Case Study from Catalunya: The challenges and potential of collaborative climate action

Q: How did you go about creating your Climate Action Plan?

A: The Department of Labour and Work signed the Glasgow Declaration, but implementation fell to our two public bodies: the Directorate General for Tourism and the Catalan Tourist Board. We joined forces to lead the process together, supported by an external consultancy. We didn’t want a consultant to simply deliver a document — we wanted ownership. We began by mapping which actions were already being done in government — in areas like climate change, waste, and mobility — that could be adapted for tourism. This gave us a plan rooted in reality and aligned with Catalunya’s wider climate goals.

It was important that both organisations worked together. Tourism in Catalunya is governed jointly by our two entities, so it made no sense for just one to lead. We wanted to speak with one voice.

Q: How did you decide which actions to include?

A: We combined a literature review with semi-structured interviews across government, then prioritised actions we could directly influence. Some areas, like transport, were dropped because we lack competence there. Others, like training, business support, and governance, became pillars. Our plan is deliberately flexible: every year we set new targets and update actions while maintaining ambition. We based our approach on the five pathways of the Glasgow Declaration — Measure, Decarbonise, Regenerate, Collaborate, and Finance — so that we could stay aligned with the global framework. At first, we focused on making visible what we were already doing. That visibility built momentum and confidence for the implementation phase.

Q: How are you addressing climate risk and adaptation?

A: We started from the climate adaptation plan of the Catalan Office of Climate Change, which highlights key risks such as beach erosion, snow loss, and drought. We are developing indicators — for example, tracking beach. . We also secured an EU project to help ski resorts transition to year-round mountain tourism, and we’ve launched a new EU co-founded project focused on regenerative tourism.

One of our most concrete steps is multi-million-euro grant programmes for businesses. One focuses on energy efficiency and the circular economy, requiring recipients to reduce non-renewable energy use by at least 30%. Another addresses water conservation — essential after several years of drought. So far we’ve allocated over €30 million to around 90 projects.

Q: How are you measuring progress?

A: We have a structured governance system. Every year we set measurable goals with an external auditor, and every action has a team responsible. We use an internal dashboard to track progress and hold three review meetings per year — kickoff, mid-year, and final evaluation. The external auditor verifies results, so we have honest reflection on what went well and where we fell short. This internal governance has become a strength, and we are now exploring how to share progress externally beyond our annual UN Tourism reporting.

This system builds trust and accountability internally. Our next challenge is to share results more broadly with other departments and the public.

Q: How has having a plan changed your work?

A: It’s been transformational. It gave us credibility to secure EU funding, like the €2 million LIFE project on climate resilience. It has strengthened collaboration between our two organisations — we now share knowledge and align communications and training. And we are becoming a resource for local governments that want to follow our example.

Climate action is no longer a separate project — it is integrated across our competencies, from training and certification to developing indicators.

Q: What are you learning about emissions measurement?

A: We measure both our organisational footprint, using the Catalan Office of Climate Change framework, and the destination footprint, which is much harder. Data access is the biggest challenge — especially for food, energy, and internal transport. We’ve had to develop our own methodology, knowing it may not be perfect, but consistency matters more than perfection. What matters most is that data informs reduction.

The lack of a shared global methodology makes it hard to compare results with other regions. We hope UN Tourism will move towards a harmonised approach, but we prefer to start with what we have rather than wait for the perfect tool.

Perfectionism was holding us back at first. Now we embrace progress: having a consistent estimation each year is more useful than waiting. The goal is to reduce emissions, not to produce the most precise number.

Q: What benefits has being a Glasgow Declaration signatory brought you?

A: Having committed under the UN framework gave us credibility inside government and helped us secure resources. It’s been a game changer. The Declaration provides structure, the five pathways keep us focused, and the annual reporting creates accountability. It has also helped us access multi-million-euro funding and support hotels and tourism businesses with grants. Perhaps just as important, it has made us part of a global community. When we meet other destinations who have signed, we exchange experiences and learn from each other.

It also motivates us internally — we know we have to deliver, because there is global accountability. That external pressure helps us argue for more resources and keep climate action a priority.

Q: What advice would you give to other signatories writing their first plan?

A: If you’re not in leadership, build a case internally and lobby for resources. If you are in leadership, commit funding and staff. Start by identifying what is already being done — you might find there is more than you think — and build from there. Own the process rather than outsourcing it completely.

Keep it simple and aligned with your organisation’s core mission. A modest, achievable plan that is implemented is better than an ambitious one that sits on a shelf.

Key Takeaways:

• Catalunya’s Climate Action Plan is jointly led by the Catalan Tourist Board and Directorate General for Tourism, ensuring a unified voice for tourism under Tourism of Catalonia.
  
   

• The plan is updated annually to stay flexible and ambitious.
  
   
• Strong internal governance with external auditing drives accountability and honest reflection.
  
   

• Signing the Glasgow Declaration has brought credibility, funding, and a sense of belonging to a global community of destinations taking action.