Measuring carbon emissions as a starting point

Before designing a plan to reduce emissions, companies must first measure their current carbon footprint and set a baseline. This involves separating emissions from internal operations from those generated by the services they sell to customers. Jean-Christophe Guérin, president of ATR, emphasizes that precise data is essential to avoid vague assumptions, even if the numbers are initially approximate.

Setting priorities and measurable goals

Once a baseline is established, companies must identify the most significant sources of emissions and set priorities. Trying to address all issues at once can spread resources too thin. Guérin suggests starting with the highest-emission areas and setting clear, time-bound goals. Regularly tracking key indicators, such as emissions from sold trips or energy use, helps monitor progress and align efforts with economic performance.

Designing itineraries to reduce emissions

For travel companies, reducing emissions often lies in how they design trips and advise clients. Guérin highlights the example of African safaris sold by his company, where extending stays and adding local experiences can reduce the need for multiple flights. This approach not only lowers emissions but also creates more value for customers. Practical steps include reviewing itineraries to avoid unnecessary trips and favoring longer stays over short, frequent ones.

Revising business travel policies

Business travel is a common activity in the sector, but Guérin has implemented strict limits, allowing only one business trip per year per employee. He also discourages short educational trips, favoring extended stays that allow for remote work. This reduces the need for additional trips and integrates professional and personal travel more efficiently.

Reducing office space and internal emissions

Travel companies are also reducing their physical footprint, moving from larger to smaller office spaces and relying on remote work and coworking. Guérin notes that switching to green energy and dematerializing processes have helped lower internal emissions. However, these changes, while impactful, remain smaller in scale compared to emissions from the trips they sell to customers.

Involving all departments in the carbon plan

A carbon reduction plan cannot rely on a single person or department. Guérin stresses that all areas—sales, production, purchasing—must be involved. Management support is crucial, and regular discussions about emissions and progress help keep the initiative real and effective. Appointing a dedicated person to track data and coordinate efforts ensures the plan remains active and aligned with company goals.

Long-term changes and broader economic considerations

Reducing the carbon footprint requires more than internal changes; it involves rethinking the economic model and product offerings. Guérin urges companies to consider long-term goals, such as those aligned with 2035 and 2050 targets, and to anticipate changes in energy and fuel costs. This includes testing less emitting itineraries and promoting travel within Europe to reduce long-haul flights. Including client emissions in the calculation is essential for a credible approach, and ATR offers support to companies seeking to implement these changes.