SUSTAINABILITY REPORT 2018

SUSTAINABILITY REPORT

1 SUSTAINABILITY REPORT 2018

HI!

CONTENTS

4 THE SUSTAINABILTY YEAR IN BRIEF 6 CEO’S INTRODUCTION 8 THIS IS LISEBERG 10 OUR STAKEHOLDERS 12 OUR MOST IMPORTANT MATERIAL TOPICS 14 A SAFE AND SECURE ENVIRONMENT 18 JOB SATISFACTION, SERVICE AND EQUALITY 24 RESOURCE AND CLIMATE EFFICIENCY 30 RESPONSIBLE PURCHASING 34 CONTRIBUTIONS TO LOCAL COMMUNITY DEVELOPMENT 38 GRI INDEX

ABOUT LISEBERG’S SUSTAINABILITY REPORT HELP US TO MAKE LISEBERG This is Liseberg’s second sustainability report, MORE SUSTAINABLE which is for the fiscal year 2018. The sustainability report covers our entire business and describes how As you read this sustainability report you may have we tackle our most important sustainability topics. your own ideas and views on how to improve our This report has been prepared in accordance with sustainability efforts or the content of our report. the Global Reporting Initiative Standards for Please contact our sustainability manager to sustainability reporting (2016) at the Core app- share your views. You can reach her at: lication level. The report also includes the statu- [email protected] tory sustainability report in accordance with the Swedish Annual Accounts Act. Enjoy!

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THE SUSTAINABILITY YEAR IN BRIEF FOUR QUESTIONS TO LISEBERG’S Diversity Certifications Climate saving SUSTAINABILITY MANAGER, YLVA LINDER 1,400 154... kg In 2018 Järnvägsrestaurangen gained the KRAV (organic) certification. CO2 ... different professions Lisebergs Wärdshus was certified a while back. make up the Liseberg Certification shows that the restaurants EQUIVALENTS organisation. From actors, are committed to using KRAV-labelled 1: LOOKING BACK ON THE SUSTAIN- to achieve and why. This is explained in our key sustainability issues. This ride operators and camping or otherwise eco-labelled food. The estimated annual ABILITY MEASURES TAKEN IN 2018, the development plan that covers the work was carried out by Liseberg’s hosts, to mechanics, saving for the four electric purchasing specialists vehicle charging points that WHAT ARE YOU MOST PROUD OF? period from 2019 to 2025. Basically, this sustainability council during a series and restaurant chefs. Lisebergsbyn and Lisebergs The achievement I am proudest of is is a four-page document that sums of workshops. Our recommendations camping Askim strand will reaching agreement on a development up why sustainability is important to were then approved by the board, install for the 2019 summer plan with measurable sustainability us, what overall goals we intend to executive management and the season. The project is partly achieve and what objectives we must various managers. financed by the Swedish goals and objectives for the whole of aim for. Finally, the development plan Many small steps Environmental Protection Liseberg. This has been a fascinating MSC-C-52582 Agency through the and challenging journey but it is really allocates responsibilities, so that we 4: WHICH OF THE GOALS DO YOU Klimatklivet initiative. know who should do what. This year more restaurants at Liseberg good to put this phase behind us. Now FEEL IS THE MOST INSPIRING? have obtained MSC certification. the real work begins. The part that is closest to my heart is MSC stands for Marine Stewardship Council 3: HOW DID YOU DRAW UP THE PLAN? the goal to make Gothenburg a better 2: WHAT IS A DEVELOPMENT PLAN? and promotes sustainable fishing. Our starting point was our overall goal place to live, work and visit. Liseberg is Liseberg has a total of 12 restaurants The development plan is an important that serve fish or shellfish, Global Compact to become a world-leading sustainable a fantastic place that should be a part 11 of which are MSC certified. part of our management and gover- amusement park operator. We began of everyone’s childhood. ning model. Before we can develop by defining what we mean by “world- the business in a more sustainable leading”, then we formulated goals direction, it is vital that we agree In 2018 Liseberg began and objectives based on that within the company on what we want charging for its shopping bags. Employee survey 2018 definition, focusing on how to tackle Plastic bags have also been replaced with paper bags. These changes have reduced our environmental impact, by significantly reducing SUSTAINABILITY DEVELOPMENT PLAN the number of bags used, ORGANISATION and by using a more Sustainability is now one of five guiding principles at Liseberg and is therefore sustainable material. an integrated part of of the company’s business planning and development. A new sustainability organisation Our overall goal is that by 2025 we will be the world leader in sustainable park was added to the executive 83% Liseberg has supported the operations. The development plan defines what we mean by world leader and management team during the OF LISEBERG’S EMPLOYEES Global Compact since 2010 describes the goals and objectives we need to meet to achieve our overall goal. year, comprising a sustainability and will remain committed These objectives, which cover all our most important sustainability topics, will manager and an environmental AGREE WITH THE STATEMENT specialist, reporting to the Infor- to the initiative and its prin- be achieved by 2025 at the latest. Actions and initiatives will be implemented in ciples in the coming years. mation Department. “Overall I would say that this is From 2018, membership stages and over the course of several years. In 2019 we will give special priority Liseberg also has a Sustain- Our guests now eat candy floss entails a commitment as a to improving resource and climate efficiency by aiming to: ability Council made up of representatives from company made from KRAV (organic) a very good place to work.” signatory and participant • Reduce disposable plastic items certified sugar. Each piece of in the UN Global Compact management and other key indi- candy floss contains around Network Sweden. • Reduce energy use viduals. The Sustainability Council two sugar cubes. • Improve the recycling of waste meets once a month to discuss current sustainability issues. • Reduce food waste • Increase the proportion of eco-labelled products

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››DECISION-MAKING IN THE 21ST CENTURY‹‹

In autumn, we broke ground for Liseberg’s Centennial which extends until 2025, has been adopted by company Project – the indoor water park and theme hotel that will management at Liseberg and approved by the Board. take Liseberg into the future and safeguard our appeal for This means that we, our owners and the entire organi- many years to come. Because the new buildings will be sation, have all agreed on this course of action. And now situated in an area where we currently have a car park, we that we have a plan it does not feel quite so difficult to also need to create a new car park next to the amusement make the right decisions – even though the world is park. This got me thinking about the challenges we face changing faster than ever. today when we make decisions. I have actually had more contact than usual with the A car park should of course be the easiest thing in outside world myself in 2018. I had the privilege of chair- the world. You need a flat area, some white lines on the ing the International Association of Amusement Parks ground, maybe an entrance gate, and that’s it. But life is and Attractions (IAAPA), which meant an opportunity to not quite that simple today. In our rapidly changing world, influence the way our industry works. My goal as chair- decision-making has become considerably more complex. man for the year was clear – to put sustainability issues The car park of tomorrow is not just somewhere to park on the agenda. In our industry, which includes everything a car while the owner goes off and does something else from amusement parks and theme parks to water parks for a couple of hours. Because tomorrow’s cars are likely and zoos, sustainability is often reduced to one aspect: to be electric, the car park also has to serve as a charging safety. This is despite the fact that big issues such as station. So in addition to white lines, each parking space animal care, energy consumption and disposable waste also needs to be equipped with a charging point and plug. have been calling for our attention all the time. I can Things are starting to get a bit more complicated. proudly say that, along with the whole of Liseberg, I have But if we invest in such a solution, how long is it likely helped to broaden that outlook over the past year. to remain useful to our guests? Will future Liseberg guests IAAPA is now planning to set up a new working commit- even own their own cars? It may not even be a parking tee on sustainability issues that will guide its members in space they need; it could be a car pool or shuttle service this area, and all over the world we can see new initiatives or large storage lockers. Looking to the future, we may that will make the industry more sustainable. need to rethink both the physical design and the business For Liseberg itself, 2019 is going to be an interesting model for something as simple as a car park. And if it is year in several ways. Work is starting on the construction difficult to make plans for a car park, how difficult must of the Västlänken rail tunnel, and as this will run right it be to run an entire amusement park? through the northern part of the park we will face a number Nevertheless, during 2018 we have had the courage to of challenges in the form of entrance logistics, replacement make many decisions that we believe will tip the impact of buildings and potential noise problems. When the rail link our business on the environment around us in a positive is complete, Liseberg will have a new train station outside direction. Individually, those decisions may not appear its gates and our guests will have another convenient critical or far-reaching, but the overall effect is to steer option for getting to the park. But first we need to get Liseberg in a direction that ensures our better coexistence through the construction period. with the world outside. The decision to build Västlänken has been debated IN Steps we have taken during the year include eliminating for many years. Is it the right or the wrong investment? BRIEF plastic bags from our shops and replacing them with We will not know until we have the benefit of hindsight. paper bags. More of our restaurants now hold organic and For who can predict the future with any certainty? MSC certification. Our staff restaurant now clearly focuses There are so many possibilities that the equation becomes on sustainability, we use biogas fuel instead of natural almost insoluble. But the alternative – to do nothing at

ANDREAS gas, and we have implemented several energy efficiency all for fear of making the wrong decision – is not an ANDERSEN measures. These are all important steps on the road to the alternative either. greater goal we agreed on in 2018 – to make Liseberg a Or, as Peter Drucker once said: “The best way to predict Age: 47. Job: CEO world leader in sustainable park operations. the future is to create it”. of Liseberg But the most important step we have taken this year Favourite thing was to formulate the plan for our sustainability efforts. at Liseberg: My employees. In Liseberg’s sustainable development plan, we have defined overall goals for all key issues and then broken these down into measurable objectives. The entire plan, Andreas Andersen, CEO

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which, apart from the dividend that is paid out to ensure compliance with the law. Internal reviews the owner, is reinvested in the business to maintain are intended to ensure that the company produces Liseberg’s long-term attractiveness. reliable financial reports and information. The company’s working methods are based on the LISEBERG IS A service business, and the values of City of Gothenburg’s guidelines for governance, Safety, Creativity, Quality, Consideration and Joy monitoring and control. form the foundation on which our business culture is Risk analysis is divided into two parts; the first built. The same culture that shapes our relationships provides risk analysis for the business, while the with our employees will also shapes the relationships second analyses risks in financial reporting. The first with our colleagues, also shapes the relationships part concerns Liseberg’s primary duties and opera- This is Liseberg with our guests. Liseberg operates within the Service tional goals. The second part concerns items in the Profit Chain framework, which we believe ensures consolidated balance sheet and income statement. clear links between satisfied employees, loyal Risk analyses for the coming financial year are guests and economic growth. We therefore believe prepared for each business area and department, that a positive, solution-oriented corporate culture and in addition to an overview of risks, also include Liseberg exists so that people can experience joy together. This is the essence of Liseberg’s mission. It is this is the key to satisfied guests and Liseberg’s long- an action plan. These analyses are prepared in parallel desire to create unforgettable experiences for our guests, that guides our decisions and the way we organise term success. with the budget. Based on the overview of risks, the and run the business. following risk areas have been identified as priority AS PART OF THE MISSION set by its owners, Liseberg focus areas for 2019: LISEBERG IS OWNED BY the City of Gothenburg and Project. The company is divided into seven business must offer something for everyone – a broad choice • Future disruption and financial consequences has been the heart and pride of Gothenburg ever areas and is supported by seven corporate functions, of experiences. Our ambition is that guests, regard- related to the Västlänken rail link since the park opened in 1923 during the celebra- in addition to executive management. Liseberg em- less of their age, gender, ethnicity or level of disability, • Shortcomings in IT infrastructure, security tions of the city’s 300th anniversary. For almost a ploys up to 2,600 people. Around 400 are employed should find something appealing and accessible in breaches and temporary system errors hundred years, people have met, danced, socialised all year round, while the rest are seasonal employ- Liseberg’s offering. This ambition is also reflected • Employee dissatisfaction and had fun at Liseberg. We often say that we don’t ees who help Liseberg operate its business when the in Liseberg’s guest demographics, which include • Lack of expertise operate Liseberg to make money, we make money amusement park is open. families with children, corporate guests, pensioners • Weakening of the brand to operate Liseberg. Liseberg’s business concept is and young adults, from a wide range of backgrounds. • Inadequate safety to offer the people of Gothenburg and visiting guests Liseberg manages and sets goals for the business entertainment experiences of the highest standard, based on five priorities: RISK ANALYSIS AND INTERNAL REVIEWS all year round. Our vision is to be the most-loved • Guests: Liseberg will be the most highly recom- Liseberg has a systematic, ongoing approach to risk amusement park in Europe. mended entertainment experience in Europe management, assisted by a variety of risk analyses • Employees: Liseberg will be the best workplace and internal reviews. The purpose of this work is to TODAY, THE COMPANY Liseberg AB, situated in the in Sweden identify problems, shortcomings and other risks, and heart of Gothenburg, operates Liseberg amusement • Brand: Liseberg will be the strongest brand park, with its 40-plus rides and attractions, games in the Scandinavian visitor industry and wheels-of-fortune, music stages, dance floors • Sustainability: Liseberg will be a world leader and a large number of restaurants and cafés in a in sustainable park operations Multi-year overview 2018 2017 2016 green park setting. Close to the amusement park we • Finance: Liseberg will be visited by 4 million offer convenient and practical accommodation in the guests a year FORM OF COMPANY Number of employees 1,112 1,107 1,043 form of hotels, hostels, cabins and camping facilities, Net sales, as well as the Rondo Dinner Show Theatre. The Because Liseberg is a municipal company, the goals Apart from two preference shares, Liseberg thousand SEK 1,228,782 1,219,452 1,169,440 amusement park has three seasons: the summer that are set out in the City Council’s budget also is owned by the City of Gothenburg through Balance sheet total, Göteborg & Co AB, which in turn is owned by thousand SEK 1,917,690 1,673,957 1,603,434 season, which runs from late April until early govern Liseberg. Göteborgs Stadshus AB. October; Halloween, during the school autumn Liseberg has a politically appointed board Profit after financial items, thousand SEK 74,596 90,751 100,089 holidays; and the Christmas season, which starts in LISEBERG IS CURRENTLY one of the leading tourist consisting of ordinary members and staff mid-November and ends around new year. Liseberg attractions in Scandinavia, with three million guests representatives. The City Council’s ownership Number of guests policy determines the principles that govern in the park, full year is also open for conferences, concerts and corporate annually. The company operates in the regional market the way Liseberg is managed. The City Council (millions) 3.1 3.1 3.1 must also be consulted on issues that are of events all year round. of West Sweden, from which around 60 percent Total number of guests, of guests come, but visiting tourists from all over fundamental importance or of great signif- icance to the company. In addition to the full year (millions) 3.4 3.4 3.4 LISEBERG AB, which manages all our operations, is Sweden and the other Nordic countries are also ownership policy, the business is governed Number of rides/ the parent company of the two real estate companies an important part of Liseberg’s visitor base, as by the Articles of Association and governing visits to Liseberg’s Hotel Liseberg Heden AB and Lisebergs Gäst AB, they account for 60 percent of the company’s total documents, that apply to the entire city. attractions (millions) 15.7 15.9 16.5 as well as the development company AB Liseberg turnover. In 2018, the company had sales of Skår, which is responsible for Liseberg’s Centennial SEK 1.23 billion and made a profit of SEK 74.6 million,

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INDUSTRY COLLEAGUES OUR STAKEHOLDERS – IMPORTANT NEW STAKEHOLDERS

Liseberg wants to be a pioneer in the Our stakeholders are the people and organisations that influence or are influ- industry and thus encourage other enced by our business. The stakeholders we regard as most important for our amusement parks to act more sustain- long-term commitment to sustainability are our guests, our employees, our ably. This year, we have therefore chosen owner, the residents of Gothenburg, our various suppliers and our colleauges to highlight our industry colleagues as one of our most important groups of in the industry. The perspectives and expectations of our stakeholders are stakeholders. This also fits with the over- central in developing the business and driving it forward. Outlined below all goal – to become the world leader in are the ways in which we engage in dialogue with our stakeholders and sustainable park operations by 2025. the sustainability issues important to them. The industry has many challenges, but if we focus together on sustainable development and share our expertise and experience, the industry can move COLLEAGUES IN INDUSTRY in a more sustainable direction. Personal meetings and Sustainable development contacts for the industry Study visits New management models Exchange of experiences Best Practices International Association of Amusement Parks and Attractions, GUESTS IAAPA Atmosphere and experience Something for everyone Safety Queues RESIDENTS Equality Personal meetings and contacts Through owner OF GOTHENBURG Involvement in the Guest Services Through the media local community Guest Services Guest survey Job opportunities Social media Social media Environmental concern

Employee survey Employee workshops Dialogue with Career development the board and owner plans

Purchasing and procurement

EMPLOYEES Working environment OWNER and conditions Profitability Ethics and values Contributions to the city Equality SUPPLIERS Sustainable business A trustworthy Resource efficiency business partner Goal achievement Relevant sustainability requirements

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OUR MOST IMPORTANT MATERIAL TOPICS

For Liseberg, sustainability is about acting responsibly and acting with a long-term perspective. We intend to manage and develop the business so that it continues to exist and flourish in the future, and we want to help make Gothenburg a good place to live, work and visit. We also want to lead the way in our industry and thus encourage other amusement parks to act more sustainably.

Everything is important, Liseberg’s most important material topics: The development plan sets the course but what is most important? • A safe and secure environment To develop the business and achieve improvements LISEBERG’S IMPACT ON With the aim of focusing our efforts and communications • Job satisfaction, service and equality in sustainability it is vital that the organisation reaches THE GLOBAL SUSTAINABILITY GOALS on the correct material topics we carried out a materi- • Resource and climate efficiency consensus on what must be achieved and why. ality analysis in 2017 together with representatives from • Contributions to local community development We have therefore set an overall goal that by 2025 LARGE DIRECT IMPACT: Liseberg’s sustainability council and company manage- • Responsible purchasing Liseberg should be the world leader in sustainable park ment. We looked at the issues most important to our operations. We have also developed and established stakeholders and also the impact from our business on a development plan for sustainability. The development people and the environment. This allowed us to identify plan sets out sustainability goals and measurable objec- 8.4 8.5 opportunities, as well as challenges and risks. tives that are all linked to our material sustainable topics. 5.1 8.6 The development plan is an important part of our 5.55.1 8.8 10.2 12.2–12.8 management and governing model and the long-term 5.5 Accessibility sustainability goals have given us direction, priorities MEDIUM DIRECT IMPACT: and level of ambition. The goals determine what Non-discrimination resources our business areas and departments need Employee engagement to allocate to the budget and which measures need to be highlighted in our business plans. This work will Working environment Guest satisfaction be tackled step by step over a period of several years, Diversity and equality but by 2025 we should have reached our objectives. 6.3 7.2 Attraction safety 6.46.3 7.3 The first step is to inform everyone in the organisation 6.4 y Safety and security in the park lit about the development plan – a process that will ibi s continue in 2019. We will also start working towards INDIRECT AND/OR SMALL IMPACT: Food safety on p our set goals at the same time. es l r Our sustainability efforts and development plan ia c goals also mean we are contributing to the 17 global o S JOB SATISFACTION, SERVICE AND EQUALITY goals for sustainable development formulated by the UN. Our internal governing documents and the objectives of our development plan can be linked to the UN’s goals in various ways. Our work on chemicals, NG SI our purchasing processes and our objectives to use less A A SAFE AND H energy, offer sustainable products and reduce food C SECURE R waste are examples of how our work is linked to goal U ENVIRONMENT P 12 for sustainable consumption and production. The

C E fact that we offer work to young people and prioritise

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E a safe working environment are further examples that

I I A

S RESOURCE & CLIMATE T

T show our work is in line with goal 8 for decent working

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V V EFFICIENCY

O conditions and economic growth.

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T t S i The most important thing for us is that we focus

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N R on relevant areas and initiatives in which we can make b I i s a great difference. The chart on the right shows the Material n o areas where we consider our business as having a p topics s large direct impact. e r

l a t n e m n o Contribution to the city CONTRIBUTIONS TO LOCAL ir v n Sustainable travel Charity and social COMMUNITY DEVELOPMENT E Environmental management initiatives Ec Climate and energy efficiency Contribution to the destination on om Food and drink Jobs and ic s & Carefully selected product range employment com ility munity responsib Waste management

1 www.globalgoals.org

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A SAFE AND SECURE ENVIRONMENT wrong. However, employees themselves have an work in Gasten Ghost Hotel. The purpose of training important part to play in this work. Their experiences was to give the actors tools to help them feel safe in the workplace must be communicated to the while they are working and show them how they can How we can become a safe relevant managers, who have the authority and influence their working environment through their the opportunity to rectify any problems. During the own actions. year, Liseberg introduced a new digital system for Attendance figures during the 2018 Halloween and secure amusement park reporting problems in the workplace, i.e. incidents season were the highest so far – which led to an even and injuries at work. The system is called DIA and tougher working environment for the most exposed is easily accessed from a link on the Liseberg intranet. groups of employees. Once again, guests did not All managers and supervisors have been offered always respect boundaries, and because the whole training in the system during the year, which enables Halloween concept invites mischief and antics, guests Nothing is more important to us than guest safety. In an industry that brings people and machinery us to share information about HSE incidents, investi- sometimes get carried away, which leads to too much in close proximity, safety inspections, technical maintenance and staff training must be top priorities. gations, measures taken, and learn from our own conflict. Park hosts and security staff had to deal with But food safety and providing a safe working environment are also important to Liseberg. experiences as well as others. The system also sup- several situations where operators were subjected to ports preventive action by providing digital checklists threats and violence by guests, and there were similar for safety rounds, risk analysis, etc. Managers and conflicts between guests. These situations arose ATTRACTION SAFETY course for new employees and another course for safety representatives can also extract statistics in mainly in the harbour area (Hamnområdet). On the The safety of our attractions is absolutely fundamental returning seasonal employees who will operate the the form of charts and reports for their departments, other hand, the working environment improved in to Liseberg. We comply with the Swedish law and all attractions. Many new employees are totally new to provide a basis for management decisions on the second scare zone, District Z, and there were applicable standards regarding amusement equip- to the job market and their training must ensure HSE issues. Around 20 minor injuries were reported fewer interventions here than in 2016 (District Z ment, including comprehensive procedures for daily, that they are well equipped to deal with guests and to the system during the year. Most relate to falls was closed in 2017 for the construction of Valkyria). weekly, monthly and annual inspections of our safety when they start working in the park. In the or accidents on the way to or from work. The most An assessment after the Halloween season found attractions. These procedures are followed very care- beginning of the season, returning staff are also serious accident that happened at work during the that the training that was introduced for actors in fully. We are proud of our safety record, which have brought together for a review of the attractions year was when a glass door in a restaurant shattered District Z helped to create a safer working environ- resulted in a high level of technical availability of our and restarting procedures. as it was being opened, causing cuts to the arms and ment and led to fewer interventions. All actors will attractions this year, at 98 percent. The aim is to No serious attraction incidents occurred during hands of an employee. therefore attend this training next year. avoid any stoppages at all, as these affect the satis- 2018. A less serious incident on the FlumeRide The total number of reported incidents during faction of our guests. But this is also a safety issue, water attraction does stick out among the statistics, the year was 349, which is lower than last year. SAFE AND SECURE IN THE PARK as avoiding ride stoppages, should never compromise however. The logs have to be removed from the Most incidents were reported from the fast food area, Liseberg works continuously with fire safety, access guest safety. water before the attraction closes in the evening, followed by attractions. The most common incidents protection and personal safety for our guests and To improve the safety of guests Liseberg has in- and a backlog occurred at the station that resulted occur when employees receive burns or slip and fall. staff, so that everyone can feel safe and secure when troduced age restrictions in addition to our existing in a collision between two logs. The log was occupied Absence due to sickness at Liseberg in 2018 was they visit Liseberg. We always have a large number height restrictions, as it is important to have a certain by guests and during the collision one of them on a par with the figures for the previous year. of security staff and hosts moving among the guests level of maturity for some rides. This year’s new ride, suffered grazes and a broken bone in the hand. The outside. These staff handle everything from lost Valkyria, was given the slightly unusual height re- procedures were reviewed after the incident and we ROWDY AGAIN DURING HALLOWEEN IN 2018 children and guests who fall ill, to thefts and striction of 132 cm. This is because Valkyria was no longer allow logs to be removed in the same way as Liseberg’s investment in Halloween, with new horror restaurant guests who have over-indulged. constructed to a US safety standard, and hence a during the incident. Other reported incidents relate mazes and and actors scaring guests, has continued The need for risk analysis and preparedness has different system of measurements. But reducing this to guests who suffered back pain or neck pain after to be a challenge for health and safety at work. It increased in society as a whole, and Liseberg has figure by 2 centimetres and setting the height restriction a ride, and trapping or crushing injuries. is mainly the actors who mingle among the guests invested more to prevent violence and prepare at 130 cm, which is more usual in Sweden, was not in the park’s scare zones and the security staff who employees for possible crisis situations. Our security an option for Liseberg. The safety bars on Valkyria WORKING ENVIRONMENT maintain order who have had a difficult time during staff have received special training and now wear are designed for a minimum height of 132 cm, so this Liseberg must be a safe and secure place to work. the Halloween season. This year the Service and yellow vests to make them more visible and create a is the minimum height guests must have in order to We attach great importance to preventive occupa- Security department gave employees an introduc- feeling of security. There were no serious incidents ride on the attraction. tional safety work, in line with our health, safety and tion to conflict management during difficult guest related to park security during the year. To achieve a high level of safety it is important to environment (HSE) policy. Our employees should encounters, in collaboration with the Attractions Another important issue for us is security outside ensure that rides are operated by well-trained and feel confident that we do our utmost to minimise department. The course was primarily intended for the gates of Liseberg, particularly in car parks around motivated staff. Liseberg provides an introduction risks and that we take action when something is actors in the scare zone, District Z, and those who Liseberg where car break-ins are common periodically.

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The number of reported car break-ins in Liseberg’s car parks has fallen during 2018, according to Employee absence due to sickness, work injuries and incidents information from the police. The table shows absence due to sickness and reported work injuries and incidents. FOOD SAFETY 2018 2017 2016 Every year, Liseberg is visited by the Environmental Absence due to Authority, which controls food safety. In 2018, four sickness, % (time of these inspection visits, out of a total of 63 visits absent as a per- during the year, led to remarks that required action, centage of hours worked) 4.59 4.48 4.56 but no faults were classified as serious. With over three million visitors to the amusement Number of work injuries employees, park each year, Liseberg serves a large number of incl. seasonal staff 46 53 26 guests at its restaurants, cafés and fast-food restau- rants. We strive to ensure that all employees are Number of inci- dents involving well-trained and understand the procedures for food employees, incl. handling and food safety, but occasionally mistakes seasonal staff 349 578 450 do occur. One such incident at Stjärnornas Krog during the Halloween season led to an investigation by the Environmental Authority. This incident, in which a guest who ordered a gluten-free dessert in- stead received a dessert containing gluten, was Safety incidents due to a communication error between the kitchen The table shows incidents on attractions, perceived safety in the and the service staff. The restaurant investigated park based on surveys of guests, inspections of food safety and the incident but could not find any deficiencies inspection remarks. other than human error. Nevertheless, the proce- 2018 2017 2016 dures for communication between the kitchen Serious attraction and service staff were reviewed and both groups incidents of staff were reminded of the correct procedures. (number)* 0 0 0 The Environmental Authority was satisfied Reportable with these measures. attraction inci- dents (number)** 6 5 9 Perceived safety in the park (scores of 4 and 5) for whole year, % 94 92 93 Inspection visits for food safety (num- ber)*** 63 – – Serious remarks Liseberg’s sustainable development plan from food safety includes a sustainability goal and a total inspection visit of four objectives that are linked to (number) 0 3 4 “a safe and secure environment” – one of Liseberg’s most important sustainability topics. * Injury that leads to a hospital stay longer than 24 hours, for CURRENT SUSTAINABILITY GOAL: reasons other than just medical observation, or which results Liseberg delivers the safest leisure in death (IAAPA definition). activity in Sweden ** Other attraction incidents that lead to injury (not serious) requiring medical treatment other than routine first aid (IAAPA definition). OBJECTIVES TO BE MET BY 2025 *** Includes inspection visits to units in the park that handle and AT THE LATEST: serve food. • 50% fewer work injuries compared to 2019 • No serious amusement ride incidents • 100% safety score in guest survey • Liseberg has the strongest safety profile in the industry

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NON-DISCRIMINATION EMPLOYEE ENGAGEMENT It is Liseberg’s ambition that the workplace should be One of Liseberg’s goals is to be one of the best work- inclusive and tolerant. In this year’s employee survey, places in Sweden. Liseberg is a service business and JOB SATISFACTION, SERVICE AND EQUALITY 86 percent of employees agreed with the statement we believe there is a close link between employee “I can be myself”. This is an increase of 1 percent over satisfaction and guest satisfaction, as set out in the the previous year. The survey does not currently in- Service Profit Chain (see illustration on next page). We want to clude any other questions to find out why 14 percent This means that we also attach great importance to of our employees do not agree with the statement developing Liseberg as a workplace and building that they can be themselves, despite our ambitions to on employee engagement. be inclusive. Because Liseberg takes on around 600 new em- welcome everyone The majority of Liseberg’s seasonal employees are ployees every year, introduction, education and train- currently women, and we want to try to redress this ing are important success factors for the satisfaction Everyone should feel welcome at Liseberg. Whether they are a guest or an employee. Our basic philosophy imbalance. During the recruitment process we try of our guests and our employees. New employees are is that the park should offer something for everyone and provide a tolerant and inclusive atmosphere so that to assess applications in areas other than language greeted with a comprehensive training package that everyone feels welcome at Liseberg, regardless of gender, ethnicity, age, religion, gender identity, language, skills, and this has proved to benefit male applicants includes workplace education and service training. sexual orientation or disability level. and applicants from different ethnic backgrounds. Work is now under way to take this introduction In recent years Liseberg has not had any cases filed process to the next level, as we believe it gives us em- DIVERSITY AND EQUALITY with The Equality Ombudsman. However, a few cas- ployees who are ready to tackle their jobs effectively. We want everyone to feel welcome at Liseberg. Within Liseberg used statistics based on job applicants’ es of perceived discrimination have been reported by To welcome both new and old Liseberg employees the company we are guided by our gender equality home addresses as a tool for measuring diversity staff and by guests during the year, and these have for the new summer season, Liseberg’s CEO gathers and diversity policy, and our health and working in the recruitment process. By checking applicants’ been handled internally. Cases reported by staff are all seasonal employees together for a kick-off event environment policy. Diversity among our employees postal codes we can look at the geographical spread handled by the HR department. During the year, two the week before Liseberg opens its gates. This glitzy is an important tool for creating a tolerant climate. of applications and see whether there is any area of cases of sexual harassment were dealt with through event is intended to give them a taste of the Liseberg We believe that by creating a diverse workplace, we Gothenburg that we do not reach. The statistics show training initiatives, warnings (clarification of expect- culture, give them pep talks and provide information can create the most welcoming atmosphere for our that applicants for seasonal work at Liseberg come ed behaviour) and termination of employment. Cases on the new additions for the season. However, the employees and our guests. However, the ambition to from all areas of Gothenburg, but that most live in reported by guests are handled by Guest Services real point is to make them realise how important foster diversity can be difficult to realise in practice. the city centre area and in Angered. This method and mainly concern treatment by other guests or the every one of them is to our guests’ satisfaction The recruitment process is an important key for could also be applied to examine how Liseberg’s inaccessibility of certain rides. These cases have all with Liseberg. success at Liseberg. Each year various measures are workforce reflects the local community as a whole. been managed and closed. taken to encourage more applications from ethnic However, this method has not yet been implemented. AIMING TO BE SWEDEN’S BEST WORKPLACE backgrounds other than Swedish. We also try to JOBBSWINGET – AN ACCESSIBLE WORKPLACE To measure and assess our own development and encourage more male applicants. At the end of 2018, In order to appeal to young people with disabilities, how we compare with other workplaces, Liseberg prior to summer recruitment for 2019, Liseberg Number of applicants based on postal areas in Gothenburg. Liseberg has collaborated with the Swedish Public participates in the Great Place to Work global survey. tried out online advertising in languages ​other than Number of applicants in Gothenburg Employment Service since 2013 on a project called This survey comes in two parts: an employee survey Swedish. From mid-December, Liseberg posted and the surrounding area: 3,248 Jobbswinget. This project provides support to young that measures employees’ attitudes to their work- Total number of applicants: 5,233 ads on social media in Arabic, Persian and Spanish. people during the recruitment process and to make place, and a culture analysis that assesses ongoing Although the language requirements for working at Postal area Number Postal area Number the working environment more accessible. Manag- efforts to create a good workplace. The results of Liseberg are Swedish or English, we believe that by Gothenburg 1,727 Billdal 32 ers and supervisors who will work with these young each part are then merged and compared with other addressing young people and their parents in their Angered 325 Öckerö 28 people also receive training on how to give the best workplaces in Sweden that also take part in the survey. mother tongue we can send a message of inclusion. Västra Frölunda 316 Olofstorp 25 support to these employees. In March each year the rankings of the top workplaces Mölndal 191 Bohus 16 Through partnership with the Angered Challenge The Jobbswinget initiative has been a big success are presented, and in the last survey, in March 2018, Hisings Backa 126 Gunnilse 12 (Angereds-utmaningen) – an initiative to build Torslanda 103 Säve 9 for Liseberg, and employees who have been assisted Liseberg was ranked among the top 10 for the bridges between schoolchildren, business and the Kungälv 95 Agnesberg 2 by it now work in almost every part of the organisa- first time. public sector – students from Angered high school Hovås 88 Styrsö 2 tion. Many of our Jobbswinget candidates are later When the employee survey was conducted for the are offered internships twice a year. Askim 74 Asperö 1 able to take up regular seasonal employment. The fourth time in summer 2018, a full 90 percent of Hisings Kärra 37 Donsö 1 However, finding a reliable and legal way to project has attracted a lot of media attention over the Liseberg’s employees took the opportunity to give Nödinge 37 Vrångö 1 safeguard or measure the results of our efforts to years and in 2018 one of the employees who started feedback on their workplace. It is important for us promote ethnic diversity among job applicants has his Liseberg career withing the project, Sharhif Wee- that as many employees as possible take part, since been a challenge. Liseberg’s owner policy states that row, appeared in social media commercials and cam- everyone’s opinions are important. Liseberg should be a mirror of Gothenburg, paigns for the Swedish Public Employment Service, The results of the survey show a very welcome and this is also one of the goals of our sustainable among others. In 2018, a total of 37 people who had improvement and we scored higher in almost every development plan. In 2018, for the first time, difficulty finding employment were given the oppor- area. Liseberg’s total Trust Index, in other words the tunity to work with us.

18 19 SUSTAINABILITY REPORT 2018

SERVICE PROFIT CHAIN

1. 1. 2. 3. 4. 5. 6. 7. 8.

INTERNAL EMPLOYEE EMPLOYEE EMPLOYEE VALUE COUSTUMER COUSTUMER PROFIT QUALITY SATISFACTION LOYALTY PRODUCTIVITY SATISFACTION LOYALTY & GROWTH

overall score for employee satisfaction, rose by 3 per- opening number, acting as master of ceremonies Because the safety precautions on rides place To find out what our guests feel about their visit centage points to 77 percent. The main reason why and providing entertainment, and the results certain requirements on those who ride them, such to Liseberg, we gather results from several thousand employees enjoy working at Liseberg so much is the are magnificent. as leg strength or the ability to brace with their arms, guest questionnaires every year. An online survey asks relationship with other employees. The workplace is The winners of the individual prizes are awarded some attractions at Liseberg will never be accessible guests what aspects we could improve. The survey has perceived as friendly and inclusive, and people have a training trip to an amusement park somewhere in to all guests. Safety always comes first. Our philosophy a high response rate and the results are overwhelm- fun together. 83 percent of participants agreed with the world, while the winners of the team prizes get is that “not everyone can go on all the rides, but we ingly positive, with 89 percent stating that they were the statement: “All in all, I would say that this is a to do something fun and instructive closer to home have rides for everyone”. satisfied or very satisfied with their Liseberg visit. very good workplace”, and this score again showed along with their team. The 2018 team winners trav- We have also worked to make things as accessible The thing that guests appreciate most is the atmos- an increase of 3 percentage points over 2017. elled to Tivoli Gardens in Copenhagen in October as possible at Liseberg’s concert stages. Next to Stora phere in the park, but our staff also get high marks. As in previous years, one of the areas that scored for a study visit during Halloween. The trip is Scenen are two raised ramps with space for guests The least satisfying aspect is the time that guests the lowest in the survey was wages. This is not an documented by Liseberg’s own TV reporter so that in wheelchairs, and every year there are several per- have to spend in queues. entirely straightforward challenge to solve, however, the experience can be shared and inspire others, formances with narration and signing for guests with A guest satisfaction score of almost 90 percent may as wages in the hospitality industry are generally low. and the entries are then published on the intranet. visual and hearing impairments at both Stora Scenen seem high, but we are still not entirely satisfied, as it The challenge is instead to highlight and raise aware- Other celebrations during the year included the and Kvarnteatern, which is the Liseberg Rabbits’ own means that one in ten of our guests are not satisfied ness of the other benefits that working at Liseberg opening of the dive coaster, Valkyria. This project theatre stage. with their visit to Liseberg. In February 2018, offers, in the form of job security, collective agree- meant a lot of pressure and incredibly hard work Large parts of the park, including Hotel Liseberg all permanent staff were brought together in the ments, professional operation and benefits linked to for everyone involved prior to the preview, when Heden and Lisebergsbyn, are mapped out and Employee Forum, a workshop where the big question our product – things that are not widely available in employees got a chance to test-ride the attraction reported in the Accessibility Database tool, which this year was what we can do to reach those one in ten the hospitality industry. after working hours – an event that was a mix of allows our guests to search for information on guests. Together, we set ourselves a significantly higher Based on the results, each department focuses on joy and relief. accessibility and other aspects. It is a considerable target for guest satisfaction of 96 percent. The intro- different improvements and initiatives in its own challenge to keep the Accessibility Database up to duction of a new service programme for employees is action plan. ACCESSIBILITY date and relevant, especially for a business like ours, one of the initiatives that we believe will contribute to From an accessibility perspective an amusement park with renovation and changes to the park prior to achieving this ambitious target. LISEBERG AWARD AND CELEBRATIONS such as Liseberg is a challenging environment. The each new season. To raise the priority of accessibility One important area for attention in the future is Every day, Liseberg employees deliver fantastic ex- park is hilly, has lots of paving and is rebuilt for each improvements, one of the goals of our sustainable to improve flow and logistics, with the help of digital periences for our guests. To highlight some of them, season by adding or removing props and decorations. development plan for 2025 is to have a systematic solutions such as e-commerce and effective information Liseberg set up the Liseberg Award in 2016, which Then there are all the rides and associated safety and industry-leading approach to accessibility before guests visit. The results from the guest surveys is awarded in seven different categories. Individuals provisions. Nevertheless, Liseberg is known for its issues in which we consider accessibility during are also broken down to give each department an and departments are nominated for the Liseberg good accessibility and for looking after guests who all construction and building projects. opportunity to focus on quality improvement Award by their employees and to some extent guests, need special assistance during their visit. Much of measures guided by the survey results. and at the end of the summer season the whole of this good reputation is down to Liseberg’s employees, GUEST SATISFACTION Liseberg gathers for a party to honour the winners. who are incredibly skilled at looking after guests who Liseberg will be the most-loved meeting place in As well as recognising exceptional service efforts, need extra help – they are always happy to go the Gothenburg and the most longed-for destination the party is a showcase for the energy and talents extra mile. Liseberg also offers the opportunity for in Sweden. The fact that guests love and long for that exist within the company. Employees them- those in need of extra help to bring escorts with Liseberg is not just good to know, it is essential selves are responsible for the production, them at no extra cost. for Liseberg’s long-term existence.

20 21 SUSTAINABILITY REPORT 2018

Employee satisfaction The table shows the results from the annual employee surveys. 2018 2017 2016 Percentage of employees who rated us 4 or 5 in the Great Place to Work employee survey(on a scale of 1–5), %

Trust index 77 74 72

Overall I would say that this is a very good place to work 83 80 77

Gender and age distribution The table shows the gender and age distribution of the Board, company management and other employees. WOMEN MEN <24 25–39 40–54 55–59 >60 Company management 5 6 0 0 10 1 0 Board of Directors 4 6 0 3 3 3 1 Permanent, full-time 189 232 7 128 209 41 36 Permanent, part-time 15 16 0 12 11 4 4 Seasonal employee, temporary 1,828 1,056 2,018 665 138 27 36

Discrimination and equality The table shows that Liseberg has not had any cases reported to the Swedish Equality Ombudsman in recent years. The table also shows the results from employee surveys regarding equality. 2018 2017 2016

Number of cases with equality om- Liseberg’s sustainable development plan budsman 0 0 0 includes a sustainability goal and a total of five objectives that are linked to Number of employees who rated us 4 or 5 in the Great Place to Work employee survey “job satisfaction, service and equality” (on a scale of 1–5), % – one of Liseberg’s most important sustainability topics. Employees are treated equally regardless of age 84 81 80 CURRENT SUSTAINABILITY GOAL: Liseberg is a destination for everyone. Employees are treated equally regardless of gender 88 87 85 OBJECTIVES TO BE MET BY 2025 AT THE LATEST: Employees are treated equally regardless of ethnic origin 93 93 92 • Liseberg is the best workplace in Sweden • Liseberg is one of the ten most equal Employees are treated equally workplaces in Sweden regardless of sexual orientation 95 95 94 • Liseberg’s workforce reflects the local community • > 96% guest satisfaction score • Liseberg has a strong accessibility profile and considers accessibility during all construction and building projects

22 23 SUSTAINABILITY REPORT 2018

measures that aim to make travel more sustainable. comes from renewable wind power. Liseberg has RESOURCE AND CLIMATE EFFICIENCY This year, the climate compensation allocation meant its own wind turbine, which provides around five that we were able to carry out a survey among em- percent of our total electricity needs. When we ployees about how they commute to work and install signed a new gas contract at the end of the year, new bike stands at Hotel Liseberg Heden. we changed from natural gas to one hundred How we will reduce our Each year we also offset carbon emissions based percent renewable biogas. on sales from the Max Burger restaurants in the park. These carbon offsets match the carbon dioxide emissions that result – from sowing the seed on the environmental impact Energy use farmers’ fields all the way to the burgers on guests’ The table shows Liseberg’s energy use broken down into plates. Liseberg gives about SEK 100,000 per year sources of energy. to Max Burger, which then offsets the climate impact 2018 2017 2016 by planting trees. Electricity* (MWh) 22,297.3 22,358.1 23,098.5 There are many challenges in our industry. Resource and climate efficiency is one such area and includes District heating** energy efficiency, waste management, travel and the range of food and other products that we offer. ENERGY AUDIT AND EFFICIENCY IMPROVEMENTS (MWh) 6,439.0 6,300.2 6,282.9 We can improve sustainability by having an effective environmental management system, shared goals It takes a lot of energy to run an amusement park, District cooling** and broad agreement on the way we will reduce the environmental impact of our business. hotels and campsites. In 2016 and 2017 Liseberg (MWh) 1,124.5 934.2 1,122.8 conducted energy audits to get a clearer picture of Natural gas (MWh) 322.1 426.3 402.9 energy use and possible energy savings. One of the ENVIRONMENTAL MANAGEMENT CLEARER DIVISION OF RESPONSIBILITY new objectives of our sustainable development plan Biogas*** 92.8 0 0 ENVIRONMENTAL CERTIFICATION AND For large companies such as Liseberg it is difficult is that we should reduce our energy consumption by Heating oil**** CONTINUOUS IMPROVEMENT for the Board and CEO to have control over every 30 percent by 2025, compared to 2015. (MWh) 343.6 191.1 554.0 Liseberg is actively committed to continuous environ- process and aspect of the business. Responsibility One improvement measure that was introduced Total energy mental improvements, and the entire business was for certain tasks is therefore often delegated to during the year involves extending the existing control use (MWh) 30,619 30,210 31,461 environmentally certified several years ago. An managers who are in a better position to steer and system for our utility systems by installing a new * 100% renewable wind power effective environmental management system is control a particular area of ​​operations. Even if they master control unit. This offers improved functionality ** Generated and supplied by Göteborg Energi AB required in order to be re-certified each year. The do not have delegated responsibility in this area, and better opportunities to optimise the energy use *** New gas contract from November 2018 environmental management system consists of each manager is also responsible for environmental of our installations. **** Calculated from volume (litres) and energy density (9.96 kWh/litre) several policy documents that govern our operations, improvements, and this responsibility was clarified Other improvements include replacing the direct often to ensure legal compliance. The environmental by Liseberg during the year through a written electric heating system for the Amusement Arcade Energy intensity management system is a structural framework for delegation and allocation of duties. The managers with a heat pump, and reviewing facilities in the The table shows various performance indicators our environmental efforts and promotes continuous attended a lecture and workshop that enabled ride control and operator cabins. We now make a for energy intensity. improvement. The annual external audit involved them to learn more about their responibilities. distinction between operator cabins, where operators 2018 2017 2016 several site visits, and a third-party auditor controls sit throughout their shifts, and more basic control Amusement park the governing documents and the way that environ- CLIMATE AND ENERGY EFFICIENCY cabins, which only need to provide weather protection. (MWh per hour mental measures are implemented at Liseberg. TOWARDS A CLIMATE-NEUTRAL BUSINESS The portable AC units have now been removed from open) 15.4 15.3 16.0 The audit in 2018 identified five issues, which were Liseberg is committed to becoming a carbon-dioxide- the basic control cabins and more permanent modifi- Amusement park addressed immediately, and 16 areas for improve- neutral business by 2025 at the latest. This is one of cations have been made to provide shade and venti- (kWh/visitor) 8.6 8.5 8.9 ment, the most important of which means that next the objectives in the sustainable development plan. lation. This will help to reduce energy consumption year we will implement value-adding internal audits. Although several sustainability initiatives already in the long run. We also plan to invest in a new, more Hotel Liseberg Heden (kWh/rented We are especially proud of all the positive comments contribute to this objective, it is important to map energy-efficient ventilation system for Magasinet, unit) 45 43 41 that were made regarding, for example, the sustainable out our current position better and identify possible one of our shops on Storgatan. The new ventilation improvements we have made in the area of ​​food and emission-reduction measures. Various forms of system will be installed in 2019. Lisebergsbyn etc., drink. Although Liseberg has had its environmental climate compensation are also likely to be needed. (kWh/rented unit) 28 28 27 certification renewed, we cannot rest on our laurels. Liseberg already offsets the emissions from its ENERGY SOURCES AND TRANSITION TO BIOGAS Our environmental efforts must continuously reduce business travel. This is based on a decision by the The major part of energy used is electricity, but we * Also includes Liseberg’s camping Askim Strand and our motorhome parks our environmental impact, which requires us to keep City of Gothenburg, and each year Liseberg allocates also use other energy sources such as district heating, on making improvements, both large and small. around SEK 130,000 to climate compensation district cooling, gas and heating oil. All our electricity

24 25 SUSTAINABILITY REPORT 2018

SUSTAINABLE TRAVEL HOW STAFF COMMUTE TO/FROM WASTE MANAGEMENT example is that we replaced our plastic shopping bags One of the objectives of our sustainable development WORK IN 2018 Each year, Liseberg disposes of around 2,000 tons with paper bags during the year, after conducting a life plan is to increase sustainable travel to the park. This of waste generated by its operations and by guests. cycle analysis in 2017 to assess alternative materials. includes guests travelling to the park and commuting We sort waste into around 60 different fractions and The biggest challenges to achieving a carefully by employees. We use surveys of guests to find out Sole occupant of car most of it is recycled. One example is the decorative chosen and sustainable range of products are in how they travel, and we carried out a survey among Public transport (bus/tram) pumpkins that adorn the park during Halloween. purchasing and procurement. Among other things employees for the first time during the year to find On foot When the season is over these are gathered and used this requires a knowledge of the environmental and out how they commute. to produce biogas. social conditions in the supply chain. We need to A study from 2016 shows that travel by guests has a Bike / electric bike In the park, guests are able to recycle plastic, assess our suppliers and set sustainability require- larger climate impact than Liseberg’s own operations. Car sharing paper, glass and reusable bottles and cans. There ments for the various goods and services they supply Given that we are visited by just over three million are recycling points for further types of waste at our to us, both socially and environmentally, and ensure Other guests each year and that most of them get here by car, campsites. In addition to sorting and recycling waste, that our requirements are met. This is a difficult and 2 this is not so surprising. Although we as a company 3 we also want to encourage the reuse of articles. time-consuming process. Despite carefully worded 5% % % do not have full control over this issue, we want to By using Tage, the City of Gothenburg’s own website contracts and agreements there is no guarantee that encourage our guests and employees to travel more 9% for exchanging furniture and other items, we contri- there are no problems somewhere in the supply chain sustainably and thus reduce emissions that affect the bute to resource management, social value as well or in the end product. You can read more about our climate. We can do this through various communica- as reducing waste. Many of the items we donate go approach to responsible purchasing on pages 30–33. tion initiatives, campaigns and partnerships. to schools and other municipal activities, which is 58% Now that we have information, the next step is to very much appreciated. 23% Amount of waste formulate concrete measures to move towards more Two of the objectives in our sustainable develop- The table shows waste quantities and types of waste. Demolition sustainable travel. Apart from the environmental ment plan are linked to waste. One objective states waste from Skår, arising from the Centennial Project, accounts for perspective, we also need to consider the major that by 2025 we will have reduced the proportion of around 200 tons of the total amount of waste in 2018, hence the construction and infrastructure projects that have general, non-sorted waste by 50 percent compared increase compared with the previous year. Effective from 2018, hazardous waste has been redefined to include additional waste begun in Gothenburg, including the Västlänken rail to 2018, and the other that we will reduce food waste fractions. The table also shows refunded deposits from bottles and link. These projects mean ongoing changes and by 5 percent each year. Even though we already have cans that go to one of Liseberg’s beneficiaries. challenges in traffic and accessibility, particularly good procedures for waste management, there are 2018 2017 2016 in the area around the amusement park. The pie chart shows how Liseberg’s employees commute to always opportunities for improvement. The next step work, based on the survey conducted in 2018. The information Total amount of will be to identify the concrete measures we can take applies to all employees. If the result is divided between per- waste (tons) 2,044 1,877 1,977 manent employees and seasonal employees, large differences to meet our objectives. One measure for next year is Waste per guest TRAVEL BY GUESTS TO/FROM can be seen between the groups. 40% of permanent employees to buy measurement equipment for all our depart- (kg/guest) 0.6 0.6 0.6 travel alone in a car, 35% use public transport and 20% walk THE PARK IN 2018 ments so that we can monitor food waste accurately. Waste converted to or cycle, while a full 73% of seasonal employees use public At the same time we need to consider how to mini- biogas (% of total transport, 12% travel alone by car and 11% walk or cycle. mize the total amount of waste we generated. waste amount) 13 13 12 1000010,000 Hazardous waste CAREFUL CHOICE OF PRODUCTS (% of total waste We are keen that our guests feel that the products we amount) 4 0.5 1 offer are safe and that there are sustainable options. Refunded deposits 80008,000 from cans/bottles This covers everything from prizes in our games, to for charity (number) 129,835 101,273 63,022 the items that we sell in our stores, restaurants and Source: Annual statistics from Renova AB and the Sustainable Waste cafés. To highlight this aspect, one of the objectives Car and Water Administration, City of Gothenburg in our development plan states that by 2025 more 6,000 Public transport (bus/tram) 6000 than 80 percent of the products we offer should be On foot eco-labelled and this should apply as a minimum to Recycling The table shows how waste from Liseberg is managed and recycled. Bike food, Christmas trees and clothing. Although we take active measures to increase the share of organic and 2018 2017 2016 4,000 Train 4000 eco-labelled food, and the volumes of these products Recycled materials (%) 50 52 50 Plane we buy are similar to the previous year, there is no Energy recovery (%) 26 33 35 Other upwards trend in percentage terms. There are several Recycled at Renova 2,000 reasons for this, including less organic choice from facilities (%) 12 8 10 2000 new suppliers, and increased sales from outlets that Biological treatment, have a limited range of organic and eco-labelled digestion and com- products. Another interim goal is that we should not posting (%) 7 6 4 offer any disposable items made from plastic. Our 0 Processing of hazard- aim is to reduce the use of disposable items as whole, ous waste (%) 4 1 1 The bar chart shows how around 14,000 guests who completed Liseberg’s guest survey answered but where such articles are necessary we intend to the question “How did you travel to Liseberg?” The results are comparable with last year. Source: Annual statistics from Renova AB replace plastic with more sustainable materials. One

26 27 SUSTAINABILITY REPORT 2018

FOOD & DRINK HEALTHY CHOICES ON THE MENU MORE CERTIFIED RESTAURANTS Liseberg aims to serve a healthy and varied range of During the year, Liseberg certified more of its food to guests. Our menus include vegetarian options, restaurants under the KRAV (organic) and Marine environmentally friendly meals (based on a model Stewardship Council (MSC) schemes. Lisebergs used by the City of Gothenburg) and, in most Wärdshus and Järnvägsrestaurangen hold one-star restaurants, MSC certified dishes. Liseberg also KRAV (organic) certification, which means that at has a fully vegetarian restaurant, The Green Room, least 25 percent of the total purchase value of food with a large selection for guests who want to eat consists of KRAV, EU organic or MSC labelled vegetarian, vegan or have a food allergy. We also products. Alternatively, at least 15 products have have good alternatives for guests who want fast food. been replaced with products that are KRAV, EU The park has three Max Burgers restaurants, which organic or MSC labelled. In the park, 11 out of have received prizes and awards for their sustain- a total of 12 outlets that sell fish or shellfish are ability efforts. One big challenge is to combine our MSC certified. This means that at least one MSC aim to serve healthy dishes with guests’ expectations, certified product is sold at these restaurants. as they often want to “treat themselves” even eat MSC certification is a mark of assurance that the unhealthily when they visit the amusement park. fish or shellfish served is part of a sustainable value chain, all the way from the sea to the plate.

Organic food Liseberg’s sustainable development plan The table shows the proportion of organic, or otherwise eco-labelled includes a sustainability goal and a total food purchased at Liseberg. Figures cover our three largest business of eight objectives that are linked to areas in food and drink (Restaurants, FastFood, Games) and their “resource and climate efficiency” purchases from 13 large suppliers. Applicable eco-labels are EKO, – one of Liseberg’s most important KRAV, Fair Trade, MSC, ASC, Rain Forest Alliance and Cocoa Life. sustainability topics.

CURRENT SUSTAINABILITY GOAL: 2018 2017 2016 Liseberg has the smallest possible negative environmental impact. Percentage of organic or otherwise OBJECTIVES TO BE MET BY 2025 eco-labelled foods AT THE LATEST: (% of purchase cost) 33.6 35.8 42.7 • Liseberg's operations are 100% carbon dioxide neutral • Sustainable travel to and from the park has increased • >80% environmentally certified products and food items SMART CHOICES FOR STAFF • No disposable plastic items • 30% lower energy consumption Liseberg’s own staff restaurant introduced a new concept called compared to 2015 Matsmart (smart choice) during the year. Every day the restaurant • 100% of Liseberg’s new buildings meet serves dishes from three different menus. Two menus are set well in environmental certification requirements advance, while the third is flexible and features smart choice dishes. • 50% lower general, non-sorted waste This menu may be set as late as the same morning so that dishes can • 5% less food waste every year be based on the food supplies available. The choice of dishes can also change during the day. If an ingredient runs out then a different dish will be prepared. We buy food of the highest quality, but aim to make smarter choices in collaboration with our suppliers. This helps us to reduce food waste and makes work more creative and enjoyable for our kitchen staff. Thanks to the smart choice concept, Liseberg employees can now choose between a smart choice dish, a vegetarian dish, based on seasonal availability, and a traditional dish of the day. This idea, suggested by the chef of the staff restaurant, won the Liseberg Award for Idea of ​the Year in 2018.

28 29 SUSTAINABILITY REPORT 2018

LISEBERG’S SUPPLY CHAINS that we take seriously. This is a question of business RESPONSIBLE PURCHASING The supply chain is the chain of distribution that ethics and Liseberg’s desire to be a serious buyer includes all the parties involved in a purchase. that deals with professional suppliers who meet their The chain describes the path of a product or service commitments. Checks were also carried out during from raw materials to finished product and recycling, the year on a large number of suppliers in cooperation How we ensure that our including all the steps along the way. In many cases, with the Swedish Tax Agency, looking at employer Liseberg is the end customer, one of the last links in contributions, taxes and liabilities in an effort to the chain. counter black labour and ensure the professionalism guests can enjoy themselves Because of the range of its business, Liseberg buys of suppliers. Compliance with environmental in a wide variety of goods and services. Prizes for our requirements is not currently monitored. However, games, decorations for Halloween and Christmas this is an area we want to focus on and develop in with a clear conscience at Liseberg, food for the restaurants, skilled trade the future. services and laundry services are just a few examples. We enlist a large number of suppliers, from small PROGRESS IN 2018 specialist companies to multinational groups. The Despite the challenges in purchasing, we have made largest purchasing categories (based on value) are progress during the year. Because we set sustain- subcontracting, skilled trade and technical consulting ability requirements for our suppliers we have been With nearly two thousand suppliers who supply everything from roller coasters to stationery, our services, food and drinks, marketing, and energy, able to offer our guests better products. These include, purchasing work has a large influence on our operational environment. Our goal is that Liseberg’s fuel and gas. This all makes it difficult to define the for example, organic candy floss, more organic and guests should be able to enjoy themselves with a clear conscience and feel confident that the products supply chain, since there is no single chain, but alcohol-free beers, phasing out plastic bags, and and experiences we offer are fairly sourced. But responsible purchasing is also about being careful hundreds of them. enlisting a dry cleaning supplier with a strong with the company’s resources, since viable finances are vital for Liseberg’s long-term survival. Understanding and gaining full control of the commitment to ​​sustainability. entire supply chain, from wholesalers and manu- During procurement we set environmental PURCHASING TODAY department is responsible for Liseberg’s overall facturers to suppliers of input materials and raw requirements wherever they are relevant. These For the last few years Liseberg has been working purchasing strategy, procedures and tools, the imple- materials, is both complex and demands expertise requirements are set on a case-by-case basis hard on revising the company’s purchasing culture mentation of procurement in line with LOU and and resources. This is a big challenge for us, as it is depending on the product or service. The same and procedures, with the aim of becoming a profes- the City of Gothenburg’s purchasing guidelines. for many others. We currently lack knowledge of all applies to Liseberg’s code of conduct for suppliers. sional and competent buyer, making responsible Commercial responsibility for purchasing never- the supply chains behind the products we purchase. The code is based on accepted international conven- purchases. Liseberg’s values must also apply to the theless remains part of the individual deparment’s The production chains are complex and globally tions, statutes, regulations and policys, as well as on suppliers we choose, as this affects what we offer our P&L mandate. branched. The more complex a product is, the longer national legislation, and includes requirements for guests. This change also aims to create a foundation The development of the purchasing process is far and more complicated its supply chain. There is employees’ rights, working conditions, the environment, for making purchases in accordance with the Swedish from complete. Different parts of the business have always a risk that the core conventions of the ILO, prohibition of human trafficking and anti-corruption. Act on Public Procurement, LOU. A comprehensive reached different stages in their transition. Not all the UN Convention on the Rights of the Child and Where requirements involve social considerations, survey of our purchasing activities in 2014 has purchases can be made in the same way. Liseberg’s national legislation will be ignored in some part these vary depending on the labour market in the provided valuable input for this change. Our supplier requirements for goods, services and subcontracts is of the chain. We take steps to safeguard the supply procurement area. At present, requirements for base has been reviewed annually since then. The sur- very diverse in nature and complexity. The priority chain by setting requirements, drawing up agree- social consideration are set during the procurement vey revealed a series of challenges: fragmented and today is to use the City of Gothenburg’s general ments and monitoring them, but this process often of painting services, cleaning of premises and laundry decentralised purchasing practices, underdeveloped purchasing agreement where possible, and where only reaches as far as the next link in the chain. services. In the case of call-off orders under the City purchasing skills, a lack of system support and long- this does not meet Liseberg’s needs, to carry out our Monitoring of suppliers and dealing with issues of Gothenburg’s general purchasing agreements, we term supplier relationships. The organisation clearly own procurement. In certain areas of the business, during the year has mainly involved invoicing and apply the requirements (environmental, social con- needed to make a strategic transition from purchasing the emphasis is still on getting suppliers to sign delivery. In some cases it has been found that we sideration, code of conduct) that are set out in this practices that were dominated by quick-fixes to a written agreements. In such cases the next step have been over-invoiced for contracts we entered agreement. well-organised overall approach with a long-term will be to carry out procurement in our own right, into and that deliveries were not as agreed. The most Further progress includes our agreement on two perspective. Potential improvements were also in accordance with LOU or by using the City of significant issue identified in 2018 concerns the delay objectives for responsible purchasing, which are identified in governance. In spring 2015, Liseberg Gothenburg’s framework agreement. This change to the Valkyria ride. Discussions and negotiations now part of Liseberg’s sustainable development plan. set up a central purchasing function. Today, this is a learning experience for the organisation during with the suppliers concerned are ongoing regarding These goals mean that by 2025 we will set sustaina- department is staffed by four employees with strong which we increasingly see the need to clearly define this issue. Other issues have been settled. Because bility requirements for all advertised purchases and purchasing skills and provides guidance and support our requirements and challenge our own practices. this type of issue affects our profits, and in the long that we will monitor all suppliers for compliance with to the rest of the organisation. The purchasing term our dividends paid to the city, this is a matter these sustainability requirements. Furthermore the

30 31 SUSTAINABILITY REPORT 2018

proportion of Liseberg’s spending (i.e. remunerations to suppliers) that is covered by contracts or procured in accordance with LOU is steadily increasing. Liseberg’s sustainable development plan includes a sustainability goal and a total of two objectives that are linked to BUSINESS ETHICS AND ANTI-CORRUPTION “responsible purchasing” – one of Liseberg’s Liseberg’s code of conduct imposes requirements most important sustainability topics. for business ethics and anti-corruption on suppliers. It states, among other things, that suppliers must not CURRENT SUSTAINABILITY GOAL: Liseberg guests can enjoy themselves tolerate, allow or take part in bribery, corruption, with a clear conscience and/or unethical business practices, whether in contacts with public officials or individuals in the OBJECTIVES TO BE MET BY 2025 private sector. Suppliers are expected to take active AT THE LATEST: measures to counter bribery and corruption. At • Sustainability requirements are set for all advertised procurements Liseberg we follow the recommendations of the • 100% of suppliers are reviewed Swedish Anti-corruption Institute and have policy to ensure they meet sustainability documents for business ethics and anti-corruption. requirements The risk of any undue influence is greatest among individuals who work regularly with purchasing and supplier contacts. They therefore receive regular external training in this area. Purchasers and the purchasing manager also provide internal training on topics such as business Suppliers ethics and anti-corruption to their employees. If The table shows the number of suppliers. Investment projects are there is any suspicion that something is not right excluded for easier comparison between years. about a purchase or that other irregularities exist, 2018 2017 2016 all Liseberg employees can anonymously report Total number of their suspicions to the whistleblower system set up suppliers 1,283 1,487 1,575 by the City of Gothenburg through an external, independent party. Information about the whistle- blower system is available on the intranet. Employees Anti-corruption training are also encouraged to report any infringements The table shows the percentage of the Board, company management COMPANY USED THREATS AND BRIBES and other employees that have received anti-corruption training. they discover to their immediate manager or their TO TARGET LISEBERG manager’s superior. If Liseberg discovers an infringe- Company ment, measures are taken under employment law, Board of manage- Permanent Seasonal Directors ment employees employees and in cases where a crime is suspected it is reported An agreement over the phone about two trial tubs which were also well salted. The company also to the police. No notifications were made through Those who of ice-melting granules eventually led to a bill for sent gift vouchers to the area manager’s home handle the whistleblower system regarding possible infringe- SEK 250,000 for Liseberg. It happened after the address – gifts which the seller then used to exert Percentage trained money supplier, Universal Solutions, used bribery, threats pressure on the area manager to discourage can- ments at Liseberg in 2018. in anti-corruption receive and highly aggressive tactics. cellation of the subscription, even though the gift We also have a delegation scheme for invoice (%) 100 100 25 training. The story began in winter 2014, when an area vouchers were never used. management. This means that at least three people manager was contacted by a salesman from It was a tough time for the area manager in must check invoices before they leave us. Our invoic- Universal Solutions. The company was offering question. Time and again he tried to persuade the ing system ensures that each invoice is first sent to a very sophisticated melting agent, which unlike salesman to stop the deliveries, without success. ordinary salt would not damage steel constructions. “I had a hard time sleeping and felt really awful the person who ordered the product or service, then It was this last bit that got the attention of the as a result of their aggressive tactics,” says the to someone with authorisation rights and finally to area manager, as Liseberg needed a non-corrosive area manager. the finance department for payment. means of melting ice from its rides. The story came to an end when a vacancy on Despite these security measures, in 2015–2018 The salesman and area manager agreed that Liseberg’s management team was filled. A clear an area manager at Liseberg was lured into a costly Liseberg would receive two sample tubs of the refusal to pay any more of the company’s invoices, product in order to assess the quality. That was formulated by a senior manager, was eventually subscription set up by a scam company. The reason the start of a story that would turn out expensive effective, and the deliveries ceased. In autumn why the company, which deceived a large number for Liseberg. When the two sample tubs arrived it 2018, the company – Universal Solutions – was of Swedish municipalities, was also successful turned out that they were two pallet loads, and in named in a feature on SVT’s Mission Investigate at Liseberg was due to a series of unfortunate the salesman’s eyes that quick phone call marked (Uppdrag Granskning) programme as one of the circumstances, including staff turnover. the agreement to a permanent subscription for scam companies that have used unethical busi- ice-melting granules. New pallets of salt were ness practices to extract almost SEK 90 million delivered each month, together with new invoices, from Swedish municipalities and county councils.

32 33 SUSTAINABILITY REPORT 2018

LISEBERG’S CENTENNIAL PROJECT Liseberg´s Centennial Project is the name of the theme hotel and indoor water park that Liseberg plans to build in the coming years. The Centennial Project is planned to open during the 400th anni- versary of the city in 2021, and the 100th birthday of Liseberg in 2023. Through its Centennial Project, CONTRIBUTIONS TO LOCAL COMMUNITY DEVELOPMENT Liseberg is making an investment for the future. By broadening the business, making it less weath- er-dependent and giving guests a reason to extend their stay in Gothenburg, the Centennial Project is How we contribute to make an investment that aims to safeguard Liseberg’s Gothenburg a better place long-term existence.

Gothenburg aims to be an attractive city so that people enjoy living here or choose to move here. The same applies to companies and other organisations, who are welcome to set up business in our city. Liseberg can contribute to this appeal by offering jobs and enjoyable experiences. The latter also attracts tourists to the city, which benefits other businesses as well as Liseberg. As a result, Liseberg adds value to the destination and to the local economy.

PROFITABILITY EASY ACCESS TO CULTURE Liseberg’s aim is to be a financially strong company Another important task for Liseberg is to deliver “Through the Centennial Project, Liseberg will attract even more visitors to Gothen- that grows and innovates. The Liseberg park was vis- cultural experiences and make them accessible to as burg. This will not only benefit Liseberg’s ited by a total of 3.1 million guests in 2018, the same many people as possible. Every year Liseberg’s stages operations but also the entire city. An number as visited the park in 2015, 2016 and 2017. host a large number of performances in the amuse- indoor water park that is open all year will Turnover for the year was SEK 1.23 billion, which also make Gothenburg a little more fun for ment park, and everything is included in the admis- residents of the city.” is also comparable with previous years. Liseberg is sion fee. Guests who had an annual pass in their self-financed and parts of its profits are passed on wallet or on their mobile, which costs less than SEK to the City of Gothenburg and contribute to other 300, were able to enjoy concerts by The Offspring, THOMAS SJÖSTRAND CEO, LISEBERG’S CENTENNIAL PROJECT activities in the city. Liseberg’s return on equity was Hollywood Vampires and Icona Pop, among others. 6.8 percent in 2018. For more financial information, The concerts at Liseberg have no lower age limit, please refer to Liseberg’s Annual Report. which means that children and young people can also enjoy the experience. ECONOMIC VALUE OF TOURISM Contributing to the city is part of Liseberg’s primary JOBS AND EMPLOYMENT mission and it does this both directly and indirectly. Liseberg is a big employer in the City of Gothenburg The visitors who come to Gothenburg to visit the and the average number of full-time employees amusement park also spend money in the city, for during the year was 1,107. We are also a workplace example on hotel stays, shopping and meals in res- that offers jobs to many people who otherwise have taurants, and this is where the main dynamic eco- difficulty accessing the labour market, including nomic effects of Liseberg’s operations are created. many young people who get their first summer job The tourism revenue that Liseberg generated for here and young people with disabilities. We are Gothenburg is estimated at SEK 3.4 billion in 2018, proud to have added the extra Halloween season, which is slightly higher than the year before. four years ago. This means that we are growing as an Liseberg’s sustainable development plan includes employer and offering more new jobs. This also helps the goal that the tourism revenue it generates should to promote Gothenburg as an autumn destination for grow to at least SEK 5 billion by 2025 at the latest. tourists. In 2018, the Halloween season achieved a Strong investment in Liseberg’s Centennial Project record number of visitors, as 320,000 guests visited is one of the reasons why we are confident to set the park over a 16-day period. such an ambitious goal.

34 35 SUSTAINABILITY REPORT 2018

CHARITY AND SOCIAL INITIATIVES SPECIAL SCHOOLS’ DAY Although Liseberg wants to be accessible to everyone, Because of queues and other factors, students from a visit to the park can be a distant hope for some Contributions to the city special schools may find it difficult to visit the park children and young people. Often it is their parents’ The table shows how Liseberg contributes in various ways to during normal opening hours. Special Schools’ Day financial situation that limits them, and in other the city and destination of Gothenburg. therefore provides an opportunity for these students cases it may be illness or disabilities. To give more 2018 2017 2016 to enjoy Liseberg at their own pace and in a slightly people the opportunity to enjoy Liseberg we have calmer atmosphere with their escorts, teachers or a number of social support initiatives. Through our relatives. The park is closed to the public and the partners we donate visits to Liseberg to families Return on equity, % 6.8 8.8 10.5 students have the park to themselves. Refreshments who normally wouldn’t be able to visit the park. Tourism revenue are also provided to keep energy levels up. Special The support and initiatives can vary, but usually generated for Goth- Schools’ Day took place on 14 September 2018 and enburg, million SEK 3,400 3,300 2,850 involves admission tickets and ride passes. was attended by around 2,000 visitors. Tourism revenue Our ambition is to collaborate with organisations generated* 2.8 2.7 2.4 with a long-term perspective and whose initiatives reach a diverse range of people and support varied * The added value that guests generate for the destination THE CHILDREN’S HOSPITAL DAY groups. All these initiatives are governed by agree- during visits to Liseberg. To provide a break from the hospital setting, Liseberg ments. The organisations we support must meet the offers rides and laughter. The Children’s Hospital following criteria: Day is organised in partnership with the fundraising • They must support children and young people foundation for Queen Silvia’s Children’s Hospital, who are disadvantaged economically, socially to support children who are patients at the hospital, or by healthwise. together with their families. The Liseberg Rabbits • They must be local and operate in accordance also visit the hospital a few times a year. This Liseberg’s sustainable development plan with Liseberg’s overall values. includes a sustainability objective and a occasion is very much appreciated. The Children’s • They should be a public non-profit association, total of three objectives that are linked Hospital Day took place on 16 September 2018. foundation or part of municipal operations. to “contributions to local community The event enabled the fundraising foundation to development” – one of Liseberg’s most distribute 3,500 admission tickets and 1,600 ride In 2018, Liseberg collaborated with the following important sustainability topics. passes to families who wanted to participate. organisations: CURRENT SUSTAINABILITY GOAL: • The fundraising foundation for Queen Silvia’s Liseberg makes Gothenburg a better GOTHENBURG RESCUE MISSION Children’s Hospital place to live, work and visit. Liseberg donates admission tickets and ride passes to • Gothenburg Rescue Mission OBJECTIVES TO BE MET Gothenburg Rescue Mission, which the Mission then • The City of Gothenburg’s Arts and Cultural BY 2025 AT THE LATEST: distributes to children and young people who are Affairs Administration • Tourism revenue generated marginalised in some way. A visit to Liseberg offers a • The City of Gothenburg’s Parks and Landscape ≥ SEK 5 billion chance to relax for those who normally have a tough Administration • 5% of revenue is allocated to culture everyday life. Liseberg employees are also given the • The City of Gothenburg Executive Office, • 2% of revenue is allocated to charity opportunity to work as volunteers at the Rescue Individual and Family Care and social initiatives Mission café during working hours, where they • The City of Gothenburg Executive Office, serve breakfast to people who are socially excluded. Special Schools’ Day • The City of Gothenburg’s Social Resources and Service Administration

The total value of Liseberg’s charity and social initi- CITY OF GOTHENBURG atives was approximately SEK 15.7 million in 2018, Various departments of the City of Gothenburg meet which corresponds to 1.3 percent of turnover. One with children, young people and families with limited of the objectives of Liseberg’s sustainable develop- financial resources. This is a group Liseberg wants ment plan is that support initiatives should account to support. We therefore work with several different for 2 percent by 2025 at the latest. So we are on units within the City of Gothenburg, by donating the right track. admission tickets and ride passes that are passed on to families in need.

36 37 SUSTAINABILITY REPORT 2018 GRI Index

The GRI Index is reported below, with relevant remarks and page references. More information about GRI can be found at www.globalreporting.org.

GRI GRI GRI GRI STAND- STAND- STAND- STAND- DESCRIPTION REMARKS REFERENCE DESCRIPTION REMARKS REFERENCE DESCRIPTION REMARKS REFERENCE DESCRIPTION REFERENCE ARDS ARDS ARDS ARDS (CORE) (CORE) (CORE) (CORE) GRI 102 General disclosures Strategy Reporting practice Specific disclosures (2016)

Organisational profile 102-14 Statement from CEO Page 6-7 102-45 Entities included in the Financial state- 200 Economic consolidated financial ment and this 102-1 Name of the organisation: Front cover Ethics and integrity statements sustainability 203 (2016) Indirect economic impacts Page 34–37 report 103-1, 2, 3 102-2 Activities, brands, Page 8 102-16 Values, principles, Page 9, 32 apply to Lise- 203-2 Significant indirect economic impacts Page 34–37 products, and services standards, and norms berg AB of behaviour 205 (2016) Anti-corruption Page 32–33 102-3 Location of headquarters Gothenburg 102-46 Defining report content Page 12–13 103-1, 2, 3 Governance and topic boundaries 102-4 Location of operations Page 8 205-2 Communication and training about Page 32 102-47 List of material topics Page 12–13 102-18 Governance structure Page 9 anti-corruption policies and procedures 102-5 Ownership and legal Page 8-9 Stakeholder engagement form 102-48 Restatements No changes 300 Environmental of information 102-6 Markets served Page 8 102-40 List of stakeholder groups Page 10 302 (2016) Energy Page 25 102-49 Changes in reporting Change in Page 36 103-1, 2, 3 information: 102-7 Scale of the organisation Page 9 102-41 Collective bargaining 100 percent “Return on 302-1 Energy consumption within the organisation Page 25 agreements equity” replaces 102-8 Information on employ- Region not Page 9, 22 302-3 Energy intensity Page 25 102-42 Identifying and selecting Page 10 “Net group ees and other workers applicable stakeholders contribution” 306 (2016) Effluents and waste Page 27 102-9 Supply chain Page 27–28, 103-1, 2, 3 102-43 Approach to stakeholder Page 10 102-50 Reporting period Page 2 31–32 engagement 306-2 Waste by type and disposal method Page 27 102-10 Significant changes to No significant 102-51 Date of most recent February 2018 102-44 Key topics and Page 10 308 (2016) Supplier environmental assessment Page 27–28 the organisation and its changes report concerns raised 103-1, 2, 3 31–32 supply chain 102-52 Reporting cycle Annual 308-1 New suppliers that were screened using Page 27–28 102-11 Precautionary principle Page 24, 102-53 Contact point for Page 3 environmental criteria 31–32 or approach 27–28 questions regarding 102-12 External initiatives UN Global the report 400 Social impact Compact, 102-54 Claims of reporting in Page 2 403(2018) Occupational health and safety Page 14–17 global goals accordance with the for sustainable GRI Standards 403-9 Work-related injuries Page 14–17 development, 102-55 GRI content index Page 38–39 KRAV, MSC, 405 (2016) Diversity and equal opportunity Page 18–19 Swedish 102-56 External assurance Not externally 103-1, 2, 3 Environmental assured Base (Svensk 405-1 Diversity of governance bodies Page 18–19, Miljöbas), CSR and employees 22 Västsverige 406 (2016) Non-discrimination Page 18–22 102-13 Membership IAAPA, the 103-1, 2, 3 of associations Swedish Amuse- 406-1 Incidents of discrimination and corrective Page 19, 22 ment Park Asso- actions taken ciation / Visita, 414 (2016) Supplier social assessment Page 31–32 the Swedish 103-1, 2, 3 Employers’ Alliance 414-1 New suppliers that were screened using Page 31–32 social criteria 416 (2016) Customer health and safety Page 14–17 103-1, 2, 3 416-1 Assessment of the health and safety im- Page 14–17 pacts of product and service categories

38 39 LISEBERG AB Box 5053 SE-402 22 Göteborg Tel: +46 31-400 100 Corporate ID no.: 556023-6811

Text, photography and production: Liseberg and Trossa

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