OHoteliers with a holistic approach to sustainability
Arp-Hansen Hotel Group is Copenhagen’s largest hotel chain, operating over 5,000 rooms and suites, accounting for around 21% of the entire city capacity. With this reach, sustainability is an unquestionable priority and addressed in detail in the company’s 2024 ESG strategy. Deputy CEO Robert Thomsen and Head of Sustainability Lea T Kvistgaard, explained more to Hannah Barnett.
ne of the key challenges for any responsible, modern, hospitality chain such as Arp-Hansen Hotel Group is how to manage the balance between indulgence and sustainability.
“We embrace the paradox by working to integrate sustainable practices into everything we do,” said Robert Thomsen, Deputy CEO. “We see sustainability as a fundamental part of our common social contract. And like any other social contract, everyone has a responsibility to contribute as they best can. As Copenhagen’s largest hotel chain, we have the possibility to make a substantial positive impact. We want to seize that opportunity.”
Founded in 1960, the company has grown over the decades into a successful and iconic Danish hotel chain. Arp-Hansen Hotel Group recorded a turnover in 2023 of 1.57 billion DKK (nearly £180 million) and employs around 1,000 people from more than 50 different countries.
“Being responsible and ambitious have always been our core values,” explained Lea T Kvistgaard, Head of Sustainability. “Naturally, this mindset also applies to our sustainability efforts. We are fundamentally grateful for the land we live on, and the least we can do is take good care of it and the people who live here.”
HOTEL GROUP I PROFILE
An easy and accessible choice
The company wants to make the sustainable choice easy and accessible for all guests, regardless of their budget.
“We know that sustainability can be challenging,” Ms Kvistgaard said. “It is often difficult to figure out which choice is actually the most responsible. And sometimes – perhaps especially when being pampered – it can even be difficult to prioritise the green, the healthy or the socially responsible. We understand that.
“Therefore, we strive to make sustainability and responsibility a visible, natural and consistent part of the stay for all guests.”
One planned change is the installation of state-of-the art energy and water-saving
One of Arp-Hansen Hotel Group’s biggest and most valued partners is the textile service company Elis, whose ambitious targets are approved by SBTi. This commitment helps to support partners like Arp Hansen in its own sustainability goals. Elis guarantees to work professionally and in a manner dedicated to reducing its CO2 emissions towards 2030, when buying, transporting, washing and handling textiles in the laundry process.
This partnership is an important way of reaching Arp Hansen’s goals. With Elis’ targets of a 47.5% reduction in Scopes 1 and 2, plus a 28% reduction in Scope 3, this directly aids in achieving Arp Hansen’s targets, which also helps everyone to preserve the planet for the next generations.
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ARP-HANSEN
“We have one of the highest staff retention rates in the industry. People like working for Arp-Hansen Hotel Group, because we take good care of our employees.”
Deputy CEO, Robert Thomsen
shower systems based on NASA technology. This will start in 2025 with 16 brand new rooms at The Square Hotel in central Copenhagen.
Arp-Hansen Hotel Group has also pledged to increase the percentage of plant-based food that it purchases to 50%.
“That is a high number,” said Mr Thomsen, “but we can pull it off by upgrading and changing the processes, mindsets and expertise of our restaurant staff to be more focused on serving produce that is in season and has a significantly lower climate impact. All without lowering our guests’ experience. On the contrary, we are sure to improve it.”
Cooling with sea water
The majority of the Arp-Hansen Hotel Group properties are supplied with remote cooling via cold seawater from the Port of Copenhagen. This solution uses significantly less electricity than tra ditionally powered HVAC and thus emits less CO2. The company has also installed solar panels on the roofs of three hotels so far.
Recycling has increased by 21% from 2022 to 2023, due to a heightened focus
on waste sorting from both guests and staff. The company also donates used duvets and pillows where they are needed; Ukrainian hospitals have received over 600 sets so far in 2024.
Committed to SBTi
Yet, the most important initiative is that Arp-Hansen Hotel Group in September 2024 committed to the Science Based Targets initiative (SBTi).
“We are committed to reducing the CO2e-emissions of our hotel operations to Net Zero in 2050, in accordance with The Paris Agreement,” said Ms Kvistgaard. “This will be the beacon of our sustainability efforts for many years to come. During the next one-anda-half to two years, we will work with the SBTi on setting our near-term reduction targets, so that we can monitor our progress.”
People power
Arp-Hansen Hotel Group has a personalised and humanistic approach to people. The business follows the principles from the Service Profit Chain, which states that happy employees are more loyal and productive, in turn creating greater value for customers.
“Happy guests return, which is good for our business,” Mr Thomsen added. “Therefore, our employees are the foundation of our company and the experiences we provide. This firm belief is probably why we have one of the highest staff retention rates in the industry. People
like working for Arp-Hansen Hotel Group, because we take good care of our employees.”
The company is keen to develop employees’ skills with the aim of attracting and retaining labour and providing good guest experiences.
Arp-Hansen Hotel Group offers regular training for all permanent employees, regardless of professional group and level.
“We call it the Arp Academy, and most courses are mandatory for employees, so we ensure a high, consistent level of service,” Mr Thomsen explained. “We offer courses that aim to improve and
upskill within specific work areas, and which match the individual employee’s needs and wishes for personal development. This also applies to managers and directors.”
CoC ripple effect
In 2024, the company improved the sustainability of its supply chain by creating a new Code of Conduct for key suppliers, such as Elis, Solenis and Brønnums. This philosophy is echoed by other more local businesses we work alongside, including Copenhagen Bicycles. The company’s vision is to create a positive effect throughout the supply chain.
“It is our ambition that Arp-Hansen Hotel Group’s due diligence requirements will spread throughout the value chain and the communities where we operate,” Mr Thomsen said. “This can be done by our partners asking the next link in the supply chain to also identify, prevent and
mitigate negative impacts. That supplier can then make the same demands to the next link in the chain. In this way, we work towards increased transparency and traceability.”
New ESG strategy in 2024
Arp-Hansen Hotel Group published its new Sustainability Strategy in the autumn of 2024, including several new initiatives and expanded older ones. “As a familyowned business, known for being thorough and doing things right, we are excited to see this strategy unfold,” Mr Thomsen reflected.
The publication of the sustainability strategy, though new, is part of a wider strategic process in Arp-Hansen Hotel Group that has been ongoing for many years.
“We have been on this journey for a long time,” Mr Thomsen said. “Albeit, today we are in a higher gear, with a bigger impact. We have embraced the concept of sustainability on all levels.”
Vision:
We make sustainability an easy and accessible choice.
Mission:
To incorporate ESG principles into all decision-making processes.
Key impact areas: Responsible procurement.
The company continues to adapt to a transforming market. As a large corporation covering millions of square feet, to be agile and meet new demands with a creative mindset is more vital than ever.
“What excites me most about my job is the opportunity to shape and influence the guest experience on a large scale,” Mr Thomsen concluded. “As the Deputy CEO of a major hotel group, I’m deeply passionate about ensuring that every guest leaves with a memorable, exceptional experience.
Hotel operations – leading by example.
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People First – guests, employees, and local communities. Good Governance.
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“Additionally, I’m energised by the potential for innovation in hospitality. The industry is constantly evolving, and being in a position where I can lead initiatives – whether it’s integrating new technology, advancing our sustainability efforts, or redefining luxury – keeps me motivated. I love working with a diverse team, harnessing their insights and creativity to push our brand forward in a competitive market.” n
