JTB ANNUAL REPORT 2021-22

["JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.5 Property and equipment (continued) Impairment The carrying amount of the Board\u2019s property and equipment is reviewed at each reporting date to determine whether there is any indication of impairment. The recoverable amount is assessed when there is an indication of impairment. An asset\u2019s carrying amount is written down immediately to its recoverable amount, if the carrying amount is greater than its estimated recoverable amount. Disposals Gains and losses arising on the disposal of property and equipment are determined by reference to their carrying amount and are included in profit or loss. 3.6 Financial instruments A financial instrument is any contract that gives rise to a financial asset of one entity and a financial liability or equity instrument of another entity. In these financial statements, financial assets comprise quoted equities, long-term and other receivables, cash and cash equivalents and resale agreements. Financial liabilities comprise long-term loans and advances and other payables. (i) Recognition and initial measurement Trade receivables are initially recognised when they are originated. All other financial assets and financial liabilities are initially recognised when the Board becomes a party to the contractual provisions of the instrument. A financial asset (unless it is a trade receivable without a significant financing component) or financial liability is initially measured at fair value plus, for an item not at FVTPL, transaction costs that are directly attributable to its acquisition or issue. A trade receivable without a significant financing component is initially measured at the transaction price. (ii) Classification and subsequent measurement Financial assets On initial recognition, a financial asset is classified as measured at: amortised cost, fair value through profit or loss (FVTPL) and fair value through other comprehensive income (FVOCI) \u2013 equity investments. The financial assets that meet both of the following conditions and are not designated as at fair value through profit or loss: a) are held within a business model whose objective is to hold assets to collect contractual cash flows, and b) its contractual terms give rise on specified dates to cash flows that are solely payments of principal and interest (SPPI) on the principal amount outstanding, are classified as \u201cHeld to collect\u201d and measured at amortised cost. 14 ANNUAL REPORT 2021-2022 | 46","JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.6 Financial instruments (continued) (ii) Classification and subsequent measurement (continued) Financial assets (continued) Amortised cost represents the net present value (\u201cNPV\u201d) of the consideration receivable or payable as of the transaction date. This classification of financial assets comprises the following captions: \uf0b7 Cash and cash equivalents \uf0b7 Resale agreements \uf0b7 Long-term and other receivables Due to their short-term nature, the Board initially recognises these assets at the original invoiced or transaction amount less expected credit losses. On initial recognition of an equity investment that is not held for trading, the Board may irrevocably elect to present subsequent changes in fair value in other comprehensive income. This election is made on an investment-by- investment basis. This classification of financial assets comprises investment security. Business model assessments The Board makes an assessment of the objective of the business model in which a financial asset is held at a portfolio level because this best reflects the way the business is managed and information is provided to management. The information considered includes: - the stated policies and objectives for the portfolio and the operation of those policies in practice. These include whether management\u2019s strategy focuses on earning contractual interest income, maintaining a particular interest rate profile, matching the duration of the financial assets to the duration of any related liabilities that are funding these assets or realising cash flows through the sale of the assets; - how the performance of the portfolio is evaluated and reported to the Board\u2019s management; - the risks that affect the performance of the business model (and the financial assets held within that business model) and how those risks are managed; and - the frequency, volume and timing of sales of financial assets in prior periods, the reasons for such sales and expectations about future sales activity. However, the information about sales activity is not considered in isolation, but as part of an overall assessment of how the Board\u2019s stated objective for managing the financial assets is achieved and how cash flows are realised. 15 47 | JAMAICA TOURIST BOARD","JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.6 Financial instruments (continued) (ii) Classification and subsequent measurement (continued) Assessment whether contractual cash flows are solely payments of principal and interest For the purpose of this assessment, \u2018principal\u2019 is defined as the fair value of financial asset on initial recognition. \u2018Interest\u2019 is defined as consideration for the time value of money and for the credit risk associated with the principal amount outstanding during a particular period of time and for other basic lending risks and costs (e.g. liquidity risk and administrative costs), as well as a profit margin. In assessing whether the contractual cash flows are solely payments of principal and interest, the Board considers the contractual terms of the instrument. This includes assessing whether the financial asset contains a contractual term that could change the timing or amount of contractual cash flows such that it would not meet this condition. In making this assessment, the Board considers: - contingent events that would change the amount or timing of cash flows; - terms that may adjust the contractual coupon rate, including variable- rate features; - prepayment and extension features; and - terms that limit the Board\u2019s claim to cash flows from specified assets (e.g. non- recourse features). A prepayment feature is consistent with the solely payments of principal and interest criterion if the prepayment amount substantially represents unpaid amounts of principal and interest on the principal amount outstanding, which may include reasonable additional compensation for early termination of the contract. Additionally, for a financial asset acquired at a discount or premium to its contractual par amount, a feature that permits or requires prepayment at an amount that substantially represents the contractual par amount plus accrued (but unpaid) contractual interest (which may also include reasonable additional compensation for early termination) is treated as consistent with this criterion if the fair value of the prepayment feature is insignificant at initial recognition. Subsequent measurement The subsequent measurement of financial assets depends on their classification as described in the particular recognition methods disclosed in their individual policy statements associated with each item. Financial assets at amortised cost are subsequently measured at amortised cost using the effective interest method. Amortised cost is reduced by impairment losses. Interest income, foreign exchange gains and losses and impairment are recognised in profit or loss. Financial assets at FVTPL are subsequently measured at fair value. Net gains and losses, including any interest or dividend income, are recognised in profit or loss. 16 ANNUAL REPORT 2021-2022 | 48","JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.6 Financial instruments (continued) (ii) Classification and subsequent measurement (continued) Subsequent measurement (continued) Equity investments at FVOCI are subsequently measured at fair value. Dividends are recognised as income in profit or loss unless the dividend clearly a recovery of part of the cost of the investment. Other net gains and losses are recognised in OCI and are never reclassified to profit or loss. Impairment of financial assets Impairment losses of financial assets, including receivables, are recognised using the expected credit loss model for the entire lifetime of such financial assets on initial recognition, and at each subsequent reporting period, even in the absence of a credit event or if a loss has not yet been incurred, considering their measurement past events and current conditions, as well as reasonable and supportable forecasts affecting collectability. Derecognition A financial asset is primarily derecognised when the rights to receive cash flows from the asset have expired, or the Board has transferred its rights to receive cash flows from the asset or has assumed an obligation to pay the received cash flows in full without material delay to a third party under a \u2018pass-through\u2019 arrangement; and either (a) the Board has transferred substantially all the risks and rewards of the asset, or (b) the Board has neither transferred nor retained substantially all the risks and rewards of the asset, but has transferred control of the asset. There is no reclassification of any fair value gains or losses to profit or loss on disposal of equity instruments measured at FVOCI. Financial liabilities Classification Financial liabilities are classified as measured at amortised cost or FVTPL. A financial liability is classified as at FVTPL if it is classified as held-for-trading, it is a derivative or it is designated as such on initial recognition. Initial recognition and measurement All financial liabilities are recognised initially at fair value and in the case of loans and borrowings, plus directly attributable transaction costs. The Board\u2019s financial liabilities, which include payables and long-term loans and advances are recognised initially at fair value. Subsequent measurement The subsequent measurement of financial liabilities depends on their classification as described in the particular recognition methods disclosed in their individual policy statements associated with each item. Derecognition A financial liability is derecognised when the obligation under the liability is discharged or cancelled or expires. When an existing financial liability is replaced by another from the same lender on substantially different terms, or the terms of an existing liability are substantially modified, such an exchange or modification is treated as a derecognition of the original liability and the recognition of a new liability, and the difference in the respective carrying amounts is recognised in the statement of profit or loss. 17 49 | JAMAICA TOURIST BOARD","JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.6 Financial instruments (continued) (ii) Classification and subsequent measurement (continued) Offsetting of financial instruments Financial assets and financial liabilities are offset and the net amount is reported in the statement of financial position if there is a currently enforceable legal right to offset the recognised amounts and there is intention to settle on a net basis, to realise the assets and settle the liabilities simultaneously. 3.7 Cash and cash equivalents Cash comprises cash in hand and demand and call deposits with banks. Cash equivalents are short-term, highly liquid investments that are readily convertible to known amounts of cash, are subject to an insignificant risk of changes in value, and are held for the purpose of meeting short-term cash commitments rather than for investment or other purposes. These include instruments maturing within 90 days of the date of acquisition. Cash and cash equivalents are measured at amortised cost. 3.8 Other receivables Other receivables and prepayments are measured at amortised cost, less impairment losses. 3.9 Resale agreements Resale agreements are short-term contracts under which the Board buys securities and simultaneously agrees to resell them on a specified date and at a specified price. Resale agreements are accounted for as short-term collateralised lending. The underlying asset is not recognised in the Board\u2019s financial statements. The difference between the purchase and resale considerations is recognised on the accrual basis over the period of the agreements, using the effective interest method, and is included in interest income. 3.10 Other payables Payables are measured at amortised cost. 3.11 Share capital Ordinary shares are classified as equity and measured at cost. 3.12 Impairment Financial assets The Board recognises loss allowances for expected credit losses (\u201cECLs\u201d) on financial assets measured at amortised cost. The Board measures loss allowances at an amount equal to lifetime ECLs. Loss allowances for long-term and other receivables are always measured at an amount equal to lifetime ECLs. 18 ANNUAL REPORT 2021-2022 | 50","JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.12 Impairment (continued) Financial assets (continued) When determining whether the credit risk of a financial asset has increased significantly since initial recognition and when estimating ECLs, the Board considers reasonable and supportable information relevant and available without undue cost or effort. This includes both quantitative and qualitative information and analysis, based on the Board\u2019s historical experience and informed credit assessment and including forward looking information. The Board assumes that the credit risk on financial assets has increased significantly if it is more than 365 days past due. The Board recognises loss allowances for ECLs considers a financial asset to be in default when: - the borrower is unlikely to pay its credit obligations to the Board in full, without recourse by the Board to action such as realising security if any is held; or - the financial asset is more than 365 days past due. Lifetime ECLs are the ECLs that result from all possible default events over the expected life of the financial instrument. The maximum period considered when estimating ECLs is the maximum contractual period over which the Board is exposed to credit risk. Measurement of ECLs ECLs are a probability-weighted estimate of credit losses. Credit losses are measured as the present value of all cash shortfalls (i.e. the difference between the cash flows due to the entity in accordance with the contract and the cash flows that the Board expects to receive). The key inputs into the measurement of ECL are the term structure of the following variables: - probability of default (PD); - loss given default (LGD); and - exposure at default (EAD) ECL for exposures in Stage 1 is calculated by multiplying the 12-month PD by LGD and EAD. Lifetime ECL is calculated by multiplying the lifetime PD by LGD and EAD. LGD is the magnitude of the likely loss if there is a default. The Board estimates LGD parameters based on the history of recovery rates of claims against defaulted counterparties. The LGD models consider the structure, collateral, seniority of the claim, counterparty industry and recovery costs of any collateral that is integral to the financial asset. EAD represents the expected exposure in the event of a default. The Board derives the EAD from the current exposure to the counterparty and potential changes to the current amount allowed under the contract and arising from amortisation. The EAD of a financial asset is its gross carrying amount at the time of default. Subject to using a maximum of a 12-month PD for Stage 1 financial assets, the Board measures ECL considering the risk of default over the maximum contractual period over which it is exposed to credit risk, even if, for credit risk management purposes, the Board considers a longer period. 19 51 | JAMAICA TOURIST BOARD","JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.12 Impairment (continued) Incorporation of forward-looking information The Board incorporates forward-looking information into both the assessment of whether the credit risk of an instrument has increased significantly since its initial recognition and the measurement of ECL. The economic scenarios used as at March 31, 2022 assumed a change in key indicators for Jamaica for the year then ended. The COVID-19 pandemic has caused a significant market volatility, which has increased the Board\u2019s credit risk. Forward-looking information was incorporated in the ECL calculation by use of a management overlay. Based on the economic scenario, a proxy of 1.0, 1.5 and 1.6 times ECL was determined to be appropriate for upside, base and downside outlooks respectively. Credit-impaired financial assets At each reporting date, the Board assesses whether financial assets carried at amortised costs are credit-impaired. A financial asset is \u2018credit-impaired\u2019 when one or more events that have a detrimental impact on the estimated future cash flows of the financial asset have occurred. Evidence that a financial asset is credit-impaired includes the following observable data: - significant financial difficulty of the borrower or issuer; - a breach of contract such as a default or past due event; - it is becoming probable that the borrower will enter bankruptcy or other financial reorganisation; or - the disappearance of an active market for a security because of financial difficulties. Presentation of allowance for ECL in the statement of financial position Loss allowances for financial assets measured at amortised cost are deducted from the gross carrying amount of the assets. Write-off The gross carrying amount of a financial asset is written off (either partially or in full) when there is no reasonable expectation of recovering a financial asset in its entirety or a portion thereof. This is generally the case when the Board determines that the borrower does not have assets or sources of income that could generate sufficient cash flows to repay the amounts subject to the write-off. This assessment is carried out at the individual asset level. Recoveries of amounts previously written off are included in \u2018impairment losses on financial instruments\u2019 in the statement of profit or loss. Financial assets that are written off could still be subject to enforcement activities in order to comply with the Board\u2019s procedures for recovery of amounts due. 20 ANNUAL REPORT 2021-2022 | 52","JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.12 Impairment (continued) Non-financial assets The carrying amount of the Board\u2019s non-financial assets are reviewed at each reporting date to determine whether there is any indication of impairment. If any such indication exists, the asset\u2019s recoverable amount is estimated. An impairment loss is recognised whenever the carrying amount of an asset or its cash-generating unit (CGU) exceeds its recoverable amount. Impairment losses are recognised in profit or loss. The recoverable amount of an asset or CGU is the greater of its value in use and its fair value less costs to sell. In assessing value in use, the estimated future cash flows are discounted to their present value using a pre-tax discount rate that reflects current market assessments of the time value of money and the risks specific to the asset. For an asset that does not generate largely independent cash inflows, the recoverable amount is determined for the cash- generating unit to which the asset belongs. An impairment loss is reversed if there has been a change in the estimates used to determine the recoverable amount. An impairment loss is reversed only to the extent that the assets\u2019 carrying amount does not exceed the carrying amount that would have been determined, if no impairment loss had been recognised. 3.13 Leases At inception of a contract, the Board assesses whether a contract is, or contains, a lease. A contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. To assess whether a contract conveys the right to control the use of an identified asset, the Board uses the definition of a lease in IFRS 16. As a lessee At commencement or on modification of a contract that contains a lease component, the Board allocates the consideration in the contract to each lease component on the basis of its relative stand-alone prices. However, for the leases of property the Board has elected not to separate non-lease components and account for the lease and non-lease components as a single lease component. The Board recognises a right-of-use asset and a lease liability at the lease commencement date. The right-of-use asset is initially measured at cost, which comprises the initial amount of the lease liability adjusted for any lease payments made at or before the commencement date, plus any initial direct costs incurred and an estimate of costs to dismantle and remove the underlying asset or to restore the underlying asset or the site on which it is located, less any lease incentives received. The right-of-use asset is subsequently depreciated using the straight-line method from the commencement date to the end of the lease term, unless the lease transfers ownership of the underlying asset to the Board by the end of the lease term. 21 53 | JAMAICA TOURIST BOARD","JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 3. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (CONTINUED) 3.13 Leases (continued) As a lessee (continued) In that case the right-of-use asset will be depreciated over the useful life of the underlying asset, which is determined on the same basis as those of property and equipment. In addition, the right-of-use asset is periodically reduced by impairment losses, if any, and adjusted for certain remeasurements of the lease liability. The lease liability is initially measured at the present value of the lease payments that are not paid at the commencement date, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, the association\u2019s incremental borrowing rate. Generally, the Board uses its incremental borrowing rate as the discount rate. The Board determines its incremental borrowing rate by obtaining interest rates from various external financing sources and makes certain adjustments to reflect the terms of the lease and type of the asset leased. Lease payments included in the measurement of the lease liability comprise the following: \u2013 fixed payments, including in-substance fixed payments; \u2013 variable lease payments that depend on an index or a rate, initially measured using the index or rate as at the commencement date; \u2013 amounts expected to be payable under a residual value guarantee; and \u2013 the exercise price under a purchase option that the association is reasonably certain to exercise, lease payments in an optional renewal period if the association is reasonably certain to exercise an extension option, and penalties for early termination of a lease unless the association is reasonably certain not to terminate early. The lease liability is measured at amortised cost using the effective interest method. It is remeasured when there is a change in future lease payments arising from a change in an index or rate, if there is a change in the association\u2019s estimate of the amount expected to be payable under a residual value guarantee, if the association changes its assessment of whether it will exercise a purchase, extension or termination option. When the lease liability is remeasured in this way, a corresponding adjustment is made to the carrying amount of the right-of-use asset, or is recorded in profit or loss if the carrying amount of the right-of-use asset has been reduced to zero. The Board presents right-of-use assets and lease liabilities separately in the statement of financial position. Short-term leases and leases of low-value assets The Board elected not to recognise right-of-use assets and lease liabilities for short-term leases that have a lease term of 12 months or less and low-value assets. The Board recognises the lease payments associated with these leases as an expense on a straight-line basis over the lease term. 22 ANNUAL REPORT 2021-2022 | 54","JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 4. USE OF JUDGEMENTS AND ESTIMATES The preparation of the financial statements in conformity with IFRS often requires management to make estimates and assumptions, and critical judgements in applying accounting policies. These estimates, assumptions and judgements affect the application of accounting policies and the reported amounts of, and disclosures relating to, assets, liabilities, contingent assets and contingent liabilities at the reporting date and the revenue and expenses for the year then ended. Actual results could differ from those estimates. The estimates and underlying assumptions are reviewed on an ongoing basis. Revisions to accounting estimates are recognised in the year in which the estimate is revised, and future years, if the revision affects both current and future years. The significant assumptions about the future and key areas of estimation uncertainty, and the critical judgements made in applying accounting policies that have the most significant effect on the amounts recognised in the financial statements, are as follows: (a) Judgements: For the purpose of these financial statements, judgement refers to the informed identification and analysis of reasonable alternatives, considering all relevant facts and circumstances, and the well-reasoned, objective and unbiased choice of the alternative that is most consistent with the agreed principles set out in IFRS. The key relevant judgements are as follows: i. Classification of financial assets: The assessment of the business model within which the assets are held and assessment of whether the contractual terms of the financial asset are solely payments of principal and interest (SPPI) on the principal amount outstanding requires management to make certain judgements on its business operations. ii. Impairment of financial assets: Establishing the criteria for determining whether credit risk on the financial asset has increased significantly since initial recognition, determining methodology for incorporating forward-looking information into measurement of ECL and selection and approval of models used to measure ECL requires significant judgement. (b) Key assumptions concerning the future and other sources of estimation uncertainty: i. Allowance for impairment losses: In determining amounts recorded for impairment of financial assets in the financial statements, management makes assumptions in determining the inputs to be used in the ECL measurement model, including incorporation of forward-looking information. Management also estimate the likely amount of cash flows recoverable on the financial assets in determining loss given default. The use of assumptions makes uncertainly inherent in such estimates. 23 55 | JAMAICA TOURIST BOARD","JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 4. USE OF JUDGEMENTS AND ESTIMATES (CONTINUED) (b) Key assumptions concerning the future and other sources of estimation uncertainty (continued) ii. Residual value and expected useful life of property and equipment The residual value and the expected useful life of an asset are reviewed at least at each reporting date, and if expectations differ from previous estimates, the change is accounted for. The useful life of an asset is defined in terms of the asset\u2019s expected utility to the Board. iii. Determination of fair values The determination of fair value for financial assets and liabilities for which there is no observable market price requires the use of valuation techniques as described in note 7. For financial instruments that trade infrequently and have little price transparency, fair value is less objective, and requires varying degrees of estimation depending on liquidity, concentration, uncertainty of market factors, pricing assumptions and other risks affecting the specific instrument. iv. Classification of advances IFRS requires financial instruments with no specific maturity dates or terms to be classified as \u201ccurrent\u201d. There is no agreement in place for advances from the Ministry of Finance and the Public Service. Consequently, the terms of the advances have not yet been determined. These amounts, however, are classified as non-current liabilities, as the Board does not expect the lender to demand repayment within 12 months of the reporting date. . 24 ANNUAL REPORT 2021-2022 | 56","JAMAICA TOURIST BOARD NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 5 PROPERTY, PLANT AND EQUIPMENT Freehold Land Furniture, Motor Total & Buildings Fixtures & Vehicle $'000 $'000 Equipment $'000 182,599 $'000 3,857 20,340 Cost or valuation: 294 161,965 - 186,456 March 31, 2020 - 3,857 8,278 20,340 Additions - 194,734 March 31, 2021 294 165,822 20,340 152,947 Additions - 8,278 12,020 8,813 March 31, 2022 294 174,100 4,068 164,967 11,668 Accumulated depreciation: 269 143,865 12,881 March 31, 2020 - 7,952 3,324 176,635 Charge for the year 16,205 18,099 March 31, 2021 269 151,817 4,135 21,489 Charge for the year - 8,344 7,459 29,652 March 31, 2022 269 160,161 11,527 Net book values: 25 13,939 March 31, 2022 March 31, 2021 25 14,005 March 31, 2020 25 18,100 Freehold land and buildings include freehold land at a cost of $25,000 (2021: $25,000). 25 57 | JAMAICA TOURIST BOARD","NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 6 ACCOUNTS RECEIVABLE 2022 2021 $\u2019000 $\u2019000 Trade receivables: Ministry of Tourism 4,523 44 Tourism Enhancement Fund 1,468 696 Tourism Product Development Company Limited 822 Microsoft 392 793 Montego Bay Convention Centre - Other - 32 10 Less: Allowance for impairment 467 2,366 Other Receivables: 6,882 (196) Prepayments and deferred expenses (196) Staff computer loans 2,170 Staff motor vehicle loans 6,686 Miscellaneous loans 14,614 Other 45,490 333 201 Total 19,444 16,237 8,923 10,077 2,358 5,851 45,673 77,856 47,843 84,542 7 CASH AND CASH EQUIVALENTS 2022 2021 $\u2019000 $\u2019000 Cash and bank: Imprest accounts 481,597 806,385 12,635 11,166 494,232 817,551 8 CAPITAL EXPENDITURE FUND This represents grants received from the Ministry of Finance and the Public Service for the acquisition of property plant and equipment, net of purchases made and depreciation charges on the related assets. 9 MOTOR VEHICLE REVOLVING FUND During the year the Board of Directors approved $4 million (2021: $20 million) from grants received for loans to its travelling officers for the purchase of new or used motor vehicles. The loans should not exceed $4,000,000 for new motor vehicle and $2,500,000 tor used motor vehicle. The loan is for a period of 72 months at 3% interest on the reducing balance and is repaid through monthly salary deductions. 26 ANNUAL REPORT 2021-2022 | 58","NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 10 ACCOUNTS PAYABLE 2022 2021 $\u2019000 $\u2019000 Trade payables Other payables 953,973 713,099 Accruals 12,663 16,605 412,352 103,057 1,378,988 832,761 11 TAXATION The Board is exempt from taxation on surplus arising from normal operating activities and other income. 12 REVENUE Revenue mainly comprises of subvention received from the Government of Jamaica. 13 OTHER INCOME 2022 2021 $\u2019000 $\u2019000 Motor vehicle loan payments Miscellaneous loan repayment 3,155 6,392 Interest income (863) 1,120 Return of deposit for Beautiful Destination Project 1,044 1,280 Miscellaneous revenue 122,159 14,584 - 60,805 140,079 69,596 14 STAFF COSTS 2022 2021 $\u2019000 $\u2019000 Overseas: United States of America 391,545 387,660 Canada 103,423 117,184 Germany United Kingdom, Europe and Far East 32,931 44,988 74,777 62,746 Local: 602,676 612,579 Executive office \u2013 Director of Tourism Destination marketing 49,627 39,329 Corporate services 153,687 109,922 Finance and administration 144,415 111,235 Internal audit General Manager \u2013 Regional offices 51,019 38,144 7,557 7,021 73,108 57,878 479,413 363,529 1,082,089 976,107 Staff costs consists of both Overseas and local. 27 59 | JAMAICA TOURIST BOARD","NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 15 OVERSEAS MARKETING During the year the Board received funding from Ministry of Tourism (MOT) in the amount of $3.3 billion to assist in its advertising and special projects expenses (2021: $3 billion). The funds were applied as follows: 2022 2021 $\u2019000 $\u2019000 Advertising\/marketing activities 3,274,381 3,029,088 16 PENSION SCHEME Overseas Pension Scheme: The Board's overseas employees participate in a money purchase pension plan administered by Equitable Life Assurance, Florida. The plan commenced March 31, 1976. Commenced April 1, 2020, employees contribute 3% of Gross Salary and 3% of pensionable emoluments on an annual basis. Local Pension Scheme: In keeping with the Pensions Act, the staff of the Board's local office may also qualify for a pension having met certain criteria. The scheme is contributory and falls under the authority of the Ministry of Finance and Planning. The compulsory contribution of participating employees is 5% of pensionable earnings. 17 RELATED PARTY TRANSACTIONS The Board's statement of comprehensive income includes the following income and expenses charged in relation to transactions with related parties, in the ordinary course of business. Trade Receivables: 2022 2021 Ministry of Tourism $\u2019000 $\u2019000 Tourism Enhancement Fund Microsoft 4,523 44 Montego Bay Convention Centre 1,468 696 Tourism Product Development Company Limited 793 Other - 32 - 392 822 17 10 6,432 2,366 Income: 1,641,601 1,777,590 Ministry of Tourism 34,140 34,140 Subvention 3,395,874 3,029,088 Caribbean Tourism Organisation Overseas Marketing 5,071,615 4,840,818 Other: (566,436) - Subvention returned to the consolidated fund 28 ANNUAL REPORT 2021-2022 | 60","NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 18 FINANCIAL INSTRUMENTS AND FINANCIAL INSTRUMENTS RISK MANAGEMENT IFRS 9 sets out requirements for recognising and measuring financial assets, financial liabilities and some contracts to buy or sell non-financial items. This standard replaces IAS 39 Financial Instruments: Recognition and Measurement. The requirements of IFRS 9 represent a significant change from IAS 39. The new standard brings fundamental changes to the accounting for financial assets and to certain aspects of the accounting for financial liabilities. As a result of the adoption of IFRS 9, the Board has adopted consequential amendments to IAS 1 Presentation of Financial Statements, which require separate presentation in the statement of profit or loss and other comprehensive income of impairment of financial assets. Additionally, the Board has adopted consequential amendments to IFRS 7 Financial Instruments: Disclosures that are applied to disclosures about 2019, but have not been applied to the comparative information. IFRS 9 contains three principal classification categories for financial assets: measured at amortised cost, fair value through other comprehensive income (FVOCI) and fair value through profit or loss (FVTPL). IFRS 9 classification is generally based on the business model in which a financial asset is managed and its contractual cash flows. The standard eliminates the previous IAS 39 categories of held-to- maturity, loans and receivables and available-for-sale (AFS). IFRS 9 largely retains the existing requirements in IAS 39 for the classification and measurement of financial liabilities. The following table and the accompanying notes explain the original measurement categories under IAS 39 and the new measurement categories under IFRS 9 for each class of the Board's financial assets as at April 1,2018. The effect of adopting IFRS 9 on the carrying amounts of financial assets at April 1, 2018 relates mainly to the new disclosures and impairment requirements. Impairment of financial assets IFRS 9 replaces the \\\"incurred loss\\\" model in IAS 39 with an \\\"expected credit loss\\\" (ECL) model. The new impairment model applies to financial assets measured at amortised cost. Under IFRS 9, credit losses are recognised earlier than under IAS 39. For assets in the scope of the IFRS 9 impairment model, impairment losses are generally expected to increase and become more volatile. The Board has determined that application to IFRS 9's impairment requirements at April 1, 2018 results in an additional allowance for impairment however, the amount was not material and therefore not recognised on transition. Transition The Board has used an exemption not to restate comparative information for prior periods with respect to classification and measurement (including impairment) requirements. Differences in the carrying amounts of financial assets and financial liabilities resulting from the adoption of IFRS 9 were not considered material for recognition in retained earnings as at April 1, 2018. A financial instrument is a contract that gives rise to both a financial asset of one enterprise and a financial liability of another enterprise. For the purpose of the financial statements, financial assets have been determined to include cash and cash equivalents and trade and other receivables. Financial liabilities have been determined to include trade and other payables. 29 61 | JAMAICA TOURIST BOARD","NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 18 FINANCIAL INSTRUMENTS AND FINANCIAL INSTRUMENTS RISK MANAGEMENT (CONT\u2019D) Transition (cont\u2019d) The Board has exposure to credit risk, market risk, and liquidity risk from the use of financial instruments. Senior management has responsibility for monitoring the Board's risk management policies and periodically report to the Board of Directors on their activities. The risk management policies are established to identify and analyse the risks faced by the Board, to set appropriate risk limits and controls, and to monitor risks and adherence to limits. Risk management policies are reviewed on a regular basis and reflect changes in market conditions and the Board's activities. (a) Credit Risk Credit risk is the risk that one party to a financial instrument will fail to discharge an obligation and cause the other party to incur a financial loss. Credit risk arises primarily from amounts due from the Ministry of Tourism and other related entities and deposits with financial institutions. The maximum credit exposure is represented by the carrying amount of financial assets on the statement of financial position. (i) Accounts Receivables The Board's exposure to credit risk is minimal as the amounts are mainly due from the Ministry of Tourism and is based on a budget, which the Government is obligated to honour. Management performs ongoing analysis of the ability of its counterparty to meet repayment obligations. 2022 2021 $\u2019000 $\u2019000 $\u2019000 $\u2019000 Not past due 4,523 - 94 - Past due 31-60 days 23 - 44 - Past due 61-90 days 50 - - Past due over 90 days 196 - 196 1,818 2,229 6,414 196 2,366 196 No significant impairment loss was recognised in regard to an individual receivable. The Board uses an allowance matrix to measure ECLs of receivables. The provision matrix is based on its historical observed default rates over the expected life of the receivables and is adjusted for forward looking estimates. Loss rates are calculated based on the probability of a receivable progressing through successive stages of delinquency to write-off, current conditions and the economic conditions over the expected lives of the receivables. 30 ANNUAL REPORT 2021-2022 | 62","NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 18 FINANCIAL INSTRUMENTS AND FINANCIAL INSTRUMENTS RISK MANAGEMENT (CONT\u2019D) (a) Credit Risk (cont\u2019d) (i) Accounts Receivables (cont\u2019d) The movement in the expected credit loss allowance during the year was as follows: 2022 2021 $\u2019000 $\u2019000 Opening balance 196 196 Change in allowance -- during year -- Receivables written off during the year Closing balance 196 196 Comparative information under IAS 39 No impairment allowance was recognised on initial adoption of IFRS 9, as the amounts were considered immaterial and there was no change during the period. As at March 31, 2022, no impairment loss allowance was recognised. Other accounts receivable Credit losses on other receivables materially comprise staff advances which are measured as the present value of all cash shortfalls (i.e. the difference between the cash flows due to the entity in accordance with the contract and the cash flows that the Board expects to receive). No impairment allowances were recognised on initial adoption of IFRS 9 and there has been no change during the period. (ii) Cash and Cash Equivalents Cash and cash equivalents are placed with counter-parties who are believed to have minimal risk of default. Impairment on cash and cash equivalents has been measured at 12-month expected loss basis and reflects the short maturities of the exposures. The Board considered that cash resources have low credit risk. No impairment allowances were recognised on initial adoption of IFRS 9 and there was no change during the period. The Board's maximum exposure to credit risk at year end is represented by its respective carrying amount. (b) Liquidity risk Liquidity risk, also referred to as funding risk, is the risk that the Board will encounter difficulty in raising funds to meet commitments associated with financial instruments. Liquidity risk may result from an inability to sell a financial asset quickly at, or close to, its fair value. Financial liabilities comprise accounts payable that are repayable within twelve months at 31 63 | JAMAICA TOURIST BOARD","NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 18 FINANCIAL INSTRUMENTS AND FINANCIAL INSTRUMENTS RISK MANAGEMENT (CONT\u2019D) (b) Liquidity risk (cont\u2019d) the carrying amounts reflected on the statement of financial position. There was no change in the way the Board manages liquidity risk. The Board manages its liquidity risk by maintaining an appropriate level of resources in liquid or near liquid form. At March 2022 current liabilities exceeded its current assets by $800,214,000 (2021: $32,633,000). Liquidity management process There has been no change in the Agency's liquidity risk or the manner in which it measures and manages the risk. The following are the contractual maturities of financial assets and liabilities including interest payments as at: March 31, 2022 Carrying 0-6 6 - 24 No specific Amount and months months maturities Contractual $\u2019000 $\u2019000 $\u2019000 Cash Flow $\u2019000 Accounts receivable 39,052 9,763 29,289 - Cash and cash equivalents 494,232 494,232 - - 533,284 503,995 29,289 - Accounts payables (1,378,988) (1,378,988) - - Net current liabilities (845,704) (874,993) 29,289 - (c) Market Risk Market risk is the risk that changes in market prices, such as foreign exchange rates and interest rates will affect the Board's income or the value of its holdings of financial instruments. The objective of market risk management is to manage and control market risk exposures within acceptable parameters, while optimizing the return on risk. The objective of market risk management is to monitor and control market risk exposures within acceptable parameters, while optimising the return on investments. Market risk exposures are measured using sensitivity analysis. (i) Interest rate risk Interest rate risk arises when the value of a financial instrument fluctuates during a specified period due to changes in the market interest rates. At the reporting date the Board did not have interest bearing instruments hence had no exposure to interest rate risk. 32 ANNUAL REPORT 2021-2022 | 64","NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 18 FINANCIAL INSTRUMENTS AND FINANCIAL INSTRUMENTS RISK MANAGEMENT (CONT\u2019D) (c) Market Risk (cont\u2019d) (ii) Foreign currency risk Foreign currency risk is the risk that the value of a financial instrument will fluctuate due to changes in foreign exchange rates. The Board incurs foreign currency risk primarily on receivables and payables that are denominated in a currency other than the Jamaica dollar. The principal foreign currency risks of the Board are denominated in the currencies noted in the table below. Such exposures comprise the monetary assets and liabilities of the Board that are not denominated in that currency. $\u2019000 2022 $\u2019000 $\u2019000 $\u2019000 426,730 Net Foreign Currency (liabilities)\/Assets 5,289 31,330 9,301 93,669 Cash and Cash Equivalents - - - Accounts Receivable (201,146) - - - Accounts Payable 230,883 31,330 9,301 93,669 Exchange rates in terms of Jamaican Dollars which is the Board's principal intervening currency, were as follows: USD EURO GBP CDN March 31, 2022 153.78 172.60 202.65 123.76 March 31, 2021 146.58 174.40 202.83 120.15 March 31, 2020 135.39 151.21 169.17 95.33 Over the twelve months ended March 31, 2022, the exchange rate movement for the Jamaican Dollar versus the United States Dollar has shown an overall depreciation of 4.9%. Over the twelve months ended March 31, 2022, the exchange rate movement for the Jamaican Dollar versus the European Dollar has shown an overall appreciation of 1%. Over the twelve months ended March 31, 2022, the exchange rate movement for the Jamaican Dollar versus the Great Britain Pound Sterling has not shown a material change in value. Over the twelve months ended March 31, 2022, the exchange rate movement for the Jamaican Dollar versus the Canadian Dollar has shown an overall depreciation of 3%. An 8% (2021: 4%) strengthening of the United States dollar against the Jamaican dollar would have increased surplus for the year by $29 million (2021: increased surplus by $4.7 million). 33 65 | JAMAICA TOURIST BOARD","NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 18 FINANCIAL INSTRUMENTS AND FINANCIAL INSTRUMENTS RISK MANAGEMENT (CONT\u2019D) (c) Market Risk (cont\u2019d) (ii) Foreign currency risk (cont\u2019d) A 2% (2021: 2%) weakening of the United States Dollar against the Jamaican dollar would have decreased surplus for the year by $7.3 million (2021: decreased surplus by: $2.3 million). The analysis assumes that all other variables, in particular, interest rates, remain constant. (d) Fair value Fair value is the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. Where quoted market prices are not available, the fair values of these instruments have been determined using a generally accepted alternative method. The following methods and assumptions were used to estimate the fair value of each class of financial instrument for which it is practicable to estimate that value. Cash and cash equivalents, accounts receivable, and accounts payable assumed to approximate their carrying values, due to their short- term nature. (e) Capital Management The main objectives of the Board when managing capital are to safeguard the ability of the Board to continue as a going concern and to ensure that there are adequate revenue reserves to carry out its operations in the foreseeable future. There were no changes to the Board's approach to capital management during the year. The Board's capital comprises: 2022 2021 $\u2019000 $\u2019000 Surplus from Tourism Trade Development Board 19 19 Capital Expenditure Fund 18,093 21,450 Motor Vehicle Revolving Fund 16,239 19,446 Miscellaneous Revolving Fund 10,067 Accumulated surplus (Deficit) (830,817) 8,923 4,284 34 ANNUAL REPORT 2021-2022 | 66","NOTES TO THE FINANCIAL STATEMENTS 2022 2021 YEAR ENDED MARCH 31, 2022 $\u2019000 $'000 (Expressed in Jamaican Dollars unless otherwise indicated) 483,746 449,055 19 OPERATIONAL EXPENDITURE SUMMARY 131,534 134,172 Overseas Offices Expenditure (Note 20): 45,426 47,681 United States of America (USA) 96,134 76,186 Canada 3,211,478 2,140,808 Germany 170,747 217,947 United Kingdom (UK)\/Europe 242,341 76,797 Overseas advertising 49,684 23,407 Overseas public relations Overseas special projects 5,441 3,789 Overseas marketing 65,789 72,049 Familiarisation tours 23,010 Marketing representatives - Membership - International Organisation 3,264,901 4,502,320 Local offices expenditure (Note 21): 24,640 Executive office: 33,091 31,174 Director Emoluments 61,768 166,253 Director of Tourism Department 182,133 329,552 Destination marketing 397,932 Corporate services 1,421 Finance and administration: 2,330 - 3,000 Director fees 110,072 83,110 Auditors' remuneration 9,166 8,618 Other 92,170 Internal audit 88,081 General manager - Regional offices 891,662 732,849 Total 5,393,982 3,997,750 Finance cost: 1,610 Interest expense 402 786 Bad debt expense - 2,012 786 35 67 | JAMAICA TOURIST BOARD","NOTES TO THE FINANCIAL STATEMENTS 2022 2021 YEAR ENDED MARCH 31, 2022 $\u2019000 $\u2019000 (Expressed in Jamaican Dollars unless otherwise indicated) 391,545 300,117 20 OVERSEAS EXPENSES 92,201 148,938 USA 483,746 449,055 Salaries Other charges 103,423 102,689 28,111 31,483 Canada Salaries 131,534 134,172 Other charges 32,931 37,021 Germany 12,495 10,660 Salaries Other charges 45,426 47,681 Deputy Director - UK, Europe and Far East 74,777 49,016 Salaries 21,357 27,170 Other charges 96,134 76,186 Overseas advertising Canada - 2,980 Canada media - 68,119 Creative assets development 67,180 89,001 Television 89,910 59,046 Canada co-op advertising 96,268 18,081 Canada digital advertising 65,925 40,354 Promotions 31,465 4,832 Global brand 15,204 4,941 Collateral 878,591 594,388 Advertising production Fees - 545 Contingencies 141,861 5,310 Digital 4,651 Promotions 76,411 892,248 1,462,815 ANNUAL REPORT 2021-320622 | 68","NOTES TO THE FINANCIAL STATEMENTS 2022 2021 YEAR ENDED MARCH 31, 2022 $\u2019000 $\u2019000 (Expressed in Jamaican Dollars unless otherwise indicated) 437,076 411,060 20 OVERSEAS EXPENSES (CONT\u2019D) - 240 Overseas advertising (cont\u2019d) 269 (11,703) USA - 105,201 Television 137,061 Media out of home 458,206 Media Print Niche 409,540 55,536 Media TV Brand and Insiders 259,416 90,662 Media Co-op Newspaper Media Digital 199 44,728 Promotions 77,250 30,572 Germany Television - 503 Co-op Marketing - 9,089 Advertising - 26,963 Co-op Newspaper - 136,514 Advertising (consumer) - 7,392 Media Planning buy - Television - 60 Travel trade - 32,145 Special Project advertising - Insider's Ad Print - 6,872 Latin America co-op advertising 106,707 163,112 Other rights and acquisition Promotions 3,211,478 2,061 492 Overseas Public Relations 64,311 U.K\/Europe 106,436 2,140,808 U.S.A\/Canada 170,747 25,300 Special Project 192,647 242,341 Marketing representatives 217,947 Germany 260 Italy 325 76,797 Holland 26,639 Latin America 31,875 8,730 Spain 3,995 India 51 13,708 Japan 1,455 24,963 France 4,783 4,584 6,632 Familiarisation Tours 400 4,441 4,996 Membership International Organisation 65,788 72,049 5,441 3,789 - 23,010 37 69 | JAMAICA TOURIST BOARD","NOTES TO THE FINANCIAL STATEMENTS 2022 2021 YEAR ENDED MARCH 31, 2022 $\u2019000 $\u2019000 (Expressed in Jamaican Dollars unless otherwise indicated) 1,196 979 20 OVERSEAS EXPENSES (CONT\u2019D) - 33 120 Overseas marketing 2,196 4,110 10,855 5,289 Airport Support 23,326 727 Visitors' assistance 1,726 Welcome Dancers - DSJA 239 8,354 Familiarisation tours 98 1,152 PR Communication Support 917 Brand Collateral 4,259 Media relation 6,664 - Brand Touch Point Refresh Digital Platform Expansion - 23,407 Resort Areas 852 Software\/Subscription licensing 2021 49,685 $\u2019000 21 LOCAL EXPENSES 2022 3,959 Executive Office $\u2019000 1,467 Gratuity 16,081 Contingencies 5,279 Director's salary 221 746 Foreign travel 4,600 Director's rent 23,213 6,117 Local travel 30,191 1,653 Maintenance of motor vehicles 1,046 Special VIP programme promotions 4,600 14,783 Staff salaries 6,876 2,145 Staff gratuity 1,339 2,361 Other allowances Telephone\/fax\/internet 282 855 16,542 55,814 2,270 3,028 1,018 94,859 ANNUAL REPORT 2021-320822 | 70","NOTES TO THE FINANCIAL STATEMENTS 2022 2021 YEAR ENDED MARCH 31, 2022 $\u2019000 $\u2019000 (Expressed in Jamaican Dollars unless otherwise indicated) 1,745 7,284 21 LOCAL EXPENSES (CONT\u2019D) 10,164 3,050 4,902 Destination Marketing 5,381 Deputy Director Marketing \u2013 remuneration 4,386 12 Public Relations Manager 4,762 4,532 Research\/Marketing Intelligence Manager 3,470 3,083 Data entry back log 59,895 52,105 Destination Marketing Manager Promotion Manager 124 268 Staff salaries 13,602 14,391 Overtime 20,217 14,158 Temporary relief Staff allowances 6,863 6,137 Gratuity 25,515 19,868 Local travel Foreign travel 3,110 70 Telephone, fax 1,654 1,325 Promotions Contingencies 526 - Tourism awareness 1,204 506 Surveys and investigations 2,367 193 Library 3,970 2,290 Projects and programmes 3,686 1,932 Subscription and dues 16,299 Official entertainment - 141 Web-based community moderation - 125 FCCA membership - 12,402 Event marketing 6,080 1,077 3,412 104 - 166,253 182,133 39 71 | JAMAICA TOURIST BOARD","NOTES TO THE FINANCIAL STATEMENTS 2022 2021 YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) $\u2019000 $\u2019000 21 LOCAL EXPENSES (CONT\u2019D) 4,273 283 3,728 - Corporate Services 8,720 Manager, Personnel & Industrial Relations 4,648 8,404 Appointment and transfers 14,586 8,025 Regional Director Corporate Services 9,990 5,746 Senior Manager - MIS 3,329 2,929 Senior Manager - Human Resources 2,321 Admin Services Manager 33,225 991 Procurement Manager 3,032 293 Gratuity 29,004 Staff salaries 321 9,049 Staff allowances 1,435 1,442 Temporary relief 17,884 1,191 Over time 3,586 16,439 Group Health Insurance 2,342 Group life insurance - 242 Insurance -motor vehicle 13,119 10,471 Local travel 377 Medical fees 521 Foreign travel 690 - Freight and customs 2,559 161 National Housing Trust 12,666 11,984 National Insurance Scheme 4,459 5,584 Pension and compassionate allowance 55,051 71,778 Telephone and electricity 10,574 4,362 Staff Identification cards 182 Starr training and development 3,773 19 Maintenance and repairs to building 33,639 6,937 Maintenance of motor vehicles 782 31,221 Meeting expense 6,551 1,015 Office expenses 6,347 3,140 Office parking 5,531 3,832 Contingencies 273 5,347 Uniforms 9,212 Consultant 4,798 335 Long Service Awards 7,151 Internet access - Office rent 6,536 400 Management Information systems 27,079 53 Stationery, photocopier, fax and printer 55,348 Property Insurance 5,635 4,617 Removal and refurbishing 25,741 Repairs - furniture and fixtures and equipment 928 34,036 Staff function subsidy 9,528 Postage, telegram and cables 3,259 Storage rental 61 582 Storage maintenance 2,992 Subscription and dues 2,455 Staff orientation 782 152 2,341 1,147 3,705 534 986 2,763 2,383 1,202 397,932 339 - 329,552 ANNUAL REPORT 2021-42022 | 72","NOTES TO THE FINANCIAL STATEMENTS 2022 2021 YEAR ENDED MARCH 31, 2022 $\u2019000 $\u2019000 (Expressed in Jamaican Dollars unless otherwise indicated) 1,777 5,619 21 LOCAL EXPENSES (CONT\u2019D) 3,000 - 1,422 Finance 4,088 1,357 Chief Financial Officer - remuneration 3,495 Audit and accounting fees 126 Gratuity 2,330 438 Bank charges 12,040 1,421 Contingencies Fees - Board members 791 - Overseas end of year incentive pay - 748 Other expenses Temporary relief 3,675 86 Professional fees 3,494 1,071 Local travel 4,744 Foreign travel 317 Salaries 15,094 - Local end of year incentive 14,018 Manager - Finance and Accounts 6,536 Other allowances 6,463 3,984 Telephone 4,173 4,632 Legal fees 4,944 General Consumption Tax 183 Property tax 6,596 150 Overtime 39,542 1,846 1,643 31,227 Internal Audit 2,112 1,249 Local travel 3,505 Other allowances 115,402 Salary - Chief Internal Auditor 84,531 Staff salaries 1,567 Telephone 1,048 1,508 3,577 1,031 2,931 3,308 2,682 42 89 9,166 8,618 41 73 | JAMAICA TOURIST BOARD","NOTES TO THE FINANCIAL STATEMENTS 2022 2021 YEAR ENDED MARCH 31, 2022 $\u2019000 $\u2019000 (Expressed in Jamaican Dollars unless otherwise indicated) 4,937 4,578 21 LOCAL EXPENSES (CONT\u2019D) 189 29 49 - Regional Jamaica Salary Regional Director 15,274 14,117 Contingencies 281 701 Foreign travel 68 277 Local travel Maintenance of grounds and building 6,370 6,370 Motor vehicle maintenance 2,453 937 Office rent 10,045 Office expenses 1,352 9,988 Other allowances 1,149 887 Over time 2,175 Gratuity 38,035 3,068 Special promotions 4,377 2,668 Staff salaries 36,275 Visitors' Relations Manager 147 3,083 Subscriptions and dues 4,875 Water, telephone and electricity 214 Postage 7 4,176 Security 387 14 92,170 698 88,081 ANNUAL REPORT 2021-422022 | 74","NOTES TO THE FINANCIAL STATEMENTS 2022 2021 YEAR ENDED MARCH 31, 2022 $\u2019000 $\u2019000 (Expressed in Jamaican Dollars unless otherwise indicated) 1,638,345 1,780,860 22 BUDGET 3,274,381 3,242,615 Budget 34,140 34,140 Government Grants: 4,946,866 5,057,615 Ministry of Tourism Overseas Marketing 6,000 6,000 C.T.O. - 20,000 - Total Grants & Other Income - 90 - 10,000 Less Grants Used for: 36,090 Capital Expenditure 4,940,866 Motor Car Revolving Fund 5,021,525 Computer Loan Fund Ministry of Tourism 696,203 679,532 231,914 289,807 Amount for Operational Expenditure 171,060 180,979 128,700 138,466 Expenditure 2,181,375 1,900,805 Overseas Offices: 353,450 236,723 329,880 446,391 Sales USA 63,900 117,168 Canada Dep Dir Europe\/Far East - 6,345 Germany 34,140 34,140 Advertising Public Relations 4,190,621 4,030,355 Overseas Special Projects Marketing Representatives 240,485 247,910 Familiarisation Tours 281,922 402,827 Membership International Organization 72,511 86,299 92,565 Total Overseas Offices 12,018 72,169 176,091 12,605 Local Offices: 169,361 Destination Marketing 875,595 Corporate Services 991,170 Executive Office - Director of Tourism 5,066,216 Finance & Administration 5,021,525 Internal Audit Regional - Jamaica Total Local Offices GRAND TOTAL EXPENDITURE 43 75 | JAMAICA TOURIST BOARD","NOTES TO THE FINANCIAL STATEMENTS YEAR ENDED MARCH 31, 2022 (Expressed in Jamaican Dollars unless otherwise indicated) 23 SUBSEQUENT EVENT - COVID 19 Jamaica's borders reopened in June 2020 with visitors and residents allowed to return. The tourist and hospitality industry was again engaged guided by a robust set of protocols designed to ensure the safety and wellbeing of tourism workers, the community and visitors. All visitors traveling to Jamaica were required to complete an online Travel Authorization. Jamaica Implemented a comprehensive set of health and safety protocols spanning the tourism sector Intended to mitigate the spread of the coronavirus. These included, the implementation of enhanced experiences at hotels and attractions including digital check-in, hand sanitizer stations, elimination of self service at buffets, digital menus, social distancing markers and much more. The establishment of the Resilient Corridor allowed travelers to explore within key resort regions using only approved partners. The Corridors also allowed for rapid medical response in case of emergency. 44 ANNUAL REPORT 2021-2022 | 76","SECTION 5 Advertising Activities Worldwide 79 Public Relations & Communications 82 Sales Activities 93 Marketing Representation 104 Performance In The Marketplace 105 Highlights From The Marketplace 111 On The Homefront 113 77 | JAMAICA TOURIST BOARD","\u201cWith the island\u2019s visuals pronounced on social platforms and traditional media, Jamaica occupied a place of prominence among the top options to book for well needed getaways.\u201d ANNUAL REPORT 2021-2022 | 78","ADVERTISING ACTIVITIES WORLDWIDE OVERVIEW In June 2021, the JTB began the procurement process to obtain a new advertising AOR as the contract with April-November 2021 Beautiful Destinations began to draw close to an end. The focus for this period was the collaboration with During the period from April-November 2021, Beautiful Beautiful Destinations to ensure completion of the Destinations, the Jamaica Tourist Board\u2019s (JTB) agreed upon work plan on schedule of delivery, and agency of record (AOR) for 3 years, collaborated with reconciliation of accounts, prior to the end of the the Jamaica Tourist Board in driving global advertising contract period terminating on October 31, 2021. The initiatives to raise brand awareness, increase market Agency focused on the build out of the Luxury pillar share\tand\tconversions\twith\tthe\t\u201cJAMAICA:\tHeartbeat\t assets and development of trade marketing assets, of the World\u201d global advertising campaign and brand while global messaging across channels continued to platform and supporting activations. focus on escapism to increase and optimize pent-up demand for travel to the Destination. With the advent of the COVID-19 pandemic in 2020, the \u201cHeartbeat\u201d brand campaign was paused across December 2021-March 2022 all markets and the Destination focused on engaging audiences worldwide with the development of several On completion of the procurement process, the 3-year content series to keep the Destination top of mind, contract for Global Marketing and Advertising Agency, with online activations focused on wellness, music was awarded to Accenture Interactive (now Accenture and cuisine, and virtual tours across social and Song). digital platforms during the pandemic lockdown The following summarizes the key accomplishments period to inspire long term-planning for travel to the from\tDecember\t2021-\tMarch\t2022:\t Destination. With the loss of international travel to the \u2022\tAccenture\tSong\t(Accenture)\tand\ttheir\tmedia\t Destination during this period, a local campaign was launched in July 2020 to encourage local residents to partner, Horizon Media, supported the JTB in \u201cRediscover Jamaica\u201d, as the Destination continued maintaining a presence in the marketplace. This its recovery efforts with messages of destination was accomplished by developing interim media assurance and visitor safety globally. campaigns using existing creative from the \u201cJAMAICA:\tHeartbeat\tof\tthe\tWorld\u201d\tcampaign. This messaging continued into the new fiscal year (2021\/2022) before Beautiful Destinations developed \u2022\tThe\tAgency\tworked\tquickly\tto\tcreate\ta\tnew\tglobal\t a global recovery campaign, using supporting advertising campaign to address the evolving travel \u201cHeartbeat\u201d brand platform content along with a marketplace. multi-channel approach. In May\/June, all media went live, including National TV, Local TV and Local Radio. The Destination Marketing Unit continued to develop creative assets for use across the various marketing and sales channels. Guided by research, major projects for the period included the development of the luxury and trade marketing assets. 79 | JAMAICA TOURIST BOARD","\u2022\tKey\tmilestones\tincluded: On December 27, 2021, digital media for display and video went live in the UK and Europe through - Development of a communications strategy that Travel Audience. served as the foundation for the \u201cCome Back\u201d During January 2022, the JTB, Accenture, and campaign. Our strategic approach was shared Horizon Media, partnered to get in-market as soon with the regional teams and JTB leadership and as possible by launching the interim campaign received approval. in January, to run until March. During this period, planning for the new campaign slated to start in late - Development and fielding of a research survey May, got under way. that validated our strategy. We used this The interim media campaign went live on January learning to ensure the messaging and channels 1, 2022 in the US for digital and social channels, were relevant, and would resonate with the followed by Search. This campaign utilized existing target audience. creative\tassets\tfrom\tthe\t\u201cJAMAICA:\tHeartbeat\tof\tthe\t World\u201d campaign. - Completed production for the new \u201cCome Local audio tactical activations commenced on January Back\u201d campaign. Video and still photography 17, followed by local video scheduled to be in market content created for the campaign will be added on January 31, and national cable TV on February 7. In to the JTB asset library. addition, digital, search and social for non-US markets ran from January 26-February 3. To supplement our During December, JTB, Accenture and Horizon kicked paid media efforts, ad spend was leveraged to secure off the program and began our working relationship. added value exposure across linear channels. Accenture and Horizon team members visited the To inform the new campaign, activities were JTB offices in Kingston to meet with the Minister conducted in the discovery phase of our humanity- of Tourism and key members of the JTB team. This led, data-driven process. The resulting research meeting marked the commencement of discussions findings, strategic approach, and market plan were of joint business objectives around the new marketing shared in work sessions held January 26-27. and advertising campaign strategy. In February 2022, significant strides were made in identifying the requirements of our new \u201cCome Back\u201d In mid-December, an interim media plan was crafted campaign,\twhile\talso\tmanaging\tthe\tcurrent\tworkflow\t - inclusive of traditional and digital media. The from the interim campaign, which continued until decision to execute an interim media plan was made the end of March 2022. jointly by JTB and The Agency, based on timing and budget recommendations. Through the end of December, the interim media plan continued to be adjusted, taking into consideration, the increase in COVID-19 cases throughout the US and internationally, and it\u2019s impact on global travel. ANNUAL REPORT 2021-2022 | 80","ADVERTISING ACTIVITIES WORLDWIDE In March, the JTB participated in a 2-day workshop CONT. consisting of persona journey mapping and content OVERVIEW CONT. calendar creation. This workshop gave the JTB an December 2021-March 2022 cont. opportunity to collaborated with the agency in-person to share ideas and strengthen relationships. At a high-level, Accenture presented its strategy During this period, multiple assets were live in- and creative approach to key members of the JTB market: leadership, including regional heads; and PR teams. \u2022\t Video Subsequently, approval was received to proceed with this approach. March Madness campaign on WCBS-TV aired the From a media perspective, multiple assets were week of March 14 and March 21 (US), National launched in-market. Local video was launched in the Cable News activity on TBS (US) - shifted from New York Designated Market Area (DMA) on January CNN, Sky-TV (UK). 31, and National Cable on February 14, 21 & 28. In addition, exposure was gained on Fox News, CNN and \u2022\t Digital Headline News. Assets were also launched across all Display, social and search was live across the digital channels in the US and international regions US, the UK, Canada, Germany, Austria and from January 1,\u2013February 20, 2022. Switzerland. To supplement our paid media efforts, spend was leveraged to secure added-value exposure across linear channels. During this time, the Agency\u2019s focus was placed on developing the campaign media approach for the new \u201cCome Back\u201d campaign. March 2022 was very productive as work continued on the new global advertising campaign with production taking place from March 29\u2013April 2. In addition, our second quarter 2022 Interim Media Campaign geared up to launch from March 28-May 16 to maintain a presence in market until the new \u201cCome Back\u201d campaign launched. 81 | JAMAICA TOURIST BOARD","PUBLIC RELATIONS & COMMUNICATIONS At the end of March 2021, the JTB transitioned from audiences of potential visitors through media pitching, PR agency FINN Partners, who had represented us for partnerships, promotions, and in-market activations. eighteen years. Public Relations Agency Procurement Overall, the PR program has been overwhelmingly for the US, Canada and the UK had been conducted successful - highlighting Jamaica as a top during\t2020\/2021,\tresulting\tin\tthe\tfollowing: destination to visit and generating total impressions \u2022\t US for unique monthly visitors (UMV) in excess of 254 billion \u2013 far exceeding our initial target of 4 billion. Contract was agreed and signed with Lou Hammond Group which commenced on April 1, Press Opportunities, Media Relations & 2021. Partnerships \u2022\t Canada Fever Pitch was selected, contract commenced Placement Sampling April 1, 2021 \u2022\t Forbes\ts\t ecured\tcoverage\thighlighting\tJamaica\u2019s\t \u2022\t UK Contract negotiations concluded with Four relaxed travel protocols (March 6) Communications, start date May 1, 2021. \u2022\t Audience\treach:\t66,247,973\t South Florida Caribbean News USA \u2022\t Secured coverage highlighting JTB sponsorships of Special Events Jamaican athletes and artists (March 21) \u2022\tAudience\treach:\t30,514\t April 2021 through March 2022 was an exciting Association Conventions & Facilities start-up year for Lou Hammond Group (LHG) to \u2022\t Secured\tan\tinterview\twith\tJohn\tWoolcock\tto\tfeature\t work with the Jamaica Tourist Board in supporting the ongoing recovery of the travel sector from the Jamaica in a story highlighting updates in the COVID-19 pandemic. Focusing on the key message MICE Industry (March 28) that Jamaica was safe and open for travelers, we were \u2022\t Audience\treach:\t24,358\t able to share plenty of good news and updates about the Destination\u2019s tourism product while also planning Trade Media additional activities throughout the year. Audience reach combined - 1,516,842 We placed particular emphasis on reaching the key travel \u2022\t Agency\tplaced\tstories\tin\tmultiple\ttravel\tagent\ttrade\t trade and Jamaican diaspora publications to help drive bookings with the understanding that they represent an outlets including Travel Pulse, TravelAge West important market for the island\u2019s tourism business. Top and Travel Agent Central showcasing positive consumer publications, broadcast outlets and social developments\ton\tthe\tisland:\t media\tinfluencers\twere\talso\ttargeted\tto\ttell\tJamaica\u2019s\t - TravelAge West (March 7) success story and spread the message directly to their - Travel Agent Central (March 14) - Travel Pulse (March 15 & 25) ANNUAL REPORT 2021-2022 | 82","PUBLIC RELATIONS & COMMUNICATIONS USA CONT. \u2022\t Fodor\u2019s\tTravel\t \u2022\t UPROXX\t Press Opportunities, Media Relations & \u2022\t Modern\tLuxury\t Partnerships Cont. \u2022\t SPIN\t \u2022\t Well\t+\tGood\t Upcoming Influencers CARIFTA Games Audience reach combined - 7,571,966 2021:\t \u2022\t LHG\tsecured\tcoverage\tin\tnews\toutlets\tincluding\t \u2022\t 85\tDegrees\tCampaign\t-\t NY Daily News, South Florida Caribbean News, -\tTargeted\t15\tInternational\tInfluencers\tfrom\tfive\t Caribbean National Weekly, and Travel Weekly markets Partnerships \u2022\tEmmanuel\tAncho\t(August)\t-\t@EmmanuelAncho\t \u2022\t The\tToday\tShow\tWinter\tWonderful\tTrip\tGiveaway\t -\tFollowers:\t925k,\tEarned\tMedia\tValue\t(EMV):\t $27.9k,\tTotal\treach:\t3.4m\timpressions,\t (January 2022) Engagement\trate:\t3.5%\t\t \u2022\t Fraser\tMcConnell\tiHeart\tRadio\tPromotions\t-\t \u2022\t Helena\tS.\t(September)\t-\t@ThatNurseCanCook\t (Phoenix and Jacksonville - Live with Kelly and - Jamaica CARES Campaign Ryan) -\tFollowers:\t407k,\tEMV:\t$314.1k,\t \u2022\t LHG\tworked\twith\thotel\tpartners\ton\tthree\ttrip\t Total\treach:\t537.5k\timpressions,\t giveaways Engagement\trate:\t\t\t\t\t\t0.95%\t \u2022\t i\tHeartRadio\t-\tLHG\tcreated\ta\tradio\tcampaign\t proposal for promotion across iHeartRadio \u2022\tMonet\tIzabeth\t(October)\t-\[email protected]\t stations in key US markets (New York, -\tFollowers:\t357k,\tEMV:\t$89.1k\t Philadelphia, Chicago, South Florida, Houston) in Q4. 2022:\t \u2022\t Scott\tEddy\t(January)\t-\t@MrScottEddy\t Media Visits - Jamaica CARES Campaign 2021 -\tFollowers:\t286k,\tEMV:\t$780.7k,\t \u2022\t HGTV\tPilot\tFilming\t \u2022\t Traveling\twith\tDenella\t Total\treach:\t1.7m,\tTotal\timpressions:\t33.4m\t \u2022\t JAPEX:\tShane\tNelson\t(Travelage\tWest)\t \u2022\tE\t rin\tCohen\t(February)\t-\t@Cohlabz\t \u2022\t CNN\tTravel\t \u2022\t Annie\u2019s\tRevenge\tGolf\tTournament:\tJason\tDeegan\t - Jamaica CARES Campaign -\tFollowers:\t115k,\tEMV:\t$227.4k,\t (GolfPass), Johnny Newbern (Golf WRX), Timm Matthews (Golf Talk America) Total\treach:\t184.7k,\tTotal\timpressions:\t7.7m\t \u2022\t One\tLove\tAffair:\tCodie\tLiermann\t(TravelPulse)\t Crisis Communication 2022 \u2022\t ScubaNation\tTV:\tBilly\tCatoggio\t LHG provided media and social media monitoring Upcoming and\treporting\tfor\tthe\tfollowing:\t \u2022\t Haute\tLiving\t \u2022\t The\tGrio\t \u2022\t JTB\tTravel\tAdvisory\tBrief\t(April\t2021)\t \u2022\t VOGUE\t \u2022\t Departure\tof\tJTB\tSenior\tStaff\t(June\t2021)\t \u2022\t AFAR\t \u2022\t Resilient\tcorridors\t(August\t2021)\t \u2022\t TravelAwaits\t \u2022\t Jamaica\u2019s\tRise\tin\tCOVID-19\tCases\t(August\t2021)\t \u2022\t Forbes\t \u2022\t Mocha\tFest\t(August\t2021)\t 83 | JAMAICA TOURIST BOARD \u2022\t Hedonism\tII\t(August\t2021)\t \u2022\t No\tMovement\tDays\t(August\t2021)\t \u2022\t Jamaica\tRaised\tto\tCDC\tLevel\t4\t(September\t2021)\t \u2022\t Omicron\tVariant\tSA\tRestrictions\t(November\t2021)\t \u2022\t Holiday\tGathering\tShooting\t(January\t2022)\t \u2022\t Jamaica\tRaised\tto\tCDC\tLevel\t4\t(January\t2022)","Media Performance Travel Media Association of Canada Conference Fever Pitch participated in the annual Travel Media Total impressions Association of Canada (TMAC) conference from June April 2021 \u2013 March 2022 1 - 3 on behalf of the Jamaica Tourist Board. Hosted virtually for the first time, the event drew 110 media 254,060,188,496 attendees and 66 industry representatives. The Agency hosted media marketplace appointments with Ad value: $146,084,608.39 24\t journalists,\t bloggers\t and\t travel\t influencers.\t The\t one-on-one discussions were a valuable opportunity Share of Voice to engage with consumer travel media, provide updates on the Destination\u2019s travel protocols, pitch Jamaica-themed story ideas, and identify candidates for future press trip opportunities and promotional partnerships. 30% 19% Virtual Product Showcase 7% On July 20, nearly 500 Canadian retail agents gathered online to connect with 35 participating 18% 19% suppliers and airline partners during Jamaica\u2019s first- ever Virtual Product Showcase. Fever Pitch prepared 7% and distributed a press release announcement prior to the event and secured representatives from five Jamaica travel trade media outlets to participate in the Barbados day. The Agency conducted extensive follow-up Cuba communications with each of the journalists to answer Aruba individual questions and provide supplementary Dominican Republic materials for their stories. Fever Pitch also prepared a Mexico welcome address for Jamaica\u2019s Director of Tourism to be read during the show and drafted a photo caption CANADA release following the event that was distributed locally in Jamaica. Special Events \u201cIrie\u201d Hour Social Media Marketing Workshop Digital media experts Pinch Social hosted an Baxter Travel Agent Appreciation Event exclusive Social Media Marketing Workshop for As part of a promotional partnership with Baxter Canadian travel advisors during the August 24 Media, Jamaica was invited to participate in the media edition of the JTB \u201cIrie\u201d Hour. The informative company\u2019s first-ever, virtual Travel Agent Appreciation professional development session was designed to event, on May 27. Fever Pitch coordinated with the provide agents with practical social media skills and JTB Canada business development team to build actionable strategies that they could implement to an exhibitor booth with digital promotional assets drive new business. Fever Pitch secured Pinch Social and creative materials for the travel professionals in to prepare the \u201cIrie\u201d Hour presentation free of cost. attendance. More than 200 retail agents and travel The Agency also sent out a targeted pitch to trade partners visited the Jamaica Tourist Board exhibitor media to secure press coverage ahead of the event space during the event. and to encourage registrations. JamWalk The JTB once again sponsored the annual JamWalk fundraiser event in support of the Helping Hands Jamaica Foundation. Fever Pitch joined JTB Canada team members to participate in the 5K walk in Toronto on September 26. The Agency also secured journalist Michael Pihach (PAX News) to participate in the event and helped to coordinate on-site interviews to support his coverage. ANNUAL REPORT 2021-2022 | 84","PUBLIC RELATIONS & COMMUNICATIONS CANADA CONT. \u2022\tMichael\tPihach\t(PAX\tNews)\t Special Events Cont. \u2022\tAnn\tRuppenstein\t(Baxter\tMedia)\t \u2022\tMichael\tBaginski\t(Travel\tIndustry\tToday)\t Edith Baxter Memorial Award An Agency representative provided on-site staffing Fever Pitch supported the concept development and support during the game. promotional launch of the inaugural Edith Baxter Memorial Award which received 22 nominations. \u201cAs part of the JTB\u2019s Some of the tactics involved overseeing the award ongoing partnership process, creation of a sponsorship deck, coordinating with MLSE, the Jamaica with judges to secure materials for website and tourist board hosted a promotion, negotiating and securing advertising special Jamaica Night placements, creating and distributing press releases, promotion at a Toronto and seeking approval for award materials. Football Club (TFC) game on October 16.\u201d Media Mission Jamaica\u2019s Minister of Tourism and Director of Toronto Football Club (TFC) Game Tourism participated in a Media Mission in Toronto As part of the JTB\u2019s ongoing partnership with Maple from September 30 - October 3. Fever Pitch secured Leaf Sports & Entertainment (MLSE), the Jamaica 9 one-on-one interviews for MOT and DOT with tourist board hosted a special Jamaica Night the following consumer, trade, and diaspora media promotion at a TFC game on October 16. Fever Pitch outlets:\t played an integral role in planning and executing the in-game activities. The Agency coordinated with \u2022\tBNN\tBloomberg\t(reach:\t2,074,109)\t TFC staff to secure and deliver tickets to travel agent \u2022\tG98.7\tRadio\t(330,000\tweekly\tlisteners) guests and industry partners, facilitated prizing for a \u2022\tThe\tBrandon\tGonez\tShow\t(27,600\tsubscribers)\t half-time giveaway, and drafted and submitted trivia \u2022\tTravelPulse\tCanada\t(UMV:\t88,409)\t questions for the contest. An agency representative \u2022\tTravelweek\t(UMV:\t70,623)\t was also on-site to provide support during the game. \u2022\tBaxter\tMedia\t\/\tTravel\tPress\t&\tTravel\tCourier\t\t Virtual Product Showcase (audience:\t14,230)\t On November 24, more than 200 Canadian retail \u2022\tPAX\tNews\t(UMV:\t11,683)\t agents gathered online to connect with dozens \u2022\tOpenJaw\t(UMV:\t7,913)\t of travel suppliers and airline partners during \u2022\tTravel\tIndustry\tToday\t(UMV:\t3,390)\t Jamaica\u2019s second Virtual Product Showcase. Fever Pitch prepared and distributed a press release The Agency prepared detailed briefing books and announcement prior to the event and secured key messaging for MOT and DOT ahead of their representatives from travel trade media outlets to interviews. Fever Pitch staff were on-site for all participate on the day. The Agency also conducted meetings to help facilitate and provide assistance extensive follow-up communications with each of the with follow-up requests. journalists to answer individual questions and provide supplementary materials for their stories such as the Toronto Blue Jays Game virtual presentation recording and images. As part of the Jamaica delegation\u2019s fall mission to Toronto, the JTB Canada team hosted a select group of media for an exclusive event during a Toronto Blue Jays game at the Rogers Centre on October 2. Fever Pitch conducted media outreach to secure and facilitate tickets for 6 top tier journalists for the private\tJamaica-sponsored\tevent:\t \u2022\tDwight\tDrummond\t(CBC\tNews)\t \u2022\tNathan\tDowner\t(CTV\tNews)\t \u2022\tMarsha\tMowers\t(Travel\tPulse\tCanada)\t 85 | JAMAICA TOURIST BOARD","Beijing Winter Olympics Press Conference Jamaica 60 Toronto Launch Fever Pitch invited consumer, trade and diaspora The Canadian gala launch of Jamaica 60 was held media to attend the global press conference on on March 26 in Toronto and featured remarks from January\t28.\tWith\tthe\tfollowing\tattending:\t Minister Bartlett (prepared by Fever Pitch), a keynote \u2022\tMartha\tChapman\t-\tOpen\tJaw\t address by Minister Grange, along with musical \u2022\tMichael\tBaginski\t-\tTravel\tIndustry\tToday\t entertainment. Fever Pitch secured 11 media guests \u2022\tIan\tStalker\t-\tBaxter\tMedia\t to join the event and they enjoyed mixing and mingling \u2022\tSophia\tFindlay\t-\tToronto\tGleaner\t with the nearly 200 people in attendance, including \u2022\tAnnie\tCicvaric\t-\tTravelweek\t many prominent Jamaican Canadians. A church \u2022\tSimone\tJennifer\tSmith\t-\tToronto\tCaribbean\t service was also held on the morning of March 27, in Mississauga. Preliminary numbers indicate more Newspaper than 691k impressions from PR efforts around the \u2022\tA live TV interview for Chris Stokes was also Minister\u2019s visit to Toronto. coordinated with CTV News (national). Press Conference for Global Tourism Resilience Day Fever Pitch secured 4 Canadian media guests (February\t3):\t \u2022\tMichael\tBaginski,\tTravel\tIndustry\tToday\t \u2022\tJim\tByers,\tCanadian\tTravel\tNews\t \u2022\tIan\tStalker,\tCanadian\tTravel\tPress\t \u2022\tAlwin\tSquire,\tVision\tNewspaper\t(Diaspora) Jamaican Patty Day in Toronto \u2013 February 23 Jamaica 60 Launch - cocktail reception and Sunday Promotions:\t church service at the Praise Cathedral. \u2022\tKiss\t92.5\tRadio\tPromotion\t \u2022\tInfluencer\tcampaign\t Press Opportunities, Media Relations \u2022\tMedia\trelations\t and Partnerships impressions:\t48+\tmillion\t(preliminary) Destination Update Press Trip Press Conference for George Brown MOU Signing Fever Pitch secured three key travel trade media to Canadian media attending the Global Tourism participate in a Destination Update themed press trip Resilience & Crisis Management Centre (GTRCMC) in\tJamaica\tfrom\tNovember\t7\t-\t11:\t MOU\tsigning\tand\tbook\tlaunch\tin\tToronto\t(March\t25):\t \u2022\t Ann\t Ruppenstein,\t Canadian\t Travel\t Press\t &\t Travel\t \u2022\tMichael\tPihach,\tPAX\tNews\t Courier\t(Reach:\t44,000)\t \u2022\tIan\tStalker,\tCanadian\tTravel\tPress,\tTravel\tCourier\t \u2022\tMing\tTappin:\tPAX\tNews\t(Reach:\t20,657)\t \u2022\tHelen\tHewetson,\tOpen\tJaw\t \u2022\tIan\tSmythe,\tOpen\tJaw\t(Reach:\t17,752)\t \u2022\tAlwin\tSquire,\tVision\tNewspaper\t(Diaspora)\t During their time in the Destination, media were \u2022\tAnthony\tJoseph,\tCaribbean\tCamera\t(Diaspora)\t hosted by Fever Pitch representative Laura Di Nardo \u2022\tSophia\tFindlay,\tJamaica\tGleaner\t(Diaspora)\t and were treated to a variety of local experiences \u2022\tAlain\tArthur,\tCaribbean\tVibrations\t(Diaspora)\t including a farm-to-table meal at Stush in the Bush, Speaking notes were also prepared for Minister rafting on the Martha Brae River, and a visit to Mystic Bartlett. Mountain. Media also attended a special breakfast press event during which DOT presented a full destination update and outlook for 2022. ANNUAL REPORT 2021-2022 | 86","PUBLIC RELATIONS & COMMUNICATIONS CANADA CONT. Quarterly Media Newsletter Fever Pitch launched a new Canadian media Press Opportunities, Media Relations newsletter program for the Jamaica Tourist Board in and Partnerships Cont. May. Timely newsletters were distributed on a quarterly basis in spring, summer, fall and winter to encourage Destination Update Press Trip Cont. media to produce stories on the Destination. Fever Pitch secured an additional two journalists to Spring\tResults:\t \t attend\tthe\tvirtual\tpresentation:\t \u2022\tNewsletter\topen\trate:\t39.4%\t\t (industry\taverage:\t17%)\t \u2022\tBruce\tParkinson,\tTravelPulse\tCanada\t \t \u2022\tTop\tperforming\tstories:\tChukka\tTours,\tGeejam\t (Reach:\t193,906)\t Hotel expansion \u2022\tMichael\tBaginski,\tTravel\tIndustry\tToday\t\t Summer\tResults:\t (Reach:\t2,310) \u2022\tNewsletter\topen\trate:\t44.26%\t\t (industry\taverage:\t17%)\t \t \u201cJamaica Honeymoon \u2022\tTop\tperforming\tstories:\tculinary\texperiences,\tnew\t Sweepstakes \u2018No Ocean Eden Bay hotel Wedding, No Cry\u2019, offered couples with Fall\tResults:\t \t cancelled weddings \u2022\tNewsletter\topen\trate:\t39.87%\t\t in 2020 the chance to win a honeymoon (industry\taverage:\t17%)\t getaway.\u201d \u2022\tTop\tperforming\tstories:\tBoutique\tWedding\tVenues,\t \u201cOne Love Affair\u201d Press Trip Enhanced PCR Testing Services for Canadian Fever Pitch assisted the Lou Hammond Group in travellers coordinating the \u201cOne Love Affair\u201d Press Trip for Codie Liermann, Senior Editor at Travel Pulse. Winter\tResults:\t \t Codie Liermann covered the event for the US and \u2022\tNewsletter\topen\trate:\t37.3%\t\t Canadian markets. The event was very successful and saw coverage picked up by all 6 Canadian trade (industry\taverage:\t17%)\t publications, totaling a reach of 234,316. Coverage is included in our earned media coverage section. \u2022\tTop\tperforming\tstories:\tNew\tROK\tHotel\tin\t Kingston, signature wellness experiences MIX 97 Radio Come-Along & Press Trip In early March, 65 consumers joined a radio come- Written Materials & Earned Media Coverage along to Bahia Principe for five days of fun in the sun. There were daily live broadcasts from Bahia Throughout the 2021-2022 period, Fever Pitch each day, including live interviews with Jamaica distributed 28 press releases (approximately 2.3 per representatives coordinated by Fever Pitch and the month), wrote approximately 11 sets of speaking JTB team. We worked with the JTB Canada team to notes for various JTB representatives and the arrange branded Jamaica gifting items for the group Minister of Tourism, and drafted several reactive to receive on arrival. Fever Pitch also coordinated a media statements. press trip to Negril for show host Sean Kelly after the Our media relations outreach throughout the year group trip, and upon his return home he produced garnered\t an\t impressive\t 78+\t million\t earned\t media\t several human-interest radio stories. impressions. Promotions & Special Projects \u201cNo Wedding, No Cry\u201d Sweepstakes Working in collaboration with FINN Partners, Fever Pitch conceptualized and executed the Jamaica Honeymoon Sweepstakes \u201cNo Wedding, No Cry\u201d, which was launched in conjunction with the Jamaica Bridal Expo and the \u201cMy Heart BeatsJA\u201d microsite debut. 87 | JAMAICA TOURIST BOARD","The sweepstakes offered couples with cancelled Enhanced PCR Testing Launch weddings in 2020 the chance to win an ultimate In October, the Agency worked with JTB teams in 4-night honeymoon getaway to Moon Palace Jamaica. Canada and Kingston to develop and distribute The sweepstakes was open to US, Canada, and UK press, trade and consumer materials announcing the residents March 22, 2021 - April 12, 2021. The new accessible PCR testing services for Canadian campaign was supported with paid social media travellers\tin\tJamaica,\tincluding:\t (administered by FINN Partners) targeting engaged and recently married couples in the US, UK, and \u2022\tPress\trelease\tfor\ttrade\tand\tdiaspora\tmedia\t Canada on Facebook and Instagram. The agencies \u2022\tTrade\tletter\tfor\tindustry\tpartners\t secured 10 articles in US and Canadian outlets, \u2022\tFAQs\tfor\tVisit\tJamaica\twebsite\t generating a total of 34,484,832 media impressions. \u2022\tOrganic\tsocial\tpost\tfor\tVisit\tJamaica\tCanada\t The sweepstakes received 240 entries in total. Travel Agent Day Caricatures Facebook page In support of the JTB Canada\u2019s Travel Agent Day \u2022\tDedicated\tstory\tfor\tVisit\tJamaica\tconsumer\tmedia\t Caricature initiative, Fever Pitch executed a media relations campaign targeting trade outlets in Canada. newsletter The Agency drafted and distributed a press release and commissioned personalized caricatures of five Short Story Contest key journalist contacts from TravelPulse Canada, This summer, the JTB Canada Sales Team hosted an Travelweek, PAX News, Baxter Media and Travel online short story contest for travel agents encouraging Industry Today. Coverage for the campaign was them to share their favourite stories about Jamaica. secured in all major outlets and media were thrilled Fever Pitch Account Director, Jessica Napier, served with their custom illustrations. The Agency secured as one of the judges for the competition and secured an additional feature placement that included five two other industry representatives to evaluate the agent caricatures in Baxter Media\u2019s annual Travel entries:\t Michael\t Baginski\t of\t Travel\t Industry\t Today\t Agents Appreciation issue. and professional event host and storyteller Sandra Travel Agent Next Door Blog Series Whiting.\t The\t Agency\t gathered\t the\t 20+\t entries\t for\t In early 2021, Fever Pitch negotiated a 6-part the contest and prepared and distributed an entry editorial feature series on Jamaica with travel trade package to the panel of judges. We reviewed and platform, The Travel Agent Next Door. Monthly blog assessed all the entries, tallied final scores and posts were designed to highlight key resort regions presented the final three winners to the JTB team. across the island and ran until July 2021. In April, Winners were announced in September. May and June, Fever Pitch researched and wrote custom articles on three of Jamaica\u2019s scenic resort Baxter Media \u2013 Travel Agent Appreciation Issue regions:\t Ocho\t Rios,\t South\t Coast\t and\t Kingston.\t The\t Jamaica submitted a half-page digital advertisement editorial pieces were submitted to The Travel Agent in support of Baxter Media\u2019s annual Travel Agent Next Door along with complementary images. Appreciation Issue. Fever Pitch facilitated the ad Bond \u201cNo Time To Die\u201d Release placement, wrote copy and selected image options Fever Pitch and Four Communications in the UK for the creative, and liaised between Baxter Media collaborated to develop a coordinated global public and the JTB in order to ensure all required materials relations plan to leverage media opportunities for were developed and delivered on deadline. Jamaica ahead of the \u201cNo Time to Die\u201d film release. A press release was drafted and distributed to OFFSHORE Magazine consumer, trade and diaspora media on September Jamaica contributed a full-page print advertisement 23, accompanied by an exclusive teaser video in support of Baxter Media\u2019s OFFSHORE magazine. showcasing filming locations on the island. The Fever Pitch helped to facilitate a premium advertising video was also shared on the JTB Canada Facebook opportunity with a high-end print magazine distributed page and was boosted with a paid campaign during in\t Muskoka,\t Toronto\u2019s\t affluent\t cottage\t country.\t The\t the week of the film\u2019s debut in October as part of Agency coordinated with the JTB marketing team and the ongoing Facebook amplification program in Beautiful Destinations to deliver a luxury-focused Canada. We continue to develop strategic plans for full-page front cover ad for the seasonal issue. upcoming Bond activations, including a Bond Trail announcement and press trip. ANNUAL REPORT 2021-2022 | 88","PUBLIC RELATIONS & COMMUNICATIONS CANADA CONT. Toronto Football Club Partnership Promotions & Special Projects Cont. Fever Pitch worked with the Jamaica Tourist Board to develop an integrated partnership with the Toronto IGNITE Magazine Summer Campaign Football Club (TFC). The promotional initiative As part of an ongoing summer promotional campaign included on-field LED signage, a 4-week out-of- with IGNITE Magazine, Fever Pitch drafted and home (OOH) billboard advertising campaign, live submitted copy and images for two sponsored activations at a home game on October 16, a digital newsletter features showcasing Jamaica\u2019s MICE sweepstakes,\t and\t a\t player\t ambassador\t influencer\t offerings. The articles \u201cLet\u2019s Meet in Jamaica\u201d and campaign. \u201cMix Business with Pleasure in Jamaica\u201d appeared Travelweek Jamaica Travel Specialist (JTS) in the publication\u2019s Rise and Shine newsletter with a Campaign total reach of 25,409. Fever Pitch negotiated an integrated marketing ACTA Destination Spotlights campaign with Travelweek Group on behalf of the JTB Fever Pitch drafted five custom Destination Spotlight to generate increased awareness for the JTS program. articles as part of an integrated partnership campaign The campaign ran for 6 weeks in September and with the Association of Canadian Travel Agencies October and included digital advertising, editorial, (ACTA). The editorial pieces appeared in a variety custom e-newsletters, and social media promotions. of e-newsletters distributed to ACTA\u2019s travel agent In October, the Agency drafted and submitted a members and were posted on the ACTA website. Q&A interview feature with Minister Bartlett and a Caribbean Vibrations TV Promotion custom advertorial piece showcasing the Wedding & Fever Pitch continued to coordinate the \u201cWelcome Honeymoon component of the JTS program. Fever Back to Jamaica\u201d TV promotion with Caribbean Pitch also worked with the JTB team to prepare Vibrations, one of Canada\u2019s leading national diaspora creative assets for a dedicated e-newsletter to support travel programs. The Agency collaborated with the the campaign. JTB team to plan the itinerary for the on-island Holiday Trade Ads & Media Gifting press trip, which took place August 12 - 19. We Fever Pitch assisted the JTB Canada office in securing also assisted in making travel arrangements for the mailing addresses for key travel trade editors and production crew, securing a Letter of Intent and writers so that they could receive the annual holiday equipment list, and following up with the crew to gift. In addition, Fever Pitch managed the execution provide additional imagery and b-roll footage for the of holiday trade greetings ads placed with two trade episode. Fever Pitch also drafted speaking notes partners:\t Travelweek\t and\t Travel\t Courier.\t Fever\t Pitch\t and provided on-the-ground support for an in-person selected the images and wrote the copy for the interview between JTB Regional Director Angella advertisements. Bennett and show host Alain P. Arthur on August 5. HELLO! Canada Weddings Campaign The interview appeared in the season premiere of Fever Pitch negotiated and secured an integrated Caribbean Vibrations on OMNI TV on September 18 print and digital partnership with HELLO! Canada\u2019s and 19. The follow-up \u201cWelcome Back to Jamaica\u201d special Weddings issue. The promotion included a full- episode will air in January 2022. page custom advertorial in the magazine and online, editorial, a co-branded trip giveaway sweepstakes, 89 | JAMAICA TOURIST BOARD and digital display advertising. Fever Pitch helped coordinate the launch of the sweepstakes which was announced during an Instagram Live on January 24 between the JTB\u2019s Angella Bennett and HELLO!\u2019s Digital Editor. We also liaised with the HELLO! Team and partners on contest creative and messaging for social media and HELLO\u2019s e-newsletter. The contest received more than 14k entrants. Facebook Media Amplification Programme In 2021, Fever Pitch introduced a new program to amplify earned media coverage to targeted audiences that would not organically see a post on the Visit Jamaica accounts. With a budget of just","$2,000 CAD, we have achieved over one million \u201cNo Time to Die\u201d \u2013 World Premiere impressions. Building on this success, Fever Pitch Four Communications secured award-winning has recommended expanding this program for British-American singer, Celeste, to attend as JTB 2022\/2023, and moving from a passive \u201cawareness\u201d London\u2019s guest at the World Premier of James Bond objective to an active \u201cengagement\u201d objective to \u2013 \u201cNo Time To Die\u201d on September 28, 2021. Four create higher value results. Through website pixel data, Communications distributed images of Celeste and consumer database lists, social account engagement, representatives of JTB London in attendance at the as well as Facebook\u2019s own segmentation tools, we\u2019re premiere on social media and in a press release to able to target specific Canadian audiences that we UK trade media and Jamaican media. know are interested in learning more about Jamaica, driving engagement and moving travelers down the \u201cNo Time To Die\u201d UK Exclusive Screening market funnel towards purchase. On September 29, JTB UK and Four Communications hosted an exclusive screening of the James Bond film, \u201cThe Jamaica Tourist \u201cNo Time To Die\u201d. Four Communications secured Board sponsored media from 12 top entities to attend the event London\u00a0Jerk Festival, with the JTB UK office and secured a photographer with the Sunday Jerk to attend and capture pictures of the night. Four Roast\u00a0running from Communications issued a press release to distribute May \u2013 August 2021.\u201d to UK trade media with the imagery. UNITED KINGDOM\/NORTHERN EUROPE World Travel Market (WTM) 2021 Four Communications secured key consumer Special Events and travel trade media meetings for the Minister of Tourism, Director of Tourism and Elizabeth Rally X Nordic Team Frazzz 2021 Fox, and provided a full briefing document. The Jamaica Tourist Board sponsored Fraser McConnell, Agency also secured key broadcast opportunities Jamaica\u2019s first rallycross driver, competing in Rally for the Minister of Tourism (including CNN). Four X Nordic, with events taking place in Denmark in Communications drafted a news release for media, May, Finland in June and Sweden in August. Press highlighting the latest developments in Jamaica, and releases were sent out in Swedish and Finnish to two additional news releases covering JTB\u2019s time at sports journalists for the event. Plans to host an WTM and results from the show, and the Minister of event with Fraser McConnell in attendance had Tourism\u2019s appearance at City Nation Place. to be cancelled due to the ongoing pandemic. Conference of the Parties (COP) 26 Due to Covid-19 restrictions, most of the races The UK hosted the 26th UN Climate Change were completed without any audience and watched Conference, COP26, in Glasgow from October 31 \u2013 it through live streaming. November 13, 2021. The COP26 summit brought Sunday Jerk Roast and London Jerk Festival parties together to accelerate actions towards the The Jamaica Tourist Board sponsored the London Jerk goals of the Paris Agreement and the UN Framework Festival, with the Sunday Jerk Roast running from May Convention on Climate Change. Four Communications \u2013 August 2021. The event, took place on August 7, accompanied the Minister of Tourism to Glasgow for and highlighted the importance of Food and Music in the event to manage related PR activities. Jamaican culture. Four Communications hosted with City Nation Place JTB London and secured 6 media attendees for the City Nation Place Global Conference brings JTB-sponsored brunch. Ahead of the event, Four together brand and marketing leaders to learn from Communications issued a food-themed press release each other and be inspired. Discussions include to promote the festival and the Jamaican food scene. planning for the future, strategies for building civic pride, attracting investment and re-building tourism economics. The 7th edition took place on November 4, 2021, in London. Four Communications secured a speaker slot for the Minister of Tourism, Hon. Edmund Bartlett, and accompanied him to the City Nation Place Global Conference where he gave a 15-minute fireside chat and Q&A. ANNUAL REPORT 2021-2022 | 90","PUBLIC RELATIONS & COMMUNICATIONS UNITED KINGDOM\/NORTHERN EUROPE \u2022\tE\t d\tFinn\t\u2013\tRadio\tand\tTV\tpresenter\tSunshine\tRadio\t \u2022\tG\t emma\tTipton\t\u2013\tFreelance\tand\tIrish\tTimes\t CONT. \u2022\tA\t pril\tDew\t-\tGetaways\twith\tKids\t Special Events Cont. \u2022\tI\tsabel\tConway\t\u2013\tFreelancer\t\t \u2022\tD\t on\tShearer\t\u2013\tTravelbiz.ie\t\t Aspire Awards 2021 \u2022\tL\t arissa\tNolan\t\u2013\tIrish\tMirror\t Aspire Awards recognized the achievements of \u2022\tP\t aul\tMcLauchlan\t\u2013\tIrish\tExaminer\t the high-end sector during an in-person ceremony \u2022\tJ\t im\tMurty\t\u2013\tTravel\teditor\t on December 13, 2021, at new luxury hotel, The Londoner, in Leicester Square. The event was held in International Media Marketplace March (IMM) partnership with headline sponsor Celebrity Cruises. IMM is where the global industry meets the media. Other sponsors included One & Only, Air Charter The 2-day event (March 14-15) at QEII Centre in Services, Silversea Cruises, Mail Metro Media, Cayman London\tis\tfirmly\testablished\tas\tan\tinfluential\tannual\t Islands and Visit USA. Four Communications helped event for making new media connections and nurturing create the entry for best luxury tourist board, for established relationships. Timed, pre-scheduled which the JTB was shortlisted. Four Communications meetings between exhibitors and journalists are also invited media to attend as guests of the JTB. the cornerstone of IMM. Four Communications attended with two representatives at the 2-day event Winter Olympics and\t met\t with\t 42\t journalists,\t influencers\t and\t media\t The Agency liaised with co-sponsors Sandals, to personalities. A full contact report with all 42 media support interviews with the Jamaica Winter Olympics profiles was shared with JTB. team on their return to the UK. \u201cThe team liaised with Bob Marley Exhibition Sandals to support TV Four Communications attended the VIP preview of celebrity\u00a0Fred\u00a0Siriex\u2019\u00a0visit the \u201cOne Love\u201d Bob Marley immersive experience at to Jamaica to the Saatchi Gallery in London and invited key media create\u00a0romantic including: experiences outside \u2022\tJ\t ames\tHenderson\t(Freelance\tMail\tand\tTelegraph)\t\t resorts.\u201d \u2022\tRajan\tDatar\t(BBC)\t \u2022\t\tGeorge\tRuddock\t(The\tGleaner)\t Jamaica 60 Week \u2022\t\tMarjorie\tYue\t(Daily\/Sunday\tMirror)\t The launch of Jamaica 60 was a key focus in April 2022. In preparation, Four Communications \u201cMeet the Media\u201d Ireland facilitated 5 activities for the Minister of Tourism, Hon. \u201cMeet the Media\u201d is a 1-day networking event for Edmund Bartlett throughout his stay. the international travel trade and consumer media. It was held in Dublin on Monday, February 14, \u2022\tF\t our\tCommunications\tfacilitated\t8\tbroadcast\t 2022. Media from all over Ireland and the UK (print, interviews for the Minister of Tourism broadcast,\t online,\t digital,\t bloggers\t and\t influencers)\t connected with worldwide travel suppliers including \u2022\tT\t he\tteam\taccompanied\tthe\tMinister\t airlines, hoteliers, tourist boards and tour operators. to Birmingham for the church Four Communications attended on behalf of JTB launch and oversaw photography. London and shared a contact report. \u2022\tF\t our\tCommunications\torganised\tand\t Media Meetings hosted a media event in London with over 40 \u2022\tT\t om\tSweeney\t\u2013\tThe\tHerald\tand\tMediahuis\t journalists attending. \u2022\t\tMaeve\tCampbell\t-\tEuronews\tTravel\t \u2022\t\tJim\tGallagher\t\u2013\tFreelance\t \u2022\tY\t vonne\tGordon\t\u2013\tTravel\twriter\t \u2022\tL\t ar\tFlynn\t\u2013\tDublin\tCity\tFM\t\t \u2022\t\tBarry\tCouglan\t\u2013\tFreelance\t\t 91 | JAMAICA TOURIST BOARD","\u2022\tM\t edia\tand\tguest\tinvitations\tissued\tfor\t Frank Mannion\u2013Mail Online the Minister\u2019s book launch Four Communications offered partial support to Frank Mannion on his major trip through Jamaica for \u2022\t\tFour\tCommunications\tcreated\t8\tpress\treleases\t Mail Online. and photo captions releases James Henderson\u2013Mail On Sunday \u2022\tT\t he\tFour\tCommunications\tteam\tdrafted\tspeaking\t The team supported the press visit for James points\tfor\t5\tevents:\tchurch\tservice,\tJamaica\t60,\t Henderson to write about Jamaica 60 for Mail top sellers, book launch and Hall of Fame on Sunday. Broadcast Interviews Group Press Trip \u2022\t BBC\t Radio\t Derby,\t BBC\t Radio\t WM,\t BBC\t Radio\t A combined group press trip including Nordics and UK\twas\theld\tin\tApril\t2022.\tAttendees\tincluded:\t\t Gloucestershire and BBC Radio Leicester \u2022\tS\t ophie\tDonovan\t\u2013\tThe\tSun\t \u2022\t\tBBC\tRadio\tLondon\t\t \u2022\tMarjorie\tYue\t\u2013\tMirror\tand\tReach\ttitles\t \u2022\t\tTimes\tRadio\t\t \u2022\t\tSky\tNews\t including Birmingham \u2022\t\tBBC\tNews\t \u2022\t\tJessica\tBerghult\t\u2013\tKapital\tNorway Total\taudience:\t31,536,000\t \u201cMarried at First Sight\u201d Total\tvalue:\tUSD\t3,598,468\t\t Four Communications secured interest from mainstream TV series \u201cMarried at First Sight\u201d to film Print Interviews a honeymoon in Jamaica.The programme matches \u2022\tT\t he\tIndependent\t couples according to a panel of experts. They meet \u2022\tT\t ravel\tWeekly\t minutes before they marry, and it is aired in the UK \u2022\tT\t he\tVoice\t\t on Channel 4. Four Communications coordinated \u2022\tT\t he\tGleaner\t their stay with Couples Tower Isle Resort. The crew \u2022\tT\t he\tGuardian\t visited from April 6 \u2013 13. \u2022\tT\t he\tTimes\t\t \u2022\t\tTTG\t\t Written Content Throughout 2021-2022 Four Communications and Press Opportunities, Media Relations & United Spirit Nordic (USN) distributed 60 press Partnerships releases, wrote multiple speaking notes for the Minister, and supported with crisis reactive statements. Nigel Tisdall USN created a Nordic press room through which press Four Communications secured a leading freelance releases get distributed. From May 2021 \u2013 April writer on JTB\u2019s first UK visit since Covid-19 2022 it has had 344 page views and 28 news hits. restrictions were relaxed. Main features were placed Opening\trate\tfor\tpress\treleases:\t43% in the Daily Telegraph, the UK\u2019s leading broadsheet, leveraging a new musical in London as a reason to visit Jamaica. Fred Siriex The team liaised with Sandals to support TV celebrity Fred Siriex\u2019s visit to Jamaica to create romantic experiences outside resorts. His fianc\u00e9 is Jamaican, and it is believed he will get married in Jamaica in the future. The article was published as \u201cFred\u2019s love letter to Jamaica\u201d. ANNUAL REPORT 2021-2022 | 92","SALES ACTIVITIES USA MARKET SUMMARY By May, some states were no longer requiring mandatory mask wearing for those who were Spring 2021 saw a gradual resurgence of confidence vaccinated. As consumer confidence continued to in travel as evidenced in reported growing airport grow so the travel marketplace showed increasing activities. Increased distribution of the COVID-19 signs of recovery with uptick in travel bookings. Travel vaccine across the US gave Americans the confidence advisors reported being busier than ever, with calls to travel both domestically and internationally despite and queries translating into new booking requests, the many restrictions put in place by countries some of which were last minute and others for the worldwide. After being confined for so long, many summer\/fall periods and into 2022. While the team were more than willing to maneuver the hurdles in continued to push the Destination through digital order to travel. media, in-person activities were gradually increased Both agents and consumers expressed renewed hope in conjunction with our supplier partners. in resuming some of the activities that they have In July, the rapid spread of the Delta variant was longed to participate in during the previous year, proving to be much cause for concern in the travel including of course travel, having been \u2018grounded\u2019 industry and negative association with travel was for so many months. on the rise again. While travel did continue, about Travel advisors began to report increased calls a quarter of American travelers were reportedly from clients who wanted to either rebook because postponing travel. There was a struggle to get some of cancelled plans in 2020 or were seeking new persons to take the vaccine and\/or to wear a mask. bookings, just to get away for a while. Bookings were While travel agents were not reporting widespread reportedly focused on family travel, birthday getaways, cancellation and postponement, there were girlfriends\u2019 getaways, destination weddings, and expressions of concern from clients concerned about honeymoons. travelling during this period, when the virus was With the ever-changing protocols for both Jamaica spreading so quickly. Some clients were reportedly and the US in the effort to make travel as safe as choosing to travel before, in their opinion, the possible, continuous updates to the travel trade situation became worse. Group travel continued, and consumer groups remained vital. Even as as many visitors felt safer and more comfortable the restrictions were gradually lifted, it remained travelling with friends and family. necessary to keep everyone informed. By September, the marketplace regained some The JTB Sales Team started to conduct in-person normalcy lost to the Delta-variant surge even while travel agency visits by appointments and attend consumers felt that COVID-19 had impacted their consumer and trade shows, all following the safety ability to have meaningful travel experiences. Some protocols at each event. We continued to also reach travelers reported high levels of COVID-19 anxiety agents via weekly webinars, Zoom calls and virtual during their trips. Business and convention\/group travel and consumer shows. meetings travel was on the rebound. 93 | JAMAICA TOURIST BOARD","To further control the spread of the Covid-19 virus, Our Objectives the US government put in place further restrictions on persons travelling to the US. On November 5, the \u2022\t Continued use of the virtual and online experience Centers for Disease Control and Prevention required while gradually returning to face-2-face encounters with few exceptions, noncitizens and nonimmigrant with travel partners. seeking to enter the United States by air to show proof of being fully vaccinated against COVID-19 before \u2022\t Keep trade and consumers engaged and updated boarding\ta\tflight\tto\tthe\tUnited\tStates\tfrom\ta\tforeign\t on the changing COVID-19 protocols prior to entry country. and while on island. The new Covid-19 variant, the highly contagious Omicron, was cause for concern but not enough \u2022\t Engage the Jamaican diaspora and encourage them to deter most from moving ahead with travel plans to vacation on island. both domestically and internationally. There was a significant impact on travel, however, as testing sites \u2022\t Increase awareness of the Jamaica tourism product. became overcrowded causing delays in testing and \u2022\t Target cruise passengers to update them on cruise and delivering results. Flights were also affected by delays as crew memebers became ill with the virus. ship protocols for Jamaica while also offering land Adverse weather conditions further added to the mix alternatives to those still unwilling to cruise. during the busy holiday season well into January The Jamaica Travel Specialist Group Page on 2022. Facebook which became a virtual lifeline for The travel agent community and their clients travel advisor partners seeking information on the welcomed the news that, as at March 1, 2022, travel constantly updated entry protocols, continued to grow authorization was no longer required for travel to in numbers, reaching 11,695 at the end of March Jamaica. As the Covid-19 Omicron variant began to 2022. Topics discussed included COVID-19 testing, pass\t its\t peak,\t generally\t flattening\t towards\t the\t end\t travel authorization, passport entry requirements, of March, many states relaxed most of their safety medical insurance, curfew and no movement protocols and travel advisors started reporting that an days, recommendations or requests for resorts and increasing number of persons were requesting quotes attractions, etc. As the year progressed and the for travel. With travel on the uptick the common hurricane season approached, these became topical complaint among travel advisors was the cost of issues, along with the increasing cost of airline airfare and difficulty finding certain hotel categories tickets as more persons sought to travel and the in Jamaica. airlines began increasing the cost of air seats in an attempt to recoup losses. The JTB continued to engage membership through online contests, offering participants who were able to correctly answer questions on the islands tourism product, a chance to win branded items. ANNUAL REPORT 2021-2022 | 94","SALES ACTIVITIES USA MARKET SUMMARY CONT. The Jamaica Travel Specialist Program continued to be the vehicle for measuring travel agent productivity Our Objectives Cont. and guiding us on how and where to focus marketing activities. There was an ongoing drive to recruit The Monthly Webinar Series, which had been new agents to the program and encourage graduates increased to twice monthly continued to provide a to remain active in the program by recording their platform for the JTB to give more supplier partners the Jamaica bookings. opportunity to promote the Destination and regularly update the trade on the evolving entry protocals that It was with great enthusiasm that travel advisors were constantly adapting to the COVID-19 variants. welcomed the return of the Jamaica Travel Specialist Feedback from supplier partners and travel advisors One Love Affair which had been cancelled in 2020. was positive. Many expressed gratitude to the JTB for Hosted at the Ocean Coral Spring from December the exceptional support given throughout. 9-12, 2021 the event had 50 agents and 35 companions in attendance along with JTB staff \u201cThe Jamaica Travel and industry partners. Attendees expressed their Specialist Program profound gratitude and many declared that on the continued to be the heels of the Covid-19 pandemic, this was an extra vehicle for measuring special experience for them. travel agent productivity Consumers remained a vital part of our marketing and guiding us on how thrust and every effort was made to target and engage and where to focus this sector through a mix of online and in person marketing activities.\u201d activities. The Jamaican diaspora which was crucial to Trade Outreach Jamaica\u2019s tourism recovery during the height of the In April 2021, there was a cautious and gradual Covid-19 pandemic continued to be a focus of our transition to in-person sales activities as the virus engagement, through virtual and in-person activities. started to ebb and protocols were relaxed. The Cruise Tourism emergence of the Delta variant however, necessitated a The JTB also continued to engage with travel agents retreat to meeting via online platforms, telemarketing who specialized in cruise travel. As cruises slowly and tour operator partner webinars. The monthly made a comeback, it became even more necessary to eNewsletter increased to weekly as the travel trade engage this sector to update them on protocols related continued to seek information on marketing activities to cruise ships stopping at Jamaica\u2019s ports. In-person and changing protocols. Social media platforms - attendance at trade shows such as, Cruise360 and Facebook, Twitter, Instagram and LinkedIn - remained CruiseWorld, were part of our marketing activities essential outreach tools. as was a continued alliance with the travel agency Familiarization Trips (Fam Trips) franchise network, Cruise Planners. Fam trips made a comeback in late 2020, and continued into the 2021-2022 period under review. Activities Overview The fam rotations were themed to run the gamut of experiences and categories of accommodations, Webinar Series including all-inclusives, luxury and small boutique During the period under review, the US team undertook properties, all while showing the safety protocols a total of 21 national webinars reaching 12,650 trade implemented by the Destination, the hotel properties, partners. The aim was to keep travel advisors updated attractions and tours to keep residents and visitors on the tourism product and COVID-19 protocols. safe. Once webinars were completed, a recording of the session was posted and housed on the Visitjamaica \u201cOne Love Room\u201d (www.visitjamaica.com\/usa) so travel advisors are able to review at their leisure. Jamaica Travel Specialist (JTS) Webpage The JTS website, (www.oneloverewards.com), with over 40,000 registered travel advisors continued to provide a platform where agents are able to register to 95 | JAMAICA TOURIST BOARD"]