Case Study from GDS-Movement: Catalysing destinations to deliver climate action

Q: How did you create your climate plan as a supporting organisation working inside the Glasgow Declaration?

A: We looked at our own footprint, but as a fully remote team the organisational impacts are relatively small. As a signatory we are a supporting organisation, and therefore the biggest impact is through our clients. We have touched 151 plus destinations through the GDS-Index, the Academy, and our consulting work. We saw an immediate opportunity to strengthen climate questions in the Index beyond the city level and into the tourism and events sector more specifically, to build skills through the Academy, and to integrate climate into our advisory and events work. We focus on where we have influence and step up the climate component across those channels.

Q: How do you decide what actions make it into the plan and by association what defines how the index is structured?

A: Data, engagement, and internal judgment work together. We co-create climate questions with our Technical Advisory Committee and clients, listen to where destinations are, then review results and decide how to adapt them further. We also seek to identify what destinations truly need, even if they have not explicitly requested it. 

Importantly, we shaped the Index’s questions to reflect the Glasgow Declaration pathways. We now look more closely at climate action on three levels: at sector level, assessing commitments, carbon measurement, action planning, and climate risk; at supplier level, examining how businesses are supported to measure and plan; and at DMO level, evaluating whether organisations ‘walk the talk’ through their own training, carbon measurement, and action plans. 

At all three levels, we align actions with the pathways, measuring, decarbonising, collaborating, etc. ,and encourage destinations to join the commitment. Looking at these areas together ensures the actions complement each other and create wider impact across the destination.

Q: You have suggested the index can catalyse action. What evidence do you see?

A: Yes, we’ve seen clear evidence that the Index catalyses action. A key example is the inclusion of climate action criteria. When we first asked destinations in 2024 whether they had a climate action plan, many had yet to begin. By 2025, after formalising the criteria, we saw a significant shift in priorities:

Destinations developing climate strategies at sector level rose from 54% to 77%.

Those supporting suppliers in climate action grew from 79% to 90%.

Climate action at the DMO level increased from 84% to 96%.

This demonstrates that measurement drives momentum. Many destinations have since made formal commitments, initiated planning, and begun communicating their climate intentions. While areas like capacity building, impact measurement and climate risk assessment and adaptation still lag, the index has clearly accelerated progress and put climate action higher on the agenda.

Q: How do you evolve these criteria over time?

A: We evolve our criteria through a phased approach that supports destinations on their sustainability journey.

Phase One – Catalyst: We begin with foundational yes/no questions, such as “Do you have a climate strategy?” This raises awareness and encourages initial action.

Phase Two – Acceleration: In the following years, we build on that by adding depth—asking what is included in the strategy, who is responsible, and how it's being implemented.

Phase Three – Impact: Finally, we focus on measuring outcomes—such as actual reductions in carbon emissions or supplier engagement metrics.

This progression ensures that destinations are not just checking boxes but building real capacity and accountability.

To guide this evolution, we've collaborated with the University of Exeter on systems-change modelling. This work maps how indicators interact and influence each other, providing a robust framework for designing, reviewing, and refining our criteria to maximise effectiveness and systemic impact.

Q: How are adaptation and resilience becoming part of your work?

A: Language varies by region. In parts of North America, the term “net zero” is challenging, so “resilience” is increasingly used. Crisis management is a strong entry point. We have pushed for proper crisis plans for tourism and events since 2019. That was resisted, but recent wildfire seasons and more environmental disaster have made the need obvious. We plan to rework the crisis question to be more DMO-specific because climate-driven crises are rising. 

On adaptation, we ask sector-level risk questions. Destinations reporting that they assessed climate risks to tourism and events rose from about 20% in 2024 to 30% in 2025. For example, Berlin is currently combining work on footprint measurement with a clear adaptation element. In general, progress is real, though still slow.

Q: What does the Glasgow Declaration change for destinations you work with?

A: It gives a shared language and pathway that we can mirror in the index and in our support. We can point DMOs to measurement, decarbonisation, collaboration, and reporting, and we can say: join the commitment now rather than wait for perfect data. Even high-performing destinations sometimes hesitate to sign until they have measured and written a plan. We advise joining to unlock peer support and then taking the steps with us. The Glasgow Declaration framework supports DMOs in “walking the talk” and helps us guide them to assist their suppliers.

Q: What else do you do to support the index and catalyse progress?

A: The GDS-Academy offers flexible, bite-sized learning options to help destinations build momentum without feeling overwhelmed. These include a 2.5-hour online introduction, one-day workshops, and more in-depth masterclasses on Climate Action. Often, that initial short session is enough to spark action. From there, we can deepen the engagement with tailored workshops for internal teams and, eventually, broader sessions involving the city, hotels, venues, and other stakeholders.

We’re also strengthening our work through data partnerships—for example, with Murmuration—to enhance predictive modelling and climate impact analysis. The aim is to build a supportive ecosystem that helps destinations move from A to Z with the right tools and guidance at each step.

For those ready to go further, our consulting teams offer hands-on support—developing full climate action strategies, measuring tourism and event carbon footprints, decarbonisation plans, designing communication campaigns, and providing tailored reporting services.

The GDS-Index itself is evolving too. For destinations just beginning their journey, we’re soon launching GDS-Lite—a streamlined version built around 25 essential indicators. These are carefully selected using the University of Exeter’s systems-change methodology to focus on what really matters. Every question is paired with a practical solution—scaled to match the resources a city has. The goal is to demystify the process, reduce fear, and help destinations achieve early wins that pave the way for deeper, long-term change.

Q: What would your advice be to supporting organisations and destinations that have signed the Glasgow Declaration but feel stuck?

A: Demystify and start small. Use the GDS-Index and Glasgow pathways to structure first steps. Do not wait for perfect measurement. Take a workshop, review a draft, make a simple plan, and begin capacity building. Share peer examples that feel achievable. For DMOs, claim the role to enable sector action and walk the talk. For supporting organisations, pair every question with an entry-level solution, so people can move.

Key takeaways

• The biggest potential impact is through clients, and climate action is central to the GDS- Index, GDS-Academy, and GDS-Consulting.
  
   

• Index criteria align with the Glasgow Declaration pathways and nudge destinations to join the commitment and progress through the steps.
  
   
• Indicator evolution follows a process from catalyst, to accelerate, to impact, supported by the University of Exeter systems-change modelling.
  
   

• Adaptation and crisis management are increasingly prioritised, with sector-level risk assessment reporting rising from approximately 20% in 2024 to 30% in 2025.

Our ambition is to accelerate from incremental improvements to systemic transformation, ensuring that every destination can align with climate pathways and contribute to regenerative tourism