Kia Ora Auckland! Brought to you by Thanks to our Discussing Tourism - - PowerPoint PPT Presentation

Kia Ora Auckland!

Discussing Tourism

Thanks to our Discussing Tourism

Partners

And host region

Discussing Tourism

Strategic Partners supporting TIA and the tourism industry

A Global and National Perspective

Chris Roberts Chief Executive Tourism Industry Aotearoa

Discussing Tourism

The Travel and Tourism Tsunami

• 1.3 billion overseas trips in 2017

7% – Forecast to grow another 50% in next decade

• 10.4% of global GDP (NZ$11 trillion)
• 313 million people employed (10% of

global employment)

• A quarter of all new jobs in next 10

years will be in tourism

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Tourism’s importance to NZ

• NZ 0.2% of global tourism GDP
• 10.5% of GDP
• 1 in 7 jobs
• 60/40 split domestic/international

Growth in last 4 years:

• Domestic spend 24%
• International spend 46%
• International arrivals 35%

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Too much tourism?

Annual arrivals v local population:

Iceland 5.1 to 1 Croatia 3.3 to 1 Montenegro 2.6 to 1 Ireland 2.0 to 1 New Zealand 0.8 to 1

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Too Crowded?

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Too Crowded?

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Too Crowded?

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Potential impacts of rapid tourism growth

Five major issues common worldwide:

• 1. Alienated local residents
• 2. Degraded tourist experience
• 3. Overloaded infrastructure
• 4. Damage to nature
• 5. Threats to culture and heritage

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New thinking needed

• Sustainability
• A re-set vision and framework
• Story-telling
• Investment

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Our Vision

Leading the world in sustainable tourism

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Productivity Visitor Experience Connectivity Target for Value Insight

Reset the Industry-led Framework and align with Sustainability Goals

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The BHAG: Communities across the country and in all sectors of business understand the value of tourism and are advocates for our industry

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Funding and Investment

Any new taxes should be fair, efficient and ring- fenced

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Central Government collects $3.27 billion pa in revenue from international visitors. Central Government expenditure attributable to international visitors $638m pa.

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What will success look like?

Defining the local tourism challenges

Stefano Panoho Auckland Tourism, Events & Economic Development

Arrivals 2012 1.8m Arrivals 2018 2.7m Spend 2012 5.4b Spend 2018 8.3b Cruise 2012 180k Cruise 2018 306k Employment 55k Employment 72k

AKL 2012 – 2018

900k More visitors to AKL $2.9b Extra visitor spend 126k More cruise passengers Employed 17k

AKL 2025

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We are in this together

Key action areas – Tourism

• Maori engagement
• Sustainability
• Seasonality
• Skills and talent
• Kai collaboration
• Smarter targeted marketing
• Product development
• Produce engaging content
• Facilitate cross-council collaboration

A winter re-brand

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https://www.aucklandnz.com/madeforwinter/gourmet-hangi

Ngā mihi

Thank you

Why should we care about sustainability?

Bruce Bassett Industry Strategy Manager Tourism Industry Aotearoa

Why we should care about sustainability? And, what we are doing about it at an industry level And, what you can do about it in your business or operation

Why care about Sustainability

Vision

Leading the world in sustainable tourism

Values

Kaitiakitanga Manaakitanga Whanaungatanga

Four Elements

ECONOMIC

Tourism is delivering prosperity across the New Zealand economy.

VISITOR

New Zealand delivers world leading experiences for both international and domestic visitors.

HOST COMMUNITY

New Zealanders strongly support and reap the benefit from tourism operating in their communities.

ENVIRONMENT

Tourism is recognised for its contribution to protecting, restoring and enhancing New Zealand’s natural environment and biodiversity.

Economic

Business commitments Sustainable Businesses: Businesses focused on long term financial performance. Capital Investment: Businesses invest capital to grow, and/or to improve quality and productivity. Productivity: Businesses innovate and have effective strategies to mitigate the effects of seasonality.

1 2 3

Visitor

Business commitments Visitor Satisfaction: Businesses undertake customer satisfaction monitoring, evaluation and reporting. Product and Market Development: Businesses innovate to improve or upgrade their offering to enhance visitor experience. Visitor Engagement: Businesses educate visitors about New Zealand’s cultural and behavioural expectations.

4 5 6

Host Community

Business commitments Sustainable Employment: Businesses pay a fair wage to all staff. Quality Employment: Businesses support their workforce to flourish and succeed. Community Engagement: Businesses actively engage with the communities in which they operate. Sustainable Supply Chains: Businesses have socially and environmentally sustainable supply chains.

7 8 9 10

Environmental

Business commitments Ecological Restoration: Businesses contribute to ecological restoration initiatives. Carbon reduction: Businesses have carbon reduction programmes towards carbon neutrality. Waste Management: Businesses have waste reduction and management programmes. Education: Businesses actively engage with their visitors and communities on the importance of restoring, protecting and enhancing New Zealand’s natural environment.

11 12 13 14

Look for the Sustainability Mark

Who is on board? (270 so far)

Measurement

Measurement – 2025 Goals

90%

Sustainable Growth

95%

Exceeding Expectations

100%

Active Engagement

90%

Supportive New Zealanders

90%

Good Employers & Community Leaders

90%

Ecological Restoration

100%

Reducing Eco Footprint

$41B

What success will look like

What you can do

See our material here and sign-up straight away Talk to the TIA Team and find out more at:

www.sustainabletourism.nz

Why should we care about sustainability?

Chris Sattler Auckland Seaplanes

Auckland Seaplanes Company background

• Started operations November 2013
• Re-established Auckland Harbour Aerodrome – NZ first international airport and

base in Wynyard Quarter

• Bought one 8 seater De-Havilland Beaver seaplane in 2013
• Added a 7 seater De-Havilland Beaver in 2015
• Tripadvisor Certificate of Excellence 2014-2018
• NZ Tourism Awards finalist for Business Excellence in 2016, winner in 2017
• Luxperience Meaningful Travel Award Finalist 2017
• FB customer feedback 5/5, Google 4.9/5

Sustainability 4 pillars financial – visitor – community - environmental Auckland Seaplanes is focused on all areas Particularly important for us are:

1. Critical mass, planned expansion, medium-long term focused sales,

• wnership/management of core assets

2. Customer feedback, continuous innovation & product development, facility upgrades, partner selection 3. Good-neighbourly behaviour, fundraising support, joined projects with NGOs, living wage 4. Environmental

Environmental Journey and Activities

• Why: The right thing to do!
• Differentiation and product development
• pportunity
• Marketing opportunity (Qualmark/Awards)
• Concrete Steps:
• During setup: DOC Pest Free Warrant
• Office roof with water collection system with

2000l tank for washing aircraft and facilities

• Office roof solar implementation planned after
• ffice move

• Auditor/advisor Environ-Mark Solutions, ISO 16064
• What is needed?
• Some data collection
• Document fuel & electricity usage, shipping, travel, waste
• Develop reduction strategies e.g. more fuel efficient car, solar energy, better

utilization of assets

• Measure resource usage
• Decide on off-set mechanism

Certification for Auckland Seaplanes as first carbon neutral airline in Australasia

Results vs Cost

• Total Certification and offset cost less than 10000 NZ$ p.a

1st year results:

• Motor vehicle cost -7%
• Flight utilization increased by about .2 pax per flight
• Supported achieving Qualmark Gold Rating
• Exclusive Product Development with another CarboNZero partner (Rotoroa

Island Trust) made finalist for Meaningful Travel Award

• Metered water use close to zero, very low electricity cost
• Customer participation via “offset purchase 2$”
• Opportunity to share story and create awareness e.g. today

Payback on investment in less than 1 year!

Discussing Tourism

https://www.youtube.com/watch?v=tDNIu63rHHs

Sustainability is good business and great motivation for your staff! Please sign up to the TIA commitments! Thank you!

Chris Sattler, chris@aucklandseaplanes.com, 021-2800964 www.aucklandseaplanes.com , www.waihekewings.co.nz Auckland Seaplanes and SeaplanesNZ on FB/Twitter/Instagram

Shaping our Future

Phil Tate

Session Objectives

• A ‘discussion’ (not a ‘telling’)
• Your views on what’s currently working (or not)
• Your aspirations for the industry’s future contribution (‘what can we be at our

best?’)

• Ideas and thoughts on how best to move forward
• Documented output that contributes to Tourism 2025 Reset

Orienting to Our Future

1: Ground 2: Goal 3: Direction 4: Action

Thinking of 2025

'Record' Hot Year of 2015 Now the Average Gig Economy Has Grown 10 Times Over 2015 Training & Learning Systems not Meeting 21st-Century Needs (Pew) Norway’s Fjiords Are Emission-Free

Session Flow

• Working with your table colleagues
• 10-12 minutes considering each point of the tetrad

(listen for the bell to pace yourselves)

• Once the tetrad’s complete we’ll spend 10 minutes each on;

– How the areas (ground, goal, direction & approach) work together – What areas of priority emerge for industry action and focus

• For the last two conversations we’ll move a couple from each table to the adjoining

table to join their discussion.

Things to Remember

• If you find yourself bogged on a particular discussion, note it and open up a new

topic.

• Listen for the bell to make sure you cover the bases

1: Ground

• Where do we currently stand as we embark on the next phase of Tourism

development?

– What makes the NZ/regional tourism offer unique? – How do we define our connection to our local communities? – What do you think is the essence of what makes NZ special as a tourism destination?

2: Goal

• What do we want to be in 2025?

– What are the aspirational goals we wish to work toward within our local communities? – By 2025, as an industry, what will we be contributing to our communities beyond what we currently do?

3: Direction

• What will guide us into our future?

– What principles do we need to adhere to to ensure the industry moves effectively toward

• ur goals without compromising our unique position?

– What principles do we need to re-examine or establish?

4: Approach

• How do we need to act today to protect what we have and develop toward our

goal?

– What are the key action areas we need to consider to take our unique proposition and achieve the aspirant goals? – What do you regard as the highest priority for 2025 focus? – What might we missing that would help achieve our overall goal?

Summary Reflections

• Do all the points of your tetrad effectively support each other?

– Are the any points of contention, and how may they be reduced?

• Getting radical; is there anything we’re not currently considering that needs to be
• n the industry’s agenda?

Questions?

Andy Hamilton CEO, The Icehouse @iceandy a.hamilton@theicehouse.co.nz

Tourism – a view from the outside

Discussing Tourism

the mind is such a powerful thing … WHETHER YOU

THINK YOU CAN

OR THINK YOU CAN’T.

YOU’RE RIGHT.

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On the agenda

• The mandatory
• What great does & what is there to worry

about

• Tools to help with action

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We are a business enabler to

• wners and entrepreneurs.

We change their lives, their businesses and in doing so, we change New Zealand.

The advert ….

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The what, the who, the why

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Our north star

KIWI BUSINESSES WE’VE WORKED WITH

TRIPLE

THEIR PROFIT EVERY 4 YEARS GROW

2.5 x

FASTER THAN THE AVERAGE NZ BUSINESS GROW THE NUMBER OF STAFF BY

6%

EVERY YEAR GROWN REVENUE BY

12%

EVERY YEAR BUILDING EXPORT BUSINESSES

1 in 3

AFTER 5 YEARS

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Our tourism customers (just a few)

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On the agenda

• The mandatory
• What great does & what is there to

worry about

• Tools to help with action

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Great leaders ask questions … …while others bask in the sun

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I marvel at people who observe trends and do things that will shape what the future looks like

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here is a big word - asymptote

“It is said that if you know your enemies and know yourself, you will not be imperiled in a hundred battles; if you do not know your enemies but do know yourself, you will win one and lose one; if you do not know your enemies nor yourself, you will be imperiled in every single battle.: - Sun Tzu

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Some see opportunity, some see risk

OPTIMISTIC PESSIMISTIC DEFINITIVE INDEFINITIVE

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What’s to worry about

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Have you seen the modern self-drive car

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Natural disasters - were they worried before

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Taxi drivers not happy, UBER very

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Technology is changing a lot

• f things – risk or opportunity

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72b of money looking for a home by 2030 – risk or opportunity

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Regardless of what it is …

if the rate of change outside your organisation is greater than the rate inside your

• rganisation, the end is in

sight…

Jack Welch

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Are we all good to keep riding this lightning thoroughbred?

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Are we all good to keep riding this lightning thoroughbred?

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Are we all good to keep riding this lightning thoroughbred?

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Are we all good to keep riding this lightning thoroughbred?

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Isn’t it great to be where we are …

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If we wanted to be negative …

Let me introduce you to the invisible asymptote

The question to flush out is what is called the invisible asymptote: a ceiling that your growth curve would bump its head against if you continued down the current path.

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So what keeps you awake at night

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Is the future something that will happen to you or will you chart it

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On the agenda

• The mandatory
• What great does & what is there to worry

about

• Tools to help with action

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How do you make things happen

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Do we have a burning platform

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Just two things are needed

Aspiration Competence

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The 3 step

Getting you into the future

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Assess your businesses competence

https://www.theicehouse.co.nz/BIQ Email a.hamilton@theicehouse.co.nz and he will get you a free code

The Tool Helping Businesse s Grow

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What type of business do you want?

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Everyone thinks of changing the world… but no one thinks of changing himself

Leo Tolstoy

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What type of character are?

https://www.theicehouse.co.nz/persona-quiz

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Who wants a little and safe stone?

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Momentum is incredible, growth heels all ills …..

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What did the Icehouse learn as the number one driver of success in business

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the mind the most powerful thing … WHETHER YOU

THINK YOU CAN

OR THINK YOU CAN’T.

YOU’RE RIGHT.

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Change is your opportunity

• The world is changing …

faster or just the same it is changing

• Technology will challenge us

& create opportunity – access, experience

• Capital markets will cause a

challenge to some of your thoughts on ownership

• The social license is a great
• pportunity

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I marvel at people who observe trends and do things that will shape what the future looks like

that is your opportunity

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Once I could picture the goal, stuff started to happen fast.

Janene Draper Founder, Farro Fresh

Maree Baker-Galloway Partner Anderson Lloyd

Tourism – a view from the outside

What’s law got to do with it?

The operational and the aspirational

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Operational

• Employment
• Health and Safety
• Permissions
• Due diligence

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Aspirational

• Conservation Act
• Resource Management Act
• Infrastructure
• Supportive communities
• Ecological restoration

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Employment

• Regular changes
• A number of pressure points eg changes to 90 day trial

periods, immigration requirements, minimum wage requirements and increased investigations.

• What could possibly go wrong!?

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Health and Safety

• Consider at procurement stage
• Chain of responsibility
• Clear contracts delineating responsibility
• Who is in control?
• How are the Adventure Regs performing?

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Employment and Health and Safety

• Interface increasingly important
• Continue to enhance safety culture
• Additional risks from fatigue, bullying, harassment, stress…

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Permissions

• Resource consents
• Concessions
• Leases, easements

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Consenting

• Applications must be detailed. Expert advice required
• New trend of "off site" mitigation, or volunteering new

benefits to get a project over the line

• Examples:

– Walking/biking tracks – White water course – Re-vegetation, wilding pine control – Artificial climbing resource – Conservation projects/biodiversity offsets

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Matters to consider when selling/buying a tourism business

• Do your due diligence on the business before you “go to

paper”: – Get advice – Exactly what buying and why – Liability risks? – Restraint of trade?

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Aspirational

• What opportunities are you missing to:

– Protect resource on which you rely – Improve community support for tourism – Promote and enable tourism – Ensure timely infrastructure

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Aspirational

• Federated Farmers, Forest and Bird, Environmental

Defence Society, Dairy NZ, Fonterra, Whitewater NZ, Federated Mountain Clubs, Beef and Lamb, Automobile Association, NZ Property Council, Straterra, Fish and Game

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Resource Management Act and Conservation Act

• Sustainable practice while sustaining the resource on which

the industry relies

• Key values addressed by both Acts:

– Natural values – Amenity/wilderness/remoteness values – Cultural/heritage values – Safety

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Resource Management Act

• Regional Policy Statements
• District Plans
• Regional Plans
• National Policy Statement?

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RMA

• Public participation
• Devil in the detail
• Quality of evidence – both lay and expert
• Quality of implementation

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Water Conservation Orders

• The only RMA mechanism to specifically protect (not just

sustainably manage) outstanding wild, scenic, natural and recreation values

• E.g. Rangitata, Buller, Mohaka, Motu, Oreti, Motueka, Kawarau
• Can trump “development” (e.g. hydro or irrigation)
• But still dependent on proper implementation
• Increasingly vital to the parts of the tourism industry dependent
• n angling and adventure tourism
• Current applications Ngaruroro River and Te Waikoropupu Springs

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Marine protection

• Marine reserves
• Marine parks

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Conservation Act

• National Policies
• Conservation Management Strategies
• National Park Management Plans
• Still fit for purpose?

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Infrastructure

• Local government 10 year plans
• Central government
• Public Private Partnerships
• Provincial Growth Fund

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Community support – eg Freedom Camping and High Country Access

• Freedom Camping Act 2011
• Walking Access Commission consultation
• Process important – and needs good information (where

industry comes in)

• Recurring themes for both – infrastructure, coordination,

cross boundary issues, integration, education

Thanks for coming!