Norwegian industrial group GC Rieber AS has purchased 100 percent of the shares in Biomega Group AS. The deal aims to secure the company's continued operations and safeguard jobs during what has been described as a very demanding situation. The acquisition marks a return to Norwegian ownership for the biotech firm, which was bought by an American investor in 2017.
In a statement, GC Rieber said the goal is to ensure continued operations, preserve workplaces, and further develop Biomega's role. Biomega specializes in using fish offcuts to produce salmon oil, salmon meal, and salmon protein. The company collects fishing waste along the entire west coast of Norway. These materials are turned into pet food, which is exported worldwide.
The purchase includes the entire Biomega Group, encompassing Biomega Norway AS and Biomega Denmark AS. The company maintains an office in Bergen and production facilities at Skaganeset in Ăygarden and in Hirtshals, Denmark.
A Strategic Rescue Mission
Espen Aanderud, the incoming board chairman for Biomega, outlined the rationale behind the rescue acquisition in the press release. âBiomega has a strong professional environment and a unique technology that upgrades marine residual raw materials into high-value ingredients,â Aanderud said. He acknowledged the company's difficult position but expressed strong belief in its underlying value. âAt the same time, the company is in a demanding situation. We are stepping in as owners because we believe there is significant value creation potential in the company. And because we believe we can make a difference as a long-term owner who can contribute growth capital and industrial competence.â
The statement from GC Rieber emphasized that the move was made specifically to secure ongoing operations during this challenging period. The term âvery demanding situationâ was used to describe the circumstances facing Biomega, though specific financial details were not disclosed. This acquisition highlights a trend in the Nordic tech and industrial sector where established groups step in to stabilize and grow specialized firms with promising technology but facing short-term headwinds.
From Fish Waste to Global Exports
Biomegaâs business model is a prime example of Norwayâs push towards a circular bioeconomy, a key focus of Nordic technology trends. By transforming fish slime and offcutsâmaterials that would otherwise be wasteâinto valuable products, the company aligns with sustainable industrial practices. Its core activity of collecting marine residuals along the coast supports local fishing communities and reduces environmental impact.
The companyâs main products, including salmon oil and protein, are high-value ingredients used in the global pet food industry. This export-oriented focus is typical of Scandinavian tech hubs that build global businesses from niche, resource-efficient technologies. The production at its Ăygarden and Danish facilities represents the kind of digital transformation and smart manufacturing increasingly seen in Norwegian industry.
The Return to Norwegian Ownership
The 2017 sale to an American investor was part of a wave of foreign investment in Norwegian specialty firms. This new acquisition by GC Rieber signals a shift back to domestic industrial ownership. For GC Rieber, a company with deep roots in Norwegian maritime and industrial sectors, the purchase represents a strategic expansion into the biotech and ingredients space. It allows them to apply their industrial expertise and financial stability to nurture Biomegaâs specific technology and market position.
This type of acquisition is critical for the Norwegian innovation landscape. It ensures that specialized knowledge and intellectual property, developed around unique resources like marine residuals, remain within the national industrial ecosystem. It also protects skilled jobs in Bergen and Ăygarden, contributing to regional economic stability. The move can be seen as a vote of confidence in the underlying strength of Norwayâs bioeconomy startups, even when individual companies face operational challenges.