This article originally appeared in Tourism Ticker.
Tourism 2026: Making the Momentum of 2025 count
By Rebecca Ingram, Chief Executive, Tourism Industry Aotearoa
There’s something quietly powerful about watching an industry find its groove again, and in 2025, New Zealand tourism was doing exactly that. International arrivals are edging upwards, confidence has lifted across the sector, and operators are reporting strong bookings.
This momentum hasn’t happened by chance. It reflects the dedication of tourism businesses across the country, supported by targeted government investment in marketing, business events, major events and improved visa settings. 2025 has been defined by the quality of the conversations we began having about tourism’s future.
As I look ahead, the priority for 2026 is clear: building resilience in uncertain conditions, making smart use of new investment and infrastructure, adapting to changing traveller behaviour, and ensuring tourism continues to deliver real value for communities. These themes underpin the year ahead.
Building resilience in an uncertain and changing world
Tourism does not operate in isolation from global events. Geopolitical instability continues to influence travel patterns, aviation routes and costs, and where people feel confident travelling. While these factors sit largely outside the industry’s control, they underline the importance of staying agile and continuing to diversify our source markets.
At home, sustained pressure on household budgets has shaped domestic travel over the past two years. Encouragingly, there are signs this may be easing. As spending confidence returns, domestic tourism could play a stronger role again, particularly in supporting shoulder-season demand for businesses.
Climate risk adds another layer of complexity. Severe weather events across 2025, and again in recent weeks, have disrupted access, damaged infrastructure and increased insurance costs for operators. The industry has already taken important steps through work with the Aotearoa Circle, focusing on resilience, emissions reduction and regenerative outcomes.
The priority now is practical: continuing to adapt, prepare and collaborate on tools and resources that help tourism businesses manage risk, respond to disruption and thrive over the long term.
Setting tourism up for long-term growth
With a general election confirmed for 7 November, keeping tourism’s contribution and future potential visible will be important. Tourism supports regional employment, underpins small businesses and generates export earnings that flow directly into communities across the country.
As one of New Zealand’s largest export industries, and one of the few that also contributes GST, tourism has a strong case for long-term, bipartisan thinking. Regardless of who is in government, the industry’s role is to keep demonstrating its value and advocating for the settings that enable balanced, well-managed growth.
The Government’s Tourism Growth Roadmap, announced last June, was an important step. Its seven workstreams align closely with Tourism 2050 – A Blueprint for Impact, reinforcing the need for tourism to develop by design, not by default.
Collaboration between industry, government and regions remains critical, particularly in directing investment, supporting infrastructure and conservation, and improving access to data. As visitor numbers grow, the International Visitor Levy provides an opportunity to invest more intentionally where tourism pressures exist, alongside progress on a nationally consistent approach to funding that supports regions and includes industry in its governance.
New infrastructure gets leveraged
This year marks a step change for New Zealand’s business events sector, with the One New Zealand Stadium in Christchurch and the New Zealand International Convention Centre in Auckland coming online, alongside Wellington’s Tākina and Te Pae in Christchurch.
Together, these venues strengthen our ability to attract high-value business events year-round, support regional economies and smooth seasonal demand. The funding allocated for business events attraction is a positive signal. The opportunity now is to build momentum and fully leverage this significant infrastructure investment.
Digital shapes how we find information and connect
Digital behaviour continues to evolve, with travellers increasingly using AI tools and smartphones to plan, book and navigate their trips. For New Zealand operators, particularly smaller businesses, this shift brings both opportunity and challenge.
Those who understand how visitors discover experiences, show up in AI-powered searches and optimise for mobile booking will be best placed to succeed. This isn’t about cutting-edge technology for its own sake; it’s about adapting to how travellers now find and choose experiences, while keeping the personal service that sets New Zealand apart. I see AI becoming an essential tool for tourism businesses and a swift driver of changing consumer behaviour. 2026 is the year to get curious for your business if you haven’t already.
Wellness tourism finds it natural home
Wellness tourism is forecast to exceed $1 trillion globally this year, and New Zealand is exceptionally well positioned to capture growth in this space. Our landscapes, nature-based experiences and sense of place align naturally with what wellness travellers are seeking.
From backcountry wellness experiences to nature-based retreats and outdoor adventure, we already have the ingredients. The opportunity for industry lies in intentional marketing activity and product development that connects our offering with wellness-focused visitors and highlights the depth of experiences New Zealand offers.
Community connection strengthens social licence
Most New Zealanders see tourism as a positive force, but many also experience its impacts locally and its acceptance is not even across the country. Maintaining tourism’s social licence means ensuring communities see real benefits from the visitors they host.
The good news is many tourism businesses are already leading the way. Data from our Tourism Sustainability Commitment shows strong community engagement - from supporting youth employment and buying local, to environmental restoration and sponsoring local events. This work often happens quietly, but it matters. Continuing to strengthen these connections, and telling these stories, will remain essential over the next 12 months.
The path forward
What links these priorities is momentum – and the opportunity to build on it. Tourism doesn’t thrive by default; it succeeds when industry, government and communities work together with intent.
We have strong foundations: growing confidence, committed operators, and a clear long-term view of how the industry could operate. The year ahead is about follow-through. Let’s make the most of it.
