世界发展银行-WBG-Support-for-Tourism-Clients-and-Destinations-During-the-COVID-19-Crisis_2页_166kb

WBG Support for Tourism Clients and Destinations During the COVID-19 Crisis

Core Content

The World Bank Group (WBG) is actively supporting the development of tourism in over 40 destinations worldwide, which are all significantly impacted by the ongoing effects of the COVID-19 pandemic. The WBG emphasizes the importance of addressing the public health emergency before initiating any recovery efforts, as prolonged crisis conditions will exacerbate economic consequences.

Main Views

• Public Health as Priority: The WBG stresses that the recovery of the tourism sector cannot begin until the public health emergency is under control. Measures such as restricting movement and reducing interactions are essential to "flatten the curve" and prevent further spread of the virus.
• Economic Impact: Tourism is a vital sector for economic growth, contributing significantly to GDP, foreign exchange, and employment, especially for vulnerable groups such as women and youth. The World Travel and Tourism Council reports that 50 million jobs are at risk globally, with a reduction of 12–14% in employment.
• Industry Vulnerability: Small and medium-sized enterprises (SMEs) form the backbone of the tourism industry, representing about 80% of the sector. These businesses are particularly vulnerable, with millions of livelihoods depending on tourism.
• Adaptation and Communication: Many destinations have shifted their marketing strategies to focus on transparency and trust-building, such as Estonia's campaign change to #stayhome. Effective communication and coordinated planning are key to managing the crisis and facilitating recovery.

Key Information

Crisis Response Measures

• Planning and Communication:

  • Establishing virtual emergency response groups.
  • Setting up monitoring and communication services with buyers via social media.
  • Transparently sharing health risks, cases, and mitigation measures.

• Informing the Industry:

  • Governments and associations provide advice and updates on measures taken.
  • Examples include the UK's National Federation of the Self-employed and Small Businesses.

• Reducing Tax Burden:

  • Suspension or reduction of income tax, business rates, VAT, and other fees.
  • Examples: New Zealand's tax relief packages, Myanmar's 2% export tax waiver.

• Contamination Support:

  • Financial support and supplies to manage virus-related cleaning costs.
  • Example: Singapore's Cleaning Support Fund for Hotels.

• Providing Liquidity:

  • Grants, funds, or alternative capital for SMEs.
  • Examples: U.S. Small Business Administration's support, extended lines of credit.

• Reducing Debt:

  • Banks offering mortgage relief and loan repayment deferrals.

• Generating Alternative Revenues:

  • Initiatives like pay-it-forward voucher schemes.
  • Development of virtual tours, online content, and delivery services.

• Minimizing Revenue Loss:

  • Waiving rebooking charges and encouraging guests to postpone travel instead of canceling.

• Redeploying Assets:

  • Repurposing tourism staff and infrastructure for public health purposes.
  • Example: Singapore subsidizing training programs for laid-off workers, covering 90% of hourly wages.

Recovery Preparation

• The WBG is collaborating with partners to provide reliable information and data on future expectations and lessons from past crises (e.g., H1N1, SARS, Ebola).
• Existing tourism programs with destination clients will be redirected to address immediate concerns and support recovery planning.

Conclusion

The WBG is committed to supporting tourism clients and destinations through this unprecedented crisis. The focus is on immediate crisis management, transparency, and building trust. By coordinating actions across sectors and leveraging past experiences, the WBG aims to facilitate a faster and more sustainable recovery for the global tourism industry.