There are moments in our work history, in the passage of a country’s economic journey, and even in our individual lifetimes that deserve to be marked properly, not because they are ceremonial, but because they signal the turning points where effort, sacrifice, and vision converge to shape the future.

They remind us that progress is not accidental — it is earned, and it must be acknowledged if we are to carry its lessons forward.

The 61st annual general meeting of the Fiji Hotel and Tourism Association was one of those historical moments when members confirmed a new board and elected Josephine Moffat of Musket Cove Island Resort and Marina as FHTA president.

In doing so, the association elected its first-ever female president in its 62-year industry journey.

More than a milestone, it is perhaps a signal reminding us that leadership in tourism must continue to reflect the people who make this industry work every day, across our resorts, hotels, marinas, dive operations, transport businesses, restaurants, airlines, suppliers and support services.

Women have always been central to Fijian tourism. They have led from front desks, reservations offices, kitchens, finance teams, housekeeping departments, sales teams, communities, boardrooms and family businesses.

Often, they have done so without the visibility or formal recognition much more richly deserved.

That family connection is just as significant, linking Josephine to one of Fiji’s pioneering resort leaders and a former FHTA president.

Yet it is her own record that matters most as she steps into the presidency with proven experience, sound judgement, and a clear commitment to sustainability and the future of tourism — qualities that define her guidance of the sector into the future.

That combination of heritage and fresh direction is invaluable at this point in Fiji’s tourism journey. Especially now that we have moved past recovery and are confronting the harder questions of how we grow the economy, with tourism expected to continue doing the heavy lifting.

How do we grow without weakening the very assets that make Fiji attractive?

How do we lift standards without making compliance impossible or unaffordable for smaller operators?

How do we expand investment while keeping communities, landowners and local businesses part of an inclusive value chain?

How do we remain competitive when the cost of doing business, workforce shortages, infrastructure pressures and regulatory demands are all moving in different directions?

And how do we balance the expected increase in tax burdens on tourism operators who are already managing relentless cost pressures just to stay viable?

We hear calls to reduce industry pricing from those worried Fiji may be losing visitors to cheaper Southeast Asian competitors.

Yet in the same breath, they acknowledge the difficulty of securing hotel bookings between April and October while demanding 4000 new rooms be delivered quickly.

The reality is that high occupancies persist despite higher pricing — driven by the market forces of demand and supply, and by unavoidable cost pressures from fuel, skilled labour retention, and the high cost of doing business in Fiji.

These conditions make discounting illogical unless filling specific booking gaps, and 4000 more rooms during our low seasons will mean far lower occupancies when we hit those low seasons than we do currently.

In fact, the sector’s current ability to attract higher-value visitors who stay longer and spend more is what delivers stronger foreign exchange earnings and higher tax revenues to government.

To demand lower prices while insisting on rapid expansion ignores the fundamentals: the industry cannot be asked to do more with less while carrying the weight of national growth.

Adding 4000 new rooms might also mark some milestone moments for the industry and, therefore, Fiji’s economic journey.

With plans to expand the Nadi International Airport and over 50 tourism development projects coming online over the next few years, we can expect the increasing pressure on water, power, waste management, solid waste, and affordable housing to explode unless plans to address these take place in tandem.

And if the misplaced plans to replace locomotives with cane trucks are allowed to progress, then we can expect our current traffic problems in the west to bring traffic to a standstill.

Again, we can make this next step in tourism’s journey a historical milestone because we planned our progress with foresight, integrated infrastructure investment, and a clear commitment to balancing growth with sustainability and community wellbeing.

This year is also shaping up to be a milestone year for legislative activity, with a significant number of amendments and new laws being introduced.

Many of these carry stronger enforcement measures and penalties than we have seen before.

However, the pace and process of consultation have often left the wider public with limited awareness or opportunity to engage – whether because notices are issued late, meetings are held in less accessible locations, or consultation does not take place at all.

The year ahead and into the future demands strong but balanced leadership. For us, the AGM is always a reminder that the association is only as strong as the members who participate in it.

As the incoming president, Josephine encouraged more members to put their hands up for future board service. Representative leadership cannot happen by accident. It requires members from different regions, property types, business sizes and tourism segments to step forward.

The more diverse the board, the better the association can understand and represent the industry it serves. The same can be said of the nation, and why more women must step forward into leadership roles.

Tourism is changing quickly, with visitor expectations shifting. Global competition is sharpening. Digital systems are becoming part of compliance.

Workforce development is becoming more urgent. Sustainability is increasingly tied to market access. Communities are rightly expecting tourism to deliver more meaningful local benefits.

Investors are looking for certainty. Operators are asking for fairness, consistency and clarity.

None of these issues can be solved by one person, one board, one agency or one annual meeting. They require sustained work.

So while this AGM will be remembered for the election of FHTA’s first female president, it should also be remembered as a moment when the association reaffirmed its core purpose.

Here to serve the industry, to protect the space for members to operate, invest, employ, innovate and grow.

Here and present to ensure tourism has a clear, credible and united voice in national decision-making or policy shaping.

Tourism is entering a milestone decade of growth, but that growth will only be meaningful if it is matched by supportive infrastructure.

Expanding room capacity, airports, and visitor facilities must go hand-in-hand with investments in water, energy, waste management, housing, and transport systems.

Without this alignment, growth risks becoming unsustainable and eroding the very assets that make Fiji attractive.

With it, however, we can ensure that tourism’s next chapter is not just about numbers, but about resilience, inclusivity, and shared prosperity across communities and the wider economy.

And after 61 years, our voice is as strong and as critical as ever. This time, with more women leading the charge.