The London-based operator was founded by travel writer Jonny Bealby in 1998 following a trip to a remote area of Pakistan, and specialises in small-group tours and tailor-made itineraries to “off-the-beaten-track” destinations like Pakistan, Georgia and the Silk Road countries of central Asia.
Nardia Sullivan, head of sustainability at the company, tells TTG Wild Frontiers has “always had responsible travel at the core of the business”.
She regards B Corp as a “natural next step” in its sustainability journey. After two years and an “in-depth and rigorous process”, Wild Frontiers achieved an overall B Corp score of 86.6 – well above the travel industry average of 80.7.
“Responsible travel is part of our DNA,” Sullivan says. “But the B Corp process makes you rethink everything about your business and do things differently. We’d been doing a lot of these things already, but B Corp makes you prove it. It’s helped us to formalise and give structure to these activities.
“It’s not just about the communities and countries we visit, but also our own staff and wellbeing. We’ve changed our articles of association to consider people and planet in everything we do, from board level down.”
Conscious choices
The company has been operating the Wild Frontiers Foundation since 2009, which funds community projects in the destinations it visits. It hopes to step up these activities by raising at least £50,000 by the end of this year.
Sullivan also highlights Wild Frontiers’ target to reduce its overall carbon footprint by 7% a year, which she admits will be a challenge. “You have to look at what you can do within your product and with your partners,” she explains. “Can you use more sustainable accommodation, or alternative transport if there’s a domestic flight in the trip?
“We have a lot of long-haul flights, so we can look at using direct instead of indirect flights to reduce carbon, or use airlines with newer aircraft.”
Five members of the Wild Frontiers team have undertaken certified “carbon literacy” training; workshops are being rolled out across the company to identify more ways to reduce emissions.
While the operator does not currently label its lower-carbon itineraries, it promotes “more conscious” choices such as longer trips, walking holidays and community tourism. Sullivan reveals how it also plants 10 trees for every traveller on its trips, as well as supporting renewable energy and offsetting projects.
Increasing trade focus
As part of its growth strategy, Wild Frontiers wants to work more closely with the trade. The Aito member already takes bookings from agents, but plans to expand this presence. “We’ve always worked with agents – it’s a small part of the business, but as we grow it’s something we’re starting to focus on,” Sullivan says.
Head of marketing Michael Pullman tells TTG the aim is to increase sales from agents by 30% next year. The operator has already introduced a “dedicated agent liaison” role within its sales team and “will look to grow this team in 2025”.
“In a crowded market, we want to spread the message among agents that Wild Frontiers is the go-to operator for clients seeking premium adventure and to get off the beaten path while maintaining a level of comfort and the security of travelling with an operator,” Pullman says.
“We welcome all agents, but particularly those with clients who regularly want to escape the tourist crowds, challenge their perceptions and visit somewhere a little different.”
