General Storskogen questions
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About Storskogen
1. What is Storskogen?
Storskogen is an international business group that acquires and develops leading small and medium-sized businesses in selected industries with a long-term ownership horizon.
The name Storskogen, meaning large forest in Swedish, reflects permanence and diversification— qualities we value as a long-term owner.
2. When and why was Storskogen founded?
Storskogen was founded in Sweden in 2012 with the aim of acquiring and developing stable, cash-generating small and medium-sized businesses in need of a long-term owner. The founders saw an opportunity to build a diversified business group based on long-term ownership and reinvestment of profits.
3. What is Storskogen’s vision?
Our vision is to be the leading international owner of small and medium-sized businesses.
4. How is Storskogen’s business group structured today?
As of Q1 2025, we own 112 business units with operations in around 30 countries. These units are organised into three business areas - Industry, Services and Trade - each positioned to benefit from global megatrends such as digitalisation, sustainability and automation.
5. How many people work at Storskogen?
Approximately 11,000 people are employed across our business units, with 19 in corporate functions and 55 employees in our finance and business area organisation (numbers updated November 2024).
Business Model and Strategy
1. What is Storskogen’s business model?
We acquire and develop small and medium-sized businesses with proven models and strong cash flows. By reinvesting the cash generated by our business group into acquisitions and organic growth initiatives, we sustain a continuous cycle of profitable growth.
For more in-depth information on Storskogen's strategy (excerpt from annual report in pdf).
2. Why does Storskogen focus on small- and medium-sized businesses?
Small and medium-sized are the backbone of local economies and represent an evergreen investment opportunity. In Europe alone, there are more than 230,000 companies with 50–250 employees and annual sales below EUR 50 million — many with untapped potential for long-term growth and value creation.
3. How do small and medium-sized businesses benefit from being part of Storskogen?
Many small and medium-sized businesses face challenges such as succession planning, limited access to long-term capital, and difficulties navigating areas such as digitalisation, international expansion and sustainability. As part of Storskogen, these businesses gain access to strategic support, capital, and a broad network of peer companies. This enables knowledge-sharing, operational improvements and long-term development — all while maintaining their entrepreneurial spirit through a decentralised ownership model.
4. How is the business group managed and how is value created in acquired companies?
We combine decentralised and active ownership. Business units retain their independence while gaining access to capital, governance, and best-practice sharing within the group.
Value is created through a combination of operational improvements, strategic investments, and add-on acquisitions – all of which contribute to long-term organic growth.
5. What does decentralisation mean in practice?
Day-to-day decisions are made by each business unit’s management team — the people closest to their customers, employees, and markets. At the same time, Storskogen takes an active ownership role through board-level engagement, structured monthly follow-ups, and regular dialogue.
We support, challenge, and evaluate leadership to ensure each business has the right conditions to succeed — offering strategic guidance, access to capital, and tailored support in areas such as finance, operations, and succession planning. The level and type of support is always adapted to the specific needs and stage of each business unit.
6. Why does Storskogen own many different types of companies?
Diversification across Industry, Services and Trade helps us achieve profitable growth. It reduces risk, smooths performance across business cycles, and gives us flexibility to pursue the best opportunities — regardless of sector. This approach supports both resilience and long-term value creation.
Financials and performance
1. How does Storskogen make money?
Through the operational earnings of its business units. The group focuses on stable, cash-generating companies that contribute to group-wide EBITA.
2. What drives the success of Storskogen’s business model??
Storskogen’s success is driven by strong cash flow generation, disciplined capital allocation and a long-term ownership model. Reinvesting cash flows supports organic growth, while maintaining a healthy leverage ratio ensures financial flexibility. Strategic acquisitions — both platform and add-on — play a key role in shaping and strengthening the portfolio.
Diversification across sectors, geographies and end-markets builds resilience, and our decentralised, active ownership model empowers local management while ensuring strategic oversight and financial discipline.
3. What role does divestments play for generating returns?
Storskogen’s commitment to long-term perspective is one of our core values – and we don’t acquire companies with an exit in mind. Over time, there is no guarantee however that all of the business units in the group will align with strategic goals, expectations or financial targets.
Regular group reviews may result in a decision to divest a business unit – and a long-term approach can coexist with an occasional divestment if this is deemed to be in the best interest for the business group as a whole.
4. What is Storskogen's approach towards debt-management?
The group systematically aims to optimise its balance sheet by maintaining a balanced mix of bank and market (bond) debt, with an even maturity profile over time. Currently, there are no significant bond maturities until 2027.
Storskogen aims to maintain a leverage ratio of 2–3x net debt to adjusted EBITDA. At the end of 2024, the leverage ratio stood at 2.3x.
5. What is Storskogen's dividend policy?
Our dividend policy allows for 0–20% payout. The final decision is made by the Annual General Meeting based on the Board’s proposal.
Current questions
1. What is your current approach to acquisitions?
We are currently prioritising organic growth and financial consolidation. Acquisitions will resume once leverage is persistently at the lower end of our target range and market conditions are favourable.
2. What is your strategy going forward?
We are focused on profitable growth, capital efficiency, and resilience. This includes a strong emphasis on organic EBITA growth and strategic capital allocation.
3. How is Storskogen affected by tariffs, and what is its exposure in terms of sales in the USA?
In 2024, less than 5 percent of Storskogen’s sales came from the U.S., with about half stemming from our own local production. The direct impact of U.S.-related tariffs is therefore marginal. However, we remain attentive to potential secondary effects from global trade tensions and supply chain disruptions, although it is currently too early to assess their full impact.