Case Study from VisitScotland: mobilizing Scotland’s tourism sector to drive change
UN Tourism ´s Interview with Lee McRonald – International Partnerships Manager, VisitScotland
VisitScotland has positioned itself as a leader in climate action for tourism, embedding sustainability across both its internal operations and the wider industry. It was the first organization of its kind to sign the Tourism Declares initiative in 2020 and served on the drafting committee of the Glasgow Declaration on Climate Action in Tourism. This dual role — as both an implementer and a co-author of the global framework — has shaped VisitScotland’s ambitious approach to climate action and helped anchor its work within Scotland’s wider net zero transition.
Q: How did you create your plan?
A: In April 2019, the Scottish Government declared a climate emergency and passed legislation committing Scotland to reach net zero by 2045. In response, we signed the Tourism Declares initiative in November 2020 and helped draft the Glasgow Declaration. We published our first Climate Action Plan in November 2021. The plan was created in-house, led by our Responsible Tourism Manager, with input from department leads and key partners. Top-level commitment was essential to prioritize climate action goals. The plan builds on years of internal sustainability reporting and is now embedded into our strategic planning process.
Our work goes beyond internal operations. We aim to inspire Scotland’s visitors, businesses, and destinations to deliver tourism in a different way, positioning tourism as part of the solution to the climate emergency. We strive to show that Scottish tourism can lead the way and make a real difference.
Q: How did you choose which actions to include?
A: Alignment with the five pathways of the Glasgow Declaration — Measure, Decarbonize, Regenerate, Collaborate, Finance — kept us focused on outcomes. We assessed what we could directly control, what we could influence, and what was feasible. This led to four spheres of focus: our internal operations, visitors, businesses, and destinations. For each, we asked: Where are we now? Where do we want to be? How do we get there? What barriers exist? Where can we start? This structured approach gave us clarity and helped us turn ambition into action.
Q: How do you address climate-related risks?
A: We recognize that climate change will impact both our sector and Scotland’s assets. Tourism is vulnerable to changing weather patterns, flooding, and transport disruption. Our research with businesses highlighted these concerns, so we developed practical guidance to help businesses identify risks, adapt operations, and build resilience. Our guides explain climate change impacts in plain language, outline steps businesses can take, and encourage nature-based solutions and biodiversity enhancement. We also work with tour operators to slow itineraries (promoting two-night stays), highlight rail options, and extend travel seasons — reducing emissions while spreading benefits more evenly across the year.
Internally, we have embedded responsible tourism across all departments and deliver a staff education programme. By the end of 2025, we aim for more than 200 staff to complete carbon literacy training, creating a shared understanding and sense of ownership.
Q: How are you supporting adaptation and resilience?
A: Adaptation is central to Scotland’s tourism strategy, which calls for a more entrepreneurial, agile, and resilient sector. We offer businesses webinars, workshops, and online resources on climate adaptation. In partnership with Historic Environment Scotland, we are developing guidance for the heritage tourism sector, including education programmes and industry tools for climate adaptation. Within our own operations, we work with the Public Sector Climate Adaptation Network to strengthen staff training and assess organizational resilience.
Q: How are you measuring progress?
A: We measure our internal emissions using GHG Protocol conversion factors and report annually through our public bodies climate change duties reporting and sustainability report. Since our baseline year of 2008/09, we have reduced our carbon footprint by 77%, and we are targeting net zero for Scope 1 and 2 emissions by 2030. Until 2022/23, our Scope 3 reporting covered business travel, waste, and water, but we now include home working, commuting, hotel stays, and electricity transmission. We are also working to calculate Scope 3 emissions from procurement of goods and services and to link carbon data with internal budgets so that budget holders can see the carbon impact of their spending.
Q: How do you report and review your plan?
A: Our sustainability report is published annually and actions are reviewed and embedded into departmental plans. We share updates with our Destination Net Zero partners to avoid duplication and encourage collaboration. Our measurement framework is continuously being enhanced so that we can track progress more effectively.
Q: What benefits has the plan brought?
A: The plan has delivered significant benefits. It has helped embed responsible tourism into all aspects of our work, encouraged collective ownership, and given us clarity on where to focus. It has allowed us to develop toolkits, influence tour operators, and support more climate-friendly products and itineraries. It has also created cultural change — climate action is no longer the responsibility of one team but a shared organizational priority. Our plan has strengthened our reputation, positioned us as a leader, and enabled collaboration with like-minded destinations internationally, accelerating our own journey.
Q: What have you learned from measuring your emissions?
A: Measurement has shown where we are making progress and where we need to improve. It has highlighted the importance of including Scope 3 emissions, which we are now expanding. It has also underscored the value of linking carbon data to financial data so that decision-makers can weigh carbon costs alongside budgets.
Q: What advice would you give to others who have not yet developed a climate action plan?
A: Start now — even if the first version isn’t perfect. Use the Glasgow Declaration pathways as a guide. Collaborate widely, learn from other destinations, and share knowledge. Secure top-down commitment and engage staff across the organization. Identify quick wins and build momentum. A plan provides focus, targets, and a catalyst for meaningful action.
Key Takeaways:
● VisitScotland focuses on four spheres of influence: internal operations, visitors, businesses, and destinations.
● Emissions reductions are combined with adaptation actions and practical tools for businesses.
● Collaboration with partners and destinations accelerates progress and avoids duplication.
● The plan has embedded climate action across the organization, with a target for over 200 staff to complete carbon literacy training by the end of 2025.
