Sitowise has agreed to sell its Swedish subsidiary, Sitowise Sverige AB, to engineering and consulting giant Sweco, marking a significant step in the Finnish engineering consultancy’s efforts to improve profitability and sharpen its strategic focus.

The transaction follows several years of challenges in the Swedish market, where weak construction activity, intense competition and declining demand weighed heavily on performance. In 2025, the Swedish business generated net sales of €26.3 million and employed around 265 people, but remained loss-making despite extensive restructuring efforts.

The sale comes less than a year after Sitowise recorded a €39.6 million goodwill impairment related to its Swedish operations, reflecting lower expectations for the business's future earnings potential. Since then, management has implemented cost reductions, reorganized operations and strengthened sales efforts, creating what it describes as the conditions necessary for a successful divestment.

Under the agreement, Sweco will acquire the entire Swedish consulting business for an enterprise value of around €3 million. The deal also includes a potential earn-out of up to €2 million linked to long-term lease liabilities, payable between 2027 and 2029 if certain conditions are met.

"The transaction marks a new phase for Sitowise," acting CEO Jannis Mikkola said in a statement. He added that the company's remaining businesses, Infra, Buildings and Digital Solutions, now provide a solid platform for growth and improved profitability.

Sitowise's Digital Solutions operations in Sweden, formerly known as Infracontrol, are not part of the transaction and will remain within the group.

The deal is expected to close during the third quarter of 2026, subject to regulatory approvals and customary closing conditions.

Listeds interviewed Sitowise CEO Anna Wäck for an in-depth story about the company’s strategic direction in April. You can find out more about those insights here.

|

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Business

Sitowise exits Sweden in strategic reset 

Sitowise exits Sweden in strategic reset 

·

5 min read

Explore and follow profiles from this article to get timely updates:

Sitowise has agreed to sell its Swedish subsidiary, Sitowise Sverige AB, to engineering and consulting giant Sweco, marking a significant step in the Finnish engineering consultancy’s efforts to improve profitability and sharpen its strategic focus.

The transaction follows several years of challenges in the Swedish market, where weak construction activity, intense competition and declining demand weighed heavily on performance. In 2025, the Swedish business generated net sales of €26.3 million and employed around 265 people, but remained loss-making despite extensive restructuring efforts.

The sale comes less than a year after Sitowise recorded a €39.6 million goodwill impairment related to its Swedish operations, reflecting lower expectations for the business's future earnings potential. Since then, management has implemented cost reductions, reorganized operations and strengthened sales efforts, creating what it describes as the conditions necessary for a successful divestment.

Under the agreement, Sweco will acquire the entire Swedish consulting business for an enterprise value of around €3 million. The deal also includes a potential earn-out of up to €2 million linked to long-term lease liabilities, payable between 2027 and 2029 if certain conditions are met.

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Your weekly leadership intelligence briefing.

What happened, why it matters, and what to watch across every CEO, board, and executive move in Nordic listed companies, starting with Finland. Fast, factual, and to the point.

Delivered every Monday.

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"The transaction marks a new phase for Sitowise," acting CEO Jannis Mikkola said in a statement. He added that the company's remaining businesses, Infra, Buildings and Digital Solutions, now provide a solid platform for growth and improved profitability.

Sitowise's Digital Solutions operations in Sweden, formerly known as Infracontrol, are not part of the transaction and will remain within the group.

The deal is expected to close during the third quarter of 2026, subject to regulatory approvals and customary closing conditions.

Listeds interviewed Sitowise CEO Anna Wäck for an in-depth story about the company’s strategic direction in April. You can find out more about those insights here.

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Five sessions, one cohort, twenty leaders in one room - Helsinki, 2026.

Board Programme

Built for Nordic listed company boards.

The only programme in the Nordics designed specifically for listed-company board work.
Five sessions, one cohort, twenty leaders in one room - Helsinki, 2026.

Topics

# Topics

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.

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.

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All Listeds newsletters (bundle)

One sign-up, the full picture.

Get every Listeds newsletter: the daily signal drumbeat, the weekly Pulse briefing, the monthly Best of the Month, the CEO letter, and the Weekend read.

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Latest on Listeds

Columnists

The Next Nordic advantage‌ - What if talent, capital and innovation start flowing north?‌

Sep 8, 2026

Geopolitical discussions have been framed through the lens of the Global West, Global East and Global South. Recently, a fourth concept has started to emerge in strategic discussions: the Global North.

The term is usually used more broadly to describe the developed world as a whole. In this column, I deliberately narrow it to the Nordic region because it represents a distinctive institutional model.

I first encountered the idea when Finland's President Alexander Stubb discussed the possibility of the Global North as an emerging geopolitical force during an interview on Ykkösaamu, one of Finland's leading current affairs programmes, in February 2026.
Strong Nordic cooperation is one dimension of this thinking.

Are we moving towards a new geopolitical geometry? The significance of the North has grown in recent years through developments such as NATO's enlargement and the increasing strategic importance of the Arctic region. The Arctic has received unprecedented international attention, not only because of security concerns, but also because of its growing relevance for energy, infrastructure, logistics and critical resources. 

The growing strategic importance of the Nordic region is reflected for instance in NATO's decision to establish its Forward Land Forces Multinational Staff Element in Rovaniemi, creating a permanent NATO presence in Northern Finland.

In 2026, the U.S. Coast Guard moved forward with plans to procure 11 new icebreakers from Finland, relying heavily on Finnish icebreaker expertise and shipbuilding capabilities.

The Nordic Effect

For decades, the United States has been the world's dominant magnet for talent, capital and innovation. Yet recent policy shifts and a growing emphasis on "America First" raise a strategic question worth putting to a board: What if America First ultimately makes America less attractive to global talent, capital and ideas? It is a possibility worth exploring. What if a more fragmented geopolitical environment gradually disperses global flows of talent, investment and innovation? What if some of these flows begin seeking more predictable destinations? This is where the Global North starts to matter commercially.

The defining characteristics of the Nordic region include stable societies, low levels of corruption, strong educational systems, safety and security, a strong rule of law, well-functioning institutions, advanced innovation ecosystems and a long tradition of diplomacy and cooperation. These are often described as social strengths. In an increasingly fragmented world, they may also become strategic economic assets.
For instance The World Justice Project's Rule of Law Index 2025 ranked Denmark 1st, with Norway and Finland immediately behind among the strongest rule-of-law countries in the world. Nordic countries also perform exceptionally well in innovation: in the Global Innovation Index 2024

When political risk increases elsewhere, predictability itself may become a competitive advantage and characteristics of an attractive investment environment. 

How could your company benefit if the Nordic region became an increasingly attractive destination for talent, investment and innovation?

No Nordic country can compete with the United States or China on scale alone. Together, however, the region represents a globally relevant platform for innovation, technology, research and investment. The four Nordic exchanges — Helsinki, Stockholm, Copenhagen and Oslo — are already a single functioning market.

Another signal of deeper Nordic integration can be seen in capital markets. In August 2026, Bloomberg reported that the Nordic Compass initiative was exploring a common Nordic stock exchange bringing together the markets of Sweden, Denmark, Norway and Finland. The initiative includes major Nordic actors such as Wallenberg Investments, EQT, Nordea, Nokia, Kone, Nasdaq and the Novo Nordisk Foundation. Its stated ambition is to strengthen the region's ability to compete for capital and support growth companies at a scale that individual Nordic markets struggle to achieve alone. Such discussions suggest that the idea of the Nordics acting as a more integrated economic platform is already moving from geopolitical speculation into practical business strategy.

If the twentieth century rewarded scale and the early twenty-first century rewarded speed, the next decade may reward trusted collaboration.

What's Next?

Whether the Global North emerges as a recognised centre of power remains uncertain. But uncertainty is precisely why boards should explore the possibility.

One of the core purposes of strategic foresight is not to predict what will happen, but to expand the range of possibilities organisations are prepared for. The most valuable strategic question is rarely "What will happen?" It is "What becomes possible if this happens?"

For boards, a practical starting point is visioning.

Imagine it is 2035 and the Global North has become one of the world's most attractive destinations for talent, investment and innovation.

  • What would be the desired role that your company wants to play in that future? 

  • What capabilities would that require?

  • Which partnerships should be built today?

  • What opportunities might competitors overlook?

The companies that benefit most from emerging shifts are rarely those that predict the future correctly. They are those that recognise new possibilities early and position themselves accordingly. 

The future is built, not forecast.

Minna Koskelo

Founder and CEO, 11Helsinki

She is also Founder and Chair of the Board of Futures Finland, a founding organisation of the Nordic Foresight Network. Her work focuses on strategic foresight, helping organisations turn foresight into action.

Nordic Foresight

Minna Koskelo

The Nordic Foresight Network is a network of foresight professionals advancing futures thinking across the Nordic region.

Nordic Foresight Network

The Nordic Foresight Column is a monthly series by Nordic Foresight Network in which foresight professionals from the five Nordic countries examine the shifts shaping the region.

Leadership Moves

Teemu Kokko moves from Arvo's board to its chief executive's chair

Sep 7, 2026

Kokko becomes deputy CEO in December and chief executive on 1 April 2027, after five years on Arvo's board of directors. The nomination committee that selected him sits under the supervisory board, one level above that board; Arvo has not disclosed whether he keeps his seat.

On 1 September 2026, Arvo Sijoitusosuuskunta released as inside information that Teemu Kokko will become its chief executive. He starts as deputy CEO in early December 2026 and takes over on 1 April 2027.

Kokko joins from the insurance underwriter Arch Underwriters Europe Oy, where he is regional director. He has also been a member of Arvo's board of directors since 2021.

The committee sits one level up

Arvo is a cooperative. Its highest governing body is not the board of directors but the supervisory board which represents the members, has 18 to 30 seats, serves three-year terms and meets roughly three times a year. That body appoints a nomination committee from among its own members.

When Jari Pirinen announced on 8 September 2025 that he would retire in spring 2027 on turning 66, Arvo said management succession planning sat with that committee, and supervisory board chair Tuomo Tamminen said it would report on progress later.

So the body that selected Kokko is not the board Kokko sits on. It is drawn from a members' organ and answers to the members.

In a listed limited company there is no such layer. The board appoints the chief executive itself. That is the comparison for any Finnish board weighing one of its own directors as a successor: Arvo can point to a committee above the board; a listed board has to show its process instead.

Two things Arvo has not disclosed. The release does not say whether Kokko remains a member of the board of directors once he becomes deputy CEO in December or chief executive in April. Nor does it say how the board handled his candidacy, he has been a director throughout the period covered by the succession process announced in September 2025.

Arvo's board was re-elected in February 2026 and comprises Marjo Kolehmainen as chair (a director since 2018, chair since 2022), Mika Kiljala as vice chair (director since 2017), Juha Laakkonen and Kokko (both since 2021), and Titta Mantila (since 2024).

The handover runs 19 months end to end

Retirement flagged in September 2025. Successor named in September 2026. Four months as deputy chief executive from early December 2026. Handover on 1 April 2027. Pirinen then moves to special duties on the board of directors from that date, takes accrued leave, and retires on 31 May 2027.

That is a longer and more pre-committed sequence than Helsinki practice, where chief executive changes are often announced with an interim in place and a search still running.

The numbers he inherits, and the transaction inside them

Arvo reported group operating profit of EUR 8.5 million for the first half of 2026, against EUR 6.5 million a year earlier, and a net result of EUR 7.0 million against EUR 2.7 million. Annualised return on invested capital was 17.0 per cent, against 10.3 per cent. Equity per unit rose to EUR 123 from EUR 117.

Most of the step-up traces to one position. Arvo sold its entire holding of 896,806 shares in Nasdaq Stockholm-listed HANZA AB in March 2026 for a capital gain of approximately EUR 6.9 million. It had taken those shares in 2025 as part of the price for exiting Leden Group — a Finnish seller accepting equity in a Swedish listed acquirer, then realising it inside twelve months. That structure is the more transferable lesson in the half-year for anyone selling a Finnish asset across the Gulf of Bothnia.

Underlying performance was already ahead of target before the disposal. Parent-company return on invested capital was 10.1 per cent for full-year 2025, which the company said clearly exceeded the board's return target, and the board proposed a per-unit interest of EUR 5.77, which Arvo characterised as about 60 per cent of the year's earnings. At the end of 2025 the cooperative had 22,373 members and 814,470 units.

The units closed at EUR 84.20 on 3 September 2026. Equity per unit was EUR 123 at 30 June 2026. On those two dates the units traded roughly 32 per cent below reported equity per unit — a gap readers should weigh themselves, and one measured across a two-month interval rather than at a single date. Inderes rates the units Accumulate as at 21 August 2026; Arvo is a commissioned research client of Inderes, and its coverage should be read with that in mind.

The mandate points one way, the reported share the other

Tamminen set the direction in the appointment release:

"Under Teemu's leadership, we believe Arvo's investment operations will develop further and the share of direct investments will grow."

He paired it with a constraint in the same release:

"We continue to regard it as important that Arvo remains a stable payer of the per-unit interest, as in previous years."

Grow the illiquid share; keep the cash distribution steady. Those two pull against each other, and holding both is the substance of the job.

The measured direct share has been moving the other way. Direct investments were 47 per cent of the portfolio at fair value at the end of 2025, up from 44 per cent a year earlier. At 30 June 2026 they were 40 per cent, against 45 per cent at 30 June 2025.

The profit and the fall have a common cause: the HANZA exit produced the gain and removed a direct holding. So the growth mandate starts from a lower base than the 2025 figures suggest. 

Deal activity has continued. Arvo took a minority stake in bus operator Wiimax Oy alongside Wiimax's acquisition of J.M. Eskelisen Lapin Linjat Oy, and joined a Helmet Capital-led investor group in Oskutuote Oy, a wild bird food specialist.

Why it matters beyond one cooperative

Arvo listed its units on Nasdaq First North Growth Market Finland, Cooperatives segment, on 20 June 2023 under the ticker ARVOSK — the first cooperative units listed on Nasdaq's Nordic markets. It is a listed issuer with a members' register the size of a mid-cap shareholder base and a governance architecture most Finnish listed companies gave up decades ago.

Three questions for any company announcing a new chief executive.

  • Who runs the process, and does that body sit above the candidate or beside him? Arvo can point one level up.

  • What gets disclosed at the moment of appointment? Whether the incoming chief executive keeps a board seat, and how his candidacy was handled, are reasonable things for a market to be told at announcement rather than to reconstruct afterwards.

  • What is the mandate measured against? Kokko is asked to grow direct investments while keeping the per-unit interest stable, from a direct share that fell in the most recent reported period, after a disposal that produced the profit he inherits credit for.

Latest on Listeds

Columnists

The Next Nordic advantage‌ - What if talent, capital and innovation start flowing north?‌

Sep 8, 2026

Geopolitical discussions have been framed through the lens of the Global West, Global East and Global South. Recently, a fourth concept has started to emerge in strategic discussions: the Global North.

The term is usually used more broadly to describe the developed world as a whole. In this column, I deliberately narrow it to the Nordic region because it represents a distinctive institutional model.

I first encountered the idea when Finland's President Alexander Stubb discussed the possibility of the Global North as an emerging geopolitical force during an interview on Ykkösaamu, one of Finland's leading current affairs programmes, in February 2026.
Strong Nordic cooperation is one dimension of this thinking.

Are we moving towards a new geopolitical geometry? The significance of the North has grown in recent years through developments such as NATO's enlargement and the increasing strategic importance of the Arctic region. The Arctic has received unprecedented international attention, not only because of security concerns, but also because of its growing relevance for energy, infrastructure, logistics and critical resources. 

The growing strategic importance of the Nordic region is reflected for instance in NATO's decision to establish its Forward Land Forces Multinational Staff Element in Rovaniemi, creating a permanent NATO presence in Northern Finland.

In 2026, the U.S. Coast Guard moved forward with plans to procure 11 new icebreakers from Finland, relying heavily on Finnish icebreaker expertise and shipbuilding capabilities.

The Nordic Effect

For decades, the United States has been the world's dominant magnet for talent, capital and innovation. Yet recent policy shifts and a growing emphasis on "America First" raise a strategic question worth putting to a board: What if America First ultimately makes America less attractive to global talent, capital and ideas? It is a possibility worth exploring. What if a more fragmented geopolitical environment gradually disperses global flows of talent, investment and innovation? What if some of these flows begin seeking more predictable destinations? This is where the Global North starts to matter commercially.

The defining characteristics of the Nordic region include stable societies, low levels of corruption, strong educational systems, safety and security, a strong rule of law, well-functioning institutions, advanced innovation ecosystems and a long tradition of diplomacy and cooperation. These are often described as social strengths. In an increasingly fragmented world, they may also become strategic economic assets.
For instance The World Justice Project's Rule of Law Index 2025 ranked Denmark 1st, with Norway and Finland immediately behind among the strongest rule-of-law countries in the world. Nordic countries also perform exceptionally well in innovation: in the Global Innovation Index 2024

When political risk increases elsewhere, predictability itself may become a competitive advantage and characteristics of an attractive investment environment. 

How could your company benefit if the Nordic region became an increasingly attractive destination for talent, investment and innovation?

No Nordic country can compete with the United States or China on scale alone. Together, however, the region represents a globally relevant platform for innovation, technology, research and investment. The four Nordic exchanges — Helsinki, Stockholm, Copenhagen and Oslo — are already a single functioning market.

Another signal of deeper Nordic integration can be seen in capital markets. In August 2026, Bloomberg reported that the Nordic Compass initiative was exploring a common Nordic stock exchange bringing together the markets of Sweden, Denmark, Norway and Finland. The initiative includes major Nordic actors such as Wallenberg Investments, EQT, Nordea, Nokia, Kone, Nasdaq and the Novo Nordisk Foundation. Its stated ambition is to strengthen the region's ability to compete for capital and support growth companies at a scale that individual Nordic markets struggle to achieve alone. Such discussions suggest that the idea of the Nordics acting as a more integrated economic platform is already moving from geopolitical speculation into practical business strategy.

If the twentieth century rewarded scale and the early twenty-first century rewarded speed, the next decade may reward trusted collaboration.

What's Next?

Whether the Global North emerges as a recognised centre of power remains uncertain. But uncertainty is precisely why boards should explore the possibility.

One of the core purposes of strategic foresight is not to predict what will happen, but to expand the range of possibilities organisations are prepared for. The most valuable strategic question is rarely "What will happen?" It is "What becomes possible if this happens?"

For boards, a practical starting point is visioning.

Imagine it is 2035 and the Global North has become one of the world's most attractive destinations for talent, investment and innovation.

  • What would be the desired role that your company wants to play in that future? 

  • What capabilities would that require?

  • Which partnerships should be built today?

  • What opportunities might competitors overlook?

The companies that benefit most from emerging shifts are rarely those that predict the future correctly. They are those that recognise new possibilities early and position themselves accordingly. 

The future is built, not forecast.

Minna Koskelo

Founder and CEO, 11Helsinki

She is also Founder and Chair of the Board of Futures Finland, a founding organisation of the Nordic Foresight Network. Her work focuses on strategic foresight, helping organisations turn foresight into action.

Nordic Foresight

Minna Koskelo

The Nordic Foresight Network is a network of foresight professionals advancing futures thinking across the Nordic region.

Nordic Foresight Network

The Nordic Foresight Column is a monthly series by Nordic Foresight Network in which foresight professionals from the five Nordic countries examine the shifts shaping the region.

Leadership Moves

Teemu Kokko moves from Arvo's board to its chief executive's chair

Sep 7, 2026

Kokko becomes deputy CEO in December and chief executive on 1 April 2027, after five years on Arvo's board of directors. The nomination committee that selected him sits under the supervisory board, one level above that board; Arvo has not disclosed whether he keeps his seat.

On 1 September 2026, Arvo Sijoitusosuuskunta released as inside information that Teemu Kokko will become its chief executive. He starts as deputy CEO in early December 2026 and takes over on 1 April 2027.

Kokko joins from the insurance underwriter Arch Underwriters Europe Oy, where he is regional director. He has also been a member of Arvo's board of directors since 2021.

The committee sits one level up

Arvo is a cooperative. Its highest governing body is not the board of directors but the supervisory board which represents the members, has 18 to 30 seats, serves three-year terms and meets roughly three times a year. That body appoints a nomination committee from among its own members.

When Jari Pirinen announced on 8 September 2025 that he would retire in spring 2027 on turning 66, Arvo said management succession planning sat with that committee, and supervisory board chair Tuomo Tamminen said it would report on progress later.

So the body that selected Kokko is not the board Kokko sits on. It is drawn from a members' organ and answers to the members.

In a listed limited company there is no such layer. The board appoints the chief executive itself. That is the comparison for any Finnish board weighing one of its own directors as a successor: Arvo can point to a committee above the board; a listed board has to show its process instead.

Two things Arvo has not disclosed. The release does not say whether Kokko remains a member of the board of directors once he becomes deputy CEO in December or chief executive in April. Nor does it say how the board handled his candidacy, he has been a director throughout the period covered by the succession process announced in September 2025.

Arvo's board was re-elected in February 2026 and comprises Marjo Kolehmainen as chair (a director since 2018, chair since 2022), Mika Kiljala as vice chair (director since 2017), Juha Laakkonen and Kokko (both since 2021), and Titta Mantila (since 2024).

The handover runs 19 months end to end

Retirement flagged in September 2025. Successor named in September 2026. Four months as deputy chief executive from early December 2026. Handover on 1 April 2027. Pirinen then moves to special duties on the board of directors from that date, takes accrued leave, and retires on 31 May 2027.

That is a longer and more pre-committed sequence than Helsinki practice, where chief executive changes are often announced with an interim in place and a search still running.

The numbers he inherits, and the transaction inside them

Arvo reported group operating profit of EUR 8.5 million for the first half of 2026, against EUR 6.5 million a year earlier, and a net result of EUR 7.0 million against EUR 2.7 million. Annualised return on invested capital was 17.0 per cent, against 10.3 per cent. Equity per unit rose to EUR 123 from EUR 117.

Most of the step-up traces to one position. Arvo sold its entire holding of 896,806 shares in Nasdaq Stockholm-listed HANZA AB in March 2026 for a capital gain of approximately EUR 6.9 million. It had taken those shares in 2025 as part of the price for exiting Leden Group — a Finnish seller accepting equity in a Swedish listed acquirer, then realising it inside twelve months. That structure is the more transferable lesson in the half-year for anyone selling a Finnish asset across the Gulf of Bothnia.

Underlying performance was already ahead of target before the disposal. Parent-company return on invested capital was 10.1 per cent for full-year 2025, which the company said clearly exceeded the board's return target, and the board proposed a per-unit interest of EUR 5.77, which Arvo characterised as about 60 per cent of the year's earnings. At the end of 2025 the cooperative had 22,373 members and 814,470 units.

The units closed at EUR 84.20 on 3 September 2026. Equity per unit was EUR 123 at 30 June 2026. On those two dates the units traded roughly 32 per cent below reported equity per unit — a gap readers should weigh themselves, and one measured across a two-month interval rather than at a single date. Inderes rates the units Accumulate as at 21 August 2026; Arvo is a commissioned research client of Inderes, and its coverage should be read with that in mind.

The mandate points one way, the reported share the other

Tamminen set the direction in the appointment release:

"Under Teemu's leadership, we believe Arvo's investment operations will develop further and the share of direct investments will grow."

He paired it with a constraint in the same release:

"We continue to regard it as important that Arvo remains a stable payer of the per-unit interest, as in previous years."

Grow the illiquid share; keep the cash distribution steady. Those two pull against each other, and holding both is the substance of the job.

The measured direct share has been moving the other way. Direct investments were 47 per cent of the portfolio at fair value at the end of 2025, up from 44 per cent a year earlier. At 30 June 2026 they were 40 per cent, against 45 per cent at 30 June 2025.

The profit and the fall have a common cause: the HANZA exit produced the gain and removed a direct holding. So the growth mandate starts from a lower base than the 2025 figures suggest. 

Deal activity has continued. Arvo took a minority stake in bus operator Wiimax Oy alongside Wiimax's acquisition of J.M. Eskelisen Lapin Linjat Oy, and joined a Helmet Capital-led investor group in Oskutuote Oy, a wild bird food specialist.

Why it matters beyond one cooperative

Arvo listed its units on Nasdaq First North Growth Market Finland, Cooperatives segment, on 20 June 2023 under the ticker ARVOSK — the first cooperative units listed on Nasdaq's Nordic markets. It is a listed issuer with a members' register the size of a mid-cap shareholder base and a governance architecture most Finnish listed companies gave up decades ago.

Three questions for any company announcing a new chief executive.

  • Who runs the process, and does that body sit above the candidate or beside him? Arvo can point one level up.

  • What gets disclosed at the moment of appointment? Whether the incoming chief executive keeps a board seat, and how his candidacy was handled, are reasonable things for a market to be told at announcement rather than to reconstruct afterwards.

  • What is the mandate measured against? Kokko is asked to grow direct investments while keeping the per-unit interest stable, from a direct share that fell in the most recent reported period, after a disposal that produced the profit he inherits credit for.

Latest on Listeds

Columnists

The Next Nordic advantage‌ - What if talent, capital and innovation start flowing north?‌

Sep 8, 2026

Geopolitical discussions have been framed through the lens of the Global West, Global East and Global South. Recently, a fourth concept has started to emerge in strategic discussions: the Global North.

The term is usually used more broadly to describe the developed world as a whole. In this column, I deliberately narrow it to the Nordic region because it represents a distinctive institutional model.

I first encountered the idea when Finland's President Alexander Stubb discussed the possibility of the Global North as an emerging geopolitical force during an interview on Ykkösaamu, one of Finland's leading current affairs programmes, in February 2026.
Strong Nordic cooperation is one dimension of this thinking.

Are we moving towards a new geopolitical geometry? The significance of the North has grown in recent years through developments such as NATO's enlargement and the increasing strategic importance of the Arctic region. The Arctic has received unprecedented international attention, not only because of security concerns, but also because of its growing relevance for energy, infrastructure, logistics and critical resources. 

The growing strategic importance of the Nordic region is reflected for instance in NATO's decision to establish its Forward Land Forces Multinational Staff Element in Rovaniemi, creating a permanent NATO presence in Northern Finland.

In 2026, the U.S. Coast Guard moved forward with plans to procure 11 new icebreakers from Finland, relying heavily on Finnish icebreaker expertise and shipbuilding capabilities.

The Nordic Effect

For decades, the United States has been the world's dominant magnet for talent, capital and innovation. Yet recent policy shifts and a growing emphasis on "America First" raise a strategic question worth putting to a board: What if America First ultimately makes America less attractive to global talent, capital and ideas? It is a possibility worth exploring. What if a more fragmented geopolitical environment gradually disperses global flows of talent, investment and innovation? What if some of these flows begin seeking more predictable destinations? This is where the Global North starts to matter commercially.

The defining characteristics of the Nordic region include stable societies, low levels of corruption, strong educational systems, safety and security, a strong rule of law, well-functioning institutions, advanced innovation ecosystems and a long tradition of diplomacy and cooperation. These are often described as social strengths. In an increasingly fragmented world, they may also become strategic economic assets.
For instance The World Justice Project's Rule of Law Index 2025 ranked Denmark 1st, with Norway and Finland immediately behind among the strongest rule-of-law countries in the world. Nordic countries also perform exceptionally well in innovation: in the Global Innovation Index 2024

When political risk increases elsewhere, predictability itself may become a competitive advantage and characteristics of an attractive investment environment. 

How could your company benefit if the Nordic region became an increasingly attractive destination for talent, investment and innovation?

No Nordic country can compete with the United States or China on scale alone. Together, however, the region represents a globally relevant platform for innovation, technology, research and investment. The four Nordic exchanges — Helsinki, Stockholm, Copenhagen and Oslo — are already a single functioning market.

Another signal of deeper Nordic integration can be seen in capital markets. In August 2026, Bloomberg reported that the Nordic Compass initiative was exploring a common Nordic stock exchange bringing together the markets of Sweden, Denmark, Norway and Finland. The initiative includes major Nordic actors such as Wallenberg Investments, EQT, Nordea, Nokia, Kone, Nasdaq and the Novo Nordisk Foundation. Its stated ambition is to strengthen the region's ability to compete for capital and support growth companies at a scale that individual Nordic markets struggle to achieve alone. Such discussions suggest that the idea of the Nordics acting as a more integrated economic platform is already moving from geopolitical speculation into practical business strategy.

If the twentieth century rewarded scale and the early twenty-first century rewarded speed, the next decade may reward trusted collaboration.

What's Next?

Whether the Global North emerges as a recognised centre of power remains uncertain. But uncertainty is precisely why boards should explore the possibility.

One of the core purposes of strategic foresight is not to predict what will happen, but to expand the range of possibilities organisations are prepared for. The most valuable strategic question is rarely "What will happen?" It is "What becomes possible if this happens?"

For boards, a practical starting point is visioning.

Imagine it is 2035 and the Global North has become one of the world's most attractive destinations for talent, investment and innovation.

  • What would be the desired role that your company wants to play in that future? 

  • What capabilities would that require?

  • Which partnerships should be built today?

  • What opportunities might competitors overlook?

The companies that benefit most from emerging shifts are rarely those that predict the future correctly. They are those that recognise new possibilities early and position themselves accordingly. 

The future is built, not forecast.

Minna Koskelo

Founder and CEO, 11Helsinki

She is also Founder and Chair of the Board of Futures Finland, a founding organisation of the Nordic Foresight Network. Her work focuses on strategic foresight, helping organisations turn foresight into action.

Nordic Foresight

Minna Koskelo

The Nordic Foresight Network is a network of foresight professionals advancing futures thinking across the Nordic region.

Nordic Foresight Network

The Nordic Foresight Column is a monthly series by Nordic Foresight Network in which foresight professionals from the five Nordic countries examine the shifts shaping the region.

Leadership Moves

Teemu Kokko moves from Arvo's board to its chief executive's chair

Sep 7, 2026

Kokko becomes deputy CEO in December and chief executive on 1 April 2027, after five years on Arvo's board of directors. The nomination committee that selected him sits under the supervisory board, one level above that board; Arvo has not disclosed whether he keeps his seat.

On 1 September 2026, Arvo Sijoitusosuuskunta released as inside information that Teemu Kokko will become its chief executive. He starts as deputy CEO in early December 2026 and takes over on 1 April 2027.

Kokko joins from the insurance underwriter Arch Underwriters Europe Oy, where he is regional director. He has also been a member of Arvo's board of directors since 2021.

The committee sits one level up

Arvo is a cooperative. Its highest governing body is not the board of directors but the supervisory board which represents the members, has 18 to 30 seats, serves three-year terms and meets roughly three times a year. That body appoints a nomination committee from among its own members.

When Jari Pirinen announced on 8 September 2025 that he would retire in spring 2027 on turning 66, Arvo said management succession planning sat with that committee, and supervisory board chair Tuomo Tamminen said it would report on progress later.

So the body that selected Kokko is not the board Kokko sits on. It is drawn from a members' organ and answers to the members.

In a listed limited company there is no such layer. The board appoints the chief executive itself. That is the comparison for any Finnish board weighing one of its own directors as a successor: Arvo can point to a committee above the board; a listed board has to show its process instead.

Two things Arvo has not disclosed. The release does not say whether Kokko remains a member of the board of directors once he becomes deputy CEO in December or chief executive in April. Nor does it say how the board handled his candidacy, he has been a director throughout the period covered by the succession process announced in September 2025.

Arvo's board was re-elected in February 2026 and comprises Marjo Kolehmainen as chair (a director since 2018, chair since 2022), Mika Kiljala as vice chair (director since 2017), Juha Laakkonen and Kokko (both since 2021), and Titta Mantila (since 2024).

The handover runs 19 months end to end

Retirement flagged in September 2025. Successor named in September 2026. Four months as deputy chief executive from early December 2026. Handover on 1 April 2027. Pirinen then moves to special duties on the board of directors from that date, takes accrued leave, and retires on 31 May 2027.

That is a longer and more pre-committed sequence than Helsinki practice, where chief executive changes are often announced with an interim in place and a search still running.

The numbers he inherits, and the transaction inside them

Arvo reported group operating profit of EUR 8.5 million for the first half of 2026, against EUR 6.5 million a year earlier, and a net result of EUR 7.0 million against EUR 2.7 million. Annualised return on invested capital was 17.0 per cent, against 10.3 per cent. Equity per unit rose to EUR 123 from EUR 117.

Most of the step-up traces to one position. Arvo sold its entire holding of 896,806 shares in Nasdaq Stockholm-listed HANZA AB in March 2026 for a capital gain of approximately EUR 6.9 million. It had taken those shares in 2025 as part of the price for exiting Leden Group — a Finnish seller accepting equity in a Swedish listed acquirer, then realising it inside twelve months. That structure is the more transferable lesson in the half-year for anyone selling a Finnish asset across the Gulf of Bothnia.

Underlying performance was already ahead of target before the disposal. Parent-company return on invested capital was 10.1 per cent for full-year 2025, which the company said clearly exceeded the board's return target, and the board proposed a per-unit interest of EUR 5.77, which Arvo characterised as about 60 per cent of the year's earnings. At the end of 2025 the cooperative had 22,373 members and 814,470 units.

The units closed at EUR 84.20 on 3 September 2026. Equity per unit was EUR 123 at 30 June 2026. On those two dates the units traded roughly 32 per cent below reported equity per unit — a gap readers should weigh themselves, and one measured across a two-month interval rather than at a single date. Inderes rates the units Accumulate as at 21 August 2026; Arvo is a commissioned research client of Inderes, and its coverage should be read with that in mind.

The mandate points one way, the reported share the other

Tamminen set the direction in the appointment release:

"Under Teemu's leadership, we believe Arvo's investment operations will develop further and the share of direct investments will grow."

He paired it with a constraint in the same release:

"We continue to regard it as important that Arvo remains a stable payer of the per-unit interest, as in previous years."

Grow the illiquid share; keep the cash distribution steady. Those two pull against each other, and holding both is the substance of the job.

The measured direct share has been moving the other way. Direct investments were 47 per cent of the portfolio at fair value at the end of 2025, up from 44 per cent a year earlier. At 30 June 2026 they were 40 per cent, against 45 per cent at 30 June 2025.

The profit and the fall have a common cause: the HANZA exit produced the gain and removed a direct holding. So the growth mandate starts from a lower base than the 2025 figures suggest. 

Deal activity has continued. Arvo took a minority stake in bus operator Wiimax Oy alongside Wiimax's acquisition of J.M. Eskelisen Lapin Linjat Oy, and joined a Helmet Capital-led investor group in Oskutuote Oy, a wild bird food specialist.

Why it matters beyond one cooperative

Arvo listed its units on Nasdaq First North Growth Market Finland, Cooperatives segment, on 20 June 2023 under the ticker ARVOSK — the first cooperative units listed on Nasdaq's Nordic markets. It is a listed issuer with a members' register the size of a mid-cap shareholder base and a governance architecture most Finnish listed companies gave up decades ago.

Three questions for any company announcing a new chief executive.

  • Who runs the process, and does that body sit above the candidate or beside him? Arvo can point one level up.

  • What gets disclosed at the moment of appointment? Whether the incoming chief executive keeps a board seat, and how his candidacy was handled, are reasonable things for a market to be told at announcement rather than to reconstruct afterwards.

  • What is the mandate measured against? Kokko is asked to grow direct investments while keeping the per-unit interest stable, from a direct share that fell in the most recent reported period, after a disposal that produced the profit he inherits credit for.

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