Strategic Positioning Remains Critical Through the Construction Downturn
The construction industry is inherently exposed to changes in financial conditions. When access to capital tightens, activity does not slow – it stops. Projects are postponed, order books shrink, and costs remain. As a result, downturns reduce capacity rather than demand, shaping both the severity of the decline and the recovery that follows.
A strong peak precedes the downturn
Swedish construction held up well during the Covid-19 pandemic, supported by growing investments in housing and infrastructure. An optimistic outlook resulted in a peak of almost 70 000 new dwelling constructions initiated in 2021 which kept momentum for the industry even as other uncertainties surfaced. However, the Russia–Ukraine war quickly reshaped the macroeconomic environment, bringing high inflation rates driven by energy crisis and supply shortages. This turned the upswing into a free fall.
Inflation as a trigger for decline
As Swedish inflation rates peaked, tighter monetary policies were implemented to regain control of inflation rates. The sector’s dependency on credit in combination with the rapidly increasing interest rates put the industry in a tail-spin. Initiated housing constructions clearly displays the magnitude of the decline: in 2023, new dwellings initiated suffered a 49% decrease from the year before. The negative trend continues into the following years and persisted into 2025.
Layoffs, bankruptcies, and profitability hit
As the effects of the downturn spread through the chain of subcontractors, the lack of inflows in combination with fixed overhead costs weakened liquidity and accelerated the rate of layoffs and bankruptcies. The structural nature of the downturn is reflected in industry profitability, which fell from ~10 % to ~2% between 2021 and 2023.
“The key challenge is getting through the downturn without undermining capacity.”
Positioning for recovery
A Triathlon industry study highlights that one of the sector’s key challenges is navigating the downturn without undermining recovery capacity. Firms need to position themselves to protect their margins and maintain resilience in the current environment. Shifting focus toward longer cycle demand in energy and infrastructure while simultaneously preserving optionality in the housing market ensures preparation for projects restarts as the market turns.
Future industry outlook
Looking ahead, the sector is expected to recover gradually, supported by proposed policy changes to guide the industry in the right direction. For the industry, this is an opportunity to start shifting away from cost-cutting towards steady regrowth and rebuild confidence that projects will be financed and sold. The path through the downturn comes down to a few key priorities; protect margins by assessing and spreading risks across operational areas and retain critical competence and delivery capacity to stay prepared as financing strength and demand returns. Companies that can manage the balance between cost control and execution capability will be better positioned to navigate both recovery and future market volatility.
