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About the business

Moelven’s vision is to be the natural choice for people building and living Scandinavian style.

As one of Scandinavia’s leading providers of wood-based building products, we supply products and solutions to industrial and commercial customers as well as to builders and contractors in the construction project market.

Most of our companies work with wood – a renewable resource – as a raw material. Our products and system solutions ensure flexibility and reuse, and make an active contribution to our shared responsibility for the global environment.

Moelven’s mission is supplying quality rooms. Our business is built on three core values:

Sustainable: Moelven respects people and the environment. We base our business on renewable resources and have made a competitive advantage of sustainability and a long-term perspective. We are strongly committed to taking responsibility for our surroundings.

Reliable: Moelven can be trusted. We deliver quality goods at the agreed time. There is a strong focus on openness and honesty – acknowledging shortcomings and mistakes creates a basis for progress and credibility.

Seek opportunities: Moelven seeks solutions. The Group has the skills and resources to be a leader in product development and innovation. As a company, we have always been out in front, taking advantage of the opportunities offered by changing times.

Read more about the Moelven Group and our products and services at moelven.com

The board

Olav Fjell

Olav Fjell

Chairman of the Board since 2015
Olav Fjell graduated as a business economist from the Norwegian School of Economics in Bergen (1975) and completed officers' training school for the Infantry. His first job after the Norwegian School of economics was with Kongsberg Våpenfabrikk from 1975, where he was CFO for the last five years before resigning in 1987. He then worked in Bergen Bank, DNB and subsequently in Postbanken as CEO before becoming CEO of Statoil in the period from 1999 to 2003, consultant with First Securities from 2004 to 2005, CEO of Lindorff from 2005 to 2007 and Managing Director of Hurtigruten from 2007 to 2012. Since 2012, Olav Fjell has worked as Chairman of the Board and consultant for several companies. Olav Fjell was appointed Chairman of the Board of Moelven in 2015.
Trond Stangeby

Trond Stangeby

Deputy Chairman of the Board since 2013
Trond Stangeby is a chartered engineer from the Norwegian University of Science and Technology and started his career in 1975 with Hydro, where he held several senior positions in the subsequent decades. Stangeby was head of the petrochemical plants at Rafnes from 1993 to 2000 and was responsible for Hydro Agri's (subsequently Yara International) global production plants, from 2000 to 2007. From 2007 he was production director for Ineos Vinyl, now Inovyn, in Scandinavia. In 2011 he joined the executive management of Norske Skog, where he was responsible for implementing major organizational changes and subsequently all operative activities. Stangeby has also worked as an independent consultant.
Ingvild Storås

Ingvild Storås

Board member since 2017
Ingvild Storås has been CEO of Baneservice AS from 2012 and is a graduate engineer from the Norwegian University of Science and Technology (formerly NTH) in Trondheim. She has many years of experience from various management positions and holds several board positions in the building and construction industry. Storås has been department director with Block Watne, regional manager of Mesta and has spent many years with the Norwegian Public Roads Administration.
Elisabeth Krokeide

Elisabeth Krokeide

Board member since 2008
Elisabeth Krokeide is a business economist and licensed auditor. She is Investor Relations manager with Eidsiva Energi, and has in recent years primarily worked with business development and active ownership in various industries, in addition to financing and investor relations. She previously held the position as CFO of Mjøskraft AS, EVP of economy and finance with Raufoss ASA, in addition to prior work experience from banking and the timber industry. Krokeide holds several board positions in different sectors.
Gudmund Nordtun

Gudmund Nordtun

Board member from 2019
Gudmund Nordtun is CEO of Glommen-Mjøsen Skog SA, following the 2019 merger of the companies Glommen Skog SA and Mjøsen Skog SA. From 2017 he was CEO of Glommen Skog SA, and he has previous management experience from the companies Pegasus Helicopter AS, Utstillingsplassen Eiendom AS, Treschow Fritzøe AS, Fritzøe Eiendom AS and Fritzøe Skoger. Gudmund Nordtun holds several board positions. He studied forestry and holds a master’s degree in resource economics and planning from the Norwegian University of Life Sciences at Ås.
Lars-Håkan Karlsson

Lars-Håkan Karlsson

Board member from 2013
Lars-Håkan Karlssen has been employed at Moelven Ransbysågen AB since 1973, which is now Moelven Notnäs Ransby AB, Ransby unit. While there, he has worked with everything from saws to adjusting machinery. He is shop steward and head of the Liasion Committee. Karlssen is also Chief Safety Representative at the sawmill. He is also involved in politics in Torsby municipality.
Martin Fauchald

Martin Fauchald

Board member since 2007
Martin Fauchald works on the production line with Moelven Limtre AS, where he has been employed since 1981. He has been shop steward for 10 years, and is a member of Fellesforbundet's sector/tariff council. In the same union he is also part of a committee headed by the Norwegian Directorate for Education and Training to provide input on how vocational training and apprentice schemes in upper secondary schools can be strengthened. Fauchald is head of the Group Committee at Moelven.

Group management

Morten Kristiansen

Morten Kristiansen

Morten Kristiansen is fully qualified as a civil engineer and has a Bachelor of Business Administration from the Norwegian Business School (BI). He started working for Moelven Limtre in 1981 and held a number of positions with the company until 1994, when he was recruited as Managing Director of Hedalm Trelast AS.Since then, Kristiansen has been Managing Director of Moelven Industrier ASA, with responsibility for supplies to the Group's sawmills and for sales of fibre and energy raw materials. He was appointed as acting CEO in September 2014.
Bjarne Hønningstad

Bjarne Hønningstad

Division Manager Wood
Bjarne Hønningstad is a graduate engineer from The Norwegian University of Science and Technology. For the first ten years after completing his degree he held various positions at Exxon Mobil's (known as Esso in Norway) oil refinery at Slagentangen outside Tønsberg. There his duties included transport and logistics, operations and maintenance, and eventually sales as well. In 2008 he took up position as Division Manager of Moelven Wood. Hønningstad is also a board member at BNL.
Anders Lindh

Anders Lindh

Division Manager Timber
Anders Lindh holds a degree in civil engineering, specializing in woodworking. After earning his degree, he has held various leadership positions, including at Martinsons Trä AB, SCA Timber AB, NWP AB and Bergkvist-Insjön AB. Starting in 2013 he became director of Moelven Våler AS, and took up position as Division Manager of Moelven Timber on 1 December 2016.

Joint services

Morten Sveiverud

Morten Sveiverud

Morten Sveiverud is an economist and has headed the parent company and group's economy and finance department since 2005. He was employed in 1988 and has held the positions of accounting manager, group accountant and CFO. Sveiverud was previously employed by Storebrand where he worked as a financial consultant.
Even Rognan Lutnæs

Even Rognan Lutnæs

Even Rognan Lutnæs is a Cand. Mag. graduate in Information Technology from the Norwegian University of Science and Technology. He was employed in Expert AS in the period from 2004 to 2015 with several roles and positions in the IT department, amongst others as SAP Technical Consultant, Team Lead Integrations, Nordic IT Operation Manager before working in the Group Management from 2013 as CIO. Lutnæs was hired as CIO at Moelven Industrier ASA in August 2015.
Magne Vikøren

Magne Vikøren

Chief communications officer
Magne Vikøren has a degree in market economics from the Norwegian Business School and media training from Volda University College. He has worked as a journalist for NRK and P4, and has worked as communications manager, press spokesman and acting communications director for Norsk Tipping. From 2012 up to 2016 he was communications and market director for Lillehammer 2016 Youth Olympic Games. Vikøren has worked as market and communications director in the Norwegian Biathlon Association and has been general manager of what now has become NCE Heidner Biocluster. Vikøren joined Moelven in the spring of 2018.
Yngve Andreassen

Yngve Andreassen

HR Director
Yngve Andreassen is a business economist from the Norwegian School of Economics, NHH. From 2002 to 2018 he worked for TINE SA in several areas related to HR, Organisational development and Management and competence development, including several strategic change projects in the group. Andreassen was appointed EVP HR and HSE of Moelven in May 2018

Corporate governance

Corporate governance at the Moelven Group is based on the current Norwegian recommendation for corporate governance of 17 October 2018. The recommendation is available in its entirety at www.nues.no

The list below gives references to where the points required by section 3-3b of the Norwegian Accounting Act may be found.

Eier- og virksomhetsstyring tabell 1 E

  1. Report on corporate governance

In accordance with the Public Limited Company Act it is the board of the company that is responsible for ensuring the proper organisation of the business and administration of the company. Moelven has a number of independent legal entities that are organised as limited companies in several countries. In accordance with company law in the respective companies, the boards of these companies have a corresponding responsibility for the individual entity as the board of directors has for the parent company and the group as a whole. The groups activities are based on Scandinavian values.  The basic values sustainability, reliability and using the opportunities that arise have become over time a natural part of the company culture. They also form the basis for the company's guidelines on social responsibility, ethics, anti-corruption, HSE, employment conditions etc. A complete summary of the guidelines adopted by the board is given in point 10.

  1. Business activities

In accordance with the company's articles of association, the company's purpose is fabrication and activities that are associated with this, trade and other financial activities, as well as participation in other companies by means of share subscription and other means. The board emphasises long-term, sustainable development and lays down in the group's strategic plan that the main focus in future shall be the improvement and further development of existing activities. The group has passed the critical size that is necessary to assert itself in competition. Quality shall be prioritised ahead of size and is an essential basis for both profitability and further growth. Both solidity and financing are satisfactory and give the necessary room for manoeuvre. The company's activities, objectives and main strategies are described in detail in the board's annual report. Guidelines have been established on how to take into account the outside world in value creation. This is described in the company's sustainability report.

  1. Share capital and dividends

At the end of 2019, equity in the parent company Moelven Industrier ASA was NOK 870.7 million (NOK 896.5 million). For the group as a whole, equity was NOK 2,368.2 million (NOK 2,435.3 million). The equity ratio was 42.9 per cent (45.9 per cent). The board's objective is a minimum of 40 per cent, a level that in the opinion of the board is appropriate in light of the economic fluctuations that have been seen in recent years. The board has adopted a dividend policy that is in line with the provisions of the shareholders' agreement between the company's six largest owners, who together represent 99.6 per cent of all shares. Given that considerations of the company's financial position and other sources of capital are satisfactorily safeguarded, the main rule of dividend policy is a cash dividend corresponding to 50 per cent of profit after tax, although a minimum of NOK 0.40 per share. The board is not authorised to perform capital increases or buy own shares.
On 2 May 2019 the General Meeting decided to issue a dividend of NOK 1.74 per share, or NOK 225,401,834 in total. The dividend was paid out prime May 2018. Based on the annual net profit for 2019 and having considered the normal seasonal variations in the group’s working capital needs and equity ratio, the board proposes to issue a dividend of NOK 0.72 per share, or NOK 93.269.724 in total. The parent company, Moelven Industrier ASA, which will distribute the dividend on behalf of the Group, posted annual net profit of NOK 67.4 million in 2019, including group contributions and dividends from subsidiaries

  1. Equal treatment of shareholders and transactions with related parties

The share capital of Moelven Industrier ASA consists of 129,542,384 shares with a face value of NOK 5. The company owns 1,100 of its own shares. The company is not listed on the stock exchange. In total, the shares are distributed among approximately 870 shareholders. The six largest shareholders, Glommen Mjøsen Skog SA (40.8 per cent), Eidsiva Vekst AS (23.8 per cent), Felleskjøpet Agri SA (15.8 per cent), Viken Skog SA (11.9 per cent)  and AT Skog SA (7.3 per cent) together control 99.6 per cent. Most of the remaining 0.4 per cent is owned by private individuals.
On December 5, 2019, it was announced that Eidsiva Vekst AS and Felleskjøpet Agri SA had entered into an agreement to sell their shareholdings of 23.8 percent and 15.9 percent respectively to the company Skog Holdco AS, which was owned by Viken Skog SA, AT Skog SA and Felleskjøpet Agri SA. According to the shareholders’ agreements that exist among the largest shareholders, there is a pre-emptive right between them if any of them want to sell their shares. Viken Skog SA with 11.9 per cent of the shares and Glommen Mjøsen Skog SA, which after the merger of Glommen Skog SA and Mjøsen Skog SA owns 40.8 per cent of the shares, both announced in early January 2020 that they would exercise the pre-emptive right. The competition authorities approved the transaction in February, and thus the new ownership distribution was Glommen Mjøsen Skog SA 71.5 per cent, Viken Skog SA 20.8 per cent, AT Skog SA 7.3 per cent and the remaining shareholders 0.4 per cent. Glommen Mjøsen Skog SA's increase in ownership interest triggered a mandatory bid for the other shares. At the end of February 2020, AT Skog SA announced that they would accept the bid, while Viken Skog SA retained its ownership stake. When the transaction with AT Skog SA is completed, Glommen Mjøsen Skog SA will own 78.8 per cent of the shares, Viken Skog SA 20.8 per cent and the other shareholders 0.4 per cent.
A number of shareholders' agreements have been entered into between the largest shareholders. Among other things, these determine that the company must be run as an independent unit with a long-term perspective and with continued focus on Scandinavia as the main market. The agreements also contain clauses regarding the composition of the board, dividend policy, strategic focus areas and share transfer. Transactions with the owners are performed in some areas of the ordinary activities. Among other things, this relates to purchase of timber, where the Norwegian forest owner cooperatives are suppliers. Of Moelven's total purchasing requirement of approximately 4.2 million m³ measured under bark, approximately 40 per cent comes from the Norwegian forest owner cooperatives that are also shareholders. The Moelven group also supplies biofuel to a bioenergy plant owned by Eidsiva Energi AS. Eidsiva Energi Marked AS trades electric power to Moelven's Norwegian industrial operations. All these transactions are performed in areas where there are observable market prices and the arm's length principle is applied. Where other suppliers can offer better prices or terms, these will be chosen.

Moelven's supply of energy raw materials to Eidsiva's bioenergy plant represents between 60 and 70 GWh on an annual basis, while buying back energy represents between 20 and 30 GWh. Net delivery of energy raw materials is around 40 GWh.

The extent of the sale of electrical power corresponds to about 40 per cent of Moelven's total consumption of 230 GWh. Moelven has a long tradition of running its operations in accordance with the laws and ethical guidelines of the industry with the opinion that competition is positive for all parties in industry. In order to ensure that this culture is maintained, ethical guidelines and guidelines for complying with legislation on competition have been devised. Instructions for the Board and CEO of Moelven Industrier ASA also state that agreements with shareholders or their associates with more than 12 months' duration shall be approved by the Board of Directors. The provision applies to all Group companies.


  1. Free marketability

The articles of association do not place any form of limitation on trading in the company's shares. The shares may be freely traded to the extent that individual shareholders have not made undertakings to other shareholders. The shareholder's agreements contain clauses regarding first option and tag-along rights. Since the company is not listed and the six largest shareholders together own 99.6 per cent of the shares, there is little trading in shares.

  1. Annual General Meeting

The notice of the general meeting, the content of the notification and accessibility of documentation follow the requirements set by the Public Limited Company Act and the regulations on general meetings. Facilitation is made for the general meeting to be able to vote for every single candidate to be elected by the shareholders to the Corporate Assembly. The employees of the group hold their own election of employee representatives on the Corporate Assembly. The chairman of the board, the chairman of the Corporate Assembly and the auditor attend the general meeting. Traditionally, the chairman of the Corporate Assembly has been elected to chair

the general meeting. The procedures for attending and voting by proxy are described in the notification. Since 99.6 per cent of the shares are controlled by the six largest shareholders, there has not be a need to prepare guidelines to ensure an independent chair of the annual general meeting or to appoint a person who can vote for the shareholders as a proxy.

  1. Nominating committee and compensation committee

According to the articles of association, the company must have a nomination committee. The Nomination Committee is elected annually by the General Meeting, and shall have up to five representatives who are shareholders or who represent the shareholders. The general meeting adopts the guidelines for the work of the Nomination Committee. The general meeting has adopted guidelines for the nomination committee that regulate the committee's composition  and period of service. The members of the nominating committee must be independent of the company's board and senior executives. The nominating committee keeps the corporate assembly informed of its work on a regular basis. It is thereby considered that sufficient facilitation is in place to allow shareholders to propose candidates to the nominating committee.


The nominating committee submits the following proposals:

  • Proposal to the annual general meeting regarding the election of shareholder-elected members and deputy members to the Corporate Assembly and remuneration to the members and deputy members of the Corporate Assembly.
  • Proposal to the Corporate Assembly regarding the election of the chairman and deputy of the Corporate Assembly.

to the Corporate Assembly regarding the election of the chairman and deputy of the Board of Directors.

  • Proposal to the Corporate Assembly regarding election of shareholder-elected members and deputy members to the Board of Directors.

The proposals must include information about the candidates' expertise, capacity and impartiality. The guidelines for the nominating committee specify that the governing bodies must be composed based on an overall assessment of the company's need for expertise, capacity and balanced decisions that safeguard the interests of shareholders.


The remuneration committee consists of the nominating committee, complemented by a representative designated by the employee-elected members of the Corporate Assembly. The remuneration committee submits a proposal to the annual general meeting on determining remuneration for the members of the Corporate Assembly and to the Corporate Assembly on determining remuneration for the Board of Directors. Remuneration to the Board and Corporate Assembly shall not be performance-based.

  1. Corporate Assembly and board, composition and impartiality.

According to the articles of association, the company must have a corporate assembly with 12 members with personal deputies, of which four with respective deputies are elected by and among the employees. The company's six largest shareholders, who together control 99.6 per cent of the shares, are all represented in the Corporate Assembly. The members of the board of Moelven Industrier ASA are elected by the Corporate Assembly, normally for 1 year at a time. Three Corporate Assembly meetings are held annually. The board has seven members, five of them shareholder-elected and two representatives of the employees. The employees also elect one deputy representative, who attends board meetings. The chair and deputy chair of the board are independent of the company's main shareholders and are appointed by the Corporate Assembly. One of the other three shareholder-elected board members is connected with the company's main shareholders. The shareholder's agreements include provisions relating to the election of the chair and shareholder-elected board members. The representatives of the employees are independent of the company's general management. No senior executives are members of the board. Two of the five shareholder-elected board members are women. The proportion of female employees in the group is 11.0 per cent (11.0). The rules on gender representation do not therefore apply to the employees' representatives. The composition of the board thereby satisfies the requirements regarding gender representation on the board. Apart from the employees' representatives on the board, only one board member receives remuneration other than directors' fees from the company. This amounts to NOK 50,000 and relates to winding up an appointment in France. Contact information for the board members is published on the company's website. Through the guidelines for the work of the nominating committee, which are described under point 7, the main shareholders are assured good knowledge of the board members' background and general competence. With the existing ownership structure, therefore, no further information is given. From experience, non-attendance at board meetings is exceptional.

  1. The work of the board

The board's administration of the company follows the provisions of the Public Limited Company Act. Instructions have been determined for the board of Moelven Industrier ASA that give guidelines for the board's work. Every meeting reviews the monthly reporting of operational developments, financial data and HSE statistics for the group. There is also the following schedule of work for every calendar year:

  • January: Report for fourth quarter of preceding year. Review and evaluation of group guidelines and policies, including risk management and internal control.
  • March: Annual accounts with notes and annual report for preceding year.
  • April: Report for first quarter and preparation for ordinary general meeting.
  • June: Status reporting and strategic discussions.
  • August: Report for first six months.
  • Recapitulation of strategic discussions with summary of ongoing strategic discussions throughout the year.
  • October: Report for third quarter and strategy plan as finished document.
  • December: Business plan and budget for the coming year.

The chair of the board is independent of the company's main shareholders. The board has not addressed issues of a material nature in which the chair is or has been a party. According to the rules of procedure, the board members must not participate in the consideration or decision of issues that are of particular importance to themselves or to any related parties that must be considered to have major personal or financial interest in the matter. The same applies to the CEO. By related parties it is also understood companies in which the board member represents ownership interests.
Self-evaluation of the work of the board is normally performed at the beginning of every year. The board uses committees as needed. Based on an assessment of risk conditions and the need for control, as well as ownership structure, it has been decided to deviate from the NUES recommendation and allow the complete board function as an audit committee. The board only determines remuneration for the President and CEO. Remuneration for the remainder of management is determined by the President and CEO in line with guidelines adopted by the board. There are no option programmes or share-based payments for senior executives. The task of the board in respect of compensation is therefore limited and no separate compensation committee has been set up in the board. In addition to board members, the CEO, CFO and board secretary normally also attend normal board meetings. Other representatives of the administration, the divisions or auditor attend as needed.

The board has determined instructions for the work of the CEO. Group management consists of the CEO and the managing director of each division. Group management and the directors of the group's shared services attend group management meetings. For more information about governing bodies and group management, refer to the notes to the annual accounts.

  1. Risk management and internal control

All units within the group have individual, local profit responsibility and operate as independent parts of a coordinated network that is characterised by openness and cooperation. Risk management and internal control are tailored for the organisational model. The local company management and the boards of the individual companies follow up on risk management and internal control in accordance with prevailing laws and regulations. There are also control functions at divisional and group level, as well as in individual companies where the nature of the business leads to increased risk of faults, non-compliance or irregularities.

Because of the scope of activities, it has been decided to limit reporting to the board to a focus on group, divisions and competitive arenas, as well as selected key figures and non-compliance reporting by unit. In connection with annual strategy and budget activities, the board reviews the group's most important risk areas. If needed, and based on the annual risk assessment, the group's reporting and control routines are adapted so that identified risks can be satisfactorily covered. In addition to established internal rules and routines, the internal control is largely based on the internal control environment. This environment includes people at all levels of the company. It covers integrity, ethical values, competence, management philosophy, form of operation, organisational structure, distribution of responsibility and authority and personnel policy. The board and management place great emphasis on communicating the established basic position to risk management out in the organisation.
All units close their accounts monthly and report to the parent company on the third working day of the following month. Reporting occurs in accordance with standardised systems and common guidelines so as to ensure consistency and the greatest possible comparability right across all units. Through the group's sustainability policy and code of conduct, guidelines have also been provided for how the consideration of the outside world should be integrated into value creation. An important control measure that follows naturally from the management and organisational model is the monthly benchmark and consolidated data report from the group to the reporting units. The same monthly report that is sent to the board is also sent back to company management in each individual company. In this way, many are involved in control and follow-up of management and governing data. The reporting cycle supports the feeling of responsibility, not just for the results of one's own unit, but also for the divisions and group as a whole. The board considers that this reporting and control environment gives satisfactory control of the business.


The board has reviewed and approved the following general guidelines:

  • Instructions to the board and general manager of Moelven Industrier ASA
  • Moelven's financial policy
  • Moelven's dividend policy
  • Moelven's guidelines for compliance with competition law
  • Moelven's insurance and risk strategy - general insurance
  • Moelven's environmental policy
  • Moelven's code of conduct
  • Policy for an open corporate culture (Including routines for notification of criticisms)
  • Moelven's guidelines and routines for compliance with EU regulation on privacy (GDPR)
  1. Remuneration to the board

Remuneration to the board is decided annually by the Corporate Assembly. The remuneration to board members is a fixed amount that is determined in advance and is independent of profits. No option or share based remuneration is used and neither are there any other incentive schemes.

For further information about directors' fees and any remuneration other than fees to board members, refer to the notes to the accounts

  1. Remuneration to senior executives

TThe board determines the CEO's salary. There are no option or share based payments. Principles and ceilings have been determined for profits-related payment within the group. Among other things, it has been determined that agreements of profits-related remuneration shall have a duration of a maximum of one year at a time and that such remuneration shall have an upper ceiling. The board's declaration on management salaries, including guidelines for determining remuneration to senior executives, is presented to the annual general meeting as a separate document. The annual general meeting adopts each of the guidelines separately. For further information about remuneration to group management, refer to the notes to the annual accounts.

  1. Information and communication

The board determines the group's financial calendar annually; this is published in the annual report and on the company's website. The group's quarterly and annual reports are primarily published on the internet, but are also sent by post on request. The board has established a practice of organising annual owners' meetings so as to create an arena for the exchange of information and discussion between the owners. It has not been found necessary to establish guidelines for these.

  1. Company takeover

The company is not listed and there is a shareholders' agreement between the six largest shareholders, who together own 99.6 per cent of the shares, that regulates the transfer of shares, among other things. No guidelines have therefore been prepared for the board in connection with any takeover bid.

  1. Auditor

The auditor has annual meetings with the board without administration being present. The auditor also participates in board meetings when the annual accounts are discussed. The auditor also presents the audit plan, summaries following interim audits of the subsidiaries and central risk areas and the group's handling of these.

Remuneration to the auditor, expressed as statutory audit and other services, appears in a separate note to the annual accounts.

Moelv 17 March 2020
The Board of Directors of Moelven Industrier ASA

Moelv 17 March 2020
The Board of Directors of Moelven Industrier ASA








Olav Fjell

Ingvild Storås

Elisabeth Krokeide


Chairman of the Board








Trond Stangeby

Gudmund Nordtun

Martin Fauchald


Deputy chair




Lars Håkan Karlsson


Morten Kristiansen





Social responsibility

Moelven defines social responsibility as the company's integration of social and environmental concerns in its day to day operations. The Moelven Group operates a wide range of undertakings in several countries and in many local communities. The Group companies are often cornerstone companies, which in addition to creating value for our owners, often create significant value for the local community – as employer, taxpayer and buyer of local goods and services. The Group therefore plays a responsible role in helping to create vigorous businesses, rural communities, towns and regions.

Moelven’s operations are based on managing forestry resources and producing sustainable products and renewable energy. Moelven’s basis is that all development, construction and operations must be sustainable, and that stringent requirements apply towards health, safety and the environment for all of our employees and those who are affected by our operations. Moelven’s vision, mission, values and human resource ideal are the foundation for all of our employees and the strategic choices that are taken. Sustainability permeates this from the top down. Sustainability is one of our values, and a new Group strategy established in 2017 further emphasizes  that sustainability must permeate all strategic efforts.

Our vision The natural choice for people building and living the Scandinavian way

Our mission – Give people good spaces

Our values – Sustainable , reliable, uses opportunities

Our human resources ideal  – Moelven provides opportunities for people with the drive to succeed

A growing global market which comes with constantly more stringent environmental requirements, gives Moelven’s wood-based products excellent prospects for future growth. Moelven’s main activities are based on managing forestry resources and producing sustainable products and renewable energy. Moelven has a presence in the entire value chain through harvesting, processing, energy production, product development, infrastructure development and construction and housing projects. The Group therefore has the possibility to ensure that the supplied products are manufactured in a sustainable manner throughout the value chain.

The sustainability report can be downloaded here.