CORPORATE PLAN 2020-2024 - Tourism Australia

CORPORATE PLAN 2020-2024

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CONTENTS

1. INTROduCTiON – MANAgiNg diRECTOR’S MESSAgE 4

2. ViSiON, VALuES, PuRPOSE ANd gOALS 8

3. OPERATiNg CONTExT 12

4. STRATEgiES 20

5. IMPLEMENTATiON 42

6. RESOuRCiNg 46

7. PERfORMANCE MEASuREMENT 51

APPENdix 54

Kakadu Cultural Tours, Northern Territory Front cover: Kanangra-Boyd National Park, Kanangra, Blue Mountains

Tourism Australia is an Australian Government Commonwealth corporate entity formed under the Tourism Australia Act 2004 (TA Act). It is governed by a Board of Directors that is appointed by the Minister responsible for tourism under the Tourism Australia Act 2004 (Cth) (TA Act) and the Public Governance, Performance and Accountability Act 2013 (PGPA Act).

This plan outlines Tourism Australia’s strategic direction, our objectives and goals for the period 2020-21 to 2023-24. It has been prepared in accordance with the TA Act and PGPA Act.

1. INTROduCTION – MANAgINgdIRECTOR’S MESSAgE

The theme of last year’s Corporate Plan was ‘accelerating growth towards 2020’. The ambitions contained in that plan have sadly been turned on their head in the intervening 12 months, as our industry deals with the most challenging environment it has ever faced. The impacts of one of the worst bushfire seasons on record and then the complete shutdown of global travel as a result of the coronavirus (COVID-19) are enormous and unprecedented.

Despite the comparatively low cases of the COVID-19 virus in Australia now, a strengthening economy and rising consumer confidence, Australia’s tourism industry continues to face significant challenges in 2021.

Whilst some segments are doing well, others are still struggling. Cities and tourism destinations traditionally reliant upon international visitation are amongst those sectors doing it very tough.

Until state borders are fully and permanently open and international tourists return, it will continue to be extremely challenging for many in the tourism sector. Internationally, the trans-Tasman bubble is still very much at the embryonic stage of delivering visitors in volume and bubble markets still look a long way off.

Whilst we all want to see the return of visitors from our international markets, we must accept that this will not happen for some time and that this will be a domestic-led recovery.

Consumer confidence amongst Australians is at its highest level since the start of the COVID-19 pandemic. And, despite the challenges of border closures and travel restrictions, more than half of all Australians are still considering or planning interstate travel.

Tourism Australia continues to focus on building demand for domestic travel, with our Holiday Here This Year campaign encouraging Australians to take a well-deserved break and at the same time provide much-needed support to tourism operators and communities around the country. Our aim remains to get visitors back into areas that need them most, including regions directly and indirectly affected by the bushfires.

We know from our research that there is appetite for domestic travel. Our job is to encourage more Australians to holiday in their backyard and to do this more often.

This necessary focus on domestic does not mean we have forgotten about international. A holiday to Australia is a longer purchase decision and the time between making a booking and visiting can be as long as a year, especially in our longer haul markets.

We continue to focus on keeping Australia top of mind in our key international markets, generating long-term demand for travel to Australia and priming audiences to book a holiday here as soon as is practical to do so.

With the states and territory tourism bodies, airlines and industry all scaling back significantly their international resourcing and pausing their marketing activities overseas, Tourism Australia is increasingly the lone tourism ‘voice of Australia’ internationally.

Even though our global advertising campaigns are paused, we are staying active in all our key international markets through content partnerships, PR, advocacy, social, digital and trade marketing. Continuing to maintain this visible international presence is especially important now and will be more

so in the coming months as competitor destinations open before us and upweight their investment in international marketing.

As international travel resumes, every major international destination will be poised to market themselves – we must be ready too. We must be ready to ramp up our marketing activities as quickly as possible, to switch focus towards converting interest in Australia, into bookings.

We acknowledge that our approach will need to vary by market and be flexible enough to meet the needs of a post-COVID-19 travel environment. We have already developed a strategic framework we are calling the Green Light Project, to help identify the best approach and optimum timing to step up re-investment in our key international markets.

The foundations of this international recovery plan rest upon our ability to reactivate essential aviation capacity and global distribution, and on finding the most appropriate type of campaign activity in a post-coronavirus world.

We’ll continue with our balanced portfolio approach, prioritising those markets that reopen soonest and where travel is considered safe. New Zealand is one of the markets we expect to be key to Australia’s international recovery, and that will be reflected in our marketing resourcing.

We do not know how our industry will emerge from this crisis, but it will certainly be different. This plan will see significant investment in our business and our people – investment in innovative technologies, new training, and new ways of working to ensure we meet the requirements of our stakeholders and keep ahead of the competition.

Nobody truly knows exactly what travel to Australia will look like in the future. Or to any other country for that matter. But Australia’s handling of the outbreak undoubtedly reinforces the country’s already strong reputation for safety whilst our strengths of outdoor lifestyle, spectacular nature, clean air, and wide-open spaces will stand us in good stead as the world starts to travel again.

These are undoubtedly tough times. The toughest many of us have ever faced. But better times are ahead, and we have to keep looking forward. It's also more important than ever that we work together and support one another, as well as our commercial, distribution and airline partners – in Australia and in market – to ensure that we all play a part in the recovery, which we hope to see start in 2020/21 and gather momentum as we rollout this plan.

On behalf of the Board, and the Tourism Australia team, take care.

Phillipa Harrison Managing Director and Chief Executive Officer

CORPORATE PLAN 2020-2024 TOURISM AUSTRALIA

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2. VISION, VALuES, PuRPOSE ANd gOALS

Blue Mountains, New South Wales

VisionTourism Australia’s vision is for Australia to be the most desirable and memorable destination on Earth.

Values – our guiding principlesOur values support our vision. They are the essence of our identity and provide the guide to our behaviour and relationships we have with our customers and partners. In recognition of the importance of our values, we will undertake a review and refresh of our values during 2020/21. They are:

United | we are one team

Positive | we are optimistic

Genuine | we are authentic

Commercial | we deliver results

Innovative | we are creative thinkers.

PurposeOur purpose is to grow demand and to foster a competitive and sustainable tourism industry.

We aim to achieve this by promoting Australia as the most desirable and memorable destination on Earth. This has been underpinned by our brand platform, There’s nothing like Australia, for over a decade.

This platform gives us the opportunity to show the variety of experiences we have to offer in Australia, and how these experiences differ to others around the world. In short, what will make people get on that second or longer flight to come and experience all that Australia has to offer.

Legislative purposes and deliverablesUnder the Tourism Australia (TA) Act, our main functions are to:

— Increase potential travellers’ awareness of Australia as a destination

— Increase potential domestic travellers’ awareness of Australia as a place to travel

— Increase both international and domestic potential travellers’ knowledge of Australia

— Increase both international and domestic potential travellers’ desire to travel to and throughout Australia

— Conduct research into, and analysis of, international and domestic travel

— Communicate effectively with the Australian tourism industry on matters that may affect it

— Increase awareness among Australians of the contribution tourism makes to Australia’s economy, society and environment

— Report on trends in international and domestic travel.

GoalsTourism Australia’s short-term goal for the period covered by this plan is to support the recovery of the Australian tourism industry following significantly challenging times due to the bushfire crisis of the summer of 2019-20 and the global spread of COVID-19.

Our long-term goal is to drive the economic contribution of tourism to Australia’s economy, maximising our industry’s contribution to the Australian people. We share these goals with the Australian tourism industry, federal agencies and state and territory governments.

We recognise the importance of focusing our effort to aid the recovery of our industry and have set goals in five key areas, albeit with the knowledge that the environment in which we are setting these goals is fragile and unpredictable:

— Limit the fall in tourism expenditure

— Maintain brand health

— Lead aviation recovery

— Restore the business events pipeline.

Flinders Island, Tasmania


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3. OPERATINg CONTExT2

2 An outline of Tourism Australia’s strategic risks is provided at Appendix.

Kangaroo Island, South Australia

Kangaroo Island, South Australia

Coronavirus and bushfiresThe coronavirus (COVID-19) outbreak of 2020 is having a devastating impact on the Australian tourism industry. Tourism was one of the first industries hit by COVID-19 and will almost certainly be one of the last to completely recover. Domestic and international travel restrictions have resulted in Australian tourism businesses closing, job losses and the industry losing an estimated $10 billion dollars a month in revenue. Businesses that have remained afloat are still facing significant challenges, including managing cash flow, labour supply and adapting to stringent social distancing restrictions and hygiene standards. The current crisis has only magnified the already devastating tourism impacts of the summer 2019/20 bushfires, the worst ever bushfire season recorded in Australia.

COVID-19 is an unprecedented crisis for the tourism industry which has been resilient in the past in the face of natural disasters, financial downturns, and market volatility. As a result of its impacts, Tourism Australia has responded by pivoting our resources to assist the industry as much as possible so that Australia is well positioned to build back, including ramping up domestic marketing, recommencing leisure marketing in New Zealand and preparing to welcome back visitors from our other key international markets. This support is in addition to and complements the Government’s stimulus packages.

Since the onset of COVID-19, the Government has committed an unprecedented $507 billion or 25.6 per cent of GDP in overall economic support including $257 billion or 13.0 per cent of GDP in direct support. Specific support packages have included targeted measures for domestic tourism and business travel through $231.6 million in funding to Tourism Australia to increase domestic activities; an additional $51 million through the Government’s Regional Tourism Recovery initiative; and the Government’s $50 million business events grants program.

We continue to assess our operations and international settings, which includes adapting to ongoing travel restrictions and reductions in aviation capacity. With the majority of global travel on hold due to COVID-19, the promotion of international travel and tourism is challenging. Whilst our international borders remain closed, we continue to focus on keeping Australia top of mind in our key overseas markets, generating long-term demand for travel Down Under and priming audiences to book an Australian holiday as soon as is practical to do so. We know the time for dreaming about, planning and booking a holiday, and then travelling can be months and years in advance, and so it is crucial that Australia remains front of mind until the international borders reopen. Even though our global advertising campaigns are paused, we are maintaining a visible presence in all our key international markets through PR, content partnerships, advocacy, social, digital and trade engagement.

Tourism Australia also continues to work with our trade and distribution partners globally. In addition to maintaining these long-standing relationships, teams are gathering valuable intelligence around market trends, consumer sentiment and competitor activity.

Operating environmentTrends impacting Tourism Australia’s operating model are outlined here. A major consideration has been the impact of the 2019/20 bushfires on tourism, as well as the impact of COVID-19 on the global economy, consumer sentiment and the travel and aviation sectors. These areas have been taken into consideration when planning Tourism Australia’s marketing activities and operations as well as our budgeting and resourcing, while recognising we are in uncharted territory. We also recognise that we need to remain flexible and nimble to ensure the best support and outcomes for Australia’s tourism industry.


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Global economySince the World Health Organisation declared COVID-19 a global pandemic in March 2020, countries around the world have implemented a series of measures to reduce the contagion. However, over the past year, the human costs of the outbreak have been significant with 101.6 million confirmed cases, including 2.2 million deaths (WHO, January 2021)1.

While recent vaccine approvals have raised hopes of a turnaround in the pandemic by late 2021, renewed waves and new variants of the virus present concerns for the global economic outlook. The global economy is projected to grow 5.5 per cent in 2021 and 4.2 per cent in 2022 (IMF, January 2021)2. However, there is considerable uncertainty around this forecast, as the strength of the recovery will vary significantly across countries, influenced by the production and roll-out of vaccination programs, management of cross-country infection, effectiveness of policy support, and the economic strength of each country upon entering the COVID-19 health crisis. The projected recovery follows a severe economic collapse in 2020 (with GDP estimated to be -3.5 per cent), the worst global contraction in peacetime since the Great Depression (IMF, January 2021).

Governments around the world implemented fiscal packages and policies to protect jobs and incomes during the pandemic, however, unemployment rates have increased while incomes have fallen (Tourism Economics, December 2020). These pressures are likely to tighten further as government support is eased, impacting discretionary spend in areas such as leisure travel.

Services trade, including tourism, is expected to recover slowly until the level of infections decline and cross-border travel resumes. In short, the travel industry will not see any substantial benefit of the roll-out of vaccines until there is widespread coverage. As a result, global outbound arrivals3 are predicted to fall by -73 per cent in 2020, improving to -41 per cent in 2021, -20 per cent in 2022, -4 per cent in 2023, and +6 per cent in 2024. (Tourism Economics, December 2020).

Australia has managed the health and general economic impacts of COVID-19 relatively well – COVID numbers have been very low, vaccines are scheduled to roll-out from February 2021, and consumer confidence is recovering. Overall, the economic outlook for Australia’s economy is positive, with GDP forecast to grow 4.4 per cent in 2021 (Deloitte Access Economics, January 2021)4.

Tourism Australia will continue to monitor the economic environment and its impact on consumer confidence, to inform our response.

ConsumerAs consumers have adjusted to the new normal, consumer sentiment and behaviour has reflected the uncertainty of the COVID-19 crisis.

Research into consumer sentiment and behaviour across 13 countries5 by McKinsey (2020)6

, found

considerable differences across nations, with consumers in China, India and Indonesia consistently reporting higher levels of optimism than in rest of the world, while those in Europe and Japan were less optimistic about their countries’ economic prospects after COVID-19. Across Europe, optimism has declined significantly, in line with the rise in confirmed cases.

In Tourism Australia’s International Sentiment Tracker (January 2021), travel sentiment remains down across most international markets, with increasing COVID-19 cases impacting consumer sentiment. Perception of Australia as a safe destination was up in most markets, except for China and India; while longer-term consideration of Australia for a holiday was steady for most markets, with increased intention to visit by consumers from New Zealand, the USA and Singapore.

In Australia, consumer and business confidence plummeted in early 20207 , but over recent months there have been signs of recovery as Australians report feeling increasingly safe to travel domestically, and more willing to spend on discretionary items. Uncertainty around border closures is the main concern for consumers, particularly for planning interstate travel (Deloitte, 2021). Tourism Australia’s most recent sentiment research (January 2021) found that of those consumers who are not planning to take a domestic holiday in the next six months, the main concern related to travel restrictions impacting travel plans.

Domestic travel confidence amongst Australians is currently at its highest levels since the start of COVID-19, with more than half of all Australians considering or planning interstate travel. Nonetheless, booking intention and feelings of safety and security drop sharply with reports of increased COVID-19 cases and state/territory border closures. As a result, consumers will continue to be cautious about travel due to health and financial concerns (Deloitte 2021). Both booking intention and safety perception have bounced back since the COVID-19 outbreaks in December 2020 (Tourism Australia, 2021). Attitudes to flying within Australia are showing signs of recovery, with 65 per cent of Australians now feeling safe to fly domestically (Tourism Australia, 2021).8

Vaccination programs are now underway across the world. The Australian Government has confirmed plans to start vaccinating Australians from February 2021. While it is too early to forecast the impact of vaccination on tourism, it is certainly a positive step towards keeping our state borders open and the resumption of international inbound travel.

Destination appealAustralia is consistently ranked as one of the most popular holiday destinations in the world, and yet less than one per cent of the world’s international tourists visit (Oxford Economics, 2019). Prior to the global travel shutdown, Australia ranked as the number one holiday preference for consumers in China and New Zealand, and in the top three for consumers from Indonesia, Singapore, Malaysia, South Korea, Japan, India, UK and Hong Kong (Consumer Demand Project, 2020).

Whilst the global publicity from last summer’s bushfires undoubtedly impacted Australia’s international reputation, our latest research indicates that Australia's brand has not suffered in the longer term.

Devastating though it has been for the industry, COVID-19 may provide Australian tourism with new opportunities. For the first time, thanks to the impacts of the global pandemic, long held barriers to visiting Australia are now becoming strengths.

Buoyed by its effective handling of COVID-19, consideration for Australia within its key international markets has strengthened. Recent research by Tourism Australia shows that Australia’s relative isolation from the rest of the world, coupled with our sparsely populated land and wide-open spaces, have never been more precious and desirable amongst aspiring travellers.

Australia’s associations with safety and security as well as with world-class nature and wildlife have all risen sharply during COVID-19, potentially providing Australia with a competitive advantage when international travel resumes.

While it is difficult to predict exactly what tourism will look like in the future, we can expect that travellers will have a greater desire to seek out less crowded attractions and destinations, as well as nature-based experiences. All which Australia has in abundance.

As Tourism Australia raises the strategic priorities of sustainability and Indigenous, Australia is also increasingly well positioned to tap into rising consumer desire to travel better and with purpose.

5 India, Indonesia, China, Brazil, Mexico, Sth Africa, USA, Italy, Spain, UK, France, Germany, Japan6 Consumer sentiment is diverging across countries | McKinsey7 Tourism Australia sentiment research shows that July 2020 was the worst month for consumer confidence and travel intention (Tourism Australia, July 2020, Sentiment Tracker).8 Tourism Australia, January 2021, Domestic Sentiment Tracker

1 WHO, COVID-19 Dashboard, 30 January 2021 WHO Coronavirus Disease (COVID-19) Dashboard | WHO Coronavirus Disease (COVID-19) Dashboard2 IMF, World Economic Outlook update, January 2021 [World Economic Outlook Update, January 2021: Policy Support and Vaccines Expected to Lift Activity (imf.org)]3 Outbound travel is the sum of visits to all destinations4 Deloitte Access Economics, January 2021, Deloitte Access Economics Business Outlook


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Tourism and aviationGlobal demand for travel fell by around 73 per cent in 2020, representing a loss of 1.1 billion visitor arrivals (Tourism Economics, December 2020). While recovery is set to begin in 2021, the strength of that recovery will be heavily influenced by the production, roll-out and success of COVID-19 vaccines. Current assessments indicate that travel and tourism will recover gradually, with return to growth in 2023, led by domestic leisure travel (Oxford Economics, December 2020). 9

From an industry worth $152 billion to Australia in 2019, a loss of approximately $98 billion is forecast at December 2020 (Deloitte Access Economics, 2021). With international borders closed since March 2020, Australia’s tourism industry is facing its biggest ever challenge. Research undertaken by ATEC on the impact of COVID-19 on Australia’s tourism export industry found that around 60 per cent of tourism businesses are running at less than half of their staff and service levels compared with pre-COVID-19 levels. They estimate that if international borders remain closed, only around 45 per cent of tourism businesses will survive until September 2021 without government support.

Aviation capacity is predicted to take until 2023-24 for Australian airports and airlines to recover to pre-COVID-19 passenger levels. International aviation capacity into Australia shrunk to 10 per cent of pre-COVID-19 levels after borders closed in late March 2020 and has remained at similar levels into the start of 2021 as continuing border restrictions impact air travel. Domestic aviation capacity fell to around 20 per cent of pre-COVID-19 levels as interstate travel ground to a halt in 2020 before recovering to above 40 per cent in January 2021.

To support the recovery of the aviation sector, Tourism Australia will lead a Team Australia approach to incentivise carriers (when needed) to re-establish essential aviation routes through commercial partnerships. The aim is to accelerate

the re-establishment of airline networks to and within Australia to recharge the economy and ensure Australia remains competitive on the global tourism stage. Our goal is to help re-establish international aviation routes that existed pre-COVID-19, to recharge the visitor economy and to ensure Australia remains competitive on the global tourism stage.

With the closure of Australia’s borders, many operators who had focused on international markets have been forced to pivot into the domestic market. While valuable, the domestic market is not a substitute for international travel – prior to COVID-19, international visitors were contributing more than a third (36 per cent) of Australia’s total tourism expenditure, with many Australian tourism businesses and regions heavily reliant upon international visitors. In addition to our capital cities, the economic survival of many of Australia’s most popular tourism regions including – Lasseter (Uluru), MacDonnell Ranges, Kangaroo Island, Tourism North Queensland, Litchfield Kakadu Arnhem Land, Gold Coast, Whitsundays, Coral Coast, Alice Springs, and Macedon – are reliant upon international visitors. Australia’stourism industry can only truly recover, rebuild andgrow again with the re-opening of our internationalborders and return of overseas travellers.

For now, and the immediate future, Australian tourism will be reliant on our domestic market. However, restrictions on movement across some state borders, while limiting the spread of COVID-19 infections, has had a negative impact on domestic tourism in Australia – overnight trips declined 41 per cent and visitor spending declined 47 per cent in the period January to October 2020 (Deloitte, 2021).10 Despite these declines, the outlook is relatively positive for 2021 and beyond, with domestic tourism forecast to exceed 2019 overnight visitor numbers by almost 30 per cent in 2022. This is a faster recovery than that projected for the Asia Pacific and the World in aggregate (Tourism Economics, 2021).

Marketing and communications channelsFrom a channel perspective, use of traditional channels remain but digital, video and content will be increasingly important to reach and influence Australia’s target consumers as they seek authentic experiences with brands.

Digital disruption will also continue, as new digital products, services and businesses emerge and unsettle the ‘way things are done’, resulting in the need for constant re-evaluation. Flexibility in the mindset of marketers and the operating models of organisations will be integral to success and to effective response to consumer needs.

Tourism Australia will continue to monitor these trends to ensure marketing activities maximise the opportunities offered by consumer and technology trends, and will work with the tourism industry to connect travellers with experiences and to develop new experiences and products that meet visitor needs.

Personalisation and the use of programmatic advertising and media buying will also be important as media costs continue to escalate. In 2020/21 the cost of media is forecast to increase, with the average cost of media across the world increasing by 6 per cent year on year (Magna Global, February 2020).

From a creative perspective, the tourism category lacks differentiation, with many marketing assets and themes across competing destinations having a very similar look and feel. To counter this, Tourism Australia will aim to differentiate the Australian tourism offering by promoting Australia’s people and lifestyle with high impact platforms and campaigns.

We recognise that a strong recovery and coordinated effort will be critical to success and will work with industry, our partners and federal and state governments to return our sector to growth.

9 Oxford Economics, Global key themes for 2021, December 202010 Deloitte Access Economics, COVID-19 recovery for the tourism sector. How are we tracking? January 2021


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4. STRATEgIES

Whitehaven Beach, Queensland

Reviewing and re-evaluating everythingAs with many organisations, the coronavirus crisis has led Tourism Australia to review and re-evaluate all aspects of what we do, from our marketing and messaging approaches to our resourcing, work practices and priorities. This has been a continuous process as we navigate our response to COVID-19 and what it means for Australian tourism. The strategies outlined in this section reflect some of these shifts. Central to our activities will be support for the Australian tourism industry as we navigate the path to recovery.

We also recognise the importance of taking stock to ensure we are setting the foundations for a positive future for the Australian tourism industry. This has included ‘future-scoping’ to identify industry opportunities and understand the impacts of COVID-19 on consumer behaviour and implementation of strategic frameworks to assist in identifying our marketing approach across our key markets. We have engaged Boston Consulting Group to assist us in this review and development of frameworks. In short, our aim is to ensure that we have a solid foundation in place, and relevant insights available to inform and lead Australian tourism’s recovery and return to growth.

International recovery plansImportant though it is, domestic tourism cannot replace inbound international travel. Australia’s tourism industry can only truly recover, rebuild, and grow again with the re-opening of our international border and the return of overseas travellers.

While it is too early to forecast the impacts of vaccination on the re-opening process, it is certainly a positive step towards the resumption of international inbound travel. Once international borders do re-open, our intention is ramp up our marketing as quickly as possible, investing in partnership activity that will support aviation recovery and drive bookings.

Our international recovery plans include reactivating essential aviation capacity and distribution as well as determining the most appropriate campaign activity. This work will include the development of a new brand campaign that works across multiple international markets and which incorporates partners in a meaningful way.

We acknowledge that our approach will need to vary by market and be flexible enough to meet the needs of a post-COVID-19 travel environment. We have developed a strategic framework, the Green Light Project, to help identify the best approach and optimum timing to step up re-investment in our key international markets. We are also drawing upon the expertise and insights of Boston Consulting Group (BCG) to help focus our efforts and resources towards the most promising opportunities. BCG has developed a range of scenarios to inform the development of recovery strategies that we will be able to update quickly as circumstances change and opportunities arise. This will involve prioritizing certain markets and scaling back in others.

Whilst our international borders remain closed, we continue to focus on keeping Australia top of mind in our key markets, generating long-term demand for travel Down Under and priming audiences to book an Australian holiday as soon as is practical to do so.

Studies show that brands that continue to invest in marketing during downturns or crises increase their share of voice versus competitors who decrease their budget. When conditions improve, those brands recover more quickly and more strongly than their competitors.

As international travel resumes, every major international destination will be poised to market themselves – we must be ready too. Maintaining this visible international presence will be especially important as competitor destinations open before Australia and upweight their investment in international marketing.

North Stradbroke Island, Queensland

In the meantime, our teams in market are staying close to and supporting our commercial, distribution and airline partners to ensure they are engaged in our planning and can be integrated into our recovery plans, when the time is right. In addition to maintaining these long-standing relationships, teams are gathering intelligence around market trends, consumer sentiment and competitor activity. Traditional face-to-face trade events between international travel buyers and Australian sellers such as our Australia Marketplace events in North America, China, and Japan will continue to operate but in a virtual format, ensuring that existing business relationships are maintained.

Tourism Australia will also run a hybrid version of its flagship Australian Tourism Exchange trade event in 2021, which will continue to provide a platform for appointments between international buyers and Australian sellers as well as the potential for live events and activations hosted by our regional teams.

We will also continue to engage our key business events stakeholders and to develop future business opportunities given the long lead times for business events.

Working closely with our PR team in Sydney, our international teams will continue to actively pitch stories to local media which highlight examples of products and experiences that consumes can enjoy once inbound travel resumes. Tourism Australia’s PR team is also working with Australian-based foreign correspondents and stringers to place editorial pieces in international publications whilst international borders are closed. Broadcast projects are also being pursued that can be filmed in Australia for international distribution.

As part of a broader industry support program, Tourism Australia is creating a new, online library of promotional photos, videos and other marketing assets featuring products and experiences from Australia’s most popular tourism regions, which operators will be able to use in their own marketing to highlight their businesses and attract international travellers back to Australia once borders re-open.

TOURISM AUSTRALIA

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Our strategic pillars 2020-2024The diagram below summarises our areas of focus in the period 2020-2024, with commentary in subsequent sections providing further explanation on how Tourism Australia will deliver on these areas.

For Australia to be the most desirable and memorable destination on Earth.

To grow demand and foster a competitive and sustainable tourism industry.

Limit the fall in tourism expenditure

International tourism recovery Domestic tourism recovery

Leisure LeisureBusiness events Business events

Target leisure and business events travellers

Target all Australians who holiday or want a short break; and business events decision-makers

China, US, UK, New Zealand, Germany, HK, Japan, Malaysia, Singapore, Canada, France,

Italy, South Korea, India, Indonesia

Corporate meetings and events inc exhibitions,

association conferencesAustralia

Invite the world to experience the

Australian way of life

Grow demand for BE experiences

and destinations

Drive patriotism to holiday and event at home this year

Maintain positive brand health

Restore event pipeline

Lead aviation recovery

Engaging campaigns

Effective channels

Leverage partnerships

Distribution development

Industry engagement

Figure 1: Tourism Australia’s 2020/21 strategic pillars.

Customers

Markets

Marketing

Vision

Purpose

Goals

Aviation recovery Lead sustainable return to growth

Strategies

Enabling Support | Deliver | Build capability

Nine Mile Beach, Western Australia


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Customer

Domestic

Target Australians who holiday or want a short break / Target Australian business events decision-makers

We re-entered domestic leisure tourism marketing in February 2020, to support the recovery efforts surrounding the bushfire crisis of the summer of 2019/20. From a leisure marketing perspective, our aim is to encourage Australians to travel domestically, to enjoy tourism experiences in their own backyard; and support communities who depend on tourism for their livelihood to recover from the impacts of the bushfires and COVID-19.

Given the broad range of experiences we are promoting domestically, our target audience needs to be nationally representative, with the messaging and channel selection reflecting this mass and populist appeal. Thus, our domestic leisure target customers are all Australian holidaymakers and day-trippers. This includes specific audiences such as the nomads, youth and families.

Tourism Australia will also undertake domestic business events marketing in 2020/21, targeting decision-makers in corporate meetings/incentives as well as the association meetings and conferences sector. Australia’s business events industry has been significantly impacted because of COVID-19, with 96 per cent of events scheduled for 2020 either cancelled or postponed (BECA, 2020). Tourism Australia’s aim is to support and position the sector for recovery, including through a new business events brand campaign which will be launched in 2021.

Markets

Domestic

Promote and encourage holidaying and hosting business events in Australia

Until international tourists return, Tourism Australia will continue to prioritize its recovery efforts towards stimulating domestic tourism. Consumer confidence amongst Australians is rising and, despite the challenges of border closures and travel restrictions, more than half of all Australians are still considering or planning interstate travel. A program of dedicated domestic activity by Tourism Australia in 2021 will continue to focus on getting visitors back into areas that need them most, including regions directly and indirectly affected by the bushfires, with a strong message to Holiday Here This Year and Event Here This Year. As part of this domestic push, Tourism Australia with continue to place a strong focus on booking experiences, to help fill the current void left by international travellers. While domestic tourism alone cannot fill this vacuum, more Australians travelling domestically is delivering billions of much needed revenue to our industry.

Domestic tourism is a $100 billion industry and accounts for about two-thirds of the visitor economy, with Australians spending more than $80 billion on overnight trips and more than $26 billion on day trips annually. Australia’s tourism industry supports 1 in 13 jobs across the country and is the lifeblood for many communities, with 44 cents of every tourism dollar spent in our regions.

International

Target leisure travellers and business events decision-makers in key markets

Even whilst our international border is closed, we will target international travellers in both the leisure and business events segments.

With an increased focus on digital marketing activity, Tourism Australia will undertake a mass marketing approach, targeting ‘willing travellers’ across our key markets.

Activity targeting youth/working holiday makers will continue. Youth travellers are aged 18 to 30 years; while working holiday makers are visitors who live, work and travel in Australia under an Australian Government Working Holiday Visa (subclasses 417 and 462). In the post-coronavirus environment, it is anticipated that this group will be one of the first to return to international travel.

Tourism Australia’s business events customers are in two sectors – international associations and incentive trips. We will continue to undertake a differentiated marketing approach for each of these sectors.

International

Prime markets to return, ready for when international borders re-open

Tourism Australia’s role in international markets is to work with the tourism industry, government agencies and partners to promote Australia as a compelling tourism destination and to encourage people to visit, and to grow spend and numbers of long-haul visitors.

We will target consumers in markets that offer the best potential to build Australia’s tourism recovery, remaining active in 15 countries: China, UK, USA, Germany, Hong Kong, Japan, Malaysia, New Zealand, Singapore, Canada, France, Italy, South Korea, India and, Indonesia. A watching brief will also continue in select markets (including markets that have effectively managed COVID-19 and have solid post-COVID-19 recovery plans in place).

The opening of a safe travel zone with New Zealand and subsequent re-commencement of international flights between NZ and Australia in October 2020 has enabled Tourism Australia to resume Trans-Tasman marketing, starting with a targeted working holiday maker campaign launched on 10 December 2020. Tourism Australia was last active in leisure marketing in New Zealand in 2014/15 but has remained active in business events. I. A full ‘trans-Tasman travel bubble’ will assist both countries’ economic recovery, help kick-start our tourism and transport sectors, enhance existing sporting links, and reunite families and friends.


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Marketing

A staged approach

Green Light project

We acknowledge that our marketing approach will need to vary by market and be flexible enough to meet the needs of a post-COVID travel environment. Tourism Australia has developed a strategic framework we are calling the Green Light Project, to help identify the best approach and optimum timing to step up re-investment in our key international markets. In this framework, each market is regularly assessed across a range of indicators to determine where they are on the road to recovery, with the aim of spearheading return at the right time and with the right messaging. Key inputs are the insights from our in-market teams to understand local market nuances.

Effective use of resources

We are taking a phased approach to prioritising resources and laying out our strategies and plans. Our aim is to ensure that marketing resources are spent only where and when the funds will be most effective; that we are competitive; and that secure cut through with campaigns that not only grab the attention of our target customers around the world but inspire them to book a trip to Australia when border re-open. We will also encourage Australians to holiday at home, to support communities around Australia that have been heavily impacted by the bushfire crisis and coronavirus. To do this we will focus on marketing initiatives that drive maximum impact and results, undertaken with the support of distribution partners that are aligned to our strategy.

We anticipate the staged approach to recovery will happen in four main stages:

1. Trepidation - survival and protecting critical tourism supply-side assets and experiences

2. Restricted movement - preparation for reopening

3. Rising optimism - short-term recovery that will be uneven, with restrictions lifted at different times in different markets and demand returning differently

4. Free moving - long term recovery and returnto growth.

Tourism Australia is working with Government agencies and the industry on a dedicated response to each of these stages. Our approach will change as Australia, and consumers in our target markets, move through the recovery stages.

We will also continue to engage with industry during this turbulent period to provide support and advice to steer them towards recovery. Whilst Tourism Australia does not administer most of the stimulus initiatives, we will deploy our industry relations and business events teams to provide information to industry on how best to take advantage of initiatives. We will also seek feedback and insights from industry and disseminate this through appropriate Government channels. Listening to industry throughout this crisis will be critical.


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TOURISM AUSTRALIA

Bombo Quarry, New Sotuh Wales

Leisure marketing

Domestic

Holiday here this year

Domestically, marketing activity will aim to drive patriotism to holiday at home while at the same time profiling the exciting diversity of unique, quality Australian holiday options. Dialing up rural and regional experiences to encourage and promote dispersal across Australia will be central to marketing efforts.

International

Invite the world to experience the Australian way of life

For our international markets, we will initially concentrate on social media and content initiatives, inspiring ‘holiday dreaming’, while continuing to position Australia as the most desirable and memorable destination on Earth. As we move into recovery, marketing will increasingly focus on brand and partnership activity to promote actual bookings for travel to and around Australia.

Insights and evaluationWe will continue to track consumer insights across our markets through our Consumer Demand Project, as well as to monitor competitor activities to identify opportunities. Insights from this research will be used to inform our marketing strategy and execution, including surveys to understand consumer sentiment and to ensure Australia is primed to re-enter domestic and international markets as soon as possible to drive recovery efforts.

ChannelsOur campaigns will be delivered through a mix of media channels (social, display, paid search, TV), public relations and advocacy. These activities will drive our target customer to engage with our personalised content (written, video and Youtube) and experiences on our websites (australia.com and australia.cn).

As part of our digital customer experience marketing strategy, the role of australia.com and australia.cn will be more important than ever before as we work to enhance the experience of target customers as they move through the decision-making process to consider Australia for a holiday.

Tourism Australia’s social media platforms play an important role in encouraging people to take holidays in Australia. Our social media team curate images posted on these platforms, providing a stage for Australian tourism businesses to highlight their product and experiences to a global audience.

Tourism Australia will continue to focus on stimulating conversations about Australia through Facebook, Instagram, Twitter, Weibo and WeChat and other emerging social platforms. Highlighting content produced by tourism businesses via our social and digital channels forges a network of global ambassadors who share their Australian stories with their own networks.

Holiday dreamingWhilst travel bans are in place both in Australia and in many of our key markets, it is not appropriate to undertake tactical marketing and / or brand marketing that actively promotes travel to Australia. However, there is opportunity to continue to share content in a sensitive tone that provides informative and inspirational escapism to inspire visitation when consumer confidence returns. Activity will include repackaging existing content into inspiring and digestible formats across key distribution channels. This approach will also be used for business events content marketing.

Specific activity includes:

— Social Media initiatives such as organic activity to highlight destinations and experiences around Australia; social advertising encouraging Australians and potential international travellers to stay safe and keep planning their holiday to/around Australia; and experiential social media such as interviews/Q&As with Friends of Australia; livestream of unique destinations/experiences around the country; and wine tasting or cooking with Australian ingredients in a livestream from our best chefs

— Content development for Australia.com/Australia.cn featuring new and refreshed existing content to help with dreaming and trip planning (including written and video content, including Youtube); media partnerships for content distribution both in Australia and in key markets overseas; and optimisation of our search engine marketing strategy for new content and to reflect the current travel climate

— Digital platform upgrades and enhancements (Australia.com/Australia.cn) including backend platform updates and on-site customer experience improvements; functionality upgrades to tag management systems and video capability; enhancements to the WeChat mini program for China; and continued implementation of the data strategy and build of the ‘TAUiD’ project, to improve understanding of our target customers

— Public Relations and International Media Hosting Program activities across both domestic and international markets, aiming to place as many stories as possible across relevant channels; working with media and broadcasters on new filming projects that can be implemented as soon as travel restrictions are lifted

— Advocacy initiatives, including working closely with Friends of Australia and ambassadors to encourage them to promote Australia in their activities and social channels and to identify opportunities to participate in upcoming domestic and international campaigns

— Website enhancement to improve our work with partners and to increase bookings from Australia.com so that we can assist the tourism industry to capture bookings once consumer confidence has returned.


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Foundation Initiatives

We will also continue to plan and refine our foundation initiatives to ensure industry support is in place when consumers are ready to travel again. This plan includes the addition of two new key pillars: Indigenous and sustainable tourism.

Indigenous

Elevate Indigenous tourism, increasing awareness and uptake

Aboriginal and Torres Strait Islander culture and traditions are woven into Australia’s history and DNA and form an integral part of the Brand Australia story. Australia’s many Indigenous tourism experiences are a significant element of Australia’s tourism offering, providing a point of differentiation and adding weight and value to Australia’s destination strengths.

Australia is home to the oldest living culture on Earth, with the potential to provide Australian tourism with a competitive advantage. Interest in Aboriginal and Torres Strait Islander culture and consumer demand for authentic Aboriginal and Torres Strait Islander tourism experiences continues to grow. In 2019, 1.4 million international visitors (17 per cent) enjoyed an Aboriginal and Torres Strait Islander tourism experience whilst visiting Australia, an increase of six per cent year-on-year since 2010 (Tourism Research Australia, 2019). For domestic travellers, 1 million Australians participated in an Indigenous tourism experience, an increase of 13 per cent since 2013 (Tourism Research Australia, 2019).

Tourism Australia is committed to elevating Aboriginal and Torres Strait Islander tourism within industry and increasing awareness and uptake of Indigenous tourism experiences amongst visitors.

To ensure we continue to meet the needs and expectations of target customers and distribution partners, Tourism Australia will continue to develop the value proposition for Aboriginal tourism businesses, including featuring Indigenous culture across our platforms and promotion through Signature Experiences of Australia. We will also continue to support activities of the Indigenous Tourism Fund, particularly its Indigenous Tourism Mentoring Program.

Tourism Australia is taking significant steps to improve awareness and understanding of Aboriginal and Torres Straits Islander culture and traditions within its own organisation. Positive steps being taken include appointing a new Head of Indigenous Affairs and a commitment to Indigenous cultural training for all staff.

Consistent with its commitment to Indigenous tourism experiences, Tourism Australia has also recently updated its Welcome to Country and Acknowledgment of Country protocols and Aboriginal and Torres Strait Islander Reference Guide.

This year, Tourism Australia will implement its third Reconciliation Action Plan (RAP), which will provide a framework for the agency to advance its commitment to reconciliation.

Sustainability

Advocate, educate and proactively promote sustainable tourism practices

Tourism Australia has a vital role to play in elevating the importance of sustainable tourism. Demand for sustainable tourism practices in Australia is rising as consumer demand for more conscious travel grows across the globe and as tourism operators see this as an opportunity to improve business performance and competitiveness.

We see significant opportunities to highlight and encourage best practice and raise awareness of Australian tourism’s often unheralded sustainability credentials.

Our marketing platforms can help Australian tourism businesses to better communicate their sustainability success stories; and, by doing so, help educate and encourage others to follow their lead. Through our consumer research we can provide valuable insights into changing consumer behaviour and preferences associated with conscious travel and sustainable tourism.

Through advocacy, education, and proactive promotion of sustainable tourism practices we have an opportunity to increase the economic value of Australian tourism, protect, and enhance our natural environment, and enrich the lives of Australians.

Tourism Australia is taking significant steps to embed consideration and inclusion of sustainability across every aspect of its business, including the creation of a new Head of Sustainability position and a review of our business practices, aimed at ingraining sustainability as a core business value across the organisation, our partners and supply chains.

Experiences

Promote experiences that tap into travellers’ passion points

Through the Signature Experiences of Australia program, Tourism Australia will continue to partner with a number of industry marketing collectives to promote a range of experiences that tap into travellers’ passion points and special interests. We recognise that we will need to work with each collective to respond to the impacts of COVID-19 on their businesses.

Each collective offers a single point of reference across a range of uniquely Australian experiences that have been curated to capture the hearts and minds of international travellers – from luxury lodges and camps, to golfing holidays, tourism wineries, fishing adventures, guided walks, wildlife encounters, cultural attractions and Aboriginal-guided experiences. These experiences target high value travellers who travel to follow their passion and who seek a deep connection with our landscapes, our culture and our produce.

The eight collectives in the program represent 180 tourism businesses that offer over 700 export ready experiences, 90 per cent of which are in regional Australia. The Signature Experiences of Australia program benefits an additional 8,000 businesses across the country through its halo effect and lies at the heart of Tourism Australia’s premium strategy.


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Partnerships

Stay connected to airline and distribution partners who are critical to our success when borders re-open

Tourism Australia has strong partnerships with distributors of Australian product in all our priority markets, enabling campaigns, including dreamiing conetnt whilst borders are closed to be amplified through media and partner owned channels. FY2020/21 will see each of Tourism Australia’s priority markets focus on partnership engagement and support, ensuring each market is “recovery ready” when travel to Australia starts again.

Partnership selection will continue to focus on the partners’ alignment with our objectives; in FY2020/21 this will pivot to a focus on rapid recovery and aligning partners to the stages of recovery for each market. We will continue to work with partners across the sectors of the tourism industry including airlines, key distribution partners and non-travel (affinity) partners.

During FY2020/21 while borders are closed to international visitors, we will support our commercial partners with the provision of content assets such as images, video and stories designed for partners to share with their customers to keep the dream of an Australian holiday alive. Market insights and consumer sentiment insights will be regularly shared to keep partners informed of recovery indicators for Australia.

State and territory tourism organisation partnerships – ‘One voice’Tourism Australia is working collaboratively in ‘one voice’ with all state and territory tourism organisations (STOs) to proactively support aviation recovery and restore aviation access from all our key markets to pre COVID levels as soon as possible after border restrictions are lifted.

Tourism Australia’s other ‘one voice’ initiatives with STOs strive to drive aligned investment in marketing campaigns in all our priority markets. They also provide support for international media hosting and broadcast content opportunities and trade events, both in Australia and offshore.

FY2020/21 will see many Tourism Australia “one voice” events evolve to the virtual space, providing STOs, partners and industry the opportunities to stay connected in difficult times. For example, virtual Marketplace events being held in priority markets.

These partnerships have also supported the development of the Aussie Specialist Program and helped to build the capacity of the travel industry to confidently sell Australia over many years. A similar joint initiative is in place for conducting international consumer research. This alliance uses Tourism Australia’s Consumer Demand Project to align understanding of the consumer and subsequent marketing activities to build the value of Australian tourism.

Tourism Australia and STOs will also work collaboratively to deliver an aligned domestic marketing program designed to restore demand for tourism by Australians in the wake of the declines caused by COVID-19.

Distribution Development

Drive conversion from intention to visitation

Our distribution strategy focuses on ensuring that the target customer has the right information and can easily access and book quality Australian tourism products and experiences. This includes increasing the presence of Australia in the programs of international distributors; improving the knowledge of frontline travel sellers as well as educating them on how to sell Australia through the Aussie Specialist Program.

During FY21, we will invest in the Aussie Specialist Program, a One Voice initiative. Using Tourism Australia’s strong relationship with frontline travel sellers we will focus our teams on increasing the depth of training and supporting Aussie Specialists to continue their connection with Australia in these uncertain times. Deeper understanding of Australia will make it easier to best sell Australia and for consumers to plan, book and buy quality Australian tourism products and services as markets recover.

We also recognise that as a result of COVID-19 the distribution landscape will change significantly. We will take this into consideration as we develop and implement our distribution initiatives and recovery strategies.

A key part of our distribution development strategies is our annual events program including the Australian Tourism Exchange (ATE) along with the Corroboree events for Asian and Western Hemisphere markets, normally held in Australia. ATE will be planned as a hybrid event for FY21, planning for both face to face and virtual delivery. Corroboree will be rescheduled to FY22, with virtual training replacing the event until borders open.

Additionally, Tourism Australia partners with the Australian industry to host around 13 events offshore in key international markets and to support familiarisations (educational) visits to Australia for key decision makers and frontline travel sellers. These events will be reimagined as virtual events and aligned to each market’s phase of recovery.

Aviation recovery

Restore key international and domestic routes

Modelling by LEK Consulting (2020) has identified the importance of recovering aviation capacity for the tourism industry’s rebound from the coronavirus.

Tourism Australia will lead a Team Australia approach to the recovery of the aviation sector from impacts of COVID-19. The goal is to restore key international routes ahead of our competitor destinations. This will be achieved by motivating carriers to re-establish these routes through commercial partnerships. The path to recovery will involve creating demand through partnership marketing, building aviation capacity and frequency.

Of the 300 international routes that flew to Australia prior to coronavirus outbreak, 60 priority routes have been identified that are critical to tourism recovery. There are also domestic routes that are critical to Australia’s tourism industry, including those connecting destinations such as Broome, Cairns, Darwin, Hamilton Island, and Uluru. We will target the recovery of these domestic routes.

Our Team Australia partners will include airports, state and territory tourism organisations, Austrade, the Department of Foreign Affairs and Trade, the Department of Infrastructure, Transport, Regional Development and Communications, and the Department of Home Affairs.


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Business events marketingGrow demand for business events experiences and destinations

In response to the ongoing impact of COVID-19 on the business events industry, Business Events Australia (BEA) will deliver a strategy that aims to support industry, fast-track recovery and continue to drive international demand to optimally position Australia for when global travel resumes. In the international market, BEA will continue to target incentive and association events and association conference decision makers, while a new domestic strategy will target a broad cross-section of the domestic business events industry.

Internationally, BEA will continue to focus on markets that have the greatest potential for conversion and increased expenditure in Australia: Greater China, (incentive sector), the UK and Europe (incentive and association sectors), North America (incentive and association sectors), New Zealand (incentive sector) and South-Southeast Asia (incentive sector).

A differentiated content-marketing strategy nuanced for association and incentive sectors will lead BEA’s international presence and continue to drive demand for Australia. Marketing activity will be supported by a virtual distribution program to maintain customer engagement and provide a platform for industry to continue to nurture business relationships; while the continued delivery of partnership programs will offer greater flexibility and accessibility to industry and help maintain Australia’s international competitiveness.

Domestically, BEA will work to support industry through the delivery of a new domestic business events strategy encompassing a marketing campaign and partnership program which aim to influence decision makers and help bolster the return of domestic business events across Australia.

To further fast-track recovery, BEA will also deliver a suite of recovery projects – including a new international brand strategy; new BEA websites (both global and China); new toolkits for industry and planners; and an international research program – which will help optimally position Australia andsupport industry in converting business wheninternational travel resumes.

Marketing communications programBEA’s marketing communications program will have a dual focus in 2020/21: maintaining awareness and consideration of Australia as a business events destination for our international audience and encouraging the restart of domestic business events by promoting the quality of Australia’s business events offering amongst domestic business events decision makers.

BEA’s international content-marketing strategy, nuanced for incentive and association sectors, will be delivered across all key markets and lead BEA’s efforts in maintaining customer engagement in lieu of traditional face-to-face distribution activity. The strategy will include a multi-channel content plan focusing on trade media platforms (print and digital); a new social media strategy, including the introduction of new social platforms: Instagram and a WeChat Mini Program (China); an expanded distribution of BEA’s self-published incentive inspiration magazine, Australia Next; and an always on press office strategy.

BEA’s domestic campaign will support the recovery of Australia’s business events industry and focus on driving demand for events to take place in Australia. This campaign builds on the work of the Event Here This Year campaign, launched as part of the bushfire recovery efforts in January 2020, and targets corporate decision makers, national association decision makers, exhibition and event decision makers, and event planners. The campaign will include a brand and content program delivered across mainstream press, out of home and trade platforms; and will be supported by search, social media and public relations activity.

Across both international and domestic activity BEA will continue to work with the Australian industry to develop and deliver marketing initiatives that drive demand and promote Australia’s business events offering.

Distribution development and partnerships BEA will deliver a nuanced distribution development program that targets qualified domestic and international business events incentive planners, corporate end users and association decision makers. With COVID-19 inhibiting the delivery of most face-to-face distribution activity, BEA will deliver a virtual program to engage customers, deliver information and facilitate access to Australia’s business events products, services and experiences.

Prior to COVID-19, BEA provided a platform for Australian industry to engage with key international decision-makers at face-to-face international business events trade shows including IMEX Frankfurt, IMEX America and IBTM World. With international events either cancelling or pivoting to virtual or hybrid formats, BEA will focus on the delivery of owned events such as BEA’s Greater China Showcase, North America Showcase and the new South-South East Asia Showcase to provide opportunities for Australian industry to maintain business relationships with qualified incentive planners and corporate decision makers.

BEA will continue to deliver the Business Events Bid Fund Program (BFP) through a dedicated application process. The program is designed to increase the conversion of bids for new international business events for Australia, by guaranteeing financial support to offset event delivery costs at the bidding stage.

BEA will also continue to deliver the Advance Program, designed to support Australian industry by providing access to Tourism Australia’s international marketing and distribution expertise. The program will offer greater flexibility and accessibility to industry to support recovery efforts by growing the number and value of business events for Australia and delivering best practice delegate acquisition marketing activities to increase attendance at future international business events held in Australia.

Additionally, as part of BEA’s domestic strategy a new partnership program, the Business Events Boost Program, will be delivered to support industry in the delivery of marketing or distribution projects that have the potential to influence decision makers of existing domestic business events and/or convert new domestic business events.


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EnablingSupport, deliver, build capability

Tourism Australia’s activity is underpinned by a committed, high-performing workforce and government and industry engagement and collaboration that supports, delivers and builds capability.

Corporate governance

Effective systems and processes deliver robust corporate governance

We will deliver on the Minister’s Statement of Expectations and Australian Government policies and adhere to statutory and legislative requirements prescribed by the Tourism Australia Act 2004 (TA Act) and the Public Governance, Performance and Accountability Act 2013 (PGPA Act). We will continue to ensure our financial management, accountability, risk and audit obligations are met.

We are governed by a Board of Directors as well as oversight by an Audit and Finance Committee. The Board reports to the Australian Minister for Trade, Tourism and Investment. Under the PGPA Act, the Board must govern Tourism Australia in a way that promotes the proper use and management of public resources, promotes the achievement of our purposes and ensures our financial sustainability.

Tourism Australia delivers robust corporate governance across all business activities. We achieve this through:

— Planning and monitoring performance of major projects and contracts

— Open communication with the Australian Government, the Minister for Trade, Tourism and Investment, Australian tourism industry and regulatory bodies

— Adherence to legislative, internal compliance, procurement and delegation procedures

— Quarterly business evaluations by the Executive

— A strong internal audit program

— A sound legal and contract management framework

— Regular review of key governance documents, strategies and policies

— Annual compliance and conflicts of interest declarations and reporting, and

— Staff training in governance matters.

Our risk management framework addresses strategic, operational, project and target risks. At a strategic level, this includes annual Strategic Risk Workshops undertaken by the Executive and discussed at Board and Audit Committee meetings, with regular follow-up by the Executive. From an operational and project perspective, risk assessments are performed as part of planning processes, for procurements and insurance purposes as required under Tourism Australia policies, and for health and safety purposes to identify and eliminate workplace hazards. The Executive also undertakes annual crisis management workshops.

Tourism Australia is committed to complying with the Modern Slavery Act 2018. This legislation established a national Modern Slavery Reporting Requirement for certain large businesses and other entities in the Australian market to report on the steps taken to respond to the risk of modern slavery in their operations and supply chains. ‘Modern slavery’ is an umbrella term used to describe human trafficking, slavery and slavery-like practices, such as forced labour and forced marriage. We will submit the mandatory modern slavery statement to the Minister for Home Affairs annually, including details of our structure, operations and supply chains and inherent risks of modern slavery practices, and actions taken by the organisation to address any such risks. The first reporting period is December 2020.

People and workforce

The right people and strong workforce capability will build a high-performing culture

Our people are our most important asset. We will develop our organisation capabilities and structure to meet the changing demands of a digital and content-driven tourism industry that is increasingly competitive. Core to success will be continuing to embed a positive culture as every staff member plays a part in what we are trying to achieve. The TAWay will continue to guide staff behaviours and how we do business, with a refresh of our values in early 2021.

Tourism Australia is also committed to improving the future for Indigenous Australians delivered through our Reconciliation Action Plan. We will also continue to encourage diversity in our workforce.

We will recruit, develop, promote and reward employees who have the skills and values needed to support our strategy, processes and culture. To achieve this and be globally competitive, we will continue to grow our workforce capability by staying abreast of trends and developments in marketing and business. We will continue to implement training and development, strategic talent management, targeted recruitment and robust performance and development plans. These activities will create an internationally oriented, diverse workforce with strong capabilities globally. We conduct an annual staff engagement survey that enables us to monitor staff engagement and our employee net promoter score.

COVID-19 has required us to think and work differently, while keeping the Tourism Australia team safe and productive. As restrictions have relaxed, the focus has been on ensuring staff have a safe environment, in line with World Health Organisation guidelines, with each office undertaking a localised return to work plan. From early 2021, new working arrangements across the Sydney office were introduced, with a hybrid workplace framework. The key principle is flexibility, with a work model that embraces both working in the office and working from home. This model will continue to be reviewed and assessed.

Industry engagement

Inform, engage, connect

Amidst so much change and uncertainty, Tourism Australia will continue to step up its communications to keep industry informed and updated on recovery plans for the sector, including our own activities to drive visitor demand and to support the industry as it seeks to rebuild and grow. We will also continue to gather feedback and insights to share with Government.

We will continue to engage with state, regional and local tourism organisations, industry operators, industry councils and associations through a range of communications platforms and tools to keep the industry informed on our activities as well as key issues impacting tourism.

We will host and participate in industry briefings, roundtables, forums and workshops in destinations across the country to stay abreast of developments and ensure our work reflects the needs of industry. More industry partners will be invited to talk with Tourism Australia’s senior management team and staff, providing valuable intelligence, updates and insights on their businesses and activities. Tourism Australia’s annual industry conference Destination Australia will focus this year on the future of Australian tourism and will be hosted at the ICC Sydney on 4 March 2021.

Our platforms and tools allow us to share news, research, insights, industry developments and other useful tourism data. These include a corporate website, (tourism.australia.com), our Essentials e-newsletter, social media channels, our Tourism Australia Open Day, regular videos, infographics and webinars, and a comprehensive guide – Working with Tourism Australia – that provides an outline for industry on how to get involved with our activities.


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Government collaboration

Committed to a whole-of-government approach

Tourism Australia collaborates across federal, state and local governments on tourism marketing, policy, research, distribution, international marketing activities and business events to ensure an efficient and effective tourism industry. A key focus for the year ahead will be collaborating with our agency partners to deliver a whole of portfolio recovery program that will be undertaken across trade, investment and tourism.

Reporting against additional bushfire and coronavirus recovery funding criteria will be a core deliverable for the Government team as we seek to demonstrate how Tourism Australia’s recovery activities are having a tangible impact on the tourism industry. The Government team will also distribute insights concerning the impact of the pandemic on the industry to relevant agencies and stakeholders so that Government has high quality data to guide decision making and policy development.

We will continue to support the Australian Government’s economic and public diplomacy agendas, including implementation of the India Economic Strategy and the Sports Diplomacy Strategy. This includes working with Austrade and the Department of Foreign Affairs and Trade, the Department of Home Affairs, and the Department of Infrastructure, Regional Development and Cities. The Government team will continue to provide high quality briefing, media materials and other information to the Minister’s Office as well as coordinating Tourism Australia’s involvement at Senate Estimates and other parliamentary inquiries. We will also support Ministerial visits throughout the year and relevant trade missions. From a governance perspective, we will coordinate Ministerial approvals for procurements over $3 million as well as for our planning and reporting documents such as the Corporate Plan, Annual Operating Plan and Annual Report.

Media and public affairs profiling

Build support and understanding

We develop and implement corporate media plans to raise our profile, build support and foster understanding of Tourism Australia, our strategic direction and value of tourism to the Australian economy. We also manage issues that impact the reputation of the organisation and Australia as a destination internationally.

This involves maintaining and developing relationships with major media organisations to enhance the reputation and credibility of Tourism Australia and the tourism industry; and continuing to build effective working relationships with key media management professionals that represent our key stakeholders, including in all levels of Government, industry and business. Through our public affairs program, we raise awareness of Tourism Australia’s strategic direction and activities through a public engagement and annual speaker program.

Leverage technology and build capability

Streamline, digitise, increase productivity, reduce red tape

Tourism Australia will continue to improve business performance through digital innovation. Improvements through ‘test and learn’ incremental change will enhance the delivery of marketing and business activities globally and build capability and digital know-how and improve productivity. This will be supported by data reporting that provides insights into, and real time tracking of, consumer behaviour that can be used to refine digital marketing activity.

Our systems and processes will be key enablers in maximising business performance. This will include roll-out of a new ERP (enterprise resource planning) platform that will improve integration of our key business processes and provide real time solutions and reporting. The platform will be delivered in 2020/21 and include a dedicated change management process. The ERP will significantly improve efficiencies.

Cyber security will continue to be a focus. Relevant Australian Government policies and guidelines will be used to ensure Tourism Australia staff continue to innovate while being aware and protected from potential risks.

We will continue to streamline our operations and realise the benefit of modern practices, look for opportunities to work in a different way such as process automation, data and digitisation.

Tourism Australia will also continue to reduce red tape, increase productivity and fine-tune internal processes. We will achieve this through the use of smarter digital work practices, improving business system efficiencies and continuing to consolidate digital assets. Tourism Australia will strive to continue to minimise corporate costs as a percentage of total Tourism Australia costs, thereby increasing budget available for frontline marketing.

Financial management and reporting

Provide sound financial control and performance monitoring

Continuous financial control, adherence to Commonwealth Procurement Rules and a refreshed Procurement Policy will ensure the proper use of public resources, minimise risk and deliver value for money. We will share our perspectives and engage openly on areas such as managing risks and how to be more commercial and innovative in our procurement decisions.

Driving transformation, efficiency, accountability and capability will continue to be a focus for the Finance team, with the aim of maximising investment in marketing activities. This will be achieved through dedicated annual budget planning processes, regular monitoring of financial operations and ongoing evaluation of our activities. This will provide insights and intelligence to help us operate more commercially.

Measuring performance is important to our management practices, aiding understanding of our progress against goals and providing insights to aid management decision-making. We will measure performance by reporting on activities against target and against our corporate goals. Continuously improving performance measurement will ensure our marketing investment is monitored and implemented to deliver value for money, in accordance with Commonwealth Procurement Rules and best practice. This will include the measurement of campaign performance through a dedicated evaluation framework to provide insights to aid management decision-making.


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5. IMPLEMENTATION

Dove Lake, Tasmania

Purpose: To grow demand and to foster a competitive and sustainable tourism industry

Government outcome: To grow demand and foster a competitive and sustainable Australian tourism industry through partnership marketing to targeted global consumers in key markets.

Program component 1: Grow demandProgram component 1: Grow demand

Objective: Identify and target best prospect consumers, inspire them to travel to and around Australia, and to spend more and disperse throughout Australia.

Target leisure customers

— Identify international leisure travellers who want to come to Australia and whose travel interests align with Australia’s destination strengths; and domestic leisure travellers whose travel interests can be delivered by ‘holidaying at home’.

— Deliver consumer research in partnership with state and territory tourism organisations (STOs), including consumer sentiment research to ensure messaging is relevant and timely.

— Deliver marketing activities to stimulate target customers through channels and programs that make the most of Tourism Australia’s resources and consumer media consumption and travel buying behaviour. This will include advertising and promotions with an emphasis on digital and online channels, broadcasts, public relations and advocacy, media hosting, content development and social media.

— Collaborate and work in partnership with government and industry to align efforts and activities that increase Australia’s share of voice in the domestic and international marketplace and are efficient and effective.

— Evaluate campaign and project performance through a range of tracking and direct consumer response research.

Target international business events customers

— Continue to use research insights to inform marketing communications that target business events decision makers.

— Deliver activities that promote Australia as a business events destination both in Australia and internationally, including trade events (delivered virtually), direct marketing and public relations and marketing toolkits.

— Drive longterm demand through marketing support for large scale incentive and association events through a dedicated Business Events Bid Fund.

Drive recovery of the aviation sector customers

— Undertake partnership marketing efforts with airports, STOs and government agencies that promote return of key international aviation routes to Australia, and strategic domestic routes to key regional destinations.

Purpose: To grow demand and to foster a competitive and sustainable tourism industry

Government outcome: To grow demand and foster a competitive and sustainable Australian tourism industry through partnership marketing to targeted global consumers in key markets.

Program component 2: Industry developmentProgram component 2: Industry development

Objective: An Australian tourism industry that is competitive and sustainable and delivers on the needs of the target customer.

Develop the distribution system

— Build the capacity of the tourism and business events industry to confidently sell Australia through dedicated training initiatives.

— Provide Australian destination and product content to the tourism and business events distribution system for their tourism marketing and sales activities and provide a consistent approach for marketing destination Australia.

— Facilitate direct connections between tourism and business events sellers and Australian tourism product through familiarisation and trade events (delivered virtually).

— Use market and consumer insights to identify special interest experiences that have high potential to drive travel to Australia. Work with these sectors through the Signature Experiences of Australia program to bundle and promote these experiences.

Provide platforms to do business

— Manage a range of trade events delivered virtually in Australia and overseas to promote Australia as a destination for leisure and business events travel, including the Australian Tourism Exchange, Dreamtime, Corroboree, and industry marketplaces.

Support supply-side industry goals

— Work with government stakeholders to resolve issues that are impediments to growth, including visitor visas.

— Support access to and around Australia by assisting aviation route recovery.

— Disseminate tourism research and insights and engage with industry stakeholders.

— Share market and consumer insights and trends through Tourism Australia’s and partner marketing channels.

— Deliver an annual conference, industry briefings (virtually as required) and communications to build awareness and understanding of Tourism Australia strategies and initiatives.

Key deliverables by program componentTourism Australia delivers on its purpose through its Australian Government outcome and program components

Table 1: Implementation of activities by program component.


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6. RESOuRCINg

Yamba Ocean Pool, New South Wales

At 30 June 2020, Tourism Australia had un-spent funds of $39.7m, due to cessation of marketing activities following the outbreak of COVID-19 and the closing of Australia’s borders to international travellers. These funds were rolled over to 2020/21. Within the 2020/21 allocation is $29.5 million for the Bushfire Recovery Fund11 ($3 million of which has been allocated to Austrade) and $3 million for marketing Australia’s T20 Cricket World Cup in India. As this event has been postponed, these funds cannot be drawn down until 2021/22.

Table 2: Tourism Australia 2020-24 budget by component.

Tourism Australia budget 2020-2024

Program component 2019/20 Actual $m

2020/21 Budget $m

2021/22 Budget $m

2022/23 Budget $m

2023/24 Budget $m

Grow demand 124.3 171.75 117.7 118.7 119.3

Industry development 31.1 57.25 39.3 39.6 39.8

Total funding 155.4 229.0 157.0 158.3 159.1

Uluru, Northern Territory11 Total Bushfire Recovery Fund is $52 million in 2020/21, including carry forward of $22.5 million unspent Bushfire Recovery funds from FY20.

Budget 2020 to 2024Tourism Australia is primarily funded through parliamentary appropriations. We operate on a financial year basis.

TOURISM AUSTRALIA

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7. PERfORMANCE MEASuREMENT

Flinders Rangers, South Australia

Measuring effectivenessTourism Australia tracks its effectiveness under its two program components – ‘Grow demand’ and ‘Industry development’. Key performance indicators and goals are provided in Table 3. Goals for visitor numbers and spend were developed with the assistance of Deloitte Access Economics, given the challenges of forecasting in the current environment. These will be refined as the environment stabilises. TA also has project metrics that are used to provide insight to our organisational performance indicators.

*Forecast actuals developed with Deloitte Access Economics – forecasts will be refined as the environment stabilises.

Table 3: Tourism Australia 2020-24 KPIs and goals.

2020-24 Key performance indicators and goals

Deliverables Key performance indicators 2019/20 Actual (Jun 20)

2020/21 Goal (Jun 21)

2023/24 Goal (Jun 24)

Tourism 2020 and beyond

Tourism visitors and expenditure

Total overnight tourism expenditure

$93b* -24%

$46.4b -52%

$139b

Domestic overnight tourism expenditure

$61b* -21%

$46.4b -26%

$89b

International overnight tourism expenditure

$32b* -29%

$0b -99%

$50b

Domestic overnight tourism visitors

$86m* -24%

70.2m -24%

112m

International overnight tourism visitors

6.7m* -28%

0.1m -99%

9.1m

Grow demand Brand health Destination Brand – consideration12

34% -2%

34% 0%

34%

Destination Brand – intention13 21% -1%

21% 0%

21%

BE pipeline Bid Fund – ROI 25:1 20:1 N/A14

BE overnight tourism expenditure (TA markets)

$2.05b* -10%

$0.0b -100%

$2.5b

Aviation recovery

Total international capacity into Australia

20.6m -23%

4.9m

-76%26.2m

Total domestic capacity in Australia

28.9m -25%

18.3m >90%

39.8m

Industry development

Stakeholder value15 95% +3%

>90% >90%

Stakeholder NPS16 64 +16

48 -16

51

Corporate Employee NPS17 44 +21

27 -17

30

Corporate costs as a percentage of total budget

11% +2%

10% -1%

10%

11 Destination Brand consideration – percentage of out of region travellers considering travelling to Australia in the next four years.12 Destination Brand intention – percentage of out of region travellers actively planning to visit Australia in the next two years.13 Tourism Economics (2020), data available on a calendar year basis only (China, UK, USA, Germany, HK, Japan, Malaysia, NZ, Singapore, Canada, France,

Italy, Sth Korea, India, Indonesia.14 Funding for the Bid Fund ends in 2020/21.15 Stakeholder Net Promoter Score – Stakeholders recommend working with Tourism Australia.16 Employee Net Promoter Score – Staff recommend TA as a good place to work

Canberra, Australian Capital Territory

TOURISM AUSTRALIA

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APPENdIx

Lake Tyrell, Victoria

Strategic risksEach year we undertake a strategic risk assessment and use the insights and results from this process to inform the development of our corporate plan, operational planning and internal audit planning. Our strategic risk assessment is undertaken using our Risk Appetite

Strategic risks and mitigation strategies 2020/21

Extreme residual risks

Pandemic impact on travel from key markets: Complete halt in tourism from key international markets due to coronavirus and borders staying closed; negative media reporting in China discourages travel for holidays and education; delayed re-opening of state borders significantly damages Australia’s tourism industry; and inability to show relevance and value leading the industry through the crisis results in loss of industry support.

Mitigation: Ongoing consultation with industry and government stakeholders; ability to shift and reallocate funding if necessary; continuing with social and digital content; working closely with industry to provide support.

High residual risks

Australian bushfires and natural disasters: Ineffective domestic and international tourism campaign response to the impact of the 2020 Australian bushfire disaster on the Australian community and tourism industry results in significant reduction in tourism visitors and spend in Australia. This slows economic recovery in bushfire affected areas, limiting the return on tourism campaigns and subsequently impacting Tourism Australia’s reputation as Australia’s tourism marketing body.

Mitigation: Additional focus on campaign funding and Tourism Australia’s domestic tourism objectives to bolster visitor numbers, particularly to bushfire affected regions.

Data accuracy: Tourism Australia is unable to make informed investment decisions, accurately measure the effectiveness of campaigns or visitor expenditure due to poor quality data sources.

Mitigation: Ongoing consultation with Tourism Research Australia and the Australian Bureau of Statistics; consultation with industry and partners.

Tourism 2020 and beyond: Poorly developed and executed strategy leads to irrelevance and lack of industry and government support.

Mitigation: Ongoing consultation with industry and government stakeholders and involvement in Tourism 2020 committees; regular consideration as part of Tourism Australia Board, Executive and quarterly meetings.

Campaigns and projects: Inability to actively market Australia internationally due to COVID19 and therefore inability to deliver on key strategic projects and to maximise their commercial potential.

Mitigation: Regular reporting to Executive, Board and Minister; monitoring of operational risk registers; working groups assigned to manage and deliver key projects; specific agencies appointed to assist with project execution.

Capacity: The Australian tourism industry does not have enough infrastructure and aviation capacity to meet the needs of travelers.

Mitigation: Tourism recognised as an investment priority by the Australian government, raising the legitimacy of the sector; promoting travel to regional areas during peak periods; dedicated investment and aviation staff; seeking additional funding for aviation recovery program.

Relevance and funding: Inability to demonstrate continued relevance, for example, if international borders remain closed and marketing Australia as a tourism destination internationally is deemed inappropriate.

Mitigation: Regular Ministerial briefings and consultation with stakeholders; reporting of campaign metrics to demonstrate return on investment; regular communications to show alignment with government policies.

Strategic risks and mitigation strategies 2020/21

Medium residual risks

Digital environment: Consumers are unable to access information via their preferred platform; inability to continue to deliver relevant digital platforms; digital capability does not meet organisational needs.

Mitigation: Specialist agencies appointed; use of Adobe platform to enhance capability; training and development of staff; use of local applications where appropriate, recognising the differences in communication channels used.

Cyber security: Tourism Australia’s consumer, trade and corporate platforms are compromised.

Mitigation: Ongoing monitoring of our sites and social media accounts; strong cyber security protocols; ongoing monitoring, advisory and staff education.

Sustainability: Loss of social licence for Australia as an international tourism destination due to over tourism or environmental issues.

Mitigation: Consultation with industry and stakeholders; target investment into regional areas; establishment of steering committee on sustainability issues and internal sustainability group.

Governance: Strong governance levels are not maintained.

Mitigation: Continue to streamline the governance framework; Continue PGPA Act training; streamline processes; ERP upgrade will simplify and streamline processes for productivity efficiencies.

Dispersal: The diverse travel experiences Tourism Australia promotes do not resonate with target consumers, and they do not travel beyond major gateways.

Mitigation: Tourism Australia marketing and partnerships promote independent travel and regional products and experiences

Government Interdepencies: Inability to independently influence policy settings and processes not conducive to increasing demand for travel to Australia, for example, visas, bilateral agreements, working with STOs to create a more uniform voice for tourism

Mitigation: Continue to regularly consult with government stakeholders; participation in quarterly STO forums and ASCOT meetings.

Talent: Inability to retain, develop or direct the talent / capability required to support Tourism Australia’s strategic direction and to nurture long-term talent.

Mitigation: Review Tourism Australia’s talent matrix annually; talent succession plan in place; regular staff surveys.

Workplace health and safety: Failure to maintain a safe working environment for staff, contractors, visiting media, delegates and event volunteers that are not in line with expected behaviours and conduct.

Mitigation: Ongoing monitoring of WHS policies and supporting framework and staff training; embedding of risk management into event planning.

Table 5: Tourism Australia's strategic risks and mitigation strategies 2020-21.

which spans eight perspectives that are significant to Tourism Australia’s operations. Tourism Australia’s risk appetite and risk profile is provided on the following page. Our key strategic risks along with planned mitigation activities are outlined in Table 5 below.


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Risk appetiteOur strategic risk assessment is undertaken using our Risk Appetite which spans eight perspectives that are significant to Tourism Australia’s operations. Our risk appetite for 2019/20 is outlined in Table 6.

Risk appetite 2020/21

Perspective Risk appetite statement Rating

Strategic Tourism Australia will ensure that Tourism 2020 and beyond is at the heart of all that we do by aggressively pursuing the short term and medium-term strategies that allow us to achieve our 2020 objectives. These objectives are key to sustainable growth and competitiveness for the Australian tourism industry. As we seek to adopt innovative strategies, our appetite for risks is moderate.

Moderate

Grow demand Tourism Australia will ensure that our relationship with Government is a priority and will act transparently. We place a high importance on Ministerial and departmental satisfaction and so have a low tolerance for political risk-taking.

Low

Brand and reputation

Tourism Australia is an innovative and adaptive agency. As our reputation is integral to supporting our mission to encourage inbound tourism in Australia, we seek to actively protect our brand through the activities we conduct as well as our stakeholder relationships. Our appetite for risks in this area are moderate. We will manage issues that could have a negative impact on our brand.

Moderate

Legal and regulatory

As a corporate Commonwealth entity with a global footprint we seek to meet all legal and regulatory expectations. We have a low appetite for legal and regulatory risks and zero tolerance for fraud, bribery, collusion or theft risks.

Low

Financial / Operational

Tourism Australia’s appetite for financial and operational risk is low. We will ensure that the achievement of value for money underpins our fiscal and operational decisions, as financial risks and rewards will be assessed against both short and long term strategic and operational priorities.

Low

Marketing project

Tourism Australia is committed to ensuring our marketing projects are aligned with our strategy and government priorities (where appropriate), with fewer, bigger, better campaigns. We will exercise diligence in monitoring performance against these objectives and foster an environment of continuous improvement. Our appetite for marketing project risk is high.

High

Work, health and safety

Tourism Australia will provide a safe environment for staff and foster a culture that values continuous learning, collaboration and innovation. Our appetite for work, health and safety risks is low.

Low

Information/ Data

Tourism Australia will safeguard its information and data and will be transparent, open and collaborative with stakeholders. We have a low appetite for system failures or information / data security breaches.

Low

Table 6: Tourism Australia Risk Appetite 2020/21.

The Kimberley, West Australia


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Government

Financial/operational

Bra

nd a

nd r

eput

atio

nM

arke

ting

/pro

ject

Information/data

Work, health and safety

Legal and regulatoryStrategic

Risk profile The following changes were identified for Tourism Australia’s 2020/21 Strategic Risk Profile:

— Addition of a risk relating to the COVID-19 pandemic impact, its potential to drive a complete halt in travel from both domestic and international markets and subsequent negative impact across all sectors of Australia’s tourism industry and Australia’s economy

Strategic risk profile 2020/21

Control effectiveness key:

Effective

Partially effective

No change

Increased residual risk

Risk rating compared to 2019-20:

Talent

Sustainability

Data accuracy Governance

Campaigns and projects

Relevance and fundingWorkplace health and safety

LOW

MEDIUM

HIGH

EXTREME

Beyond Tourism 2020

Government interdependenciesDigital environment

Cyber security

Pandemic impact on travel

Capacity

Dispersal

Australian bushfires and natural disasters

— Addition of a risk relating to the Australia’s bushfires and natural disasters

— The ‘capacity’ risk has been increased, reflecting the impact of airline closures and reduction in aviation activity due to COVID-19

— The ‘dispersal’ risk has been increased, recognising the impact of international and Australia’s state and territory border closures, and the limited domestic flight routes due to COVID-19.

Figure 4: Tourism Australia's strategic risk profile 2020/21.

Jurien Bay, West Australia


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CORPORATE PLAN 2020-2024 - Tourism Australia

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