Sustainability Impact and Progress

Over the past two years, we have moved beyond policy‑level commitments and embedded sustainability into the daily operations of our business. Our approach has been to integrate sustainability pragmatically across our value chain, recognising both our responsibility and the structural realities of operating in a small island destination such as Malta.

Rather than introducing theoretical frameworks, the focus has been on implementable actions, supplier engagement, and real operational change, while remaining aligned with Travelife certification standards and the United Nations Sustainable Development Goals.

Sustainability governance has been reinforced at executive level, with the Sustainability Coordinator reporting directly to the Executive Management Team. Annual reporting is now embedded into the company’s management cycle through the Sustainability Report, which is formally reviewed at leadership level, alongside the Travelife Action Plan.

The organisation has continued to operate with a clear accountability structure, ensuring that sustainability is not treated as a parallel function but as an integrated part of decision‑making, procurement, and supplier engagement.

As a business‑to‑business inbound tourism operator, our primary impact lies within the supply chain. Over the reporting period, we have significantly strengthened how sustainability is embedded within supplier relationships.

This includes:

• Introduction of enhanced contract clauses covering environmental protection, biodiversity, labour conditions, and anti‑exploitation
• Implementation of codes of conduct for excursion providers, including wildlife protection and responsible tourism practices
• Direct engagement with key suppliers, including physical meetings where sustainability policies were presented and recognised through certificates of appreciation
• Ongoing communication of sustainability expectations across accommodations, transport providers, and activity suppliers

In parallel, sustainability performance is now visibly integrated into our commercial systems through tagging and classification tools, enabling clients to make more informed choices and creating a clear incentive for suppliers to improve their sustainability standards.

Internally, the company has implemented a number of practical measures to reduce its environmental footprint:

• Office cleaning has been outsourced using EU Ecolabel certified, non‑toxic and biodegradable products
• Energy use and light pollution are managed through a formal switch‑off policy
• Water consumption is reduced through practical measures such as flow restrictors and efficient appliance usage
• A new fleet of low‑emission vehicles has been introduced for operational needs
• Waste practices have been streamlined through supplier‑managed recycling systems

These actions reflect a low‑impact operational model, consistent with the nature of a service‑based tourism business.

On the product side, the company has expanded its portfolio of sustainable experiences, with particular focus on environmental and community impact.

Key developments include:

• Launch of a series of nature walking tours, including visits to protected areas such as Chadwick Lakes, managed by the environmental NGO Nature Trust Malta
• Continued promotion of locally owned suppliers, guides, and service providers, ensuring tourism spend remains within the local economy
• Integration of sustainability considerations into excursion design, including biodiversity awareness and responsible visitor behaviour

This reflects a shift towards value‑based tourism rather than volume‑based growth, in line with broader industry discussions in Malta.

Beyond company‑level action, sustainability has been advanced through industry engagement and policy advocacy.

Through participation in initiatives such as Rediscover to Align and direct engagement via the Malta Chamber, the company has contributed to wider discussions on tourism sustainability, including:

• Reform of VAT treatment for DMCs to support value creation
• Promotion of sustainability certification as a market differentiator
• Support for national policy direction requiring eco‑certification for new tourism developments

This reflects a recognition that sustainability in tourism must be addressed at system level, not only at company level.

While significant progress has been made, the company has adopted a transparent and realistic approach to areas where full implementation is not currently feasible.

This includes:

• Product‑level carbon footprint measurement, which would require standardised data from a fragmented supplier base
• Full carbon offsetting mechanisms in the absence of reliable measurement frameworks
• Mandating behavioural change across independent suppliers beyond contractual and commercial influence

In these areas, the focus remains on indirect influence, transparency, and gradual improvement rather than impractical commitments.

 Sustainability remains a continuous process rather than a fixed outcome. The next phase will focus on:

• Further strengthening supplier engagement and data quality
• Improving visibility of sustainability performance across digital platforms
• Continuing to align business strategy with Malta’s long‑term tourism vision
• Supporting industry‑wide shifts towards quality, sustainability, and value‑driven tourism

We do not position sustainability as a compliance exercise.

We position it as a core strategic lever for:

• improving the quality of tourism in Malta
• strengthening the resilience of the value chain
• aligning the industry with long‑term economic and environmental realities