Setting the foundation (2010-2014)Tourism Australia’s journey 2010 to 20132020

$79.6bnin total overnight spending up 11.4% (since 2009)

$28.2bnin overnight spend by international visitors, up 8.9% (since 2009)

$51.4bnin domestic overnight spending, up 12.8% (since 2009)

6.3minternational visitors, up 12.3% (since 2009)

75.3mdomestic trips, up 11.2% (since 2009)

Source: Tourism Research Australia (June 2013), International Visitor Survey Tourism Research Australia, (June 2013); National Visitor Survey, Tourism Research Australia (October 2013), State of Industry Report; Australian Bureau of Statistics Overseas Arrivals and Departures (June 2013)

Tourism is a significant industry for Australia. It generates $107 billion in

consumption1, directly employs around half a million Australians and is

Australia’s number one services export. It helps fund critical infrastructure

like airports, roads and hotels and plays an important role in the economic

development of regional Australia with 45 cents in every tourist dollar spent

in regional Australia. Every dollar spent on tourism generates 91 cents in

other parts of the economy which is a higher multiplier than those achieved

for mining, agriculture and financial services. For tourism to continue to play

a significant role, it needs to be more globally competitive.

Tourism 2020Tourism 2020 is the long-term strategy to build the resilience and competitiveness of Australia’s tourism industry. Launched in December 2011, it combines the supply-focused National Long-Term Tourism Strategy (2009) with the growth aspirations of the 2020 Tourism Industry Potential (2010), recognising that for the industry to be competitive, an integrated strategy was needed.

Supply issues addressed by the strategy include ensuring Australia has sufficient transport and accommodation capacity, quality products and experiences to meet consumer needs, and a skilled tourism labour-force. On the demand side, it means taking advantage of the growth opportunities from Asia and harnessing digital capability.

It has been endorsed by all state and territory tourism ministers and continues to be implemented via a whole of government approach in partnership with industry.

Strategy roll-out has been via a phased approach, with phase one, 2010-14, about ‘setting the foundation’. This has involved putting the fundamentals in place to achieve Tourism 2020’s aims. Areas of emphasis have included identifying and targeting best prospect customers, developing the products and services these customers want, increasing investment in tourism, and working with aviation partners to ensure sufficient capacity on relevant routes.

Tourism 2020’s aims

> Increase overnight tourism spend from $70 billion in 2009 to between $115 billion and $140 billion by 20202.

> Increase tourism labour and skills.

> Increase accommodation rooms, particularly in capital cities.

> Increase international and domestic aviation capacity.

> Improve industry quality and productivity.

Tourism 2020’s areas of focus

> Grow demand from Asia, particularly China and India.

> Build competitive digital capability to attract more visitors and enable online transactions.

> Encourage investment development through regulatory reform.

> Improve tourism transport capacity and infrastructure, enabling increased visitor numbers and dispersal throughout Australia.

> Address labour and skills shortages, including greater indigenous participation.

> Increase industry productivity, innovation and quality.

October 2013

1 ABS (2013), 2011-12 Tourist Satellite Account2 Day trips are not included

Although the strength of the Australian dollar has encouraged Australians to travel overseas in large numbers, domestic tourism has remained significant, accounting for about two-thirds of all overnight expenditure. Overnight domestic trips increased by 2.6 per cent in 2012-13 and expenditure grew by 3.2 per cent to $51.4 billion.

When Tourism 2020 was launched three years ago, tourism was an ‘industry in transition’. Emphasis was on evolving from west to east, from traditional long haul markets to growing near markets. Tourism Australia responded to this transition by shifting resources to growing markets such as China, India, Indonesia and Malaysia, while at the same time maintaining resources through partnership in traditional markets like the UK and the USA. This balanced portfolio approach took advantage of the growth of key Asian markets while recognising that traditional markets remain key and would bounce back as their economies returned to growth.

Australian tourism’s growth in 2012-13 indicates this ‘transition’ is well advanced and that a solid foundation to achieve Tourism 2020’s goals is in place.

In 2012-13, the Asian region grew strongly, led by China. Marketing activity was bolstered by a new Asia Marketing Fund announced by the Government in May 2012. The Fund is enabling Tourism Australia to drive new and existing campaign activity across Asian inbound visitor markets. Initiatives included accelerated roll-out of the China 2020 Geographic Strategy with consumer and trade marketing in China’s secondary cities; an integrated partnership campaign centred on a broadcast program in Japan to reignite consumers’ perceptions of an Australian holiday; and work with the states and territories, airports and airlines to increase aviation capacity and open up new routes.

Tourism Australia’s marketing activity across the globe continues under the umbrella of There’s nothing like Australia, demonstrating world’s best in Australia to a target customer who will spend more and do more when they visit. Australia currently ranks ‘number 1’ in the world for average spend by international visitors (WTO, 2013). Tourism Australia will strive to remain competitive in the global tourism marketplace, as more and more countries and destinations recognize the opportunity and importance of tourism to their economic growth.

During 2012-13, campaign media was refined through insights from dedicated consumer demand research. Use of digital and social media platforms were ramped up, recognising the power of the ‘word of mouse’. This included growth of platforms such as Facebook, Sino Weibo, Google+, Instagram and Twitter, the launch of a dedicated destination YouTube site – a world first for a national tourism organisation and the travel industry – and building a website (Australia.cn) from the ground up behind China’s firewall.

Knowing the importance of high quality infrastructure, products and experiences, Tourism Australia, the Department of Resources Energy and Tourism and Austrade officially commenced a partnership to drive investment opportunities in tourism. Initiatives included the release of a Tourism Investment Guide, a Tourism Investment Monitor and investment opportunities database; identifying and targeting key overseas investors; and establishing close working relationships with tourism specialists in state and territory tourism investment agencies.

As the foundations for Tourism 2020 are laid, Australian tourism is better placed than ever to achieve its potential. However, focus and a competitive mindset remain vital to success.

Source: World Tourism Organization, June 2013

1staverage spend by international visitors

10th international tourism receipts

in the world

in the world

43rd in the world

international tourism arrivals

3 Compared to 2011-12. Source: Tourism Research Australia, International Visitor Survey, June 20134 Compared to 2011-12. Source: Australian Bureau of Statistics Overseas Arrivals and Departures (June 2013)

2012-2013 Progress

While being in its ‘foundation years’, Tourism 2020 has already made significant progress. In 2012-13, Australian tourism performed well, with solid growth from both international and domestic markets.

Overnight spend from total visitors grew to $79.6 billion (up 11.4 per cent)3, a record 6.3 million international visitors came to Australia (up 4.9 per cent)4 and the number of nights they stayed increased.

$97B

$140B

$115B

$60

$80

$100

$120

$140

$160

Tourism 2020 - Interna�onal + Domes�cTotal overnight expenditure (incl pre-paid interna�onal airfares and packages) in nominal terms ($billions)

Linear trend Upper scenario Lower scenario

$79.6BYE Jun 2013

$0

$20

$40

2009

2010

2011

2012

2013

2014

2015

2016

2017

2018

2019

2020

Looking beyond 2020Seeing the resultsSe�ng the founda�on

Tourism 2020

Na�onal Long Term Tourism

Strategy & 2020 Tourism

Industry Poten�al

Spend is tracking well towards achieving the lower range target of $83 billion at end 2013.

2010-2013: setting the foundation…highlights for Tourism Australia

2009 2010 2011 2012 2013

December National Long Term Tourism Strategy launched (supply strategy)

may There’s nothing like Australia launched globally

NovemberTourism 2020 Potential launched (adding goals to the long-term strategy)

Demand side 2020 strategy developed (internal Tourism Australia strategy)

march Spend by visitors from China reached A$3.41B, making China Australia’s most valuable tourism market

JuNe China 2020 Strategic Plan launched

sepTemberDigital Marketing 2020 strategy developed (internal Tourism Australia strategy)

December

Tourism 2020 launched

march“Know the Customer in China” consumer research released

mayTourism Australia / Austrade partnership launched: “Australian tourism open for investment”

JuNeIndia 2020 Strategic Plan launched

There’s nothing like Australia Phase 2 global campaign launched in Shanghai

augusTNew marketing push unveiled in Asia, bolstered by new Asia Marketing Fund (AMF)

Cooperative marketing agreement with China Southern Airlines signed in Guangzhou

There’s nothing like Australia launched in India

sepTemberAirline partnership with China Eastern Airlines signed

ocToberChinese visitor arrivals overtook the UK, China became Australia’s second largest market after New Zealand

Tourism Australia opened new office in Chengdu, western China

NovemberYouTube.com/Australia launched – a world first for a national tourism organisation and the travel industry

Marketing in China secondary cities of Chengdu, Qingdao, Chongqing commenced (AMF)

DecemberAustralia’s largest ever Indian corporate incentive group visited Melbourne

JaNuary “Know the Customer in India” consumer research undertaken

Tourism Australia’s Facebook page hit four million fans, the largest destination page in the world

aprilDistribution 2020 report released

UNWTO and Tourism Australia released “Key outbound tourism markets in South-East Asia” report

march Tourism Australia voted best destination marketer in the Asian region at Routes Asia

Best Jobs in the World campaign launched in Australia and across the globe

aprilNew four-part Japanese TV series reached 1.1 million people per episode

may More than 1,000 Chinese delegates visited Australia for the Herbalife Leadership Vacation, showcasing Australia as a premium incentive destination

JuNeAustralia.cn website launched in China

sepTemberLaunched Restaurant Australia Food and Wine campaign

ocToberTourism Australia wins best destination marketing and overall award at World Routes 2013

china 2020 strategic plan

China is Australia’s fastest growing and most valuable inbound market, with spend of A$4.5 billion in 2012-13 and potential to grow to A$13 billion by 2020 (based on recent forecasts).

Launched in June 2011, the China 2020 Strategic Plan aims to ensure Australian tourism remains competitive in China’s fast-growing market for outbound travel. Five strategic pillars focus effort – ‘knowing the customer’, ‘a dedicated geographic strategy’, ‘delivering quality Australian tourism experiences’, ‘building aviation and access’, and ‘strong partnerships between government and industry’. Since the plan’s launch, inbound tourism from China has grown significantly. Visitor numbers have increased 11 per cent and visitor spend has increased 20 per cent in 2012-13 compared to 2011-12.

The Australian Government announced a new Asia Marketing Fund in the 2012-13 Budget. Additional budget from this fund was allocated to Tourism Australia’s plans in China, helping to deliver on its Tourism 2020 goals.

grow visiTor DemaND from asia

Industry and governments need to deepen consumer understanding, strengthen distribution, develop tailored

marketing campaigns and appropriate product to take advantage of the opportunities from this region.

highlights 2010-13

>> >There’s>nothing>like>Australia campaign tracking well with 97 per cent of the surveyed target audience in China who saw the campaign confirming they started researching or planning a trip to Australia.

> Launched a new Chinese consumer website, australia.cn, providing a tailored user experience and links to translated product information from the Australian Tourism Data Warehouse as well as key Chinese social media platforms.

> Commissioned research into leisure and business events target consumers providing a solid foundation for refining marketing activity and product development. Shared insights from this research with industry and state and territory governments.

> additional direct flights, to new australian destinations and cooperative marketing campaigns with airlines including China Southern Airlines, China Eastern Airlines, Cathay Pacific/Dragon Air, Sichuan, Singapore Airlines, Air China and SilkAir.

> strong growth in aviation seat capacity from China. At year ended June 2012, capacity increased 32 per cent compared to June 2011; and at year ended June 2013, capacity increased 16 per cent compared to June 2012.

> stronger partnership between government agencies and the tourism industry, including alignment of China plans developed by state and territory tourism organisations; and partnership marketing activities.

> accelerated the geographic expansion strategy – increased consumer marketing activities from three cities in 2011 (Beijing, Shanghai, Guangzhou) to six in 2013 (Beijing, Shanghai, Guangzhou, Chengdu, Chongqing, Qingdao). In 2012, Tourism Australia expanded its trade development activities to 13 cities.

> Delivered Tourism australia’s largest ever greater china Travel mission in Shanghai, attended by more than 100 representatives from 72 travel agencies – a 40 per cent increase from 2011-12 – who met with 140 buyers from 26 cities across Greater China.

india 2020 strategic plan

India is one of the world’s fastest growing outbound travel markets, with 50 million outbound travelers predicted by 2020 (UNWTO).

Tourism Australia released its India 2020 Strategic Plan in June 2012. Its aim is to take advantage of the tourism potential from India and to set the foundation for the future, when long haul leisure travel from India becomes more common.

highlights 2012-13

> Conducted research amongst potential long haul travelers from India, identifying the ‘triggers’ and experiences important to them when selecting a holiday destination; and undertook research to improve understanding of the travel needs and behaviours of target customers in India – a base for improving marketing activity, product development and media mix.

> Launched the There’s>nothing>like>Australia campaign in India. Broadcast, print advertising, digital and out-of home activities concentrated in the major cities of Delhi and Mumbai. Campaign partners included Destination New South Wales, South Australian Tourism Commission, Tourism Victoria, Tourism and Events Queensland, Singapore Airlines/SilkAir, Malaysia Airlines and Aussie Specialist Agents.

> Undertook trade development activities in Delhi, Mumbai, Kolkata, Chennai, Bangalore and Hyderabad providing a solid foundation for growth.

> Hosted the largest ever Business Events delegation from India in December 2012. More than 4,000 delegates from Amway India contributed approximately A$21 million to the Australian economy.

> Worked with Sydney and Melbourne Airports, Destination New South Wales and Tourism Victoria to secure air india’s return to the Australian market after an absence of 16 years. The Delhi-Sydney-Melbourne service is the only direct flight from India to Australia.

besT Jobs iN The worlD

Recognising the importance of the youth segment for Australian tourism, Tourism Australia, state and territory tourism organisations and partners launched the Best Jobs in the World campaign in March 2013. At the heart of the campaign was a global competition to win a dream job with a state or territory tourism organisation.

The promotion targeted travellers aged 18 to 30, with a particular focus on countries eligible for Australian working holiday visas. The campaign was rolled out across the globe, including in Japan, South Korea, Taiwan and Singapore.

highlights

> Over 620,000 applications from 330,000 individuals in 196 countries were received.

> In May 2013, 18 finalists from 12 different countries flew to Australia to spend a week undergoing a series of challenges relevant to their chosen job. This included finalists from the Asian region – Hong Kong, Taiwan and Afghanistan – as well as Europe and the Americas.

> Survey of 15,000 people who entered the competition revealed that 7 out of 10 people planned to apply for an Australian working holiday visa, with 4 out of 10 seriously considering taking a working holiday in Australia in the next 6 months.

improve TraNsporT capaciTy

Governments will work in partnership

with industry to ensure transport

capacity continues to grow ahead of

demand and facilitates tourism traffic.

A competitive aviation environment underpins Tourism Australia’s ability to achieve its Tourism 2020 goals.

To support the growth of aviation capacity to and within Australia, Tourism Australia is working with airlines, airports and state and territory tourism organisations to identify gaps and opportunities in the aviation market. Tourism Australia is collaborating with these organisations to provide marketing support to promote new routes and enhanced capacity on current routes during peak periods.

highlights 2010-13

> At June 2013, the Australian aviation industry experienced solid growth in capacity – international inbound grew 22 per cent (compared to June 2009) and domestic capacity grew 18 per cent (compared to June 2009).

> launched new airline routes including Air Asia’s Kuala Lumpur to Sydney route; Scoot’s Singapore to Sydney and Singapore to Gold Coast routes; SilkAir’s Singapore to Darwin route; China Eastern Airlines and China Southern Airlines services to Cairns; Sichuan Airlines services from Chengdu to Melbourne; Qatar Airways service from Doha to Perth; and Emirates service from Dubai to Adelaide.

> Undertook cooperative marketing campaigns with 25 international airlines in 16 international markets, collectively spending A$62 million internationally on There’s nothing like Australia campaigns.

> Signed new Memoranda of Understanding with China Southern Airlines, Virgin Australia, Singapore Airlines, China Eastern Airlines, Etihad, Emirates and Air New Zealand.

> Received an aviation industry accolade – Tourism Australia was voted best destination marketer in asia at the Routes Asia forum in India.

> Won the World Routes Award 2013, recognition of Tourism Australia’s efforts in air service development and airline marketing. Tourism Australia is the first tourism authority to win the award.

Since 2011, Tourism Australia has increased its digital marketing activities significantly, recognising the growing importance and power of the ‘word of mouse’ in the global marketing environment. Activity has included: optimization of Australia.com; content syndication and integration with industry, media and social networks such as Facebook; user assisted and user generated content programs; and increased use of mobile and video based platforms and channels.

builD compeTiTive DigiTal capabiliTy

Strong digital capability is essential in both marketing Australia and in the

distribution of product to ensure Australia remains competitive.

highlights 2010-13

> used social media platforms to actively encourage people to share their passion for australia, recognising the importance of advocacy and recommendations from family and friends when choosing a holiday destination. For the There’s nothing like Australia campaign in 2010, Australians were invited to share their favourite holiday destinations with the world. The campaign became Australia’s largest consumer-generated promotion, with 30,000 stories and photos uploaded to nothinglikeaustralia.com. These stories now sit within an interactive, digital map of Australia, giving travellers around the world ideas and inspiration for their Australian holiday. The map also sits on australia.com, which draws more than a million unique visitors each month.

> Tourism australia’s facebook page achieved ‘most popular destination page in the world’ status, with over 4.5 million fans (June 2013). Presence on other social media platforms also increased. Tourism Australia has over 48,000 followers on Twitter (@Australia); 126,000 Instagram followers; 332,000 photos tagged #seeaustralia; more than 790,000 followers on Google+, and is the second-most followed account in Australia. It also increased its presence on major Asian social media platforms such as Sino Weibo and Tudou (June 2013).

> Premiered the>There’s>nothing>like>Australia>campaign video on Tourism australia’s popular facebook page, giving its millions of fans an opportunity to view it first and share it with their networks. Since its launch, the video has attracted over 220 million views through platforms including YouTube, YouKu, Toudou, Kakaotalk and Australia.com.

> Launched a facebook app that allows travellers to discover australia through the experiences of their friends.

> Introduced an interactive tablet application which uses cutting edge technology to tell Australia’s story. State and territory tourism organisations played a significant role in developing campaign content, ensuring it reflects the breadth and diversity of Australia’s experiences. The app has been downloaded 60,000 times since its launch, allowing consumers to explore locations featured in the video in greater detail.

> launched the world’s first destination youTube channel, youtube.com/Australia in 16 countries. The channel showcases Australia’s world-class tourism experiences using content tailored for consumers in their own language and includes a gadget to help travel planning.

> Implemented a Digital influencer project. Hosted visits from four influencers with a total reach of seven million people. The visits generated around 1,000 posts and 220 million impressions.

New infrastructure, new signature product and more rooms, in the right locations, meeting the needs of the right customers is required.

From 2012, Tourism Australia has supported the attraction of tourism investment, working in partnership with the lead agency, Austrade and the Department of Resources, Energy and Tourism. Demonstrating that the tourism industry is an attractive and viable investment prospect is the focus, particularly in capital city accommodation. A new target has been announced to meet visitor demand by 2020 – between 6,000 and 20,000 new capital city rooms (including the Gold Coast and Tourism North Queensland). This target is based on new research reflecting progress since 2009, and is based on 80 per cent occupancy.

Although initially aimed at attracting accommodation investment, the project broadened in mid-2013 to include leisure attractions.

eNcourage iNvesTmeNT

Governments will work with industry to reduce barriers so that industry can invest in the products and

infrastructure consumers are seeking.

highlights 2012-13

> five year partnership signed between Tourism australia, austrade and the Department of resources, energy and Tourism.

> Developed and launched a Tourism>Investment>Guide and a>Tourism>Investment>Monitor in partnership with Austrade, Tourism Research Australia and the Department of Resources, Energy and Tourism.

> Launched a live list of tourism investment opportunities available across Australian states and territories through the ‘Investment opportunities database’.

> Coordinated and hosted ministerial investment roundtables with prospective investors and decision-makers in Bangkok, Delhi, Shanghai, Singapore, Tokyo, and Toronto.

> Commissioned research into the key drivers of tourism research and investment, providing insights on the business models and decision-making needed for Greenfield investment in short-term accommodation developments.

iNcrease iNDusTry proDucTiviTy aND resilieNce

Building on Australia’s competitive advantages, governments will work with

industry to increase industry productivity, innovation and quality.

aDDress labour aND skills shorTages aND iNDigeNous parTicipaTioN

Government will work with industry to support industry recruitment,

retention, labour mobility, education and training and explore ways to

increase skilled tourism labour and Indigenous participation.

Tourism operators can grow their profitability, marketability and competitiveness by delivering higher quality products and services. Improved business planning, systems and standards are key to this process. This strategic area has primarily been the responsibility of the Department of Energy, Resources and Tourism.

Recognising the importance of high-quality tourism experiences to Australia’s competitive advantage, Tourism Australia worked with the tourism industry, the Tourism Quality Council of Australia and the Department of Resources, Energy and Tourism to help improve the quality of tourism products, services and information about Australia. Tourism Australia’s contribution focused in the following areas:

> Improving information and standards by promoting the T-QUAL Accreditation scheme;

> Educating members of the travel distribution system about Australia’s quality products and services. This included raising awareness of travel agents across the globe about Australia’s quality tourism products through the Aussie Specialist Program, undertaking business development activities with the trade and hosting a range of trade events;

> Partnering with Parks Australia on the marketing of Australia’s National Landscapes; and

> Using market and consumer insights to identify experiences that have potential high appeal to drive travel to Australia; and promoting these products and experiences through Tourism Australia’s ‘Best of Australia’ program. To date, this has been achieved by supporting product bundling initiatives such as Luxury Lodges of Australia, Great Golf Courses of Australia, Great Walks of Australia and Great Winery Experiences of Australia.

The Department of Energy, Resources and Tourism has been the lead agency in the areas of labour and skills shortages.

Tourism Australia’s contribution has included promoting and developing tourism products through the Indigenous Tourism Champions Program, marketing initiatives such as the Best Jobs in the World campaign that involved partnership with Monster.com, and participation in the Indigenous Tourism Group.

Results so far – tracking against 2020 key performance indicators

Visitor spend – AustrAliA’s key mArkets

key marketsye Jun 13 spend

auD (billions)vs 2009

auDvs. 2009

local currency

China $4.5

UK $3.0

USA $2.5

NZ $2.3

Sth Korea $1.2

Japan $1.5

Singapore $1.2

Malaysia $1.0

India $0.8

Germany $0.9

France $0.6

Aust Domestic $51.4

Source: Tourism Research Australia, International Visitor Survey (June 2013);

BDA Marketing Planning

visitor spend, Tourism Australia’s key measure, grew in eight markets (China, USA, New Zealand, Singapore, Malaysia, India, France and Australia Domestic) and declined in four markets (United Kingdom, South Korea, Japan and Germany) in the year ending June 2013. China is tracking very strongly. If its current performance continues, latest research forecasts that overnight visitor spend will be A$13 billion by 2020, which is significantly higher than the initial estimate of A$7.4 billion – A$9 billion. In contrast, Japan’s overnight visitor spend is expected to be A$2.1 billion, down on original forecasts of A$2.7 billion – A$3.3 billion.

market share is a key driver of the 2020 growth scenario. Review of Australia’s market share performance between 2009 and 2012 in key markets reveals:

> Growth in India, Middle East, France and Vietnam

> Steady performance in China, Hong Kong and Brazil. With increasing competition in China, market share will need to be carefully monitored.

> Improving performance in Indonesia in recent years

> Slowing in loss of share in Singapore and Malaysia

> Decreasing market share in USA, Canada, UK, Japan, Korea, Germany, Italy, NZ (off a high base).

(Source: Tourism Economics, May 2013 upate)

Visitor spend And dispersAl

iNTerNaTioNal DomesTic

visitor spend Dec 2009 ye June 2012 % change from 2009 2009 ye June 2012 % change from 2009

Spend per trip $5,003 $4,848 -3.1 $674 $683 1.4

Spend per night $146 $133 -9.1 $174 $179 2.9

Dispersal

Major gateways 67% 68% +1 percentage point 36% 36% -

Dispersed region 33% 32% -1 percentage point 64% 64% -

Source: Tourism Research Australia, International Visitor Survey (June 2013); Tourism Research Australia National Visitor Survey (June 2013)

AViAtion growth/cApAcity

mArket dec 2009* dec 10 Jun 13% change from 2009

International seats (inbound)

16,554,824 17,784,431 20,199,657 22

Domestic seats 64,776,056 69,641,664 76,666,670 18

Source: Department of Transport and Regional Services (June 2013)

AttrActing inVestment

no. of rooms / growth

dec 2009 Jun 2013

Capital cities 111,978 117,704 (+5.1%)

Rest of Australia 114,456 112,360 (-1.8%)

Total Australia 226,434 230,064 (+1.6%)

lAbour And skills

Over 900,000 employed in tourism; 530,000 directly employed, 36,000 job vacancies.

Source: ABS, Tourism Satellite Accounts, 2012

Note: 2009 data was used as the base for Tourism 2020. In order to provide the most

up-to-date status report, latest available data has been used – at June 2013.