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GRK
We work closely with customers and partners to make projects run smoothly and reliably
and partners to make projects run smoothly and reliably. Another core value is that we do not waste time, which shows in our fast response times and efficient execution,” explains Mika. Over 40 years, GRK has evolved from a primarily local contractor into a partner capable of delivering large, complex, and long-term infrastructure projects.“ Today, we are actively involved in multiple alliance projects, including the Vantaa tramway, track maintenance in Uusimaa and Southwest Finland, and now also Turku Tramway project.”
Discipline and determination
Entrepreneurial culture and strong values remain key to GRK’ s success.“ One of our strategic approaches is fostering close collaboration across our operating countries and business areas. We want our experts to be able to move flexibly between countries and business lines,” adds Mika.“ We also recognise that attracting skilled and motivated professionals is a challenge across the construction industry. Our goal is to attract and retain the best skilled experts. Moreover, we want to be a company that develops its own talent for current and future projects, which is why we employ more than one hundred trainees every year.”
For the second half of 2026, Mika says the construction season will be at its busiest over the coming months.“ At GRK we have several new and ongoing projects currently under way. Our priority is to deliver these projects in our typical manner with high quality and a focus on safety while maintaining solid profitability.” He describes the outlook for the remainder of the year as positive.“ We have a strong order backlog. There is significant work ahead, and we are well positioned to continue executing our strategy with discipline and determination.” Looking further ahead, the company’ s strategy is set through to 2028 – with an ambition to continue growing profitably and be a forerunner in sustainable construction.
“ The core principle of our strategy is to ensure healthy profitability in everything we do. Our objective is that within three years, we will have achieved the targets set out in our strategy. Regarding our financial targets, our aim is to increase revenue to more than € 950 million by 2028 while maintaining an adjusted operating profit margin of over six per cent over time. We are committed to a healthy capital structure, with net debt to adjusted EBITDA remaining below 1.5 times. In addition, our target is to achieve a return on capital employed of more than 20 per cent. We also aim to distribute increasing dividend, amounting to at least 40 per cent of annual net profit over time.
“ Likewise,” he concludes,“ we want to reach our sustainability objectives. These include maintaining excellent employee and customer satisfaction levels and further improving safety. We also aim to have made clear progress towards our long-term target of achieving netzero carbon emissions from our own operations by 2035.” ■
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