Finnish environmental services company Lamor entered 2026 with three priorities: restoring growth in its environmental services business, bringing the Kilpilahti circular oil plant into production, and refinancing a green bond maturing later this year. The first quarter showed progress in cost control, but little evidence yet that the broader turnaround is taking hold.

The provider of pollution response, remediation, recycling, and water treatment services reported a 25% year-over-year slump in revenue to €14.3 million, while EBIT declined to a loss of €0.4 million from a profit of €1.6 million a year earlier, according to the recent first-quarter report. Orders received dropped to €8.3 million from €27.6 million, and the order backlog contracted 39% to €60.4 million.

The numbers do not invalidate Lamor's full-year guidance of €80–92 million in revenue, but they increase the amount of execution required in the second half.

Order intake raises the pressure on H2

The revenue decline was largely anticipated. Lamor had already indicated that the first half would be weak and that performance would be weighted toward the second half of the year.

The more important signal was order intake. New orders totaled €8.3 million during the quarter, down nearly 70% from the comparison period. Although the company ended March with a €60.4 million backlog, that figure was down from €98.9 million a year earlier.

Revenue remained heavily concentrated. The Kuwait soil remediation project contributed €4.3 million, broadly unchanged from €4.2 million a year earlier. Equipment deliveries in Europe and service projects in South America accounted for much of the remaining revenue.

The largest new orders announced during the quarter were a €2.5 million environmental protection technology order in Kazakhstan and around €1 million orders from the UAE and Peru. While meaningful, they are modest relative to the revenue required to reach full-year guidance.

Kilpilahti remains the key strategic project

The Kilpilahti circular oil plant remains central to Lamor's long-term growth plans. The facility is designed to convert plastic waste into certified circular oil and support Finland's broader recycling objectives.

During the first quarter, work focused on preparations for the ramp-up of the first production line. According to the company, supplementary installations related to exceptional operating situations are still being completed in cooperation with the Finnish Safety and Chemicals Agency (Tukes). The target remains to begin production ramp-up by the end of June.

CEO Fred Larsen highlighted the project's long-term potential:

"We see significant long-term value-creation potential in the chemical recycling of plastics and in certified circular oil, and we are progressing systematically with the commercialisation of the concept."

Lamor expects revenue from circular oil production to increase gradually toward the end of the year. The company is also evaluating partners for a future majority sale of the recycling plant.

Financing remains a critical issue

Operational performance cannot be separated from Lamor's financing position.

The company's senior green bond matures during the third quarter of 2026. Lamor disclosed that it did not comply with the covenant limiting the ratio of net debt to adjusted EBITDA to below 3.5x. Lenders have waived the breach, but refinancing discussions remain ongoing.

At the end of March, net gearing stood at 100.9%, while the equity ratio was 33.7%, compared with a covenant floor of 30%.

The company's auditor, Ernst & Young, highlighted material uncertainties related to the refinancing process in its audit opinion on the 2025 annual report. That emphasis remains in place.

Cost reductions are showing results

The clearest area of progress was cost control.

Lamor's new global operating model and related efficiency program reduced fixed costs by €1 million year over year during the quarter. The company continues to target €8 million in annualized savings by the end of 2026 compared with 2024 levels.

Headcount fell from 729 employees at the end of the first quarter of 2025 to 567 employees a year later, a reduction of 22%.

Cash flow also improved. Operating cash flow remained negative at €0.7 million but improved significantly from the €5.6 million outflow recorded a year earlier. Net working capital declined from €55.8 million to €35.1 million, helping ease near-term liquidity pressure.

The next milestones matter

Lamor's long-term investment case remains intact. Environmental services, pollution response, and chemical recycling continue to be supported by regulatory and environmental trends.

The challenge is timing.

To meet its 2026 objectives, Lamor must deliver on several fronts simultaneously. The bond refinancing must be completed, Kilpilahti must enter production and ramp up successfully, and the core business must convert backlog and new orders into substantially stronger second-half revenue.

The company's half-year report on July 28 is likely to provide much clearer evidence on all three. By then, investors should have greater visibility into the status of the refinancing process, the start-up of Kilpilahti, and whether the revenue trajectory required to meet full-year guidance remains achievable.

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Business

Lamor's turnaround remains a second-half story

Lamor's turnaround remains a second-half story

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5 min read

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Credit: Lamor

Credit: Lamor

Finnish environmental services company Lamor entered 2026 with three priorities: restoring growth in its environmental services business, bringing the Kilpilahti circular oil plant into production, and refinancing a green bond maturing later this year. The first quarter showed progress in cost control, but little evidence yet that the broader turnaround is taking hold.

The provider of pollution response, remediation, recycling, and water treatment services reported a 25% year-over-year slump in revenue to €14.3 million, while EBIT declined to a loss of €0.4 million from a profit of €1.6 million a year earlier, according to the recent first-quarter report. Orders received dropped to €8.3 million from €27.6 million, and the order backlog contracted 39% to €60.4 million.

The numbers do not invalidate Lamor's full-year guidance of €80–92 million in revenue, but they increase the amount of execution required in the second half.

Order intake raises the pressure on H2

The revenue decline was largely anticipated. Lamor had already indicated that the first half would be weak and that performance would be weighted toward the second half of the year.

The more important signal was order intake. New orders totaled €8.3 million during the quarter, down nearly 70% from the comparison period. Although the company ended March with a €60.4 million backlog, that figure was down from €98.9 million a year earlier.

Revenue remained heavily concentrated. The Kuwait soil remediation project contributed €4.3 million, broadly unchanged from €4.2 million a year earlier. Equipment deliveries in Europe and service projects in South America accounted for much of the remaining revenue.

The largest new orders announced during the quarter were a €2.5 million environmental protection technology order in Kazakhstan and around €1 million orders from the UAE and Peru. While meaningful, they are modest relative to the revenue required to reach full-year guidance.

Kilpilahti remains the key strategic project

The Kilpilahti circular oil plant remains central to Lamor's long-term growth plans. The facility is designed to convert plastic waste into certified circular oil and support Finland's broader recycling objectives.

During the first quarter, work focused on preparations for the ramp-up of the first production line. According to the company, supplementary installations related to exceptional operating situations are still being completed in cooperation with the Finnish Safety and Chemicals Agency (Tukes). The target remains to begin production ramp-up by the end of June.

CEO Fred Larsen highlighted the project's long-term potential:

"We see significant long-term value-creation potential in the chemical recycling of plastics and in certified circular oil, and we are progressing systematically with the commercialisation of the concept."

Lamor expects revenue from circular oil production to increase gradually toward the end of the year. The company is also evaluating partners for a future majority sale of the recycling plant.

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Financing remains a critical issue

Operational performance cannot be separated from Lamor's financing position.

The company's senior green bond matures during the third quarter of 2026. Lamor disclosed that it did not comply with the covenant limiting the ratio of net debt to adjusted EBITDA to below 3.5x. Lenders have waived the breach, but refinancing discussions remain ongoing.

At the end of March, net gearing stood at 100.9%, while the equity ratio was 33.7%, compared with a covenant floor of 30%.

The company's auditor, Ernst & Young, highlighted material uncertainties related to the refinancing process in its audit opinion on the 2025 annual report. That emphasis remains in place.

Cost reductions are showing results

The clearest area of progress was cost control.

Lamor's new global operating model and related efficiency program reduced fixed costs by €1 million year over year during the quarter. The company continues to target €8 million in annualized savings by the end of 2026 compared with 2024 levels.

Headcount fell from 729 employees at the end of the first quarter of 2025 to 567 employees a year later, a reduction of 22%.

Cash flow also improved. Operating cash flow remained negative at €0.7 million but improved significantly from the €5.6 million outflow recorded a year earlier. Net working capital declined from €55.8 million to €35.1 million, helping ease near-term liquidity pressure.

The next milestones matter

Lamor's long-term investment case remains intact. Environmental services, pollution response, and chemical recycling continue to be supported by regulatory and environmental trends.

The challenge is timing.

To meet its 2026 objectives, Lamor must deliver on several fronts simultaneously. The bond refinancing must be completed, Kilpilahti must enter production and ramp up successfully, and the core business must convert backlog and new orders into substantially stronger second-half revenue.

The company's half-year report on July 28 is likely to provide much clearer evidence on all three. By then, investors should have greater visibility into the status of the refinancing process, the start-up of Kilpilahti, and whether the revenue trajectory required to meet full-year guidance remains achievable.

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Topics

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Authors

Emmi Laine is head of business content at Listeds and our lead for finance and business coverage. She sets the editorial agenda, interviews Nordic business leaders, and writes stories, newsletters, and social content on timely market and corporate topics. Emmi brings nearly eight years of experience from Shanghai's Yicai Global / Yicai Media Group, where she was awarded for reporting on China’s economy, finance sector, and technology innovation. She holds an MSc in Innovation and Entrepreneurship from ESADE Business School in Barcelona and a Master’s degree in International Design Business Management from Aalto University. She also holds a Bachelor’s degree in Culture Studies with a major in Journalism from Stockholm University and has studied Mandarin Chinese and Chinese culture. Emmi is a Finnish citizen and has lived in Finland, Sweden, China, and Portugal.

Emmi Laine is head of business content at Listeds and our lead for finance and business coverage. She sets the editorial agenda, interviews Nordic business leaders, and writes stories, newsletters, and social content on timely market and corporate topics. Emmi brings nearly eight years of experience from Shanghai's Yicai Global / Yicai Media Group, where she was awarded for reporting on China’s economy, finance sector, and technology innovation. She holds an MSc in Innovation and Entrepreneurship from ESADE Business School in Barcelona and a Master’s degree in International Design Business Management from Aalto University. She also holds a Bachelor’s degree in Culture Studies with a major in Journalism from Stockholm University and has studied Mandarin Chinese and Chinese culture. Emmi is a Finnish citizen and has lived in Finland, Sweden, China, and Portugal.

Devdatta Temgire is a data and business analyst at Listeds. He contributes research, data analysis, and pattern detection to the publication’s coverage of Nordic-listed companies, with a focus on board composition, leadership transitions, and financials. He holds an honors degree in artificial intelligence and data science alongside a bachelor’s in computer engineering, and previously worked at KPMG.

Devdatta Temgire is a data and business analyst at Listeds. He contributes research, data analysis, and pattern detection to the publication’s coverage of Nordic-listed companies, with a focus on board composition, leadership transitions, and financials. He holds an honors degree in artificial intelligence and data science alongside a bachelor’s in computer engineering, and previously worked at KPMG.

Authors

Journalist

Emmi Laine is head of business content at Listeds and our lead for finance and business coverage. She sets the editorial agenda, interviews Nordic business leaders, and writes stories, newsletters, and social content on timely market and corporate topics. Emmi brings nearly eight years of experience from Shanghai's Yicai Global / Yicai Media Group, where she was awarded for reporting on China’s economy, finance sector, and technology innovation. She holds an MSc in Innovation and Entrepreneurship from ESADE Business School in Barcelona and a Master’s degree in International Design Business Management from Aalto University. She also holds a Bachelor’s degree in Culture Studies with a major in Journalism from Stockholm University and has studied Mandarin Chinese and Chinese culture. Emmi is a Finnish citizen and has lived in Finland, Sweden, China, and Portugal.

Devdatta Temgire is a data and business analyst at Listeds. He contributes research, data analysis, and pattern detection to the publication’s coverage of Nordic-listed companies, with a focus on board composition, leadership transitions, and financials. He holds an honors degree in artificial intelligence and data science alongside a bachelor’s in computer engineering, and previously worked at KPMG.

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Executive Intelligence

Nordea catches Nokia at the top of Helsinki board pay

Nordea raised its chair fee by 10% this spring, to €440,000 a year. Its chair is now paid exactly as much as Nokia's, and both earn far more than the chair of any other Helsinki large cap.

A year ago Nordea paid its chair €400,000, the second-highest fee in the segment. This year's annual general meeting added €40,000. Nokia kept its chair fee unchanged at €440,000.

The gap to the rest is wide. The third-highest chair fee is Sampo's €250,000, followed by UPM at €240,000. The typical large cap chair earns €166,500, so Nordea and Nokia pay their chairs about 2.6 times as much.

Nordea now pays its chair as much as Nokia
Ten highest annual chair fees among Helsinki large caps, 2026 AGMs
Nokia€440,000Nordea€440,000Sampo€250,000UPM€240,000Stora Enso€221,728KONE€220,000Wärtsilä€212,000SSAB*€203,700Telia*€199,500Neste€195,000€0€100k€200k€300k€400k€500k€600k
*Set in SEK, converted at the ECB reference rate on the AGM date (SEK 10.8485 per euro for SSAB on 28 April 2026; SEK 10.8765 for Telia on 9 April 2026) and rounded to the nearest €100.
Source: Listeds board remuneration data, AGM resolution releases 2026

Nordea gave its chair a bigger raise than the rest of its board

The rest of the Nordea board received smaller raises. Ordinary members went up 3.1%, to €115,500, and the vice chair 5.6%, to €190,000. As a result, Nordea's chair now earns 3.8 times what an ordinary board member earns, up from 3.6 times a year ago. No other large cap has a wider gap between its chair and its members.

Nokia pays every board seat at the top of the market

Nokia spreads its money differently. An ordinary member of the Nokia board earns €185,000 a year, more than the chair is paid at 21 of the 32 large caps. Nokia's vice chair earns €210,000, the highest vice chair fee in the segment. Nordea pays most for the chair; Nokia pays the most, or joint most, for every seat.

The top fee has not risen, but two boards now pay it

For nomination boards preparing next year's proposals, the highest chair fee in Helsinki has not moved: Nokia already paid €440,000 in 2025. What has changed is that it is no longer a single outlier. Two of the largest boards in the market now pay the same top fee, and no other board comes close.

Leadership Moves

Oma Savings Bank CEO Karri Alameri steps down weeks after S-Bank takes 96% control

Oma Savings Bank and CEO Karri Alameri have agreed that he will leave the role on 5 November 2026, with his employment ending on 5 May 2027. Alameri will stand for election to the board, which is starting a process to nominate his successor.

Alameri was hired in 2024 to steady the bank after a turbulent year. 

OmaSp’s board appointed Alameri in September 2024, with a start date no later than 1 April 2025, and Sarianna Liiri served as interim CEO until he took over. He joined from the Savings Banks Group, where he had been CEO since 2022, after earlier management roles at OP Financial Group and Danske Bank.

At the time, Alameri said the news flow around OmaSp had been exceptionally challenging in recent months, and that the aim was to “bring the bank back to a good growth and earnings track”.

The exit follows S-Bank’s takeover of the bank

Bloomberg reported in July that S-Bank had agreed to buy OmaSp for EUR 17.20 a share in cash, valuing its equity at about EUR 571 million and representing a premium of about 47% to the previous day’s closing price. According to the report, OmaSp’s board unanimously recommended the offer, and S-Bank said it aims to delist the bank from Nasdaq Helsinki. 

After settling the offer, S-Bank owned 96.40% of OmaSp’s shares and votes on 7 October. OmaSp now describes itself as part of S-Bank Group.

Bloomberg also reported that S-Bank expected the deal to have no immediate material effect on OmaSp’s operations, employees or branch network, but that it intended to change the board after completion and keep the bank as a subsidiary.

S&P raised its long-term rating on the bank to BBB+ from BBB, calling it a highly strategic subsidiary that would benefit from group support if needed.

The January strategy now sits inside a larger group

In January, the board approved a 2026 to 2029 strategy with targets including comparable return on equity above 14%, a cost-to-income ratio below 50% and annual fee and commission income growth above 10%. The cost-to-income ratio stood at 56.1% in 2025. How much of that plan survives integration into S-Bank is now a question for the new owner.

Alameri leaves with guidance cut

Profit has been under pressure throughout his final year. Comparable profit before taxes fell 34% to EUR 56.9 million in 2025 from EUR 86.7 million, as net interest income dropped 20.9%. In the first half of 2026, comparable profit before taxes held at EUR 23.6 million, but net interest income fell a further 20.7%.

In February, OmaSp expected 2026 profit to decline slightly. On 29 September, it said profit will instead fall significantly, citing a shrinking loan portfolio, slower fee income growth, non-performing loans declining more slowly than expected and costs from the tender offer process.

S-Bank will replace most of the board on the day Alameri steps down

OmaSp has called an extraordinary general meeting for 5 November. S-Bank holds about 96.79% of the shares and votes excluding treasury shares, and has decided to redeem the remaining shares under the Finnish Limited Liability Companies Act.

S-Bank proposes cutting the board to five members from the eight elected at the April AGM. The candidates are S-Bank CEO Riikka Laine-Tolonen, Mika Heikkilä, Jussi Sokka, Karri Alameri and current director Irma Gillberg-Hjelt. Gillberg-Hjelt is the only one independent of both the company and its significant shareholders, while Laine-Tolonen, Heikkilä and Sokka are not independent of a significant shareholder. Regulatory approvals are pending for all five.

The meeting is also set to disband the shareholders’ nomination committee and remove it from the articles of association. S-Bank proposes replacing PwC, which the April AGM elected as auditor and sustainability reporting assurer until the 2027 AGM, with KPMG, which already holds both roles at S-Bank. Board members in full-time employment or a similar relationship with an S-Bank Group company would receive no board remuneration or expense reimbursement 

On 5 November, Alameri is set to move from the CEO office to a five-member board on which three directors are not independent of S-Bank. The search for his successor will run under the bank’s new ownership.

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