About Gronso - The foundation

The surviving strategies

Grönsöö is today an Estate of 720 ha where the operations are, forestry, agriculture, fruit orchards, renting out houses, tourism and cultural heritage management. In the latest decades the business idea of Grönsöö is to keep it as living, lived in heritage environment. In order to make that possible, in a modern society, two strategies have been deployed, the establishment of Grönsöö cultural and historical foundation and the opening of Grönsöö to the public.

In order to keep Grönsöö together for the future the family von Ehrenheim have redrawn from all future claims of future inheritance. The estate has been transformed into a stock company “Grönsöö Säteri AB”. The majority of the shares is owned by the foundation and some by the family von Ehrenheim. The articles of association give the present shareholders a first refusal of purchase and the price of the shares also is regulated.

The comprehensive inventory in the palace is put into another company “Grönsöö Museum AB”. The shares of this company are to 90 percent owned by “Grönsöö Säteri Ab” and to 10 percent by the foundation. The articles of this company forbid any sale of the inventory and regulates that these articles only can be changed by consensus of all the shares.

Grönsöö cultural and historical foundation have as purpose in its articles to mange the capital it is given in order to support heritage management and research at Grönsöö and in second place general heritage research. The board have five members of which three is nominated by public authorities and two by the family von Ehrenheim.

The construction of this management structure is a pilot project in Swedish heritage management. It combines the government and the owner family common ambition to keep the environment and collections together. The government interest in personal incentives for efficient management goes together with the owner family natural wish for influence over the practical management of the estate, which capital values have been given away. The control of public grants is guaranteed by public members of the board of the foundation and does not mix with the family’s private economy.

The second strategy for Grönsöö was to open the environment to the public, which was done 1993. Some principles were established.

  1. The purpose of the tourism is to generate resources for the preservation of the environment. It is therefore not allowed to change or destroy the environment it is up to preserve.
  2. We do on business grounds not want to adopt Grönsöö in order to satisfy the tourism. In the end that will destroy the reason the visitors initially had for coming here.

This results of course in a delicate balance in the development but is very important.