The People and Culture division focused on creating a positive
employee experience, fostering a strong culture, demonstrating good governance and ensuring compliance with the legislation and industrial relations frameworks during the 2024–25 financial year.

Its vision is to enable exceptional performance in a supportive environment that values, recognises and celebrates the contributions of each individual and team.

There are three teams within this division:

  • Strategic Partnering
  • Organisational Development
  • Internal Communications

Strategic Partnering was responsible for the operational elements of the people and culture function during the 2024–25 financial year.

It developed and implemented strategic programs to support the delivery of the NSW Visitor Economy Strategy 2030 and provided strategic and technical advice to stakeholders.

Organisational Development was responsible for talent development and embedding diversity, equity, inclusion and belonging within the agency.

Internal Communications was responsible for culture building and engagement.

The team curated and advised on best practices for effective and engaging communication, helping employees to feel connected and informed.

Strategic objectives at a glance

Talent development

  • Build leadership capability that drives high performance and models Destination NSW’s values
  • Provide staff with opportunities for learning, development and career progression
  • Create a learning ecosystem that supports ongoing growth and capability building.

Diversity, Equity, Inclusion and Belonging (DEIB)

  • Develop and implement a DEIB strategy that reflects the
    community, fosters inclusion and strengthens belonging
  • Support whole-of-government priorities to close the gap for
    Aboriginal and Torres Strait Islander peoples

Strategic business partnering

  • Deliver programs that enable cultural change and drive
    engagement
  • Align people strategies with the Visitor Economy Strategy
  • Enhance onboarding experiences for new staff
  • Manage change through open, two-way communication that builds trust
  • Provide strategic and technical advice to stakeholders

Culture and engagement

  • Share operational and strategic updates with all Destination NSW staff
  • Partner with the executive leadership team to develop messaging that reflects Destination NSW’s culture and values.
  • Support whole-of-government communication priorities and
    sector-wide updates
  • Provide strategic communication advice to internal stakeholders

Best practice People and Culture initiatives

  • Establish people metrics and insights to support evidence-based decision making
  • Build a “real time” people dashboard and define baseline measures
  • Foster collaboration and cross-functional ways of working to maximise benefits of organisational change
  • Continue HR technology adoption to strengthen people management, recruitment, self-service and learning
  • Increase visibility and understanding of governance processes to ensure compliance.

People Matter Employee Survey

The annual NSW People Matter Employee Survey (PMES) asks public sector employees about their experience and perceptions of a range of workplace issues and practices, including management and leadership, service delivery, employee engagement, diversity and inclusion, public sector values, and unacceptable conduct.

The survey results help agencies identify elements of good practice and areas in need of further improvement.

In the 2024–25 financial year, 100 per cent of Destination NSW employees completed the PMES Survey, with results shared during an all-staff Town Hall meeting in November 2024.

Building leadership capability at Destination NSW

People and Culture supported the organisation’s objectives during the 2024–25 financial year through contemporary practices that strengthened leadership, culture and capability.

In response to feedback from the 2024 PMES, the People Leadership Fundamentals Program was developed in early 2025.

The program commenced in June 2025 and will be delivered to all people leaders across Destination NSW.

It forms the foundation of Destination NSW’s new People Leader Community of Practice (CoP). Each cohort will join the CoP upon completing the program, enabling shared learning, peer support
and informal mentoring.

The program includes seven core modules:

  • Building a positive performance
    culture
  • Coaching for leaders and managers
  • Conscious inclusion
  • Finance for non-finance executives
  • Leading and driving change
  • Navigating government
  • Recruiting for the public sector

The program was initiated to directly address staff feedback, build leadership capability across Destination NSW and foster a stronger, more connected leadership community.

Advancing reconciliation through the Yindyamarra Action Plan

During the 2024–25 financial year Destination NSW undertook significant work to strengthen its commitment to reconciliation with Aboriginal and Torres Strait Islander peoples through the development of the Yindyamarra Action Plan.

The plan, shaped in consultation with staff and external stakeholders, outlines practical initiatives to increase Aboriginal and Torres Strait Islander participation in the workforce, foster a workplace culture where Aboriginal and Torres Strait Islander employees feel a strong sense of belonging, and build cultural competency across the organisation through storytelling and
shared learning.

The Yindyamarra Action Plan also emphasises the importance of
strengthening relationships with Aboriginal and Torres Strait Islander communities and stakeholders, ensuring their perspectives inform the agency’s programs and partnerships.

This work supports the broader NSW Public Sector Aboriginal Employment Strategy, which seeks to achieve three per cent Aboriginal and Torres Strait Islander representation at all non-executive levels by 2025.

The plan reinforces Destination NSW’s commitment to showcasing and celebrating living Aboriginal culture as a defining strength of the NSW visitor economy.

By embedding reconciliation into its workforce and partnerships,
the agency is laying the foundation for more authentic, accessible
and compelling Aboriginal tourism experiences across the state.

Staff recognition award winners

During the 2024–25 financial year the agency continued to prioritise recognition of staff achievement.

From the very large and complex projects, down to the quiet achievers who give their all every day, the work of staff was celebrated at Town Halls, in conversations with leaders and on the intranet.

Staff were formally recognised at the 2024 End of Year Recognition Awards, which highlighted the employees who showcased the agency’s values in their work and interactions with others.

More than 160 nominations were received across six categories:
Passion, Collaboration, Excellence, Agility, Respect and Ownership.

Minister for Jobs and Tourism John Graham joined the ceremony to present the awards, along with Destination NSW Board Chairman Sally Loane AM, Board member Anna Guillan AM and Board member and department Secretary Elizabeth Mildwater.

2024 Recognition Award winners

PASSION – Christina Klugt (Head of Projects, Vivid Sydney) – “Her enthusiasm is infectious, inspiring her colleagues and partners.”

COLLABORATION – Renee Arricobene (Operations Co-ordinator, Business Planning) – “Consistent commitment to collaboration and cross-team success.”

EXCELLENCE – Mel Stofmeel (Brand Manager, Consumer Marketing) – “Represents the epitome of what our Destination NSW values are all about.”

AGILITY – Jenson Zhao (Senior Research Projects Analyst, Research Projects) – “Dynamic and innovative person who is always thinking three steps ahead.”

RESPECT – Molly Urquhart (Content Writer, Content and Creative Services) – “Consistently exemplifies the highest standards of respect and integrity.”

OWNERSHIP – Candice Keller (Associate Director, Policy) – “Exceptional sense of responsibility and commitment to driving results."