Jamaica’s New Chapter in Tourism

Jamaica is preparing to open an exciting new chapter in its tourism story with the debut of the Princess Grand Jamaica, its first-ever casino hotel, in November 2025. Set against the lush backdrop of Green Island, Hanover, the resort marks a turning point in how the island blends its signature sun-drenched experiences with new luxury and entertainment offerings—without losing sight of its cultural roots.

The 509-suite oceanview property, complete with three pools, nine restaurants, and eight bars, represents the largest foreign investment in Jamaican tourism to date. More than just a resort, the Princess Grand Jamaica signals the country’s push to diversify its tourism portfolio, attract new visitor segments, and remain competitive in a rapidly evolving global travel industry.

Challenges and Opportunities

But this moment of transformation comes with challenges that extend far beyond the island’s shores.

Jamaica’s bold move is unfolding in what Tourism Minister Edmund Bartlett has described as a “period of global disruption.” Speaking recently at a press event, Bartlett pointed to increasing instability—driven in part by U.S.-imposed global tariffs—as one of many external shocks reshaping the travel industry. While tourism is not a trade of goods, these tariffs, he said, still “cast a shadow over planning and airline tickets.”

Tourism in a Global Context

According to Bartlett, the only real certainty in tourism is uncertainty. The sector remains vulnerable to everything from economic disruptions and climate events to geopolitical conflict and public health crises. Yet, as history has shown, tourism is also the fastest-recovering global industry. Representing 10% of global labor and GDP, tourism is now essential to more than 100 countries worldwide, and nowhere is this more true than in the Caribbean—the most tourism-reliant region in the world.

Jamaica itself is a case study in resilience. Post-pandemic, the country rebounded with remarkable speed: visitor numbers surged from under three million to 4.3 million, and tourism earnings doubled from under $2 billion to $4 billion. Employment in the sector supports 175,000 people directly and another 300,000 indirectly. Perhaps most telling, Jamaica boasts a 42% repeat visitor rate—a sign of deep customer loyalty and destination appeal.

A Nuanced Strategy

The Princess Grand Jamaica is emblematic of a nuanced strategy: embracing innovation without eroding the island’s core identity. Bartlett has been firm in messaging that Jamaica is not pivoting to a casino-centered economy. “We don’t want to be a casino destination,” he emphasized. “We want to be a destination where casinos are one option.”

This sentiment is shaping policy. Any resort development over 500 rooms must now provide housing for staff, and the country has instituted pension plans to professionalize its tourism workforce. These are steps not just toward inclusivity, but toward long-term sustainability.

Infrastructure and Growth Management

Further infrastructure upgrades—including new roads and a soon-to-be-built airport in Negril—are part of Jamaica’s larger plan to manage growth and avoid overtourism in popular areas. There’s even consideration of a tourism resilience fee, collected at points of consumption, to fund recovery during future disruptions.

As luxury, wellness, and sports tourism rise, Jamaica is actively expanding its offerings to cater to evolving global tastes. The integration of a casino within an all-inclusive model is part of this strategic pivot. Rather than attracting only gaming enthusiasts, the Princess Grand Jamaica will appeal to families, wellness seekers, and affluent travelers looking for immersive, multifaceted experiences.

Kingston’s Moment in the Spotlight

Kingston, the capital, is also getting its moment in the spotlight. Long seen as Jamaica’s cultural hub, the city is now being positioned as a major tourism destination in its own right, thanks to its restaurants, entertainment scene, and event spaces. Bartlett envisions Kingston as “the entertainment capital of the Caribbean.”

Regional Cooperation and Trust

Jamaica’s evolution is taking place as the entire Caribbean contends with the challenges of a shifting global order and the resurgence of nationalism. Bartlett stressed the need for greater Caribbean integration in tourism as a way to bolster resilience across the region.

Still, the most crucial factor, he said, may be trust. “Tourism is soft power that builds relations between nations,” Bartlett remarked. “The erosion of that soft power is cumulative… and we are seeing a shift already.”

Advisors and storytellers, he added, play a pivotal role in shaping perceptions. “Perception is everything. If a destination feels unwelcoming, it affects travel.”

Conclusion

At this inflection point, Jamaica is carefully calibrating its path. The opening of the Princess Grand Jamaica is not a gamble—it’s a calculated step into a broader vision for tourism that respects the past while embracing the future. With two additional casinos already approved and a global network of tourism resilience centers established—one of which Jamaica pioneered—this small island nation is helping to lead the conversation on how the world’s second-largest industry can adapt, innovate, and endure.

As Minister Bartlett noted, “We do want to navigate these changes so we can maintain our growth.”

In doing so, Jamaica just might provide the playbook for tourism resilience in the 21st century.

Frequently Asked Questions

Q: When is the Princess Grand Jamaica set to open?

A: The Princess Grand Jamaica is scheduled to open in November 2025.

Q: What is the significance of the Princess Grand Jamaica?

A: The Princess Grand Jamaica represents the largest foreign investment in Jamaican tourism to date and marks a turning point in how the island blends its signature sun-drenched experiences with new luxury and entertainment offerings.

Q: What is Jamaica’s strategy for managing growth and avoiding overtourism?

A: Jamaica is implementing various measures, including infrastructure upgrades, a tourism resilience fee, and policies to professionalize its tourism workforce, to manage growth and avoid overtourism in popular areas.