Nothing we do is sustainable. Yet.

Sustainable tourism is unfortunately impossible to achieve, especially on a larger scale. We are neither green, regenerative, nor environmentally friendly, and we are certainly not carbon-neutral or climate-positive. No travel company we're aware of, including [Re] treats, truly gives back as much or more than it takes.

What we can do is be fully accountable for our impact: We recognize the damage we cause, and we do what we can to reduce and repair that damage. Although we will never be completely free from negative impacts, we actively work to reduce them while increasing the positive effects we can have on the environment and the communities around us. We try to continuously improve our processes to become more responsible in the future.

Being transparent helps ensure that we are on the right track.

How do we work to become better?

We started this project to demonstrate what’s possible when social and environmental responsibility are prioritized. To us, sustainability isn’t a final goal with a definitive answer, but rather an ongoing process. We're not perfect today and likely won’t be in the future, but we set goals, measure progress, and are striving to go in the right direction.

To ensure a holistic approach, we use the Tripple™ framework, focusing equally on Company, Society, and the Planet. On our website and through regular reports, we will present our progress transparently, showing both successes and challenges.

The Company

We want to create a culture of accountability in the workplace by ensuring that our team is satisfied, those we interact with are content, purchases are made ethically, and that what we are involved in is done correctly.

Although we still have a lot to prove, we believe in demonstrating our values through actions and are dedicated to building a responsible business. We are still too early in the process to show significant results, but we can present what we have and what we are working on.

  • Our goal is to build a culture that promotes inclusion, fairness, and honesty, not only strengthening our business but also contributing to stable jobs, responsible tourism, and fair distribution.

    We believe in the principle of "Show don’t tell"—demonstrating our values through actions, not just words. Yes. It is ironic that we actually write it, and we acknowledge that we still have a long way to go, but we’re committed to building a solid foundation for our work.

    In the startup phase, we're testing a hypothesis: is it possible to create meaningful experiences for financially capable travelers with minimal negative impact on nature? Now that the initial testing phase is complete, we plan to transition into full operations in spring 2025. Until then, we will focus on building systems and routines for accountability and sustainability, particularly in the following areas:

    Construction methods and materials:

    We work to ensure the use of sustainable and recycled materials in our units.

    Suppliers and procurement:

    Our suppliers should reflect our values of responsible consumption and sustainable procurement.

    Operations and food:

    We place great emphasis on food concepts that reduce food waste and encourage sustainable choices.

    Sales and guest management:

    We are working to improve the guest experience and ensure that our services are delivered transparently and fairly. We aim for majority of our guests to be local, which make less emissions compared to long travels, and it help us become more resilient to global changes.

    Our system:

    We recognize that we are not perfect, but as a flexible organization, we are ready to adapt to better practices as we grow.

    To ensure accountability and a holistic approach to sustainability, we use the Tripple Framework. This is a framework based on science, best practices, legislation, sustainability goals, and relevant certifications. It provides us with a comprehensive approach to social and environmental responsibility. You can think of it as a guide to making meaningful changes in small steps, with clear goals and actions. And it’s flexible, making it a good fit for our concept.

    The voice of nature and local communities:
    We also want to involve nature and local communities in the decisions we make. The nature and communities in which we operate should have a "voice" in our processes, and their input will weigh heavily when we make decisions that affect the environment or the local economy.

    Work environment and structure:
    As for our employees, we have not yet started hiring, but we already have an onboarding manual that explains our goals and values, including our commitment to social and environmental responsibility. Additionally, we have a flat structure that encourages open communication, both directly and through our independent contact person from Medarbeiderreisen.

    Involvement and participation in decision-making:
    Although we have not had employees during the test period, co-founders and partners have actively participated in decision-making processes. We plan to continue this inclusive approach as we expand the team.

  • Our goal is to create a workplace where the entire team—including employees, co-owners, partners, contractors, and suppliers—feels safe to be themselves and receives support for continuous growth and learning.

    We also aim to include individuals who have been excluded from the job market, helping them become more employable.

    Steps to achieve this goal:

    Fair treatment and open dialogue:
    Ensuring everyone is treated fairly through transparent communication and clear work contracts.

    Feedback system:
    We encourage ongoing feedback and address any challenges early.

    Reporting systems:
    Employees can report unfair treatment directly to us or through a contact form. We also work with a third party to handle matters fairly. As the team expands, we will, of course, adhere to labor laws, appoint a union representative, and select a safety representative.

    Work-life balance:
    We will offer flexible workdays and contracts that guarantee predictable pay, regardless of workload fluctuations.

    Training and sustainability:
    We have an onboarding and training system that integrates responsibility into all aspects of our operations.

    As we build the team for 2026, training in social and environmental responsibility will be a dedicated focus area.

  • We believe that choosing suppliers and products that align with our company values strengthens both the business and the local supply chain sustainably and ethically.

    Local Focus
    We aim to create local value, prioritizing local suppliers when possible. During testing, 64% of our expenses were sourced from local suppliers, and we aim to increase this percentage.

    Supplier Guidelines
    Our supplier guidelines emphasize local selection. Smaller businesses often make it easier to assess working conditions, while larger ones are subject to checklists and surveys to meet ethical and sustainable standards.

    Challenges in the Process
    Our checklists cover only specific criteria, so not every aspect is captured. The process includes subjective judgments, making it less reliable. We're continuously improving but haven't yet achieved a perfect system, needing more volume to refine it.

    Monitoring and Follow-Up
    We track our suppliers through a CRM system integrated with our booking and accounting, it updates supplier information regularly.

    Supplier Selection
    Local suppliers are prioritized. When unavailable, we look for national, then international suppliers, reviewing feedback and policies to ensure they align with our values.

    Handling Deviations
    If standards are not met, we initiate dialogue. If large deviations can't be corrected, we replace the supplier.

    Measuring the Supply Chain
    We currently measure climate impact using average calculations but are working on expanding tools for more accurate assessments. However, finding adequate tools remains a challenge, meaning we will not be accurate.

  • We believe that being transparent about what our business does can build trust and enhance our reputation.

    Honest and Clear Communication

    Clear communication is crucial for transparency internally and with stakeholders. By being open, we hope to teach what works, what doesn't, and inspire improvement in others. We strive for realistic communication, avoiding exaggeration and unrealistic expectations. We present only what we have achieved so far.

    Reporting

    We haven't published reports yet but plan to release an annual report that details both successes and challenges, providing an honest snapshot of our progress.

    Images and Visuals

    In marketing we use unedited images that reflect reality. It’s essential to provide a transparent and accurate portrayal of the experiences we offer.

    Handling Challenges

    Minor operational challenges are handled internally. For more significant issues that impact the environment or local communities, we will be open and communicate publicly.

    Documentation and Control

    We review everything we communicate, ensuring transparency and accuracy. Although this system works well at our current scale, we plan to establish solid guidelines as we expand our operations.

  • We believe that prioritizing legal responsibility not only protects the business but also safeguards employees and the community, ensuring that operations comply with laws and ethical standards.

    Compliance with laws and regulations
    We have established a checklist to ensure we follow both local and international laws. Our business model involves collaboration with local landowners, and each plot has different regulations, requiring ongoing dialogue with authorities to prevent violations.

    Employees and partners
    We must provide clear contracts and guidelines to ensure a safe workplace for employees and partners, particularly those involved in food services, adhering to laws like VAT and travel regulations.

    Honest marketing
    Our marketing must reflect reality, with documented and truthful claims, ensuring compliance with laws.

    Training and guidelines
    We must provide regular training to inform staff of relevant laws and policies and plan annual updates.

    Handling rule violations
    If we discover non-compliance, we must take corrective action immediately and document the lessons learned. For example, during our testing at Atlanterhavsveien, despite having a landowner agreement, we chose not to rent the unit to avoid regulatory gray areas.

    Unwritten rules
    In addition to legal requirements, we aim to follow the "unwritten" rules and customs of the communities we operate in.

  • To make responsible choices more attractive, we need to deliver unique and memorable experiences that inspire and offer new perspectives. We believe change can happen through:

    Customer Journey:
    We focus on the entire customer journey, from dreaming, planning, booking, experiencing, to sharing. The goal is to exceed expectations by incorporating learning and active participation for our guests.

    Continuous Improvement:
    As a tech-driven startup, we use design thinking methodology to prototype, test, and improve our services and units. We constantly work to optimize logistics, operations, and customer service, while keeping sustainability in focus, such as through the reuse of materials.

    Sustainable Solutions:
    We are committed to reducing our environmental footprint, which can also enhance the experiences we offer. For instance, we create a system where guests can assemble their own breakfast from local producers. This involves them in the process, ensures they get what they want, and we believe it helps reduce food waste while promoting local suppliers.

    Feedback:
    During the testing phase, we collected guest feedback through interviews and surveys. While we can't interview all future guests, we plan to conduct in-depth interviews with a selection to identify areas for improvement. We view negative feedback as valuable for progress.

    Through these efforts, we aim to make responsible choices more attractive and accessible for our customers, while continuously improving our own practices.

    Transformative Experiences:
    If we can inspire visitors to develop a deeper love for nature and positive experiences with local culture, we hope this is something they take home with them. Perhaps they will experience a small shift in their worldview. This is, at least, one of our ambitions.

  • To ensure future robustness and relevance, our ambition is to inspire the development of future travel experiences. This involves considering both social and environmental impacts while ensuring safe jobs and delivering experiences that exceed customer expectations.

    We hope to make solutions good enough so that others can learn from it. Perhaps cabin developers might adopt mobile units that reduce the need to disturb nature.

    Our key strategies for future growth and innovation:

    Open Idea Flow:

    We encourage team members and stakeholders to share new ideas through open communication channels, where all suggestions are evaluated. Dialogue is crucial to ensure realistic timeframes while fostering creativity.

    Innovation through Design Thinking:

    We apply design thinking methodology, continuously prototyping, testing, and improving our services. This helps us optimize the guest experience, reduce emissions, and ensure sustainable and efficient operations.

    Collaboration:

    We work with local landowners, suppliers, and Visit NorthWest to strengthen the communities around our destinations. We plan to extend this collaboration to more local providers to support sustainable growth.

    Problem-Solving through Testing:

    Summer testing of our prototype resulted in over 60 improvement points, leading to innovative solutions. Examples include adjustments in color schemes and design to minimize visual impact on the landscape.

    Circular Principles:

    We focus on reusing and reducing, as well as incorporating recycled materials like driftwood from beach cleanups into the design of our units.

    We also offer incentives to attract local travelers, making us more resilient to global market fluctuations.

The Community

We want to foster a healthy relationship with the places and people near where we operate.

To achieve this, we need to contribute to the growth of the local community and collaborate with local stakeholders and residents so that both we and those around us can thrive.

This isn't easy, and we recognize that there are several areas where we need to improve. Through dialogue with local communities and by gathering feedback, we aim to continually get better.

  • To create good experiences for everyone, we collaborate with local residents to protect the environment and preserve local culture. We define “local” as individuals or businesses residing or registered within the same region. This does not necessarily follow municipal boundaries.

    Registration and tax obligations
    ReTreats Nordmøre AS (org. no. 935 080 428) is registered in Averøy municipality. We do not yet have a finalized annual financial statement to calculate corporate tax, but the current outlook indicates a profit. Employer contributions and VAT have been paid through our parent company, Nvest AS.

    Participation in local networks
    We have actively participated in local tourism networks for 15–20 years, and we will become a member of Visit Northwest from January 1, 2026.

    Use of local goods and services
    We have a clear policy of using local businesses and hiring locally. This principle is central to our business model.

    Collaboration with local businesses
    We use our network and actively seek local partners. Examples include Villsaugården, Bors Furniture, Ægir Elektro, Langseth Rør, Solbakken Gård, Bjartmarts Favorittkro, Johannas Kafé, and several others we collaborated with this summer.

    Other examples include mattresses from Wonderland and incineration toilets from Cinderella, manufacturers located nearby. This strengthens our business model, where the use of local products and services is a core element.

    Ensuring predictable partnerships
    We aim to ensure predictability for our partners by guaranteeing a minimum level of work, even when guest numbers fluctuate. This ensures they do not lose out on the collaboration, as they invest time and resources in our projects.

    Recent examples of collaboration
    Our test period at Villsaugården has been a successful collaboration, which we plan to continue next summer. The goal is to strengthen both Villsaugården as a destination and our concept in the process.

  • We want our presence to contribute to local value creation. Economically, but also in terms of quality of life, attractiveness of living in the area, and for the natural surroundings.

    To achieve that, it is important that we work together with local residents to protect the environment, preserve cultural heritage, and create meaningful experiences. In our context, “local” refers to people residing or registered within the same region. We collaborate with the goal of minimizing negative impact on both nature and the local community through conscious choices and partnerships with local actors.

    Open dialogue and local suppliers
    We build respectful relationships with the local community through open dialogue and by prioritizing local suppliers, as mentioned above. We avoid already overloaded areas and focus on locations that have capacity for development.

    Limiting each area to 4–6 units reduces our footprint and avoids putting additional pressure on the surroundings.

    Ambitions

    We acknowledge that it is challenging to implement regenerative principles in a way that truly improves an area through our operations. While terms such as “sustainable” and “regenerative” are often misleading and not entirely suitable for tourism, we have high ambitions to create positive ripple effects through increased knowledge, local value creation, and local jobs.

    Dialogue with the community

    We plan to systematically collect feedback and maintain an ongoing dialogue with the local community in order to measure our social, environmental, and economic impact. Collaboration with research institutions for improved documentation is also being considered.

    Distribution of benefits

    Once we are operating commercially, landowners will receive commission for each booking, and we will collaborate with local suppliers for goods and services. Predictability is important in our partnerships, and we guarantee a minimum level of work even during periods of lower demand.

    Local ownership

    On the same day the company was established, we invited residents in the host municipalities of Smøla, Averøy and Hustadvika, as well as surrounding areas, to become co-owners. Today, we have more than 100 co-owners who care deeply about the development of the region.

  • We actively work to include stakeholders to ensure that everyone affected by our business, including employees, partners, and local communities, is heard. This involves systematically gathering feedback and maintaining open dialogue across various channels.

    We acknowledge that our efforts during the testing of our first unit weren't sufficient, and as we expand, we aim to improve.

    Impact control:
    By engaging with landowners and understanding local dynamics, we aim to balance our business with community interests.

    Feedback collection:
    We systematically gather feedback from forms, emails, social media, and direct contact.

    Example from Atlanterhavsveien:
    Feedback from locals revealed that our installations might create a sense of privatization in public areas, highlighting the need to rethink placement strategies to avoid intrusion.

    Continuous improvement:
    Feedback like this helps us continuously refine our operations and balance our concept with public interests.

  • We are committed to respecting and protecting cultural heritage sites. Although we have only used plots for testing so far, we carefully consider the surrounding environment and any nearby heritage sites during our operations.

    Guest Information:

    During testing, most of our guests have been local. We’ve used maps in our units showing which areas are open to visitors and which are private. By 2025, as we expect more international guests, we will focus more on informing them about local culture and customs through pre-stay communication and in-unit information.

    Unit Placement:

    Our focus is on placing units in ways that do not harm the cultural landscape. The units are placed and removed without leaving any trace. For example, at Smøla, we placed a unit in a cultural landscape with wild sheep, using temporary solutions like boardwalks and gates to protect the terrain. Although some grass was flattened under the unit’s blocks, we are confident it will recover after two months of testing. The next version will use adjustable feet to reduce the impact on the ground.

    Collaboration with Local Communities:

    We always adapt to the guidelines set by local communities, aiming to preserve cultural heritage while serving as an example of how it can be done in practice. For example, at Atlanterhavsveien, a cultural landmark, we tested our units without damaging the area, promoting low-impact tourism and showing local policymakers that large-scale construction isn't necessary to accommodate travelers.

    Recent Examples:

    Our tests at both Atlanterhavsveien and Villsaugården on Smøla demonstrate how we take special care of cultural heritage, with measures ensuring minimal impact on the surrounding cultural landscape.

  • Our company has an ambition to promote local art and culture, though we are not yet fully operational.

    For our guests, we will provide an overview of local cultural and natural activities. Our digital platform will also serve as a sales channel for local activities, crafts, and food products. Our menus will focus on local ingredients and traditions, which will be reflected in how we deliver services and communicate with guests.

    Contribution to Local Cultural Activities

    We aim to help keep local cultural elements alive by exposing our guests to them and highlighting cultural heritage in our communication channels. Even though we operate on a low volume, we will enhance the visibility of these activities.

    A key principle for us is to support local events without asking for discounts for our guests or pre-purchasing tickets, ensuring these activities remain available to everyone, including the local population.

    Evaluating Impact

    We do not yet have specific data on the impact of these initiatives but plan to work more systematically as we grow. Our intention is to integrate local culture into the entire guest experience, from their journey and communication to what we offer them during their stay.

    Recent Example

    An example of our integration of local culture is the placement of a unit in a living agricultural and coastal cultural area, where we have enabled guests to experience elements of local culture and tradition directly during their stay. Not the best example, but it’s what we currently have.

  • We aim to be as inclusive as possible and open to everyone, regardless of background.

    Accessibility and Physical Challenges:

    Our off-grid units can be challenging to access, especially for those with disabilities. We’re working to improve communication by providing detailed measurements and descriptions but acknowledge the need for more accessibility improvements.

    Pricing and Economic Accessibility:

    Our current price point may exclude some due to financial constraints. Although we don't aim to be a luxury destination, we recognize that pricing may limit accessibility. We really want to be for everyone, but our business model makes a high price level necessary. We try to to make it affordable for more people with making meals optional.

    Lack of Alternative Communication Methods:

    We haven’t yet provided alternative communication methods like Braille or audioguides. Currently, our primary communication is through digital platforms, which may exclude people with special needs. We plan to introduce audioguides, starting with Smøla, but haven't fully implemented this yet.

    Transportation and Environmental Considerations:

    Traveling to our destinations has a significant environmental impact. We encourage shorter travel distances and the use of public transport by offering rewards to eco-conscious guests. While this may seem unfair to those traveling farther, our priority is to reduce emissions and prioritize sustainability for the greater good.

    Inclusion in the Workplace:

    When it comes to employment, we focus on hiring individuals with an inclusive mindset. Inclusion is a fundamental value for us, and we maintain clear guidelines to prevent discrimination based on gender, ethnicity, or other factors. We also strive to accommodate various dietary needs, including allergies, vegan, vegetarian, and religious or ethical dietary requirements.

    Future Improvements:

    We recognize that we still have a long way to go to make our services fully accessible, both in terms of physical accessibility and economic affordability. We're actively working to address these areas to offer a broader, more inclusive experience.

    Social Inclusion:

    We also aim to contribute to the labor market by offering opportunities to people who are currently excluded, such as immigrants, youth, and individuals facing different challenges.

  • Zero tolerance for harassment and exploitation:

    We maintain a strict policy that applies to all employees, partners, guests, and stakeholders. Harassment and exploitation are not tolerated, and our priority is always to first support the affected individual.

    Clear communication:

    It's vital for us that everyone involved understands our values. We emphasize creating a culture where inappropriate behavior is the exception, not accepted or ignored.

    Collaboration with local actors:

    We establish clear guidelines for employees and suppliers to ensure a fair and safe environment for all.

    Action upon incidents:

    If an incident occurs, we follow straightforward procedures. We first assess the situation, ensuring that the affected person receives necessary support, then address the individual who violated the rules.

    So far, we haven't encountered specific cases of harassment or exploitation, but we are confident that we are prepared to take action should the need arise.

The Planet

Taking care of the planet means protecting ecosystems, wildlife, and nature by responsibly managing land, air, water, energy, and waste. We aim to minimize the negative environmental impact of our travel activities.

Since most of the carbon footprint in tourism comes from travel to the destination, the most important action we can take is to focus on guests from nearby regions.

That alone isn't enough, so we are working to take responsibility in multiple areas. This is likely the area where we have the most work ahead of us.

  • The best thing humans can do for the environment is to leave it alone. No matter what we do will contribute in a negative way to the environment, since we are in the tourism industry. We all know that, and should not try to hide this.

    So, what do we do to reduce this negative impact?

    Our most important contribution to minimizing local impact comes from using off-grid solutions.

    This means our units are not connected to the electricity grid or water and sewage systems, which reduces resource usage.

    However, we recognize that we still have emissions from batteries, water usage, gas for showers, and combustion toilets.

    Use of materials:
    We are working with local partners to build infrastructure with sustainable materials, aiming to use recycled and more eco-friendly resources as much as possible. Although we are still in the early stages, we are working to incorporate this into our long-term strategy.

    Guest involvement:
    We try to inspire guests to reduce their environmental footprint. One initiative we're considering is rewarding those who participate in beach cleanups, offering local produce in exchange for collected plastic. We plan to have a system in place before guests arrive in April.

    Long-term strategy:
    We acknowledge that we have a long way to go in sustainability, but we are committed to continuous improvement. By using the Tripple Framework, we can structure our environmental impact measurements and ensure regular evaluations of our progress.

    Challenges:
    Although we focus on the environment, we are clear that we are not perfect. The best thing for nature would be not to operate at all, but we strive to find solutions that cause the least harm.

    We are also looking into specific measures to reduce waste, such as food waste, and contribute to environmental protection, though we have yet to implement major projects.

    Our goal is to continuously improve our methods and practices, taking small steps toward reducing our negative impact.

  • Can we?

    We aim to reduce our carbon footprint by focusing on local actions rather than purchasing carbon credits, which often fail to deliver the desired impact and can contribute to increased emissions. Instead, we prioritize concrete measures to lower emissions in our operations and material choices.

    We use recycled materials in our units and will document their origin as much as possible, displaying this information via QR codes. and on our website.

    Suppliers are selected based on their emissions management, and we follow up with documentation to ensure sustainability across the supply chain. While small local suppliers have been used in the test phase, this approach won’t suffice when scaling up.

    Our most impactful initiative is encouraging guests to choose eco-friendly transportation by offering significant discounts to those traveling locally or without flying, as transportation is the largest contributor to travel-related emissions.

    We track our carbon footprint by using tools like Klimatsmart Semester and plan to report annually, taking into account guest travel distances as well as our transport and logistics.

    We are also waiting (hopefully) to integrate a new tool from Innovation Norway for more accurate tracking. Currently, we use alternative methods while awaiting completion of this tool.

  • Our key action to minimize environmental impact is placing and removing our units without leaving a trace. This requires us to be highly selective about where units are located. We do not allow landowners to prepare new areas solely for our operations.

    We collaborate closely with landowners and partners to reduce the burden on the surrounding nature.

    Guests and employees will receive training on respecting local wildlife and ecosystems, including guidance on reducing disturbances. Partners and suppliers are also expected to adopt protective measures for wildlife.

    We encourage guests to stay on established paths to minimize their environmental impact.

    A specific measure we are implementing is creating a manual for both guests and staff to ensure that everyone using our services understands how to help preserve the environment where we operate.

  • We are actively working to minimize our environmental footprint on local ecosystems.

    We use a 12-volt system with minimal lighting and no noise to reduce light and sound pollution. Our energy sources include a gas-powered outdoor shower and an incineration toilet.

    While these systems emit CO2, we are continually striving to reduce emissions. For example, the outdoor shower emits approximately 17.9 kg of CO2 over 100 days of use, and the incineration toilet emits around 76 kg of CO2 annually, based on our targeted 28% yearly occupancy rate. These figures can help us measure and manage our environmental impact.

    We adhere to strict regulations to avoid polluting the environment. In some cases, we go beyond legal requirements, such as filtering wastewater from the outdoor shower, even though it is not needed since we do not use chemicals.

    We also aim to involve our guests in pollution reduction efforts. We do this by using nudging techniques and providing recycling and other sustainable options. An example of this is our food concept, which is designed to minimize food waste.

    We have consciously chosen not to follow external certification standards, as we believe they can be misleading and thus contribute to greenwashing.

    Instead, we focus on documenting and controlling pollution, continually monitoring our progress to ensure improvements are made when needed.

  • We are focused on reducing waste and consumption, particularly in relation to food waste and resource use during operations. Our off-grid units, if used correctly, encourage a simpler, more resource-conscious experience for guests. Although we cannot document this fully yet, here’s what we currently do:

    • Food is delivered directly to guests’ doors, sourced from local, high-quality producers.

    • Organic waste is composted.

    • We avoid single-use items and follow local waste management guidelines with sorting and recycling systems, reducing both operational and guest-related waste.

    • In terms of hazardous waste, we comply with municipal regulations and work with local partners as needed. This mostly applies to construction processes, like handling small amounts of paint waste, not daily operations.

    Although we are not yet in full operation, these measures are part of our long-term plan to contribute to a more sustainable tourism model, focusing on minimizing waste and promoting efficient resource use.

  • Our focus is on circular principles, which involve reusing and repairing materials to extend their lifespan. Our units are furnished with a high degree of recycled furniture and materials. We saw that it is hard to find used lamps etc for 12v so we are changing to 230 V in the next version.

    Where possible, we purchase used solar panels, and we're exploring small wind turbines for energy, especially suited for coastal areas.

    Our units are maintained outside the summer season, particularly since they are often placed in exposed coastal areas, requiring extra effort to maintain functionality over time.

    We aim to implement a system to monitor resource use in our operations. Although we have a way to go before achieving maximum efficiency, we systematically work toward improving this.

    Sustainable resource use is a core part of our long-term vision and business model.

    Training in circular and sustainable consumption habits will be part of the onboarding for our employees. We want to educate both employees and guests on how much can be achieved through material reuse and other sustainable choices.

    When it comes to our stakeholders, we require them to adhere to our methods and participate in our culture of sustainability. We communicate openly and clearly about our expectations so that everyone working with us understands our principles and goals.

    Although we are still in an early phase, we aim to develop more initiatives to help reduce waste and conserve resources over time. This is part of our ongoing progress toward a more circular and sustainable operation.

  • Our goal is to develop infrastructure that supports sustainable tourism and reduces environmental impact. Greater efficiency will help minimize the negative effects of our operations. So far, we have achieved the following:

    We built an off-grid unit, not connected to water, electricity, or sewage systems, reducing daily energy consumption.

    We use recycled materials where possible and produced our prototype using a recycled container.

    Although our prototype involved international partners, we are working to localize all production to reduce transport emissions and support local suppliers. Before scaling up, we need to have this system in place.

    Our food delivery system also helps reduce individual transports by bundling local deliveries for each guest.

    We aim to attract local guests and encourage longer stays, further reducing transportation needs and increasing local economic value.

    In the long term, we plan to optimize systems to minimize emissions, focusing on infrastructure that leaves no trace in nature. We want to inspire others in sustainable tourism.

    Continuous improvement is a vital part of our strategy. Every project offers an opportunity to enhance operations and become more sustainable in the future.

    We are highly motivated to demonstrate this in practice.

Some calculations

  • The estimated CO2 emissions for converting a 20-foot used shipping container into a hotel room for Re-treats on Smøla, with 500 kg of interior materials and 50% reused materials, are approximately 1343.24 kg CO2.

    The calculation:

    1. Transport of the Shipping Container:

    • The shipping container weighs 2200 kg and is transported from Tallinn to Smøla, via Kristiansund a distance of 1600 km. The emission factor for road transport is 62 grams of CO2 per ton per kilometer:

    2200 kg×1600 km×0.062 kg CO2/ton-km=218.24 kg CO2.2200 kg×1600 km×0.062 kg CO2/ton-km=218.24 kg CO2.

    2. Insulation:

    • Spray polyurethane foam with a 5 cm layer weighs approximately 100 kg, with an emission factor of 2.5 kg CO2 per kilogram:

    100 kg×2.5 kg CO2/kg=250 kg CO2.100 kg×2.5 kg CO2/kg=250 kg CO2.

    3. Interior Materials (with 50% Reuse):

    • It is estimated that 500 kg of materials will be used for the interior, with a standard emission factor of 2.5 kg CO2 per kilogram. Reusing 50% of the materials leads to a 30% reduction in emissions:

    • Before reuse:

    500 kg×2.5 kg CO2/kg=1250 kg CO2.500 kg×2.5 kg CO2/kg=1250 kg CO2.

    • After reuse (30% reduction):

    1250×(1−0.30)=875 kg CO2.1250×(1−0.30)=875 kg CO2.

    4. Window and Sliding Door:

    • The window and sliding door weigh approximately 100 kg in total, with an emission factor of 2.5 kg CO2 per kilogram:

    100 kg×2.5 kg CO2/kg=250 kg CO2.100 kg×2.5 kg CO2/kg=250 kg CO2.

    5. Lightweight Wall and Built-in Bed:

    • A simple lightweight wall and built-in bed weigh approximately 50 kg in total, with the same emission factor:

    50 kg×2.5 kg CO2/kg=125 kg CO2.50 kg×2.5 kg CO2/kg=125 kg CO2.

    6. Cinderella Incineration Toilet:

    • The Cinderella gas-powered incineration toilet weighs 34 kg, with an emission factor of 2.5 kg CO2 per kilogram:

    34 kg×2.5 kg CO2/kg=85 kg CO2.34 kg×2.5 kg CO2/kg=85 kg CO2.

    7. Miscellaneous Technical Equipment:

    The technical equipment includes a small pump, a water tank, a 100 Ah lithium battery, and a solar panel. The emissions are calculated as follows:

    • Pump: 5 kg ×× 2.5 kg CO2/kg = 12.5 kg CO2

    • Water tank: 15 kg ×× 2.5 kg CO2/kg = 37.5 kg CO2

    • Lithium battery (100 Ah, 1.2 kWh): 1.2 kWh ×× 175 kg CO2/kWh = 210 kg CO2

    • Solar panel: 50 kg CO2 per panel

    Total emissions for technical equipment:

    12.5+37.5+210+50=310 kg CO2.12.5+37.5+210+50=310 kg CO2.

    Total Calculation:

    Summing all the parts, we get the following total emissions:

    • Transport: 218.24 kg CO2

    • Insulation: 250 kg CO2

    • Interior materials (with 50% reuse): 875 kg CO2

    • Window and sliding door: 250 kg CO2

    • Lightweight wall and built-in bed: 125 kg CO2

    • Cinderella incineration toilet: 85 kg CO2

    • Miscellaneous technical equipment: 310 kg CO2

    Total CO2 emissions:

    218.24+250+875+250+125+85+310=2113.24 kg CO2.218.24+250+875+250+125+85+310=2113.24 kg CO2.

    What is 2113 kg CO2 equivalent to?

    This is roughly equivalent to the emissions from driving an average gasoline car for 10,300 kilometers (about the distance from Oslo to Beijing), flying six times between Oslo and London, or taking one-and-a-half round-trip flights from Oslo to New York.

  • We have a gas-powered outdoor shower, which emits CO2 through the combustion of gas.

    To calculate the CO2 emissions from a gas-powered outdoor shower used for 8 minutes per day over 100 days, we must first determine how much gas the shower consumes and then calculate the corresponding CO2 emissions.

    Step 1: Gas Consumption

    A typical gas-powered shower uses around 0.4 to 0.5 kg of propane per hour. For an 8-minute shower, the propane usage would be:

    860×0.45 kg=0.06 kg of propane per shower.608​×0.45kg=0.06kgof propane per shower.

    Step 2: Total Gas Consumption Over 100 Days

    For 100 days of usage, the total propane used would be:

    0.06 kg×100=6 kg of propane.0.06kg×100=6kg of propane.

    Step 3: CO2 Emissions Calculation

    Burning propane produces approximately 2.98 kg of CO2 per kg of propane. Therefore, for 6 kg of propane:

    6 kg of propane×2.98 kg CO2 per kg=17.88 kg CO2.6kg of propane×2.98kg CO2 per kg=17.88kg CO2.

    Summary

    Using a gas-powered outdoor shower for 8 minutes a day over 100 days results in around 17.88 kg CO2 emissions, roughly the equivalent of what a mature tree absorbs over 9 months or the energy used by a 60-watt light bulb for 120 days (6 hours daily use).


    Our outdoor shower also has water runoff. Even though there is no requirement for filtering the water as no chemicals are used, and it is classified as organic rather than greywater, we have still chosen to have the runoff go through a filter.

    We have one outdoor shower per unit.

  • We have a gas-powered incineration toilet of the Cinderella type. It burns waste, leaving only a small amount of ash that can be used in the garden or similar. The gas used in this process contributes to CO2 emissions. How much exactly?

    To calculate the CO2 emissions from a Cinderella incineration toilet that uses gas, we first need to determine how much gas the toilet consumes per incineration cycle.

    approximately 100–150 grams of gas per use.

    CO2 emissions from propane:

    Propane emits about 2.98 kg of CO2 per kg when burned. Assuming an average of 125 grams (0.125 kg) of gas per cycle, the emission per use would be:
    0.125 kg × 2.98 kg CO2/kg = 0.3725 kg CO2 per use.

    For two uses per day:
    0.3725 kg × 2 = 0.745 kg CO2 per day.

    Annual emissions (365 days):
    0.745 kg CO2 per day × 365 days = 271.925 kg CO2 per year.

    So if the Cinderella toilet is used twice a day and runs on propane, it will emit approximately 0.745 kg of CO2 per day, which equals around 272 kg of CO2 annually. Our units are budgeted at an occupancy rate of 28% or 100 days per year.

    That results in 76 kg of CO2 per year, which is equivalent to keeping a 60-watt light bulb on for 6 hours every day for an entire year.

  • Trondheim to Smøla (34.2 kg CO2): This is equivalent to charging a smartphone 4,200 times or using an LED lamp for over 800 days. It also equals producing about 9 new books or running a dishwasher for 4 months.

    Copenhagen to Smøla (182.1 kg CO2): This is like eating 80 kg of beef (around 320 meals) or heating a home with electricity for 1 month. It also equals eating 30 kg of chocolate or using a laptop for over 2 years.

    London to Smøla (242.1 kg CO2): Equivalent to producing 60 pairs of jeans or watching TV for over 4,000 hours (166 days of continuous TV). It also equals the production of around 70,000 coffee cups or sending 4,000 emails with attachments daily for an entire year.

    New York to Smøla (644.1 kg CO2): This is equivalent to driving a gasoline car for over 3,000 km, which is roughly a round-trip between Oslo and Rome. It’s also comparable to running a washing machine for 7 years or watching TV for over 7,000 hours (more than 290 days of continuous TV).

    Or, in the case of New York. The same amount of emissions as in building and decorating one of our [Re] treats

  • Here are 3 potential scenarios for our guest emissions in 2025. We are planning for 400 utleiedøgn with two guests per stay, which means 800 gjestedøgn.

    Scenario A: 100% Local Guests

    If all of our guests are local, coming from Trondheim to Smøla, the emissions per guest would be 34.2 kg CO2 for the trip.

    • Number of guests: 800

    • CO2 emissions per guest: 34.2 kg CO2

    • Total emissions: 800 guests × 34.2 kg CO2 = 27,360 kg CO2

    This is the lowest emission scenario, with all guests traveling short distances.

    Equivalent to: 27,360 kg CO2 is like driving an average gasoline car for about 137,000 kilometers, which is like driving 3.5 times around the entire Earth.

    • Or: Charging a smartphone 3.3 million times.

    • Or: Running an LED lightbulb for 66,000 days straight (over 180 years).

    Scenario B: 50% Local, 50% International

    In this scenario, 50% of our guests are local, while the other 50% are international, divided equally between Copenhagen, London, and New York.

    • Local guests: 400 guests × 34.2 kg CO2 = 13,680 kg CO2

    • International guests:

      • 33% from Copenhagen: 133.33 guests × 182.1 kg CO2 = 24,262.83 kg CO2

      • 33% from London: 133.33 guests × 242.1 kg CO2 = 32,279.43 kg CO2

      • 33% from New York: 133.33 guests × 644.1 kg CO2 = 85,880.13 kg CO2

    • Total emissions: 13,680 kg (local) + 142,422.39 kg (international) = 156,102.39 kg CO2

    This scenario shows a significant increase in emissions due to the international flights.

    Equivalent to: 156,102 kg CO2 is like flying round trip from Oslo to New York 243 times.

    • Or: Producing 2.2 million cups of coffee.

    • Or: Driving an average gasoline car for 780,000 kilometers, equivalent to driving around the Earth nearly 20 times.

    Scenario C: 100% International Guests

    If all of our guests are international, split equally between Copenhagen, London, and New York, the emissions are considerably higher.

    • International guests:

      • 33% from Copenhagen: 266.67 guests × 182.1 kg CO2 = 48,525.67 kg CO2

      • 33% from London: 266.67 guests × 242.1 kg CO2 = 64,558.87 kg CO2

      • 33% from New York: 266.67 guests × 644.1 kg CO2 = 171,760.27 kg CO2

    • Total emissions: 284,844.81 kg CO2

    This scenario illustrates the highest environmental impact, primarily driven by long-haul flights.

    Equivalent to: 284,844 kg CO2 is like flying round trip from Oslo to New York 444 times.

    • Or: Driving a gasoline car for about 1.42 million kilometers – the equivalent of traveling 35 times around the Earth.

    • Or: Running a washing machine non-stop for 61 years

      What we actually get will probably be somewhere in between.

  • Local Spending:

    Hotel guests in Norway typically spend around 600-900 NOK per day on local activities, food, souvenirs, and transport, in addition to accommodation (The Norway Guide). This spending includes dining, local experiences, and transport such as rental cars or buses.

    Calculation of local value creation from one rental:

    • Landowner: 10% of each rental (5000 NOK) goes to the landowner, i.e., 500 NOK.

    • Local food: Breakfast and dinner with local ingredients, contributing 500-800 NOK per rental.

    • Teamwork: Each rental requires 2 hours of local labor.

    • Additional guest spending: Estimated 600-900 NOK per day on activities.

    Total local value creation:

    For one rental, local value creation is estimated between 1600-2200 NOK, depending on guest consumption.

  • Norwegians have an annual carbon footprint of about 12 tons of CO2 equivalents, distributed across food, housing, daily travel, consumption of goods and services, and public use like hospitals and schools. Housing, food, and daily travel make up around 7 tons, while public consumption accounts for 3 tons, which cannot be directly controlled. Travel, including flights, accounts for 2 tons. Meeting the Paris Agreement's target of reducing the footprint to 3 tons per person by 2030 requires significant cuts in consumption.

    Air travel is one of the largest contributors to emissions. For example, a round-trip flight from Oslo to Australia emits about 6,800 kg of CO2 per passenger—more than half of a person's current annual footprint and more than double the recommended total footprint for reaching climate goals. Even shorter flights have a substantial environmental impact: a round-trip from Oslo to Bergen emits 90 kg of CO2, which is 80 kg more than taking the train.

    Even as we improve our carbon footprint from housing and food by reducing meat consumption and conserving energy, air travel remains a significant challenge for meeting climate targets. According to "Framtiden i våre hender" an NGO, flights and vacations alone account for 16% of a Norwegian's annual emissions.

    With an already high footprint in daily life, there is little room to increase emissions further during vacations. Therefore, changing travel habits will be crucial to reducing overall emissions and reaching the goal of 3 tons of CO2 per person by 2030.

    This is why we aim to offer meaningful experiences for local, short-distance adult couples.

  • The destruction of nature has significant consequences for both the environment and the climate, in Norway and globally. When natural areas are developed, ecosystems that are crucial for biodiversity and carbon absorption are lost. Here are a few examples:

    Norway:

    Each year, Norway loses natural areas to housing, infrastructure, and industry. It is estimated that approximately 700 square kilometers of nature are lost annually. This leads to the destruction of key ecosystems, such as peatlands and forests, which act as carbon sinks. Peatlands alone can store five times more carbon per square meter than forests. When these areas are developed, the carbon is released, and the emissions from this development can significantly contribute to increased greenhouse gases.

    For instance, if a peatland of 1 square kilometer is developed, it can release up to 10,000 tons of CO2. This is equivalent to the annual emissions of over 5,000 cars. Forests also function as carbon sinks, and deforestation means that trees no longer absorb CO2.

    Globally:

    The destruction of rainforests, particularly in the Amazon, is a global challenge. Rainforests account for absorbing around 30% of the world’s carbon emissions, but deforestation has turned these areas into sources of carbon emissions instead. It is estimated that global deforestation releases up to 5 gigatons of CO2 annually, nearly as much as the United States’ annual greenhouse gas emissions.

    Preserving nature also has a significant impact on water quality, soil health, and biodiversity, which in turn affects food production and environmental protection. Protecting and restoring natural areas will be crucial to slowing climate change and maintaining balance in the world’s ecosystems.

    It is essential to preserve nature both for the sake of the climate and to ensure future generations have access to clean air, water, and food.

    We hope that temporary mobile projects like ours can help inspire others to seek out new solutions.

A round-trip flight for two guests from New York to Norway emits more CO₂ than building an entire [Re]treat. That’s why we focus our marketing on short-distance travelers.

2025 – 135 Guest Nights

We opened on May 31, 2025 and remained open until August 22.
The numbers below reflect the first 135 nights booked by paying guests. Two units.

Guest origin

Norway: 108 nights (80.0%)
Of these, we estimate that approximately 60 nights were guests traveling less than 2.5 hours (44.4% of total nights).

International nights:

Denmark: 6 nights (4.4%)
Netherlands: 5 nights (3.7%)
Sweden: 4 nights (3.0%)
Germany: 4 nights (3.0%)
United Kingdom: 2 nights (1.5%)
Finland: 1 night (0.7%)
Poland: 1 night (0.7%)
Lithuania: 1 night (0.7%)
South Korea: 1 night (0.7%)
China: 1 night (0.7%)
Singapore: 1 night (0.7%)

Average occupancy: approx. 1.96 guests per night
Estimated total number of guests: approx. 265 people
Dogs: 5

More than 4 out of 5 nights are national.
Nearly half are regional.

How Guests Found Us

Our marketing budget is used exclusively for targeted local advertising in Møre og Romsdal, Trøndelag and Innlandet.

Measures:

• A few sponsored posts on Facebook and Instagram. Approx. NOK 8,000.
• Google Ads, geographically restricted. Approx. NOK 4,000.
• 20% discount for short-traveled guests.

Our direct prices are lower. We add a 10–20% markup on platform prices.

Platform bookings:

Booking.com: 18 nights (13.3%)
Campanyon: 8 nights (5.9%)

Estimate: Total Emissions from Guest Travel

This is a rough estimate based on standard 2025 emission factors for car and air travel, assumed average travel distances, round-trip travel, and approximately 1.96 guests per night.

Assumptions:

Local Norwegian guests: approx. 360 km round trip by car
Other Norwegian guests: approx. 1,000 km round trip, 70% car / 30% domestic flight (we do not know if anyone flew, so this is an estimate)
European guests: return flights 1,000–3,000 km
Long-haul (Asia): return flights 15,000–20,000 km

Based on this, we estimate that travel to and from Re-Treats during the first 135 nights generated approximately:

approx. 28 tonnes of CO2

Flight numbers are conservative and do not include non-CO2 effects at altitude. The real climate impact may therefore be higher.

None of the long-haul guests traveled to Norway solely to visit us. Re-Treats was one part of a longer journey. Still, the full journey is included in the climate calculation.

A single long-haul booking can alone account for more than 3 tonnes of CO2.

The most important climate measure we take is therefore not material choices or local operational decisions. It is travel distance.

We publish these numbers because we believe tourism must be able to withstand measurement.