Nobia was originally a division of STORA (now Stora Enso) with a Nordic core operation comprising doors, windows and kitchens, and a wholesale business for building materials. The company was formed in 1996 when Industri Kapital (now IK) bought Nobia and shifted the focus to kitchens. Several acquisitions then took place, which meant an international expansion and a stronger position in the European kitchen market.
2012 – Nobia took major steps towards higher efficiency, greater co-ordination and lower costs. All of Nobia’s markets weakened. Nobia’s sales in the UK were also negatively impacted by the bankruptcy of the window supplier Oakworth Joinery. The refurbishment programme in the Hygena chain was completed. The Group-wide range, which was launched in 2011, was introduced in France, UK and Scandinavia. In Sweden, the production was consolidated to Tidaholm. A move of the production under the Hygena brand from Germany to the UK was also initiated.
2011 – A new strategic direction was presented. Cost savings were implemented, meaning considerable personnel reductions and closure of stores.The market situation deteriorated due to heightened economic uncertainty in Europe. To adjust costs to the market situation, cost-saving measures were carried out. During the fourth quarter the launch of the Group-wide range commenced. At the same time, a significant store refurbishment programme started in Hygena.
2010 – Pronorm and its ownership share in Culinoma in Germany was divested to DeMandemaker Groep (DNG). The transaction was part of Nobia’s strategy to focus on attractive customer offerings, clear brands and a more efficient supply chain with fewer and larger plants. A new organization signaled the start of a several-year change process, which will lead to a stronger Group. The aim is to increase profitability by capitalizing on economies of scale in the market, the supply chain and Group units.Morten Falkenberg took office as President and CEO.
2009 – The kitchen market in Europe remained very much under the influence of the recession and Nobia’s earnings declined sharply. In the midst of the crisis, Nobia focused on reducing costs and strengthening the cash flow. The decision was made to implement strategic and organisational changes beginning in 2010 to create long-term profitability and growth.
2008 – The latter part of the year was dominated by the financial crisis and uncertainty, which reduced demand for kitchens at the end of the year. Consequently, Nobia reported negative growth for the first time since 2003. The company merged business units and enhanced the efficiency of its supply chain.
2007 − A joint-venture company, Culinoma, was formed with De Mandemakers Groep in the Netherlands. During the year, Culinoma becomes the leading kitchen retail chain in Germany after the acquisitions of Plana, Marquardt and Asmo. A decision was also made to increase the pace of store establishment within Magnet, Hygena and Poggenpohl.
2006 – French kitchen chain Hygena was acquired, which confirmed the significance of the specialised kitchen studio networkAfter the acquisition of Hygena, the Group’s net sales reached around SEK 15.6 billion SEK and the number of employees was 8,000.
2005 − The business was organised into three geographic regions: UK, Nordic and Continental European. Nobia acquired leading Austrian kitchen manufacturer with the brands ewe and FM.
2003/2004 − Combined acquisition efforts and organic growth pave the way for profitable growth. Operations in the German business unit Goldrief werediscontinued. Nobia acquired Gower, a leading British manufacturer of flat-pack kitchens.
2002 − Nobia was introduced on the Stockholm Stock Exchange. Net sales amounted to SEK 9.6 billion and employees numbered around 5,900.
2000/2001 − Focus was on establishing a core business while lowering production costs and broadening market coverage. Door and window manufacturers are sold off, as well as Swedish wholesale operations. By acquiring German Poggenpohl, Swedish Myresjökök, Norwegian Norema, Danish Invita and British Magnet, presence in the European kitchen market was greatly reinforced.
1999 − The profitability trend continued and Nobia made a strategic decision to focus on kitchens and expand outside the Nordic region. Nobia assessed large opportunities for a company with the capacity to lead the consolidation of the European kitchen market.
1997/1998 − Nobia improved its margins by rationalising production, increasing brand recognition, improving efficiency and reorganising the business. The company could report a profit in 1997. Nobia began focusing on the kitchen business and in 1998 acquired Novart, Finland’s leading kitchen manufacturer.
1996 – Nobia was formed by Industri Kapital through a buy-out from STORA. Unprofitable export operations were discontinued and a strategic focus on core business was initiated, along with business units' decentralised responsibility for profitability. Kitchen sales amounted to about SEK 1.5 billion and included brands such as Danish HTH, Norwegian Sigdal and Swedish Marbodal.
Latest update: 9 April 2013