Our Core is construction

Every generation has a responsibility to maintain and develop its shared infrastructure to create opportunities today and for the future. Construction, maintenance and development projects are initiated by our customers or by NCC. NCC’s purpose is to utilize our expertise and competencies as the basis for taking the customer through the construction process in order to create a positive end result for all stakeholders.

Our Operating Model

NCC is a knowledge-based company whose core is the ability to manage the complexity of a construction process. Our operations include commercial property development, building and infrastructure project contracting, and asphalt and stone materials production. We need to be experts in the various aspects of the process, but we must also have the ability to get them to work together.
NCC is currently pursuing development initiatives in the areas of skills development, digitization and an increased utilization of expertise and data from all parts of the company.

Star behaviours

To continue implementing the change we want to attain, high employee engagement is also essential, as are shared core values and a shared culture. The corporate culture is based on shared values and behaviors, and is also a cornerstone in NCC’s strategic focus.
During 2021, we worked on implementing our Star behaviors among employees. About three quarters of the employees participated in workshops and we integrated the Star behaviors into our HR processes, which will contribute to driving improvements and changes.

Strategic direction

  • Industry-leading competency

    NCC has the ambition to be a leader in terms of expertise in the construction process. This requires that NCC is able to attract, retain and develop employees and that we continuously hone our competencies in important knowledge fields.

  • Live by our Star behaviors

    Achieving NCC’s strategic objectives requires a culture of consistent and clear-cut behaviors that create the right conditions in the company and facilitate attainment of our business aims.

  • Data-informed decision making

    A group of NCC’s size creates enormous amounts of data. For efficient knowledge sharing, it is essential that the information is structured, easily available and simple to share. This enables NCC to better leverage the Group’s collective knowledge and expertise, and enables the employees to make data-informed decisions, thus creating customer value, improving productivity and increasing competitiveness.

  • A future-proof IT backbone

    A modern and future-proof IT environment to enable efficient work and greater digitization.

  • Early involvement

    A shared feature in the Group is the drive to be proactive in relation to customers, and early involvement to be able to utilize and develop our expertise and experience.

  • Strategic initiatives that bring us closer to customers

    We will leverage our collective expertise in order to develop the construction process. In addition, each business area has its own point of departure and faces different challenges. Strategic initiatives – working closer to customers and gathering experts and their know-how – will therefore be based in our business areas.

  • Expertise in distinct segments

    An important feature of the strategic focus is to use our expertise in the construction process in a well-defined manner. Accordingly, sector-specific segment strategies play a key role in all business areas. A key strategic choice is that NCC will accumulate specific expertise in segments where it is possible to build a strong position.

  • The strength of being a large, knowledge-based company

    Enables expertise and resources to be leveraged across the company, not least in terms of specific know-how and development projects.

Focus Areas

  • Industry-leading competency

    NCC has the ambition to be a leader in terms of expertise in the construction process. This requires that NCC is able to attract, retain and develop employees and that we continuously hone our competencies in important knowledge fields.

  • Live by our Star behaviors

    Achieving NCC’s strategic objectives requires a culture of consistent and clear-cut behaviors that create the right conditions in the company and facilitate attainment of our business aims.

  • Data-informed decision making

    A group of NCC’s size creates enormous amounts of data. For efficient knowledge sharing, it is essential that the information is structured, easily available and simple to share. This enables NCC to better leverage the Group’s collective knowledge and expertise, and enables the employees to make data-informed decisions, thus creating customer value, improving productivity and increasing competitiveness.

  • A future-proof IT backbone

    A modern and future-proof IT environment to enable efficient work and greater digitization.

  • Early involvement

    A shared feature in the Group is the drive to be proactive in relation to customers, and early involvement to be able to utilize and develop our expertise and experience.

  • Strategic initiatives that bring us closer to customers

    We will leverage our collective expertise in order to develop the construction process. In addition, each business area has its own point of departure and faces different challenges. Strategic initiatives – working closer to customers and gathering experts and their know-how – will therefore be based in our business areas.

  • Expertise in distinct segments

    An important feature of the strategic focus is to use our expertise in the construction process in a well-defined manner. Accordingly, sector-specific segment strategies play a key role in all business areas. A key strategic choice is that NCC will accumulate specific expertise in segments where it is possible to build a strong position.

  • The strength of being a large, knowledge-based company

    Enables expertise and resources to be leveraged across the company, not least in terms of specific know-how and development projects.