Each year our annual meeting informs part of our working plan, and this year was no exception. In September, we switched the jungle-fringed shores of São Tomé and Príncipe for a three-day virtual event. Whether sharing solutions about alternative work for employees, discussing fundraising and communications in a time of crisis or learning about how members are expanding conservation landscapes by working with neighbours, sessions were packed with participants from all four corners of the globe.
At the heart of The Long Run is a collective spirit of positivity and connectedness, and it was wonderful to share this during an incredibly challenging year. Thank you so much to everyone who contributed and took part.
Between the growing awareness of the climate and biodiversity crises, and COVID-19’s impact on tourism revenue, we discovered a renewed sense of urgency in the work that we do. Rather than drift into the shadows, our members are more resolved than ever to make their, and our, collective mission succeed. Partners are equally fired up; travel agents, designers and operators are eager to work with The Long Run’s network and expertise to green-up travel’s supply chain.
The industry is awash with sustainable and regenerative talk; now we need to turn that momentum into action and long-lasting change. Here are several themes that sprung out of this year’s annual meeting to help us do just that:
Slow travel is nothing new but has received a welcome renaissance in recent years. As global tour operator Intrepid recently said, it’s no longer about where you travel to but how you travel. Going slow is synonymous with sustainability because it is not only (usually) less carbon-intensive, but it facilitates a deeper understanding of places we travel to. It avoids overtourism, pushes us into the lesser-known, and fosters a more genuine connection with a landscape, marinescape, society, and culture.
Slowing Down