CEO Insights Magazine

Tourism-supporting organisations are pivotal in shaping vibrant economies by driving sustainable economic growth, championing cultural exchange, preserving heritage, and protecting island and ocean ecosystems. Their work empowers communities and fosters innovation. Founded in 1983 as the Tourism Council of the South Pacific, the Pacific Tourism Organisation (SPTO) represents tourism across 21 Pacific Island Member countries, out of which 20 are Pacific Island countries. As the regional body for tourism, SPTO strengthens the industry by enhancing quality, access, and coordination through its three core strategic priorities: Marketing the region, Sustainable tourism planning and development, and Research and Statistics. These priorities are supported by four innovative partnerships: Cruise and Yachting Sector Development, Supporting and Promoting Investment and Product Development, Improving Air Access and Route Development, and Developing and Empowering Pacific People’s Capacity.

Under the leadership of CEO Christopher Cocker, SPTO has evolved from a regional marketing body to a leader in regional tourism policy and development a hub for research & statistics and with a strong focus on sustainable tourism. In an era of inevitable growth in mass tourism and the escalating impacts of climate change, sustainable tourism where people and the planet matter most has become central to SPTO’s mission.

In a candid interview, Christopher shared insights into his journey, his vision for the future, and the Pacific Tourism Organisation’s aspirations for growth.

Please briefly describe your professional background and experiences. What is the motivation that fuels your daily routines?

My professional career is deeply rooted in tourism, built upon a solid academic foundation. I spent the first ten years in Marketing and Communications for the Pacific Islands, traveling globally to promote the region. I joined Pacific Trade Invest as the Trade Commissioner i n A uckland, I s pent f ive y ears managing diverse teams and overseeing various international projects. My journey continued as the Senior Program Manager at the Pacific Cooperation Foundation in New Zealand, where I led the launch of the True Pacific Quality Mark for exported products. And then later joined the Secretariat of the Pacific Community as an Export Marketing Officer, focusing on increasing agricultural commodity trade.

Additionally, I served as the Project Manager for a European Union-funded tourism initiative before becoming the CEO of the Pacific Tourism Organisation (SPTO) in 2016. Throughout my career, I've honed my leadership skills, particularly in crisis and change management, as demonstrated during the pandemic. New challenges and the pursuit of goals drive me. Engaging with stakeholders, finding collaborative solutions, and sharing best practices are essential to my daily routine.

What factors do you consider when mentoring and reviewing SPTO policies, strategies, activities, and budgets, and providing recommendations?

In the initial phase of my SPTO career, I strengthened operations by ensuring robust policies and diversifying funding through strategic partnerships. My goal was to create a positive environment where team members thrive and innovate, add value to SPTO’s tourism reliant countries and special consideration on our climate-impacted Small Island State members. I prioritized big-picture thinking and sought comprehensive feedback before making decisions. While monitoring and reviewing policies, I consult with the 20 SPTO Pacific member countries Balancing these different needs and agendas is crucial for developing effective policies and strategies. This process involves looking at the big picture, considering the future implications, avoiding duplication, fostering collaboration and learning from past mistakes, and monitoring strategies and work plans. Ultimately, we aim to adopt best practices and ensure we fulfill the organization's vision, mission, and strategic objectives.

Tell us about your leadership approach. What are the guidelines or methodologies you follow as a leader?

My leadership approach is based on proactive planning which I have been following since my university studies and continue to adhere to. My leadership style is characterized by innovation, transformation, and a steadfast commitment to collaboration and integrity. I avoid procrastination and follow timely execution to achieve better results. I focus on collaborating with the team, encouraging an open-door policy, and ensuring two-way communication for smooth functioning. I prioritize maintaining a strong relationship with the team and follow both top-down and bottom-up approaches. I resonate with the sentiment that a good leader is not only conscious of power and dignity but also responsibility and service. These principles guide my approach as I work towards creating a sustainable and thriving tourism industry for the Pacific region.

Can you describe the sustainable practices adopted by the Pacific Tourism Organisation and its vision for a sustainable future?

Sustainability is central to the Pacific Tourism Organisation’s mission and guiding our strategic vision. It is embedded in our mission to implement sustainable tourism development through innovative partnerships. We are currently working on the new strategic plan for 2025-2029 which aligns with the 2050 Blue Pacific Strategy. This strategic plan emphasizes responsible recovery for the entire Pacific, prioritizing people, the planet, and prosperity. We aim to develop country-specific solutions to benefit our member countries and focus on measuring sustainability through social, cultural, and environmental indicators, in addition to economic ones. We embrace eco-friendly practices by reducing energy consumption, minimizing waste through recycling, and cutting paper use through digitalization. Our Pacific Sustainable Tourism Policy Framework (PSTPF), Pacific Tourism Statistics Strategy and Digital Strategy focuses on driving the Tourism industry towards sustainable tourism growth. We’re proud that our 20 SPTO Pacific member countries are committed to sustainable tourism, focusing on responsible travel and providing authentic cultural experiences that support local communities

Could you elaborate on your long-term aspirations and the direction you envision for your future?

At SPTO, our future aspirations are mainly based on building responsible tourism across all member countries. We aim to promote the unique cultural aspects of our member countries differentiating from global sand and sea destinations. Guided by our 2025-2029 Strategic Plan which is aligned to the 2050 Blue Pacific Strategy, with the aim to create a more resilient, responsible and thriving future destination. In the next 5 years, responsible Tourism will only become a reality in our Pacific Islands where there is a shared understanding, clear priorities and a collaborative approach. We aspire for visitors to the region to experience, appreciate, and respect the unique qualities of the Pacific, enhancing each destination’s resilience, prosperity, and inclusivity.

Christopher Cocker, CEO, Pacific Tourism Organisation

Christopher Cocker is a visionary leader committed to advancing responsible tourism. He focuses on delivering exceptional experiences for clients and partners while prioritizing sustainable practices. His leadership is defined by a dedication to integrating economic, socio-cultural and environmental responsibility into every aspect of the organization’s operations.