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Wednesday 3rd September 2025- Kick-start Meeting:

Introduction to the course, purpose, structure and Q&A

• Overview
  Cohort 8 of The Long Run training commences with a focus on applying sustainability in business operations, highlighting its importance in today’s industry.
• Anne Zschiegner describes sustainability as a ‘marathon’ emphasizing continuous improvement, while Johanna Barba stresses a mindset shift for prioritizing health in operations.
• Participants introduce diverse sustainability efforts: Manuel Diaz Cebrian focuses on conservation projects, while Rafe Stone supports sustainability models in smaller Central American countries.
  Travel industry representatives underline the need for authenticity in tourism practices, with Scarlett Bell addressing greenwashing and Carla Vantul advocating for CO2 impact measurement frameworks.
• The Long Run organization operates as a UK charity to support travel businesses, showcasing the Four Cs Framework: Conservation, Community, Culture, and Commerce as essential pillars of sustainability.
• A systematic approach to sustainability is emphasized to address the common question: ‘Where do I start?’ catering to both novice and experienced practitioners.
• The training program adopts an impact-first methodology, encouraging participants to define their ‘why’ before detailing methods and activities for sustainability.
• Course structure includes four modules designed to progress from long-term aspirations to actionable daily activities, with interactive online content as a major component.
• Weekly meetings ensure consistent engagement, with recordings available for those unable to attend, reinforcing the commitment to participant success.
• Completion of the course will result in a certification, alongside additional support resources to aid the application of learned principles in real-world scenarios

Wednesday 10th September 2025- Module 1 Buddy Group:

Wednesday 1st October 2025- Module 2 – Working towards a Shared Goal – Virtual Clinic

This buddy session focused on the practical realities of communicating sustainability, internally with teams, externally with clients and suppliers, and across the wider supply chain. Participants shared real-world examples of what works, what doesn’t, and how communication can either empower action or unintentionally stall progress. 

The discussion reinforced that honesty, simplicity and participation are essential to credible sustainability communication. Strong examples included cross-department “green teams,” supplier sustainability scoring, community-driven conservation storytelling, and using positive guest-facing language that enhances experiences rather than creating guilt. The session also highlighted the growing importance of measurement, transparency and visual storytelling in building trust and long-term engagement. 

Key Takeaways

• Honesty beats hype: Communicate what you are actually doing—focus on a few real actions rather than trying to cover everything.

• Involvement drives buy-in: When the whole team shares responsibility (not just one “green team”), sustainability becomes embedded in culture.

• Sell the experience, not the sacrifice: Guests respond better to positive storytelling about local food, family-run hotels and community experiences than to technical sustainability language.

• Transparency builds trust: Sustainability is a journey—sharing gaps and learnings is as powerful as sharing successes.

• Measurement strengthens credibility: Impact reporting and supplier surveys help move from good intentions to verified progress.

• Internal culture comes first: If sustainability isn’t lived inside the business, it won’t land externally.

Wednesday 8th October – Module 3 – Creating greater clarity, understanding and buy-in across all stakeholders (Outcomes) – Buddy Group

This session introduced the group to the “middle layer” of the strategic sustainability plan: outcomes. Johanna explained that outcomes bridge the gap between the long-term impact (the big, aspirational “why”) and the concrete results and activities that teams will later implement. Outcomes describe the medium-term changes (3–5 years) an organisation can realistically influence across the 4Cs. 

The group explored how outcomes function as building blocks or focus areas that turn ambition into direction—broad enough to allow flexibility but specific enough to guide measurable action. Examples from participants included supplier sustainability assessments, carbon measurement, and long-term community partnerships. These highlighted how outcomes begin to shape structured roadmaps, illuminate where internal capacity or literacy is needed, and help organisations avoid jumping straight to disconnected activities. 

Discussion also surfaced challenges: supplier screening, interpreting sustainability claims, balancing complex trade-offs (e.g., cruise vs. fly-cruise emissions), and measuring community impact in remote contexts. The group reflected on the need for iterative thinking, cross-team involvement, and culturally respectful approaches—particularly when engaging with indigenous communities. 

Key Takeaways

• Outcomes sit between vision and action—they translate ambition into 3–5-year focus areas that organisations can genuinely influence.

• Aim for 3–5 outcomes: too few means your impact is too narrow; too many means you’re slipping into detailed results.

• Outcomes should be qualitative but directional—they shape where change should happen (e.g., supply chain, community empowerment, internal capability).

• SMART indicators come later, but outcomes should already hint at “who or what will change.”

• Iteration is essential: mapping outcomes often reveals gaps, misalignment or missing prerequisites (e.g., carbon literacy before carbon measurement).

• Internal collaboration increases success—sales, product, operations, and marketing must share ownership of sustainability initiatives.

• Respectful, community-led approaches matter—particularly in cultural and community projects, where change must align with the community’s own pace, priorities and traditions.

• Complex decisions require balance, not binaries—sustainability choices often involve trade-offs that need informed judgment rather than simple “right or wrong” answers.

Wednesday 15th October – Module 3 – Creating greater clarity, understanding and buy-in across all stakeholders (Outcomes) – Virtual Clinic

This session deepened understanding of the transition from outcomes to results and activities, reinforcing outcomes as the strategic bridge between long-term impact and short-term action. Participants explored how outcomes represent 3–5 year behaviour, systems and capacity change, while results and activities translate these into measurable delivery. The session emphasised that sustainability planning is non-linear and iterative, requiring constant refinement through a feedback loop. 

A major focus of discussion was organisational capacity and governance for sustainability. Participants shared different models—from small founder-led teams to fully resourced regional sustainability coordinators—highlighting that there is no single “right” structure, only what fits organisational scale and maturity. The group also explored the practical value of certification, not as a badge, but as a diagnostic, structuring and accountability tool that brings order, clarity and external validation to sustainability journeys. 

Key Takeaways

• Outcomes bridge vision and delivery: They define medium-term transformation, not short-term tasks.

• Sustainability planning is iterative: Expect to revisit and refine outcomes, results and activities repeatedly.

• Capacity must match ambition: Outcomes should reflect what teams can realistically influence.

• Certification is a tool, not the goal: Its true value lies in diagnosis, structure and continuous improvement.

• External validation adds perspective: Third-party review strengthens credibility and highlights blind spots.

• One size does not fit all: Sustainability structures must reflect business scale, geography and maturity.

• Certification should unlock opportunity: Trade access, funding, partnerships and learning—not just reputation.

• Progress beats perfection: Sustainability is a long-term mindset, not a finish line.

Wednesday 22nd October – Module 4 – Creating greater clarity, understanding and buy-in across all stakeholders (Results) & Wrap-Up.

This final session focused on bringing the full strategic sustainability journey together—from long-term vision and the 4Cs to outcomes, results and practical next steps. Anne reinforced that strategy only matters if it is operationalised, measured through SMART indicators, and regularly revisited so it guides real business decisions rather than sitting on a shelf. 

A strong theme throughout the discussion was that sustainability is a long-term, collective effort, not a solo task. Participants reflected on the value of the 4C framework as a shared language, the importance of community, team engagement and supplier involvement, and the shift from good intentions to structured, measurable action. The session closed by positioning the course as the beginning, not the end, supported by the wider LATA Sustainability Network, mentoring, webinars and awards. 

Key Takeaways

• Strategy must be operational: Vision only delivers impact when translated into results, actions and measurable indicators.

• Progress beats perfection: Start small, learn, adapt and build momentum over time.

• Keep the “why” front and centre: Purpose should guide priorities, supplier choices and resource allocation.

• Team and community drive success: Sustainability must be shared across staff, partners and local communities.

• The 4Cs create clarity and alignment: A common language strengthens collaboration and decision-making.

• Measurement enables credibility: Data, however imperfect at first, is essential for tracking progress.

• You are not alone: The LATA community, mentoring programme, awards and peer network exist to support continued progress.

• This is a starting point, not a finish line: The journey now shifts from learning to implementation.