What we have already succeeded in doing

The societal ambition as a noticeable ambition and benchmark
In 2019, we identified and defined our social ambition: We run hotels on nature's terms. Ever since, it has been an incredibly inspiring benchmark that inspires us every day and helps us stay focused – even when we are challenged internally or by the circumstances in the world around us. Together with the societal ambition, we did not just develop a sustainability strategy, but a responsible business strategy. The advantage of this is that our efforts and initiatives are linked directly to the individual employees' everyday life and work functions – and are therefore broadly anchored throughout Sinatur, among all our employees.
Both the societal ambition and the strategy help us stay focused, make it easier to navigate troubled waters and, not least, make the right decisions in everyday life.

Employees are the ones responsible in our responsibility strategy
It's one thing to have a clear ambition and strategy, it's quite another to make it live in everyday life. We have known from the start that we will not get far in our efforts to listen to nature and do as it says if we do not have all employees on board. Therefore, together with the introduction of the social ambition, we decided to establish an ambassador corps at all the hotels, which will be dedicated extra time to and responsibility for our responsibility work. The ambassador groups represent all our disciplines and meet regularly on specific tasks and with a focus on being inspirers for the other colleagues. 2 times a year, representatives from the local ambassador groups meet across the hotels to learn more and ensure that the many good initiatives at the individual hotels are shared with the rest of the chain. You could say that the ambassador corps is leading the way and is a crucial reason why we can proudly say that it is the employees of Sinatur who are responsible for our responsibility strategy.

Without our suppliers, we won't get far
We are fully aware that we will not achieve our ambitious goals without our many good suppliers. At the same time, we are also aware that the demands we place on our suppliers have become greater, and that it is not easy for everyone to keep up. Therefore, in 2022, we introduced a supplier code of conduct and annual action plans, which we will enter into with all our suppliers in the future. Our approach is based on dialogue and reconciliation of expectations – and not just a letter with a lot of demands. The work provides a good opportunity to meet around topics such as attitudes to doing business, treating employees properly, how you treat nature, and how you produce and transport your goods. So we don't just have to talk about price.  With the new Supplier Code of Conduct, both we and our suppliers commit to clear guidelines and ambitions in line with our societal ambition.
The way of collaborating with suppliers has also been noticed outside our own ranks and led to us receiving the World's Best Purchaser award in 2022, which Ethical Trade is the initiator of. When awarding the award, the jury had emphasized the systematic collaboration with suppliers and our Supplier Code of Conduct. On the journey towards the future, it is necessary that you are roughly in agreement on both ambition, values, goals and method. And for our part, we are sure that it is about: running a hotel on nature's terms.

CO2 efforts benefit
Since 2019, Sinatur has prepared a climate account that shows how much CO2e is emitted in connection with Sinatur's activities. We have always focused on both efforts that reduce our CO2e emissions and on making our calculations better and more accurate – and even though we are still working on better data, the climate accounts have helped us with where to focus our efforts. Since 2019 (the baseline year), we have reduced our total emissions of CO2e both in connection with our own operations and in the rest of the value chain. We are now focusing on also collecting data about our customers' transport to our hotels, so that we can include it the next time we update our climate calculations.

We have reduced our emissions associated with our own operations (Scope 1 & 2) by a little more than 30%, which corresponds to approximately 210 tonnes of CO2e.

Our total emissions have been reduced by almost 1800 tonnes of CO2e approximately, and our key figures or CO2 intensity (scope 1 and 2) have fallen from 3.9 tonnes CO2e/million DKK converted to 2.6 tonnes CO2e/million DKK turned.

Throughout the value chain, CO2 intensity has fallen from 47 to 36 tonnes CO2e/million DKK sold. And even though the calculations are more uncertain in scope 3 (the value chain), the trends show that it helps to focus on your climate reductions.