Case Study from the Travel Corporation: cutting emissions across 40 global travel brands

Q: What inspired TTC to develop a Climate Action Plan, and how did the process unfold?

A:  Having signed the Glasgow Declaration as a founder signatory at its launch in 2021, publishing the Climate Action Plan coincided with our decision to pursue science-based targets and followed the launch of our five-year sustainability strategy in 2022. That strategy originally set a goal to become carbon neutral, but I quickly grew uncomfortable with relying on offsets. It felt like a short-term fix rather than a solution. We were being influenced by the urgency of the climate emergency and insights from external experts. That’s when we pivoted to focusing on science-based targets and actual emissions reductions. The Climate Action Plan became a way to anchor that shift and operationalize our ambitions.

Q: How did you decide on the actions included in the plan?

A: It’s been an iterative process. In the first version, we still had offsets in there, but it didn’t sit right with us. We’ve since evolved, replacing offsets with a carbon fund. We’ve always embraced “measure, reduce, restore (via nature-based solutions), and evolve” as our guiding principles. The idea of “evolve” is crucial — recognizing we won’t get everything right the first time and being open to adapt. The carbon fund has become central to our second iteration, allowing us to invest directly in decarbonization within our own footprint and supply chain.

Q: Can you expand on how the carbon fund works?

A: Each of our brands contributes to the carbon fund based on its footprint. This internal carbon price incentivises them to reduce emissions, because lowering their footprint lowers their contribution. The fund supports projects like energy efficiency retrofits, solar installations, and battery storage. On the supply chain side, we help coach operators transition to renewable fuels like Hydrotreated Vegetable Oil (HVO). It’s very practical work — far from flashy — but the impact is substantial. We’re prioritizing actions that cut emissions at the source.

Q: Was it intentional to focus on such tangible actions?

A: We’ve made a conscious choice to focus on actions with real emissions impacts, even if they aren’t headline-grabbing. While public attention often goes to certifications or splashy initiatives, we’re comfortable with doing the work behind the scenes. The carbon fund is probably one of the most impactful things we’ve done, but it flies under the radar — and that’s fine with us.

Q: How has TTC incorporated climate risk assessment into its business strategy?

A: TTC is in a transition period, and with that we have the opportunity to further align our sustainability ambitions with that of the business. Climate and sustainability overall have a place on the executive as well at the board level. Climate risk, specifically, is a challenge that we have woven into growth plans, specifically in the way it intersects with asset management and investment, supply chain resilience and of course the customer experience. Climate is not viewed as an environmental issue; it’s a core business risk.

Q: Emissions measurement is often a sticking point. How has TTC approached this challenge?

A: We’ve accepted that measurement is complex, but that shouldn’t delay action. Coach and cruise operations are relatively straightforward — we track fuel invoices. Tour dining and experiences are trickier, but we’ve developed internal systems to collect data manually in a shift towards  more automated processes. We’ve also strengthened our team with a sustainability analyst to strengthen this work. Measurement isn’t just about reporting; it’s essential for building internal business cases.  We can model how reduction tactics will impact emissions across itineraries and regions and use that insight to guide decision-making.

Q: How are you supporting your supply chain, especially SMEs, to engage with climate action?

A: We’re really conscious of not overwhelming SMEs. Rather than asking each supplier to carry out detailed carbon audits, we apply average carbon factors and focus on providing them with practical reduction strategies. We’ve also joined Travalyst, which is helping the sector develop common reporting approaches to reduce duplication. It’s about enabling SMEs in our supply chain to take action, not burdening them with paperwork.

Q: What mechanisms do you have in place to ensure implementation across TTC’s brands and suppliers?

A: Internally, each major brand has a sustainability officer responsible for delivering on climate and other sustainability KPIs. These KPIs are linked to performance incentives. We’ve also embedded climate action into business reviews and reporting structures. For suppliers, we’re developing a more formal engagement plan, and partnerships like Travalyst will help standardize expectations. Implementation is as much about relationships and leadership as it is about having the right frameworks.

Q: What role do policy and external networks play in enabling or hindering your progress?

A: One of the biggest barriers is the lack of cohesive policy frameworks. Ideally, we’d see cross-sectoral policies that integrate tourism into broader infrastructure and climate strategies. Right now, there’s fragmentation, which creates complexity for multinational operators like us. Networks like the Glasgow Declaration, as well as Travalyst and other collaborative platforms are vital to helping the sector move in a more unified direction.

Q: Has the Climate Action Plan brought tangible benefits to TTC?

A: Definitely. While the plan itself is high-level, it’s been invaluable as a tool for internal alignment and external communication. It provided a framework that enabled us to simultaneously scale up measurement and launch the carbon fund. It also helped us clarify priorities for where to direct resources.

Q: How has the plan contributed beyond your immediate team or sustainability function?

A: It’s strengthened TTC’s value proposition, something that was very much under the radar during our acquisition by Apollo Private Equity. Having a robust ESG and climate strategy added weight to TTC’s attractiveness. Beyond the sustainability team, the plan has helped drive conversations at senior leadership levels and reassured stakeholders that we’re addressing climate risks seriously.

Q: What advice would you offer to other operators starting their climate action planning?

A: Two things: first, resource it properly. Many operators underestimate the investment required to deliver meaningful climate action. Second, view climate action through a risk and opportunity lens — it’s not a ‘nice to have’ anymore. This is about business continuity, long-term resilience, and creating value in a rapidly changing world.

Key Takeaways:

•    TTC replaced offsets with an internal carbon fund to invest directly in decarbonization.
•    The group’s focus is on practical, systems-level emissions reductions across assets and supply chains.
•    Climate risk is now embedded in executive-level strategy.
•    TTC balances robust measurement with supplier-friendly approaches.
•    The Climate Action Plan has added strategic value internally and externally, including during TTC’s acquisition by Apollo.