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Starting a business in Norway – corporate vehicles

Starting a business in Norway – corporate vehicles

This guide provides an introduction to the main corporate vehicles available to foreign investors when starting a business in Norway. The guide is not exhaustive and focuses on private limited liability companies and branch offices, the two corporate vehicles most commonly used by foreign investors.

Choosing the right type of corporate vehicle for your investment

Choosing the correct corporate vehicle to conduct your business is the most important decision you make as an investor and this choice affects:

  • How much personal risk you have (liability)
  • How you pay taxes
  • What rules you must follow (regulatory obligations)
  • How the business is managed (governance)
  • How easy it is to bring in new investors or sell the business later

Overview of corporate vehicles available to foreign investors

Sole proprietorship (“Enkeltpersonforetak” or “ENK”)
  • Owned and operated by one person.
  • The business is not a separate legal entity, so the sole owner is personally responsible for all debts and obligations attaching to the business.
  • The owner cannot be an employee of their own business and thus, social security rights are more limited for the owner than for regular employees.
Co-operatives (“Samvirkeforetak” or “SA”)
  • Owned and run by its members for their shared financial benefit.
  • The main goal is to support the members’ economic interests, not make any profit to outside investors.
  • There is no minimum capital requirement, but the co-operative must always have enough equity to be financially sound. Profits can be shared among the members based on how much they use the co-operative and not just based on how much money they invested.
  • Usually, co-operatives cannot be bought by outside investors.
General partnerships (“Ansvarlig selskap” or “ANS/DA”)
  • Owned by two or more people and/or companies, known as “partners”.
  • All partners are personally responsible for the business’ debts.
  • In an ANS, all partners share responsibility for all debts (joint and several liability).
  • In a DA, each partner is only responsible for a set share of the debts.
  • There is no minimum capital requirement, but creditors can demand payment directly from the partners.
Norwegian branch of a foreign company (“Norskregistrert utenlandsk foretak” or “NUF”)
  • A NUF is a branch of a foreign company operating in Norway and is not a separate legal entity, so the foreign company remains liable for all its Norwegian obligations.
  • If a foreign company does business in Norway, it must usually register in the Norwegian Register of Business Enterprises (Nw. “Foretaksregisteret”).
  • If the branch only needs a Norwegian organisation number and does not do business, it can register in the Central Coordinating Register for Legal Entities (Nw. “Enhetsregisteret”).
  • The branch must have a contact person in Norway with a Norwegian ID number or D-number.
  • NUFs are often used for single projects or when the Norwegian activity is just an extension of the foreign company.
Joint ventures (“JV”)
  • Especially common in the oil and gas industry in Norway and international research projects.
  • Usually set up as a separate company (often an AS or a general partnership) or as a contract between companies and/or organisations and/or people.
  • If not a separate company, the partners may still be personally responsible for its debts.
  • Norwegian law has no dedicated “joint venture company” vehicle and the JV is governed and regulated by the parties’ JV contract.
Limited liability companies (“Aksjeselskap” or “AS” and “Allmennaksjeselskap” or “ASA”)
  • Both are separate legal entities. The legal default position is that the shareholders’ liability is limited to their investment, and their personal assets are protected. However, in exceptional cases (e.g. severe misuse, significant undercapitalisation, or commingling of personal and corporate assets) the courts may decide to pierce the corporate veil to hold shareholders or directors personally liable.
  • An ASA is designed for many shareholders and can be listed on a stock exchange. An AS cannot be listed.
  • The minimum share capital is NOK 30,000 for an AS and NOK 1,000,000 for an ASA.
  • The AS is regulated by the Norwegian Private Limited Liability Companies Act (Nw. “aksjeloven”), and the ASA is regulated by the Public Limited Liability Companies Act (Nw. “allmennaksjeloven”).

Key features – AS

  • The AS is a separate legal entity and the most commonly chosen structure for new businesses.
  • Minimum Share Capital: At least NOK 30,000 is required to start.
  • Shareholders: Can have one or more owners.
  • Management: Must have a board of directors consisting of at least one member. Must hold at least one general meeting per annum. Not required to appoint a general manger/CEO (if share capital below NOK three million).
  • Regulation: Governed by the Norwegian Private Limited Liability Companies Act (Nw. “aksjeloven”).

Key features – ASA

  • The ASA is designed for larger companies and may be listed on a stock exchange.
  • Minimum Share Capital: At least NOK 1,000,000 is required to start.
  • Shareholders: Can have one or more owners.
  • Management: Must have a board of directors with at least three members. Must hold at least one general meeting per annum. An ASA must always appoint a managing director (unlike an AS with share capital below NOK three million).
  • Regulation: Governed by the Public Limited Liability Companies Act (Nw. “allmennaksjeloven”).

Next steps

We regularly assist foreign investors with all legal steps required to register and operate businesses in Norway, including opening bank accounts, hiring employees, tax registration, IP registration, GDPR compliance and contract negotiations.

Contact us today for an informal chat on how to get started.

Christoph Morck
Partner

Marie Meland

Starting a business in Norway – registration and incorporation

Starting a business in Norway – registration and incorporation

In this guide you can get a brief overview on how to register and incorporate a business in Norway, including key legal requirements of incorporation, share capital requirements and rules of registration.

Introduction

Foreign companies that carry out commercial activity in Norway or on the Norwegian continental shelf are required to register in the Norwegian Register of Business Enterprises (Nw. “Foretaksregisteret”, “NRBE”). Upon registration, those companies are ordinarily also registered in the Central Coordinating Register for Legal Entities (Nw. “Enhetsregisteret“) and assigned a Norwegian organisation number.

Enterprises without commercial activity in Norway that nonetheless require a Norwegian organisation number, e.g. because they are registered as employers, may register voluntarily in the Central Coordinating Register for Legal Entities.

Norway operates a largely digital registration regime, and foreign investors can generally complete the incorporation process remotely. A private limited liability company (“AS”) may be incorporated by one or more investors, individuals or legal entities, regardless of nationality or domicile.

Minimum costs of formation

The principal formation costs are professional adviser’s fees. Said fees are variable, depending on the complexity of the incorporation and whether the share capital is to be contributed in cash or in kind. Additional costs may arise for founding documents, bank account opening and ancillary regulatory registrations.

Filing obligation and pre-registration liability

Companies with a mandatory registration obligation must submit their application for first-time registration to the NRBE before commencing any business activity. As a general rule, an AS cannot freely acquire rights or incur obligations vis-à-vis third parties before it is registered in NRBE.

For public limited liability companies (Nw. “allmennaksjeselskap”, “ASA”) the law provides that, before registration, the company may only incur obligations arising from the incorporation documents or by operation of law. Transactions entered into on behalf of an unregistered ASA should be kept to a minimum.

Three-month notification deadline

Any AS, ASA or co-operative (Nw. “samvirkeforetak”) must be notified to the NRBE within three months of the date on which the founders sign the memorandum of association (Nw. “stiftelsesdokument”). Failure to meet this deadline may require the incorporation process to be restarted.

Statutory processing times

The NRBE is subject to the following statutory processing periods for first-time registrations:

  • Five working days: where the company is incorporated electronically using the standard template approved by NRBE.
  • Ten working days: for all other first-time registrations.

If these periods cannot be met, NRBE must notify the applicant.

D-number applications and certificate of incorporation

Where one or more founders or board members is a foreign national without a Norwegian national identity number, a D-number application must be submitted in conjunction with the registration application and the overall process may then take up to four weeks. Upon successful registration, NRBE will issue a certificate of incorporation (Nw. “firmaattest“) confirming the company’s registration as a separate legal entity with its own organisation number.

Step-by-step guide to incorporating an AS in Norway

Alternative: SPV or shelf company

Please see for more information on the process involved in acquiring an SPV and/or a shelf company pursuant to Norwegian law.

Bank account

Norwegian law requires every Norwegian company to hold a Norwegian bank account and when opening one, banks will typically require the following:

  • A certificate of incorporation or, for companies in the process of incorporation, the signed memorandum of association and articles of association
  • Identification details for all shareholders holding more than 25% of the shares or voting rights (including full name, address, and national identity number or foreign equivalent)
  • Key financial figures and a brief description of the company’s planned business activities
  • Identity documents for authorised signatories and beneficial owners in compliance with the bank’s know-your-customer (“KYC”) and anti-money laundering (“AML”) obligations

Norwegian banks’ KYC and AML procedures can be time-consuming, particularly for foreign-owned companies, and it is advisable to initiate this process as early as possible.

Next Steps

We regularly assist foreign investors with all legal steps to register and operate businesses in Norway, including incorporation of Norwegian companies, opening bank accounts, hiring employees, tax registration, intellectual property registration, GDPR compliance and contract negotiations.
 
Please contact us today for an informal discussion on how we can assist you in getting started.

Christoph Morck
Partner

Marie Meland

Starting a Business in Norway – special purpose vehicle or shelf company

Starting a Business in Norway – special purpose vehicle or shelf company

In this guide, you’ll be provided with an overview of the process of acquiring a special purpose vehicle (“SPV“) or a shelf company and how this method differs from a fresh incorporation.

Introduction

Incorporating a new Norwegian private limited liability company (“AS”) is the most common route to market for foreign investors, but it is not the only one. In certain circumstances, purchasing an existing company in the form of a SPV or a shelf company may offer a faster and more commercially efficient alternative.

This simplified guide sets out some key considerations for foreign investors considering acquisitions of SPVs and/or shelf companies in Norway.

What is an SPV?

An SPV is a company incorporated for a defined and limited purpose, typically to ring-fence a specific asset, transaction or liability from the broader group. In Norwegian corporate practice, an SPV is most commonly structured as an AS, and is characterised by the following:

  • It is a separate legal entity with its own organisation number and limited liability.
  • It typically has no employees, no independent administration and conducts no commercial activity of its own: it exists solely to hold an asset or fulfil a specific function.
  • It is 100% owned by a parent company or holding structure, which retains full control.

This structure is widely used across Norwegian industry, including real estate, oil and gas, shipping and project finance.

What is a shelf company?

A shelf company is a fully incorporated AS that has been registered in the Norwegian Register of Business Enterprises (Nw. “Foretaksregisteret”, “NRBE”) but has never traded. It has been incorporated, assigned an organisation number and placed “on the shelf” and is ready for immediate use by a purchaser.
 
The key commercial advantage of a shelf company over a fresh incorporation is speed, because the company already exists as a registered legal entity, a purchaser can begin operating under an established Norwegian company immediately upon completion of the share transfer, without waiting for the statutory processing time of five to ten working days that applies to first-time registrations.

Key considerations

Both an SPV and a shelf company structured as an AS are separate legal entities under the Norwegian Private Limited Liability Companies Act (Nw “aksjeloven”).

2. Minimum share capital

The minimum share capital for an AS is NOK 30 000,- paid up in full prior to registration. When acquiring a shelf company or SPV, the purchaser should confirm that the share capital has been duly paid and that the company’s equity position meets its ongoing statutory requirements.

3. Transfer of shares

The acquisition of an SPV or shelf company is done by way of a share transfer. The purchaser acquires the existing shares in the company rather than its underlying assets. The transfer must comply with any consent requirements or pre-emption rights set out in the company’s articles of association (Nw “vedtekter”) and any shareholders’ agreement in place.

4. Due diligence

Unlike a fresh incorporation, the acquisition of an existing company carries some inherited legal risk, since the purchaser acquires the company together with all of its historic obligations, liabilities and tax positions. The risk is limited in a company that has never traded, but your advisors will consider whether it is appropriate to conduct a simplified legal and tax due diligence prior to completion. This assessment will be on a case-by-case basis.

5. Post-acquisition registrations

Following the share transfer, a number of practical steps will typically be required, including:

  • Updating the NRBE to reflect the new ownership and board composition.
  • Updating the company’s bank mandate and signatory authority.
  • Registering for VAT (mandatory once taxable turnover exceeds the applicable threshold within a twelve-month period) and as an employer, where applicable.
  • Filing a notification with the NRBE of any changes to the articles of association.

Next Steps

At Brækhus, we assist clients across the full lifecycle of an SPV or shelf company acquisition — from identifying a suitable vehicle and conducting legal due diligence, to negotiating and drafting the share purchase agreement, managing post-completion registrations and providing ongoing corporate governance support.
 
Our team has in-depth expertise in Norwegian corporate law and regularly advises foreign investors, international groups and financial institutions on Norwegian corporate structures, including SPV acquisitions in the real estate and technology sectors.
 
If you are considering purchasing an SPV or shelf company as an alternative to incorporating a new AS, we would be pleased to discuss your specific business needs and advise on the most appropriate structure.

Contact us today for an informal discussion.

Christoph Morck
Partner

Marie Meland

Starting a business in Norway – VAT and taxation

Starting a business in Norway – VAT and taxation

In this guide, you will be provided with an overview of applicable VAT and corporation tax rules in Norway, including registration requirements and tax filing obligations for private limited liability companies. The guide also contains information on the Norwegian rules on permanent establishment relevant to foreign companies.

Introduction 

When starting a business abroad as a foreign investor, it’s important to understand Norway’s tax and Value Added Tax (“VAT”) rules. These rules apply to both Norwegian and foreign companies operating in Norway. Norway generally has a broad corporate tax base, combined with treaty relief to avoid being taxed twice. These treaties typically follow the OECD Model Convention and allocate taxing rights on business profits based on whether the foreign company has a permanent establishment (“PE”) in Norway.

VAT

VAT is a tax added to most goods and services sold in Norway and the VAT standard rate is currently 25%. Some items are exempt or subject to reduced rates. A Norwegian limited company (“AS”) must register for VAT once its taxable sales exceed a certain amount, currently NOK 50 000, within a 12-month period. The company cannot charge VAT on invoices before it is registered. Late registration can trigger interest and surcharges, so it is important to monitor turnover and apply for registration at the appropriate time. In some cases, you may apply for a VAT registration ahead of reaching the necessary turnover, if you are able to provide proof that your turnover will within a reasonable time reach the threshold. Registration and reporting is done electronically in Norway. Once registered in the Norwegian Register of Business Enterprises (“NRBE”) (Nw. “Foretaksregisteret”), the company must add VAT to its sales (output VAT) and can usually deduct VAT paid on business purchases (input VAT).
 
Foreign companies doing business in Norway that are subject to VAT may also need to register for VAT, either directly or through a Norwegian VAT representative. The requirement depends on the company’s country of establishment and the nature of its Norwegian activities.

Corporate income tax

Companies that are tax resident in Norway are subject to corporate income tax on their worldwide income and assets. A company is regarded as resident in Norway when it is incorporated under Norwegian law and registered in the NRBE or its central management and control is carried out in Norway. In the assessment of central management and control, the company’s activities and organisation will also be considered.
 
Any company that is considered “tax resident” in Norway must pay corporate income tax on all their worldwide income and assets. The corporate tax rate is currently at 22%. The standard corporate tax is calculated on the company’s net profit for the year. Normally, companies pay this tax in two instalments during the first half of the year after the income was earned, in addition a third payment is made after the final tax calculation is completed, with the payment being the difference between the tax paid and the tax due. Payment is reported and made electronically in the same way as VAT. Interest is charged on residual tax.
 
Most costs incurred while earning a taxable income are deductible before corporate income tax is calculated. Special rules apply to entertainment, certain donations, and intra-group interest. Long-lived assets costing above a specified threshold must be depreciated over their useful life rather than deducted in full in the year of acquisition.

Dividends

Dividends paid to individual shareholders are subject to dividend tax. Dividends paid to corporate shareholders are largely exempt, cf. section 2-38 of the Norwegian Tax Act (Nw. “Skatteloven”).

Foreign companies and PE

Limited tax liability

Foreign companies doing business in Norway are generally taxed only on the income they earn from these activities. This is called “limited tax liability.” Most foreign companies are also taxed in their home country, but tax treaties help prevent double taxation.

PE

If Norway can tax a foreign company’s profits usually depends on whether the company has a PE in Norway. A PE means the company has a fixed place of business (like an office or factory), is involved in a long-term project, or has an agent in Norway who regularly enters into contracts on behalf of the company. If a foreign company has no PE in Norway, its business profits are generally not taxable here (though certain Norwegian-source income may still be taxed). Norway may tax the profits attributable to a PE at the standard corporate income tax rate, treating the PE as a notionally independent enterprise for income allocation purposes.

Filing for foreign companies

Foreign companies with business activities in Norway must file a corporate tax return. If they can prove their activities do not amount to a PE, they can apply for an exemption from filing. This is an administrative measure and does not affect the underlying taxation rules applicable.
 
Norwegian companies must file an annual corporate tax return electronically, usually by 31 May the year after the income was earned, exceptions until the 30 of June is usually possible by applying. This duty to file applies even if the company had no income or was set up late in the year.

Next steps?

VAT and corporate taxation are complicated legal subjects and will usually require assistance from professionals. Tax errors can be costly, and the Norwegian Tax Authority (“NTA”) (Nw. “Skattemyndighetene“) actively pursues non-compliance. The NTA can reassess a company’s tax position (to its advantage or disadvantage) within five years of the end of the relevant income year. For serious errors or fraud, this extends to ten years. Companies may voluntarily correct previously filed returns, calculated from the end of the relevant calendar year (“voluntary correction”), but only within the last three years. However, a company may request the NTA for a qualified change up to five years prior. The deadlines for NTA changes are calculated from the end of the calendar year to which the income year applies. For example, a return filed for 2021 must be corrected by end of 2026. For a company’s voluntary changes, the deadline is based on the deadline for filing of the tax return, e.g. by 31 of May.
 
At Brækhus, we regularly advise foreign companies on taxation, please contact us today for further details and an informal chat.

Christoph Morck
Partner

Marie Meland


 

Starting a business in Norway – board member duties

Starting a business in Norway – board member duties

In this guide, you will learn about the legal duties and responsibilities of board members in Norwegian private limited companies during ordinary operation, including governance obligations, financial oversight and control obligations, as well as a brief introduction to board member’s duties to shareholders.

Introduction

When a private limited liability company (Nw. “aksjeselskap”, “AS”) is established, the board of directors (“Board”) assumes a broad and dynamic responsibility that endures throughout the entire life of the company from incorporation through to any critical phases that may arise.

The Board’s duties extend beyond mere compliance with legislation and regulations; they encompass active management, ensuring sound operations, and taking the necessary steps when challenges emerge. A well-functioning board is critical to the company’s success.

This article examines what the Board actually does in practice and their duties pursuant to Norwegian law.

The Board’s duties

The board’s duties in an AS are governed principally by the Norwegian Private Limited Liability Companies Act (Nw. “aksjeloven”, “NPLLCA”), the company’s articles of association (Nw. “vedtekter”), and any board instructions issued by the general meeting.
 
In addition, the Board must at all times promote the interests of the company, this is a concept commonly referred to as the “company interest” (Nw. “selskapsinteressen”) in Norway. This means that the Board must act in the best interests of the company as an independent legal entity, in accordance with law, the articles of association and lawful resolutions passed by the general meeting. The shareholders’ economic interests will ordinarily be an important consideration, but the company interest is not always identical to the shareholders’ interests. In each individual case, the Board must carry out a broad and balanced assessment in which the interests of creditors, employees, key counterparties and others are given appropriate weight.
 
The tension between company interest and shareholder interest is a classic debate in corporate governance, specifically, how a board should protect the company’s interests where shareholders seek to place their own interests ahead of the company’s (“shareholder activism”).

The board of directors’ role during ordinary operations

In ordinary circumstances, the Board bears overall responsibility for ensuring that the company is managed soundly and in accordance with the law, the articles of association and the resolutions of the general meeting. This includes:

  • Planning and strategy: The Board must establish plans and budgets for the business and follow up to ensure they are adhered to.
  • Organisation: The Board is responsible for ensuring that the company is soundly organised. This includes ensuring that the day-to-day management and administration have the resources to carry out their tasks and that competent personnel are appointed.
  • Financial oversight: The Board must at all times remain informed of the company’s financial position and ensure that equity and liquidity are maintained. This also involves monitoring accounts, internal controls and reporting procedures.
  • Supervision: The Board must supervise the day-to-day management and the business generally. This includes intervening where tasks are not carried out soundly and the Board may instruct management, reverse decisions and implement necessary changes.
  • Disclosure obligations: The Board must ensure that shareholders and others receive the necessary information about the company.

An appointed CEO (Nw. “daglig leder”) typically plays a central role in day-to-day operations, while the Board functions primarily as a supervisory and strategic body at the overarching level.

Companies without a CEO

Where no CEO has been appointed, the Board assumes responsibility for day-to-day management regardless of its size. Hence, the Board must be particularly attentive and proactive, even in ordinary operating conditions. It is not sufficient to maintain only an overarching overview, the Board must ensure that all day-to-day tasks, obligations and duties are followed, including ongoing financial monitoring, payment of taxes and levies, and contract management. This heightens the supervisory responsibility and requires the Board to be more proactive than in companies that have a CEO.

When problems arise – heightened duties

Where the company encounters financial difficulties, the Board’s duties are intensified and the Board must move to become an active manager, ensuring:

  • Ongoing assessment of the financial position: The Board must continuously assess whether the company’s equity and liquidity remain adequate. Where doubt arises, the board must consider remedial measures.
  • Measures to rectify the situation: The Board must implement measures to improve the financial position, for example by raising new capital, renegotiating loans or reducing costs.
  • Notification and disclosure: The Board must ensure that shareholders and, where relevant, creditors receive the necessary information about the situation.

The weaker the financial position becomes, the more actively the Board must respond and monitoring alone is no longer sufficient.

The Board’s duty to act and duty to file for bankruptcy

Where it is no longer possible to restore the company’s financial position, the Board has a duty to propose dissolution of the company. Where the company is insolvent, that is, where it is unable to meet its payment obligations as they fall due and its liabilities exceed the value of its assets, the Board must file for bankruptcy on behalf of the company. This must be done by the Board as a whole, by way of a valid board resolution, and does not require the approval of the general meeting.

What happens if the Board fails to do its job?

Board members may be held personally liable if they fail to fulfil their duties, particularly in situations where the company is performing poorly and the Board fails to act promptly enough. It is therefore essential that the board has sound reporting procedures in place, meets regularly, and documents its assessments and decisions.

Next steps

Getting Board governance right requires more than good intentions; it requires a clear understanding of the legal framework, sound internal procedures and timely professional advice.
 
We regularly assist boards of directors, shareholders and management teams with corporate governance, financial distress, personal liability risk and general corporate housekeeping. Whether you are a newly appointed board member seeking to understand your obligations, an existing board navigating a period of financial difficulty, or a shareholder concerned about how your company is being managed, we are here to help.
 
Contact us today for an informal chat on how we can assist you.

Christoph Morck
Partner

Marie Meland

Starting a business in Norway – the board of directors’ responsibilities in a financial crisis

Starting a business in Norway – the board of directors’ responsibilities in a financial crisis

In this guide, you will learn about the board of directors’ legal responsibilities during a financial crisis, including duties related to liquidity and equity monitoring, creditor communication, restructuring measures, insolvency assessments, and how personal liability may arise.

Introduction

When a company faces financial difficulties, the demands placed on the board of directors (“Board”) increase significantly. A Board position carries substantial legal responsibility, one that becomes particularly acute when the company risks losing control of its finances.

Key principles of good corporate governance

  • Monitor finances continuously: track liquidity, revenues, costs and forecasts. Act early; early intervention can be the difference between rescue and insolvency.
  • Act proactively: as soon as equity or liquidity may become inadequate, discuss remedial action. Small adjustments made early can prevent larger problems later.
  • Document everything: written resolutions and minutes for all material decisions. Systematic documentation demonstrates that the Board acted on the information available at the time.
  • Avoid new high-risk obligations: do not incur significant new commitments unless the company can reasonably meet them. Acting recklessly when the company is already struggling can trigger personal liability.
  • Communicate honestly: be open with key stakeholders (banks, key suppliers, employees) about the challenges but also convey that the Board has a plan. Do not conceal material information from contractual counterparts.
  • Comply with the statutory duty to act: if equity becomes inadequate.
  • Ensure implementation or accept the consequences: if owners will not or cannot implement the necessary measures, the Board must consider filing for bankruptcy in good time, or resigning, if prevented from acting soundly.

Ultimately, Board responsibility is real and extensive and in a crisis, it is far better to act early than to face criticism later for passivity.

Heightened responsibility in a crisis

Before a crisis arises, the Board should establish sound routines for financial reporting and oversight. When revenues fall and costs rise, liquidity management becomes critical. The Board must regularly assess whether both liquidity and equity are adequate; it is not sufficient to wait for the annual accounts. Realistic liquidity budgets should be prepared and monitored closely.

In practice, deciding how transparent to be externally is a difficult balancing act. Excessive openness about financial difficulties may alarm suppliers and creditors; withholding material information, however, may give rise to liability. It is particularly dangerous for the company to continue entering into contracts that the Board or management knows are unlikely to be fulfilled. The Board should communicate clearly about uncertainties when new contracts are entered into, without creating unnecessary alarm. The standard of care intensifies as the situation becomes more acute, because creditor and employee losses mount, and the law requires proactive action to avert insolvency.

Core duty: Sound equity and liquidity

The Board has a statutory obligation to ensure that the company at all times maintains equity and liquidity that is adequate given the risk and scale of the business. The Board must continuously monitor the company’s financial position. Where doubt arises as to whether the company’s capital is sufficient, the Board must act immediately.

If the Board concludes that equity is no longer adequate, or has been lost entirely, the statutory duty to act is triggered. The Board must promptly address the matter and convene a general meeting. At the general meeting, the Board must present a statement of the company’s financial position and propose measures to restore adequate equity. Typical measures include injecting new capital (for example, through a share issue or a subordinated loan from the owners) or reducing costs and liabilities (selling assets, discontinuing loss-making activities). If the Board cannot identify any realistic remedial measures, the law requires it to propose dissolution.

The general meeting is formally free to decide how to respond to the Board’s proposals. If the owners choose not to implement the necessary measures, the Board has discharged its duty by giving notice and proposing solutions. Board members who remain in office without being able to act soundly risk personal liability. Where insolvency is a fact, the Board must file for bankruptcy, or individual board members should consider resigning.

Board work and documentation in a crisis

It is essential that all decisions are carefully documented. Detailed board minutes can serve as critical evidence that the Board acted soundly and in a timely manner. If creditors or others later challenge the Board’s actions, minutes, written assessments and recorded decisions will be the Board’s best defence. All communication on material decisions within the board and between the Board and the owners should be made or confirmed in writing. Where necessary, the Board should engage external advisers, including auditors, accountants or lawyers.

Measures that may secure continued operations (alternatives to bankruptcy)

When a company faces serious financial difficulties, the Board should explore all available options to avoid bankruptcy. Measures to consider include:

  • Strengthen liquidity: contact the company’s banks to explore additional credit facilities or overdraft arrangements.
  • Owner contributions: explore whether existing shareholders can inject funds, by way of a short-term loan or a new share issue.
  • Reduce costs quickly: review all costs. Consider temporary lay-offs, salary reductions and restructuring or scaling down operations.
  • Negotiate with creditors: approach suppliers, landlords and other creditors to renegotiate payment terms, seek deferrals, instalment arrangements or partial settlements.
  • Formal debt restructuring: if the above measures are insufficient, consider formal debt negotiations, either voluntarily (agreed directly with creditors without court involvement) or by way of a court-supervised reconstruction under the Norwegian Bankruptcy Act, which provides temporary protection from bankruptcy while a creditor-approved plan is negotiated. Legal assistance from a restructuring lawyer is essential.

Next steps

Navigating a financial crisis as a board member is one of the most demanding challenges in corporate life. Whether the issue is a sudden liquidity shortfall, deteriorating equity, or the need to restructure debt, getting the right legal advice early can be the difference between rescuing the business and facing personal liability.

If your company is facing financial challenges, or if you are a board member who is uncertain about your obligations, contact us today for an informal chat.

Christoph Morck
Partner

Marie Meland

The board’s responsibility in financial crisis – duty to act, measures and risk of personal liability under Norwegian law

The board’s responsibility in financial crisis – duty to act, measures and risk of personal liability under Norwegian law

When a company runs into financial difficulties, the demands on the board and management increase significantly. A board position may appear attractive, but entails considerable responsibility – especially when the finances are under pressure. This article provides an overview of the measures the board should consider in order to secure continued operations while at the same time avoiding personal liability.

Christoph MorckPartner
12.01.2026 13:56

This article is based on Norwegian law and primarily addresses the rules applicable to Norwegian private limited liability companies (aksjeselskaper – AS).

When a company enters into financial distress, the legal and practical responsibilities imposed on both the board and management become significantly more stringent. Even though a board position may often appear to be an attractive and influential role, it is important to be aware of the extensive responsibility that comes with the role. This responsibility becomes particularly apparent when the company risks losing control of its finances. In such situations, questions often arise as to which specific measures the board should implement to ensure continued operations while at the same time avoiding personal liability. Below, key aspects that the board should be aware of in a financial crisis are reviewed, as well as how best to navigate in order to protect both the company and themselves.

Increased responsibility in crisis situations

Even before a crisis arises, the board should establish good routines for financial reporting and oversight. This is not only important in order to avoid liability, but also to be able to intervene in time. When revenues fall and expenses increase, it becomes crucial to have control over liquidity. The board must regularly assess whether both liquidity and equity are sound, and it is not sufficient to wait until the annual financial statements are available. It is recommended to prepare realistic liquidity budgets and monitor these closely. The board should also be aware of how quickly it may become necessary to implement measures to secure the company’s finances.

In practice, it can be a difficult balancing act to determine how open one should be externally about the company’s problems.

  • On the one hand, by being very open about financial difficulties, one risks that suppliers and creditors become uneasy and impose stricter conditions – for example by only delivering goods against advance payment.
  • On the other hand, withholding material information may give rise to liability for damages. It is particularly dangerous if the company continues to enter into agreements that the board or management knows are unlikely to be fulfilled. The board should therefore communicate clearly about uncertainty factors when new contracts are entered into, without painting an unduly bleak picture. It is a matter of being honest and fair, while at the same time avoiding creating unnecessary panic among business partners. The board’s responsibility generally becomes stricter the more pressured the situation is – both because the risk of loss for creditors and employees increases, and because Norwegian law expects the board to act proactively to avert insolvency and, ultimately, bankruptcy.

Read more: Brækhus’ expertise in corporate law

Advice to protect the company and the board members

In summary, there are some key principles and pieces of advice the board should follow to give the company the best chance of surviving a crisis, while at the same time enabling the board members to protect themselves against personal liability:

  • Have continuous oversight of the finances: Monitor liquidity, revenues, expenses and forecasts closely. If you detect negative trends, take action early – do not wait. Early warning and intervention can be the difference between saved operations and bankruptcy.
  • Implement measures proactively: As soon as you see that the equity or liquidity may become unsound, discuss possible measures. Even smaller adjustments implemented early can avert greater problems later. Be forward-looking – it is easier to steer the ship before it hits the iceberg.
  • Document everything thoroughly: Ensure written resolutions, justifications and minutes for all important decisions. Systematic documentation will show afterwards that the board acted responsibly and on the basis of the information it had. This protects you if liability later becomes an issue.
  • Avoid new high-risk commitments: Do not incur new major obligations for the company (new loans, expensive agreements, etc.) unless you are reasonably certain that the company can fulfil them. It may be tempting to “bet” on a rescue contract, but if you are in doubt as to whether it can be borne financially, you should refrain. Acting recklessly when you are already struggling can trigger personal liability for damages.
  • Communicate strategically and honestly: Be open with key stakeholders (banks, key suppliers, employees) that the situation is challenging, but also communicate that the board has a plan. Openness combined with a credible plan creates trust. Do not conceal critical information from contractual counterparties – they must be told if the company’s ability to perform is uncertain. At the same time, avoid unnecessarily negative signals externally that may trigger panic. It is a balancing act, but the key is orderly and realistic communication.
  • Comply with the statutory duty to act if the equity becomes unsoundly low.
  • Ensure implementation or face the consequences: After the general meeting – make sure that something actually happens. Approved capital contributions must be paid in, a planned downsizing must be implemented quickly, etc. If the owners are unwilling or unable to carry out the necessary steps, the board must take responsibility for not continuing to run the company on the wrong basis. This means considering filing for bankruptcy (bankruptcy petition) in time, or resigning from the board position if you are prevented from acting responsibly. It is hard to give up, but sometimes the right thing for the board to do is to stop further operations in order to avoid worsening the situation further.

Ultimately, the board’s responsibility is real and extensive. In times of crisis, it is more important than ever to be active, knowledgeable and responsible board members. It is far better to err on the side of caution than to be criticised afterwards for passivity. By following the advice above, the board helps ensure that the company can get through a demanding period in the best possible way – while at the same time reducing the risk, under Norwegian Law, of becoming personally liable for any losses.

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Foreign Direct Investment (FDI) Regulation in Norway: Key Legal Considerations for Foreign Investors

Foreign Direct Investment, Foreign Direct Investment Norway, Investing in Norway legal requirements, Foreign investment Norway

Foreign Direct Investment (FDI) Regulation in Norway: Key Legal Considerations for Foreign Investors

Norway has long been recognised as a stable and attractive destination for foreign investors. With its relatively shielded economy, transparent legal framework, and strategic location in Northern Europe, the country offers significant opportunities for international investors. Further, Norway is open to foreign investors and investments, with limited Foreign Direct Investment regulation compared to other European states. However, the government has initiated a process to review this regulation, to potentially bring it more in line with other European regulation.

This overview outlines the Foreign Direct Investment regime in Norway, highlighting key legal considerations for foreign investors.

Ingrid Abildgaard
Christoph MorckPartner
Marlene IstadLawyer
01.07.2025 14:15

Norway’s Foreign Direct Investment (FDI) Framework

Norway is not a member of the European Union (EU) but is part of the European Economic Area (EEA). This membership grants Norway access to the EU single market and its fundamental principles of free movement of goods, services, persons, and capital. Since the EEA free trade rules came into effect in 1995, Norwegian regulation has been adjusted to align with these principles.

For investors outside the EEA, Norway’s FDI framework is governed by bilateral and international trade agreements, as well as principles of reciprocity. While Norway does not have any general restrictions on FDI and generally welcomes foreign investment, certain sectors are subject to specific restrictions or concession requirements. In addition, there are restrictions due to national security interests and competition law rules.

Note, however, that the Norwegian government is considering a general screening mechanism for foreign investment in Norwegian companies and has received an official Norwegian report which considers the matter. A summary in English is available here: NOU 2023: 28 – regjeringen.no No actual proposal has yet been presented, and we will continue to monitor the development. 

Key Sectors in Norway with Foreign Direct Investment (FDI) Regulations

Board Requirements in Norway

In addition to the regulation noted above, it is worth noting that Norway has specific requirements for board compositions. One of these are gender based, which limits the number of board members of the same gender. These do not apply to all companies, but currently only to companies with income of more than MNOK 100 or more than 50 employees.

The other requirement applies to all companies and regards the residence of the board members. At least half of the board members must be residents of an EEA state, the United Kingdom or Switzerland. This also applies to the CEO. The ministry of Trade, Industry and Fisheries may grant exemptions from this rule. The application process is simple and may be made via email. However, the processing time may vary.

In addition to the FDI Framework, there are some key aspects for foreign investors to be aware of when considering investing in Norway.

Norwegian governmental bodies are often very digital compared to other countries, and is somewhat simplified compared to other jurisdictions (i.e. no stamp duties and no notary requirements). The system is trust based to a high degree. This trust is also visible in other ways. As the other Scandinavian countries, Norway has a high level of publicly available information, such as ownership, accounting and tax.

Depending on your country of origin, Norwegian level of employee protection and mandatory employee benefits may require specific attention.

Regarding ESG, Norwegian compliance regulation includes several aspects from EEA law, such as privacy regulations, consumer protection regulation, and ESG reporting (CSRD). In addition, companies are required to follow OECD guidelines for responsible business conduct, promote equality in the workplace and remove discrimination. They must report on their fulfilment.

The Norwegian tax system and regulation also provides for participation exemptions within the EU/EEA area.

Additionally, investors should conduct thorough due diligence, particularly in sectors subject to national security or concession requirements. Engaging local legal counsel is advisable to navigate the complexities of Norwegian law.

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For more information or assistance with investing in Norway, please contact our team of experienced legal advisors.

Read more: Brækhus’ expertise within Company Law

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Christoph Morck
Partner

Marlene Istad
Advokat

    Brækhus advised ISS Corporate on the acquisition of technology company Celsia

    Brækhus advised ISS Corporate on the acquisition of technology company Celsia

    ISS Corporate Solutions, Inc. (“ISS Corporate”), a leading provider of compensation, governance, cyber risk monitoring, and sustainability offerings to help companies improve shareholder value and reduce risk, announced on April 11th the acquisition of Celsia. Celsia is an Oslo-based provider of SaaS solutions for corporate sustainability reporting.

    Brækhus acted as buy-side legal advisor in connection with the acquisition of Celsia. The core team consisted of Christoph Morck, Kristine Slotnæs, Alexander Mollan and Ingrid Abildsgaard. The team assisted ISS Corporate throughout the entire acquisition process, from due diligence through the drafting and negotiation of relevant transaction documents until the signing and closing.

    Formed in 2021, Celsia‘s software simplifies regulatory sustainability reporting with a particular focus on solving for the European Union’s Corporate Sustainability Reporting Directive (CSRD) regulations. The CSRD, which took effect on 1 January, includes the European Sustainability Reporting Standards, an extensive, detailed new sustainability reporting framework that is addressed by Celsia’s offering. Celsia’s software also supports EU Taxonomy and Sustainable Finance Disclosure Regulation reporting requirements. Presently, more than 300 companies rely on Celsia’s software solutions and the expertise of its staff for accurate and timely sustainability reporting.

    ISS Corporate provides expertise in designing and managing governance, compensation, sustainability, and cyber risk programs that align with company goals, reduce risk, and manage the needs of a diverse shareholder base by delivering data, tools, and advisory services. ISS Corporate’s global client base extends across North America, Europe, Asia, and other established and emerging markets worldwide. ISS Corporate is a wholly owned subsidiary of Institutional Shareholder Services Inc., majority owned by Deutsche Börse Group.

    Click here for the full press release from ISS Corporate.

    Contact

    Christoph Morck
    Partner

    Kristine N. Slotnæs
    Partner

    Alexander Mollan
    Partner