Our industry has changed significantly in the 25 years I’ve worked in it. And we’re operating in a global landscape which looks different even from a year ago – one that is more fractured and less stable.

Tourism has four key challenges to respond to:

• Aviation’s lack of a credible decarbonisation plan leaves it vulnerable. As the costs and impact of climate change icrease, the sector faces far tougher regulation, higher operational costs and insurance risks. The result is that flying is likely to become significantly more expensive.
   
• Climate change will impact every sector, everywhere. Beyond the impacts on winter tourism, beach resorts are at risk through rising sea levels. Heatwaves and wildfires will worsen. The global tourism map will be redrawn at a quicker rate, with winners and losers – and less time to adapt.
   
• Global insecurity will rise. At a minimum, travel depends on stability – from economies to weather patterns. But geopolitical tensions, increased protectionism, reduction in travel freedoms, climate impacts, resource scarcity, technological threats and increasing inequality all mean greater uncertainty.
   
• AI erodes meaningful travel. Smarter technology offers advantages, but places spontaneity, human connection and authenticity at risk.

But there is cause for optimism – here’s how businesses and agents can respond to these challenges:

• Fight inequality. Tourism has power to drive inclusive growth or deepen divides. Without shared benefits, we become politically and socially unsustainable – without welcoming destinations for our guests. We must redouble efforts on inclusive hiring, fair wages and labour practices – and expect the same from our supply chains. Agents can design social and environmental screening principles to help select the properties or tours you promote to customers. Providing responsible travel tips can help clients benefit the local economy more while away.
   
• Reduce carbon, fly less. Climate resilience is tourism resilience. Without regulated and decarbonised aviation, efforts to cut carbon will fail. We must lobby for change now. As agents, our power and agency lie in what we choose to offer customers. But we also bring clients to hotels and operators, which gives us influence. Ask suppliers for information and actions on carbon reduction, and reward those that respond best. Equip travellers with the information to make informed choices and avoid greenwash (no flight-based holiday is "carbon neutral"). Instead, advise clients on lower-carbon options like plant-based food and public transport.
   
• Go big on nature tourism. Demand for nature tourism is booming; the market potential is huge. Done well it could help save biodiversity and create vast carbon sinks. Areas for rewilding often overlap with new tourism opportunities, including in areas where other forms of tourism may be increasingly compromised (such as low-lying ski resorts). Agents can promote nature and wildlife experiences that actively support strong rewilding and conservation initiatives.
   
• Be guardians of the human experience. I think technology will take more friction out of travel, lead to better holiday choices and improve visitor management. But AI has the potential to erode what makes travel so special – human experiences, joy, wonder and discovery. AI might deaden or homogenise this. In some ways, tourism is the guardian of the human experience. As agents, we must help people remember what it is to be human in an AI world.

Justin Francis OBE is founder and executive chair of holiday company Responsible Travel and nature lead on the UK Council for Sustainable Business. A version of this piece initially ran on responsibletravel.com.