Country | Guidance 2024 | 2023 | 2022 | 2021 | 2020 | 2019 |
Norway | 305 000 | 294 501 | 293 720 | 273 204 | 262 016 | 236 880 |
Chile | 74 000 | 69 199 | 65 737 | 65 958 | 64 570 | 65 688 |
Canada | 30 000 | 28 575 | 41 095 | 45 311 | 43 953 | 54 408 |
Scotland | 64 000 | 54 950 | 48 374 | 64 405 | 52 739 | 65 365 |
Ireland | 7 000 | 4 534 | 6 845 | 6 790 | 7 961 | 6 650 |
Faroes | 10 000 | 11 027 | 7 864 | 9 932 | 8 590 | 6 913 |
Iceland | 10 000 | 11 878 | na | na | na | na |
Total | 500 000 | 474 664 | 463 635 | 465 600 | 439 829 | 435 904 |
Country | 2023 | 2022 | 2021 | 2020 | 2019 |
Europe | 170 816 | 169 071 | 183 920 | 179 928 | 155 673 |
Americas | 30 812 | 31 317 | 30 684 | 29 687 | 30 633 |
Asia | 30 541 | 29 046 | 32 973 | 29 812 | 9 965 |
Total | 232 169 | 229 434 | 247 577 | 239 427 | 196 271 |
Country | Capacity | 2023 | 2022 | 2021 | 2020 | 2019 |
Produced Norway | 410 000 | 404 538 | 371 876 | 358 769 | 389 750 | 353 310 |
Produced Scotland | 240 000 | 123 213 | 143 140 | 123 133 | 150 576 | 51 883 |
Total | 650 000 | 527 751 | 515 016 | 481 902 | 540 326 | 405 193 |
Ivan Vindheim |
CHIEF EXECUTIVE OFFICER |
(EUR MILLION) YEAR | Ambition | 2023 | 2022 | 2021 | 2020 | 2019 |
REVENUES & COST | ||||||
Revenue and other income | Profitable growth | 5 505.7 | 4 940.8 | 4 202.2 | 3 760.2 | 4 135.6 |
Harvest volume of salmonids (GWT) | Growth > market | 474 664 | 463 635 | 465 600 | 439 829 | 435 904 |
Value-added share of sales (salmon) | Increased long term share | 53.2% | 54.9% | 58.1% | 56.4% | 51.4% |
Cost in box (EUR/kg) | Leadership | 5.63 | 5.09 | 4.47 | 4.37 | 4.26 |
Market price of salmon (EUR/kg) | 7.93 | 7.95 | 5.68 | 5.00 | 5.79 | |
PROFITABILITY | ||||||
Operational EBITDA | 1 221.0 | 1 179.4 | 690.3 | 504.6 | 874.5 | |
Operational EBIT | 1 027.5 | 1 005.1 | 522.6 | 337.7 | 720.9 | |
EBIT | 981.0 | 1 053.8 | 602.2 | 183.5 | 617.0 | |
Operational EBIT (EUR/kg) | 2.16 | 2.17 | 1.12 | 0.77 | 1.65 | |
Profit or loss for the year | 439.5 | 785.3 | 487.9 | 119.1 | 476.3 | |
Cash flow from operations | 992.2 | 644.8 | 833.1 | 502.7 | 759.0 | |
Net cash flow per share (EUR) | 0.56 | 0.35 | 0.85 | 0.01 | 0.59 | |
ROCE % | Above 12% p.a | 19.3% | 23.7% | 13.4% | 8.3% | 19.9% |
BALANCE SHEET | ||||||
Gross investments | 396.3 | 335.2 | 244.7 | 315.8 | 292.7 | |
Total assets | 8 239.0 | 7 531.3 | 6 259.5 | 5 846.1 | 5 840.1 | |
Net interest-bearing debt | Long term target 1 700 | 1 790.3 | 1 758.9 | 1 257.3 | 1 458.4 | 1 337.2 |
Covenant equity % | Above 35% | 48.4% | 52.2% | 54.6% | 52.0% | 53.0% |
Equity (owners of Mowi) | 3 754.7 | 3 687.1 | 3 131.4 | 2 764.1 | 2 892.6 | |
THE SHARE | ||||||
Total market value OSE (NOK million) | Long-term value creation | 94 114 | 86 461 | 107 921 | 98 768 | 118 005 |
Number of shares (million) | 517.1 | 517.1 | 517.1 | 517.1 | 517.1 | |
Earnings per share (EUR) - basic | 0.86 | 1.51 | 0.94 | 0.23 | 0.92 | |
Underlying earnings per share (EUR) | 1.30 | 1.42 | 0.71 | 0.43 | 0.99 | |
Underlying earnings per share (NOK) | 14.81 | 14.32 | 7.22 | 4.62 | 9.75 | |
Dividend declared and paid per share (NOK) | Long-term value creation | 7.20 | 7.35 | 4.45 | 2.60 | 10.40 |
PEOPLE | ||||||
Number of FTEs | Productivity improvement | 14 142 | 13 726 | 13 984 | 14 645 | 14 998 |
% of female employees | 50% | 40% | 38% | 38% | 39% | 39% |
LTI per million hours worked | Reduction | 2.1 | 2.3 | 2.5 | 2.7 | 4.3 |
Absenteeism | Below 4 % | 4.9% | 5.4% | 5.2% | 5.1% | 4.7% |
PLANET | ||||||
Sustainability certification | 100% | 99% | 99% | 98% | 100% | 99 (37%) |
Fish-in Fish-out (FIFO) | < 1 | 0.76 | 0.76 | 0.80 | 0.68 | 0.66 |
Greenhouse Gas emission. (tonnes CO 2 e; scope 1 and 2) | 51% reduction by 2030 | 233 663 | 244 930 | 269 020 | 328 196 | 362 122 |
Greenhouse Gas emission. (tonnes CO 2 e; scope 3) | 28% reduction by 2030 33% FLAG reduction by 2030 | 2 135 209 | 1 936 197 | 1 992 528 | 2 098 270 | 2 228 872 |
Avoided carbon emissions (million tonnes CO2) | y-o-y improvement | 1.8 | 2.0 | 1.9 | 1.8 | 1.7 |
(EUR MILLION) YEAR | 2018 | 2017 | 2016 | 2015 | 2014 | |
REVENUES & COST | ||||||
Revenue and other income | 3 811.9 | 3 649.4 | 3 510.2 | 3 112.4 | 3 053.2 | |
Harvest volume of salmonids (GWT) | 375 237 | 370 346 | 380 621 | 420 148 | 418 873 | |
Value-added share of sales | 50.9% | 48.3% | 46.3% | 45.4% | 43.2% | |
Cost in box (EUR/kg) | 4.12 | 4.16 | 4.00 | 3.68 | 3.27 | |
Market price of salmon (EUR/kg) | 6.19 | 6.31 | 6.72 | 4.60 | 4.80 | |
PROFITABILITY | ||||||
Operational EBITDA | 906.2 | 942.5 | 842.7 | 486.6 | 624.3 | |
Operational EBIT | 752.8 | 792.1 | 700.2 | 346.8 | 508.7 | |
EBIT | 925.4 | 484.9 | 991.2 | 345.3 | 434.5 | |
Operational EBIT (EUR per kg harvested salmonid) | 2.01 | 2.14 | 1.84 | 0.83 | 1.21 | |
Profit or loss for the year | 567.2 | 462.7 | 539.3 | 158.3 | 112.4 | |
Cash flow from operations | 620.9 | 632.4 | 693.2 | 233.3 | 471.5 | |
Net cash flow per share (EUR) | 0.51 | 0.74 | 1.23 | -0.02 | 0.80 | |
ROCE % | 24.9% | 26.7% | 28.1% | 13.1% | 20.9% | |
BALANCE SHEET | ||||||
Gross investments | 346.2 | 254.9 | 211.6 | 215.8 | 210.6 | |
Total assets | 5 145.1 | 4 330.3 | 4 810.4 | 4 196.1 | 4 119.7 | |
Net interest-bearing debt | 1 037.2 | 831.9 | 890.0 | 999.7 | 1 032.6 | |
Equity % | 56.0% | 53.5% | 43.0% | 45.2% | 39.8% | |
Equity (owners of Mowi) | 2 879.0 | 2 314.2 | 2 068.4 | 1 894.6 | 1 638.1 | |
THE SHARE | ||||||
Total market value OSE (NOK million) | 94 280 | 68 133 | 70 078 | 53 830 | 42 228 | |
Number of shares (million) | 516.0 | 490.2 | 450.1 | 450.1 | 410.4 | |
Earnings per share (EUR) - basic | 1.15 | 0.97 | 1.20 | 0.36 | 0.27 | |
Underlying earnings per share (EUR) | 1.11 | 1.23 | 1.13 | 0.84 | 0.68 | |
Underlying earnings per share (NOK) | 10.66 | 11.48 | 10.49 | 7.52 | 5.69 | |
Dividend per share (NOK) | 10.40 | 12.40 | 8.60 | 8.30 | 2.25 | |
PEOPLE | ||||||
Number of FTEs | 14 537 | 13 233 | 12 717 | 12 454 | 11 715 | |
Female % | 39% | 41% | 42% | 42% | 41% | |
LTI per million hours worked | 4.8 | 6.6 | 9.9 | 11.4 | 11.4 | |
Absenteeism | 5.0% | 5.2% | 5.7% | 4.7% | 5.0% | |
PLANET | ||||||
Sustainability certification | 78 (34%) | 72 (31%) | 59 (26%) | 39(24%) | 8(4%) | |
Fish-in Fish-out (FIFO) | 0.75 | 0.73 | 0.77 | 0.74 | 0.80 | |
Greenhouse Gas emission (tonnes CO2e; scope 1 and 2) | n/a | n/a | n/a | n/a | n/a | |
Greenhouse Gas emission (tonnes CO2e; scope 3) | n/a | n/a | n/a | n/a | n/a | |
Avoided carbon emissions (million tonnes CO2) | n/a | n/a | n/a | n/a | n/a | |
Rating agencies | About the rating | Score |
FAIRR | Mowi ranked as the most sustainable animal protein producer in the world (amongst the largest 60 listed animal protein producers in the world) for five consecutive years | 1st place |
CDP | CDP Climate Change rating | A- |
CDP Water rating | A- | |
Supplier Engagement Rating (SER). The SER provides a rating for how effectively companies are engaging their suppliers on climate change. The companies with the best SER are celebrated as Supplier Engagement Leaders ( top 8%) | A | |
SSI (Seafood Stewardship Index) | Mowi ranked the fourth most sustainable seafood company (amongst the 30 largest seafood companies in the world) | 4th place |
Food and Agriculture Benchmark | The World Benchmarking Alliance (WBA) evaluates the 350 most significant food and agriculture companies. Mowi is ranked fifth for the Food and Agriculture Benchmark's animal protein category. | 5th place |
Nature | The Nature Benchmark (from WBA) evaluated companies' efforts to save the environment and biodiversity. Mowi is ranked fourth for The Nature Benchmark's animal protein category | 4th place |
MSCI | ESG rating designed to measure a company’s resilience to long-term, industry material environmental, social and governance (ESG) risks. Mowi in the Leader category. | AA |
Sustainalytics | ESG rating assessing financially material Environmental, Social and Governance (ESG) data | Medium-Risk |
Farmand | Mowi awarded the best Annual report in Norway five times in the last six years. Best Annual report in 2023. Sustainability and sustainability reporting is a key part of the evaluation. | 1st place |
Governance Group | ESG reporting amongst the 100 largest listed companies in Norway | A |
Cicero | Mowi’s Green Bond Framework received a shading of Medium Green and a governance score of Excellent from CICERO Shades of Green. | Medium Green / Excellent |
GRI (Global Reporting Initiative) | Mowi has reported according to GRI since 2012 | Audited |
SASB (Sustainability Accounting Standards Board) | SASB is an independent standards-setting organisation that promotes disclosure of material sustainability information to meet investors needs | In compliance |
NUES (Norwegian Code of Practice for Corporate Governance ) | Mowi follows the Norwegian Code of Practice for Corporate Governance | In compliance |
OSE (Oslo Stock Exchange) | Mowi follows the Euronext guidance on ESG reporting | In compliance |
TCFD (Task Force on Climate- related Financial Disclosures | Mowi has reported according to TCFD since 2020. The TCFD report is published in our annual report. | In compliance |
TNFD (TaskForce on Nature- related Financial Disclosures) | Mowi reported according to TNFD for the first time in our integrated annual report of 2023. | In compliance |
PWC | Mowi was ranked "Winner of the Year" by PwC Norway in their 2023 Climate index. | 1st place |
MATERIAL VALUE DRIVERS | AMBITIONS |
Reliable shareholder return - profitability | ROCE% > 12% (per annum) |
Reliable shareholder return - solidity | Long-term NIBD of EUR 1 700 million |
GLOBAL INDUSTRY SUPPLY OF SALMON | |||
(GWT) | 2023 | 2022 | CHANGE % |
Norway | 1 331 400 | 1 365 400 | -2.5% |
Scotland | 138 300 | 144 700 | -4.4% |
Faroe Islands | 80 500 | 89 600 | -10.2% |
Other Europe | 47 880 | 53 400 | -10.3% |
Total Europe | 1 598 080 | 1 653 100 | -3.3% |
Chile | 689 400 | 678 000 | 1.7% |
North America | 114 800 | 137 400 | -16.4% |
Total Americas | 804 200 | 815 400 | -1.4% |
Australia | 81 000 | 79 700 | 1.6% |
Other | 33 020 | 29 300 | 12.7% |
Total | 2 516 300 | 2 577 500 | -2.4% |
REFERENCE PRICES FOR SALMON | ||||||
2023 | 2022 | CHANGE | 2023 | 2022 | CHANGE | |
MARKET 5) | MARKET 5) | % | NOK | NOK | % | |
Norway 1) | 7.93 | 7.95 | -0.2% | 90.65 | 80.37 | 12.8% |
Chile 2) | 6.01 | 6.43 | -6.5% | 63.53 | 61.89 | 2.7% |
North America 3) | 4.11 | 4.11 | -0.1% | 43.40 | 39.54 | 9.8% |
North America 4) | 4.51 | 4.97 | -9.4% | 47.61 | 47.83 | -0.5% |
INDUSTRY MARKET DISTRIBUTION | |||
(GWT) | 2023 | 2022 | CHANGE % |
EU + UK | 1 082 300 | 1 137 300 | -4.8% |
Russia | 61 400 | 51 800 | 18.5% |
Other Europe | 94 000 | 100 800 | -6.7% |
Total Europe | 1 237 700 | 1 289 900 | -4.0% |
USA | 587 800 | 585 800 | 0.3% |
Brazil | 104 900 | 97 200 | 7.9% |
Other Americas | 131 000 | 148 200 | -11.6% |
Total Americas | 823 700 | 831 200 | -0.9% |
China/Hong Kong | 116 200 | 83 300 | 39.5% |
Japan | 45 100 | 55 300 | -18.4% |
South Korea/ Taiwan | 51 100 | 56 900 | -10.2% |
Other Asia | 73 400 | 87 800 | -16.4% |
Total Asia | 285 800 | 283 300 | 0.9% |
All other markets | 137 200 | 140 300 | -2.2% |
Total all markets | 2 484 400 | 2 544 700 | -2.4% |
CONTRACTS, QUALITY AND PRICE | ||||||||
2023 | NORWEGIAN ORIGIN | SCOTTISH ORIGIN | CANADIAN ORIGIN | CHILEAN ORIGIN | IRISH ORIGIN | FAROESE ORIGIN | ICELANDIC ORIGIN | TOTAL |
Contract share | 25% | 56% | — | 30% | 87% | — | — | 27% |
Quality - superior share | 86% | 94% | 91% | 91% | 87% | 86% | 90% | 88% |
Price achievement | 100% | 115% | 99% | 103% | N/A | 104% | N/A | 102% |
SEGMENT RESULTS | ||
(EUR MILLION) | 2023 | 2022 |
Operational EBIT - Feed | 35.5 | 30.8 |
Operational EBIT - Farming | 682.4 | 817.2 |
Operational EBIT - Markets | 170.1 | 61.1 |
Operational EBIT - Consumer Products | 151.7 | 112.1 |
Operational EBIT - Other | -12.2 | -16.1 |
Group Operational EBIT1) | 1 027.5 | 1 005.1 |
Group EBIT | 981.0 | 1 053.8 |
OPERATIONAL PERFORMANCE BY COUNTRY OF ORIGIN | |||||||||
2023 | NORWEGIAN ORIGIN | SCOTTISH ORIGIN | CHILEAN ORIGIN | CANADIAN ORIGIN | IRISH ORIGIN | FAROESE ORIGIN | ICELANDIC ORIGIN | OTHER | TOTAL |
Operational EBIT (EUR million) | 831.5 | 76.5 | 60.5 | 18.9 | 1.2 | 32.4 | 13.5 | -7.1 | 1 027.5 |
Harvest volume of salmon 1) | 294 501 | 54 950 | 69 199 | 28 575 | 4 534 | 11 027 | 11 878 | 474 664 | |
Average price achievement 2) | 100% | 115% | 103% | 99% | — | 104% | — | 102% | |
Contract coverage 3) | 25% | 56% | 30% | — | 87% | — | — | 27% | |
Quality - superior share 4) | 86% | 94% | 91% | 91% | 87% | 86% | 90% | 88% | |
Feed cost (EUR per kg) 5) | — | — | — | — | — | — | — | — | 2.65 |
Total cost (EUR per kg) 6) | — | — | — | — | — | — | — | — | 5.62 |
Operational EBIT (EUR per kg) | 2.82 | 1.39 | 0.87 | 0.66 | 0.27 | 2.94 | 1.14 | — | 2.16 |
EBIT (EUR per kg) | 2.90 | 1.38 | 0.54 | -0.11 | 0.69 | 3.01 | (0.47) | — | 2.07 |
2022 | NORWEGIAN ORIGIN | SCOTTISH ORIGIN | CHILEAN ORIGIN | CANADIAN ORIGIN | IRISH ORIGIN | FAROESE ORIGIN | ICELANDIC ORIGIN | OTHER | TOTAL |
Operational EBIT (EUR million) | 806.1 | 42.6 | 76.9 | 65.8 | 6.0 | 19.6 | — | -11.9 | 1 005.1 |
Harvest volume of salmon 1) | 293 720 | 48 374 | 65 737 | 41 095 | 6 845 | 7 864 | — | 463 635 | |
Average price achievement 2) | 92% | 101% | 96% | 105% | — | 100% | — | 95% | |
Contract coverage 3) | 27% | 71% | 50% | 2% | 78% | — | — | 33% | |
Quality - superior share 4) | 90% | 96% | 91% | 93% | 88% | 90% | — | 91% | |
Feed cost (EUR per kg) 5) | — | — | — | — | — | — | — | — | 2.15 |
Total cost (EUR per kg) 6) | — | — | — | — | — | — | — | — | 5.09 |
Operational EBIT (EUR per kg) | 2.74 | 0.88 | 1.17 | 1.60 | 0.88 | 2.49 | — | — | 2.17 |
EBIT (EUR per kg) | 3.18 | 1.12 | 1.09 | 0.17 | 0.35 | 2.32 | — | — | 2.27 |
KEY FIGURES BY REGION IN NORWAY | ||||||||
SOUTH | WEST | MID | NORTH | |||||
2023 | 2022 | 2023 | 2022 | 2023 | 2022 | 2023 | 2022 | |
Operational EBIT (EUR million) | 221.2 | 148.0 | 226.8 | 200.1 | 72.2 | 147.3 | 311.3 | 310.7 |
Harvest volume (GWT) | 66 375 | 61 628 | 81 937 | 75 266 | 47 065 | 56 820 | 99 124 | 100 006 |
Operational EBIT per kg (EUR) | 3.33 | 2.40 | 2.77 | 2.66 | 1.53 | 2.59 | 3.14 | 3.11 |
Superior share | 89% | 91% | 86% | 91% | 77% | 88% | 88% | 90% |
2019 | 2020 | 2021 | 2022 | 2023 | |
Norway | 1 200 060 | 1 233 000 | 1 380 100 | 1 365 400 | 1 331 400 |
Chile | 621 270 | 700 650 | 646 500 | 678 000 | 689 400 |
Scotland | 171 450 | 160 470 | 179 300 | 144 700 | 138 300 |
North America | 142 470 | 141 120 | 144 900 | 137 400 | 114 800 |
Other | 185 040 | 205 857 | 255 900 | 252 000 | 242 400 |
Total | 2 320 290 | 2 441 097 | 2 606 700 | 2 577 500 | 2 516 300 |
Grunnlag for tabeller | |||||||
Operational EBIT | 2019 | 2020 | 2021 | 2022 | 2023 | ||
Operational EBIT | 720.9 | 337.7 | 522.6 | 1 005.1 | 1 027.5 | ||
Cost per kg farming | 2019 | 2020 | 2021 | 2022 | 2023 | CAGR | |
Farming full cost EUR | 4.26 | 4.37 | 4.47 | 5.09 | 5.63 | ||
ROCE | 2019 | 2020 | 2021 | 2022 | 2023 | ||
ROCE% | 19.9% | 8.3% | 13.4% | 23.7% | 19.3% | ||
Target ROCE% | 12.0% | 12.0% | 12.0% | 12.0% | 12.0% |
MATERIAL VALUE DRIVERS | AMBITIONS |
Climate friendly food production | 100% of our annual harvest volumes are sustainably certified by a GSSI* recognised standard |
Achieve our Science Based Targets for GHG emissions in our scopes 1, 2 and 3 | |
Responsible use of plastics | By 2025, 100% of our plastic packaging will be reusable, recyclable or compostable By 2025, at least 25% of plastic packaging will come from recycled plastic content By 2025, 100% of farming plastic equipment is reused or recycled |
Prevent fish escapes | Zero escapes every year |
Fish welfare, health and robustness | By 2025, >99.5% survival in sea (average per month)** By 2025, 50% of our stock in Norway with real-time welfare monitoring |
Sea lice management | 0% of sites above national limit (monthly average) |
Responsible use of medicines and chemicals | Reduction in antimicrobial use relative to 2015 |
Efficient and sustainable fish feed | 100% compliance with our sustainable feed sourcing policy |
ENERGY AND GHG EMISSIONS (Scope 1, 2 & 3) | ||||
2023 | 2022 | 2021 | Reference year 2019 | |
Energy consumption (TJ) | ||||
Direct energy consumption (Scope 1) | 1 640 | 1 730 | 2 035 | 2 133 |
Indirect energy consumption (Scope 2) | 1 639 | 1 530 | 1 500 | 1 403 |
Total energy consumption (TJ) | 3 279 | 3 260 | 3 535 | 3 536 |
GHG emissions (tonne CO2 e) | ||||
Direct energy consumption (Scope 1) | 121 589 | 121 827 | 140 011 | 158 277 |
Indirect energy consumption (Scope 2, market based) | 112 074 | 123 103 | 129 009 | 203 845 |
Indirect energy consumption (Scope 2, location based) | 84 242 | 77 958 | 85 131 | 93 215 |
Indirect value chain emissions - Energy/Industry (Scope 3) | 1 540 601 | 1 419 158 | 1 444 937 | 1 409 643 |
Indirect value chain emissions - FLAG (Scope 3) | 594 608 | 517 039 | 547 591 | 819 229 |
Total GHG emissions - scope 1 and 2, location based (tCO2e) | 205 831 | 199 785 | 225 142 | 251 492 |
Total GHG emissions - scope 1 and 2, market based (tCO2e) | 233 663 | 244 930 | 269 020 | 362 122 |
Total GHG emissions - Scope 3 (tCO2e) | 2 135 209 | 1 936 197 | 1 992 528 | 2 228 872 |
Total GHG emissions - scope 1, 2 (location) and 3 (tCO2e) | 2 341 040 | 2 135 982 | 2 217 670 | 2 480 364 |
Total GHG emissions - scope 1, 2 (market) and 3 (tCO2e) | 2 368 872 | 2 181 127 | 2 261 548 | 2 590 994 |
Mowi's climate roadmap | |||
Scope 1+2 emissions | Scope 3 emissions | ||
Reference years (well below 2C): 2016 (scope 1+2) and 2018 (scope 3) | |||
Updated reference year (1.5°C): 2019 (scopes 1, 2 and 3) | |||
2019 | First Climate Science Based Targets (SBT) approved, well below 2⁰C: Reduce absolute emissions by 35% by 2030 and 72% by 2050; 1.5°C aligned and FLAG targets submitted in 2023 | ||
2021 | 85% Sustainable Financing; 100% self-sufficient with Feed in Europe | 25% renewable electricity | 100% deforestation-free soy* |
70% of sea sites in Norway, 100% in Faroes and 25% in Ireland connected to land power | 74% of plastic packaging is recyclable with 12% recycled plastic content | ||
8 hybrid energy systems installed at our farming sites in Norway | |||
745 MWh saved energy through eco-efficienct initiatives at processing plants | |||
2022 | Ranked #1 in FAIRR** for the 4th time in a row | 28% renewable electricity | 77% of plastic packaging is recyclable with 15% recycled plastic content (92% for MOWI brand) |
70% of sea sites in Norway, 100% in Faroes and 47% in Ireland connected to land power | Downstream transportation optimization: use of sub-chilling technology & filleting | ||
10 hybrid energy systems installed at our farming sites in Norway | Analysed different routing options for air- cargo | ||
2643 MWh saved energy through eco-efficient initiatives at processing plants | |||
2023 | Ranked #1 in FAIRR** for the 5th time in a row | 37% renewable electricity | 82% of plastic packaging is recyclable with 22% recycled plastic content (92% for MOWI brand) |
90% Sustainable Funding | 81% of sea sites in Norway, 100% in Faroes and 54% in Ireland connected to land power and/or hybrid energy systems | Strengthened sustainable procurement of more efficient road freight | |
Submitted new SBT targets aligned with 1.5⁰C and FLAG targets | 18 hybrid energy systems installed at our farming sites in Norway and Chile | Optimized air freight transportation routes | |
Launch of Green and Sustainability-Linked Financing Framework | 35 000 MWh annualized savings for Mowi Group from energy-saving initiatives | Increased transport of fillets | |
2024-2030 | 100% Sustainable Financing; 100% SMART Farming in Norway | Increased purchase of renewable electricity across all operations | Achieve 10-15% inclusion of emerging feed raw materials with a low carbon footprint |
Implement hybrid/electric/hydrogen vessels that are cost-effective | Achieve at least 25% recycled plastic content into our packaging | ||
Increased on-site generation of renewable electricity across our operations | Achieve 100% of plastic packaging being reusable, recyclable or compostable | ||
Work with key suppliers towards implementation of low carbon fuel transportation solutions in our downstream business | |||
Achieve zero-waste to landfill | |||
2030 - 2050 | 100% renewable electricity across all operations | Amplification of climate actions through collaboration; Credible (Blue) Carbon Capture Projects | |
* 100% deforestation-free soy is maintained also in 2021, 2022, 2023 and is part of our sourcing plan moving forward | |||
** Mowi ranked #1 in the 2023 Coller FAIRR Protein Producer Index, a comprehensive assessment of the largest animal protein producers on critical environmental, social and governance (ESG) issues | |||
NUMBER OF ESCAPE INCIDENTS AND FISH ESCAPED | ||||||
Country | 2023 | 2022 | 2021 | |||
# of escape incidents | # of escaped fish | # of escape incidents | # of escaped fish | # of escape incidents | # of escaped fish | |
Norway | 2 | 34 | 8 | 174 | 4 | 909 |
Scotland | 1 | 1 | 2 | 49 963 | 1 | 19 686 |
Canada | — | — | 1 | 1 | 2 | 5 |
Chile | — | — | — | — | — | — |
Ireland | — | — | — | — | — | — |
Faroe Islands | — | — | — | — | — | — |
Iceland | 1 | 3 462 | — | — | — | — |
Group | 4 | 3 497 | 11 | 50 138 | 7 | 20 600 |
Country | Site name | # of escaped fish | Main cause category | Mitigation actions |
Norway | Storvika | 26 | Technical error/Human error (unloading of smolt linked with error in pumping valve) | Improved inspection procedure on wellboats prior and during smolt reception |
Norway | Kviteberg | 8 | Human error (misposition of unloading pipe in wellboat during sorting) | Updated procedures on critical work operations and external vessel involvement |
Scotland | Mallaig | 1 | Human error (water leak in transfer pipe during harvest) | Improved standard operation procedures and control points during harvesting |
Iceland | Kvígindisdalur | 3 462 | Human error (feeding system not removed from pen) | Improved training, standard operating procedure and implementation of an equipment maintenance system |
Total | 3 497 |
MAIN CAUSES OF REDUCED SURVIVAL | ||||
INFECTIOUS | NON-INFECTIOUS | |||
FISH NUMBERS | BIOMASS | FISH NUMBERS | BIOMASS | |
1 | Gill infections | Gill infections | Treatments | Treatments |
2 | Winter sores | CMS | Environmental-jellyfish | Environmental-jellyfish |
3 | CMS | Winter sores | Poor performers | Physical damage |
4 | AGD | HSMI | Physical damage | Poor performers |
(CMS, Cardiomyopathy Syndrome; AGD, Amoebic Gill Disease; HSMI, Heart & Skeletal Muscle Inflammation) | ||||
Waste type | Total (tonnes) | Waste diverted from disposal (tonnes) | Waste directed to disposal (tonnes) | |||
Reuse | Recycling | Incineration with energy recovery | Incineration without energy recovery | Landfill | ||
Total hazardous waste | 798 | 22 | 73 | 97 | 82 | 525 |
Total non-hazardous waste | 30 866 | 1 148 | 14 351 | 5 637 | 3 593 | 6 137 |
Total waste | 31 664 | 1 170 | 14 424 | 5 734 | 3 675 | 6 662 |
Freshwater source | 2023 Water withdrawal (1 000 m 3 ) | 2023 Water consumption (1 000 m 3 ) |
Surface water* | 276 914 | 267 |
Third party water (purchased water)** | 33 457 | 260 |
Ground water | 27 029 | 94 |
Total water withdrawal or consumption (all sources) | 337 400 | 622 |
Freshwater withdrawal intensity (m3/kg fish produced) | 0.57 | |
Freshwater consumption intensity (m3 /kg fish produced) | 0.0010 |
Birds | Marine mammals | |||
2023 | Accidental mortalities | Intentional mortalities | Accidental mortalities | Intentional mortalities |
Norway | 0.3 | 0.0 | 0.0 | 0.0 |
Ireland | 0.0 | 0.0 | 0.0 | 0.0 |
Faroe Island | 0.5 | 0.0 | 0.0 | 0.0 |
Scotland | 0.2 | 0.0 | 0.0 | 0.0 |
Chile | 0.0 | 0.0 | 0.0 | 0.0 |
Canada | 0.0 | 0.0 | 0.0 | 0.0 |
Group | 0.2 | 0.0 | 0.0 | 0.0 |
Country | % |
Norway | 95 |
Scotland | 92 |
Canada West | 100 |
Canada East | 86 |
Chile | 94 |
Ireland | 89 |
Faroes | 100 |
Iceland | 100 |
Group | 94 |
30 | Total number of projects | Country |
8 | Benthic monitoring | Canada, Faroes, Norway, Scotland |
14 | Interaction with wild populations | Canada, Chile, Ireland, Norway, Scotland |
3 | Water quality | Canada, Ireland, Norway |
5 | Nature restoration | Belgium, Poland, Scotland |
Raw materials | % in feed |
Fish and Krill meals | 16.7% |
Fish & algal oils | 12.8% |
Wheat products | 18.6% |
Soya products | 13.2% |
Bean and pea products | 12.0% |
Corn products | 0.6% |
Guar products | 3.1% |
Vegetable oils | 19.0% |
Supplements* | 4.0% |
Fish meal | Species* | Country of origin/FAO Fishing Area | Volume (tonnes) | % of meal purchased |
Fish meal, NE Atlantic* | Blue whiting, capelin, herring, Norway pout, sandeel, sprat; and trimmings from blue whiting, capelin, cod, herring, mackerel & sprat | Faroe Islands, Iceland, Norway, Denmark, Scotland, Ireland / 27, Atlantic Northeast | 76 141 | 86.6% |
Fish trimmings, NE Atlantic | Herring, cod and sprat | Norway/ 27, Atlantic Northeast | 1 946 | 2.2% |
Fishmeal, Pacific Southeast | Anchovy, sardine & falkland sprat | Peru, Chile /87, Pacific Southeast | 2 711 | 3.1% |
Gulf menhaden | USA/31, Atlantic Western Central | 2 015 | 2.3% | |
Krill meal, Atlantic Antarctic | Antarctic krill | Antartica/48, Atlantic Antarctic | 5 114 | 5.8% |
87 927 | 100% |
Fish oil | Species | Country of origin / FAO Fishing Area | Volume (tonnes) | % oil purchased |
Fish oil, Pacific Southeast | Peru, Chile / 87, Pacific Southeast | 18 165 | 26.9% | |
Fish oil, Pacific Eastern Central | Anchovy | Panama / 77, Pacific Eastern Central | 3 332 | 4.9% |
Fish oil, Atlantic Southeast | Anchovy | 3 043 | 4.5% | |
Fish oil, Atlantic Eastern Central | Pilchard | 7 205 | 10.7% | |
Fish oil, Atlantic Western Central | Gulf menhaden | USA/31, Atlantic Western Central | 2 116 | 3.1% |
Fish oil (and trimmings), NE Atlantic | Blue whiting, herring, capelin & sprat; trimmings from mackerel, herring and capelin | Iceland, Norway, Denmark, Ireland, Faroe Islands, UK/ 27, Atlantic Northeast | 33 644 | 49.8% |
Total fish oil (tonnes) | 67 505 | 100% |
Business area | 2023 | 2022 | 2021 |
Farming (kg CO2 e/tonne biomass harvested in seawater) | 316 | 311 | 342 |
Sales & Marketing (kg CO2 e/tonne feed produced) | 72 | 91 | 94 |
Feed (kg CO2 e/ tonne sold end product) | 33 | 58 | 78 |
Business area | 2023 | 2022 | 2021 |
Farming (TJ) | 2 240 | 2 151 | 2 351 |
Sales & Marketing (TJ) | 569 | 617 | 555 |
Feed (TJ) | 475 | 498 | 637 |
2023 | 2022 | 2021 | |
Oral (g-1 t) | 0.3 | 0.2 | 0.1 |
Topical (g-1 t) | 1.9 | 2 | 1.1 |
Peroxide (ltr-1 t / 10) | 0.3 | 0.3 | 0.4 |
Average % treated with non-meds | 44% | 60% | 56% |
2023 | 2022 | 2021 | 2020 | 2019 | |
Norway | 4% | 8% | 5% | 11% | 11% |
Scotland* | —% | —% | 1% | 2% | 1% |
Ireland */** | 1% | —% | —% | 2% | 5% |
Faroes* | 8% | 15% | 45% | 17% | 26% |
Canada West*/** | —% | —% | —% | 1% | —% |
Chile */** | 2% | 2% | —% | 1% | —% |
Group | 2% | 5% | 3% | 6% | 6% |
2023 | 2022 | 2021 | 2020 | 2019 | |
Norway | — | — | — | — | — |
Scotland | 23 | 61 | 101 | 63 | 23 |
Ireland | 350 | 80 | 82 | 68 | 248 |
Faroes | — | — | — | — | — |
Iceland | — | na | na | na | na |
Canada | 50 | 38 | 45 | 23 | 39 |
Chile | 443 | 474 | 508 | 269 | 216 |
Group | 82 | 76 | 91 | 54 | 44 |
2023 | 2022 | 2021 | |
Norway | 11.3% | 9.8% | 11.6% |
Scotland | 15.0% | 12.2% | 9.5% |
Ireland | 5% | 10% | 5.2% |
Faroes | 11.1% | 9.8% | 11.9% |
Iceland | 16.1% | na | na |
Canada | 6.9% | 4.5% | 7.5% |
Chile | 2.6% | 3.3% | 5.0% |
Group | 10.0% | 8.8% | 9.9% |
2023 | 2022 | 2021 | |
Norway | 9% | 10% | 8% |
Scotland | 8% | 12% | 10% |
Ireland | 1% | 3% | 3% |
Faroes | 9% | 10% | 11% |
Iceland | 8% | na | na |
Canada | 7% | 8% | 7% |
Chile | 5% | 5% | 8% |
Group | 8% | 9% | 9% |
2023 | 2022 | 2021 | |
Norway | 0.60 | 0.52 | 0.62 |
Scotland | 0.92 | 0.74 | 0.50 |
Ireland | 0.34 | 0.80 | 0.37 |
Faroes | 0.53 | 0.45 | 0.86 |
Canada | 0.40 | 0.30 | 0.50 |
Chile | 0.13 | 0.17 | 0.27 |
Iceland | 0.97 | na | na |
Group | 0.55 | 0.48 | 0.54 |
2023 | 2022 | 2021 | |
Norway | 1.62 | 1.77 | 1.8 |
Scotland | 1.69 | 2.48 | 1.7 |
Ireland | 0.32 | 0.9 | 0.2 |
Faroes | 1.49 | 1.56 | 2.4 |
Canada | 2 | 2.2 | 2.6 |
Chile | 1.3 | 1.3 | 1.7 |
Iceland | 1.73 | na | na |
Group | 1.58 | 1.81 | 1.8 |
Electricity | 50% |
Diesel | 26% |
Fuel oil | —% |
Gasoline/petrol | 1,5% |
Heating oil | 1,1% |
Natural gas | 13% |
Propane | 1% |
wood chips | —% |
Marine Gas Oil | 6,9% |
Mowi Group | Mowi Farming (Freshwater production) | Mowi Farming (primary processing plants) | Mowi Feed | Mowi S&M (secondary processing plants) | |
Freshwater withdrawal (x1000 m 3 ) - Total By Source: -Surface water -Third party water -Ground water | Total-337 400 Surface – 276 914 Third Party – 33 457 Ground water – 27 029 | Total-333 947 Surface – 276 778 Third Party – 31 024 Ground water – 26 146 | Total- 1 526 Surface – 55 Third Party – 1 368 Ground water – 102 | Total- 336 Surface – 81 Third Party – 254 Ground water – 0 | Total- 1 592 Surface – 0 Third Party – 810 Ground water – 782 |
Freshwater consumption (x1000 m 3 )* | Total- 622 Surface – 267 Third Party – 260 Ground water – 94 | Total-311 Surface – 220 Third Party – 0 Ground water – 91 | Total- 85 Surface – 0 Third Party – 82 Ground water – 3 | Total- 224 Surface - 48 Third Party – 177 Ground water – 0 | Total- 2 Surface – 0 Third Party – 2 Ground water – 0 |
MATERIAL VALUE DRIVERS | AMBITIONS |
Branding and product innovation | Value added sales growth |
Ensure food safety and quality | No recalls related to food safety. Superior quality > 92%. |
Product certification and verification | All farms 100 % GSSI certified certified, and processing plants certified to standards recognised by the Global Food Safety Initiative (GFSI) |
Healthy seafood | Omega-3 content >1g per 100 g product |
When | Incident | Business unit | What happened | Corrective actions carried out | Recall required | Market bans |
Jan | Microbiology | WE* | Detection of Listeria | Stopped using the supplier. | Yes | No |
Jan | Labelling | WE* | Incorrect best before date on label | Increase of the control frequency | Yes | No |
May | Foreign Body | CE* | Consumer found white plastic in product | Internal audit and customer audit performed. | Yes | No |
Sep | Microbiology | Norway | Detection of Listeria. Back up sample was negative. | Immediate analysis of back up samples if Listeria is detected in finished products to confirm the result | No | No |
Sep | Microbiology | CE* | Detection of Listeria | Stopped using the supplier. | No | No |
Year | Food safety incidents |
2023 | 5 |
2022 | 9 |
2021 | 8 |
2020 | 9 |
2019 | 12 |
Year | Quality |
Goal | 92% |
2023 | 88% |
2022 | 91% |
2021 | 91% |
2020 | 93% |
2019 | 93% |
Year | Number of quality and food safety claims |
2023 | 7 589 |
2022 | 6 326 |
2021 | 13 210 |
2020 | 12 195 |
2019 | 10 630 |
NUTRITIONAL FACTORS | PARAMETER | VALUE MOWI SALMON | % OF RECOMMENDED DAILY INTAKE | VALUE WILD ATLANTIC SALMON | % OF RECOMMENDED DAILY INTAKE WILD SALMON | RECOMMENDED DAILY INTAKE (RDI) | ||
Fat | Total fat | 16.000 | g/100 g | 17-28 % | 16,5 g/100 g | 18-30% | 55-90 | g/d |
1.200 | g/100 g | 520% | 1.15 g/100 g | 460% | 0.25 | g/d | ||
Vitamins | Vitamin B12 | 5,5 | ug/100 g | 305% | 4.67 ug/100g | 234 | 2 | ug/d |
Vitamin D | 6.120 | ug/100 g | 64% | 7.00 ug/100g | 70% | 10 | ug/d | |
Vitamin E | 3.890 | mg/100 g | 38% | 1.64 mg/100 g | 18% | 9 | mg/d | |
Minerals | Iodine | 0.004 | mg/100 g | 3% | 0.003 mg/100 g | 2% | 0.15 | mg/d |
Selenium | 0.020 | mg/100 g | 37% | 0.017 mg/100 g | 67% | 0.06 | mg/d | |
Protein | Protein | 19.750 | g/100 g | 36% | 20.1 g/100 g | 35% | 58 | g/d |
MATERIAL VALUE DRIVERS | AMBITIONS |
Mowi way | Live our vision, values and leadership principles every day |
Excellence-driven organisation | Implement operational excellence programme, ONE Mowi |
Ethical business conduct | Compliance with our code of conduct across the group |
Safe and meaningful work | Year-on-year reduction in LTIs per million hour worked Absence rate < 4 % 30% female in leadership positions by 2025 50/50 employee gender ratio by 2025 |
Community engagement | Develop and support the local communities in which we operate |
Year | LTI |
2019 | 4.3 |
2020 | 2.7 |
2021 | 2.5 |
2022 | 2.3 |
2023 | 2.1 |
NUMBER OF EMPLOYEES* | 2023 | 2022 | |||||||
Permanent | Temp | 3rd party** | Total | Permanent | Temp | 3rd party** | Total | ||
Feed | Male | 109 | 11 | 4 | 124 | 109 | 10 | 2 | 121 |
Female | 28 | 1 | — | 30 | 29 | 2 | — | 31 | |
Farming Norway | Male | 1 450 | 197 | 178 | 1 826 | 1 408 | 163 | 135 | 1 706 |
Female | 413 | 54 | 100 | 567 | 390 | 45 | 86 | 521 | |
Farming Scotland | Male | 676 | 49 | 15 | 740 | 632 | 46 | 7 | 685 |
Female | 110 | 5 | 6 | 121 | 85 | 5 | 5 | 95 | |
Farming Canada | Male | 404 | 17 | — | 421 | 456 | 28 | — | 485 |
Female | 85 | 3 | — | 88 | 86 | 3 | — | 89 | |
Farming Chile | Male | 612 | 48 | 137 | 797 | 584 | 48 | 131 | 763 |
Female | 200 | 18 | 49 | 267 | 200 | 20 | 49 | 269 | |
Farming Ireland | Male | 138 | 11 | — | 149 | 146 | 27 | — | 173 |
Female | 22 | 5 | — | 27 | 20 | 17 | — | 37 | |
Farming Faroe Islands | Male | 44 | 4 | — | 48 | 47 | 4 | — | 51 |
Female | 27 | 1 | — | 28 | 22 | 1 | — | 23 | |
Farming Iceland | Male | 97 | — | — | 97 | 59 | — | — | 59 |
Female | 34 | — | — | 34 | 15 | — | — | 15 | |
Farming | Male | 3 421 | 326 | 270 | 4 018 | 3 333 | 316 | 273 | 3 922 |
Female | 891 | 86 | 95 | 1 072 | 819 | 91 | 140 | 1 050 | |
Consumer Products | Male | 2 808 | 410 | 972 | 4 189 | 2 883 | 378 | 900 | 4 161 |
Female | 2 851 | 467 | 1 031 | 4 347 | 3 014 | 380 | 881 | 4 275 | |
Markets | Male | 123 | 19 | — | 142 | 105 | 24 | 1 | 130 |
Female | 48 | 2 | 1 | 51 | 41 | 3 | — | 44 | |
Sales & Marketing | Male | 2 914 | 428 | 1 032 | 4 374 | 2 994 | 371 | 926 | 4 291 |
Female | 2 916 | 469 | 1 092 | 4 477 | 3 055 | 370 | 839 | 4 264 | |
Corporate/other | Male | 28 | — | 5 | 33 | 29 | — | 5 | 34 |
Female | 15 | — | — | 15 | 14 | — | — | 14 | |
Mowi Group | Male | 6 472 | 766 | 1 311 | 8 548 | 6 465 | 697 | 1 205 | 8 367 |
Female | 3 850 | 556 | 1 188 | 5 594 | 3 917 | 463 | 979 | 5 359 | |
Mowi Group | Total | 10 322 | 1 322 | 2 498 | 14 142 | 10 381 | 1 160 | 2 184 | 13 726 |
Key indicators | 2023 | 2022 | 2021 | 2020 | 2019 | 2018 |
LTI per million hours worked (own employees) | 2.1 | 2.3 | 2.5 | 2.7 | 4.3 | 4.8 |
LTI own employees | 55 | 59 | 67 | 75 | 118 | 134 |
LTI subcontractors | 19 | 11 | 6 | 15 | 11 | 9 |
Absentee rate in % of total hours worked (own employees) | 4.9% | 5.4% | 5.2% | 5.1% | 4.7% | 5.0% |
Fatalities (own employees) | — | — | — | 1 | 1 | — |
LTI grading | High (extremely dangerous situations/occurrences) | Medium (moderately dangerous situations/occurrences) | Low (situations/occurrences that are not dangerous) | Total |
2023 | 7 | 13 | 22 | 42 |
2022 | 9 | 17 | 18 | 44 |
2021 | 12 | 18 | 24 | 54 |
Direct support to local communities (EUR thousand) | 2023 | 2022 |
Norway | 846.8 | 567.9 |
Canada | 237.2 | 38.4 |
Scotland | 402.2 | 742.2 |
Chile | 89.8 | 23.6 |
USA | 27.3 | 62.1 |
Ireland | 24.3 | 64.9 |
Central Europe | 24.0 | 94.5 |
Western Europe | 17.0 | 20.3 |
Total support to local communities | 1 668.6 | 1 613.9 |
AMBITIONS | MAIN FOCUS WITHIN R&D AND TECHNICAL |
Optimise farming technologies | Develop, test and validate new technologies that lead to more cost-effective farming |
Increase survival in sea | Monitor diseases and loss factors. Identify risk-factors, and develop new solutions and best practices for prevention and mitigation. Improve smolt robustness and welfare. |
Control sea lice mainly by non-medicinal means | Develop, validate, implement and improve non-medicinal methods and approaches for sea lice control |
Eliminate limits on sustainable growth caused by the feed ingredients situation | Identity and implement safe and sustainable emerging feed raw materials |
Maintain premium product quality and further reduce downgrading | Develop improved technological solutions for optimised processing, packaging and storage of our products |
Maintain salmon's reputation, and further improve customer satisfaction | Secure and maintain good listeria control. Continue to ensure control of environmental contaminants in fish feed and end product |
Use data analytics to guide business decisions | Unlock the potential of big data from Mowi's integrated value chain to guide business decisions |
IN EUR MILLION | AS % OF REVENUE | ||||
2023 | 2022 | Change in EUR | 2023 | 2022 | |
Revenue and other income | 5 505.7 | 4 940.8 | 564.9 | 100.0% | 100.0% |
Cost of materials | -2 738.1 | -2 283.1 | -455.0 | -49.7% | -46.2% |
Net fair value adjustment biomass | 37.4 | 113.7 | -76.3 | 0.7% | 2.3% |
Salary and personnel expenses | -647.9 | -612.6 | -35.4 | -11.8% | -12.4% |
Other operating expenses | -696.5 | -671.6 | -24.9 | -12.7% | -13.6% |
Depreciation and amortisation | -403.8 | -386.6 | -17.2 | -7.3% | -7.8% |
Onerous contracts provision | -18.3 | -8.3 | -10.1 | -0.3% | -0.2% |
Restructuring costs and other provisions | -4.9 | -13.7 | 8.8 | -0.1% | -0.3% |
License/production fees | -40.7 | -22.5 | -18.2 | -0.7% | -0.5% |
Other non-operational items | -16.6 | -2.1 | -14.5 | -0.3% | —% |
Income/loss from associated companies and joint ventures | 28.4 | 59.2 | -30.8 | 0.5% | 1.2% |
Impairment losses & write-downs | -23.5 | -59.5 | 36.0 | -0.4% | -1.2% |
Earnings before financial items (EBIT) | 981.0 | 1 053.8 | -72.8 | 17.8% | 21.3% |
Interest expenses | -113.1 | -52.6 | -60.6 | -2.1% | -1.1% |
Net currency effects | 35.9 | 1.4 | 34.5 | 0.7% | —% |
Other financial items | -5.1 | -1.8 | -3.3 | -0.1% | —% |
Earnings before taxes | 898.7 | 1 000.9 | -102.2 | 16.3% | 20.3% |
Income taxes | -459.2 | -215.5 | -243.7 | -8.3% | -4.4% |
Net earnings from continuing operations | 439.5 | 785.4 | -345.9 | 8.0% | 15.9% |
Non-IFRS measures | |||||
Operational EBIT | 1 027.5 | 1 005.1 | 22.5 | 18.7% | 20.3% |
ROCE % | 19.3% | 23.7% | -4.4% | ||
Ole-Eirik Lerøy (sign.) | Kristian Melhuus (sign.) | Lisbet K. Nærø (sign.) | Kathrine Fredriksen (sign.) |
Chair of the Board | Vice Chair of the Board | ||
Renate Larsen (sign.) | Peder Strand (sign.) | Jørgen J. Wengaard (sign.) | Roger Pettersen (sign.) |
Employee representative | Employee representative | ||
Unni Helen Hattmyr (sign.) | Ivan Vindheim (sign.) | ||
Employee representative | Chief Executive Officer |
Issues covered by the Norwegian Code | Compliance to the Norwegian Code | Change in compliance from last year |
1 Implementation and Reporting of Corporate Governance Principles | Compliant | n/a |
2 Business | Compliant | n/a |
3 Equity and Dividends | Compliant | n/a |
4 Equal Treatment of Shareholders and Transactions with Related Parties | Compliant | n/a |
5 Freely Negotiable Shares | Compliant | n/a |
6 General Meetings | Compliant | n/a |
7 Nomination Committee | Compliant | n/a |
8 Corporate Assembly and Board of Directors: Composition and Independence | Compliant | n/a |
9 The Work of the Board of Directors | Compliant | n/a |
10 Risk Management and Internal Control | Compliant | n/a |
11 Remuneration of the Board of Directors | Compliant | n/a |
12 Remuneration of Executive Management | Compliant | n/a |
13 Information and communications | Compliant | n/a |
14 Takeovers | Partly Compliant * | n/a |
15 Audit and Risk Oversight | Compliant | n/a |
Name | Position | Independent of major shareholders and management | Meetings attended | Attendance rate (%) | Director since | Term expires |
Ole-Eirik Lerøy | Chairperson | Yes | 9 | 100% | 2009 | 2025 |
Kristian Melhuus | Deputy Chairperson | Yes | 9 | 100% | 2018 | 2025 |
Lisbet K. Nærø1) | Director | Yes | 9 | 100% | 2015 | 2025 |
Kathrine Fredriksen | Director | No | 9 | 100% | 2022 | 2024 |
Renate Larsen1) | Director | Yes | 9 | 100% | 2022 | 2024 |
Peder Strand | Director | No | 9 | 100% | 2022 | 2024 |
Michal Chalaczkiewicz2) | Director | No | 2 | 67% | 2022 | n/a |
Roger Pettersen | Director, employee rep. | No | 9 | 100% | 2022 | 2024 |
Jørgen Wengaard | Director, employee rep. | No | 9 | 100% | 2021 | 2024 |
Unni Helen Hattmyr | Director, employee rep. | No | 5 | 100% | 2023 | 2024 |
Marianne Andersen2) | Director, employee rep. | No | 3 | 100% | 2021 | n/a |
FINANCIAL STATEMENTS AND NOTES |
Mowi GROUP |
2023 |
MOWI GROUP (EUR MILLION) | NOTE | 2023 | 2022 |
Revenue | |||
Other income | |||
Revenue and other income | 4/5 | ||
Cost of materials | 7 | - | - |
Net fair value adjustment biomass | 6 | ||
Salary and personnel expenses | 14 | - | - |
Other operating expenses | 28 | - | - |
Depreciation and amortisation | 9/10/29 | - | - |
Onerous contracts provision | 30 | - | - |
Restructuring costs and other provisions | 30 | - | - |
License/production fees | 4 | - | - |
Other non-operational items | 27 | - | - |
Income/loss from associated companies and joint ventures | 21/22 | ||
Impairment losses & write-downs | 6/9/10 | - | - |
Earnings before financial items (EBIT) | |||
Interest expenses | 12 | - | - |
Net currency effects | 12 | ||
Other financial items | 12 | - | - |
Earnings before taxes | |||
Income taxes | 15 | - | - |
Profit or loss for the year | |||
Other comprehensive income | |||
Currency translation differences | - | - | |
Total items to be reclassified to profit or loss in subsequent periods | - | - | |
Actuarial gains (losses) on defined benefit plans net of tax | 15 | - | - |
Total items not to be reclassified to profit or loss | - | - | |
Total other comprehensive income | - | - | |
Comprehensive income for the year | |||
Profit or loss for the year attributable to | |||
Non-controlling interests | - | ||
Owners of Mowi ASA | |||
Comprehensive income for the year attributable to | |||
Non-controlling interests | - | ||
Owners of Mowi ASA | |||
Earnings per share - basic and diluted (EUR) | 25 | ||
Earnings per share for continuing operations - basic and diluted (EUR) | 25 |
MOWI GROUP (EUR MILLION) | NOTE | 2023 | 2022 |
ASSETS | |||
Non-current assets | |||
Licenses | 8/9 | ||
Goodwill | 8/9 | ||
Deferred tax assets | 15 | ||
Other intangible assets | 9 | ||
Total intangible assets | |||
Property, plant and equipment | 10 | ||
Right-of-use assets | 29 | ||
Investments in associated companies and joint ventures | 21 | ||
Other non-current financial assets | 12 | ||
Other non-current assets | |||
Total non-current assets | |||
Current assets | |||
Inventory | 7 | ||
Biological assets | 6 | ||
Trade receivables | 17 | ||
Other receivables | 17 | ||
Other current financial assets | 12 | ||
Restricted cash | 16 | ||
Cash in bank | 16 | ||
Total current assets | |||
Total assets |
Mowi GROUP (EUR MILLION) | NOTE | 2023 | 2022 |
EQUITY AND LIABILITIES | |||
Equity | |||
Share capital and reserves attributable to owners of Mowi ASA | 24 | ||
Non-controlling interests | 23 | ||
Total equity | |||
Non-current liabilities | |||
Deferred tax liabilities | 15 | ||
Non-current interest-bearing debt | 11 | ||
Non-current leasing liabilities | 29 | ||
Other non-current liabilities | 20 | ||
Total non-current liabilities | |||
Current liabilities | |||
Current tax liabilities | 15 | ||
Current interest-bearing debt | 11 | ||
Current leasing liabilities | 18/29 | ||
Trade payables | 18 | ||
Other current financial liabilities | 12 | ||
Provisions | 30 | ||
Other current liabilities | 18 | ||
Total current liabilities | |||
Total equity and liabilities |
Ole-Eirik Lerøy (sign.) | Kristian Melhuus (sign.) | Lisbet K. Nærø (sign.) | Kathrine Fredriksen (sign.) |
Chair of the Board | Vice Chair of the Board | ||
Renate Larsen (sign.) | Peder Strand (sign.) | Jørgen J. Wengaard (sign.) | Roger Pettersen (sign.) |
Employee representative | Employee representative | ||
Unni Helen Hattmyr (sign.) | Ivan Vindheim (sign.) | ||
Employee representative | Chief Executive Officer |
MOWI GROUP (EUR MILLION) 2023 | ATTRIBUTABLE TO OWNERS OF MOWI ASA | NON- CONTROLLING INTERESTS | TOTAL EQUITY | |||||
SHARE CAPITAL | OTHER PAID-IN CAPITAL | SHARE BASED PAYMENT | TRANSLATION RESERVE | OTHER EQUITY | TOTAL | |||
Equity 01.01.23 | ||||||||
Comprehensive income | ||||||||
Profit | - | |||||||
Other comprehensive income | - | - | - | - | - | |||
Transactions with owners | ||||||||
Share-based payment | ||||||||
Dividend | - | - | - | - | ||||
Total equity 31.12.23 | ||||||||
MOWI GROUP (EUR MILLION) 2022 | ATTRIBUTABLE TO OWNERS OF MOWI ASA | NON- CONTROLLING INTERESTS | TOTAL EQUITY | |||||
SHARE CAPITAL | OTHER PAID-IN CAPITAL | SHARE BASED PAYMENT | TRANSLATION RESERVE | OTHER EQUITY | TOTAL | |||
Equity 01.01.22 | ||||||||
Comprehensive income | ||||||||
Profit | ||||||||
Other comprehensive income | - | - | - | - | ||||
Transactions with owners | ||||||||
Share-based payment | ||||||||
Dividend | - | - | - | |||||
Business combinations | ||||||||
Total equity 31.12.22 | ||||||||
MOWI GROUP (EUR MILLION) | NOTE | 2023 | 2022 |
Cash flow from operations | |||
Earnings before taxes | |||
Interest expenses | 12 | ||
Net currency effects | 12 | - | - |
Other financial items | 12 | ||
Impairment losses, depreciation and amortisation | 9/10 | ||
Net fair value adjustment on biological assets and onerous contracts | 6/30 | - | - |
Income from associated companies and joint ventures | 21 | - | - |
Taxes paid | 15 | - | - |
Change in inventory, trade payables and trade receivables | - | - | |
Restructuring and other provisions | - | - | |
Other adjustments | - | ||
Cash flow from operations | |||
Cash flow from investments | |||
Sale of fixed assets | |||
Purchase of fixed assets and additions to intangible assets | 4 | - | - |
Proceeds and dividend from associates and other investments | |||
Purchase of shares and other investments | - | - | |
Cash flow from investments | - | - | |
Cash flow from financing | |||
Proceeds (payments of ) interest-bearing debt (current and non-current) | 11 | ||
Down payment leasing debt | 11/29 | - | - |
Interest received | |||
Interest paid | - | - | |
Realised currency effects | |||
Dividend | - | - | |
Cash flow from financing | - | - | |
Currency effects on cash | - | ||
Net change in cash in period | |||
Cash - opening balance | |||
Cash - closing balance total | 16 |
KEY BUSINESS SEGMENT FIGURES (EUR MILLION) | |||||||
2023 | FEED | FARMING | MARKETS | CONSUMER PRODUCTS | OTHER1) | ELIMINATIONS | TOTAL |
External revenue | 6.7 | 173.3 | 1 743.6 | 3 589.8 | — | — | 5 513.4 |
Internal revenue | 1 064.5 | 3 311.0 | 2 096.7 | 10.9 | 21.2 | -6 504.3 | — |
Operational revenue | 1 071.2 | 3 484.3 | 3 840.3 | 3 600.7 | 21.2 | -6 504.3 | 5 513.4 |
Derivatives and other items | — | -13.6 | -1.7 | 7.7 | — | — | -7.6 |
Revenue and other income | 1 071.2 | 3 470.7 | 3 838.6 | 3 608.3 | 21.2 | -6 504.4 | 5 505.7 |
Operational EBITDA | 52.1 | 830.1 | 170.9 | 179.3 | -11.4 | — | 1 221.0 |
Operational EBIT | 35.5 | 682.4 | 170.1 | 151.7 | -12.2 | — | 1 027.5 |
Change in unrealised internal margin | — | — | — | — | — | -0.9 | -0.9 |
Gain/loss from derivatives | — | -9.1 | -1.8 | 7.7 | 0.2 | — | -2.9 |
Net fair value adjustment biomass | — | 37.4 | — | — | — | — | 37.4 |
Onerous contract provisions | — | -18.3 | — | — | — | — | -18.3 |
Restructuring cost and other provisions | -4.3 | — | -0.5 | — | — | -4.9 | |
Production/license/sales taxes | — | -45.2 | — | — | — | — | -45.2 |
Other non-operational items | — | -8.5 | — | -5.0 | -3.2 | — | -16.6 |
Income from associated companies and joint ventures | — | 28.4 | — | — | — | — | 28.4 |
Impairment losses and write-downs | — | -21.1 | — | -2.3 | — | — | -23.5 |
EBIT | 35.5 | 641.6 | 168.3 | 151.6 | -15.1 | -0.9 | 981.0 |
Gross investments | 4.0 | 360.8 | 0.4 | 29.6 | 1.5 | — | 396.3 |
Number of FTEs 31.12 | 153 | 5 090 | 241 | 8 611 | 48 | — | 14 142 |
KEY BUSINESS SEGMENT FIGURES (EUR MILLION) | |||||||
2022 | FEED | FARMING | MARKETS | CONSUMER PRODUCTS | OTHER1) | ELIMINATIONS | TOTAL |
External revenue | 8.3 | 48.7 | 1 733.5 | 3 155.6 | — | — | 4 946.0 |
Internal revenue | 977.9 | 3 256.8 | 1 992.1 | 9.9 | 21.2 | -6 257.8 | — |
Operational revenue | 986.2 | 3 305.5 | 3 725.6 | 3 165.5 | 21.2 | -6 257.8 | 4 946.0 |
Derivatives and other items | — | -0.8 | -2.1 | 0.2 | — | -2.5 | -5.3 |
Revenue and other income | 986.2 | 3 304.8 | 3 723.5 | 3 165.7 | 21.2 | -6 260.4 | 4 940.8 |
Operational EBITDA | 47.0 | 946.7 | 61.5 | 139.4 | -15.2 | — | 1 179.4 |
Operational EBIT | 30.8 | 817.2 | 61.1 | 112.1 | -16.1 | — | 1 005.1 |
Change in unrealised internal margin | — | — | — | — | — | -10.4 | -10.4 |
Gain/loss from derivatives | — | 2.3 | -2.8 | -1.6 | -2.6 | — | -4.7 |
Net fair value adjustment biomass | — | 113.7 | — | — | — | — | 113.7 |
Onerous contract provisions | — | -8.3 | — | — | — | — | -8.3 |
Restructuring cost and other provisions | — | -11.7 | -0.3 | -1.7 | — | — | -13.7 |
Production/license/sales taxes | — | -25.6 | — | — | — | — | -25.6 |
Other non-operational items | — | -3.2 | — | -0.1 | 1.2 | — | -2.1 |
Income from associated companies and joint ventures | — | 59.2 | — | — | — | — | 59.2 |
Impairment losses and write-downs | — | -56.0 | — | -3.5 | — | — | -59.5 |
EBIT | 30.8 | 887.6 | 58.0 | 105.3 | -17.5 | -10.4 | 1 053.8 |
Gross investments | 3.0 | 295.6 | 1.5 | 33.5 | 1.8 | — | 335.2 |
Number of FTEs 31.12 | 152 | 4 972 | 216 | 8 339 | 48 | — | 13 726 |
NON-CURRENT ASSETS BY COUNTRY LOCATION (EUR MILLION) | 2023 | 2022 |
Norway | 2 106.1 | 1 968.2 |
Poland | 143.1 | 128.8 |
Scotland | 555.2 | 507.0 |
Iceland | 407.7 | 408.1 |
Belgium | 77.6 | 77.5 |
France | 46.8 | 50.0 |
Rest of Europe | 100.6 | 101.8 |
Chile | 285.0 | 274.4 |
Canada/USA | 449.7 | 445.6 |
Asia | 9.1 | 9.4 |
Non-current assets | 4 180.8 | 3 970.8 |
Other non-current assets 1) | 78.7 | 71.8 |
Total non-current assets | 4 259.5 | 4 042.6 |
BUSINESS AREAS | Feed | Farming | Sales & Marketing | Total | |||||
(EUR million) | Note | 2023 | 2022 | 2023 | 2022 | 2023 | 2022 | 2023 | 2022 |
Geographical markets | |||||||||
Europe | 4.4 | 2.8 | 141.4 | 29.1 | 3 768.5 | 3 261.0 | 3 914.3 | 3 292.9 | |
Americas | — | — | 10.5 | 0.7 | 1 039.6 | 1 109.7 | 1 050.1 | 1 110.3 | |
Asia | — | — | — | — | 462.8 | 436.9 | 462.8 | 436.9 | |
Rest of the world | — | — | — | — | 58.6 | 72.4 | 58.6 | 72.4 | |
Revenue from contracts with customers | 4.4 | 2.8 | 151.9 | 29.8 | 5 329.5 | 4 880.0 | 5 485.8 | 4 912.6 | |
Other income | 2.2 | 5.5 | 21.5 | 18.9 | 3.9 | 9.1 | 27.6 | 33.4 | |
Operational revenue | 4 | 6.7 | 8.3 | 173.3 | 48.7 | 5 333.4 | 4 889.1 | 5 513.4 | 4 946.0 |
RECONCILIATION OF CHANGES IN THE CARRYING AMOUNT OF BIOLOGICAL ASSETS (EUR MILLION) | 2023 | 2022 |
Carrying amount as of 01.01 | 1 912.5 | 1 529.5 |
Cost to stock | 2 570.5 | 2 259.3 |
Net fair value adjustment | 37.4 | 113.7 |
Mortality for fish in sea | -97.4 | -88.7 |
Cost of harvested fish expensed | -2 265.7 | -1 964.5 |
Write-downs | -15.6 | -18.3 |
Effects of business combinations | 13.7 | 83.3 |
Currency translation differences | -12.0 | -1.9 |
Total carrying amount of biological assets as of 31.12 | 2 143.6 | 1 912.5 |
FAIR VALUE ADJUSTMENT ON BIOLOGICAL ASSETS IN THE STATEMENT OF FINANCIAL POSITION (EUR MILLION) | 2023 | 2022 |
Mowi Norway | 354.6 | 305.5 |
Mowi Chile | 25.6 | 48.2 |
Mowi Canada | 24.9 | 26.9 |
Mowi Scotland | 57.2 | 52.3 |
Mowi Faroe Islands | 13.5 | 8.9 |
Mowi Ireland | 3.2 | 0.2 |
Arctic Fish | 14.8 | 15.2 |
Total fair value adjustment included in carrying amount in the statement of financial position | 493.9 | 457.2 |
Biomass at cost | 1 649.7 | 1 455.3 |
Total biological assets | 2 143.6 | 1 912.5 |
FAIR VALUE ADJUSTMENT ON BIOLOGICAL ASSETS IN THE STATEMENT OF COMPREHENSIVE INCOME (EUR MILLION) | 2023 | 2022 |
Mowi Norway | 672.4 | 843.7 |
Mowi Chile | 97.1 | 120.1 |
Mowi Canada | 44.2 | 82.4 |
Mowi Scotland | 74.2 | 126.2 |
Mowi Faroe Islands | 17.1 | 15.7 |
Mowi Ireland | 6.1 | 10.4 |
Arctic Fish | 14.5 | — |
Total fair value adjustment in the statement of comprehensive income | 925.6 | 1 198.6 |
FAIR VALUE ADJUSTMENT ON HARVESTED FISH IN THE STATEMENT OF COMPREHENSIVE INCOME (EUR MILLION) | 2023 | 2022 |
Mowi Norway | -611.3 | -752.9 |
Mowi Chile | -117.5 | -112.0 |
Mowi Canada | -44.1 | -73.7 |
Mowi Scotland | -67.3 | -102.7 |
Mowi Faroe Islands | -12.5 | -13.8 |
Mowi Ireland | -3.1 | -13.1 |
Arctic Fish | -14.9 | — |
Total fair value uplift in the statement of comprehensive income | -870.8 | -1 068.2 |
FAIR VALUE ADJUSTMENT ON INCIDENT BASED MORTALITY IN THE STATEMENT OF COMPREHENSIVE INCOME (EUR MILLION) | 2023 | 2022 |
Mowi Norway | -11.9 | -12.0 |
Mowi Chile | -0.8 | -2.1 |
Mowi Canada | -1.6 | 4.2 |
Mowi Scotland | -3.1 | -5.7 |
Mowi Faroe Islands | — | -0.2 |
Mowi Ireland | — | -0.7 |
Arctic Fish | — | — |
Total fair value uplift in the statement of comprehensive income | -17.4 | -16.6 |
NET FAIR VALUE ADJUSTMENT IN THE STATEMENT OF COMPREHENSIVE INCOME (EUR MILLION) | 2023 | 2022 | |
Mowi Norway | 49.2 | 78.8 | |
Mowi Chile | -21.2 | 6.0 | |
Mowi Canada | -1.5 | 12.9 | |
Mowi Scotland | 3.8 | 17.8 | |
Mowi Faroe Islands | 4.6 | 1.7 | |
Mowi Ireland | 3.0 | -3.4 | |
Arctic Fish | -0.4 | — | |
Total fair value uplift in the statement of comprehensive income | 37.4 | 113.7 |
VOLUMES OF BIOMASS (TONNES) | 2023 | 2022 |
Volume of biomass harvested during the year (gutted weight) | 474 664 | 463 635 |
Volume of biomass in the sea at year-end (live weight) | 311 707 | 295 279 |
SENSITIVITY EFFECT ON FAIR VALUE (SALMON ONLY) AT YEAR-END (EUR MILLION) | PRICE -0.1 EUR | BIOMASS -1% LWT | QUALITY -1% SUP |
Mowi Norway | -8.7 | -4.4 | -0.5 |
Mowi Chile | -2.4 | -0.4 | -0.4 |
Mowi Canada | -2.4 | -0.6 | -1.3 |
Mowi Scotland | -2.6 | -0.6 | -1.5 |
Mowi Faroe Islands | -0.6 | -0.3 | — |
Mowi Ireland | -0.1 | — | — |
Arctic Fish | -0.3 | -0.2 | — |
Total sensitivity effect on fair value | -17.1 | -6.5 | -3.8 |
INCIDENT-BASED MORTALITY 2023 (SALMON ONLY) | INCIDENT-BASED MORTALITY (1000 TONNES) | INCIDENT-BASED MORTALITY IN % OF TOTAL MORTALITY (VOLUME) |
Mowi Norway | 9.7 | 25.9% |
Mowi Chile | 0.9 | 20.1% |
Mowi Canada | 1.6 | 35.0% |
Mowi Scotland | 3.0 | 34.4% |
Mowi Faroe Islands | — | —% |
Mowi Ireland | 0.4 | 25.8% |
Arctic Fish | — | — |
Mowi Group | 15.6 | 26.2% |
FORWARD PRICES USED IN FAIR VALUE CALCULATION 1) QUARTER | EUR/KG |
Q1 2024 | 9.65 |
Q2 2024 | 10.09 |
Q3 2024 | 7.47 |
Q4 2024 | 7.69 |
Q1 2025 | 9.20 |
Q2 2025 | 9.16 |
INVENTORY (EUR MILLION) | 2023 | 2022 |
Raw materials and goods in process | 390.5 | 421.5 |
Finished goods | 214.6 | 182.4 |
Total inventory | 605.1 | 603.9 |
ASSUMPTIONS CASH GENERATING UNITS | HARVEST VOLUME 2023 (GWT) | WACC | TERMINAL | ||
BEFORE TAX | VALUE GROWTH % | ||||
2023 | 2022 | 2023 | 2022 | ||
Mowi Norway Farming | 294 501 | 10.9% | 11.7% | 2.0% | 1.6% |
Mowi Chile Farming | 69 199 | 12.9% | 11.3% | 2.0% | 1.5% |
Mowi Canada Farming | 28 575 | 11.7% | 9.8% | 2.0% | 1.6% |
Mowi Scotland Farming | 54 950 | 11.0% | 9.2% | 2.0% | 1.6% |
Mowi Ireland Farming | 4 534 | 9.8% | 8.0% | 2.0% | 1.6% |
Mowi Faroe Islands Farming | 11 027 | 8.7% | 9.4% | 2.0% | 1.6% |
Arctic Fish | 11 878 | 9.4% | —% | 2.0% | —% |
Mowi Consumer Products Europe | — | 10.0% | 9.0% | 2.0% | 0.2% |
Mowi Asia | — | 11.3% | 9.9% | 2.0% | 1.6% |
Mowi USA | — | 11.1% | 11.1% | 2.0% | 1.5% |
Mowi Feed | — | 10.3% | 9.5% | 2.0% | 1.6% |
Total | 474 664 | ||||
CASH GENERATING UNITS (EUR MILLION) | GOODWILL | LICENSES | ||
2023 | 2022 | 2023 | 2022 | |
Mowi Norway Farming | 185.9 | 185.9 | 594.5 | 568.1 |
Mowi Scotland Farming | 8.0 | 7.3 | 104.4 | 75.2 |
Mowi Canada Farming | 38.4 | 39.0 | 155.3 | 157.8 |
Mowi Chile Farming | — | — | 118.0 | 126.9 |
Mowi Ireland Farming | — | — | 2.2 | 2.2 |
Mowi Faroe Islands Farming | — | — | 6.5 | 6.6 |
Arctic Fish | 46.2 | 51.2 | 233.0 | 257.4 |
Mowi Consumer Products | 89.7 | 88.0 | — | — |
Total | 368.1 | 371.4 | 1 213.9 | 1 194.2 |
SPECIFICATION OF INTANGIBLE ASSETS 2023 (EUR MILLION) | GOODWILL | LICENSES | OTHER INTANGIBLE ASSETS 1) | TOTAL |
Acquisition cost as of 01.01 | 643.4 | 1 377.5 | 70.9 | 2 091.8 |
Additions in the year as a result of acquisitions2) | — | 27.7 | — | 27.7 |
Additions in the year | 0.5 | 27.0 | 5.4 | 32.9 |
Disposals / scrapping in the year | — | -1.6 | — | -1.7 |
Foreign currency adjustments | -8.2 | -35.3 | -0.1 | -43.6 |
Total acquisition cost as of 31.12 | 635.7 | 1 395.2 | 76.2 | 2 107.1 |
Accumulated amortisation and impairment losses as of 01.01 | 272.0 | 183.3 | 41.0 | 496.4 |
Amortisation in the year | — | — | 2.6 | 2.6 |
Impairment losses in the year | — | 3.1 | 0.3 | 3.4 |
Disposals/ scrapping in the year | — | -0.6 | — | -0.7 |
Foreign currency adjustments | -4.5 | -4.3 | -0.2 | -9.0 |
Total accumulated amortisation and impairment losses as of 31.12 | 267.5 | 181.3 | 43.7 | 492.6 |
Total carrying amount as of 31.12 | 368.1 | 1 213.9 | 32.5 | 1 614.5 |
Estimated lifetime | 3 - 25 years | |||
Amortisation method | Linear |
SPECIFICATION OF INTANGIBLE ASSETS 2022 (EUR MILLION) | GOODWILL | LICENSES | OTHER INTANGIBLE ASSETS 1) | TOTAL |
Acquisition cost as of 01.01 | 586.4 | 1 093.4 | 65.4 | 1 745.1 |
Additions in the year as a result of acquisitions | 53.4 | 283.4 | — | 336.8 |
Additions in the year2) | — | 2.3 | 5.4 | 7.7 |
Reclassification | — | -0.4 | — | -0.4 |
Disposals / scrapping in the year | — | — | -0.7 | -0.7 |
Foreign currency adjustments | 3.7 | -1.2 | 0.7 | 3.2 |
Total acquisition cost as of 31.12 | 643.4 | 1 377.5 | 70.9 | 2 091.8 |
Accumulated amortisation and impairment losses as of 01.01 | 265.2 | 173.6 | 38.7 | 477.6 |
Amortisation in the year | — | — | 2.8 | 2.8 |
Impairment losses in the year | — | 3.8 | — | 3.8 |
Reclassification | — | -0.4 | -0.3 | -0.7 |
Disposals/scrapping in the year | — | — | -0.7 | -0.7 |
Foreign currency adjustments | 6.8 | 6.3 | 0.4 | 13.5 |
Total accumulated amortisation and impairment losses as of 31.12 | 272.0 | 183.3 | 41.0 | 496.4 |
Total carrying amount as of 31.12 | 371.4 | 1 194.2 | 29.8 | 1 595.4 |
Estimated lifetime | 3 - 25 years | |||
Amortisation method | Linear |
SPECIFICATION OF SEAWATER LICENSES | NUMBER OF LICENSES/ TENURES | NUMBER OF LICENSES/ TENURES IN USE | TOTAL CURRENT PRODUCTION CAPACITY 3) (T TONNES) | OTHER LIMITATIONS |
Mowi Norway1) | 234.5 | 234.5 | 320 | MAB limitation per license |
Mowi Chile | 184 | 30-40 | 120-130 | |
Mowi Scotland | 84 | 48 | 140 | MAB limitation per license |
Mowi Canada | 105 | 34 | 128 | MAB limitation per license |
Mowi Ireland | 20 | 13 | 10 | |
Mowi Faroe Islands2) | 3 | 3 | 11 | |
Arctic Fish | 10 | 10 | 27 |
SPECIFICATION LICENSES 2023 | TOTAL CURRENT PRODUCTION CAPACITY 2) (T TONNES) | HARVEST VOLUME (SALMON ONLY) | UTILISATION BASED ON PRODUCTION CAPACITY | BOOK VALUE 1) (EUR MILLION) | BOOK VALUE PER PRODUCTION VOLUME |
Mowi Norway | 320 | 294 501 | 93% | 594.5 | 2.0 |
Mowi Chile | 120-130 | 69 199 | 53%-58% | 118.0 | 1.7 |
Mowi Scotland | 140 | 54 950 | 39% | 104.4 | 1.9 |
Mowi Canada | 128 | 28 575 | 22% | 155.3 | 5.4 |
Mowi Ireland | 10 | 4 534 | 45% | 2.2 | 0.5 |
Mowi Faroe Islands | 11 | 11 027 | 100% | 6.5 | 0.6 |
Arctic Fish | 27 | 11 878 | 44% | 232.9 | 19.6 |
Total | 474 664 | 1 213.9 | 2.6 |
SPECIFICATION OF PPE 2023 (EUR MILLION) | LAND & BUILDINGS | MACHINERY & EQUIPMENT | TRANSPORT | NETS, PENS & MOORINGS | UNDER CONSTRUCTION /PREPAYMENTS | OTHER TANGIBLE | TOTAL |
Acquisition cost as of 01.01 | 1 039.1 | 1 260.1 | 385.7 | 535.9 | 333.4 | 70.7 | 3 625.0 |
Acquisitions through business combinations | 2.7 | 4.2 | 0.2 | — | — | — | 7.1 |
Additions in the year | 80.4 | 89.5 | 59.4 | 75.9 | 51.6 | 10.4 | 367.2 |
Reclassification | -8.2 | -18.4 | -2.9 | -4.9 | 0.2 | — | -34.1 |
Disposals / scrapping in the year | -2.8 | -11.9 | -3.5 | -14.4 | — | -0.5 | -33.1 |
Foreign currency adjustments | -7.4 | 10.2 | -1.2 | -3.4 | 4.4 | -0.8 | 1.8 |
Total acquisition cost as of 31.12 | 1 103.9 | 1 333.7 | 437.8 | 589.1 | 389.6 | 79.8 | 3 933.9 |
Accumulated depreciation and impairment losses as of 01.01 | 400.8 | 924.4 | 194.0 | 329.2 | 13.3 | 52.4 | 1 914.0 |
Depreciation in the year | 41.9 | 76.0 | 29.7 | 50.7 | — | 3.8 | 202.1 |
Impairment losses and reversal of previous write-downs in the year | 0.6 | 1.7 | — | 0.6 | 0.5 | 2.4 | 5.8 |
Reclassification | -8.1 | -18.4 | -2.8 | -4.7 | — | -0.1 | -34.1 |
Disposals / scrapping in the year | -2.5 | -12.9 | -3.3 | -13.0 | 0.7 | -2.2 | -33.1 |
Foreign currency adjustments | -1.2 | -3.0 | -0.3 | -2.5 | 3.1 | -0.8 | -4.6 |
Total accumulated depreciation and impairment losses as of 31.12 | 431.4 | 967.8 | 217.4 | 360.4 | 17.7 | 55.5 | 2 050.0 |
Total carrying amount as of 31.12 | 672.4 | 366.1 | 220.5 | 228.6 | 372.0 | 24.2 | 1 883.9 |
Estimated lifetime | 5-20 years | 3-10 years | 5-10 years | n/a | 3-10 years | ||
Depreciation method | Linear | Linear | Linear | Linear | n/a | Linear |
SPECIFICATION OF PPE 2022 (EUR MILLION) | LAND & BUILDINGS | MACHINERY & EQUIPMENT | TRANSPORT | NETS, PENS & MOORINGS | UNDER CONSTRUCTION /PREPAYMENTS | OTHER TANGIBLE | TOTAL |
Acquisition cost as of 01.01 | 928.7 | 1 209.2 | 341.5 | 471.3 | 246.7 | 64.0 | 3 261.3 |
Acquisitions through business combinations | 67.0 | 4.0 | 20.1 | 16.3 | — | — | 107.5 |
Additions in the year | 58.2 | 68.0 | 30.2 | 58.5 | 96.9 | 8.3 | 320.0 |
Reclassification | — | -1.3 | — | — | 0.6 | -0.9 | -1.5 |
Disposals / scrapping in the year | -6.5 | -19.8 | -4.1 | -8.9 | -0.1 | -1.9 | -41.3 |
Foreign currency adjustments | -8.3 | 0.1 | -2.0 | -1.3 | -10.8 | 1.0 | -21.2 |
Total acquisition cost as of 31.12 | 1 039.1 | 1 260.1 | 385.7 | 535.9 | 333.4 | 70.7 | 3 625.0 |
Accumulated depreciation and impairment losses as of 01.01 | 355.9 | 862.9 | 172.3 | 293.5 | 22.5 | 50.5 | 1 757.5 |
Depreciation in the year | 41.1 | 71.8 | 25.7 | 43.3 | — | 3.5 | 185.4 |
Impairment losses and reversal of previous write-downs in the year | 7.6 | 6.8 | 1.0 | 0.1 | 0.5 | — | 16.1 |
Reclassification | 1.5 | -3.2 | 0.1 | 1.2 | — | -0.8 | -1.2 |
Disposals /scrapping in the year | -5.7 | -19.0 | -3.9 | -8.7 | -0.2 | -1.9 | -39.3 |
Foreign currency adjustments | 0.4 | 5.1 | -1.2 | -0.2 | -9.6 | 1.0 | -4.5 |
Total accumulated depreciation and impairment losses as of 31.12 | 400.8 | 924.4 | 194.0 | 329.2 | 13.3 | 52.4 | 1 914.0 |
Total carrying amount as of 31.12 | 638.3 | 335.9 | 191.7 | 206.6 | 320.1 | 18.3 | 1 711.0 |
Estimated lifetime | 5-20 years | 3-10 years | 5-10 years | n/a | 3-10 years | ||
Depreciation method | Linear | Linear | Linear | Linear | n/a | Linear |
INTEREST-BEARING DEBT (EUR MILLION) | 2023 | 2022 |
Non-current interest-bearing bank debt | 1 744.2 | 1 377.7 |
Green bond | 199.5 | 199.1 |
Schuldschein loan | 149.3 | 149.0 |
Total non-current interest-bearing debt | 2 093.0 | 1 725.8 |
Current interest-bearing bank debt | 0.1 | 11.6 |
Bond | — | 200.0 |
Current interest-bearing debt | 0.1 | 211.6 |
Total interest-bearing debt | 2 093.1 | 1 937.4 |
CASH MOVEMENTS FINANCING ACTIVITIES (EUR MILLION) | INTEREST-BEARING DEBT | DERIVATIVES |
Balance at January 1, 2023 | 1 937.4 | 11.9 |
Proceeds from loans and borrowings | 158.9 | — |
Total changes from financing cash flows | 158.9 | — |
The effect of changes in foreign exchange rates | -10.4 | — |
Changes in fair value | — | -5.6 |
Liability-related | -10.4 | -5.6 |
Capitalised borrowing cost | 4.2 | — |
Interest expense | 95.0 | 0.3 |
Interest paid | -92.4 | -0.3 |
Total liability-related other changes | 6.7 | — |
Balance at December 31, 2023 | 2 092.6 | 6.3 |
CASH MOVEMENTS FINANCING ACTIVITIES (EUR MILLION) | INTEREST-BEARING DEBT | DERIVATIVES |
Balance at January 1, 2022 | 1 358.9 | 7.0 |
Proceeds from loans and borrowings | 499.9 | — |
Total changes from financing cash flows | 499.9 | — |
Changes from business combinations | 78.3 | |
The effect of changes in foreign exchange rates | -3.4 | — |
Changes in fair value | — | 4.9 |
Liability-related | 74.9 | 4.9 |
Capitalised borrowing cost | 1.7 | — |
Interest expense | 36.3 | 4.1 |
Interest paid | -34.3 | -4.1 |
Total liability-related other changes | 3.7 | — |
Balance at December 31, 2022 | 1 937.4 | 11.9 |
FINANCIAL INSTRUMENTS IMPACT ON COMPREHENSIVE INCOME (EUR MILLION) | 2023 | 2022 |
Interest expenses | -95.2 | -36.3 |
Interest expenses leasing | -14.3 | -12.7 |
Amortised interest cost | -3.6 | -3.6 |
Interest expenses | -113.1 | -52.6 |
Net currency effects on interest-bearing debt | 14.4 | 2.1 |
Net currency effects on cash, trade receivables and trade payables | -6.7 | 3.6 |
Gain/loss on short-term currency swaps | 15.7 | -6.5 |
Gain/loss on long-term currency swaps | -5.2 | -6.1 |
Currency effects on leasing (IFRS 16) | 17.6 | 8.4 |
Net currency effects | 35.9 | 1.4 |
Interest income | 6.5 | 2.0 |
Gain/loss on salmon derivatives non-operational | -0.2 | -0.8 |
Change in fair value other financial instruments | 0.7 | 2.9 |
Change in fair value other shares | -0.3 | -0.1 |
Net other financial items | -11.9 | -5.8 |
Other financial items | -5.1 | -1.8 |
Total financial items | -82.3 | -52.9 |
CATEGORIES OF FINANCIAL INSTRUMENTS IN THE STATEMENT OF FINANCIAL POSITION (EUR MILLION) | FINANCIAL ASSETS AND LIABILITIES | |||
DECEMBER 31, 2023 | DEBT INSTRUMENTS AT AMORTISED COST | FINANCIAL INSTRUMENTS AT FAIR VALUE THROUGH PROFIT OR LOSS | NON-FINANCIAL ASSETS AND LIABILITIES | TOTAL |
Non-current assets | ||||
Other non-current financial assets | — | 2.7 | — | 2.7 |
Current assets | ||||
Trade receivables | 654.3 | — | — | 654.3 |
Other receivables | 148.5 | — | 105.2 | 253.7 |
Other current financial assets | — | 19.9 | — | 19.9 |
Cash | 302.9 | — | — | 302.9 |
Non-current liabilities | ||||
Non-current interest-bearing debt | -2 093.0 | — | — | -2 093.0 |
Current liabilities | ||||
Current interest-bearing debt | -0.1 | — | — | -0.1 |
Trade payables | -560.7 | — | — | -560.7 |
Other current financial liabilities | — | -6.3 | — | -6.3 |
Other current liabilities | -144.5 | — | -149.4 | -293.9 |
Total | -1 692.6 | 16.3 | ||
Fair value1) | -1 693.8 | 16.3 | ||
CATEGORIES OF FINANCIAL INSTRUMENTS IN THE STATEMENT OF FINANCIAL POSITION (EUR MILLION) | FINANCIAL ASSETS AND LIABILITIES | |||
31 DECEMBER 2022 | DEBT INSTRUMENTS AT AMORTISED COST | FINANCIAL INSTRUMENTS AT FAIR VALUE THROUGH PROFIT OR LOSS | NON-FINANCIAL ASSETS AND LIABILITIES | TOTAL |
Non-current assets | ||||
Other non-current financial assets | — | 2.7 | — | 2.7 |
Current assets | ||||
Trade receivables | 600.1 | — | — | 600.1 |
Other receivables | 98.4 | — | 85.3 | 183.7 |
Other current financial assets | — | 10.0 | — | 10.0 |
Cash | 178.5 | — | — | 178.5 |
Non-current liabilities | ||||
Non-current interest-bearing debt | -1 725.8 | — | — | -1 725.8 |
Current liabilities | ||||
Current interest-bearing debt | -211.6 | — | — | -211.6 |
Trade payables | -437.0 | — | — | -437.0 |
Other current financial liabilities | — | -11.9 | — | -11.9 |
Other current liabilities | -98.2 | — | -145.0 | -243.2 |
Total | -1 595.6 | 0.8 | ||
Fair value1) | -1 401.1 | 0.8 | ||
OTHER CURRENT FINANCIAL ASSETS (EUR MILLION) | 2023 | 2022 |
Market value of other financial instruments | 3.7 | 6.0 |
Currency swaps | 16.2 | 4.0 |
Other current financial assets as of 31.12 | 19.9 | 10.0 |
OTHER CURRENT FINANCIAL LIABILITIES (EUR MILLION) | 2023 | 2022 |
Currency swaps | 5.3 | 10.2 |
Interest rate swaps | 1.0 | 1.7 |
Other current financial liabilities as of 31.12 | 6.3 | 11.9 |
ASSETS AND LIABILITIES MEASURED AT FAIR VALUE (EUR MILLION) | 2023 | 2022 | ||||
LEVEL 1 | LEVEL 2 | LEVEL 3 | LEVEL 1 | LEVEL 2 | LEVEL 3 | |
Financial assets/liabilities to fair value through profit or loss: | ||||||
Other financial instruments | — | — | — | — | — | — |
Current currency swaps | — | 16.2 | — | — | 4.0 | — |
Interest swaps | — | -1.0 | — | — | -1.7 | — |
Current currency swaps | — | -5.3 | — | — | -10.2 | — |
BONDS AT AMORTISED COST, FAIR VALUE | — | -350.0 | — | — | -545.0 | — |
REGION | HEDGING CURRENCY |
Europe ex. UK | EUR |
UK | GBP |
Americas | USD |
Asia | USD |
CURRENCY STRUCTURE OF NET INTEREST-BEARING DEBT (EUR MILLION) | NOK | USD | EUR | GBP | JPY | DKK | CAD | PLN | OTHER | TOTAL |
Cash and cash equivalents | 66.4 | 11.0 | 169.6 | 44.5 | 2.1 | 1.9 | -8.7 | 4.2 | 11.9 | 302.8 |
Non-current interest-bearing debt | 71.6 | 54.2 | 1 921.1 | 46.1 | — | — | — | — | — | 2 093.0 |
Net interest-bearing debt | 5.2 | 43.2 | 1 751.5 | 1.6 | -2.1 | -1.9 | 8.7 | -4.2 | -11.9 | 1 790.3 |
CURRENCY PAIR (EUR MILLION) | EUR/NOK | EUR/USD | EUR/GBP | |
Effect in EUR from a 15% increase in the value of | EUR | EUR | EUR | |
Effect on profit before tax | -25.2 | 7.1 | 6.0 | |
MATURITY PROFILE OF THE FINANCIAL LIABILITIES AND DERIVATIVES BASED ON CONTRACTUAL UNDISCOUNTED PAYMENTS, INCLUDING INTEREST: 2023 (EUR MILLION) | CARRYING AMOUNT | CONTRACTUAL CASH FLOWS | WITHIN 1 YEAR | 1 -2 YEARS | 2 - 5 YEARS | MORE THAN 5 YEARS |
Non-derivative financial liabilities | ||||||
Syndicated loan | 1 617.9 | -1 795.2 | -73.3 | -61.0 | -1 661.0 | — |
Unsecured Schuldschein loan | 150.7 | -167.8 | -8.2 | -6.7 | -153.0 | — |
Unsecured Green bond | 201.4 | -212.9 | -10.7 | -202.2 | — | — |
Arctic Fish syndicated loan | 127.5 | -148.7 | -8.3 | -7.3 | -133.1 | — |
Other debt | 0.9 | -0.9 | -0.2 | -0.2 | -0.1 | -0.4 |
Trade payables and other liabilities | 560.7 | -560.7 | -560.7 | — | — | — |
Derivative financial liabilities | ||||||
Cash flow instruments | 0.1 | -0.1 | -0.1 | — | — | — |
Transaction instruments | 5.2 | -5.2 | -4.9 | -0.2 | -0.1 | — |
Total financial liabilities1) | 2 664.5 | -2 891.5 | -666.4 | -277.6 | -1 947.3 | -0.4 |
MATURITY PROFILE OF THE FINANCIAL LIABILITIES AND DERIVATIVES BASED ON CONTRACTUAL UNDISCOUNTED PAYMENTS, INCLUDING INTEREST: 2022 (EUR MILLION) | CARRYING AMOUNT | CONTRACTUAL CASH FLOWS | WITHIN 1 YEAR | 1 -2 YEARS | 2 - 5 YEARS | MORE THAN 5 YEARS |
Non-derivative financial liabilities | ||||||
Syndicated loan | 1 310.7 | -1 506.2 | -59.5 | -52.4 | -1 394.4 | — |
Unsecured bond | 200.5 | -204.9 | -204.9 | — | — | — |
Unsecured Schuldschein loan | 150.1 | -172.6 | -6.7 | -7.1 | -158.9 | — |
Unsecured Green bond | 200.2 | -219.8 | -8.7 | -9.2 | -201.9 | — |
Arctic Fish syndicated loan | 75.6 | -86.1 | -14.7 | -71.4 | — | — |
Other debt | 1.0 | -0.8 | -0.1 | -0.1 | -0.1 | -0.4 |
Trade payables and other liabilities | 437.0 | -437.0 | -437.0 | — | — | — |
Derivative financial liabilities | ||||||
Interest rate swaps | — | — | — | — | — | — |
Cash flow instruments | 4.4 | -4.4 | -4.4 | — | — | — |
Transaction instruments | 6.3 | -6.3 | -6.0 | -0.2 | — | — |
Total financial liabilities1) | 2 385.5 | -2 638.1 | -742.0 | -140.4 | -1 755.3 | -0.4 |
SALARY AND PERSONNEL EXPENSES (EUR MILLION) | 2023 | 2022 |
Salaries | -426.8 | -406.1 |
Cash bonuses | -34.3 | -31.0 |
Social security taxes | -61.2 | -54.9 |
Pension expenses | -17.4 | -16.9 |
Share price based bonus | -4.8 | -4.6 |
Temporary labor | -71.0 | -70.7 |
Other benefits | -32.5 | -28.6 |
Total salary and personnel expenses | -647.9 | -612.6 |
Average number of FTEs | 13 934 | 13 930 |
REMUNERATION TO GROUP MANAGEMENT TEAM (EUR MILLION) | 2023 | 2022 |
Salaries and other short-term employee benefits | -3.5 | -3.4 |
Post-employment benefits | -0.1 | -0.1 |
Share-based payments | — | -2.6 |
Total remuneration to Group Management Team | -3.6 | -6.1 |
OUTSTANDING OPTIONS PER ALLOTMENT | 2023-ALLOTMENT OF CALL OPTIONS | 2022-ALLOTMENT OF CALL OPTIONS | 2021-ALLOTMENT OF CALL OPTIONS | 2020-ALLOTMENT OF CALL OPTIONS |
Distributed options | 1 615 000 | 1 570 000 | 1 675 000 | 1 125 000 |
Forfeited options | -25 000 | -40 000 | -210 000 | -195 000 |
Dividend adjustment | 29 781 | 96 725 | 138 326 | 93 052 |
Total options outstanding at year end 1) | 1 619 781 | 1 626 725 | 1 603 326 | 1 023 052 |
Strike price December 31, 2023 (NOK) | 202.28 | 237.02 | 225.82 | 190.72 |
Number of employees in the scheme at year end | 33 | 29 | 27 | 25 |
PENSION PLANS (EUR MILLION) | PENSION COST | PENSION NET LIABILITY (FUND) 31.12 |
Mowi Norway 1) | -8.9 | 3.5 |
Mowi Scotland | -2.4 | -4.9 |
Mowi Canada | -1.9 | — |
Other entities | -4.3 | 2.4 |
Total 2023 | -17.4 | 1.0 |
Total 2022 | -16.9 | -4.3 |
INCOME TAXES FOR THE YEAR IN THE STATEMENT OF COMPREHENSIVE INCOME (EUR MILLION) | 2023 | 2022 |
Norway - Ordinary corporate tax excluding resource rent tax | -114.7 | -339.8 |
Norway - Resource rent tax gross (including production fee)1) | -48.3 | -11.8 |
Norway - Reduction of payable resource rent tax with payable production fee | 19.2 | — |
Foreign units | -54.4 | -56.4 |
Tax on profits (current tax) | -198.2 | -408.1 |
Norway - Ordinary corporate tax excluding resource rent tax | -44.7 | 166.9 |
Norway - Resource rent tax1) | -229.9 | — |
Foreign units | 13.6 | 13.9 |
Change in deferred tax | -261.0 | 180.8 |
Total income taxes related to profit for the year in the statement of comprehensive income | -459.2 | -215.5 |
RECONCILIATION BETWEEN NOMINAL AND EFFECTIVE TAX RATES (EUR MILLION) | 2023 | 2022 |
Profit before tax | 898.7 | 1 000.9 |
Nominal tax rate | 22% | 22% |
Tax calculated with nominal tax rate | -197.7 | -220.2 |
Non-taxable income/loss on sale of shares | — | 5.0 |
Non-taxable income/loss from associated companies and joint ventures | 6.2 | 13.1 |
Effect of changed tax rate on deferred tax positions | -4.7 | -3.1 |
Effect of adjustment of income tax from previous years | 2.3 | -2.4 |
Effect of recognition of previously non-recognised tax assets | 2.1 | -3.1 |
Effect of non-recognition of losses and tax assets | -0.4 | -0.4 |
Resource rent tax Norway | -259.0 | — |
Other permanent differences | -13.5 | -6.8 |
Effect of different tax rates compared to nominal rate | 5.3 | 2.4 |
Total income taxes | -459.2 | -215.5 |
TAX PREPAID/RECEIVABLE IN THE STATEMENT OF FINANCIAL POSITION (EUR MILLION) | 2023 | 2022 |
Tax prepaid/receivable in Norway | 6.5 | 8.2 |
Tax prepaid/receivable in foreign units | 25.4 | 11.7 |
Total tax prepaid/receivable in the statement of financial position | 31.9 | 19.9 |
TAX PAYABLE IN THE STATEMENT OF FINANCIAL POSITION (EUR MILLION) | 2023 | 2022 |
Tax payable in Norway | 162.1 | 339.0 |
Tax payable in foreign units | 22.3 | 38.4 |
Total tax payable in the statement of financial position | 184.4 | 377.4 |
SPECIFICATION OF DEFERRED TAX AND BASIS FOR DEFERRED TAX/TAX ASSETS INCREASING/REDUCING TEMPORARY DIFFERENCES (EUR MILLION) | 2023 | 2022 |
Non-current assets | 1 266.2 | 1 309.9 |
Current assets | 1 251.3 | 84.8 |
Debt | -90.0 | -53.7 |
Pension obligation | -6.3 | -6.6 |
Tax losses carried forward | -161.0 | -133.3 |
Other differences | 25.6 | 40.8 |
Total temporary differences | 2 285.8 | 1 241.8 |
Tax losses carried forward in Norway | -7.9 | -7.0 |
Other temporary differences in Norway | 1 732.2 | 548.8 |
Tax losses carried forward abroad | -153.2 | -126.3 |
Other temporary differences abroad | 714.7 | 826.4 |
Total temporary differences | 2 285.8 | 1 241.8 |
TOTAL DEFERRED TAX ASSET/LIABILITIES IN THE STATEMENT OF FINANCIAL POSITION (EUR MILLION) | 2023 | 2022 |
Deferred tax assets | 76.0 | 69.1 |
Deferred tax liabilities | -820.4 | -332.4 |
Net deferred tax in the statement of financial position | -744.4 | -263.3 |
MATURITY OF TAX LOSSES WHERE DEFERRED TAX LOSS IS RECOGNISED TO YEAR (EUR MILLION) | NORWAY | ABROAD | TOTAL |
2024 | — | 0.9 | 0.9 |
2025 | — | 2.8 | 2.8 |
2026 | — | 3.8 | 3.8 |
2027 | — | 1.8 | 1.8 |
2028 | — | 2.7 | 2.7 |
2029 | — | 9.0 | 9.0 |
2030 | — | 4.3 | 4.3 |
2031 | — | 1.2 | 1.2 |
2032 | — | 0.1 | 0.1 |
2033+ | — | 80.9 | 80.9 |
Unlimited | 7.9 | 45.7 | 53.6 |
Total 2023 | 7.9 | 153.2 | 161.0 |
Total 2022 | 7.0 | 126.3 | 133.3 |
MATURITY OF TAX LOSSES FOR WHICH NO DEFERRED TAX ASSET IS RECOGNISED TO YEAR (EUR MILLION) | NORWAY | ABROAD | TOTAL |
2024 | — | — | — |
2025 | — | 1.6 | 1.6 |
2026 | — | 0.8 | 0.8 |
2027 | — | — | — |
2028 | — | 0.7 | 0.7 |
2029 | — | — | — |
2030 | — | — | — |
2031 | — | — | — |
2032 | — | 0.9 | 0.9 |
2033+ | — | — | — |
Unlimited | — | 116.0 | 116.0 |
Total 2023 | — | 119.8 | 119.8 |
Total 2022 | — | 115.4 | 115.4 |
TAX RATES APPLIED (SELECTED COUNTRIES) | 2023 | 2022 |
Japan | 30.6% | 30.6% |
USA | 21.0% | 21.0% |
Belgium | 25.0% | 25.0% |
Iceland | 20.0% | 20.0% |
France | 25.0% | 25.0% |
Norway - seawater | 47.0% | 22.0% |
Norway - excluding seawater | 22.0% | 22.0% |
China | 25.0% | 25.0% |
Netherlands | 25.8% | 25.8% |
Scotland | 25.0% | 19.0% |
Canada West | 27.0% | 27.0% |
Canada East | 29.0% | 29.0% |
Faroe Islands | 18.0% | 18.0% |
Chile | 27.0% | 27.0% |
Poland | 19.0% | 19.0% |
Ireland | 12.5% | 12.5% |
Corporate taxes paid (EUR thousand) 2023 | Income taxes | Production/License tax | Total 2023 |
Norway | 98 614 | 15 782 | 114 396 |
Canada | 36 860 | 12 083 | 48 943 |
Scotland | 12 719 | 4 344 | 17 063 |
The Faroe Islands | 726 | — | 726 |
Japan | 2 421 | — | 2 421 |
Belgium | 1 884 | — | 1 884 |
Ireland | -342 | 199 | -143 |
Germany | 613 | — | 613 |
Czech | 320 | — | 320 |
Singapore | 1 427 | — | 1 427 |
France | 130 | — | 130 |
Spain | 264 | — | 264 |
Netherlands | 859 | — | 859 |
Italy | 115 | — | 115 |
South Korea | 356 | — | 356 |
USA | 8 387 | — | 8 387 |
Vietnam | 161 | — | 161 |
Sweden | 157 | — | 157 |
Poland | 17 512 | — | 17 512 |
Chile | -152 | 2 639 | 2 487 |
Iceland | — | 1 473 | 1 473 |
Total corporate taxes paid | 183 031 | 36 520 | 219 551 |
Corporate taxes paid (EUR thousand) 2022 | Income taxes | Production/License tax | Total 2022 |
Norway | 63 377 | 19 104 | 82 481 |
Canada | -12 | 6 230 | 6 218 |
Scotland | 4 697 | 2 122 | 6 819 |
The Faroe Islands | 2 125 | — | 2 125 |
Japan | 3 023 | — | 3 023 |
Belgium | 1 427 | — | 1 427 |
Ireland | 878 | 188 | 1 066 |
Germany | 280 | — | 280 |
Czech | 363 | — | 363 |
Singapore | 947 | — | 947 |
France | -936 | — | -936 |
Spain | 453 | — | 453 |
Netherlands | 288 | — | 288 |
Italy | — | — | — |
South Korea | 99 | — | 99 |
USA | 7 137 | — | 7 137 |
Vietnam | 90 | — | 90 |
Sweden | -108 | — | -108 |
Poland | 3 565 | — | 3 565 |
Chile | 267 | 2 742 | 3 009 |
Total corporate taxes paid | 87 960 | 30 386 | 118 346 |
CASH (EUR MILLION) | 2023 | 2022 |
Cash in bank | 288.4 | 170.9 |
Employees' tax deduction | 8.0 | 7.0 |
Other restricted cash 1) | 6.5 | 0.6 |
Total cash | 302.8 | 178.5 |
SPECIFICATION OF RECEIVABLES (EUR MILLION) | 2023 | 2022 |
Trade receivables | 657.5 | 603.4 |
Provisions for expected credit losses | -3.2 | -3.3 |
Net trade receivables | 654.3 | 600.1 |
Prepayments | 67.0 | 53.9 |
Pension fund | 5.3 | 11.0 |
Tax prepaid/receivable | 31.9 | 19.9 |
Other | 149.5 | 99.1 |
Trade receivables, other receivables and prepayments | 253.7 | 183.7 |
Total trade receivables, other receivables and prepayments | 908.0 | 783.8 |
AGE DISTRIBUTION OF TRADE RECEIVABLES (EUR MILLION) | 2023 | 2022 |
Receivables not overdue | 577.1 | 510.2 |
Overdue 0-6 months | 75.3 | 84.9 |
Overdue more than 6 months | 5.2 | 8.3 |
Total trade receivables | 657.5 | 603.4 |
CURRENCY SPLIT ACCOUNTS RECEIVABLES | 2023 | 2022 |
EUR | 52% | 53% |
USD | 16% | 17% |
GBP | 12% | 9% |
NOK | 9% | 8% |
PLN | 4% | 4% |
JPY | 3% | 4% |
CAD | 1% | 2% |
Other | 3% | 3% |
CURRENT LIABILITIES (EUR MILLION) | 2023 | 2022 |
Trade payables 1) | 560.7 | 437.0 |
Other current liabilities | ||
Salaries and vacation pay due | 74.8 | 65.5 |
Social security and other taxes | 33.3 | 44.9 |
Accrued expenses | 133.9 | 93.8 |
Other liabilities | 51.9 | 39.2 |
Total other current liabilities | 293.9 | 243.3 |
CURRENT LEASING LIABILITIES (EUR MILLION) | 2023 | 2022 |
Current part (first year) leases | 174.5 | 173.5 |
Total current leasing liabilities | 174.6 | 173.5 |
UNUSED DRAWING RIGHTS (EUR MILLION) | 2023 | 2022 |
Unused part of bank overdraft facility (to be renewed within one year) | 7.0 | 7.3 |
Unused part of bank overdraft facility (to be renewed in more than one year) | 66.0 | 66.0 |
Unused part of other drawing rights (to be renewed in more than one year) | 341.2 | 402.5 |
Total unused drawing rights | 414.2 | 475.8 |
DEBT SECURED BY MORTGAGES AND PLEDGES (EUR MILLION) | 2023 | 2022 |
Debt to financial institutions | 1 934.7 | 1 526.4 |
Leasing debt | 0.7 | 1.0 |
Total debt secured by mortgages and pledges | 1 935.4 | 1 527.4 |
Guarantee commitments | 12.9 | 20.0 |
ASSETS PLEDGED AS SECURITY FOR DEBT (EUR MILLION) | 2023 | 2022 |
Tangible non-current assets and licenses | 1 824.4 | 1 750.1 |
Inventory and biological assets | 2 381.7 | 2 215.1 |
Trade receivables | 381.5 | 369.0 |
Other assets | 231.7 | 190.7 |
Total assets pledged as security | 4 819.3 | 4 524.9 |
OTHER NON-CURRENT LIABILITIES (EUR MILLION) | 2023 | 2022 |
Net pension obligations | 6.2 | 6.6 |
Other non-current liabilities | 0.4 | 1.5 |
Total other non-current liabilities | 6.6 | 8.2 |
ASSOCIATED COMPANIES (EUR MILLION) | HEAD OFFICE | OWNER- SHIP | OWNED BY | AQUISITION COST | CARRYING AMOUNT 01.01.23 | SHARE OF PROFIT 2023 | DIVIDENDS RECEIVED 2023 | OTHER CHANGES 2023 1) | CARRYING AMOUNT 31.12.23 |
Nova Sea AS | Lovund | 49% | Mowi Holding AS | 29.5 | 209.7 | 29.2 | -17.2 | -10.8 | 210.8 |
Others | 0.3 | 2.1 | -0.8 | — | -0.4 | 0.9 | |||
Total | 29.9 | 211.7 | 28.4 | -17.2 | -11.2 | 211.7 |
ASSOCIATED COMPANIES 100 % BASIS (EUR MILLION) | DIVIDEND RECEIVED | FAIR VALUE ADJUSTMENT BIOMASS 1) | TOTAL REVENUE | TOTAL PROFIT AND LOSS | TOTAL NON- CURRENT ASSETS | TOTAL BIOLOGICAL ASSETS2) | TOTAL OTHER CURRENT ASSETS | TOTAL NON- CURRENT LIABILITIES | TOTAL CURRENT LIABILITIES |
2023 | |||||||||
Nova Sea AS | 17.2 | 27.3 | 445.8 | 135.1 | 470.5 | 121.6 | 184.0 | 0.5 | 239.2 |
2022 | |||||||||
Nova Sea AS | 32.5 | 25.8 | 383.7 | 110.1 | 211.7 | 91.9 | 126.3 | 0.9 | 97.8 |
PARENT COMPANY | COUNTRY | |
Mowi ASA | Norway | |
SUBSIDIARIES - NORWAY | COUNTRY | OWNERSHIP % |
Mowi Seawater Norway AS | Norway | 100.00% |
Mowi Feed AS | Norway | 100.00% |
Mowi Genetics AS | Norway | 100.00% |
Mowi Holding AS | Norway | 100.00% |
Mowi Minority Holding AS | Norway | 100.00% |
Mowi Markets Norway AS | Norway | 100.00% |
Mowi Norway FOU AS | Norway | 100.00% |
Waynor Trading AS | Norway | 100.00% |
Arctic Fish Holding AS | Norway | 51.28% |
Finnøy Fisk AS | Norway | 45.05% |
Centre for Aquaculture Competence AS | Norway | 33.33% |
Blue Revolution Centre AS | Norway | 33.33% |
SUBSIDIARIES - AMERICAS | COUNTRY | OWNERSHIP % |
Mowi North America Inc | Canada | 100.00% |
Mowi Canada West Inc | Canada | 100.00% |
Mowi Canada East Inc | Canada | 100.00% |
Englewood Packing Company Ltd | Canada | 100.00% |
Mowi Chile S.A | Chile | 100.00% |
Salmones Tecmar S.A | Chile | 100.00% |
Processadora De Productos Marinos Delifish S.A | Chile | 100.00% |
Delifish Farming SPA | Chile | 100.00% |
Mowi Ducktrap LLC | USA | 100.00% |
Mowi USA Holding LLC | USA | 100.00% |
Mowi USA LLC | USA | 100.00% |
SUBSIDIARIES - ASIA | COUNTRY | OWNERSHIP % |
Mowi China Co. Ltd | China | 100.00% |
Mowi Japan Co. Ltd | Japan | 100.00% |
Mowi Korea Co. Ltd | South Korea | 100.00% |
Mowi Singapore Pte Ltd | Singapore | 100.00% |
Mowi Taiwan Co. Ltd | Taiwan | 100.00% |
Mowi Vietnam Company Ltd | Vietnam | 100.00% |
SUBSIDIARIES - EUROPE | COUNTRY | OWNERSHIP % |
Mowi Belgium NV | Belgium | 100.00% |
Mowi Czech s.r.o. | Czech Republic | 100.00% |
Mowi Faroe Islands P/F | Faroes | 100.00% |
Mowi France SAS | France | 100.00% |
Mowi Boulogne SAS | France | 100.00% |
Mowi Bretagne SAS | France | 100.00% |
Mowi Rennes SAS | France | 100.00% |
Mowi Cuisery SAS | France | 100.00% |
Laschinger Seafood GmbH | Germany | 100.00% |
Mowi Harsum DACH GmbH | Germany | 100.00% |
Mowi Germany Verwaltungs GmbH | Germany | 100.00% |
Mowi Germany GmbH & Co. KG | Germany | 100.00% |
Belisco Ehf | Iceland | 100.00% |
Mowi Iceland Sales Ehf | Iceland | 100.00% |
Arctic Fish Ehf | Iceland | 51.28% |
Arctic Smolt Ehf | Iceland | 51.28% |
Arctic Sea Farm Ehf | Iceland | 51.28% |
Arctic Oddi Ehf | Iceland | 51.28% |
Comhlucht Iascaireachta Fanad Teoranta | Ireland | 100.00% |
Bradan (Maoil Rua) Teoranta | Ireland | 100.00% |
Bradan Fanad Teoranta | Ireland | 100.00% |
Fanad Pettigo Teoranta | Ireland | 100.00% |
Feirm Farraige Oilean Chliara Teoranta | Ireland | 92.03% |
Silverking Seafoods Ltd | Ireland | 100.00% |
Mowi Italia S.R.L. | Italy | 100.00% |
Mowi Netherlands BV | Netherlands | 100.00% |
Mowi Lemmer BV | Netherlands | 100.00% |
Mowi Poland SA | Poland | 100.00% |
Mowi Lebork Sp. z.o.o. | Poland | 100.00% |
Mowi Technology Sp.z.o.o. | Poland | 100.00% |
Mowi Strzelino Sp. z.o.o. | Poland | 100.00% |
Mowi Poland Sales SA | Poland | 100.00% |
Mowi Nutrition Goleniów Sp. z.o.o | Poland | 100.00% |
Mowi Iberia SLU | Spain | 100.00% |
Mowi Sweden AB | Sweden | 100.00% |
Mowi Turkiye Su Ürunleri Ticaret A.Ş. | Turkey | 100.00% |
Mowi Scotland Ltd | UK | 100.00% |
Meridian Salmon Group Ltd | UK | 100.00% |
Meridian Salmon Processing Ltd | UK | 100.00% |
Meridian Salmon Farms (Argyll) Ltd | UK | 100.00% |
Lakeland Smolt Ltd | UK | 100.00% |
Mowi Consumer Products UK Ltd | UK | 100.00% |
Dorset Cleanerfish Ltd | UK | 100.00% |
Anglesey Aquaculture Ltd | UK | 100.00% |
Ocean Matters Ltd | UK | 100.00% |
OM Penmon Ltd | UK | 100.00% |
Ferguson Salmon Ltd | UK | 100.00% |
Finfish Limited | UK | 100.00% |
Scalpay Multi-Trohpic Aquaculture Ltd | UK | 100.00% |
Wester Ross Fisheries Ltd | UK | 100.00% |
Ardessie Salmon Ltd | UK | 100.00% |
Wester Ross Property Investment Ltd | UK | 100.00% |
Dawnfresh Farming Ltd | UK | 100.00% |
SHARE CAPITAL | 2023 | 2022 |
Total number of shares as of 01.01 | 517 111 091 | 517 111 091 |
Shares issued during the year | — | — |
Total number of shares as of 31.12 | 517 111 091 | 517 111 091 |
Treasury shares as of 01.01 | — | — |
Treasury shares purchased during the year | 147 297 | 1 170 034 |
Treasury shares sold during the year | -147 297 | -1 170 034 |
Treasury shares as of 31.12 | — | — |
Nominal value as of 31.12 (NOK) | 7.50 | 7.50 |
Share capital (total number of shares at nominal value) (EUR million) | 404.8 | 404.8 |
Other paid-in capital (EUR million) | 1 274.7 | 1 274.7 |
OVERVIEW OF THE LARGEST SHAREHOLDERS 31.12.23 | NUMBER OF SHARES | SHAREHOLDING % |
Geveran Trading Co Ltd 1) | 74 289 287 | 14.37% |
Folketrygdfondet | 44 777 880 | 8.66% |
BlackRock, Inc. | 26 030 029 | 5.03% |
Vanguard Group Holdings | 16 970 380 | 3.28% |
DnB ASA | 16 531 813 | 3.20% |
Svenska Handelsbanken AB | 12 704 841 | 2.46% |
Altshuler Shaham Ltd | 12 453 763 | 2.41% |
Storebrand Kapitalforvaltning | 12 145 671 | 2.35% |
BNP Paribas, S.A. | 11 308 466 | 2.19% |
UBS Group AG | 11 058 895 | 2.14% |
Kommunal Landspensjonskasse | 10 480 156 | 2.03% |
Crédit Agricole S.A. | 10 420 839 | 2.02% |
Deutsche Bank AG Group | 10 113 451 | 1.96% |
State Street Corporation | 10 094 719 | 1.95% |
Northern Trust Corporation | 9 338 172 | 1.81% |
Nordea AB | 8 187 252 | 1.58% |
CPP Investment Board | 7 813 516 | 1.51% |
Danske Bank Group | 5 977 117 | 1.16% |
Legal & General Group | 5 855 210 | 1.13% |
Schroders PLC | 5 505 507 | 1.06% |
Total 20 largest shareholders | 322 056 964 | 62.28% |
Total other shareholders | 195 054 127 | 37.72% |
Total number of shares 31.12.23 | 517 111 091 | 100.00% |
SHAREHOLDERS PER COUNTRY | NUMBER OF SHARES | SHARE % |
Norway | 159 881 676 | 30.92% |
USA | 81 037 487 | 15.67% |
Cyprus | 74 298 611 | 14.37% |
Great Britain | 44 449 500 | 8.60% |
Germany | 36 937 057 | 7.14% |
Other countries | 120 506 760 | 23.30% |
Total number of shares 31.12.23 | 517 111 091 | 100.00% |
SHARES OWNED BY BOARD MEMBERS, GROUP MANAGEMENT AND THEIR RELATED PARTIES AS OF 31.12.23 | NUMBER OF SHARES |
Board of Directors | |
Ole-Eirik Lerøy (Chair) | 1 501 851 |
Kristian Melhuus | 1 851 |
Lisbet K. Nærø | 1 851 |
Kathrine Fredriksen 1) | 619 |
Renate Larsen | 619 |
Peder Strand | 619 |
Jørgen J. Wengaard | 1 109 |
Unni Helen Hattmyr | 509 |
Roger Petterssen | 2 392 |
Total number of shares held by Board members | 1 511 420 |
Group Management | |
Ivan Vindheim, CEO | 7 903 |
Kristian Ellingsen, CFO | 1 243 |
Catarina Martins, Chief Technology Officer and Chief Sustainability Officer | 2 688 |
Øyvind Oaland, COO Farming Norway and Iceland | 5 631 |
Ben Hadfield, COO Farming Scotland, Ireland, Faroes and Canada East | 8 113 |
Fernando Villarroel, COO Farming Chile and Canada West | 5 655 |
Ola Brattvoll, COO Sales and Marketing | 10 474 |
Atle Kvist, COO Feed | 786 |
Kjersti Eikeseth, Chief HR Officer2) | 120 |
Total number of shares held by Group management | 42 613 |
Total number of shares held by Board members and Group management | 1 554 033 |
Total number of shares held by Board members and Group management in % of total outstanding shares | 0.30% |
BASIC AND DILUTED EARNINGS PER SHARE | 2023 | 2022 |
Profit for the year attributable to owners of Mowi ASA (EUR million) | 444.4 | 782.4 |
Time-weighted average of shares issued and outstanding incl. diluted shares (million) | 517.1 | 517.1 |
Basic earnings per share from continuing operations (EUR) | 0.86 | 1.51 |
Diluted earnings per share from continuing operations (EUR) | 0.86 | 1.51 |
RELATED PARTY TRANSACTIONS (EUR MILLION) | 2023 | 2022 |
Revenue | 0.4 | 0.8 |
Purchase | -7.5 | -2.3 |
Trade receivables | 0.4 | 0.1 |
Trade payables | -1.7 | -0.3 |
SPECIFICATION OF OTHER OPERATING EXPENSES (EUR MILLION) | 2023 | 2022 |
Maintenance | -221.2 | -206.7 |
Electricity and fuel | -155.6 | -142.3 |
Rent, leases and third-party services | -57.2 | -48.9 |
Insurance | -48.0 | -42.3 |
Consultancy and audit fees | -46.2 | -44.1 |
IT costs | -26.2 | -24.7 |
Travel cost | -11.1 | -9.4 |
Sales and marketing costs | -24.5 | -25.5 |
Other operating costs | -106.6 | -127.7 |
Total other operating expenses | -696.5 | -671.6 |
SPECIFICATION OF RIGHT OF USE ASSET 2023 (EUR MILLION) | LAND & BUILDINGS | MACHINERY & EQUIPMENT | TRANSPORT | NETS, PENS & MOORINGS | OTHER | TOTAL |
Opening balance | 67.7 | 20.6 | 755.8 | 7.0 | 5.1 | 856.3 |
New contracts | 4.4 | 14.8 | 115.7 | — | 0.3 | 135.2 |
Extension and other adjustments of existing agreements | 1.5 | 1.0 | 89.1 | — | — | 91.6 |
Termination of agreements | -0.7 | — | -10.5 | -0.7 | — | -12.0 |
Foreign currency adjustments | -0.4 | 0.2 | -1.6 | — | — | -1.8 |
Total acquisition cost as of 31.12 | 72.5 | 36.6 | 948.6 | 6.3 | 5.4 | 1069.4 |
Accumulated depreciation and impairment losses as of 01.01 | 26.0 | 6.4 | 365.5 | 3.9 | 2.5 | 404.2 |
Depreciation in the year | 9.4 | 6.8 | 180.8 | 1.3 | 0.9 | 199.2 |
Foreign currency adjustments | -0.2 | — | — | — | — | -0.2 |
Total accumulated depreciation as of 31.12 | 35.2 | 13.2 | 546.2 | 5.3 | 3.3 | 603.3 |
Total carrying amount as of 31.12 | 37.3 | 23.4 | 402.4 | 1.1 | 2.0 | 466.2 |
Depreciation method | Linear | Linear | Linear | Linear | Linear |
SPECIFICATION OF RIGHT OF USE ASSET 2022 (EUR MILLION) | LAND & BUILDINGS | MACHINERY & EQUIPMENT | TRANSPORT | NETS, PENS & MOORINGS | OTHER | TOTAL |
Opening balance | 64.3 | 13.5 | 760.2 | 7.7 | 5.2 | 850.8 |
New contracts | 6.7 | 13.9 | 110.5 | — | 0.1 | 131.2 |
Extension and other adjustments of existing agreements | 1.3 | — | 41.9 | — | — | 43.2 |
Termination of agreements | -4.7 | -6.7 | -151.7 | -0.7 | -0.2 | -164.0 |
Foreign currency adjustments | 0.2 | -0.1 | -5.0 | -0.1 | 0.1 | -4.9 |
Total acquisition cost as of 31.12 | 67.7 | 20.6 | 755.8 | 7.0 | 5.1 | 856.3 |
Accumulated depreciation and impairment losses as of 01.01 | 21.6 | 7.1 | 304.4 | 3.1 | 1.6 | 337.7 |
Depreciation in the year | 9.1 | 5.8 | 180.8 | 1.5 | 1.1 | 198.4 |
Reclassification | — | — | 13.4 | — | — | 13.4 |
Accumulated depreciation on terminated contracts | -4.6 | -6.5 | -129.0 | -0.7 | -0.2 | -141.1 |
Foreign currency adjustments | — | — | -4.2 | — | — | -4.1 |
Total accumulated depreciation as of 31.12 | 26.0 | 6.4 | 365.5 | 3.9 | 2.5 | 404.2 |
Total carrying amount as of 31.12 | 41.7 | 14.3 | 390.4 | 3.1 | 2.6 | 452.1 |
Depreciation method | Linear | Linear | Linear | Linear | Linear |
RECONCILIATION RIGHT-OF-USE LIABILITIES (EUR MILLION) | 2023 | 2022 |
Opening balance | 462.9 | 518.4 |
New contracts | 135.2 | 131.2 |
Extensions and other adjustments of existing agreements | 91.6 | 43.2 |
Termination of agreements | -12.2 | -20.9 |
Down payment leasing debt (cash movement) | -196.2 | -199.6 |
Currency effects | -7.6 | -9.4 |
Closing balance 31.12 | 473.7 | 462.9 |
Of which non-current liabilities | 299.3 | 289.4 |
Of which current liabilities | 174.5 | 173.5 |
MATURITY ANALYSIS COMMENCED LEASES (EUR MILLION) | 2023 | 2022 |
Less than 1 year | 188.0 | 183.9 |
1-2 years | 132.2 | 125.2 |
2-3 years | 86.7 | 83.0 |
3-4 years | 47.1 | 51.4 |
4-5 years | 26.8 | 20.5 |
More than 5 years | 27.7 | 31.0 |
Sum 31.12 | 508.4 | 495.0 |
LEASES EXPENSED (EUR MILLION) | 2023 | 2022 |
Leases not reported as right of use assets 1) | 82.8 | 37.6 |
SUBLEASES (EUR MILLION) | 2023 | 2022 |
Income from subleases | 1.8 | 2.6 |
SPECIFICATION OF PROVISIONS 2023 (EUR MILLION) | RESTRUCTURING AND OTHER PROVISIONS | ONEROUS CONTRACTS | OTHER | TOTAL PROVISIONS |
Provisions as of 01.01 | 12.4 | 11.2 | 10.1 | 33.7 |
New provisions in the year | 3.7 | — | 1.5 | 5.2 |
Utilised provisions | -10.8 | — | -1.1 | -11.8 |
Non cash utilisation | — | 18.4 | -0.1 | 18.4 |
Currency adjustment | -0.6 | -0.1 | — | -0.7 |
Provisions as of 31.12 | 4.8 | 29.6 | 10.4 | 44.8 |
SPECIFICATION OF PROVISIONS 2022 (EUR MILLION) | RESTRUCTURING AND OTHER PROVISIONS | ONEROUS CONTRACTS | OTHER | TOTAL PROVISIONS |
Provisions as of 01.01 | 33.7 | 3.2 | 28.4 | 65.4 |
New provisions in the year | 11.8 | — | 1.8 | 13.6 |
Utilised provisions | -33.3 | — | -20.5 | -54.0 |
Non cash utilisation | — | 8.0 | — | 8.0 |
Currency adjustment | 0.2 | -0.1 | 0.4 | 0.6 |
Provisions as of 31.12 | 12.4 | 11.2 | 10.1 | 33.7 |
RESEARCH AND DEVELOPMENT EXPENSES (EUR MILLION) | 2023 | 2022 |
R&D expenses | 35.3 | 35.0 |
FEES TO AUDITORS 2023 (EUR MILLION) | EY | OTHER APPOINTED AUDITORS |
Audit services | -1.7 | -0.3 |
Tax services | -0.9 | — |
Other non-audit fees | -0.1 | — |
Total fees for 2023 | -2.7 | -0.3 |
FEES TO AUDITORS 2022 (EUR MILLION) | EY | OTHER APPOINTED AUDITORS |
Audit services | -1.6 | -0.1 |
Tax services | -1.1 | — |
Other non-audit fees | -0.1 | — |
Total fees for 2022 | -2.7 | -0.1 |
FINANCIAL STATEMENTS AND NOTES |
Mowi ASA |
2023 |
MOWI ASA (EUR MILLION) | NOTE | 2023 | 2022 |
Revenue | 1,2,3 | 1 878.5 | 2 033.2 |
Other income | 1,3 | 33.8 | 41.5 |
Revenue and other income | 1 912.3 | 2 074.7 | |
Cost of materials | 3 | -1 036.3 | -821.3 |
Salary and personnel expenses | 4 | -177.1 | -185.8 |
Other operating expenses | 5,6 | -337.7 | -356.8 |
Depreciation and amortisation | 9,10 | -76.6 | -68.5 |
Impairment losses & write-downs | 9,10 | -0.3 | -0.7 |
License/production fees | -1.0 | -11.7 | |
Income/loss from associated companies | 11 | — | 0.0 |
Restructuring and other non-operational items | -6.1 | -22.7 | |
Earnings before financial items (EBIT) | 277.2 | 607.2 | |
Interest expenses | 7 | -120.6 | -50.9 |
Net currency effects | 7 | -8.2 | 42.6 |
Other financial items | 7 | 93.4 | 97.7 |
Earnings before taxes (EBT) | 241.8 | 696.7 | |
Income taxes | 8 | -16.9 | -139.4 |
Profit or loss for the year | 224.9 | 557.3 | |
Allocation of profit | |||
To other equity | 224.9 | 557.3 | |
Profit or loss for the year | 224.9 | 557.3 |
MOWI ASA (EUR MILLION) | NOTE | 2023 | 2022 |
ASSETS | |||
Non-current assets | |||
Licenses, goodwill and other intangible assets | 9 | 12.9 | 16.8 |
Total intangible assets | 12.9 | 16.8 | |
Property, plant and equipment | 10 | 765.9 | 639.3 |
Total tangible assets | 765.9 | 639.3 | |
Investments in subsidiaries | 11 | 3 438.3 | 2 715.9 |
Investment in associated companies | 11 | 0.5 | 0.9 |
Intercompany non-current receivables | 3 | 379.4 | 411.9 |
Other non-current financial assets | 3 | 1.3 | 1.3 |
Total financial assets | 3 819.5 | 3 129.9 | |
Total non-current assets | 4 598.3 | 3 786.0 | |
Current assets | |||
Inventory | 12 | 42.1 | 39.3 |
Biological assets | 12 | 74.1 | 72.5 |
Trade receivables | 3 | 5.7 | 4.6 |
Intercompany current receivables | 3 | 3 137.2 | 1 958.8 |
Other current receivables | 3 | 222.2 | 11.8 |
Other current financial assets | 19.9 | 10.0 | |
Restricted cash | 13 | 6.9 | 5.9 |
Cash in bank | 13 | 151.9 | 68.4 |
Total current assets | 3 660.2 | 2 171.2 | |
Total assets | 8 258.4 | 5 957.2 |
MOWI ASA (EUR MILLION) | NOTE | 2023 | 2022 |
EQUITY AND LIABILITES | |||
Equity | |||
Share capital | 404.8 | 404.8 | |
Other paid-in capital | 1 274.7 | 1 274.7 | |
Total paid-in capital | 1 679.5 | 1 679.5 | |
Other equity | 1 332.7 | 1 429.1 | |
Total equity | 3 012.2 | 3 108.6 | |
Non-current liabilities | |||
Deferred tax liabilities | 8 | 27.5 | 38.7 |
Non-current interest-bearing debt | 14 | 1 965.4 | 1 658.7 |
Other non-current liabilities | 15 | 2.4 | 2.8 |
Total non-current liabilities | 1 995.3 | 1 700.2 | |
Current liabilities | |||
Trade Payables | 65.3 | 46.4 | |
Current interest-bearing debt | 14 | — | 200.0 |
Intercompany current liabilities | 3 | 3 065.1 | 492.9 |
Other current liabilities | 3,15 | 120.5 | 409.1 |
Total current liabilities | 3 250.9 | 1 148.4 | |
Total liabilities | 5 246.8 | 2 848.6 | |
Total equity and liabilities | 8 258.4 | 5 957.2 |
Ole-Eirik Lerøy (sign.) | Kristian Melhuus (sign.) | Lisbet K. Nærø (sign.) | Kathrine Fredriksen (sign.) |
Chair of the Board | Vice Chair of the Board | ||
Renate Larsen (sign.) | Peder Strand (sign.) | Jørgen J. Wengaard (sign.) | Roger Pettersen (sign.) |
Employee representative | Employee representative | ||
Unni Helen Hattmyr (sign.) | Ivan Vindheim (sign.) | ||
Employee representative | Chief Executive Officer |
SPECIFICATIONS OF CHANGES IN EQUITY IN 2023 (EUR MILLION) | SHARE CAPITAL | OTHER PAID IN CAPITAL | SHARE BASED PAYMENT | OTHER EQUITY | TOTAL EQUITY |
Equity 01.01.23 | 404.8 | 1 274.7 | 7.8 | 1 421.4 | 3 108.6 |
Dividend | — | — | — | -326.2 | -326.2 |
Other changes | — | — | 1.2 | 3.6 | 4.8 |
Profit or loss for the year | — | — | — | 224.9 | 224.9 |
Total Equity 31.12.23 | 404.8 | 1 274.7 | 9.0 | 1 323.7 | 3 012.2 |
SPECIFICATIONS OF CHANGES IN EQUITY IN 2022 (EUR MILLION) | SHARE CAPITAL | OTHER PAID IN CAPITAL | SHARE BASED PAYMENT | OTHER EQUITY | TOTAL EQUITY |
Equity 01.01.22 | 404.8 | 1 274.7 | 6.5 | 1 245.8 | 2 931.8 |
Dividend | — | — | — | -378.2 | -378.2 |
Other changes | — | — | 1.3 | -3.5 | -2.2 |
Profit or loss for the year | — | — | — | 557.3 | 557.3 |
Total Equity 31.12.22 | 404.8 | 1 274.7 | 7.8 | 1 421.4 | 3 108.6 |
MOWI ASA (EUR MILLION) | NOTE | 2023 | 2022 |
Cash flow from operations | |||
Earnings before taxes | 241.8 | 696.7 | |
Interest expenses | 7 | 120.6 | 50.9 |
Net currency effects | 7 | 8.2 | -42.6 |
Other financial items | 7 | -93.4 | -97.7 |
Impairment losses, depreciation and amortization | 9,10 | 76.8 | 69.1 |
Taxes paid | 8 | -88.1 | -54.3 |
Change in inventory, acc. payables and acc. receivables | -261.5 | 612.6 | |
Change in restricted cash | 13 | -1.0 | -0.2 |
Restructuring and other non-operational issues | -2.9 | -38.1 | |
Other adjustments | -6.1 | -7.8 | |
Cash flow from operations | -5.4 | 1 188.5 | |
Cash flow from investments | |||
Payments from sale of fixed assets | 9,10 | 0.7 | 315.1 |
Payments made for purchase of fixed assets | 9,10 | -194.5 | -209.3 |
Purchase of shares and other investments | — | -242.4 | |
Cash flow from investments | -193.8 | -136.6 | |
Cash flow from financing | |||
Proceeds (payments of) interest-bearing debt (current and non-current) | 127.2 | 500.0 | |
Paid interest (net) | -76.2 | -36.3 | |
Received interest group internal (net) | 3 | 61.0 | 38.5 |
Net change in intercompany balances | 505.4 | -1 186.0 | |
Realised currency effects | -9.0 | 34.2 | |
Dividends received | 7 | 0.5 | 25.5 |
Dividend paid | -326.2 | -378.2 | |
Cash flow from financing | 282.8 | -1 002.3 | |
Net change in cash in period | 83.6 | 49.6 | |
Cash - opening balance | 68.4 | 18.7 | |
Cash - closing balance total | 13 | 151.9 | 68.4 |
INTERCOMPANY TRANSACTIONS (EUR MILLION) | 2023 | 2022 | |
Group internal receivables and liabilities | |||
Intercompany non-current receivables | Group companies | 379.4 | 411.9 |
Other non current financial assets | Associated companies | — | — |
Net intercompany non-current receivables | Group companies | 379.4 | 411.9 |
Associated companies | — | — | |
Trade receivables | Group companies | 1 692.2 | 19.3 |
Associated companies | 0.4 | — | |
Trade payables | Group companies | -6.1 | -17.3 |
Associated companies | — | — | |
Group financing receivable | Group companies | 1 445.1 | 1 939.5 |
Associated companies | — | — | |
Group financing payable | Group companies | -3 059.0 | -475.6 |
Other current liabilities | Group companies | — | — |
Net current receivables/liabilities | Group companies | 72.2 | 1 466.0 |
Associated companies | 0.4 | — | |
Group internal revenue and cost | |||
Revenue | Group companies | 1 875.5 | 2 068.9 |
Associated companies | 0.4 | 0.8 | |
Other income | Group companies | 14.6 | 19.0 |
Cost of materials | Group companies | -771.3 | -690.9 |
Associated companies | — | -0.6 | |
Group internal financial income and expense | |||
Dividend from subsidiaries | 0.5 | 25.5 | |
Interest income group companies | 92.8 | 49.7 | |
Interest expense group companies | -31.9 | -11.2 |
SALARY AND PERSONNEL EXPENSES (EUR MILLION) | 2023 | 2022 |
Salaries and other short-term employee benefits | -132.2 | -140.3 |
Social security taxes | -14.9 | -13.3 |
Pension expenses | -7.7 | -8.0 |
Share option scheme including social security taxes | -2.7 | -2.4 |
3rd party staff | -13.5 | -15.9 |
Other benefits | -6.0 | -5.9 |
Total salary and personnel expenses | -177.1 | -185.8 |
Average number of FTEs | 2 287 | 2 206 |
FTEs at year-end | 2 301 | 2 272 |
SPECIFICATION OF OTHER OPERATING EXPENSES (EUR MILLION) | 2023 | 2022 |
Maintenance | -86.7 | -88.6 |
Electricity and fuel | -50.2 | -49.1 |
Rent and leases | -117.5 | -109.9 |
Consultancy and audit fees | -17.4 | -21.0 |
IT costs | -11.1 | -11.5 |
Travel costs | -2.8 | -3.0 |
Other operating cost | -51.9 | -73.7 |
Total other operating expenses | -337.7 | -356.8 |
FEES TO AUDITORS (EUR MILLION) | 2023 | 2022 |
Audit services | -0.5 | -0.6 |
Tax services | -0.1 | -0.1 |
Other non-audit fees | -0.1 | -0.1 |
Total fees | -0.7 | -0.7 |
FINANCIAL ITEMS (EUR MILLION) | 2023 | 2022 |
Interest expense | -120.6 | -50.9 |
Net currency effects | -8.2 | 42.6 |
Dividend from subsidiaries | 0.5 | 25.5 |
Interest income from subsidiaries | 92.8 | 49.7 |
Gain on sale of subsidiaries1) | — | 22.5 |
Change in fair value - other financial instruments | 0.7 | 2.9 |
Other financial items | -0.6 | -2.8 |
Net other financial items | 93.4 | 97.7 |
TAXES (EUR MILLION) | 2023 | 2022 |
Specification of this year´s tax expense | ||
Payable tax | -28.1 | -257.6 |
Changes in deferred taxes | 11.2 | 118.2 |
Total income tax expense | -16.9 | -139.4 |
Specification of temporary differences and losses carried forward | ||
Non-current assets | 51.0 | 191.9 |
Current assets | 74.1 | -7.7 |
Debt | -0.1 | -0.7 |
Pension obligation | -2.4 | -2.8 |
Other differences | 2.4 | -4.9 |
Total basis for deferred tax | 125.1 | 175.8 |
Nominal tax rate | 22% | 22% |
Deferred taxes asset/deferred tax liability | -27.5 | -38.7 |
Total recognised deferred tax asset/deferred tax liability (-) | -27.5 | -38.7 |
Reconciliation between nominal and effective tax rate | ||
Profit before tax | 241.8 | 696.7 |
Nominal tax rate | 22% | 22% |
Tax calculated with nominal tax rate | -53.2 | -153.3 |
Correction of earlier year ’s taxes | 0.1 | -0.1 |
Dividends | 0.1 | 5.3 |
Effect of conversion to NOK | 37.4 | 3.9 |
Sale of shares | — | 5.0 |
Other differences | -1.4 | -0.2 |
Total income tax expense in the statement of profit and loss | -16.9 | -139.4 |
SPECIFICATION OF INTANGIBLE ASSETS 2023 (EUR MILLION) | GOODWILL | LICENSES | OTHER INTANGIBLE ASSETS 1) | TOTAL |
Acquisition cost as of 01.01 | 26.8 | — | 29.0 | 55.8 |
Additions in the year | — | — | 1.6 | 1.6 |
Disposals / scrapping in the year1) | — | — | — | — |
Total acquisition cost as of 31.12 | 26.8 | — | 30.5 | 57.4 |
Accumulated amortisation and impairment losses as of 01.01 | 17.8 | — | 21.2 | 39.0 |
Amortisation in the year | 4.8 | — | 0.7 | 5.5 |
Disposals / scrapping in the year | — | — | — | — |
Total accumulated amortisation and impairment losses as of 31.12 | 22.6 | — | 21.9 | 44.5 |
Total carrying amount as of 31.12 | 4.2 | — | 8.7 | 12.9 |
Estimated useful life | 10 years | 20 years/unlimited | 3-5 years | |
Amortisation method | Linear | Linear | Linear |
SPECIFICATION OF INTANGIBLE ASSETS 2022 (EUR MILLION) | GOODWILL | LICENSES | OTHER INTANGIBLE ASSETS 2) | TOTAL |
Acquisition cost as of 01.01 | 26.8 | 326.4 | 27.9 | 381.1 |
Additions in the year | — | 2.3 | 1.3 | 3.7 |
Disposals / scrapping in the year | — | -328.7 | -0.2 | -328.9 |
Total acquisition cost as of 31.12 | 26.8 | — | 29.0 | 55.8 |
Accumulated amortisation and impairment losses as of 01.01 | 13.0 | 14.0 | 20.5 | 47.5 |
Amortisation in the year | 4.8 | — | 0.8 | 5.7 |
Disposals / scrapping in the year | — | -14.0 | -0.2 | -14.1 |
Total accumulated amortisation and impairment losses as of 31.12 | 17.8 | — | 21.2 | 39.0 |
Total carrying amount as of 31.12 | 9.0 | — | 7.8 | 16.8 |
Estimated useful life | 10 years | 20 years/unlimited | 3-5 years | |
Amortisation method | Linear | Linear | Linear |
SPECIFICATION OF PPE 2023 (EUR MILLION) | LAND & BUILDINGS | MACHINERY & EQUIPMENT | TRANSPORT | NETS, PENS & MOORINGS | UNDER CONSTRUCTION /PREPAYMENTS | OTHER TANGIBLE | TOTAL |
Acquisition cost as of 01.01 | 309.6 | 290.2 | 225.4 | 200.1 | 207.5 | 21.9 | 1 254.7 |
Additions in the year | 63.2 | 28.1 | 47.3 | 34.4 | 16.7 | 8.6 | 198.2 |
Disposals / scrapping in the year | -1.4 | -5.6 | -2.3 | -11.2 | — | -20.5 | |
Total acquisition cost as of 31.12 | 371.4 | 312.7 | 270.4 | 223.3 | 224.1 | 30.5 | 1 432.4 |
Accumulated depreciation and impairment losses as of 01.01 | 144.1 | 227.1 | 114.4 | 118.4 | 2.0 | 9.2 | 615.3 |
Depreciation in the year | 16.2 | 17.3 | 16.3 | 19.3 | — | 2.0 | 71.1 |
Impairment losses and reversal of previous write-downs in the year | 0.3 | — | — | — | — | — | 0.3 |
Disposals / scrapping in the year | -1.4 | -5.6 | -2.1 | -11.2 | — | -20.2 | |
Total accumulated depreciation and impairment losses as of 31.12 | 159.2 | 238.8 | 128.7 | 126.5 | 2.0 | 11.2 | 666.4 |
Total carrying amount as of 31.12 | 212.2 | 73.9 | 141.7 | 96.7 | 222.1 | 19.3 | 765.9 |
Estimated lifetime | 3-10 years | 3-10 years | 5-10 years | NA | 3-5 years | ||
Depreciation method | Linear | Linear | Linear | Linear | NA | Linear |
SPECIFICATION OF PPE 2022 (EUR MILLION) | LAND & BUILDINGS | MACHINERY & EQUIPMENT | TRANSPORT | NETS, PENS & MOORINGS | UNDER CONSTRUCTION /PREPAYMENTS | OTHER TANGIBLE | TOTAL |
Acquisition cost as of 01.01 | 281.4 | 273.0 | 208.0 | 173.3 | 125.9 | 13.4 | 1 075.1 |
Additions in the year | 28.5 | 20.2 | 18.2 | 30.3 | 81.6 | 8.5 | 187.2 |
Disposals / scrapping in the year | -0.3 | -2.9 | -0.7 | -3.6 | — | — | -7.5 |
Total acquisition cost as of 31.12 | 309.6 | 290.2 | 225.4 | 200.1 | 207.5 | 21.9 | 1 254.7 |
Accumulated depreciation and impairment losses as of 01.01 | 129.7 | 214.0 | 100.5 | 105.1 | 2.0 | 7.8 | 559.0 |
Depreciation in the year | 14.1 | 15.8 | 14.6 | 16.9 | — | 1.4 | 62.8 |
Impairment losses and reversal of previous write-downs in the year | 0.7 | — | — | — | — | — | 0.7 |
Disposals / scrapping in the year | -0.3 | -2.7 | -0.7 | -3.5 | — | — | -7.2 |
Total accumulated depreciation and impairment losses as of 31.12 | 144.2 | 227.1 | 114.4 | 118.4 | 2.0 | 9.2 | 615.3 |
Total carrying amount as of 31.12 | 165.4 | 63.1 | 111.0 | 81.6 | 205.5 | 12.7 | 639.3 |
Estimated lifetime | 3-10 years | 3-10 years | 5-10 years | NA | 3-5 years | ||
Depreciation method | Linear | Linear | Linear | Linear | NA | Linear |
COMPANY (EUR MILLION) | BUSINESS ADDRESS | DATE OF PURCHASE | OWNER- SHIP % | NUMBER OF SHARES | EQUITY AS OF 31.12.23 | PROFIT THIS YEAR | CARRYING AMOUNT 31.12.23 |
Mowi Holding AS | Bergen, Norway | 04.07.2006 | 100% | 590 452 560 | 899.1 | 83.4 | 2 353.0 |
Mowi Seawater Norway AS | Bergen, Norway | 15.12.2022 | 100% | 10 | 737.0 | 652.2 | 803.7 |
Mowi Faroe Islands P/F | Kollafjordur, Faroes | 11.01.1999 | 100% | 10 | 104.3 | 23.4 | 31.9 |
Mowi Bretagne SAS | Pollaouen, France | 04.11.1997 | 100% | 7 005 366 | 13.1 | -3.9 | 62.8 |
Mowi Norway FoU AS | Bergen, Norway | 07.10.2017 | 100% | 30 000 | 5.2 | 3.3 | 6.6 |
Arctic Fish Holding AS | Stavanger, Norway | 29.12.2022 | 51% | 16 346 824 | 73.9 | -12.5 | 179.9 |
Finnøy Fisk AS | Stavanger, Norway | 15.09.1996 | 45% | 473 | 9.9 | 4.2 | 0.5 |
Centre for Aquaculture Competence AS | Hjelmeland, Norway | 09.10.2001 | 33% | 150 | 2.1 | 1.0 | — |
Blue Revolution Centre AS | Frøya, Norway | 24.05.2017 | 33% | 10 000 | -0.7 | -0.7 | — |
Total | 1 843.9 | 750.4 | 3 438.3 |
COMPANY (EUR MILLION) | BUSINESS ADDRESS | DATE OF PURCHASE | OWNER- SHIP % | NUMBER OF SHARES | EQUITY AS OF 31.12.23 | PROFIT THIS YEAR | CARRYING AMOUNT 31.12.23 |
Namdal Rensefisk AS1) | Flatanger, Norway | 30.09.2015 | 24.76% | 1 921 | 4.0 | 0.4 | 0.5 |
Total | 4.0 | 0.4 | 0.5 |
INVENTORY (EUR MILLION) | 2023 | 2022 |
Raw materials | 42.1 | 39.3 |
Biological assets | 74.1 | 72.5 |
Total inventory | 116.2 | 111.8 |
CASH (EUR MILLION) | 2023 | 2022 |
Cash at bank | 151.9 | 68.4 |
Restricted cash / withheld taxes | 6.9 | 5.9 |
Cash | 158.8 | 74.3 |
INTEREST-BEARING DEBT (EUR MILLION) | 2023 | 2022 |
Non-current interest-bearing debt 1) | 1 616.5 | 1 310.7 |
Schuldschein loan | 149.3 | 149.0 |
Green Bond | 199.5 | 199.1 |
Total non-current interest-bearing debt | 1 965.4 | 1 658.7 |
Bond | — | 200.0 |
Current interest-bearing debt1) | — | 200.0 |
Total interest-bearing debt | 1 965.4 | 1 858.7 |
OTHER LIABILITIES (EUR MILLION) | 2023 | 2022 |
Pension liability | 2.4 | 2.8 |
Total other non-current liabilities | 2.4 | 2.8 |
Financial instruments | 6.3 | 12.3 |
Tax liabilities | 57.6 | 322.2 |
Other accruals | 56.7 | 74.6 |
Total other current liabilities | 120.5 | 409.1 |
ASSETS PLEDGED AS SECURITY AND GUARANTEE LIABILITIES (EUR MILLION) | 2023 | 2022 |
Secured Group debt | 1 615.9 | 1 310.0 |
Carrying amount of assets pledged as security | ||
Receivables | 952.0 | 1 126.0 |
Shares in subsidiaries | 2 715.9 | 2 535.5 |
Total carrying amount of assets pledged as security | 3 667.9 | 3 661.5 |
Guarantee liabilities | 8.7 | 11.4 |
Nominal value of guarantee liabilities | 8.7 | 11.4 |
Ole-Eirik Lerøy (sign.) | Kristian Melhuus (sign.) | Lisbet K. Nærø (sign.) | Kathrine Fredriksen (sign.) |
Chair of the Board | Vice Chair of the Board | ||
Renate Larsen (sign.) | Peder Strand (sign.) | Jørgen J. Wengaard (sign.) | Roger Pettersen (sign.) |
Employee representative | Employee representative | ||
Unni Helen Hattmyr (sign.) | Ivan Vindheim (sign.) | ||
Employee representative | Chief Executive Officer |
CHANGE FACTOR | CHANGE | EFFECT ON OPERATIONAL EBIT | FIXED CONTRACT SHARE |
Change in global average sales price with contracts 1) | 0.10 EUR per kg GWT | 33 | 30% |
1.00 EUR per kg GWT | 332 | 30% | |
2.50 EUR per kg GWT | 831 | 30% | |
Change in global average sales price without contracts 2) | 0.10 EUR per kg GWT | 47 | 0% |
1.00 EUR per kg GWT | 475 | 0% | |
2.50 EUR per kg GWT | 1 187 | 0% | |
Change in total harvest volume 3) | 10 000 tonnes GWT | 15 | |
Change in global feed price 4) | -0.05 EUR per kg feed | 32 | |
-0.50 EUR per kg feed | 319 | ||
-1.00 EUR per kg feed | 638 |
Global supply, GWT | 2023 |
North America | 114 800 |
Chile | 689 400 |
Iceland | 34 830 |
Ireland | 13 050 |
Faroe Islands | 80 500 |
Scotland | 138 300 |
Norway | 1 331 400 |
Australia | 81 000 |
Other | 33 020 |
Total | 2 516 300 |
Other Europe | 47 880 |
SHAREHOLDERS BY COUNTRY 1) | NUMBER OF SHARES | SHAREHOLDING IN % | ||||
2023 | 2022 | 2021 | 2023 | 2022 | 2021 | |
Norway | 159 881 676 | 136 499 841 | 118 854 089 | 30.9% | 26.4% | 23.0% |
USA | 81 037 487 | 77 754 335 | 85 723 424 | 15.7% | 15.0% | 16.6% |
Cyprus | 74 298 611 | 74 293 327 | 74 289 287 | 14.4% | 14.4% | 14.4% |
Great Britain | 44 449 500 | 59 879 837 | 61 790 054 | 8.6% | 11.6% | 11.9% |
Germany | 36 937 057 | 33 645 825 | 30 950 163 | 7.1% | 6.5% | 6.0% |
Other countries | 120 506 760 | 135 037 926 | 145 504 074 | 23.3% | 26.1% | 28.1% |
Total number of shares | 517 111 091 | 517 111 091 | 517 111 091 | 100.0% | 100.0% | 100.0% |
SHARE OWNERSHIP (NUMBER OF SHARES) | NUMBER OF SHAREHOLDERS | OWNERSHIP IN % |
1 - 100 | 20 410 | 0.1% |
101 - 500 | 10 134 | 0.5% |
501 - 1 000 | 3 242 | 0.5% |
1 001 - 5 000 | 3 292 | 1.4% |
5 001 - 10 000 | 572 | 0.8% |
10 001 - 100 000 | 812 | 5.3% |
100 001 - 1 000 000 | 290 | 16.5% |
> 1 000 000 | 78 | 74.9% |
Total | 38 830 | 100.0% |
SHAREHOLDING IN % | MARKET VALUE (NOK million) | ||||||
RANK | SHAREHOLDER | 31.12.2023 | 31.12.2022 | Change | 31.12.2023 | 31.12.2022 | Change |
1 | Geveran Trading Company, Ltd. | 14.4% | 14.4% | 0.0% | 13 521 | 12 421 | 1 099 |
2 | Folketrygdfondet | 8.7% | 8.1% | 0.6% | 8 150 | 6 977 | 1 173 |
3 | BlackRock, Inc. | 5.0% | 4.4% | 0.6% | 4 737 | 3 841 | 897 |
4 | Vanguard Group Holdings | 3.3% | 3.1% | 0.2% | 3 089 | 2 694 | 395 |
5 | DnB ASA | 3.2% | 2.7% | 0.5% | 3 009 | 2 338 | 671 |
6 | Svenska Handelsbanken AB | 2.5% | 2.5% | -0.1% | 2 312 | 2 171 | 141 |
7 | Altshuler Shaham Ltd | 2.4% | 1.8% | 0.6% | 2 267 | 1 590 | 677 |
8 | Storebrand Kapitalforvaltning | 2.3% | 1.9% | 0.4% | 2 211 | 1 647 | 563 |
9 | BNP Paribas, S.A. | 2.2% | 1.6% | 0.6% | 2 058 | 1 404 | 654 |
10 | UBS Group AG | 2.1% | 2.4% | -0.3% | 2 013 | 2 090 | -78 |
11 | Kommunal Landspensjonskasse | 2.0% | 1.8% | 0.2% | 1 907 | 1 537 | 370 |
12 | Crédit Agricole S.A. | 2.0% | 2.1% | -0.1% | 1 897 | 1 825 | 71 |
13 | Deutsche Bank AG Group | 2.0% | 1.4% | 0.6% | 1 841 | 1 171 | 670 |
14 | State Street Corporation | 2.0% | 1.8% | 0.1% | 1 837 | 1 599 | 239 |
15 | Northern Trust Corporation | 1.8% | 0.9% | 0.9% | 1 700 | 807 | 893 |
16 | Nordea AB | 1.6% | 1.1% | 0.5% | 1 490 | 961 | 529 |
17 | CPP Investment Board | 1.5% | 1.2% | 0.3% | 1 422 | 1 008 | 414 |
18 | Danske Bank Group | 1.2% | 1.2% | -0.1% | 1 088 | 1 065 | 23 |
19 | Legal & General Group | 1.1% | 1.1% | —% | 1 066 | 964 | 102 |
20 | Schroders PLC | 1.1% | 2.0% | -0.9% | 1 002 | 1 699 | -697 |
Total owned by top 20 | 62.3% | 57.6% | 4.7% | 58 617 | 49 809 | 8 806 | |
Market data | 2023 | 2022 | 2021 | 2020 | 2019 | 2018 | 2017 | 2016 | 2015 | 2014 |
Market capitalisation (NOK million) | 94 114 | 86 461 | 107 921 | 98 768 | 118 005 | 94 280 | 68 133 | 70 078 | 53 830 | 42 228 |
Number of shares outstanding (million) | 517.1 | 517.1 | 517.1 | 517.1 | 517.1 | 516.0 | 490.2 | 450.1 | 450.1 | 410.4 |
Average number of shares traded per day (million) | 0.9 | 1.1 | 0.9 | 1.7 | 1.4 | 1.9 | 2.5 | 2.5 | 2.2 | 2.6 |
Share price year-end | 182.0 | 167.2 | 208.7 | 191.0 | 228.2 | 182.7 | 139.0 | 155.7 | 119.6 | 102.9 |
- High | 203.1 | 266.7 | 248.2 | 229.8 | 235.4 | 206.2 | 166.0 | 157.1 | 119.6 | 103.5 |
- Low | 164.7 | 133.6 | 183.0 | 150.7 | 176.9 | 130.0 | 129.6 | 110.9 | 87.8 | 63.1 |
Earnings per share, basic (EUR) | 0.86 | 1.51 | 0.94 | 0.23 | 0.92 | 1.15 | 0.97 | 1.20 | 0.36 | 0.27 |
Underlying earnings per share (EUR) | 1.30 | 1.42 | 0.71 | 0.43 | 0.99 | 1.11 | 1.23 | 1.13 | 0.52 | 0.84 |
Underlying earnings per share (NOK) | 14.81 | 14.32 | 7.22 | 4.61 | 9.75 | 10.66 | 11.48 | 10.50 | 4.66 | 7.02 |
Net cash flow per share (EUR) | 0.56 | 0.35 | 0.85 | 0.01 | 0.59 | 0.51 | 0.74 | 1.23 | -0.02 | 0.80 |
Dividend declared and paid per share (NOK) | 7.20 | 7.35 | 4.45 | 2.60 | 10.40 | 10.40 | 12.40 | 8.60 | 5.20 | 8.30 |
Dividend yield (%) | 4.0% | 4.4% | 2.1% | 1.4% | 4.6 % | 5.7 % | 8.9 % | 5.5 % | 4.3 % | 8.1 % |
Total shareholder return (%) | 13.2% | -16.4% | 11.6% | -15.2% | 30.6 % | 38.9 % | -2.8 % | 37.4 % | 21.3 % | 50.6 % |
ROCE % | 19.3% | 23.7% | 13.4% | 8.3% | 19.9 % | 24.9 % | 26.7 % | 28.1 % | 13.1 % | 20.2 % |
EV/Capital Employed | 2.0 | 2.2 | 3.0 | 2.6 | 3.6 | 3.4 | 3.1 | 3.2 | 2.5 | 2.4 |
EV/EBIT | 10.2 | 9.9 | 19.7 | 57.3 | 21.6 | 11.8 | 16.9 | 8.5 | 20.5 | 14.1 |
EV/Operational EBIT | 9.7 | 10.3 | 22.7 | 31.1 | 18.5 | 14.5 | 10.3 | 12.0 | 20.4 | 12.1 |
P/E, adj | 12.3 | 11.7 | 28.9 | 41.1 | 23.4 | 17.1 | 12.1 | 14.8 | 25.7 | 14.7 |
RECONCILIATION GROUP (EUR MILLION) | 2023 | 2022 |
Group Operational EBIT | 1 027.5 | 1 005.1 |
Change in unrealised internal margin | -0.9 | -10.4 |
Gain/loss from derivatives | -2.9 | -4.7 |
Net fair value adjustment biomass | 37.4 | 113.7 |
Onerous contracts provision | -18.3 | -8.3 |
Restructuring costs | -4.9 | -13.7 |
Income/loss from associated companies and joint ventures | 28.4 | 59.2 |
Impairment losses & write-downs | -23.5 | -59.5 |
Production/license/sales taxes | -45.1 | -25.6 |
Other non-operational items | -16.6 | -2.1 |
Group EBIT | 981.0 | 1 053.8 |
RECONCILIATION GROUP (EUR per kg) | 2023 | 2022 |
Group Operational EBIT | 2.16 | 2.17 |
Change in unrealised internal margin | — | -0.02 |
Change in unrealised salmon derivatives | -0.01 | -0.01 |
Net fair value adjustment biomass | 0.08 | 0.25 |
Onerous contracts provision | -0.04 | -0.02 |
Restructuring costs | -0.01 | -0.03 |
Income/loss from associated companies and joint ventures | 0.06 | 0.13 |
Impairment losses & write-downs | -0.05 | -0.13 |
Production/license/sales taxes | -0.10 | -0.06 |
Other non-operational items | -0.04 | — |
Group EBIT | 2.07 | 2.27 |
RECONCILIATION NORWEGIAN ORIGIN (EUR MILLION) | 2023 | 2022 |
Operational EBIT—Salmon of Norwegian Origin | 831.5 | 806.1 |
Gain/loss on derivatives | -9.1 | 2.3 |
Net fair value adjustment biomass | 49.2 | 78.8 |
Onerous contracts provision | -24.2 | 1.1 |
Restructuring costs | 0.5 | -0.6 |
Income/loss from associated companies and joint ventures | 28.4 | 59.2 |
Impairment losses & write-downs | -0.3 | -0.7 |
Production/license/sales taxes | -19.2 | -11.8 |
Other non-operational items | -3.5 | -0.7 |
EBIT—Salmon of Norwegian Origin | 853.4 | 933.6 |
RECONCILIATION NORWEGIAN ORIGIN (EUR per kg) | 2023 | 2022 |
Operational EBIT—Salmon of Norwegian Origin | 2.82 | 2.74 |
Gain/loss on derivatives | -0.03 | 0.01 |
Net fair value adjustment biomass | 0.17 | 0.27 |
Onerous contracts provision | -0.08 | — |
Income/loss from associated companies and joint ventures | 0.10 | 0.20 |
Production/license/sales taxes | -0.07 | -0.04 |
Other non-operational items | -0.01 | — |
EBIT—Salmon of Norwegian Origin | 2.90 | 3.18 |
RECONCILIATION SCOTTISH ORIGIN (EUR MILLION) | 2023 | 2022 |
Operational EBIT—Salmon of Scottish Origin | 76.5 | 42.6 |
Net fair value adjustment biomass | 3.8 | 17.8 |
Onerous contracts provision | 1.2 | -4.6 |
Restructuring costs | -0.6 | — |
Production/license/sales taxes | -4.9 | -1.5 |
EBIT—Salmon of Scottish Origin | 76.0 | 54.3 |
RECONCILIATION SCOTTISH ORIGIN (EUR per kg) | 2023 | 2022 |
Operational EBIT—Salmon of Scottish Origin | 1.39 | 0.88 |
Net fair value adjustment biomass | 0.07 | 0.37 |
Onerous contracts provision | 0.02 | -0.10 |
Restructuring costs | -0.01 | 0.00 |
Production/license/sales taxes | -0.09 | -0.03 |
EBIT—Salmon of Scottish Origin | 1.38 | 1.12 |
RECONCILIATION CANADIAN ORIGIN (EUR MILLION) | 2023 | 2022 |
Operational EBIT—Salmon of Canadian Origin | 18.9 | 65.8 |
Net fair value adjustment biomass | -1.5 | 12.9 |
Restructuring costs | -3.4 | -8.0 |
Impairment losses & write-downs | -2.3 | -54.9 |
Production/license/sales taxes | -12.1 | -6.2 |
Other non-operational items | -2.9 | -2.5 |
EBIT—Salmon of Canadian Origin | -3.3 | 7.1 |
RECONCILIATION CANADIAN ORIGIN (EUR per kg) | 2023 | 2022 |
Operational EBIT—Salmon of Canadian Origin | 0.66 | 1.60 |
Net fair value adjustment biomass | -0.05 | 0.31 |
Restructuring costs | -0.12 | -0.19 |
Impairment losses & write-downs | -0.08 | -1.34 |
Production/license/sales taxes | -0.42 | -0.15 |
Other non-operational items | -0.10 | -0.06 |
EBIT—Salmon of Canadian Origin | -0.11 | 0.17 |
RECONCILIATION CHILEAN ORIGIN (EUR MILLION) | 2023 | 2022 |
Operational EBIT—Salmon of Chilean Origin | 60.5 | 76.9 |
Net fair value adjustment biomass | -21.2 | 6.0 |
Onerous contracts provision | 4.7 | -4.8 |
Impairment losses & write-downs | -3.4 | -3.6 |
Production/license/sales taxes | -3.4 | -2.8 |
EBIT—Salmon of Chilean Origin | 37.1 | 71.8 |
RECONCILIATION CHILEAN ORIGIN (EUR per kg) | 2023 | 2022 |
Operational EBIT—Salmon of Chilean Origin | 0.87 | 1.17 |
Net fair value adjustment biomass | -0.31 | 0.09 |
Onerous contracts provision | 0.07 | -0.07 |
Impairment losses & write-downs | -0.05 | -0.06 |
Production/license/sales taxes | -0.05 | -0.04 |
EBIT—Salmon of Chilean Origin | 0.54 | 1.09 |
RECONCILIATION IRISH ORIGIN (EUR MILLION) | 2023 | 2022 |
Operational EBIT—Salmon of Irish Origin | 1.2 | 6.0 |
Net fair value adjustment biomass | 3.0 | -3.4 |
Restructuring costs | -0.9 | 0.0 |
Impairment losses & write-downs | 0.1 | 0.0 |
Production/license/sales taxes | -0.2 | -0.2 |
EBIT—Salmon of Irish Origin | 3.1 | 2.4 |
RECONCILIATION IRISH ORIGIN (EUR per kg) | 2023 | 2022 |
Operational EBIT—Salmon of Irish Origin | 0.27 | 0.88 |
Net fair value adjustment biomass | 0.66 | -0.50 |
Restructuring costs | -0.20 | — |
Production/license/sales taxes | -0.04 | -0.03 |
EBIT—Salmon of Irish Origin | 0.69 | 0.35 |
RECONCILIATION FAROESE ORIGIN (EUR MILLION) | 2023 | 2022 |
Operational EBIT—Salmon of Faroese Origin | 32.4 | 19.6 |
Net fair value adjustment biomass | 4.6 | 1.7 |
Production/license/sales taxes | -3.8 | -3.1 |
EBIT—Salmon of Faroese Origin | 33.2 | 18.2 |
RECONCILIATION FAROESE ORIGIN (EUR per kg) | 2023 | 2022 |
Operational EBIT—Salmon of Faroese Origin | 2.94 | 2.49 |
Net fair value adjustment biomass | 0.42 | 0.22 |
Production/license/sales taxes | -0.35 | -0.39 |
EBIT—Salmon of Faroese Origin | 3.01 | 2.32 |
RECONCILIATION ICELANDIC ORIGIN (EUR MILLION) | 2023 | 2022 |
Operational EBIT—Salmon of Icelandic Origin | 13.5 | — |
Net fair value adjustment biomass | -0.4 | — |
Impairment losses | -15.1 | — |
Production/license/sales taxes | -1.5 | — |
Other non-operational items | -2.1 | — |
EBIT—Salmon of Icelandic Origin | -5.6 | — |
RECONCILIATION ICELANDIC ORIGIN (EUR per kg) | 2023 | 2022 |
Operational EBIT—Salmon of Icelandic Origin | 1.14 | — |
Net fair value adjustment biomass | -0.03 | — |
Impairment losses | -1.27 | — |
Production/license/sales taxes | -0.12 | — |
Other non-operational items | -0.18 | — |
EBIT—Salmon of Icelandic Origin | -0.47 | — |
CALCULATION OF ROCE, RECONCILIATION OF ADJUSTED EBIT AND NET INTEREST BEARING DEBT (EUR MILLION, EXCEPT ROCE) | 2023 | 2022 |
Adjusted EBIT | 937.5 | 1 032.0 |
Net fair value adjustment biomass | 37.4 | 113.7 |
Onerous contracts provision | -18.3 | -8.3 |
Impairment losses & write downs | -23.5 | -59.5 |
Other non-operational items | -16.6 | -24.7 |
Resource rent tax | 53.4 | 0.0 |
IFRS16 Effects | 11.2 | 0.5 |
EBIT | 981.0 | 1 053.8 |
Net interest-bearing debt (NIBD) | 1 790.3 | 1 758.9 |
Cash | 302.8 | 178.5 |
Current interest-bearing debt | -0.1 | -211.6 |
Non-current interest-bearing debt | 2 093.0 | 1 725.8 |
NIBD | 1 790.3 | 1 758.9 |
Total equity | 3 756.3 | 3 694.9 |
Fair value adjustment on biological assets | -493.9 | -457.2 |
Onerous contracts provision | 29.6 | 11.2 |
Capital employed as of the end of the period | 5 082.3 | 4 657.6 |
Average capital employed1) | 4 870.0 | 4 363.6 |
Adjusted EBIT | 937.5 | 1 032.0 |
ROCE | 19.3% | 23.7% |
UNDERLYING EARNINGS PER SHARE (EUR MILLION) | 2023 | 2022 |
Operational EBIT ex IFRS 16 | 1 016.3 | 991.2 |
Accrued payable interest (NET) | -92.7 | -38.1 |
Calculated tax expense | -258.4 | -216.9 |
Minority share of profit | 4.9 | -3.0 |
Operational EBIT adjusted for above items | 670.2 | 733.2 |
Shares outstanding (average) | 517 111 091 | 517 111 091 |
Underlying EPS (EUR Per share) | 1.30 | 1.42 |
GROUP OPEBIT % (EUR MILLION) | 2023 | 2022 |
Group Operational EBIT | 1 027.5 | 1 005.1 |
Operational revenues | 5 513.4 | 4 946.0 |
Group Operational EBIT % | 18.6% | 20.3% |
CONSUMER PRODUCTS OPEBIT % (EUR MILLION) | 2023 | 2022 |
Operational EBIT - Consumer Products | 151.7 | 112.1 |
Operational revenues | 3 600.6 | 3 165.5 |
Operational EBIT % - Consumer Products | 4.2% | 3.5% |
MARKETS OPEBIT % (EUR MILLION) | 2023 | 2022 |
Operational EBIT - Markets | 170.1 | 61.1 |
Operational revenues | 3 840.3 | 3 725.6 |
Operational EBIT % - Markets | 4.4% | 1.6% |
FARMING OPEBIT % (EUR MILLION) | 2023 | 2022 |
Operational EBIT - Farming | 682.4 | 817.2 |
Operational revenues | 3 484.3 | 3 305.5 |
Operational EBIT % - Farming | 19.6% | 24.7% |
FEED OPEBIT % (EUR MILLION) | 2023 | 2022 |
Operational EBIT - Feed | 35.5 | 30.8 |
Operational revenues | 1 071.2 | 986.2 |
Operational EBIT % - Feed | 3.3% | 3.1% |
Covenant Equity Ratio (EUR MILLION) | 2023 | 2022 |
Total equity | 3 754.7 | 3 687.1 |
Right of use assets | -470.1 | -452.1 |
Non current leasing liabilities | 299.3 | 289.4 |
Current leasing liabilities | 174.5 | 173.5 |
Deferred tax liability | -1.5 | -3.2 |
Adjusted total equity | 3 756.8 | 3 694.7 |
Adjusted total equity and liabilities | 7 768.9 | 7 079.4 |
Covenant Equity Ratio | 48.4% | 52.2% |
Net Cash Flow per share (EUR MILLION) | 2023 | 2022 |
Cash flow from investments | -413.7 | -469.4 |
Cash flow from operations | 992.2 | 667.3 |
Effects of IFRS 16 on cash flow from operations | -210.3 | -190.3 |
Acquisition adjustments | — | 179.5 |
Net financial items paid and realised currency effects | -95.0 | -19.7 |
Effects of IFRS 16 on cash flow from financing | 14.1 | 12.7 |
Total Net Cash Flow1) | 287.3 | 180.1 |
Shares outstanding (Average) | 517 111 091 | 517 111 091 |
Net Cash Flow per share | 0.56 | 0.35 |
RISK | SHORT DESCRIPTION | MITIGATION ACTION | REFERENCE | |
1a | Risks related to the sale and supply of our products | |||
I | Our results depend on salmon prices. | Our results are substantially dependent on salmon prices, and salmon prices are subject to large short and long-term fluctuations due to variations in supply and demand caused by factors such as smolt transfer, biological factors, quality, shifts in consumption and license changes. Short- or long-term decreases in the price of farm-raised salmon may have a materially adverse effect on our financial figures. | – Sales contract policy to reduce exposure to fluctuations Downstream integration to reduce dependence on spot whole-fish prices Product innovation to grow overall salmon sales – Commitment to sustainable development of the industry and information exchange with authorities to ensure a sustainable operational framework for steady growth | – Profit – Note 13 Group – Leading the Blue Revolution – Product – Planet – R&D – Analytica l information |
RISK | SHORT DESCRIPTION | MITIGATION ACTION | REFERENCE | |
II | A reduction in the price of salmon may trigger substantial reduction in the value of our biological assets. | A reduction in the price of salmon may trigger substantial reduction in the value of our biological assets, as the price of salmon is a significant factor in the valuation of these assets. | – Ref Salmon prices above | – Ref Salmon prices above – Note 6 Group |
III | We may be unable to effectively hedge our exposure to short- and medium-term fluctuations in salmon prices. | We seek to manage our exposure to short and medium-term fluctuations in salmon reference prices through sales contracts and Fish Pool financial futures, as well as through our secondary processing activities. An inability to effectively hedge our exposure to short- and medium-term fluctuations in salmon prices may have a materially adverse effect on our financial figures. | – Sales contract policy to reduce exposure to fluctuations – Downstream integration to reduce dependence on spot whole-fish prices | – Profit – Note 13 Group – Analytica l information – Leading the Blue Revolution |
IV | Market demand for our products may decrease. | – Product – Planet – R&D | ||
V | Changes in consumer preferences/lack of product innovation may have an adverse effect on our business. | Our continued success will depend in part on our ability to anticipate, identify and respond quickly to changing consumer preferences for fish, especially secondary processed seafood. If we are unable to do so, this may have a materially adverse effect on our financial figures. | – Focus on health benefits of salmon consumption – Product innovation to grow overall salmon sales – Continue to strengthen our market and new product development | – Product – R&D |
VI | Disruptions to our supply chain may impair our ability to bring our products to market. | We source and transport our salmon over long distances. As most of our products are perishable and can be stored only for a limited time, disruptions to our supply chain due to weather, earthquakes, natural disaster, fire or explosion, terrorism, pandemics, strikes, government action, environmental incidents or other matters beyond our control could impair our ability to bring our products to the market (timely or at all). | – Emergency plans to mitigate consequences – Global footprint for farming and processing enabling cross- production – Branding strategy | – Analytica l information |
VII | Natural disasters, catastrophes, fire or other unexpected events could cause significant losses of operational capacity. | Our facilities could be materially damaged by natural disasters, and we could incur uninsured losses and liabilities arising from such events, including damage to our reputation and/or suffer material losses in operational capacity. | – Analytica l information | |
1b | Risks related to governmental regulations | |||
I | Governmental regulations affect our business. | The fish farming and processing industries are subject to local, regional and national government regulations relating to the farming, processing, packaging, storage, distribution, advertising, labeling, quality and safety of food products. Our operations are also subject to extensive and increasingly stringent regulations administered by environmental agencies in the jurisdictions in which we operate. | – Continuous dialog with the authorities in the countries in which we operate to secure a sustainable operational framework – Active participation, alone or through joint industry groups, in consultative processes for new or updated regulatory frameworks – Rigorous testing to ensure that our products are safe and healthy – Third-party certification | – Leading the Blue Revolution – R&D – Product |
II | Trade restrictions could have a negative impact on price in some countries. | Trade restrictions resulting in suboptimal distribution of salmon may be intensified, creating a negative impact on price in some countries. Many of our production sites are located outside our principal markets, leaving us exposed to trade restrictions. The effects of trade restrictions may have a significant negative impact on our ability to sell in certain regions or our ability to charge competitive prices for our products in such regions. | – Dialog with authorities to ensure access to markets globally – Sales contract policy to reduce exposure to fluctuations – Global farming and processing footprint to mitigate the effects of trade restrictions with regional reach – Promotion of health benefits of salmon | – Leading the Blue Revolution – Profit – Note 13 Group – Analytica l information |
III | We may face restrictions with regard to operating sites located close to protected or highly sensitive areas. | Some of our sites are located close to or within sensitive areas with respect to biodiversity. The effect of salmon farming on the environment and biodiversity is being intensively discussed and new regulations in this area could result in the closure of sites or require the implementation of costly measures. In addition, new regulations could result in restrictions to certain additives used in fish feed and in medication becoming prohibited at these sites if they are believed to have an adverse impact on the environment. Compliance with such laws, rules and regulations, or a breach of them, may have a materially adverse effect on our business and financial figures. | Continuous dialog with the authorities in the countries in which we operate to document that biodiversity is not adversely affected by our operations Cooperation agreement with WWF Norway for mutual exchange of ideas and information Environmental testing and documentation to ensure that our operations do not leave a lasting footprint | Leading the Blue Revolution R&D Planet BoD report |
RISK | SHORT DESCRIPTION | MITIGATION ACTION | REFERENCE | |
IV | Our fish farming operations are dependent on fish farming licenses. | In the jurisdictions in which we operate, we are required to obtain licenses in order to farm fish. We have obtained and currently hold such licenses for our operations. Governments may, however, change the way licenses are distributed, or otherwise dilute or invalidate our licenses. If we are unable to maintain existing or obtain new fish farming licenses, or if a new licensing regulation dilutes the value of our licenses, this may have a materially adverse effect on our business. | Continuous dialog with the authorities in the countries in which we operate to discuss our and their role in securing the sustainable development of the industry | Dear stakeholders Leading the Blue Revolution R&D Note 9 Group |
V | Antitrust and competition regulations may restrict further growth in some of the jurisdictions in which we operate. | Our business and operations are subject to regulation by antitrust or competition authorities, particularly due to our significant market shares in the jurisdictions in which we operate. The risks of infringing competition laws and regulations are higher in markets in which we hold a leading position. In an acquisition setting, we may be forced to divest certain parts of the acquisition, which may have a materially adverse effect on our business and financial figures. | Continuous dialog with the authorities in the countries in which we operate to discuss the potential benefits of industry consolidation from a sustainability point of view | Leading the Blue Revolution Note 27 Group |
VI | We could be adversely affected by violations of the acceptable anti- corruption laws. | Applicable anti-corruption laws, including the US Foreign Corrupt Practices Act and the UK Bribery Act of 2010, generally prohibit companies and their intermediaries from making improper payments, and require companies to keep accurate books and records as well as appropriate internal controls. We operate in some parts of the world that have experienced governmental corruption, and if we were found liable for violations of anti-corruption laws, we may incur civil and criminal penalties which could have a materially adverse effect on our business, financial figures and reputation. | Code of Conduct Leadership Principles | Leading the Blue Revolution People Corporate governance |
1c | Risks related to our fish farming operations | |||
I | Fish are adversely affected by sea lice, and we may incur significant costs and be exposed to regulatory actions if the challenge is not addressed. | The authorities in all countries with an aquaculture industry have set limits for the acceptable number of sea lice per fish. A failure to control sea lice levels may result in an increased number of treatments, compromised fish welfare, higher costs and the possibility of regulatory actions. | Implementation of our sea lice strategy. Continuous R&D efforts on most effective lice strategy, as well as new tools to control sea lice in a sustainable manner | – R&D – Planet |
II | We may be exposed to criticism and regulatory actions arising from our farming of and use of wild caught cleaner fish for sea lice control. | Our sea lice control strategy is primarily based on using non-medicinal tools and includes the use of cleaner fish. Catch, farming and use of cleaner fish have raised concerns with regards to protection of wild stocks, husbandry practices, fish welfare and survival. Therefore, the use of cleaner fish could result in negative publicity, reputational harm and possibly regulatory actions. | – R&D in key areas including fish health, fish nutrition and husbandry – Good farming practices (identification and implementation of best practices during farming of cleaner fish, as well as at the salmon farms) | – R&D – Planet |
III | Our fish stocks, operations and reputation can be adversely affected by various diseases. | Our fish are affected by diseases caused by viruses, bacteria and parasites which may have an adverse effect on fish survival, health, growth and welfare and result in reduced harvest weight and volume, downgrading of products, claims from customers and increased costs. Continued disease problems may also attract negative media attention and public concerns. | – Disease registration and tracking of reasons for reduced survival to monitor development and prioritise R&D – Applying best farming practices for disease control – R&D efforts within disease management and control, including more knowledge of best farming practices, vaccine testing and use, breeding program which includes selection of best genetics related to fish robustness and resistance to diseases | – R&D – Planet |
IV | Our fish stocks can be depleted by environmental factors such as plankton, low oxygen levels and fluctuating seawater temperatures. | Our salmon farming operations are subject to a number of environmental risks which may impact profitability and cash flows through adverse effects on growth, harvest weight, harvest volume, mortality, downgrading and claims. | – Continuous R&D effort to manage the challenges including the use of skirts around the pens and continuous oxygen monitoring systems at the bottom of the pens – Plankton (including algae) surveillance systems | – Planet |
V | Our fish stocks are subject to risks associated with fish escapes and predation. | Salmon escapes are most commonly caused by human error, severe weather and structural issues at our farming sites. In addition to affecting our salmon count, escaped farmed salmon may impact wild salmonid stocks by genetic interaction and the risk of transferring disease. This may result in negative publicity and penalties or other sanctions from governmental authorities. Our salmon is also subject to predation by other animals which can affect our salmon count and adversely impact our results of operations. | – Escape prevention and mitigation plans – Tracking of all escape incidents and investigation for cause of incident for information sharing and learning – Applying best practices for escape prevention – Continuous R&D effort to test farming equipment for severe weather conditions | – R&D – Planet – BoD report |
RISK | SHORT DESCRIPTION | MITIGATION ACTION | REFERENCE | |
VI | Intensive production may result in physical deformities, leading to downgrading and/or losses of biomass as well as to reputational harm. | Intensified production may push the boundaries for how fast fish can grow, and cause production-related disorders relating to physical deformities and cataracts. High water temperatures of more than 14 degrees Celsius early in the freshwater stage, water quality and diet composition may all be contributing factors. Deformities and cataracts may lead to financial losses and damage to the industry and our reputation. | – R&D - feed research trials to document that the diets used in commercial salmon farming are not compromising fish health and welfare – R&D salmon growth trials to develop best farming practices for growth | – R&D – Planet |
VII | Our fish stocks might be exposed to contaminants, leading to product recalls, product liability, negative publicity and governmental sanctions | Farm-raised salmon may be exposed to contamination by undesirable substances through raw materials and ingredients in the fish feed, polluted waters, poor processing hygiene and cross-contamination during handling. Contamination may affect food safety, fish health and the environment, and reduce the publics confidence in eating salmon. | – Vigorous product testing to document that our products are safe – Requirements to suppliers and certification of raw materials used in our fish feed – Testing of raw materials and feed used in our farming operations | – R&D – Planet – Product |
VIII | Our fish may be exposed to pollutants from open seas resulting in mortality and poor end-product quality | Fish farming is conducted using open net pen systems located in marine environments. Operations are therefore exposed to pollution from the open sea, including potential oil leaks or spills. Oil products floating into a farm will severely affect the fish’s normal oxygen uptake, reduce fish survival and leave an unpleasant taste on surviving fish, making it inedible. | – Testing of end-products to document that they are safe and of high quality – Locating farms in areas with clean waters and a low risk of pollution | – R&D – Product |
IX | Inclement weather could hurt our stocks negatively affect our operations and damage our facilities | Unusually warm or cold temperatures, altered oxygen levels in the sea resulting from annual variations, as well as extreme weather in the regions where we operate could cause impairment of the health and growth of our fish or result in fish escapes, loss of biomass, lost feeding days, repair costs, damage to infrastructure, etc. | – Ref Fish Escapes above – New technology – Evaluation of environmental conditions and use of equipment fit for the conditions in the area | – Ref Fish Escapes above – R&D |
X | Our operations are exposed to risks related to biological events or natural phenomena for which insurance coverage is expensive, limited and potentially inadequate. | Our business operations are subject to a number of adverse biological risks, including risks relating to sea lice, fish mortality, disease, predation and other biological risks. There will always be a risk that certain biological events or natural phenomena may occur for which no or only partial insurance coverage is payable. | – Ref Sea lice above – Ref Disease above – Risk-based insurance coverage | – Ref Sea lice above – Ref Disease above |
1d | Risks related to our supply of fish feed and our feed operations | |||
I | Reduced availability of the main ingredients used in fish feed production could result in higher costs for fish feed. | Fish feed is a main cost driver approximately 40-50% of our “cost in box”. Global inventories, currency fluctuations and seawater temperatures all affect the supply of feed ingredients. Fish oil and fish meal are produced using wild caught fish such as anchovies. The extensive use of fish oil combined with a growing fish farming industry presents a sustainability challenge for the industry. Other key ingredients such as canola oil, soy bean protein and wheat are subject to unpredictable price changes caused by supply and demand fluctuations, weather, size of harvest, transportation and storage cost, global policies, etc. | – Continuously working in- house and with feed suppliers to ensure that the feed recipes are altered based on relative prices to secure the lowest possible cost without compromising fish health – Efforts to test and document feeds with lower levels of marine ingredients without compromising fish health/performance | – R&D – Profit – Planet – Analytica l information |
II | Termination of one or more of our feed contracts at short notice could result in material additional costs. | We still depend on third-party feed suppliers. The fish feed industry is dominated by three large, global suppliers, which normally adapt their production volumes to prevailing supply commitments. If one or more of our feed contracts were terminated at short notice prior to their respective expiration dates, we may be forced to find alternative suppliers at short notice, incurring additional costs. | – Long-term supply contracts with termination clauses – Own feed production | – Leading the Blue Revolution |
III | Production issues in our own feed operations could cause us to incur material additional costs. | If our feed operation were to encounter production challenges, including those related to contaminated fish feed/feed ingredients, labour stoppages, disruptions in the supply chain and environmental and regulatory issues, we may be forced to find alternative suppliers in the market at short notice, incurring additional costs and potential disruptions to our farming operations. We could also be liable for losses incurred by third party feed customers. | – Certification of raw materials used – Testing of feed ingredients – Employee HSE surveys – Use of numerous suppliers of feed ingredients | – Planet – People |
IV | A reduction in the quality of our fish feed could have a materially adverse effect on our production. | Fish feed is essential to our fish production, as its quality affects the quality and volume of our harvests. Our feed conversion rate may increase due to lower quality or a suboptimal mix of ingredients used. | – Testing to document that our feed is of high quality, contributing to good growth and favourable feed conversion rates | – R&D – Planet |
RISK | SHORT DESCRIPTION | MITIGATION ACTION | REFERENCE | |
V | Inferior or contaminated fish feed could result in product liability or other serious adverse consequences for us. | Harmful substances may be found in feed ingredients, and although we have implemented risk analysis and screening protocols to prevent the contamination of our feed, undetected contamination could cause severe damage to the salmon, potentially causing health issues for consumers and resulting in liability claims. | – Certification of raw materials used – Testing of feed ingredients – Testing of end products – Risk analysis and screening protocols | – R&D – Planet – Product |
1e | Risks related to our industry | |||
I | Our facilities may be the target of sabotage by environmental organisations. | Some environmental organisations have the eradication of salmon farming as one of their stated aims. A risk of sabotage can therefore not be ruled out. | – Stakeholder dialog for the exchange of information and ideas | – Leading the Blue Revolution |
II | The aquaculture industry may be subject to negative media coverage. | Farm-raised salmon has in some instances been subject to criticism from various research communities and NGOs, which may affect consumer attitudes towards farm-raised salmon. Such negative consumer attitudes may result in a lower demand for our products. | – Stakeholder dialog for the exchange of information and ideas – Documentation of our farming practices and third-party certification | – Leading the Blue Revolution – Planet – Product |
1f | Risks related to our business | |||
I | We derive nearly all our revenues from sales of Atlantic salmon and are heavily dependent on the market for Atlantic salmon. | Our business consists primarily of raising and selling Atlantic salmon, and we expect this to continue for the foreseeable future. Accordingly, our business is heavily dependent on the market for Atlantic salmon. | – Ref Market demand for our products above – Ref Change in consumer preferences above | – Ref Market demand for our products above – Ref Change in consumer preferences above |
II | We rely heavily on the services of key personnel. | We depend substantially on the leadership of a small number of executive officers and other key employees. The loss of the services provided by these individuals could have a materially adverse effect on our business. We may also find it difficult to attract the necessary employee resources in the remote areas in which we operate. | – Roll out our leadership principles and continue to build a winning culture that supports employee development and attracts new employees – Remuneration of key management personnel | – Leading the Blue Revolution – People – Note 14 Group – Note 15 ASA |
III | We are subject to risks associated with our international operations and our expansion into emerging markets. | Our global operational footprint means we are subject to various risks and uncertainties relating to our international operations. These include the imposition of trade protection measures, corruption, the impact of exchange rate fluctuations, political, social and economic conditions, compliance with domestic and international laws, different regulatory structures, differing tax regimes and distribution. Negative consequences in these regards could limit our ability to transact business in current or future markets. | – Identification of risk and risk mitigating actions prior to entering new markets – Risk mapping on a continuous basis | – Risk an Risk Management |
IV | Political instability may have a material adverse effect on our business, results of operation and financial condition. | Political instability has in the past, and may in the future, adversely affect our operational results. The Russian ban on imports of salmon products from certain countries and the Chinese restrictions on imports of Norwegian salmon are recent examples in this regard. | – Global farming, processing and supply footprint expanding the opportunities if political actions target a specific place of origin only | – Analytica l information |
V | We depend on the availability of and good relations with our employees. | – Leading the Blue Revolution – People | ||
VI | We depend on a small number of contractors for key industry supplies, such as fish feed and well boats. | We depend on major industry suppliers of well boats and fish feed. We hire most of our well boats, and we purchase a significant share of our fish feed from third parties. There is a limited number of key suppliers of these items to our industry, and failure to maintain good business relationships with these suppliers may have a significantly adverse effect on us. | – Own feed production – Stakeholder dialog | – Leading the Blue Revolution |
VII | Some steps of the production process are outside our control. | We purchase seafood from third parties as an input factor in some of our secondary processing activities. We do not control the production process for the seafood we purchase, and it may contain foreign elements that are harmful or prohibited under the laws of the countries in which we distribute the product. Furthermore, substantial sales of generic and private label products mean that we do not always control the brand under which our products are sold. This may have a negative impact on our reputation in addition to making it difficult for us to build brand loyalty. | – Brand building to differentiate our products – Product testing – Supplier commitment to our code of conduct | – Product – People |
1g | Risks related to our financing arrangements | |||
RISK | SHORT DESCRIPTION | MITIGATION ACTION | REFERENCE | |
I | If we are unable to access capital, we may be unable to grow or implement our strategy as designed. | Feed production, salmon farming and seafood processing are capital intensive industries. Our future development and growth may depend on access to external capital in the form of debt and/ or equity capital. A lack of access to such capital, or material changes in the terms and conditions of our external financing could limit our future growth and strategy. | – Ref all actions to safeguard profit and reduce/manage costs – Ref Salmon price, market demand, sea lice, disease, Kudoa above | – Ref salmon price, market demand, sea lice, disease, kudoa, contractors for key industry supplies above – Note 13 Group – BoD report |
II | We are highly leveraged and subject to restrictions in our financing agreements that impose constraints on our operating and financing flexibility. | We have substantial debts outstanding. We may need to refinance some or all of our borrowings, and may not be able to do so at attractive terms or at all. We may incur additional debt in the future, subject to limitations under our credit facilities and bond terms. | – Ref all actions to safeguard profit and reduce/manage costs – Ref salmon price, market demand, sea lice, disease, Kudoa above – Using a portfolio of financing options to reduce dependence on our syndicated credit facility | – Ref salmon price, market demand, sea lice, disease, kudoa, contractors for key industry supplies above – Note 11 Group – Note 13 Group – BoD report |
III | Fluctuations in the value of the derivatives used to hedge our exposure to salmon prices may adversely impact our operating results. | Our business is exposed to fluctuating salmon prices, and we use contracts and derivative financial instruments to reduce such exposure. The use of derivative financial instruments reduces our exposure to changes in prices, but may also limit our ability to benefit from favourable trends in salmon prices, while our contracts can adversely affect our profitability when spot prices are rising. | – Ref salmon price above | – Ref salmon price above – Note 13 Group – BoD report |
IV | Fluctuations in foreign exchange rates may adversely impact our operating results. | We are exposed to changes in foreign exchange rates as a part of our business operations. Although we seek to hedge our exposure to currency risk, such hedging arrangements may not be effective, which may ultimately have a materially adverse effect on our business and financial figures. | – Foreign Exchange Strategy – Hedging Policy | – Note 13 Group – BoD report |
V | We are subject to fluctuations in interest rates due to the prevalence of floating interest rates in our debt. | We are mainly financed at floating interest rates, and our hedges against interest rate fluctuations in the main currencies related to our interest-bearing debt may be ineffective in protecting us from the effects of interest rate increases. | – Hedging policy - interest rate swaps | – Note 13 Group – BoD report |
VI | If our customers fail to fulfill their contractual obligations we may suffer losses. | We are exposed to the risk of losses if one or more contractual partners do not meet their obligations. We cannot guarantee that we will be able to recover losses from trade receivables from credit insurance companies or that our credit evaluations of trading partners will be effective. | – Insurance policy – Credit ratings of all customers – Close follow up of customers | – Note 13 Group – BoD report |
1h | Risks related to tax and legal matters | |||
I | We are exposed to potentially adverse changes in the tax regimes of the jurisdictions in which we operate. | Significant changes in the tax regimes in the countries in which we operate may have a materially adverse effect on our financial figures. | – Dialogue with politicians and stakeholders to ensure correct understanding of existing tax contributions – not just from corporate tax, but also various additional taxes we already pay in the countries we operate, e.g. license fees – Explain potential negative effects of significant changes to tax regimes – Tax optimisation within the laws of the countries in which we operate | – Note 15 Group |
II | We may become involved in legal disputes. | We may from time to time become involved in legal disputes. We could be involved in criminal or civil proceedings relating to product liability, environmental, food safety, competition or anti-bribery regulations, and other types of dispute which may have a materially adverse effect. | – Contract negotiations – Use of expert advisers in complex matters | – Note 27 Group |
1i | Risks related to climate change | |||
I | Physical related risks: the tangible effect of climate change have the potential to damage fish farming facilities, disrupt production activities and could cause us to incur significant costs. | Climate change could affect the severity of weather, sea levels and temperatures, the frequency of algae blooms, and the availability of the raw materials for our fish feeds. If any such effects were to occur, they may have a materially adverse effect on our business and financial figures. | – Doing our part: to reducing our carbon footprint and build up mitigation strategies connected with more resilient equipment – Testing of alternative raw materials in feed and focusing on low carbon footprint feed raw materials – Assessment of specific risks related to each facility used in our operation | |
RISK | SHORT DESCRIPTION | MITIGATION ACTION | REFERENCE | |
II | Transitional related risks: climate change rules and regulations could increase the costs of operating our facilities or transporting our products. | Climate change and its link to the emission of greenhouse gases is receiving more and more attention. Certain countries and regions have adopted, or are considering, legislation or regulations imposing overall caps or taxes on greenhouse gas emissions, or mandating the increased use of electricity from renewable energy sources. These actions could increase our operating costs. | – Doing our part: endorsing global sustainability issues and addressing climate change by implementing our low carbon transition plan | – Dear stakeholder – Planet CDP and TCFD report |
Risks related to biodiversity | ||||
Physical related risks: several materials topics related with biodiversity (climate, water, waste, marine resources, responsible supply chain) are exposed to physical risks. | Mowi depends on well-functioning and stable ecosystems to produce our salmon under optimal conditions for them to thrive and be healthy. Several key steps in our value chain are directly dependent on specific nature services needed for production. This ranges from the sourcing of marine and vegetable feed ingredients to the freshwater for rearing smolts, and the coastal marine waters where we farm our salmon until harvest. We mapped our sites located in priority locations, meaning operational sites in areas of high biodiversity value, such as areas of significant water risk or within the borders of areas designated for protection at national or sub-national levels, wetlands protected under the Ramsar convention, UNESCO world heritage sites and key biodiversity areas (KBAs). | – We take a three-step approach to ensure we operate in harmony with nature; 1. Regulatory compliance, 2. Mowi Policies and 3. Voluntary standards. Identified risks are already integrated in our internal risk assessments and mitigation practices, where we also monitor and report on related metrics and KPIs for our direct operations. | – Planet – TNFD – Mowi's Biodiversity Framework – CDP Climate and Water | |
Transitional related risks: perception and regulatory frameworks connected with preservation of ecosystems and biodiversity | The world is paying more attention to biodiversity and how industries are working to manage their nature- related risks and opportunities. Companies are expected to communicate transparently not only on their commitments and progress linked to nature but also how nature impact is assessed and incorporated in their financial planning and strategies. Examples are the Taskforce on Nature-related Financial Disclosures (TNFD) and the Environmental Standards in the Corporate Sustainability Reporting Directive (CSRD). | – Doing our part: running a LEAP assessment following TNFD guidelines and defining clear governance, targets and KPIs linked with biodiversity in our operations and supply chain | – Planet – TNFD – Mowi's Biodiversity Framework – CDP Climate and water | |
1J | Risk related to cyber security and technological innovation | |||
I | We are subject to risks related to IT and cyber security. | As dependency on IT systems increases in all parts of our business, and conflict levels escalate around the world, the risk of falling victim to a sophisticated cyberattack is rising to companies in general, Mowi being no exception. | – Monitoring and testing of IT systems, including backup / restoration procedures – Crisis management plan – Extensive mandatory security training. Non-compliant users disabled. “Ethical hacking” and use of expert advisers in complex matters – Various security measures implemented in IT systems | – People |
II | We are subject to risks related to Access Management and IT Change Management. | With enterprise systems there is a risk of 1) unauthorized system access, 2) authorised users not getting access to the necessary data, 3) authorized access is not sufficiently restricted. Changes to IT Applications introduce new functionality which can have an unintended negative impact on operations | – Strict Access Management procedures defined, with supporting tools Regular audits of access – Strong documentation, testing and approval procedures for software changes. | – People |
III | We are subject to IT risks related to our operations and operational risk. | As IT systems become ubiquitous in our business, the risk of business disruptions if the mission-critical systems are unavailable or if support is not readily available. | – Monitoring of factory systems, networks, cloud solutions Network maintenance and patching – Global ServiceDesk – Enforcing best practices regarding patching and updating of system. | – BoD report – Corporat e Governance |
IV | We are subject to IT risks related to implementation of new systems and improvement projects | Implementation of standard enterprise applications and new Information Technology can put demands on the organisation, on processes and on the ability to change the way of working. | – Formal approval of new projects – Project governance with strong IT / Business partnership – Framework to track quality, timeliness and cost of project / program deliverables. | – BoD report – Corporat e Governance |
V | We are subject to risk when we introduce Artificial Intelligence (AI) in our environment | Introducing AI into an organisation raises the risk of unintended biases or errors in predictions or decision making due to the (lack of) quality and quantity of underlying data to train the data models. There is also a risk that sensitive data is leaked through unwise use of AI tools. The complexity of AI makes organisations vulnerable to cyber threats, with the potential for malicious actors to manipulate or exploit AI systems. | – People – Board – Report – Corporat e Governance | |
2 | Risks related to our strategy - acquisitions and expansions | |||
RISK | SHORT DESCRIPTION | MITIGATION ACTION | REFERENCE | |
I | The construction and potential benefits of our fresh water expansion projects are subject to risks and uncertainties. | The expected benefits are higher quality and larger smolt, produced in a controlled environment and at a lower cost. The anticipated benefits may not be achieved or if achieved, may not be achieved in the expected time frame. | – Build on group wide know how and skills in the construction and production processes. | – Leading the Blue Revolution |
II | We would be adversely affected if we expanded our business through acquisitions or greenfield projects but failed to successfully integrate them or run them efficiently or retain the associated fish farming licenses. | We regularly evaluate expansion opportunities, such as acquiring other businesses, or building new processing plants and expanding our fish farming operations, or expanding into new related areas of operations. Significant expansion involves risks, and if we are unable to integrate acquired businesses or newly formed operations, expansion may have a materially adverse effect on our business and financial figures. | – Draw on internal key resources – Recruitment of experienced staff – Use of expert advisers in complex matters | – People |
3 | Risks related to reporting | |||
I | A failure to run an effective risk assessment process and update our internal control system accordingly, could imply that there is a risk of material mistakes in our financial figures. | As of December 31, 2023 we consider our internal control system to be effective, but there can be no assurance that, going forward, our efforts will effectively prevent material misstatements in our consolidated statements. If we are unable to maintain effective internal control, this could have a materially adverse effect on our business. | – Global risk and risk management focus | – BoD report – Corporat e Governance |
4 | Risks related to other legal matters | |||
I | Developments related to antitrust investigations could have a materially adverse effect. | We are subject to a variety of laws and regulations that govern our business, including those relating to competition (antitrust). If we are found to have violated the competition laws in a jurisdiction, we may be fined, which could have a materially adverse effect on our financial figures. | – Use of expert advisers in complex matters – Specific training of personnel including training sessions performed by external experts – Code of Conduct including testing | – Note 27 Group |
II | Failure to ensure food safety and compliance with food safety standards could result in serious adverse consequences for us. | The food industry in general experiences high levels of customer awareness with respect to food safety and product quality, information and traceability. We may fail to meet new and exacting customer requirements, which could reduce demand for our products. | – Applying best practices related to food safety at all stages of the production chain – Vigorous product testing to document that our products are safe – Third-party certification with respect to best practices in hygiene and food safety | – R&D – Product |
III | Any failure to comply with laws and regulations in the countries in which we operate could result in serious adverse consequences for us. | Our global operational footprint makes us subject to various risks and uncertainties relating to our international operations, including compliance with domestic and international laws. Any failure to comply with the laws and regulations in the countries in which we operate could result in fines, withdrawal of operating rights and other serious adverse consequences for us. | – Use of expert advisers in complex matters – Recruitment of highly skilled employees – Code of Conduct – Independent Whistleblower channel | – People |
(EUR MILLION) | 2023 | ||
Revenue | Capex | Opex | |
Aligned Eligible Activity | 0 | 0 | 0 |
Total Eligible Activity | 0 | 0 | 0 |
Non Eligible | 5 513 | 661 | 339 |
TOTAL | 5 513 | 661 | 339 |
Appendix 1 | |||||||||||||||||||
2023 Revenue | |||||||||||||||||||
(EUR MILLION) | Substantial contribution criteria | Does not significantly harm | |||||||||||||||||
Economic activities | Code(s) | Absolute Revenue | Proportion of Revenue | Climate change mitigation | Climate change adaptation | Water and marine resources | Circular economy | Pollution | Biodiversity and ecosystems | Climate change mitigation | Climate change adaptation | Water and marine resources | Circular economy | Pollution | Biodiversity and ecosystems | Minimum safeguards | Taxonomy-aligned proportion of revenue, Year N | Category (enabling activity) | Category (transitional activity) |
EUR | % | % | % | % | % | % | % | y/n | y/n | y/n | y/n | y/n | y/n | y/n | % | E | T | ||
A. TAXONOMY-ELIGIBLE ACTIVITIES | |||||||||||||||||||
A.1 Environmentally sustainable activities (Taxonomy-aligned) | n/a | 0 | 0% | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | 0% | ||
A.2 Taxonomy-eligible but not environmentally sustainable activities (not- Taxonomy-aligned activities) | n/a | 0 | 0% | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | 0% | ||
A. Turnover of taxonomy eligible activities | n/a | 0 | 0% | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | 0% | ||
B. TAXONOMY NON-ELIGIBLE ACTIVITIES | |||||||||||||||||||
Turnover of Taxonomy-non- eligible activities | n/a | 5 513 | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | |
TOTAL (A+B) | 5 513 | ||||||||||||||||||
Appendix 2 | |||||||||||||||||||
2023 Capex | |||||||||||||||||||
(EUR MILLION) | Substantial contribution criteria | Does not significantly harm | |||||||||||||||||
Economic activities | Code(s) | Absolute Capex | Proportion of Capex | Climate change mitigation | Climate change adaptation | Water and marine resources | Circular economy | Pollution | Biodiversity and ecosystems | Climate change mitigation | Climate change adaptation | Water and marine resources | Circular economy | Pollution | Biodiversity and ecosystems | Minimum safeguards | Taxonomy-aligned proportion of capex, Year N | Category (enabling activity) | Category (transitional activity) |
EUR | % | % | % | % | % | % | % | y/n | y/n | y/n | y/n | y/n | y/n | E | T | ||||
A. TAXONOMY-ELIGIBLE ACTIVITIES | |||||||||||||||||||
A.1 Environmentally sustainable activities (Taxonomy-aligned) | n/a | 0 | 0% | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a |
A.2 Taxonomy-eligible but not environmentally sustainable activities (not- Taxonomy-aligned activities) | n/a | 0 | 0% | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a |
A.CapEx of Taxonomy-eligible activities | n/a | 0 | 0% | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a |
B. TAXONOMY NON-ELIGIBLE ACTIVITIES | |||||||||||||||||||
CapEx of taxonomy-non eligible activities | n/a | 661 | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | |
TOTAL (A+B) | 661 | ||||||||||||||||||
Appendix 3 | |||||||||||||||||||
2023 Opex | |||||||||||||||||||
(EUR MILLION) | Substantial contribution criteria | Does not significantly harm | |||||||||||||||||
Economic activities | Code(s) | Absolute Opex | Proportion of Opex | Climate change mitigation | Climate change adaptation | Water and marine resources | Circular economy | Pollution | Biodiversity and ecosystems | Climate change mitigation | Climate change adaptation | Water and marine resources | Circular economy | Pollution | Biodiversity and ecosystems | Minimum safeguards | Taxonomy-aligned proportion of opex, Year N | Category (enabling activity) | Category (transitional activity) |
EUR | % | % | % | % | % | % | % | y/n | y/n | y/n | y/n | y/n | y/n | E | T | ||||
A. TAXONOMY-ELIGIBLE ACTIVITIES | |||||||||||||||||||
A.1 Environmentally sustainable activities (Taxonomy-aligned) | n/a | 0 | 0% | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a |
A.2 Taxonomy-eligible but not environmentally sustainable activities (not- Taxonomy-aligned activities) | n/a | 0 | 0% | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a |
A.OpEx of Taxonomy eligible activities (A.1 + A.2) | n/a | 0 | 0% | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a |
B. TAXONOMY NON-ELIGIBLE ACTIVITIES | |||||||||||||||||||
Opex of Taxonomy-non- eligible activities (B) | n/a | 339 | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | n/a | |
TOTAL (A + B) | 339 | ||||||||||||||||||
Disclosure No. | Disclosure description | Mowi Response / Source | Assured by third party | ||
The organisation and its reporting practices | |||||
2-1 | Organizational details | a. MOWI ASA b. Part 3, Corporate Governance, Note 24, Share capital in Group Financial Statements (page 225) and Part 4, Share and shareholder information (pages 266-270) c. Sandviksboder 77AB 5035 Bergen, Norway d. Part 1, Map of Business Areas (pages 8, 9) & Part 3, Note 4 (page 192) | Yes | ||
2-2 | Entities included in the organization's sustainability reporting | All Business Unit's are included in the Sustainability reporting, no significant differences to the financial reporting, Part 3 , page 192 note 4 | Yes | ||
2-3 | Reporting period, frequency and contact point | 01.01.2023 - 31.12.2023 Annual report Published March 20th 2024 Chief Technology and Sustainability Officer | Yes | ||
2-4 | Restatement of information | No material restatements of information | Yes | ||
2-5 | External assurance | Integrated Annual Report and GRI Reporting are assured by our external auditor EY. Auditor's report, GRI audit (page 254) | Yes | ||
Activities and workers | |||||
2-6 | Activities, value chain and other business relationships | Part 1 Business areas (pages 8,9). No changes during the reporting period | Yes | ||
2-7 | Employees | Part 2, People (pages 110-129) | Yes | ||
2-8 | Workers who are not employees | Part 2, People (pages 110-129) | Yes | ||
Governance | |||||
2-9 | Governance structure and composition | Part 1, Leading the Blue Revolution (pages 18-35). Part 2, People (pages 110-129), Part 3 Corporate Governance (pages 166-177) | Yes | ||
2-10 | Nomination and selection of the highest governance body | Part 3. Corporate Governance (page 170) | Yes | ||
2-11 | Chair of the highest governance body | Part 3. Corporate Governance (pages 170, 171) | Yes | ||
2-12 | Role of the highest governance body in overseeing the management of impacts | Part 3. Corporate Governance (pages 166 - 177) | Yes | ||
2-13 | Delegation of responsibility for managing impacts | Part 3. Corporate Governance (pages 166 - 177) | Yes | ||
2-14 | Role of the highest governance body in sustainability reporting | Part 3. Corporate Governance (pages 166 - 177) | Yes | ||
2-15 | Conflicts of interest | Part 3. Corporate Governance (page 169) | Yes | ||
2-16 | Communication of critical concerns | Part 3, Corporate Governance (page 173), Part 2 People (page 117) | Yes | ||
2-17 | Collective knowledge of the highest governance body | Part 3. Corporate Governance (pages 166 - 177) | Yes | ||
2-18 | Evaluation of performance of the highest governance body | Part 3. Corp Governance (page 170) | Yes | ||
2-19 | Remuneration policies | Part 3. Corp Governance (page 173) | Yes | ||
2-20 | Process to determine remuneration | Part 3, Corporate Governance (page 173) | Yes | ||
2-21 | Annual total compensation ratio | Part 3, Corporate Governance (page 173), Compensation report at mowi.com | Yes | ||
Strategy, policies and practices | |||||
2-22 | Statement on sustainable development strategy | Part 1, Dear stakeholder (CEO, pages 10-15 and materiality analysis, page 29), Part 3, Board Report (pages 150-161) | Yes | ||
2-23 | Policy commitments | Part 1, Dear stakeholder (CEO, pages 10-15 and materiality analysis, page 29), Part 3, Board Report (pages 150-161) | Yes | ||
2.24 | Embedding policy commitments | Part 1, Dear Stakeholder (Materiality analysis, page 29), Part 2, People (pages 110-129) | Yes | ||
2-25 | Process to remediate negative impacts | Part 2, People (pages 110-129) | Yes | ||
2-26 | Mechanisms for seeking advice and raising concerns | Part 3, Corporate Governance (page 173) | Yes | ||
2-27 | Compliance with laws and regulations | Part 3, Integrated Annual Report, note 27, (page 228). Part 2, People (pages 116-118) | Yes | ||
2-28 | Membership associations | Part 1, Leading the Blue Revolution, Key Partnerships | Yes | ||
Stakeholder engagement | |||||
2-29 | Approach to stakeholder engagement | Part 1, Leading the Blue Revolution, Stakeholder Engagement (pages 22-24); Part 2, People (pages 110-129), and Part 3, Corporate Governance (pages 166-177) | Yes | ||
2-30 | Collective bargaining agreements | Part 2, People (page 113) | Yes | ||
3-1 | Process to determine material topics | Part 1, Materiality analysis (page 29) | Yes | ||
3-2 | List of material topics | Part 1, Materiality analysis (page 29) | Yes | ||
Disclosure No. | GRI Sector Standard Ref. No. | Disclosure description | Reference | Omission | Reason for omission | Explanation of omission | Assured by third party |
Mowi Material topic: Climate friendly food production | |||||||
GRI 3: Material Topics | |||||||
3-3 | 13.1.1 13.2.1 13.7.1 | Management of material topics | Part 2, Planet, The Global Picture - Climate Friendly Food production (pages 54-61) & Biodiversity (pages 74-82) | No | Yes | ||
GRI 201: Economic Performance | |||||||
201-2 | 13.2.2 | Financial implications and other risks and opportunities due to climate change | Risks related to climate change in Part 4, Risk and Risk Management (page 286), TCFD report (section 4, pages 308-314) and CDP Climate Change Report. | No | Yes | ||
GRI 302: Energy | |||||||
302-1 | Energy consumption within the organisation | Part 2, Planet, The Global Picture - Climate Friendly Food production (pages 54-61) | No | Yes | |||
GRI 303: Water and effluents | |||||||
303-1 | 13.7.2 | Water as shared resource | No | Yes | |||
303-2 | 13.7.3 | Management of water discharge- related impacts | No | Yes | |||
303-3 | 13.7.4 | Water withdrawal | No | Yes | |||
303-4 | 13.7.5 | Water discharge | No | Yes | |||
303-5 | 13.7.6 | Water consumption | No | Yes | |||
GRI 305: Emissions | |||||||
305-1 | 13.1.1 | Direct (Scope 1) GHG emissions | Part 2, Planet, The Global Picture - Climate Friendly Food Production & Salmon: The Climate Friendly Protein (page 61) | No | Yes | ||
305-2 | 13.1.3 | Energy indirect (Scope 2) GHG emissions (location based) | Part 2, Planet, The Global Picture - Climate Friendly Food Production & Salmon: The Climate Friendly Protein (page 61) | No | Yes | ||
305-3 | 13.1.4 | Other indirect (Scope 3) GHG emissions | Disclosed in Part 2, Planet, The Global Picture - Climate Friendly Food Production (pages 59, 61) | Partial | Biogenic CO2 not applicable to Mowi | Yes | |
305-4 | 13.1.5 | GHG emission intensity | Disclosed in Part 2, Planet, The Global Picture - Climate Friendly Food Production (pages 59-61) | No | Yes | ||
305-5 | 13.1.6 | Reduction of GHG emissions | Disclosed in Part 2, Planet, The Global Picture - Climate Friendly Food Production (pages 59-61) | No | Yes | ||
Disclosure No. | GRI Sector Standard Ref. No. | Disclosure description | Reference | Omission | Reason for omission | Explanation of omission | Assured by third party |
305-6 | 13.1.7 | Emissions of ozone-depleting substances (ODS) | Disclosed in Part 2, Planet, The Global Picture - Climate Friendly Food Production (pages 59-61) | Yes | Not applicable | Yes | |
305-7 | 13.1.8 | Nitrogen oxides (NOx), sulfur oxides (SOx), and other significant air emissions | Disclosed in Part 2, Planet, The Global Picture - Climate Friendly Food Production (pages 59-61) | Yes | Not applicable | Yes | |
Mowi own disclosure | No. and percentage of sites ASC certified | Part 2, Planet, The Global Picture (pages 62, 64) | No | Yes | |||
Additional sector disclosure | 13.10.4 | % of harvest volume certified with a GSSI recognised standard | Part 2, Planet, The Global Picture (pages 62, 64) | No | Yes | ||
Mowi Material topic: Fish escape prevention | |||||||
GRI 3: Material Topics | |||||||
3-3 | Management of material topics | Part 2, Planet, Escape Prevention (pages 66-67) | No | Yes | |||
Mowi own disclosure | Number of salmon escaped and not recaptured | Part 2, Planet, Escape Prevention (pages 66-67) | No | Yes | |||
Mowi Material topic: Fish welfare, health and robustness | |||||||
GRI 3: Material Topics | |||||||
3-3 | 13.11.1 | Management of material topics | Part 2, Planet, Fish Health and Welfare (pages 68-71) | No | Yes | ||
Additional sector disclosure | 13.11.2 | % of production volumes of third party standards | Part 2, Planet, Fish Health and Welfare (pages 68-71) | No | Yes | ||
Additional sector disclosure | 13.11.3 | Main causes of mortality, % survival in sea, % survival in freshwater | Part 2, Planet, Fish Health and Welfare (pages 68-71) | No | Yes | ||
Mowi own disclosure | Average monthly standing stocking density | Part 2, Planet, Fish Health and Welfare (pages 68-71) | No | Yes | |||
Mowi Material topic: Sea lice management | |||||||
GRI 3: Material Topics | |||||||
3-3 | Management of material topics | Part 2, Planet, Sea Lice Management (pages 71-72) | No | Yes | |||
Mowi own disclosure | Sites above national action limits | Part 2, Planet, Sea Lice Management (pages 71-72) | No | Yes | |||
Mowi Material topic: Responsible use of medicines and chemicals | |||||||
GRI 3: Material topics | |||||||
3-3 | Management of material topics | Part 2, Planet, Sea Lice Management (page 71), Medicine Use (pages 71-74) | No | Yes | |||
Mowi own disclosure | % sites using cleaner fish | Part 2, Planet, Sea Lice Management (page 71) | No | Yes | |||
Mowi own disclosure | % treated fish using non-medicinal tools | Part 2, Planet, Sea Lice Management (page 71) | No | Yes | |||
Mowi own disclosure | % reduction in total medicine use | Part 2, Planet, Medicine Use (page 72) | No | Yes | |||
Mowi own disclosure | Antimicrobial use- active substance use per tonne biomass produced | Part 2, Planet, Medicine Use (page 72) | No | Yes | |||
Mowi Material topic: Responsible and circular nutrient and waste management | |||||||
GRI 3: Material topics | |||||||
3-3 | 13.8.1 | Management of material topics | Part 2, Planet, Biodiversity (pages 74-84), Mowi Biodiversity Framework, TNFD report and Mowi Circular Economy and Waste Management Policy | Partial | Information unavailable. Mowi is reporting on solid waste. | Yes | |
Disclosure No. | GRI Sector Standard Ref. No. | Disclosure description | Reference | Omission | Reason for omission | Explanation of omission | Assured by third party |
GRI 306: Waste | |||||||
306-1 | 13.8.2 | Waste generation and significant waste-related impacts | Part 2, Planet, Biodiversity (pages 76-77), Mowi Biodiversity Framework and Mowi Circular Economy and Waste Management Policy | Partial | Information unavailable. Mowi is reporting on solid waste. | Yes | |
306-2 | 13.8.3 | Management of significant waste- related impacts | Part 2, Planet, Biodiversity (pages 76-77), Mowi Biodiversity Framework and Mowi Circular Economy and Waste Management Policy | Partial | Information unavailable. Mowi is reporting on solid waste. | Yes | |
306-3 | 13.8.4 | Waste generated | Part 2, Planet, Biodiversity (page 77), Mowi Biodiversity Framework and Mowi Circular Economy and Waste Management Policy | Partial | Information unavailable. Mowi is reporting on solid waste. | Yes | |
306-4 | 13.8.5 | Waste diverted from disposal | Part 2, Planet, Biodiversity (page 77), Mowi Biodiversity Framework and Mowi Circular Economy and Waste Management Policy | Partial | Information unavailable. Mowi is reporting on solid waste. | Yes | |
306-5 | 13.8.6 | Waste directed to disposal | Part 2, Planet, Biodiversity (page 77), Mowi Biodiversity Framework and Mowi Circular Economy and Waste Management Policy | Partial | Information unavailable. Mowi is reporting on solid waste. | Yes | |
Mowi own disclosure | % of sites operating within nationally acceptable benthic levels | Part 2, Planet, Biodiversity (pages 82-83) | No | Yes | |||
Mowi Material topic: Wildlife interactions | |||||||
GRI 3: Material topics | |||||||
3-3 | 13.3.1 | Management of material topics | Part 2, Planet, Biodiversity (page 83), Mowi Biodiversity Framework, TNFD report and Mowi Biodiversity Policy | No | Yes | ||
GRI 304: Biodiversity | |||||||
304-1 | 13.3.2 | Biodiversity area impacts | Part 2, Planet, Biodiversity (pages 74-84), Mowi Biodiversity Framework and Mowi Biodiversity Policy | No | Yes | ||
304-2 | 13.3.3 | Description of biodiversity impacts | Part 2, Planet, Biodiversity (pages 74-84), Mowi Biodiversity Framework and Mowi Biodiversity Policy | No | Yes | ||
304-3 | 13.3.4 | Habitats protected or restored | Part 2, Planet, Biodiversity (pages 82-83) | No | Yes | ||
304-4 | 13.3.5 | IUCN Red List Species and national conservation list species with habitats in areas affected by operations | Mowi Biodiversity Framework | No | Yes | ||
Additional sector disclosure | 13.3.6 | Information on species produced and fishing products used in feed | Capital Markets Day 2021 Presentation Planet, Part 2, Sustainable Feed (page 88) | No | Yes | ||
Mowi Material topic: Efficient and sustainable fish feed | |||||||
GRI 3: Material topics | |||||||
3-3 | 13.4.1 13.23.1 | Management of material topics | Planet, Part 2, Sustainable Feed (pages 85-88) | No | Yes | ||
Mowi own disclosure | Fish-in fish-out ratio (FIFO), forage fish dependency ratio - oil (FFDRo) and meal (FFDRm) | Planet, Part 2, Sustainable Feed (pages 85-88) | No | Yes | |||
Mowi own disclosure | Source of feed raw materials (% origin) | Planet, Part 2, Sustainable Feed (pages 87-88) | No | Yes | |||
Mowi own disclosure | % certified feed raw materials (fish and soy) | Planet, Part 2, Sustainable Feed (pages 85-86) | No | Yes | |||
Mowi own disclosure | Fish meal inclusion in % per tonne feed used | No | Yes | ||||
Mowi own disclosure | Fish oil inclusion in % per tonne feed used | No | Yes | ||||
Disclosure No. | GRI Sector Standard Ref. No. | Disclosure description | Reference | Omission | Reason for omission | Explanation of omission | Assured by third party |
Additional sector disclosure | 13.23.2 | Level of traceability in place for each product sourced | Part 1 Leading the Blue Revolution, Managing a sustainable supply chain (pages 25-27) Planet, Part 2, Sustainable Feed (pages 85-88) | No | Yes | ||
Additional sector disclosure | 13.23.3 | Percentage of sourced volume certified to internationally recognized standards that trace the path of products through the supply chain | No | Yes | |||
Additional sector disclosure | 13.23.4 | Improvement projects to get suppliers certified to internationally recognized standards to ensure all sourced volume is certified | Part 1 Leading the Blue Revolution, Managing a sustainable supply chain (pages 25-27) Planet, Part 2, Sustainable Feed (pages 85-88) | No | Yes | ||
Additional sector disclosure | 13.4.2 | % of production volume by product determined to be deforestation- or conversion-free | Yes | No | |||
Additional sector disclosure | 13.4.3 | % of sourced volume determined to be deforestation- or conversion-free | Planet, Part 2, Sustainable Feed (page 85) | No | Yes | ||
Additional sector disclosure | 13.4.4 | Size in hectares, the location, and the type of natural ecosystems converted since the cut-off date by organization | Yes | No | |||
Additional sector disclosure | 13.4.5 | Size in hectares, the location, and the type of natural ecosystems converted since the cut-off date by suppliers | Yes | No | |||
Mowi Material topic: Ensure food safety and quality | |||||||
GRI 3: Material topics | |||||||
3-3 | 13.9.1. 13.10.1 | Management of material topics | No | Yes | |||
GRI 416- Customer health & safety | |||||||
416-1 | 13.10.2 | Products assessed for risks to customer health & safety | Part 2, Product, Safe Seafood (pages 104-105) | No | Yes | ||
416-2 | 13.10.3 | Incidents of non-compliance concerning the health and safety impacts of foods and services | Part 2, Product, Safe Seafood (pages 104-105) | No | Yes | ||
Additional sector disclosure | 13.10.4 | Percentage of production volume from sites certified to internationally recognized food safety standards | Part 2, Product, Quality Seafood (page 107) | No | Yes | ||
Additional sector disclosure | 13.10.5 | Number of recalls issued for food safety reasons and the total volume of products recalled | Part 2, Product, Safe Seafood (page 105) | No | Yes | ||
Mowi own disclosure | Level of dioxins and dioxin-like PCBs (pg-WHO-TEQ/g) | ESG index, Healthy Seafood (page 326) | No | Yes | |||
Mowi own disclosure | Level of mercury (mg/kg) | ESG index, Healthy Seafood (page 326) | No | Yes | |||
Mowi Material topic: Healthy seafood | |||||||
GRI 3: Material topics | |||||||
3-3 | Management of material topics | Part 2, Product, Healthy Seafood (pages 107-108) | No | Yes | |||
Mowi own disclosure | Omega 3 levels in harvested fish and other nutrient levels | Mowi webpage: https:// mowi.com/products/taste- health/ | No | Yes | |||
Mowi Material topic: Ethical business conduct | |||||||
GRI 3: Material topics | |||||||
3-3 | 13.25.1 13.26.1 | Management of material topics | Part 2, People, Ethical Business Conduct (pages 116-118) | No | Yes | ||
GRI 205: Anti-corruption | |||||||
205-1 | 13.26.2 | Operations assessed for risks related to corruption | Part 4, Risk & Risk Management (page 281) | No | Yes | ||
Disclosure No. | GRI Sector Standard Ref. No. | Disclosure description | Reference | Omission | Reason for omission | Explanation of omission | Assured by third party |
205-2 | 13.26.3 | Communication and training about anti- corruption policies and procedures | Part 2, People - Ethical Business Conduct (pages 116-118) | Partial | Yes | ||
205-3 | 13.26.4 | Confirmed incidents of corruption and actions taken | Part 2, People (page 117) | No | Yes | ||
GRI 205: Anti-competitive behaviour | |||||||
206-1 | 13.25.2 | Legal actions for anti-competitive behaviour, anti-trust, and monopoly practices | Group Financial statement, Note 27 (page 228) | No | Yes | ||
Mowi Material topic: Ensure employee safety and security | |||||||
GRI 3: Material topics | |||||||
3-3 | 13.16.1 13.17.1 13.19.1 13.20.1 13.21.1 | Management of material topics | Part 2, People, Employee Health and Safety (pages 118-122), Mowi Health and Safety policy | No | Yes | ||
GRI 403: Occupational health and safety | |||||||
403-1 | 13.19.2 | Occupational health and safety management system | Part 2, People, Employee Health and Safety (pages 118-122) | No | Yes | ||
403-2 | 13.19.3 | Hazard identification, risk assessment, and incident investigation | Part 2, People, Employee Health and Safety (pages 118-122) | No | Yes | ||
403-3 | 13.19.4 | Occupational health services | Part 2, People, Employee Health and Safety (pages 118-122) | No | Yes | ||
403-4 | 13.19.5 | Worker participation, consultation, and communication on occupational health and safety | Part 2, People, Employee Health and Safety (pages 118-122) | No | Yes | ||
403-5 | 13.19.6 | Worker training on occupational health and safety | Part 2, People, Employee Health and Safety (pages 118-122) | No | Yes | ||
403-6 | 13.19.7 | Promotion of worker health | Part 2, People, Employee Health and Safety (pages 118-122) | No | Yes | ||
403-7 | 13.19.8 | Prevention and mitigation of occupational health and safety impacts directly linked by business relationships | Part 2, People, Employee Health and Safety (pages 118-122) | No | Yes | ||
403-8 | 13.19.9 | Workers covered by an occupational health and safety management system | Part 2, People, Employee Health and Safety (pages 118-122) | No | Yes | ||
403-9 | 13.19.10 | Work-related injuries | Part 2, People, Employee Health and Safety (pages 118-122) | No | Yes | ||
403-10 | 13.19.11 | Work-related ill health | Part 2; People. Employee Health and Safety section of LTI results (pages 120-121), Mowi Health and Safety Policy | Yes | Not able to collect or publicly disclose data on work- related ill health due to national or regional regulations related to the privacy of worker's health related information | Yes | |
GRI 408: Child Labor | |||||||
408-1 | 13.17.2 | Operations and suppliers at significant risk for incidents of child labor | Part 2. People, Providing Meaningful Jobs: section Fair Employment. (page 113) + Transparency Act statement, Due Dilligence report, Mowi Human Rights Policy | No | Yes | ||
Disclosure No. | GRI Sector Standard Ref. No. | Disclosure description | Reference | Omission | Reason for omission | Explanation of omission | Assured by third party |
GRI 409: Forced or Compulsory Labor | |||||||
409-1 | 13.16.2 | Operations and suppliers at significant risk for incidents of forced or compulsory labor | Part 2. People, Providing Meaningful Jobs: section on fair employment (page 113) | No | Yes | ||
GRI 13.20: Employment practices | |||||||
Additional sector disclosure | 13.20 | Employment practices | Part 2. People: Providing Meaningful Jobs (page 112-115) | No | Yes | ||
GRI 13.21: Living income and living wage | |||||||
Additional sector disclosures | 13.21.2 | % of employees and workers who are not employees and whose work is controlled covered by collective bargaining agreements | Part 2. People, Providing Meaningful Jobs: section on Fair compensation (page 113), Mowi Salary Policy | Yes | Yes | ||
Additional sector disclosures | 13.21.3 | % of employees and workers who are not employees and whose work is controlled paid above living wage, with a breakdown by gender | Part 2. People, Providing Meaningful Jobs: section on Fair compensation (page 113), Mowi Salary Policy | Yes | Yes | ||
Mowi Material topic: Purpose driven organisation | |||||||
GRI 3: Material topics | |||||||
3-3 | 13.15.1 13.18.1 | Management of material topics | Part 1, Leading the Blue Revolution (pages 19-21), Part 2, People, Providing meaningful jobs (pages 112-115), Human Rights policy, Mowi Code of Conduct | No | Yes | ||
GRI 201: Economic Performance | |||||||
201-3 | Coverage of the organisation’s defined benefit plan obligations | Part 1, Leading the Blue Revolution: Part 2, Profit : Part 3, Financial statement, notes, analytical information (page 240) | No | Yes | |||
GRI 405: Diversity and Equal Opportunity | |||||||
405-1 | 13.15.2 | Diversity of governance bodies and employees | Board of Directors report in Annual report. | No | Yes | ||
405-2 | 13.15.3 | Ratio of basic salary and remuneration of women to men | Part 2, People, Providing meaningful jobs, section on fair compensation (page 113), Equal | No | Yes | ||
Additional sector disclosure | 13.15.5 | Any differences in employment terms and approach to compensation based on worker's nationality or migratory status, by location of operation. | Part 2. People, Providing Meaningful Jobs (pages 112-115), Mowi Salary policy | No | Yes | ||
GRI 406: Non-discrimination | |||||||
406-1 | 13.15.4 | Incidents of discrimination and corrective actions taken | Part 2, People, Ethical Business Conduct (pages 116-118) | No | Yes | ||
GRI 407: Freedom of Association and Collective Bargaining | |||||||
407-1 | 13.18.2 | Operations and suppliers in which the right to freedom of association and collective bargaining may be at risk | Part 2, People, Providing Meaningful jobs, section on Freedom of association (pages 113-114), Mowi Human rights Policy, Mowi Code of Conduct. | No | Yes | ||
Mowi Material topic: Respectful use of local areas | |||||||
GRI 3: Material topics | |||||||
Disclosure No. | GRI Sector Standard Ref. No. | Disclosure description | Reference | Omission | Reason for omission | Explanation of omission | Assured by third party |
3-3 | 13.12.1 13.14.1 | Management of material topics | Part 2, People, Commitment to local Communities (pages 123-125), Mowi Biodiversity Framework, Mowi Community Engagement Policy and Mowi Stakeholder Engagement Policy | No | Yes | ||
GRI 413: Local communities | |||||||
413-1 | 13.12.2 | Operations with local community engagement, impact assessments, and development programs | Part 2, People, Commitment to local Communities (pages 123-125), Mowi Biodiversity Framework, Mowi Community Engagement Policy and Mowi Stakeholder Engagement Policy | Partial | Unavailable information | Yes | |
413-2 | 13.12.3 | Operations with significant actual and potential negative impacts on local communities | Part 2, People, Commitment to local Communities (pages 123-125), Mowi Biodiversity Framework, Mowi Community Engagement Policy and Mowi Stakeholder Engagement Policy | No | Yes | ||
GRI 411: Rights of Indigenous Peoples | |||||||
411-1 | 13.14.2 | Incidents of violations involving rights of indigenous peoples | Part 2. People, Providing Meaningful Jobs, section on human rights (page 112), Commitment to Local Communities (pages 123-125), Ethical business conduct (pages 116-118), Policy on Community Engagement | No | Yes | ||
Additional sector disclosure | 13.14.3 | Locations of operations where indigenous peoples are present or affected by activities of the organization | Part 2. People, Local Communities and Human Rights sections (pages 112, 123-125), Local Community Report. | No | Yes | ||
Additional sector disclosure | 13.14.4 | Report if the organization has been involved in the process of seeking free, prior, and informed consent (FPIC) from indigenous peoples for any of the organization’s activities | Part 2. People, Local Communities and Human Rights sections (pages 112, 123-125), Local Community Report. | No | Yes | ||
Mowi Material topic: Local jobs and value creation | |||||||
GRI 3: Material topic | |||||||
3-3 | 13.22.1 | Management of material topics | Part 2, People, Commitment to local Communities (pages 123-125) | No | Yes | ||
GRI 203: Indirect economic impacts | |||||||
203-1 | 13.22.3 | Infrastructure investments and services supported | Part 2, People, Commitment to local Communities (pages 123-125) | No | Yes | ||
203-2 | 13.22.4 | Significant indirect economic impacts | Part 2, People, Commitment to local Communities (pages 123-125) | No | Yes | ||
Disclosure No. | Disclosure description | Explanation for not material topic |
Topics in the applicable GRI sector standard determined as not material | ||
GRI 13: Agriculture, Aquaculture and Fishing Sectors | ||
13.5 | Soil health | Mowi is an aquaculture company, soil health is not material for us. |
13.6 | Pesticide use | The feed produced for Mowi Salmon, are under strict regulation from EU when it comes to undesirable substances in feed. Mowi has a long track record of its own monitoring and control programme for environmental pollutants to control and verify the safety of our products. Analysis shows that levels are well below limits set by the Food Safety Authorities both in producing countries and in the markets where we sell our fish. Our own programme is in addition to the official EU’s surveillance programme managed by the food safety authorities. We classify lice products that we use as medicines. These have to go through an extremely rigorous licensing process to be classified as medicines and they are formulated accordingly. This process takes around 10 years, and they are only approved if they comply with all the stringent safety requirements (to the operator, fish and environment). To consider them as pesticides, and how they are applied in agriculture, to us is misrepresentation. None of the sea lice medicines used by Mowi are classified as “Extremely hazardous” or “Highly hazardous”. |
13.13 | Land and resource rights | In territories where farming takes place in territories of Indigenous Right Holders, Mowi has formal agreements in place with the rights holders. |
13.24 | Public policy | Mowi determined Public Policy as not material due to not being involved is political contributions |
Disclosure no. | Disclosure Description | Reference | Comment |
Energy management and GHG Emissions | |||
SASB FB-MP-130.a.1 | (1) Total energy consumed, (2) percentage grid electricity, (3) percentage renewable | Part 2, Planet, The Global Picture - Climate Friendly Food Production | Partial overlap with GRI 302-1 |
SASB FB-MP-110a.1 | Gross global Scope 1 emissions | Part 2, Planet, The Global Picture - Climate Friendly Food Production | See GRI 305-1 |
SASB FB-MP-110.a.2 | Discussion of long-term and short-term strategy or plan to manage Scope 1 emissions, emission reduction targets, and an analysis of performance against those targets | Part 2, Planet, The Global Picture - Climate Friendly Food Production & TCFD report | Partial overlap with GRI 201-2 |
Food Safety | |||
SASB FB-MP-250.a.1 | Global Food Safety Initiative (GFSI) audit (1) non-conformance rate and (2) associated corrective action rate for (a) major and (b) minor non-conformances | Part 2, Product, Quality Seafood | Partial overlap with GRI 103. |
SASB FB-MP-250.a.2 | Percentage of supplier facilities certified to a Global Food Safety Initiative (GFSI) food safety certification program | Part 2, Product, Quality Seafood | See GRI 416-1 |
SASB FB-MP-250.a.3 | (1) Number of recalls issued and (2) total weight of products recalled | Part 2, Product, Safe Seafood | Partial overlap with GRI 416-1. |
SASB FB-MP-250.a.4 | Discussion of markets that ban imports of the entity's products | Part 2, Product, Safe Seafood | See GRI 416-1 |
Workforce Health & Safety | |||
SASB FB-MP-320.1 | (1) Total recordable incident rate (TRIR) and (2) fatality rate | Part 2, People, Employee Health and Safety | Partial overlap with GRI 403 |
Water Management | |||
SASB FB-MP 140 a.1 | (1) Total water withdrawn, (2) total water consumed, percentage of each in regions with High or Extremely High Baseline Water Stress | Part 2, Planet, Biodiversity, Freshwater Use and Policy | See GRI 303-3 |
SASB FB-MP 140 a.2 | Description of water management risks and discussion of strategies and practices to mitigate those risks | Part 2, Planet, Biodiversity, Freshwater Use and Policy | See GRI 303-3 |
Activity Metric | |||
SASB FB-MP-000.A | Number of processing and manufacturing facilities | See Business Areas prior to Part 1 | |
SASB FB-MP-000.B | Animal protein production, by category; percentage outsourced | See Business Areas prior to Part 1 | |
Regulatory risks | Compliance to existing regulation is a requirement for all our operations across all our business areas (feed, farming and sales & marketing). Any risk that can result in potential non-compliance should be included in our internal risk assessments at business level. For example, our farming operations in Europe could be impacted by regulations of fuel prices leading to an increase cost of production at sites relying on diesel use as the main energy source. Another example is the risks arising from the implementation of regulations that require CO2 labelling on products in some European countries including France which is our biggest European market. Not adapting to this regulation may jeopardise our access to those markets. |
Emerging regulation | Risks associated with emerging regulation are always included in organisation's climate-related assessment as long as they may imply higher operational costs, disruption in production capacity or inability to do the business. Where known, such emerging regulations which impacts our business should be assessed in terms of impact and likelihood. An example of the risk arising from the emerging regulation is increased carbon taxation for road and air freight transportation which could increase downstream transportation costs from Norway to the other markets. Another example of risk arising from emerging regulation are restrictions to fish farming due to climate change in specific areas which may be introduced in countries where we operate. |
Technology | The energy efficiency of new technology is considered when evaluating its implementation potential and risks for our climate change strategy. For example, the use of Recirculating Aquaculture Technologies which bring several advantages from an environmental point of view including very low risk of escapes, can lead to an increase of energy use/tonne of fish produced. This risk has been pointed out by a number of peer-reviewed studies which show that RAS systems are more energy- intensive than the net pen technology. |
Market | The market status and dynamics regarding acceptance of our product is always monitored and part of our risk-assessment at business level. An example is an increased focus on planetary diets where vegetables, fruits and fish are positioned as recommended future diets. However, the communication lines towards consumers often seems to be made towards reducing the consumption of all animal-based products which could lead to consumers reducing their consumption also of fish. This is a risk of decreasing market and hence revenue. |
Reputation | Reputational risks are always included in organisation's climate-related assessment as long as they may imply reduced stock price (market valuation). An example of reputational risk is critical journalism based on statements and publications from various research communities and Non-Governmental Organisations (NGOs). This type of attack has had and may potentially result in temporary damage to the industry and can only be countered by good practices and well-documented information from the industry. |
Acute physical | Acute physical risks are always included in organisation's climate-related assessments as long as they may imply disruption in production capacity. An example of acute physical risk is change in frequency of extreme weather events that may cause storms, flooding, landslides, resulting in damage especially to fish farm sites with sea water cages. This may have consequences for fish welfare, the safety of employees and insurance costs. |
Chronic physical | Chronic physical risks are always included in organisation's climate-related assessment as long as they may imply disruption in production capacity. An example of chronic physical risk are changes to oceanic circulation and uncertain climate variability patterns (i.e. El Niño) that may impact the productivity of farms in the future. Another example of chronic physical risk is change in mean (average) precipitation. Mowi's salmon farming operations are subject to a number of biological risk elements which might impact profitability and cash flows through adverse effect on factors such as growth, harvest weight, harvest volume, mortality, downgrading percentage and claims from customers. The biological parameters are impacted by e.g. diseases, algae blooms, low oxygen levels and fluctuating sea water temperatures. Another example are difficult weather conditions with excessive snowing and low temperatures that can impact the distribution of fresh products. If the goods do not reach the market on time, it can lead to increased capital cost, reduce the demand for goods due to reputational risk and stock prices. This risk is also indirect as it may impact our suppliers. |
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GOVERNANCE | |||
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# | DISCLOSURE | RESPONSE | REFERENCE |
1 | Describe the Board's oversight of climate related risk and opportunities | The Board of Directors take overall accountability and oversight of all risks and opportunities, including climate change (see section Board of Directors for an overview of Board members which have an ESG responsibility including our climate change agenda). Follow-up and implementation is carried out by the Chief Sustainability Officer (member of the group’s management team and reporting directly to the CEO) and the heads of our Business Units. The Board of Directors have an oversight of the group's progress towards our Science-Based Targets (SBT) for reduction of GHG emissions as well as progress on Mowi's low carbon transition plan. In addition, the board oversees significant financial decisions such as issuing the Green Bond and investments such as the construction of the new feed plants. The location of these feed plants allows a more efficient supply chain reducing the emissions linked with inbound and outbound logistics while at the same time ensuring feed raw materials are sourced from sustainable sources. | For more information about our risk management, see Part 3 - Corporate Governance and Board of Directors report in the Annual Report. |
2 | Describe management's role in assessing and managing climate- related risks and opportunities | The integration of Mowi's sustainability strategy, Leading the Blue Revolution Plan, into our business strategy is ensured by the Group Management Team (GMT) which includes a Chief Sustainability Officer (CSO). The CSO reports directly to the CEO and runs Global Operational Sustainability Networks to drive the implementation of our sustainability strategy across the business units. In addition, a Strategic Sustainability Network is also in place as part of our governance groups to support strategic discussions on climate-related risks and opportunities.The management team and the strategic networks have an oversight of the quarterly and annual energy use and GHG emission’s results. Mowi has a global policy on climate change, internal standards on energy use, reporting and energy-saving initiatives and technical reports on energy use and GHG emissions for all business areas which are revised frequently by the management team. Climate change is also identified as a material topic in Mowi's materiality and risk assessment and specific KPIs as well as reduction targets have been developed and reported internally (technical quarter reports) and externally (annual report, CDP and TCFD). | For more information about our climate strategy, see Part 2 - Planet in the Annual Report. For more information about our risk management, see Part 3 - Corporate Governance and Board of Directors report in the Annual Report. |
STRATEGY | |||
3 | Describe the climate- related risks and opportunities the organisation has identified over the short, medium and long term | Climate change has been identified as an operational, strategic, reporting and compliance risk to Mowi which can potentially impact our business in the short, medium and long term. Mowi follows the COSO (Committee of Sponsoring Organisations) enterprise risk framework to assess and identify risks, including climate change risks. The physical related climate risks and opportunities relate to extreme weather events, sea levels and temperatures, the frequency of algae blooms, and the availability of the raw materials for our fish feeds (medium to long term impact). Climate change is likely to influence the water temperature along the coast of Norway. Some areas in the North of Norway could experience higher sea water temperatures leading to an increased production. This could lead to shorter production cycles at sea which would lead to a reduced GHG emissions/tonne of fish produced at sea. Mowi is acting towards capturing this opportunity by considering the potential benefit of sea water temperature profiles when planning new sites. The transition risks and opportunities include legislation or regulations imposing overall caps or taxes on greenhouse gas emissions, or mandating the increased use of electricity from renewable energy sources (short-term impact). An increased recognition of seafood as a low carbon footprint protein is a transitional opportunity for Mowi. | For more information about our climate change risks and mitigation actions, see our risk and risk management section in the Annual Report. |
4 | Describe the impact of climate-related risks and opportunities on the organisations's business strategy and financial planning | The physical and transition risks and opportunities identified above have driven the development of Mowi's low carbon transition plan including key business strategy and financial planning in our core business areas. Feed - Our largest impact originates from sourcing of feed raw materials. Our actions include purchasing only deforestation-free soy and working with our suppliers in Brazil to receive suppliers-specific LCA data, include carbon footprint of feed raw materials in our formulation criteria, designing feeds for optimal FCR, operating energy-efficient feed plants and optimising inbound and outbound logistics. Farming - Our actions include reducing the dependency on diesel to run our farming sites by connecting them to land power or introducing hybrid generators. Increasing the share of renewable electricity at our freshwater and processing plants is also part of our action plan. Sales & Marketing - Our actions include optimising logistics, working with our suppliers to promote a climate-friendly supply chain and running more energy- efficient processing plants with increasing share of renewable electricity. | |
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5 | Describe the resilience of the organisations's strategy, taking into consideration different climate-related scenarios, including a 2.0°C or lower scenario | Mowi has chosen to pursue the Representative Concentration Pathways (RCP) 2.6 pathways and the climate scenario that will limit the global average temperature to 2°C above pre-industrial levels. As part of this process we also run a high-level assessment of the impact of 2°C and 4°C global warming scenarios to inform our strategy and financial planning. The main impacts of the 2°C scenario relate with regulatory changes. The Norwegian Climate act sets ambitious goals to reduce GHG emissions (at least 40% by 2030 compared with the reference year 1990). Therefore a number of actions including increased carbon-related taxes are already being applied and can be expected to increase. According to the ‘below 2°C’ Sustainable Development Scenario (SDS) from the International Energy Agency (IEA), direct carbon pricing schemes are likely to expand both in scope and in pricing level, with carbon costs going past €100 per tonne of CO2 in Europe and reaching €120 in Canada by 2030. Mowi based its risk analysis linked to carbon pricing on this scenario. A further increase on fuel taxation will impact production costs as fuel is still mainly used in marine vessels that support farming operations and as an energy source of feeding equipment at sea sites. Therefore, if a transition to clean energy is not done an increased operational cost can be expected. Mowi is already transitioning to a low carbon economy. An example is the transition from diesel generations at our sea site operations to land power as a source of electricity and an increased share of renewable electricity use at our processing plants. The main impact of the 4°C scenario relate with acute and chronic risks like extreme weather events, increased seawater temperatures and frequency of algae blooms. These could affect production volumes due to increased mortality and escape events. Availability of feed raw materials can also be affected by weather events. Our business model is adapting to these risks by increasing the robustness of our farming equipment, adopting technical standards and increasing forecasting, monitoring and mitigation actions related to algae blooms. In addition, we source only from deforestation-free areas and are working towards increasing the flexibility of our feed raw material alternatives. | |
RISK MANAGEMENT | |||
6 | Describe the organisations processes for identifying and assessing climate- related risks. | Our materiality analysis is conducted by our Group management team with input from key environmental resources, and allows us to take a close and considered look at the sustainability and climate change related issues that are deemed critical for Mowi and our stakeholders, in that they could significantly affect our ability to execute our business strategy and operations. Our stakeholders include a wide range of groups and individuals that affect our operations and that are affected by our actions. In our assessment we have evaluated how our business affects the different stakeholder groups, which issues are of the highest importance to them and to what extent these stakeholders have a significant interest in the development of Mowi. The materiality analysis highlights areas of both opportunity and risk. The results of the analysis define our priorities and direct our R&D efforts, both at group-wide and asset level. In conducting our materiality analysis, we began with an evaluation of stakeholder concerns related to climate change, such as reputational risks on a global level and physical and regulatory risks at asset level. Regulatory, physical and other risks are assessed as the combination of likelihood that an incident will occur and the consequence or impact it could potentially have for the entire Mowi group. Since we export our products all over the world, a risk at asset level can impact global operations. First, we assessed the potential strategic impact and significance of each area of concern (aspect). Then each aspect was assessed and ranked according to the significance of its potential impact, and the significance of related business risks. Mowi’s process to respond to climate-related risks and opportunities that were identified to have a substantive financial or strategic impact is centred in Global Networks which include one representative from each business unit. This representative has the responsibility to bring climate-related risks and opportunities identified in their own business units. When significant risks and opportunities are identified by the global network this is then discussed with the Managing Directors and several of the C-suite officers, including e.g. Chief Sustainability officer and the CEO. Technical reports produced every month are used to support the decision- making process as well as the outcome of stakeholder engagement. The criteria for determining priorities are based on likelihood and total impact of the potential risk. Described process for documentation, identification, assessment and response to climate-related risks and opportunities applies for all time horizons | |
7 | Describe the organisations processes for managing climate related risks. | Mowi responds to climate-related risks through: - internal policies and procedures, - KPis monitoring - Development and implementation of a low carbon transition plan - Global Sustainability Networks to ensure operationalisation of Mowi's sustainability strategy including actions on climate change -insurance programs | |
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8 | Describe how processes for identifying, assessing and managing climate- related risks are integrated into the organisations's overall risk management | Mowi uses the Committee of Sponsoring Organization (COSO) enterprise risk framework, which divides risk into four categories: 1. Operational risk 2. Strategic risk 3. Reporting risk 4. Compliance risk We consider our operational risk to cover several individually important subcategories, and have therefore chosen to divide our operational risks into the following sub categories: a. Risks related to the sale/supply of our products b. Risks related to governmental regulations c. Risks related to our fish farming operations d. Risks related to our supply of fish feed and feed operations e. Risks related to our industry f. Risks related to our business g. Risks related to our financial arrangements h. Risks related to tax and legal matters i. Risks related to climate change j. Risk related to cyber security and technological innovation All risk categories could, if not properly managed, have a material adverse effects on our business operations and financial results. Each risk category includes one or more identified risks factors that individually and/ or in combination with others could significantly affect our performance. We are continuously working to mitigate identified risks and capitalise on opportunities by tracking and following up key performance indicators within the framework of our four guiding principles. We believe that our long-term success depends on our ability to manage the relevant risks associated with our operations, strategy, reporting and compliance. An overview of our identified risk factors, along with our mitigation efforts and what we do to manage our risk, is outlined in our Annual Report including risks related to Climate Change. We apply the precautionary approach to risk management through our materiality assessment. Mowi reports in accordance with the Global Reporting Initiative requirements. | |
METRICS & TARGETS | |||
TCFD MATRIX : RESULTS 2023 | |||
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9 | Disclose the metrics used by the organisation to assess climate-related risks and opportunities in line with its strategy and risk management process | Risk 1 - Emerging regulation/Enhanced emissions-reporting obligations Potential financial impact figure : from 3 up to 20 MEUR cost on scope 1 emissions in 2030 in a ‘below 2°C’ scenario, and possible additional pass-through costs on scope 2 emissions. Explanation: in the ‘below 2°C’ Sustainable Scenario described by the IEA, direct carbon costs are expected to expand in scope (covering more geographies and more activities) and to increase rapidly. By 2030, in a worst-case scenario where 100% of Mowi’s activities were covered by pricing schemes and with approximately the same carbon footprint observed in 2023, carbon costs for scope 1 emissions would reach 11-13 MEUR for farming, 2-4 MEUR for fish feed and 2-4 MEUR for sales and processing. In a less ambitious scenario in terms of carbon pricing like the Stated Policies Scenario, with the same carbon emissions total carbon costs for scope 1 could range between 3 MEUR (50% activity coverage) and 10 MEUR (100% activity coverage) by 2030. Regarding scope 2 emissions, the observed pass-through carbon cost from energy providers to energy consumers reaches 80-100%. Thus, in the ‘below 2°C’ Sustainable Scenario, as direct carbon prices are expected to increase quickly, an additional share of electricity-related carbon cost would be passed through to Mowi (up to 15 MEUR in a very conservative approach, assuming a 100% pass-through and Mowi’s market-based scope 2 emissions). However, these pass-through costs mostly depend on the suppliers' energy production mix and would be included in the final electricity prices, which also result from a wide range of other factors. Risk 2 - Acute physical/Increased severity and frequency of extreme weather events such as cyclones and floods leading to escape incidents. Potential financial impact figure (MEUR): 19 MEUR. Explanation: The financial impact assumes an escape event where 600 000 fish escape from one site. Considering the harvest values of 4.5kg fish at 5 EUR/kg, the financial impact would be approximately 19 MEUR). Risk 3 - Acute physical/Increased seawater temperatures leading to increased frequency of Harmful Algae Blooms (HAB) and mortality. Potential financial impact figure (MEUR): 0.05 - 84 MEUR. Explanation: The potential costs of increased HAB can vary significantly from partial mortality at one pen to mass mortalities in the entire site. The number of sites affected can also differ significantly depending on how large the affected area is. The estimate presented here is based on the estimated volume lost in peer- Norwegian companies (Mowi Norway was not affected) after a HAB event during 2019 (approx 12 000 tonnes were lost). If we take a sales price of 7 EUR/kg the total financial impact would be 12 000 000 kg * 7 = 84 MEUR. Therefore, the impact of this risk would be significant for the company. On the minimum financial impact, we can simulate a scenario where 1% of the number of fish of one pen is affected (1% of a maximum of 200 000 individual on one pen = 2 000 fish lost). If we take a sales price of 5 EUR/kg the total financial impact would be 2 000 fish * end harvest weight of 4.5kg * 7 EUR/kg = 63 000 EUR. Opportunity 1 - Increased revenues resulting from increased production capacity in farming. Potential financial impact figure (MEUR): > 2 MEUR. Explanation: Assuming an increase of 1 % of production volume (474 536 tonnes in 2023) as a result of an increase of seawater temperature by 1 °C in the northern parts of Norway and harvest values of 4.5 kg fish at 7 EUR/kg, the financial impact of additional production volumes (4 745 tonne) would be approx MEUR 32. Realization of this opportunity may significantly impact the company.. Opportunity 2 - Use of new technology to reduce dependency of fossil fuels. Potential financial impact figure (MEUR): 2 MEUR. Explanation: The potential financial impact refers to reducing diesel consumption by 50% at 40 sea sites in Norway. An assumption of 100 000 liter of diesel used per site and per year was used (at 1 EUR per liter). The yearly cost related with diesel use in one site powered by traditional diesel generators would be 1 00 000 EUR (4 000 000 EUR for 40 sites). A reduction of 50% diesel use would mean 2 000 000 EUR saved in one year. | |
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10 | Disclose Scope 1, Scope 2 and scope 3 greenhouse gas (GHG) emissions, and the related risks. | See Mowi's Scope 1, Scope 2 and Scope 3 emissions in Part 2 - The climate friendly food production, in the Annual Report 2023 | See Mowi's Scope 1, Scope 2 and Scope 3 emissions in Part 2 - The climate friendly food production, in the Annual Report 2023. |
11 | Describe the targets used by the organisation to manage climate- related risks and opportunities and performance-against targets. | Our approved (well below 2°C aligned) science-based targets are: reduce absolute Scope 1 and 2 GHG emissions 35% by 2030 and 72% by 2050 from a 2016 base year reduce absolute Scope 3 GHG emissions 35% by 2030 and 72% by 2050 from a 2018 base year Our submitted FLAG and 1.5°C aligned science-based targets are: reduce absolute Scope 1 and 2 GHG emissions 51% by 2030 from a 2019 base year. Mowi ASA also commits to reduce absolute Scope 3 GHG emissions 28% by 2030 from a 2019 base year reduce absolute Scope 3 FLAG (Forest, Land & Agriculture) GHG emissions 33% by 2030 from a 2019 base year | See Part 2 of our Annual report - The Climate friendly food production. |
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GOVERNANCE | ||
# | DISCLOSURE | RESPONSE |
A | Describe the board's oversight of nature-related dependencies, impacts, risks and opportunities | The Board is the highest governance body in overseeing ESG, including nature-related dependencies, impacts, risks and opportunities. The Board together with senior executives (Group Management Team, GMT) develop, approve and update Mowi's vision, values, guiding principles, leadership principles, materiality analysis, strategies (including the sustainability strategy Leading the Blue Revolution Plan and this Biodiversity Framework), policies and targets related to sustainable development (Policies - Mowi Company Website). Our double materiality follows GRI recommendations and is described in our Annual Report (under Leading the Blue Revolution section). Specific material topics linked with preserving biodiversity are: Climate friendly food production, prevent fish escapes, responsible sea lice management, responsible use of medicines and chemicals, efficiency and sustainable fish feed, promoting circular economy, efficient freshwater use and responsible waste management, responsible supply chain and human rights, and respectful use of local areas. The Board and GMT reviews, on at least a quarterly basis, the effectiveness of the action and transition plans taken to address impacts on the environment. The quarterly financial reports, which also include sections on planet, product and people, are part of this assessment and are approved by the Board prior to publication. Board-level oversight of the sustainability reporting processes,which include risk management processes and use of internal and external audit and assurance resources are described in the risk section of the integrated annual report which cover nature-related topics. |
B | Describe management's role in assessing and managing nature- related dependencies, impacts, risks and opportunities. | Although the Board oversees all management impacts, the social impacts are delegated to the Chief Human Resources Officer and the environmental impacts to the Chief Sustainability Officer. Delegation is done in alignment with a long-term plan (time horizon of five years), reviewed annually together with all Board members and the group management team. In the long-term planning, financial planning is done to address nature risks and opportunities, such as investments on climate mitigation and adaptation (eg new land power connection to seawater production and hybrid energy management systems) and freshwater stewardship (eg new Recirculating Aquaculture Systems). Our green financing and the associated impact report, reflect how our financial decisions are impacting the environment. The Chief Human Resources and Sustainability officers run global network meetings with representatives from each business units to maintain a good link between operational risks and opportunities with the corporate vision and strategy. A strategic sustainability committee, composed by members of the Group Management Team and internal representatives of areas such as investors relations, communication, procurement and branding, meets twice a year to assess progress on Mowi’s sustainability strategy Leading the Blue Revolution Plan. This sustainability committee engages with the affected stakeholders to identify and manage Mowi's impacts on nature. Metrics and targets related with nature are collected and reviewed on a monthly, quarterly and annual basis together with our business units to ensure alignment of progress. These are identified in our Annual report, sustainability Strategy and Mowi's biodiversity framework. |
C | Describe the organisation's human rights policies and engagement activities, and oversight by the board and management, with respect to Indigenous Peoples, Local Communities, affected and other stakeholders, in the organisations assessment of and response to, nature-related dependencies, impacts, risks and opportunities | When needed, Mowi’s materiality analysis, strategies, policies and targets are adjusted to reflect stakeholder, including local communities and Indigenous Right Holders inputs. Our environmental monitoring plans are developed together with Indigenous Rights Holders and nature-related impacts, risk and opportunities communicated transparently. Mowi recognizes the Indigenous right to self-determination and the rights of Nations to meaningful participation in decisions on matters that impact those rights. Mowi is also aware of its responsibility towards communities that are indirectly impacted through our business Mowi’s commitment on Human rights rests upon internationally recognized human rights principles, as found in The Universal Declaration of Human Rights, the United Nations Global Compact, The United Nations Guiding Principles on Business and Human Rights and the International Labour Organisation’s (ILO) Core Conventions. Our grievance mechanisms enable the monitoring, management and remediation of any adverse human rights impacts caused by the organisation or to which it significantly contributes through our business activities, supply chains and business relationships. |
Additional core references | Leading the Blue Revolution, Planet and Risk and Management sections of this Annual Report and our webpage mowi.com/sustainability Leading the Blue Revolution Plan Mowi's Biodiversity Framework Mowi's Human Rights Program Green Bond Impact Report Mowi policies: Biodiversity , Community Engagement, Stakeholder Engagement & Sustainability Governance | |
TNFD MATRIX: RESULTS 2023 | ||
# | DISCLOSURE | RESPONSE |
STRATEGY | ||
A | Describe the nature- related dependencies, impacts, risks and opportunities the organisation has identified over the short, medium and long term | Climate change Climate change is classified as one of the five main drivers of biodiversity loss. Reducing GHG emissions and transitioning to a low-carbon economy is critical both for protecting nature and for preventing climate change effects on ecosystem condition and services we depend on. Such dependency is seen both in our direct operations and our supply chain. Climate change effects are linked to both physical and transition risks and opportunities for Mowi in the short, medium and long term. These risks and opportunities are described in our TCFD and CDP Climate reports. Freshwater availability Water scarcity is a nature-linked dependency. Three of Mowi’s secondary processing plants are located in areas of medium-high overall water risk according to the World Resource Institute water risk map. The plants are located in Boulogne, Shanghai and Vietnam, where the physical risk of limited available water resources can potentially affect production by halting or reducing processing activities in the short-medium term. Freshwater is withdrawn to be used in our direct operations but the Group’s actual water consumption is negligible, as water withdrawn for farming operations is returned to its source in almost its entirety (in flow-through systems) or is recycled (in recirculating aquaculture systems). Also, none of our farming operations are operated in areas of water risk. Having a low and potentially lower water consumption compared to other protein productions could lead to future opportunities for increased business performance, due to product recognition as sustainable from a water stewardship perspective. Benthic impact Benthic impact poses a short-medium transition risk for Mowi in the case of any site failing to meet the criteria for benthic status. Benthic impact results from release of excess organic substances like feed and faeces that accumulate in the seabed, having potential negative effect on the ecosystem below the farm. Failing monitoring requirements and having poor benthic conditions pose risks for Mowi through financial implications (longer fallowing period, imposed reduction of biomass) as well as negative reputational effect. Good management practices in combination with optimal siting conditions, successful fallowing and thorough monitoring programs can demonstrate that farming operations are not having negative impact on the benthic environment, supporting the opportunity for sustainable future growth. Freshwater, sea and land use change Freshwater, sea and land use change are impacts connected with transition risks in our direct and upstream operations. In our direct operations a potential risk is linked with changes in regulations for freshwater and land- use change, as expansion or new smolt production or processing plants could require conversion of land and freshwater use. For our marine operations, benthic monitoring and fallowing are integral components of our farming practices, which reduce impact and facilitate the recovery of seabed from potential production impact between production cycles. We therefore do not consider salmon farming as a permanent sea use change. For upstream activities, the main risk is land use change and deforestation linked with sourcing of vegetable feed raw materials. There is a potential medium-long term transition risk for Mowi in terms of financial implications related to stricter regulations in the future that might put pressure on the market, affecting cost and availability of deforestation-free ingredients. By continuing our efforts to secure sustainable sourcing and production of feed raw materials, including requirements for deforestation-free soy, we aim to contribute to reduced pressure on land use, which can also result in reputational and financing opportunities for Mowi. Marine resource availability By operating in the marine environment, farming an aquatic species and using marine feed raw materials means that there is a dependency of marine resources. In our direct operations there is a reputational risk connected to escaped fish and their potential impact on wild salmon populations through genetic introgression. Therefore, we must ensure we do not cause any negative impact on marine wildlife and wild fish species by minimizing interactions. Opportunities are linked with continuous improvement towards our targets of zero escapes and wildlife mortalities to ensure sustainable coexistence of aquaculture and the marine environment. For Mowi, risks are also related to sourcing of marine raw material in salmon feed. Fish meal (FM) and fish oil (FO) are important sources of key nutrients, and high quality feed is essential for ensuring the best possible fish health and performance. Threats to wild fish stocks such as climate change and overexploitation could lead to reduced availability of such main ingredients, resulting in financial risks for Mowi. There are also opportunities; by supporting sustainable fisheries, improving the use of trimmings and continue our work to diversity our feed raw material basket and reduce single-ingredient dependency through emerging feed raw materials, we believe there is opportunity for increased sustainable feed production in the future. Human rights Human rights and biodiversity are strongly connected, as healthy ecosystems and thriving biodiversity have been recognized as prerequisites for achieving the sustainable development goals (SDGs) and ensuring human rights. Human rights include access to healthy ecosystem services providing for basic needs such as safe and clean environments, food, medicines, clean air and water. Biodiversity degradation and habitat loss are therefore also risks to human rights. We believe that businesses can only flourish in societies where human rights are protected and respected, making human rights a key dependency for Mowi’s future opportunities for growth in the long term. Our Human rights policy, framework, Code of Conduct, whistle blower channel and suppliers due diligence ensure Human rights are respected both in our own operations and in our supply chain. |
TNFD MATRIX: RESULTS 2023 | ||
# | DISCLOSURE | RESPONSE |
STRATEGY | ||
B | Describe the effect nature-related dependencies, impacts, risks and opportunities have had on the organisation's business model, value chain, strategy and financial planning, as well as any transition plans or analysis in place | |
C | Describe the resilience of the organisation's strategy to nature-related risks and opportunities, taking into consideration different scenarios | Mowi's resilience to nature-related risks and opportunities, both physical and transitional, is addressed in our CDP climate and water reports. We measure the potential financial impacts of risks and opportunities and how can we best manage such risks and capitalize on the opportunities. The resilience of Mowi's strategy related to climate and water risks and opportunities is complemented by similar scenarios on benthic impact. For example, the potential costs of impacting the benthic beyond its carrying capacity may lead to a reduction in seawater production and therefore harvested volumes. If we assume a reduction of 20% in a seawater site that would produce approximately 5 000 tonnes and take a sales price of 6.8 EUR/kg, the total financial impact would be 0,2*5 000 000 kg * 6.8 = 6.8 MEUR. Mowi minimizes the risk of such financial impact by monitoring benthic biodiversity and planning production cycles according to the carrying capacity of the local environment. |
D | Disclose the location of assets and/or activities in the organisation's direct operations and, where possible, upstream and downstream value chain(s) that meet the criteria for priority locations | In 2023, a total of 60 sites under Mowi's direct operational control were classified as located in priority areas. 57 sites belong to farming operations, a mix of freshwater and seawater sites, are located in areas under national protection (Marine Protected Areas, Wildlife sanctuaries, National Scenic Areas and/or Special Conservation Areas)or areas classified as Key Biodiversity Areas. Three sites, all secondary processing plants, are located in areas of medium-high overall water risk. A full description of the process to identify these sites, the tools used and the full list of sites sites can be found in Mowi's Biodiversity Framework, In Harmony With Nature. Considering supply chain and activities outside of Mowi's direct operational control, we used Mowi’s internal supplier relationship management (SRM) system to identify and assess high risk suppliers, focusing on biodiversity, water and climate risks. Mowi's global index assessment identified nine suppliers at high-risk in 2023, hereof one supplier of marine feed raw materials and eight suppliers of vegetable (or additives) feed raw materials. All the high-risk suppliers were subject to Mowi’s assessment survey which resulted in three of the suppliers being approved, four were rejected and two are in the process of completing Mowi’s assessment. |
Additional core references | Planet Section in this Annual Report, TCFD Report, Green Bond Impact Report, Mowi's Biodiversity Framework Leading the Blue Revolution Plan, CDP Climate Change Report, CDP Water Security report Mowi policies: Biodiversity, Climate Change and Energy Use, Freshwater, Human Rights and Sustainable Salmon Feed | |
TNFD MATRIX: RESULTS 2023 | ||
# | DISCLOSURE | RESPONSE |
RISK AND IMPACT MANAGEMENT | ||
Ai | Describe the organisation's processes for identifying, assessing and prioritising nature- related dependencies, impacts, risks and opportunities in its direct operations | Mowi follows a COSO enterprise risk framework (see Risk and Risk Management section of this Integrated Annual Report), where nature-related risks have been considered. In addition, as part of TNFD, Mowi followed a LEAP (Locate, Evaluate, Assess, Prepare) approach to identify and assess our nature-related dependencies, impacts, risks and opportunities, including identification of priority locations in our direct operations considering interface with nature and nature sensitive locations. The first three steps of the LEAP assessment were used to guide the process, where direct operations under our three business areas Feed, Farming and Sales & Marketing were in scope. LOCATE our interface with nature. Locations under Mowi's direct operational control were screened using the Integrated Biodiversity Assessment Tool (IBAT) to assess potentially sensitive locations, as recommended by the TNFD. All feed plants, primary and secondary processing plants as well as marine and freshwater farms were in scope for the assessment, screening for sites in critical global biodiversity areas. All sites were screened to identify any locations in Key Biodiversity Areas (KBAs), protected areas and areas important for threatened species. Areas of high physical water risk are also defined as a category of sensitive locations, therefore the same list of operational sites were screened using the World Resource Institute water risk map, identifying any sites located in areas of high or extreme overall water risk. EVALUATE our dependencies and impacts on nature. Nature-linked dependencies and impacts were identified using the World Wildlife Fund's (WWF) Biodiversity Risk Filter (BRF) tool's Inform Module, where nature-related impacts and dependencies are weighted and listed by level of impact/dependency for the fishing and aquaculture industries. This screening supported the evaluation of priority indicators, mainly focused on the indicators with high or very high level of impact or dependency for our sector and activities. ASSESS our nature-related risks and opportunities. Priority indicators were further mapped against Mowi's existing materiality topics, connecting with Mowi's Leading the Blue Revolution Plan and our sustainability programs. The relevant nature-related risks to the organization per relevant indicator were assessed and further categorized in terms of location in the value chain, risk type and time horizon. Short time is defined as one year, medium time as two to five years and long term more than five years, this definition is aligned with the length of the salmon production cycle and most common frequency of impact assessment which is either annually or per production cycle . The assessment also considered how nature-related opportunities for Mowi and our business connect to our impacts and dependencies. Most of the priority indicators are already evaluated and risk assessed on site specific level through both internal risk management systems and third-party requirements, as part of the three-step approach we take to ensure we operate with minimal negative impact; 1. Regulatory compliance, 2. Mowi Policies and 3. Voluntary certification standards. As part of the Assess phase we also ran scenario analyses to further understand the potential current and future financial implication of priority nature-related risks and opportunities, focusing on benthic impact, climate change and water risk (see Disclosure C under the Strategy pillar of this report). During the assess phase, several engagement meetings were held with relevant external stakeholders, including the World Wildlife Fund (WWF Global), the Global Sustainable Seafood Initiative (GSSI) and the UN Global Compact. Additionally, several internal stakeholders in Mowi were involved to bring the perspective on nature risks and opportunities, impacts and dependencies of the different steps in our value chain. These internal stakeholder groups represented finance and investor relationships, human resources, procurement, quality and environment, and operations in all business areas (Feed, Farming and Sales & Marketing). Indigenous Rights Holders as well as stakeholder groups like the media were also considered in this process. PREPARE to respond. The final step of the process was to prioritise the identified nature-related dependencies, impacts, risks and opportunities based on the assessment results from the three initial steps. This resulted in the overview of material impacts and dependencies, risks and opportunities described under the strategy pillar, disclosure A. |
Aii | Describe the organisation's processes for identifying, assessing and prioritising nature- related dependencies, impacts, risks and opportunities in its upstream and downstream value chain | Mowi’s supply chain is in scope for the LEAP assessment, meaning that up- and downstream activities outside of Mowi’s direct operational control have also been assessed. Mowi’s internal supplier relationship management (SRM) system was used to support this process, focusing on biodiversity, water and climate risks. We focused on feed raw materials and risks related to high impact commodities such as soy, fish meal and fish oil aligned with the priority impact and dependency indicators already identified using the WWF BRF tool as described under disclosure Ai and the high impact commodity list v1 published by the Science Based Targets Network (STBN). All suppliers of feed raw materials were assessed both on global indices and the more granular Mowi survey. The global indices for feed raw materials covered the following: Biodiversity index, including indexes measuring areas designated as marine protected terrestrial protected as well as an index on the ratification of environmental treaties per country. For vegetable feed raw material suppliers, the biodiversity index also addresses the loss of forest cover through the addition of a global deforestation index. The water index consists of a wastewater discharge treatment index and a baseline water stress index referring to the proportion between total water withdrawals and available renewable surface and groundwater supplies. The climate index represents a combination of three different indexes, namely the CO2e/GDP index - allowing for comparing the efficiency of a country by their national production versus the GHG emission they produce – the renewable energy electricity index as well as the renewable energy of total primary energy supply index – representing the percentage of renewable energy in the Total Primary Energy Supply (TPES). The more granular Mowi survey covers all topics addressed by the global indexes, including specific questions on air pollution and Good Agricultural Practices (GAP), where relevant. |
TNFD MATRIX: RESULTS 2023 | |||
# | DISCLOSURE | RESPONSE | |
RISK AND IMPACT MANAGEMENT | |||
B | Describe the organisation's processes for managing nature-related dependencies, impacts, risks and opportunities | ||
C | Describe how processes for identifying, assessing, prioritising and monitoring nature- related risks are integrated into and inform the organisation's overall risk management processes | Identified risks are already integrated in our internal risk assessments and mitigation practices, where we also monitor and report on related metrics and KPIs for our direct operations and supply chain. See the COSO enterprise risk framework in the Risk and Risk Management section of this Integrated Annual Report. | |
Additional core references | Mowi's Biodiversity Framework Leading the Blue Revolution Plan Supply Chain Due Diligence Report | ||
TNFD MATRIX: RESULTS 2023 | |||
# | DISCLOSURE | RESPONSE | |
METRICS AND TARGETS | |||
A | Disclose the metrics used by the organisation to assess and manage material nature-related risks and opportunities in line with its strategy and risk management process | GHG emissions | See this integrated annual report (Planet section), TCFD and CDP Climate reports. |
Total spatial footprint | In 2023, the total surface area managed by Mowi summed up to 10.36 square kilometres (km2)1. This total represents our operations under Feed, Farming and Sales & Marketing. Of this total, we consider disturbed area to be the areas with buildings and infrastructure on land that has changed the land surface, summing up to 5.72 km2. Our seawater sites are exposed to benthic monitoring to ensure no permanent disturbance to nature. 1For calculation of surface area managed by seawater sites the following assumptions were made to calculate a proxy for surface area per Farming Business Unit: Surface area of most commonly used pen dimension and structure x average number of pens per site x number of active seawater sites in 2023. | ||
Extent of land/freshwater/ocean-use change | For our marine operations, benthic monitoring in combination with good siting conditions and operational practices including fallowing are integral components of our farming practices, which reduce impact and facilitate the recovery of seabed between production cycles. We therefore do not consider salmon farming as a permanent sea use change. For land based operations (smolt production, feed and processing) we do not consider our impact on land or freshwater use change to be of material importance as we cover limited areas and have a low overall water consumption. In our supply chain all soy sourced is deforestation-free and all vegetable feed raw material suppliers are exposed to our environmental due diligence process. | ||
Pollutants released to soil by type | Soil pollution is not considered a material topic or risk for Mowi. Pending final sector guidance C2.0 for Pollution/Pollution removal for complete understanding of disclosure definition. | ||
Wastewater discharged | Mowi follows wastewater discharge limits (discharge volume and quality) per national regulations and aims to comply 100% with the volume and quality regulatory limits. All our processing plants discharging wastewater to freshwater do it through third-party wastewater treatment plants where regulatory limits are set by national environmental governmental agencies. In 2023, wastewater discharge for Mowi Group was 336 020 198 m3. All wastewater was classified as freshwater, according to the GRI definition of freshwater ≤ 1000 mg/L Total Dissolved Solids. | ||
Waste generation and disposal | Mowi discloses tonnes of solid waste generated annually per category and treatment method in this Integrated Annual Report, in alignment with GRI 306: Waste 2020. Hazardous waste is classified by national regulations in the countries where we operate. | ||
TNFD MATRIX: RESULTS 2023 | |||
# | DISCLOSURE | RESPONSE | |
METRICS AND TARGETS | |||
A | Disclose the metrics used by the organisation to assess and manage material nature-related risks and opportunities in line with its strategy and risk management process | Plastic pollution | In 2023 Mowi had a plastic footprint connected to plastic packaging used internally and put to the market of 22 479 tonnes. Of this total, 18 365 tonnes consisted of monomaterial, which is considered as technically recyclable. 1 122 tonnes consisted of reusable plastic bins used for internal transport in our direct operations, replacing the use of EPS boxes. |
Non-GHG air pollutants | Air pollution is not considered a material topic or risk for Mowi. We do not monitor air pollutants to other extent than the regulatory requirements and national laws on emissions that apply in the countries where we operate, for which we are in compliance. | ||
Water withdrawal and consumption from areas of water scarcity | In 2023, 304 315 m3 of freshwater was withdrawn from areas classified as medium-high water scarcity risk. All freshwater was sourced from surface water. These areas are part of our Sales and Marketing operations, more specifically from three processing plants located in China, Vietnam and France. Consumption for the three plants summed up to 978 m3. | ||
Quantity of high-risk natural commodities sourced from land/ocean/freshwater | Sourcing of feed raw materials and its sustainability credentials is disclosed in this Integrated Annual Report (Planet section). | ||
B | Disclose the metrics used by the organisation to assess and manage dependencies and impacts on nature | Value of assets, liabilities, revenue and expenses that are assessed as vulnerable to nature-related transition risks (total and proportion of total) | Assessed as not material; nature-related transition risks have mitigation plans in place with our current business strategy. |
Value of assets, liabilities, revenue and expenses that are assessed as vulnerable to nature-related physical risks (total and proportion of total) | Assessed as not material; nature-related physical risks have mitigation plans in place with our current business strategy. | ||
Description and value of significant fines/ penalties receives/litigation action in the year due to negative nature-related impacts | No significant fines/penalties/litigation actions in 2023. | ||
Amount of capital expenditure, financing or investment deployed towards nature- related opportunities, by type of opportunity, with reference to a government or regulatory green investment taxonomy or third-party industry or NGO taxonomy, where relevant | See our green impact report; https://mowi.com/investors/share-and- bond/bonds/ | ||
Increase and proportion of revenue from products and services producing demonstrable positive impacts on nature with a description of impacts | Producing food from the ocean is Mowi's core activity. Such aquatic or blue food is climate friendly and is supporting dietary shifts away from land animal proteins to more sustainable and healthy diets. Every year Mowi calculates its avoided GHG emissions as a result of its total production which facilitates a dietary shift: in 2023 we produced 474 664 tonnes of Atlantic salmon (5 506 MEUR of revenue and other income) allowing approximately 2 million tonnes of net avoided CO2 emissions. | ||
C | Describe the targets and goals used by the organisation to manage nature- related dependencies, impacts, risks and opportunities and its performance against these | Mowi's strategic targets and goals are presented in our corporate sustainability strategy Leading the Blue Revolution Plan. Targets and goals are presented per sustainability program related to environmental and social sustainability topics. Our targets and goals are also presented in our Biodiversity Framework, where they are linked with identified nature-related impacts, dependencies, risks and opportunities as well as governance, policies and mitigation actions. Performance is evaluated and reported publicly in this Annual Report as well as CDP reports on Climate Change and Water Security. | |
Additional core references | |||
Mowi Group | 2023 | 2022 | 2021 |
Energy consumption (TJ) | |||
Direct energy consumption (Scope 1) | 1 640 | 1 730 | 2 035 |
Indirect energy consumption (Scope 2) | 1 639 | 1 530 | 1 500 |
Total energy consumption (TJ) | 3 279 | 3 260 | 3 535 |
% renewable electricity (location-based) | 58% | 56% | 57% |
% renewable electricity (market-based) | 37% | 30% | 25% |
GHG emissions (tCO2e) | |||
Direct energy consumption (Scope 1) | 121 589 | 121 827 | 140 011 |
Indirect energy consumption (Scope 2), market-based | 112 074 | 123 103 | 129 009 |
Indirect energy consumption (Scope 2), location-based | 84 242 | 77 958 | 85 131 |
Indirect value chain emissions - Energy/Industry (Scope 3) | 1 540 601 | 1 419 158 | 1 444 937 |
Indirect value chain emissions - FLAG (Scope 3) | 594 608 | 517 039 | 547 591 |
Total GHG emissions - scope 1 and 2 (tonne CO2e; location-based scope 2) | 205 831 | 199 785 | 225 142 |
Total GHG emissions - scope 1 and 2 (tonne CO2e; market-based scope 2) | 233 663 | 244 930 | 269 020 |
Total GHG emissions - Scope 3 | 2 135 209 | 1 936 197 | 1 992 528 |
Total GHG emissions - scope 1, 2 and 3 (tonne CO2e; location-based scope 2) | 2 341 040 | 2 135 982 | 2 217 670 |
Total GHG emissions - scope 1, 2 and 3 (tonne CO2e; market-based scope 2) | 2 368 872 | 2 181 127 | 2 261 548 |
Sustainability certifications | |||
% of the harvested volume certified by a GSSI recognised standard | 99% | 99% | 98% |
Number of ASC sites certified | 148 | 120 | 133 |
% of total sites that are ASC certified | 55% | 47% | 50% |
Plastic Packaging | |||
% reusable, recyclable or compostable | 82% | 77% | 74% |
% recycled content | 22% | 15% | 12% |
% of farming plastic equipment reused or recycled | 92% | 94% | 88% |
Solid waste | |||
% of waste volume sent to landfill from processing plants | 8% | 5% | 4% |
Total hazardous waste (tonnes) | 798 | na | na |
Total non-hazardous waste (tonnes) | 30 866 | na | na |
Total waste (tonnes) | 31 664 | na | na |
Escape Prevention | |||
Number of escape incidents | 4 | 11 | 7 |
Number of escaped fish | 3 497 | 50 138 | 20 599 |
% of escaped fish/total number of fish in sea | 0.002% | 0.03% | 0.01% |
% of trained personnel to avoid escape incidents | 100% | 100% | 100% |
Fish Welfare | |||
Average monthly survival in Seawater, Group (% numbers) | 99.2% | 99.2% | 99.2% |
Average monthly survival in Seawater, Norway (% numbers) | 99.4% | 99.4% | 99.4% |
Average monthly survival in Freshwater, Group (% numbers) | 99.4% | 99.2% | 99.3% |
Average monthly stocking density (kg/m3 ) | 7.1 | 7.4 | 7.4 |
Operational Welfare Indicator (OWI) rating | 1.5 | 1.8 | 1.6 |
Mortality % in seawater reported in accordance with the Global Salmon Initiative (GSI) methodology: (total # mortality in sea last 12 months / (closing # in sea last month + total # mortality # in sea last 12 months + total # harvested last 12 months + total # culled fish in sea) X 100)/12 | |||
Antimicrobial use | |||
Active substance (gram) per tonne biomass produced | 82 | 76 | 91 |
Sea Lice Management | |||
% of fish treated with non-medicinal treatment systems | 44% | 60% | 56% |
% of sites above national lice limits at any time | 2% | 5% | 3% |
% of sites applying cleaner fish for lice control, of sites with access to cleaer fish | 66% | 77% | 76% |
Active substance per tonne biomass produced: Oral (g-1 t) | 0.3 | 0.2 | 0.1 |
Active substance per tonne biomass produced: Topical (g-1 t) | 1.9 | 2.0 | 1.1 |
Active substance per tonne biomass produced: Peroxide (ltr-1 t / 10) | 0.3 | 0.3 | 0.4 |
Freshwater Stewardship | |||
Total freshwater withdrawal (x1000 m3 ) | 337 400 | 367 268 | 387 105 |
Total freshwater withdrawal from third-party (x1000 m3) | 33 457 | 32 337 | 26 480 |
Total freshwater consumption (x1000 m3 ) | 622 | 491 | 492 |
Intensity of freshwater withdrawal (m3 /kg produced) | 0.57 | 0.65 | 0.70 |
% freshwater withdrawal from water-stress areas | 0.09% | 0.10% | 0.08% |
Total wastewater discharge (x1000m3) | 336 020 | na | na |
Benthic Impact | |||
% of sites with minimal benthic impact | 94% | 92% | 95% |
Wildlife Interactions | |||
Accidental mortalities - Birds * | 0.2 | 0.2 | 0.2 |
Intentional mortalities - Birds* | 0.0 | 0.0 | 0.0 |
Accidental mortalities - Mammals * | 0.0 | 0.0 | 0.0 |
Intentional mortalities - Mammals * | 0.0 | 0.0 | 0.0 |
# Biodiversity related projects | 30 | 30 | 26 |
Sustainable Feed | |||
Fish in-Fish Out Ratio (FIFO)** | 0.76 | 0.76 | 0.80 |
Recapture FIFO (rFIFO)*** | 0.56 | 0.65 | 0.68 |
Feed conversion ratio (FCR) | 1.17 | 1.15 | 1.16 |
Forage fish dependency ratio - oil (FFDRo)* - Group | 1.58 | 1.81 | 1.8 |
Norway | 1.62 | 1.77 | 1.80 |
Scotland | 1.69 | 2.48 | 1.70 |
Ireland | 0.32 | 0.90 | 0.20 |
Faroe Islands | 1.49 | 1.56 | 2.40 |
Canada | 2.00 | 2.20 | 2.60 |
Chile | 1.30 | 1.30 | 1.70 |
Iceland | 1.73 | na | na |
Forage fish dependency ratio - meal (FFDRm)* - Group | 0.55 | 0.48 | 0.50 |
Norway | 0.60 | 0.52 | 0.60 |
Scotland | 0.92 | 0.74 | 0.50 |
Ireland | 0.34 | 0.80 | 0.40 |
Faroe Islands | 0.53 | 0.45 | 0.90 |
Canada | 0.40 | 0.30 | 0.50 |
Chile | 0.13 | 0.17 | 0.30 |
Iceland | 0.97 | na | na |
Fish meal inclusion in % per tonne feed used **** | 10% | 9% | 10% |
Fish oil inclusion in % per tonne feed used **** | 8% | 9% | 9% |
% soy originated from deforestation-free areas | 100% | 100% | 100% |
Compliance of marine raw materials with our sourcing policy | 100% | 100% | 100% |
% inclusion of emerging feed raw materials | 4% | 3% | 4% |
*FFDRo and FFDRm calculated according to the ASC standard | |||
Food Safety Audits | |||
External food safety audits | 296 | 263 | 236 |
Internal food safety audits | 390 | 337 | 339 |
Healty Sefood | |||
Level of Dioxins and Dioxin-like PCB's (pg-WHO-TEQ/g) | 0.26 | 0.22 | 0.26 |
Level of Mercury (mg/kg) | 0.016 | 0.019 | 0.020 |
Employees & FTE | |||
FTE total, (number) | 14 142 | 13 726 | 13 984 |
Employees permanent, (number) | 10 322 | 10 381 | 10 484 |
Employees, temp, (number) | 1 322 | 1 160 | 1 334 |
Employees, 3rd party, (number) | 2 499 | 2 184 | 2 166 |
Employees, disability, (number) | 228 | 240 | 301 |
Employees, female (%) | 40% | 38% | 39% |
Employees, male (%) | 60% | 62% | 61% |
Employees, younger than 30, (%) | 18% | 18% | 19% |
Employees, aged 30-50, (%) | 55% | 56% | 53% |
Employees, older than 50, (%) | 27% | 26% | 28% |
Female managers (%) | 25% | 26% | 25% |
Male managers (%) | 75% | 74% | 75% |
Turnover | |||
Turnover total (%) | 16% | 16% | 17% |
Turnover, female (%) | 41% | 46% | 39% |
Turnover, male (%) | 59% | 54% | 61% |
Turnover of employees younger than 30 (%) | 31% | 31% | 39% |
Turnover of employees aged 30-50, (%) | 49% | 48% | 46% |
Turnover of employees older than 50 (%) | 20% | 21% | 15% |
Employees who have taken out retirement (% of turnover) | 6% | 6% | 5% |
Turnover of employees with seniority < 5 years | 60% | 59% | 72% |
Turnover of employees with seniority 5-10 years | 25% | 29% | 18% |
Turnover of employees with seniority 10-20 years | 10% | 11% | 8% |
Turnover of employees with seniority Seniority > 20 | 5% | 2% | 2% |
Turnover, white collars (% of total turnover) | 16% | 18% | n/a |
Turnover, blue collars (% of total turnover) | 84% | 82% | n/a |
New hires | |||
New hires total (number) | 2 003 | 2 134 | 1 830 |
New hires, female (%) | 44% | 37% | 44% |
New hires, male (%) | 56% | 63% | 56% |
New hires, younger than 30 (%) | 34% | 39% | 36% |
New hires, aged 30-50 (%) | 49% | 48% | 49% |
New hires, older than 50 (%) | 17% | 13% | 15% |
New hires, male applicants (external %) | 60% | 68% | n/a |
New hires, female applicants (external %) | 22% | 20% | n/a |
New hires, applicant gender not stated (external %) | 18% | 12% | n/a |
Promotions internal | |||
Employees who were promoted during the period, promotions, (number) | 815 | 836 | 325 |
Female promotions, (%) | 49% | 50% | 39% |
Male promotions, (%) | 51% | 50% | 61% |
Insurance, Unionisation, Employment terms | |||
Employees with occupational injury insurance (%) | 100% | 100% | 100% |
Employees in labour unions total (%) | 24% | 23% | 17% |
Employees with written employment terms (%) | 100% | 100% | 100% |
Compliance with ILO's principles on work hours at 48hrs/7d, 48hr avr/per 3w shift (%) | 100% | n/a | n/a |
Business units with policies on migrant workers (%) | 83% | n/a | n/a |
Business units with policies on indigenous rightholders | 83% | n/a | n/a |
Business units paying living wage | 100% | n/a | n/a |
Employee Survey | |||
Responses to global employee survey, (number) | 7 451 | n/a | 5 797 |
Training and further education | |||
Employees who took part in training initiatives, (number) | 13 140 | 9 794 | 7 434 |
Total hours of training delivered, (number) | 196 068 | 212 619 | 116 231 |
Female participants, (%) | 44% | 26% | 35% |
Male participants, (%) | 56% | 74% | 65% |
Employees younger than 30 who participated (%) | 18% | 17% | 22% |
Employees aged 30-50 who participated (%) | 57% | 57% | 50% |
Employees older than 50 who participated (%) | 25% | 27% | 28% |
Employees with seniority < 5 years, (%) | 41% | 42% | 39% |
Employees with seniority 5-10 years, (%) | 32% | 35% | 29% |
Employees with seniority 10-20 years, (%) | 18% | 16% | 19% |
Employees with seniority > 20 years, (%) | 9% | 7% | 13% |
Employees who took part in health & safety training , (number) | 8 016 | 7 481 | 7 105 |
Employees who took part in leadership development training , (number) | 814 | 608 | 312 |
Code of conduct training, white collars,(%) | 100% | 100% | 100% |
Trainees, Apprentices, Internships | |||
Trainees, (number) | 1 | 17 | 18 |
Apprentices, (number) | 126 | 109 | 137 |
Internships, (number) | 15 | 64 | 24 |
Mobility | |||
Employees on international assignment, (number) | 68 | 65 | 75 |
Health and Safety | |||
Absence rate in % of total hours worked (own employees) | 4.9% | 5.4% | 5.2% |
Female absence, (%) | 50.3% | 47% | 41% |
Male absence, (%) | 49.7% | 53% | 59% |
Employees younger than 30 who was absent, (%) | 14.0% | 22% | 12% |
Employees aged 30-50 who was absent, (%) | 48.0% | 46% | 37% |
Employees older than 50 who was absent, (%) | 38.0% | 32% | 51% |
LTI per million hours worked (own employees) | 2.1 | 2.3 | 2.5 |
Total number of incidents, LTI, (own employees) (number) | 55 | 59 | 67 |
LTI subcontractors | 19 | 11 | 6 |
LTI grading - Low (situations/occurrences that are not dangerous), (number) | 22 | 42 | 27 |
LTI grading - Medium (moderately dangerous situations/occurrences), (number) | 13 | 37 | 22 |
LTI grading - High (extremely dangerous situations/occurrences), (number) | 7 | 20 | 18 |
LTI category - injury caused by slip, stumble, fall (%) | 27% | 27 | 42 |
LTI category - injury caused by squeeze, cut, punch (%) | 45% | 36 | 37 |
LTI category - injury caused by fallen objects (%) | 8% | 6 | n/a |
LTI category - injury caused by collisions/rollover (%) | 1% | 7 | n/a |
LTI category - injury caused by wear damage (%) | — | 3 | n/a |
LTI category - injury caused by gas/ smoke/ chemicals (%) | 10% | 6 | 9 |
LTI category - injury caused by other (%) | 9% | 15 | 12 |
Fatalities, (number) | — | — | — |
Whistleblowing | |||
Whistleblowing cases (number) | 46 | 21 | 17 |
Cases involving sexual harassment, (number) | 1 | 1 | 2 |
Cases involving harassment, (number) | 15 | 7 | 4 |
Cases involving breach of policy, (number) | 14 | 3 | 8 |
Cases involving related to claims of breach of law | 10 | 6 | 3 |
Human rights breach, (number) | — | — | — |
Local communities complaints | 6 | 4 | n/a |
Community engagement | |||
Events, (number) | 163 | 96 | 430 |
People outreach, (number) | 108 337 | 31 396 | 37 736 |
Amount spent / sponsoring, (number) | 1 674 484 | 1 613 900 | 1 088 316 |
Volunteer work (hours) | 1 612 | 3074 | n/a |