The travel industry booming. In 2022, the global online travel market hit a whopping USD 474.8 billion, projected to reach over USD 1 trillion by 2030. This surge is fueling a travel industry explosion, with established and new companies vying for the attention of travellers.
One such company is Intrepid Travel, a small-group adventure specialist headquartered in Melbourne. Founded by Darrell Wade in 1989, Intrepid offers over 1,100 guided tours worldwide, with an average of just ten travellers per trip. Recently, OT spoke with Wade and Natalie Kidd, Managing Director for Asia, about what sets Intrepid apart, their commitment to sustainability, and personal travel experiences. Excerpts from the interview here.
Can you give some insights into how Intrepid Travel integrates sustainability into its tourism experiences? What are your focus areas, and how do you go about this?
Darrell: Sure. Our first principle is not to view sustainability as a separate issue but as an integral part of our operations. We started our business in 1989, initially travelling locally in Thailand. Although we didn't have a specific mandate around sustainability, our focus on travelling at a local level and meeting real people in natural communities naturally led us to support fragile environments and delicate communities. This support grew as part of our DNA. Today, we have sophisticated systems for measuring purposes and designing programs, starting from those initial values.
You mentioned a focus on immersive and local experiences. How do you ensure that local communities are positively impacted when tourists visit?
Darrell: It involves multiple aspects. Financial trade is usually the first impact, with money left behind in communities. However, ensuring that this interaction benefits both the tourists and the local community is crucial for sustainability. Our local teams are responsible for creating these positive interactions. For example, our trip leaders collect feedback from travellers and communities to ensure everything is appropriate and beneficial. We manage this process to be respectful and responsible, integrating global best practices with local applications and feedback loops to get it right.
With three decades of experience, what changes have you noticed in travel patterns, especially after the pandemic?
Darrell: While many more people are interested in exploratory travel today, travellers' fundamental desires remain the same—they seek new experiences and interactions. Technology and logistics have evolved, but the curiosity and need for new experiences have stayed consistent. We've noticed that first-time travellers with us might not prioritise sustainability, but returning customers often cite it as a significant reason for returning, which is encouraging.
Natalie, as the managing director, what challenges do you encounter in promoting sustainable tourism practices in Asia?
Natalie: One of the main challenges is the varying pace of understanding and implementation of sustainability across different countries. In Asia, the local industry's sustainability awareness is developing at different rates. Our role involves working not just with our travellers but also with a vast supply chain, including hoteliers, activity providers, and transporters. It's a continuous process of giving them ideas and learning from their experiences. For example, in India, there's a strong focus on improving travel and tourism practices, while in Japan, there's less awareness and conversation about these issues. So, we tailor our approach to each country's specific context and pace of development.
Darrell, you're known for pioneering science-based climate targets in the travel industry. Can you tell us about this initiative and the progress made?
Darrell: The catalyst was a personal experience reading about climate change and realising our significant contribution to greenhouse gas emissions. We started by measuring and offsetting our emissions, achieving carbon-neutral status in 2010. By 2017, we recognised the need to decarbonise our business rather than offset emissions. We aim to reduce our carbon emissions per passenger by 55 per cent by 2035. This involves changing flights, using EVs, and working with our supply chain on renewable energy. It's a challenging but necessary journey.
Can you share a memorable travel experience highlighting a deep connection with the local culture or environment?
Darrell: Just a few days ago, I was in Hanoi and met a young woman from the Hmong ethnic minority in the northern mountains. She collects wild-grown tea, and we talked emotionally about her life and work. It was a reminder that the true value of travel lies in these personal connections more than in staying in luxurious hotels or seeing famous sites. It's the human connections that leave a lasting impact.
Natalie: One experience that stands out for me is a trip I took in Rajasthan. I joined a tour with our Indian trip leaders, who are some of our best. We did an activity with the Pink City Rickshaws in Jaipur, which women run. Seeing the interaction between our customers and these women, changing local perceptions by doing what they do, was incredibly moving. We've supported this initiative through our foundation and are now helping to set up a similar project in Varanasi. It was a powerful reminder of how travel can positively impact local communities and empower individuals.
What are your plans in India?
Darrell: Globally, we're launching our 2030 strategy and visiting all our offices to align our teams. This involves enhancing our sustainability efforts and ensuring all our operations are on the same page for the future.
Natalie: In India, we continue building on our strong foundation. We're working on expanding our local experiences and community-based projects. For example, we're very proud of the Pink City Rickshaws initiative, and we're excited to see it expand to other cities like Varanasi. We're also constantly looking for new ways to engage with local communities and ensure our operations positively impact the environment and the people.