Trenz 2007 tourism buyer's media briefing speech
We are proud of what New Zealand tourism has achieved and of our reputation worldwide. But we know we can improve - and at the strategy's heart is sustainability, and what that means to and for the tourism sector.
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Kia ora.
Welcome to the international media attending TRENZ this year, it is great to see such a level of interest in New Zealand's tourism product offering. Welcome also to local media, who are equally well aware of the importance of this occasion for one of New Zealand's leading export sectors.
It's great to be here with you this morning in Rotorua, the birthplace of tourism in New Zealand. Since the early days people have come here to experience its geothermal wonders and Maori culture.
International visitors in their hundreds of thousands each year are lured by the famous Pohutu Geyser and steaming hot pools. Equally, domestic visitors carry special memories of visiting the national treasure that is Rotorua.
And today, much has been added to what made this area famous. There is a vast array of dynamic and interactive tourism experiences, whether it's zorbing, kayaking, seeing a real Kiwi or learning about kiwi farm life - exactly the things we are looking to provide to discerning 21st century visitors to New Zealand.
You will witness this and much more here at Trenz 2007. There are more than 100 new tourism products on show compared with last year, reflecting the value our industry places on fresh and innovative thinking to ensure visitors never tire of their experience here.
Innovation is key to New Zealand tourism. It has been the hallmark of our industry since we began. Now, that ability to adapt to global markets is about to take a new turn, with the recent launch of the draft New Zealand Tourism Strategy.
We are proud of what New Zealand tourism has achieved and of our reputation worldwide. But we know we can improve - and at the strategy's heart is sustainability, and what that means to and for the tourism sector.
I believe that committing to a sustainable future is the only way forward for tourism. We have no choice because our visitors will become increasingly more discerning in the face of growing global awareness of carbon emissions, travel miles and climate change.
Addressing sustainability will be a defining issue, not only for us as an industry, but for the nation as a whole.
New Zealand recognises it must become a world leader in this area. It is starting from a strong base. Our 100% Pure brand is well-established in major markets and provides New Zealand with an opportunity other countries can only wish for. The brand's influence goes well beyond tourism, defining how our country and our exports are viewed across the globe.
Our challenge is to redouble our commitment to the meaning of 100% Pure, a brand the world admires and respects.
We must develop a sustainable tourism proposition which is so compelling that all our visitors will continue to feel good about travelling here.
Our product is our country and our people. The true potential of the tourism sector will only be realised if we can represent a country with unique credentials in the sustainability of our environment, industry, culture and society.
These are the four pillars of a sustainable nation and I believe they are mutually reinforcing. We cannot build a strong economy on a society where too many are left to fail and where we damage the natural environment for short-term gain. There will be no prosperity without sustainability, but a commitment to sustainability will help to lock in prosperity.
The Government is providing leadership, though a range of policies across water, energy use and urban development.
We have increased the emphasis on public transport, put sustainability to the fore of local government legislation, and boosted research into projects such as pastoral greenhouse gas reductions. Our Department of Conservation manages a vast land estate for visitors to experience the best of our flora and fauna.
But there is no single tool to build the four pillars I have described, and those approaches which are too narrowly focussed will miss the wider opportunities for economic, social, and cultural development.
Instead, solutions must cover a range of measures to both reduce unsustainable activities, and encourage new behaviours and new businesses which are more sustainable. These solutions include:
· market-based tools - such as those we are considering around an emissions trading regime,
· incentives to change behaviours - such as those being offered for the installation of solar water heating, encouragement for people to buy cleaner vehicles, and better public transport systems,
· regulation - such as the minimum exhaust emission standards we are developing for imported vehicles, or the changes to the building code.
Smart businesses are already moving in this direction. Two weeks ago, a leading nationwide tourism operator, InterCity, announced its intention to be carbon neutral within three years.
It doesn't have to take a huge amount of effort - it starts with a mind shift. The company estimates it can reduce the amount of fuel it uses by a quarter just by improving driver training. Another large coach company is to run its fleet with a bio-fuel component.
Many other industries also rely on our 100% Pure brand, including the food, beverage and wine sectors. These too are making savvy decisions. An example of smart business thinking comes in a comment earlier this month from the chief executive of a New Zealand wine company, who said the company's recent move to carbon zero status is lifting demand for its wine and raising its profile internationally.
I applaud this approach from companies that see clearly the marketing opportunities that exist by staying ahead of consumer concerns.
The overall sustainability of our nation is central to the future of our economy and will significantly impact on how we market New Zealand to the world.
We are making progress in the tourism sector. The Ministry of Tourism, in partnership with the Ministry for the Environment, has been running a Sustainable Tourism Charter project across six regions throughout New Zealand.
The charter uses a bottom-up approach, and has been successful in encouraging businesses towards sustainability. We are talking here about a range of changes starting from the fairly basic, including installing efficient lighting, monitoring hot water cylinder temperatures, new building designs and GPS technology for improved fuel efficiency.
Already results are evident in areas such as Wanaka, where there has been very strong focus on more-sustainable business practices.
Likewise, as Fiona has said, a group of charter businesses here in Rotorua has sourced recyclable and environmentally friendly materials to help the organisers of this event make it possibly one of the world's first carbon neutral tourism events.
We have also allocated funding to develop an environmental component to Qualmark, New Zealand's tourism quality assurance scheme.
The new system is designed to enhance the scope of Qualmark and enable operators to certify their environmental performance against agreed standards. It is expected that this initiative will be implemented in mid-2008 and will further embed the management of environmental sustainability within the tourism sector.
Sustainability is also a term we can apply as we grow our largest emerging markets China and India. China is expected to become our fourth largest market by 2009, so it's important that we manage the growth well. Doing so will enable us to deliver the best possible outcomes for the tourism sector and New Zealand.
At the moment, some of our Chinese visitors come here as an add-on to their Australian tour with quite low expectations. This is not sustainable in the long run, both for our businesses and their yields, and for the Chinese visitor of the future, who will have a vast range of travel options available.
We want to ensure that Chinese people see New Zealand as a travel destination in its own right, and as one that delivers a world-class experience of stunning scenery and top quality service and products.
These are just some examples of how we can begin to focus on more sustainable outcomes for the tourism sector.
I would like to finish by saying these are exciting times for New Zealand tourism, and significant opportunities await us.
A challenge and an opportunity exists for us to make sustainability a defining characteristic of our products and services. Bold, savvy and strategic business leadership is central to this, as is a solid government-industry partnership.
In short, New Zealand must show vision in this area, and continue to have a strong sense of itself and how it is viewed by the rest of the world.
I believe that vision is well on the way to becoming reality.
Thank you.
---------------------------------
Kia ora.
Welcome to the international media attending TRENZ this year, it is great to see such a level of interest in New Zealand's tourism product offering. Welcome also to local media, who are equally well aware of the importance of this occasion for one of New Zealand's leading export sectors.
It's great to be here with you this morning in Rotorua, the birthplace of tourism in New Zealand. Since the early days people have come here to experience its geothermal wonders and Maori culture.
International visitors in their hundreds of thousands each year are lured by the famous Pohutu Geyser and steaming hot pools. Equally, domestic visitors carry special memories of visiting the national treasure that is Rotorua.
And today, much has been added to what made this area famous. There is a vast array of dynamic and interactive tourism experiences, whether it's zorbing, kayaking, seeing a real Kiwi or learning about kiwi farm life - exactly the things we are looking to provide to discerning 21st century visitors to New Zealand.
You will witness this and much more here at Trenz 2007. There are more than 100 new tourism products on show compared with last year, reflecting the value our industry places on fresh and innovative thinking to ensure visitors never tire of their experience here.
Innovation is key to New Zealand tourism. It has been the hallmark of our industry since we began. Now, that ability to adapt to global markets is about to take a new turn, with the recent launch of the draft New Zealand Tourism Strategy.
We are proud of what New Zealand tourism has achieved and of our reputation worldwide. But we know we can improve - and at the strategy's heart is sustainability, and what that means to and for the tourism sector.
I believe that committing to a sustainable future is the only way forward for tourism. We have no choice because our visitors will become increasingly more discerning in the face of growing global awareness of carbon emissions, travel miles and climate change.
Addressing sustainability will be a defining issue, not only for us as an industry, but for the nation as a whole.
New Zealand recognises it must become a world leader in this area. It is starting from a strong base. Our 100% Pure brand is well-established in major markets and provides New Zealand with an opportunity other countries can only wish for. The brand's influence goes well beyond tourism, defining how our country and our exports are viewed across the globe.
Our challenge is to redouble our commitment to the meaning of 100% Pure, a brand the world admires and respects.
We must develop a sustainable tourism proposition which is so compelling that all our visitors will continue to feel good about travelling here.
Our product is our country and our people. The true potential of the tourism sector will only be realised if we can represent a country with unique credentials in the sustainability of our environment, industry, culture and society.
These are the four pillars of a sustainable nation and I believe they are mutually reinforcing. We cannot build a strong economy on a society where too many are left to fail and where we damage the natural environment for short-term gain. There will be no prosperity without sustainability, but a commitment to sustainability will help to lock in prosperity.
The Government is providing leadership, though a range of policies across water, energy use and urban development.
We have increased the emphasis on public transport, put sustainability to the fore of local government legislation, and boosted research into projects such as pastoral greenhouse gas reductions. Our Department of Conservation manages a vast land estate for visitors to experience the best of our flora and fauna.
But there is no single tool to build the four pillars I have described, and those approaches which are too narrowly focussed will miss the wider opportunities for economic, social, and cultural development.
Instead, solutions must cover a range of measures to both reduce unsustainable activities, and encourage new behaviours and new businesses which are more sustainable. These solutions include:
· market-based tools - such as those we are considering around an emissions trading regime,
· incentives to change behaviours - such as those being offered for the installation of solar water heating, encouragement for people to buy cleaner vehicles, and better public transport systems,
· regulation - such as the minimum exhaust emission standards we are developing for imported vehicles, or the changes to the building code.
Smart businesses are already moving in this direction. Two weeks ago, a leading nationwide tourism operator, InterCity, announced its intention to be carbon neutral within three years.
It doesn't have to take a huge amount of effort - it starts with a mind shift. The company estimates it can reduce the amount of fuel it uses by a quarter just by improving driver training. Another large coach company is to run its fleet with a bio-fuel component.
Many other industries also rely on our 100% Pure brand, including the food, beverage and wine sectors. These too are making savvy decisions. An example of smart business thinking comes in a comment earlier this month from the chief executive of a New Zealand wine company, who said the company's recent move to carbon zero status is lifting demand for its wine and raising its profile internationally.
I applaud this approach from companies that see clearly the marketing opportunities that exist by staying ahead of consumer concerns.
The overall sustainability of our nation is central to the future of our economy and will significantly impact on how we market New Zealand to the world.
We are making progress in the tourism sector. The Ministry of Tourism, in partnership with the Ministry for the Environment, has been running a Sustainable Tourism Charter project across six regions throughout New Zealand.
The charter uses a bottom-up approach, and has been successful in encouraging businesses towards sustainability. We are talking here about a range of changes starting from the fairly basic, including installing efficient lighting, monitoring hot water cylinder temperatures, new building designs and GPS technology for improved fuel efficiency.
Already results are evident in areas such as Wanaka, where there has been very strong focus on more-sustainable business practices.
Likewise, as Fiona has said, a group of charter businesses here in Rotorua has sourced recyclable and environmentally friendly materials to help the organisers of this event make it possibly one of the world's first carbon neutral tourism events.
We have also allocated funding to develop an environmental component to Qualmark, New Zealand's tourism quality assurance scheme.
The new system is designed to enhance the scope of Qualmark and enable operators to certify their environmental performance against agreed standards. It is expected that this initiative will be implemented in mid-2008 and will further embed the management of environmental sustainability within the tourism sector.
Sustainability is also a term we can apply as we grow our largest emerging markets China and India. China is expected to become our fourth largest market by 2009, so it's important that we manage the growth well. Doing so will enable us to deliver the best possible outcomes for the tourism sector and New Zealand.
At the moment, some of our Chinese visitors come here as an add-on to their Australian tour with quite low expectations. This is not sustainable in the long run, both for our businesses and their yields, and for the Chinese visitor of the future, who will have a vast range of travel options available.
We want to ensure that Chinese people see New Zealand as a travel destination in its own right, and as one that delivers a world-class experience of stunning scenery and top quality service and products.
These are just some examples of how we can begin to focus on more sustainable outcomes for the tourism sector.
I would like to finish by saying these are exciting times for New Zealand tourism, and significant opportunities await us.
A challenge and an opportunity exists for us to make sustainability a defining characteristic of our products and services. Bold, savvy and strategic business leadership is central to this, as is a solid government-industry partnership.
In short, New Zealand must show vision in this area, and continue to have a strong sense of itself and how it is viewed by the rest of the world.
I believe that vision is well on the way to becoming reality.
Thank you.