COMPANY PRESENTATION 2017–2018

2017–2018

COMPANY PRESENTATION

1 WELCOME! Lots of joy ...

LISEBERG AB OPERATES Liseberg amuse- its guests. For the youngest of all there ment park, in the centre of Gothen­burg. is the Rabbit Land, full of wonderful rides The amusement park opened during that make you a little dizzy, and for Gothenburg’s 300th anniversary exhibition older kids and brave adults there are in 1923, and has been owned by the City Liseberg’s challenging world-class rides, of Gothenburg ever since. Today, the such as Helix, Balder, AtmosFear and amusement park has 40 rides and attrac- Loke. tions, as well as games, music stages, a dance floor, indoor arenas and a large LISEBERG ALSO ORGANISES many con- number of restaurants and cafés – all set cert­s, and during summer there is a wide in green parkland. selection of daily performances, from There is accommodation close to the popular Gothenburg bands on the Taube- amusement park, comprising a hotel, cab- scenen stage, to international stars on ins, camping and bed & breakfast. The the Stora Scenen stage – all inclu­ded in accommodation facilities are open all year the admission price. Polketten dance floor round, as is the Rondo Dinner Show venue. also offers the opportunity to dance or take dancing lessons almost every day THE AMUSEMENT PARK has three seasons: of the week. the summer season, which runs from The traditional Scandinavian pleas- April to early October; the Halloween ure garden from which Liseberg grew is season, when the park is open from mid lovingly preserved in the gardens and October to early November; and Christmas planted areas, with exuberant flower beds at Liseberg, which starts in mid-November surrounding green spaces that are perfect and continues until New Year. Liseberg is for a picnic. The wide range of entertain- also open for conferen­ces and corporate ment, cosy cafés and high-quality restau- events all year round. rants create a setting that also appeals to Liseberg takes great pride in ensuring guests who are not fans of that the park offers something for all fast rides.

CONTENTS

2 WELCOME 26 APPLAUSE AWARDS 7 CEO’S INTRODUCTION 29 HOW LISEBERG CAN 8 THIS IS LISEBERG MIRROR THE CITY 9 LISEBERG’S BIG FIVE 30 HISTORY 12 OWNERSHIP AND 32 FROM LOCAL ATTRACTION MANAGEMENT TEAM TO INTERNATIONAL DESTINATION 15 LISEBERG IN FIGURES 34 MIKE HOHNEN AND 17 STRATEGIC FRAMEWORK THE SERVICE PROFIT CHAIN 18 LISEBERG IN OUR HEARTS 3 9 THE GREEN ROOM 22 MEET YOUR NEW CHAIRMAN 40 THE EXPANSION PROJECT 24 IAAPA AND LISEBERG 43 OUR ENVIRONMENTAL WORK – A LOVESTORY 44 ACCESSIBILITY

2 3 SEE YOU HALLOWEEN – A SOON! GREAT SUCCESS

In the storm-swept park, with three ... horror mixed horror mazes and grim characters who prowl the darkest areas, Halloween offered an experience with excitement unlike any other.

IT WAS 16 YEARS since Liseberg last WHEN LISEBERG OPENED for Hallo­ween launched a new season. That was Christ- an autumn storm had just swept through mas at Liseberg, which was a hit right from the park, leaving Liseberg wind-torn and the start. So it was time again in autumn strewn with debris. 2015. Halloween at Liseberg was intended During the day, the park was filled with to bring a little more excitement to Gothen­ kind witches and lots of sweets, but as dark- burg in autumn season – and it certainly ness fell, phantoms and shadowy charac- did that! ters spread fear among the visitors.

4 COMPANYBUSINESS PRESENTATION PRESENTATION 2017–2018 2017

LISEBERG AT A GLANCE A figure sometimes says more than a thousand words. Not least about Liseberg.

Guest satisfaction Visitors Rabbit ears Liseberg aims high

3.1 MILLION

92% Liseberg amusement park is visited by around three million guests each year. 92 per cent of Liseberg In 2015 and 2016 the park 46,491 guests are satisfied or very was a little more popular, satisfied with their visit. and 3.1 million guests let The number of rabbit This is shown by our surveys us entertain them. ears sold in 2016. of Liseberg guests, who gave the experience a rating of 4 or 5. Number of employees at Liseberg

Guest nights Liseberg employs: 146 METRES ABOVE SEA LEVEL 400 The highest point at Liseberg FULL-TIME is the free-fall attraction, STAFF AtmosFear. The view is a real treat, if you dare to keep your eyes open. And almost:

258,000 guest nights were spent in accommodation at 2,400 Liseberg in 2016. SEASONAL EMPLOYEES Liseberg values Candy floss Rides & Attractions SAFETY 115,140 thoughtfulness PIECES QUALITY

An amusement park without candy floss is no real amuse- 38 JOY ment park. In 2016, Liseberg guests ate 115,140 pieces The total number of attractions that of candy floss. Liseberg offers its visitors. creativity

5 6 “IT IS A PRIVILEGE TO MANAGE LISEBERG”

even years ago, I left an exciting and To me, a long-term vision means a sustainable demanding job to become a public vision. It means looking ahead, not just doing servant. I had landed my dream job: what is best here and now. CEO of Liseberg, Gothenburgers’ own amusement park. WE MUST NEVER lose sight of the fact that what SAccepting the job at Liseberg meant saying we are working with is a privilege. It’s a privi­lege goodbye to a fantastic job as Executive Director to work at making people happy and do some- of IAAPA’s European operations. Yet the choice thing that creates such positive associations as was very easy. Liseberg was my dream job. This an amusement park does. It’s a privilege as a wasn’t because the amusement park is beauti­ful CEO to mix budgets with test rides on a new and well-maintained with huge potential for roller coaster. And it’s a privilege to be able to development. No, the main reason was that leave the conference table, step outside and Liseberg is more than just an amusement park. meet happy people in a leafy green park. Liseberg is something bigger. It’s an institution. I know of course that Liseberg sells rides, ice A cultural treasure to be managed and cared for cream and candy floss, but also that our guests with respect. buy something completely different. They buy experiences, time together and memories for life. LISEBERG HAS BROUGHT joy to Gothenburgers Like I said, it’s a privilege. and tourists for almost a hundred years. The The document you are reading is our company park is owned by the City of Gothenburg, an presentation, which has been specially prepared owner with a long-term perspective that takes to coincide with my commencement as Chairman into account environmental care and diversity to of IAAPA. It gives you the opportunity to get to the same extent as profit and brand building. know me and the experiences that have shaped me. I hope Liseberg will continue thriving for Happy reading! another hundred years. But in order for this to happen, those of us who are privileged to have the task of developing Liseberg must think big. What kind of Liseberg do we want to pass on to future generations? What imprint do we want to leave? What choices will Liseberg’s future visitors and employees look back on with joy and Andreas Andersen gratefulness? And which of today’s choices and CEO Liseberg decisions might they look back on with regret? Chairman of IAAPA 2018

7 This is Liseberg

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5. BY VISUAL MAPS VISUAL BY VISUALMAPS.DK

’ Outside the gates is vibrant city LISEBERG S BIG FIVE ON THE MAP

life. On the inside it’s just as busy. But instead of shopping streets 1. VALKYRIA 4. HELIX and trams, Liseberg is filled with 2. LISEBERGBANAN 5. BALDER games, rides and music scenes. 3. LOKE And five real giants …

8 Liseberg’s Big Five

Among Liseberg’s 38 attractions, there are five that stand out a little extra – at least if you like your rides fast, high and long-lasting. These five award-winning attractions contribute to making Liseberg one of the word’s leading amusement parks. We proudly present: four roller coasters and one giant swing.

VALKYRIA

Europe’s longest Dive Coaster, with a vertical 50-metre-drop, is under con- struction at Liseberg. In spring 2018, you will be sent up up up – and just as you are about to go over the edge the ride suddenly pauses, before you plunge vertically into an underground tunnel at a speed of 105 kph!

ACT F S BY VISUAL MAPS VISUAL BY VISUALMAPS.DK VALKYRIA Manufacturer: Bolliger & Mabillard Height difference: LISEBERG’S BIG FIVE ON THE MAP 50 m incl. under- ground section Track length: 750 m Top Speed: 105 kph Launches: 2018

9 ACT F S

LISEBERG- BANAN Attraction type: Steel coaster Manufacturer: Liseberg’s Big Five Zierer Karussell und Fahrzeug- fabrik Construction: Anton //ingress – skickad till översättaren// Schwarzkopf Bland Lisebergs 40 attraktioner finns fem som sticker Height difference: 45 m ut lite extra. I alla fall om du gillar att åka fort, högt Track length: 1,340 m och länge. Fem prisbelönta attraktioner som alla bidrar Top Speed: till att göra Liseberg till en av de främsta åk-parkerna i 80 kph Ride time: världen. Får vi lov att presentera: fyra berg- och dalba- 2 min 50 sec Launched: nor och en jättegunga. 1987

LISEBERG- BANAN

Specially designed for Liseberg, placed on the Liseberg mountain side, Lisebergbanan was launched in 1987 as the biggest and longest roller ACT F S coaster in Europe. Today the record is gone, but the ride is still incredibly popular. Every year it is

one of the most frequently LOKE ridden attractions at Attraction type: Liseberg. Gyro swing Manufacturer: Intamin Height LOKE difference: 42 m Max angle of swing: Buckle yourself in and sit 120 degrees facing outwards with your Top Speed: legs dangling from the spin- 100 kph ning gondola. At the highest Ride time: 100 sec point you reach a breath- Launched: taking 42 metres in the air. 2017 Scarily close to Balder – and much higher!

10 HELIX

Helix is the new generation roller coaster and was, when it opened in 2014, Liseberg’s biggest ride investment ever. It is the long- est and fastest in Scandinavia and proba- bly one of best roller coasters in the world, featuring everything from air time, and double launches at up to 4.3 G and ACT 100 kph in a ride lasting around two F S minutes. Totally awesome!

HELIX Attraction type: Steel coaster Manufacturer: Mack Rides Height difference: 52 m Track length: 1,380 m Top Speed: 100 kph Ride time: 2 min 10 sec Launched: 2014

BALDER

Balder is one of the the biggest and most thrilling wooden coaster in the world. 36 meter high it has become a signature silhouette for the Liseberg park. The first drop is 70 degrees, so a bit of courage does help out if you’re going for a ride ... Balder has twice been voted the world’s best wooden roller coaster and in 2017, Balder was named the best wooden roller coaster in Europe.

ACT F S

BALDER Attraction type: Track length: Top Speed: Wooden coaster 1,070 m 90 kph Manufacturer: Steepest Ride time: Intamin gradient: 2 min 8 sec Height: 36 m 70 degrees Launched: 2003

11 “Liseberg is first and fore- “Liseberg’s brand most a service business is largely built on – employees are Liseberg’s our interaction most important asset.” with guests.”

CHATRI WIHMA, TINA RESCH, HEAD OF HR VICE PRESIDENT COO

LISEBERG’S MANAGEMENT TEAM

ANDREAS ANDERSEN KENT KIERDORF KENNETH CEO Head of Sales BERNDTSSON Head of Technical TINA RESCH JULIA VASILIS & Safety Op. Vice President COO Director of Communications VICTORIA WIDBORN THOMAS SJÖSTRAND Director of CPO Liseberg CHATRI WIHMA Administrations Expansion Project Head of HR ERIK MÖLNE ROBERT ARVIDSSON ANNIKA WILÉN CFO Head of Marketing Head of Project

“Looking after a cultural heritage does not mean that we have to be conservative.”

ROBERT ARVIDSSON, HEAD OF MARKETING

12 Unique ownership model favours Liseberg

LISEBERG AMUSEMENT PARK has been stock market prices or short-term profit- located in central Gothenburg for almost ability,” says Liseberg’s CEO Andreas 100 years, and has always had the same Andersen. owner: the City of Gothenburg. As one of the world’s few municipally owned amuse- “CITIES CONDUCT URBAN development ment parks, Liseberg derives great securi- projects to be attractive. They aim to ty from its municipal ownership. attract tourists and to attract new residents “The City of Gothenburg is an owner and retain existing ones. Liseberg plays with a long-term perspective. We success- an important role in this process,” explains fully strive to maintain sound and solid Gunilla Carlsson, member of the Swedish finances, but we don’t need to worry about Parliament and Liseberg’s Chair of the Board.

GENDER AGE WOMEN IN DISTRIBUTION, DISTRIBUTION, LEADERSHIP MANAGEMENT MANAGEMENT POSITIONS

BOARD: MEN: 4, WOMEN: 3 COMPANY 63% MANAGEMENT TEAM: 63 percent of Liseberg’s MEN: 6, WOMEN: 5 management team are LISEBERG aged under 50. MANAGEMENT TEAM MEN: 15, WOMEN: 19 AVERAGE NUMBER OF EMPLOYEES 1,043 M: 48 percent/W: 52 percent 40%

80 PERCENT OF LISEBERG’S EMPLOYEES AGREE WITH THE STATEMENT “Overall I would say that this is a very good place to work.”

13 14 Liseberg in figures

PROFIT 12.2% 140 11.6% 13.0%

9.3% 105 8.0% 9.8% 6.2% 70 6.5% Profit before taxes, SEK million 35 3.3%

Operating margin 0 0.0% 2012 2013 2014 2015 2016

EQUITY 1,600 80% 68.8% 58.4% 61.8% 53.2% 1,200 49.0% 60%

800 40% Total assets, LISEBERG SEK million 400 20% 2016

Equity ratio, % 0 0% 2012 2013 2014 2015 2016 • GUESTS OF LISEBERG GROUP: INVESTMENTS 3,4 millions (2015: 3,4 AND CASH millions) FLOW 300 • TURNOVER: 250 215 SEK 1 171m 209 211 (2015: 200 Investments SEK 1 139m) 147 144 (excl. land pur- 150 • PROFIT: chase), SEK million 100 SEK 100m Cash flow, 50 (2015: SEK 122m) SEK million 0 2012 2013 2014 2015 2016

15 LISEBERG’S GOALS LISEBERG’S BUSINESS GOALS BUILD ON FIVE DIFFERENT PERSPECTIVES

GUESTS EMPLOYEES BRAND SUSTAINABILITY FINANCES Our goal is to be Our goal is to be Our goal is Our goal is to Our goal is to be the most-loved one of the best to be the pride manage Liseberg a strong company meeting place workplaces in of the city and with a long-term that grows and in Gothenburg, Sweden. to be the strong- view, as Liseberg innovates. generation after est brand in is on loan to us, generation. Gothenburg. from future generations.

16 Strategic framework

MISSION VISION BUSINESS IDEA

Liseberg is the heart The most-loved meeting We do not operate Liseberg of Gothenburg place in Gothenburg to make money, we make money to operate Liseberg

Liseberg's heritage originates in Our vision is for Liseberg to be most- Liseberg creates experiences that the Swedish park tradition, as well loved meeting place in Gothenburg are worth longing for. Liseberg is as the European Pleasure Gardens. and the most longed-for destination Gothenburg’s amusement park and Like other urban parks in Scandi­ in Sweden. Gothenburg should be Sweden’s most popular destination, navia, Liseberg is a mirror of the city the most popular city in Sweden to combining entertainment, attrac- surrounding the park. For almost live and work. And Liseberg should tions, restaurants and accommo­ a hundred years Liseberg has been be be the heart of this city. Time dation. We create experiences the pride of Gothenburg and the after time, Liseberg should give that are constantly updated with city's most-loved meeting place. every visitor experiences and lasting creativity and originality. Liseberg People come here to celebrate the memories that are built on an is for everyone – inclusive and safe. all-too-short summer, and find a emotional foundation of longing, With enthusiastic and motivated gleam of light in the all-too-dark love and joy. Together, Liseberg employees, Liseberg builds lasting winter. Liseberg is part of Gothen- and Gothenburg should always be relationships the guests that in its burg’s history, its culture and its the most popular and longed-for turn leads to a solid business. The people. Together, this form the soul destina­tion in Sweden. profitability of Liseberg is always of Gothenburg, while its heart is balanced with its heritage, its Liseberg. Generation after cultural role and its importance to generation. the destination of Gothenburg. We never act for the short term, as we know that Liseberg is on loan to us from future generations.

17 LISEBERG IN OUR HEARTS

“We dance as often as we can. And we always have the first dance together.”

Every Wednesday at 11 a.m., pensioners meet at Liseberg to dance to live music. For many, it’s a way to exercise and meet new friends. But occasionally, something more than friendship blossoms on the shiny dance floor. Bertil, 86, met Mall, 80, and romance ensued. Now they are engaged to be married, and they still go dancing at Liseberg.

18 Liseberg has a very special place strolled here watching the crowds. in many Swedes’ hearts. It has For our guests, Liseberg means been this way since the park first more than rides and candy floss opened in 1923. Young couples have – it also evokes strong feelings and had their first date here, families fond memories. Here, a few Liseberg have celebrated birthdays and visitors talk about what Liseberg graduations, and pensioners have means to them.

“This is when Christmas at Liseberg has become a tradition for many Gothenburgers. For Christmas really the Schiller family, a mid-December visit to Liseberg is a sacrosanct annual starts for us.” tradition. Rides in the biting cold are alternated with visits to a café to enjoy toffee apples and steaming hot choco- late topped with whipped cream.

19 ISEBER

L G I

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O S T U R R H E A

“When the ride was over, I immediately wanted to do it again. It was amazing!”

When the Helix Roller Coaster opened in 2014, Natascha was the first person queu- ing outside the gates. As a reward, she and her friend Panipal got to inaugurate the attraction and ride at the front of the very first carriage. They sat in front of leading municipal politicians and other VIP guests.

20 COMPANY PRESENTATION 2017–2018

BEAUTIFUL CLEAN AND TIDY SURROUNDINGS “The best thing about Liseberg “The best things about is that it’s always so clean, fresh Liseberg are the great and tidy. I’ve never been to atmosphere and fan- another park that’s so well- tastic rides. I don’t go maintained right down to on many rides myself, the last detail.” so it’s also great to have the beautiful surroundings to enjoy while my family are on the rides.” TERN ÄS A G

More comments from our guests B E R R ÄT T A

CHEERFUL DESPITE THE WEATHER GOING THE “We were there in late summer when the EXTRA MILE weather wasn’t the best. But we still had “Every year I’m a great time, thanks impressed at how to the staff at the many of the youngest attractions. They were staff members go so friendly and cheer- the extra mile to ful despite the weather. make guests feel It really raised our at home. That’s spirits!” Liseberg for me.”

WORTH THEIR WEIGHT IN GOLD A HIGHLIGHT OF MY LIFE

”When we took our 3-year-old “I love the mix of attractions grandchild here, we saw Liseberg for everyone, the variety of restau- with new eyes – so organised and rants and eateries, the park full secure for our grandchild, so safe of flowers, trees and plant beds, for us. It’s very different visiting the fantastic atmosphere, Liseberg with small children. the shows and concerts, and of We discovered how well-managed course the excellent staff. and child-friendly everything I’ll continue visiting Liseberg is, and the staff are worth their every year – in fact, Liseberg is weight in gold.” a highlight of my life!”

21 TIME TO MEET YOUR NEW CHAIRMAN

In November 2017, Andreas Andersen became the third Liseberg CEO to be named chairman of IAAPA. But who is he? And what are his goals as chairman? We’ll let him speak for himself.

ho is Andreas Andersen? said, I hope to help supporting the continued “Andreas is a roller coaster globalization of IAAPA and I would like us enthusiast turned lawyer turned to work much more fiercely on embracing the attractions professional. I’m sustainability agenda. the CEO and President of the W Liseberg Group, running one of Scandinavia’s Do you have any special causes, you want biggest amusement park in Gothenburg, Sweden. to promote? I have been working in the amusement park “I think the sustainability agenda will become industry since 2000, first at Tivoli Gardens in increasingly important, and with that I mean Copenhagen, Denmark, and later as Executive sustainability in the broad sense, not just the Director of IAAPA’s European operations in environmental. I think this will be as an signifi- Brussels, Belgium. I will take over as Chairman cant topic for our association, as safety is today. in November 2017.” And I think we could and should address it the same way – sharing of best practices, education, What does IAAPA mean to you? standards, anything that can lift the general “IAAPA is my window into the world. Most of knowledge curve.” us working in the industry do so in rather isola- tion. We operate in regional markets and can’t What do you see as IAAPA’s greatest just drive up the road to find colleagues to talk challenges in 2018? to. It very quickly becomes a bubble. And IAAPA “Keeping up with an escalating speed of has the ability to connect those bubbles. change in our environment. An association is, I have also seen what IAAPA has meant to because it is driven by the membership, in its the success of Liseberg. We, as a company, owe nature a rather stable and conservative organism. IAAPA a lot. But we have also always been good There is – and should always be – built in a cer- at activating our membership, staying involved. tain inertia in how the association is governed. Learned from other industry players achieve- This can, however, be a challenge, if we don’t ments – and avoided doing the same mistakes.” keep up with changes around us.”

What would you like to achieve with your Your are now the 3rd Liseberg CEO taking chairmanship? the role as Chairman? “Being part of an association governed by vol- “On one hand it shows the commitment that unteers is very much a team sport, and I think Liseberg has always had in IAAPA. But it also it would be presumptuous to think that I, alone, illustrates, how valuable IAAPA has been to can drive a specific agenda. Especially in times, Liseberg. In a way, I think our involvement is where there is so much going on already – from also driven by a will to give back. Give back to the HQ move to Orlando to IAAPA expanding an industry, that both I, and my predecessors into new regions and constituencies. That being here at Liseberg, love very much.”

22 IN BRIEF

ANDREAS ANDERSEN

Age: 46. News: Andreas will commence as chairman of IAAPA in Novem- ber 2017. His day job is as CEO of Liseberg, Sweden.

Previous posi- tions in the industry: IAAPA Member of the Board of Directors (2013 –) Member of the Executive and Finance Com- mittee (2015 –) Officer, Vice Chair- man (2015 – 2017) Chairman (2018)

IAAPA Europe/ EMEA Chair of the European Govern- ment Relations Committee (2011 – 2013) Chair of the Eu- ropean Advisory Board (2014 – 2015)

Swedish Associ- ation of Amuse- ment Parks Member of the Board of Directors (2011 –)

23 IAAPA AND LISEBERG – A LOVE STORY

The relationship between IAAPA and Liseberg is more than 40 years in the making. As one of the first European parks to join IAAPA and with a lot of employees involved on its commit- tees and boards, Liseberg has never closed the door that was opened by Liseberg’s former Managing Director, Boo Kinntorph, in 1973. In the lead-up to EAS in Gothenburg in October 2015, three generations of Liseberg CEOs who have also been chair- men of the IAAPA met to discuss their experiences.

hen Liseberg’s last three CEOs have almost 45 years of experience managing sit down for a chat about what the amusement park. And they have been IAAPA has meant for Liseberg IAAPA members for just as long. – and vice versa – they do so on traditional territory. Lise- KINNTORPH OPENED THE DOOR W berg’s oldest building, Landeriet, dates from When Boo Kinntorph took over as Managing 1754 and, on the upper floor, time has almost Director of Liseberg in 1973 he immediately stood still. The history of the building fills the turned his gaze toward America. Sweden already room. But it is not just its 18th-century history had its fair share of entertainment venues – that makes this place special. Many pressing public parks, fairgrounds and dance restaurants issues of the time have been debated by the – but Boo was looking for something else. light of its antique chandeliers. Mats Wedin, now “At that time no one in Sweden knew anything retired CEO of Liseberg, talks about the impor- about IAAPA. We were members of the Swedish tance of the building as he climbs the stairs. fairground association, but I was curious about “You know it was inside this room that we what existed outside Sweden’s borders,” says sat and drew up the plan for the new, global Boo Kinntorph. IAAPA in 2002. The plan was so radical that Boo packed a suitcase, and with a few collea- I was almost kicked off the committee, but a gues, set off on the long journey from Gothenburg few years later it was adopted anyway,” he says, to the IAAPA convention in Chicago. The curious not without a hint of pride in his voice. Swedes were welcomed with respect and inter- Together with Boo Kinntorph, Managing est, but it was clearly a very American organisa- Director of Liseberg between 1973 and 1993, tion that they encountered. and Andreas Andersen, CEO of Liseberg since There were, naturally, some European mem- 2011, they make up a trio who between them bers, but they were few and far between. The

24 COMPANY PRESENTATION 2017–2018

IN MEMORIAM

This interview took place in September 2015. Boo Kinntorph passed away in 2017. His valuable work for Lise- berg and IAAPA will be remembered for many years to come.

situation changed rapidly in the coming years. ship. His commitment and hard work alongside THREE GENERATIONS 19 years after that first trip to the US, Boo Kinn- like-minded people led among other things OF CEOS AND torph was elected as IAAPA’s first non-American to the establishment of a European office and, IAAPA CHAIRMEN chairman. eventually, brought the European trade show, “Liseberg has become a familiar name around now EAS, into IAAPA’s hands. BOO KINNTORPH the world, thanks to IAAPA,” says Boo Kinntorph. Wedin and Kinntorph remember a legendary Managing Director of Summer Meeting at Liseberg in 1993. Liseberg 1973–1993. GLOBAL IAAPA A PRIORITY FOR WEDIN “It was the first time a Summer Meeting had Chairman of IAAPA When Mats Wedin became CEO of Liseberg, in been held outside the US, and there were con- 1992–1993. the early 1990s, there was no doubt that IAAPA cerns that it would not attract enough people. MATS WEDIN was a key element in his new role. “The main But it turned out to be a big success,” recalls Boo CEO of Liseberg reason for being part of IAAPA has always been Kinntorph. 1993–2011. to exchange knowledge. We have shared suc- In november 2017 it will be time to write Chairman of IAAPA 2007–2008. cesses and failures, and that has been extremely yet another chapter in the tale of Liseberg and valuable to all of us,” says Mats Wedin. IAAPA. Andreas Andersen is the third Liseberg ANDREAS ANDERSEN If Boo Kinntorph’s commitment to IAAPA CEO to be named chairman of IAAPA. CEO of Liseberg opened the door to a wider world for Liseberg, “To my knowledge, no other amusement park 2011– present. then Mats Wedin’s work with the association has had three CEOs who have chaired IAAPA. Chairman IAAPA 2017–2018. focused on opening that door to even more This firmly proves how much Liseberg and members. Making IAAPA global was at the top IAAPA have meant for each other over the years,” of Mats’ agenda, not least during his chairman- says Andreas Andersen.

25 THE APPLAUSE AWARD

Liseberg first presented the Liseberg Applause Award in 1980. The award’s aim is to recognize an amusement park or theme park whose management, operations and creative accomplishments have inspired the industry through leader- ship, foresight, originality and sound business development. The award is handed out every second year during the IAAPA Expo in Orlando, Florida.

The Liseberg Applause Award recognizes SOUND BUSINESS DEVELOPMENT... excellence and inspiration in the amusement demonstrated in management and HR practices, and theme park industry. In addition, there are marketing and brand position in the market, five areas that will be judged individually and operational systems, profitability and long-term as a whole when selecting a winner: growth, as well as a sustainable pattern of repeat visitors over multiple years. FORESIGHT... for example demonstrated in the ability of the PARK CONDITION... amusement park or theme park to forecast and demonstrated in cleanliness of the park, friend- plan for future trends, together with a track liness of the staff, maintenance of park walk- record of success in introducing new attractions, ways, hardscape, structures and attractions, shows, accommodation or marketing activities as well as landscaping. in the market. LEADERSHIP... ORIGINALITY... demonstrated through involvement with the demonstrated in uniqueness of theme in land- local community, sharing of knowledge with scaping, shows and attractions, innovation in industry colleagues as well as investment in park planning and design, as well as creativity employees. in the design and selection of attractions, shows and accommodation.

26 THE LISEBERG APPLAUSE AWARD BOARD OF GOVERNORS

Andreas Andersen Liseberg AB, Chairman

Bob Masterson Golden Planet Leisure

Peter Herschend Herschend Family Entertainment

Sascha N. Czibulka INTAMIN

Tim O'Brien Ripley Entertainment

Amanda Thompson Blackpool Pleasure Beach

John Wood Sally Corp.

Michael Mack Europa Park

PREVIOUS WINNERS

The Liseberg Applause Award award of our industry. It Bergman Taube. The award recognises excellence and is symbolized by a limited was first presented in 1980 inspiration in the amusement edition of a bronze sculpture and has since then been and theme park industry commissioned by Liseberg presented biannually. worldwide. It is often referred and created by renowned to as the most prestigious Swedish sculptor Astri

1980 Magic Kingdom 1996 Cedar Point 2006 Universal’s Islands 1982 Opryland 1998 Silver Dollar City of Adventure 1986 Epcot Center 2000 Hershey Park 2008 Xetulul, Guatemala 1988 Knott’s Berry Farm 2002 Busch Gardens, 2010 Dollywood 1990 Europa Park Williamsburg 2012 Ocean Park 1992 Efteling 2004 Holiday World & 2014 Puy du Fou 1994 Universal Studios, Splashin’ Safari 2016 Busch Gardens, Florida Tampa Bay

27 28 How Liseberg can mirror the city

Liseberg aims to reflect the diversity of Gothenburg. Nevertheless it tends to be young people in the same age group, from the same areas and from similar circumstances who apply for sea­sonal jobs. To promote greater diversity Liseberg is focusing on three key areas during their recruitment.

OCU F S

A R E A S

AGE ORIGIN DISABILITY

Most of the people who Having fun is universal, and Being young and having apply for seasonal work at Liseberg guests celebrate a disability is no obstacle Liseberg are between 18 and everything from Midsummer to getting a job at Liseberg. 21 years old. But it is not Day to the end of Ramadan Thanks to Jobbswinget, a necessary to be young to get in the amusement park. partnership between Liseberg a job. Liseberg believes that Attracting an equally mixed and the Swedish Public Em- a mix of younger and older group of employees is a ployment Service, around employees gives guests a bigger challenge. Liseberg 20 young people with disabil- sense of confidence and aims to develop new contacts ities find employment here familiarity. In connection through partnerships and each summer. For some of with the opening of the outreach in specific areas them the special employment Rabbit Land Children’s Area of the city. The goal is to contract arranged by Jobb- in 2013, Liseberg actively persuade young people from swinget is replaced with sought out older employees different backgrounds to standard seasonal employ- in the 60-plus age group. apply for jobs at Liseberg. ment in the following year.

29 LOOKING BACK

LEFT: Galoschgungan was one of the big att- ractions in the first version of the Children’s Paradise playground in 1924. The present meets TOP RIGHT: The urge to scare ourselves a little is nothing new. Blå tåget, which was renamed Spöktåget the past at Liseberg for a while, offered just the right dose of fear for many years. The photo was taken in 1949.

BOTTOM RIGHT: Halloween, the Children’s Paradise playground It has always been impor- tant to provide oases of and The Liseberg Gardens are modern attractions calm at Liseberg. The photo shows Lusthuset, which in at Liseberg. But the park has of course offered 1960 was converted into a visitors a variety of experiences over the years. post office, where guests could send greetings Here are a few snapshots from Liseberg’s past. from Liseberg.

30 COMPANY PRESENTATION 2017–2018

HISTORICAL HIGHLIGHTS Liseberg has entertained generations – let's have a look at some memorable moments

1923 1983 – introducing the rabbits 1990

HELL O

T H E R E WELCOME

Liseberg opened to the public for the first time on 8 May 1923. As part of the Anniversary Exhibition to mark Gothenburg’s 300th anniversary, Gothenburgers were given their own amuse- ment park – Liseberg. The Liseberg Rabbits makes their first appearance in the The amusement park was park and soon become an important symbol of Liseberg. built at the 1754 Liseberg estate and park, and was intented to be temporary. But the roller coaster, 1977 The Liseberg Tower opens bumper cars and snake WOW and takes the Gothenburg charmer proved so silhouette to new hights. In immensely popular that 2011 the Liseberg Tower was the whole park was rebuilt into the free fall made permanent. 2 000 000 attraction AtmosFear. 1988 The number of visitors exceeds 1954 two million for the first time.

2000 2003

Parts of the film Dreams (Kvinnodröm) were shot Michael Jackson appears Liseberg gets its first at Liseberg on 4th July at Liseberg and takes modern wooden roller 1954. The film was the chance to try the new Christmas at Liseberg opens coaster. Balder quickly directed by Ingmar roller coaster that opened for the first time and is an becomes everyone’s Bergman and starred the previous year – instant hit, attracting over favourite and wins a string Harriet Andersson and Lisebergbanan. 400,000 guests. of international awards. Gunnar Björnstrand.

31 Liseberg – from local attraction to international destination

Over the decades, Liseberg has evolved from a local amusement park into an international destination. Is it possible to make this transition without losing your soul? How can we preserve our tradi- tions without stagnating? When Liseberg opened its 2016 summer season, the main focus wasn’t on spectacular new rides. Instead, the spotlight was a new playground and new gardens – an investment in Liseberg as a park. Maintaining a balance between innovation and tradition was a key theme of CEO Andreas Andersen’s welcoming speech.

e stand here today, surround- THIS PARK, WHICH attracts over 3 million guests ed by new developments, the per year, is part of a proud European tradition fruits of years of planning, of urban parks. But elsewhere in Europe, this project implementation and tradition is fast being forgotten. Most of the old “ hard work. SEK 175 million urban parks have gradually disappeared, and Whave been invested in building, digging and today only a handful are left. Most of them have planting in the area around us. Attractions. Gar- been replaced by more profitable developments. dens. Playgrounds. Cafés. Picnic areas. SEK 175 Offices. Housing. Shopping centres. Infrastructure. million – invested in creating new experiences. Gothenburgers should be proud of resisting In many ways, this year’s new investments this trend and refusing to allow their much-loved symbolise the essence of Liseberg. This project meeting place to be turned into a shopping mall. embraces the past as much as the future. In this Instead, Liseberg has been preserved as a unique area, 300 years of garden history meets modern treasure where past and present meet. technology. Tradition and innovation live here One of the keys to Liseberg’s endurance in side by side. This is how it’s always been. Liseberg times of housing shortage, intensive urban is something for everyone. Liseberg has some- development and rising land prices is that Lise- thing for everyone. We understand that develop- berg has succeeded in remaining profitable over ment can co-exist with preserving one’s heritage. its 90-year existence. So profitable that we have Liseberg is and will continue to be Gothenburg’s been able to sustain our own costs and invest- most cherished public meeting place. ments. This, in turn, means that we never have

32 to be afraid of change. For an amusement park, innovation is as important as historic pres- ervation. Innovation attracts new guests and brings old guests back again and again. Without innovation, we would have lost control of our business long ago. This principle is not unique to Liseberg. It applies to all amusement parks. However, it is especially important to parks like ours with a strong local connection and many regional guests. This issue of innovation is a central theme for Liseberg in the year that has just started.

IN MANY WAYS, 2016 is a fateful year for Lise- berg. 2016 is the year when our owners must make important decisions about the Expansion Project – Liseberg’s planned expansion in preparation for the anniversary celebrations in 2021. But it’s not just about creating a magnificent 400th birthday gift for Gothenburg’s inhabitants. The decisions made this year will determine Liseberg’s entire future. Saying “Yes” or “No” to the Expansion Project means choosing a clear direction for the future that will affect coming generations of Gothenburgers. Should future Gothenburg inhabitants grow up with the type of Liseberg we know and love today? A Liseberg in continuous development, a dynamo in Gothenburg’s tourism industry? Or should tomorrow’s Liseberg be a regional desti- nation where new attractions are not presented every year but perhaps every ten years? If we want Liseberg to continue being Swe- Now you might be starting to understand why den’s leading tourist destination in the longer I call 2016 a fateful year. Does it make me ner- term, our planned expansion is absolutely nec- vous? Not in the slightest. I am confident that essary. This is because a regional destination the decisions made will be the best ones for cannot invest at the rate that we do. The truth Liseberg. Not just today and tomorrow, but in is that tourists pay for a large proportion of the long term as well. As stated in our business Gothenburgers’ tickets to Liseberg. Tourists strategy, Liseberg is on loan to us from future represent 40 percent of Liseberg’s visitors generations. but generate 60 percent of Liseberg’s sales and probably about 80 percent of its profits. I BELIEVE THAT my successors will have the Liseberg must continue attracting tourists in pleasure of doing what I am doing today: Pre- order to provide all those things Gothenburgers senting new developments and investments. love so much: Over 100 evening concerts, lush Talking about the future and visions. Facing gardens and a central role in the local commu- challenges and fateful years. And above all, con- nity. Like giving away tickets worth SEK 20 tinuing to welcome guests to a Liseberg that is million every year to families that need help always changing while staying firmly rooted in giving their children a special treat. tradition.”

33 “SERVICE IS PART OF OUR CULTURE – NOT A DEPARTMENT”

Everyone knows what good service is, but delivering it is more difficult. Service specialist Mike Hohnen explains how compa- nies can tackle this challenge – and how much can be gained from getting it right.

unning an amusement park is not you have booked a table to celebrate your wife’s about selling rides or candy floss to birthday you may have all the time in the world. your guests. It is about giving them If the waiter always delivers the same service it experiences – and to succeed you will be inappropriate in one of these situations, have to deliver good service. Lise- so it’s important to talk to the guest and adapt R berg aims to become even better at delivering the service you provide. That way the guest has good service, and one of the ways it will do a good experience that is not tied to the quality this is by providing its managers with regular of the food. In the case of Liseberg, this could training. From 2015, these activities has been mean finding out what the guest is looking for, run by by Mike Hohnen, who has long experi- recommending a certain attraction and maybe ence in managing service companies and as a advising against another.” coach, consultant and speaker. How can you ensure that employees deliver What are the biggest differences between good service? the service industry and other sectors? “By creating an environment where they have “When we talk about service it is especially the opportunity and desire to offer good ser- clear that the customer’s needs come first. We vice. The difficult thing is not fleshing out what can take the hotel sector as an example. What good service is. In one of the exercises I use in is it that a guest is paying for? A bed? No that’s coaching, the participants have to define what what the hotel is selling. As a guest I want a they consider good service to be – and everyone good night’s sleep. So if the air conditioning is knows exactly what is important. So why isn’t so noisy that I can’t sleep, then everything falls good service more common? Well, because apart. In that case it doesn’t matter how smartly employees are often not sufficiently motivated the room is furnished or how good the food is in to go the extra mile. So the first part of the the restaurant.” solution is for management to create a good working environment, which in turn makes When you talk about satisfying needs is it employees more motivated.” especially important to listen? “Absolutely. Not all guests have the same How do you generate that motivation? needs, so the challenge is to recognise those “By creating ‘the dream team cycle’. Among needs and adapt your service. What results other things this involves finding the right does your guest want? If you go to a restaurant employees, training them and giving them before going to see a movie it is important that responsibility, setting clear requirements and you are served quickly. On the other hand if rewarding good efforts in different ways. If you

34 COMPANY PRESENTATION 2017–2018

IN BRIEF

MIKE HOHNEN

Age: 63. Job: Specialist in service management. Mike has over 20 years’ experience in managing service companies, including restaurants. He now works in leadership development, based on the theory of the Service Profit Chain. He has written a book: “Best! No need to be cheap if you are…” and writes for seve­ral magazines.

35 The Service 1. 2. Profit Chain INTERNAL EMPLOYEE QUALITY SATISFACTION

ACCORDING TO MIKE HOHNEN succeed, you become a more attractive I should also point out that the manager should Footnote: employer and then you enter a positive spiral. not just be ‘kind’ but must also make demands. The illustration above is Mike The expres­sion dream team cycle is part of a And if the manager genuinely cares about his Hohnen’s version management theory known as the Service Profit colleagues it becomes possible to raise the bar of the original Chain, launched in the 1990s by some researchers and demand more.” Service Profit in the US. The theory is based on the idea that Chain, a manage- satisfied employees produce loyal customers, How do you lay the foundations for a suc- ment theory that was devised by which in turn leads to more growth and profits. cessful service team? James L Heskett, These links have been demonstrated very clearly. “When I work with managers I stress that Thomas Jones, If you treat your employees well and allow personal reflection is an important piece of the Gary Loveman, them to contribute, they will deliver value for puzzle. They need to reflect on their management W Earl Sasser and customers, and those customers will not only role while they are teaching and coaching. A Leonard Schlesinger. come back, but will also be your ambassadors, lot of them actually have ‘aha’ moments. They so you get even more customers. Creating the usually call me and say something along the right environment for your employees is not as lines of ‘it wasn’t the staff who were the problem easy as it sounds, but if you succeed you get a – I realise now that I would have got different snowball effect. And if you don’t succeed? Then results if I had acted differently’. They realise your skilled employees will either leave the com- that it is up to them to set the tone through pany or lose motivation and lower their standards.” their actions.”

What is the biggest challenge for companies So employees also have a role in that respect? that want to achieve this positive spiral? “Absolutely! It is everyone’s responsibility to “Getting managers to put their egos aside. All help build the workplace culture. We depend on employees should be able to do their jobs with- each other at work, so it is important to have a out managers getting in the way. The worst sort positive attitude. It makes our work more mean- of manager is the master sergeant type, who ingful. Eventually a service culture develops constantly has to prove that he is boss and how where everyone in the company shares a sense good he is. Employees become motivated when that ‘this is the way we think and do things here’. they feel they are involved, so the manager must When that happens, service happens every- listen and let them state their opinions, get where, not just in the customer service depart- involved and contribute. When that happens ment. As I said, building up a healthy culture they will become motivated, but if the goal is to is not the easi­est task, but it is definitely some- make the manager more successful and win him thing to strive for. It’s not as easy to copy as a a bigger salary then no, they won’t be interested. product, and it can give tremendous results.”

36 COMPANY PRESENTATION 2017–2018

3. 4. 5. 6. 7. 8.

EMPLOYEE EMPLOYEE VALUE CUSTOMER CUSTOMER PROFIT LOYALTY PRODUCTIVITY SATISFACTION LOYALTY & GROWTH

INTERNAL effect on our ability to 6. CUSTOMER PROFIT AND 1. QUALITY deliver value. SATISFACTION 8. GROWTH

To reach a basic level of There is no loyalty The large majority satisfaction and, hope­ 4. EMPLOYEE without first having of successful service fully over time, more PRODUCTIVITY a high level of satis- companies have a than that, we need to faction. Satisfaction purpose other than add job context and The ability to under- is closely linked with making profits. Profits job content. Getting stand and decode expectations. When we and growth are just context and content what customers are get what we expect, we tangible outcomes of right is driven by the really asking for and to are basically satisfied. executing toward that dream team cycle. convert that desire into If we get less, we are higher purpose. delivering the appro- dissatisfied. priate products and services has, more than 2. EMPLOYEE SATISFACTION ever, become a crucial CUSTOMER frontline employee skill. 7. LOYALTY The first step to great A high degree of custo- loyalty is basic employee 5. VALUE satisfaction. Basic mer loyalty has been satisfaction is closely found to be the number connected to job con- For a service experi- one factor driving pro- ence to provide basic fits and growth in the text – the environment GROW in which they get to satisfaction, it must be service business. A solid do the job. valuable to the consu- fan club that loves your mer. The world is full of services is a very valu- During 2016 examples of companies able asset, and if you and 2017, all that got lost along the have a greater number managers at EMPLOYEE 3. way and forgot that it of loyal fans than your Liseberg have LOYALTY is not about what the competitors do, you will undergone Mike company believes it is outperform them. Hohnen's Leader Retaining great service delivering, but about Development people in their positions what the consumer Program GROW. over time has a direct feels he or she is getting.

37 IN BRIEF

ELSA LANSING

Age: 31 år. Job: Chef at The Green Room Favourite Lise- berg attraction: Uppswinget

38 THE GREEN ROOM – AT OUR GUESTS’ REQUEST

It takes courage to replace a profitable fast food restaurant with something un-tried and tested like a vegetarian res- taurant. But that’s exactly what Liseberg did in 2014. Three years down the line, The Green Room is an oasis for visitors who ­prefer vegetarian food, or who simply enjoy tasty, well- prepared cuisine in pleasant surroundings.

he Green Room is strategically located “There are so many vegetables to choose from. on the corner between the main en- Add to that all the delicious pulses and you’ve trance and Stora Scenen stage, and is got a wonderful treasure chest to dive into!” perhaps the world’s first 100 percent she says. vegetarian restaurant ever to open in But you have to keep informed. There are T an amusement park. many potential pitfalls when cooking without But considering today’s international trend for animal products. The staff at The Green Room vegetarian food, we wouldn’t be surprised if more have learned to scour lists of ingredients with a amusement parks follow Liseberg’s example. fine tooth comb. You can’t be too careful. “We might bake the perfect vegetarian brownie, ELSA LANSING HAS been a chef at The Green but if we decide to sprinkle crushed peppermint Room since it opened. She is the creator behind rock on top, there’s a risk the red food colouring most of the restaurant’s recipes, which are to- in it could be made from insects. And of course tally free from animal products. Elsa has been that wouldn’t do.” attracted to vegetarian cooking for as long as she can remember. AFTER THREE YEARS at Liseberg, The Green “It’s never been the meat that inspired me, but Room is firmly established in guests’ hearts. It the side dishes. Working with seasonal raw ingre- will probably never be Liseberg’s most profitable dients, avoiding processed foods and composing restaurant, but for an amusement park that well-balanced taste symphonies are things that cares about sustainability, The Green Room is a have always appealed to me,” she says. flagship initiative. Today, her job is largely about whetting guests’ “Our guests have been requesting more vege- appetite and curiosity. Rather than recreating tarian options for many years. We’re delighted the look of lasagne or devising substitutes for and proud of this restaurant, and of having had meat, cheese and béchamel sauce, the restaurant the courage to try it,” says Tina Resch, Vice Presi- aims to offer naturally meat-free dishes. Elsa dent, Liseberg. mentions oven-baked celeriac as an example. And for Elsa and her fellow chefs, the growing “Guests’ reactions range from ‘What is this I’m demand for vegetarian cuisine proves that the eating?’ to ‘Wow, I had no idea celeriac could decision was spot on. So does the guests’ appre- taste this good!” ciation of the food. And she never has any trouble finding new “Many people ask how to make the dishes raw ingredients and flavours to inspire guests at they’ve just tasted. The most frequently request- the restaurant. ed recipe is our Indian lentil stew,” says Elsa.

39 Expansion project lifts Liseberg into the future

Liseberg’s most spectacular project ever will be completed in time for Gothenburg’s 400 anniversary in 2021, and Lisebergs 100 year jubilee in 2023. The Expansion Project includes a themed family hotel and a water park. Although the investment will cost in the area of SEK 2 billion, it will secure Liseberg’s profitability in the long term.

THIS IS DEFINITELY a spectacular and exciting Liseberg has been run according to the same project. But CEO Andreas Andersen stresses successful formula for almost a hundred years, that it has nothing to do with with personal am- enjoying almost continuous profitability. Yet bitions. Instead, it’s all about securing Liseberg’s there are substantial flaws in its business model. long-term survival. “Liseberg’s business model has always been “It would be irresponsible for us to do nothing fairly risky. We operate in a climate where the at all,” he argues. summers are short with unstable weather and

40 the winters are long, dark and wet. This is not designed to prolong and extend the stay. If a LISEBERG’S an optimal climate for an amusement park. Our destination offers a multitude of activities, it not EXPANSION seasons are short and weather-sensitive. A cold only makes the destination more attractive but summer or a rainy December can have a devasta- also induces the visitors to spend more money. PROJECT ting impact on our visitor numbers and profits,” The visitors stay in hotels, eat at the local restau- he explains. rants and go shopping in Gothenburg. Liseberg’s Expansion You could say that Liseberg has put all its “If we want to continue to invest in the park, Project comprises an all-year-round eggs into one basket. During its first 80 years, we need accommodation as part of our revenue themed water park Liseberg utilised its premises, technology and streams”, says Andreas. “Here, we are no diffe­ with eight adventure staff for less than a third of each year. All the rent than any other park in Europe, that sees pools, ten water revenue was generated during a few short, accommodation and destination building as slides, two water play- grounds, relaxation intensive summer months. When Christmas increasingly important. If we can't compete on areas and a family at Liseberg opened in 2000, it marked the the growing short break market, we may very accommodation start of the journey towards year-round opera- well end up in a negative spiral.” facility with 450 tion. 2015 saw the opening of a third season, If that happened, Liseberg would gradually go themed rooms and Halloween. from being a world-class amusement park to a multiple themed restaurants. “However, Liseberg still makes almost as regional attraction, interesting for local guests, much revenue in the last week of July as during but hardly the dynamo it is today in Gothen- the whole of Christmas at Liseberg, and that burg’s tourism industry. isn’t a tenable situation,” Andreas points out. “THAT’S WHAT I mean by saying that doing noth- WHEREAS LISEBERG’S DIFFERENT seasons with ing would have been irresponsible. If we want their widely diverse attractions have encouraged our children and grandchildren to continue guests to make multiple yearly visits to Liseberg, enjoying Liseberg like it is today, we have to stay the Expansion Project with its water park is on our toes,” says Andreas. “It’s change or die.”

41 IN BRIEF

YLVA LINDER

Age: 43. Job: Sustaina- bility Manager Favourite thing about Liseberg: Everyone’s enjoyment.

42 “CARING FOR THE ENVIRONMENT IS OUR DUTY”

Ylva Linder, sustainability manager at Liseberg, is never bored at work. With duties ranging from chemicals and energy efficiency to bicycle parking spaces and vege- tarian food, her job is packed with exciting challenges and improvement opportunities.

he staff at Liseberg work tirelessly AMUSEMENT PARKS HAVE a reputation for guzz- to reduce the organisation’s environ- ling electricity. But Liseberg decided early on to ment impact. Some of the environ- switch to 100 percent renewable wind energy. mental efforts are visible to guests. Liseberg even owns its own wind power plant For instance, waste is separated into that produces roughly five percent of the park’s T different bins, there are more bicycle parking total energy requirement. spaces at the entrances and all the restaurants “Our operations are energy-intensive, but we offer at least one vegetarian option. do everything we can to to economise on energy But much of the environmental work is less and use environmentally smart options. As a visible to guests. Take, for instance, the fact buyer, we have strong opportunities to influence that all lighting at Liseberg is gradually being the situation and make environmentally friendly replaced with energy-saving LED lights. Or that choices,” says Ylva. all the beds at the campsite are eco-labelled. Or that every new ride built here is based on var- OF COURSE, ENVIRONMENTAL responsibility ious environmentally conscious choices. As an lies with more than one person. With 3 million example, Ylva Linder, Liseberg’s new sustaina- guests and over 2,500 employees, Liseberg bility manager, mentions Loke, a new attraction relies on everyone doing their part. Employees’ introduced in 2017. knowledge, commitment and contribution is “The first decision concerns the attraction’s key. For this reason, all Liseberg’s year-round location. Liseberg is in the city centre and we employees attend environmental training. want to be a good neighbour, so noise levels “Above all, environmental care is about each need to be acceptable for the local inhabitants. individual understanding that they can make a Another decision concerns which chemicals to difference. Then it’s just a question of doing use for operation and maintenance, and how to it. That’s what our stakeholders expects of dispose of the waste water when the attraction us, and in my opinion it’s our duty,” says is washed.” Ylva Linder.

43 Accessibility – a business potential

An amusement parks often represent a challenging environment from an accessibility point of view. With high- volume requirements, parks have to build for the many, not for the few, and accessibility often has to be balanced with safety. The Liseberg philosophy is “Everyone can’t go on all the rides, but we have rides for everyone”.

“SAFETY CAN NEVER be compromised, but approximately 15 percent of the population in that being said, parks and attractions should Europe have some kind of disability. work hard to make attractions and facilities accessible for everyone”, says Tina Resch, vice “AMONGST DISABLED PERSONS, one out of two president COO. persons has never participated in leisure, cultural Apart from the moral obligation to be as or sport activities, and has never had access to accessible as possible, there is also a very strong theatres, to cinemas, to concerts, to libraries”, business case for the amusement parks, since says Tina Resch.

SIX STEPS TO GET YOU STARTED

1. MAP result of the mapping 4. PLAN 5. PRIORITISE exercise. Use special- The starting point for ised database systems, Based on the mapping, Where can you make all other activities is the facilities own web- create an overview a big difference? Many to create an overview. site or special guides. of which physical parks offer special What is accessible, amendments that days for children with

and what isn’t? It’s 3. are necessary to disabilities, others are an extensive task, as FACILITATE improve accessibility. trying hard to make amusement parks are Integrate the plan in every day as accessible complex facilities and Education, information the investment- and as possible. it can be necessary to and training of staff facility maintenance use help from experts. is extremely important planning. There can be when trying to improve a challenge to bring an 6. CHANGE accessibility. Some old park up to date or 2. to balance accessibility COMMUNICATE parks are offering free You’ve reached the against aesthetics, but entry for a companion last step when you are with a good plan it’s Information about helping the disabled thinking in accessibility much easier to know what is accessible is guest, frontline-access terms when building where to start. the starting point for and re-rides. Other or changing rides and many disabled guests parks have special facilities. There are great decide to visit, or not. staff, trained in guiding examples all over the So, don’t forget to the guest through the world, visit other facilities communicate the visit. and be inspired.

44 COMPANY PRESENTATION 2017–2018

MEET FIXA

Fixa is one of the meet-and-greet characters at Liseberg and she is bound to a wheelchair. Because of this impairment, she has invented all these transport systems, the rides and attractions, occupying the children’s area at Liseberg.

45 BUSINESS PRESENTATION 2017

A SUSTAINABLE PARK An amusement park alone can't change the world. But many small steps ...

Sustainable fishing Eco-friendlier food Everyone is welcome

Six of Liseberg’s restaurants Liseberg is a park for are currently MSC certified. everyone. Everyone should The MSC (Marine Steward- feel welcome at Liseberg, ship Council) is an organi- whatever their gender, sation that runs a fisheries ethnicity, language, religion, certification and environ- Lower meat consumption means lower CO2 emissions. age, functional ability, mental labelling program to Liseberg helps save the environment by providing at least gender identity or sexual promote sustainable fishing. two vegetarian options in each of Liseberg’s restaurants. orientation.

Reserved park 13 000 visits FN Global Compact Jobbswinget

The Special School Day is a day when Liseberg is reserved for students and teachers from special needs schools in the Gothenburg area. Every year, Liseberg donates 13,000 visits to social Organic wine welfare centres in Gothen- burg to enable socially Liseberg has been a disadvantaged children member of the UN Global to visit Liseberg. Compact since 2010.

Transforming pumpkins into biogas

Nearly 90 tonnes of pumpkins will be displayed at Liseberg during Halloween. 22 Afterwards they will be transformed into biogas. The 22 young people with The house wines – white, red digested organic matter that functional disabilities and rosé – in all Liseberg’s biogas is produced from can were offered work at restaurants must be organic. also be used as fertiliser. Liseberg in 2017.

4646 COMPANY PRESENTATION 2017–2018

LISEBERG AB Box 5053 SE-402 22 Gothenburg Phone: +46(0)31-400 100 Corporate ID: 556023-6811

Text: Liseberg & Rubrik Layout & production: Rubrik Photography: Anna-Lena Lundqvist & Liseberg Printing: Ale Tryckteam AB

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