Great expertise drives Granlund forward

In recent years, Granlund has expanded its services from MEP to other design fields and construction management as well. The key method for doing this has been acquisitions, which have brought in more architectural and structural designers and project management experts, among other things.

Granlund’s CEO Pekka Metsi says that acquisitions that are in line with the strategy decisions will continue in the chosen business areas.

“We are interested in companies with motivated personnel and a strong customer base. These factors are reflected in the company’s good results. In addition to financial performance, we always look at the expertise a company brings. We particularly value capabilities that complement and strengthen our own”, Metsi says.

It is also important that the companies have similar values that emphasise entrepreneurial spirit, sustainability and transparency. “The companies that joined our Group have almost without exception been led by entrepreneurs. A key part of Granlund’s operating model is that the acquired company’s key people continue as shareholders and, initially, remain in their existing roles.”

It is important that the companies have similar values that emphasise entrepreneurial spirit, sustainability and transparency.

Pekka Metsi, the CEO of Granlund

Granlund to expand its operations to new countries

In the coming years, Granlund intends to grow its business particularly in Northern Europe. The Group will also use acquisitions as the key method when expanding abroad.

“We use the same criteria as in Finland when looking for companies to join the Group abroad,” Pekka Metsi says.

In Sweden, Granlund currently has five companies. The companies are specialised in electrical design, HVAC and energy design, structural design, construction management and supervision and data center design and consulting, among other things. The companies employ about 100 experts.

In May, Granlund expanded its operations to the Netherlands by acquiring a majority stake in Smits van Burgst Groep, a company specialised in MEP design and maintenance services. The company employs approximately 50 experts.

“We have been familiar with the Dutch company for several years through the European FirstQ Network. We knew that it had good management and competent employees,” Metsi says.

The Group’s mission is to add value and help each unit succeed in business.

Pekka Metsi, the CEO of Granlund

Local expertise is important

Pekka Metsi emphasises that Granlund’s core values and practices apply in all countries. However, it’s essential to respect the local operating culture and understand the framework provided by local markets and regulations for business in each country.

“Sweden is similar to Finland in these matters. But the further we go, the more differences we find. Local expertise is key to success.”

According to Metsi, it’s very important to ensure that the motivation and satisfaction of the personnel remain high in the companies that join the Group. In addition, it’s important to demonstrate the benefits and positive impacts of joining Granlund’s network.

“The Group’s mission is to add value and help each unit succeed in business.”

According to Metsi, the countries that Granlund operates in follow the same trends in the real estate and construction sector. Across all markets, there is a strong focus on areas such as energy efficiency, sustainable construction, AI- and data-driven solutions, and productivity improvement.

“These are all areas where we can offer strong expertise and create added value. For example, productivity development has progressed faster in Finland than in many other countries, which means our ideas also bring a fresh perspective.”

Our experts are given responsibility. The opportunity to train, develop your skills and advance in your career is also a fundamental part of working at Granlund.

Pekka Metsi, the CEO of Granlund

95% of Granlund employees are satisfied with their workplace.

Granlund measures employee satisfaction monthly with a survey. The results are discussed promptly in groups so that changes can be made amid day-to-day work rather than after a long delay. A more extensive employee survey is carried out every two years.

According to Metsi, it’s extremely important to monitor employee satisfaction regularly in addition to monitoring customer satisfaction. These two indicators are closely related to each other.

“Employee satisfaction and motivation are at the core of expert work, and this is also reflected in customer satisfaction,” Metsi says.

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