Tourism firms face complex path to sustainability

New Zealand tourism research reveals three-stage sustainability pathway

A recent University of Auckland study has found that tourism businesses in New Zealand adopt sustainability through distinct stages rather than a single transformation. The research, based on work by Katie Sehlke and published on 17 June 2026, identifies a progression from initial implementation to embedded practice and finally to sector-wide collaboration. For UK businesses operating in tourism or examining sustainability transitions in their own sectors, the findings offer a practical model of how environmental commitments develop inside commercial operations.

The study, titled Mapping Sustainable Transitions in Tourism, examines how sustainability initiatives advance within tourism firms and where they meet resistance. Importantly, the research suggests that many businesses do not move directly from awareness to full implementation. Instead, they require time, resources, and internal capability before sustainability becomes routine practice. The final stage involves collaborating with others to influence wider industry change, which implies that meaningful progress depends on partnerships across the sector rather than isolated company efforts.

This matters because tourism in New Zealand has long been connected to the country’s environmental image. Pressure on the sector has increased as businesses face expectations to reduce emissions, manage waste, and protect nature. Consequently, understanding how sustainability actually develops inside firms provides a useful counterpoint to simplified narratives that treat it as a quick branding shift.

Three stages identified in tourism sustainability transitions

The research describes sustainability as complex and rarely straightforward for tourism firms. According to the University of Auckland, the study examines how sustainability initiatives progress inside tourism businesses and where they encounter friction. The three stages identified in the research are considering and implementing initiatives, embedding them in daily operations, and collaborating with others to drive wider industry change.

In the first stage, businesses begin considering and implementing sustainability initiatives. This typically involves adopting isolated practices such as waste reduction or energy efficiency measures. However, the research indicates that these early steps do not automatically lead to comprehensive change. Many firms remain at this stage for extended periods while they develop the necessary internal systems and capabilities.

The second stage involves embedding sustainability into daily operations. At this point, environmental practices become part of routine business processes rather than separate projects. This stage requires changes to operational procedures, staff training, and management systems. For example, a hotel might move from running occasional waste audits to integrating waste management into standard operating procedures across all departments.

The third stage focuses on collaboration to influence wider industry change. Businesses that reach this stage work with suppliers, industry bodies, and competitors to address systemic challenges. This might include developing shared standards, participating in sector-wide initiatives, or advocating for regulatory changes. Notably, the research suggests that meaningful progress at the industry level may depend on businesses reaching this collaborative stage rather than acting in isolation.

Why the non-linear pathway matters for business planning

The study’s emphasis on a staged, non-linear pathway challenges the assumption that sustainability can be adopted quickly through simple policy changes. For businesses, this has several practical implications. First, it suggests that sustainability requires sustained investment in internal capability rather than one-off initiatives. Second, it indicates that early implementation does not guarantee long-term change without dedicated effort to embed practices into operations. Third, it highlights the importance of sector-wide collaboration for addressing challenges that individual businesses cannot solve alone.

These findings align with broader industry messaging in New Zealand. Tourism Industry Aotearoa has previously framed sustainability as central to the sector’s future, emphasizing the need to embed it into business systems and plans alongside measurable progress and reporting. Similarly, Tourism New Zealand notes that Qualmark provides independently validated quality assurance for tourism businesses, helping travellers identify more sustainable options. These frameworks reflect the same staged approach identified in the research, moving from basic implementation to verified standards and sector-wide coordination.

For UK businesses, the research offers a useful model for understanding how sustainability commitments develop in practice. Many sectors face similar pressures to reduce environmental impact, meet regulatory requirements, and respond to customer expectations. Therefore, the three-stage pathway provides a framework for planning sustainability transitions that accounts for the time, resources, and organizational change required at each stage.

The research also highlights potential friction points where sustainability initiatives may stall. Businesses often encounter challenges such as limited budgets, competing operational priorities, and uncertainty about which initiatives will deliver the greatest impact. Understanding these barriers can help firms plan more realistic timelines and allocate resources more effectively. Moreover, recognizing that the transition is non-linear allows businesses to set expectations that reflect the complexity of embedding new practices into established operations.

Implications for businesses evaluating sustainability transitions

The study’s focus on embedding and collaboration offers practical guidance for businesses at different stages of their sustainability transitions. For firms in the early stages, the research suggests that initial implementation is only the starting point. Consequently, businesses should plan for the resources and organizational changes required to move beyond isolated initiatives. This might include developing staff capabilities, revising operational procedures, and establishing monitoring systems to track progress.

For businesses that have already embedded sustainability into daily operations, the research points to the importance of collaboration for driving further progress. This might involve working with suppliers to reduce supply chain emissions, participating in industry initiatives to develop shared standards, or engaging with regulators to shape policy frameworks. The research indicates that businesses operating alone face limits on what they can achieve, particularly when addressing systemic challenges such as infrastructure gaps or market barriers.

The findings also have implications for how businesses communicate their sustainability efforts. The staged pathway suggests that firms should be transparent about where they are in the transition rather than presenting sustainability as a completed project. This approach can help manage stakeholder expectations and demonstrate genuine progress over time. Additionally, it allows businesses to highlight the organizational changes required to embed sustainability rather than focusing solely on individual initiatives.

For UK firms, these insights are particularly relevant given the increasing regulatory and commercial pressures around environmental performance. Many businesses face requirements to report carbon emissions, meet tender criteria that include sustainability standards, and respond to customer expectations for responsible business practices. Understanding how sustainability develops through distinct stages can help firms plan transitions that are both realistic and credible. Furthermore, it can help businesses identify when collaboration with others is necessary to address challenges that cannot be solved through internal changes alone.

Key findings from the New Zealand tourism study

• Tourism businesses in New Zealand adopt sustainability through three distinct stages: implementing initiatives, embedding them in daily operations, and collaborating to drive industry change.
• The transition is non-linear, with many businesses requiring time, resources, and internal capability before sustainability becomes routine practice.
• Meaningful progress at the industry level may depend on partnerships and collaboration rather than isolated company efforts.
• The research challenges simplistic narratives that treat sustainability as a quick branding shift, instead presenting it as an organizational process shaped by operational realities.
• The findings align with broader industry messaging in New Zealand, which emphasizes embedding sustainability into business systems alongside measurable progress and reporting.
• Understanding the staged pathway can help businesses plan realistic timelines and allocate resources effectively when developing their own sustainability transitions.

What this means for businesses planning sustainability transitions

The research offers a realistic model for businesses evaluating their own sustainability transitions. By identifying three distinct stages, the study provides a framework for planning that accounts for the complexity of embedding new practices into established operations. For businesses in the UK, this framework can inform how they allocate resources, set timelines, and communicate progress to stakeholders.

One key implication is that businesses should plan for sustainability as an ongoing organizational process rather than a discrete project. This requires investment in internal capabilities such as staff training, monitoring systems, and revised operational procedures. It also requires patience, as the research suggests that moving through the stages takes time and cannot be rushed without risking superficial implementation. For firms accustomed to delivering quick results, this represents a shift in how sustainability initiatives are planned and evaluated.

Another implication is the importance of collaboration for addressing systemic challenges. The research indicates that businesses working alone face limits on what they can achieve, particularly when dealing with issues such as supply chain emissions, infrastructure gaps, or market barriers. Consequently, firms may need to engage with industry bodies, suppliers, and even competitors to drive progress. This might involve participating in sector-wide initiatives, developing shared standards, or advocating for regulatory changes that enable broader adoption of sustainable practices.

For businesses seeking support with sustainability transitions, SBS compliance services provide guidance on carbon reporting and regulatory requirements that UK firms increasingly face. Additionally, our net-zero program supports businesses with carbon reduction planning and implementation, helping firms move from initial commitments to embedded practice. Understanding the staged nature of sustainability transitions can help businesses set realistic expectations and plan for the long-term investment required to achieve meaningful change.

Ultimately, the research reinforces that sustainability is not a simple switch that businesses can flip. Instead, it is a complex organizational process that requires sustained effort, internal capability development, and external collaboration. For UK businesses facing similar pressures to reduce environmental impact, the three-stage pathway offers a useful model for planning transitions that are both credible and achievable. Moreover, it highlights the importance of moving beyond isolated initiatives to embed sustainability into core business operations and extend it through sector-wide partnerships.

Where to find further information

Businesses interested in exploring sustainability transitions in more detail can access several authoritative resources. The University of Auckland published the original research on 17 June 2026, providing academic analysis of how tourism businesses adopt sustainability practices. Tourism New Zealand offers information on Qualmark, which provides independently validated quality assurance for tourism businesses.

For UK businesses, the Department for Energy Security and Net Zero provides guidance on emissions reduction and net-zero planning. The Environment Agency offers resources on environmental compliance and reporting requirements. Additionally, SBS Academy delivers training on sustainability topics relevant to UK businesses navigating environmental regulations and commercial expectations.