As we wind down into the last few months of the fourth quarter of 2026 and prepare our budgets and strategies for 2027, it is timely to reflect on where we are heading as the industry that continues to deliver the highest economic returns for Fiji.
Tourism has not only proven its resilience in the face of global and local challenges, but it has also remained the country’s most consistent driver of growth, employment, and investment.
The question before us now is how we sharpen our focus, strengthen our competitiveness, and align our strategies to ensure that the sector’s success translates into broader national prosperity — because when tourism thrives, Fiji thrives.
Looking ahead, the challenge is not simply to maintain this momentum, but to sharpen our competitiveness, embrace digital transformation, and strengthen resilience against external shocks.
Our strategies must ensure that tourism’s success translates into broader national prosperity: better infrastructure, stronger communities, and sustainable growth that safeguards Fiji’s natural and cultural assets.
In doing so, we reaffirm that when tourism thrives, Fiji thrives; and that the policies we set today will determine how confidently we step into 2027 and beyond.
This year we have managed to do more than just keep our heads above water despite the global fuel crisis and the rising costs of food and transport driven by tariff wars, geopolitical conflicts, and the increasing cost of living in our key markets.
A mix of sticking to what we do best, offering genuine value, enjoying a run of great weather during peak travel windows, and some good old-fashioned luck — where Fiji was consistently chosen over long-haul destinations during a period of political and fuel access uncertainties — has seen this island nation’s visitor numbers not only hold steady but emerge stronger than expected.
Against the odds, Fiji has demonstrated that resilience, adaptability, and authenticity remain our greatest assets, ensuring that our tourism sector continues to deliver confidence, growth, and prosperity for the wider economy.
The year commenced with its usual list of challenges; some anticipated, others unexpected.
Businesses faced rising costs of operation through a myriad of regulatory processes, where individual agencies often appeared more focused on denying rather than enabling compliance and good governance.
Access to skilled staff and the training required to meet service expectations remained a pressing concern, compounded by sudden tax inclusions introduced without consultation or a clear understanding of their impact across diverse sectors.
Fuel supply, once secured, brought its own burden of escalating costs.
At the same time, a host of new legislations spanning employment, foreshore leasing, health, consumer rights, liquor, security industries, and the implementation of VAT monitoring systems demanded industry attention through consultations and submissions.
Yet, despite this crowded and complex policy environment, the sector has continued to engage constructively, advocating for clarity, efficiency, and alignment.
Each challenge has underscored the importance of resilience, collaboration, and evidence-based reform, reminding us that the strength of Fiji’s tourism industry lies not only in its ability to adapt but also in its determination to shape a more enabling environment for sustainable growth.
As we move toward another year’s end, we face the challenges of El Niño once again, threatening a mix of drier, hotter conditions on land and predictions of heated oceans capable of birthing significant cyclones.
It is a stark reminder that weather remains one of the most persistent risks to an industry built on the promise of great weather and safe travels.
This is not a threat that ever truly disappears; it ebbs and flows, demanding vigilance, preparedness, and adaptive strategies.
For Fiji’s tourism sector, the lesson is clear: resilience must be embedded into our planning, because while we cannot control the climate, we can control how we respond to its uncertainties.
But what next for tourism as we enter its next phase?
While our key mantra remains that we can help you find happiness here through our connections to people, nature, and the many experiences to be had while on holiday, safety continues to be the enduring theme that will determine whether our success stories can be sustained and expanded.
The ugly side of drugs and the uncontrolled spread of HIV have caught this beautiful nation unprepared for the seamier realities that exposure to international travel and the transition into a developing world can bring.
How we address this as a nation, and how we communicate our challenges in dealing with the complicated tasks of understanding data, managing health responses, and building awareness, will be critical.
Tourism cannot thrive in isolation from these social risks.
The industry must play its part by promoting workplace vigilance, supporting national health campaigns, and reinforcing community resilience.
By acknowledging the challenges openly, investing in prevention and education, and aligning with global best practices, Fiji can turn vulnerability into strength.
This next phase of tourism is not only about delivering happiness — it is about safeguarding wellbeing, protecting our reputation, and ensuring that the promise of Fiji as a safe, welcoming destination remains intact for generations to come.
We certainly cannot remain silent and pretend it’s not happening, and we can start by ensuring our staff are safe, understand what’s happening and can ask for help when required.
Our next steps for tourism lie not only in much-needed strategies, budgets, and planned infrastructure, but in recognising and empowering the enduring strength of our people.
Fiji’s promise of happiness is more than a slogan – it is lived daily through the warmth of our smiles, the authenticity of our culture, and the generosity of our communities.
Visitors return not just for beaches or resorts, but for the human connections that make every experience memorable.
Thousands of women in the industry are at the heart of those connections — cleaning, making up rooms and delivering meals, looking after the babies and children under shady trees and in Kids’ Clubs and smiling happily with a flower tucked in their hair.
As we chart the next phase, our people remain the foundation of resilience and the heart of our brand, ensuring Fiji continues to capture hearts and minds worldwide.
How we nurture, train, and protect them will determine the strength of our industry’s future.
Investing in skills, safeguarding wellbeing, and empowering communities is not just a social responsibility; it is the cornerstone of sustaining our promise of happiness.
By placing our people at the centre of every strategy, we ensure that Fiji’s tourism story is one of authenticity, inclusivity, and enduring appeal, securing both visitor confidence and national prosperity.
