related operation and maintenance • Production and
process-related media optimization
• Instrument service • Logistics, warehouse and
storage management • Machinery installation and
technical service • Calibration
• Forklift fleet management EXAMPLES: • Property maintenance • Technical maintenance • HVAC • Electrical installations • Technical surveillance systems • Outdoor areas
• CAD and Documentation • Technical management • Administrative management • Financial management • Energy services • Projects EXAMPLES: • Analysis • Action-plans • Change management • Management resources • Reporting • Decision-support data • Business cases • Strategy • Process/system design • Innovation • Project management • Workshops • Service concepts
THE MARKET’S BROADEST SERVICES OFFERING COMBINED WITH SPECIALIST SKILLS IN STRATEGIC SEGMENTS
THE LEADING SERVICE PROVIDER IN THE NORDICS
Coor Service Management is the leading service provider in the Nordics, delivering all
the support services necessary for a company or public organization to work smoothly
and effectively. Coor has the market’s broadest-based offering and possesses specialist
competencies in four segments: workplace services (soft FM), property services (hard FM),
industrial services and strategic advice. By combining different services from these service
segments, Coor delivers unique, effective and flexible solutions that create value
for customers. We call this smart service – Service with IQ.
The company has approximately
7
,
500
employees, mainly in Sweden, Finland, Norway
and Denmark, and annual sales of SEK
8
,
031
m. Coor assumes substantial responsibility
for its business to customers, employees, suppliers, the environment and wider society.
Read more at
www.coor.com
WORKPLACE SERVICES INDUSTRIAL SERVICES PROPERTY SERVICES STRATEGIC ADVICE
BUSINESS CONCEPT AND VISION
Coor’s business concept is to take over, execute manage and develop service functions in, offices, production facilities, properties and in the public sector. Coor’s vision is to be the leading supplier in service management in the Nordics. By leading supplier we mean that we want to be the customer’s first choice of service supplier and the employee’s first choice of employer. CUSTOMERS
Coor’s customer base includes numerous large and mid sized corporations and public authorities in the Nordics including AB Volvo, CGI, the Danish Police, DR (Denmark’s Radio), Det Norske Veritas, E.ON, Ericsson, Evry, Kemira Kemi, NCC, Saab Aero, Sandvik, Sapa, SAS, Skanska, Statoil, TeliaSonera, Vasakronan, Vattenfall, Volvo Cars, Trafikverket and Trelleborg. PROCUREMENT
Coor is a large-scale purchaser of subcontractors and materials, and accordingly, procurement issues are a top priority for Coor. Coor has central procurement functions in each country. However, to further enhance coordination and development across the organization, Coor has a strategic procurement function at group level as well.
TOTAL SALES SEK 8,031 M
n Sweden 49%
n Norway 20% n Denmark 7% n Finland 10%
n Industrial Services 15%
Coor’s main markets are Sweden, Norway, Denmark and Finland, but the company also has a presence in a number of other European countries were its customers conduct operations. Coor’s operations are divided into the four geographical main markets and an industrial services unit. Coor’s delivery model is flexible, which means that support services can be delivered by its own staff or using subcontractors. Coor has approximately 7,500 employees.
NET SALES BY MARKET TO, DECEMEBER 31, 2014
ORGANIZATION AND EMPLOYEES
• Annual sales of approx. SEK 8,031 m • Employee headcount around 7,500 • Large and medium-sized customers
in private and public sectors • Specialist competence in over 100
support services
• The market’s smartest and broadest-based offering
• Operations started up in 1998
KEY FACTS
CERTIFICATIONS
Coor’s customers demand high standards of efficiency, quality, safety and sustainability, and to ensure that these standards are met, Coor has decided to certify the company’s operations according to the ISO 14001 and ISO 9001 international standards. In addition, Coor’s working methods satisfy local standards of relevant accreditation for several major service and product segments described on page 25.
BUSINESS HIGHLIGHTS 2014 Net sales increased by 4.4% totaling SEK 8,031 (7,697) m. Excluding currency effects, net sales grew by 3.9%. Employees (headcount) grew by 11.6% to 7,462 (6,674). The increased headcount is mainly due to the start-up of a new contract with Statoil in 2014, which didn’t start feeding through to sales until the second half of the year, and because Coor reduced the proportion of services bought by employing more staff, mainly in cleaning and catering services in 2014. At the beginning of 2014, Coor won the largest FM contract in the Nordics for more than ten years – a new contract with Statoil (Norway). In addition, Coor also won several other major contracts during the year, such as Elektroskandia, Stora Enso, SSAB, APL and Tieto in Sweden; SDC and NNIT in Denmark; Aibel in Norway and OSEKK and VTT in Finland.
Several existing large contracts were extended, including TeliaSonera (pan-Nordic), ABB (Sweden and Norway), GE Oil & Gas (Norway) and Länsförsäkringar, Stockholm County Council and IFS (all in Sweden). There were a small number of contracts that were not renewed as a result of competitive tenders, among them Evry (Sweden and Norway). Coor launched a number of new, innovative solutions and products for the smart office such as Coor SmartMove, Coor SmartDisplays and Coor SmartMeetings. Coor also launched the market’s most advanced portal for delivery follow-up, Coor Performance Portal. New technology also allowed Coor to complete a number of internal development projects in order to automate processes and integrate systems to ensure increased efficiency, improved quality and/or increased mobility.
When summing up 2014 from a sustainability perspective, we can be proud
having made positive progress in several ways – particularly by generating strong
growth, improving our work regarding occupational health and safety
as well as developing a number of new, innovative solutions.
SUSTAINABLE PROGRESS
CEO’S COMMENT
THREE -DIMENSIONAL VALUE CREATION
As a responsible participant in the wider community, like all businesses, Coor has a responsibility for its operations and how they affect our stakeholders and the surrounding world over time. This is what sustainability work is about – to understand and consider the short and long-term consequences of the decisions we make in the wider context of society as a whole. Our sustainability endeavour is inspired by the triple bottom line approach established by the economist John Elkington in 1994. Elkington states that all operations affect the surrounding world from three perspectives: economic, social and environmental. This means that an attractive business partner, employer and/or investment target must work according to a sustainable business model, where growth and profitability is balanced against social and environmental aspects.
In order to further establish and reinforce this broad sustainability perspective internally we opted to change the structure of our operational group-wide short-term objectives at the end of 2014. From now on, they are also following the triple bottom line structure. These operational objectives are set annually and are critical instruments for Coor’s corporate governance. Objectives are set group-wide and then subdivided for each national market, business unit, contract and ultimately for each team. Local action plans are prepared including concrete measures that contribute to reaching the objectives – ensuring that focus remain the same throughout the organization. Within the business, social and environmental area we have set concrete objectives indicating key focus areas for the coming year. The distinct connection between our annual operational objectives and our long-term sustainability ambitions ensures natural actuation towards the desired direction for our operations. It supports our aim of generating economic value, while simultaneously respecting our fellow human beings and the environment.
A SUCCESSFUL 2014 Economic value creation
Looking back on last year, there’s a lot to be pleased with. We achieved remarkable growth, with sales up by 4.4% from SEK 7,697 m to SEK 8,031 m compared to 2013. The growth is mainly derived from contracts with new customers, particularly the Statoil agreement in Norway. This agreement was the single largest FM contract in the Nordics for more than ten years, and means Coor will be responsible for hard and soft FM services at Statoil’s approximately 580,000 m² office and production sites in Norway, as well as delivering services to the 20,000 Statoil employees working there. Starting up such a large-scale contract without disrupting the customer’s operations is a great achievement and I’m incredibly proud of our success.
We also started up collaborations with new customers such as Elektroskandia, Stora Enso, SSAB, APL and Tieto in Sweden, SDC and NNIT in Denmark, Aibel in Norway as well as OSEKK and VTT in Finland in 2014. We won these new contracts despite intense competition and we will work hard to optimally manage and develop these partnerships. Naturally, we are very pleased about the renewed confidence shown to us by existing customers such as TeliaSonera, ABB, GE Oil & Gas, Länsförsäkringar, Stockholms Läns Landsting and IFS.
Social value creation
Regarding the social dimension, I would like to emphasize our work in occupational health and safety. A number of our new customers are well advanced in this field so we’ve had to improve our own processes to remain a high-quality service provider for our customers. During 2014 we implemented a new group-wide platform founded on a vision of zero-tollerance regarding accidents for all people working on behalf of Coor – our own employees and subcontractors alike. We have also decided to adopt group-wide working methods signifying that we are now following up incident statistics regularly throughout the company, and a group-wide approach relating to increasing risk and safety awareness throughout Coor. Once these measures have been implemented, Coor’s risk awareness will be significantly higher, gradually helping us realize our vision of zero-tollerence regarding accidents.
I would also like to mention the major, group wide wellness initiatives we introduced last year. Dedicate software allows all employees throughout the Nordics to create tailor-made programs in different stages for increased well-being. The aim is to inspire employees in an easy and enjoyable manner to eat and sleep better, stress less, reduce their consumption of alcohol and tobacco and to exercise more. The initiative was introduced in autumn 2014 and even though it’s still too early to draw any conclusions about the outcome, the sign-up rate is good.
Environmental value creation
With regard to Coor’s environmental impact our main focus during 2014 has been to reduce CO2 emissions from transportation within our service deliveries. We have also invested in implementing digital solutions that entail replacing physical meetings with virtual meetings as well as improving our chemicals handling processes.
However, our main contribution to safeguarding the environment is our ability to conduct a structured dialogue conveying proactive suggestions for environmental improvements with our customers. Through an extensive annual environmental audit of all the services we deliver we are able to further discuss with our customers available
Mikael Stöhr,
President and Chief Executive Officer, Coor Service Management Group
“If you want to
be an attractive
business partner,
employer and/or
investment you
need a sustainable
business model,
where growth
and profitability
is balanced with
social and
environmental
aspects.”
measures to reduce their environmental impact. This is the fifth consecutive year of our environmental audit which is based on our proprietary environmental auditing tool Coor Green Services. Our customers are showing a growing interest and appreciation for the tool, and effective from 2015 we will also offer our environmental audit services to offices and facilities that we don’t deliver services to. THE KEY TO SUCCESS AND INCREASED
SUSTAINABILITY
A corporate culture based on continuous improvement and innovation founded on an understanding of our customers’ needs is critical for creating growth, competitiveness and profitability. I’m convinced that innovation is the key to solving many of the environmental and social problems we’re currently facing. New resource-effective production methods, replacement products and smart digital solutions all contribute to a more sustainable society.
We’re currently facing a digital transformation that implies a very high rate of technology-driven innovation. For Coor, as the market leader, it’s important to continue to lead progress in this area. Accordingly, we’ve established an efficient innovation process that helps us to identify, commercialize and launch innovative solutions and service concepts aimed at our customers. Many of our new solutions are developed in synergy with customers and/or suppliers and have been launched under the “Smart Solutions” umbrella. All these concepts are based on new technology for state-of-the-art offices and/or modern real estate operations. During 2014, we expanded the Smart Solution series with Coor SmartMove, Coor SmartDisplays and Coor SmartMeetings as well as launching the market’s most sophisticated follow-up system for service delivery – Coor Performance Portal. This follow-up portal for service delivery provides customers with overview and control of service provision in real-time.
We also worked to improve and streamlining our internal processes and communications using new technology. We’ve integrated a number of systems and automated several processes. During 2014, we focused specifically on increasing the efficiency of our service delivery process and developed a new standard for a fully-automated service delivery. This means that incoming customer assignments through our service portal or QR codes is fed directly into our business process management system, which in turn automatically transfers the case to our service employees who is then able to handle the assignment. Our employee can then close the case in their mobile device when proper measures has been taken, which is then registered in the business process management system while the supporting documentation is fed directly into Coor’s invoicing system. In addition, we have also improved our
internal communication platform and knowledge sharing through the new tools included in Microsoft’s new O365 platform which has made accessible group wide.
LOOKING AHEAD TO 2015
We’re starting 2015 with great confidence. Our market position is strong and we’re anticipating several major tenders during the year. The Nordic markets are mainly driven by the private sector, but there’s considerable potential in the public sector as well. The public sector in Denmark especially excels due to several public organizations having chosen to outsource their services.
In conclusion, Coor has a strong market position combined with competitive offerings, a strong organization and a positive change and customer-oriented corporate culture. These are positive factors that we intend to continue to build on. At the same time there are some areas we need to focus more on or improve. In the financial area, we want to retain sound cost control and increase sales. In 2015 we’ll be sharpening our sales initiatives aimed at the SME segment as well as catering, cleaning and property services. In terms of corporate social responsibility we will continue to focus on health and safety and to increase the number of women in leading positions. Within the environmental area we will focus further on reducing our CO2 emissions. Although we are aware of the fact that it will take time for all these initiatives to lead to results, we are taking steps in the right direction and making positive progress - on behalf of our customers and employees as well as for the environment and society as a whole. Kista, Stockholm, Sweden, March 2015.
Mikael Stöhr,
President and Chief Executive Officer Coor Service Management Group CEO’S COMMENT
Coor’s ambition is to conduct responsible and sustainable operations.
This is achieved by focusing on creating value that is not just economic,
but also environmental and social.
OUR VIEW OF
SUSTAINABLE AND
RESPONSIBLE BUSINESS
Conducting a sustainable and responsible business is ultimately about taking long-term responsibility for the operations conducted and the goods/services offered, and for how they affect the surrounding environment and society. Accordingly, carrying out sound and profitable business with consideration and respect for people and the environment is central to Coor. The company’s customers, employees, suppliers, owners and other stakeholders should be able to trust the company to conduct operations that are professional, profitable, safe and sustainable – today and in the future.
CHOICES AND PRIORITIES
Coor’s operations are based on the understanding that the company influences (and is influenced by) the surrounding world in multiple ways – financially, environmentally and socially. These three dimensions – the triple bottom line – is the base of Coor’s sustainability accounting. Within these three areas, Coor has formulated over arching, long-term objectives and strategies as well as specific focus areas. Overall, this indicates the sustainability issues Coor considers most important and as well as being applicable to Coors’ operations. The materiality analysis that underlies the definition of Coor’s most important issues is
mainly based on the company’s own view of the relevance and strategic importance of these issues, but also on the surveys and the dialogue carried out with the company’s key stakeholders.
Coor is a service company with operations mainly in the Nordics. This implies that certain areas, like child labour, anti-corruption and fundamental human rights or freedom of association, are governed by law in the Nordics. There is already a highly developed regulatory framework for Coor to adhere to regarding these issues and thus are they not of relevance to the sustainability proceedings carried out and discussed by Coor. The fact that the company’s operations are assignment based and often conducted at the customers’ premises also implies that the incentive for local charity activities is reduced. The question that instead is of significance to Coor includes customer satisfaction, innovation, occupational health and safety, employee development, supplier management and environmental advice. The questions that have been chosen as Coors’ focus areas are indicated on the next page.
Each year, Coor’s management determines the issues that the company will be focusing on in the coming financial year. These are described in the Annual priorities and targets section on page 12.
BUSINESS RESPONSIBILITY SOCIAL RESPONSIBILITY ENVIRONMENTAL RESPONSIBILITY
Work in these focus areas is presented on pages 20-31. Coor also presents some key performance indicators, which can be found on pages 18-19.
OUR STAKEHOLDERS AND STAKEHOLDER DIALOGUE
In order to understand the effects of the company’s operations as well as the perceptions amongst key stakeholders, Coor endeavours to maintain an active and structured dialogue with key stakeholder groups. The direct dialogue is supplemented by regular surveys aimed at key target groups such as employees and customers. The dialogue
with Coor’s stakeholders is a method for calibrating and assuring the quality of Coor’s operations, and gauges the perceptions, expectations and needs of the surrounding world. The responsibility for the dialogue and the communication with specific target groups is decentralized to the party with the best target group awareness. This responsibility is clearly defined in the company’s corporate communication policy. The communication policy stipulates that communications addressing the various target groups should be con-ducted in a structured and proactive manner, featuring long-term approach, clarity, impartiality and transparency (openness and honesty). Regarding financial accounting and reporting, the customary princi-ples and standards are applied.
COOR’S VIEW OF SUSTAINABILITY
STRATEGY
We aim for financial stability by providing a competitive, professional and value-creating service delivery that satisfies our customers. This ensures good demand for our services and long-lasting collaborations, which are the basis for the stable progress of our revenues. A sharp focus on results is also important as well as respecting laws and ordinances and applying good business practice.
STRATEGY
We aim to be a responsible employer by providing all employees with a good, safe, fair, nondiscriminatory and stimulating environment and offering employees the potential for professional and personal development in line with ILO Declaration on Fundamental Principles and Rights at Work (1998). This means focusing on occupational health and safety as well as improving management and employee development. It also includes being active within supplier management.
STRATEGY
We aim for improved environmental performance by acting as a green advisor to help clients reduce their environmental impact as well as actively trying to reduce our internal energy consumption and improve other environmental performances.
FOCUS AREAS
• Increased customer satisfaction through professional and value adding service delivery
• Stable and positive financial development
• Good ethics and morals throughout the whole business
• Good communications and reporting according to accepted standards
FOCUS AREAS
• Structured work on work environment • Promoting good health
• Increased employee satisfaction • Structured competence development
for all staff
• Equal opportunities and diversity • Actively influence subcontractors to
act as responsible employers
FOCUS AREAS
• Helping clients to improve environmental performance by Coor Green Services • Work actively to reduce customers’
energy consumption
• Reduce Coor’s own environmental impact
• Conduct structured environmental work group-wide BUSINESS RESPONSIBILITY SOCIAL RESPONSIBILITY ENVIRONMENTAL RESPONSIBILITY OVERALL OBJECTIVE
To achieve long term business sustainability by striving for stable and profitable progress over time and applying good business practice.
OVERALL OBJECTIVE
To strive for a better society by acting as a responsible employer offering employees professional and personal development as well as actively influencing our subcontractors to do the same.
OVERALL OBJECTIVE
To protect the environment by actively trying to reduce our own and our customers’ environmental impact.
Conducting a
sustainable and
responsible business
is ultimately about
taking long-term
responsibility for
the operations
conducted and
the good/services
offered, and for
how they affect
our surrounding
environment and
our society.
Based on an overall assessment of the indications from the company’s stakeholder dialogue in combination with statements of opinion from the Coor’s auditors on the one hand, and the perceived progress of each focus area on the other, Coor’s Sustainability Committee discusses whether there is need for increased efforts on any focus area for the coming financial year. Recommendations from the Sustainability Committee is an important input when the Executive Management Team is discussing the group’s annual operational objectives. The operational objectives are channelled down throughout the group, and broken down on individual national markets, business units, contracts/ regions and teams. Action plans aimed at achieving these sub-targets are prepared locally, and monitored throughout the company, all the way up to the executive management team three times annually. This ensures that everyone working at Coor focuses on the same objectives, and that all employees feel that they make a contribution to the group’s progress. The operational goals were restructured prior to 2015, and have now been subdivided into the triple bottom line division that correlate to the sustainability work.
FOLLOWING UP ON 2014 PRIORITIES
During 2014, Coor focused specifically on profitability and sales, occupational health and safety as well as innovations. The operating objectives for 2014, are presented in the following table below. The result of the sustainability key performance indicators monitored by Coor are presented on pages 18-19.
PRIORITIES FOR 2015
The company objectives for 2015 are shown in the adjacent table, and reflect the areas the company has chosen to focus on for 2015.
Sustainability is an extensive and broad-ranging area. In order to focus on the
right things and to allocate the company’s resources optimally, management
sets prioritized issues to be addressed on an annual basis. These are expressed
as clear operational objectives contributing to ensure the company’s progress
in the desired direction.
ANNUAL PRIORITIES
AND OBJECTIVES
COOR’S VIEW OF SUSTAINABILITY
INCREASED EMPLOYEE SATISFACTION HELPING CLIENTS TO IMPROVE ENVIRONMENTAL PERFORMANCE
5. Employee Motivation Index (EMI) 3% increase in comparable terms to 2013 outcome in the Employee Survey.
6. Coor Green Services: Coor operations, where Green Services is introduced, shall achieve a result of at least 69%.
STABLE AND POSITIVE FINANCIAL DEVELOPMENT
INCREASED CUSTOMER SATISFACTION THROUGH PROFESSIONAL AND VALUE ADDING SERVICE DELIVERY
1. Profit margin (Group EBITA) shall be at least 6%. 2. Sales shall be at least 7,500 MSEK.
3. Improvement Index should increase by 3% in comparable terms to 2013 outcome in the Customer Survey.
4. Customer Satisfaction Index (contact persons) should increase 3% in comparable terms to 2013 outcome.
BUSINESS / FINANCIAL AREA
SOCIAL AREA
1. Increase Customer Satisfaction Index (CSI) 2. Increase sales
3. Profit – Long term Group EBITA
4. Increase Employee Motivation Index (EMI) 5. Decrease number of work-related accidents 6. Increase the proportion of women in TMT
ENVIRONMENTAL AREA 7. Reduction of C02 emissions*
SUSTAINABILITY FOCUS AREA OPERATIONAL OBJECTIVES 2015
WE CREATE SUCCESS Generating success is about drive and the desire to improve. Quite simply, we get things done. We are creative and find solutions that are smarter and more economical – for us and our customers. Thus, we both benefit. WE LISTEN
Being responsive is all about openness and communication. We must be open to views and ideas on how we can develop or improve ourselves and our work methods. We must ensure that we interpret messages correctly. It also means ensuring that others can understand any verbal or written information provided by us.
WE SEE FURTHER Seeing further means paying attention and knowing how to prioritise. We must stay one step ahead in order to solve problems before they actually arise. It’s necessary to think carefully in advance.
REGULATORY STRUCTURES AND GENERAL PRINCIPLES
Coor head quarters is located in Sweden, therefore the foundation of corporate governance within Coor is regulated by Swedish laws concerning ordinances governing accounting, organization and governance. In countries where Coor is active, the company observes local laws. Coor complies with IF RS (International Financial Reporting Standards) in consolidated accounts.
In addition to external regulatory structures there are internal regulatory structures and control principles. The most important ones include the rules of procedure for the Board of Directors and CEO’s instructions, including the delegation of responsibilities from the CEO to managers, various policies, authorization and payment instructions, as well as a collective Code of Conduct. Coor’s Board of Directors adopted a new Code of Conduct at the end of 2014.
Coor has a dedicated internal control system for compliance linked to the Code of Conduct, enabling all employees to report suspicions of breaches of the Code (a “whistleblower” system).
Collective values, embodied in three guiding principles, are another important tool for Coor’s governance. The work associated with Coor’s guiding principles is carried out both locally and centrally. It’s an important part of the company’s broad-based training program, and is emphasized in Coor’s group-wide communication work.
Coor’s primary regulatory documents are collated in the company’s management system (Universum), which also describe the company’s standard processes and collective working methods.
BOARD OF DIRECTORS AND WORK OF THE BOARD The Board of Directors is ultimately responsibile for the organization and administration of the company’s operations. The Board is also responsible for judging the company’s financial position continuously. The Board is elected at the Annual General Meeting (AGM), and the Board is governed by the Chairman.
The current Board has six regular Board members elected at the AGM, of which two represent principal owner Cinven Ltd. (Brian Linden and Søren Christensen), one represents the company (CEO Mikael Stöhr) and four independent Board members (Anders Narvinger, Bernt Magnusson, Kristina Schauman and Mats Jönsson) with no affiliation to the company or its owners. Kristina Schauman was elected at an Extra General Meeting on 30 March 2015. Anders Narvinger has been Chairman of the Board since the 2008 AGM. Three employee representatives also participate in the work conducted by the board. Coor’s General Counsel serves as Board secretary.
The work conducted by the Board of Directors is formalized in the rules of procedure adopted by the Board. The Board has constituted three internal committees: a Remuneration Committee, an Audit Committee and a Project Committee.
Effective corporate governance and follow-up is growing in importance for
all businesses alike. The importance of establishing expedient control system
adapted to the company’s risks and operations grows alongside the growth
of the company.
CORPORATE
GOVERNANCE
RISK MANAGEMENT AND GOVERNANCECoor’s customers are active in different sectors, various sites and in different countries. They expect Coor to be consistent and provide the same high quality group-wide. Accordingly, working actively on a shared corporate culture is therefore important. The foundation of Coor’s corporate culture is its values, which are expressed as three guiding stars, guiding all employees in their daily work. These guiding stars are based on the distinguishing features of a professional service management provider:
Coor’s group-wide Code of Conduct can be considered a summary of the principles that guide all its operations. The purpose of the Code of Conduct is to clarify and reinforce ethical attitudes in the organization. Coor’s Code of Conduct has the following headings: • All employees at Coor are accountable for complying with laws
and ordinances, and complying with Coor’s standards of good ethics and morals
• Coor does not accept actions that distort competition (such as bribery, pricing collaboration, cartels). To prevent conflicts of interest, related secondary businesses or part ownership must be reported
• Coor staff may not receive or give gifts or other benefits in their business relationships that are intended to influence the recipient • Coor strives for a safe and positive working environment and
focuses on occupational health and safety
• Coor respects freedom of association and distances itself from all forms of discrimination
• Coor’s staff bear an obligation of non-disclosure about the company and customers’ sensitive commercial information As far as possible, the content of the Code of Conduct should also include Coor’s suppliers. There is a dedicated version of the Code of Conduct for suppliers, which is available from the company’s website. THE MANAGEMENT AND THE WORK CONDUCTED
The company’s President and CEO leads operations within the limits and mandate set by the Board. The CEO is responsible for operational management and development of the company in consultation with the other members of the Executive Management Team (EMT ), consisting of ten members: the CEO (Mikael Stöhr), managers of the company’s five geographical markets (Ulf Wretskog, Jørgen Utzon, Klas Elmberg, Johan Mild and Per-Arne Forssander), the CFO (Olof Stålnacke), the HR Director (Anders Asplund), the company’s Business Development Manager ( Jens Ebbe Rasmussen) and Head of Operations Development (Rikard Wannerholt).
The group also utilizes an extended management forum, the Top Management Team (TMT), consisting of approximately 40 managers who meet a few times per year. The group’s 130 or so top managers also meet annually in a dedicated forum (Management Day).
INTERNAL FOLLOW-UP AND CONTROL
A well-functioning corporate governance system relies on rigorous monitoring and controls. Coor has a well-established process for monitoring the company’s financial position and results of operations. The company prepares an annual budget before each year-end. Budgets are monitored monthly, and more thoroughly during the preparation of new forecasts. All major variances against budget and previous forecasts are closely analyzed, with the necessary measures taken promptly. The company’s Auditors review the company’s financial reporting each year, to ensure it is managed satisfactorily. However, the Board of Directors is ultimately liable for monitoring and controls. Coor carries out the work associated with enhanced internal control in collaboration between the company’s accounting function and the company’s external auditors.
Coor also has a well-functioning internal process for controlling its objectives and follow-ups. Each year, group-wide operational objectives are set in specific segments, which are broken down and adapted for each market, business unit, contract, site and team. These objectives are followed-up regularly. The structure of these operational targets changed at the end of 2014, and the targets now correspond to triple bottom line accounting. The operational targets for 2015 are indicated on page 13.
SUPPLIER MANAGEMENT
Coor also assumes responsibility for the services the company delivers through subcontractors, and sets high standards for its suppliers accordingly. When entering supplier agreements, Coor evaluates its suppliers thoroughly based on their overall delivery capacity and their financial status. The subcontractor also verifies its ability to satisfy
CODE OF CONDUCT
Coor’s sustainability policy and Code of Conduct. After signing agreements, Coor monitors how these are delivered to ensure they satisfy the initial standards set out in the tendering process. Coor uses a classification system to differentiate suppliers from “significant” to “non-significant” for our delivery to the customer. The standard set out for follow-ups and supplier relationship management is set depending on how significant the supplier is to Coor and the contract. Coor developed a new and important tool for its supplier management process, Facilities & Building Services (FBS) in 2014. FBS is an online network where Coor’s suppliers provide relevant information about their business operations and various sustainability aspects, such as CSR, occupational health and safety and environment and quality considerations. The information needs to be backed up with relevant documentation and certifications. From 2015 onwards, FBS will be a central part of Coor’s supplier control process, including for supplier selection and supplier follow-up.
SUSTAINABILITY POLICY
Within Coor there is a collective sustainability policy seting the basic principles underlying Coor’s sustainability work and provides a framework for all operations. Coor’s complete Sustainability Policy is published on the company’s website and has the following main headings: — Coor should conduct an environmental, professional and
safe operation
— Coor should be a responsible and stimulating employer — Coor should make stable and profitable progress resulting from
a good ethical and moral attitude — Coor is accountable for its suppliers
— Coor should provide accurate and relevant information
Environmental and social issues are generally induced nationally with differing regulatory structures and practices. Therefore the responsibility for implementing sustainability work lies with the different countries. In order to conduct the necessary coordination and supervision, Coor has established a dedicated Sustainability Committee, which
reports directly to the EMT. The Sustainability Committee prepares proposals for policies, overall objectives and principles for controlling sustainability work group-wide. The Sustainability Committee also co-ordinates and measures the annual key performance indicators from a stakeholder and external observer perspective and annually propose specific actions in the sustainability segment.
The Sustainability Committe is also linked to the Group’s network for environmental matters (Nordic Environmental Network) as well as the network for social matters (part of the Nordic HR Network). The managers of these Networks report on their relevant issues to the Sustainability Committees.
The Sustainability Committee met on two occasions in 2014. Among the questions raised include the follow up of the sustainability work in 2014, the proposed focus areas for 2015 and Coor’s standpoint regarding standards in a number of areas. The Nordic Environmental Network held monthly teleconferences and four meetings in 2014. The Nordic HR network held monthly teleconferences and three meetings.
The company has an over-arching framework that serves as the starting-point
for Coor’s sustainability work. This framework has three fundamental
components: an over-arching sustainability policy, a collective Code of Conduct
and group-wide guiding principles.
SUSTAINABILITY
MANAGEMENT
RISK MANAGEMENT AND GOVERNANCE
ENVIRONMENT & QUALITY NETWORK
Mikael Karlsson, Environment & Quality Mgr Group* Nordic Environmental and Quality co-ordinator
HEALTH & SAFETY NETWORK (PART OF HR NETWORK)
Anders Asplund, SVP HR* Nordic HR Managers
EXECUTIVE MANAGEMENT TEAM (EMT)
THE PRINCIPLES OF SUSTAINABILITY GOVERNANCE WITHIN COOR
* Convenor / responsible
** EMT representative in Environmental- and Quality issues
SUSTAINABILITY COMMITTEE
Åsvor Brynnel, Sustainability and Comms. Mgr Group* Rikard Wannerholt, SVP Operations Development**
Anders Asplund, SVP HR Anna Henriksson, Sourcing Mgr Group Mikael Karlsson, Environment & Quality Mgr Group
Coor’s Board of Directors and management continuously evaluate operations from a risk perspective. A risk map is used to evaluate the company’s risks based on their likelihood of frequency and consequences, and how well the risk is judged to be managed. In addition, an action plan for improved risk management is linked to the risk map. The risk map and action plan are reviewed and approved yearly by the Executive Management Team and Board of Directors.
The company has a dedicated Coor Crisis Team for crisis management in major or serious incidents, directed by the company’s Security Manager. The Coor Crisis Team work according to predefined crisis management procedures.
OPERATIONAL RISKS
The operational risks in Coor’s operations relate largely to undertakings in customer agreements and the associated liability and credit risks. FM services are delivered to a large customer base, which implies that Coor is exposed to the risk of damages that may arise due to negligence from employees or subcontractors. The company prevents and limits these risks through contract management, including limitations of liability in agreements and by arranging insurance. During 2014 work commenced with the aim to identify and evaluate operational risk before customer contracts are signed. Occupational health and safety risks are also included in the risk analysis. The new procedures will be implemented in 2015. The ability to renew contracts with customers continuously is significant to Coor’s progress. Accordingly, the company works actively on continuously enhancing its service delivery, creating customer satisfaction and strengthening customer relations, resulting in a high level of satisfied customers and high level of repeat purchase frequency. Coor has a balanced assortment of large and smaller assignments, meaning that its dependence on larger clients is gradually reducing.
The company also runs the risk of customer losses to the extent that a customer becomes insolvent. By closely monitoring that customers pay on time through channels including an IT-based liquidity forecasting system, Coor works actively to minimize the risk of bad debt arising. In cases where customer agreements are on a fixed-fee basis, Coor’s prospects of transferring cost increases onto the customer are limited. Despite Coor generally endeavouring to index the pricing in customer agreements, some cost increases can affect the company adversely. Recessions have a negative effect on Coor’s operations due to the volumes on existing customer agreements being reduced when customers downsize their operations by closing units or laying off staff. Meanwhile, in a declining business cycle, companies increasingly consider the possibility of outsourcing parts of their operations to cut costs and increase flexibility. This means new business opportunities for Coor,
ENVIRONMENTAL RISKS
Coor also has some operations that exert a certain environmental impact. Coor conducts industrial service operations in Sweden requiring permits pursuant to the Swedish Environmental Code within operations in Finspång and Skultuna. These permits mainly relate to temporary storage of hazardous waste, noise and the effect on waste water. In addition, the group also holds permits relating to the effect on waste water in Finland.
To minimize the risk of environmental damage the company works structurally by monitoring and controlling its operations through quality and environmentally certified management systems. Coor has during the year operated within established limits and complied with applicable regulations.
FINANCIAL RISKS
The company’s finance policy, which is approved by the Board of Directors, underlies its financing activities, division of responsibilities and financial risk management. The finance policy focuses on minimizing potential unfavourable effects on the results of Coor’s operations. Coor has some exposure to interest risk due to funding being arranged at variable interest. Interest risk is reduced by Coor utilizing financial instruments (interest swaps), where variable interest is exchanged for fixed interest.
Through good liquidity planning and monthly monitoring of cash flows and working capital Coor reduces the risk of short-term imbalances between deposits and payments (liquidity risk). Coor has a cash pool, which consolidates and optimises its subsidiaries’ bank accounts, and also limits Coor’s liquidity risk. Additionally, Coor has short-term credit facilities that can be used when necessary.
As part of reducing its currency risk in net investments in foreign currency, part of its funding has been arranged in Norwegian kroner and Euro. Operations in the company’s subsidiaries are mainly conducted in local currency, and accordingly, the transaction risks in operational flows are low.
Risks in financial processes, such as financial statements, purchase ledger, sales ledger and payrolls (etc.) are managed through the company’s internal control framework. This framework is based on an over-arching evaluation of the risks in the various processes, and a review of individual Income Statements and Balance Sheets with the intention of ensuring that all material risks are covered by internal controls. As an important component of continuous work on strengthening internal controls, Coor in 2012 and 2013 commenced implementation of self-assessment, where individuals responsible for each control tests and documents the execution of the controls.
Coor continuously evaluates the group’s risks and takes necessary measures
to control and minimize risks as far as possible.
RISKS AND
Coor is monitoring a number of key performance indicators within the
sustainability segments and focus areas. The progress of these indicators
generates vital input to the discussion on the company’s yearly priorities.
KEY PERFORMANCE
INDICATORS
PERFORMANCE 2014
FOLLOW-UP OF BUSINESS / FINANCIAL SUSTAINABILITY INDICATORS 2014
FOLLOW-UP OF SOCIAL SUSTAINABILITY INDICATORS 2014
Business responsibility Outcome 2014 Outcome 2013
INCREASED CUSTOMER SATISFACTION THROUGH PROFESSIONAL AND VALUE-ADDING SERVICE DELIVERY
No. of customers participating in the customer survey 1)
– Contacts n.d.1) 1,092
– Service users n.d.1) 2,989
No. of registered completed
improvement initiative 2) 8,319 8,825
Proportion of operations certified acc.
to ISO 9001 3) 91.3% 89.6%
STABLE AND POSITIVE PROFIT PERFORMANCE
Revenue 8,031 MSEK 7,697 MSEK
GOD ETHICS AND MORALS THROUGHOUT OPERATIONS
Shared Code of Conduct throughout
operations 4) 100% 100%
No. of reported and investigated cases of
suspected breaches of Code of Conduct 5) 4 3
All newly signed and renegotiated contracts with major suppliers shall include Supplier
Code of Conduct 6) 100% 100%
GOD ETHICS AND MORALS THROUGHOUT OPERATIONS
Apply IFRS when preparing consolidated
accounts 7) 100% 100%
Social responsibility Outcome 2014 Outcome 2013
Employee headcount 1) 7,462 6,684
– Women (share of total amount) 47% 45%
– Men (share of total amount) 53% 55%
STRUCTURED ENVIRONMENTAL WORK
Number of accidents 2) 279 192
Number of deaths 0 0
HEALTH-PROMOTION WORK
Sickness absence 3) 3.6% 4.7%
INCREASED EMPLOYEE SATISFACTION
Percentage of employees who responded in
employee satisfaction survey (EMI) 4) n.d. 69%
Personnel turnover, voluntary 5) 9.9% 10.8%
STRUCTURED COMPETENCE DEVELOPMENT FOR ALL STAFF
Yearly appraisal interviews conducted including individual competence development plans
for all employees 4) n.d. 67%
Average rating of conducted appraisal interviews 6) n.d. 3.9
No. of employees that took the Coor Service
School basic training program during the year 942 658 No. of managers that took the Coor Business
School basic training program during the year 76 101
EQUAL OPPORTUNITIES AND EQUAL RIGHTS
Number of employees that have experienced
discrimination 7) n.d. 3%
Share of female managers 8) 36% 37%
ACTIVELY INFLUENCE SUPPLIERS TO ACT AS RESPONSIBLE EMPLOYERS
Proportion of purchasing
Apply CoC to all important suppliers 9) 100% 100%
Compliance, purchased volumes from agreement
FOLLOW-UP OF ENVIRONMENTAL SUSTAINABILITY INDICATORS 2014
NOTES
1) Every two years Coor conducts an extensive customer satisfaction survey of all company staff in employment at Coor for more than a year (excluding Addici Security). In 2013, the response rate was 45% for contacts and 37% for service users. In 2014, Coor conducted some smaller, local surveys.
2) Number of proposed improvements completed and registered in Coor’s IT-based system Actio.
3) Coor has group-wide umbrella certification. Parts of the operations have chosen not to participate, and the percentage indicates participating operations’ sales in relation to group sales at year-end.
4) Coor’s Code of Conduct applies to all operations in all the countries where Coor is active.
5) Incidents reported through the whistleblower system linked to Coor’s group-wide Code of Conduct.
6) “Code of Conduct for suppliers” is part of Coors general purchase conditions, and all contracts where these conditions are included, such as contracts with the framework suppliers, therefore apply them.
7) The group’s accounts have been audited by PwC.
NOTES
1) Employee head count at year-end.
2) Our accident definition is a serious and sudden event that results in personal injury.
3) Every two years Coor conducts an extensive employee satisfaction survey of all company personnel employed by Coor for more than three months. The latest major survey was completed in 2013. Of the 6,422 employees invited to participate in the survey, 4,414 responded, representing a response rate of 69%. In 2014, Coor conducted some smaller, local serveys.
4) Response to the question whether the employee has had an appraisal interview in the past 12 months in the group-wide employee satisfaction survey (see note 3).
5) For comments on personnel turnover see page 27.
6) In the extensive employee survey (see note 3), employees graded the appraisal interviews conducted on a 5 point scale.
7) Response to the question of whether the employee has experienced discrimination at any point in the group-wide employee satisfaction survey (see note 3).
8) Relates to all management levels.
9) “Code of Conduct for suppliers” is part of Coors general purchase conditions, and all contracts where these conditions are included, such as contracts with the framework suppliers, therefore apply them.
10) Purchase of Denmark, Norway and Sweden, reported into our financial system. NOTES
1) Coor has group-wide umbrella certification. All operations more than one year old are affiliated to the certification.
2) Coor possesses a chemical system (iChemistry) used in Sweden and Norway in 2014. The information is intended for product registration in this system.
3) Reported train and flight trips are business related trips registered in the group’s travel portal. Coor’s guidelines state that all business trips should be ordered via the portal. The increase is mainly due to an increased number of trips relating to the start-up of the Statoil contract in Norway.
4) Coor utilizes new technology such as video and teleconferencing to replace physical meetings when possible. The information relates to the meetings completed using video conference equipment at Coor’s major offices.
5) Share of leased company and service vehicles as of 31 December 2014 (Denmark is excluded).
6) In 2014, one national office in Norway (Oslo) received the silver award. Coor’s head office in Stockholm is assessed to meet the requirements of the gold award, although no audit was completed in 2014.
7) Fuel recorded on the company’s fuel cards (Denmark is excluded).
8) Coor Green Services self-assessment should be conducted for major customers, and 136 sites were audited in the period April – September 2014.
9) Reported chemicals use in the Coor Green Services tool.
10) No. of improvement proposals designed to reduce customers’ energy consumption and reported using Coor’s system Actio (Denmark is excluded).
Environmental sustainability Outcome 2014 Outcome 2013
MAINTAIN STRUCTURED ENVIRONMENTAL WORK GROUP-WIDE ISO 14001 certification group-wide 1) 100% 100%
REDUCE COOR’S ENVIRONMENTAL IMPACT No.of registered products in our chemical
management systems 2) 2,936 2,909
No. of business trips by train or flight 3) 9,868 8,630
CO2 emissions from business trips Air: 444.7 Air: 341.4
(CO2 / ton) 3) Rail: 0.0 Rail: 0.0
Reduced CO2 emissions through
teleconferencing 4) 343.40 tons 145.15 tons
Vehicles: no. of vehicles 1,034 n.d.
Vehicles: share of leased vehicles with
emissions of less than 180 g per km 5) 74% n.d.
Coor’s national offices attaining
Coor Green Services gold or silver level 6) 1 2 Fuel consumption, liters per vehicle 7) 527.9 417.5
CONTRIBUTING TO IMPROVED ENVIRONMENTAL PERFORMANCE BY CUSTOMERS
Average outcome after environmental audits
conducted using Coor Green Services 8) 81.5% 71%
Cleaning: share of sites with less than 0.339 ml
chemicals per square meter 9) 76% 81%
WORK ACTIVELY TO REDUCE CUSTOMERS’ ENERGY CONSUMPTION Share of major energy improvement proposals
Increased customer satisfaction through professional and value-adding service delivery
Satisfied customers are a prerequisite of stable revenues. Accordingly, Coor’s operations and organization are highly customer oriented. Customer views are captured in ongoing dialogue, which are processed on a structured basis in various forums, and in regular customer satisfaction surveys. Coor conducts an extensive, group-wide customer satisfaction survey through an independent survey company every second year (last time 2013), as well as a number of local surveys in the intervening years. The surveys provide a picture of how Coor’s customers perceive the delivery, the effectiveness of the collaboration and how customers perceive Coor’s improvements. The results of the surveys are carefully analysed and specific action plans are produced for contracts and areas with lower results.
Profitability is fundamental to Coor’s continued existence, but must be
balanced for the long term and with consideration to all the stakeholders
of the company as well as society as a whole in order to be sustainable.
Economic sustainability is about taking responsibility for stable, profitable
and ethically justifiable progress over time.
BUSINESS RESPONSIBILITY –
ECONOMIC SUSTAINABILITY
PERFORMANCE 2014
OVERALL OBJECTIVES AND STRATEGY
Coor’s long-term objective in economic sustainability is to develop stably and profitably over time, while simultaneously applying good business practice. This is achieved by the company offering competitive, professional and value-adding service delivery that satisfies customers. This ensures strong demand for the company’s services and long-lasting collaborations, which are the basis for the company’s stable revenue performance. A sharp focus on results is important, while respecting laws and ordinances and applying good business practice.
ECONOMIC SUSTAINABILITY IN 2014
In 2014, Coor worked towards progress based on economic sustainability in a number of ways described below as well as under Key Performance Indicators on page 18-19.
SUM OF REGISTERED AND IMPLEMENTED IMPROVEMENTS IN THE ACTIO SYSTEM IN 2014
647 744 1,306 536 5,082 8,315 TOTAL 93 151 218 103 950 1,515 Q3 170 192 470 192 1,685 2,709 Q4 150 124 247 78 1,285 1,884 Q2 234 277 371 163 1,162 2,207 Q1 Denmark Finland Industrial Services Norway Sweden TOTAL Countries n Q1 n Q2 n Q3 n Q4 0 500 1000 1500 2000
Sweden Norway Denmark Finland
To achieve a high level of customer satisfaction, it is also important that Coor adds value by proactively developing and tailoring its support services to adapt to customer needs. Coor takes a systematic approach accordingly by identifying potential for improvements and actively proposing improvements -both internal and customer specific. Since the improvement work involves all personnel at Coor, all employees are able to register improvement proposals and measures in a specific system. Over 47,011 improvement proposals were recorded in the system during 2014, of which 30,734 were proposed improvements for Coor’s customers. Of these, 8,319 were reported as executed at year-end. Compared to 2013, the total number of registered proposed improvements increased by 0.9% (from 46,677 proposals in 2013), but the number of completed improvements for Coor’s customers decreased by 5.8% (from 8,825 completed improvements in 2013). Apart from continuously working with improvement, Coor works actively on developing innovative customer solutions. The work on the innovative solutions are conducted in a highly structured manner, making Coor a cutting edge company ahead of market development – especially in regard to innovative solutions based on new technology. Coor’s work with innovation is carried out in close collaboration with customers, suppliers and research institutes (forming Coor’s innovation eco system). Major initiatives judged to have broad application possibilities are channelled and packaged by the group’s Innovation Managers at Group level. In 2014, Coor launched a large number of new smart solutions such as Coor SmartMove, Coor SmartDisplays and Coor SmartMeetings. In addition, Coor launched a new portal for the easy overview of delivery follow-up, Coor Performance Portal, becoming a major success amongst the company’s customers. A large-scale initiative on using state-of-the-art sensor technology in service delivery, the Internet of Things (IoT), has also attracted significant interest. These innovative solutions are presented on page 22. To ensure quality and efficiency, Coor has also decided that operations should be conducted in accordance with the ISO 9001 quality standard. Coor has had group-wide umbrella certification in place since 2012, covering all its operations group-wide apart from Coor in Denmark. The integrated environmental and quality audits conducted by Det Norske Veritas in November 2014 concluded that environmental and quality work is well integrated in daily operations, and that the quality of Coor’s work has increased from previous year. Examples of thriving segments is the sharp customer focus throughout the organization, good local instructions as well as positive evaluation of the results from the employee survey at several sites.
Coor’s response, knowledge and commitment at sites during audits were also excellent. There were no serious observations, however a number of improvement areas were emphasized, such as supplier evaluation on a local level, documented action plans in connection to objectives, ensuring that personnel have access to Universum on site as well as secure document steering.
In addition to these certificates, there are multiple local authorizations for a range of important service and product areas, which are described in a separate fact box.
Stable and positive profit performance
Coor has a strong focus on financial progress. For each year, each profit center produces a full-year prognosis (budget) that is consolidated up to Group level and monitored continuously. The results are followed up on a more general basis each month. A more comprehensive follow-up is conducted every fourth month where deviations from the budget are carefully analysed and the full-year forecast revised.
Cash flow is also forecast and monitored continuously. The objective is to avoid tying up more capital in ongoing projects and accounts receivable than necessary as well as continuously tailoring payment terms so that supplier credit terms are not less than customers’ terms. Good ethics and morals throughout operations
The laws and ordinances applying in the countries where the company is active are the self-evident foundation of sound a business. In addition Coor sets standards of good ethics and business morals. The company’s guiding principles, policies and guidelines play an important role, and especially the Code of Conduct. Coor’s Code of Conduct encompasses all group employees as well as major suppliers. All managers should review its content in yearly appraisal interviews, and staff should then declare that they have understood its content. Good communication and reporting
Coor strives for clear, impartial, transparent and abiding communication, internally as well as externally. Coor’s guidelines for corporate communication is controlled by its Corporate Communication Policy, which also defines the company’s primary stakeholders and its communication responsibility towards them.
Regarding financial reporting, Coor’s consolidated accounts comply with IF RS, International Financial Reporting Standards. The consolidated accounts were audited by international audit firm PwC. The auditors issued an unqualified report on their audit of the year-2014 accounts.
COOR SMART SOLUTIONS – SMART SOLUTIONS BASED ON STATE OF THE ART TECHNOLOGY
Coor has collated its most popular innovations under the Coor Smart Solutions umbrella, including a number of smart solutions that take advantage of state of the art technology in
innovative ways. Digital communication stimulating interest and commitment
Coor now offers modern, cost efficient digital displays for external or internal communications. The editing interface is really user friendly and simple, and content can be published from a single location, by in-house corporate staff or on assignment from Coor.
One step away from teleporting
State-of-the-art videoconferencing technology supplementing your existing equipment – easy to implement and easy to use. These smart virtual meeting solutions are delivered as a function, which means you don’t need to invest in any hard ware.
Easy fault reporting using QR codes
Unique QR-codes are placed on various objects, such as coffee dispensers, photocopiers or elevators, enabeling service users to quickly and easily report faults by scanning the code with a smartphone. Because the QR-code contains specific information about the object the case is logged directly in Coor’s system, simplifying the case management process.
Simple relocation of anyone and anything
Office and workspace relocations are often time and resource intensive processes. Coor SmartMove is a web system that integrates relevant information about people and spaces, speeding up and simplifying the process with less administration.
An effective mail management system for mobile staff
SmartFlow is a mail management process where service users receive a text message or e-mail indicating that mail or a package is available for collection at a central mail distribution point rather than relying on individual mail boxes. SmartRespons is an effective solution for activity-based offices where employees are agile and don’t work from the same desk every day.
For increased space efficiency
SmartUtilization measures in real time the degree of utilization in different office spaces. Heat sensors register how different workplaces, conference rooms and other premises are being used. The degree of utilization is then summarized and presented in an analysis tool that, in combination with in-depth interviews, provides reliable decision-making data for surface optimization.
An effective ID card management process
IT-based process for identity card management – from ordering, authorization, production and final delivery. The system can be integrated with HR and security systems, which facilitates the authorization process and execution considerably.
Scan the QR code to learn more.
In 2014, Coor launched a new digital portal for follow-up. By integrating it with several different systems and the potential for distributing information across different locations/facilities, the portal enables the company’s customers to follow-up on services in a clear and simple manner. Coor Performance Portal is the most advanced solution for delivery follow-up on the market, containing valuable information for prioritization and decision-making. Examples of information available for follow-up includes statistics relating to business process management, finance/invoicing, delivery precision/lead times, incident reporting and proposed improvements.
COOR PERFORMANCE PORTAL – THE MARKETS MOST EFFECTIVE DELIVERY FOLLOW UP
LARGE-SCALE INTERNET OF THINGS (IOT) – PROJECT
CERTIFICATIONS
INNOVATION OF THE YEAR
In collaboration with one of Coor’s largest customer and two suppliers, the company launched a large-scale initiative by applying state-of-the-art sensor technology to service operations at the end of 2014. The project is an example of what has become known as the Internet of Things (IoT). A large-scale pilot project is currently underway at Coor’s head offices in Kista (Stockholm). With the help of the information obtained by the smart sensors, Coor is able to plan and execute its service delivery and patrol more effectively.
Coor’s customers make high demands on efficiency, quality, safety and the environment. In order to ensure that these demands are met, Coor has chosen to obtain environmental and quality certification of the group’s operations according to the international standards ISO 14001 and ISO 9001. In addition to this certification, Coor holds several local authorizations for a number of important service and product areas such as authorized suppliers of cleaning according to Almega; certification according to SS-EN ISO 3834-2 and 3 (welding and maintenance & manufacturing of structural components respectively); EN 473:2000 (x-ray); accreditation according to SS-EN IEC/ISO 17025:2005 (chemical analysis and assays) and SS-EN 1090-1; and A1:2011 (execution of steel and aluminum structures and CE-marking).
In order to boost Coor’s improvement initiatives, the company also runs an in-house challenge recognizing employees and managers that distinguish themselves. In 2014, the competition changed its name to Coor Awards. One of the categories is Innovation of the Year. The winner is presented on www.coor.com
Scan the QR code to learn more.
Scan the QR code to learn more.
