ISS (ISS) CMD 2026 summary

Strategy and market positioning

• Shifted from stabilization to profitable growth after resolving the four hotspots identified in 2022; governance now screens major commitments before approval.

• Focus remains on 57 existing markets, with no planned country entries or exits; priority segments include financial and professional services, technology, life sciences and selected local markets.

• Self-delivery, global scale and a single customer contact support cost competitiveness, service experience and sustainability; the outsourced market share is below 1%.

• Priorities are customer-centric growth, efficiency and becoming a leading frontline employer, with technology and data investments tied to these aims.

Customer-centric growth

• H1 2026 organic growth was 8.2%, supported by new wins, account expansion, retention and price; the new-sales hit rate rose almost 50% from 2023 to 2025.

• H1 2026 retention was 95%, in line with the ambition; customer NPS improved 10 points, and hit rates for major scope increases rose more than 130% from 2023 to 2025.

• More than 900 key accounts represent 71% of revenue and an estimated DKK 80bn share-of-wallet opportunity; dedicated teams support cross-border expansion and account growth.

• YTD, 11 positive new contracts were announced versus 20 in FY 2025; the commercial pipeline was up 44% versus 2024, and countries with positive pre-price volume growth rose 36%.

• Like-for-like growth, projects and above-base activities are expected to contribute more to the growth mix, with less reliance on price increases.

Operational efficiency and technology

• Workforce management is a key margin lever: 28m work hours were removed over 3.5 years, equivalent to ~9,500 FTEs and an estimated 6.5% reduction in cleaning workforce versus end-2022.

• Wage costs were 65% of revenue, or DKK 55bn in 2025; 10,000 first-line managers make roughly 150,000 workforce decisions daily, supported by an end-to-end workforce management framework.

• AI pilots cover predictive maintenance, complex rostering and manager decision support; early rostering results show wage-cost savings. 850 cleaning cobots are deployed, with positive business cases for 3% of cleaning scope.

• Standardized cleaning processes target productivity improvements across markets, where benchmark productivity differs by a factor of 2.5 between Norway and Indonesia.

• The Gdansk finance service center is scaling from 250 European FTEs toward 500+ globally; migrated scope is expected to yield ~DKK 100m annual gross efficiency and labor-arbitrage benefit.