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Goals & Actions

Tourism 2025 & Beyond sets out economic, visitor, community and environment goals, and includes a list of actions for the tourism industry and government to work on over the next three years to keep us on track to achieve those goals.

"Tourism 2025 & Beyond reflects today's intent and tomorrow's aspiration."   

Pania Tyson-Nathan, Chief Executive, NZ Māori Tourism



Visitor - Deliver outstanding visitor experiences

Community - New Zealanders are welcoming hosts

Environment - Aotearoa is enhanced by tourism

Economic - Grow tourism’s contribution to New Zealand’s economy


Priority joint TIA-government actions

In September 2019, we revealed five joint priority areas for immediate action that have been agreed with government agencies to ensure a sustainable tourism future for New Zealand. The key areas identified are:

  1. Sustainable growth
  2. Improved data and insight
  3. Building the tourism workforce
  4. Destination management and planning, and
  5. Carbon and climate change.  

Find out more.


Top 10 Actions

A long list of actions have been identified for the tourism industry and government to work on over the next three years (2019-2022) to keep us on track to reach our Tourism 2025 & Beyond goals.

Some of these actions could be described as ‘business as usual’, but all must be given attention for the tourism system to work well.

The following are our top 10 priority actions

The Tourism Sustainability Commitment is the sustainability platform for the industry. It aims to be universal so all operators are contributing to overall tourism industry sustainability, and playing their part in preserving and enhancing Aotearoa New Zealand  for future generations.

Central to creating value in tourism is the nature and quality of the experience that visitors are prepared to pay for. 

Destinations are a collection of interests (including local government, iwi, communities and business), meaning that coordination and destination planning is needed to deliver the best outcomes both for host communities and visitors. All of New Zealand needs to be covered by Regional Destination Management Plans.

It is imperative that government (via Tourism New Zealand), airlines, airports, regions and industry continue to invest in generating and growing visitor demand. New Zealand operates in a highly competitive global market and attracting high-value visitors requires investment in building a compelling destination New Zealand brand.  

This brand and subsequent investment in targeted marketing across a portfolio of markets is needed to grow and shape demand in ways that benefits New Zealand and encourages regional and seasonal dispersal. 


Māori culture is a unique feature of New Zealand and it is important that all parts of the tourism industry appropriately incorporate elements of Tikanga Māori within their operations.

Having visitors who meet our behavioural and cultural expectations is central to maintaining the support of New Zealand communities for tourism. Tiaki – Care for New Zealand was established by public and private sector agencies. The tourism industry has a role to play in letting visitors know what is expected of them and industry systems are needed to manage issues as they arise. 

The sentiments expressed through the Mood of the Nation survey provide a clear message - tourism businesses must undertake genuine two-way engagement with their communities to grow mutual understanding of how they contribute to their place, creating a collective vision for tourism development that maintains the maanakitanga New Zealand is renowned for.

Reducing carbon use will be a key industry priority. Carbon emissions and resultant climate change represent a risk for tourism that requires a systematic industry response.

Tourism activities utilise a wide set of infrastructure, including roads, airports, waters systems, amenities and parking. Ensuring the quality and quantity of this infrastructure is central to achieving high value sustainable growth. 

Domestic tourism activity amounts to almost 60% of total tourism expenditure. So it needs to be understood and managed well to ensure the best outcomes, including the encouragement of domestic tourism as part of dispersal and regional development strategies. 

The industry requires a comprehensive set of trusted data with sufficient rigour and detail to support good decision-making. The industry also needs the capability to research a wide range of industry-good matters to support industry sustainability, value creation and innovation processes. 


 Download the long list of actions


Thanks to our strategic partners

Thanks to our strategic partners

Thanks to our strategic partners