Practical tips for managing risks in tourism

Tourism businesses face many different risks, from health and safety incidents to extreme weather, political unrest and operational disruption. Understanding how to manage these risks is important for all tour operators. This is especially true for those that work with European markets where buyers expect clear procedures, good planning and strong health and safety standards.

This report explains how to take practical steps to prevent risks where possible, prepare for disruption, respond effectively if problems happen and recover in a way that strengthens your business for the future.

1. Understanding risk and crisis management

Risk management means identifying possible problems before they become serious. It helps tourism businesses reduce harm, protect people and keep the business running when something goes wrong. All tourism businesses face risks. Some are small and easy to manage. Others can seriously affect your staff, customers, finances or reputation. 

Risk management is not the same as crisis management. Risk management happens before problems become serious. Crisis management is what you do during and after crises. For example, a flood, accident, health incident or political unrest may become a crisis if it affects your business. If you already have a risk management plan, it is usually easier to respond quickly and recover.

Figure 1: Difference between risk management and crisis management

Source: Acorn Tourism Consulting, 2026 

Why risk and crisis management planning matters

Risk management is important for all tourism businesses. It is especially important for SMEs, which often have less money, fewer staff and less ability to deal with disruption. One problem can affect many parts of the business at the same time.

Adventure tour operators may face higher levels of risk. This is because their activities often involve remote locations, physical activity, specialist equipment and changing weather conditions. See CBI’s article Entering the European market for adventure tourism for more guidance.

Figure 2: What European tour operators expect from their suppliers

Source: Acorn Tourism Consulting, 2026 

Good risk and crisis management can help your business in several ways.

• It helps protect your income: unexpected events, such as bad weather, political unrest, illness, accidents and supplier problems, can lead to cancellations, delays and extra costs. 
• It helps you make better decisions: when you understand the main risks facing your business, you can make better choices about staffing, operations, suppliers, routes, products and investment.
• It helps build trust: customers want to feel safe when they travel. Buyers and business partners also want to know that you manage risks properly. Clear procedures and good planning can help build confidence in your business.
• It helps you meet buyer expectations: European tour operators expect local suppliers to have good health and safety procedures, risk assessments and contingency plans. See the CBI report What are the requirements for tourism services in the European market? for more information on this. 
• It helps your business recover more quickly: not every crisis can be prevented. However, many risks can be identified early. Businesses that review risks regularly are often better prepared to adapt during a crisis and continue operating.

Figure 3: Risk management cycle

Source: Acorn Tourism Consulting, 2026

Read and familiarise yourself with the steps outlined in each of the 3 main sections in this report:

• Risk management – preventing and preparing for disruption
• Crisis management – responding when a disruption happens
• Build back stronger – recover and adapt

2. Section 1: Risk management – preventing and preparing for disruption

Tourism businesses face internal and external risks. These can affect many parts of your business at once. These can include customer safety, staff pressure, supplier problems, damaged equipment, lost income and reputational damage. Not every shock can be prevented, but many risks can be reduced or better managed with good preparation.

This section provides practical tools to help you identify your most important risks, decide which ones to address first and put actions in place to strengthen your business over time. Use the checklists to review how prepared your business is, reduce your priority risks and improve your ability to respond quickly.

Follow these steps:

1. Understand your internal and external risks 
2. Review what is in place already
3. Assess and prioritise your main risks
4. Put actions for the high-priority risks in place
5. Strengthen your systems and procedures
6. Carry out trip and activity risk assessments
7. Train staff and assign clear roles
8. Prepare a simple business continuity plan
9. Prepare your crisis communication approach
10. Strengthen your financial resilience and reduce dependence 
11. Test and update your plans

Step 1: Understand your internal and external risks 

Internal risks are risks inside your business. They are often linked to day-to-day operations and are usually more within your control. The table below gives examples of internal risks and what they could lead to.

Table 1: Internal risk examples and outcomes 

Source: Acorn Tourism Consulting, 2026

External risks happen outside your business. They are usually beyond your control. They can happen at the local, national or global level. These risks fall into five broad groups: 

• Natural and climate risks;
• Infrastructure and system failures;
• Health risks;
• Financial and market risks;
• Political and security risks. 

The table below shows some recent examples.

Table 2: External risks examples and outcomes 

Source: Acorn Tourism Consulting, 2026

Step 2: Review what is already in place

Start by reviewing what systems, processes and resources your business already has in place. This will help you see where you are well prepared and where there are gaps that still need attention. Use the checklist below to look at what your business already does, what is only partly in place and what is missing altogether. Then note the actions needed to be better prepared in each area.

Table 3: Template for a preparedness checklist (what is in place already?)

Source: Acorn Tourism Consulting, 2026

Step 3: Assess and prioritise your risks

Complete the table below to better understand what risks should be adressed first. For each risk, think about how likely it is to happen, how serious the impact could be and what the possible business effects might be. Use the matrix in Figure 4 below to help you fill out the priority column.

Table 4: Template for a risk management self-assessment tool 

Source: Acorn Tourism Consulting, 2026

Figure 4: Risk assessment matrix 

Source: Riskpal, 2023

As you complete your lists:

• Use tables 1 and 2 for ideas. 
• Discuss risks with your team so you can draw on different experiences and viewpoints. 
• Think about any problems your business has faced in the past and what impact they had. 
• Consider where your tours take place and whether these locations are exposed to environmental or weather-related risks. 
• Consult with experts, business associations and other organisations you work with to help identify risks; there are some examples in the box below.
• Look at the Risk Register free templates for similar templates.

Step 4: Put actions in place for high-priority risks

Focus on your high-priority risks first, as these are most likely to have the greatest impact on your business

Use the table below to review what controls are already in place, whether they work and where there are gaps. Try to be as practical as possible when completing the table. The aim is to create a clear action plan that shows what needs to be done to reduce the risk, who should be responsible and where you need to improve as soon as possible.

Table 5: Template for reviewing existing controls for high-priority risks 

Source: Acorn Tourism Consulting, 2026

Step 5: Strengthen your systems and procedures

Strong systems and procedures help your business operate safely, reduce confusion and respond more quickly when problems happen. They do not need to be long or complicated. What matters most is that they are clear, practical and easy for staff to use.

What you need to include:

• Safety checks and emergency procedures: set simple checks and response steps for major risks, such as vehicles, equipment, activities, weather, fire, illness, accidents and security incidents. Staff should know what to do, who is responsible and who to contact.
• Customer communication templates: prepare messages for delays, cancellations, itinerary changes, emergencies and complaints that you can change as needed. Avoid fixed standard responses, as each situation may need a different approach.
• Supplier plans: review main suppliers, clarify roles and expectations, keep contact details updated and identify backups where possible, especially for transport, accommodation and activities.
• Business continuity measures: plan how the business would keep operating during disruptions, including file backups, safe storage of important contacts, staff absence cover and which services could still run.
• Recognised standards, accreditation and certification: use these to strengthen safety, quality and sustainability systems, clarify responsibilities, improve records and build buyer confidence.
• Useful standards and guidance: use trusted tourism bodies, industry associations, certification schemes and health and safety authorities to improve procedures without starting from scratch.

Step 6: Carry out trip and activity risk assessments

As well as having business-wide systems in place, it is important to assess the risks linked to individual trips and activities. This helps you identify practical risks on the ground and decide what action is needed to reduce them. It is also something all European tour operators will expect local suppliers to do.

Risk assessments should be simple, practical and updated regularly. Before a trip or activity takes place, check the route, weather, season, customer group, guide skills, equipment, emergency access and any suppliers involved. Review the assessment after incidents, near misses and major changes.

Table 6: Template for a trip and activity risk assessment checklist

Source: Acorn Tourism Consulting, 2026

Step 7: Train staff and assign clear roles

Training and setting clear responsibilities help staff respond quickly and confidently when something goes wrong. A plan on paper is not enough. Staff need to know what to do, when to act and who is responsible for each task.

• Staff training in health and safety, first aid and emergency response – make sure staff have the right training for the activities and services you offer and extra training in safety management. An example of a training course includes ATTA’s Safety and Risk Management. Find out if there are any suitable training schemes in your country.
• Incident reporting – train staff to record accidents, near misses, complaints and other issues clearly and consistently. Good reporting helps you learn from problems and improve your procedures over time. 
• Customer communication – staff should know how to speak to customers during delays, cancellations, incidents or emergencies. Clear and calm communication helps protect trust and reduce confusion. 
• Refresher training – repeat training regularly so staff stay confident and prepared. This is especially important for seasonal staff, part-time workers and guides. 

Having roles in place for your staff is also extremely important and supports a quick response during a crisis or emergency. Think about the following. 

Figure 5: Staff roles and responsibilities during an emergency

Source: Acorn Tourism Consulting, 2026 

Case Study: Oman strengthens guide skills through training and licensing

Oman has taken an important step to strengthen adventure tourism by introducing more formal guide training and licensing. This is helping to build a more professional guiding workforce, improve safety standards and give visitors, tour operators and international partners greater confidence in the quality of adventure experiences.

The training helps guides to develop practical skills in areas such as first aid, risk awareness, route management and customer care. As a result, operators are better equipped to manage risks, demonstrate competence and meet international market expectations.

Over time, this will help Oman grow its adventure tourism sector in a safer, more professional and commercially attractive way.

Source: Acorn Tourism Consulting, 2026

Step 8: Prepare a simple business continuity plan

The next step is to prepare a simple business continuity plan to set out how your business would continue operating at a basic level during a crisis, focusing on the most important parts of the business. It does not need to be long or complicated. What matters is that it is practical, up to date and easy for staff to use, so they can act quickly, reduce confusion and make better decisions if anything goes wrong.

Figure 6: What to include in a simple business continuity plan 

Source: Acorn Tourism Consulting, 2026

Step 9: Prepare your crisis communication plan

Clear communication is very important during disruptions to ensure customers, staff, partners and other stakeholders understand what is happening. Poor or delayed communication can make a difficult situation worse and damage your reputation.

Think about who you may need to communicate with in advance and what information they are likely to need. This may include staff, customers, buyers, suppliers, partners, the media and people who follow your business on social media. It is also important to decide who is responsible for preparing messages and who has the authority to approve them.

Figure 7: Areas to include in your crisis communication plan 

Source: Acorn Tourism Consulting, 2026 

You can prepare draft messages for common situations in advance. This can save time, reduce pressure on staff and help your business respond quickly and consistently when disruption occurs. Make sure you rework a general message so it is relevant for the situation. Consult the European Commission’s Crisis Management and Governance in Tourism Report for checklists and best practices, and the Manual for Risk Management in Adventure Tourism from Macedonia.

Step 10: Strengthen your financial resilience and reduce dependence

Financial resilience is an important part of preparing for things that can go wrong. Many tourism businesses are vulnerable because bookings can fall while costs continue. Keeping an eye on cash flow, understanding your costs and avoiding unnecessary financial pressure can help your business cope better with disruptions.

Businesses are also more exposed if they rely too heavily on one market, buyer, supplier or product. Spreading risk and building flexibility can make it easier to adapt if demand changes, access is disrupted or major partners are affected.

Think about the following:

• Do you look at your cash flow often?
• Do you understand your main costs, profit margins and high-risk periods?
• Do you have an emergency reserve for essential costs?
• Are fixed costs, staffing costs, loans or other commitments putting pressure on the business?
• Is your insurance cover up to date and suitable?
• Could you cut non-essential spending or renegotiate payment terms if you needed to?
• Are you too dependent on one source market, customer type, buyer or sales partner?
• Do you have backup suppliers for major services such as transport, accommodation or activities?
• Could your products, itineraries, routes or seasons be reworked if conditions change?

Case study: Serengeti Balloon Safaris builds direct customer marketing, Tanzania

Before the Covid-19 pandemic, Serengeti Balloon Safaris in Tanzania relied heavily on trade partners and international tour operators. More than 80% of its sales came through trade and tour operators, while direct website sales made up less than 5%. This meant that the business had little direct contact and influence with customers, as tour operators usually managed communication and booking.

In response, the company began to shift more attention towards direct consumer marketing. It invested in improving its website, monitoring website traffic and strengthening its online presence to build brand awareness and ensure that its brand was chosen over its competitors. This helped the business become less dependent on intermediaries, improving its understanding of customers and competing more effectively as tourism recovered.

Source: Serengeti Balloon Safaris, 2026

Step 11: Test and update your plans

Preparing your business for disruption is an ongoing process. Risks change over time, and plans can quickly become out of date if they are not reviewed. Regularly set aside time to check that your procedures, contacts and responsibilities are still clear and up to date. 

Figure 8: Checklist updates and testing

Source: Acorn Tourism Consulting, 2026

Expert insight: David Atkin, Managing Director at Sanderson Phillips

Sanderson Phillips is a specialist risk and safety consultancy supporting travel businesses to understand risk, prevent incidents and prepare for the unexpected, helping to protect travellers, teams and brands.

Practical tips for small tourism businesses:

• Do not assume that your business is well prepared because nothing has gone wrong before. Known risks still need active management.
• Focus on the risks most likely to disrupt your business, such as extreme weather, political instability, cyber threats, health incidents, staff shortages and dependence on a small number of markets.
• Keep your approach practical. Small businesses need clear procedures, proportionate risk assessments and basic staff training.
• Learn from incidents and near misses. These can reveal weaknesses before more serious problems happen.
• Review and update plans regularly, especially after an incident or period of disruption.
• In the first 24 hours of a crisis, your main priorities should be to gather the team, account for customers and staff, inform major stakeholders and communicate clearly.

Where to check for updates and advice:

• Use official government travel advice, such as the FCDO and equivalent sources in other European countries, including the European Commission Travel Advice Platform.  
• Check local government and destination websites for real time updates on weather, transport, health and local restrictions.
• Use specialist risk intelligence services such as International SOS and Crisis24 for alerts and wider situation monitoring.
• Cross check more than one source and make regular monitoring part of day-to-day operations.

3. Section 2: Crisis management – respond when a disruption happens

Even with good planning, disruptions happen. When a crisis occurs, the way you respond in the first hours and days can make a big difference to safety, customer confidence, business continuity and long-term recovery. A clear and well-organised response can help reduce confusion, protect your reputation and limit financial losses.

This section explains the practical steps tourism businesses can take when disruption happens. It focuses on acting quickly, putting safety first, communicating clearly and making informed decisions about operations, customers and bookings. 

This section covers the following steps: 

1. Watch for warning signs
2. Manage the first 24–72 hours
3. Put safety first and prioritise guests and staff
4. Activate your response plan
5. Communicate clearly during the crisis
6. Manage bookings, cancellations and refunds
7. Manage your reputation

Step 1: Watch for warning signs

Many disruptions have some warning. In some cases, there may be early signs that a problem is developing and that action may soon be needed. Spotting these signs early can give your business more time to prepare, warn customers, adjust operations or activate parts of your response plan before the situation becomes more serious. The warning signs will vary depending on the type of risk and where your business operates. They may include:

• Severe weather alerts;
• Signs of disease outbreaks;
• Protests or civil unrest;
• Travel advisories;
• Supplier failure or disruption to power;
• Fuel or other essential infrastructure.

Make sure someone in your business is responsible for keeping an eye on relevant alerts and updates, especially during busy periods or in higher-risk seasons.

Step 2: Manage the first 24–72 hours

The first 24–72 hours are often the most important period in managing disruption. This is when your business needs to move from immediate response to short-term management. The focus should be on protecting people, understanding what happened, keeping major stakeholders informed and deciding what can and cannot continue safely.

During this period, it is important to stay organised and keep good records. This will help your business make better decisions, communicate more clearly and review what happened afterwards. It can also help if you need to deal with partners, insurers, authorities or customer complaints at a later stage.

Figure 9: Managing the first 24–72 hours

Source: Acorn Tourism Consulting, 2026 

Step 3: Put safety first and prioritise guests and staff

When disruption happens, guests and staff in the country need to be the top priority. Start by checking where everyone is, whether anyone needs medical help and whether it is safe for activities to continue. Pause or cancel any activity that could put people at risk, even if this affects itineraries.

Follow official guidance from local authorities, emergency services, national tourism bodies and relevant government travel advice. Keep communication calm and regular, so guests know what has happened, what you are doing and when they will receive the next update. If needed, move guests and staff to safer locations, arrange alternative transport or accommodation, or support evacuation.

First steps to take as soon as possible may include:

• Checking the location and safety of all guests and staff;
• Stopping unsafe activities or changing the itinerary;
• Following guidance from local authorities;
• Providing medical support where needed;
• Contacting embassies, insurers, suppliers or partners;
• Keeping guests updated;
• Recording important decisions and actions;
• Evacuating if necessary.

Step 4: Activate your response plan

Once the current safety issues are under control, the next step is to activate your response plan. If you have prepared well in advance, staff should know what their roles are already, who the main contacts are, their details should be easy to find and the first actions to take should be clear. Use the tool below to make sure responsibilities are assigned, early decisions are recorded, and the immediate impact on your business is understood.

Table 7: Template for a response activation checklist

Source: Acorn Tourism Consulting, 2026

Step 5: Communicate clearly during the crisis

Clear communication is one of the most important parts of responding to disruption. It helps reduce confusion, protect trust and ensure people understand what is happening. If you prepare messages, contact lists and approval procedures in advance, your business should be able to respond more quickly and consistently.

During disruptions, you may receive many calls, messages and requests for updates from customers, suppliers, partners and tour operators, especially if they have guests currently travelling. This can quickly become difficult to manage if roles are unclear or if there are too few staff handling communication. This is why it is important to have the right staff in place, clear responsibilities and a simple communication strategy prepared in advance.

Think carefully about who needs information first and what they need to know. Your communication may need to be tailored for different groups, including:

• Guests currently travelling;
• Customers with future bookings;
• Staff;
• Suppliers;
• Tour operator partners;
• Local authorities;
• Media and social media.

See the ASEAN Tourism Crisis Communication Manual for more information and support in this area. 

Case study: Morocco tourism businesses reassure travellers after the earthquake

Following the September 2023 earthquake in Morocco, many tourism businesses faced cancellations because some international buyers and travellers assumed the whole country had been affected. The impacts varied by area, and many destinations remained open and able to welcome visitors safely.

Several tour operators responded with clear public updates. Intrepid Travel explained that its Morocco trips resumed with itinerary adjustments, avoiding the most affected parts of the Atlas Mountains and reducing time in Marrakech. Much Better Adventures published an article explaining that many areas of Morocco were still open for visitors. They also included comments from Morocco based tourism partners on why continued responsible travel mattered for local livelihoods. Epic Travel, a Morocco specialist, also published updates explaining that regional tourism promoters were working to reassure travellers that Marrakech and other areas remained safe to visit.

Source: Acorn Tourism Consulting, 2026

Step 6: Manage bookings, cancellations and refunds

Disruption can affect bookings, cancellations and refund requests, especially for customers due to travel soon. Act quickly, stay organised and communicate clearly across all sales channels. Start by identifying urgent bookings and customers travelling soon. Where fair and possible, offer postponement or rescheduling instead of immediate cancellation. This can help protect cash flow while still supporting customers. Make sure direct bookings, agents, online platforms and tour operator partners all share the same message.

Important actions include:

• Reviewing your cancellation and refund policy;
• Prioritising rescheduling where it is fair and possible;
• Aligning messages across direct and indirect sales channels;
• Communicating clearly about timings, next steps and what customers can expect.

Step 7: Manage your reputation

How your business communicates and behaves during a crisis can have a lasting effect on trust and reputation. Customers, partners and buyers will often understand that disruption can happen, but they will pay close attention to how you respond. A calm, honest and professional approach can help protect confidence, even in difficult circumstances.

You must:

• Be transparent about what is known;
• Avoid speculation or sharing unconfirmed information;
• Show empathy to those affected;
• Share facts clearly and simply;
• Explain what action your business is taking.

4. Section 3: Build back stronger – recover and adapt

Once the immediate crisis has been managed, the next step is recovery. This is where your business starts to assess the damage, restore operations and decide what needs to change. Recovery is not just about returning to normal. It is also an opportunity to learn from what happened, reduce future risk and strengthen your business for the long term.

Follow these steps:

1. Assess the damage and business impact
2. Create your recovery plan 
3. Manage cash flow and financial recovery 
4. Support staff and local partners 
5. Review your product and target markets 
6. Rebuild trust through communication 
7. Learn lessons and improve 
8. Build back better

Step 1: Assess the damage and business impact

Start by reviewing the full impact of the disruption on your business. This will help you decide what needs attention first, what support may be needed and how recovery should be prioritised. Look at both the direct and wider effects on your business. 

You should review the following: 

• People affected;
• Damaged assets;
• Cancelled services;
• Lost revenue;
• Supplier disruption;

• Brand and reputation impacts.

Step 2: Create your recovery plan

Once you understand the impact, create your recovery plan so it reflects the current situation. This should focus on practical actions over the short, medium and longer term. Some parts of the business may be ready to restart quickly, while others may need to wait or require outside support. The tool below will support this process. 

Table 8: Template for a recovery action plan 

Source: Acorn Tourism Consulting, 2026

Step 3: Manage cash flow and financial recovery

Financial recovery often continues long after the first disruption has passed. Keep monitoring cash flow closely and look at what support may be available to help your business recover. This may include financial support from government or non-government programmes, more flexible payment arrangements and short-term changes to the way your business operates.

Think about the following:

• Are grants, relief funds or other support available to your business?
• Can payment terms be renegotiated with suppliers?
• Can you access temporary bank support or finance if needed?
• Are buyers able to offer more flexibility on payments, bookings or contracts?
• Could temporary product changes help protect income during recovery?
• Would a phased reopening help manage costs and reduce risk?

Case study: Grants, training and safe reopening support – Jamaica Ministry of Tourism and TPDCo

During the Covid-19 crisis, Jamaica’s Ministry of Tourism announced $1.2 billion (JMD) in tourism grants to support smaller registered operators in tourism and related sectors, including tours and attractions. This funding formed part of a wider effort to help tourism businesses survive the shutdown, protect jobs and prepare for recovery.

Alongside financial support, Jamaica used its Resilient Corridors approach to help tourism reopen in a safer, more controlled way, supported by health protocols and compliance monitoring led by the Tourism Product Development Company (TPDCo). The Ministry also supported business continuity planning for tourism businesses, helping SMEs improve their ability to prepare for and recover from future shocks.

Source: Sebastien Jermer on Unsplash

Use this checklist after a disruption to review your financial position and identify actions that can help protect cash flow during recovery.

Figure 9: Template for a cash flow recovery checklist 

Source: Acorn Tourism Consulting, 2026

Step 4: Support staff and local partners

Recovery is not only about restoring operations. It is also about supporting the people who help your business run. Staff, guides and local suppliers may all have been affected by the disruption, and clear communication and practical support can help protect these relationships during recovery.

Think about the following:

• How will you support staff wellbeing during and after the disruption?
• How can you keep important staff where possible?
• Do staff or guides need retraining if products or operations change?
• How you can support local guides, suppliers and other partners affected by the crisis?

Case Study: Supporting local communities and staff through Covid-19 - Tour Operators, South Luangwa, Zambia

In South Luangwa, Zambia, the collapse of tourism during Covid-19 had a major impact on local incomes. Around 65% of jobs in communities around the national park depend on tourism, so the sudden drop in visitors created serious financial pressure for tourism businesses, staff and households.

Tourism operators communicated openly with customers and supporters about these impacts. For example, South Luangwa-based guide and tourism operator Edward Selfe published updates explaining how tourism revenues supported local livelihoods, conservation and anti-poaching efforts. He also reported how many lodges had established support packages for staff despite having no income from visitors. Selfe highlighted that camps had ringfenced funds to help employees support their families during the crisis and explained the wider economic consequences for local communities.

Source: Acorn Tourism Consulting, 2026

Step 5: Review your product and target markets

After a crisis, review whether your products can still be delivered as planned and whether they still match market demand. Some sites may be damaged or closed, routes may be impractical, and some customers may be slower to return. Focus on adding value rather than cutting prices too quickly. Customers may respond better to reassurance, flexibility and clear communication. Consider positioning products around safety, flexibility, exclusivity, comfort or value for money, depending on your market.

Think about the following:

• Can your current itineraries still run safely and reliably?
• Do any damaged, closed or restricted sites need to be replaced?
• Are there alternative routes, activities or locations that could be used?
• Should you target domestic, regional or new international markets?
• Would short trips or different travel seasons be more suitable during recovery?
• Can you add value through flexibility, safety, service or new experiences instead of cutting prices?
• Do your website, sales messages and partner communications reflect the updated product clearly?

Case Study: Turnup Travel pivots to the domestic market during Covid-19

When international travel restrictions disrupted inbound tourism during the Covid-19 pandemic, Turnup Travel in Kenya shifted its attention to the domestic market. The operator introduced new experiences and packages for Kenyan travellers, strengthened its digital marketing and worked with partners to rebuild confidence in local travel.

This helped the business respond to reduced international arrivals by generating domestic interest and bookings. It also supported staff retention and reduced reliance on overseas visitors during the crisis. The case shows how tourism SMEs can use local and regional markets as part of a more resilient business model.

Source: Acorn Tourism Consulting, 2026

Case Study: Developing recovery focused tourism products – Social Tours, Nepal

After the 2015 earthquake in Nepal, Social Tours responded by adapting its product offer to reflect the needs of affected communities and the interests of visitors who wanted to support recovery. The company developed new experiences linked to local livelihoods, including artisan and community-based tourism activities, and worked with communities to create income through tourism.

This helped Social Tours stay relevant during a difficult recovery period while supporting people on the ground. By linking product development with local recovery, the business was able to offer meaningful experiences for visitors, create new income opportunities and show how tourism could play a positive role after a crisis

Source: Social Tours, 2026

Step 6: Rebuild trust through communication

Recovery depends on reopening, but also on rebuilding confidence. Buyers, customers and partners need to know what has changed, what is operating safely and why they can trust your business again. Clear and consistent communication can help reassure the market and support demand as recovery begins.

Focus on sharing accurate and up-to-date information across all your channels. This may include your website, social media, booking platforms and communications with buyers or agents. Make sure the information is the same across all channels so customers and partners do not receive conflicting messages.

Think about the following:

• How you will reassure buyers and sales, and partners?
• Have your website and sales channels been fully updated?
• How you will share accurate information about the destination and current conditions?
• Can testimonials, customer feedback or positive stories help rebuild confidence?
• Are your messages aligned with your country’s tourism board, the destination or official recovery messaging?

Case Study: Using the WTTC Safe Travels Stamp to rebuild confidence

During the Covid-19 pandemic, the World Travel & Tourism Council (WTTC) introduced the Safe Travels Stamp to help travellers identify destinations and tourism businesses that had adopted common health and hygiene protocols. The scheme was designed to support safer reopening, give the sector a recognised international badge and help rebuild confidence at a time when travellers were uncertain about booking.

For tourism businesses, the stamp was more than a marketing tool. It encouraged operators to review their procedures, strengthen hygiene and safety measures, and show buyers and customers that they were taking risk management seriously. This helped some businesses reassure travellers, demonstrate preparedness and rebuild trust during the recovery period.

Source: WTTC, 2026

Step 7: Learn lessons and improve

Once the situation is more stable, take time to review what happened and what your business can learn from it. This can help strengthen future planning and improve your response next time.

Figure 10: Reflecting on the situation 

Source: Acorn Tourism Consulting, 2026

Step 8: Build back better

Recovery is the chance to make your business stronger and prepare better for future disruption. Downtime can be used to improve weak areas, build skills and make your business more resilient. Think about how recovery could help your business:

• Reopen in a way that reduces future risk
• Improve sustainability and efficiency
• Use quieter periods for training and upskilling
• Strengthen products, systems and day-to-day operations
• Build stronger relationships with staff, suppliers, buyers and partners
• Reach new markets or customer segments

This could also include reviewing products, updating procedures, improving safety, strengthening supplier networks, investing in staff skills and making your business more sustainable. It may also be a good time to improve digital systems, refresh marketing or adapt your offer to changing demand.

Also read other CBI tourism reports on adventure tourism, being a sustainable business, which trends offer opportunities or pose threats to the European outbound tourism market and the requirements for tourism services in the European market. These can help you adapt your offer and build a stronger business after a crisis.

Acorn Tourism Consulting Limited carried out this study on behalf of CBI.

Please review our market information disclaimer.

Disclaimer: The statistics quoted throughout this study are drawn from a range of sources. Figures may not always be directly comparable due to variations in data collection and presentation methods.