Towards sustainable tourism model

Sri Lanka’s tourism industry has been showing signs of recovery, with a 7% increase in tourist arrivals by the end of July compared to the previous year. While this upward trend is encouraging, it still falls short of the ambitious target of three million visitors by the end of the year. It is moment to reflect the need to move beyond mere numbers and reconsider what true success in tourism should look like. Chasing aspirational visitor targets without a clear and sustainable strategy is not only misguided but potentially damaging in the long run.

A high volume of tourist arrivals may make for attractive headlines, but it does not necessarily translate into meaningful economic or social benefit. In fact, unchecked growth in tourism can quickly tip into overtourism, which risks degrading the very attractions that draw visitors in the first place. A case in point is the recent scenes at the Minneriya National Park during “The Gathering,” where long lines of vehicles overwhelm the natural habitat, disrupting wildlife and diminishing the experience for visitors. Such overcrowding is neither sustainable nor desirable.

The tourism sector must ask itself a crucial question: are we aiming for more tourists, or for better tourism?

It is argued that quality should take precedence over quantity. A sustainable tourism strategy must prioritise higher earnings per visitor, rather than simply increasing footfall. Metrics like foreign exchange earnings, the number of direct and indirect jobs created, and the value addition to local communities are far more relevant indicators of success. If Sri Lanka can generate greater earnings with fewer tourists, it would not only protect its natural and cultural resources but also create a more pleasant and rewarding experience for all stakeholders involved — visitors, hosts, and service providers alike.

The tourism industry must also be wary of the saturation point — the moment when the sheer volume of tourists compromises the quality of the experience. When that happens, not only do tourists leave with a diminished impression of the country, but service providers also suffer from burnout, increased costs, and lower margins. The industry should proactively avoid this situation by determining a carrying capacity for its key tourist sites and implementing measures to distribute tourism more evenly across the country and throughout the year.

The role of promotion and branding is another area that requires strategic rethinking. While the private sector has rightly pointed to the lack of cohesive marketing efforts by the Government, it is not enough to sit back and wait. The private sector must take greater initiative in this domain, using its resources and expertise to drive targeted, innovative, and sustainable promotion. Government involvement should be supportive and regulatory, but not necessarily the primary engine of growth. At a time when the State is under significant financial pressure to fund welfare programs and public services, tourism promotion is one area where the private sector can and should lead.

A long-term tourism vision for Sri Lanka must be built on the foundation of sustainability — economically, environmentally, and socially. This means investing in infrastructure that supports eco-tourism, empowering local communities to participate meaningfully in the tourism value chain, and educating both tourists and operators on responsible practices. Fundamentally, we must move away from an obsession with numbers. Sri Lanka’s goal should not be to hit arbitrary arrival targets but to build a resilient tourism sector that offers high value, low impact, and long-term benefits.