2002 - 2003 Annual Report - Tourism Australia

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Organisational Development The role of Organisation Development is to build optimum organisational performance which includes developing the ATC’s corporate and tourism strategic direction, driving change in all aspects of the organisation’s operations including re-engineering business processes; and ensuring the organisation has the appropriate human capability, culture and structures to meet ever-changing needs. People and Internal Communications • Staff numbers as at 30 June 2003 were 88 employees in the Sydney Office and 105 in 13 overseas locations. Highlights and activities • A set of consistent global recruitment strategies and guidelines were developed, incorporating the ATC’s vision, values, core competencies and behaviours, along with a full recruitment guide to assist all managers. • Two separate leadership training programs were conducted globally for all managers, focusing on equipping managers with key management skills. Seventy managers completed the program during May and June 2003. • A Global Employee Survey was conducted measuring a number of key indices including core management behaviours, internal communications, reward and recognition, vision and values and communication.The survey provided valuable information on how to improve in such areas as career development, recognition and work/life balance. • A new performance management program was implemented globally, with outcomes including a distribution curve in line with best practice and a globally consistent approach to performance management – a first step in aligning performance with pay. • Global Team Development workshops provided ATC staff with valuable skills to improve team working and interaction in the workplace. • An intranet site, ATC Central, was developed to better inform employees about all aspects of the ATC, along with a monthly team briefing process. Workplace diversity • The ATC maintains workplace diversity by ensuring equity in recruitment procedures and the creation of promotional opportunities both in the Sydney office and on a global basis.The ATC’s Equal Employment Opportunity (EEO) program especially recognises employees’ domestic and family responsibilities. In furthering ‘family friendly’ policies, the ATC offers part-time employment and flexibility in working hours. • Of the 193 employees at 30 June 2003, 61 per cent were females. Women held 17 out of 41 management positions. Of the total permanent employees some 37 per cent were from non-English speaking backgrounds. Occupational health and safety • The ATC is fully compliant with all occupational health and safety requirements.The ATC’s Safety Improvement Team meets regularly and ensures that the regulatory guidelines determined by Comcare are achieved. Employee relations • There were no industrial disputes in the past 12 months. Commonwealth Disability Strategy • In line with the Commonwealth Disability Strategy, our recruitment information is provided in multiple formats as required. • ATC programs, where possible, are held in locations that are accessible to people with disabilities. 50
Corporate Strategy/Operational Effectiveness Highlights and activities • A more rigorous analytical approach to strategic planning was introduced in consultation with key internal and external industry stakeholders, focusing more on objectives and outcomes. • A Key Performance Indicators (KPI) framework was implemented across the ATC including industry, corporate, business group, program and individual indicators. • The ATC implemented project management governance tools in the technology area and investigated project management methodologies to raise the level of significance and capability across the rest of ATC. • A new strategic positioning of markets methodology was developed as well as a business model to evaluate all activity. • Project Mercury, a tourism foresight project, identified future global consumer and industry trends, developing action plans against a range of possible scenarios, which were incorporated into the strategic planning process. Tourism & Aviation Strategy During the year the department created a new unit,Tourism and Aviation Strategy, to complete the Organisation Development team and work with key aviation and other industry stakeholders. Highlights and activities • A monitor of inbound tourism arrivals was developed to analyse impact by market of the Iraq War and SARS. • The ATC presented a detailed submission to the Australian Consumer Commission (ACCC) review of the proposed Qantas/ Air NZ Alliance. • A position on key air service bilateral agreements was developed and briefings conducted, including negotiations with China and Malaysia which produced increases in available capacity. 51
Page 1 and 2: Australian Tourist Commission ANNUA
Page 3 and 4: Contents 2 Principles 4 Highlights
Page 5 and 6: OUR OBJECTIVES The Australian Touri
Page 7 and 8: australia.com australia.com deliver
Page 9 and 10: OUTCOMES • There were 4,655,800 v
Page 11 and 12: $1.4 billion.The state tourism orga
Page 14 and 15: Eastern Hemisphere Overview The Eas
Page 16 and 17: South East Asia Overview Offices in
Page 18 and 19: Indonesia Australia received a tota
Page 20 and 21: Singapore Australia received a tota
Page 22 and 23: North and North East Asia Overview
Page 24 and 25: China Australia received a total of
Page 26 and 27: Korea Korea continued to show growt
Page 28 and 29: WESTERN HEMISPHERE Overview The Wes
Page 30 and 31: United Kingdom Overview The UK demo
Page 32 and 33: Italy The ATC resumed its presence
Page 34 and 35: The Netherlands and Switzerland Bot
Page 36: New Zealand Overview New Zealand re
Page 40 and 41: Hemispheres The Hemispheres divisio
Page 42 and 43: Advertising and Design The Advertis
Page 44 and 45: International Media International M
Page 46 and 47: Food and Wine • Cooperative marke
Page 48 and 49: Trade Events The Trade Events depar
Page 50 and 51: Business Tourism The role of the AT
Page 54 and 55: Public Affairs The Public Affairs d
Page 56 and 57: Highlights and activities • An ed
Page 58 and 59: Conflicts of interest The Board has
Page 60 and 61: Directors of the Australian Tourist
Page 62 and 63: Management and Organisation Structu
Page 64 and 65: International visitor arrivals Visi
Page 67 and 68: Financial Reports 65
Page 69 and 70: Statement by Directors For the year
Page 71 and 72: Statement of Financial Position As
Page 73 and 74: Schedule of Commitments As at 30 Ju
Page 75 and 76: Notes to and forming part of the Fi
Page 93 and 94: Financial Instruments (cont.) 15b I
Page 95 and 96: Glossary of Terms AACB Association
Page 97: ATC Offices - worldwide Sydney (hea

2002 - 2003 Annual Report - Tourism Australia

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