Future-proofing sustainable tourism in New Zealand

What are the most pressing challenges facing sustainable tourism in Aotearoa New Zealand? 

“Prior to the pandemic, tourism was Aotearoa New Zealand’s largest export industry. The country’s striking scenery and rich Indigenous culture draws visitors from around the world who seek sustainable and memorable experiences. However, the impact of the climate crisis has put this under threat. There is a growing industry desire to embrace sustainability. But it also means developing an adaptation plan to future-proof sustainable tourism and build a workforce resilient enough to rise to the obstacles ahead.”

How did The Aotearoa Circle and PwC collaborate to solve the problem? 

“PwC championed a multi-stakeholder project that showed the industry how different climate change scenarios might shape the course of its future. To do so, it drew on specialists from the fields of climate and land science, conservation, government, and sustainable finance to both illuminate problems and identify possible paths. A series of workshops led by PwC and its working groups, conceived three scenarios that could affect Aotearoa New Zealand tourism: Net Zero 2050, Disorderly 2050 and Hothouse 2050. PwC also analysed the consequences, likelihood and severity of the climate risk and conceived a roadmap for adapting to them.”

How did PwC use innovative thinking to foster trust and deliver strong outcomes? 

“Despite rallying together previously, Aotearoa New Zealand tourism has never involved non-governmental organizations (NGOs) or consulted voices from science, finance and government. By bringing together a technical working group and cross-industry advisory board, PwC built new knowledge and understanding and sowed the seeds for future collaboration. It also drew on deep expertise in climate change to build capabilities and skills. Over a nine-month period, PwC co-designed an adaptation strategy and roadmap for Aotearoa New Zealand tourism with respect to Indigenous considerations, including involvement from a leading elder and PwC’s National Cultural Lead. It led a complex process that saw tourism leaders glean insights that could be applied to workshops in the future.”