ROKO-BNasdaq StockholmFinancialsIFRS · SEK

Röko

Rökoab is a Sweden-based investment company that acquires and develops small and medium-sized niche businesses across Europe. Its portfolio is organized into two operating segments, B2B and B2C, and the group holds its subsidiaries through a decentralized ownership model with local management teams.

Revenue6,452m SEK
+4.4 %y/y
Operating profit (EBIT)1,051m SEK
+8.5 %y/y
EBIT margin16.3%
+0.6 ppy/y
Net income755m SEK
+7.5 %y/y

Fiscal year 2025 · change from previous year

Development 2021–2025

02,0004,0006,0008,000m SEK2021: 2,083 m SEK2021: EBIT 311 m SEK20212022: 4,316 m SEK2022: EBIT 612 m SEK20222023: 5,614 m SEK2023: EBIT 821 m SEK20232024: 6,182 m SEK2024: EBIT 969 m SEK20242025: 6,452 m SEK2025: EBIT 1,051 m SEK2025TTM 2026: 7,753 m SEKTTM7,753
RevenueOperating profit (EBIT)TTM = last 12 months, not a full fiscal year

Business

Share of revenue
B2B portfolio companies66 %

Niche manufacturers and distributors serving business customers across multiple industries.

B2C portfolio companies34 %

Niche manufacturers, brands, and distributors selling to private consumers.

Customers

Röko’s customers are the end customers of its portfolio companies rather than a single unified buyer base. In B2B, the subsidiaries sell to other businesses with longer sales cycles and larger transaction sizes, while B2C subsidiaries sell to private consumers through brands, distributors, and niche product channels. The group’s business model depends on maintaining strong positions in the end markets served by each acquired company.

B2B end customers

Businesses buying niche manufactured or distributed products for operational use or resale.

Private consumers

Consumers buying branded or specialty products from B2C subsidiaries.

Channel partners and distributors

Intermediaries that place products into local or regional markets.

Strategy

Röko’s strategy is to acquire profitable niche companies with resilient market positions and then support them through a decentralized ownership model. The group emphasizes long-term ownership, minority co-ownership, and local management autonomy, while using its central capabilities to improve operations and identify further acquisition opportunities.

Source and acquire niche companiesShort term

The acquisition pipeline is the foundation of the business model and future portfolio growth.

Develop acquired companies post-closeMedium term

Operational support and incentive alignment are intended to improve each subsidiary over time.

Maintain diversification and disciplined selectionLong term

Sector and geographic diversification reduce concentration risk and support resilience.

Geography

Röko’s operations are spread across Europe, with subsidiaries and sales in several Nordic and Western European markets, plus the United Kingdom and the United States. The reports state that the group conducts operations in 17 countries, which reduces dependence on any single market but increases currency and cross-border execution complexity. Geography matters because the portfolio is diversified across countries, while reporting and cash flows are exposed to SEK translation effects and local supplier conditions.

Risks

Röko’s main risks come from acquisition execution, subsidiary-level operational dependence, and cross-border exposure. Because the group owns many niche businesses in different markets, it is also exposed to supplier disruptions, cybersecurity, reputation, currency movements, and impairment risk in acquired intangibles.

Sorted by severity
LowMediumHighLowMediumHighImpact →Likelihood →Supplier concentration and delivery disruption1Acquisition and integration risk2Foreign exchange risk4Cybersecurity and IT disruption5
Impact is the risk’s severity and likelihood how probable it is over the next few years, both assessed from the company’s reports. Numbers match the list.
  1. Supplier concentration and delivery disruptionImpact: HighLikelihood: Medium

    Niche subsidiaries may rely on limited external suppliers with few substitutes.

    Exposure: Subsidiary operations and customer service

  2. Acquisition and integration riskImpact: HighLikelihood: Low

    Growth depends on finding suitable targets and integrating them without damaging performance.

    Exposure: Portfolio expansion and post-close execution

  3. Goodwill impairmentImpact: High

    Acquired businesses carry significant goodwill and indefinite-lived brands that must be supported by cash flows.

    ExposureB2B UKB2B OtherB2C DKB2C Other CGUs
  4. Foreign exchange riskImpact: MediumLikelihood: High

    The group operates in multiple currencies and reports in SEK, creating translation and transaction exposure.

    ExposureDKKEURNOKUSD
  5. Cybersecurity and IT disruptionImpact: MediumLikelihood: Medium

    A disruption in business-critical systems could directly affect operations and reporting.

    Exposure: Independent subsidiary IT environments

Accounting

Judgemental items
Goodwill and brand impairment

Carrying values depend on cash flow forecasts, discount rates, and terminal growth assumptions.

Impact: Can materially change reported asset values and impairment charges

Acquired customer relationships

These are recognized in business combinations and amortized over useful lives.

Impact: Affects amortization expense and earnings over time

Foreign currency translation

The group reports in SEK but operates in multiple currencies, creating translation exposure.

Impact: Affects equity and reported profit/loss

Segment and subsidiary consolidation

The group has many operating companies and changing portfolio composition.

Impact: Affects comparability across periods and segment disclosures

Publicly listed companies with a comparable business focus.

Last updated: 24/09/2026

Röko (ROKO-B) Revenue, Earnings & Financials 2025 – Clarifo