We talked to Zoe at trade-only luxury tour operator LUSSO on early wins and why sustainability is high on the agenda for the industry.
How did you get into the role?
I’ve worked in the travel industry for over 30 years and have seen firsthand both the positive and negative impacts of tourism. My journey into responsible and sustainable tourism began while working in the Philippines on a range of community programmes. During lockdown I formalised this passion by starting a Responsible Tourism MSc. It’s a subject that has always been close to my heart and studying it deepened my understanding of sustainability challenges and opportunities in the industry. I joined LUSSO in June 2023, excited to bring this knowledge into a business that values making a positive impact.
What are you responsible for?
My role involves developing and integrating responsible and sustainable strategies into every aspect of the business. This includes creating policies, working with suppliers, engaging colleagues and championing the cause daily. It’s about embedding sustainability into the DNA of the business so that it’s not seen as an add-on but as a core value.
What are the biggest challenges?
Time mostly and resources are the most significant challenges. The scope of what needs to be done can feel overwhelming – there’s so much ground to cover, from policy creation and staff engagement to supplier partnerships and client education. Balancing immediate business needs with long-term sustainability goals requires careful prioritisation.
Key highlight from the last 12 months
Finalising our Animal Welfare Policy has been a major milestone. It ensures that all holiday activities we offer involving animals adhere to strict ethical guidelines, avoiding exploitation of wildlife. The policy reflects our commitment to responsible tourism and demonstrates to our partners and clients that we take animal welfare seriously.
Additionally, we’ve taken a collaborative approach by developing a Responsible Tourism Team, with a staff member from each department working together to meet our Travelife criteria. This cross-departmental effort ensures that sustainability is embedded across the business and engages the entire team in our journey. These developments are incredibly rewarding, as they provided essential support and momentum for advancing our goals.
What is your top goal for 2025?
Achieving Travelife Partner status. This ABTA-approved sustainability certification for tour operators is well recognised and provides a clear roadmap for implementing sustainability within our business and supply chain. It’s not about ticking boxes but about creating measurable, impactful change. Achieving this status will be a significant step in our sustainable journey.
What excites you the most about your role?
The potential to develop sustainable initiatives at destination is what excites me most. We can influence our partners in-resort and encourage them to adopt sustainable practices. For example, we’ve developed supplier guidelines to encourage sustainable practices, implemented animal welfare codes of ethics based on ABTA’s 5 domains, initiated conversations about supporting community-based projects. We have recently donated laptops to an education project in Kenya and begun exploring the development of our own responsible tourism product.
How easy has it been to set up the role at LUSSO?
On a scale of 1 to 10, I would say a 4. It is still early days on our sustainability journey and there’s a lot of groundwork already done. However, I’ve been encouraged by the support from senior management who are committed to driving this initiative. I firmly believe this has to be a top-down driven effort. Without the leadership team’s active involvement meaningful change simply won’t happen. Their backing has been instrumental in getting the ball rolling and there is a real determination to make progress.
How has that translated itself?
This has translated into tangible steps, such as providing access to tools, resources and training for all stakeholders to build momentum in our sustainability journey. Senior management’s commitment has ensured that sustainability isn’t just an afterthought but a key consideration in our decision-making processes. Their support has also empowered me to collaborate across departments, ensuring that sustainability becomes a shared responsibility within the business.
Describe attitudes to sustainable policies in the business
As with any new initiative these have varied. Some colleagues are naturally resistant to change, while others are incredibly enthusiastic and eager to learn. Overall, I’ve been heartened by the interest and willingness of my colleagues to engage in sustainable practices. The key is to keep the conversation going and make the process approachable for everyone, this is a team effort.
How would you describe your industry’s approach to sustainability?
Sustainability is firmly on the agenda in our industry and for good reason. Travel and tourism contribute 8% to global greenhouse gas emissions, making it a critical area for action. Tourism leakage at destination – where much of the money spent on holidays doesn’t benefit the local community – is another pressing issue. The industry is working hard to address these challenges, prioritising local partnerships, reducing carbon emissions and promoting sustainable tourism models.
What role should communications pros be playing to help you deliver?
Communication professionals are vital to driving change. With 80% of the tourism sector made up of SMEs, its essential to communicate sustainability in simple, practical terms that resonate with smaller businesses. Effective communication can demystify the process, highlight the benefits and inspire action. As an industry we should also share success stories and small wins more frequently to show that even incremental changes make a big difference.
