Coop Danmark A/S Due Diligence

Run due diligence on Coop Danmark A/S: check compliance and get alerts when suppliers or ownership change.

Denmark · owned by OK A.M.B.A. (Denmark) · coop.dk · 24 vendors

Coop Danmark A/S is Denmark's largest retail cooperative, operating over 900 stores across four retail chains: SuperBrugsen, Kvickly, 365discount, and Brugsen. The company has been serving Danish consumers since 1866 and operates as a consumer cooperative with a membership-based model.

Resilience scores

Technology vendors

Services catalogue

1 service in catalogue across 1 category; runs on 24 sub-vendors.

Insights

Last updated 2026-09-13 · revision 64

24 direct vendors, 250 subvendors

Direct vendors by controlling owner country (sample)

Subvendors by controlling owner country (sample)

Compliance

3 in-scope frameworks identified; showing 3.

GDPR (source) — No public evidence

Evidence: https://coop.dk/privatlivspolitik/

NIS2 (source) — No public evidence

ISO 27001 (source) — No public evidence

Financials

Three-year financials

Financial Resilience Score: 6/10

Coop Danmark A/S is Denmark's second-largest grocery retailer with revenues in the DKK 54B range and a stable cooperative ownership structure that insulates it from short-term shareholder pressure. Its 900+ store network, ~25–28% domestic market share, and multi-format portfolio (SuperBrugsen, Kvickly, 365discount, Brugsen) provide meaningful scale and segment diversification. The cooperative balance sheet is conservatively managed with equity stable around DKK 5.0–5.3B and no aggressive debt-financed expansion, supporting baseline financial stability. Profitability has been recovering after a difficult FY2022 marked by cost inflation and Irma closure charges, with EBIT improving from ~DKK 200M in FY2022 to ~DKK 450M in FY2024. However, absolute EBIT margins remain very thin (approximately 0.8–0.9% of revenue), leaving limited buffer against cost shocks such as wage inflation, energy price spikes, or logistics disruptions. Net profit only returned to positive territory in FY2023 after a loss in FY2022, indicating the business operates close to breakeven on a net basis. The company faces structural headwinds including intense competition from Salling Group, Lidl, and Aldi; the secular decline of the Kvickly hypermarket format; a lagging e-commerce proposition; and 100% geographic concentration in Denmark with no international diversification. Revenue has been essentially flat in the DKK 53–55B range since FY2018, reflecting a mature, low-growth market with a CAGR of approximately 0.7% p.a. The Irma closure, while strategically necessary, generated one-off costs and brand disruption. The cooperative ownership model and member loyalty ecosystem (1.8 million members, Coop app, ancillary financial services) provide structural resilience and switching costs not captured in financial metrics alone. However, governance complexity and slower strategic agility relative to listed or PE-backed competitors are ongoing concerns. Overall, Coop is a financially stable but low-margin, low-growth business with moderate resilience — capable of weathering normal cyclical stress but vulnerable to sustained competitive or cost pressures.

Key strengths: Second-largest Danish grocery retailer with ~25–28% market share and 900+ stores, Cooperative ownership by Foreningen Coop amba insulates from short-term shareholder pressure, Multi-format portfolio (SuperBrugsen, Kvickly, 365discount, Brugsen) provides segment diversification, Strong private-label brands (Änglamark, X-tra, Coop own-label) support margin protection, 1.8 million member loyalty ecosystem with Coop app, Coop Bank, and Coop Forsikringen, Conservative balance sheet with equity stable at DKK 5.0–5.3B, Profitability recovery trajectory: EBIT improved from DKK 200M (FY2022) to DKK 450M (FY2024), Diversified ancillary revenues from Coop Bank, insurance, property, and crowdfunding, One of Denmark's largest private employers (~40,000–42,000 FTEs) with structured apprenticeship programmes

Risk factors: Intense competitive pressure from Salling Group (Netto, Bilka, Føtex), Lidl, and Aldi eroding market share, Structurally challenged Kvickly hypermarket format facing declining footfall and high capital intensity, Very thin EBIT margins (~0.8–0.9%) leaving minimal buffer for cost shocks, 100% geographic concentration in Denmark with no international revenue diversification, Irma chain closure (2023) generated significant one-off restructuring costs and brand disruption, Wage inflation headwind in a labour-intensive, high-cost Danish labour market, Lagging digital and e-commerce capabilities relative to competitors, Cooperative governance complexity may slow strategic decision-making and agility, Revenue plateau since FY2018 with CAGR of only ~0.7% p.a. in a mature market

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