Fiji Hotel and Tourism Association, 5 June 2025 – There’s a lot to celebrate in Fiji’s tourism sector right now. We’re hearing big numbers being floated — $3.1 billion in proposed tourism investments across at least 53 projects.
It is a clear sign of confidence. Confidence in Fiji’s future as a premier travel destination, in our people’s ability to continue the successful momentum, and confidence in the potential to grow our economy sustainably.
Which is exactly the kind of momentum we’ve been waiting for.
A lack of interest was not holding back Fiji’s tourism growth—it was the stagnant room supply that kept visitor numbers from soaring. While the airlines expanded seat capacity and demand for brand-Fiji surged, the crucial missing link was accommodation capacity.
Could we have boosted inventory first? Perhaps. But that risked empty rooms and plunging occupancy rates in low seasons. And who could have foreseen the post pandemic travel frenzy that shattered expectations and drove demand for Fiji to its highest levels?
The push for development through smart investment policies is now paying off.
Tourism Minister Viliame Gavoka recently confirmed Fiji will gain 4,000 new rooms, marking the transition from conversation to construction.
Optimism is warranted, but let’s not overlook a harsh reality: Fiji’s infrastructure is already stretched thin. Roads, power grids, water supply, waste management, and even healthcare in tourism hubs like Nadi and the Coral Coast are running close to capacity—or were maxed out some time ago.
Expanding accommodation is a win, but without serious infrastructure upgrades to match or exceed the expected increase in demand, we risk building momentum on shaky ground.
With the addition of initially 1,000, then up to 4,000 more rooms over the next few years, the exponential increase in demand for service infrastructure cannot be overemphasised. This means that Fiji Roads, Energy Fiji, the Water Authority, town councils, Agriculture, Lands Department, the environment ministry, recyclers and waste service providers, licensing and permit provisioning agencies (Land Transport, National Fire, OHS, Liquor, Registration of Companies, Maritime Safety, Civil Aviation, Airports, Immigration, Revenue & Customs, etc) must all step up.
These agencies must all ask themselves – if we have to increase our work output by 33% over the next few years – applications, approvals, permits, certificates, and inspections, as well as increasing their current demand (for equipment, printing, installations, laying of, collection, metering, provisioning for, constructing, planning, managing and monitoring of, etc) by 33% – what do they need to start doing NOW?
This 33% increase in demand must be planned and budgeted for. Hopefully, they will also work out where they will find the skilled staff to help them increase this expected output, because we looked out on the streets where we were recently advised to look, and couldn’t find the hundreds of unemployed people we were told we would find there.
Can Fiji sustain this continued tourism boom without diminishing the experience for visitors or the quality of life for locals? These aren’t just questions; they’re imperatives, especially given Fiji’s tendency to underestimate its own growth potential.
Planning isn’t optional—it’s critical. Tourism can’t be viewed in isolation when it fuels supply chains, empowers SMEs, and drives community-based businesses. Expansion must be matched with infrastructure investment that doesn’t lag behind, but sets the pace, ensuring sustainability rather than the usual mad scramble.
Because we’re not just building hotels—we’re building systems, communities, and services that must support a bigger, busier, and more demanding future. Growth without foresight isn’t progress; it’s a gamble.
As an example, Denarau is one of our most popular tourism hubs and a key revenue driver, yet we’re still dealing with persistent waste management issues. Wailoaloa – now earmarked as a growth area needs urgent upgrades in road access and water reliability.
These are challenges we have been speaking up about quite often. We attend stakeholder forums, workshops and consultations, and discuss existing and potential challenges, note why planning must be in place and budgeted for, and explain what the positive outcome of a successful industry means for everyone.
Tourism is a demand-driven industry. When visitor numbers spike, the demand on services like electricity, waste collection, emergency care, and transportation spikes too. If these systems buckle under that pressure, everyone loses — the visitor, the operator, and the community at large.
Fiji stands at a critical crossroads—an opportunity of immense potential, but one that’s already in motion. Development projects are advancing, from early concepts to full scale construction. The speed at which we capitalise on this momentum is entirely up to us.
Investors are ready. The industry is charging ahead. Fiji Airways is expanding its airlift and global connectivity. The economic gains from increased foreign exchange could be transformational, strengthening essential sectors like healthcare and education.
But seizing this opportunity requires not just ambition, but urgency, strategy, and execution. The clock isn’t waiting, and neither should we.
We have discussed before that the pace of investment and development approvals must be stepped up. In a sector where timing and confidence are everything, long and arduous approval processes can mean the difference between an investor staying committed or pulling out altogether.
Fiji needs these developments. The $2.5 billion in tourism earnings in 2024, plus another $2 billion through Fiji Airways, is not just impressive — it is vital for our economy and our self-sufficiency.
Tourism fuels our economy, creates jobs, and supports countless families. But if we’re going to aim for $4 billion annually by 2027, we must first ask ourselves whether the systems in place today can handle that growth tomorrow. If we want to avoid the risk of our infrastructure buckling under the weight of success, we must act now.
As the Minister rightly put it, “What good is revenue if there aren’t decent jobs? What good is it if our communities don’t prosper, or if it comes at the expense of our environment and culture?” These are valid and necessary reflections. But the solutions lie in execution, not just ideals.
Building resorts isn’t just about stunning beachfronts and luxury accommodations—it’s about the people who make them run and the experiences they support that make lasting memories. Where will the staff live? How will they commute efficiently? Where will their children go to school? How will waste and sewage be managed? These questions must be part of the blueprint, not afterthoughts.
Expanding airports bring similar challenges. It’s not just about more flights; it’s about ensuring nearby towns and service providers can handle increased demand, whether for water, power, traffic, communication, disaster management, or medical emergencies.
Sustainability cannot be confined to environmental efforts alone. It must be holistic, infrastructural, economic, and socially inclusive. Growth without planning isn’t progress; it’s a ticking clock waiting to expose the gaps. Fiji has the opportunity to lead by example—by building smart, sustainably, and with people at the heart of that vision.
The momentum is undeniable—forward bookings through July and onwards are strong, and April set a new record with over 80,000 visitors. These are encouraging signs, but they also signal urgency. A rising tide of demand is great, but without an equally swift evolution of our support systems, we risk losing the full potential of this opportunity.
Fiji has everything needed for something extraordinary—our people, natural beauty, rich culture, and global appeal. But potential alone isn’t enough. We need the infrastructure, strategy, and resilience to sustain this growth. It’s not just about increasing room capacity or boosting numbers—it’s about being truly ready, building intelligently, and ensuring that progress is both impactful and sustainable.
Fantasha Lockington – CEO, FHTA (Published in the Fiji Times on 5 June 2025)
Fiji Hotel and Tourism Association
The Voice of the Industry
