1. Could you begin by telling us about Hangton Pacific Company and its role within Fiji’s business and economic landscape? What is the company’s vision and what has driven its development over the years?
Hangton Pacific is fundamentally a pelagic fishing company, but we are much more than just a fishing operation. We are involved in fishing, fish trading, fish processing and exporting, and we are also an accredited sustainable fishing company.
We are a Fijian company based in Suva, and our operations are closely connected to Fiji’s wider fisheries and maritime economy. We operate longline vessels, purchase fish from other vessels calling into Fiji, process the catch locally and export to international markets. Historically, our main products have included tuna such as albacore, yellowfin and bigeye, as well as other pelagic species. Public industry information also identifies Japan and the United States among our major export markets.
Our vision has always been to operate a commercially sustainable fishing business that creates value in Fiji while competing in demanding international markets. Over the years, we have learned that success in this industry is not simply about catching more fish. It is about managing costs, maintaining quality, investing in the right equipment, meeting international standards and building long-term relationships with customers.
2. Fiji is looking to strengthen local industries and reduce reliance on imported goods. How does Hangton Pacific contribute to local value creation, supply chains, and the development of Fiji’s private sector?
Fisheries is one of the areas where Fiji can create value from a resource that is naturally available within our exclusive economic zone. As a Fijian company, we have the ability to participate in the country's fisheries sector and turn that resource into an internationally traded product.
We don't simply catch fish and send it overseas. We have land-based operations in Suva, including processing and a range of support services associated with the maritime industry. We also provide services such as vessel support, container handling and other activities that support the wider fishing and shipping ecosystem.
That diversification is important because the fishing business can be cyclical. Tuna catches and market conditions go up and down, so having other activities helps us maintain cash flow, sustain employment and cover part of our overheads.
3. What are the main markets and sectors that Hangton Pacific serves today, and where do you see the greatest opportunities for the company to expand its activities in Fiji and across the wider Pacific?
Our core business remains tuna and other pelagic products, with international markets being extremely important to us. We have traditionally supplied markets including the United States and Japan, while also serving other markets in the region and Asia. Our products include fresh and frozen tuna, and we have the capability to process and prepare products according to different customer requirements.
For us, the opportunity is not necessarily about becoming a much larger fishing company. It is about becoming more efficient, improving the quality of what we produce and making better use of the infrastructure we already have.
There are also opportunities in supporting other vessels and companies operating in Fiji. Suva is an important fishing and maritime hub, so there is potential to develop the services around the industry as well as the fishing activity itself.
4. International trade and reliable supply chains are particularly important for an island economy. How is Hangton Pacific navigating logistics, shipping costs, sourcing, and global supply-chain challenges while maintaining competitiveness?
For an island country, logistics is always a major consideration. Everything has to move by sea or air, and the cost of transportation can have a significant impact on competitiveness.
That is why operational efficiency is so important. We have invested in our own infrastructure and support services so that we are not completely dependent on outside providers. We also have to manage our vessels, refrigeration, fuel consumption, maintenance and product handling very carefully.
In our industry, the quality of the product is critical. Once the fish reaches the customer, they are buying quality, not simply volume. If the quality is not right, you don't get the same value for the product.
So the whole supply chain, from the moment the fish is caught until it reaches the customer, has to be managed properly.
5. Fiji is seeking greater economic diversification beyond tourism. What opportunities do you see for businesses such as Hangton Pacific to contribute to the growth of manufacturing, distribution, trade, and other productive sectors?
I think fisheries has a very important role to play in diversification because it is a productive industry that generates exports, employment and foreign exchange.
But we should also look beyond fishing itself. There are opportunities in processing, logistics, cold storage, vessel services, maintenance, maritime services and other activities connected with the sector.
At Hangton, we have already diversified into land-based services because we don't want to be completely dependent on tuna. It is a good business strategy not to be so dependent on tuna, which can be up and down and can be very hard when the season is not good.
If Fiji wants to build a stronger private sector, we need to encourage businesses that produce, process and export from Fiji, rather than simply importing and distributing products.
6. International partnerships can play an important role in expanding Fiji’s business ecosystem. Are there opportunities for Hangton Pacific to develop new partnerships with companies and investors from the United States and other international markets?
International markets are already an important part of our business, and the United States is particularly significant for us.
But partnerships are not only about selling products. They can also involve financing, technology, equipment, technical expertise and knowledge transfer.
One of our biggest challenges is access to appropriate financing for vessel modernization. We don't want grants or free money. We are happy to repay our loans, but the financing facility needs to be structured in a way that allows a fishing company to compete with other industries.
If international financial institutions, investors or trade partners are interested in Fiji, there are opportunities to support productive industries such as fisheries. We have demonstrated that investment in modern vessels can generate significant efficiencies and can be commercially viable.
7. How is Hangton Pacific responding to changing customer expectations and technological developments? What role do digitalisation, operational efficiency, and innovation play in strengthening the company’s competitiveness?
Technology and efficiency are extremely important in fishing because fuel, refrigeration and maintenance are some of the biggest costs.
We experienced this very clearly when we modernized our fleet. In 2017, we built four new vessels and subsequently retired our older vessels. When we compared the performance of the new vessels with the older fleet, our fuel consumption fell by around 50 percent.
That was a major improvement. The hulls were more efficient, the engines were more modern, and the refrigeration and generators were more efficient. Because refrigeration has to operate continuously on a fishing vessel, even relatively small improvements can have a very significant impact.
There was also an improvement in the quality and storage of the fish. So modernization is not simply about reducing costs; it improves fuel efficiency, reduces emissions, improves product quality and makes the entire operation more competitive.
8. Sustainability and responsible business practices are becoming increasingly important across global markets. How is Hangton Pacific integrating environmental responsibility, resource efficiency, and community engagement into its operations?
For sustainability, we have certifications. We use the Marine Stewardship Council, and all of our vessels are certified by the Marine Stewardship Council. We are audited every second year.
In addition to that, we are actively participating in getting our social responsibility policies upgraded. We work with the International Labour Organization, our local Ministry of Labour and NGOs to look at how we can make sure our policies are in harmony with what is required.
Fishing is quite challenging when it comes to social responsibility because we are not a land-based facility where you can change things at any time. There is a set crew which sails out, and they have to work before the boat comes back. The work environment is not predictable.
You can't say, "Okay, there is heavy rain and flooding in Suva, everybody stays home." You can't do that at sea. You can suspend fishing activity, but the vessel is still at sea. People still have to be on watch and remain alert.
These are some of the areas where we can come into conflict with labour requirements. That's why we are working with the relevant organizations to understand how we can remain compliant while recognizing the realities of the fishing environment.
When we started this journey about four years ago, I spoke to many island countries and other countries where fishing takes place. We asked them how they dealt with these issues, and we found that there were very few vessels anywhere that could say they were 100 percent compliant with every requirement.
So I decided that there was nothing to hide. We can be open about the challenges and say: tell us where the best practice is, and we will follow it, learn from it and improve.
We have also been engaging with worker representatives in Indonesia because we have a significant number of Indonesian workers. We want those workers to have appropriate representation from people who understand the fishing industry and the particular conditions on fishing vessels.
We also work with Conservation International, and our crews are made up of Indonesians, Fijians and Chinese. We have tried to maintain a balance within the workforce.
Another challenge is finding local crew. We would very much like to employ more Fijians, but young people are increasingly reluctant to enter the fishing industry. We have supported training initiatives through the Fiji Maritime Academy, including scholarships, meals and transport assistance, but unfortunately the level of interest and graduation has been lower than we hoped.
So we continue to rely on foreign crew, as is increasingly the case in fishing industries around the world.
We also believe in giving back to the community. For example, Hangton has supported organizations such as the Father Law Home in Fiji because we believe businesses have a responsibility to contribute to the communities in which they operate.
9. Looking ahead, what are your priorities for Hangton Pacific over the next five to ten years? Where do you see the greatest opportunities for growth, investment, and expansion within Fiji and the wider Pacific?
As we age, we don't necessarily want to expand simply for the sake of expansion. We need people who will succeed us and who have the energy and interest to be in the industry, and we don't find that readily today.
So I don't think there is a major plan to expand our fishing activities. If anything, we would look at replacing some of our existing vessels as they become older.
We saw the benefits of modernization when we built four new vessels in 2017. Fuel consumption came down by about 50 percent, emissions were reduced, the vessels were more efficient and the quality of the fish improved.
The vessels are now approaching ten years old, and we are thinking about replacing them because the older vessels become increasingly expensive to maintain. Being at sea every day is very demanding on a vessel.
The major issue is financing. The last time we modernized the fleet, we had to take offshore loans because there was not an adequate financing facility available locally. Interest rates were high, and there were additional costs associated with offshore borrowing.
We have been telling the Fijian Government, financial institutions, NGOs and international trade partners that we need a proper financing facility for the fishing industry. We are not asking for free money; we are asking to be treated like any other viable industry and to have access to financing that allows us to modernize.
We have demonstrated that it can work. We built four new boats at once and were able to pay them off within four to five years. That proves that investment in a well-managed fishing operation can be commercially viable.
For smaller companies with one or two boats, it is more difficult because they don't have the same scale. In our case, our land-based operations also help cover part of our overhead costs.
So our priority is modernization, efficiency and sustainability rather than simply expanding the number of vessels.
10. Finally, what message would you like to share with Los Angeles Times readers about Fiji’s business environment and the opportunities available to international companies looking to build long-term partnerships in the country?
I can really comment from the perspective of the fishing industry. I believe there are many more opportunities in Fiji in industries other than fishing as well.
But in fisheries, my message would be that if there are financing institutions that have an interest in the sector, we are looking for established financing facilities, not grants, so that we can continue to modernize our fleet.
And I would reassure Los Angeles Times readers that Fiji has an established export-oriented fishing industry supplying international markets. We supply the United States with products that are sustainably sourced, and there is a rigorous process of stock assessment and fisheries management.
We have also adopted stronger social responsibility policies and are working closely with NGOs, the International Labour Organization and our own Ministry of Labour.
If you are looking for sustainably sourced and responsibly harvested seafood, you can look to Fiji.
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