KAVLI – AN INDUSTRIAL FAIRYTALE
Group Council The decentralised elements of the management system would continue, however. The discussions would therefore address how the companies could cooperate more closely. A potential solution would be the formation of a new coordinating body. However, there were so many objections to this that the management team put the idea on hold.12 Two years later, in 1976, Sjurseth tried to go in the opposite direction by extending the trust’s board of directors to include the Swedish and Danish managing directors, which would mean that all the producing countries were represented.13 Of course, this proposal was far more controversial, as it would weaken the influence of the company in Bergen even more. In reality, it also meant that the board of the trust would be a body with significantly greater decision-making power, as well as more authority in relation to operations.14 Two members of the board, Gjelsvik and Askeland, were steadfast in their view that the statutes should not be changed.15 As a result, nothing came of the proposal. On behalf of the Swedish company, solicitor Erik Felländer responded by inviting the board to a meeting in Stockholm the following year. The Swedes were very direct
In late 1983, Kavli received an unusual, but nice letter from the shipyard Horten Verft, in addition to 300 tube tops from as many tubes of ham cheese. The tube tops were neatly packed in three boxes with an inscription stating when each new top was added after the contents of the tube had been eaten. Not unnaturally, the person concerned was awarded a diploma and generous amount of Kavli products.
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