Interview with Göran Persson, Chairman of GreenGold

You’ve had a remarkable career in public service and politics, as well as the private sector. What drew you to take on the Chairmanship of a forestry investment firm like GreenGold?

Forests have always mattered to me — both as a policymaker and as a person. I was impressed by the knowledge of the people in GreenGold, and by the way they genuinely cared about the forests. I also saw big potential in their pan-European approach.

You’ve previously served as Chairman of Sveaskog, Sweden’s largest forest owner. What perspective did that experience give you when stepping into GreenGold?

Sveaskog taught me the scale and complexity of managing a large forest portfolio — not just from a technical point of view, but in terms of societal expectations. You learn quickly that forestry is never just forestry as a business. It’s nature and habitats, it’s jobs, it’s culture. That experience shaped how I view forest governance and stewardship, and I bring that mindset and knowledge with me to GreenGold, where the stakes are similarly high. Today, GreenGold is a significant forest owner in seven countries.

Now you will soon step down as Chairman. How come?

I have been Chairman since the company’s establishment more than eight years ago, and I feel the time is right for a generational transition. GreenGold is in a very strong position today — operationally, financially, and strategically. The company has a clear path ahead, including a potential IPO, and I believe bringing in fresh leadership at the board level is the right thing to do at this stage. I will remain as a senior advisor and shareholder, so I’m not disappearing. But the chairmanship should now pass to someone who can take GreenGold through its next chapter. I’m very pleased that Malcolm Cecil-Cockwell has agreed to take over. He brings deep forestry expertise, an international network, and hands-on experience from a listed pure-play timberland company in North America.

GreenGold has grown significantly, all while showing profitability. What do you think has enabled that growth and success?

I believe GreenGold’s success is rooted in its entrepreneurial spirit and culture — largely thanks to CEO and Founder Sorin Chiorescu, who has brought together a highly competent team of managers and colleagues. GreenGold’s most valuable asset is, without doubt, its people. Trust in the team has enabled the company to raise significant capital, which has been deployed in a smart and efficient way. The organisation has also cultivated a culture of strong cost consciousness, which is particularly important in a sector like forestry.

How do you see GreenGold’s role in a European context?

Forestry in general is playing an increasing role in climate mitigation. The only realistic replacement at scale for prehistoric carbon in the ground is carbon captured and stored by growing forests. There is a lot of research and development into using wood fibre for all kinds of chemical processes, but it is still very early in terms of unlocking the full potential. That said, Europe has a very developed and successful wood industry, and a long and proud heritage of active science based forest management, and it is important that professional forest owners keep supplying the industry with raw material, of course produced sustainably.

There is no common forestry policy in Europe, but GreenGold is proving that with the right organisation and skill set, large-scale forestry can not only be viable, but thrive across very different jurisdictions. That’s however rare, and not easy to replicate, which creates some natural moats. We are present in countries with varying levels of infrastructure, regulation, and forest industry development — yet we operate under one philosophy of long-term and sustainable stewardship. That consistency gives us credibility as a reliable long-term partner wherever we operate. I see our role as setting a benchmark: for how institutional capital can enter this space and leave it better, not worse.

What do you think sets GreenGold apart?

Oh, so many things — and I’ve already mentioned a few — but one perhaps underestimated quality is authenticity. The company is very clear about managing forests actively for commercial gain and shareholder value. However, the way GreenGold does this — through hands-on, sustainable management based on a “forever” time horizon and scientific data — ensures that long-term ecological and financial value go hand in hand. In a world full of hollow green claims, that authenticity matters more than ever.

What have been your priorities as Chairman?

I look for alignment — between our strategy and the realities on the ground. Forestry isn’t about short-term wins; it’s about steady, disciplined progress over decades. In GreenGold, that is already deeply ingrained in the corporate culture, so I don’t really have to worry — I can simply be proud as a board member and shareholder.

Forestry and forest ownership in Europe are changing. Fragmented private ownership is gradually being consolidated and becoming more institutionalised, as rural occupations and occupants decline in many places. GreenGold wants to play a role in that change, and we want to be a good example of how private capital can act as a long-term custodian of nature. That’s what I believe in and I’m here to support.

At the same time, there are forces that seek to restrict or reduce active forest management — often based on misconceptions or unfounded beliefs. It is therefore essential to ensure that the benefits and merits of active sustainable forestry are properly understood by lawmakers in Brussels. This is not only important for GreenGold, but for all private European forest owners. I think our Scandinavian forest industrial companies do a good job of communicating and engaging, but more can be done, and I think a public listing of a pure play forest company, active across Europe can further help contribute to discussion, and illuminate some of the topics and important aspects of European forestry.

What is your legacy in GreenGold?

I hope my legacy is one of credibility and stability. When I joined, GreenGold was still a relatively young company with big ambitions. I believe I have helped bring gravitas and governance to the organisation, and I’ve tried to ensure that GreenGold always operates with integrity — towards shareholders, towards the communities where we own forests, and towards the forests themselves. I’m proud that GreenGold today is recognised as a serious, responsible forest owner across Europe. I’m also proud of the people and the culture — this is a company where people genuinely care about what they do, and I think that matters enormously. If I’ve contributed to strengthening that culture and to positioning GreenGold for the next phase of its journey, then I’m satisfied.