Oslo Chamber of Commerce increased revenue from international trade services in 2025. Its next challenge is converting more service customers into members.
Oslo Chamber of Commerce enters a new period with rising revenue, new leadership and a larger role in Norwegian international trade. Yet the Oslo-based organisation faces a revealing commercial gap: more companies use its services, while fewer belong to the chamber.
Revenue increased from NOK 17.6 million in 2024 to NOK 18.8 million in 2025. Membership fell from 339 to 316 companies, according to its 2025 annual report. The CEO and Secretary General Anne Britt Horn Hanssen is to convert demand for trade services into stronger membership growth.
Trade Services Drive Revenue
Founded in 1908, Oslo Chamber provides practical services to Norwegian companies operating internationally. ATA Carnets and certifications generated more than 75 per cent of its revenue in 2025. Income from these services increased by more than five per cent during the year.
An ATA Carnet allows companies to move professional equipment, commercial samples and exhibition goods temporarily across borders without paying import duties at every destination. Oslo Chamber also issues Certificates of Origin for exported goods. These services address unavoidable administrative requirements for exporters, manufacturers, production crews and companies attending international exhibitions.
Digital Carnets Expand the Opportunity
Norway began its transition to digital ATA Carnets on June 1, 2026, alongside the European Union, Switzerland and the United Kingdom. By June 24, Oslo Chamber had issued 117 digital carnets. Across Norway, 180 had been issued, with Sweden, Denmark and Germany the leading export destinations.
Digitalisation allows businesses to manage, share and monitor carnets electronically. It also creates demand for training and support. Oslo Chamber provided courses, telephone assistance and in-person guidance during the initial rollout. Its position as the principal link between the Norwegian ATA Carnet system and customs authorities gives the chamber an opportunity to become the leading source of practical expertise on digital temporary exports.
Hundreds of Customers Remain Outside Membership
Oslo Chamber served 1,060 trade-document customers in 2025. Three-quarters were not members. Based on that reported proportion, roughly 795 companies purchased services without joining. Oslo Chamber ended the year with 316 members, including 58 global-mobility customers.
Many prospective members therefore already have a commercial relationship with the organisation. Its membership benefits include reduced trade-document prices, international advice, networking, policy participation and assistance with recruiting foreign expertise.
A company purchasing one certificate may have little reason to join. Regular exporters moving equipment, attending exhibitions or relocating employees are stronger prospects. Oslo Chamber could use service activity to identify companies with recurring international needs and present membership as a practical extension of an existing relationship.
ICC Norway Broadens the Role
Oslo Chamber became Norway’s national committee of the International Chamber of Commerce in 2024.
ICC develops commercial standards covering Incoterms (International Commercial Terms that define the responsibilities of buyers and sellers in international trade), trade finance and digital trade. The role connects Norwegian businesses with international rule-setting as tariffs, sanctions and political disputes make cross-border commerce less predictable.
The mandate also requires resources. Oslo Chamber had eight employees at the end of 2025 and reported tight staffing. Despite higher revenue, its annual result was NOK 100,000 following new appointments and increased pension costs. Additional activity must therefore produce sufficient commercial or membership value to support the resources it requires.
The Membership Test
Oslo Chamber’s international network includes regional Norwegian chambers, bilateral organisations in Oslo and Norwegian chambers abroad.
Its operating model is stronger than its public profile may suggest. Most revenue comes from services that solve practical business problems, while the ICC Norway role increases its international relevance. The weakness is membership momentum. Service demand increased while membership declined by almost seven per cent.
Oslo Chamber does not lack prospective members. It has hundreds of customers whose relationship with the organisation remains largely transactional. Converting more of them into lasting members will be the central commercial test for its new leadership.
