6) Should measurement tools be free and open source?

7) How will we achieve sufficient harmonisation of core ESG method and metrics?[1]

8) What is required to support transparency and comparability?

9) Given that micro and SMEs are within larger companies’ supply chains, how will we ensure they are able to provide the data their clients require for ESG reporting? A new, voluntary, CSRD framework for SMEs (VSME) has been proposed.[2]

10) Policy that helps to de-risk transition, and supports investment in green fuel and power

11) Integration of tourism with Clean Industrial Deal and Sustainable Transport Investment Plan

 

[1] From Mission Letter to new Commissioner for Sustainable Transport and Policy: “As we head to 2030, each Member of College will ensure the delivery of the EU targets and objectives defined for that year, as well as of the United Nations Sustainable Development Goals within their policy areas. The College as a whole will be responsible for the overall implementation of the Goals.” ETOA attended UN Tourism launch event in 2024 : https://www.unwto.org/events/inaugural_event_ESG. Other resources: UN Tourism: https://www.unwto.org/tourism-statistics/environmental-social-governance-tourism-technical-information

[2] VSME, a new voluntary reporting standard for non-listed SMEs: ‘The VSME is a deliverable of the European Commission’s SME Relief Package (September 2023) tasking EFRAG to develop a simple and standardised framework for SMEs to report on ESG issues, creating better opportunities to obtain green financing and thus facilitating the transition to a sustainable economy. In particular, in Action 14 of the SMEs Relief Package it is mentioned that the ‘Commission will ensure that SMEs have a simple and standardized framework to report on ESG issues … ensuring the rapid delivery of voluntary standards for non-listed SMEs.”: https://www.efrag.org/en/projects/voluntary-reporting-standard-for-smes-vsme/concluded

12) What will incentivise change: financial incentives or penalties; recognition; competitive advantage; sectoral self-interest; other?

13) Pending legal requirements and/or financial signals, are they any quick wins?

14) CSRD: Are we prepared for sustainability reporting? e.g. Double materiality assessment: how to assess how our financial performance is affected by sustainability, and what impact our operations have on society and the environment. See point 9 for more information.

15) Green Claims: Do we make environmental claims on our websites or in other marketing materials? If so, do we have what we need to back them up?

Potential impact on process, cost, competitiveness and recruitment/talent management.

1) Ability to make climate action a priority

2) Risk of vacating commercially profitable space vs. risk of inaction

3) Cost of producing to standards higher than what is legally mandated

4) Designing, marketing and sourcing lower-carbon product, including ‘slow tourism’

5) Complexity of accreditation and certification

6) Cost savings consequent to carbon efficiency

7) Costs/ benefits of pre-emptive compliance

8) Relative appeal of organisational policies and practice to prospective employees

Evidence-based assumption: While niche opportunities exist and are growing, in general consumer demand will not be sufficient to drive transition to lower carbon holidays: price and ratings will continue to dominate decision factors.

9) Political will and capacity to build consent for necessary change (“social license” for tourism)*

10) Developing and executing long-term decarbonisation and adaptation strategy

11) Speed of decision-making and implementation

12) Impact of lobbying: necessary insight vs. narrow interests

* Change might relate to offer or infrastructure, e.g. new opening hours to avoid hottest time of the day; the rise of ‘coolcations‘; redevelopment of transport hubs or traffic flow; creation of renewable energy generation and charging infrastructure. ‘Consent’ may also relate to the concept of developing, maintaining or restoring ‘social licence’ for tourism, which may require awareness-raising in relation to both positive and negative impact of visitor economy. It may also relate to acceptance for need for adaptation and change. For example, a destination previously able to rely on sufficient snow to attract ski tourism may need to re-orient its offer due to influence of climate change on snowfall or glacial melt, yet meet resistance to change among stakeholders in the status quo.

1) Support tools and information, including good practice hubs

2) Other peer group knowledge-sharing and encouragement

3) Operators and destinations collaborate on decarbonisation of itineraries or services

4) Case studies showing what can be done

5) Application of AI on measurement, reporting and emissions reduction

6) Carbon literacy, and positive reasons for change to support in-house decision making

7) Board and management support, and in-house champions

8) Sufficient political will and power