Turning visions into reality

NCC Annual and Sustainability Report 2025

NCC has supported social development in the Nordic region for more than 150 years. Based on know-how, innovation and close collaboration, we realize visions that create value for people, businesses and society. Our mission is to guide customers through the construction process – from concept to finished solution – focusing on quality, sustainability and long-term value.

  • 52,992

    Orders received (SEK M)

  • 55,717

    Net sales (SEK M)

  • 1,938

    Operating profit (SEK M)

Financial targets and outcome

  • Earnings per share, SEK

    Outcome 2025

    14

    Target 2025

    ≥16

  • Corporate net debt /EBITDA

    Corporate net debt excludes pension receivable/pension debt and lease liability.

    Outcome 2025

    0.3

    Target 2025

    <2.5

  • Dividend policy, %

    An alternative outcome of approximately 65 percent  is calculated based on the ordinary dividend of SEK 9.00 per share and the Group’s profit after tax, excluding items affecting comparability of approximately SEK 1.4 billion. Given the negative result for the year for NCC AB, it is not possible to calculate the outcome of the dividend policy.

    Outcome 2025

    65

    Target 2025

    ≈60

Sustainability targets and outcome

  • Health and Safety

    • LTIF4

      Work-related accidents resulting in more than four calendar days of absence per million working hours.

      Outcome 2025

      3.5

      Target 2026

      ≤2.0

  • Climate and energy, %

    • Scope 1 & 2

      Target: 42-percent reduction in own emissions by 2030 (base year 2024 with addition of reference values for 2020, measured in tons CO2e).

      Outcome 2025

      -39

      Target 2030

      -42

    • Scope 3

      Target: 42-percent reduction in value chain emissions by 2030 (base year 2024 with addition of reference values for 2020, measured in tons CO2e).

      Outcome 2025

      -10

      Target 2030

      -42

CRV Kristianstad
  • Net sales share of NCC total
  • Average number of employees share of NCC total
Papirøn, Copenhagen.
  • Net sales share of NCC total
  • Average number of employees share of NCC total
Agnes House of Culture.
  • Net sales share of NCC total
  • Average number of employees share of NCC total
Store Bælt bridge, Denmark.
  • Net sales share of NCC total
  • Average number of employees share of NCC total
A cyclist moving along a street with newly built houses surrounding it.
  • Net sales share of NCC total
  • Average number of employees share of NCC total
Three NCC employees.

NCC's strategic initiatives

To achieve the company's goals and strengthen its market position, NCC focuses on a number of strategic initiatives that are an integral part of the company's operations and our operational model. By focusing on these, NCC is well positioned to continue delivering value to shareholders and other stakeholders, while contributing to sustainable societal development.

  • Act in accordance with our Star behaviors

    Achieving NCC's strategic goals requires a culture with consistent and clear behaviors that create the right conditions within the company and make it possible to achieve our business goals.

  • Data-informed decision making

    NCC generates large amounts of data, and effective knowledge sharing requires structured and easily accessible information. This enables better utilization of the group's collective knowledge, making data-informed decisions, and thereby increasing customer value, productivity, and competitiveness.

  • A future-proof IT structure

    A modern and future-proof IT environment to enable efficient work and increased digitalization.

  • Industry-leading expertise

    NCC aims to be a leader in expertise within the construction process. This requires NCC to attract, retain, and develop employees and continuously sharpen our skills in key knowledge areas.

  • Integrate the supply chain

    By integrating procurement and supply chains into NCC's projects, we can maximize supplier expertise, improve procurement processes, and optimize resource utilization. This strengthens collaboration, increases efficiency, and ensures high-quality deliveries on time and within budget.

  • Best in cost management

    Managing project costs effectively from start to finish is crucial for delivering value to customers and creating long term competitiveness. This requires a comprehensive understanding of customer value, careful planning, good risk management, and clear cost control.

  • Build great business

    NCC is committed to creating value for its customers – from early phase to completion. To maximize this value for the customer, it is crucial to become involved in the construction process as early as possible. Customer needs vary depending on area and region, and NCC meets customer requirements by adapting sales and tendering processes to the local market, while these are supported at a central level through training and experience sharing.

  • Leverage our expertise

    Developing and deepening the company’s expertise in selected areas form a central part of NCC’s strategic focus. Using sector-specific segment strategies, NCC focuses on areas where the company can establish unique positions that strengthen customer value. Segment expertise has been applied on a larger scale in areas such as electricity generation and distribution, hospitals, swim centers, water treatment and sewage plants, and security classified buildings.

  • Act in accordance with our Star behaviors

    Achieving NCC's strategic goals requires a culture with consistent and clear behaviors that create the right conditions within the company and make it possible to achieve our business goals.

  • Data-informed decision making

    NCC generates large amounts of data, and effective knowledge sharing requires structured and easily accessible information. This enables better utilization of the group's collective knowledge, making data-informed decisions, and thereby increasing customer value, productivity, and competitiveness.

  • A future-proof IT structure

    A modern and future-proof IT environment to enable efficient work and increased digitalization.

  • Industry-leading expertise

    NCC aims to be a leader in expertise within the construction process. This requires NCC to attract, retain, and develop employees and continuously sharpen our skills in key knowledge areas.

  • Integrate the supply chain

    By integrating procurement and supply chains into NCC's projects, we can maximize supplier expertise, improve procurement processes, and optimize resource utilization. This strengthens collaboration, increases efficiency, and ensures high-quality deliveries on time and within budget.

  • Best in cost management

    Managing project costs effectively from start to finish is crucial for delivering value to customers and creating long term competitiveness. This requires a comprehensive understanding of customer value, careful planning, good risk management, and clear cost control.

  • Build great business

    NCC is committed to creating value for its customers – from early phase to completion. To maximize this value for the customer, it is crucial to become involved in the construction process as early as possible. Customer needs vary depending on area and region, and NCC meets customer requirements by adapting sales and tendering processes to the local market, while these are supported at a central level through training and experience sharing.

  • Leverage our expertise

    Developing and deepening the company’s expertise in selected areas form a central part of NCC’s strategic focus. Using sector-specific segment strategies, NCC focuses on areas where the company can establish unique positions that strengthen customer value. Segment expertise has been applied on a larger scale in areas such as electricity generation and distribution, hospitals, swim centers, water treatment and sewage plants, and security classified buildings.

  • 1875: Nya Asfalt AB is founded, Stockholm. Nya Asfalt AB was one of the pioneers that introduced asphalt to Sweden, modernizing the roads of rapidly growing cities.

  • 1954: First highway in Sweden, Malmö–Lund. A consortium was responsible for the construction of the 11-kilometer-long highway. The concrete road was build by a team of 400 workers.

  • 1980: Olkiluoto nuclear power plant, Eurajoki. The Olkiluoto nuclear power plant demonstrated that safety-critical construction requires trust and precision.

  • 1988: NCC is founded. Through a merger of ABV and JCC, Nordic Construction Company is formed, comprising some 20,000 employees.

  • 1989: Globen (Avicii Arena), Stockholm. The world’s largest spherical building at that time. A groundbreaking project that was completed in just 2.5 years.

  • 1998: Gardermoen Airport, Oslo. The airport was built by NCC and its partners. We were also entrusted with the prestigious contract to expand the facility in 2012.

  • 2000: Denmark–Sweden. One of the longest immersed tunnels in the world at a length of 3.7 kilometers and a width of 40 meters – an engineering masterpiece.

  • 2005: Turning Torso, Malmö. A 54-story residential building and landmark. The tallest building in the Nordic region on completion.

  • 2020 and 2023: Eysturoy & Sandoya tunnels, Faroe Islands Subsea tunnels connecting the islands, through volcanic rock and 187 meters below sea level at their deepest point.

  • Planned for 2027: New North Zealand Hospital, Hillerød. One of Denmark’s new hospitals and the largest single construction project ever in North Zealand.

Two persons looking at a 3D sketch on a screen, with one of them pointing towards it.

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Andreas Koch

Head of Group Communications, NCC Group

NCC Media service

Investor Relations