Tourism’s climate reckoning shows how adaptation builds trust – or loses it – Image: Rotorua/Tourism New Zealand (TNZ)
By Judene Edgar, Institute of Directors Principal Governance Advisor and Chapter Zero New Zealand Lead
Tourism New Zealand has just unveiled a major refresh of its iconic ‘100% Pure New Zealand’ brand recognising that, to stay credible in a changing world, its promise must keep pace with reality. The message behind the update is clear: in an era of climate disruption and global scrutiny, reputation and resilience are inseparable.
New Zealand’s clean, green brand has long punched above its weight – trusted, beautiful and remote, it sells more than scenery; it sells an idea of who we are. For decades, nowhere has that been clearer than in tourism. But as the climate shifts and the weather grows more extreme, the cost of protecting that promise, and proving it true, is becoming an unavoidable governance test.
Tourism is a telling case study. Globally, travel and tourism could reach a staggering US$16 trillion by 2034 according to the Travel and Tourism at a Turning Point report; growth that countless communities depend on for jobs and regional development. But as that same report shows, destinations everywhere are under pressure to show they can grow visitor numbers without destroying the very places people come to see.
In Aotearoa, the connection between climate risk and our national story is no longer hypothetical. Storms, slips and floods are now regular features on the news, and entire regions that depend on visitors, exports or productive land are feeling the strain when roads close or damage drags on for months. Tourism operators are already asking hard questions about what happens when the very landscapes that draw visitors in become less reliable, more fragile and costlier to protect.
Yet the challenge and the lesson for other sectors is that this is not just about the weather. It’s about trust. Our international reputation for “clean and green” has become a competitive edge for our products, our investment story and our social licence. As David Downs, professional director and CEO of New Zealand Story recently noted, Aotearoa New Zealand’s brand remains strong, but its credibility rests on whether we back the words with action.
Māori-led partnerships show that connecting people to place can be powerful when it is authentic – Image: Rotorua/TNZ
Many New Zealand boards still consider sustainability solely from a risk management or compliance perspective, but the turning point for tourism shows that sustainability is now squarely about reputation, positioning and purpose. It is the test of whether governance matches marketing.
In the sector’s own words, the focus is shifting from extraction to regeneration and resilience. The Tourism New Zealand 2024-2028 Strategy makes clear that growth must be sustainable and productive, delivering benefits year-round while protecting the places and experiences that underpin Aotearoa’s global reputation.
Regeneration and climate adaptation are not just operational tweaks but are strategic choices that determine whether a brand retains its value when climate conditions change faster than any marketing campaign.
The same principle holds true for any organisation whose value relies on natural resources or a trusted national brand. Investing in climate resilience is not just an operational cost, it is long-term brand insurance. Protecting the brand promise demands more than glossy positioning, it depends on tangible investment in resilience, adaptation and the long-term health of the places and communities that give a business its licence to operate.
One test for directors is whether the purpose statement aligns with actual decisions about capital investment, site resilience and stakeholder trust. If purpose and adaptation live in separate conversations, reputation is the inevitable casualty.
Sustainability in NZ tourism is now squarely about reputation, positioning and purpose – Image: Rotorua/TNZ
In tourism, Māori-led partnerships and regenerative models show that connecting people to place can be powerful when it is authentic and guided by long-term kaitiakitanga – stewardship of the environment and communities – as described in the Māori-led Tourism and Climate Change Impacts and Adaptation paper. This approach demonstrates that intergenerational thinking, deep local knowledge and shared community resilience are not side projects; they are practical foundations for credible adaptation.
These same principles apply to any board wanting to maintain its social licence while navigating climate risk: look upstream, plan for physical impacts and measure what truly matters. As Downs often reminds leaders, New Zealand’s reputation is strongest when sectors pull in the same direction, proving our claims together, not leaving them to chance.
For boards, this is not a communications exercise, it is core governance. Climate risk is material, physical and brand-defining. Whether a company trades in kiwifruit, milk powder, international students or high-value visitor experiences, the same fundamentals apply: a brand promise can’t outpace climate reality on the ground for long.
Aotearoa’s brand will hold its strength if purpose, positioning and climate stewardship stay firmly connected at the governance level, and not just in slogans and ad campaigns. Climate adaptation, when done well, is about proving to the world that New Zealand is exactly who it says it is – that is the strategic advantage worth protecting. (Abridged/NAN 29-07-25)
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