Hi, and good morning, everyone, and welcome to the Q3 presentation for Bravida's financial report. Today, it's myself, Mattias Johansson, and together with Åsa, we are going to take you through this quarter and the presentation, so once again, welcome, and we start, as normal, with our position in the market. And a beautiful picture of Malmö is, of course, a good start of the day while I'm coming from Skåne, but Bravida overall, as all of you should know now, we are in the four Nordic countries. Sorry, four Nordic countries, and we are the market leader in three out of these four. We have LTM sales at SEK 21.3 billion. You know the business model. We have the quite low risk in our business model.
We have small average contract size, a lot of different types of customers, and a high content of service in combination with installation. But that said, close to 90% of all our contracts are below 50 million. But that said, we also have the ability to provide larger contracts, which is very important to us. Bypass Stockholm is one example. Another example is that we are one out of four pre-qualified bidders on the Fehmarn Belt tunnel, the tunnel between Denmark and Germany. And I think that is a way for us to attract new talents, improve our own knowledge, skills, etc. And that is a kind of talent factory for Bravida. And that is important for us to be able to both show the market, but also improve our ability to be in the front regarding BIM, etc., etc.
So in combination with the small local service orders, with the large contracts, data centers, infrastructure projects, hospitals, etc., that is what I think is the beauty of Bravida. And then, of course, that we are able to deliver all different types of services for the customers and act like a one-stop shop for the customers. That is, of course, important. We have a new vision in the new business plan, a new vision for a new time. It is focusing slightly more on sustainability than the old one. Very similar, but a higher focus on sustainability. In Bravida, we help customers to develop the full potential of their buildings. Through service and installation, we bring buildings to life, leading the way to a sustainable and resilient society. That is what we are doing in Bravida. So Nordic leader in sustainable technical solution, what does that mean?
I talked about the large project in combination with the small local services, and being a leader in sustainable technical solutions for building means that we need to focus on new types of services. We want to help our customers to be more successful regarding their sustainability work. We want to help our customers to reach their sustainability targets. We are working with EV chargers, we are working with solar panels, and we are helping our customers to take down the energy consumption, and we always try to have the life cycle perspective for all our buildings. We are helping the customers with service and installation, with sustainable services throughout the building's whole life cycle. The industry leader in sustainability also means that we need to develop ourselves.
And we have a high focus now to offer slightly wider scope to the customer, and we are focusing a lot to become the market leader regarding building automation. We have started a new business area within Bravida, which is focusing more on building automation, trying to be more successful than we are today in all four countries. And we are doing the same for technical facility service. This is a couple of examples on how we try to develop Bravida the coming years ahead. So what about the quarter? The market outlook, we see an increasing demand for both service and installation.
The service business has been growing for a couple of quarters now, at the same time as the installation business has gone down a bit because of delayed projects and that the customers have been a bit uncertain regarding if they should push the start button regarding new projects, etc. But we have had a really strong order backlog, which has given us the position, so we haven't been stressed about the fact that the installation business has gone down. And overall, we are presenting today positive growth, very much depending on the acquisitions we are doing. The demand for sustainable solutions is going up a bit, I would say. It is still the fact that some customers are talking a lot about sustainable solutions, services, etc., but actually some of them are a bit away from actual taking action upon it.
So we see a growing demand for sustainable services, but I think this will be improved a lot in the coming years. It has started positively, but this is just the beginning of that journey. We see some rising prices, of course, in the market, in the industry. We have two ways of handling that. First, on the supply side, we have a lot of partners that we, together with them, try to do smarter procurement together, which means that we actually are trying to keep the prices down, and we have been quite successful so far. And on the other side, we're working with the customers to make sure that we have index clauses in the contract and make sure that we can pass through the cost increases we are having to the customers. That said, you also know that we have quite short periods regarding the projects.
A normal project in Bravida lasts for around nine months, which means that we have quite good forecasts regarding the prices, regarding the materials in the project when we are doing the bid. So we think we can handle it in a very good way. Risk for shortages is, of course, something we all know we have in our industry as well as in all other industries. But so far, very limited impact. In some cases, we have been forced or had the opportunity to change one product to another. There are some short delays, but it hasn't had any impact on our deliveries to the customers so far. But we are, of course, following this closely. We think this was a slightly bigger risk before the summer than it is today, but you never know what happens in the coming months. But it has improved a bit, at least.
The business confidence indicators are above normal levels again, and that is, of course, very good for us. So the Q3 highlights, we have a net sales growth at 2%, services growing at 6%. We have an increased order backlog, all-time high order backlog, about SEK 50 million. We have an order intake that is 30% up, and we have an improved margin in the group. And we can see a very strong trend in the Swedish market, which is our biggest business unit, where we have good order intake, a strong order backlog, and an improved margin. Cash conversion is something below, somewhat below where we want to be, and also we'll come back to that. There are some reasons for that. But overall, a really strong quarter.
If we look at the net sales, you can see if we split it up that we have a slightly negative organic growth, -1%, a 3% growth from acquisitions, and we have a serious effect from the currency. Regarding the negative organic growth, we have a positive growth on services, as I said. We have -1% growth on the installation business. Compared to the last quarter, the installation business had negative growth at -4%. We see a positive trend in the last month of the quarter, which is, of course, gives us some confidence for the coming quarter as well. We have a positive trend regarding the organic growth as well. Not positive yet. My guidance last quarter was that we expected to see an organic growth somewhere in Q4, and we have no reasons for changing that.
Let's see if that happens, but we have a really strong position if we look at both order intake and order backlog. So EBITDA, improved EBITDA, higher margin, and I think this is the beauty of our business model. Even if we have struggled a bit with the organic growth depending on the pandemic, we are still able to present a higher margin. And we do that despite investments in digitalization and investment in new hired people on group level to improve our offer for the future. We are investing quite a lot to make sure that we are still a valid provider for our customers the coming years ahead as well. The margin is improved in Sweden, Norway, and Denmark, and flat in Finland. And Finland, as you know, has had a quite very good development the last quarters.
So I think that's just a way to say that Finland is getting more and more stable, even if that's quite a small part of our business. Flat margin in Finland, improved margin in the rest of the countries is very good. Yeah, and year to date, we have an improved margin as well, 5.7 compared to 5.6 a year with the pandemic, lower sales in Norway. And I think that is a really good way of showing the stable business model we're having. So order intake and order backlog is something we have discussed already. I've presented already. But the order intake increased by 30%. I think that is a quite powerful sign that the market is getting back to somewhat what we can call normal. We have growth in all countries regarding the order intake, and the backlog in Q3 is growing in all countries except for Finland.
It's up SEK 361 million, and the order backlog increased 7% year on year and record high level above SEK 15 billion, which is, of course, supporting the growth journey ahead. Health and safety is, of course, important. That's part of our sustainability work, our sustainability strategy. We want to present and to have a safe working place for all our employees, of course. We have improved the numbers from nine and a half, roughly, down to 8.7 LTIR. And we can see improvement in all countries except for Sweden. And maybe the Swedish development in this KPI is something I'm not happy with for the quarter. But we need to improve our work with this, and let's make sure that we have the right strategy to improve this in the longer term. Fossil-free vehicles is also part of our sustainability strategy.
In the quarter, we have continued to do the new cars. We have continued to acquire electrical-driven cars, and now we can see a big change on the service cars fleet as well. And so far this year, we have been able to buy 231 electrical cars so far, and that is 28% of the total ordered vehicles. So we are focusing a lot on taking down the CO2 emissions coming from our car fleet. Two years ago, we launched the ambition that we should reduce the CO2 emissions from the car fleet with 30%. We are going against that target still. And two years ago, that was a quite stretched target because we didn't have the ability to buy any cars at all, hardly.
Today, we see that more and more brands are coming up with new cars, and I think we can accelerate this, and maybe we need to think about a new target regarding this as well. But we need to see first that all the suppliers actually are able to deliver the cars we want to buy. Acquisition is, of course, one important value created for Bravida. So far in 2021, we have done 15 acquisitions, adding SEK 750 million in sales. In the beginning of Q4, we have done two more, so that must be 17 in total. The last two won, one in Norway and one in Finland, adding another SEK 150 million, roughly. And we still see attractive pipeline, a little bit higher prices, but not very much.
And I also think that is because it could be the reason can actually be that we are buying slightly better companies today than we did before. But still, this is something that I'm confident that we can continue with, and very much depending on that society has opened up again, and we can meet people, do the due diligence, and meet people to discuss the future strategies so they understand that we are here to improve the companies we are buying as well is, of course, important in our acquisition strategy. So said that, I'm handing over to Åsa, who will take you through the different countries.
Thank you. Let's start with Sweden, that is our largest country. In Sweden, as in actually all our countries, we had a pretty slow start in the quarter, but then activity and production were picking up, and towards the end, we had a pretty good activity in all our countries. So Sweden had a growth in the quarter of 4%. This was driven by installation. The organic growth was zero. We had in the quarter a very strong production in the northern part of Sweden. It was a bit slower in the southern part, but we are happy to see that also in the south part, which is our largest market, the production was accelerating and increasing towards the end of the quarter. Strong EBITDA margin, it improved to 6.9%, and it was actually a good performance in all our divisions in Sweden.
Strong order intake plus 37% driven by installation. We got one large order in this quarter. That's Karlatornet in Gothenburg. Karlatornet is a tall building, at least for Sweden, where we are doing the installation in apartments on 74 floors. The order backlog grew by 7% year on year, and it also grew in the quarter. Moving on to Norway, and as you know, Norway has been most hit by the pandemic, but we see that it is coming back now into a more normal situation. We had a sales decrease by 1% in the quarter. There was a growth in service. We've had a growth in service also last quarter. Installation is still a bit slow, but it's improving. The organic growth was minus 3%. Also an improved EBITDA margin here to 5.9%, which is strong considering the volume that we have lost.
This is due to a good mix. We have a high margin on service here. The order intake is plus 13%. This is driven both by installation and service. The order backlog was plus 7% and also increasing in the quarter. After we closed the quarter, we had a couple of contracts coming in, actually hospital contracts, and one of those was a large one on NOK 340 million, roughly. And this is a contract where we're doing electrical installations for a new hospital in Drammen. Moving on to Denmark, where we had a sales growth of 2%. Growth in service, it was driven by service. The organic growth was 1%, so we have had good production in the Danish organization. The EBITDA margin improved also here to 5%. We had a strong order intake, 31% up, and this is driven by both service and installation.
We have an order backlog of plus 12% year on year, also here growing in the quarter. We got one large order in this quarter, and this is installation of infrastructure of electrical power to a new hospital in Odense. And we don't only do the installations here. We also have the operation and maintenance contract afterwards. So moving to Finland. In Finland, we had a sales decrease of minus 2%. There was a growth in service. The organic growth was minus 6%. But in Finland, we had a large project last year in the Wärtsilä project, which had a high production last year, and it's still in production, but not to the same extent. So the comparative figures are pretty high in Finland. Strong, stable, unchanged margin on 3.8%. A strong order intake on plus 22%. This is driven by both service and installation.
The order backlog decreased by 8%, and this is also due to the high comparative figures that I just mentioned. That was our countries, so if we look into our financial positions, and starting by the graph on the left-hand side, you can see the operating cash flow, and it decreased in the quarter to SEK -139 million compared to last year's quarter of SEK 10 million, and also, if you look at the year-to-date figures, you can see that we have a SEK 322 million year-to-date this year compared to SEK 1.3 billion last year, and that is, of course, a substantial difference, and one reason for that is that we are coming from a very favorable, you can say, working capital situation where we had a good project mix with a lot of projects starting up with high cash flow in the beginning.
Now it has been a bit slower on that side, so we haven't generated as much cash. It's also so that we have repaid. We got to postpone tax payments last year due to the pandemic in Norway and in Denmark, and that has been repaid this year. The largest effect here is the fact that we have two large projects in Denmark that we are debating. These two are together roughly SEK 500 million. They are to two public customers. We talked about these contracts last quarter as well. These are to two public customers. We don't see that there is any risk on our P&L. We have a pretty conservative revenue recognition here, but it will take some time until we get this money. It will most certainly go to arbitration.
And before we have the money on the bank account, it will take probably a couple of years. So that is the main reason for this difference. And this also then is affecting the cash conversion that is a bit lower than that we would like to, 75%. Also, if you look at last year's cash conversion, it was very high due to this favorable working capital situation that we had. Moving on to the right-hand side, you can see the net debt EBITDA ratio. We have a net debt this year on SEK 1.9 billion compared to last year's SEK 1.2 billion at the same time. But last year, we paid out dividend in the fourth quarter, so that explains the difference. Still a low net debt ratio on 1.1 compared to 0.7 last year. And then our financial targets. We have an EBITDA margin target on more than 7%.
We are on the LTM figure right now, 6.4. Cash conversion, as I said, 75%. We want it to be larger than 100%. We have our net debt EBITDA well below our target on 1.1. The target is less than 2.1. Sales growth, 2% now, 1% year-to-date now, and our target is to be about 5%, and the target payout for dividend has been more than 50% this year, so by that, I will hand over to you, Mattias.
Thank you, Åsa. I will try to summarize this quarter for Bravida. I hope you agree that this is a quite stable quarter. We have order intake up 30%, increased order backlog to all-time high level above SEK 15 billion, and the order backlog is only containing the works we are doing on the installation side. Service sales increased with 6%, improved EBITDA margin 6.1%, improved margin in the quarter, but also year-to-date. We have improved margin in three out of four countries, and the three largest ones, largest markets where we're in, Sweden, Norway, and Denmark, improved the margin, which is, of course, extremely good for us. Cost for initiatives is taken in the P&L. We are not adjusting for that because we think so far, at least, this is how we should have been treating it.
So in the improved margin, we also have cost for improvement work. That is in the quarter, SEK 8 million, and I think we have said something around SEK 40 million as an estimation for the full year. On top of that, we're also hiring new type of resources to be able to develop Bravida even further the coming years, and that is also taken as a cost in the P&L without any adjustment. So with that taken into consideration, the improved margin is even better, I would say. Cash flow affected by the things Åsa told you about and public customers in Denmark, and we will probably go to arbitration and some type of customer they probably don't want or can take some decisions in the projects, and this is probably the only way to solve it.
It will take some time before we get that money into the account, but our estimate is that that will have no or very limited effect on the P&L. And this next slide, I think, is again showing what I started this presentation with, showing the beauty of our business model. A combination of organic growth together with acquisitions and at the same time, high focus on details that can improve the business have given us the opportunity to develop the company since many years back, and we have a CAGR at plus 10% since 2014, both on sales as well as on earnings, which is, of course, something we are very proud of presenting for you today. And when the pandemic is easing or the market is going back to more normal level again, I think we can continue this journey many more years ahead.
So thank you, and I think we can open up for some questions.
Ladies and gentlemen, if you have questions for the speakers, please press zero one on your telephone keypad. The first question comes from Carl Ranningstam from Nordea. Please go ahead.
Good morning. It's Carl here from Nordea. A couple of questions from my side. First, if you could give some flavor on the month-by-month development for your installation side in terms of organic growth during Q3, and if you've seen any significant changes in the organic growth or in the demand throughout the quarter.
Yeah, good morning, Carl. Yes, as I said, the installation business was minus 4% in Q2, I think, minus 1% in Q3, service positive growth. So just by reading those numbers, you can understand that we have a positive development regarding installation. And if you look in the quarter as well, you can see a positive trend. September were much better than July and August. And as Åsa said as well, our biggest division, the division in south of Sweden, had a positive trend in the end of quarter as well, and that is, of course, good. So the trend is positive.
Perfect. And also, I was a bit surprised on Finland and the organic growth contraction there. And you said there, I think Åsa said, that you had lower production in the Wärtsilä project, but it's still running. So my question is, when will the Wärtsilä project be fully delivered, and should we also expect lower production rates in general in Q4 as well?
Yeah, I think it's fair to say that the production rate has been high the last 12 months in Finland. And again, when you have one large project in a small unit, which Finland actually is, of course, that has higher impact than in the normal in the other countries, for example. And I think you can expect slightly lower growth in Finland going ahead. We are focusing on margin, and that goes for all countries as well as Finland. So we are building this step by step, but we still think we can have a decent margin. So yeah.
Okay, so we should expect organic growth in Finland in the coming period, that is?
No, we're not normally given the guidance on organic growth for different countries, but we have had high production the last 12 months on that Wärtsilä project, and let's see if we can have something that meets up to that. But again, we have had high production, and that is, of course, having a high impact in Finland compared to if that had been the same case in Sweden, for example.
On the order backlog, as you mentioned, it's obviously really strong. So could you give some flavor on the margin profile in the backlog, and do you see any risk that you're taking on too much project in a sort of, let's say, inflationary environment, meaning that you could have some troublesome projects in the backlog or?
No, we have been quite cautious throughout the whole pandemic because we had a really strong order backlog when we entered into this phase. So we haven't been stressed. We have been focusing on the right type of project to the right type of customers, projects that we know we can handle with the type of competencies we have within Bravida today. And we also know we have been knowing for many, many months that there will be some pressure on material prices, other type of inflation, etc., as you're mentioning, and that is something we have put into the calculation. So I see no reason why the margin should be lower. I think we have a healthy order backlog that will support the earnings going ahead. Maybe the risk can be that there might be some changes regarding the shortage of material, for example.
But regarding the prices, I think we have that in control. Shortage, I think it's okay for the moment, and let's see if that's changing. Then we have the resources. Let's see what happens with all international resources, the whole industry I've had in the Nordics, coming to Norway, coming to Sweden and Denmark. Let's see if they come back again to the Nordics when they have been home in their home countries for a while and maybe found some other job. I think that might be the risk instead.
Perfect. And the final one from my side is on building automation. You've done some acquisitions within that area recently, and you've also done, I guess, an organic push as well in that niche. So my question is, how big do you expect it to be a few years out in terms of group sales? And also on that note, how important is it, do you think, to have your own hardware in the building automation niche?
Yeah, I think some of the regarding the last one, that's something we're working on, how are we the most efficient, profitable player in the market, and I think what kind of hardware we are working with is, of course, very important regarding that topic, of course. How big we can be, I don't want to give any guidance, but of course, when Bravida is entering a market, for example, building automation or technical facility management, we want to be one of the biggest, one of the most competent players in the market. I think we are focusing a lot on hiring the best people. We have a really strong leader in building automation as well as in technical facility management, which I think is the start of attracting new acquisitions to hire new people to grow organic, and I think that is how we're doing it.
Perfect. Thank you.
Thank you, Carl.
Thank you. The next question comes from Karl-Johan Bonnevier from DNB Markets. Please go ahead.
Yes, good morning, Mattias. And again, very good numbers in Q3, obviously, looking at the development. Just continuing on Carl's question on building automation and facility services, to target these areas as new business areas, are there any particular targets you're setting up for them? And maybe you can give us some idea how much of revenue they represent today.
Yes, we have targets. I'm not sure we want to give you those targets today, but we have ambitious targets, of course. And as I said on Carl's question, we want to be one of the market leaders in all segments we are acting in. And that goes for building automation as well as technical facility management as well.
And then it's I think again for the business areas, is that then a way to put pressure on the management team to maybe double or triple the operation for it? Or why is the reason to putting it to the business area?
No, we are actually building new business areas to be able to do this slightly faster, to accelerate that growth.
I think that doing, if we should ask the same organization to do this as well, I think we have been slightly, it has taken somewhat longer time to do it, and maybe we haven't succeeded at all. I think we need to focus with a certain management to make this happen, and then how big we can be, I think it's not only a target on sales, it's also a target about the time, so I think it's as well as all other segments, it's important to build this very thoroughly, make sure we build it with quality accounts on the customer side, etc., do it in the right way to be able to create as much value as possible ahead.
Excellent. Sounds promising, and looking at the working capital challenge in the quarter and these Danish projects, I understand that you are now in the startup of a lot of, say, installation projects in other areas, which normally then has a positive kind of working capital impact. If you go into Q4 and onwards, is there still a headwind coming from these Danish projects that will not then be fully balanced with maybe the positive upstarts in installations? Or could you give us some idea how this will play out?
Yeah, let's see on the timing on when we get the installation projects in, but there is still some, one of the projects is done production-wise, and on the other one, there is still some production in it, so it will have some impact also probably in Q4. And then, depending if it will be offset by good cash flow from installation, let's see.
But then I think you are right in the estimation that the new project should support a strong cash flow going ahead and good working capital. We see no reason why that shouldn't happen this time because that is normal how it is.
Excellent. And just one final for me. Looking at Finland, you have found a couple of bigger acquisitions there of late, and many others among in building automation, obviously. Do you feel that you now have the base in Finland for having a more stable operation there and getting, say, a foundation for taking that up to, say, become the similar size as maybe Norway and Denmark for you?
Yeah, I think it's always more things to do in all countries we are in, but I think in Finland we have done a good job the last two years. Clear. It's obvious that we have improved the business a lot, much more stable. Again, small business, so a small medium mistake will have impact on the P&L, of course, in Finland, but we are much stronger, better positioned today. And we also see that we have a much stronger brand when we are sitting and discussing acquisitions, hiring new people, etc. And that is something we have struggled with before. But today, all things we look at is actually better than it was two years ago. And yeah, we still can improve it, of course, but the platform is there, and we will, of course, try to improve this even more. So critical mass, yes. Better position, yes.
Can we continue to develop Finland? Yes.
Sounds promising. Good luck. Thank you.
Thank you, Karl-Johan.
Thank you. Ladies and gentlemen, just a reminder, in order to ask a question, please press 01 on your telephone keypad. The next question comes from Stefan Andersson from SEB. Please go ahead.
Oh, thank you. A couple of questions from me. I'm sorry. First thought would be just an interim thing. The program that you have running, which you now says, I think I saw the slide, you said SEK 40 million for the full year. Is it correct that it's SEK 20 million up until Q3, and would you really mean that you will have a SEK 20 million impact in Q4 in that case, or how should we read that?
Yeah, I think that's correct, but let's see. I think you should read it that it probably won't be more than SEK 20 million, but yeah.
I think it will be a bit less than SEK 40 million, but in between SEK 30-35 million. That would be a good estimation.
Okay. Yeah, and then on the organic growth, I mean, we're talking about extremely small deviations, so I fully understand that. But we have negative 1%. You're talking about it being stronger towards the end of the quarter in September, and you talked about the good momentum into Q4, and at the same time, Mattias, when you speak, I hear some cautious comments about whether Q4 is going to be a quarter with organic growth or not, so I'm just trying to maybe if you could elaborate on that, because to me, if you probably had organic growth in September and a good momentum into the fourth quarter, I guess it should be back into growth.
Yeah, but I think I understand your question, Stefan, and I think what I said after Q2 again, we expect it. I expected that we can see some support for organic growth in Q4. I think that is still valid. Then when we see a positive trend in Q3, yes, definitely. But on the other hand, we have had quite low activity in July and August. So if that's depending on that we still had a strange July and August because of the pandemic, later starts of projects, I think the landscape we are looking at is a bit different from what we are used to. So that's why I'm a bit cautious. I don't want to be we are soon presenting in Q4. We have a strong order backlog. We have positive signs in the business.
A couple of months ago, I said we will probably have support for organic growth in Q4, and I still think that is valid, of course.
Yeah. I mean, it will come Q4 or Q1 anyhow, so no worries. I'm just trying to understand.
Yeah, I think at least I'm not less positive today than I was when we presented the Q2 report. That's another way to put it.
Yeah. Yeah. Okay, good. And then on M&A, you have a very strong balance sheet, and of course, it's been a struggle to do transactions with COVID and so on. I mean, what's your thinking there? Are you willing to take a little bit more risk and be more active and use the balance sheet, or are you happy with the balance sheet where it is today? I mean, what's your thinking in relation to the balance sheet.
No, no, we know the situation about the balance sheet. I, together with Åsa and the rest of the management group and the board, are supporting that we will continue to do M&A. That's our main focus when we are discussing how to use the balance sheet. And I think our way of doing acquisitions means that we need to meet people to discuss, to present how we want to help them develop, what they can do for us, etc. And we have had a period of slower pace regarding acquisitions, but now I think we are back at the same level as before the pandemic. And that is how we will use the balance sheet as well.
My question was not being back at the level before. I mean, my question was, is this the level you think you will be on, or is there?
I thought you said that if we were willing to take a higher risk, actually. We think that we can do more acquisitions with the same risk. Yeah.
Yeah. Okay. Because this is very popular, this model that you, there's lots of copycats out there and other guys looking for the same targets. I'm just curious if it's possible to scale up and do more even than you've done before.
Yeah, I think we can. And of course, the competition has gone up a bit, but I also think it's important to understand what type of acquisitions we want to do. We want to find the logic where we can create value together with a quiet company. And some other copycats, you call them, they are just buying to make sure they add sales. And I'm speaking about risk. I think that is much higher risk in the long-term perspective than our model, but that's our philosophy. And we stay tied to our philosophy, and we think that we can continue to do this more than we have done so far, and we have a balance sheet supporting that.
Okay. Good. Perfect. My final question then, boring, but just curious, one of the really big, big projects you have in the backlog is Förbifart Stockholm. Do you have any idea about timing when you might be starting up that one?
No, no changes. I think that there are some discussions with the clients. The rumors we hear is that the production of the tunnel is going quite okay, meaning that it should be possible for us to start a little bit earlier, but I think that is maybe that's up to the customer, Traffic Rack, to decide. So far, no changes. We are following our plan regarding the documentations and the design we are sending in, and so far we are doing very well.
Good. Great. Thank you.
Thank you, Stefan.
Thank you. Ladies and gentlemen, just a reminder, in order to ask a question, please press 01 on your telephone keypad. There are no further questions at this time. Dear speakers, back to you.
Okay. Thank you very much, and for all of you who are interested in our sustainable strategy, we have a presentation of Bravida's strategy regarding the sustainability work we are doing in 15 minutes from now, so welcome to listen in, and you will see and hear an even better side of Bravida than you've heard in this presentation, so thank you very much and welcome. Great buildings make a difference. That's why Bravida exists. Welcome, everyone, to this presentation of the sustainability strategy of Bravida. My name is Mattias Johansson, and I'm CEO in Bravida, so the Nordics, over a third of all CO2 emission comes from housing and construction in the Nordics. I've heard a number around 40% before, and I think that is Europe, but anyway, a lot of the CO2 emissions in our society comes from the industry we are in.
I think that's why it's so important that Bravida, that we contribute to sustainable development. We are focusing on environmental responsibilities that we have in Bravida, our social responsibility, and our economic responsibility. That's three major parts of our strategy. Talking about Bravida's sustainability work and taking that to the next level. Our work is based on our own sustainability policy that was adopted in the beginning of this year, January 2021. We are clarifying how our customer offering can help our customers to improve their work, how they can use less energy resources, etc. Yeah, to be clear, we want to help our customers to be more successful in their sustainability work. We are also trying to decrease our level of CO2 emissions coming from our car fleet.
So we're changing the car fleet and are focusing on many different local things, our own energy consumption in our own premises, etc. And we are working together with the customers to improve, to lower their energy consumptions. And that is four ways of taking our sustainability work to the next level. Bravida complies with international principles and agreements. It's based on the SDG goals, Paris Agreement, EU Taxonomy, and ESG. And this is, of course, a base for all work going ahead within our company. The governance structure is starting with the board of directors. They are talking to us again around the strategy, what they are asking from us as a company. The group management are working with the strategy and how we can actually make sure that the organization is working with it in a good way.
We have a sustainability committee that is taking this to the next step and makes sure that the different countries are working with the right things as well. So the guidance and the governance structure is in place to follow up on this. We have some work on doing regarding how to measure some of these things, but the governance, the structure is in place. So Bravida have different types of focusing regarding this. We have customer offering. Again, we want to help the customers with their sustainability work. We can help them use less energy. We are working with every time we're actually visiting customers, we are helping them to reduce the emissions. If we are changing a fan, a pump, lighting in the building, or we are controlling the whole building throughout the building automation, we are supporting the customers.
Energy consumption in our own buildings, the premises we are hiring, it's important what kind of energy we're using, how much electricity we are using, etc. Our vehicles, our car fleet, we have certain targets for the car fleet. We are buying more and more electric cars today, and we are one of the first in line trying to buy the new cars that are coming out for the service business we're having. And then, of course, we have materials and waste. We are working closely with our partners on the supplier side to make sure that we can improve the work, how to choose the right type of products. Social responsibility is, of course, important as well.
Health and safety. We are focusing a lot to make sure that the working places we are actually offering to our employees, but also to other people in the industry, are safe for our employees. Our highest focus is to make sure that everyone in Bravida comes home safe and in a safe way every day from work. Diversity and employee development is also one thing that we focus a lot on. And then we have the conduct part. Conduct and governance is important. We have supply chain, which we're focusing on, making sure that we have the right type of suppliers and that we also have suppliers that are working with this in their business as well. That is important for us. And by doing all these things, we are covering six out of the 17 SDGs that we have as global targets in the society. Environmental responsibilities.
By 2045, we want to be climate neutral. We want to have reached 55% lower impact in 2030. This is something we want to do throughout the value chain. We want to do that internally in Bravida, and we want to do that with our customers. We're doing that with a comprehensive service and installation solutions with the customers. The entire value chain is what we are talking about, and that should be climate neutral in 2045. We're helping customers reduce their climate impact, as I said a couple of times. Throughout services, we aim to help customers cut emissions by 55% by 2030. We're doing this by regular services. We're doing this with simple efficiency improvements, energy optimizations.
When we are out in the field meeting the customers, our technicians, our project leaders, our leaders are always supposed to help the customers meeting their sustainable targets, helping them reduce, cut their emissions. We can do this by providing new energy solutions, more effective systems, but also new types of energy. Bind this together with building automation to control the total building, to make sure that we connect all the different systems that we in Bravida are one of the few who can act like a one-stop shop, but also make sure that we are not, for example, heating a building at the same time as we're using energy to cool this down. And that is something we can do with the building automation. And then, of course, sustainable material choices.
That is important, not only the material as such, but how the transport is done, how large orders, how much transports, etc. it is. So this is really the reason why Bravida exists from a sustainability perspective. We can help the society to change. Our own climate journey. 100% 2023 will be taken down with 30% by 2025, and this is mainly done by CO2 emissions coming from the existing cars. We are changing the fossil-driven cars to non-fossil-driven. By 2030, we shall have reduced the impact of the CO2 emissions, but by 55%, and we shall be neutral by 2045. We are adapting our operations.
Energy consumption in own buildings is, of course, important to make sure that we actually do the same to ourselves that we can help our customers to do, to make sure that we are not using more energy than needed, to make sure we are improving the type of energy we are using, to be on our toes to make sure that we are choosing the right type of premises for our business. That is, of course, very important. Vehicles and transport, I mentioned it a couple of times, but we are switching to non-fossil-driven cars. We are expanding the possibility to charge our cars within Bravida, and we are trying to do as good service as possible to make sure in our own buildings to make sure that we use as little carbon dioxide as possible, but also not only for the buildings, but also for the transports.
Materials and waste, again, important. Planning extremely thoroughly to make sure that we are not using too much, buying too much material so we get waste. Get them just in time, in the perspective, and in combination with making sure that we are not using too much logistics than needed, and we are training our staff in doing this in a better way than we have done before to make sure that everyone knows that Bravida's strategy regarding sustainability is, of course, very important. Regarding the material, we are always trying to improve the sourcing, the different types of materials, the different types of partners we're having on the supply side, and that is even more important going ahead.
So how we can reduce our most significant environmental impact is, of course, that we first continue to do the investment regarding the cars to make sure it is smooth, easy to charge electric cars, both internally as well as for the customers. Bravida is Bravida's way of actually labeling environmentally assessed products. Bravida should be a label or is a label within Bravida where we're actually telling the staff in Bravida that if you buy this product, which is labeled Bravida, you are doing a good job. You are buying the right product in a sustainability perspective. We have some pilot projects, the Bravida Green Hub that we have been opening in all four countries, started in Oslo a year ago. We opened new green hubs the 1st of September in Stockholm, Gothenburg, Helsinki, Aarhus, and Copenhagen, Kristiansand, Trondheim, and Bergen. I think I remember them all.
Then another one, 1st of October in Stavanger, where we actually are providing close to fossil-free services to our customers that are placed in the city center of these cities. They can get service without any fossil-driven cars. They don't have to pay for parking lots, tolls. We have made sure that our suppliers also are delivering the materials in non-fossil-driven vehicles as well, not from the source where they are produced, but from the nearest central warehouse. So we are actually improving. We're giving the customers a better service and close to fossil-free service. And we can see the interest for this is really high, but we also see that some of the customers are not really ready to take this step because if they don't understand or if they don't walk the talk, I don't know.
But this is something that is growing, and this is a very interesting pilot project that we are doing on a quite wide basis to help our customers to improve their sustainability work. And then we have a pilot together with one partner, which is about circularity in the industry as well. Some of the customers are not ready, as I said, but some other customers are really in the front end and discussing together with us today how we can reuse material, not taking used material away and install new material, but actually use the old material so we can still get a high-quality installation, but with using as much as possible of the old equipment. That's very interesting, I would say. Social responsibility. Health and safety is something I mentioned. Diversity and employee development. Of course, this is really interesting.
Not all our 12,000 employees have really understood what this is really about. I think educating all our leaders is important because the future generation, both regarding the people we want to hire as well as the future customers, they are thinking about sustainability in a totally different way. We really need to focus on this part to be able to be a very attractive employer in the coming years. We want to be and take the responsibility and communicate this in a better way to the market in the industry to make sure that this happens. If you're working in Bravida, you should be treated equally in a very good way. We should have a very good manner, etc. The teams that we are creating, building, are responsible for all this together with the leaders.
This is something we want to develop together with all our employees. I think we have come quite far on this journey in Bravida, but there is so much more we can do. This is one of the focus areas just because of that, of course. Health and safety in Bravida. We are talking about targets for sick leave that should be below 3%. LTIFR below 5.5%. We are around 8.5% today. We have reached the target or met the target in Norway. We have still a journey to go in both Sweden and Denmark and Finland. Denmark and Finland are improving a lot. Sweden is a bit flat for the moment. We really need to increase this work a lot in all these three countries, and we need to continue the good work in Norway.
We are building a team which the employees should be able to feel safe and thrive and develop. We put health and safety first, and we think ahead, and we can care, and we need to care about each other. That's our ambition. We have some activities to be able to meet this target, and we should investigate accident and close accident in a very thorough way, learn from that, and make sure that we don't do the same mistakes twice. We have a systematic way of working to prevent accidents. We have a safety week every year. We have health and safety training, systematic risk assessment. We have a stop approach, which means that we should actually stop, think, observe, and plan the work really thoroughly before we start it.
All employees in Bravida should feel that I'm backing up, that they are working safe or not at all. Sometimes it's quite tricky for all our, for example, service technicians that are shifting one service place to another, one customer to another. Sometimes we need professional customers who know this, who are really understanding. Sometimes we meet customers that are not that familiar with how our technicians can work safe. That is important for us to make sure that our technicians know that they are backed up from Bravida as a company to make sure, again, that they work safe or not at all. We have our annual health and safety week, week 37 every year.
We have an extremely high focus on this to make sure that we are giving the organization a boost to continue to train, to make sure that we have the right focus in management out to the technicians. And we have a group-wide incident management system for risk management where we can find reasons why accidents or close accidents are happening. Regarding the sick leave, we haven't met the target yet, and I think target is something you are striving after. When you meet the target, you need to put another one. And that is the same with the injuries. We have still a way to go, but this is a really important job and is very high on the agenda in Bravida. Employee development in Bravida. Of course, we want to be the most attractive employer in the industry.
We want to have employees who are committed to ensuring customer success. We want to have employees who want to support our sustainability journey, and we want to have people who learn new things every day and take responsibility for the future. We need to have employees who are thinking more about taking sustainability choices. That is important for us. We have targets regarding ENPS, above 20, and we need to reduce the turnover in an organization, and we have a target that says that we need or want to take that down with 3% units the coming years. So together, we are building the best team in the business. Diversity broadens our recruitment base, and that is, of course, important when we want to be more Bravidians. We want to grow.
We need more resources, and that's why it's so important that we broaden our base when we're hiring new talents. Together, we are building a team which employees thrive and develop, and we promote good leadership and skills development for all. We recruit, induct new employees. We develop employees in existing roles, and we achieve inclusive and inspiring leadership. That is a couple of things that we are focusing on in Bravida. Conduct and supply chain. Of course, this is so important for us. As employees, we expect responsible behavior from each other, and we have equally high expectations for our suppliers. We have long-term goals regarding this, and we have long-term goals as well as short-term goals.
And for example, all employees are going to take educations within Bravida, and we started one education a couple of months ago, launching the education regarding Code of Conduct in Sweden and security regarding IT just before the summer. And we are following up how many of the employees who have taken the courses, etc. We are going to launch this in the other countries as well. And one example is the Code of Conduct education is taken by around 30% in Sweden in two months' time. And this is, of course, something we need to improve even more. But 30% within two months' time is quite a good number. We need to improve this even more, and we are going to launch this in the other countries the coming quarters as well. A mutual compass for business activities.
The Bravida Way and our Code of Conduct act as our compass and help us create a healthy, long-term business relationship and a resilient society, and we have our Bravida Way, which is the way we operate, how we actually behave, what kind of systems we are using, one culture, and Bravida Code of Conduct is one part of the Bravida Way. Code of Conduct training for all employees, and I mentioned we just launched that in Sweden. Close to 40% or around 40% have taken the course already. Equally high requirements for our suppliers as ourselves. We have high expectations on ourselves in Bravida. I have high expectations on myself, on my management group, as well as all other leaders in Bravida, but we also have high requirements of our suppliers. Being a supplier or even a partner to Bravida means something.
You need to sign our standards regarding Code of Conduct for suppliers, and all suppliers must meet the requirements defined in Bravida's Code of Conduct. Only assessed and approved suppliers in the purchasing system. So when you're using our purchasing system and buying a product, you should be able to choose a broad product, and you know if the supplier is in the system that that supplier has signed our Code of Conduct for suppliers. Sustainable solutions are where our future starts and will be at the heart of everything we do. Our society is changing, and Bravida is a part of that change. We need to take part in this change, and we want to lead the change in our industry. It is actually actions and the result out of our actions that is counted. We can't have actions that do not give any results.
We need to change our way of acting. We need more employees who are taking more sustainability decisions, etc., and we don't have all the answers today, but we are learning, developing, and working together to take the stops or the steps needed, the actions needed. And I think that is important. We have started the journey a couple of years back. We are discussing this more and more often, and we are getting better and better on this. And this strategy is really good. And the good thing with our strategy is that we can help and support the customers to do the same. So, with that said, thank you very much. And maybe I don't know if we have any listeners who want to ask a question or two. Let's see. No, we don't have any questions. No, no questions.
This broadcast or this presentation will be able for you to see on our web page later on. So thank you very much for listening, and have a nice.