Chris Roberts presents TIA’s updated Tourism 2025 strategy at TRENZ today
Five years after the launch of Tourism 2025, the NZ tourism industry’s growth strategy has been refreshed with its economic goal pushed out to $50bn, and a greater emphasis given to sustainability.
Tourism 2025 & Beyond – a Sustainable Growth Framework, which was launched by Tourism Industry Aotearoa today at TRENZ 2019 in Rotorua, directs the sector toward the delivery of $50bn in annual tourism revenue by 2025.
The original Tourism 2025 goal, set in 2014, was $41bn in annual revenue by 2025, but progress towards the goal has exceeded all expectations, according to TIA, with NZ’s largest export earner hitting revenue of $39.1bn in 2018.
The reset document also puts sustainability “of our communities, our environment, our economy and our visitors” at its centre with the addition of visitor, community and environmental goals (see below).
To deliver these four goals, TIA has identified 10 priority action areas, from a long list of 68 actions for the tourism industry, central and local government to work on over the next three years (see below).
TIA chief executive, Chris Roberts said that the new framework “addresses current issues but also looks beyond 2025 to focus on building an industry that continues to make a positive contribution to Aotearoa and New Zealanders in the long term.”
He said: “This Sustainable Growth Framework keeps our focus as an industry firmly on growing our value to individuals, communities, the environment, the economy and our visitors,”
“The key change is that sustainability is now at the centre of Tourism 2025, providing a clear pathway towards a sustainable tourism industry for New Zealand. We have added Visitor, Community and Environmental goals and pushed our Economic ambition out to $50 billion a year in annual tourism revenue by 2025.”
The Māori values of kaitiakitanga (guardianship), manaakitanga (hospitality) and whanaungatanga (working together), which are being increasingly recognised and adopted by industry, have also be incorporated into the document, according to TIA.
Roberts said: “Looking ahead, we are facing three key issues: managing the growth of tourism; improving management of our natural resources; and acting on carbon and climate change. Each of these needs to be factored into our thinking and actions.”
“We have already started on this journey with the release 18 months ago of the New Zealand Tourism Sustainability Commitment, which more than 1000 tourism businesses have now signed up to.
“Then in November 2018, TIA and six other New Zealand organisations launched Tiaki – Care for New Zealand, an initiative that actively encourages international and domestic travellers to act as guardians of Aotearoa.”
“Tourism 2025 & Beyond now sets these initiatives within the industry’s overall strategic framework, he said.
About Tourism 2025 & Beyond – a Sustainable Growth Framework
Growing a sustainable tourism industry that benefits New Zealanders
Visitor – Deliver outstanding visitor experiences
Community – New Zealanders are welcoming hosts
Environment – Aotearoa is enhanced by tourism
Economic – Grow tourism’s contribution to New Zealand’s economy
Kaitiakitanga – Guardianship and protection of our natural, built and cultural resources for the benefit of current and future generations
Manaakitanga – Showing respect, hospitality, generosity and care for others
Whanaungatanga – A sense of family and belonging: relationships build on shared experiences and working together
Top 10 Actions (note that numbering does not reflect priority)
The New Zealand Tourism Sustainability Commitment is the sustainability platform for the industry. It aims to be universal so all operators are contributing to overall tourism industry sustainability, and playing their part in preserving and enhancing Aotearoa New Zealand for future generations.
Central to creating value in tourism is the nature and quality of the experience that visitors are prepared to pay for. Destinations are a collection of interests (including local government, iwi, communities and business), meaning that coordination and destination planning is needed to deliver the best outcomes both for host communities and visitors. All of New Zealand needs to be covered by Regional Destination Management Plans.
It is imperative that government (via Tourism New Zealand), airlines, airports, regions and industry continue to invest in generating and growing visitor demand. New Zealand operates in a highly competitive global market and attracting high-value visitors requires investment in building a compelling destination New Zealand brand. This brand and subsequent investment in targeted marketing across a portfolio of markets is needed to grow and shape demand in ways that benefits New Zealand and encourages regional and seasonal dispersal.
Māori culture is a unique feature of New Zealand and it is important that all parts of the tourism industry appropriately incorporate elements of Tikanga Māori within their operations.
Having visitors who meet our behavioural and cultural expectations is central to maintaining the support of New Zealand communities for tourism. Tiaki – Care for
New Zealand was established by public and private sector agencies. The tourism industry has a role to play in letting visitors know what is expected of them and industry systems are needed to manage issues as they arise.
The sentiments expressed through the Mood of the Nation Survey provide a clear message – tourism businesses must undertake genuine two-way engagement with their communities to grow mutual understanding of how they contribute to their place, creating a collective vision for tourism development that maintains the maanakitanga New Zealand is renowned for.
Reducing carbon use will be a key industry priority. Carbon emissions and resultant climate change represent a risk for tourism that requires a systematic industry response.
Tourism activities utilise a wide set of infrastructure, including roads, airports, waters systems, amenities and parking. Ensuring the quality and quantity of this infrastructure is central to achieving high value sustainable growth.
Domestic tourism activity amounts to almost 60% of total tourism expenditure in New Zealand. So it needs to be understood and managed well to ensure the best outcomes, including the encouragement of domestic tourism as part of dispersal and regional development strategies.
The industry requires a comprehensive set of trusted data with sufficient rigour and detail to support good decision-making. The industry also needs the capability to research a wide range of industry-good matters to support industry sustainability, value creation and innovation processes.
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