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Strategic risks and mitigation strategies

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.

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, slowing the 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 objectives on domestic tourism 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.

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.

Campaigns and projects: Inability to actively market Australia internationally due to COVID-19 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 travellers.

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.

Medium residual risks

Digital environment: a) Consumers are unable to access information via their preferred platform b) Inability to continue to deliver relevant digital platforms; digital capability does not meet organizational 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 interdependencies: Inability to independently influence policy settings and processes not conducive to increasing demand for travel to Australia, for example, visas, bilateral agreements, working with state and territory tourism organisations to create a more uniform voice for tourism.

Mitigation: Continue to regularly consult with government stakeholders; participation in quarterly state and territory tourism organisation 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 risk management into event planning.