ECO PRO continued
Working closely with NGOs, MPA managers, and com- ▪ munity groups. Offering citizen science or regenerative activities (e.g., ▪ coral monitoring, debris surveys, community projects). Hiring and developing staff who genuinely share your en- ▪ vironmental and social values. STEP 5: Leadership and Clear Differentiation At this stage, your sustainability performance becomes a competitive advantage: Publishing your commitments, policies, and progress on ▪ your website. Using social media and guest communications to show ▪ what you do, not just tell. Pursuing credible certifications and recognition (e.g., ▪ Green Fins membership, alignment with GSTC criteria, or analogous local/regional schemes). By the time an operation reaches steps 4–5, several patterns tend to emerge, and they are consistent with both OEI’s experience and broader sector evidence: The guest mix shifts toward visitors who are willing to pay ▪ more for meaningful, low impact experiences. Reviews improve, and word of mouth plus social media ▪ Dive into Dr. Alex Brylske’s Book: BENEATH THE BLUE PLANET
start doing a larger share of your marketing. Government agencies and NGOs are more likely to con- ▪ sult you when designing regulations or projects, rather than surprising you with rules written without operator input. We should also consider why all this matters beyond the business realm. Even though I’m writing primarily for operators, it helps to understand why government regulators, tourism au- thorities, and NGOs increasingly insist on sustainability and, in many cases, regeneration – leaving ecosystems better, not just less damaged. (A whole article on “regenerative tourism” is linked on the afore-mentioned Resource List.) According to the World Travel & Tourism Council, marine and coastal tourism is one of the fastest-growing segments of global tourism and a key part of the emerging “blue economy.” Adventure tourists and divers – our guests – spend more per day and stay longer than mass tourists, and they are more willing to fund conservation and community projects. For destination managers and NGOs, helping operators adopt best practices is therefore an economic strategy as much as an environmental one. It preserves reef health, community stability, and tax revenues, and it avoids the boom-and-bust cycle of over-tourism and decline. Furthermore, these go beyond expectations, as ISO standards now exist for how the dive industry should operate sustainably. Doing Well by Doing Good Stepping away from all the jargon, the business case for sus- tainability in marine tourism boils down to three statements, all supported by the sources I’ve mentioned. 1. Our product is a healthy, inspiring ocean and coastal en- vironment. 2. Our customers increasingly demand sustainability, au- thenticity, and positive impact. 3. Our long term profitability depends on aligning our op- erations with those realities. Sustainability, in this sense, is not a marketing label. It is the strategic foundation of a resilient marine tourism business. When we place People and Planet on equal footing with Profit, we are not sacrificing competitiveness; we are securing it. If you operate in this space – whether you’re running a single dive operation or managing an entire destination – the decision is no longer whether to engage with sustainability, but how quickly and how credibly you do it. The data tell us that divers and travelers are ready. The reefs and coastal communities need it. And the businesses that act decisively stand to benefit the most.
“An in-depth resource to indulge our passion for diving.” – Wayne B. Brown, Owner & CEO, Aggressor Adventures Retailers please contact: info@reefsmartguides.com
A fascinating look at our oceans, marine biology & more! Great for classrooms and every dive retailer’s library!
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