Good morning, thanks for the questions. In 2022, some important decisions were made by the owner family at Salvos. Specifically, it was decided to appoint an external CEO and significantly strengthen the role of the board. During those discussions, the idea of asking me to serve as Chairman arose. In addition to my experience at Fodelia, I have nearly 15 years of board experience from the PRT Forest Group (from 1999 onwards: Kontiotuote, Jukkatalo, Piklas, Mellano, Lapplitalo) and, among other things, a five-year stint as the CEO of Jukkatalo from 2014 to 2019. Well, who knows why they asked, but I agreed, and here we are.
Together with the owners, we defined an ownership strategy where the key principle is that the owner exercises their power at the general meeting, while the executive management moves the company forward together with the board. In my view, this classic division of labor has worked excellently. The company has made significant decisions, such as focusing solely on ready-to-use buildings instead of kit house deliveries. The company’s very strong industrial expertise is reflected in the fact that approximately 75% of the units are delivered to the site fully finished, such that the truck driver can lift the building into place alone and screw the chimney extension on. Then the customer can light the fire and carry their furniture inside. Furthermore, I have always admired the company founder’s immortal phrase: “If something cannot be done properly, then it shouldn’t be done at all.” This is still part of the company’s DNA and its public mission. Salvos and Lapelland products are truly made as if they were for oneself. To the customer, this is reflected in excellent quality.
Through my investment company, I have invested a six-figure sum in Salvos, making us the company’s 7th largest owner with just under a 5% stake. I am not selling my shares in connection with a potential listing.