Turning visions into reality

NCC Annual and Sustainability Report 2024

Every generation has a responsibility to maintain and develop its shared social infrastructure in order to create opportunities today and in 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 to create a positive end result for all stakeholders.

  • 54,730

    Orders received (SEK M)

  • 61,609

    Net sales (SEK M)

  • 2,032

    Operating profit (SEK M)

Financial targets and outcome

  • Earnings per share, SEK

    Outcome 2024

    16.1

    Target 2024

    ≥16

  • Corporate net debt /EBITDA, times

    Corporate net debt/EBITDA, times
    Corporate net debt excludes pension debt and lease liability.

    Outcome 2024

    -0.1

    Target 2024

    <2.5

  • Dividend policy, %

    Percent of earnings to be distributed to shareholders according to dividend proposal. The Board of Directors has proposed an ordinary dividend of SEK 9 per share and a extra dividend of SEK 2 per share for 2024.

    Outcome 2024

    68

    Policy

    ≈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 2024

      3.3

      Target 2026

      ≤2.0

  • Climate and energy, %

    • Scope 1 & 2

      Target: 60-percent reduction in CO2e1) (Scope 1 & 2) by 2030 (base year 2015), measured as tons of CO2e/SEK M.

      Outcome 2024: Emission intensity amounted to 1.9 tons CO2e/SEK M, corresponding to a reduction of 64 percent compared with 2015.

      1) Carbon dioxide equivalents, i.e. GHG emissions expressed as the equivalent amount of carbon dioxide.

      Outcome 2024

      -64

      Target 2030

      -60

    • Scope 3

      Relates to sub-set of ready-mix concrete, steel reinforcement and internally purchased asphalt.

      Target 2030

      -50

      • Ready-mix concrete Outcome 2024

        -22

      • Asphalt Outcome 2024

        -23

      • Steel reinforcement Outcome 2024

        -57

      • Transportation Outcome 2024

        +33

Strategic direction

  • 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.

  • Create good business

    NCC sees great value in involving customers early in the construction process. NCC meets customers' varying demands by adapting sales and bidding processes locally, while centrally supporting these with training and knowledge sharing. An example is the new business area NCC Green Industry Transformation, which supports customers in the major industrial transformation in the Nordics.

  • Leverage our expertise

    NCC further develops its expertise in specific areas to create unique positions and increase customer value. Examples include hospitals, swimming pools, and water treatment plants. NCC also focuses on sharing this expertise throughout the company.

Focus Areas

  • 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.

  • Create good business

    NCC sees great value in involving customers early in the construction process. NCC meets customers' varying demands by adapting sales and bidding processes locally, while centrally supporting these with training and knowledge sharing. An example is the new business area NCC Green Industry Transformation, which supports customers in the major industrial transformation in the Nordics.

  • Leverage our expertise

    NCC further develops its expertise in specific areas to create unique positions and increase customer value. Examples include hospitals, swimming pools, and water treatment plants. NCC also focuses on sharing this expertise throughout the company.

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

An insight into our business

NCC creates the environments of the future for housing, work and infrastructure. We develop our employees, carry out complex projects and deliver smart sustainable solutions that respond to both large and small challenges.

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Andreas Koch

Head of Group Communications, NCC Group

NCC Media service

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