nordic Choice hotels Journal // 2012 1 compete for coming up with new ideas for improvement, ......

Nordic Choice Hotels Journal // 2012 1

Nordic Choice Hotels Journal // 2012Nordic Choice Hotels Journal // 2012 32

In Nordic Choice we have two obsessions that are so strong that they could almost be given a diagnosis. The first one is that we must be different. The obsession runs so deep that we need to have five different chains that distinguish themselves from one another. We also have Nordic Hotels & Resorts with nine unique hotel concepts. Some would perhaps recommend treatment for this obsession. We politely refuse, because we know that the obsession makes us a better company. It results in us creating better hotels. And improvement is precisely our other obsession.

Our mantra? Better today than yesterday, but not as good as tomorrow. In our or-ganisation we compete to be better in everything. We compete for performance, for who receives the best feedback from our guests and who has the most satisfied employees. We compete for coming up with new ideas for improvement, and we compete for being the first to put the ideas into practice. And best of all: we enjoy and celebrate our victories. Along with the urge to be different and the desire for constant improvement, it is our love for competition that has made us big.

It has taken 17 years, but now we are here. Biggest on all fronts. We are the biggest in Norway and Sweden, Scandinavia and the Nordic Region. With this comes responsibility. We have a responsibility to deliver hotel products of the highest quality. To everyone, regardless of who you are, where you travel, why you travel and how much money you have. We have a responsibility to be a good workplace for all of our employees. And we have a responsibility beyond the steps of the hotels. To give something back to society. This is an absolutely essential part of our corpo-rate culture. And it is our culture that must ensure that our guests get a different experience when staying at our hotels. Working at Nordic Choice must be different from working for any other company.

In this annual report we would like to explain everything to you. How we strive to be different, and how we work to constantly be better. What it means to report based on a triple bottom line. And how our chains stand out from all the others. Once a member of the Nordic Choice team, always a member of the Nordic Choice team. It is more than a saying. It is true. We are extremely proud of our company. I hope you will understand why.

Torgeir Silseth


Contents

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03 08 10 14 16 20 28 38 42 46 48 50 54 58

YASSuRAgi HASSELuDDEN


THE THiEF

nordiC ChoiCe hotels


5

164

26 182

AppROx 10 000

7 500 000

NOk 1,3

164

Key Figures

NO

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country

number of hotels 85 74 03 01 01CHAINS

HOTelS

ROOmS

emplOyeeS

gueSTS

BIllION IN SHARe-HOldeR CApITAl

ISO-CeRTIfIed HOTelS

nordic Choice hotels Journal // 2012nordic Choice hotels Journal // 2012 1110

the essenCe oF nordiC ChoiCe hotels

CommerCial serviCes

• marketing• revenue & distribution• sales

FinanCial serviCes

• accounting• Finance• Bi• Corporate governance


quality hotels& resorts65 hotels11 311 rooms

Clarion hotels20 hotels5 540 rooms

Clarion ColleCtion41 hotels4 318 rooms

nordiC hotels& resorts9 hotels // 1 692 rooms

ComFort hotels29 hotels3 819 rooms

nordiC property management

• project management• Facility management • lease management

Corporate serviCes

• procurement • is/it • project management• Contract management• WeCare people (hr)

C o r p o r a t e r e s p o n s i B i l i t y

QuALiTY HOTEL ExPO

nordic Choice Journal // 2012nordic Choice Journal // 2012 1312

Eivind Tangvik Quality Hotels

André Schreiner Quality Resort

Torgeir Silseth CeO

Bjørn Arild Wisth deputy CeO

Catarina Molèn-Runnäsproperty management

project management

facility management

Roar Ingdal Commercial Services

lease management

marketing

Sales

Revenue & distribution

Corporate Services

Christine VilandCommunications

Arne Haugen Comfort Hotels

Katalin Paldeak Clarion Hotels

Trond Bastiansen Clarion Collection

Hotels

Tobias Ekman Nordic Hotels

& Resorts

purchasing/BdO IS/IT

project management

property project

WeCare people(HR)

Helén Borchgrevink CfO

Accounting

finance

BI

Corporate governance

YASuRAgi HASSELuDDEN

nordic Choice Journal // 201214

at nordic Choice we report according to the triple bottom line. We do this because we believe in more than profit. We believe that companies that put emphasis on cul-ture and take on social responsibility are better companies than those that do not.

that is Why We report on the three p’s: people, planet & proFit. We want to show you what it means in practice. When you get to a page where you see this symbol, we will show three examples of the impact that reporting the triple bottom line has on the company. the results speak for themselves. We are fully confident that triple Bottom line is the reporting method of the future.

triple

Bottom

line{

62% of all department heads and middle-level managers are women.

more than 2,500 Nordic Choice em-ployees participated in the voting for a new uNICef project. The winning project was free to grow, a project that deals with protecting children against trafficking.

Before Christmas, we collected Christmas gifts from guests, neigh-bours and employees at our hotels. The gifts went to local causes, including crisis centres. for every gift, we gave an additional NOk 10 to uNICef. more than 43,000 Christmas gifts were collected, resulting in NOk 430,000 to uNICef.3

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nordic Choice Journal // 2012nordic Choice Journal // 2012 1716

for us, it is extremely simple. It is about taking responsibility beyond the steps of the hotel. you should know that by staying at our hotels, you do more than just stay at a hotel. you also automatically support our WeCare projects. That is why one night with us results in the preservation of 100 square meters of rainforest for one year. In 2012, that corresponded to 549,820 m2. It makes a difference.

In 2013, the WeCare work will continue. from being a separate satellite, WeCare will be involved in the daily operations to an even greater extent. Some of our talented WeCare employees will become a separate HR department, some will become part of the purchasing department and others will become a part of our department for prop-erty development. In this way, the WeCare mindset will permeate the entire value

chain in Nordic Choice. We believe not only that WeCare is good for the planet, but also for us. We are confident that consumers in the future will be even more concerned about making sustainable purchases. In Nordic Choice we are confident that sus-tainable business is sustainable both for the planet and business. On the next pages you will read more about what we specifi-cally do in our WeCare work.

operating aCCording to WeCare

WeCare is not a slogan. it is a Way oF thinKing, and this is hoW We operate nordiC ChoiCe hotels.

CLARiON HOTEL SigN


produCtsSmaller plates - less food waste. In 2012, Nordic Choice conducted a food waste study in collaboration with greeNudge and Cicero (Center for International Cli-mate and environmental Research – Oslo). At some hotels, we reduced the size of the breakfast plates. At the other hotels, we put up signs on the breakfast buffet where we informed customers that we were working to reduce waste. each of the two initiatives resulted in a reduction of food waste by 20 percent.

We will let the hens out. In 2012, we decided that all the eggs we use should come from organic hens: 6.5 million eggs, - that is a lot of free-range hens. Nor will Nordic Choice hotels serve foie gras, scampi or any endangered spe-cies. If everyone does their part, there will be big results.

First palm oil-free hotel. Quality Hotel fredrikstad paved the way and was the first hotel to serve all the food without palm oil. Nordic Choice continues its work in reducing the consumption of palm oil.

loCalLonely tree is looking for packages. In december 2012, Nordic Choice hotels asked their local communities, guests and colleagues to collect gifts for dis-advantaged children and young people in the community. In total, 43,500 gifts were placed under the trees at our hotels. for every gift that was collected, Nordic Choice gave NOk 10 to uNICef’s work for children that were the victims of trafficking.

Local social responsibility. Quality Airport Hotel Værnes holds a race in the centre of town in Stjørdal. This event facilitates and encourages physical activity while the profits go to a volunteer organisa-tion in the community. 75 percent of our ho-tels have had one or more local initiatives over the course of 2012 to give something back to the local community.

green11 percent lower energy consumption in three monthsClarion Hotel Royal Christiania was not satisfied with the purchase of heat pumps and exchangers installed by builders when parts of the hotel were renovated. This is why the hotel paid for an even more effi-cient system.The results were immediate: energy consumption was reduced by 11 percent in a quarter.

25 percent less water consumptionA small water miracle has occurred atComfort Hotel eskilstuna. from 2011 to2012, the hotel reduced its consumption of water by a quarter. guests now use 117 litres of water per night stayed at the ho-tel. This means that they use 63 litres less water per overnight stay at Comfort Hotel eskilstuna than they do at home!

Would you like to know more?Check it out at www.choice.no

peopleRecruitment of recently arrived refugees. In 2012, we started up a project called Re-cently Arrived Refugees Quickly at Work. The idea of the project is that participants in introduction programmes run by local government will receive an internship at se-lected Nordic Choice hotels. The programme has been a success. Of the candidates who have completed the three month internship at Nordic Choice, 75 percent have been of-fered a job at our hotels. Now the ambition is that the project will be rolled out to all Nordic Choice hotels.

Active for UNICEF. In September and October, Nordic Choice organised 3,414 employees to be active for uNICef. Thirty minutes of activity corresponds to NOk 10. The result was a do-nation of NOk 600,000 from Nordic Choice to uNICef. And perhaps both more active and happier Nordic Choice employees?

These are projects that you help support when you stay at a Nordic Choice hotel.


CLARiON COLLECTiON HOTEL gABELSHuS


AREA RESULT 2010 RESULT 2011 TARgET 2012 RESULT 2012

TARgET 2013

ENVIRoNMENT 1

proportion of hotels with renewable energy 78 % 77 % 80 % 79 % 80 %

electricity -2,01 %(31,44)

-6,7 %(29,28) -15 % -4,9

(29,67) -2 %

oil (l/guest day)2 32,4 %(624 000)

-11 %(443 943) -70 % -30,8

(348 006) n/a

Water consumption (l/guest day) -12,8 %(240,05)

-18%(225,09) -25 % -12,35

(236,05) -5 %

residual waste (kg and l/guest day) litre: -43,7 % (5,53) Kg: -41,5 % (0,70)

litre: - 49,4 % (4,91)Kg: - 41,4 % (0,65) -50 % litre:- 48,8 (4,61)

Kg: - 42,3 (0,60) -2,5 %

number of various chemicals 3 -40,8 % - 41 % -50 % -40 % n/a

replacing environmentally harmful chemicals 3 -31,1 % - 31,1 % -50 % -33 % n/a

reduce the consumption of chemical (gram/guest night) 3mapped

41,4 - 2,5 %

total Co2 emissions throughout the chain (tonnes) 21 044 21 670 27 070 tonnes not specified

Co2 emissions per guest night (kg Co2/guest night) 2,99 3,01 3,76 not specified

reduce the number of transports (number/hotel) mapped(1 182,55)

-8,3 %(1061,07) -15 % -16,5

(987,12) 4 %

ensure that all hotels are internally audited annually(iso 14001) 100 % 100 % 100 % 100 % 100 %

ensure that all hotels are iso 14001 certified(the norwegian veritas) 100 % 100 % 100 % 100 % 100 %

increase portion of staff who have taken e-learning in the environment 25 % 29 % 35% 30 % 35 %

save the rainforest and prevent Co2 emissions by Co2 4

51 300 hektare and 18,3 mill tonnes Co2

53 600 hectare and19,1 mill tonnes Co2

56 200 hectare and 20 mill tonnes Co2

55 000 hectare and 19,6 mill tonnes Co2

63 300 hectare and 22,6 mill tonnes Co2

environment and soCial responsiBilitygoALS AND RESULTS MATRIX 2012

through a survey oF our Business and hoW it aFFeCts and is aFFeCted By interested parties, We have deFined our most important staKeholders. They are employees, guests, suppliers, owners and the society in general. Through strategic processes, stakeholder dialogues, studies and normal operational activities, we have identified what we consider to be most significant for our stakeholders and Nordic Choice Hotels, and thus our focus areas. ISO 26000 has inspired us in this work.

It goes without saying that with 10,000 employees and nearly 170 hotels, much of what we do is relevant from a sustainable perspective. The different conditions we report on here have been chosen on the basis of what we consider to be essential from a strategic and profit-able perspective.

Reporting is divided into the five focus areas of sustainability: environ-ment, employees, local social responsibility, products, and dialogue.

We appreciate that you care about our carbon footprint. That is how we can move forward together.




TARgET 2013

LoCAL SoCIAL RESPoNSIBILITy

guidelines for local social responsibility n/a Fullført Følge opp Fulgt opp videreføres

proportion of hotels with at least one local initiative n/a 22 % 60 % 71 % 85 %

DIALogUE32,4 %

(624 000)-11 %

(443 943) -70 %

Carbon footprint n/a utviklet implementeres started videreføres

employee index 7 5,79 5,82 5,9 % 5,86 % 5,9

guest satisfaction, new measurement methodClarion Clarion CollectionComfortqualityquality resort

Kartlagt

43,0756

20,8933,530,4

52,9962,5

29,8237,9

32

516329

29,532,9

606535

31,535

increase the portion of guests that answer positively to the question: «i experience that this hotel takes responsibility for the environment and society»

69,9 71

stakeholder conversations on most important areas delvis gjennomført gjennomføre minst årlig gjennomført gjennomføre

minst årlig


TARgET 2013

EMPLoyEES

absence through sickness 5 3,9 % 3,93 % 3,7 % 3,8 % 3,7 %

diversity and equality mapped target developed for 2012 and years ahead

take a stand on divercity and equality

in businesspartially to be continued

proportion of female managers 6 59 % 62,9 %the proportion must reflect the rest of the

organisation61,55 % 63 %

proportion of middle managers with non-scandinavian background 6,7 % 8,7 % 10 % 10 % 12 %

understanding and awareness of compliance with legislation and regulations n/a not implemented assess risk

implement initiative. risks assessed80 % of all

middle managers at training (2014)

ethical guidelines for employees n/a the process started launched Finishedimplemented

among all 10 000 emploees

PRoDUCT

sustainable food n/a developed implemented started Completed

proportion of hotels offering organic breakfast 100 % 100 % 100 % 100 % 100 %

proportion of guests stating that they might select organic breakfast 55,7 56 % develope new

indicator developed6

reducing food waste mapped 2014: -20 % 2014: -20 %

increase portion of fruit and vegetables mapped 2014: 20 % 2014: 20 %

reduce the consumption of red meat partially mapped 2014: -20 % 2014: -20 %

animal welfare list introduced initiated 100 % implemented implemented Forwarded

environmental and social effect of productionand use of important inputs n/a initiated Continue Forwarded Continue

map the risk in the supplier chain started Completed Forward Forwarded Forward

implement improvement initiatives in the supplier chain initiate

Number of reported injuries to the labour inspectorate/work protection agency: 14

1the environmental targets for 2012 had 2008 as the starting point. the environ-mental targets for 2013 have 2012 as the starting point.

2 reducing oil consumption is no longer one of the focus areas within the envi-ronment, since the percentage of Co2 emissions from oil consumption is very low compared with the emissions from our other forms of energy.

3 We have changed the way we measure chemicals. While we previously focused on removing hazardous chemicals and reducing the number of different chemicals, we now measure the consumed amount of chemicals and doses.

4 the un’s intergovernmental panel on Climate Change (ipCC) calculates that ap-proximately 300 tonnes of mass is saved per hectare in the tropical rainforests, corresponding to 550 tonnes of Co2. the Brazilian amazon Fund uses an even more cautious estimate of 357 tonnes of Co2 per hectare. We chose to apply the most conservative estimate, and this means that in 2010 we contributed to pre-

venting 18.3 million tonnes of Co2 from being released into the atmosphere. this figure remains remarkably high, even if we can affect the likelihood that the forest in question is being felled and the duration of its conservation.

5 the figures for absence due to illness include all our operating hotels.

6 department heads and hotel directors.

7 employee index measures a total of six different main parameters. in 2011, the response rate was 93%.

8 after their hotel stay, hotel guests are given the opportunity to respond to ques-tions about how satisfied they are with their stay. in 2012, we changed the question concerning social responsibility from a question about organic breakfast to a more general question about social responsibility.


gri Nordic Choice Journal 2011 follows the guidelines of the global Reporting Initiative (gRI), an independent, international framework for sustainability reporting. This report is on level C and covers the Nordic Choice Hospitality group report. It is published annually and applies to the period 1 January 2012 to 31 December 2012.

1 STRATEgY AND ANALYSiS Side

1.1 Ceo’s statement page 3

2 ORgANizATiONAL PROFiLE

2.1 name of the organization page 10-11

2.2 primary brands, products and services page 10-11

2.3 operational structure page 10-13

2.4 location of organization’s headquarters last page

2.5 number of countries and location of operations page 8-9

2.6 nature of ownership and legal form page10 - 13

2.7 markets served page 8-9

2.8 scale of the reporting organization page 9 and page 29-35

2.9 significant changes regarding size, structure or ownership n/a

2.10 awards received in the reporting period page 55

3 REPORT PROFiLE

3.1 reporting period page 24

3.2 date of most recent report 2012

3.3 reporting cycle each year

3.4 Contact point for questions regarding the report last page

3.5 process for defining report content page 20

3.6 Boundary of the report page 20

3.7 limitations on the report’s scope or boundary no limits

3.8 Basis for reporting subsidiaries, joint ventures, and other entities affecting comparability n/a

3.10 explanation of re-statements n/a

3.11significant changes from previous reporting periods in the scope, boundary or measurement methods

n/a

3.12 gri content index page 24

4 gOVERNANCE

4.1 governance structure of the organization page 10-13

4.2 position of the chairman of the boardChairman of the board is not an executive officer

4.3 For organizations with a unitary board structure no unitary board

4.4 mechanism for shareholder and employee consultation

4.14 list of stakeholder groups page 20

4.15 identification and selection of stakeholders page 20

pReSeNTATION INdICATORS

ECoNoMIC PERFoRMANCE INDICAToRS Omfang

eC1 direct economic value generated and distributed

ENVIRoNMENTAL PERFoRMANCE INDICAToRS

eN5 energy saved due to conservation and efficiency improvements complete

eN14 Strategies, current actions, and future plans for managing impacts on biodiversity. complete

eN16 Total direct and indirect greenhouse gas emissions complete

eN18 Initiatives to reduce greenhouse gas emissions complete

eN22 Total amount of waste by type and disposal method complete

SoCIAL PERFoRMANCE INDICAToRS

lA13 Composition of governance bodies and breakdown of employees

SO6 Total value of financial and in-kind contributions to political parties, politicians, and related institutions by country.

No financial and in-kind contributions to political parties, politicians, and related institutions.

SO8Significant fines and sanctions for non-compliance with laws and regulations

No significant fines or sanctions during the reporting period

pR5 practices related to customer satisfaction and results of customer satisfaction surveys


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In 2012, we had an increase in turn-over of 2 percent per available room (RevpAR).

We sold 5.3 million rooms last year. This corresponds to a whole 25 per cent of the total number of rooms sold in Norway and Sweden.

2012 was also a good year for the “food and beverage” turnover which increased by 22.8 per cent.

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Nordic Choice Hotels Journal // 2012Nordic Choice Hotels Journal // 2012 2928 nordic Choice Journal // 201228

aCCounts For 20122012 2011

OPERATiNg REVENuE 5 996 145 5 243 596

Cost of goods 554 072 469 174

pay costs 2 201 469 1 896 133

depreciation 203 198 164 241

Write-downs 3 398 20 000

other operating costs 2 749 629 2 465 781

Total operating costs 5 711 766 5 015 329

Profit/loss from operations 284 379 228 267

revenue, investments in subsidiaries, affiliated companies -54 312

other financial revenues 33 158 29 533

Finance costs 27 294 30 319

net profit/loss on financial items 5 810 -474

Profit/loss before tax costs 290 189 227 793

tax costs 83 549 70 249

Annual profit/loss from continuing operations 206 640 157 544

profit/loss from discontinued operations 0 -197 159

PROFiT/LOSS FOR THE YEAR 206 640 -39 615

The minority share of annual profit 274 0

The majority share of annual profit 206 366 0

r e s u l t s // nordic Choice hospitality group as

CLARiON HOTEL POST

all figures in nok thousands

Nordic Choice Hotels Journal // 2012Nordic Choice Hotels Journal // 2012 3130 nordic Choice Journal // 2012

QuALiTY SPA & RESORT NOREFjELL

30

ASSETS 2011 2010

intangiBle assets

deferred tax benefits 25 500 29 232

goodwill 41 347 65 661

other intangible assets 82 626 21 338

Total intangible assets 149 473 116 231

Fixed assets

operating assets, fixtures and fittings, etc. 815 527 565 771

Total fixed assets 815 527 565 771

Fixed asset investments

investments in affiliated companies and companies under common control 0 0

investments in other shares and units 726 794

investments in other shares and units 4 765 4 127

long-term receivables 722 876 13 637

total fixed asset investments 728 367 18 558

Total non-current assets 1 693 367 700 560

goods 61 772 47 162

reCeivaBles

trade debtors 298 252 293 278

other receivables 943 114 1 356 797

total receivables 1 241 366 1 650 075

bank deposits, cash, etc. 21 973 31 474

Total current assets 1 325 111 1 728 711

TOTAL ASSETS 3 018 478 2 429 271

2012 2011

aCCounts For 2012 b a l a n c e // nordic Choice hospitality group as

all figures in noK thousands


aCCounts For 2012 b a l a n c e // nordic Choice hospitality group as

SHAREHoLDERS’ EqUITy AND LIABILITIES 2011 2010

paid-in Capital

share capital 1 500 1 500

Capital surplus 154 154

other paid-in capital 1 237 100 1 118 000

Total paid-in capital 1 238 754 1 119 654

earned Capital

other shareholders’ equity 41 714 54 592

Total earned capital 41 714 54 592

Total shareholders’ equity 963 0

Total equity 1 281 431 1 174 246

provisions For Commitments

pension commitments 7 390 11 172

deferred tax 51 290 60 129

other provisions for commitments 30 041 46 302

Total provisions for commitments 88 721 117 603

non-Current liaBilities

liabilities to financial institutions 225 0

other long-term liabilities 104 183 0

Total non-current liabililites 104 408 0

2012 2011

SHAREHoLDERS’ EqUITy AND LIABILITIES 2011 2010

short-term liaBilities

trade creditors 409 843 337 151

tax payable 25 944 72 802

unpaid public sector charges 383 0

public duties payable 136 024 127 761

other short-term liabilities 971 724 599 708

Total short-term liabilities 1 543 918 1 137 422

Total liabilities 1 737 047 1 255 025

TOTAL SHAREHOLDERS’ EQuiTY AND LiABiLiTiES 3 018 478 2 429 271

2012 2011




COmfORT QuAlITy QuAlITy ReSORT

ClARION ClARIONCOlleCTION

NORdIC HOTelS

2500

2000

1500

1000

500

0

575

1 719

285

1 919

815

206

519

* figure excluding franchises. (Total turnover for franchise hotels: NOk 1790 million)

TURNoVER By CHAIN IN NoK MILLIoN*

NORdICReSORTS

2003 2004 2005 2006 2007 2008 2009 2010 2011 2012

600

500

400

300

200

100

0

600

500

400

300

200

100

0

mN

Ok

NO

k

493

362 374

403

444

521

470 485

512

64

103

182

280

415

520

332

397413

491

REVPAR NoKEBITDA MNoK

EBITDA DEVELoPMENT/REVPAR

515

493

Key Figures 2012


each year Nordic Choice purchases eco-labelled electricity corresponding to the annual consumption of 8,500 families.

In 2012, we served more than 1,600 cups of organic coffee per hour - all year round! If we had purchased this in the conventional manner, we would have used more than 20 tonnes of inor-ganic fertiliser and more than 2 tonnes of chemical pesticides to produce the coffee! We avoided that. fortunately.

By staying one night in a Nordic Choice hotel, you are protecting 100 square meters of rainforest for one year. In 2012, we saved 55,000 hectares of rainforest, which corresponds to 19.6 million tonnes of CO2.

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Food revolution at nordiC ChoiCe

almost 20,000 guests visit our hotels every single day. this is equivalent to approx-imately seven million guests annually.

food is a major part of the product that we offer and market to our guests, and it makes up a sig-nificant proportion of our sales. food is not just a necessity. It is part and parcel of creating a pos-itive experience in the hotel. At Nordic Choice, our food will be part of the reason why guests choose to return, time and time again.

The food we serve affects our health, the environ-ment and the animals from which the food is obtained. As the largest hotel company in Scan-dinavia, Nordic Choice would like not just to

provide enjoyable gastronomic experiences for guests but also to contribute to positive social development. That is why we are focusing on sustainable food.

Nordic Choice hotels have been offering guests organic food at the breakfast buffet since 2008. But sustainable food is about more than just organic food. Nordic Choice would like to broaden the scope and focus on health, climate and the environment together. We will serve more fruit and vegetables, less meat and promote both animal welfare and fair conditions for the producers of the food. We will cut down on food waste and support the sustainable management of natural resources.

This is our vision: let’s eat our way to a better world! This will benefit our health, animals and the environ-ment—and it tastes really good!



red-listed Food Nordic Choice Hotels have a Red List. This means that the hotels do not serve meat and fish products that contribute to gross animal cruelty, endangerment of species or practices that are harmful to the environment.

We do not serve scampi because both farmed scampi and scampi that is caught in the wild cause serious environmental problems.

We do not serve foie gras (goose liver) be-cause the animals are force fed so that their livers become enlarged and fatty.

We do not serve blue and yellowfin tuna, Norwegian coastal cod, North-Sea cod, redfish, eel, swordfish, shark or ray because these species are endangered because of overfishing and other negative impact.

We do not serve meat from veal calves or Bel-gian Blue cattle because animal welfare is not sufficiently taken care of during production.

less red meat The Nordic Choice Hotels are redu-cing meat consumption because…

… the Norwegian directorate of Health recommends a reduced intake of red meat from cattle, pigs, sheep and goats, because it is healthy.

… the meat industry today accounts for 18% of climate gas emissions.

more Fruit and vegetaBles The Nordic Choice Hotels are serving more fruit and vegetables because…

… more fruit and vegetables are healthy and because it reduces the risk of developing chronic diseases such as cardiovascular disease, cancer, overweight and obesity.

…most Norwegians and Swedes eat less than the recommended amounts.

organiC Food All coffee and shell eggs served in our hotels are organic. In addition, we offer a selection of other organic products such as fruit and vegetables, tea and at least one type of organic bread.

The Nordic Choice Hotels serve organic food because…

…artificial additives are not used in organic foods.

… synthetic fertilizers, chemical pesticides and genetically modified organisms are not used in the production of organic food.

less Food Waste The Nordic Choice Hotels are reducing food waste because…

… one-third of all food that is produced globally ends up as food waste.

… throwing away food is bad for the climate and the environment, as a large proportion of greenhouse gas emissions result from the produc¬tion of food that has been thrown out.

… throwing out food means that, in a world with an ever-increasing population, more food needs to be produced.


HOTelS

BRANdS

COmpANy

BOARd

sustainaBle CitiZen

• execution of CSR strategy and local community initiatives.• Involve and motivate employees.• Responsibility: general manager

• define brand specific CSR goals.• Responsible for each brand´s CSR strategy implementation.• Responsibility: Brand director

• defining NCH’s CSR strategy and overall ambition • NCH’s annual Sustainability Report• Supervision and monitoring • Responsibility: deputy CeO

• Allocated board member to oversee the company’s CSR activities and ambition.


CLARiON HOTEL ARLANDA



nordiC ChoiCe CluB

the prinCiple is simple. as a memBer oF nordiC ChoiCe CluB, you are reWarded For eaCh and every overnight stay at a nordiC ChoiCe hotel.

Whether you attend a conference at Quality Hotel expo or book a weekend getaway at Comfort Hotel grand Central in Oslo. With us you can earn bonus points at all of our hotels and with a variety of partners.

As a Nordic Choice Club member your hotel experience will be better, smoother and more comfortable. Nordic Choice Club has four membership levels: Blue, SIlVeR, gOld and plATINum. your membership level will provide you with access to various benefits at our hotels including discounts on hotel rooms, complimentary newspapers, early check-in, late check-out and room upgrades.

Nordic Choice Club has more than 700,000 members and is one of the largest loyalty and bonus programmes in the Nordic Region. In 2012, 31 percent of all room nights sold in Nordic Choice were reserved by Nordic Choice Club members. The programme is therefore a very important contributor to the occupancy and revenue of the hotels.

5570


Det er ikke alle som vet det. Tekst om internettsidene våre. Illustrasjoner og tekst.

Kommentar: er det denne teksten som skal inn her?

digital suCCess

there are no prophets. But you

do not need to Be a prophet to KnoW that the Future is digital.

almost everything We do, We do on the WeB.

That is why Nordic Choice Hotels launched brand new websites in 2012. Our goal was to make booking more straightforward and to make it easier to navigate in the jungle of our hotel offers. It should be easier to find a destination and a price that is right for you. Our new websites are just a few months old. And they are already a success.

Our new sites demonstrate the diversity and the variation in the hotel portfolio. At nordicchoice.no/se we show the uniqueness of our hotels, five hotel chains and 14 brands. Hotel experiences should not be identical. Therefore, we dare to show you the distinctive character of each hotel, whether it lies in the food, the staff, the location or the hotel building itself. Our websites raise the bar for what you can expect when you stay with us.

In 2012, we increased the number of online reservations by 33 percent. Some of the increase is evolutionary, in other words, more people are using the internet to make reservations. But we see the clearest trend after the new pages were launched. It is difficult to find better success criteria.

Our promise is that you will find what you are looking for, or what you did not know you were looking for. And that making a reservation for a Nordic Choice hotel is always cheapest at our websites. That promise we have kept. The future will always be digital. Also at Nordic Choice.

BRA BOOKA


openings 2012

C l a r i o n h o t e l P o s t // g ø t e b o r g

C l a r i o n h o t e l & C o n g r e s s T r o n d h e i m

C o m f o r t h o t e l g r a n d C e n t r a l // O s l o

C l a r i o n h o t e l A r l a n d a A i r p o r t // A r l a n d a

q u a l i t y h o t e l E x p o // f o r n e b u

C o m f o r t H o t e l L T // V i l n i u s

openings 2013

T H E T H i E F // O s l o

C l a r i o n C o l l e c t i o n h o t e l N o 1 3 // B e rg e n

q u a l i t y h o t e l F r i e n d s // S o l n a

C l a r i o n h o t e l S e n s e // l u l e å

C o m f o r t h o t e l A r c t i c // l u l e å

C o m f o r t h o t e l W i n n // u m e å

C l a r i o n C o l l e c t i o n h o t e l H e l s i n g // H e l s i n g b o r g

q u a l i t y h o t e l S u n d s v a l l // S u n d s v a l l

q u a l i t y h o t e l B o d e n s i a // B o d e n

q u a l i t y h o t e l S k e l l e f t e å S t a d s h o t e l l // S k e l l e f t e å

openings and neW prosJeCts

2012 // 2013

COMFORT HOTEL gRAND CENTRAL

CLARiON HOTEL POST

QuALiTY HOTEL ExPO

CLARiON HOTEL ARLANDA AiRPORT

CLARiON HOTEL & CONgRESS TRONDHEiM

COMFORT HOTEL LT

20

12

THE THiEF


20

13

COMFORT HOTEL WiNN

QuALiTY HOTEL FRiENDS

THE THiEF


Norway’s best hotel chain for business travellers, Id Capital: C o m f o r t H o t e l s

“Sweden’s Best Hotel Chain”, Travel News grand Travel Award: C l a r i o n H o t e l s

Sweden’s best hotel chain for business travellers, Business Travel Award 2012: C l a r i o n C o l l e c t i o n H o t e l s

“Bargain Hotel” of the year in Norway, Travellers’ Choice awards: C o m f o r t H o t e l R u n W a y in third place.

International Clarion Hotel of the year 2012: Clarion Collection Hotel Havnekontoret

“Best marketing strategy”- mkg Worldwide Hospitality Awards: C l a r i o n H o t e l S t o c k h o l m

Oslo’s best hotel breakfast: Clarion Collection Hotel Folketeateret

gold in social responsibility, HSmAI: T H E T H i E F

aWards reCeived

Norway’s best mountain spa, TV2: Q u a l i t y H o t e l & R e s o r t N o r e f j e l l

Best International Spa, Spa Star Awards: F a r r i s B a d

Spa conference of the year: Y a s u r a g i H a s s e l u d d e n

Tourism business of the year in follo: Q u a l i t y H o t e l M a s t e m y r

gold in pR, HSmAI: Q u a l i t y H o t e l & R e s o r t H a f j e l l

TripAdvisor Travellers’ Choice Award 2013 in the luxury category: C o p p e r h i l l M o u n t a i n L o d g e , Å r e

QuALiTY HOTEL & RESORT NOREFjELL


CLARiON HOTEL POST



With our Culture We Can aChieve everything

at nordiC ChoiCe We are proud oF our Culture. the KeyWords are energy, Courage, and enthusiasm.

That is what we look for when we hire new employees, and these are the qualities we want to show our guests. No culture can be built from the top. That is a matter of strategy, not culture. We believe that culture eats strategy for breakfast. The culture of a company is the sum of all the people working there. That is why we arranged Nordic Choice Tour, a tour with eleven destinations throughout Norway and Sweden, with a combined total of over 5,000 employees, customers and guests. And that is why we arrange Vk, our annual Winter Conference, attended by 2,500 Nordic Choice employees and suppliers.

Vk is our church where, each year, we select two employees of the year who receive a trophy and a cheque for NOk 50,000 each, donated by dNB Commercial property. But 2012 was a very special year in our history as three people were highlighted for their extraordinary efforts.

PATRICK gRANT

Stage Crew at Comfort

Hotel xpress

LENA HIRAM

leader of J

apanese Bath at yasuragi H

asseludden

ASå BAyAzIDI

Conference Host a

t Comfort

Hotel Runway.

Nordic Choice Hotels Journal // 201260

With energy, Courage, and enthusiasm We Create a Better World // WeCare

nordiC ChoiCe hotels asFrederiK stangs gate 22-24 | p.o. Box 2454 solli | n-0201 oslo

tel.: (+47) 22 40 13 00 | Fax: (+47) 22 40 13 10 | e-mail: [email protected] | choice.no

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